University of Wisconsin Service Center Project Charter UW ... · JIRA: [HRS-24367] This Project will address: Business process HRS System related issue SC Manager: Diane Blaskowski

University of Wisconsin Service Center Project Charter

UW Service Center Certification/Credentialing Programs Training/Change Management DRAFT V 1.0

1 | P a g e

Project Name Credentialing

Project Sponsor Larry Henderson, Dave Pagenkopf

Project Technical Staff Coordinator Bob Mayville

Project Functional Staff Coordinator Diane Blaskowski

Project Manager Bert Schnell

Primary Stakeholder(s) UW Service Center, UW System Human Resource System

Additional Stakeholder(s) UW Campuses Divisional and Department staff

Project Description The credentialing program is a process by which professionals will provide evidence that they are capable to perform designated HRS business processes and activities by successfully completing certifications in multiple business processes. Phase 1 would include HR Corecredentials.

Project Definition

Project Scope In Scope / Out of Scope

In Scope:

1) HR 2) Benefits 3) Time and Labor 4) Absence Management 5) Payroll Processing 6) Finance 7) Training Materials 8) Testing System 9) Record results web based

database

Out of Scope:

1) Comprehensive training and testing of regional differences

2) Automated security roles based on credentials

3) Other Integrated Systems (Sharepoint, Imagenow etc.)

Target Date TBD

Project Planning

Milestone Target Date Start Date

Project Start Date August 6,2012

Project Charter Approval August 30, 2012

Develop Initial Work Breakdown Structure September , 7 2012

Communication Plan September

Deliverable / Reporting Intervals TBD

Project Completion Date TBD

Project Close-Out Date TBD



2 | P a g e

Assumptions In Scope:

1) HR Generalist Role (HRS Credential 1)

2) Define Super User Role (Obtained multiple credentials, HRS Credential 2)

3) Unified role for UW System

4) Training Documents will be reviewed and updated as needed.

Out of Scope:

1) Creating Super User Credential

Constraints

1. Project timeline

2. Limited resources – need to assign dedicated resources to specific tasks, in order to meet all of the different

area needs and deadlines.

Risks

1. This new credentialing approach has not been used UWS HR/BN/PY staff so it may cause concern for employees.

2. Before development and administration of a credentialing program the UW Service Center will need to have

UW System Administration and campus buy-in.

3. The Service Center needs to clearly define the expectation and passing criteria.

4. The examination must thoroughly assess the participants and participants must obtain the skill required to be

an effective professional.

5. Content and documentation must thoroughly prepare the participant for the examination.

6. Lack of SME time

7. Lack of training team time and resources.

Team Member and Role

Team Member Role

Bert Schnell Project Manager

David Wirth Project Lead

Matt Goins Training Specialist (Benefits)

Shannon Trine Training Specialist (HR & TAM)

Casem Abulughod Training Specialist (Time & Labor, Absence Management, Payroll)

Cathy Cuccia Training Specialist (Finance & Payroll)

Project Acronyms / Definitions

Acronym Definition

BPO Business Process Owner

SME Subject Matter Expert



3 | P a g e

Application: HCM SC Area: [All Areas] HRS Team: [All Teams] Project Number/Name: [HRS Credentialing Program] JIRA: [HRS-24367] This Project will address:

Business process HRS System related issue

SC Manager: Diane Blaskowski HRS Team Lead: David Wirth

1. Project Background, Short Description and Scope Provide overview of the current state: benefits and drawbacks, and explain how the project will address the drawbacks and improve operations Current State: While the HRS system continues to build towards stabilization and campuses continue to develop and refine their business processing workflows, the training that has been delivered has been rapidly developed to meet very immediate needs. This approach has benefited the campuses as it has allowed the staff to perform the tasks necessary to keep business processes flowing. The drawback to this approach is that it has not allowed the deep knowledge transfer to occur that will help campuses become more independent in their business transactions. There are still an overwhelming amount of support tickets that are reported, many of which point to a lack of deep understanding of how to perform HRS business transactions as well as inadequate functioning within the integrated nature of HRS. Description: The credentialing program is a process by which professionals will provide evidence that they are capable to perform designated HRS business processes and activities by successfully completing certifications in multiple business processes. The diagram below shows how completions of certifications will lead to credentials; it is a high-level view of the overall structure of the program.



4 | P a g e

The UW Service Center HRS credentialing program will enable campuses to maximize the potential of their organization's workforce by streamlining and enhancing performance in HRS processes. The certified HRS Expert will be recognized for proficiency and knowledge in completing and troubleshooting various HRS business transactions. Credentialing will be achieved through a series of certification programs. As a participant completes the certifications they can be assured are more prepared and capable to perform the HRS tasks for which they are employed and given permission. Another long-term goal of the certification/credentialing is to tie the security roles to each of the programs. The graphic below shows the overall benefits to individuals and campuses when participating in a successful credentialing program

In developing this program the UW Service Center will begin to pin-point areas of expertise necessary for campuses to become self-sufficient. In the credentialing process, participants will be asked to show their understanding and abilities through a series of performance based activities and exams. To pass certification



5 | P a g e

exams participants will demonstrate a very deep understanding of how to use HRS in an integrated manner and troubleshoot common issues, thus eliminating some reliance on the UW Service Center to intervene. Scope: Eventually the credentialing program will cover all key business processes in each functional area of HRS, through a series of certifications on business processes. Completing certifications will lead to functional area and overall generalist credentials. By requiring the Core knowledge in multiple functional areas in any credentialing program, participants will demonstrate an understanding of the integrated nature of HRS, UW policy and HRS transactions. Below is a list of possible topics for inclusion in the credentialing program. Under each functional area are headers; which represent possible certification programs. The checklists under each header are topics for inclusion in the certification program.

HR

Enter Hire/Rehire/Transfer

□ Validation steps prior to new hire/rehire/transfer data entry:

□ Hire/Rehire/Transfer steps:

□ Create the position (if applicable)

□ Hire/Transfer employee into the position

□ Create or Maintain TL Security page

□ Set Up Funding

□ Coordinate communication with Benefits Specialist for Benefits entry

Indicating Seasonal Employees

□ Reflect seasonal job with seasonal indicator on the job information tab (i.e. coach)

□ Reflecting time when the EE is not working

C-Basis Employees

□ Review employees on Short Work Break (SBK)

Terminations

□ Terminate one job and start another job within UW System with an employment gap of < 30 days

□ Accidental Termination (within 5 days of effective date)

□ Accidental Termination (after 5 days of effective date)

□ Accidental Expected Job End Date Termination, preceded by the insert of another Job Update row

□ Additional termination considerations

Position Changes/Job Changes

□ Enter changes on Position and review Job Data page to determine if position change is reflected:

If yes:

If no:

□ Determine if downstream impacts are applicable:

□ Change in Pay Rate

□ Hires and Changes

□ Coordinate between HR and BN



6 | P a g e

Queries/Reports

□ Develop queries to review contract end dates maintained in Contract Administration

□ Running Expected Job End Date query (UW_HR_EDT-QRY)

Benefits

Review Daily Cypress Reports

□ Resolve Employee Issues on New Hire Hold Report*

□ Resolve Employee Issues MSC Event Eval Report*

Weekly Reports

□ Benefit Retro Query (impacts Payroll)

□ Deduction Prepay Addition Report

Monthly Reports

□ Benefit Billing

Special event procedures

□ Reprocessing events

□ Disconnected events

□ Hire events

Time and Labor

Time and Labor Reports/Queries

Key Reports/Queries for Payroll Processing Week:

□ Run the Payable Time Report

□ Run Overtime and Comp Time Report

□ Run Duplicate Time Report Query

□ Run Needs Approval Query

□ Run TL Exception Report

Additional Reports/Queries

□ Review KB 17481: HRS Time and Labor - Timeline Processing Procedures for detailed listing of

reports and queries to run ad-hoc

□ Review KB 20503: HRS Time and Labor - Time and Labor Queries for a detailed explanation of

each TL query available in HRS.

□ Review KB 17071: HRS Time and Labor – Reports for a detailed explanation of each TL report

available in HRS

Supervisor Time Validation Process for ESS/MSS:

Responsibilities for Supervisors

□ Complete time entry by the Sunday of the end of the pay period

□ Review outstanding time exceptions and time approvals

□ Validate time entry is correct



7 | P a g e

□ Review specific reports to ensure time entry is correct

□ Approve time by Thursday at noon the week of a payroll processing week

Responsibilities of Payroll Coordinators for ESS/MSS

□ Ensure time approvals are complete by noon on Thursday of a payroll processing week

□ Audit time entries

Absence Management

Reports/Pages to reference each pay period:

□ AM Audit Report

□ Leave Activity Summary

□ Negative Allocated Balance Report

□ Results by Calendar

When EE moves between departments:

□ Requires communication between departing and receiving departments

□ Reference Chapter 732 of Wisconsin Handbook for detailed protocol

□ Departing department should manage transfer of leave

□ Receiving department should verify whether it was done correctly

Leave earned by paid hours:

□ When an employee returns on Unpaid Report:

□ Missing Leave Reports:

ESS/MSS:

□ When entering AM take, enter true begin and end date of each Absence take

□ Employees should report worked time first, then enter absence – otherwise, the Payroll

Coordinator or Supervisor will be responsible for :

Additional Notes:

□ Absence entry is time-sensitive:

□ Do not overwrite a take entry by updating the take type

□ Users can download data in order to manipulate outside of module

Payroll Processing

Payroll Processing Reports

Pre-confirm Key Reports/Queries for Payroll Processing Week:

□ Review Payroll Edit Report

□ Review Payroll Error Messages Report

□ Review Retro Pay Calc Results

□ Review Workstudy Balance Control Report

□ Review Missing Payroll Report

□ Review Add’l Pay Audit Query



8 | P a g e

Post-Confirm Key Reports/Queries following Payroll Confirm:

□ Review Employee Earnings Statements

□ Review the Payroll Register

□ Review FICA post-confirmation query

Finance

Reports and Queries:

Key Reports/Queries for Payroll Processing Week:

□ Review Payroll Edit Report

□ Run the Funding Edit Inquiry Report

□ Run the No Appointment Level Funding query

□ Run the Funding at Any Level (should review this case)

□ Reference Finance Essential Reference Sheet for detailed information on queries, reports, and

edits related to funding validation.

Cross-Module Training

□ Funding Updates

□ Payroll Check Correction and Funding Impacts

Additional Considerations

□ When entering funding, effective date should equal either:

□ Summer session & FY End cause the most issues

A major component of credentialing program will be exams. Creating comprehensive exams will be of utmost importance. It will also be important to have training and documentation available to prepare the participants for the exam. The time required to complete the program development varies depending on a number of factors, including:

• Complexity of the business process • Acquisition of the SMEs • Availability and retention of the SMEs during the entire process • Availability and retention of development team members (training generalists, instructional

designers, graphic artists, editors, and so forth) • Level of teamwork (among all team resources) • Implementation method • Stability of the product or content • Campus support and involvement in the programs • Management support for the program

Project Focus The Project is focused on:

1. To improve the efficiency of the system, a business process or an organizational unit 2. To reduce defects or improve quality of service 3. To reduce or eliminate organizational reliance on external staffing sources



9 | P a g e

4. To Reduce effort (time, FTE etc) required to perform work 5. Other (please explain):

There are some open questions that will need to be addressed as we begin the project planning. Some of these questions will be answered after we have completed the pilot certification program. Open Questions

What are our business and funding models?

What competencies will qualify for certifications/credentialing?

How will we communicate and market the program?

Will we “grandfather” credentials to some staff based on their “on-the-job” performance?

How will employees maintain their certifications and credentials?

What will our credential tracking methodology look like?

What are the criteria for passing a certification (will vary)?

What is the process for reapplying for credentialing?

What is the role of the UWSC in training and certification on UW and State policy?

Who is required to be credentialed and at what level?

2. Business Justification List and explain any tangible and intangible benefits from undertaking this initiative Description: [Tangible benefits]

Campuses want to be more independent in their day-to-day business processes. Currently campuses are very dependent on the UW Service Center to resolve many HRS issues. With more competent and confident HRS end-users, the campuses will gain more autonomy, there will be a reduction in errors resulting in reduced payroll and benefits problems and the UW Service Center will see a significant drop in the amount of support tickets.

Effort reduction and improved efficiency due to the following:

Increase in campus employee expertise and confidence in using HRS. Cost savings: Eventually the reduction in support tickets will save hours of effort from the functional team members with a cost savings of . . .

Will need to do more research as the support model at the UWSC is changing.

Timeline to realize cost savings: [If applicable]

The full development of the credentialing program may take up-to 3 years, but some cost savings should be realized each time a new certification program is delivered.

Other benefits: [List any intangible benefits]

Credentialing is a very strong professional development program that will allow the UW System to have a highly flexible and capable workforce.

3. Business Impacts List impacts on various aspects of business by undertaking this initiative



10 | P a g e

4. Priority, Risk of Deferral and Complexity of Implementation

Priority of the Project Risk of Deferring the Project Complexity of Implementing the Project

High High High Medium Medium Medium Low Low Low

5. Required to satisfy: [Check appropriate checkbox]

Federal Regulations Campus Needs Bargaining Unit

State Statutory UWS Policy UWS Procedural

SC Efficiency Campus Efficiency

Comments (Additional details can be added to section 9 as well):

Project Implementation Approach In outline format, explain step-by-step approach to implement the project including high level project plan and time-line] 1. Project Plan (tasks, timeline)

a. Analysis: i. Define credentialing program internally; including defining business goals of the certification

program being developed; and clearly identifying audience, eligibility criteria, and benefits of certification/credentialing

ii. Define business and funding models iii. Define overall examination criteria iv. Develop criteria for product or subject inclusion in each functional area v. Create overall communication plan

vi. Create overall implementation plan

Business Process [Any changes to current business processes or policies]

Any participants in the HRS credentialing program will need to have a strong working knowledge of UW System policy and procedure related to their area of expertise. This may be a prerequisite for participation, or it could be included in the UW Service Center credentialing process.

System functionality [Any impact to system functionality]

The HRS system needs to be stable in order for certification to be obtained. If there are system deficiencies, but there are defined workarounds, the workarounds may be included in the certification/credentialing exam.

Security roles will need to be redesigned in order to tie security to specific certifications Operations

Campuses will become less reliant on the UW Service Center to solve common HRS problems; development of more competent and confident end-users will greatly reduce the number of support tickets the UWSC receives

Organization

Certifications/Credentials could lead to changes in campuses’ roles and allow for more efficiency in day-to-day business.



11 | P a g e

b. Design i. Design process map of the products/subjects for which participants will be certified

ii. Design credential tracking methodology iii. Document the instructional methodology for certification iv. Design overall recertification or maintenance system v. Create content and exam prototype (Payline project)

vi. Test prototype c. Development

i. Develop process map, content and examination of the products/subjects for which participants will be certified

ii. Develop compliance plan iii. Develop credential tracking system iv. Develop evaluation and reporting plan

d. Implementation i. Create communication and marketing materials for the program

ii. Schedule and deliver initial set of preparation materials and exam iii. Administration of the examination and recertification/maintenance system

2. Describe team structure (list any specific individuals that need to work on this and rationale) a. Lead: David Wirth b. SME, etc. c. Training team members

Certifications Plan Each certification program will have different levels of effort depending on the complexity of the examination and certification preparation work that needs to be created. If the certification being developed is for new HRS functionality, the level of effort will be greater than certification programs on current HRS functionality. Below is a model for building a certification program:



12 | P a g e

Measuring Success List metrics for measuring success of project. Some examples include, but not limited to - reduced FTE, improved time to complete tasks, minimal end user questions, reduced system issues/JIRAs, reduced tickets/WiscITs, etc.

6. Dependencies of the initiative on other HRS/SC/DoIT areas (as necessary) - Development:

o Certifications on new functionality depend on new code and configuration to be completed. IT is also important to make sure that current functionality is stable.

- Testing:

o Code and functionality needs to be tested for new features that are being implemented.

- Reporting / EPM:

o The ability to create, run reports using identified best practices will be a cornerstone of HRS credential programs.

- Security:

o Proper security to perform the tasks in our HRS credentialing programs will be necessary. We will need to be thorough when defining the necessary security for each of our certification programs. Once these are clearly defined, we may require successful certification to security roles.

- Training:

o Training will lead the credentialing effort, working closely with UW institutions, and Service Center subject matter experts to design, develop and evaluate the certification programs

- Communications and Change Management:

o The communication about the development and the marketing of the delivering of the programs will be essential in order to gain institutional buy-in. Credentialing is currently not being done at the UW institutions in the areas of HR, BN, and PY. These programs, while offering opportunities to employees for professional development, may be conceived as threatening, thus change management is crucial to the success of this project.

- Batch: N/A

- Other Tech (Migration, DBA etc.):

o Creating an HRS environment in which certification program participants can use to prepare for examinations. This environment will also be used for be testing. Support for this environment will be a crucial component to this program. We will need a stable training/examination environment in which the training team and SMEs can create the required data for the training and examination scenarios.

Number of successful certifications

Reduction in support calls from the UW institutions

Increased expertise on the campuses will reduce time to complete business processes

Increased expertise will greatly decrease errors resulting in negative impacts on employees



13 | P a g e

- Other:

o Qualifying participants should have a good understanding of the UW policy related to their area of expertise before becoming credentialed in HRS. Each certification program will need to have an exam component related to UW policy and procedures. This will require that the UW Service Center to engage UW System Administration when developing certification programs.

7. Effort estimate for the Project and Payback Period The development, implementation and administration of a single certification program may take up to three months (depending on complexity). Each certification program will give the UW Service Center a way to track end-user expertise and abilities, while improving campus professional’s expertise and confidence in using HRS. Once a campus has a certified HRS professional the campus will become less reliant on the UW Service Center which will have an immediate impact on the number of support calls the UW Service Center receives and on the errors that impact employees.

Effort required to implement the Project (consulting and UW) The Pilot: The suggestion is to start with a pilot of one certification program in order to determine the best process for developing the content, exams, tracking methodology, and recertification processes. Because the Batch Payline Load project team has identified a need for certifying end users the team will create the first Certification Program as part of that project. The training team will work closely with the SMEs from the functional teams to create the process map for the end users that will participate in this program and identify the learning outcomes/competencies expected of the participants that successfully complete this program. There will be a separate certification for Payroll and Benefits employees. After the process map and learning objectives are identified, the teams will create the necessary training and KnowledgeBase content and design the training delivery methods that will support the objectives. In a credentialing program we need to be careful that the material relates directly to the outcomes. As the appropriate content and outcomes/competencies are defined the team will begin to define how to can best assess the participant’s knowledge. In some cases the assessment will be performance based (hands-on demonstration of abilities) while other questions will be written tests (true/false, short answer, multiple choice). It is very important that the information being assessed is related to the learning objectives, and covered in training content. The Payline Adjustment project certification estimate below represents a program for new HRS functionality. Below I am including an estimate for a certification program on current HRS functionality, which will require less effort. Below are estimates for the HRS Payline Adjustment Certification Pilot (new functionality example): Analysis phase (40 hrs. Total)

1 SME @ 10 hrs., 1 TRN Staff @ 30 hrs.. Define the certification program; including determining the scope and sequence of training materials

and examination criteria (20 hrs.)



14 | P a g e

Evaluate feedback on the initial plan (10 hrs.) Design Phase (100 hrs. total)

1 SME @20 hrs., 1 TRN Staff @ 80 hrs. Document the project's instructional, visual and technical design strategy (40 hrs.) Apply instructional strategies according to the intended behavioral outcomes (20 hrs.) Design the initial outline of materials (20 hrs.) Create prototype of courses and exam (20hrs.)

Development (80 hrs. total) 1 SME @ 10 hrs., 1 TRN Staff @ 40hrs., 2 student developers 30 hrs.

Create and assemble the content assets that were blueprinted in the design phase (70hrs.) Create Application for Certification (10)

Implementation (50 hrs. total) 1 Communication staff @ 20 hrs., 1TRN Staff @ 30 hrs.

Marketing of the program (20 hrs.) Scheduling and delivering initial set of preparation materials (20hrs.) Administration of the examination (10 hrs.)

Evaluation (40 hrs.. total) 1 SME @ 10 hrs., 1 TRN Staff @ 30 hrs.

Evaluation of the participant experience (20 hrs.) Evaluation of the effectiveness (20 hrs.)

Effort required maintaining the project (UW) [Factor of FTEs and timeline] Conduct and evaluate survey (5 hrs.) Evaluate support call numbers and types related to the area of certification (5 hrs.) Revise content based on feedback (TBD) Schedule next round of exams (5 hrs.)

Total Hours for new functionality program: 330 hrs The estimate below is for current product/functionality certification; something that has been delivered to the campuses. Below are estimates for certification program for current functionality. Analysis phase (10 hrs. Total)

1 SME @ 2hrs., 1 TRN Staff @ 8 hrs.. Define the certification program; including determining the scope and sequence of training materials

and examination criteria (10hrs.) Design Phase (40 hrs. total)

1 SME @10 hrs., 1 TRN Staff @ 30 hrs. Document the project's instructional, visual and technical design strategy (4 hrs.) Apply instructional strategies according to the intended behavioral outcomes (8hrs.) Design the initial outline of materials (8hrs.) Create prototype of courses and exam (20hrs.)

Development (24 hrs. total) 1 SME @ 4 hrs., 1 TRN Staff @ 15hrs., 2 student developers 5 hrs.

Create and assemble the content assets that were blueprinted in the design phase (20hrs.) Create Application for Certification (4)



15 | P a g e

Implementation (24 hrs. total) 1 Communication staff @ 14 hrs., 1TRN Staff @ 10 hrs.

Marketing of the program (4 hrs.) Scheduling and delivering initial set of preparation materials (10hrs.) Administration of the examination (10 hrs.)

Evaluation (16 hrs. total) 1 SME @ 8 hrs., 1 TRN Staff @ 8 hrs.

Evaluation of the participant experience (8hrs.) Evaluation of the effectiveness (8hrs.)

Effort required maintaining the TII (20) Conduct and evaluate survey (5 hrs.) Evaluate support call numbers and types related to the area of certification (5 hrs.) Revise content based on feedback (5) Schedule next round of exams (5 hrs.)

Estimates for current functionality program: 134 hrs There will be approximately 25 certifications that will need to be created. Based on the an average number of hours needed to develop a certification program at 170 the program will require 4250 hours of effort. Payback period calculation Timeline to realize return on investment from effort described in section 9

8. Documentation and Knowledge Transfer Describe potential business process documents; PeopleSoft based user-procedures and high level knowledge transfer plan

The first round of certification will take 12 months. Once each campus has one or more certified HRS users, the number of support tickets will be reduced in the functional area related to the certification. The UW Service Center will see the results after one examination cycles. Other nontangible results will be the increase in morale as campuses become less reliant on the UW Service Center and a reduction in errors for employees as certified staff become more proficient.

For each certification there will need to be an examination and all supporting curriculum developed. The

documentation will include:

• Thorough process map • KnowledgeBase documents • Instructional content • Practice exams • Final exam • Applications for certification • Surveys for evaluation • Formal credential/certification documentation for successful participants

Long term there will be a need to create and deliver continuing education courses for staff to take to maintain

certification



16 | P a g e

9. Exit Criteria: Explain criteria to determine successful implementation of the project. Examples include, but not limited to, complete testing and move to HRS, smooth transition to SC, complete knowledge transfer etc.

10. Risks and Issues List any known risks and issues with the project

11. Signoff

SC Manager Sign-off

Name:

Signature: Date:

12. Document Revision History

Revision Date Changed By:

Initial draft May 7, 2012 David Wirth

Revised (defined the certification program pilot area of focus)

May 20, 2012 David Wirth

Revised all sections adding new details based on presentations and conversations

July 30, 2012 David Wirth

Once the first certification examination is administered the credentialing project estimates will be evaluated and

revised as necessary.

1. This new credentialing approach has not been used UWS HR/BN/PY staff so it may cause concern for employees.

2. Before development and administration of a certification/credentialing program the UW Service Center will

need to have UW System Administration and campus buy-in.

3. The Service Center needs to clearly define the expectation and passing criteria.

4. The examination must thoroughly assess the participants and participants must obtain the skill required to be

an effective professional.

5. Content and documentation must thoroughly prepare the participant for the examination.

6. Lack of SME time

7. Lack of training team time and resources.