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
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: ___________________
