SHARE HCM Recruitment Module
Project Charter Draft
Executive Sponsor – Darryl Ackley
DoIT Cabinet Secretary
Project Manager – Cassandra Hayne
DoIT SHARE Director
Project Lead – Vanessa Martinez
DoIT Business Analyst
Original Plan Date: November 21, 2017
Contents
I. PROJECT DESCRIPTION
II. PROJECT SCOPE
III. PROJECT GOVERNANCE
IV. RESOURCES
A.Staff
B.Financial
C.Tools or Technology
D.Contracts/Procurements
V. WORK PLAN
VI. RISKS
VII. PERFORMANCE MEASURES
VIII. APPROVAL
Department of Information Technology (DoIT)
SHARE HCM Recruiting Module
PROJECT CHARTER
I. PROJECT DESCRIPTION
The Department of Information Technology (DoIT) will be the business lead on this project working with key stakeholders as needed.
In 2011 the state implemented NEOGOV, an applicant tracking system (ATS), in place of SHARE PeopleSoft Recruitment until the SHARE system was upgraded. The upgrade was fully implemented, and the system has stabilized as of October 2017. With the improved performance and stabilization that the 9.2 upgrade has provided, the next phase and focus is the implementation of the SHARE HCM Recruiting Module.
Utilizing the SHARE HCM Recruiting Module this will bring centralization and collaboration back to all other stakeholders/salary plans across state government. (e.g. Legislative, Judicial, Executive ) The implementation of this module will bring a standardization through the use of in that SHARE as is the state’s ERP platform. This project will improve the way the State attracts, hires and retains the best qualified employees.
The impact on theE end user HR staff will have the ability to hire applicants more efficiently since the SHARE HCM is fully integrated with the recruiting module. This will provide a less complicated process by eliminating the steps to the review qualified applicants and complete the hiring process. The impact on business processes will be streamlined and consistent for the end users. Currently no integration exists between NEOGOV and SHARE. Since SHARE is the system of record for HR, by utilizing Talent Acquisition (TA) will improve efficiency in the time it takes to complete the recruitment process from the job posting to the hiring process.
II. PROJECT SCOPE
The project will focus on the implementation of the SHARE HCM Talent Acquisition module. The implementation of this module will replace the current ATS NEOGOV.
Development and design for the recruiting functionality within SHARE HCM 9.2 will include Talent Acquisition Manager and Candidate Gateway.
Deliverables that are included are as follows: planning, project design, system and user acceptance testing, training and materials, implementation, and support and close out of the project.
The scope of this project does not include any NeoGov historic data conversions or updates. There will also be no organizational design of the HR function at the State. Candidate testing is out of scope.
Testing or elm intergration.)
The project will focus on the following activities and processes:
PROCESS / DESCRIPTIONHCM Recruitment Module / Develop requirements, for Recruiting functionality to include Talent Acquisition Manager and Candidate Gateway
Select system defaults / Initial setup of foundation tables such as establishing functionality for internal and external applicant recruiting, hiring manager and recruiter views.
Configure and build core functionality / Establish the rules and functionality which govern how the system functions to include upload of job descriptions, supplemental questions.
Setup and test delivered functions and features / Review and test the functions which will include a test
Security roles and permissions / Identify requirements, create new security roles and assign security roles.
Training / A test environment with configured functionality and content to develop training exercise and change management and UAT
III. PROJECT GOVERNANCE
Name / Stake in Project / Organization / TitleDarryl Ackley / Overall responsibility for State systems / DoIT / Cabinet Secretary
Cassandra Hayne / Project Director
overall responsibility for SHARE System / DoIT / DOIT SHARE DEPUTY DIRECTOR
Vanessa Martinez / Functional Project Lead / DoIT / IT BUSINESS ANALSYT
Role / Responsibility
Executive Project Owner / The Executive Project Sponsor has overall responsibility for the successful implementation of the project and works closely with the Project Manager, Project Sponsors, and oversees the overall project delivery and management.
Project Manager / The Project Manager works closely with Project Owner, SHARE Director and Project Team to complete the project schedule as well as coordinates the overall project delivery and management
Project Team Lead / Provide expert business and functional advice and direction to the project by disseminating this information to Project Team.Identify process inefficiencies and make recommendations to resolve the matters.Ensure Agency resources are available and able to perform the tasks assigned.Collaborate with Consultant Functional Team Lead.
Project Team / The Project Teams Leads and the Subject Matter Expert's (SME’s) will interact regularly. The Project Team Leads will develop recommendations for business processes and will communicate their decisions to the Project Manager
General Stakeholders / The State has several other stakeholder groups comprised of representatives of the Executive, Judicial & Legislative branches. These stakeholders will collaborate on business processes, system configuration and standards to ensure they meet the state-wide business needs. How and when communications will be sent will be part of the Communication Plan.
IV. RESOURCES
A.Staff
The State staff assigned will include one full-time implementation lead, one functional business analyst 50% allocation and one developer 50% allocation.
B.Financial
The estimated cost of this project is estimated at $1.9M. Due to the short timeline in which this project has to be completed funding for this project ideally should be made available in its entirety to avoid any stalls in the project that would inhibit the completion. DoIT and DFA are working to identify funding source.
C.Tools or Technology
Identify special tools or technology required to perform the project (not for end product).
There No special is no tools or technology that will be utilized.are required.
D.Contracts/Procurements
DoIT will procure system integration services to provide technical and functional PeopleSoft Recruiting expertise. DoIT will procure IV&V services for this project. No other contracts are required.
CRITERIA / YES/NO / EXPLANATIONProject is mission critical to the State. / Yes / Establishing, recording and tracking employee learning is a global business requirement. While this project is for a single pilot agency, the foundation built will result in a repeatable process for all state agencies.
Project cost is equal to or in excess of $100,000.00 / Yes / HCM Recruiting module for New Mexico. To ensure the most effective results DoIT will hire an outside consultant with expertise in Recruitment, implementations in multiple states to provide guidance and knowledge transfer
Project impacts customer on-line access / No / As with existing SHARE product suites, Recruiting will be available on line for all internal HR Staff and Hiring managers as well as internal and external candidates.
Project is one deemed appropriate by the Secretary of the DoIT / Yes / Yes. This project is a result of a mission to establish a state-wide system.
Will an IT Architecture Review be required? / No / The HCM Recruitment module is part of PeopleSoft/SHARE
For each contract/procurement, identify:
What must be procured
By when
For how long (if services)
- Anticipated procurement approach (e.g., state price agreement, competitive, sole source, invitation to bid)
V. WORK PLAN
The Department of Information Technology certification process is built around a series of certification gates: Initiation, Planning, Implementation and Closeout. Each of these phases/gates has a set of expected documents associated with it. The gates and the associated documents make up the certification methodology.
Project phases: initiation, planning, design, implementation, testing, deployment and go-live support will be performed sequentially.
Project management is outlined in the below table:
DELIVERABLE / DESCRIPTIONProject Organization and Planning /
- Project Plan and schedule
- Resource Requirements
- Weekly and Monthly Reports
Design and Build Configuration, Reports and Workflow /
- Requirements Document
- Fit / Gap Document
- Configuration Design
- Conversion Design
- Reports and Workflow Design
- Process Flow Documentation
- Configure and Build
System and Acceptance Testing /
- Develop Test Plan
- Defect Tracking Logs
- Test Scripts for Testing Cycles
- System and Integration Testing
- User Acceptance Testing
- Regression Testing
Project Knowledge Transfer and Training /
- Job Aids
- Training Materials
- Training Delivery
- Knowledge Transfer to SHARE Team
Go-Live Implementation /
- Implementation Plan and Schedule
- Implementation Issues Tracking Log
- Production cut-over
Support and Project Close-out /
- On-site Support
- Off-site Support
- Transition Plan
- Close-out Report
VI. RISKS
Risks will be identified, tracked and managed on a Risk Log throughout the life of the project. Initial risk identified are:
Risk 1
Lack of collaboration & participation on requirements, specifications, design & implementation of this module from all stakeholders / Probability: Expected / Impact: MediumMitigation Strategy: Hiring of additional contractual support staff
Probability: Possible
Contingency Plan: DoIT has reserved the right to make all implementation decisions in the event of non-participation
Risk 2
Staff resource availability / Probability: Expected Possible / Impact: Schedule will be delayed, costs may increase, and project may not receive the thought and testing required for smooth transition into production/implementation.Mitigation Strategy: Hiring of additional contractual support staff
Probability: Possible
Contingency Plan: Monitor closely the workload and personnel assignments. Utilize outside resources if budget will accommodate.
Risk 3
A delay in funding, procuring, or contracting could push delivery dates / Probability: Possible / Impact: HighMitigation Strategy: Fund, procure, and contract in a timely manner
Contingency Plan: Revise planned delivery dates in order to accommodate procurement delays
VII. PERFORMANCE MEASURES
The Project Director and Executive Sponsors define the project metrics that will be used to control the project. Each project will need to have an established metrics program. Metrics are collected for measuring the progress of a project against its planned budget, schedule, and resource usage. At a minimum metrics must be established for time (schedule), cost (budget) and quality.
PROJECT PHASE / START DATE / COMPLETION DATEProject Initiation / December 1, 2017 / December 2017
Planning / December 2017 / February 28, 2018
Design / January 19, 2018 / February 28, 2018
Test / March 31, 2018 / May 31, 2018
Deployment (Training, Production Cutover, Project Closeout) / May 18, 2018 / July 31, 2018
The table below indicates critical success factors.
Number / DescriptionQuality Metrics 1 / Early and continuous focus on training and agency engagement.
Quality Metrics 2 / Strictly adhering to the documented project plan and scope to ensure key milestones are met and deliverables are provided on schedule.
Quality Metrics 3 / Capturing, documenting and tracking business requirements throughout the project to ensure alignment between the end product and business expectations.
Quality Metrics 4 / Documenting and managing project decisions in a decision log with clear owners who are held accountable.
Quality Metrics 5 / Providing, approving and disseminating project deliverables and documentation in a timely manner.
Quality Metrics 6 / Implementing an effective issue resolution and risk management process that addresses issues and risks quickly and completely.
Quality Metrics 7 / Governing and managing the project in an active, decisive, and consistent manner.
Quality Metrics 8 / Engaging Agency stakeholders and other end-users consistently throughout the project.
Quality Metrics 9 / Applying past lessons learned, what has worked well and what has not worked, in the approach to training materials and training.
Quality Metrics 10 / Executing extensivepayroll and general regression testingwith a focus on highly-impacted areas.
Quality Metrics 11 / Frequently communicating project objectives, execution status and accomplishmentsin a clear, concise and consistent manner with messages tailored to the right stakeholders.
Quality Metrics 12 / Making decisions that are informed by hands-on work in the SHARE application and avoiding decision making in the abstract.
VIII. APPROVAL
______
[Name, Title], Executive Sponsor[Date]
______
[Name, Title], Business Owner[Date]
______
[Name, Title], Technology Owner[Date]
______
[Name, Title], Project Manager[Date]
DRAFT110/23/2017