GenRays Communications Management
- 1. Project Roles & Communication Plans HRIS with ESS Project GenRays April Drake, Project Manager
- 2. Contents Part A: Organization Chart.......................................................................................................................................................................................................3 Part A1: Role Descriptions...................................................................................................................................................................................................4 Project Manager..............................................................................................................................................................................................................4 Advisory Board................................................................................................................................................................................................................5 Procurement & Vendor Manager.....................................................................................................................................................................................5 User Assistance Manager.................................................................................................................................................................................................5 Business Analyst..............................................................................................................................................................................................................7 Platform Technology Team – System Architect and Engineering Lead.................................................................................................................................7 Platform Technology Team – Engineer #1 (Hardware & Infrastructure Engineer).................................................................................................................8 Technology Team – Engineer # 2 (Database Analyst & Administrator, DBA) ........................................................................................................................9 Quality Assurance (QA) Team - Test Lead..........................................................................................................................................................................9 QA Team – Members #1 and #2 .....................................................................................................................................................................................10 Part A2 and A2a: Team Member Recommendations & Justifications....................................................................................................................................10 Part B:..................................................................................................................................................................................................................................13 Power Grid and Stakeholder Identification Matrix...............................................................................................................................................................14 Part B1:............................................................................................................................................................................................................................14 Part B2:............................................................................................................................................................................................................................19 Part B3:.........................................................................................................................................................................................................................21 Part C:..................................................................................................................................................................................................................................24 Sponsor, Principal Leadership, Project Team Members .......................................................................................................................................................24 Project Team Members, Principal End-Users......................................................................................................................................................................25 Non-Principal Internal End Users .......................................................................................................................................................................................25 Externals..........................................................................................................................................................................................................................26
- 3. Part A: Organization Chart The candidateprovidesanHRIS ProjectTeam organizationchart,withsufficientdetail,showingthepotentialpositionsneeded tocompletethe project. Key: Green represent GenRays Leadership/Executive stakeholders. Yellow represent ProjectTeam Roles.
- 4. Part A1: Role Descriptions This section providesarole descriptionfor eachof the 11 positionsdepictedin theTeam OrganizationChart,intermsof the tasksthatare directly associatedwith a given position.Also,a descriptionof howeachpositionrelates to otherpositionsonthe ProjectTeam is discussed. Project Manager Specificresponsibilitiesfromthe WBSinclude: DevelopProjectCharter, workwithkeystakeholderstodevelop ProjectManagementPlan(PMP) Assemble materialsandconductPhase orMilestone ExitReviewswithleadership Obtainssignoff andapprovalsforprojectdeliverablesandphase transitions ConductCommunicationstoall stakeholdersaccordingtotheirdefinedneeds Drivesweeklystatussync Manages all projectRisksandChange Requests Drive and contribute contentforWeeklyStatusMeetings,PhaseExitReviews Participate inLessonsLearnedactivities Manage and escalate Risks,updatesIssues,and escalate orsubmitChange Requests toAdvisoryBoard ConductProjectSuccessAnalysisduringClosingPhase usingKPIs The ProjectManager (PM) drivesall projectplanningandmanagesall aspectsof the day-to-dayprogresstowardscompletingprojectdeliverableswiththe ProjectTeam. He or She reportsto the ProjectSponsor,andworkswithotherstakeholdersandSMEsto mine the LessonsLearnedandbestpracticesdatafrom past projectsandothersources,that shouldbe followedforsuccessful projectplanningandexecution. The Projectcharter and PMP outputsserve asthe inputsforotherteam members’deliverables,inordertoguide successfulplanning,executionand closingexit criteria(includingBusinessRequirementsDocuments,VendorBidProposal,CostManagementPlan,Scheduling,etc.) The PM interfaceswithall otherrolesinthe ProjectTeamasnecessaryinorderto drive progresstowardmeetingobjectiveswithinbudget,onscheduleand withinscope. The PM managesall stakeholderexpectationsandcommunications,includingescalationof anyissuesthatjeopardize the project’sabilitytomeetobjectivesona day-by-daybasis.Thisincludeschangestobaselineresourcing,conflictmanagementandresolution,andunforeseenrisksandissuesencounteredduringproject execution. At keymilestones, the PMgeneratesReportsforthe Executive Leadershipthatdetail all projecthighlevel/keyaccomplishments,challenges,risksand alsoa budgetvsexpendituresanalysis.Thisreportwill be presentedinthe Phase Exitmeetingsinorderforthe Executive Leadershiptoapprove progressingtothe subsequentprojectphases(Initiation,Planning,Execution,andClosing). The PM drivesprocuringall signoffsandapprovalsforanyChange Requestsnecessary,withthe AdvisoryBoardandotherkeyproject stakeholdersas appropriate.
- 5. Advisory Board Specificresponsibilitiesfromthe WBSinclude: Provide counsel intoProjectCharterand PMP, includingHRManagementPlan,RiskManagementandStakeholderManagementPlans. ReviewandProvide SponsorRecommendation of Phase orMilestone ExitsReviewsandChange Requests The AdvisoryBoardconsistof keyleadershipanddesignatedstakeholdersacrossthe organizationidentifiedbythe ProjectSponsorandotherkeystakeholders, inorder to assistthe PMin activitiessuchassettingof the high-level objectives,scope andresourcingforthe projectinthe ProjectCharter,andassistwith creationof Change ManagementPlanaction. The Board doesnot reportto the PM, but rather servesasadvisoryuponrequest.The ProjectSponsoristhe Authorityforthe Charterand PMP. The AdvisoryBoardwill serve aschampionof the projectobjectivestothe organization,andserve asa strongadvocate forthe projectwithotherstakeholdersin the organization,andwill be consultedbythe PMandthe ProjectTeamas necessaryinorderto overcome challengesduringanyrelevantprojectactions. The AdvisoryBoardwill helpfleshoutthe finerdetailsof the BusinessRequirementsDocuments(BRDs) andmustbe consulted foranychangestothe baseline of the projectafterApproval of the PMP,throughofficial executionof Change Requests. Procurement & Vendor Manager Specificresponsibilitiesfromthe WBSinclude: ConductMarket ResearchonHRIS systemsandVendors ConductVendorBidProposal andAnalysis Create Vendorandsupportingsoftware recommendations Conductall procurementsforSystem,VendorTechnical Resources,IMSSystem,includingcontractsandlicensing Attendandcontribute contentforWeeklyStatusMeetings,Phase ExitReviews, andLessonsLearned Manage and escalate Risks,updatesIssues,andsubmitChange Requests forareasof ownershipforsignificantdeviationsfrombaseline toPM The Procurement& VendorManager(PVM) reportstothe PMand workswiththe PMin orderto create the ProcurementsManagementandCostManagement Plans.He or She takesthe Charter,ProcurementPlanandBRDsas inputsduringthe VendorBidRequestprocessandVendorSelectionphase.Theyworkwith the PM to make VendorRecommendation,whichwill serveasinputintothe Technical RequirementsDocumentation(TRD) andTechnical Recommendations Documents. The PVMservesasprimarycontact forVendorandotherprocurementcontactsintothe ProjectTeam.Theysubmitsweeklystatus toPMof all expenditures, priorto the weeklystatusmeetings,inorderthatleadershiphasvisibilityinhowthe projectismaintainingordeviatingfrombaseline.He orShe submitschange requeststoPMas appropriate forany significantdeviationsfrombaseline. User Assistance Manager Specificresponsibilitiesfromthe WBSinclude:
- 6. Administrationof the InformationManagementSystemusedbythe ProjectTeam Surface Reporting,RiskRegisterandothercurrentprojectartifactsinthe IMS ona biweekly(2x perweekor more) basis Manage Trainingplanandrolloutcollateralsandeventsincluding o FAQfor UI o Release Notesforreleases/hotfixes/patches o Administrationdocumentation o End-Userdocumentationincludingstep-by-stepuserguidesforeachrole impacted Facilitate obsoletedHRand Payroll role’sreorganizationwithleadershipstakeholders ConductArtifactArchiving Attendandcontribute contentforWeeklyStatusMeetings,Phase ExitReviews,andLessonsLearned Manage and escalate Risks,updatesIssues,andsubmitChange Requestsforareasof ownershipforsignificantdeviationsfrombaseline toPM The User Assistance Manager(UA) reportsto the PM andworkswiththe PM to create and maintainthe CommunicationManagementPlan. Theyuse the PMP and ProcurementsPlanasinputsintothe CommunicationPlan.Theyuse the BusinessRequirementsDocumentation,Technical Design DocumentationandQA ChecklistcontentasinputsintoTrainingplansandcollaterals. UA workswithleadershiptodeveloptransitionplansforanyone inthe organizationwhosejobsmaybe impactedbythe move tothe newsystem(including obsoletedjobroleslike redundantHumanResourcespresencesorPayroll administration). UA workswithall teammemberstoensure reportsand projectartifactsare visible anaccessible IMSsystemaregular,consistentandfrequentbasis(several timesa weekatleast).Theyalsointerface withthe Hardware andInfrastructure Technicianwhowillowninstallation,configurationandmaintenance of the IMS system. He or She will buildastrongtrainingplan includingcontentwhich ishighlydependentonthe outputsfromthe TechnologyandQA Teams,andwill alsorelyon themfor assistance inreviewingforaccuracy anytrainingcollateralsandcontent,andalsowithtroubleshootinganytechnical problemsduringimplementation phase.Assuch,theywill drive forproductionof the FAQforthe UI, usinginputfromthe technical stakeholders. UA will have aparticularlyrelevantandcritical role inworkingtoallayanyconcernsandfearsthe overall organizationof hundredsof employeeswill have with transitiontothe newsystem. Theywill submitsweeklystatustoPMof expendituresandhighlightanydeviationsfrombaseline inareasof ownership. Theywill alsosubmitchange requeststothe PMas appropriate.UA will alsodrive LessonsLearnedReview(s) duringthe Close Projectphase,andendtheir dutiestothe projectby drivingoverall ProjectArtifactArchivinginthe IMSsystem,insucha way that the materialsare readilyavailableforreviewandscrubof bestpracticesfor future GenRaysprojects.
- 7. Business Analyst Specificresponsibilitiesfromthe WBSinclude: ConductScope and RequirementsManagementPlanningwithProjectManager Create all BusinessRequirements(BRDs) andRequirements TraceabilityMatricesneeded Reconcile final systemdesignandfunctionalityagainstbaselineBRDsat exitreviews Attendandcontribute contentforWeeklyStatusMeetings,Phase ExitReviews,andLessonsLearned Manage and escalate Risks,updatesIssues,andsubmitChange Requests forareasof ownershipforsignificantdeviationsfrombaseline toPM The Business Analyst(BA) workswithkeystakeholderstounderstandanddiagramall currentHR, Payroll,Training,Performance Managementandother relevantworkflowsandprocessesthatwill be impactedbythe transition. Usingthe ProjectCharter,PMPand Interviews asinputs,definesdetailedBRDsforeachcomponentof the desiredsystem,andproducesWorkflowDiagrams and detaileddescriptionsof all systemfunctionsfromthe pre-projectandpost-implementationperspectives,inorderthatstakeholderscanbetterunderstand impactsto roles.Workscloselywiththe UA Manager inorderto ensure trainingcollateralstake intoaccountall impactedfunctions. CreatesTraceabilityMatrix inordertoeasilycommunicate andreconcilesystemrequirementsagainstbusinessgoals,whichcanbe reviewedduringWeekly StatusmeetingsandPhase Exits. The BRDs andTraceabilityMatrix serve asinputsintothe Technical DesignDocumentation aswell asthe UA deliverables.The BA will workcloselywiththe TechnologyandQA teamsin orderto assesscompletenessof the businessimpactanalysis. Platform Technology Team – System Architect and Engineering Lead Specificresponsibilitiesfromthe WBSinclude: Manages the workthe Technologyteamdelivers Planning o SystemDesignandArchitecture o Technical DesignDocumentation(TRD) o TechnologyRecommendationstoleadership Executing o Inventories Hardware Software Databases Otherrelevantcontentsourcesthatneedtobe migrated(excel spreadsheets,etc.) o Installations o Configurations o Customizations
- 8. o Database and othercontentsource migrations Development o Customizations o eForms Implementation o Trainingcollateralsreview o Technical Support Closing o LessonsLearnedparticipation o Legacy systembreakdown o IMS systemarchiving o Post-productionSupportPlanning As Lead,the PlatformTechnologyLeadreportstothe PMand servesasmainliaisonfortheirteamat weeklystatusmeetingsandatphase exitstoreporton deliverables,aswell asthe principal contacttothe team forotherteam members. Theywill assistwithTrainingcollateralsandplanningactivities,includingreviewingandcontributinginformationtothe BA andUA deliverables. Theywill workwiththe PVMin orderto negotiate anyimplementationorpost-productionsupportrequirements.Theywill serveasthe primarytechnical supportcontacts forany stakeholderinthe systemrequiringtechnical supportof the systemandas suchwill be askedtoproduce Service Level Agreementsto the organizationforthe system. The Platformand QA Team Leadwill be closelytiedthroughoutthe project,asthe outputsfromthe Platformteamwill serveasinputs tothe QA team,which will assessstabilityandfunctionalityof the systemcomponentsthroughout. He or she will attendweeklystatussyncandreporton progressagainstobjectives,manage andescalate Risks,updatesIssues,andsubmitsChange Requestsfor any significantdeviationsfrombaseline foranyareasof ownership,toProjectManagement. Platform Technology Team – Engineer #1 (Hardware & Infrastructure Engineer) Specificresponsibilitiesfromthe WBSinclude: ConductHardware Inventoryand Technical Requirements Install, ConfigureandMaintainHardware & NetworkingInfrastructure forprojectincludingIMSsystem AssistwithTechnical Supportthroughoutprojectandpost-productionaccordingtoSLAs The Infrastructure Engineerreportstothe PlatformLeadEngineer, workscloselywiththe othermembersof the PlatformTechnology Team,inordertoassess, developandmaintainthe Hardware andInfrastructure environmentsforthe project,includingthe IMSsystem.He or She will alsointerfacedirectlywiththe QA testteam,BA and UA membersinorderto ensure successfuldeliveryof theirdeliverables (Checklists,BusinessRequirementsandTraining/Releasecollaterals respectively).
- 9. Theywill investigate andresolve anybugs thatQA or othersourceslog, andprovide firstline of supportfor infrastructure relatedissues duringandafter implementation. Theywill alsosubmitchange requestsif necessarytoEngineeringLeadforescalationtoProjectManagement. Technology Team – Engineer # 2 (Database Analyst & Administrator, DBA) Specificresponsibilitiesfromthe WBSinclude: ConductData ConversionRequirements ConductDB InventoriesandMigrations Customize Reportingmodules The DBA reportsto the Lead Engineer,andworkscloselywiththe othermembersof the PlatformTechnologyTeaminordertoassessthe currentsourcesof contentthat will be effectedbythe systemupgrade,conductthe migrationsandcustomize the reportingandanalyticsmodulesforGenRays.HisorHer work will include troubleshootinganyDB or QA related bugsand issues,assistingthe BA withthe requirements,andensuringthe accuracyof the traininginformation aroundDB usability. The DBA will submitchange requestsif necessaryto EngineeringLeadforescalationto ProjectManagement. Quality Assurance (QA) Team - Test Lead Specificresponsibilitiesfromthe WBSinclude: Createscentralized,commonQA Checklistsforall componentsoncentral IMSsite,including: o Server/Platformtesting DB validation Module/functional testing UI FAQs andEnd-userdocs Performance andStresstesting o IntegrationTesting o BuildVerificationtesting Createssupportplanincludingcodebase maintenancepolicy,androlloutprocesses Organizestestingapproachandassignsareasfortestingtotest teammembers,includinganyautomationrequirements Contribute tothe UI FAQs,Trainingmaterialsandeventsupport ReportingatkeyMilestonesandPhase Exits Attendweeklystatussyncduringall phases Manage and escalate Risks,updatesIssues,andsubmitsChangeRequeststoProjectManagement
- 10. The QA Test Leadreportsto the ProjectManager and workscloselywiththe QA teammemberstoassign,trackanddeliveraccordingtothe WBS deliverables. As perlessonslearned,the QA teamwill workoff acommonQA checklisttoensure consistencyandcommunicationacrossthe team.The QA Lead will organize thiseffortwithhisorher teamand ensure the checklistiscompletedpriortosignoff onthe executionphase beingrequestedbyleadershipfromthe PM. The QA Lead will alsoownthe sustainedengineering(maintenance) processandpolicy,includingrollingoutthe processtosubmitbugsbyany usersof the system. The QA leadwill alsoowndefiningthe Service Level Agreements(SLAs) withthe organizationforthe newsystem. The QA Lead will interface withboththe TechnologyandUA managerstoreviewthe collateralsandprovidesupportfortrainingactivities. The QA Lead will be the contactpointintothe QA testteamfrom the perspective of all otherprojectmembers. QA Team – Members #1 and #2 The two QA teammemberswill reporttothe QA Leadand own reviewingforaccuracyand completenessand completingall rowsin assignedareafromthe QA Checklists. Theywill alsocontribute tothe completenessandaccuracy of the UI FAQsand any othertrainingcollaterals, asneeded Theywill ownsubmittingbugsandperformregressiontestingof anyfixes encounteredbothpre andpostproduction. The QA Team membersInterfacesmostdirectlywith the PlatformTechnologyteamonbuginvestigationsandtroubleshootingissuesencounteredbythe end- usersof the systemduringtraining. Theyalsoprovide technical assistance duringtraining. Part A2 and A2a: Team Member Recommendations & Justifications Thissectionpresentsmyrecommendationsforteam memberassignmentstoeachpositionreflectedinthe Team. Role: ProjectManager Recommendation: April Drake Justification: April isan experiencedPMwhois alreadymemberof the ITteam,withmanyyears workingwiththe teammembersdirectlyandindirectlyandagood understandingof project managementmechanics. April isavailabletoworkonthe project40 hoursperweekandisa memberof the IT organizationwhichwill be directlybenefitingfromthe system,aswell assupportingthe systempost-production.
- 11. Role: AdvisoryBoard Recommendations: Morgan, Rory Genhardt, Crystal Marshall, Connie Barnett,DarcyMartin, AshleyBurrici,Rylee Anderson,TylerGuerts Justification: The primarymembersinclude HRDirectorandVP,Payroll andIT DirectorLeadership,astheirteam’sroleswill be significantlyimpactedbythe HRISsystem upgrade,andtheyneedtounderstandandhave influence inanychallengesand risksalongthe way,aswell have significantinputintothe objectives,resourcing and constraintsof the projectinorder to alignwithotherprioritiesintheirrespectiveorganizations. The Sponsoris the CEO Rory and he isheavilyinvestedinthisprojectdue tothe time savingsandcost savingshe feelsthe projectwill bringtothe GenRays organizationwill be significant. Morgan reportsto Connie Barnettwhoisthe VP of finance andtherefore akeyexecutive stakeholderinthe project.Thushe will have alotof supportfromher to accomplishhisobjectivesinthe role.Morganwasalsothe PM for the recentlycompletedsuccessful financial upgrade systemoverhaul andtherefore will have valuable knowledge topassonduringthe critical initiationandplanningphasesof the project(expertjudgement).He hasnoknownincompatibilitiesfrom the recentproject.He has 8 yearswiththe companyand therefore hasgoodexperiencewiththe systemsfromanend-userperspective.At35hours/week availabilityhe hiswell-equippedtofill thispart-timerole.Ashe isalsoengagedinProductEvaluationproject,he couldhelpwiththe HRISsystemvendorbid analysisaswell. Role: Procurement&VendorManager Recommendations: Drew Justification: Drewreportsto Connie aswell whoasper above iswell investedinthe successof the projectandlikelywill keepDrew’sresourcesfocuse donthe successof the projectobjectives.He hasbeenwiththe company5 years,well enoughtime tobecome familiarwiththe people,processesandsystemfromanend-user perspective.DrewwasaTeam Lead inthe financial systemupgrade project,andhasa full 40 hoursavailabilityeachweekfor thisproject.Drewhasnoknown incompatibilitiesfromthe recentproject. HisotherprojectisContracting,whichwellsituateshimfornegotiatingthe vendorandsoftware contractsnecessary for the procurementsportionof the workload.Drewisunavailable inJulyandwill require the PMtofinda backup accommodationorstepinto fill the role duringhisabsence. Role: User Assistance &EducationManager Recommendations: Devon Justification: Devon was a team member in the successful financial systemoverhaul project, and has been with the company 7 years, ample time to become familiar with the processes and policies of the current HRIS systemand workflows. He has 30 hours available each week which should be enough time for the workload. He has been shown to progress rapidly through the Forming, Storming, Norming and Performing stages of team development with at least one previous Project Team member (Rylee) and has no incompatibilities. Devon’s other project is Training, so he should
- 12. be well equipped to handle the training duties for the role. Devon is unavailable in April, June and November for 1 week so will need backup or PM to fill the role during his absence. Role: BusinessRequirementsAnalyst Recommendations: Rylee Justification: Rylee is the Site 1 Manager with over 100 employees and 10 direct reports, and so brings expert judgment from the perspective to the project. Rylee and Devon work well together and in these roles will work together closely, as the BRD feeds into the deliverables to the UA & E Manager. Rylee was a Team Member on the financial systemoverhaul and as such experienced working with a successful Project Team. Rylee has limited availability which is mitigated by the narrow focus of the role and limited window of time needed to participate in project objectives. Rylee reports to another strong executive advocate – the VP of HR Darcy Martin, who was keenly interested in the reporting and analytics and performance and compensation features of the system. Role: PlatformTechnologyTeam–SystemArchitectandEngineeringLead Recommendations: Ashton Justification: Ashtonhasbeenwiththe company20 yearsand ismost likelyanauthorityinthe currentsystems,since histitleis“Design&TechSupport”.He reportsthrough Darcy who isa strong advocate as perabove.He has a master’sinengineeringandcomputerscience andtherefore likelythe mostqualifiedforSystemArchitect. He has goodavailabilityat30 hourseachweek.Hisotherprojectis“Design”,soagain,shouldbe consideredforhisexpertjudgmentasthe bestqualifiedto designthe technical specificationsandrecommendationsforthe project. Role: PlatformTechnologyTeam–Member#1 (Hardware & Infrastructure Technician) Recommendations: Kendall Justification: Kendall hasbeenwiththe company9years,enoughto buildasolidfoundationof understandingof systemsfromanend-userperspective,alsohe isa programmer,andtroubleshootssystems,so he shouldbe agoodtechnical candidate forthe Hardware and Infrastructure workof the Technologyteam deliverables.He reportstoConnie B.,the VPof Finance,whoisa strong advocate of the newsystem,sohe shouldhave plentyof uppermanagementsupportin accomplishingthe objectivesof the project. He isunavailableinJanuaryandFebruarysohisdutieswill have tobe schedul edforafterthistimeframe,andhe has no conflictsafterthatthroughthe endof the project/calendaryear. Role: PlatformTechnologyTeam–Member#2 (Database Analyst) Recommendations: Dakota Justification:
- 13. Dakota has a stronghistorywiththe companywith11 yearsemployment.He holdsaMaster’sdegree inengineeringwithastrongbackgroundinanalytics,so wouldbe the ideal candidate forthe Database analysisandmigrationrolesof the TechnologyTeam.Otherthan3 weeksinAugustthathe isunavailable,he is openforprojectwork. Role: QualityAssurance (QA) Team - TestLead Recommendations: Alex Justification: Alex has been with the company 11 years and is an HR employee reporting to Connie B., so should be well invested and supported in the success of the project objectives. He was a Team Lead in the financial overhaul project so would make a good resource for Leadership role in the HRIS project as well, so that he can bring his expert judgement to the team’s objective strategy. Not only does he manage training records, and thus will be benefiting first hand in his day-to-day job functions, he also works on Data Analysis, so he is technical enough to fill the QA role, and can assist with the Reporting and Analytics capabilities. Ales has been found to be highly compatible working with Ryan, who will be on his team. Role: QA Team– Member #1 Recommendations: Ryan Justification: Ryan hasbeenwiththe company8 yearsand therefore shouldhave agoodgrasp onthe HRIS needsfromanend-userperspective.He workswell withthe Test Lead,Alex,asshownbyhisperformance onthe financial upgrade project. He reportstoCrystal Marshall,whoisthe VPof Marketinganda strongadvocate of the systemas shownthroughherinterviews,sohe shouldhave uppermanagerial supportthroughmeetingthe projectgoals. He usesaspreadsheettokeep track of salesaddressesanddates,informationthatcouldbe gleanedfromthe LDAPDirectoryanddatabase integrationfeaturesof the newsystem,including the PushCommunicationsrequirementsforMarketing,andthese are areashe coulddirectlycontribute totesting.He hasgoodavailabilityat30 hours a week. Role: QA Team– Member #2 Recommendations: Cameron Justification: Cameron, although only being at the company 4 years, reports to Connie Barnett (VP of Finance, strong project advocate), in Accounting role, and therefore should be keenly interested in the success of the project, and supported by upper management. The largest success factors involve Payroll, and since Cameron was in charge of Payroll, should have a firm grasp on the workflows and potentially even HRIS systems available during research phase. Cameron served as a Team Lead in the Financial Upgrade project and was found to be highly compatible already with one of his previous Project Team members, so likely has good interpersonal and relationship skills to draw from in order to be successful in this project. Part B: Create a communicationplanforthe HRISproject
- 14. Power Grid and Stakeholder Identification Matrix Key: External Manage Closely >KeepSatisfied >KeepInformed >Monitor Role Type Membership Power Grid Principal Internal Leadership Internal CEO, VPsof Finance,Marketing&Manufacturing,Directorsof HR, IT & Accounting HighInterest,HighPower ProjectTeamMembers Internal AssignedProjectTeamLeads&Members HighInterest,HighPower Principal External Leadership External HRIS VendorSelected HighInterest,HighPower Sponsor Internal CEO Low Interest,HighPower Non-Principal InternalLeadership Internal VPsof Distribution,VPEngineering&Research, all Directorsnot mentionedin“Principal InternalLeadership” Low Interest,HighPower Principal External TeamMembers External All identifiedexternalvendorsthatwill receive bidproposals High Interest,LowPower Principal Internal End-Users Internal Marketing,Finance &Manufacturingdepartments(non-executive) High Interest,LowPower Non-Principal InternalEnd-Users Internal Distribution,Engineering&Researchdepartments(non-executive) Low Interest,LowPower External EndUsers External Interns& otherexternal currentapplicants Low Interest,LowPower Part B1: Complete the attached“GenRaysCommunicationPlanTemplate.” Completed Communication Plan Template Key: I = InformationOnly C = Review&Comment A = Review&Approve
- 15. Document Author or Originator RequiredDateor Frequency Key Internal/ External Stakeholders Action Required (I,C,A) Comments Project FAQ Project Manager Throughout All Stakeholders C A list on the company employee website (non-project specific, internal and external versions) that outlines the project FAQs from the internal or external viewer perspective. Will grow to include the UI FAQs and links to other high level, broadly available information like Company Newsletter project section or Memorandums as the project progresses. Includes a call to action inviting any stakeholder to contribute feedback or ideas to the Project Manager via email. Will be linked to from the IMS Project Team Website under “FAQ” link. Project Kickoff Meeting Project Manager Initiation Phase Exit Project Team Leads, Project Team Members, Principal External Team Members I Should contain detailed information for the Project Team Leads and Members to understand what their and each other’s roles and responsibilities are. Introduces primary project stakeholders to high level project plans, processes and resources (like the IMS Team Site, Project Organization, Schedule, etc.) and introduces management expectations. Serves as initial team building event for all primary stakeholders both internal and external (vendor or contractors) to establish relationships and trust between virtual team members. The format will be a video conference, since the team is distributed across a WAN, and the recording archived on the IMS Team Website allowing for search and discoverability for any absent team members, leadership or for general reference and distribution upon request. Links to the content will be sent, along with Notes, by the Project Manager, following the meeting, to the Team Leads and Members. Work Performance Progress - Routine Vendor Status Sync Procurement Manager Daily during Vendor engagement Vendor, Procurement Manager C Vendor and Procurement Manager to have a daily or 2 to 3 times weekly sync meeting over video conferencing or teleconferencing, or Instant Messaging. This meeting must be live, must be bi-directional communication and must pull in any and all resources that are necessary from other stakeholders in order to drive forward communications, to ensure accurate assessment and understanding of status of all risks and issues, and performance progress.
- 16. Document Author or Originator RequiredDateor Frequency Key Internal/ External Stakeholders Action Required (I,C,A) Comments Notes from this meeting to be sent to the Vendor and Project Manager for tracking, and archived in the IMS system under “Vendor Communications” link. Work Performance Progress - Team Weekly Reports & Review Project Manager Weekly on Tuesday Project Team Members, Project Team Leads C Team Members to produce Project progress reports each week in advance of GenRays general weekly status meetings which are held on Wednesdays. Project Manager to hold a weekly meeting to discuss these reports, which detail progress against objectives for the week for every team member, and include significant challenges (risks or issues with meeting baseline objectives) or achievements (milestones met or expectations exceeded). The primary reason for this meeting is not only integration management focus, but also to form and deepen team bonds, in order to enhance communications and trust between team members. The format will include video conferencing since the team is distributed across a WAN, and the recordings archived on the IMS Team Website allowing for search and discoverability for any absent team members, leadership or general reference. Links to the content will be sent, along with Notes, by the Project Manager, following the meeting, to the Team Leads and Members. Work Performance Progress – Executive Bi- Weekly Report Project Management Bi-Weekly Principal Internal Leadership C Project Manager to prepare and present a report of the high-level project information for leadership consumption. The format will be an easy to read and consume report that clearly summarizes the work performance progress data, presents the reader with links to drill-down information, and makes any leadership asks clear. The report data will be emailed to Sponsor and Principal Internal Leadership, and archived onto the Project IMS Team Website, under “Project Status Reporting” heading, allowing for search and discoverability by any stakeholder upon request. Work Performance Progress - Phase/Milestone Exit Report & Review Project Manager Monthly, or Milestones Met Sponsor, Principal and Non-Principal Internal Leadership, Principal End-Users I, C, A Project Manager to prepare and present a summary project report of the high-level project information for cross-organizational leadership and principal end-user consumption. The review meeting will only include Leadership, however the report will be sent to all stakeholders. A version
- 17. Document Author or Originator RequiredDateor Frequency Key Internal/ External Stakeholders Action Required (I,C,A) Comments will be scrubbed and sent to appropriate external stakeholders as well, including possible content to the Marketing website. The format will be an easy to read and consume report that clearly summarizes the work performance progress data, presents the reader with links to drill-down information, and makes any expectations clear. The report data will be emailed to all stakeholders, and archived onto the Project IMS Team Website, under “Project Status Reporting” heading, allowing for search and discoverability by any stakeholder upon request. Risk & Issue Register Updates Any Internal Project Member As Needed/Daily Updates Any Stakeholder I, C Will be managed in IMS Team Website as list, will be updated on daily basis and monitored by Project Manager in order to assess when an escalation to an Issue should occur. High level data on this list to be discussed at weekly status meetings, in the bi-weekly reporting to leadership, and also the milestone/phase exit review meetings. List to be surfaced from the Project IMS Team website under “Change Requests” heading. Change Requests Any Internal Project Member As Needed Sponsor, Principal Internal Leadership A Will be managed in IMS Team Website as list, with restricted fields and mandatory workflow to control the process to review, approve and implement any project changes from baseline. May include an impromptu meeting that include the affected stakeholders in order to discuss and address. May result in an internal or external memorandum if any significant changes from baseline are approved. Changes to this list to be made promptly as data is presented. Updates to this list to be discussed at weekly status meetings, in the bi-weekly reporting to leadership, and very high level in the milestone/phase exit review meetings. List to be surfaced from the Project IMS Team website in a very visible manner. Internal or External Memorandums Sponsor or any Executive Leadership As Needed Any Internal or External Stakeholder I Used by leadership to communicate urgent, pertinent or high-level information to any stakeholder or group of stakeholders, via email and/or printed materials, internal or externally viewable website (including possibly the Marketing website).
- 18. Document Author or Originator RequiredDateor Frequency Key Internal/ External Stakeholders Action Required (I,C,A) Comments These will also made available on IMS project Team Website as high- priority announcement for search and discoverability. Could also come in the form of an impromptu conference call or video conference call if required/requested. Company Newsletter Content Sponsor As Needed All Internal I To be created from other communication collaterals as needed and decided upon by Sponsor and Leadership. Used to distribute extremely high-level information on progress and deviations from baseline, to all Internal stakeholders. Project Close Report & Review Project Team Leadership, Project Manager Closing Phase All Stakeholders I, C This report and review format will vary to suit the needs of the different stakeholders. In general, it should be powerpoint presentation and meeting (at least for leadership and principal end users), in an easy to read and consume report format, followed by a review meetings. Versions of this report will reference the Lesson’s Learned artifact so that subsequent projects may glean from best practices and avoid pitfalls learned from this project. This review will present mainly on these areas: Key functionality delivered Key challenges and how they were overcome Best practices gleaned from the project Immediate next steps Future possible/probably projects to add onto the functionality The report data will be emailed to the respective stakeholder groups, as well as archived onto the Project IMS Team Website, allowing for search and discoverability by any stakeholder, or upon request or for future project planning purposes. Project Close Party Project Manager Exit to Closing Phase Sponsor, Principal and Non-Principal Internal Leadership, Project Team Leads and Members, Principal External Team Members, Principal Internal End-Users I Project-themed celebration that all stakeholders internal and external are invited to. Serves as team morale and relationship building event, recognition and reward to members for work in accomplishing goals and project objectives. Event link, information, awards and/or pictures to be archived on the IMS Team Website under “Morale” heading.
- 19. Part B2: Explainthe informationandcommunicationneedsof keyinternal andexternalprojectstakeholdersyouincludedinthe GenRaysCommunicationPlanTemplate. Roles What theyneed Whythey needit Sponsor& Non-Principal Internal Leadership To not be bombardedwithinformation onadailyor weeklybasis;insteadtobe made andkeptinformedof significantprojectprogressandperformance atcritical milestonesmetandprojectphase transitions To be able toeasilyfindandretrieve high-level project progress,performance and currentstatus reportsat-will To be engagedonlywhensignificantchallenges,risksor issuesarise thatrequire executive levelactionto overcome So they knowthatthe companyresourcesare well directed So they knowthatthe projectismovingforward ina meaningful way So theycan focuson otherprioritiesunlessabsolutelycritical So theyunderstandthe roadmapondeliveryandcanprioritize theirorganizationsresourcesaccordingly So theycan have inputintothe projectat critical junctions Principal Internal Leadership To be made andkeptinformedof projectprogressand performance inatimelyandregularbasisthroughout the projectlifecycle To be able toeasilyfindandretrieve high-level project progress,performance andcurrentstatusreportsat-will To be able toassistquicklyinovercoming any significantchallenges,risksorissues To not be surprisedbyanydata that flowsupto the CEO or out to any othergroupof stakeholder(other than ProjectTeamMembers) So they know thatthe companyresourcesare well directed So theyfeel they hadthe chance to contribute tothe overall objectives So they knowthatthe projectismovingforwardina meaningful way So theycan reviewandapprove of any significantchangesto baseline thatrequire projectresource,scope ortimeline changesto theirrespective organizationsresources So theyknowaboutany potential impactstootherprioritiesin across theirorganizations So theyhave the opportunitytoswiftlyreconcileany emergenciesorchallengeswithoutinappropriate escalationor informationleakingtoexternalparties ProjectTeamMembers To knowwhat theirrole is,whattheirdeliverablesare, and be able to plantheirworkeffectivelytakinginto account all inputsandoutputsand dependencies To be able toquicklygainaccessto any project resourcesinacross the Wide AreaNetwork(WAN),both internal andexternal To be able tosubmittimelystatusreportsonprogress for theirareasinan accessible manoracrossWAN So theyhave clarityonthe expectationsleadershiphave of theirrole So theyhave a sense of securityintheirrole So theyhave goodcommunicationswithprojectteam members So theyreceive recognitionandrewardsfortheirwork So theyhave buy-in,responsibilitytoandownershipof their areas
- 20. To be able tosubmit,viewandchange statuson risks, bugs,and issuesencounteredthatimpacttheir objectives To cross-referenceotherteammember’sprojectstatus so that theycan ensure full integrationwiththeirown objectivesandplans To have healthyrelationshipsestablishedand maintainedthroughoutthe project andbeyond To be empowered,motivatedandrewarded Principal External Leadership To have clarityin whatisbeingaskedof themfor the project To have a chance to participate inthe bidding To have a favorable contractnegotiatedandmaintained To be made aware of any changesto baseline that affectthem To have a wayto communicate clearlyandpromptly any risksto theirabilitytoaccomplishobjectivesand have themdealtwithexpediently To be adequately compensatedwithoutdelayforwork accomplishedasnegotiatedinthe workcontract(s) So theyhave the bestopportunitytocontribute theirtalentsto the project So theyare set upto succeedintheircontractedobligationsto the projectand are properlysupportedthroughout So theyare rewardedpromptlyandexpeditiouslysothatfuture engagementsaren’tjeopardized So theyare able to supporttheirsystemefficiently Principal Internal End- Users To knowwhat the projectwill meantotheirjobs,now and inthe future To have a roadmapthat will transitionthemefficiently to the newsystemandworkflows To have theirfearsalleviatedwithrespecttoanyjobs becomingobsoleted To be able tocontribute theirideas,workflowandother needstothe project To knowwhat ishappeningwiththeirjobapplications to otherjobsinthe company,theirtraining certifications,andotherHRISand Payroll information won’tbe “lost” inthe systemtransition To knowthat theirprivate informationiskeptsecure So theyknowhowthe project will impacttheirworkandlives So theyare comfortable withthe projectobjectives So theybuy-intothe projectgoalsand objectives So theyhave gainful andmeaningful employmentafterthe project So theyhave a transitionthatiseasyand supported Non-Principal InternalEnd- Users To knowwhat the projectwill meantotheirjobs,now and inthe future So theyknowhowthe projectwill impacttheirworkandlives So theyare comfortable withthe projectobjectives So theybuy-intothe projectgoalsand objectives
- 21. To have a roadmapthat will transitionthemefficiently to the newsystemandworkflows To be able tocontribute theirideas,workflowandother needstothe project To knowwhat ishappeningwiththeirjobapplications to otherjobsinthe company,theirtraining certifications,andotherHRISand Payroll information won’tbe “lost” inthe systemtransition To knowthat theirprivate informationiskept secure So theyhave a transitionthatiseasyand supported External End-Users To knowthat theirjobapplicationsdidn’tgetlostinthe transitiontothe newsystem To be made aware of enhancedfunctionalityfor GenRaysemployeesasa resultof the newsystem To knowthat theirprivate informationiskeptsecure So theywantto workat GenRays So theyare comfortable withthe projectobjectives So theyhave a transitionthatiseasyand supported Part B3: Discusshowthe informationyouandyourteamareplanningtocommunicatetodifferentstakeholdersabouttheHRISproject(e.g.,milestonesmet,current projectstatus,issuesencountered) meetthestakeholderneedsyouidentified. Roles How their needsare addressedand why Sponsor& Non- Principal Internal Leadership Rory,the GenRays CEO,is the ProjectSponsor,butalsothe highestranking memberof the GenRaysorganization,andtherefore should not be botheredwithweeklyorevenbi-weeklyreporting,unlessaChange Requestmandateshe be broughtinvolved. For thisreason,he islumpedintothe same communicationcategoryasNon-PrincipalInternal Leadershipinmostaspectsof the communicationstrategy. Sponsorand Non-Principal Internal Leadershipshouldonlybe consultedatmonthlyintervalswhenforecastingdatahasbeenproperly assessed,andforcritical issues. Thisstakeholder‘group’ shouldbe presenttorewardtheirorganizationforajob well done uponClose –andalsocontribute supportalong the way as calleduponbytheirleadersandorganizationmembers. Theyshouldreference the ProjectCharter,the MonthlyreportingandChange Requests,andalsoscrutinizethe CloseReportdata,inorder to stay ontop of the progressof the projectwithouthavingitimpact/affecttheirdailylives,sotheycanfocus on otherhighpriority business,companyandorganizational objectives.
- 22. Roles How their needsare addressedand why Theyshouldhave easyaccessto drill downintothe finerdetailsof the statusof the projectif theywish,byhavingan easyto remember and accessweb-basedIMSsystemwithTeamWebsite whichisreferencedheavilyinthe reportstheyare sent,andfromwhichtheycan searchand locate easilyanyinformationregardingthe projecttheyprefer. Principal Internal Leadership The HR, Finance,ITand Marketingdepartmentsare the Principal Internal Leadershipforthe projectandneedtobe keptinformedof any significantprojectprogressandperformance inatimelyandregularbasisthroughoutthe projectlifecycle. Theyalso,however,have significantotherresponsibilitiestomaintain,soinvolvingthemonmore thana bi-weeklybasis, isnotappropriate exceptforChange Requestsandemergencies(liketeammembersnotgettingalong,andneedingmanagerial directiontoovercome). Thiscategoryof stakeholdershouldbe able toeasilyfindandretrieve high-level projectprogress,performance andcurrentstatusreports at-will,butalsodrill intothe finerdetailsasdesired. Thusthe projectIMS Team Website willbe heavilyreferencedintheiremail reports so theycan pull whateverdatatheyneedeasily. Thisgroup needstobe able to made aware of and quicklyaddressanychallengesformeetingthe objectivesof the project,andsothe on- demandChange Requestreviewsormeetings,constantlyupdatedRiskandIssuesLists,weeklystatusmeetingarchive,and Bi-Weekly reportingshouldkeepthemsubstantiallyengagedandaware of the data theycare about throughoutthe project. One of the mostimportantcriteriaforthisgroup of stakeholdersisnotbeingsurprisedbyanyinformationaboutthe project fromexternal (tothe ProjectTeam) sources(e.g.the CEOisaware of a risk to the projectthat theyare not, whichstemfromwithintheir organization). It istherefore veryimportantthatpriortoany broad or high-levelcommunicationgoout,thattheyare made aware andgiventhe chance to provide inputanddirection.The Bi-Weeklyreviewswiththisgroupshouldsuffice tokeeptheminformedof anythinggoingouttothe broadergroup,since theyexclude the CEOaswell ascross organizational leadership(Non-Principal Internal Leaders). ProjectTeam Members Thisstakeholdergroupneedstoclearlyunderstandandbe able toconveytoothersincludingtheirownleadership,what theirrole is in the project, whattheirdeliverablesare,andbe able toplan theirworkeffectivelytakingintoaccountall inputsand outputsand dependencies. Havingthe Kickoff meeting,aswell asanyPhase Transitionmeetings,willhelptokeepthisinformationcurrentandwell understood. The IMS distributedWAN systemwithintegratedTeamWebsite anddocumentSearchcapabilitieswill allowthemto quickly andeasily share and tag theirprojectartifactsforintegrationmanagementandvisibilitytoall otherstakeholdersaccordingtotheir perspectives – allowingforcross-reference of otherteammember’sprojectstatussothattheycan ensure full integrationwiththeirownobjectivesand plans. Theycan also easily gainaccesstoany projectresources throughInstantMessaging,VideoConferencing,email andthe phone.Theycan and shoulduse these toolstomaintainconsistentstatuswithendusers,Vendors(aswiththe VendorSyncmeeting),andother stakeholders,andarchivingthe Notestothe IMS Teamsite will be useful forreference.
- 23. Roles How their needsare addressedand why The FAQ will be agood resource thatis inalignmentwiththe companystandards,whichwill allowthemtocommunicate information more broadly,like TrainingCurriculumandSchedule,andUIFAQ. Thisteam requireseffective leadershipandswiftchange control.The On-DemandChange processwill assistwithaddressingthisneed, withworkflowsbuiltintothe Change Requeststhat ensure correctactionistakenand approved.Theywill have assurance of the status and progressof theirrequests. The RiskandIssuesregisterwill alsoserve asagood resource forthemto track statuson theirfocusareas. For the teamto be productive duringthisprojectandfuture projects,theyneedtoestablishandmaintainhealthyrelationshipsand communicationchannels.Theyneedtoalsofeel empowered,motivatedandrewarded intheirefforts. The Kickoff meeting,Weekly StatusMeetings,Phase ExitandReviewmeetings,On-DemandChange RequestMeetings,andthe ProjectClose Partyall helpwith fosteringcommunications,trustandloyaltybetweenthe teammembersandtheirleaders. Principal External Leadership The potential HRISvendorsrequire sufficientobjectivesdetailtomake anaccurate bidfor software andservicestheyoffer. The chosenHRIS vendorwill needveryclose managementandquickresponse toanyissuesencountered,sothe daily,ormultiple times perweeklyVendorSyncmeetingshouldaccomplishthis.Theyalsoneedtobe heldaccountable fortheiractionsandpromises,sothe negotiatedcontracts,andNotestakenduringthe Syncmeetingshouldassist. Theyneedtobe compensatedfairlyandtimely,sothe Close ReportwhichincludesCloseProcurementsdatawill addressthis. Theyshould alsohave close tieswiththe projectteammembers,sothe moral eventsshouldinclude them,andtheyshouldbe given recognitionandrewardinalignmentwiththe milestoneprogressasthe projectcontinuestoclose. Principal Internal End-Users The internal end-usersof the systemneedto knowwhatthe projectwill meantotheirjobs,nowandinthe future,alongwiththe ability to influencethe outcome.TheygainthisbyhavinganFAQmade broadlyvisible onthe companywebsite andviathe companynewsletter, as well astargetedmemorandums(whichcanalsoservice external end-users). These stakeholderswill require heavytraining,andtohave a solid roadmapthatwill transitionthemefficientlytothe newsystemand workflows.The WorkPerformance Progress- Phase/Milestone ExitReportbeingpushedtothemdirectlyshouldaccountforthisneed directly,whichshouldalsoservetoalleviate theirfears withrespecttoanyjobsbecoming obsolete. These stakeholdersalsoneedtobe able tocontribute ideasandcritical workflowdatatothe project,one waythiswill be accomplishedis by requestingtheirideasbe communicateddirectlytothe ProjectManager,asoutlinedinthe plan,asearlyinthe projectaspossible. Internal MemorandumsandCompanyNewslettersectionsshouldaddresstheirspecificsecurityneedsandconcerns,inordertoupdate themon critical matterslike datalossor roll-outtrainingdate changes,alongthe way. Non-Principal Internal End-Users These end-userswill be the leastinvolvedorconcernedwiththe changes,butstillneedtobe keptinthe knowwithrespecttoimpacts to theirjobsand lives.The Close Report,whichshouldoutline Immediate NextSteps(training),shouldaddressthisneed.
- 24. Roles How their needsare addressedand why Theyshouldalsobe able to contribute ideas,andwillbe includedinthe call toactionfor anyone tocontribute ideastothe Project Manager directly,toassistwiththeirfeelingsof buy-intothe project. Internal MemorandumsandCompanyNewslettersectionsshouldaddresstheirspecificsecurityneedsandconcerns,inordertoupdate themon critical matterslike datalossor roll-outtrainingdate changes,alongthe way. External End-Users These end-userswill be the leastinvolvedorconcerned withthe changes,butstillneedtobe keptinthe knowwithrespectto specific securityconcernsaroundtheircurrentsystempersonallyidentifiabledata. Theywill needtobe informedof anybreachesof securityor lossof theirdata, and thiscan happenwithMemorandums,InternalorExternal,printedand/orelectronic,and/orCompanyNewsletters to Internal only. Part C: Create a plan in which you document at least 5 topics that would be appropriate to present to the different group of stakeholders at the close of the HRIS project. Note:This plan may includedifferentreportformsandcontentfordifferentstakeholders. Appropriate topicstoinclude inClose Reportstoserve the differentstakeholdergroup’sneedsare asfollows: All Internal Leadership Thiscontentis appropriate forleadershipinordertoassessthe projectperformance againstobjectivesandimpactstotheir organization.Bestpracticesshould be includedinordertoensure the informationcanbe useful infuture projects,as well asa brief analysisof the impactsof future moduledelivery. The format shouldbe a presentationandaone hourreviewmeetingthatthe ProjectManagerand Team Leadspresentthe content. 1. Reasonsforclosure a. Contractual (the projecthassuccessfully completedandmetobjectives),vs. b. Administrative (businessprioritychanges,budgetissues,lossof key personnel,qualityissues,etc.) 2. KeySystemFunctions a. Changed b. Added c. Obsoleted 3. Changesor deviationsfrombaseline andreasons a. Unapproved
- 25. b. Approved 4. BudgetReview a. Include informationonoutstandingbillsandreservesrequired forpost-productionsupport,andperformance againstbudgetforecasts 5. Acceptance Review a. Performance measurements todate andplannedtomeasure successof the projectagainstobjectives 6. LessonsLearned a. BestPracticesand pitfallstoavoidinfuture projects 7. Reference toProjectRecordsArchive a. Memos,Newsletters,Reports,MeetingNotes,VideoorTeleconference recordings,DataLists(Change Requests,Issues&Riskslogs) Principal End-Users Thisgroup shouldreceive informationthatfocusesonwhatisdeliveredfromthe majorjobworkflowfunctionsof the system, sincetheyare mostdirectly impactedbythe system. It shouldincludewhatisonthe horizonfor future implementation andanyimmediatenextstepsliketrainingcurriculumandschedule. A communicationfromseniormanagementshouldoccurinsteadof thiscontent,foranyAdministrativereasonforclosure.This informationbelowassumesa contractual reason. The format shouldbe a presentationandaone hourreviewmeetingthatthe ProjectManagerand Team Leadspresentthe content. 1. KeySystemFunctions a. For Managers b. For HR c. For Payroll d. For Marketing 2. Immediate NextSteps a. Training b. Cut-Over c. Support& SLAs d. SuccessMeasurements 3. What’son the Horizon? a. Nextmodulestoaddor functionalitytodeliver Non-Principal Internal End Users Thisgroup will be servedwithaneasytoconsume andbrief summaryreportandnot official reviewmeeting,whichhighlights the followingandfocusesonthe impactthe newsystemhasontheircurrentjobs(includinglinkstoTrainingCurriculumandcontent).The contentappropriate forthisgroupis:
- 26. 1. KeySystemFunctions andBenefits a. For GenRaysEmployees 2. Immediate NextSteps a. TrainingCurriculumandSchedule b. Cut-OverSchedule c. Support& SLAs 3. What’son the Horizon? a. Nextmodules thatSeniorLeadershiphasidentifiedmaybe onthe horizon todeliver Externals Thisgroup ismanagedby HR and Marketingprimarily,andtherefore informationshouldbe presentedonthe website ortoany currentapplicantsregardingthe impactof the systemchangestothemdirectly. Alsoitwouldbe appropriate touse the newsystemtoattract newtalent,sohighlightingkeyfunctionalityconcerningthe benefitsof workingatGenRays affordedbythisnewsystem. These topicsshouldbe includedinthisreporting: 1. KeySystemFunctions a. For JobCandidates b. For GenRaysemployees 2. What’son the Horizon? a. NextmodulesthatSeniorLeadershiphasidentifiedmaybe onthe horizontodeliver