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HR-PAYROLL PROJECT

Project Update
April 14, 2004
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

• People’s HR records correct, paid correctly and timely

• On time / On budget
Status of Business Process Redesign Teams
BPR Team Purpose First Meeting Last Meeting Report
Complete
Admin. and SRS Tracking Admin and SRS vacation and 12/12/03 3/01/04
Absence Tracking certain medical-related absences

Hourly Timesheet Replacement for e-time 9/24/03 12/17/03 Yes

Salary Dist. & Cert. Replacement for DACCA, DINDI, and 9/11/03 11/18/03 Yes
SANDI

Employee Health & Behind the scenes processing of EB 12/18/03 2/06/04 Yes
Welfare Benefits benefits and taxable benefits

Graduate Payroll Graduate student pay / tuition 3/09/04 3/28/04

Managing Payroll Behind the scenes processing of payroll 11/17/03 12/15/03 Yes
Deductions deductions (i.e., parking)

Non-Resident Alien Federal taxes for internationals TBD TBD

Academic & Other Faculty Payroll 3/12/04 TBD


Monthly Pay

Casual Labor Appointment process for vouchers 11/06/03 2/23/04 Yes


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
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.
Organizational Change Management Team Membership

Training
Irina Change
Management
Vainstock Communicatio
n Alyce
Risks IS & T Johnson
Diana Hughes
Kathleen Flynn HR-Payroll
HR-Payroll
Human Project
Project
Resources Roles and
Responsibilities Central
Admin Rollout
Kathie Lalor
Jean Roberge Lincoln
DLC Rollout Leslie Wright Lab
Sue St.Croix
Jennifer Payroll Pam
Kratchowill CAO Weldon
HR-Payroll Students Lincoln
Project Lab
Cynthia Stanton
SFS
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 team’s 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
Organization Change Management – Central Administration

Bus Process CAO Non Payroll SVC Ctr/Payroll Human IS&T OSP Budget Data Warehouse
Resources

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
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.
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