HR-PAYROLL PROJECT

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HR-PAYROLL PROJECT

• Project Update
• April 14, 2004

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Goals of the HR-Payroll Project Payroll Phase

• Migrate from paper to web-based transactions
• Leverage SAP and other technologies
• Simplify and standardize business processes
• Single point of data entry
• Faster process flow
• Integrated systems
• Peoples HR records correct, paid correctly and
  timely
• On time / On budget

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Status of Business Process Redesign Teams
BPR Team Purpose First Meeting Last Meeting Report Complete
Admin. and SRS Absence Tracking Tracking Admin and SRS vacation and certain medical-related absences 12/12/03 3/01/04
Hourly Timesheet Replacement for e-time 9/24/03 12/17/03 Yes
Salary Dist. Cert. Replacement for DACCA, DINDI, and SANDI 9/11/03 11/18/03 Yes
Employee Health Welfare Benefits Behind the scenes processing of EB benefits and taxable benefits 12/18/03 2/06/04 Yes
Graduate Payroll Graduate student pay / tuition 3/09/04 3/28/04
Managing Payroll Deductions Behind the scenes processing of payroll deductions (i.e., parking) 11/17/03 12/15/03 Yes
Non-Resident Alien Federal taxes for internationals TBD TBD
Academic Other Monthly Pay Faculty Payroll 3/12/04 TBD
Casual Labor Appointment process for vouchers 11/06/03 2/23/04 Yes
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Payroll Phase Timeline

• Project Preparation
• February May 2004
• Organizational Change Management Team kicked off
  Feb. 04
• Blueprinting
• May November 2004
• Realization
• November 2004 June 2005
• Final Preparation
• July 2005 December 2005
• Go Live!
• January 2006

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Organizational Change Management Team

• Why do we need an Organizational Change
  Management Team?
• Since the beginning of the HR-Payroll Project,
  organizational change issues have been recognized
  as critical to the success of the implementation
  of SAP.
• Because the anticipated impact of the Payroll SAP
  module implementation is extensive, reaching all
  employees and students, the approach to managing
  the changes requires a broad outreach strategy,
  employing a broad base of business owners and
  stakeholders.
• As a result, the Organizational Change Management
  Team was formed to further identify and address
  issues associated with anticipated changes and
  impacts for employees and departments.

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Organizational Change Management Team Membership
Training Irina Vainstock IS T
Change Management Alyce Johnson HR-Payroll Project
Communication Diana Hughes HR-Payroll Project
Risks Kathleen Flynn Human Resources
Roles and Responsibilities Kathie Lalor Leslie
Wright Payroll
Central Admin Rollout Jean Roberge Sue
St.Croix CAO
Lincoln Lab Pam Weldon Lincoln Lab
DLC Rollout Jennifer Kratchowill HR-Payroll
Project
Students Cynthia Stanton SFS
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Organizational Change Management Team

• What is the Charge of the Team?
• Translate and deliver future business process
  into a new organization design
• Conduct change management assessment workshops to
  determine appropriate interventions (transition
  baseline review) as a mechanism to track/monitor
  the effectiveness of the teams strategies
• Conduct and manage organizational risk activities
• Review and propose new roles and responsibilities
• Coordinate communication planning effort
• Coordinate training development and training
  delivery
• Create detailed transition strategy plan to
  assure efficient transition to the future
  organization design
• Work with impacted areas and their employees and
  students to help facilitate
• a smooth transition

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Organization Change Management Central
Administration
Bus Process CAO Non Payroll SVC Ctr/Payroll Human Resources IST OSP Budget Data Warehouse
Admin SRS Absence Tracking
Hourly Timesheet
Salary Distribution Certification
Employee Health Welfare Benefits
Graduate Payroll
Managing Payroll Deductions
Non-Resident Alien
Academic Other Monthly Pay
Casual Labor
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Organization Change Management Central
Administration
Organizational Change Management DRAFT Resource
Group Charter  
A. Resource Group Membership
Sponsor HR/Payroll Organization
Change
Team Lead Jean Roberge/Sue St.Croix

• Representatives whose organization
  will be affected by the project outcomes has a
  vested interest in the project deliverables
  and/or impact on the organization

• Represents a department, school or other
  constituency of the MIT community (e.g. students)
  this team is for central administrative
  departments.
• B. Justification
• Since the beginning of the HR-Payroll Project,
  organizational change issues have been recognized
  as critical to the success of the implementation
  of SAP. The anticipated impact of the SAP
  implementation is extensive, reaching all
  employees and students, the approach to
  influencing and managing the changes requires a
  broad outreach strategy, employing a broader
  base of business owners and stakeholders. As a
  result, the Organizational Change Management Team
  (OCM) was formed to further identify and address
  issues associated with anticipated changes and
  impacts for employees and departments.
• Central Administration departments will be
  uniquely impacted by the broad business,
  organizational, and procedural changes. It is
  key that these changes are reviewed and
  understood prior to implementation.

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Organization Change Management Central
Administration
Organizational Change Management DRAFT Resource
Group Charter (continued)
C. Description

• Act in an advisory capacity provides input and
  feedback on the work of the Project.
• Meet periodically to review and advise on the
  progress of the work
• Communicate the status and the progress of the
  proposed work, when appropriate, to the
  department, school or other constituency that
  the Member represents
• Solicit feedback from others in their
  organization on issues or questions relative to
  the work of the Project.
•  
• D. Deliverables to be determined may include

• Risk analysis results
• Risk Mitigation Plan
• Communication Plan
• Training Plan
•  
• E. Success Criteria

• Business owners at all levels are engaged and
  partner in the policy and process changes

• There is support around early policy and
  practice changes
• Employees and students have a clear
  understanding of what is expected of them and are
  able to adapt to the new processes
• DLCs have clear direction and understanding
  of new processes
• Impacted employees are engaged in the change
  process