CSPS Project Newsletters
In this edition:
Change is Possible at the State of California
A Shining Example, no. 4
Welcome to the fourth installment of the serial article A Shining Example. In the Winter 2024 Edition of this newsletter, we continued telling the story of how the California State Payroll System (CSPS) Project came to be. In the previous segment, the intrepid Personnel and Payroll Services Division (PPSD) change leaders had just uncovered a valuable tool essential to achieving organizational change. Let us journey back in time to January 2020. Following the Phase 1 framework of People, Process, and Technology working together towards optimizing operations and improving customer service at the State Controller’s Office (SCO), a strategy was identified. The key to success was proactive and continuous communication. This strategy underpinned Phase 1 and set the change leaders on the path towards success.
To pave the way, meetings were held to share the new communication strategy with PPSD leadership. Managers and supervisors subsequently held meetings with their own teams. All-staff meetings were held to communicate information and bring awareness about upcoming changes. Daily stand-up meetings ensured everyone received the same updates at the same time. To accompany the verbal messaging, numerous communication channels were established. These included an internal informational bulletin, an online division-wide collaboration workspace in SharePoint, and a review of new expectations at each division meeting. All these efforts focused on people getting the right information at the right time. It was working and people were listening.
With a continued focus on people, the change leaders began to tackle the next stage in their framework, process. Drawing from their initial research, innovations to current processes were identified. All voices were heard as staff participated in process improvement conversations, and the resulting ideas were reviewed in group forums. Ultimately, new division-wide standard processes were implemented. PPSD change leaders worked to ensure division-wide incorporation of the new processes and tools. Walking the talk throughout these changes, they led the way by example.
This momentum continued and the change journey was only beginning. Unexpected change came in the form of the global pandemic, and no one was left untouched by the effects that followed. As an organization, SCO quickly adapted, and innovation flourished as challenges were overcome and a new way of working took root. Cal Employee Connect (CEC), a groundbreaking self-service portal for customers, was designed and built by SCO staff. Some of the features offered through the CEC portal included electronic timesheets and the ability to register for direct deposit. The same group of people also developed and launched ConnectHR, a self-service portal for department and campus human resource staff. PPSD began accepting all forms of digital signatures for personnel and payroll documents. With these new technologies, SCO was beginning to realize their vision of system modernization and automation.
The SCO culture had to undergo significant changes to transition to the new way of working, some more formidable than others. Find out how to transform an entire organization in the next installment of A Shining Example!
Jennifer Burkett, CSPS Project Director
The Director’s Corner
Steppingstones to Success
In my previous Director’s Corner article, I focused on how our experience and challenges on the 21st Century Project provided valuable opportunities for growth. The MyCalPays System, delivered through the 21st Century Project, allowed the CSPS Project team to learn indispensable lessons which we are using with our current CSPS Project initiative. These lessons learned are steppingstones we are actively employing to increase the likelihood of success this time around.
I have been consistently asked “What are you doing differently this time around?” “Why will this time be different?” I would like to provide specifics on how we are progressing based on our lessons learned.
Some of the most salient lessons include:
- Ensuring the project has clearly documented business processes and conduct business process reengineering to define an improved future state.
- Developing clearly document requirements to support that future state.
- Utilizing a requirements development tool and repository for strategic alignment and traceability with project documentation, testing and defect management.
- Ensuring the project has a robust Contract Management structure.
- Implementing Organizational Change Management efforts early.
- Enacting a strong Governance model.
- Establishing a strong partnership between the State Controller’s Office (SCO) and the Department of Human Resources (CalHR)
- Executing Data Analysis and Data Cleansing early.
- Ensuring effective Risk and Issue Management
The previous article focused on the first three steppingstones to success, business process reengineering and requirements development. Let us turn our attention to the next two on the list.
3. Requirements Traceability
One of the findings from the 21st Century Project was that the Requirements Traceability Matrix (RTM) was not fully maintained with appropriate detail or integrated across the software landscape. In turn, this compromised validation that all requirements were configured and fully tested. The recommendation for this lesson learned was to assign dedicated staff to maintain the RTM in the agreed upon tools and to require detailed traceability reports and metrics to ensure transparency.
Requirements traceability is essential in software development and project management as it helps ensure that all solution requirements are well-understood, documented, and fulfilled throughout the project lifecycle. By tracing requirements, the CSPS Project team can efficiently handle changes, monitor progress, and ensure that each development stage aligns with the initial project objectives. Due to the size of the CSPS Project, a typical RTM managed with an Excel workbook would not provide the level of detail, traceability and reporting capabilities needed. To solve this, we procured an Engineering Lifecycle Management (ELM) tool which enables full traceability of requirements throughout the project lifecycle. Here are some key points that emphasize the significance of requirements traceability and the importance of an effective ELM:
Understanding Scope: Requirements traceability helps the project team and stakeholders understand the project's scope by linking each requirement to its source, such as user needs, business objectives, and regulations. The project team has already devised a Scope Management Plan outlining how we intend to manage scope and the structure of our traceability.
Click here to see an example of how we use our ELM tool to trace our requirements to the goals of the SCO, project objectives and sources. The image was pulled from our ELM tool and shows the linking between SCO Goal #4 to the detailed solution requirement.
Change Control Management: As the project progresses, requirements will evolve. Traceability allows the CSPS Project team to evaluate the impact of changes, update related requirements, and effectively communicate these changes to all stakeholders. This aids in maintaining project alignment and handling risks associated with changes. The project team has already created a comprehensive Change Control Management Plan detailing our change control process.
Verification and Validation: Traceability assists in verifying that the implemented solution meets the intended requirements. By tracing requirements from their origin through design, development, testing, and deployment, the CSPS Project team can ensure that each requirement is validated and correctly implemented.
Compliance and Audit Purposes: Traceability establishes a clear documentation trail, facilitating the demonstration of compliance with industry standards, regulations, and quality assurance processes.
Improved Communication: Traceability fosters effective communication among team members, stakeholders, and across different project phases. It ensures that everyone shares a common understanding of the project requirements, promoting collaboration and reducing misunderstandings.
Requirements traceability is crucial for maintaining project transparency, managing complexity, and ensuring successful project outcomes by connecting project objectives to implementation details.
4. Contract Management structure
Another lesson learned and heeded from the 21st Century project was to ensure that the project established a strong vendor/contract management process. Recommendations included implementing an approval process for staffing changes and providing incentives for those vendors who provide staff continuity. The CSPS Project currently manages five ancillary contracts for various services, which include Project Management Office (PMO) services, Organizational Change Management (OCM) Services, Independent Verification and Validation Services, Data Conversion Services and Project Advisor Services. In addition to service contracts, we have several contracts for various project tools, such as our Enterprise Lifecycle Management (ELM) Tool for requirements management.
Effectively managing these critical contracts requires skilled staff to both develop and oversee them once executed. A skilled contract manager can effectively navigate the complexities of contract management and contribute to the success of the CSPS Project. The CSPS Project has two highly skilled contract managers who have been key in ensuring our contracts are developed with the language necessary to protect the state from frequent staffing changes while remaining flexible to allow for the state to add additional resources as needed. In addition to staffing changes our contracts are fully developed to ensure all work anticipated is included with a detailed deliverable review and approval process. Our CSPS Contract Managers are experts in the state’s contracting process, which includes understanding the legal terminology, risks and contracting and procurement rules.
Organizational efficiency is crucial in meeting project deadlines and ensuring high-quality deliverables across multiple contracts. The CSPS Project achieves organization by utilizing a vendor deliverable library within the CSPS SharePoint site that allows us to track the submission and approval of all deliverables. Using SharePoint allows us to maintain version control and allow for real time collaboration of feedback and corrections. Using the vendor deliverable library, we can improve deliverable quality while documenting issues with vendor performance, some of which have led to contract terminations.
Finally, it is important to note that the CSPS Project is partnered with the Department of Technology (CDT) for some of our ancillary contracts. With CDT’s expertise and experience, we have benefited from other lessons learned across other state departments. While every contract is different, we have had numerous brainstorming sessions in the development of the CSPS Future solution procurement documents to ensure that the State executes a contract that protects the interest of the State. We have also collaborated with our internal Contract Office, CalHR, Departmental Legal representatives, an IT Procurement Vendor and expert project advisors from Gartner.
For further information regarding Contract Management, the CSPS Contract Management Plan is accessible on the CSPS SharePoint site or can be shared upon request. The Contract Management Plan provides the Purpose and Scope, Assumptions, Constraints, Roles and Responsibilities, Deliverable Management, and specific Contract Management procedures.
I hope these lessons learned continue to give you confidence that we are learning from past experiences and listening to experts in the industry.
In a subsequent article, I will discuss the next steppingstones toward project success. Until then, thank you for your continued interest in and support of the CSPS Project.
Jennifer Burkett, CSPS Project Director
Team Member Spotlight – Welcome New Team Members
Hun Le, CSPS Project Technology Specialist II
The California State Payroll System (CSPS) Project Team welcomes Hun Le. Hun joined the Technical Team as an Information Technology Specialist II on May 1, 2024. During his undergraduate studies, Hun took several computer programming classes and has never looked back. He honed his skills while working for the Employment Development Department as a web developer and has been in application development ever since. Hun relishes a challenge and thrives on mastering new abilities.
Away from work, Hun enjoys playing a variety of team sports. He can be found on the basketball court perfecting his jump shot or on the football field running plays. When he is not directly in the action, Hun is at the helm. He is a volunteer official for USA Swimming, the national governing body for competitive swimming in the United States. You may also find Hun on a serene hike to his favorite fishing spot with a paperback in his backpack. As an avid reader, he loves to explore both on foot and through the pages of a good book. Please join us in welcoming Hun to the CSPS Project Team!
CSPS Project Update
The CSPS Technical Team is excited to congratulate Kermit Taylor in his new role as Technical Team Chief. He has been serving as the Client Services and Data manager on the project since February 2023. Before joining the State Controller’s Office, Kermit previously led the Covered California agency’s implementation of the Human Capital Management system, Workday. Kermit successfully managed many projects during his 30-year career with IBM Corporation including Facebook’s internet.org initiative, Kaiser Permanente’s data centers, and Daimler-Benz/Honda in car voice technology to name a few. Outside of work, he enjoys playing golf, traveling, and spending time with his family. Please join the CSPS Project Team in welcoming Kermit to his new role.
The CSPS Procurement Team is in the solicitation process for a Systems Integrator (SI) as scheduled. A system Integrator (SI) is an individual or organization that helps organizations embark on technology projects. The main goal of the SI is to consolidate different subsystems into one integrated solution that meets the business needs of the organization. Vendor software demonstrations have concluded, and evaluations began in July. The Procurement Team is also developing contracts for Business Analysis and Information Technology (BA/IT) services and updating solicitation documents.
The Technical Team is collaborating with the Organizational Change Management (OCM) Team to support an initiative to validate interfaces with all State Departments impacted by the CSPS Project. An interface is a point where two systems, subjects, organizations, etc. meet and interact. The interfaces are being validated through the Department Agency Readiness Teams, or DARTs. This vital task will conclude at the end of June and provide the project team and the SI with a concise, prioritized inventory of interfaces that need to be included in the CSPS Project.
The Functional Team is holding working session on system interfaces with their partners in Information Systems Division (ISD) and Personnel and Payroll Services Division (PPSD) at the State Controller's Office (SCO). This is part of the overall effort to document and describe how the current payroll system interacts with other independent systems statewide by engaging with all departments and agencies. Documenting these interfaces is important to ensure the new system interacts well with other systems in the future. They are also attending vendor demonstrations with the Procurement Team to provide valuable insight and feedback.
The Organizational Change Management (OCM) Training Team continues to refine the Modernizing Pay Day (MPD) presentation and facilitator guide. This presentation is a comprehensive overview of what MPD is, why it is happening, related impacts, and introduces resources to help with the transition to biweekly pay. OCM met with PPSD, the State Accounting and Reporting Division (SARD), and CalHR to review the presentation and receive feedback on the developed materials. The MPD presentation will be available to all state departments and agencies as part of a larger communication campaign focused on biweekly pay that will continue throughout the life of the project.
Stay tuned for further updates as the project continues to make strides towards success. Thank you for your ongoing support and collaboration.
We are dedicated to keeping you updated on progress and milestones. If any questions or inquiries arise, please feel free to reach out to us at CSPShelp@sco.ca.gov. We also invite you to explore our website at: California State Payroll System (CSPS) Project
New to the CSPS Project?
Let’s catch you up on the basics!
The California State Payroll System (CSPS) Project will modernize the human resource management, travel advance and expense management, and payroll system used by approximately 300,000 state government employees to provide accurate and timely personnel and payroll services with quality customer service. SCO has developed and modified the current systems over time as the business requirements became more complex. As a result, SCO must exert an enormous amount of effort to maintain and modify the current systems to meet the ever-changing needs of California.
The objectives of the project are focused on providing user-friendly information that is validated timely to reduce rework. This includes enabling greater employee and manager self-service functionality for ease of use, such as online view capabilities for payroll, employment history, and tax information to name a few. Additionally, it will provide a user-friendly interface for all human resource and payroll transaction specialists who input and interact with the system daily.
There are six primary capabilities in scope of the project:
- Personnel Administration, which includes management of employee records and status changes
- Benefits Administration
- Time Management, which includes entering and approving time and attendance
- Payroll, including calculating and processing payroll
- Position Control Administration
- Travel Advance and Expense Management
Each of the areas within scope affects roughly 45 different state processes that will span many business rules and requirements.
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