SUMMARY NOTE Agenda Item 9 Shared Service CEO Committee 24Ma2004
Title:HR BusinessSolutionsProject - Releaseof theRequestforOffer
fora whole-of-Government HRlPayroll solution For Approval SUMMARY
OF KEY ISSUES Thispaper
providesanupdatefortheSharedServiceCEOCommitteeon theHR Business
Solution -
RequestforInformation(RFI)processandseeksapprovaltoproceedwiththe
Request for Offer (RFO). The HR Business Solution Project has been
progressing since February 2003to redesign and
standardisethebusinessprocessesandassociatedsystemssupporting theHR
function.In redesigning these processes it was identified that a
single, whole-of-Government HR Business Solution would be required
to support the Shared Service Objectives.
InDecember2003,theTreasurerapprovedatwo-stageprocessconsisting of
aRequestfor Information(RFI)andaRequestforOffer
(RFO)forawhole-of-GovernmentHR Business Solution. Request for
Information TheRFIforawhole-of-GovernmentHRlPayrollsolution
wasreleasedtothemarketon10 December, 2003and closed
on16February,2004.TheRFIresponses wereevaluated based on
VendorSuitability,HighLevelBusinessRequirements,TechnicalRequirementsandthe
lIBevaluatedimpactonthelocalindustry.An
extensiveevaluationinvolvingcross-sector representation was
undertaken resultingin a shortlist of 7 Offerors that was approved
by the Treasurer on 28 April 2004. Request for Offer
TheRFOiscurrentlybeingpreparedforreleasetothe7shortlistedOfferors.Dependent
upon this approvaltheRFOwillbereleasedin lateMay with anexpected
completion of the evaluationbyOctober '2004.Thereleaseof
theRFOwillbesupportedbyaDetailed
BusinessRequirementsSpecification(DBRS)whichwillconvey.
indetailthewhole-ofGovernmentrequirementsforaHRlPayrollsolution.Theevaluation
of theRFOwillagain involve cross sector representation.
RECOMMENDATION It isrecommendedthattheCommitteeapprovethereleaseof
theHRBusinessSolutions Request for Offer supported by the Detailed
Business Requirements Specification. BRIEFING PAPER RTI Folio no. 1
RTI Folio no. 2s.48 - Exempt information, sch 3, s.1Department of
Public WorksRef:DPWOOOOO/08 Director-General brie'fing note
Business Solutions - Solution Assessment Report PurposeTo provide
anoverview of the IBM Solution Assessment Report and
whole-of-Government Business Process UrgencyFor Shared Services CEO
Sponsor Group meeting on 9 October 2008 Background On 8 October
2008,IBM presented the key findings of the Solution Assessment
Report and whole-of-Government Business Process to the Executive
Steering Committee.It is likely that this report willbereferred to
at the Shared Services CEO Sponsor Group meeting on9 October 2008.
A copy of the IBM presentationis attached. Issues The report aims
to identify both convergence and divergence between the
whole-of-Government recommended solution and the Department of
Education, Training and the ArtsHuman Resources solution(to date)
and agency specific feedback.It also aims to highlight where agency
specific requirements or stated solution constraints result in
anagency solution diverging from the whole-of-Government
StandardOffer recommendation. The report provides detailed findings
by Human Resources process areas and recommendations to increase
convergence of the whole-of-Government solutions.In developing this
reportIBMhas takeninto consideration all of the information
available from the last 10 months w o r k ~ n gon the Program
including ForwardPlanning andDepartment of Education, Training and
the Arts HR developments.IBMhas also considered their industry
experience andbest practices. IBM concludes that the overall
whole-of-Government solution is currently 75% convergent. Without
the Depatment of Education, Training and the Arts,the convergence
overall rises to 97%.This divergence represents a significant shift
away from standard functionality and willimpact on the ability to
achieve standardbusiness practices andprocesses.This divergence
would also lead to sUbstantial customisation for the Department of
Education, Training and the Arts and therefore increased ongoing
costs,as well as increasedproject costs. RTI Folio no. 34It was
agreedby the Executive Steering Committee that work will occur to
assess the divergent items, with a focus on the divergent
Department of Education, Trainingand the Arts requirements.Subject
to further discussions at Executive Steering Committee on 9 October
2008,it isproposed that there will be a one week review process
toidentify whether agreement canbe reachedon the
IBMrecommendedprocess convergence.This review process willinvolve
IBM,Department of Education, Training and the Arts, CorpTech,
SharedServices Agency andagencies where required. If agreement is
reached through the review process, the recommendations willlead to
very highlevels of convergence.Inthis case,only one Human Resources
design process will be requiredto meet the vast majority of the
sector requirementsincludingDepartment of Education, Training and
the Arts requirements.There wouldstillbe some agency specific
design work but this wouldbe minimised. Alternatively,if
convergence cannot be achieved,it is likely that a separate design,
build and overall solution for Department of Education, Training
and the Arts Human Resources will be
necessary,resultinginsubstantial additional costs. A further
briefing will be provided followingreview of the detailed report
andassessment of the recommendations. Contact OfficerEndorsement
James BrownBarbara Perrott Program Delivery DirectorExecutive
Director CorpTechCorpTech 3224430332245676 04287714390419733001
Date:8 October 2008 oCopy to ERU RTI Folio no. 35., Solution
Assessment Report & Whole of Government BusinessProcessDesign
Recommended Way Forward October, 2008 RTI Folio no. 36Table of
contents Purpose Report Approach Consolidationof the last 10months
KeyFindings - Overall - By Process Area Part A -
RecommendedApproachForward - SectionOne - Solution Assessment -
Section Two - Whole of Government Design andBuild - Section Three -
AgencyImplementations Part B - Way Forward withDETA
BusinessBlueprint RTI Folio no. 37Purpose To provide a report
toidentify bothconvergence and divergence between the
woGrecommendedsolutionandtheDETA solution(thus far)and agency
specific feedback asdefined. Highlight where agency specific
requirements or statedsolution constraints resultinanagency
solutiondiverging fromthe woG Standard Offer recommendation. RTI
Folio no. 38Report Approach The report was constructedby the
followingactivities: Review of the whole of Government
Solution(recommendedpriority 1 items, DETA 1321business
requirements,baselineHousing Schedule12) Report analysis
conductedat a DetailedBusiness Requirements (DBR) level EachDBR
hasbeenassessed for convergence against the recommended whole of
Government solution(recommendedPriority 1 requirements and
Department of Housing) - Consolidated agency feedback - what is
theimpact onthe whole of Government design andsolution - Analysis
of the DETA 1321DBR's against the whole of Government removalof
duplicates - DETA design andsolution(to date) - what is the impact
onthe whole of Government design andsolution Assessment
conductedonDBR's only witha one to one comparison to the whole of
Government solution RTI Folio no. 39Report Approach Thereport
ispresentedinfour sections: - Provides a background andconsolidated
view of the last 10 months - Key findingsandopportunities across
allprocess areas - Detailed findingsandsolutionassessment by
process area, includingrecommendations toincrease convergence of
the whole of Government solutions - Presents a recommended
approachforwardtodesign andbuild the whole of Government solution
with the view tomaximising convergence across the whole solution
RTI Folio no. 40Consolidationof thelast10months The
followingactivities undertaken over the last 10months have provided
the IBM teamwiththerelevantinformationandrequireddetail to complete
the Solution Assessment report andprovide recommendations for
compliance to the woGsolution ForwardPlanning -
refinedrecommendedwhole of Government (woG) solution - IBMindustry
experience andbest practice - Global solutionknowledge and
experience across applications DETA fit-gapassessment DETA
BusinessBlueprint Phase (SOW 13) The twokey objectives: design a
solutionwhichwillsatisfy the minimumacceptance criteria of DETA's
1321business requirements - obtainmaximum convergence for a whole
of government solution. DETABest Practice Business ProcessReview
Report RTI Folio no. 41tn tn Q) U e l. tnDl ~ ~ - C._C -ceo .-c-LLE
~ Q ) Q)> ~ ORTI Folio no. 42KeyFindings Analysis
conductedatthree levels 1.DETA ONLY (excludingallother agencies) -
DETA (DBR'Sanddesign andsolution) to date andthe
convergence/divergence incomparison to the woG solution 2.AGENCY
FEEDBACK FROMSDA (excludingDETA) - consolidated agency feedback
andassessing the impact onthe whole of Government solution 3.ALL
AGENCY FEEDBACK - consolidatedagency feedback andDETA
designrequirements(anddesign & solution thus far) and assessing
the impact onthe whole of Government solution RTI Folio no.
43KeyFindings Following theanalysis of ALL agencybusiness
requirements,the overall woG solution is75%convergent The magnitude
of the impact of accepting the 25% diverg.ent requirements onthe
woG core solution frameworkrepresents a significant shift away
fromstandard functional,ity and the ability to achieve
standardbusiness practices andprocesses across whole of Government
Divergence identified wouldlead to significant customisationof core
product functionalityif divergent requirements are accepted:
Customisationof over 20%of the SAP payroll engine Redesign of the
SAP Australia specific terminationorganiser Additionalexamples of
divergence are outlinedinthe followingslides RTI Folio no.
44KeyFindings woG,DETAwoG, Show StopperswoG,DETA,Show Stoppers woG
soln AcceptingIBM Recommendations
ConvergenceDivergenceConvergenceDivergenceConvergenceDivergenceConvergenceDivergence
woGsoln68%32%97%3%75%25%93%7% Separations46%54%100%0%47%53%95%5%
Recruitment53%47%93%7%62%38%86%14% Performance98%2%97%3%98%2%
Capability98%2%99%1%99%1% Payroll74%26%99%1%78%22%95%5%
HR56%44%98%2%64%36%94%6% T/A70%30%98%2%88%12%90%10%
Rostering0%0%88%12%88%12% Divergenceis agency specific,Convergence
is two or more agencies and driven by best practice andefficiency
RTI Folio no. 45KeyFindings - Overall Graph 1: Assessment
ofGraph2:Assessment ofGraph 3:Assessment of DET A convergence
IAgency Specific feedbackconvergence Idivergence divergence
across(via SDA)convergence Iimpact on woG solution
solutiondivergence acrosswith allagency specific
solutionrequirements 3% 75% 97% At a DBRlevel the
solutiomdivergence is25%. At a solutionleveltheimpact of this will
flow throughtothe followingareas withlimitedre-use available
tosubsequent release phases: - Design- Build - Training-
Realisation - Change management- Datamigration RTI Folio no.
46KeyDivergentFindings - Recruitment - MainRoads'requirements
toretainexisting functionality basedontheir commercial(non woG)
instance of RecruitASP - Availability Management - Smart
ApplicationForm - DETA Matrix of Entities andAttributes -
Real-timeIntegration RTI Folio no. 47KeyDivergentFindings -
Rostering RankiPaypoint functionality inStaffingRequirements equity
solution crew-levelrostering comparingplanned andactualrosters RTI
Folio no. 48KeyDivergent Findings - Performance& Capability
PERFORMANCE The additionof a new goal visibility optionof 'manager
and employee only Theimplementationof additionalreports Delegate
ownership of Performance Plans andReviews to other supervisors.
CAPABILTY External access to Saba (DES&Health) Mulitiple
assessments withina course (QPS) RTI Folio no. 49KeyDivergent
Findings - Separations - Aggregatedassignment solution -
Processingfuture datedseparation - Automationof processes -
Deletionof informationat time of separation RTI Folio no.
50KeyDivergentFindings - Time& Attendance -
Aggregatedassignment solution - Future Dated Absences -
RealTimeIntegration - Absence streamlining RTI Folio no.
51KeyDivergentFindings- Payroll - Aggregatedassignment solution -
Automation of processes that willdirectly affect the standard
system design - Customisation of the payroll engine - Standard SAP
concurrent employment functionality RTI Folio no. 52KeyDivergent
Findings - AggregatedAssignment Aggregatedassignment solution -
Options Provided - Standard SAP concurrent employment grouping
concept asper (SP16) - Standard SAP concurrent employment grouping
concept without (SP16) - Custominfotype asper (SP16) -
Custominfotype without (SP16) IBMRecommendation - Of the four
options provided for Aggregated Assignment Solution,IBM recommends
Option1 for whole of Government. - This
recommendationisbasedonOption1 aligning withDEIRStandard Practice16
for Concurrent and Aggregatedemployment. - Option1 leverages out of
thebox SAP concurrent employment functionality and aligns
withIBMguidingprinciples of leveraging the benefits of eachproduct
inthesolutionanddelivering a maintainable solution.Option1
representsminimal customisation to each applications core
framework. RTI Folio no. 53KeyDivergent Findings - HumanResources -
Aggregatedassignment solution - Integration between RecruitASP
andSAP - Transfer workbench - Redesign of the higher duties
andincrements solution to improve processing timeframes -
Considerations for re-employment - Enterprise Structure RTI Folio
no. 54KeyDivergentFindings - AvailabilityManagement Availability
Management - Feasibility studies undertaken IntegrationPoints -
Three options provided To progress with AvailabilityManagement the
followingsteps arerecommendedby IBM - Complete theBusiness process
design,including the process maps andsupporting: Descriptions
ProcessPrerequisites,Triggers andFollowing Activities Business
Process steps Clearly define thescope anddependencies - Provide a
dedicated functionalDET A resource Perform a solution concept
validation - highlevelfit gap assessment of supporting technology
(enable selectionof option tobemade) Fit Gap assessment
tobeconductedbasedontwo options - 1 SAP Solution with
EmployeeInteractionCentre andWorkbrainIntegration,2.Using SAP's
Custom Development Solution - Fit Gap Assessment wouldprovide best
fit andlowest cost for DETA RTI Folio no. 55"'C "co ~o LL. J: o CO
o "c.. c.. ~"'C cu "'C s::::: cu E E o o cu ~RTI Folio no. 56PART A
- Way ForwardWhole of Government 1.Solution Assessment 2.Whole of
Government Design& Build 3.Agency Implementations Section Two -
WholeSection One - Solullon of GovernmentAssllSsmcnt Design and
Build A. Solution Assessment Report a. Solution Assessment Report
Panel . : ~ F. WI,olc ~ r ~ DIvergent Items C. Assessment of Build
-- +(Section Three - Agency'\IImplemontatlonsI I~ = =a I II II II
II II I JI I I II \_- --) RTI Folio no. 57SectionOne -SeetlooOne -
Solution Assessment A. SoIuPon AMement Report 8. Solution A_ment
Report Panel COAment ol DIve....nt Iteme SolutionAssessment Section
one isa one-off set of activities,focusedonthe Solution Assessment
Report andtheevaluationof divergent business requirements WillNOT
start whole of government designuntil alldivergent items have
beenassessed RTI Folio no. 58SectionTwo - Whole of Government
DesignandBuild Section Two - WholeSection two outlines the stages
of the whole of 01 Government government business process design,
functionaldesign . Design and Build andbuilddedicated to the
StandardOffer (core and shared) .Allcore andshared willbedesigned
andbuilt up-front to formthe foundation of the whole of government
framework. Any and all agency specific designs/development items
willbeclassified as "add-ons" tocomply with the woGframework RTI
Folio no. 59Completeend-to-endbusinessprocessdesignforall
in-scopebusinessprocesses The framework for
validatingandrefreshingtheWhole of Government Business Process
Designmust be able to Identify linkages betweenservice delivery
model,process,technology, people and organisation Provide a
commonlanguage toenhance reuse of design elements across levels of
theservice delivery model andbetween different organisation units
(agencies) Incorporate existingproject artefacts anddesign elements
Besupported byrelevant and common tools and techniques Be
implemented by multiple delivery organisations (SSP's) RTI Folio
no. 60Theintent of WOGSSistomaximisecommonality of processdesign
Tomaximise thebenefits of a wholeof Government Shared Services
Approach commonbusinessprocess designis recommended 70%of business
process designed willform 'Core Processes' for allSSPs and Agencies
(by SDA) 10 -20% willreflect 'SharedProcesses' drivenbySSPs
tosupport their operations (by SDA andtheSSP's) 10 -20% willreflect
'Agency Specific Processes' to meet Agency specific HR processes
basedonawards or industry/agency specific legislative requirements
(by SDA and Agencies) RTI Folio no. 61SectionThree -
AgencyImplementations - ~+-,I'Section Three -
AgencyIImplemontationsI I-,I II II I'I II II I,I II II \. ------)
Section three details the context of "how" agency speci fic items
(businessprocess design,functional design and build) willbe dealt
withaspart of anagency implementation RTI Folio no. 62artB -
WayForwardwithDETA BusinessBlueprint SocUon Two - Whol. of
GovernmentLeveragingBest Practice Design and Build '\SOW13 to
focusonagency specific items only .ICommence SOW20inparallel
withSOW13 :Impact assessment onresources,todetermine
resourcenumbers andmix tomove into two Istreams of work I SOW20
toprioritise activities tosupport work I beingconductedinSOW13I I
Start withBusiness ProcessDesign,willleverage ITo-Be business
process designs developed to Idate __.. _ (S.ctlon Thr.. - CETA
Agoncy ImplomonlaUon "- - - - - - )SOW16 tobuildDETA specific items
only(those whichhave been designed under SOW 13) NOTE:The objective
isto aimfor DET A'sOctober 2009Go-Live. RTI Folio no.
63IBMRecommendationstosupport theway forward IBM's recommendations
to support theimplementation of the outcomes of the Solution
Assessment Report include: Governance - governance of SOW
20tobereside withthe Executive SteeringCommittee to reflect the
whole of Government focusof the design Way Forward - design work
mov,ingforwardto shift into twostreams operatingconcurrently.
Stream1 - Whole of Government BusinessProcessDesign Commence the
woGbusiness process designusingSAP ECC6.0 wit the latest
enhancements andsupport packs provided Stream2 - DETA to
finaliseblueprint andfunctionall specs for DETA specific items only
(the prioritisation of this work,willbedependent on
coresolutionconceptsbeing finalised) Design teamlocation - SOW
20project team to belocated atSantos House Re-use assessment panel-
the Joint SolutionWorkshop andRe-use Assessment Panelprocess
tocontinue for SOW 13 RTI Folio no. 64IBMRecommendations tosupport
theway forward IBM's recommendations to support theimplementationof
the outcomes of the Solution Assessment Report include: Business
requirements theDETA 1321requirements are refocusedtoprovide
theminimum acceptance criteria for DETA specific requirementsonly
andDETA move totheForwardPlanning whole of Government solution
scope as the baseline for the designof core functionality the use
of DBRs as a solutionbaseline reference are closed and the
designapproachmove toabusiness process focus with development items
beingidentified throughbusiness processblueprints andfunctional
assessment. RTI Folio no. 65References SAPConcurrent Employment
First FullUSImpl'ementation2003/2004 - Livesince January 2005
(Southwest Texas StateUniversity later changed to Texas State
University) Recruitment Smart ApplicationForm VictoriaGovernment
RTI Folio no. 66'Department of Public WorksRef:eTe15265 Executive
Director briefing note Information Update - TSS Updrade Feasibility
and InitialReview for the Migration of Aurion into TSS (The
Solution Series) PurposeTo provide theExecutive Director
withinformation regarding the current status of the technical
feasibility review relating toupgrading TSS as well asthe
possibility of migrating approximately 15,000 AurionEmployees
and130 SAP employees currently beingmanaged by CAPS into TSS.
UrgencyInformation Only. Background CorpTechcurrently
providesHRandPayrollproductionsupport services toDETA and CAPS for
The Solution Series (TSS)application and
itssupportingCrystalEnterprise reporting system.The Department of
Education Trainingandthe Arts (DETA)and Corporate &
Professional Services (CAPS) have anannual payroll of over three
billion dollars whichrepresents almost one-thirdof Queensland
Government employees.
TSShasremainedonversion3.01sinceitsimplementation over 10 yearsago
andis currently supportedbyCorpTechstaff andcontractors
withFacilities Management and PayrollDisbursement activities
outsourced toexternalsuppliers. InJune 2007 CorpTech andIBM
undertook to deliver a whole of Government HR and Payrollsolution
within SAP ECC5.0 inconjunction withDETA which was targeted to
replace TSS by October 2009.This objective has been delayed
andislikely not to be realisedby the targeted date andareassessment
of theproject anditsdeliverables are currently underway. CAPS have
also approached CorpTechstaff to enquire about current support
arrangements for the existing TSSapplication inlight of expected
woGproject delays. They have alsoindicated that they willbe seeking
toimplement a number of minor projects themselves as woGproject
timelines arere-established.CAPS wish to explore the capabilities
of TSS for any interim benefits that couldberealisedor whichcould
complement their ownprojects.This couldinclude anupgrade to the
most current version of TSS, theexploration of additional
functionality withinthe applicationandItsincreased usage by other
areas of DETA. Issues N/A RTI Folio no. 67-2Current position TSS
version3.01andCrystalEnterprisingReportingsystemare currently
supportedby an establishment of 11contractors providing
applicationandprogrammingsupport;and5 permanent Public Servants
providingbusiness analysis andsecurity support.As the TSS
application requires highly developed skillsetsrelative tothe
application, specialised contractors are necessary toprovide the
level of support needed. Facilities Management andPayroll
disbursements are outsourced toFujitsuunder separate arrangements
andTSS Vendor Support isprovidedby JFT Solutions. Due to the
woGproject delays CAPS,withDETA executive management endorsement,
have developed aninitialProgramof Work detailinga rangeof projects
tomeet the department's priority requirements. Two of these
projects refer to theupgrade of TSS to thelatest Australian
Version5.2.1 (withreview of additional functionality)andthe other
isfor the migration of approximately 15,000 employees
fromTraining(Aurion) and130 employees from Communities (SAP) into
TSS. Status Update CorpTechhasbeenapproachedbyCAPS to perform a
TechnicalFeasibility Assessment onupgrading tothelatest Australian
Versionof TSS, version5.2.1.Aspart of this evaluation, CorpTech
isalsoundertaking a proof-of-concept to ensure that existing
functionalityismaintained thru theupgrade andwillalsoreview,where
possible,some of theadditional features that wouldnow become
available. The CAPS ledeHr Project will thenundertake their
ownFeasibility Assessments, which wouldbe addressedindividually and
wouldcover the following: Business Activitiesinvolvedindeploying
the new version of TSS to their user. Delivering/incorporating
DETAICAPS Establishmentrequirements into TSS. DeliveringESSand
Workflow toall TSS Users Migration of DETA Trainingstaff (andany
relevant statutory authorities) from Aurion to TSS + Migrationof
DETA Communities staff to TSS (13employees.) These assessments
willbeaddressedsequentially asoutlinedabove.After these
assessrnents havebeencompleted, the eHr Project willthenperforma
review onthe migrationof DETA Trainingstaff (approx 15,000
employees)andDETA Communities staff (approx 130 employees) into
TSS. Upgrade Feasibility (Like-for-like Functionality) - Progress
todate isas follows: CorpTech has successfully completed
approximately 80% for the Technical Feasibility
AssessmentlProof-of-Concepl. CorpTech has createda TSS Version5.2.1
Instance andhascompletedmigration of the fullCAPS
Productionenvironment into thisinstance.Basic review of online
functionality hasbeenperformed whichhashighlighteda number of
screens that requiremodification RTI Folio no. 68-3 No Batch
functionalityhas been tested at this stage (i.e.FullPay Run
testing) however thisisscheduled to beginon6th February 2009 The
finall CorpTech TechnicalFeasibility Report wouldnot be
delivereduntil after this module has been reviewed Access to the
TSS Version5.2.1 proof-of-Concept instance has beenprovided to CAPS
for initial review on16th January 2009. DETAICAPS Establishment
req,uirements - Progress to date is as follows: The eHr Project are
aware of the current Establishment Configuration andhow it has been
Implemented into TSS The eHr Project willreview the current setup
andoperation against the eHr Project Establishment
requirements.CorpTech wouldprovide support and technical assistance
in developing aGAP document betweencurrent configurationand
requirements.This GAP document wouldbe provided toCorpTech to
design a solution for theimplementation of these new requirements
CorpTech wouldprovide support to the eHr Project duringallphases.
ESS and WorkFlow Capability - Progress toDateis as follows: Initial
presentation by the TSS AustralianDistributor of the standard TSS
ESSNVorkflow Solution wasundertaken on Wednesday14thJanuary 2009
Thismodule isscheduled for delivery to CorpTech on 6th February
2009 when steps willbe taken to implement it into the TSS
proof-of-Concept instance for initial CorpTechreview Once
completed,CorpTech would thenimplement this functionality into
another TSS Version5 Instance for the eHr Project review
Throughdiscussions with the eHr Project this evaluation
wouldbeperformed after the TSSUpgradeFeasibility Assessment has
beenconcluded AGAP document would be produceddetailing changes
required to the TSS out-ofthe-box solution tomeet DETA Requirements
CorpTech would provide business and technical support to the eHr
Proj ect during during allphases. Migration of Traininginto TSS
CAPS has requested that CorpTech perform some initialanalysis onthe
possibility of migrating approximately 15,000 employees from
Training(Aurion) and130 employees from Communities (SAP) into
TSS.The understanding is that allHR andPayroll functionality
wouldbe migratedinto TSS and that allexisting end-user capability
would now beavailable fromTSS(I.e . ESS and WorkFlow).Work
estimates and costings for this body of work are to be providedif
possible. CorpTech - TSS TechnicalGroup has approached this
analysis with the following assumptions.: Anumber of additional
TSSInstance(s) would berequiredto accommodate
TrainingandCommunities TrainingandCommunities TSSInstance(s)
wouldoperate in the same manner as DETA andCAPS TSS Instances.That
is modifications to TSSfunctionality would be keep at a minimum
wherever possible No changes wouldbeimplemented for thehandlingof
interface files, bothinbound and outbound,to and fromTSS for the
Traininginstances.Interfaces not required can be excluded RTI Folio
no. 694 . The project toupgrade TSS version5.2.1project will go
ahead.This will therefore provide ESSMIorkFlow capability
whichiscurrently available in Aurion andSAP The new TSSInstance(s)
will utilise the TSS ReportingSolution.(Le. Crystal Reports,Crystal
Analysis andCrystalEnterprise) Thenew TSSInstance(s) will reside on
the existing TSS Infrastructure andwould result in anexpansion of
services providedby current Facilities Management Supplier (Fujitsu
Australia) All disbursements fromthenew TSSInstance(s) would be
reviewedandaligned to the processes andprocedures currently inplace
for DETA andCAPS. Progress to date is as follows: CorpTech has
heldinitial discussions internally with AdrianFischle andRoss
Glendinning to gain anunderstanding of the configuration,
functiona'iity andoperations currently in place for Training .
CorpTechhas alsohadinitial discussions withtheeHr Project,Data
Management Team. This teamhas beeninvolvedindata
analysis,cleansingandalso extractionactivities with the view of
migrating tothe woG Solution. CorpTech has hadinitial discussions
with eHr Project regardinghow they canassess the project size
andimpact of migratingfrom Aurion/SAP toTSS.Their initialrequest
was for anaddition TSS Version5.2.1instance for
evaluationpurposes.As thisreview will be undertaken after other
usedby CAPS resources andsupported by CorpTech. Aninitial, review
hashighlighteda number of areas that requirechanges to existing
services.These include: Facilities Management Agreements woG -
HR/Payroll Disbursements Agreement Hardware Infrastructure
HRlPayrollReporting Changes toHRlPayroll Business process When
reviewingdata conversation and TSS configuration activities that
wouldneed to be undertaken, there seems to be a number of different
options available that couldbe adopted.when migrating Traininginto
TSS.These options are also dependent onthe earlier activities
andchanges that willresult from: The TSS Upgrade Modification to
the TSS Establishment Configuration,and TheESS& WorkFlow
Solution that wouldbe deployed. For thisreason,the eHr Project have
requestedthat this migrationactivity be addressed asa separate
project andthat reviewsandGAP Analysis activities wouldcommence
after decisions have beenmade onthe above.CorpTech
wouldagainsupport allactivities during this project. Way Forward:
CorpTechhavehighlighted toCAPS that no activities canoccur until
fundingand resourcinghave beenagreed toandCorpTechGovernance has
been followed.Allefforts thus far have facilitatedinvestigationby
thecustomer to allow them toprogress their business case
withnegligible cost andresourceimpacts. RTI Folio no. 70- 5 Thenext
steps are: CorpTech willdevelop a PlanfGant Chart detailing
CorpTech tasks andactivities requiredfor a eHr Project - TSS
Version5 Evaluation.Thisplanistobepresented to the eHr project
onFriday 30-1-2009.If possible CorpTechwillawait response fromeHr
project on the commencement of the TSS Establishment review
andsupport their activity.The eHr Project evaluation would not
beundertakenuntil theinitialreview,Like-for-Like functionality
iscompleted. CorpTech willcontinue to investigateESS
andBatchmodules within TSS to meet customer requirements CorpTech
willhighlight theresourcingandcostsrequiredfor this evaluation to
provide to theeHr Project asa request for fundingandsubmit for
relevant approval. Contact Officer Corey Passmore AIOirector- HR
Application Management Service Management 31791309 Date:27 January
2009 Endorsement Philip Hood Program Director Service Management
31791011 0417143590 RTI Folio no. 71Whole of Government
HRBusinessSolution Assessment August2007 Queensland Treasury - SSS
ProgramCommercial In- ConftdencePage 1 RTI Folio no. 72HR
BusinessSolution AssessmentPresence of IT Table of Contents
1Executive Summary .... .... .. ............. ... .......... ..
..... ...... ............ ....4 1.1Introduction
....................... .... . .......
.................................. ............4 I .2Approach..
.... .......................... ...... ...... .....
.................... ................ . 4 1.3Key Rndings .........
.... ....... .. ........... .... .......... ................... ..
..... ....4 1.4Recommendations.......... ........
.................. .... .. ........... ... ........... ...... ...
.. .....5 1.5Immediate Next Steps ........
....................................... .......... .............
........ ............ ......6 2True PositioningAssessment Scope ..
........ .. .. ..... ........ .. ... .. ... ... 7 2.1Approach ...
.... ... .. .... ........................... ...............
............................ ........ .................. ...7
3Background ... .. ...... ...... ..... ...... ... ..... .. .. ...
.......................... .... .. ... 8 4Assessment Summary
............ .. .. ...... ............ ..... .... ... ........
..... .. 9 4.1Functional and Technical Areas .... ..........
............. ............................ 9 4.1.1Enterpri se
Structure........ .......
.................................................. ..9
4.1.2Personnet Administration. .... ......... .... ....
................ .... . .................... ...9
4.1.3OrganisationalMaoagemen!....... .. ..... ...... .. .........
........ .... ...... ...................9 4. 1.4ESSIMSS ..... ....
.. .. .. .......... ........................... .............
............................... . 10 4.1 .5Payroll........... .. ..
............... .................. ......... ....... .. ..
.................... ...10 4.1.6TImeManagement ....... ........
........ ........ ...... ......... .. .................
............ ... ........10 4.1.7Seourity
........................................................ ......
...................... ................ ......11 4.1.8Tecllnfcal
Architecture ...... .................. ........ ..............
................... ..... ...... ........ 11 4.1.9ProductionSupport
and BwldEnvironmen!...
.................................................. 12 5Detai led
Assessment.... ............................... .... ......... .. ..
.......... 13 5.1Enterprise Structure .. .....
.............................. ...... .................. .. ..
.................. ......... .....13 5.1 .1Overview
........................... .. ...................
..................... ......... ....... ............... ....13
5.1.2Findings.. .... .............. ....................
................. ........ ..... ............ ....... ......13
5.1.3Comments ... ...... .. ............... ....................
......... .. ............. ................................. 14 5.
1.4Recommendations ................................ .... ... ..
...... .................................14 5.2Personnel
Administration (PA) ...............................................
...... ..... ...... ................15 5.2. 1Overvi ew ......
......... ..... ....... ........... ...................... ......
......... ...........15 5.2.2Findings... .. ...... ........ .. ..
...... .............. ....... ............................
................15 5.2. 3Comments...... .............. ... ....
...... ............. .. ..........
................................. ....20
5.2.4Recommendations............... ..... ........................
.................... ................ 21 5.3Organisation Management
.. .. ............. .... ... .......... ........... ... .. ..
............................. ...22 5.3.1Overview .. ............
...... ......... ... ............... ..
.................................. ............. ... 22 5.
3.2Findings...................... .. ............. ................
....... ........ ......................... 22 5.3.3Comments.. ..
................. ........ ....................... .......
............ .... 26
5.3.4Recommendations........................... ...................
.. .................... ...... ..26 5.4ESSlMSS.................
........... .. ......... ............
............................... .. .......27 5.4.1Overview
............... .............. ............ ..
........................ ................ ............ .. 27
5.4.2Findings ........... .... .............. .......... ........
......... ...................................... ............. 27
5.4.3Comments... .. ............. .... ... ............ ..........
.. ......... ....... ............ ...............28
5.4.4Recommendations ....... .... ............... ..... ....
......................................... 29 5. 5Payroll. ...
........ ........... .... ........... ......... .......... 30
5.5.1Overview ..................... ............... .............
......................... ........................... 30
5.5.2Findings..... .... . .... .......... .......................
................ ............... ... 30 5.5.3Comments. ......
..................... .. ........... ........... ....... .....
..............34 5.5.4Recommendations .............
........................ .............. ................
............... ......... 35 Ooeenslaoo Treasury SSS
ProgramCommercial- in - ConfidencePage2 RTI Folio no. 73-----------
------ - - ;HR BusinessSolutionAssessmentPresence of IT 5. 6Time
Managemenl. . ............ .... ......................... .........
.... ................... .. ............ ........ 37 5.6.1Overview
.............. ........ .. ...... .. ......... ....... .... .. ..
.. ................. 37 5.6.2Findings.... .. ...... ... ....... ..
.. .......... .. ....... ......... .... .......... ......... 37
5.6.3Comments.. ...... ........... ........... ...............
.......... ..41 5.6.4Recommendations..... .. ............. .......
.... ........ 42 5.7Security .. .. .. .. ......... .... .. .. ..
....................... ..... : .......... 43 5.7.1Overview
........ .. ............ ................................... ..
....... .. ... .......... ...43 5.7.2Rndings.. .......... .........
........... ....... .. .................... .. ....... ....
....................... ..43 5.7.3Comments .. ...... .. ......
........................... .. ........ ...... .................
... ....... ...... 45 5.8Portals.... .............. ............
............... .................. ..... ..... .........
........... .. .... .. ............ 46 5.8.1Overview ..
.................... .. .. .....................
...................... ...... ............... .. . 46 5.
8.2Rndings............. .. .. .. .... ............ .. .......
_....... ... .... .... .... ........... .. .... ... 48
5.8.3Recommendations. .. .... .............. .. .. .... ........
......... ...... .. .... ...... .. ....... 48 5.9SAP HR Integrat on
to other FlInctlooality (OFS) .... .. ......... .. .. .. .... .....
.... ........ 48 5.9. 1Overview ................ ..... .. .. ..
..... .. .......... ..... ....... ............... .. .. ... .....
.............. 48 5.9.2Findings.. .......... .............
......... ... .. ...... .... ...... .... .................
............ .. ........ ..48 5.9.3Recommendations. .. .... ..
......... .... ......... .. ........ ........ ........ ..........
48 5.1 0SAP HR integratlon 10 Business WareHousing ... ........
.............. ....... 49 5.10.1Overview ............... ..._..
.................. .... .. ............. 49 5.10.2Findi
ngs.......... ....................................
................. .... ........ ............... ..49
5.10.3Recommendations. ... .. ......... ........ ... ..........
.... .. . 49 6.1 1Technical Architecture.............. ..........
..................... .. .. .... .. .... ............. .... ....51
5. 11.1Overview .................. ..... .... .. .. .... ..
........... .. ....... .. ........ .... ... 51 5.11 .2findings..
................ ... .............. .......... ...... .............
..51 5.1 1.3Recommendations .. ...... .. ......... .. .. ....
................ ...... ........................ .... .. . 52
5.12Bundand ProductfonEnvironment............. .........
................. .. .. .. ....... 55 5.1 2.1Overview ..
.............. .... .. .. ....... . .. .. ........... .... ......
.. ... .. .......... ........ .. ........ 55 5.1 2.2Findings..
............... ....... .. ... .. ......... .................. 55
5. 12.3Recommendations..... ....... .. ..................... ..
........... ..................... ...69 Queensland Treasury -
SSSProgramCommercial- in . ConfidencePage 3 RTI Folio no.
74HRBusinessSolution AssessmentPresence of IT 1EXECUTIVE SUMMARY
1.1INTRODUCTION TheQueensland
Government,throughtheCorpTechSSSProgram,isintheprocess
ofrollingoutasingleHRBusinessSolutiontomorethan200,000employeesin
twentysixagencies,supportedbythreeSharedServiceProviders(SSP).TheHR
BusinessSolutioniscomprisedofacoreSAPECC5HR/Payrollsolutionandthree
specialistbestofbreedsolutions- Workbrainforrosteringandworkforce
management,SabaforperformanceandlearningmanagementandRecruitASPfor
onlinerecruitmentandapplicantprocessing.TheDepartmentofHousingwas
selectedasthe pilot agency andislive with integration toa 4.6c
Finance system. Aspart of areadinessassessmentforrollout toother
agencies, CorpTechengaged Presence 01ITtoconducta
TruePositionAssessment ofthecoreSAPsolutionand
itsintegrationtotheotherapplications.Thereviewfocusedontheconfigurationof
thesolutionandthesuitabilityofitsunderlyingdesigntosupportasingleinstance
sharedservices environment andthe plannedrollouttoother agencies.
Presence ofIT wasfoundedin1999bya specialist teamof
HRiPayrollconfiguration specialists, who workedwithSAP Germany to
buildthefirstAustralianversionofthe
SAPPayroll.PresenceofIThasgrowntobecometheleadingsupplierofSAP
HR/PayrollconsultingservicesinAustralia,providingimplementationandsupport
servicestoAustralia's
largestprivateandpublicsectororganisations.Overthelast
fewyearsPresenceofIThasbeeninvolvedinthedesignandimplementationof
largesharedserviceHRipayrollsolutionsforseveralglobalorganisationsincluding
RioTintoandBHP BilJiton. 1.2APPROACH
Theunderlyingapproachtothisreviewwastoassessthecurrentsolution
environmentforitssuitabilityasthebasisforaneffectiveandsupportablefuture
shared services solution. The following steps were takentoderive
our findings: 1.Reviewed the currentsystemlandscape 2.Investigated
theproduction systemIssues &Problems Log 3.Conductedinterviews
withstakeholders
4.AnalysedtheDevelopmentandUserAcceptanceenvironmentstoproduce key
findingsandrecommendations
5.Assessedthetechnicalarchitecturebasedoninterviewswithkeytechnical
membersandrelevant systemdocumentation. 1.3KEYFlNDINGS
ThekeyfindingsfromtheTruePositionAssessmentare:
TheSAPsolutiondesignandconfigurationissound,however furtherworkis
requiredtotransitionitfromasingleagencyimplementationtoashared
services framework readytosupportfurtheragencies. Queensland
Treasury - SSS ProgramCommercial- in - ConfidencePage 4 RTI Folio
no. 75HA BUSinessSolution AssessmentPresence of IT
Thereisevidenceofalackofacoordinatedapproachtothesolution
pfanning.Thislackofcoordinationisoftenassociatedwithlargerprojects
beingsourcedwithdisparateconsultinggroupswhodonotsharethesame
design techniques.
ThesolutionhasbeenhighfycustomisedtomeetsignedoffQueensland
Government business requirementsand thiswill causeongoing support
effort andcost,whichmaynotbeclearlyunderstoodbytheagencies.Thesheer
numberandcomplexityofthedevelopmentsrequireagreatdealof
managementandcoordination.
Thecurrentbuildandproductionsupportenvironmentisappropriateto
supportasingleinstancesharedservicessolutionaslongasstrictcontrols
are executed.
Theexistinghardwareresourcesareadequatetohandlethecurrentsystem
load.However carefulplanning is requiredforfuture rollout.
Insummary,thesolutionissoundhoweverhaslargelybeenbuillaroundasingle
agencymodel.Immediatestepsarerequiredtoestablishthedesignframeworkand
standardsrequiredforasharedservicesmodelbeforethesolutionisexpandedto
includeotheragencies.Thisactivityisnotdifficulthoweverfailuretoaddressitwill
resultin an increasingly complex endsolution thatis costly to
support andmaintain. 1,4RECOMMENDATIONS Althoughthereareissues tobe
addressed topreparethe systemfor a shared service solution,
thereisnoreasonwhysingleormultiple rolloutsshouldnot bepursuedon
the existing singleinstance platformprovided that thehardware
isadequate. It is recommended that : Resourcesare allocated
toaddresstherecommendationsoftheTruePositioning
reportandpreparethesolutionfora
sharedservicesenvironment.Noadditional agency configuration
changesshould be made until thishasoccurred.
Thesolutiondesignbecentrally managed by a
dedicatedSolutionIntegrity team,
withafocusondesignstandardsandnamingconventions,tocontrolthefuture
extensionstotheSAPstructuresasmoreagenciesareaccommodated.This
teamwillactasa gatekeeperforanyconfigurationanddevelopment.Thisteam
canbeindependentbut'importantlymustbegiventheauthoritytoensurethe
systemisdesignedina long-term costeffectivemanner.
Nonstandarddevelopment
becloselymanagedandcoordinated.Thisiscritical
asmoreagenciesarebroughtontothesystemaschangesinanyofthese
developments willaffect other parts of the system andother
agencies.
GuidelinesandapprovalprocessesbeimplementedtofullyinformtheCEO
GovernanceBoardof theimplications
ofallfuturenon-standardfunctionalityand customisation. Queensland
TreasurySSS ProgramCommercial - In - ConfidencePageS RTI Folio no.
76HRBusinessSolution Assessment
CommunicationandcollaborationbetweentheBusinessSolutionBuildteams
andtheTransitionteamsbeformalisedin order tobettermanage
expectations of agencies.
Thecurrentbuik:Jandproductionenvironmentsbemaintainedwiththeutilisation
ofatooltoassistinsynchronisingthetwodevelopmentenvironments(preproduction
and build). 1.5IMMEDIATE NEXT STEPS
Toguidetheapproachtotherecommendationsabove,itissuggestedthatacollaborative
planningexercisebeundertakenwithrepresentativesoftheCorptechSSSProgramand
Service Centre to: Develop the Shared Services Design Framework
andStandards Establish the SolutionIntegrity Team Develop
theSotution Management Charter Queenslaoo Treasury SSS
ProgramCommerdal - in - Confide""oPage S RTI Folio no. 77HR
Business SoIullcn AssessmentPresenceof IT
2TRUEPOSITIONINGASSESSMENT SCOPE Thescopecoverstheassessment
ofcurrentSAPconfiguration.Theareasthatwere assessedare: Enterprise
Structure Personnel Administration OrganisationManagement ESS/MSS
Payroll TimeManagement IIntegration toCross ApplicationTimesheet I
Workbrain Security Portals Integration to other SAP functionality
SAP HRIntegration toBusiness Warehouse TechnicalArchitecture NB:
Amoredetailedassessment of theWorkflow componentisplannedandwillbe
submitted as anaddendum to this report. 2.1APPROACH Theprocess
usedto develop thefindings was: t.Analysetheexistingbusiness and
current systemlandscape. 2.Investigate thecurrent productionsupport
Issues/Problems Log. 3.TheBuildDevelopment
andUserAcceptanceenvironmentswereinvestigatedto produce
keyfindingsandrecommendations. 4.Conduct interviews
withstakeholders to gaininformationrelevant tothe
assessment.Thefollowingstakeholders provided information for
thisexercise: HRBS Director - Scott MacDonald Standard Offering -
SandraBowtell .,PersonnelAdministration- Danielle West, Neil
Jennings . 'OrganisationalManagement - TraceyCox,NeilJennings
Performance& Capability Lead - Andrew Childs Recruitment
Contact - PhilBeckey HR/PayrollLead - LeanneDavidson Payroll-
RossCarleton,Brett Tetlow,RobynFerguson TimeManagement -
Mary-AnneMcCarthy Security - BillWillmott,Peter Eltherington
ApplicationsDevelopment Lead - Neil Wild Technology-
PeterPerbellini ,LexCunningham,SteveChung, Darren Olm
BWIntegration- PeterPerbellini,LexCunningham,SteveChung, Darren Olm
OFS - PaulFrazer,MarkHolz Queensland Treasury- SSS
ProgramCommercial- in- ConfidencePage 7 RTI Folio no. 78HR
BusinessSolution AssessmentPresence of IT 3BACKGROUND
TheStandardOfferdesignisdrivenbykeyprinciplesthatwereapprovedbythe
CorporateServicesManagementCommittee(CSMC)andtheCSMCHRSubcommittee.ThedesignprincipalsembracestandardHRprocessesstandardSAP
functionality.Functionality
isdeliveredaccordingtotherequirementsagreedtointhe
DetailedProcessDesignReports(DPDRs)andDetailedBusinessRequirements
(DBRs). The Standard Offer underpins thefollowingdesignprinciples:
Developmentofstandarddatastructurestoreduceunnecessaryduplicationin
ordertofacilitateeasierconSOlidation,sharing,andreportingofdataacross
agencies.
Aclientsupportmodelfordeliveringsupportandadvice,usingstandardised
supportprocesses,astandardisedapproachtoContact Centres ,
andwithspecific Centres of Skillfor specialist support. A
singleemployeeidentifier that willremainwiththeemployee,ratherthan
agency based employee numbers.
AsystemthatcantrackwOrkforcedirectandindirectcosts,andlinktoother
Corporate Systems including costing systems.
Asystemthatempowersemployeesthroughgreaterinvolvement,management
and access totheir personal data. Processes that support line
managers infulfillingtheiraccountability.
Automated,onlineapprovalprocesses.
Informationchangesinonepartoftheprocessthatautomaticallytriggers
associated data processing tasksinrelatedCorporateSystems.
TheDepartmentofHousingwasselectedasapilotandislivewithECC5SAP
HRiPayrollwithintegrationtoa4.6cFinancesystemaswellasotherHRrelated
systems.
Aspartofareadinessassessmentforrollouttootheragencies,SSShasengaged
PresenceofIT toconducta TruePositioningAssessmentof
theSAPsolutionandits
integrationtootherapplications.Withtheconfigurationofthecurrentlivesystemas
themainobjective,Presence ofITalsofocussedon thesystemdesign
forplannedroll out to theother agencies. Queensland Treasury - SSS
ProgramCommercial - In - ConfidencePageS RTI Folio no. 79HR
Business Solution AssessmentPresence of IT 4ASSESSMENT SUMMARY
Asummaryofthekeyfindingsofthefunctionalandtechnicalareasarehighlightedin
thissection.DetailedfindingsandrecommendationsareavailableinDetailed
Assessmentssectionofthisdocument. 4.1FUNCTIONAL AND TECHNICAL AREAS
Thew-o-GHRBusinessSolution(HRBS),asacentraliseesharedfunction,will
eventually service the payments andHR business processes of
approximately 200,000
employeesthroughoutQueensland.Thereare183uniqueawards,actsand
agreements which wouldhave to be catered for intheStandard Offer.
4.1.1Enlerprlse Slructure
TheEnterpriseStructureisusedtoclassifyemployeesintodifferentgroupingsto
makethemeligibleorineligibleforspecificprocesseswithineachoftheindividual
modules of the SAPsystem. Recommendations TheEnterpriseStructure
asa wholeiswelldesignedandshould adequately support
thew-o-Gsolution.Onepointtoconsiderforthefutureisprovisionforemployees
secondedinto oroutof agencies. 4.1.2Personnel Administration
TheconfigurationofthePersonnelAdministrationsystemiseffectiveandsupports
futureagencyimplementations.Enhancementsanddevelopmentshavebeenmade
tomeetagencyrequirements.Althoughtheimpactsofthesechangeshavebeen
communicatedtothebusiness,
thevalueaddedbyincludingthemcompareetothe additional effort
requiredtosupport themhas not been demonstrated. Recommendations
Duetonon-standarddevelopments,reworkwillberequiredwhenthesystemis
upgradeeor supportpacks areapplied.Someofthese developments
aresupported, forexampletheprocessesaroundincrements,
higherdutiesandpriorserviceasthe
standardSAPfunctionalityavailableatthemomentdoesnotfullycaterforthese
processes.However,itisstronglyadvisedthatSSSrefrainfromaccommodating.
non-standard devel,opments thatarenotcriticaltothebusiness
.AnexampleofthislS
standardinfotypechanges.Thiscouldbecomeahighrisk,especiallyasmore
agencies demand that their specific requirements areaddressed.
4_1_3Organisational Management
TheOrganisationalManagementconfigurationiseffective,howeveralotofdatais
maintainedwhichcanbecomeredundantquicklyifitisnotmaintainedaspartofa
process andreviewed/updated ona regular basis. Recommendations
ThereisaconcernaboutretainingconsistentOrganisationaldatawhenmorethan
oneSharedServiceProviderisupdatingtheOrgal'11isationalStructure.Asthe
OrganisationalStructureisoneofthemajorbuildingblocksoftheSAPsystem,
and
keytomanyotherintegratedprocesses,considerationshouldbegiventoacentral
maintenancepolicyfortheOrganisationalStructure.ESS/MSSworkflowissues
Queensland Treasury - SSSProgramCommercial- in- Confi dencePage 9
RTI Folio no. 80HR Business Solution AssessmentPresence of IT
whicharecurrentlybeingexperiencedareanexampleoftheimportanceofaclean,
up todate OrganisationalStructure. 4.1.4ESSlMSS
Therearesomeusefulservicesdeliveredbythew-o-GESSandMSSwherean
employeehasaccesstoservicesfromworkingtimethroughtolearningdata.
HoweverworkflowissuesareexperiencedduetoproblemswiththeOrganisational
Structure.EnsuringthattheOrganisationalStructureiscorrectwillreduceexisting
workflowissuesinthisarea. Recommendations
ItiscriticaltoensureacleanOrganisationalStructureisinplaceforfuturerollouts
andthatthestructuresaremaintainedcontinuouslyandpreferablycentrallyas
OrganisationalStructureproblemsaHectmanyotherareasofanintegratedSAP
system. 4.1.5Payroll
Payrollprocessesarewelldefined.WhilstthePayrollconfigurationiseffective,
the
PayrollSchemainitscurrentstateshouldbebranchedofftoincludedecisionrules
agencylevel.Aconcernisthehardcodingofwagetypesinthecustomisedrules
whichwillbecome problematiC withfuturerollouts. Concurrent
Employment
Duringthereviewitwasidentifiedthatthe,functionalityaroundconcurrent
employmenthassomeissues.Someissuesstemfromsystemdefectswhicharenot
unusualforapilotsite,andSAPisaddressingtheseissues.Otherissuesrelateto
unclearbusinesspoliciesandrequirementsintermsoftheuseoftheconcurrent
employment functionality. Concurrent employmenthasbeenactivated
forthew-o-G solutionandonceactivated the
functionalitycannotbereversed. Recommendations
ItisnottoolateinthebuildprocesstochangethePayrollSchemato
accommodatedecisionrulesforfutureagencies.Thisshouldbedonebefore
development forthenext agency starts. Wagetypehardcoding inrules
should be avoided and thosewhichcurrently exist should be changed.
Thepoliciesandbusinessrequirementsforconcurrentemploymentshouldbe
confirmedandtheconfigurationstabilisedpriortoproceedingwiththenext
agency implementation. 4,1,6TimeManagement
TherearenomajorissueswithTimeManagement.ThestructureoftheTime
ManagementSchemaisbasedontheapplicableemployeeAwardsacross
QueenslandGovernment.Thisisaworkableapproach .Leaveaccrualgroupings
weredesignedtoallowforagencyspecificprocessingandsupportsfuturerolloutto
other agencies. Oueensl and Treasury SSS ProgramCommerdal- In -
ConfidencePage 10 RTI Folio no. 81HR Business Solution Assessment
Presence of IT
LeaveroundingandthedesignofLeaveLoadingprocessingshouldbereviewedas
the way itis currently done may nol suit allagencies. Cross
Application Timesheet (CATS) CATSiscurrently beingused to
recordtimefor job costing andhours worked.AWeb
DynproCATStimesheetisgoingtobedevelopedandisalreadyintheBlueprint
phase.The solution includes anAssisted Self Service design.
Recommendalions Althoughthe Schema isstructuredaccordingtothe
variousexisting awards,with 8of the183 existingcurrently,itmay also
benecessary toaddafurtherdecision
ruleatagencylevelviathePersonnelArea.Thiswillallowflexibilityifagencies
interpret thesame awards slightly differently fromeach other.
Theleaveaccrualsaveragedover4yearsarebasedonexistingbusiness
requirementsbutmaynotsuitallagencies.Ifthisisthecase,severalselection
rules willneedtobe changed.The change canbe easily
achievedthoughasthe set-up of theEnterprise Structure allows
forit.A review is recommended. 4.1.7Security
Theteamresponsibleforsecurityiswellmanagedandstructuredtocaterfornew
agenciescomingonboard.Processesarealreadyinplaceforsmoothtransitioning
intoa SharedService environment.
Aninitiativetochangefromuserbasedsecuritytopositionbasedsecurityhas
alreadystartedandshouldcontinueasuserbasedsecuritywouldbecomean
enormousmaintenanceeffortforasystemwhichwilleventuallyhost200.000
employees. Recommendalions The implementation of positionbased
security isstrongly supported. 4.1.8Technical Architecture
Basedontheinformationprovidedbythemaintenanceteam,itcanisclearthatthe
current systemlandscape isadequately resourcedto facilitate
therequirements of the existing agencies. Recommendations
Althoughthesystemis adequateforthecurrentlive
environment,areviewneeds
tobeconductedtoassestheallocatedresourcesfortheremainingagenciesto
ensurethatacceptablesystemperformancelevelsareachievedasadditional
agencies come on board.
Networkperformancetestingishighlyrecommendedtosimulatetotalenduser
bandwidthutilisationfromafront-endand
back-endperspective.Thiswillensure the responsiveness of the
network isadequately sizedtomeet alluser and server
bandwidthrequirements.Itisunderstood thatthisisanagency
responsibility. but if itis no\ managed. theimpact onthe project
ishuge. Queensland Treasury - SSS ProgramCommercial - In -
ConfidencePaget1 RTI Folio no. 82HR BtJslnoss
SoIU1IonAssessmentPresence of IT
OndemandhardwareallocationwillworkaslongasIherequirementsforthe
upcomingagenciesareassessedwellinadvanceandincludeperformanceand
volume!stress based testing. 4.1.9Production Support and Build
Environment The build and support environments includes two
Development environments.Oneis
Productionsupport(CEJ)foragenciesthatareliveandtheotherisutilisedfor
continuous build and rollout tothe remainingagencies (CEO).
Withstrictprocessesandcontrolsinplacetoensurethat
changesthataremadein CEJ(live development client)arebeing
replicatedinCEO (builddevelopment client). the strategy for build
and support isadequate for futuresingle and multiple rollouts.
WedohoweversuggestthatSSSconsideraOneDevelopmentenvironment.The
branchingoffoftheSchemasonagencylevelwillmakethismanageablewithless
riskinvolvedthanatwodevelopmentenvironment.Thiswillalsosupportmultiple
agency build and testing. Queensland Treasury - SSS
ProgramCommercial In - ConfidencePage12 RTI Folio no. 83;
HABusinessSolution AssessmentPresence of IT 5DElAILEDASSESSMENT
PresenceofITispleasedtopresentSSSwiththedetailedfindingsfromtheTrue
PositioningAssessment conductedbetween16 July and11August 2007.
5.1ENTERPRISE STRUCTURE 5.1.1Overview TheSSSSAPPayrollisa
centralisedsharedfunctionthatwilleventually servicethe
paymentsofapproximately200,000employeesthroughoutQueensland.Thereare
183uniqueawards,actsandagreementswhichwillhavetobecateredforinthe
Standard Offering. 5.1.2Findings
ThefollowingtablesummarisestheEnterpriseStructureoftheSAPHR/Payroll
system.TheEnterpriseStructureislogicallydefinedandsupportsfuturerolloutto
futureagencies. ComponentNumberComments Company codes26+Each
Company code is requiredtodelineate financialreporti ng.
Therearecurrently29companycodescreatedinthe
developmentsystemandthiswillmostlikelyexpandaseach agency moves on
to the woG system. Employee22Used todelineate generalemployment
typesof employees e.g. GroupsCasual,FTPermanent,PTPermanent,
Shift,External , Trainee etc.
AcustomfeatureYEMPGhasbeendevelopedtocategorise
EmployeeGroupsintoabroadergroupingofeitherFT (Fulltime) ,
PT(PartTime)CA(Casual)orEX(External)sothat any customprogram
canusethis groupingifrequired. Employee Subgroups
15+Usedtofurtherdelineatetypesofemployeesintoaward/ Industrial
conditions for therelevant positions. Payroll Areas3All employees
are paidvia two fortnightly pay cycles PI- Pay Advance P2 Pay
inArrears ZZ - NonAccountingforPayroll
PersonnelAreas21+Usedtodelineate anemployee's agency
Therearecurrently 21PersonnelAreasandthiswillincreaseif morecompany
codesarerequired. Thefirst2 charactersof
thePersonnelAreafieldwillrepresent
theDepartmentasperthewoGagency/SSPidentifierlist. Thelast 2
characterswillincreaseby1 ifmore company codes arerequired. Work
Contract2+Used tofurther breakdown the Employee Sub Group
toidentify employee conditions andentitlements Queensland Treasury-
SSS ProgramCommercial- in- ConfidencePage13 RTI Folio no.
84HRBusinessSolution AssessmentPresence of IT 5.1.3Comments
Employee Group andSubgroup categories arelogicalandshouldbe
retainedas they allow a practical way of branchingoff withinthe
timeandPayroll Schemas to the variousgroups of
employeesbasedonemployment typeandaward/industrial instrument.
TheuseofonlytwoPayrollAreashasbeenidentifiedasa requirementtoallow
concurrent employment tobe usedasemployees need
tobeonthesamePayroll frequency.The use of the twoPayroll
Areasisefficient and should continue.
ThePersonnelAreaandSubAreaGroupingsarelogicalandshouldbeableto
cater forallagencies withinthew-o-Ggoing forward.
Theworkcontractfieldshouldbeusedtofurtherbreakdowngroupsof
employeesbasedonconditions andentitlementsasrequired.
TheEnterpriseStructureasawholeshouldadequatelysupportsstandardHR
andPayrollreporting. 5.1.4Recommendations Provisionshouldbemade
toremployeessecondedinto oroutofagencies interms of Employee
Grouping. Queensland Treasury - SSS ProgramCommerdal - In -
ConfidencePage14 RTI Folio no. 85: HRBusinessSolution
AssessmentPresence of IT 5.2PERSONNel ADMINISTRATION (PAJ
5.2.1Overview
ThewoGsolutionusesbothstancardanccustominfotypes.SpecificHRPS
infotypesareusedtocaptureinformationspecifictopublicsectororganisations.
w-o-GisonlyusingtheHigherdutiesinformationinthisarea.Thesecustom
developmentsarenecessaryasSAPstandardfunctionalitydoesnotadequately
support the businessprocesses.
PAprocessesarewelldefinedandthereisverylittleredundancyinthecurrent
configurationofthePAmodulewithinthesystem.Tocater
fornoncomputerusers,
manualprocesseswhichreplicatetheSAPfunctionalityhavebeenput
inplace(i.e. manualforms)
.WhereSAPfunctionalityhasbeenlostduetoConcurrent
Employmentbeingactivated.SAPstandardfunctionalityhasbeenreconfiguredto
meetbusiness requirements. WhilethePAconfigurationisgood.thereisa
developmentrelatingtorenamingall
infotypeswhichadeslittlevalue.Althoughitissmall.reworkwillberequiredafter
upgrades orSAP support packs areapplied. 5.2.2Findings 5.2.2. 1
Infotypes 0001Organisation AssignmentThisInfotype has beenenhanced
because thestandard fieldsdonotprovideenoughinformationforpay
points. Fulladdress wasrequirec.
0002PersonalDataInlotypehasbeenenhancedtoincludeverification
details. 0003 0006Addresses 0011External Transfers 0014Recurring
Payments & Deductions 0015Additional Payments 0019Monitoring
ofDates Infotypehasbeenenhancedbecauseadditioncontact numbers
whererequired. Usedtodrive workflow. include SARASfields Queensland
Treasury SSS ProgramCommercial- in- ConfidencePage15 RTI Folio no.
86HRBusinessSolution AssessmentPresence of IT 0227TaxFileNumber
0302AdditionalActions 0509Higher Duty Allowance (renamedHigher
Duties) 0655ESS Settings:Remuneration statement EndPoint Australia
0709PersonID 0712Main Personnel Assignment 081 7Income Tax
Withholding Variation 0849PaymentSummary Aus tralia 0850 E l i g i
~ eTerminationPayment -AU 0701 Infotypehasbeen
renamed.Needtobecheckedafter the applications of Support
PacksandUpgrades. Subtypes0001 ,0010(alsousedtodistributepayslip
viaemail),9000,9001(Legacyemployeenumber, AccesstoPortalYorN-
willtheemployeehave access toa Portalor not) .
Infotypehasbeenrenamed.Needtobecheckedafter the applicat
ionsofSupport Packs andUpgrades. User
exitonhiretocreaterecordforESSusers"donot prinr checked. System
generated number. 2010'EmployeeRemunerationInfo 2012Time
TransferSpecifications 2013Quota Corrections 0416Time Quota
Compensation 9000EqualEmployment Opportunity
Fieldsrequiredforlegislativereporting.Requiredfor
MOHRI(approx.80datafieldssomeofwhichare
these).StandardinfotypedidnotmeetMOHRI
9001SubstantivePositionCustom relationship ASUBinOM.Allows user
toselect thesubstantive positionnumber. Queensland Treasury - SSS
ProgramCommercial- in - ConlidencePaget6 RTI Folio no. 87HR
BustnessSolution AssessmentPresence of IT Government
solutiondoesnotmeetrequirements. LWOPExclusionPeriee
9008Reimbursements - Work Cover 9009VarianceNotificationsWorkCover
9010CustomSARAS AttributesIncorporatedintotheeducationinfotype 0022
(Educ)
Therehavebeensomeinfotypeenhancementswhichaddfunctionalitybutthevalue
whichitaddshastobeproved.(I.e.fulladdressforpaypointoninfotype0001,
renamingofinfotypes). 5.2.2.2 Actions
Thew-o-Gsolutionhas13actions.Sixareavailableonthestandardactionsmenu
andfourareavailableontheMiniMastermenu.Theremainingactionsrelateto
conversion.TherearenocurrentissuesrelatingtoPAactions.Theuseofaction
modifiersresultsinareducednumberofactions.Thisreducedlistprovidesa
clear directiononwhichactionistobeusedforwhichprocess.
MOHRIActionreasoncodes'havebeenconfiguredinacustomtable.Theseare
usedformappingtheagencyseparationreasonstotheMOHRI,easoncodes.This
tablemustbeupdatedwhenanynewseparationreasonsarecreated.Although
usingacustomtableaddsanotherconfigurationstepwheneveranewseparation
reasoniscreated,itdoessimplifytheprocessbylimitingtheskillsetrequiredto
perlorm theupdate(no development resource wouldberequired).
ThefeatureIGMOD(infogroupmodifier)hasbeenusedextensivelytoprovidethe
neededflexibilityofpersonnelactions.Therearea
limitednumberofactions(making
processingandreportingeaSier)andIGMODhasbeenusedtodifferentiatebased
uponreasoncodesandEmployee Groupings.Althoughitisnot considered
likely,the structureof thefeatureenableseasy
modificationwhenadditionalrequirements arise.
Somestandarddynamicactionshavebeendisabled.Themovefromdynamic
actionstouserexistssupportsSAP's
directioninthisarea.Onedynamicactionfor
EmployeeDebthasbeencreated.Asthisfunctionisnotgoingtobeusedviathe
Portalandwillonly beupdated viaSAPGUItheriskofusing dynamic
actionsfor this functionislow. 5.2.2.3 Concurrent
EmploymentPersonnelAdministration The
configurationforconcurrentemployment
forpersonneladministrationisclear and
complete.Astheagencywhichhasgonelivedoesnotuseconcurrentemployment
noconcurrentemploymentissuesinthePersonnelAdministrationenvironmenthave
Oueensrand Treasury - SSS ProgramCommercial- in - ConfidencePage 17
RTI Folio no. 88H R Business Solution Assessment Presence of IT
arisen.ConcurrentemploymentfromaPersonnelAdministrationpointofviewis
effective.There are however issues which are covered in the
PayrollArea. 5.2.2.4 Housing report
Aninterimsolutionhasbeendeveloped,tomeetHousing'sreportingneedsbefore
BWisavailable.Ad'hocquerywasreviewed,butdidnotmeettherequirements
(specificlayoutrequired).AdelayintheimplementationofSWmayresultinmore
customreportsbeingbuilttomeettherequirements.Astheseareonlyaninterim
measure they shouldbelimited andnon development alternatives
sought. 5.2.2.5 Commencement 01duties
TheWorkbrainsystemrequiresthatanemployeebehiredontothesysteminthe
future.ToenablethisprocessaworkflowistriggeredtoremindboththePayroll
processingcellandthelinemanagerthattheemployeeisduetostart.Depending
uponthetinemanager's action, theemployeerecordwillbe
updatedaccordingly.It
isgenerallyconsideredbestpracticetohiretheemployeewhentheyhave
commenoedtoreducereworkiftheemployee'sstartdateschanges.Theprocess
ensuresthatanemployeeisplacedinanonPayrollAreauntilconfirmation
(automatedormanual)isreceivedthattheyhavestarted.Itisconsideredthatthis
lunctionality isaneffective way tosupport Workbrain. 5.2,2.6
Temporary Contract Extension Temporary contract
extensionallowsamanagertoextendanenddateof a contract
andupdatethesystemautomatically(unlessitisasecondment).Thisprocess
reducestheworkloadontheSSPandpushesbackresponsibilityontotheline
managers.Itisimportantthatatrackingreportisruntoensurethemanagersare
actioning the contract extensions whererequired. 5.2.2.7 User Exi
ts Userexitshavebeenusedextensively throughout
thesystem.Theseuserexitswill
havetobereviewedatthebeginningandendofeachagencyimplementation.
Detailedtestscriptsneedtobedevelopedandeachsectionoftheuserexittested
thoroughly
duringtheregressiontestingphase.TheuseofuserexitswithintheHR
systemisconsideredanappropriatemeanstomeetrequirementsastheyare
effectiveinbothR!3andthePortal.Thestructureof theuser exitsmakeit
difficult to determine whichbitof codeisbeingcalledwhen.Bygrouping
allinfotypeuser exits
intoeitherPSOorPAl,futuremaintenanceandmanagementofthecodewouldbe
lesscomplex.Alternativelyaclearnamingstandardcanbeusedforeach
implementationto make maintenanceeasier. Functionalspecifications
doexistfortheuser exitsbut they arenotreferencedinthe configuration
documentation. 5.2.2.8 User groups Threeusergroupshavebeencreated-
oneforconversion, onefortheminimaster
usersandoneforallotherHRusers.Thesegroupingsareappropriate forawo-G
implementation. 5.2.2.9 Master Dala
Anareaofconcernrelatestominimasterdata.Theminimasterwillonlybeused
whereFinancegoeslivebeforeHR.AsthisdataismaintainedexternallytotheHR
Queensland Treasury SSS ProgramCommercial - tn . ConfidencePage 18
RTI Folio no. 89HR Business Solution AssessmentPresence ot I T
lunctionit is difficult tocontrolthequality.Itis planned that
theminimaster data will beremoved fromtheHRsystemprior
totheagencygoinglivewithHR.Creating the
minimasterwillnotbeanongoingHRprocess.Inconsistenciesneedtobe
highlightedandfixedquickly(workllowisassistingwithissues).Therisk01these
inconsistenciesaffectingHRdata
inthefutureisthereforeconsideredtobelow. Queensland Treasury - SSS
ProgramCommercial - in- ConfidencePage19 RTI Folio no. 90Presence
of ITHR BusinessSolutionAssessment 5.2.2.10Reporting MOHRI
MOHRIreportingappearstobeanevolvingrequirement.TheOPSEchange
requirementswithoutpublishingupeatesofthechanges.Thiscausesproblemswith
theinterfacefromSAP.TheconfigurationtosupportMOHRIreportingis
preeominatelycustomfields/infotypes.Configurationdocumentsincludeeasection
whichreferencesMOHRIreportingtoensurethatifchangesoccurtomasterdata
configurationtheyarereflecledintheMOHRIinterface.MOHRIreporting
requirementsshouldbereviewedpriortoandaftereachagencyrollouttoidentify
changes. AdHoc Query
AdHocQueryisdesigneetobeusedforreportingonHRmasterdata.Itisnot
designedtoperformcalculations.Therearetworolessetupfortheuseof
thistool. A "CreateQueries" role(usedbya centralreporting
team);andan"Execute Queries"
role(usedmorewidely).Thisrolestructurewillassistinretainingacentrallistof
queriesandconsistent queryresults. Interfaces (SABA, Workbraln.
Travel Management System ms) Therearetwooutboundinterfaces toSaba
whichare operational: Employee data Organisational data
SabaisperforminganumberofHRlunctionsrelatingtoPersonnelDevelopment.
TheseinterfaceswouldnotberequireditstandardSAPfunctionalitywereusedto
supporttheseprocesses(functionalityincludingManagementbyObjectivesand
LearningSotution).
NeitherWorkbrainnortheTravelManagementSystemareoperationalatthistime
andthereforehavenot beenreviewed. RecrullASP
ThereiscurrentlynoautomatedinterfacebetweenSAPandRecruitASP.Thisisan
areawhichshouldbeexploredasaninterfacewouldprovidebenefitsindata
timeliness, accuracyandduplicationeffort. Auditreport
Acustomauditreporthasbeenbuilt,whichisbaseduponthestandardSAPaudit
report.Asd ~ f e r e n
tSSP'ssupportdifferentagenciesthebreakdownbyagencyis
necessary.Thecustomauditreportenablesagencybreakdownandiseasierto
analyse.AsthatthereareanumberofSSP'ssupportingtheGovernment,auser
friendly audit reportis consideree a useful development.
5.2.3Comments Actionconfigurationisgoodandwillmeet
requirementsforfutureagency rollout. A largenumberofuser
exitsreplacedynamicactions.ThisisalignedwithSAP's futurestrategy
regardingdynamic actions.These user exitssupport bothR13and
Portaloperations. Queensland Treasury - SSS ProgramCommercial in -
ConfidencePage20 RTI Folio no. 91HR Business Sdulion
AssessmentPresenceof IT 5.2.4Recommendations
Userexitsshouldbestructuredandnamedmoreclearlytoassistwithfuture
maintenance. Renamingofinfotypes addslittle valuetothe
usersandwillrequirereworkwhen
thesystemisupgradedorsupportpacksapplied.Standardnamesshouldbe
used. A processshouldbeputinplacetoreceivenotification
fromtheOPSEregarding
MOHRIreportingchanges.Thecurrentprocessisveryreactiveandresultsin
interface errors. Use oftheminimaster by Financeiscausing
datainconsistencyissues.Asthisis
aninterimprocessandworkflowisidentifyingissues,nofurthervalidations
shouldbebuiltintoreducetheinconsistencies.
AsfarasinterfacestoandfromSAPgoes- thestandardSAPLearningSolution
oHersacomprehensivelearningproduct.LearningSolutionisintegratedwith
SAPHRmaster data meaningthat thedata isonly entered onceandcan
beused
bymany.SabaperformsotherHRprocessincludingperformancemanagement
anddevelopmentforemptoyees.SAPfunctionalitycouldbeutilizedherealso.
Benefits of having these core HR functions withinSAPinclude: Single
data entry point (reduceneed forinterface work) Reduced development
instandard offering Continuity oflook andfeelfromanESSIMSS
perspective The skillstosupport the areaswouldalsobe exclusively
SAP. Althoughinvestigationof theRecruitASPsystem is not
includedinthisscope,the integrationfrnterfacebetweenRecruitASP and
SAPwas.No interfaceexits andit is
recommendedthataninterfacebetweenthetwosystemsareexploredasthe
benefits willoutweigh the buildand maintenance effort. Queensland
Treasury - SSS ProgramCommercial- in- ConfidencePage21 RTI Folio
no. 92 HR Business Solution AssessmentPresenceof IT
5.3ORGANISATIONMANAGEMENT 5.3.1OvervIew
TheestablishmentandassociatedinformationforthewoGsolutionwillbebuilt
usingtheOrganisationalStructurewithinSAP.AllOrganisationaldataiscentrally
maintained bytheagency Shared ServiceProviders.
ThedesignbehindtheOrganisationalStructurewillprovidea
goodbasisfordriving
businessprocesses.EachagencywillhavetheirOrganisationalStructurewithina
singlew-o-GOrganisationalStructure.A
singleorganisationunittopsthestructure.
EachSharedServiceProviderwillexistwithnodirectrelationshipswiththeagency
structure.
Thereareanumberofcustomobjectswhichhavebeencreatedtostreamlinethe
agencydataandtoallowforinterfacestoexternalsystems.TheOrganisational
Structureisusedtodrivebusinessprocessesincludingsystemworkflows,however
structuralauthorisationsarenotused.Noproductusedtodisplaytheextracted
OrganisationalStructureinformationinagraphicalmanner.Althoughthisdoesnot
featureasarequirementinthew-o-Gsolution.itisgenerallyaveryusefultoolfor
managing anOrganisational Structure. 5.3.2Findings 5.3.2.1 Objecl
Model Both standard andcustomobjects are used tomeet business
requirements: Organisational unit (standard)
WorkCentreGroup(custom)- usedtogrouptheworkcentresbyagencyfor
reporting WorkCentre(standard)-
usedtostoreactualaddresseswhicharerequiredfor MOHRI Domain(custom)-
usedtodefine theinterface to Saba Job Grouping(custom) - used
togroup Jobs by agency Job(standard) ASCO(custom) Evaluated
JobDescription(custom)- used toevaluate jobs Position (standard)
CostCentre (standard) Logicalreportingrelationshipsare used
toreducedata maintenance in thefuture: A single" C h i e t
~positionisthe primarymanager foranOrganisationalunit.
A"Reportstorelationshipwillbeallowedforthoseagenciesthatareunableto
maintaina Chiefreportingstructure.Standard workflow allowsfor
theReportsto relatKlnship tobepickedup first andthen theChief.
Thestandard"holder"relationshiprecordsthecurrentoccupant.Acustom
relationshipisusedtostore Substantiveholder oftheposition.
AcustominfotypePlannedFTE"willbeusedtoreportFTEnumber.asthe
systemwillallowoneormoreperson'stooccupyaposition.Plannedandactual
numbersarereported,howeveronlytheactualfigureisusedincalculations.A
Queensland Treasury SSS ProgramCommercial in ConfidencePage 22 RTI
Folio no. 93HR BusinessSolution AssessmentPresence of IT new
FTEreport has beens p e c ~ i e dforBW,ThisplannedFTEinfotype will
not be usedas a calculatedfieldin thelogic.
TheAuthoritiesinfotypewillstoreOrganisationalunitlevels(i.e,Department,
team, etc,),
Somecustomrelationshipshavebeenconfiguredtocaterforexternalinterface
requirements.
EEOrequirementsforpositionswillbestoredontherestrictionsinfotype.This
willallow theflexibility to recordseveraldifferent typesof EEO
group and reasons if required,
Ad-hocreportinghasbeensetupforreporting,Thismay needtobemonitored
onaregularbasistoensureconsistencyofreportsandresults. 5.3.2.2
Organisation and Staffing
TheOrganisationandStaffingtransaction(PPOME)hasbeenconfiguredtodisplay
therelevantsearchesandinfotypetabpagesforagencyOrganisationalobjects.
StandardtabpagesareusedforOrganisationalunitsandpositions.Differentviews
havebeencreatedtoviewevaluatedjobdescriptionstructureandsubstantivestaff
assignmentstructure.Thereisnohigherdutiesoccupancyview.Thistransactionis
used formaintainingthestructure. 5_3_2.3 Actions
ThefollowingPDactionsareusedtomanage
thecreationandongoingmaintenance of Organisational units
andpositions: Create ASCO Create Work Centre Group CreateEvaluated
JobDescription Create Domain (SABA) Create Job Group Create Work
centre Create Job Create Organisationalunit CreatePosition
CreateEJD(online Form Only) CreatePosition (online formonly)
Thew-o-Gsolutionhaswelldefinedprocessesforusingtheseactions,Expert
Maintenancetransactionsareusedforchangestosingleinfotypes.Theonline
creation/changeformsforpositionsupportstheinformationtransferfromagencyto
SSPinatimelymanner.InthefutureonlineformsforOrganisationalunitcreation
andchangewillalsobeavailable.Configurationinthisareameetsbusiness
requirements. Queensland Treasury- SSSProgramCommercial~in -
ConfidencePage 23 RTI Folio no. 94HR BusinessSolution
AssessmentPresence of IT 5.3.2.4 Master Data Organlsallonal obJects
The followingobjectsareused : Organisationalunit - standard Jobs -
standard Position- standard Person- standard Cost Objects -
standard WorkCentre- standard WorkCentreGroup- customobject-
usedtogroupworkcentresforeasy access byagencies. ASCOcode-
Customobject- AustralianStandardClassificationofCodes
(ASCO)isthenationafstandardforcfassifyingoccupations.ASCOcodes are
generally usedforreportingpurposes. Evafuated
JobDescriptionCustomobject - Evaluated Job Description willbe
usedtorecord. thedetailsofanevaluationdoneagainstajob.Avaluation
must exist before a positioniscreated. Domain - Custom object -
used tostore theSabaDomain,whichis a security concept
requiredforthe Saba component of thesolution.
Theuseofcustomobjectsisverygoodandsupportstilebusinessprocessesmore
thanadequately.Thereisa 'lot ofdatamaintainedagainst the
Organisational objects.
Themaintenanceofthisdatadependsupontheobject.linemanagers,HRa ~ d
SharedServiceProvidersareresponsibleforthedatamaintenance.There are
some
automatedformsusedtoupdatethedata(manualformsalsoavailabte).Although
thedatastoredmeetsthebusinessrequirements,thequalityofdatamaintained
should bemonitoredregularlytoensure consistency. Oueensland
Treasury- SSS ProgramCommercial- In- ConfidencePage 24 RTI Folio
no. 95HR Business Solution Asses.mamPresenceofIT 5.3.2.5Inlotypes
Thefollowinginfotypesaremaintained(M=mandatory,0=optional,D=display
only (nochanges from defaulted value) , S=suppress) : 5.3.2.6
Relationships Anumberofcustomrelationshipshavebeencreatedtosupport
the customobjects. Good useof customversusstandard relationships.
5.3.2.7 EvaluationPaths
Anumberofcustomevaluationpathshavebeencreatedtoassistwiththeview
customobjectsandrelationships.Theseevaluationpathsprovideusefulselection
andreportingoncustomstructures. 5,3.2.8 Job Descrlpllons
Jobdescriplionsarestoredonthesystem.,heprocessforinitiatingthejob
descriptiondatacanbeperformedthroughMSS.Unfortunately it
wasnotpossible
todevelopastandardJobDescriptionformat(OPSEruledthatitwasnotpossible).
Thisdata isbeingusedasthesourceforthejob
descriptionsusedintheRecruitment
system.Asthisisanoutwardlyfacingsystem,oonsistencyinlayout,languageand
contentwouldbenefittheagencies.Thereiscurrentlynoautomatedinterface
OueenslandTreasury SSS ProgramCommercial- in - ConfidencePage25 RTI
Folio no. 96HR BusinessSolutionAssessmentPresence of IT
betweenSAPandRecruitASP.Thiswouldbeanarea whichwouldprovidebenefits
indata timeliness, accuracy and dupli cationof eHort. 5.3.2.9
OrganisationalRestructures
Organisationalrestructuresoccurfromtimetotime,especiallyaroundelectiontime.
AsworkflowisheavilydependentuponanaccurateOrganisationalStructure,timely
andaccurateupdates of thesystemareessential.CurrentlyPPOME
isbeingusedto.
maintaintheOrganisationalStructure.Inthefutureacustomisedtooltoautomate
thisprocessisbeinginvestigated(uploadtool).Careful attentionneeds
tobepaidto any suchdevelopmentasinconsistentOrganisationaldata
willresultinfutureprocess issues(i.e. incorrect workflowpaths).
5.3.2.10Reporting
ProvidinganumberofstandardreportsviaMSSisausefulwaytosupporttheSSP
model. Currently eight reportsare made available tomanagersthrough
MSS: Position Holder Headcount Organisational Structure FTE Org
Structure locations Unoccupied positions StaH assignments
Establishment 5.3. 3Comments The configurationtosupport the
government's Organisational Structure isclear. 5.3.4Recommendallons
AnaccurateOrganisationalStructureisthekeytomanyprocessesbeing
successful.ThereisaconcernaboutretainingconsistentOrganisationaldata
whenmorethanoneSSP,isupdatingtheOrganisationalStructure.Havinga
centralteamresponsiblefor data consistency inthisarea
wouldbebeneficial.
Theuseofactionstocreateobjectsshouldlimitinconsistencies.
TheextentoforganisationalrestructurescanhaveadestabilisingeHectonthe
OrganisationalStructureandanyassociateddataorfunctionalitywithinSAP,
Le. workflow,MSS,integrationw ~
hPAdata.Timelinessofupdatingthedatais
criticalinavoidingunnecessaryworkaroundsolutions,aswellasnegative
perceptionsoftheaccuracy ofdatainSAP.Massupdates
,totheOrganisational
Structurewillhavefarreachingramificationsifitgoeswrong.Careful
consideration andplanningisrequiredwhendevel opinga
customisedtoolwhich replacesupdates throughPPOME.
IntegratingOrganisationalManagementwithRecruitASP(viaanoutbound
intertace) would reduce double entry. Anintertace should
beconsidered.
Useofstructuralauthorisationswouldreducesecuritymaintenanceeffort.The
decisiontoimplementpositionbasedsecurityhasalreadybeenmadeandis
supported by us. Queensland Treasury - SSS ProgramCommercial - in -
ConfidencePage 26 RTI Folio no. 97-------- - -- - -_. HR
BusinessSolution AssessmentPresence of IT
DatastoredonOrganisationalobjects
shouldberegularlyreviewedtoensureits
accuracy.OneexamplewouldbetohaveanoutbouneinterlacetoRecruitASP to
pick up incorrect positionrelated data at the timeof advertising.
5.4ESS/MSS 5.4.1Overview Thewo
GsolutionusesanumberofservicesviathePortal.Bothdisplayane
maintainservices are available. 5.4.2findings Thefollowi ngservices
areenabled by ESS: ServiceComments My
WorlclngTimeUnplannedleavethrough the CAT2transaction.Planned
Display work schedule leave throughleaverequest.Futureplanis
tobuildusing Recordworkingtime Web Dynpro.Weekly view
forHousing.Approvedby manager ona weekly basis
(standardworkflow).SystemCreateleave request modilication to
include absences intheCAT2view. CancelLeave Request Leave Balance
Current issues relate to coilisions where anemployee has Enquiry
entered time inboth areas.Future enhancemenllo prevent Leave
Requestthis. Overview My Payments Maintaindeductions Display pay
advice Higher duties Plantouse display payment summary. My Details
EEO details Address details Bank Details Biographical details
Customise iViews built My Establlshmenl Organisational
StructureDiagram Job description OrganisationalStructureisnot a
graphical representation. This functionality could beenhancedusing
a tool suchas OrgPublisher or Nasika My Learning Catalogue
ViewTranscripts Qualifications
Linkthroughtoe-Learningapplication(Saba). Queensland Treasury
SSSProgramCommercial - in . ConfidencePage V RTI Folio no. 98(
Presence of IT HR Business Solution Ass.essment The lollowing
services areenabled by MSS: ServiceComments Working TIme Absences
and Attendance detail Team Calendar EmptoyeesAllowsa manager
tochange the end date of acontract Display lorm status Will auto
update the system unless it is asecondment Employee overview Was
main roads functionality which needed to be replicated in the new
system. Complete employee change form Current issue - authorisation
were preventing the system update.The submitter' s
authorisationrole was being used. Request Higher Duties That role
doesn't allow system updates, untilfi x goes Temporarythroughthe
updates are manual. contracUsecondment extension Est.bUshmenl
Display larm status Generalposition details Evaluated job
descriptiondetails Changeposition form Createposition form Request
job evaluation form Use 01PCR'smaking the processof creating
positionsand jobevaluations simple.Future plan tocreate/change
Organisationalunits, Reporti ng Positionholder Headcount
OrganisationalStructure FTE OrgStructure -locati ons
Unoccupiedpositions Staff assignments Establishment
Note:thereareothernon-SAPlunctlonsavailablethroughthePortalwhichhasnotbeen
included above (Le. training and recruitment) . 5.4,2.1 Master Data
Theservi ceslistedaboveutilise themasterdatawithSAP'
sHRModule.Thereare
servicesforlearninganddevelopmentandrecruitmentthatusealternativemaster
data sources. 5.4.3Comments The overall configuration of ESS andMSS
iseffective. Queensland Treasury - SSS PrOgramCommercial- in
ConfidencePage 28 RTI Folio no. 99HR BusinessSolution Assessment
Presence of IT
Duetopoorcommunicationofthetimeentryprocess,collisionsareoccurring
whereemployeesenterplannedandunplannedabsencesthroughtheCAT2
transaction.Future system enhancement will eliminate this issue.
TherearenomanagementreportsinrelationtoTime.SpecificationsforBW
reports have been created. 5.4.4Rl!(:ommendations
OrganisationalStructure inaccuraciesarecausing some
workflowissues.During agency golives,it iscriticaltoensurea
cleanOrganisationalStructureisloaded.
Alongwithsystemsecurity,theOrganisationalStructurecancausesignificant
problemsatgolive.Havingateamdedicatedtoquickfixesinthisareaduring
the golive period willbevery advantageous.
Enhancementstostandardserviceshavebeenmadewhichwillrequiresupport.
Aprocessforreviewingandtestingenhancementsposttransports/support
pack/upgrade ismust be established.
FutureimplementationofPaymentSummariesviaESSwillresultinlarge
volumesaccessingtheportalsimultaneously.Thiscouldcauseperformance
issues.Load balancingprior toimplementationshouldbe
reviewedtodetermine the best way forward. Considerusingvariant
drivenreportsintheinterimtoprovideusefulattendance andabsence data
to managers. Queensland Treasury SSS ProgramCommercial - in -
ConfidencePage 29 RTI Folio no. 100HR BusinessSolution
AssessmentPresence of IT 5.5PAYROLL 5.5.1Overview SSS uses the
SAPECC5solution for Payroll with ConcurrentEmployment as this is a
mandatoryrequirement.ItshouldbenotedthattheSSSoHeringisanSAPpilotsite
fortheConcurrentEmploymentsolutioninAustralia.Thew-o-Gsolutionisbasedon
using2PayrollAreas, oneforpayment ,inadvancetheother
forpaymentinarrears.
FortheConcurrentsolutiontoworkemployeesmustbepaidforallpositionsinone
PayrollAreaonlyandthismaybealimitationinsomeagencies.Whilstthe
DepartmentofHousingisapilotsitefortheStandardOtfer,theECC5solution
integratestoa4.6cFI/COsolution.Theintegrationthatwillberolledouttoother
agencies,hasyet tobeproven , 5.5.2Findings 5.5.2.1PayrollSchema
TheConcurrentPayrollSchemawasexaminedinviewtoascertainthelevelof
variationfromthestandardConcurrentSchemaOOOC(lOOCisused).Itwasnoted
thatalargenumberofcustomised(nonstandard)changeshadbeenimplemented
sincetheoriginalgolive.Most ofthese
changes,however,havesincebeenremoved toreturnthePayrollSchematoa
mostlystandardposition(therearea largenumber
ofdisabled"l"customerrulesintheSchema) .Afewnon-standardoperations
(commandsusedinPayrollrules)remaintohandlespecificOLDGovernment
conditions that arenot covered bythe standard solution .
ThePayrollSchemawasdesignedaroundtheHousingagencywhichincorporated
standardoHeringconfiguration.Withnewagenciesbeingboughtontothesystem
there willbea requirement tobranch oHfrom the standard offering
configuration. The structure of theSchema inits current state has
no decisions rulestobranchoff at the agency level. Some key rules
are thatmay require decision rules will be: l010 - Create
evaluation basis l13A - Load modifiers lMOD - Determine Payroll
modifiers lPPF - Factoringtonamea few It
wasnotedthatwagetypeshavebeenhardcodedinsomeSSScustomisedrules,
whichwouldbecome problematic, especially with futurerollouts.
5.5.2.2 SeparaUons
TheSSSsystemutilizesautomatedterminationsandredundanciesfunctionalitywith
customisationintheEligibleTerminationPaymentsareaduetoPriorServiceand
payment ofPublic Holidays calculations. Areasofcustomisation Prior
Service - infotype9003.Thisinfotype storesa
SeveranceCalculationDate Typeoninfotype 0041. OutstandingDebts -
Warningmessageifa validinfotype 0045exists- generated
onSimulationintheTerminationLog.AnewButton'EmployeeDetails'togive
accesstoinfotype0045- UponupdatetheTerminationOrganiserwillgenerate
anerrormessageandterminateprocessingifaninfotype0045 stillexists.
Public Holiday LeaveProjection. Queensland Treasury - SSS
ProgramCommercial - in - ConfidencePage 30 RTI Folio no. 101HR
Business Solution AssessmentPresence of IT LSLbalances
transferredto diHerent quotas. The changing of standardSAPscreens
andprograms couldposefuturerisks. 5.5.2.3 Higher duties
TheHRPSHigherDutyAllowanceInfotype0509isutilised.ThisstandardSAP
functionisfullyintegratedwithOrganisationalmanagementandPayroll.This
infotypehasbeenmodifiedtomeetQueenslandw-o-Grequirements(specificallyto
hideNominalpositiondetailsandincludelocalityallowance).Thesemodifications
may need to bereapplied when Support Packs and upgrades occur.
CreationofanIT0509recordinvolvestheprocessingofanactiontoensurethatall
necessaryinfotypesareupdated.ProcessingofthisactionfromESS/MSSis
initiated bymeans of a PCR.
StandardSAPwagetypes/3Hlto/3H3havebeenmodifiedandthisisariskwhen
SupportPacks andupgradesoccur. ProcessingClass 89has hadnew
specificationsof3 and4added,posinga potential risk when Support
Packs andupgrades occur. StandardHRPS
sub-SchemaAUHCisnotusedfortheprocessingofHigherDuties
paymentsinPayroll.Insteadsub-SchemaZHDAisused.Thiscallscustomer
functionYHDUTinstead of functionAUHDA.Furthermore, a modified
versionofrule
AUHDisused.Itisappreciatedthatthesechangeshavebeenmadebecausethe
standardHRPS solutiondoesnot meet the w-o-G requirements .
DocumentEl.3.1HigherDutiesstatesthat"Thesolutionmustprompttheuserto
increasethehigherdutiesbasepayofanemployeeifthehigherdutiesbasepay
doesexceedthesubstantivebasepay"- thisdoesnotappeartobehappening
althoughthe employee is paid at thesubstantive pay if theHigher
Duties rateisless. 5.5.2.4 Supenmnuatlon
SuperannuationhasonlybeenconfiguredforQueenslandStateSuperwithno
allowancesmadefor'ChoiceofFund'byemployees.Toolsareavaitableifthis
functionality isrequiredin thefuture . 5.5.2.5 Prior Service
Priorservicehistoryisheldinacustomizedinfotype9003asa"CombinedPublic
Sector" periodof time.Thisintotype thenupdates
thefollowinginfotypes onsaving 9004 - LWOP Exclusion Periods 9005
LSL Takings/Payments and 9002 Increment Adjustment 9003 Contains
Tabs that link the other infotypes for ease of viewing
Thesolutionisa
customsolutionthatusesanovernightprogramtoupdatespecific
datetypesinIT0041(DateSpecifi cations) based onthedata enteredinto
the custom info
types.Asthesedevelopmentsareinthecustomernamerangetheyshouldbe
unaHected bySupport pack or Upgrade changes. Oueensland Treasury-
SSS ProgramCommercial- in- ConfidencePage 31 RTI Folio no. 102HR
BusinessSolution Assessment Presence of IT 5.5.2.6