Updated: May 27, 2020 Author: Daryl Kobashigawa

Version 1.0

County of Santa Clara

HRIS Benefits Re-implementation Project Charter

Employee Services Agency

TSS – Financial and Employee Systems

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Table of Contents

Revision History 3

1. Introduction 4

2. Project Background 6

2.1 Problem/Opportunity Description 6

2.2 Business Goal/Purpose Statement 7

3. Project Description 7

3.1 Project Objectives, Expected Outcomes, and Success Criteria 7

3.2 High-Level Requirements 7

3.3 Approach 7

3.4 Methodology 7

4. Project Manager Name and Authority 7

5. Organization 8

5.1 Project Organization 8

5.2 Project Governance and Escalation 9

5.3 Project Team Resources 10

6. Risks 11

7. Key Stakeholders 12

7.1 Stakeholders List 12

7.2 Responsible, Accountable, Consulted and Informed Matrix 12

8. Summary Milestone Schedule 13

9. Financial Summary 13

9.1 Budget 13

9.2 Benefits 13

10. Project Approval Requirements 14

11. Approvals 14

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Revision History

Name Date Change and Reason For Change Version

Daryl Kobashigawa 10/25/18 Initial version 1.0

Daryl Kobashigawa 11/27/18 Updates to detail out the funding from reserve 2.0

Daryl Kobashigawa 11/28/18 Changing order of data. Clarity milestone schedule. Rework the reserve spreadsheet.

3.0

Daryl Kobashigawa 11/28/18 Updating first section to clarify the ask. Checking for grammar

4.0

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1. Introduction The purpose of this document is to transfer $760,220 from the $1,000,000 project reserve to the project base budget. Details are shown below.

RESERVE FUNDING DETAILS AmountBase Budget 666,660$

Current Costs

Three Limited Term Positions 531,660$

Remaining Base Budget (Base Budget less Current Costs) 135,000$

Funding Required

Professional Services (Cherry Road) 499,120$

Business Analyst 153,000$

Contract Project Manager 243,100$

Less Remaining Base Budget (135,000)$

Total Reserve Funding Requested 760,220$

Reserve Funding Available 1,000,000$

Reserve Balance Remaining (Continue holding) 239,780$

The base budget for the HRIS project is $666,660 with an additional $1,000,000 placed in the reserve. To date, three limited term positions have been charged to the budget. Of the $666,660 base budget, $531,660 has been used for the limited term positions. This leaves a balance of $135,000. This balance will be used to pay for professional services. Additional funding is required to pay the balance of the professional services and additional resources to work on the project. Professional services will require $364,120. The additional resources required are, one contract project manager and one county business analyst. Both for a duration of eight and a half months. The project manager will cost $243,000. The business analyst will cost $153,000. The total amount being requested from reserve is $760,220. The remaining reserve balance of $239,780 will continue to be held in reserve to address any further needs as the project progresses.

1.1.1 Reserve Funding Details

Professional Services Professional Services have been acquired from Cherry Road Technologies. (Contract CW2230438). The vendor has been engaged to provide re-implementation services for PeopleSoft. The details are in the agreement in section 3.1. In summary, the goal is to implement Base Benefits and the

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Benefits Administration module of the PeopleSoft application. The payment structure is provided here from the contract. The total amount to be paid is $499,120. At this point in time there is $135,000 in the budget to cover the professional services. The deliverables and payment schedule for professional services is shown below.

Project Manager One project manager. The project manager’s role will be to support the business sponsors and the project team. They will manage and ensure project objectives are met. They will drive communication, status reporting, and effective change management. They will ensure that vendors and County teams collaborate and perform as planned. The expected deliverables are:

• Overall Project and Resource Plan (ongoing)

• Milestone/Functional Deliverable Plan and Schedule (monthly)

• County Testing and UAT Plan and Schedule (monthly)

• Track and Triage Testing Defect Logs (ongoing)

• Progress/Completion Earned Value Report (monthly)

• Scope Change Report (ongoing)

• Issue and Risk Log (monthly)

• Monthly Project Status Report to sponsors

• Weekly Project Status Report and Planview updates

The estimated cost for the Project Manager is: $243,100. This is for an estimated $165 per hour for eight and a half months.

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Additional Business Analyst One additional county business analyst. As the workplan details are getting developed, there is a need for an additional business analyst to address the issues found involving multiple ID’s for certain employees. The business analyst will perform the analysis to identify the business need and reason for multiple ID’s. They will work with the business to re-engineer the processes to satisfy the business need without setting up multiple ID’s. The business analyst will verify that the solution design is sustainable and will serve both current and future functional needs. They will assist the business in implementing changes to their workflow and processes. They will work with the technical team to identify and convert employees with multiple ID’s. The expected deliverables are:

• Analysis document that describes the issue and the consequences

• As-is process flows that result in multiple ID’s being used

• To-be process flows for the re-engineered process

• Use cases for different business scenarios and workflows

• Test cases and expected results

• Inventory of impacted employees

• Training material for the new workflow and processes

• Delivery of training for the new workflows and processes

The estimated cost for the county BA is: $153,000. This is for eight and a half months.

2. Project Background

2.1 Problem/Opportunity Description

The current PeopleSoft system was installed over twenty years ago. At the time, it was lacking required functionality which had to be built in the system. Since then, the County has used PeopleSoft more as a platform than as a software package. Many of the functions that were custom built are now standard functions in PeopleSoft.

This project is to re-implement the benefits portion of PeopleSoft to take advantage of the native functionality. This will be to re-implement base benefits and implement benefits administration. This will position ESA to be able to implement benefits self-service in the future.

An ESA roadmap project was performed in 2016. This project gathered over one hundred and thirty pain points associated with the ESA systems and business processes. From this effort, seven high priority items were identified to address. In addition, in 2017, a consulting firm (Segal Consulting) was engaged to look at our PeopleSoft implementation and make recommendations to get the County to a self-service model for benefits.

The result of these two efforts resulted in a strategy to re-implement the PeopleSoft application to make better use of the out-of-the-box functionality, remove customizations that are now redundant, and start to bring the county processes into line with industry standards.

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2.2 Business Goal/Purpose Statement

The goal is to re-implement PeopleSoft, taking advantage of native functionality and better align the County’s business processes with industry standards. Strategically, aligning business processes with industry standards will give the County the flexibility to change out the system in the future with less impact to the business as well as capitalize on industry trends and modern technology.

3. Project Description

3.1 Project Objectives, Expected Outcomes, and Success Criteria

The objective of the project is to initiate the re-implementation of PeopleSoft starting with benefits. Base benefits will be redeployed, and the Benefits Administration module will be implemented.

Attached is the agreement with Cherry Road. It contains the pertinent information on the project.

Signed Contract

SCC - CherryRoad.pdf

ID Objective (including measurable success criteria)

01 See attached contract for objectives and deliverables

3.2 High-Level Requirements

Requirements are described in the attached contract with Cherry Road above.

Objective ID(s)

High-Level Requirement

See attached contract above for requirements

3.3 Approach

The approach is outlined in the attached contract above.

3.4 Methodology

The methodology used for this project is the one Cherry Road uses in their engagements. It is fundamentally waterfall in nature and will be focused on the delivery of the benefits portion of PeopleSoft.

4. Project Manager Name and Authority The Project Steering Committee is responsible for acquiring a project manager via the TSS PMO. The project manager will be given authority from the Project Steering Committee.

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Responsibilities

• Schedule, Cost, and Scope: The project manager in conjunction with the project steering committee has the responsibility to manage the schedule, cost, and scope of the project.

• Reporting: The project manager will provide periodic updates to the project steering committee, the executive sponsors and to any other entities as advised in the Project Management Plan within the County of Santa Clara Project Management Toolkit.

Authority

• Communications:

a. The project manager is authorized to interface with the executive sponsors and steering committee as required.

b. The project manager is authorized to communicate, as required, with all team members, contractors, and management to ensure timely and successful completion of the project.

• Delegation: The project manager is authorized to delegate responsibilities within the scope of the project.

• Project Team: The project manager is empowered to direct the activities of the project team members within the scope of the project. The team will include involvement from the following organizations:

a. ESA

b. TSS

c. Finance Agency

• Resource Coordination: The project manager is authorized to negotiate for resources and will coordinate resource requirements through the project steering committee.

• Budget Authority: The project steering committee is authorized to approve all budget expenditures up to, and including, the allocated budget amounts. Any additional funding must be requested through the executive sponsors.

5. Organization The sections below define:

• The project organization that will be put into place for this project

• The governance and escalation process that will be established and followed

• A list of project roles that are expected to be required for the project based on the best information available at this time

Resource names have been included wherever possible.

5.1 Project Organization

This organization chart describes the basic organization structure for the project. The project team is comprised of resources taken from ESA, Finance, and TSS. Individuals assigned to the project have a dotted line reporting to the project manager.

The project manager working within the governance and escalation process defined in the following section, has ultimate responsibility for assignments and decisions related to this project. Project team members, therefore, report directly to the project manager for all project-related issues and actions.

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Benefits

Reimplementation Project Org.pptx

5.2 Project Governance and Escalation

The project is governed by the project steering committee as shown in the document above. The escalation process is from the project team to the project manager to the project steering committee to the executive steering committee.

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The table describes the responsibilities related to governance and escalation for the project.

Role Escalation Responsibilities

Project Team Member

Any project team member or stakeholder may generate an issue or action item related to the project. Issues and actions are assigned to project staff to ensure proper visibility and tracking. Other stakeholders may be asked to assist with analysis and review of proposed issue and/or action item resolutions, when appropriate.

Project Manager

This is the person who is given authority to plan, execute, monitor, and control the project. The project manager has overall responsibility for driving, participating, and managing the overall issue resolution and escalation process at the project level. When necessary, the project manager will escalate the issue to the project steering committee.

Project Steering Committee

The project steering committee governs the project. The committee is comprised of the business and IT executives over the project. The project manager attends the steering committee meetings.

The project steering committee has the following responsibilities: 1. Approves the detailed project plan

2. Regularly reviews project status against baseline time, scope, quality and cost

projections

3. Reviews and approves configuration, scope, and/or schedule changes

4. Resolves escalated project issues

5. Approves all deliverables

6. Refers issues it cannot solve (within allotted budget, resources, and scope) to the

executive steering committee

7. Routinely presents project status to the Executive

Executive Sponsors

The executive sponsors are the heads of the agencies responsible for the project. This includes the head of ESA, Finance, and TSS.

Any issues that cannot be resolved by the project steering committee are brought to the executive sponsors to address and resolve.

5.3 Project Team Resources

Department Role Resource Name Start Date % FTE Duration ESA Executive Sponsor John Mills

Finance Executive Sponsor Emily Harrison

TSS Executive Sponsor Ann Dunkin

ESA Steering Committee Gina Donnelly

Finance Steering Committee Veronica Niebla

TSS Steering Committee Daryl Kobashigawa

Contract Project Manager Aliya Rahmann 11/05/18 100 8.5 mos

ESA IT Business Consultant (LT)

TBD 100 24 mos

TSS IT Business Consultant (LT)

TBD 100 24 mos

Finance ISM II TBD 100 24 mos

Cherry Road Implementation Consultant

Suzanna Hardin 8/28/18 100 10 mos

Cherry Road Technical Consultant Steve Walker 11/5/18 25 8.5 mos

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6. Risks

Risk Probability (H, M, L)

Impact (H, M, L)

Planned Response

Superior Court Separation at end of 2018

H H Will adjust certain tasks to deal with the need

Acquisition of additional hospitals H H Will need to adjust schedule and tasks based on availability of staff

Probability and Impact Score Key Risk Assessment Matrix

Factor High Medium Low Probability >70% >30% & <70% <30%

Impact (if occurs) On Cost/Schedule/Performance

Great Moderate Little

Imp

act

H Yellow Red Red M Green Yellow Red L Green Green Yellow L M H

Probability

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7. Key Stakeholders

7.1 Stakeholders List

7.2 Responsible, Accountable, Consulted and Informed Matrix

Executive Sponsor

Project Manager

Business Owner

Consulting Vendor

Business Systems Analyst

Build Business Case C A C R C

Develop Budget C R A C C

Establish Priorities C A C R C

Publish Project Charter C R A C C

Identify and Manage Resources

C R C C C

Manage Budget C R A C C

Publish and Manage Project Plan

C R A R C

Identify and address Issues and Risks

C A C R C

Facilitate Governance Meetings

C A C R C

Communicate Project Status

C R A R C

Complete Project Implementation Review and Publish Results

C R A C C

Note: Examples used in the RACI matrix do not represent all tasks and roles possibilities.

Name or Area Expectations and Reasons for Impact

ESA Business operation for the program deliverables

Finance Business operation for the program deliverables

TSS Solution development and delivery

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8. Summary Milestone Schedule See attached contract above for the milestone schedule.

9. Financial Summary

9.1 Budget

Information is in section 1.

9.2 Benefits

9.2.1 Measurable Benefits

Benefit Driver Anticipated Improvement

Make use of native PeopleSoft functionality Implement Benefits Administration module which we pay for but currently do not use.

Bring benefit processes into line with industry standards Reduced need for customization. Aligned for future changes in technology.

Eliminate the number of customizations Use more native functionality and remove custom code that does the same thing.

9.2.2 Industry Documented Benefits

• Make use of out of the box functionality

9.2.3 Qualitative Benefits

• Positions the County to use self-service for benefits

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10. Project Approval Requirements Success will be determined by the executive sponsors.

11. Approvals The signatures of the people below indicate an understanding in the purpose and content of this document by those signing it. By signing this document, you indicate that you approve of the proposed project outlined in this project charter and you authorize the named project manager to proceed with applying organizational resources to the project as defined in this charter.

Project Establishment

Approver Role and Name Title Signature Date

Business Sponsor Gina Donnelly

Vertical Director Daryl Kobashigawa