Project Scope Document

HRIS with ESS Project

GenRays

April Drake, Project Manager

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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....................................................................................................................10

Budget...................................................................................................................................................10

Schedule................................................................................................................................................10

Resources..............................................................................................................................................11

Project Staff Availability and Restrictions..........................................................................................12

Project Assumptions.................................................................................................................12

Initial Defined Risks and Constraints......................................................................................13

Project Approval........................................................................................................................14

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Project Scope DescriptionAfter realizing greater than anticipated ROI with the rollout of a new financial, logistics and purchasing system, GenRays desires to fuel additional growth and expansion to the company. With the cost-savings associated with the automatic calculations experienced with the new technically advanced system, they are now able to fund more research and projects to improve their workplace.

The HRIS and ESS project will attempt to bring the following benefits to GenRays:

1) Further productivity with Eforms and automatic calculations2) Adding and maintaining the talent pool with Recruiting and Performance Review enhancements3) Enable employees a better Career Path management and tracking system4) Decrease IT overhead, increase Reporting and Analytics capabilities with database consolidation5) Minimize risk in Payroll and Employee Information tracking and integrate with LDAP directory6) Increase Benefits flexibility and management capabilities

Customer RequirementsAshley Burrici

BenefitsAbility to acrue PTO based on attendance instead of years of serviceAbility to change and approve benefits during open enrollmentAbility to view benefit carrier's information directly through GenRay's Open Enrollment application

DB ConsolidationAbility to report & manipulate data with all records in the same system

General CommunicationsAbility to email employees for government compliance and company information

Performance & CompensationAbility to determine amount of compensation increases awarded based on performance

Brian JenkinsDB Consolidation

Migrate old db's into the new systemConnie Barnett

DB ConsolidationEnsure HR and payroll data are in the same system

Payroll & Integrated ESSAbility to add management-only informationAbility to enter time and attendance informationAbility to review and approve time and attendance information before processing

Crystal MarshallDB Consolidation

Ensure Directory service can integrate with HRIS database

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Eforms CapabilitiesAbility to create new EformsEforms have "mail-merge" - like auto-populate capabilityEforms scale to at least 3700 per year

Employee Information Management (LDAP)Ability to add, change and quickly locate the most current employee info, incl. locations, phone, email

Darcy MartinPerformance & Compensation

Ability to analyze actual cost associated with manufacturing particular components Ability to analyze changes in employees compensation by performance dataAbility to enter goals at annual reviewAbility to reconcile actual performance realized, to annual goals, at periodic reviewsAbility to search performance review information

Jonathan HartwigDB Consolidation

Migrate current training records db into the new HRIS centralized dbTraining Records

Ability to analyze who has taken training and if result was move to greater authority positionAbility to mine performance review data

Rory GenhardtSuccession Planning

Ability to define career path and track progress meeting requirementsRecruiting

Ability to analyze who is most interested and qualified from candidate poolAbility to apply for positions and monitor progress in hiring progress

Performance & CompensationAbility to track answers to performance reviews

Training RecordsAbility to enter completed courses and certificates Ability to track training courses employee completes

Rylee AndersonPosition Control

Ability to analyze employee compensation by job title and salary grades across manufacturing sitesTyler Guerts

RecruitingAbility to push notifications to qualified candidates when matching job criteria identifiedAbility to record and search for external resumes from college campus visits

Statement of WorkThe project team will work to initiate, plan, execute, monitor and control, and close all phases of the HRIS with ESS project, within the boundaries prescribed by senior management. The project team will report to senior management at key milestones in the project and work to mitigate any risks along the

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way. Vendors will be evaluated to deliver the technology and implementation of the system, however these costs should be weighed against building in-house as an option to vet the decision to buy. The work should include training of all GenRays employees on the new system. The new system will have key performance indicators which will establish success towards meeting project objectives, both during and after the system is implemented, and lessons learned should be archived for future project research artifacts.

Project DeliverablesProject Phase Deliverable TimeframeInitiation Develop Project Charter, Conduct Feasibility Report to vet

Build vs Buy decision, Acquire Project ApprovalJan – Feb 2015

Planning Develop Project Management Plan & Sub-Plans, Assign Team Members to WBS, Conduct System and Vendor Procurements, Design System & Modules including interfaces, Approve Prototype

March-May 2015

Development Develop Base System Infrastructure June-July 2015Develop & Integrate System Modules, Plan Training August-Sept 2015

Implementation Acquire Acceptance, Conduct Training of staff October 2015Closing Assessment of ROI, Lesson’s Learned, Close

Procurements, CelebrationNov-Jan 2015

Acceptance CriteriaAcceptance of the system to be achieved through the following key stakeholders on these requirements:

System Component Requirement StakeholderBenefits Ability to accrue PTO based on attendance instead of

years of serviceAshley Burrici

Ability to change and approve benefits during open enrollment

Ashley Burrici

Databases Ability to report & manipulate data with all records in the same system

Ashley Burrici

Ensure HR and payroll data are in the same system Connie BarnettMigrate current training records db into the new HRIS centralized db

Jonathan Hartwig

Migrate old db's into the new system Brian JenkinsEforms Capabilities Ability to create new Eforms Crystal Marshall

Eforms have "mail-merge" - like auto-populate capability

Crystal Marshall

Employee Information Management

Ability to add, change and quickly locate the most current employee info, incl. locations, phone, email

Crystal Marshall

Ability for employees to maintain their own information

Crystal Marshall

General Ability to email employees for government compliance Ashley Burrici

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Communications and company informationPayroll & Integrated ESS

Ability to add management-only information Connie Barnett

Ability to enter time and attendance information Connie BarnettAbility to review and approve time and attendance information before processing

Connie Barnett

Performance Review & Compensation

Ability to analyze actual cost associated with manufacturing particular components

Darcy Martin

Ability to analyze changes in employees compensation by performance data

Darcy Martin

Ability to determine amount of compensation increases awarded based on performance

Ashley Burrici

Ability to enter goals at annual review Darcy MartinAbility to reconcile actual performance realized, to annual goals, at periodic reviews

Darcy Martin

Ability to search performance review information Darcy MartinPosition Control Ability to analyze employee compensation by job title

and salary grades across manufacturing sitesRylee Anderson

Recruiting Database - Reporting & Notifications

Ability to push notifications to qualified candidates when matching job criteria identified

Tyler Guerts

Recruiting Efforts Ability to analyze who is most interested and qualified from candidate pool

Rory Genhardt

Ability to apply for positions and monitor progress in hiring progress

Rory Genhardt

Ability to record and search for external resumes from college campus visits

Tyler Guerts

Succession Planning Ability to define career path and track progress meeting requirements

Rory Genhardt

Ability to enter completed courses and certificates Rory GenhardtAbility to track answers to performance reviews Rory GenhardtAbility to track training courses employee completes Rory Genhardt

System Integration Ability to view benefit carrier's information directly through GenRay's Open Enrollment application

Ashley Burrici

Ensure Directory service can integrate with HRIS database

Crystal Marshall

Capacity Requirement

Eforms scale to at least 3700 per year Crystal Marshall

Training Records Ability to analyze who has taken training and if result was move to greater authority position

Jonathan Hartwig

Ability to mine performance review data Jonathan Hartwig

Work Breakdown Structure

WBS Name Resource Names Deliverable

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1 Project Initiation Phase Project Manager,Sponsors

1.1 Develop Project Charter Project Manager,Sponsors

1.1.1 Requirements Gathering Project Manager

1.1.2 Project Charter Project Manager Project Charter

1.1.3 Project Charter Review Project Manager,Sponsors Project Charter Approval

1.2 Conduct Feasibility Study

1.2.1 Feasibility Report Project Manager Feasibility Report

1.2.2 Research Phase Review & Approval

Project Manager,Sponsors Build Vs. Buy Decision

1.2.3 Team Leads Assignment Project Manager,Sponsors Project Management Team Assignments

2 Designing & Planning Phase

2.1 Develop Project Management Plan

Team Leads, Project Manager

2.1.1 Plan Scope & Requirements Management

2.1.1.1 Define Scope Project Manager Project Scope Statement

2.1.1.2 Create WBS Project Manager WBS

2.1.2 Plan Schedule Management Team Leads, Project Manager

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2.1.2.1 Define Activities

2.1.2.2 Sequence Activities

2.1.2.3 Estimate Activity Resources

2.1.2.4 Estimate Activity Durations

2.1.2.5 Develop Schedule Project Manager Project Schedule including Critical Path

2.1.3 Plan Cost Management Project Manager, Team Leads

2.1.3.1 Estimate Costs Project Manager, Team Leads

2.1.3.2 Determine Budget Project Manager

2.1.4 Plan Quality Management Project Manager, Team Leads

2.1.5 Plan HR Management Project Manager, Team Leads

2.1.6 Plan Communication Management

Project Manager Project Communications Plan

2.1.7 Plan Risk Management Project Manager, Team Leads

2.1.7.1 Identify Risks

2.1.7.2 Perform Qualitative Risk Analysis

2.1.7.3 Perform Quantitative Risk Analysis

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2.1.7.4 Plan Risk Responses

2.1.8 Plan Procurement Management

Project Manager, Team Leads

2.1.9 Plan Stakeholder Management Project Manager Project Stakeholder Register

2.2 Project Plan Review & Approval

Project Manager, Team Leads,Sponsors

Project Management Plan and Approval

3 Carrying Out the Work Phase

3.1 Conduct Procurements Vendor Selected

3.1.1 Acquire Project Team Project Manager Project Team Assignments

3.1.2 Develop Project Team Project Manager Kickoff Meeting

3.2 Pilot Phase

3.2.1 Planning (System Architecture)

Team Leads Architecture Diagrams

3.2.2 Developing (Prototype) Project Manager, Team Leads, Vendor, Team Members

3.2.3 Pilot Review & Signoff Team Leads Pilot

3.3 Production Phase

3.3.1 Determine FAQs for UI Team Leads, Team Members, Vendor

3.3.2 Share FAQs for UI Team Leads FAQs for UI

3.3.3 Platform Development

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3.3.3.1 Preparing Team Leads, Team Members, Vendor

3.3.3.2 Developing Vendor, Team Leads, Team Members

3.3.3.3 Perform Quality Assurance Team Leads Platform QA Checklist

3.3.4 Modules Development

3.3.4.1 Preparing Team Leads, Team Members, Vendor

3.3.4.2 Developing Team Leads, Team Members, Vendor

3.3.4.3 Perform Quality Assurance Team Leads Modules QA Checklist

3.3.5 Production Review & Signoff Project Manager Implementation Signoff

3.4 Deployment Phase

3.4.1 Training Planning Project Manager Training Schedule & Artifacts

3.4.2 Training All Employees, Project Manager, Sponsors, Team Leads, Team Members, Vendor

4 Closing Phase

4.1 Close Procurements Project Manager, Team Leads

4.2 Lessons Learned Project Manager Lessons Learned

4.3 Success Measurements Project Manager, Team KPI Measurements

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Leads, Team Members

4.4 Artifacts Archiving Project Manager, Team Leads

Project Boundaries

Budget103K is allocated for the entire project. It is assumed this is for the procurements, including any hardware and software licensed, any vendors hired, and internal staff time allocated to complete project tasks.

ScheduleAs per internal HR memo, work may start after W2s are issued, but that project must be complete with all system elements functional before year-end closing.

ResourcesSponsors have indicated that the Project Manager should coordinate with team leads prior to assigning project support staff, in order to ensure manageable levels of conflict so that it doesn’t overshadow the success of the progress for the week.

In order to observe this request, the resources will be assigned in the Project Management Plan which will be approved by the team leads, and the PMP will reference how change control will be managed if any rescheduling or resource conflicts arise, in order to observe the request.

The financial systems overhaul used company resources that proved to be effective in accomplishing the objectives for the project and should be leveraged again if possible, with respect for the considerations on their time and other restrictions outlined in the HR memorandums.

Resources allocated must not violate the HR policy or individual constraints of 8 hour workdays, 5 days per week.

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Project Staff Availability and RestrictionsName LocationAvail for projects?Other Current ProjectsHours avail each weekRestrictions Compatible IncompatibleApril Drake yes 40Rory Genhardt noCrystal Marshall noConnie Barnett noDarcy Martin noAshley Burrici Beaverton, OrnoJonathan HartwigyesRylee Anderson Hillsboro, Oryes Management 5 DevonTyler Guerts Hillsboro, Oryes Management 5Cameron Beaverton, Oryes Audits 35 MadisonMadison Sacramentoyes none 40 CameronChase yes Inventory 40 Unavailable last 2 weeks of June and December. CarsonCarson yes Maintenance 35 none ChaseShea yes Product Evaluation 30 none JessieJessie yes Data Analysis 30 none SheaShannon Bend, Oregonyes Market Research 40 Unavailable the last week of each quarter.Bailey yes Marketing Communications20 noneJamie Hillsboro, Oryes Recruiting 40 Unavailable in April and May.Logan Hillsboro, Oryes Recruiting 40 Unavailable in July and AugustChris Sacramento, Cayes Sales Forecasts 30 noneRyan Spokane, Wayes Sales Forecasts 30 none AlexAmari Allyes Inspections 35 noneAlex Beaverton, Oryes Data Analysis 40 none RyanDevon yes Training 30 Unavailable 1 week in April, June and November.Rylee AndersonHarly Spokaneyes Benefits Analysis 40 Unavailable 4 weeks in JuneKasey Bend, Oregonyes none 40 noneKendall Bend, Oregonyes Programming 40 Unavailable in January and FebruaryDrew yes Contracting 40 Unavailable in JulyMorgan yes Product Evaluation 35Ashton Bend, Oregonyes Design 30Jordan yes Inventory 40 Unavailable last 2 weeks June and DecemberDakota Bend, Oregonyes Materials Analysis 40 Unavailable 3 weeks in AugustJayden Bend, Oregonyes Materials Analysis 40 Unavailable 3 weeks in August

Project AssumptionsA Build vs. Buy analysis will be performed during the feasibility study in order to assess viability of solutions built in-house to those offered by vendor.

Best Practices and Organizational Factors will influence the nature of the project activities.

It is assumed that the project costs include for all personnel man-hours devoted to project tasks including project management.

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Initial Defined Risks 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 MProgress 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.

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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

Use industry Best Practices for security, fault tolerance and redundancy such that development isn’t impacted. Have backup 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 ApprovalApproved by the Project Sponsor:

___________________________________________ Date:____________________<Project Sponsor> <Project Sponsor Title>

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