Project Charter Human Resource Management System (HRMS) Replacement - Implementation Project Number: 2209 Final Version: 1.0 Date: June 5, 2012
Distribution List: Name Dan Guimond MaryAnn Kempe Heather Reichert Dale Bezte Ginette Johnston John Remillard Gary Dessler Chad Bisko Shawn Campbell Title, Department Vice-President, Strategy & Innovation and Chief Information Officer (CIO) Vice-President, Community & Corporate Relations Vice-President, Finance & Chief Financial Officer Executive Director, BTO Director, Project Delivery Director, Business Strategy Chief Technical Architect Project Director and Business Strategy Solutions Architect EPMO Template Updated: March, 2011 ii
Table of Contents 1 INTRODUCTION... 1 2 PROJECT PURPOSE (WHY)... 1 2.1 REFERENCES... 2 3 PROJECT OBJECTIVES (WHAT)... 2 4 PROJECT SCOPE... 3 4.1 SCOPE OF WORK (INCLUSIONS)... 3 4.2 OUT OF SCOPE (EXCLUSIONS)... 4 4.3 RELATED DEPENDENCIES... 4 4.4 HIGH LEVEL DELIVERABLES... 4 5 PROJECT STRATEGY (HOW)... 6 6 IMPLEMENTATION ROADMAP... 8 6.1 PROPOSED IMPLEMENTATION ROADMAP... 8 6.2 PHASE DURATION GUIDELINES... 8 7 PROJECT BUDGET... 9 8 PROJECT ORGANIZATION (WHO)... 10 8.1 PROJECT PLANNING TEAM:... 10 8.2 EXTERNAL ORGANIZATIONS INVOLVED IN PROJECT EXECUTION... 10 8.3 ORGANIZATION GOVERNING THE PROJECT... 11 9 KNOWN PROJECT CONSTRAINTS... 12 9.1 DEPENDENCIES... 12 9.2 ASSUMPTIONS... 12 AUTHORIZATION... 13 EPMO Template Updated: March, 2011 iii
1 INTRODUCTION This Project Charter summarizes the business and management aspects of the Human Resource Management System (HRMS) Replacement project. When signed by the sponsor(s), this charter serves as an agreement between the business and the project groups, formally authorizes the existence of the project, and gives authorization for the Project Manager to engage resources in the planning and execution of the project activities, based on the conditions established. 2 PROJECT PURPOSE (WHY) In 2009, Manitoba Public Insurance (MPI) undertook a review of its existing HRMS application, referred to as HR Director. The results of that review determined the system did not meet the current or anticipated future human resource needs of the organization. The limited capabilities of the existing system, especially related to human resource and time and expense management, and talent management including recruitmet and selection, requires a large number of business and operational processes to be completed manually. In addition, the system provides limited opportunities for integration to other support systems, including but not limited to Payroll and Training and Development, necessitating the manual entry of the same data into multiple systems. This results in increased cost, lower productivity and discrepancies in data across systems. The overall purpose of this project is to replace the existing HRMS application with a solution that will provide Manitoba Public Insurance with a fully integrated and automated solution which supports and enables: Achievement of the corporation s business strategies Key Human Resource and Finance activities including, but not limited to: Talent Aquisition (including Workforce Planning) Personnel Management (including Employee transaction mgmt, Position mgmt, Labour Relations support, Organizational Charts and employee contact database) Compensation & Benefits administration Job Evaluation Payroll Time & Expense and Absence reporting Performance Management (including Training Development and Succession management) System interfaces with key vendors such as Civil Service Superannuation Board (CSSB) and Manitoba Blue Cross Employee and Manager self-service Solution to be best-in-class, delivering a full suite of functions and capabilities to meet the current and future needs of the corporation. EPMO Template Updated: March, 2011 1
2.1 REFERENCES Applicable references include these documents and/or spreadsheets: 1. Submission to the Human Resource Committee of the Board of Directors of Manitoba Public Insurance (January 27, 2010) 2. Human Resource Divisional Review (March, 2009) 3. Human Resource Management Information System Review (comparison of Manitoba Public Insurance human resource management functions to capabilities of new HRMS solutions) (August 19, 2008) 4. Desired State Report - Human Resources Division (September 18, 2008) 5. Lawson Software Americas, Inc. Statement of Work For Manitoba Public Insurance Corporation (April 2011) 6. HRMS Replacements (Decisions) presented to Management Committee (May8) 7. Lawson Licensing Overview presented to Management Committee (May8) 8. Lawson Software America, Inc. Change Order-006 WorkBrain (May 31, 2012) 9. Lawson Software America, Inc. Change Order-007 LTM, Upgrade to LTM10 (May 31, 2012) 3 PROJECT OBJECTIVES (WHAT) Over the next two years, Manitoba Public Insurance will replace the existing human resource management system with a solution that will provide the corporation with a fully integrated and automated solution which supports and enables the achievement of the Corporation s business strategies and key human resource activities. An integrated HRMS solution will allow the Corporation to continue to transform how HR services are delivered to employees by standardizing human resources processes and eliminating time-consuming manual processes. As well, employees will be given access to view and maintain their own human resource information and managers will be given access to key data about their direct reports. With this advanced automation and self-service functionality, administration will be minimized so employees can focus on delivering outstanding customer service. EPMO Template Updated: March, 2011 2
4 PROJECT SCOPE 4.1 SCOPE OF WORK (INCLUSIONS) Functional Scope The project will be implemented in a phased approach. Four phases are recommended: Phase 1 - Lawson Upgrade has been completed (Reference Lawson 9.01 Upgrade Charter), Phase 2 - HRMS Core Global HR Human Resource Management Payroll Benefits Administration Absence Management Employee and Manager Self Service Time Entry and Administration Organization Charts (OrgPlus Enterprise and Blueprint) Phase 3 - Lawson Talent Management (LTM) Part 1 Talent Acquisition Compensation Performance Management Goals Management Expense Management Project and Activity management Job Evaluation Phase 4 - Lawson Talent Management (LTM) Part 2 Learning & Development Succession Management Priorities for Phases 3 and 4 can be reassessed during planning for Phase 3 of the project. Technical Scope Lawson Process Flow Integrator (PFI) Lawson Business Intelligence (LBI) Lawson Security 9.0 Necessary infrastructure (hardware, network, and database) and appropriate personnel required to operate and manage the infrastructure. Four instances of S3 Back applications will be installed for Development, Test, Production, and Production Support/Disaster Recovery. EPMO Template Updated: March, 2011 3
Four instances of Lawson Talent Management, plus the Landmark Foundation (base functionality required to run the application) will be installed for Development, Test, Production, and Production Support/Disaster Recovery. Two instances of Time Entry will be installed for Test and Production. Lawson Learning Accelerator Two instances of Travel Expense Management, plus the Landmark Foundation will be installed for Development/Test, and Production/Production Support/Disaster Recovery. Two instances of Lawson Business Intelligence suite will be installed for Development/Test, and Production/Production Support/Disaster Recovery. Two instances of OrgPlus Enterprise and Blueprint will be installed for Test and Production. 4.2 OUT OF SCOPE (EXCLUSIONS) The following items are explicitly outside the scope of this project. Lawson Resource Navigator. 4.3 RELATED DEPENDENCIES The following is a list of dependencies which are related to the HRMS Replacement Project: Lawson 9.01 Upgrade Project - This project will upgrade the current Lawson technical environment to supported versions (LSF 9.0.1). Lawson s Human Resource Management suite of products shares the technical environment (the S3 Stack ) with Lawson Finance and Procurement applications. Corporate Portal (employee self service) Learning Management System (LMS) Corporate Intranet upgrade / re-engineering Performance Management Project (ACHIEVE Form) Data Center transition Rollout of new desktops 4.4 HIGH LEVEL DELIVERABLES The deliverables identified in this section are subject to refinement. These and other project related deliverables will be identified in the project plan and all will undergo formal review and signoff by the Project Acceptor. 1. Project Plans for HRMS Core, Quality Plan and Risk Assessment 2. Lawson Statement of Work for professional services and Product Order Form for software licensing. 3. Business Model / Business Requirements / Business Process Surveys 4. Lawson Operational Systems (Hardware, Applications, Database) for Development, Test, Production, and Production Support. 5. Business Process Documentation (Process nodes, process profiles, Job Instructions, Policies, and Procedures) 6. Data Migration and Conversion Strategy and Routines. EPMO Template Updated: March, 2011 4
7. Approved customizations and required interfaces, reports, workflows, and alerts. 8. Test Strategy, Test Plan, and Test Scripts/Cases 9. Acceptance Test 10. Training Strategy, Training Plan, and Training Program 11. Communication Strategies and Plan. 12. Change Management Plan and other Change Management deliverables. 13. Implementation Strategy and Implementation Plan 14. Revised Disaster Recovery Plan EPMO Template Updated: March, 2011 5
5 PROJECT STRATEGY (HOW) Project Management This project will be a joint effort between Lawson Professional Services and Manitoba Public Insurance. A Lawson Project Manager will work directly with Manitoba Public Insurance s Project Manager to plan, execute, and monitor the project. Throughout the delivery of the product(s) or service(s) described in this Charter, the Manitoba Public Insurance Project Manager will use the Manitoba Public Insurance Enterprise Project Management Methodology and EPMO Toolkit to provide the framework for managing the project. Implementation Methodology A hybrid methodology consisting of Lawson s StepWise Implementation Approach and Methodology and Manitoba Public Insurance s methodology will be followed/maintained throughout the life of this project. Business Vision/Requirements During the Establish phase of the project, workshops will be held to confirm Manitoba Public Insurance s business vision/business model and guiding principles for the Human Resource Management System. The project team will also be oriented and trained on Lawson applications before requirements are finalized so the team can better understand available options. Lawson consultants will engage with his or her respective business subject matter expert or process owner to confirm details required for each process area. The consultant uses a prepared set of questions (Business Process Survey) to ensure that all necessary information is obtained. This information is used to confirm the Statement of Work and validate business needs. This ensures that the project team is well prepared to build the initial beta prototype. Lawson consultants will explain only the application and validation processes relevant to MPI's specific solution, rather than every solution option available. In addition, Lawson will use information gathered during the Business Process Survey phase to create an initial beta version. MPI will validate each version before the next is built. Customizations A guiding principle of this project is to re-design existing Manitoba Public Insurance business processes and operations to align to the way the Lawson solution operates. Manitoba Public Insurance senior leadership has provided direction that the project to replace the HRMS application should be one of configuring a commercially available (COTS) solution and that Manitoba Public Insurance processes would, wherever possible, be modified to align with the new solution. Customization of the solution should be limited to those areas where the base solution cannot support specific and unique business, regulatory, and collective bargaining requirements. While no customizations have been identified to date, some customizations are typically identified. A formal change control process will be implemented to review and approve customizations both during the project and on a go-forward basis after implementation. EPMO Template Updated: March, 2011 6
Some Lawson technical consulting hours will be included in the Lawson Statement of Work to implement approved customizations. Data Migration and Conversions Manitoba Public Insurance will be responsible extraction of data from legacy systems, transformation and cleansing/rationalization of data, then loading of cleansed data into Lawson. Lawson will provide the following guidance and support: Asssist with extraction and mapping. Provide data mapping tools. Deliver Data Migration workshops to define the data migration process and mapping required. Collaborate with Manitoba Public Insurance Corporation during workshops to define strategy, approach, tools and timing required for migration activities. Provide data mapping guidance during workshops between Manitoba Public Insurance Corporation's source and Lawson target systems. Provide guidance on data cleansing issues as necessary. Manitoba Public Insurance will be responsible for confirming and validating converted data. Interfaces Lawson is responsible for development of the interface from Time Entry. Both Lawson and Manitoba Public Insurance will share the responsibility for all other interfaces. Lawson will provide the following guidance and support: Deliver interface training on Lawson tools, including best practices for interface development via Process Automation Interface Workshop. Technical consulting hours will be included in the Lawson Statement of Work to assist Manitoba Public Insurance in development and Quality Assurance reviews of interfaces. Reports, Alerts, and Workflows Lawson and Manitoba Public Insurance will share the responsibility for development or modification of reports, process flows (workflows), and alerts. Lawson will provide knowledge transfer to MPI s Support resources on the components that Lawson is responsible for developing and will provide the following guidance and support: Deliver training on Lawson tools, including Lawson Business Intelligence (reports), and workflows. Technical consulting hours will be included in the Lawson Statement of Work to assist Manitoba Public Insurance in development and Quality Assurance reviews of the reports, alerts, and workflows that Manitoba Public Insurance will be responsible for. Training Training on Lawson applications for the project team members will be primarily delivered through a combination of class room training and workshops onsite at Manitoba Public Insurance. There is also a web-based online learning suite that is available to team members. EPMO Template Updated: March, 2011 7
Technical training (System Administration, Security) will be delivered at Lawson training centres. A train the trainer approach will be followed for delivery of training for Manitoba Public Insurance end-users. Knowledge Management Services (KMS) typically prepares, delivers and maintains MPI training material. KMS will not be responsible for delivering the training materials. The project team may require some support which will be explored during the project. As a result, the project team will be responsible for development of training materials, and delivery of training to end users. Deliverables will be included in the project plan to: Clarify who, how and what tools should be used to develop and deliver HRMS training material Determine if and how KMS's quality standards for training format and content will be adhered to. Clarify whether KMS will ultimately inherit the HRMS training material when choosing tools, styles, etc Confirm KMS engagement and accountability 6 Implementation Roadmap 6.1 PROPOSED IMPLEMENTATION ROADMAP Year 1 Year 2 Year 3 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Revised Implementation Roadmap Phase 1 - Lawson Upgrade Phase 2 Planning Phase 2 - HRMS Core Phase 3 - LTM Part 1 Phase 4 - LTM Part 2 Global HR, Human Resources, Personnel Admin, Payroll, Absence Reporting, Benefits Admin, Lawson Security 9.0- HRMS and Financials,Self Service Time Reporting,Self Service for Managers, Organization Charts Talent Acquisition, Compensation, Performance and Goal Management, Expense Management Job Evaluation, Project and Activity Accounting Learning and Development, Succession Planning 6.2 PHASE DURATION GUIDELINES Phase Duration in Months 1 Financial Upgrade 6 2 HRMS Core 18 3 LTM Part 1 6 4 LTM Part 2 4 Duration based on Lawson experience. EPMO Template Updated: March, 2011 8
7 PROJECT BUDGET A budget amount of $10,000,000 has been established for this project. At the point of writing, the above estimated budget is based on the functionality to be delivered as per scope, through the implementation of the Lawson HRMS Core and Lawson Talent Management components. It should be noted that Finance is in the process of evaluating the Lawson functionality that is being leveraged by Finance. As well, detailed planning is underway based on the content of this charter and from the results of the the business realization of the requirements that is currently underway. This could also futher impact the high level estimate budget once the configuration of the full implementation has been defined, assigned and scheduled. EPMO Template Updated: March, 2011 9
8 PROJECT ORGANIZATION (WHO) 8.1 PROJECT PLANNING TEAM: NAME Ginette Johnston John Remillard Chad Bisko ROLE Director, Project Delivery Director, Business Strategy Project Director and Business Relationship Manager Cathy Gamby Shannon Leppky Director, Human Resources Director, Staff Development & Change Services Diane Hopkins Manager, Financial Services Gary Dessler Corporate Technical Architect Shawn Campbell Solutions Architect 8.2 EXTERNAL ORGANIZATIONS INVOLVED IN PROJECT EXECUTION ORGANIZATION Marie Pebesma ROLE Practice Director Delivery, Lawson Software Beverley Mizun Gille Cutland Lawson Project Manager Implementation Consultant EPMO Template Updated: March, 2011 10
8.3 ORGANIZATION GOVERNING THE PROJECT The BTO Governance will be used in the oversight, management and execution of the HRMS Replacement project: Director, Business Strategy John Remillard Sponsor Dan Guimond VP Business Owner Director EPMO Louis Kolly Management Committee Director EPMS1 John Krupinski Executive Director BTO Dale Bezte Steering Committee Director Project Delivery Ginette Johnston Chief Technical Architect Gary Dessler Director, Project Delivery Ginette Johnston Working Committee Project Control Analyst (Optional) BTO Management Project Manager/ Project Director Committees Vendors External Partners Business Team Lead 2 Technical Architecture Team Lead Technical Team Lead UAT Testing Team Lead Change Management Team Lead Policies and Procedures Team Lead External Communications Team Lead Legal Team Lead Procurement 1 EPMS Enterprise Portfolio Management Services 2 On larger projects Team Lead may have project managers reporting to the Lead 3 Acquire goods or services needed to develop, maintain and repair the Corporation s properties, acquire or lease land and buildings and construct or renovate buildings, as well as purchase and install facilities Business Architecture Team Requirements & Business Scenarios, Forms/Document Changes, System UC & UI Reviews, Support UAT, KMS, CM, Communications, legislation drafting and stakeholder relations Technical Architecture Team Technical Team Technical Delivery, System Testing, Technical Implementation User Acceptance Testing Team Acceptance Testing Change Management Team Technical Training, Non-Technical Training, Internal Communications (align with external), External stakeholders, Human Resource Integrated Training Plan Corporate Directive Policies and Procedures Team Policies & Procedures, Business Process Training, Training Material Development, Application Training, Internet Knowledge Systems (e.g. DSR Calculator) External Communications Team English/French content (Design/Wording) of customer facing materials, forms, pamphlets & partner communications, Web-site amendments Legal Team Prepare procurement docs e.g. Contracts Assist in negotiating contracts Provide legal opinions Assist with evaluation - during Procurement Contract Interpretation Research current legislation Legislation drafting Business Services Goods or services relating to computer hardware, software and related services Premises Services related to facilities 3 Admin Services All other goods or services RFP, RFQ, RFI, RFT infrastructure EPMO Template Updated: March, 2011 11
9 KNOWN PROJECT CONSTRAINTS 9.1 DEPENDENCIES Availability of skilled and knowledgeable Subject Matter Experts (SME's) and other required resources from Manitoba Public Insurance, Lawson Software, Human Concepts (OrgPlus), and ADP. 9.2 ASSUMPTIONS Changes to Manitoba Public Insurance s Chart of Accounts are not extensive. Minor changes (e.g. addition of new accounts) may be required to support integration of Lawson SHCM with Lawson Financials. Existing and alternative training and delivery tools will be reviewed against the requirements of the project, and a recommendation made based on the outcome of that review. EPMO Template Updated: March, 2011 12
AUTHORIZATION Name: Dan Guimond Signature: Original signed by Role: Executive Project Sponsor Date: Name: MaryAnn Kempe Signature: Original signed by Role: VP Business Owner Date: Name: Heather Reichert Signature: Original signed by Role: VP Business Owner Date: Name: Dale Bezte Signature: Original signed by Role: Executive Director, BTO Date: Name: Ginette Johnston Signature: Original signed by Role: Director, Project Delivery Date: Name: John Remillard Signature: Original signed by Role: Director, Business Strategy Date: EPMO Template Updated: March, 2011 13