HRMS IMPLEMENTATION PROJECT

PROJECT PLAN

February 2010
Project Plan

Authors:
This document was prepared by:

J. Richard Fox, Project Manager Valerie Adkins, Project Manager

Deloitte Consulting LLP Virginia Community College System
901 East Byrd Street Ste 820 Monroe Building
Richmond, VA Richmond, VA
jamfox@deloitte.com vadkins@vccs.edu
(804) 677.8160 (804) 819.4992

Revision History:
Document
Date Document Revision Description Document Author
Version
1.0 Initial version Valerie Adkins, Richard Fox

Approvals:
Approval Approved
Approver Name Signature
Date Version
Project Sponsor for HRMS Steering Committee

Approval Comments
If there are comments regarding this document, please list those below:
Date Section
Issue # Comment
Entered Affected
Project Plan

TABLE OF CONTENTS

1. CONTACTS 1
2. BUSINESS PROBLEM 1
3. ASSUMPTIONS 2
4. PROJECT DESCRIPTION 2
5. PROJECT SCOPE 3
6. MEASURES OF SUCCESS – PERFORMANCE PLAN SUMMARY5
7. CRITICAL MILESTONES 8
8. BUDGET PLAN SUMMARY 9
9. PROCUREMENT PLAN 11
10. RISK PLANNING 11
11. APPENDICES 14
A. Procurement Plan 14
B. Risk Management Plan 14
C. Project Change and Configuration Management Plan 14
D. Quality Management Plan 14
E. Financial Management Plan 14
F. Communication Plan 14
G. Performance Plan 14
H. Work Breakdown Structure/Project Schedule 14
I. Resource Plan 14
Project Plan

1. CONTACTS

Points of Contact
Position Title /Name/Organization Phone E-mail

Project Sponsor Karen Petersen, Executive Vice (804) 819-4910 kpetersen@vccs.edu

Chancellor

Program Manager Scott McCombe, PMP, Lead IT (804) 819-4680 smccombe@vccs.edu

Program Manager

Project Manager Valerie Adkins, PMP, MIT, IT Project (804) 819-4992 vadkins@vccs.edu
Manager

Proponent Cabinet Dr. Gerald Robinson, Secretary of (804) 786-1151 gerald.robinson@governor.virginia.

Secretariat Education, Virginia gov

Proponent Agency Dr. Glenn DuBois, Chancellor Virginia (804) 819-4903 gdubois@vccs.edu
Head Community College System

Customer (User) Dr. Christopher Lee, SPHR, Associate (804) 819-4685 clee@vccs.edu
Representative Vice Chancellor

Customer (User) Donna M. VanCleave, Vice (804)819-4695 dvancleave@vccs.edu

Representative Chancellor for Administrative Services

Other Dr. Joy Hatch, Vice Chancellor of (804) 819-4990 jhatch@vccs.edu

Information Technology Services

Contractor Information
Position Name Phone E-mail

Principal Ray Zaso (609) 206-2924 rzaso@deloitte.com

Eric Friedman (216) 978-5420 efriedman@deloitte.com

Account Manager Don Parr (804) 514.8244 dparr@deloitte.com

Project Manager Richard Fox (804) 677-8160 jamfox@deloitte.com

Technical Lead Tom Huber (818) 929-0731 thohuber@deloitte.com

Functional Lead Eudora Jacobs (703) 725-7265 majacobs@deloitte.com

2. BUSINESS PROBLEM
The functionality of the current HR and Benefits systems, while operational, is limited in its ability to provide
valuable data to the VCCS HR offices. The system is transaction based and is developed in a UNISYS programming
language and is difficult to customize and has limited support resources. Due to the age of the system, higher-
education business processes are difficult to conduct and basic HR and Payroll tasks are labor intensive. Many
colleges store only the full-time faculty and classified employee information in the PMIS system. To account for this
limitation, the colleges have created varying, alternative methods for capturing information for the adjunct faculty,

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Project Plan

which constitute over 50 percent of the VCCS workforce. The VCCS HR functions are also outdated and users
cannot utilize the common tools in the HR industry, such as self-service, HR metrics, ad-hoc reporting, and
enterprise applications, which limits the expansion of functionality necessary to remain competitive in the higher
education market and to meet VCCS educational and public service missions. To address these problems, VCCS
plans to implement a proven commercial solution for human resource management. The proposed system will
provide self-service access and business process support to students, faculty, and staff and improve workflow for
major human resource functions performed throughout the VCCS colleges and System Office. The enhanced
interoperability provided by the implementation of the human resource system with other VCCS internal and
external application systems will provide additional benefits from information sharing, elimination of redundant data
entry, and business process improvement.
The Oracle/PeopleSoft application offers these capabilities with a product that was designed specifically for the
Higher Education industry. The capabilities of the Oracle/PeopleSoft human resource modules will support
reengineering efforts and business process improvements. The reduction in labor-intensive basic HR and Payroll
tasks and higher education business processing will result in significant cost savings for the 23 colleges and the
System Office represented in this project.

3. ASSUMPTIONS
This project assumes that:
 VCCS (VCCS System Office and the 23 colleges) are willing to implement the best practices built into the
software
 The scope will be managed through a formal change control process
 Project accomplishments will be acknowledged by all levels of the VCCS
 Executive support will continue throughout the life of the project
 There will be sufficient availability of skilled VCCS resources
 The project sponsors and project management will commit to making timely decisions
 Project participants are knowledgeable of their roles and responsibilities
 The project team is empowered to make business process decisions

Key Assumptions
Time Line Overview
 Start date 5/7/09
 Go Live 1/31/11
 26 month phase duration: beginning 5/7/09 and ending 6/30/11
 1 month mandatory and 2 months optional Post Implementation Support
 30 to 90 days post-implementation support: beginning 2/1/11 and ending (2/28/11, 3/31/11, or 4/30/
2011) depending on the needs of the project at that time
 Closeout 6/30/11

Deloitte Consulting will be responsible for providing training delivery resources.

VCCS will provide functional resources to assist with the design and testing of the system as needed.

4. PROJECT DESCRIPTION

Develop and implement the Human Resource modules of the Oracle/PeopleSoft Human Resource Management
System/Campus Solutions (HRMS/CS) application to facilitate human resource management at the VCCS System
Office and twenty-three colleges. The development and implementation of the Human Resources Management

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Project Plan

System (HRMS) are to include the integration with the current VCCS Student Information System (SIS) in a shared
database. The VCCS development and implementation of the new HRMS are to be a combined effort enlisting
external consulting services of Deloitte Consulting and existing VCCS staff.
See SOW Document (Emailed separately to PIR@vita.virginia.gov (George Williams and Chris Hinkle) –
HRMSSOWFinal.doc).

5. PROJECT SCOPE
The scope of the HRMS project is the implementation of the Oracle/PeopleSoft Human Resources modules which
includes Absence Management, Time and Labor, Payroll for North America or Payroll Interface, Benefits
Administration, Base Benefits, Human Resources, Query, Crystal, Self Service (eProfile, eProfile Manager Desktop,
Absence Management, and eDevelopment), Data Conversion, and interfaces to CIPPS, BES, and PMIS. The HRMS
system is being integrated with the existing Student Information System (SIS) using a shared database environment.
The project scope includes all phases of the project life-cycle. The specific life-cycle methodology to be employed
will include Fit/Gap analysis, design, development, testing, training, and quality assurance reviews. The
implementation includes the analysis, design, development and implementation of interfaces to the Commonwealth
of Virginia systems Personnel Management Information System (PMIS), Benefits Eligibility System (BES), and
Commonwealth Integrated Payroll Personnel System (CIPPS).
The implementation of the HRMS system is to facilitate human resource management at the VCCS System Office
and twenty-three colleges. The system will provide self-service access and business process support to students,
faculty, and staff, and improve workflow for major human resources functions performed by all VCCS colleges and
the System Office. The enhanced interoperability with other VCCS internal and external application systems will
provide additional benefits from information sharing, elimination of redundant data entry, and business process
improvement. The goal for HRMS Project is to implement a unified personnel database to manage HR functions
including position management; improve the efficiency of HR transactions and the interfaces with multiple state
systems; in addition, to implement policy improvements, best business practices and improved compliance reviews.
Oracle/PeopleSoft Modules and HR Interfaces
HR Modules & Tools
 Absence Management
 Time and Labor
 Payroll for North America or Payroll Interface
 Base Benefits
 Benefits Administration
 Human Resources
 Query, Crystal
 Self-Service Modules
o eProfile
o eProfile Manager Desktop
o Absence Management
o eDevelopment
 HR Interface/Functional Requirements
o Oracle/PeopleSoft delivered Interfaces:
 Human Resources Module
 Benefits Administration Module
 Payroll for North America or Payroll Interface (as noted above)
 Absence Management Module
 Time and Labor Module

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 Campus Community Module

o New Interfaces
 VCCS HRMS (payroll module) with CIPPS (Department of Accounts (DOA))
 VCCS HRMS (Human Resources module) with PMIS (Department of Human Resource
Management (DHRM))
 VCCS HRMS (Benefits Administration module) with BES (Department of Human Resource
Management (DHRM))
 Preliminary Scope and Supported Business Processes
 All Business Processes Supported
o Initial design
o Population of values
o Maintenance processes
o Mapping between PMIS/CIPPS/BES and HRMS
o Mapping between CIPPS to FBMC and HRMS
 Business Processes Supported and Automated of Processing
o Address Change
o Adjunct to Full Time
o Family Status Change
o Leave Accrual
o Leave Without Pay
o Long Term Disability
o Name Change
o New Hire
o Part Time to Full Time
o Pay Rate Chg
o Retirement – ORP
o Retirement – VRS
o Return from Leave
o Short Term Disability
o Termination-9 month
o Termination-Adjunct
o Termination-Classified & 12 month
o Termination – P14
o Time Reporting
o Worker's Comp
 Reporting
o Replacement of necessary existing Human Resources reports.

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6. MEASURES OF SUCCESS – PERFORMANCE PLAN SUMMARY

See Appendix G for complete details.

Objective Successful Project Scope Management Progress

(1):
Performance Project will make appropriate progress to evaluate changes requests as to fit within scope or
Goal: outside of scope boundaries against the approved scope baselines throughout its life cycle.
Methodology: 1. Status reports submitted to ProSight are completed in a timely manner, as defined by the
Commonwealth Project Management Standard and ProSight instructions and provide detailed
information that allows the Commonwealth Project Management Division with adequate
information to assess the progress and status of the project.
2. Monthly meetings of the Internal Agency Oversight Committee are conducted as required
by the Commonwealth Project Management Standard and provide members with timely
information for guidance and decisions.
3. Project formal change control board will meet as required to review, evaluate, approve,
delay, or reject changes to the project with all decisions and recommendation included in the
projects official record.
4. Project scope will be monitored and the project management plan will be updated only
with approve changes requests resulting from the project scope definition process and the
change control process. Change requests will be elevated to the project management team
and will be processed through the formal change control process. Project changes requests
will be evaluated as to fit within scope or outside of scope boundaries. Changes requests that
are deemed to be out of scope will not be approved. If an approved change request exceeds a
10% variance of the established scope baselines it will be analyzed and if required re-
baselining requests will be submitted as soon as a potential breach of baseline is verified.
5. Semi-monthly meetings of the Project Management Team are conducted to provide
members with timely information for guidance and decisions.

Objective Successful Project Schedule Progress

(2):
Performance Project will make appropriate progress against the schedule baselines throughout its life cycle.
Goal:
Methodology: 1. Monthly status reports submitted to ProSight are completed in a timely manner, as defined
by the Commonwealth Project Management Standard and ProSight instructions and provide
detailed information that allows the Commonwealth Project Management Division with
adequate information to assess the progress and status of the project.
2. Monthly meetings of the Internal Agency Oversight Committee are conducted as required
by the Commonwealth Project Management Standard and provide members with timely
information for guidance and decisions.
3. Project schedules will be reviewed, evaluated, and updated monthly against planned
schedules and variances greater than 10% of monthly projection will be elevated the project
management team. Project schedules that exceed a 10% variance of their established
baselines will be analyzed and if required re-baselining requests will be submitted as soon as
a potential breach of baseline is verified.
4. Semi-monthly meetings of the Project Management Team are conducted to provide
members with timely information for guidance and decisions.

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Objective Successful Project Costs Progress

(3):
Performance Project will make appropriate progress against the managed costs baselines throughout its life
Goal: cycle.
Methodology: 1. Monthly status reports submitted to ProSight are completed in a timely manner, as defined
by the Commonwealth Project Management Standard and ProSight instructions and provide
detailed information that allows the Commonwealth Project Management Division with
adequate information to assess the progress and status of the project.
2. Monthly meetings of the Internal Agency Oversight Committee are conducted as required
by the Commonwealth Project Management Standard and provide members with timely
information for guidance and decisions.
3. Project costs will be reviewed, evaluated, and updated monthly against planned costs, and
variances greater than 10% of monthly projection will be elevated the project management
team. Project costs that exceed a 10% variance over their established baselines will be
analyzed and if required re-baselining requests will be submitted as soon as a potential breach
of baseline is verified.
4. Semi-monthly meetings of the Project Management Team are conducted to provide
members with timely information for guidance and decisions.

Objective Successful Project Risk Management

(4):
Performance Project will make appropriate progress against the management of risks and the enactment of
Goal: contingency plans to minimize and mitigate both known and unknown if identified
throughout its life cycle.
Methodology: 1. Monthly status reports submitted to ProSight are completed in a timely manner, as defined
by the Commonwealth Project Management Standard and ProSight instructions and provide
detailed information that allows the Commonwealth Project Management Division with
adequate information to assess the status of the project with respect to the VCCS monitoring
and control of risks and the management of risks to enact contingency plans to minimize and
mitigate both known and unknown if identified were to become a reality.
2. Monthly meetings of the Internal Agency Oversight Committee are conducted as required
by the Commonwealth Project Management Standard and provide members with timely
information for guidance and decisions.
3. Project risks both known and unknown if identified will be reviewed and updated
according as to each risk‘s probability of occurrence and impact as identified in the risk
management plan. Project risks that require contingency management and exceed a risk’s
established tolerance level will be analyzed and if required contingency measures will be
implement as soon as a potential breach of risk tolerance level is verified.
4. Semi-monthly meetings of the Project Management Team are conducted to provide
members with timely information for guidance and decisions.

Objective Successful Project Quality Management and Successful Independent

(5): Verification and Validation (IV & V) Sessions and Reports Progress.
Performance Project will make appropriate progress against the quality of specific results, project
Goal: milestones, and deliverables and the enactment of corrective action to include continuous
improvement to make certain the project achieves its goals overall as identified throughout its

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Objective Successful Project Quality Management and Successful Independent

(5): Verification and Validation (IV & V) Sessions and Reports Progress.
quality management lifecycle.
Methodology: 1. Monthly status reports submitted to ProSight are completed in a timely manner, as defined
by the Commonwealth Project Management Standard and ProSight instructions and provide
detailed information that allows the Commonwealth Project Management Division with
adequate information to assess the status of the project with respect to the VCCS monitoring
and control of risks and the management of risks to enact contingency plans to minimize and
mitigate both known and unknown if identified were to become a reality.
2. Monthly meetings of the Internal Agency Oversight Committee are conducted as required
by the Commonwealth Project Management Standard and provide members with timely
information for guidance and decisions.
3. Project quality requirements as defined in the quality management plan will be monitored,
reviewed and updated accordingly as to each specific results, project milestone and
deliverables in order to determine achievement of the overall project goals and to include
continuous improvement. If specific project results do not comply with relevant project
quality standards identified way to eliminate the unsatisfactory performance results will be
implemented as soon as a potential breach of the quality tolerance level is verified.
4. Project will ensure that IV&V reviews are scheduled and conducted periodically by an
entity external to project organization. The IV&V entity informs the project management
team of the results of IV&V reviews and the recommendations for quality improvement.
Project will make appropriate progress against the quality of specific results, project
milestones, and deliverables and the enactment of corrective action to include continuous
improvement to make certain the project achieves its goals overall as identified throughout its
quality management life cycle.
5. Semi-monthly meetings of the Project Management Team are conducted to provide
members with timely information for guidance and decisions.

Objective Improve the effectiveness and efficiency of current Labor-Intensive Basic HR

(6): and Payroll Tasks management of performing the processing of new employee
hire operations through the use of automated data processing and services.
Performance HRMS will reduce the time required by SO and College HR and Payroll staff to perform
Goal: processing of new hires by 60 percent per year. This workload reduction affords staff more
time to perform additional tasks while also improving staffing efficiency.
Methodology: Time studies and surveys with SO and College HR and Payroll staff will measure any change
in processing of new hires transaction time. The results will be compared to the results of the
baseline analysis.

Objective Improve the effectiveness and efficiency of current Labor-Intensive Basic HR

(7): and Payroll Tasks management of performing the processing of employee time
sheet operations through the use of automated data processing and services.
Performance HRMS will reduce the time required by SO and College HR and Payroll staff to perform
Goal: processing of employee time sheets by 80 percent for 26 pay periods. This workload
reduction affords staff more time to perform additional tasks while also improving staffing
efficiency.
Methodology: Time studies and surveys with SO and College HR and Payroll staff will measure any change
in processing of employee time sheets transaction time. The results will be compared to the
results of the baseline analysis.

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Objective Improve the effectiveness and efficiency of current Labor-Intensive Basic HR

(8): and Payroll Tasks management of performing the processing of employee leave
reporting operations through the use of automated data processing and services.
Performance HRMS will reduce the time required by SO and College HR and Payroll staff to perform
Goal: processing of employee leave reporting by 90 percent per year. This workload reduction
affords staff more time to perform additional tasks while also improving staffing efficiency.
Methodology: Time studies and surveys with SO and College HR and Payroll staff will measure any change
in processing of employee leave reporting transaction time. The results will be compared to
the results of the baseline analysis.

Objective Improve the effectiveness and efficiency of current Labor-Intensive Basic HR

(9): and Payroll Tasks management of performing the HR Reporting processing
operations through the use of automated data processing and services.
Performance HRMS will reduce the time required by SO and College HR and Payroll staff to perform
Goal: processing of HR Reporting processing time by 50 percent per year. This workload reduction
affords staff more time to perform additional tasks while also improving staffing efficiency.
Methodology: Time studies and surveys with SO and College HR and Payroll staff will measure any change
in processing of HR Reporting processing time. The results will be compared to the results of
the baseline analysis.

7. CRITICAL MILESTONES
See Appendix H for complete details.

Milestone Planned Start Date Planned Completion Date

Begin HRMS Implementation Project May 7, 2009 Jul 29, 2011

Obtain Project Developmental Approval May 7, 2009 Aug 31, 2009

Award Service Contract Jul 29, 2009 Sep 17, 2009

Plan & Design Sep 21, 2009 Jun 8, 2010

Build & Unit Test Jun 9, 2010 Jan 7, 2011

System & Integration Test Aug 3, 2010 Dec 6, 2010

User Acceptance Testing & Training Jan 7, 2011 Feb 14, 2011

Training Jun 7, 2010 Apr 21, 2011

Go-Live Mar 17, 2011 Mar 21, 2011

Post Implementation Support Mar 22, 2011 Jun 24, 2011

Close HRMS Implementation Project Mar 22, 2011 Jul 29, 2011

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8. BUDGET PLAN SUMMARY

See Appendix E for complete details.

FY 2006 FY 2007 FY 2008 FY 2009 FY 2010

Internal Staff 1,329,600.00

Labor
Services 3,633,213.75

Software Tools 201,000.00

Hardware 250,000.00

Maintenance 10,000.00

Facilities 3,000.00

Telecommunicatio
ns
Training

IV&V 5,000.00

Contingency 175,000.00
(Risk)
Other 1

Other 2

5,606,813.75
Total

FY 2011 FY 2012 FY 2013 FY 2014 Total

Internal Staff 997,200.00 2,326,800.00

Labor
Services 4,220,584.24 7,853,797.99

Software Tools 36,500.00 237,500.00

Hardware 0.00 250,000.00

Maintenance 10,000.00 20,000.00

Facilities 0.00 3,000.00

Telecommunicatio
ns
Training

IV&V 10,000.00 15,000.00

Contingency 175,000.00 350,000.00

(Risk)
Other 1

Other 2

5,449,284.24 11,056,097.99
Total

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FY 2015 FY 2016 FY 2017 FY 2018 Total

Internal Staff 2,326,800.00

Labor
Services 7,853,797.99

Software Tools 237,500.00

Hardware 250,000.00

Maintenance 20,000.00

Facilities 3,000.00

Telecommunicatio
ns
Training

IV&V 15,000.00

Contingency 350,000.00
(Risk)
Other 1

Other 2

11,056,097.99
Total

FY 2006 FY 2007 FY 2008 FY 2009 FY 2010

General Fund 5,606,813.75

Non-General Fund

Federal

5,606,813.75
Total

FY 2011 FY 2012 FY 2013 FY 2014

General Fund 5,449,284.25

Non-General Fund

Federal

5,449,284.25
Total

FY 2015 FY 2016 FY 2017 FY 2018 Total

General Fund 11,056,098.00

Non-General Fund

Federal

11,056,098.00
Total

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Project Plan

9. PROCUREMENT PLAN

See Appendix A for complete details.

10. RISK PLANNING

See Appendix B for complete details.

Risk Management – Analysis – Top 5

Risk Risk Name Probability of Impact Impact Description Time
Number Occurrence Level Frame
(%) (Note 1) (Note 2) (Note 3)
1 Lack of ability to High 5 Unable to complete integration 2009- 4nd
interface FULLY mapping activities with BES, qtr thru
with external agency PMIS, CIPPS due lack of 2010 - 2nd
systems. The extent information required for qtr
to which the HRMS design decisions Unable to
system can interface gain or delays in gaining
with BES, PMIS, and access to PMIS, BES, or
CIPPS directly CIPPS external test systems
impacts how the as required to determine how
system will be current systems are design
designed. Questions and information
requests not provided or not
in a timely manner by HRMS,
DOA, or VITA resources that
impact design decisions Full
integration with external
systems not achieved due to
non-involvement of HRMS,
DOA, or VITA resources
required to develop/update
interface design required for
integration
2 SIS/HR shared High 5 Combining SIS and HRMS 2009- 4nd
instance - previous could cause major changes to qtr thru
design decisions, the existing SIS functionality 2010 - 2nd
ability to isolate HR Impact to existing SIS systems qtr
data from student management procedures
access, security Possible need to implement a
definitions, etc. separate HRMS system
3 Definition of design High 5 Delays in solidifying overall 2009- 4nd
for Payroll/ design vision Changes to qtr thru
HR/Ben/T&L/Absenc design decisions occur as 2010 - 2nd
e vs. central systems more details are defined qtr
(PMIS, BES,
CIPPS). This
includes 'system of
record‘ decisions.

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Risk Risk Name Probability of Impact Impact Description Time

Number Occurrence Level Frame
(%) (Note 1) (Note 2) (Note 3)
4 Project Team training High 5 Not able to schedule and get 2009- 4nd
- delayed or reduced - project team members trained qtr thru
The project team in a timely manner 2010 - 2nd
members must have Administrative work overload qtr
timely PS training to result of class rescheduling
effectively participate activities Impedes project
in the project. team members input into the
system design process Cause
schedule changes to other
project related activities
5 Lack of availability of High 5 Lack continuity of design 2009- 4nd
VCCS resources (SO comprehension results in less qtr thru
& college leads, VCCS input and ownership of 2011 - 2nd
HUIT, & college design decisions Schedule qtr
SME's) due to part impacted by the rehashing of
time roles, skill set, or design workshop decisions
geographic Impact of major changes in
differences. design later in project which
results in rework and schedule
slippage Result in loss of
knowledge transfer to VCCS
Results in a system that is not
thoroughly tested

Risk Management – Response Summary

Risk Risk Name Responsible Mitigation Action(s) Response Trigger
Number Person
1 Lack of ability to Chris, Explore options for legacy Not having a clear
interface FULLY with Marcia, system resource funding, if definition of the extent to
external agency James to needed which interfaces can be
systems. The extent to meet with implemented
which the HRMS VITA -
system can interface HRMS team
with BES, PMIS, to develop
CIPPS directly initial detail
impacts how the design
system will be specs of the
designed. interfaces
Point:
Leonard
Nottingham

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Risk Risk Name Responsible Mitigation Action(s) Response Trigger

Number Person
2 SIS/HR shared HRMS team Schedule workshops to discuss PS HRMS High level
instance - previous setup options to determine best design is not completed
design decisions, way to implement HRMS with by beginning of To Be
ability to isolate HR SIS. Perform technical analysis Detail Design tasks
data from student of existed SIS system to HRMS project team and
access, security determine potential conflict Project stakeholders not
definitions, etc. areas for discussion Perform having a shared vision
on going analysis of common on project scope and
elements or areas were the approach Lack of
design of SIS and HRMS integrated and
intertwine or redundancies or coordinated scope
redundancies Keep SIS team
involved in design sessions to
identify conflict areas as early
as possible
3 Definition of design HRMS Define a structured approach to PS HRMS High level
for Payroll/ project team collect conversion data. Detail design is not completed
HR/Ben/T&L/Absence leadership definition will occur during To by beginning of To Be
vs. central systems Be design process. Define Detail Design tasks
(PMIS, BES, CIPPS). VCCS data field mapping to PS HRMS project team and
This includes 'system fields Project stakeholders not
of record‘ decisions. having a shared vision
on project scope and
approach Lack of
integrated and
coordinated scope
4 Project Team training HRMS Get Project team training Training conflicts with
- delayed or reduced - project team scheduled Publish/maintain other project scheduled
The project team leadership training Schedule by class by activities
members must have team member
timely PS training to
effectively participate
in the project.
5 Lack of availability of PMO; Team Define specific work approach Resources not available
VCCS resources (SO Leads (detail role definitions) with the as defined in the project
& college leads, Team members vs. HUIT v. schedule which impacts
HUIT, & college college SME's Plan and project progress
SME's) due to part communicate meetings and
time roles, skill set, or assigned tasks as far into the
geographic future as possible (Team leads
differences. as well as HUIT) Explore
option of "Featherstone" onsite
workdays for project team to
simplify scheduling (need to
resolve office space and
laptops) Develop/maintain
email distribution lists to
facilitate quick communication
with appropriate groups

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11. APPENDICES

A. Procurement Plan
1. HRMS Procurement Plan
B. Risk Management Plan
1. HRMS Risk Management Plan
C. Project Change and Configuration Management Plan
1. HRMS Project Change Control Plan
2. HRMS Configuration Management Plan
D. Quality Management Plan
1. HRMS Quality Management Plan
2. HRMS Testing Strategy
3. HRMS Data Conversion Strategy
E. Financial Management Plan
1. HRMS Financial Management Plan
F. Communication Plan
1. HRMS Communication Management Plan
2. HRMS Project Status and Reporting
G. Performance Plan
1. HRMS Performance Plan
H. Work Breakdown Structure/Project Schedule
1. HRMS Work Breakdown Structure/Project Schedule
I. Resource Plan
1. HRMS Resource Management Plan
2. HRMS Roles and Responsibilities Overview

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