OneUSG Connect HCM Transformation Kick Off Cohort 6 ... · Annual Compliance Campaign Workday...

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HCM Transformation Kick Off Cohort 6 – Georgia Tech

OneUSG Connect

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Safe Harbor

The information delivered within this presentation was published

on

This information, while accurate at the time, is subject to change.

2transformation.gatech.edu

02/15/19.

02/15/2019

Safe Harbor

Agenda - Executive Presentation

• Welcome & Leadership Introductions

• Objectives of HCM Transformation

• GT By the Numbers

• Teams / Roles and Responsibilities

• Timeline Review

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Welcome & Leadership Introductions

• Kim Harrington– Chief Human Resource Officer, Georgia Tech

• Jim Fortner– Interim Executive Vice President for Administration and Finance

• Dr. Robert (Bobby) Laurine– Chief Information Officer, University System of Georgia

Welcome

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Bobby Laurine

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Objectives

Purpose

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OneUSG

A system wide initiative to develop and implement a consistent

approach to policies, procedures, and technology solutions that

benefit the University System of Georgia (USG), in an effort to support

the Chancellor’s strategic imperative of accountability, efficiency, and

innovation.

OneUSG

Connect

A priority for the OneUSG initiative is to bring the University System

Offices and all USG institutions onto one technology solution,

OneUSG Connect, to manage USG human resources activities,

benefits, and compensation.

HCM

Transformation

An initiative to align Georgia Tech business processes to

the OneUSG Connect technology platform. This will further

the GT vision of Workforce of the Future and Create the

Next Platform for Service Delivery.

Organizational Impact

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Who will use OneUSG Connect?

EmployeesView and update

personal information

Submit time and leave requests

Link to review benefits

Managers

Approve time and absence requests

Initiate employee actions formerly handled by PSFs

PractitionersComplete initiated

HR processes

Maintain HR transactions as they

relate to their responsibilities

HCM Transformation Guiding Principles

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OneUSG Connect First

Workforce of the Future

Streamline, Automate & Standardize Processes

Foster Accountability, Efficiency and Innovation

Minimize Technical Complexities

Communicate, Collaborate & Share

The HCM Transformation

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WHYwe are transforming to…

HOWwe are transforming by…

WHATwe are transforming…

▪ Enable the Institute’s strategic plan and core academic, research, and service missions

▪ Support students, faculty, and staff through consistent, reliable, high-quality experiences

▪ Optimize decision making with consolidated, accessible, trusted data and intuitive analytics

▪ Prepare the Institute for the digital age

▪ Adopting simplified, industry-leading HR business practices

▪ Fostering an environment of

collaboration and transparency

▪ Engaging the Georgia Tech community through communication and outreach

▪ Being forward thinking and adapting to the iterative nature of implementing new technology

▪ Developing the workforce of the future

▪ Our business processes, policies, and service delivery models

▪ Our core HCM systems to

OneUSG Connect

▪ Our data warehouse and analytic reporting capabilities

▪ Our related applications and systems

Progress & Service | Institutional Effectiveness | Accountability & Efficiency

GT Actions to Improve Operations

Improve organizational structures, work

distribution, business processes, customer

service, and cross-organizational collaboration

in 4 functional areas:

• talent and people management

• information technology

• communication/marketing/events

• procurement/travel/expense management

Overview: The Target Outcome (CAR)

USG Objectives of the CAR

• Identify ways administrative functions can be conducted more efficiently and effectively;

• Enhance support for delivering on the global, statewide, and local missions of USG institutions;

• Achieve opportunities for savings to provide greater affordability and access for students; and

• Strengthen the core academic enterprise, and improve student support services.

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To improve how we accomplish our education, academic research, and economic development mission by improving the administrative efficiency and effectiveness across Georgia Tech. This can best be done by examining how we currently operate.

Comprehensive Administrative Review (CAR)

Solutions for CAR Opportunities Through Implementation of OneUSG Connect

• Centralized future state hiring process for faculty, staff, and students with automated workflow and approvals to facilitate consistent policies and procedures

• Standardized processing will reduce duplication of efforts involved with multiple groups and processes

• Use of Manager Self-Service and other functionality eliminates PSF and reduces amount of manual, paper-based processing

• Standardization of affiliate onboarding• Time and Labor and Absence Management will be used to

replace various paper-based processes and homegrown systems

• Kaba Clocks will replace Kronos clocks for increased standardization and enhanced functionality

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Critical Success Factors

Sufficient testing of End to End Processing and Integration Development

• Financial System Interface

• Identity Management

• Data Warehouse

• Pre-hire and Hire of All Employee Types

Standardized and Streamlined processes

• Time reporting and leave accruals

• Position Management, including group positions

Successful Parallel Payroll Processing (2 biweekly and 2 monthly)

Critical salary distribution functionality fully mapped into future state

• Commitment Accounting

• Labor Distribution and Redistribution

• Effort Reporting

Successful Conversions for Position, Payroll, and Financial data14

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Georgia Tech By the Numbers

Georgia TechBy the Numbers….

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People Function and Design

• ~ 16,800 Active Employees• 8,255+ Students• 1,576 Academic Faculty• 2,435 Research Faculty• 4,141 Staff• 378+ Tech Temps / Ret.

Working

• Migrating from PeopleSoft 9.2

• 67 Time Clocks• 18 Years – Academic Pay

(Contract & Summer Pay)• 200 Users

• 18 Years – Salary Planning and Distribution (SPD) 400Users

• 300 System Users• 100 Reports Only• 27,748 Average

Transactions Annually

• ~ 20,000+ Paychecks per month

• ~ 20,704 - W2’s in 2018• ~ 1,385 – 1042’s in 2018• ~ 352 employees in 29 tax

jurisdictions outside GA.

• Member of the Association of American Universities (AAU)

• Fall 2018 Enrollment: 32,722 (16,047 undergraduate and 16,675 graduate; 8,800+ online master’s students)

• Full time Workforce: approx. 7,900

• Research: $825 million in R&D; 25th nationally in academic R&D spending; 12th overall in federal R&D; 2nd in U.S. Department of Defense R&D; #1 Public University w/o Med School or Health Sciences Center

• Annual budget: $1.84 billion

• Endowment Market Value: $2.09 billion

• Strengths: quality, focus, interdisciplinary, industry, technology transfer, incubation & commercialization

About Georgia Tech

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Unique Revenue Mix

45% of the GT revenue budget is attributable to sponsored operations

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Significant Growth

• Inputs since 2009:• Faculty and Staff: up 36% to 7,900• Revenues: up 62% to $1.84 billion• State Appropriations: up 10% to $318 million• Endowment Market Value: up 26% to $2.09 billion

• Outputs since 2009:• Research Generated

• Sponsored Award Dollars: up 91% to $851.6 million• Sponsored Expenditures: up 78% to $908.9 million• Invention Disclosures and Patents: up 42% and 130%

respectively in total for 2009-2018 vs. 2000-2008• 69 start-up companies licensed

• Students Served• Freshman Applications: up 244% to 36,500• Graduate Applications: up 147% to 31,300• Enrollment: up 69% to 32,722 students• Credit Hours Generated: up 28% to 757,000• Degrees Awarded: up 58% to nearly 7,10019

Sponsored Awards

2014 2015 2016 2017 2018

GTRI $363 $338 $367 $377 $497

RI $325 $310 $352 $313 $355

Total $688 $648 $719 $690 $852

$0

$100

$200

$300

$400

$500

$600

$700

$800

$900

$1,000

($$$ in millions)

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Sponsored Expenditures

2014 2015 2016 2017 2018

GTRI $302 $349 $366 $383 $449

RI $419 $422 $419 $442 $460

Total $721 $771 $785 $825 $909

$-

$100

$200

$300

$400

$500

$600

$700

$800

$900

$1,000

($$$ in millions)

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Team Roles & Responsibilities

The HCM Transformation

Georgia Tech’s OneUSG Connect Transformation

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The HCM Transformation -Georgia Tech and OneUSG Engagement

Georgia Tech OneUSG

Project Leadership Team(IT, Human Resources, Research, Academic

Affairs, Controller )

Project Director(and Support Team)

Project Management Team

OneUSG Executive Sponsors(EVC – Strategy and Fiscal Affairs , EVC –

Administration, Chief Academic Officer , CIO*, CHRO*)

Executive Director(and Support Team)

Project Management Team

Every4 Weeks

Every 2 Weeks

EveryWeek

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Georgia Tech HCM Transformation Governance

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Executive Steering• Emily Howell, Provost & Research• Jennifer Hubert, A&F IPRM• Kim Harrington, HR• Mark Demyanek, A&F Operations• Mark Hoeting – OIT• David Bamburowski – Faculty Affairs• Sandi Bramblett – IRP/EDM• Sonia Alvarez-Robinson – GTSC

Executive Sponsors

• G. P. Bud Peterson, President• Jim Fortner, A&F• Chaouki Abdallah, Research• Rafael Bras, Provost

Process Owners Committee • Kim Harrington - HR Core, Onboarding,

Compensation, ESS, MSS, Global, Careers (Undergrad Students)

• Leslie Sharp & David Bamburowski – MFE, FSS, Careers (Grad Students and Faculty)

• Jonathon Jeffries - Commitment Accounting • Zach Rogers – Payroll• Kevin Merkel - Benefits, T&A , Time Clock• Charvette Webb – Careers (Staff)• Greg Philips - ERP Transformation Director• Sheila Garza & Germaine Sims – GTRI (T&L,

Careers - Research)• Julie McCoy & Kim Toatley – GTRI (CA & Fin.)

Campus Representatives• Faculty• Faculty Affairs• GTHR• HR Practitioners

HR Business Partners (HRBPs)HR RepsHR ContactsAdministrative Mangers

Enablement Owners Committee• David Rimmer - GTRI• Dan Hopkinson - EDM• Ira Bragg - Provost• Jewel Coleman - OIT• Jim Pete - OIT• John Wilson - OIT• Raj Vuchatu - GTRI• Noel Moreno - OIT (Kaba)• Stephen Garrett – ITG• Oksana Waugh – GTRI• Aparna Madichetty - GTRI• Sumathi Harihar – GTRI

HCM Steering Committees Transformation Committee (Draft)

Campus Advisory Leadership Committee (CALC)

• Jilda Garton - Research• Bonnie Ferri - Provost• Jennifer Herazy - Provost• Steven McLaughlin – Engineering

The HCM Transformation Team Structure

Executive

Sponsors

Executive

Steering

Transformation

Directors

Process /

Enablement

Owners

Committee

Transformation

Committee

Scope & Cost

Work Plan

Resources

Quality

Risk

HRBenefits

Time & Labor and AbsenceCommitment AccountingSelf-Service

CareersFaculty Events

Global HRPayroll

Time ClocksSecurityTesting

Conversion

Integrations &

Extended Systems

EDW

LITE Reporting

Outreach

Engagement

Alignment

Learning &

Development

Decision Makers

Advisors

Leadership

Track Areas

Analysts Advisors Participants

Analysts / Advisors/ Participants

*Shared Across FIN & HCM

Reporting Track*Organizational

Readiness Track*

Program

Management TrackProcess Track Enablement Track*

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The HCM TransformationOneUSG Project Team

OneUSG Executive SponsorsJohn Fuchko – Strategy, Tracey Cook – Fiscal Affairs, Bobby Laurine – IT, Juanita Hicks – HR,

Tristan Denley – Academics, Tricia Chastain - Administration

Academic AffairsAdvisory

Legal AffairsAdvisory

CommunicationsAdvisory

John ScovilleExecutive Director

David NisbetCraig GoldenLayne Francis

Program Oversight

OneUSG ConnectShared Services

Becky PrinceJulie Harris

ITSAdministrative Services

Financials

Donna Wooddell

Communications and Training

Jules Donnelly

ITSAdministrative Services

HCM

Christy Todd

ITSInfrastructure

Morgan WhaleyPaige Born

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Project Timeline

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Dec Feb Apr Jun Aug Oct Dec Feb

2018 2019 2020

Service Awards Merit Fall Term Start OneUSG Go-Live

Grad HiringAnnual Compliance Campaign Workday Go-Live Open Enrollment Off-Boarding

Dec 31 - Mar 1 Planning and Analysis

Dec 31 - Aug 9 Design, Configuration and Build

Dec 31 - Mar 29 OneUSG - Fit/Gap

Mar 18 - Jun 28 Design & Configuration

Apr 5 - May 10 Kaba Preparation

Mar 25 - Apr 5 Sprint 1 - Workforce Admin Conversion

Apr 1 - Aug 9 Build and Unit Test

May 13 - Jul 5 Sprint 2 - Full Conversion and Pilot

May 13 - May 31 Sprint 2 - Conversion (HTEST2)

Jun 3 - Jul 5 Kaba, Careers & Self Service - Pilot

Jul 8 - Aug 23 Sprint 3 - Full Conversion and System Test

Jul 8 - Jul 19 Sprint 3 - Conversion (HTEST2)

Jul 22 - Oct 4 Systems and Integration Testing

Jul 29 - Aug 23 Payroll Compare & Performance Test

Sep 23 - Nov 15 Sprint 4 - User Acceptance Test

Sep 23 - Oct 4 Practitioner Training

Sep 23 - Oct 4 Sprint 4 - Conversion

Oct 7 - Nov 15 User Acceptance Testing

Oct 14 - Nov 8 Payroll Compare (2)

Dec 6 - Feb 14 Sprint 5 - Go-Live

Dec 6 - Dec 11 Pass 1 - Workforce Administration

Dec 20 - Dec 26 Pass 2 - Payroll & Leave Balances

Dec 16 - Feb 14 Stablize

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Questions

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OneUSG Connect

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HCM Transformation Presentation (2:00 - 3:00pm)

• Progress To Date

• Approach Changes and Lessons Learned from Prior Cohorts

• Terminology and Definitions

• Key Deliverables and Deadlines (Next 90 Days)

• Change Request Process

• Question and Answer – Group

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Plan & Discover Phase Accomplishments

Plan & Discovery Phase Accomplishments

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Lessons Learned from Prior Cohorts

• Parallel Multiple Times

• Pilot Clock, Careers and Self Service Deployment

• Knowledge Share with Service Desk

• Data Warehouse

• Regression Test

– Prior Cohorts

• College and Unit Validation and Ownership of Data

• Run the “tired and true” approach

• Collaborate, Collaborate, Collaborate

Lessons Learned

• Time and Absence Most Impactful– Strong Institution Practitioners Needed

to Support and Triage

– Verify Workflow and Time Approvers for All Colleges and Units

• Identity Management

• Test Planning– Institution Specific Test Scenarios

• Specialized Functionality

– Performance Test

– Load Test

– Service Desk & Case Management

• Freeze Scope Early– Exercise Change Control

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Terminology & Definitions

Terminology and Definitions

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Terminology Definition

RICEW Reports, Interfaces, Conversions, Extensions, and Workflow

An inventory of all reports, interfaces, conversions, extensions, and workflow that will be implemented during the HCM transformation.

REQ Functional Requirement A requirement that must be met by the system for a business process to be successful.

RTM Requirements Traceability Matrix (Requirements Inventory)

Identifies all requirements that must be met by an enhancement, interface, report, or conversion program. Used to link requirements throughout the validation process, and ensure that all requirements are tested.

FDD Functional Design Document Describes in detail the how requirements for an enhancement, interface, report, or conversion program will be met.

FSPD Future State Process Design Describes step by step how each business process will be executed in the future state. Includes a process flow and verbiage to describe the process.

POC Process Owner Committee Committee of business process owners who represent the interest of users. Decisions made throughout the course of the project are vetted with the POC who will provide feedback and help steer the direction of the project.

ESC Executive Steering Committee Advisory committee comprised of key executives who monitor the project as it develops, and assists by providing advice or assisting with critical decisions.

IDM Identity Management System and process for identifying, authenticating, and authorizing individuals to have access to the system.

EDW Enterprise Data Warehouse Central repository of data used for generating reports.

GAP Gap A difference in functionality between Georgia Tech’s current state and OneUSG’s current state. A gap in requirements can be addressed by an enhancement to the system, or change in business process.

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Key Deadlines & Deliverables

Georgia Tech Design Objectives

MayAprilMarch

OBJECTIVES

• Write Change Requests for all approved scope items.

• Finalize Business Process Inventory.

• Document requirements for all RICE items in the requirements inventory.

• Finalize meeting schedule for upcoming design and business process sessions with process owners and OneUSG.

• Designing, creating, and/or facilitating integrations between GT ERPs and extended systems to OneUSG’s hosted PeopleSoft HCM environment

Approach

• Aim is to schedule 2 two-hour meetings each week with working group per Process Area between March 18th and June 6th. Target meeting days will be Tuesdays, Wednesdays, and Thursdays

• Meet with extended system owners to review HR data needs & determine how best to satisfy the majority of integration needs through the new GT Enterprise Data Warehouse (EDW)

DELIVERABLES

• Change Requests• Future State Business Process Inventory & Requirements Inventory• Data Cleanup and Future state conversion architecture & system mapping strategy• Design Specifications for point to point integrations btw GT & OneUSG & integrations routed through the GT EDW

June

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Georgia Tech Build & Unit Objectives

OBJECTIVES• Conduct sessions with process owner working groups and OneUSG to design, document, and unit test changes to system

functionality & business processes.

• Convert data from GT to OneUSG and validate results.

• Complete Kaba Clock Parallel Test.

• Conduct pilot for MSS, Careers, and Kaba Clock.

• Prepare test plans and GT specific test scenarios to prepare for System and Integration Testing.

• Build awareness and support for the initiative.

• Assess Learning & Development (L&D) needs, develop L&D Plan, and begin creation of L&D materials.

• Launch and support a change agent network.

• Assist OneUSG with data conversion from GT’s current PeopleSoft HCM environment to OneUSG’s hosted PeopleSoft environment.

SCHEDULE• Educate and inform campus through bimonthly newsletters (starting in April) and monthly info sessions (beginning in May)

• Collaborate with extended system owners to communicate status of conversions/integrations, development, and testing efforts

• Coordinate conversion activities and validations with OneUSG for all data needs (current & historical)

DELIVERABLES• Conversion Validation Scripts & Programs• Unit Testing Results• System Integration Test Scripts• L&D Documentation and Materials

April June JulyMay August

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Change Request Process

1. GT requirements not met by the current OneUSG Connect System lead to

internal team gap reviews and the related documentation.

2. The gaps and the related documentation is then reviewed by GT HR

Leadership, and if approved to proceed.

3. The gaps are then reviewed with OneUSG to check if this gap

– Is in the USG build pipeline (or)

– Will be implemented as part of an upcoming PUM release (and)

– To confirm if it can be accommodated by OneUSG from a system viewpoint, taking into consideration impacts to the other cohort constituents.

4. After the GT & USG gap approvals to proceed…

Change RequestGeorgia Tech Perspective

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• If a GT gap build request cannot be part of the OneUSG PS HCM solution set:

– If a GT specific need cannot be accommodated by OneUSG due to the fact that the changes cannot be contained within the GT configured system space, and or the changes are system wide and are detrimental to the other cohorts HR processes, the following steps are to be taken:

• If it is a business critical need, the decision is appealed.

• If not approved, then

– The reason is documented and relevant documentation– The change request form is updated– The GT review board and project leadership are informed– The changes then follow the process where the GT policy is

updated to use the system functionality as-is, and or a work-around is found inside or outside the system to meet the GT need.

Change RequestsGeorgia Tech Perspective

Georgia Tech HR Change Request Process

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Area/Track Leads Create Change

Request

Business Process Owners

Committee

A&R Working Group*

ESC Ready for USGInstitute Support

Advocates*

Enablement Owners*

*Based on type of request, CR’s will visit these groups

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Req

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Per

spec

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e OneUSG Connect – Change Request Review Process

Inst

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Syst

em O

ffic

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ecut

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Lead

ersh

ip

2/14/18

Change Needed?

Review Change Request with

Institution Leadership

Approve?

Classify Change ReqEnter into Service

Now

Author Change Request Document

Draft Functional Specification

System Office or Design Team

Yes End

Change ReviewExecutive

Leadership Input

Change Review – Provide Input


Design Team Input

ASystemOffice

B

Design Team

A No

CYes

C

Revise / Supplement Change Request and

Functional Spec Documents








B

Approve?

Notify Institution of Change Request

Decision

Approve?

No

Yes

No

No Yes

Yes

Update Change Request

Attach Specification

Reject?

No

DYes

D

D

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Questions

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OneUSG Connect

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Agenda

• Project Administration Through Smartsheet– Why Smartsheet?

– Directory with Links

– Shared Materials (All Institutions)• Risks

• Presentations

• Core Training and Communications Inventory

• Change Requests

• Institution Specific Materials• Project Plan Management

• Configuration Management

• Actions / Issues Management

• Change Requests

HCM Team Project Administration & LogisticsPresentation (3:15 - 4:30pm)

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• Institution Specific Materials (cont'd)– Testing Administration– RICEW– Security and Workflow

• Change Request Tracker

• Conversion Review

• Change Request Review

• Data Reconciliation and Sign-Off

• Program Reviews

• Change Management– Communications– Training– Readiness Assessment– Definition of Change Network

HCM Team Project Administration & LogisticsPresentation Cont'd (3:15 - 4:30pm)

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Planning and

AnalysisDesign Build Test Deployment

• Project Plan

• Actions / Issues

• Risks

• Change Requests

• Specifications (*)

• Matrices

• Security

• Time and Labor

• Workflow

• Configuration

• RICEW

• Reports

• Interfaces

• Conversions

• Enhancements

• Workflow

• Test Conditions

• Data Sheets

• Cutover Plan

• Reconciliation &

Exceptions

• Readiness

Assessment (*)

• Program Review (*)

(*) – Not in Smartsheet

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SmartsheetDirectory

OneUSG Connect

Smartsheet Directory

Smartsheet DirectoryMy Tasks and Issues

Smartsheet DirectoryEnvironments

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Key Processes: Project Plan Management

OneUSG Connect

Planning and

Analysis

• Updating Project Plan– Update Form Demonstration

• Actual Start Date

• Estimated End Date

• Actual End Date

– Comments Demonstration

– Attachment Demonstration

– View Cell History

– Notification / Reminders

Project Plan Management

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Actions & Issues Management

OneUSG Connect

Planning and

Analysis

Comprehensive of Actions and Issues Cohort 6

• Utilize Filters or Reports to Limit….– Assigned To

– Track

– Status (Critical vs Blocker)

Issues Management

Smartsheet: Issues and Actions Log

Actions / Issues Management

Each Issues or Actions has a

Smartsheet Form that anyone can

use to add an issue to the that log

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Key Leadership Dashboard: Change Requests

OneUSG Connect

Design

Change RequestsDashboard - Overall

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Change RequestsDashboard – By Status

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Key Processes: Configuration Management

OneUSG Connect

Build

• What is

configuration

management?

Configuration Management

• Summary– GT Specific Configuration prototyped in HCONVR1

environment– Smartsheet Used to Catalog Configuration Changes

• Configuration Includes…– Changes to Core Functionality– GT Specific Setup

– Configuration Migrated from HCONVR1 via Data Mover Script as Each Environment is Built

– Tasks Added to Cutover Plan for Each Configuration to Verify Script was run Successfully

Configuration Management

Configuration ManagementSmartsheet – Configuration Matrix

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RICEW Inventory

OneUSG Connect

Build

• RICEW Inventory Definition

– RICEFW means Reports (R), Interface (I), Conversion (C),

Enhancements € and Workflow (W)

• How is Inventory Used by OneUSG

RICEW

Des

ign 10-Design in

Process

20-Design Complete

Bu

ild 30-Development in Process

35-Unit Testing

40-Development/Unit Test Complete

Syst

em T

est 50-Deployed to SIT

60-SIT Testing in Process

70-SIT Testing Complete

Use

r A

ccep

tan

ce T

est 80-Deployed to

UAT

82-UAT Testing in Process

85-UAT Testing Complete/Ready for HPROD

Dep

loye

d t

o P

rod

uct

ion C-Complete

RICEWDashboarding

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Testing Administration

OneUSG Connect

Test

• Roles and Responsibilities– USG Provided

Materials

– GT Expectations

• Locations– Athens

– Atlanta

Test Scripts

Expectations

• Create Data Sheets

• Supplement Core Test

Conditions

• Author GT Specific Test

Conditions

• Map Test Conditions back

to Requirements

TestingScripts

TestingData Sheets

TestingDashboard

TestingDefect Management

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Reconciliation

OneUSG Connect

Deployment

• Process Overview

ReconciliationP

ass

1 -

Beg

in Convert Job, Position and Personal Data P

ass

1 -

Pau

se Reconcile Foundational Data

Pas

s 1

-R

esu

me

Convert Security, Time and Absence Enrollment, Faculty Events and Alight Benefits

Pas

s 1

–R

eco

nci

liati

on

an

d

Exce

pti

on

s

Compare Data Back to Source

Manually Address Data Exceptions

Go

-Liv

e

Bi-Weekly Time Entry

Pas

s 2

Convert Payroll and Absence Balances

Convert Garnishments P

ass

2 –

Re

con

cilia

tio

n a

nd

Ex

cep

tio

ns

Compare Data Back to Source

Manually Address Data Exceptions

Reconciliation

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Cutover

OneUSG Connect

Deployment

• Cutover Plan– Series of tasks that are performed to deploy the

components from the development/Pre-production environment to the Production environment and activate them

– To Do List

– Repeatable

– Include: Scripts, Programs, Configuration, Verification, Communications, Checkpoints

CutoverDefinition

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CutoverScope / Tasks

Communications Needs:

• Approval Deadline

• System Up and Down Times

• Job Aids / Key Reference Documents

• Support Protocols

• Other

Pre-Conversion Tasks:

• Data Cleanup

• Additions / Deletions of Security

• Deadlines for Processing

• Other

Post-Conversion Tasks:

• Exception Management

• Processing of Blackout Transactions

• Other

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Cutover Plan

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Readiness Assessment & Program Review

OneUSG Connect

Deployment

Readiness Assessment & Program ReviewExample

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Vision and Leader Alignment

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Stakeholder Engagement and

Communication37

Organizational and Cultural Alignment

40

Training36

Sustainablity and Governance

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0

10

20

30

40

Score Interpretation

31 – 40 Highly Confident to Go Live

21 – 30 Confident to Go Live

1 – 20 Risk Factors Exist

Readiness Assessment & Program ReviewRisk Matrix

READINESS ASSESSMENTS• Data Collected Via Surveys, Interviews, Focus Groups• Initial Readiness Assessment: January 2019• Additional Assessments to be Conducted Throughout

Initiative• Complements USG Cohort Program Reviews

TRAINING• GTHR and HR Practitioner Training – led by USG• Campus End User Training – led by GT

• Late October 2019 – January 2020• Web-Based Tutorials• Instructor-Led Sessions• Job Aids

GT Organizational Readiness

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TRAININGCOMMUNICATIONS• Website: transformation.gatech.edu

• HCM pages launched in March (ongoing updates)

• Newsletter: connecTECH • Begins in April (bi-monthly)

• Articles, announcements, emails (ongoing)• Info Sessions begin in May

COMMUNICATIONS

CAMPUS ENGAGEMENT• Change Agent Network Kickoff in May• Stakeholder Focus Groups and Surveys• Presentations, Webinars• Transformation Expo in September

CAMPUS ENGAGEMENT READINESS ASSESSMENTS

http://www.transformation.gatech.edu/






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COMMUNICATIONS


READINESS ASSESSMENTS







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COMMUNICATIONS• Website: transformation.gatech.edu




COMMUNICATIONS









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COMMUNICATIONS


CAMPUS ENGAGEMENT


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Next Steps

OneUSG Connect

Planning and

AnalysisDesign Build Test Deployment

• Project Plan

• Actions / Issues

• Risks

• Change Requests

• Specifications (*)

• Matrices

• Security

• Time and Labor

• Workflow

• Configuration

• RICEW

• Reports

• Interfaces

• Conversions

• Enhancements

• Workflow

• Test Conditions

• Data Sheets

• Cutover Plan

• Reconciliation &

Exceptions

• Readiness

Assessment (*)

• Program Review (*)

(*) – Not in Smartsheet

1. Sprint 1.0 Conversion & Reconciliation (Joint)– Target: First Week in April

2. Author Change Requests (GT)

3. Review Change Requests with OneUSG Counterparts (Joint)

4. Obtain Approval to Submit Change Request (GT)

5. Exercise Change Request Process (OneUSG)

6. Author Functional Specifications for Approved Change Requests (GT)

7. Author Test Plan to Ensure Requirements Satisfied (GT)

8. Participate in Augusta University Testing (GT)

9. Sprint 2.0 Conversion & Reconciliation (Joint)

Next Steps

• Humble – They don’t require the spotlight to feel important.

• Fully Engaged – They are “in” the moment at all times regardless of rank, or playing time.

• Encouraging – They notice the success of others.

• Respected – They command respect and are willing to speak the kind of truth that holds people accountable.

• Reliable – Everyone knows what to expect from them.

• Problem Solvers – They don’t point fingers, instead they ask “where do we go now?”

• Resourceful – They share what they learn and embrace a mentoring role.

• Willing to Sacrifice – They are not above doing the dirty work.

• Positive – They look for the good in key situations, especially when others go negative

• Communicators – They seem to always have the right words at the right time

• Relationship Builders – They build camaraderie with “all” members of the team.

• Honest – They are trusted and their motives are “team-first”.

• Hard Workers – They have an incredible work ethic; preparing for tough tasks excites them.

• Always Ready – They remain available to step up and succeed at a moment’s notice.

• Competitors – They feel that winning requires nothing less than maximum effort.

• Fun – Others want to be around them.

Great Teammates Are…

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Questions

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OneUSG Connect HCM Transformation Kick Off Cohort 6 ... · Annual Compliance Campaign Workday...

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