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 ..................................................................................................................... 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

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Project Scope Description
After realizing greater than anticipated ROI with the rollout of a new f inancial, 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 calculations

2) Adding and maintaining the talent pool with Recruiting and Performance Review enhancements
3) Enable employees a better Career Path management and tracking system
4) Decrease IT overhead, increase Reporting and Analytics capabilities with database consolidation
5) Minimize risk in Payroll and Employee Information tracking and integrate with LDAP directory
6) Increase Benefits flexibility and management capabilities

Customer Requirements
Ashley Burrici
Benefits
Ability to acrue PTO based on attendance instead of years of service
Ability to change and approve benefits during open enrollment
Ability to view benefit carrier's information directly through GenRay's Open Enrollment application
DB Consolidation
Ability to report & manipulate data with all records in the same system
General Communications
Ability to email employees for government compliance and company information
Performance & Compensation
Ability to determine amount of compensation increases awarded based on pe rformance
Brian Jenkins
DB Consolidation
Migrate old db's into the new system
Connie Barnett
DB Consolidation
Ensure HR and payroll data are in the same system
Payroll & Integrated ESS
Ability to add management-only information
Ability to enter time and attendance information
Ability to review and approve time and attendance information before processing
Crystal Marshall
DB Consolidation
Ensure Directory service can integrate with HRIS database
Eforms Capabilities
Ability to create new Eforms

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 Eforms have "mail-merge" - like auto-populate capability
Eforms 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 Martin
Performance & Compensation
Ability to analyze actual cost associated with manufacturing particular components
Ability to analyze changes in employees compensation by performance data
Ability to enter goals at annual review
Ability to reconcile actual performance realized, to annual goals, at periodic reviews
Ability to search performance review information
Jonathan Hartwig
DB Consolidation
Migrate current training records db into the new HRIS centralized db
Training Records
Ability to analyze who has taken training and if result was move to greater authority position
Ability to mine performance review data
Rory Genhardt
Succession Planning
Ability to define career path and track progress meeting requirements
Recruiting
Ability to analyze who is most interested and qualified from candidate pool
Ability to apply for positions and monitor progress in hiring progress
Performance & Compensation
Ability to track answers to performance reviews
Training Records
Ability to enter completed courses and certificates
Ability to track training courses employee completes
Rylee Anderson
Position Control
Ability to analyze employee compensation by job title and salary grades across manufacturing sites
Tyler Guerts
Recruiting
Ability to push notifications to qualified candidates when matching job criteria identified
Ability to record and search for external resumes from college campus visits

Statement of Work
The 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
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

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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 Deliverables
Project Phase Deliverable Timeframe
Initiation Develop Project Charter, Conduct Feasibility Report to vet Jan – Feb 2015
Build vs Buy decision, Acquire Project Approval
Planning Develop Project Management Plan & Sub-Plans, Assign March-May 2015
Team Members to WBS, Conduct System and Vendor
Procurements, Design System & Modules including
interfaces, Approve Prototype
Development Develop Base System Infrastructure June-July 2015
Develop & Integrate System Modules, Plan Training August-Sept 2015
Implementation Acquire Acceptance, Conduct Training of staff October 2015
Closing Assessment of ROI, Lesson’s Learned, Close Nov-Jan 2015
Procurements, Celebration

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

System Component Requirement Stakeholder

Benefits Ability to accrue PTO based on attendance instead of Ashley Burrici
years of service
Ability to change and approve benefits during open Ashley Burrici
enrollment
Databases Ability to report & manipulate data with all records in Ashley Burrici
the same system
Ensure HR and payroll data are in the same system Connie Barnett
Migrate current training records db into the new HRIS Jonathan Hartwig
centralized db
Migrate old db's into the new system Brian Jenkins
Eforms Capabilities Ability to create new Eforms Crystal Marshall
Eforms have "mail-merge" - like auto-populate Crystal Marshall
capability
Employee Ability to add, change and quickly locate the most Crystal Marshall
Information current employee info, incl. locations, phone, email
Management
Ability for employees to maintain their own Crystal Marshall
information
General Ability to email employees for government compliance Ashley Burrici
Communications and company information

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Payroll & Integrated Ability to add management-only information Connie Barnett
ESS
Ability to enter time and attendance information Connie Barnett
Ability to review and approve time and attendance Connie Barnett
information before processing
Performance Review Ability to analyze actual cost associated with Darcy Martin
& Compensation manufacturing particular components
Ability to analyze changes in employees compensation Darcy Martin
by performance data
Ability to determine amount of compensation Ashley Burrici
increases awarded based on performance
Ability to enter goals at annual review Darcy Martin
Ability to reconcile actual performance realized, to Darcy Martin
annual goals, at periodic reviews
Ability to search performance review information Darcy Martin
Position Control Ability to analyze employee compensation by job title Rylee Anderson
and salary grades across manufacturing sites
Recruiting Database Ability to push notifications to qualified candidates Tyler Guerts
- Reporting & when matching job criteria identified
Notifications
Recruiting Efforts Ability to analyze who is most interested and qualified Rory Genhardt
from candidate pool
Ability to apply for positions and monitor progress in Rory Genhardt
hiring progress
Ability to record and search for external resumes from Tyler Guerts
college campus visits
Succession Planning Ability to define career path and track progress Rory Genhardt
meeting requirements
Ability to enter completed courses and certificates Rory Genhardt
Ability to track answers to performance reviews Rory Genhardt
Ability to track training courses employee completes Rory Genhardt
System Integration Ability to view benefit carrier's information directly Ashley Burrici
through GenRay's Open Enrollment application
Ensure Directory service can integrate with HRIS Crystal Marshall
database
Capacity Eforms scale to at least 3700 per year Crystal Marshall
Requirement

Training Records Ability to analyze who has taken training and if result Jonathan Hartwig
was move to greater authority position
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 & Project Manager,Sponsors Build Vs. Buy Decision
Approval

1.2.3 Team Leads Assignment Project Manager,Sponsors Project Management

Team Assignments

2 Designing & Planning Phase

2.1 Develop Project Management Team Leads, Project

Plan 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

2.1.2.1 Define Activities

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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 Project Manager Project

Management 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

2.1.7.4 Plan Risk Responses

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2.1.8 Plan Procurement Project Manager, Team
Management Leads

2.1.9 Plan Stakeholder Management Project Manager Project Stakeholder

Register

2.2 Project Plan Review & Project Manager, Team Project Management
Approval Leads,Sponsors 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 Team Leads Architecture Diagrams

Architecture)

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

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 4.3 Success Measurements Project Manager, Team KPI Measurements
Leads, Team Members

4.4 Artifacts Archiving Project Manager, Team

Leads

Project Boundaries
Budget
103K 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.

Schedule
As 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.

Resources
Sponsors 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 Restrictions
Name Avail for
Other
projects?
Current Projects
Hours avail
Restrictions
each week 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 Communications 20 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

Project Assumptions
A 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
Likelihood Degree
of of
Occurrence Impact
Risk Impact (L,M,H) (L,M,H) Action Trigger Responsibility Response Plan
Do not staff possible
Resistor resources on
project unless
Stakeholders in the
absolutely necessary,
project teams
use relationships and
categorized as Progress towards
management influence
Resistor may Medium M M deliverables isn’t Project Manager
and buy-in tactics to
interfere with as forecast
gain acceptance from
project objectives
resistors into project
and success
goals (Surveys, input
into plans, etc.)

Attempt to mitigate with

functional manager
Project team
Complaints within intervention, as with
members not
the team lesson’s learned from
getting along
regarding other financial system project
interfere with team Medium M M Team Lead
team-members this worked. If cannot
ability to make
attitudes or be mitigated, seek to
progress on project
performance move scheduled tasks,
objectives
or remove one member
from the project.
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
Critical Path
Development cost with ours. If building in-
analysis shows
overruns due to house, assess if new
behind schedule
unforeseen High L H Project Manager development staff need to
on meeting Pilot
technical be added to project.
or Development
challenges Second, if unrelated to
deliverables
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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 First, seek to avoid
incident by having
highly technical staff
review the system
Any employee or design and quality
Sensitive employee other resource assurance plans. If
data leaks to either observing incident occurs,
Team Members,
internal or external sensitive immediately secure the
High L H Leads, Project
sources during employee data data and seek to
Managers
migration or leaking to any remove from all
implementation inappropriate inappropriate sources.
resources Notify employee of
incident and extent of
PII leaked.
Troubleshoot issue and
have IT staff resolve.
Modulate the deployment
such that system is
System complexity done first, and then
too great and too
each component
many integration
Team Members, module is done after
issues uncovered, High M H
Vendors System is stabilized.
resources not fully
Each module broken
utilized due to
down by area of
dependencies
expertise so can be run
in parallel.
Use industry Best
Practices for security,
Any critical system
System downtime due fault tolerance and
impacted such
to unforeseen events redundancy such that
that it is
(power outages, development isn’t
offline/unusable Team Members,
natural disasters, High L H impacted. Have backup
for a moderate Vendors
security patching, plan for all critical
to substantial
troubleshooting critical systems including
time during
issues) options such as off-
project execution
prem resources as
options (cloud).
Staff backups/teams of
Any project
people instead of just
Project Team milestone begins
Team Members, single resources, to as
members availability to slip due to
Vendors, many areas of the
impacted adversely by High M H availability, team
Project project as possible,
unforeseen events or meetings and Management without overstaffing
priority conflicts status
which would adversely
milestones
impact budget.
Key: L = l ow, M = medi um, H = high

Project Approval
Approved by the Project Sponsor:

__________________________________________ Date: ___________________

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<Project Sponsor> <Project Sponsor Title>

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