Project Charter
Human Resource Management
System (HRMS) Replacement -
Implementation
Project Number: 2209
Final
Version: 1.0
Date:
June 5, 2012
Distribution List:
Name Title, Department
Dan Guimond Vice-President, Strategy & Innovation and Chief Information
Officer (CIO)
MaryAnn Kempe Vice-President, Community & Corporate Relations
Heather Reichert Vice-President, Finance & Chief Financial Officer
Dale Bezte Executive Director, BTO
Ginette Johnston Director, Project Delivery
John Remillard Director, Business Strategy
Gary Dessler Chief Technical Architect
Chad Bisko Project Director and Business Strategy
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
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.
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.
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.
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)
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
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.
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.
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
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.
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
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 .
8 PROJECT ORGANIZATION (WHO)
8.1 PROJECT PLANNING TEAM:
NAME ROLE
Ginette Johnston Director, Project Delivery
John Remillard Director, Business Strategy
Chad Bisko Project Director and Business Relationship
Manager
Cathy Gamby Director, Human Resources
Shannon Leppky 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 ROLE
Marie Pebesma Practice Director – Delivery, Lawson
Software
Beverley Mizun Lawson Project Manager
8.3
ORGANIZATION GOVERNING THE PROJECTThe BTO Governance will be used in the oversight, management and execution of the HRMS Replacement project:
Executive Director BTO
Dale Bezte
Project Manager/ Project Director
UAT Testing Team
Lead Change Management Team Lead Technical Team Lead Business Architecture Team
Technical Team User Acceptance
Testing Team
1 EPMS Enterprise Portfolio Management Services
2 On larger projects Team Lead may have project managers reporting to the Lead
Change Management Team Policies and Procedures Team Lead Policies and Procedures Team Sponsor Dan Guimond External Communications Team Lead External Communications Team Project Control Analyst (Optional)
Director, Project Delivery
Ginette Johnston Procurement Committees Steering Committee Management Committee Working Committee Requirements & Business Scenarios, Forms/Document Changes, System UC & UI Reviews, Support UAT, KMS, CM, Communications, legislation drafting and stakeholder relations
Technical Delivery, System Testing, Technical Implementation
Acceptance Testing Technical Training, Non-Technical Training, Internal Communications (align with external) , External stakeholders, Human Resource Integrated Training Plan Corporate Directive
Policies & Procedures, Business Process Training, Training Material Development, Application Training, Internet Knowledge Systems (e.g. DSR Calculator) English/French content (Design/Wording) of customer facing materials, forms, pamphlets & partner communications, Web-site amendments BTO Management Director EPMS1 John Krupinski Director, Business Strategy John Remillard Chief Technical Architect Gary Dessler Director Project Delivery Ginette Johnston Director EPMO Louis Kolly Technical Architecture Team Lead Technical Architecture Team VP Business Owner Business Services Goods or services relating to computer hardware, software and related services Premises Services related to facilities3 Admin Services All other goods or services
RFP, RFQ, RFI, RFT
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 infrastructure
Legal
Team Lead
Vendors External Partners
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 Team Lead2
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 .
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
