Time, Leave and Attendance Project

1. Time, Leave and Attendance Project Agency Advisory Group Meeting June 25, 2014

2. Agenda

3. Project Update • Continue with WSDOT Requirements sessions • Final stage for Ecology’s Functional Design Documents • Ecology configuration beginning • Integrated Test Plan being developed • Test kick-off workshop today • Training Curriculum sessions with vendor & team • OCM activities continue at ECY and WSDOT

4. Update –TLA Absence Types List Because of the concern by agencies regarding the number of absence types on the required absence types list, we (OFM) are having our data team pull numbers to see how many times each absence type has been used in the last two years.  We will determine from the data whether we should move any of the absence types currently on the required list to the optional list.  Once that is complete, Connie will share the list with the Agency Advisory Group members.  ~Connie

5. Project Decision – Implementation Timeline • On 5/28/14, the Executive Steering Committee approved the change to the constraints to ensure the project is best positioned for success by structuring the project to reduce risk, allow sufficient time to achieve quality results, and to inject "gates" to periodically reassess the progress and path of the project for the Ecology and WSDOT deployments. • The purpose of this change is to optimize the project schedule for the greatest chance of success and to ensure the approach is within a tolerable threshold of risk.

6. Ecology TLA Project Team • Ecology TLA Project Team • Steering Committee • Business Sponsor • Project Manager • Workstreams • Time and Leave • Legacy Remediation • Technical Architecture • Labor Distribution and Reporting • Organizational Change Management

7. Preparation • Project • Assess decision making process • How will decisions be made? Who will make decisions? • Establish project governance structure • Outline deployment approach • All at once, by department, location, employee profile • Capacity and skills of key team members • HR, Payroll, OCM, PM • Backfill required? • Take advantage of tools created for pilot agencies • Identify competing projects/initiatives • Understand dependencies, including in planning

8. Preparation • Time and Leave • Outline to-be process model • Stakeholder involvement builds understanding and engagement • Identify decisions to be made • Assess vendor capabilities • Identify key requirements using tools from pilot agencies • Assess full scope of functionality for implementation • Advanced scheduling, devices, IVR • Evaluate impacts to existing policy/new policies required • Identify AFRS/HRMS impacts and any changes required • Anticipate project activities - e.g. test scenarios

9. Preparation • Business process change management • Stakeholder analysis, sponsor assessment • Outline approach to union engagement • Identify areas of resistance; be proactive • Prepare preliminary communications plan • Build in early/frequent communications to build awareness and eliminate concern that is isn’t warranted • Identify internal resource needs (i.e. advocates, SME) • Reporting • Outline the labor distribution (cost accounting) approach

10. Preparation • Legacy Remediation • Legacy remediation plan • Inventory legacy applications • Technical architecture • Identify known issues that will impede implementation • Time capture strategy by employee • Understand internal end-user support model • May not follow the path of traditional IT help desk support

11. Ecology’s Keys to Success • Effective Organizational Change Management • Leadership commitment to the project • Early and frequent communication • Realistic planning approach • Clearly defined roles and responsibilities • Resource and scope management • Clearly outlining requirements and expectations • Approach to union engagement • Highly cross-functional project team experienced in their respective roles.

12. WSDOT TLA Project Team • Business Sponsor • Project Manager • Workstream Leads • Business Analysis • Infrastructure Readiness • Labor Distribution • Legacy Remediation • Testing • Time and Leave • Training • Organizational Change Management

13. Preparation First • Define governance, stakeholders, and subject matter experts • Detail as-is business processes • Focus is on capability, not necessarily every nuance of every existing process • Assess vendor capabilities based on requirements from previous implementations • Identify impacts to processes and systems. • Document preliminary to-be process • Identify decisions to be made and define decision making process • Evaluate impacts to existing policy/new policies required • Identify AFRS/HRMS impacts and any changes required • Outline deployment approach • All at once, by department, location, employee profile • Establish an OCM plan to include detailed communication strategy

14. WSDOT Preparation and Requirements Development • Fall 2013 and Prior • Current capability analysis • Decision identification • To-be process assessment • January – April 2014 • Work sessions with WorkForce Software onsite • June 2014 • Revaluation of timelines based on actual work completed and detailed • Schedule change • Realigning of requirements process

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16. WSDOT’s Challenges • Size and complexity of the organization • 7000+ staff affected • 13 collective bargaining agreements • High complexity • Close to 150 BRDs will be developed • Each BRD will result in at least one (but sometimes more) FDDs • Marine and non marine environments • Areas with no connectivity • Vessels with intermittent connectivity • Resources • 175 people from DOT dedicated to the project at least 25% of their time

17. WSDOT’s Challenges (con’t) • Business Transformation – currently timekeeping is done on paper – 7000 timesheets are processed two times a month • Internal Project Changes (people) – staff turnover • Competing Priorities – multiple large projects running simultaneously with the majority of TLA resources having other commitments

18. WSDOT’s Tips for Success • Early and frequent communication – dedicated Organizational Change Management team • Strong sponsorship - Leadership involvement, visibility, and decision making • Clearly defined expectations for the team • Establish traceability early and maintain • As-is  To-be  Requirements  Design  Configuration  Testing • Early and thorough preparation activities PRIOR to requirements development activities with the enterprise. • Union awareness • Committed involvement from knowledgeable SMEs • Requirements gathering • Testing • Training • Collaboration of Agency Advisory Group

19. How do I prepare for TLA?Information Coming Soon! • Kickoff meeting held Monday, June 23 • Resources dedicated to leading the effort • Meeting with Ecology/Transportation to help develop readiness activities based on lessons learned • Meeting with ETS Technical and Functional teams • Communications are being prepared • Provide agencies with guidelines on how to prepare • We’ll keep you updated monthly, please share! • By Fall we’ll have a framework for agencies to start building from

20. Questions? ? ? ?

21. Getting Questions about TLA? This brochure provides answers to the what and why of TLA. It is a good starting point to understanding this change. The brochure is available on the TLA web site. http://www.des.wa.gov/about/pi/TLA

22. Thank you . . . • Use our website to stay on top of TLA news and events http://www.des.wa.gov/about/pi/TLA • See the TLA software demo at http://www.des.wa.gov/about/pi/TLA/Pages/Video-demonstrations.aspx or navigate to the TLA Project Resource Library on the TLA site (above)