Commonwealth of Massachusetts HRCMS V9 Upgrade Project Update to BPAC 10-June-2009

1. Commonwealth of MassachusettsHRCMS V9 Upgrade ProjectUpdate to BPAC10-June-2009

2. HR/CMS V9 Upgrade Agenda • HR/CMS Project Update • Project Schedule & Status • Fit-Gap Summary Update • Change Management & Communications • Web Site update • Stakeholder Analysis Overview and next steps • Engagement & Super User Approach • Feedback to the HR/CMS Team: What are you hearing? • Time & Labor Project Update

3. HR/CMS V9 Upgrade Agenda • HR/CMS Project Update • Project Schedule & Status • Fit-Gap Summary Update • Change Management & Communications • Web Site update • Stakeholder Analysis Overview and next steps • Engagement & Super User Approach • Feedback to the HR/CMS Team: What are you hearing? • Time & Labor Project Update

4. HR/CMS V9 Upgrade DRAFT HR/CMS Timeline & Milestones Jan 09 Feb 09 Mar 09 Apr 09 May 09 Jun 09 Jul 09 Aug 09 Sep 09 Oct 09 Nov 09 Dec 09 Jan 10 Feb 10 Mar 10 Apr 10 May 10 Aug 10 Sep 10 Oct 10 Nov 10 Dec 10 Jun 10 Jul 10 Planning Phase/ Structure Phase Plan and Preparation Fit/Gap Build/Construct Design/Build/Unit Test Prep for Testing System/Integration Testing Sys/Int Testing Simulated Production Testing Sim Prod End User Training Deliver Training Window for Go Live Deploy Support

5. HR/CMS V9 Upgrade Fit-Gap Statistics • Fit Gap Session Statistics • 3 Functional areas, 37 topics covered • 11 days of sessions, conducted from March 18 to April 2, 2009 • 32 SME participants, representing 17 organizations across the Commonwealth

6. HR/CMS V9 Upgrade Fit-Gap High Initial Timeline • Initial Fit-Gap Sessions • Preliminary Fit-Gap Report Summary Drafted • Fit-Gap Process Update Webex to SMEs • SME Review & Feedback on Preliminary Report • Fit-Gap Review & Feedback Period Closes • Feedback Incorporated • Final Fit-Gap Published 2009 Date March April May Task 30 6 13 20 27 4 11 18 25 3/18 - 4/2/09 4/2 - 5/8/09 5/14/09 5/14 - 5/21/09 5/22/09 5/15 - 5/29/09 5/29/09

7. HR/CMS V9 Upgrade Customizations Summary: Retire, Revise, Keep • Note: These number reflect best current estimates. Final numbers may change as a result design and testing activities.

8. HR/CMS V9 Upgrade Fit-Gap Next Steps

9. HR/CMS V9 Upgrade HR/CMS Organizational Change Approach The purpose of change management can be summarized by two specific goals: • Stakeholder Engagement • Engagement leads to ownership and buy-in, which increases the speed of adoption • All stakeholders should be engaged at the appropriate level. This level varies depending on the impact the project is having on that group. The four levels are: Awareness, Understanding, Adoption, or Commitment • Business Readiness • Do people know what to do, how to do it, and when to do it? Do they have the proper tools/systems/processes to complete their work successfully? • Business readiness is concerned with organizational issues such as organizational capability, a complete transition, if appropriate, to new jobs and responsibilities, and readiness to begin completing new processes? • Changes to the organizations values and culture needed to sustain the change.

10. HR/CMS V9 Upgrade Managing Organizational Change There are four primary sets of activities that together ensure appropriate stakeholder engagement and business readiness • Understand & Resolve Organizational Impacts • Do new values need to be communicated, understood, and adopted by the organization? Are there other cultural impacts that need to be understood, communicated, and adopted? • Are there impacts to job roles and responsibilities, work groups, or work locations? Will changes need to be made to staff sizes or resource allocations? • Training & Post Go Live Support • What knowledge, skills, and behaviors are needed to successfully work in the new environment? • What is the best way to address gaps between the current and required knowledge, skills, and behaviors? • What support system will be in place to assist end users in the critical first 30, 60, and 90 days after go live?

11. HR/CMS V9 Upgrade Managing Organizational Change, cont. • Communications • Define and communicate key messages about the value and supporting business case of the project: “Why are we doing this? Why now?” • Provide stakeholders with timely, informative communications related to the status of the project, and what is expected of them (the stakeholders) as the project moves forward. • Project branding, which aides in immediate familiarity with the project, its goals, and the strategic drivers behind it. • Sponsorship and Change Network • Onsite advocates for the project, local champions are trusted resources from organization. • Provide stakeholders with a familiar face to ask questions and channel feedback, but also a credible spokesperson to conduct awareness sessions and assist in the delivery of training.

12. HR/CMS V9 Upgrade HR/CMS Change Delivery Model Start up & Plan Design Develop Test Deploy Audience Analysis Role Mapping* Training Curriculum Plan Org Culture Change Org Impact Analysis Training Strategy & Plan Training Design Training Dev Training Delivery Stakeholder Analysis* Comms Strategy & Plan Comms Dev* Comms Delivery* Engagement Strategy & Plan Super User Network Business Readiness Strategy Business Readiness Plan Exec Alignment* Overall Change Management Strategy * Indicates an ongoing activity

13. HR/CMS V9 Upgrade HR/CMS Engagement Strategy • Actively engage stakeholders at all levels. • Maintain and grow executive Sponsorship. • Continue building Engagement at deeper levels throughout stakeholder organizations. • Identify and capitalize upon opportunities to leverage organizational expertise within the stakeholder population: • Requirements gathering • Testing • Training development and delivery • Job aid review/input • Business process input and review • Business readiness • Communicate early and often, good news and bad. • Ask for and act on stakeholder feedback.

14. HR/CMS V9 Upgrade The Role of Sponsorship • Sponsorship plays a critical role in engaging stakeholders and increasing buy-in. • Sponsorship is a leadership activity of committing oneself and one’s resources to make an initiative successful. This commitment can take many forms: • Assigning resources and/or funding • Publicly supporting the initiative, speaking out on its behalf • Participating in decision-making, attending important meetings • Providing constructive feedback so the initiative can continue to improve its own processes to better ensure success • Contributing time and expertise to a particular team or work stream These are all excellent examples of sponsorship

15. HR/CMS V9 Upgrade Sponsorship Success Criteria • Be visible and actively endorse the change. • Take every opportunity, formal and informal, to champion HR/CMS. • Be a good listener. Seek to understand business issues impacting your area, and concerns that stakeholders may have. Help respond to issues in a timely manner. • Help provide context for the upcoming changes. Why have certain decisions been made, what are the positive outcomes people can expect to see? • Continually demonstrate commitment so stakeholders in your area can feel confident that the HR/CMS project has your support.

16. HR/CMS V9 Upgrade Additional Engagement: Super User Network • The Change Management Team seeks approval to organize and maintain an HR/CMS Super User Network. • Super Users increase the level of stakeholder engagement as they become honorary project team members, with greater access to information and opportunities to impact the project. • Super User Networks are: • Efficient mechanisms to organize the efforts of sponsors and change agents, monitor completion of milestones, and consolidate feedback. • Central clearing houses that provides clear and consistent communication and education to all impacted stakeholders. • Important enablers as stakeholders move the stages of resistance to change and change acceptance. • Comprised of valued experts providing critical business insight to the Project Team. • Key players in reducing the amount of time stakeholders spend in the “valley of despair.” (See Appendix)

17. HR/CMS V9 Upgrade Super User Network, cont. • Active, hands-on assistance is the key. For example: • Participate in testing (coming up this summer) • Assist project liaisons in getting the word out about HR/CMS (starting immediately) • Assist project liaisons to channel concerns and other feedback back to the program (starting immediately) • Assist in the development and delivery of training, and localization of job aids (Fall-Winter, ’09) • Provide “walk-around” support during and after Go Live • Success criteria for Super Users • Credible experts from the field who want to work with the project to minimize the impact of change on their organization. • Seek to understand business issues impacting your area, and concerns that stakeholders may have. Respond to issues in a timely manner. • Realistically able to provide the time required to fulfill Super User responsibilities • Be a “Go To” person for your organization. Provide context for upcoming changes. • Continually demonstrate commitment so stakeholders in your area can feel confident that the HR/CMS project has your support.

18. HR/CMS V9 Upgrade Super User Role Assignment Matrix

19. HR/CMS V9 Upgrade Estimated Time Requirements for Super Users

20. Green: Yellow: Red: G Y R HR/CMS V9 Upgrade Engagement Next Steps Status Legend:

21. HR/CMS V9 Upgrade Contact Us • Please contact us via the HR/CMS Mailbox: • HRCMS_Upgrade_Feedback@massmail.state.ma.us • All submissions to the HR/CMS mailbox are logged and tracked. This is always the best way to reach the project team, submit questions, and provide us with feedback.

22. HR/CMS V9 Upgrade Agenda • HR/CMS Project Update • Project Schedule & Status • Fit-Gap Summary Update • Change Management & Communications • Web Site update • Stakeholder Analysis Overview and next steps • Engagement & Super User Approach • Feedback to the HR/CMS Team: What are you hearing? • Time & Labor Project Update

23. HR/CMS V9 Upgrade Time & Labor Project Update • Scope & Approach • This project will consist of a subset of the Commonwealth population participating in a pilot that will occur in parallel with the HR/CMS upgrade. • HRD, CTR and ITD will participate in the T&L self service pilot. In addition, one 24/7 facility will participate using time collection devices (TCD). The 24/7 facility still needs to be determined. • The T&L project does not include the replacement of the Commonwealth’s Labor Cost Management System (LCM). However, the use of T&L functionality to capture labor distribution information will be considered in scope for the project.

24. HR/CMS V9 Upgrade Time & Labor Project Update • Benefits • Reduce labor costs related to gathering and entry of time into HR/CMS. • Supports the Secretariat Consolidation and Systems Modernization, two IT strategies for the Commonwealth. • Provide single integrated solution. • Development and maintenance of agency rules in the HR/CMS system. • Reduce overall Commonwealth costs by sharing common enterprise solution.

25. HR/CMS V9 Upgrade Funding Approach • Agencies will be responsible for the purchase, installation, and integration of time collection devices (TCD) with HR/CMS T&L if required by an agency’s business needs. • The HR/CMS Time & Labor project will provide initial resources for development and ongoing maintenance of the HR/CMS provided solution excluding TCDs. This will include maintenance and upgrade of the Oracle/PeopleSoft software solution for the Commonwealth’s time and labor requirements. Maintenance items would include development and configuration of work rules stored within HR/CMS, support of the common time entry self service solution, and maintenance and upgrade of the software.

26. HR/CMS V9 Upgrade Next Steps • Create two Time & Labor Committees • Business Process Redesign • T&L SME • Initial requirements definition • Fit-Gap

27. Questions? HR/CMS V9 Upgrade