sapbiz4 13 payroll upd

7/30/2019 Sapbiz4 13 Payroll Upd

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HR-PAYROLL PROJECT

Project Update

April 14, 2004


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Goals of the HR-Payroll Project Payroll Phase

Migrate from paper to web-based transactions

Leverage SAP and other technologies

Simplify and standardize business processes

Single point of data entry

Faster process flow

Integrated systems

Peoples HR records correct, paid correctly and timely

On time / On budget


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Status of Business Process Redesign Teams

BPR Team Purpose First Meeting Last MeetingReport

Complete

Admin. and SRS

Absence TrackingTracking Admin and SRS vacationand certain medical-related absences

12/12/03 3/01/04

Hourly TimesheetReplacement for e-time 9/24/03 12/17/03 Yes

Salary Dist. & Cert. Replacement for DACCA, DINDI, andSANDI

9/11/03 11/18/03 Yes

Employee Health &

Welfare BenefitsBehind the scenes processing of EBbenefits and taxable benefits

12/18/03 2/06/04 Yes

Graduate PayrollGraduate student pay / tuition 3/09/04 3/28/04

Managing Payroll

DeductionsBehind the scenes processing of

payroll deductions (i.e., parking)11/17/03 12/15/03 Yes

Non-Resident AlienFederal taxes for internationals TBD TBD

Academic & Other

Monthly Pay Faculty Payroll 3/12/04 TBD

Casual Labor Appointment process for vouchers 11/06/03 2/23/04 Yes


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Payroll Phase Timeline

Project Preparation

February May 2004

Organizational Change Management Team kicked off Feb. 04

Blueprinting

May November 2004

Realization

November 2004 June 2005

Final Preparation

July 2005 December 2005

Go Live!

January 2006


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Organizational Change Management Team

Why do we need an Organizational Change Management Team?

Since the beginning of the HR-Payroll Project, organizational changeissues have been recognized as critical to the success of theimplementation of SAP.

Because the anticipated impact of the Payroll SAP module

implementation is extensive, reaching all employees and students,the approach to managing the changes requires a broad outreachstrategy, employing a broad base of business owners andstakeholders.

As a result, the Organizational Change Management Team wasformed to further identify and address issues associated withanticipated changes and impacts for employees and departments.


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Risks

Kathleen Flynn

HumanResources

TrainingIrina

Vainstock

IS & T

Roles andResponsibilities

Kathie Lalor

Leslie Wright

Payroll

Students

Cynthia Stanton

SFS

Central AdminRollout

Jean Roberge

Sue St.Croix

CAO

Organizational Change Management Team Membership

Communication

Diana Hughes

HR-PayrollProject

ChangeManagement

Alyce Johnson

HR-PayrollProject

Lincoln Lab

PamWeldon

Lincoln Lab


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Organizational Change Management Team

What is the Charge of the Team?

Translate and deliver future business process into a new organization design

Conduct change management assessment workshops to determine appropriate

interventions (transition baseline review) as a mechanism to track/monitor the

effectiveness of the teams strategies

Conduct and manage organizational risk activities

Review and propose new roles and responsibilities

Coordinate communication planning effort

Coordinate training development and training delivery

Create detailed transition strategy plan to assure efficient transition to the future

organization design

Work with impacted areas and their employees and students to help facilitate

a smooth transition


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Organization Change Management Central Administration

Bus Process CAO NonPayroll

SVCCtr/Payroll

HumanResources

IS&T OSP Budget DataWarehouse

Admin & SRS

Absence

Tracking

Hourly

Timesheet

Salary

Distribution &

Certification

Employee

Health &

WelfareBenefits

Graduate

Payroll

Managing

Payroll

Deductions

Non-Resident

Alien

Academic &

Other Monthly

Pay

Casual Labor


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Organizational Change Management

DRAFTResource Group CharterA. Resource Group MembershipSponsor: HR/Payroll Organization Change

Team Lead: Jean Roberge/Sue St.Croix

Representatives whose organization will be affected by the project outcomes; has a vested interest in the project

deliverables and/or impact on the organization

Represents a department, school or other constituency of the MIT community (e.g. students) this team is for centraladministrative departments.

B. Justification

Since the beginning of the HR-Payroll Project, organizational change issues have been recognized as critical to thesuccess of the implementation of SAP. The anticipated impact of the SAP implementation is extensive, reaching all employeesand students, the approach to influencing and managing the changes requires a broad outreach strategy, employing a broaderbase of business owners and stakeholders. As a result, the Organizational Change Management Team (OCM) was formed tofurther identify and address issues associated with anticipated changes and impacts for employees and departments.

Central Administration departments will be uniquely impacted by the broad business, organizational, and proceduralchanges. It is key that these changes are reviewed and understood prior to implementation.


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Organizational Change Management

DRAFTResource Group Charter (continued)C. Description:

Act in an advisory capacity; provides input and feedback on the work of the Project. Meet periodically to review and advise on the progress of the work Communicate the status and the progress of the proposed work, when appropriate, to the department, school or otherconstituency that the Member represents Solicit feedback from others in their organization on issues or questions relative to the work of the Project.

D. Deliverables: to be determined; may include:

Risk analysis results Risk Mitigation Plan Communication Plan Training Plan

E. Success Criteria: Business owners at all levels are engaged and partner in the policy and process changes There is support around early policy and practice changes Employees and students have a clear understanding of what is expected of them and are able to adapt to the newprocesses DLCs have clear direction and understanding of new processes Impacted employees are engaged in the change process

sapbiz4 13 payroll upd

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