GenRays Project Scope Document
- 1. Page 1 Project Scope Document HRIS with ESS Project GenRays April Drake, Project Manager
- 2. 2 Table of Contents Project Scope Description........................................................................................................... 3 Customer Requirements.............................................................................................................. 3 Statement of Work........................................................................................................................ 4 Project Deliverables...................................................................................................................... 5 Acceptance Criteria...................................................................................................................... 5 Work Breakdown Structure ......................................................................................................... 6 Project Boundaries..................................................................................................................... 11 Budget.........................................................................................................................................11 Schedule ......................................................................................................................................11 Resources.....................................................................................................................................11 Project Staff Availability and Restrictions....................................................................................12 Project Assumptions.................................................................................................................. 12 Initial Defined Risks and Constraints....................................................................................... 13 Project Approval......................................................................................................................... 14
- 3. 3 Project Scope Description AfterrealizinggreaterthananticipatedROIwiththe rolloutof anew financial,logisticsandpurchasing system,GenRaysdesirestofuel additional growthandexpansiontothe company.Withthe cost-savings associatedwiththe automaticcalculationsexperiencedwiththe new technicallyadvanced system,they are nowable to fundmore researchandprojectsto improve theirworkplace. The HRIS and ESS projectwill attempttobringthe followingbenefitstoGenRays: 1) Furtherproductivity withEformsandautomaticcalculations 2) Addingandmaintainingthe talentpool withRecruitingandPerformance Review enhancements 3) Enable employeesabetterCareerPathmanagementandtrackingsystem 4) Decrease IT overhead,increase ReportingandAnalyticscapabilitieswithdatabase consolidation 5) Minimize riskinPayroll andEmployeeInformationtrackingandintegrate withLDAPdirectory 6) Increase Benefitsflexibilityandmanagementcapabilities CustomerRequirements AshleyBurrici Benefits Abilitytoacrue PTO basedonattendance insteadof yearsof service Abilitytochange andapprove benefitsduringopenenrollment Abilitytoviewbenefitcarrier'sinformationdirectlythroughGenRay'sOpenEnrollmentapplication DB Consolidation Abilitytoreport& manipulate datawithall recordsinthe same system General Communications Abilitytoemail employeesforgovernmentcompliance andcompanyinformation Performance & Compensation Abilitytodetermine amountof compensationincreasesawardedbasedonperformance Brian Jenkins DB Consolidation Migrate old db'sintothe newsystem Connie Barnett DB Consolidation Ensure HR and payroll data are in the same system Payroll & Integrated ESS Abilitytoaddmanagement-onlyinformation Abilitytoentertime andattendance information Abilitytoreview andapprove time andattendance informationbefore processing Crystal Marshall DB Consolidation Ensure Directoryservice canintegrate withHRISdatabase Eforms Capabilities Abilitytocreate new Eforms
- 4. 4 Eformshave "mail-merge"- like auto-populatecapability Eformsscale to at least3700 per year Employee InformationManagement(LDAP) Abilitytoadd,change and quicklylocate the mostcurrentemployee info,incl.locations,phone,email Darcy Martin Performance & Compensation Abilitytoanalyze actual costassociatedwithmanufacturingparticularcomponents Abilitytoanalyze changesinemployeescompensationbyperformancedata Abilitytoentergoalsatannual review Abilitytoreconcile actual performance realized,toannual goals,atperiodicreviews Abilitytosearchperformance review information Jonathan Hartwig DB Consolidation Migrate current trainingrecordsdbintothe new HRIScentralizeddb Training Records Abilitytoanalyze whohastakentrainingandif resultwasmove togreaterauthorityposition Abilitytomine performance review data Rory Genhardt SuccessionPlanning Abilitytodefinecareerpathandtrack progressmeetingrequirements Recruiting Abilitytoanalyze whoismostinterestedandqualifiedfromcandidate pool Abilitytoapplyforpositionsandmonitorprogressinhiringprogress Performance & Compensation Abilitytotrackanswersto performance reviews Training Records Abilitytoentercompletedcoursesandcertificates Abilitytotracktrainingcoursesemployee completes Rylee Anderson PositionControl Abilitytoanalyze employee compensationbyjobtitle andsalarygradesacrossmanufacturingsites Tyler Guerts Recruiting Abilitytopushnotificationstoqualifiedcandidateswhenmatchingjobcriteriaidentified Abilitytorecordandsearch forexternal resumesfromcollege campusvisits Statement of Work The projectteam will worktoinitiate,plan,execute,monitorandcontrol,andclose all phasesof the HRIS withESS project,withinthe boundariesprescribedbyseniormanagement.The projectteamwill reportto seniormanagementatkeymilestonesinthe projectandworkto mitigate anyrisksalongthe way.Vendorswill be evaluatedtodeliverthe technologyandimplementationof the system,however these costsshouldbe weighedagainstbuildingin-house asanoptionto vetthe decisiontobuy.The
- 5. 5 workshouldinclude trainingof all GenRaysemployeesonthe new system.The new systemwill have keyperformance indicatorswhichwill establishsuccesstowardsmeetingprojectobjectives,bothduring and afterthe systemisimplemented,andlessonslearnedshouldbe archivedforfuture projectresearch artifacts. Project Deliverables Project Phase Deliverable Timeframe Initiation Develop ProjectCharter, ConductFeasibilityReport tovet BuildvsBuy decision,Acquire ProjectApproval Jan – Feb2015 Planning DevelopProjectManagementPlan& Sub-Plans, Assign Team MemberstoWBS, Conduct SystemandVendor Procurements, DesignSystem&Modulesincluding interfaces,ApprovePrototype March-May 2015 Development Develop Base SystemInfrastructure June-July2015 Develop&Integrate SystemModules,PlanTraining August-Sept2015 Implementation Acquire Acceptance, ConductTrainingof staff October2015 Closing Assessmentof ROI,Lesson’sLearned,Close Procurements,Celebration Nov-Jan2015 Acceptance Criteria Acceptance of the systemto be achievedthroughthe followingkeystakeholders onthese requirements: SystemComponent Requirement Stakeholder Benefits Abilitytoaccrue PTO basedonattendance insteadof yearsof service AshleyBurrici Abilitytochange andapprove benefitsduringopen enrollment AshleyBurrici Databases Abilitytoreport& manipulate datawithall recordsin the same system AshleyBurrici Ensure HR and payroll data are in the same system Connie Barnett Migrate current trainingrecordsdbintothe new HRIS centralizeddb JonathanHartwig Migrate old db'sintothe new system Brian Jenkins Eforms Capabilities Abilitytocreate new Eforms Crystal Marshall Eformshave "mail-merge"- like auto-populate capability Crystal Marshall Employee Information Management Abilitytoadd,change and quicklylocate the most currentemployee info,incl.locations,phone,email Crystal Marshall Abilityforemployeestomaintaintheirown information Crystal Marshall General Communications Abilitytoemail employeesforgovernmentcompliance and companyinformation AshleyBurrici
- 6. 6 Payroll & Integrated ESS Abilitytoaddmanagement-onlyinformation Connie Barnett Abilitytoentertime andattendance information Connie Barnett Abilitytoreview andapprove time andattendance informationbefore processing Connie Barnett Performance Review & Compensation Abilitytoanalyze actual costassociatedwith manufacturingparticularcomponents Darcy Martin Abilitytoanalyze changesinemployeescompensation by performance data Darcy Martin Abilitytodetermine amountof compensation increasesawardedbasedonperformance AshleyBurrici Abilitytoentergoalsatannual review Darcy Martin Abilitytoreconcile actual performance realized,to annual goals,at periodicreviews Darcy Martin Abilitytosearchperformance review information Darcy Martin PositionControl Abilitytoanalyze employee compensationbyjobtitle and salarygradesacross manufacturingsites Rylee Anderson RecruitingDatabase - Reporting& Notifications Abilitytopushnotificationstoqualifiedcandidates whenmatchingjobcriteriaidentified TylerGuerts RecruitingEfforts Abilitytoanalyze whoismostinterestedandqualified fromcandidate pool Rory Genhardt Abilitytoapplyforpositionsandmonitorprogressin hiringprogress Rory Genhardt Abilitytorecordandsearch forexternal resumesfrom college campusvisits TylerGuerts SuccessionPlanning Abilitytodefinecareerpathandtrack progress meetingrequirements Rory Genhardt Abilitytoentercompletedcoursesandcertificates Rory Genhardt Abilitytotrackanswersto performance reviews Rory Genhardt Abilitytotracktrainingcoursesemployee completes Rory Genhardt SystemIntegration Abilitytoviewbenefitcarrier'sinformationdirectly throughGenRay'sOpenEnrollmentapplication AshleyBurrici Ensure Directoryservice canintegrate withHRIS database Crystal Marshall Capacity Requirement Eformsscale to at least3700 per year Crystal Marshall Training Records Abilitytoanalyze whohastakentrainingandif result was move togreaterauthorityposition JonathanHartwig Abilitytomine performance review data JonathanHartwig Work Breakdown Structure WBS Name Resource Names Deliverable
- 7. 7 1 Project InitiationPhase Project Manager,Sponsors 1.1 Develop ProjectCharter ProjectManager,Sponsors 1.1.1 RequirementsGathering ProjectManager 1.1.2 ProjectCharter ProjectManager ProjectCharter 1.1.3 ProjectCharterReview ProjectManager,Sponsors ProjectCharter Approval 1.2 ConductFeasibilityStudy 1.2.1 FeasibilityReport ProjectManager FeasibilityReport 1.2.2 ResearchPhase Review & Approval ProjectManager,Sponsors BuildVs.BuyDecision 1.2.3 Team LeadsAssignment ProjectManager,Sponsors ProjectManagement Team Assignments 2 Designing& PlanningPhase 2.1 Develop ProjectManagement Plan Team Leads, Project Manager 2.1.1 PlanScope & Requirements Management 2.1.1.1 Define Scope ProjectManager ProjectScope Statement 2.1.1.2 Create WBS ProjectManager WBS 2.1.2 PlanSchedule Management Team Leads, Project Manager 2.1.2.1 Define Activities
- 8. 8 2.1.2.2 Sequence Activities 2.1.2.3 Estimate ActivityResources 2.1.2.4 Estimate ActivityDurations 2.1.2.5 DevelopSchedule ProjectManager ProjectSchedule includingCritical Path 2.1.3 PlanCost Management ProjectManager, Team Leads 2.1.3.1 Estimate Costs ProjectManager, Team Leads 2.1.3.2 Determine Budget ProjectManager 2.1.4 PlanQualityManagement ProjectManager, Team Leads 2.1.5 PlanHR Management ProjectManager, Team Leads 2.1.6 PlanCommunication Management ProjectManager Project CommunicationsPlan 2.1.7 PlanRiskManagement ProjectManager, Team Leads 2.1.7.1 IdentifyRisks 2.1.7.2 PerformQualitativeRisk Analysis 2.1.7.3 PerformQuantitativeRisk Analysis 2.1.7.4 PlanRiskResponses
- 9. 9 2.1.8 PlanProcurement Management ProjectManager, Team Leads 2.1.9 PlanStakeholderManagement ProjectManager ProjectStakeholder Register 2.2 ProjectPlan Review & Approval ProjectManager, Team Leads,Sponsors ProjectManagement Plan and Approval 3 Carrying Out the Work Phase 3.1 ConductProcurements VendorSelected 3.1.1 Acquire ProjectTeam ProjectManager ProjectTeam Assignments 3.1.2 DevelopProjectTeam ProjectManager Kickoff Meeting 3.2 Pilot Phase 3.2.1 Planning(System Architecture) Team Leads Architecture Diagrams 3.2.2 Developing(Prototype) ProjectManager, Team Leads, Vendor, Team Members 3.2.3 PilotReview &Signoff Team Leads Pilot 3.3 Production Phase 3.3.1 Determine FAQsforUI Team Leads, TeamMembers, Vendor 3.3.2 Share FAQsfor UI Team Leads FAQsfor UI 3.3.3 PlatformDevelopment
- 10. 10 3.3.3.1 Preparing Team Leads, TeamMembers, Vendor 3.3.3.2 Developing Vendor, TeamLeads, Team Members 3.3.3.3 PerformQualityAssurance Team Leads PlatformQA Checklist 3.3.4 ModulesDevelopment 3.3.4.1 Preparing Team Leads, TeamMembers, Vendor 3.3.4.2 Developing Team Leads, TeamMembers, Vendor 3.3.4.3 PerformQualityAssurance Team Leads ModulesQA Checklist 3.3.5 ProductionReview&Signoff ProjectManager Implementation Signoff 3.4 DeploymentPhase 3.4.1 TrainingPlanning ProjectManager TrainingSchedule & Artifacts 3.4.2 Training All Employees, Project Manager, Sponsors, Team Leads, TeamMembers, Vendor 4 ClosingPhase 4.1 Close Procurements ProjectManager, Team Leads 4.2 LessonsLearned ProjectManager LessonsLearned
- 11. 11 4.3 SuccessMeasurements ProjectManager, Team Leads, Team Members KPIMeasurements 4.4 ArtifactsArchiving ProjectManager, Team Leads Project Boundaries Budget 103K is allocatedforthe entire project.Itisassumedthisisforthe procurements,includingany hardware and software licensed,anyvendorshired,andinternal staff time allocatedtocomplete projecttasks. Schedule As perinternal HRmemo,workmay start afterW2s are issued,but thatprojectmust be complete with all systemelementsfunctional before year-endclosing. Resources Sponsorshave indicatedthatthe ProjectManagershouldcoordinate withteamleadspriortoassigning projectsupportstaff,inorderto ensure manageable levelsof conflictsothatit doesn’tovershadowthe successof the progressforthe week. In orderto observe thisrequest,the resourceswill be assignedinthe ProjectManagementPlanwhich will be approvedbythe teamleads,and the PMP will reference how change control willbe managedif any reschedulingorresource conflictsarise,inordertoobserve the request. The financial systemsoverhaul usedcompanyresourcesthatprovedtobe effectiveinaccomplishingthe objectives forthe projectandshouldbe leveragedagain if possible,withrespectforthe considerations on theirtime andotherrestrictions outlinedinthe HRmemorandums. Resourcesallocatedmustnotviolate the HRpolicyorindividualconstraintsof 8hour workdays,5 days perweek.
- 12. 12 ProjectStaffAvailabilityandRestrictions Project Assumptions A Buildvs.Buyanalysiswill be performed duringthe feasibilitystudy inordertoassessviabilityof solutionsbuiltin-house tothose offeredbyvendor. BestPracticesand Organizational Factorswill influence the nature of the projectactivities. It isassumedthat the projectcostsinclude forall personnel man-hoursdevotedtoprojecttasks includingprojectmanagement. Name Avail for projects?Other Current ProjectsHours avail each weekRestrictions Compatible Incompatible April Drake yes 40 Rory Genhardt no Crystal Marshall no Connie Barnett no Darcy Martin no Ashley Burrici no Jonathan Hartwigyes Rylee Anderson yes Management 5 Devon Tyler Guerts yes Management 5 Cameron yes Audits 35 Madison Madison yes none 40 Cameron Chase yes Inventory 40 Unavailable last 2 weeks of June and December. Carson Carson yes Maintenance 35 none Chase Shea yes Product Evaluation 30 none Jessie Jessie yes Data Analysis 30 none Shea Shannon yes Market Research 40 Unavailable the last week of each quarter. Bailey yes Marketing Communications20 none Jamie yes Recruiting 40 Unavailable in April and May. Logan yes Recruiting 40 Unavailable in July and August Chris yes Sales Forecasts 30 none Ryan yes Sales Forecasts 30 none Alex Amari yes Inspections 35 none Alex yes Data Analysis 40 none Ryan Devon yes Training 30 Unavailable 1 week in April, June and November.Rylee Anderson Harly yes Benefits Analysis 40 Unavailable 4 weeks in June Kasey yes none 40 none Kendall yes Programming 40 Unavailable in January and February Drew yes Contracting 40 Unavailable in July Morgan yes Product Evaluation 35 Ashton yes Design 30 Jordan yes Inventory 40 Unavailable last 2 weeks June and December Dakota yes Materials Analysis 40 Unavailable 3 weeks in August Jayden yes Materials Analysis 40 Unavailable 3 weeks in August
- 13. 13 Initial DefinedRisks and Constraints Risk Impact Likelihood of Occurrence (L,M,H) Degree of Impact (L,M,H) Action Trigger Responsibility Response Plan Stakeholders in the project teams categorized as Resistor may interfere with project objectives and success Medium M M Progress towards deliverables isn’t as forecast Project Manager Do not staff possible Resistor resources on project unless absolutely necessary, use relationships and management influence and buy-in tactics to gain acceptance from resistors into project goals (Surveys, input into plans, etc.) Project team members not getting along interfere with team ability to make progress on project objectives Medium M M Complaints within the team regarding other team-members attitudes or performance Team Lead Attempt to mitigate with functional manager intervention, as with lesson’s learned from financial system project this worked. If cannot be mitigated, seek to move scheduled tasks, or remove one member from the project. Development cost overruns due to unforeseen technical challenges High L H Critical Path analysis shows behind schedule on meeting Pilot or Development deliverables Project Manager First, if outsourcing, seek to work with same or similar vendor used in financial project as they experienced great success and their systems are already known to work with ours. If building in- house, assess if new development staff need to be added to project. Second, if unrelated to resources, seek to either increase budget or time constraints if necessary to meet scope, or present option to management to cut scope.
- 14. 14 Sensitive employee data leaks to either internal or external sources during migration or implementation High L H Any employee or other resource observing sensitive employee data leaking to any inappropriate resources Team Members, Leads, Project Managers First, seek to avoid incident by having highly technical staff review the system design and quality assurance plans. If incident occurs, immediately secure the data and seek to remove from all inappropriate sources. Notify employee of incident and extent of PII leaked. Troubleshoot issue and have IT staff resolve. System complexity too great and too many integration issues uncovered, resources not fully utilized due to dependencies High M H Team Members, Vendors Modulate the deployment such that system is done first, and then each component module is done after System is stabilized. Each module broken down by area of expertise so can be run in parallel. System downtime due to unforeseen events (power outages, natural disasters, security patching, troubleshooting critical issues) High L H Any critical system impacted such that it is offline/unusable for a moderate to substantial time during project execution Team Members, Vendors Useindustry Best Practices for security, fault tolerance and redundancy such that development isn’t impacted. Havebackup plan for all critical systems including options such as off- prem resources as options (cloud). Project Team members availability impacted adversely by unforeseen events or priority conflicts High M H Any project milestone begins to slip due to availability, team meetings and status milestones Team Members, Vendors, Project Management Staff backups/teams of people instead of just single resources, to as many areas of the project as possible, without overstaffing which would adversely impact budget. Key: L = low, M= medium, H = high Project Approval Approved by the Project Sponsor: __________________________________________ Date: ___________________
- 15. 15 <Project Sponsor> <Project Sponsor Title>