10026R - CD Redacted Docs

SUMMARY NOTE
Agenda Item 9 Shared Service CEO Committee

24Ma 2004
Title: HR Business Solutions Project - Release of the Request for Offer for a
whole-of-Government HRlPayroll solution
For Approval
SUMMARY OF KEY ISSUES
This paper provides an update for the Shared Service CEO Committee on the HR Business
Solution - Request for Information (RFI) process and seeks approval to proceed with the
Request for Offer (RFO).
The HR Business Solution Project has been progressing since February 2003 to redesign and
standardise the business processes and associated systems supporting the HR
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.
In December 2003, the Treasurer approved a two-stage process consisting of a Request for
Information (RFI) and a Request for Offer (RFO) for a whole-of-Government HR Business
Solution.
Request for Information
The RFI for a whole-of-Government HRlPayroll solution was released to the market on 10
December, 2003 and closed on 16 February, 2004. The RFI responses were evaluated based
on Vendor Suitability, High Level Business Requirements, Technical Requirements and the
lIB evaluated impact on the local industry. An extensive evaluation involving cross-sector
representation was undertaken resulting in a shortlist of 7 Offerors that was approved by the
Treasurer on 28 April 2004.
Request for Offer
The RFO is currently being prepared for release to the 7 shortlisted Offerors. Dependent
upon this approval the RFO will be released in late May with an expected completion of the
evaluation by October '2004. The release of the RFO will be supported by a Detailed
Business Requirements Specification (DBRS) which will convey. in detail the whole-of
Government requirements for a HRlPayroll solution. The evaluation of the RFO will again
involve cross sector representation.
RECOMMENDATION
It is recommended that the Committee approve the release of the HR Business Solutions
Request for Offer supported by the Detailed Business Requirements Specification.
BRIEFING PAPER
RTI Folio no. 1

RTI Folio no. 2
s.48 - Exempt information, sch 3, s.1
Department of Public Works Ref: DPWOOOOO/08
Director-General brie'fing note
Business Solutions - Solution Assessment Report
Purpose To provide an overview of the IBM Solution Assessment Report
and whole-of-Government Business Process
Urgency For 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 will be referred to at the Shared Services CEO Sponsor Group
meeting on 9 October 2008.
A copy of the IBM presentation is 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 Arts Human Resources solution (to date) and agency specific feedback. It also
aims to highlight where agency specific requirements or stated solution constraints result
in an agency solution diverging from the whole-of-Government Standard Offer
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 report IBM has taken into consideration all of the information available from
the last 10 months w o r k ~ n g on the Program including Forward Planning and Department of
Education, Training and the Arts HR developments. IBM has also considered their
industry experience and best 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 will impact on the ability to achieve standard business practices and processes. 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 increased project
costs.
RTI Folio no. 34
It was agreed by the Executive Steering Committee that work will occur to assess the
divergent items, with a focus on the divergent Department of Education, Training and the
Arts requirements. Subject to further discussions at Executive Steering Committee on 9
October 2008, it is proposed that there will be a one week review process to identify
whether agreement can be reached on the IBM recommended process convergence. This
review process will involve IBM, Department of Education, Training and the Arts,
CorpTech, Shared Services Agency and agencies where required.
If agreement is reached through the review process, the recommendations will lead to very
high levels of convergence. In this case, only one Human Resources design process will
be required to meet the vast majority of the sector requirements including Department of
Education, Training and the Arts requirements. There would still be some agency specific
design work but this would be 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, resulting in substantial additional costs.
A further briefing will be provided following review of the detailed report and assessment of
the recommendations.
Contact Officer Endorsement
James Brown Barbara Perrott
Program Delivery Director Executive Director
CorpTech CorpTech
32244303 32245676
0428771439 0419733001
Date:8 October 2008
oCopy to ERU
RTI Folio no. 35
.,
Solution Assessment Report &
Whole of Government
Business Process Design
Recommended Way Forward
October, 2008
RTI Folio no. 36
Table of contents
Purpose
Report Approach
Consolidation of the last 10 months
Key Findings
- Overall
- By Process Area
Part A - Recommended Approach Forward
- Section One - Solution Assessment
- Section Two - Whole of Government Design and Build
- Section Three - Agency Implementations
Part B - Way Forward with DETA Business Blueprint
RTI Folio no. 37
Purpose
To provide a report to identify both convergence and divergence between
the woG recommended solution and the DETA solution (thus far) and
agency specific feedback as defined.
Highlight where agency specific requirements or stated solution
constraints result in an agency solution diverging from the woG Standard
Offer recommendation.
RTI Folio no. 38
Report Approach
The report was constructed by the following activities:
Review of the whole of Government Solution (recommended priority 1 items,
DETA 1321 business requirements, baseline Housing Schedule 12)
Report analysis conducted at a Detailed Business Requirements (DBR) level
Each DBR has been assessed for convergence against the recommended
whole of Government solution (recommended Priority 1 requirements and
Department of Housing)
- Consolidated agency feedback - what is the impact on the whole of
Government design and solution
- Analysis of the DETA 1321 DBR's against the whole of Government
removal of duplicates
- DETA design and solution (to date) - what is the impact on the whole of
Government design and solution
Assessment conducted on DBR's only with a one to one comparison to the
whole of Government solution
RTI Folio no. 39
Report Approach
The report is presented in four sections:
- Provides a background and consolidated view of the last 10
months
- Key findings and opportunities across all process areas
- Detailed findings and solution assessment by process area,
including recommendations to increase convergence of the whole
of Government solutions
- Presents a recommended approach forward to design and build
the whole of Government solution with the view to maximising
convergence across the whole solution
RTI Folio no. 40
Consolidation of the last 10 months
The following activities undertaken over the last 10 months have provided the
IBM team with the relevant information and required detail to complete the
Solution Assessment report and provide recommendations for compliance to
the woG solution
Forward Planning - refined recommended whole of Government (woG)
solution
- IBM industry experience and best practice
- Global solution knowledge and experience across applications
DETA fit-gap assessment
DETA Business Blueprint Phase (SOW 13)
The two key objectives:
design a solution which will satisfy the minimum acceptance criteria of
DETA's 1321 business requirements
- obtain maximum convergence for a whole of government solution.
DET A Best Practice Business Process Review Report
RTI Folio no. 41
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RTI Folio no. 42
Key Findings
Analysis conducted at three levels
1. DETA ONLY (excluding all other agencies) - DETA (DBR'S and design
and solution) to date and the convergence/divergence in comparison to
the woG solution
2. AGENCY FEEDBACK FROM SDA (excluding DETA) - consolidated
agency feedback and assessing the impact on the whole of Government
solution
3. ALL AGENCY FEEDBACK - consolidated agency feedback and DETA
design requirements (and design & solution thus far) and assessing the
impact on the whole of Government solution
RTI Folio no. 43
Key Findings
Following the analysis of ALL agency business requirements, the overall
woG solution is 75% convergent
The magnitude of the impact of accepting the 25% diverg.ent requirements
on the woG core solution framework represents a significant shift away
from standard functional,ity and the ability to achieve standard business
practices and processes across whole of Government
Divergence identified would lead to significant customisation of core
product functionality if divergent requirements are accepted:
Customisation of over 20% of the SAP payroll engine
Redesign of the SAP Australia specific termination organiser
Additional examples of divergence are outlined in the following slides
RTI Folio no. 44
Key Findings
woG,DETA woG, Show Stoppers woG, DETA, Show Stoppers
woG soln Accepting IBM
Recommendations
Convergence Divergence Convergence Divergence Convergence Divergence Convergence Divergence
woG soln 68% 32% 97% 3% 75% 25% 93% 7%
Separations 46% 54% 100% 0% 47% 53% 95% 5%
Recruitment 53% 47% 93% 7% 62% 38% 86% 14%
Performance 98% 2% 97% 3% 98% 2%
Capability 98% 2% 99% 1% 99% 1%
Payroll 74% 26% 99% 1% 78% 22% 95% 5%
HR 56% 44% 98% 2% 64% 36% 94% 6%
T/A 70% 30% 98% 2% 88% 12% 90% 10%
Rostering 0% 0% 88% 12% 88% 12%
Divergence is agency specific, Convergence is two or more agencies and
driven by best practice and efficiency
RTI Folio no. 45
Key Findings - Overall
Graph 1: Assessment of Graph 2: Assessment of Graph 3: Assessment of
DET A convergence I Agency Specific feedback convergence I divergence
divergence across (via SDA) convergence I impact on woG solution
solution divergence across with all agency specific
solution requirements
3%
75%
97%
At a DBR level the solutiom divergence is 25%. At a solution level the impact of this will
flow through to the following areas with limited re-use available to subsequent release
phases:
- Design - Build
- Training - Realisation
- Change management - Data migration
RTI Folio no. 46
Key Divergent Findings - Recruitment
- Main Roads' requirements to retain existing functionality
based on their commercial (non woG) instance of
RecruitASP
- Availability Management
- Smart Application Form
- DET A Matrix of Entities and Attributes
- Real-time Integration
RTI Folio no. 47
Key Divergent Findings - Rostering
RankiPaypoint functionality in Staffing Requirements
equity solution
crew-level rostering
comparing planned and actual rosters
RTI Folio no. 48
Key Divergent Findings - Performance & Capability
PERFORMANCE
The addition of a new goal visibility option of 'manager and
employee only
The implementation of additional reports
Delegate ownership of Performance Plans and Reviews to
other supervisors.
CAPABILTY
External access to Saba (DES & Health)
Mulitiple assessments within a course (QPS)
RTI Folio no. 49
Key Divergent Findings - Separations
- Aggregated assignment solution
- Processing future dated separation
- Automation of processes
- Deletion of information at time of separation
RTI Folio no. 50
Key Divergent Findings - Time & Attendance
- Future Dated Absences
- Real Time Integration
- Absence streamlining
RTI Folio no. 51
Key Divergent Findings - Payroll
- Automation of processes that will directly affect the
standard system design
- Customisation of the payroll engine
- Standard SAP concurrent employment functionality
RTI Folio no. 52
Key Divergent Findings - Aggregated Assignment
Aggregated assignment solution
- Options Provided
- Standard SAP concurrent employment grouping concept as per (SP 16)
- Standard SAP concurrent employment grouping concept without (SP16)
- Custom infotype as per (SP 16)
- Custom infotype without (SP 16)
IBM Recommendation
- Of the four options provided for Aggregated Assignment Solution, IBM
recommends Option 1 for whole of Government.
- This recommendation is based on Option 1 aligning with DEIR Standard
Practice 16 for Concurrent and Aggregated employment.
- Option 1 leverages out of the box SAP concurrent employment
functionality and aligns with IBM guiding principles of leveraging the
benefits of each product in the solution and delivering a maintainable
solution. Option 1 represents minimal customisation to each applications
core framework.
RTI Folio no. 53
Key Divergent Findings - Human Resources
- Integration between RecruitASP and SAP
- Transfer workbench
- Redesign of the higher duties and increments solution to
improve processing timeframes
- Considerations for re-employment
- Enterprise Structure
RTI Folio no. 54
Key Divergent Findings - Availability Management
Availability Management
- Feasibility studies undertaken
Integration Points
- Three options provided
To progress with Availability Management the following steps are recommended by IBM
- Complete the Business process design, including the process maps and supporting:
Descriptions
Process Prerequisites, Triggers and Following Activities
Business Process steps
Clearly define the scope and dependencies
- Provide a dedicated functional DET A resource
Perform a solution concept validation - high level fit gap assessment of supporting
technology (enable selection of option to be made)
Fit Gap assessment to be conducted based on two options - 1 SAP Solution with
Employee Interaction Centre and Workbrain Integration, 2. Using SAP's Custom
Development Solution
- Fit Gap Assessment would provide best fit and lowest cost for DETA
RTI Folio no. 55
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RTI Folio no. 56
PART A - Way Forward Whole of Government
1. Solution Assessment
2. Whole of Government Design & Build
3. Agency Implementations
Section Two - Whole
Section One - Solullon
of Government
AssllSsmcnt
Design and Build
A. Solution Assessment
Report
a. Solution Assessment
Report Panel
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RTI Folio no. 57
Section One -
SeetlooOne - Solution
Assessment
A. SoIuPon AMement
Report
8. Solution A_ment
Report Panel
CO Ament ol
DIve....nt Iteme
Solution Assessment
Section one is a one-off set of activities, focused on the
Solution Assessment Report and the evaluation of divergent
business requirements
Will NOT start whole of government design until all divergent
items have been assessed
RTI Folio no. 58
Section Two - Whole of Government Design and Build
Section Two - Whole Section two outlines the stages of the whole of
01 Government
government business process design, functional design .
Design and Build
and build dedicated to the Standard Offer (core and
shared) . All core and shared will be designed and built
up-front to form the foundation of the whole of
government framework. Any and all agency specific
designs/development items will be classified as "add-ons"
to comply with the woG framework
RTI Folio no. 59
Complete end-to-end business process design for all
in-scope business processes
The framework for validating and refreshing the Whole of Government Business
Process Design must be able to
Identify linkages between service delivery model, process, technology,
people and organisation
Provide a common language to enhance reuse of design elements across
levels of the service delivery model and between different organisation
units (agencies)
Incorporate existing project artefacts and design elements
Be supported by relevant and common tools and techniques
Be implemented by multiple delivery organisations (SSP's)
RTI Folio no. 60
The intent of WOG SS is to maximise commonality
of process design
To maximise the benefits of a whole of
Government Shared Services Approach
common business process design is
recommended
70% of business process designed will form
'Core Processes' for all SSPs and Agencies
(by SDA)
10 -20% will reflect 'Shared Processes'
driven by SSPs to support their operations
(by SDA and the SSP's)
10 -20% will reflect 'Agency Specific
Processes' to meet Agency specific HR
processes based on awards or
industry/agency specific legislative
requirements (by SDA and Agencies)
RTI Folio no. 61
Section Three - Agency Implementations
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Section three details the context of "how" agency speci fic
items (business process design, functional design and
build) will be dealt with as part of an agency
implementation
RTI Folio no. 62
art B - Way Forward with DETA Business Blueprint
SocUon Two - Whol.
of Government Leveraging Best Practice
Design and Build
'\ SOW13 to focus on agency specific items only
. I Commence SOW20 in parallel with SOW13
: Impact assessment on resources, to determine
resource numbers and mix to move into two
I streams of work
I
SOW20 to prioritise activities to support work
I
being conducted in SOW13
I
I Start with Business Process Design, will leverage
I To-Be business process designs developed to
I date
_ _ .. _
( S.ctlon Thr.. - CETA
Agoncy ImplomonlaUon
" - - - - - - ) SOW16 to build DETA specific items only (those
which have been designed under SOW 13)
NOTE: The objective is to aim for
DET A's October 2009 Go-Live.
RTI Folio no. 63
IBM Recommendations to support the way forward
IBM's recommendations to support the implementation of the outcomes of the
Solution Assessment Report include:
Governance - governance of SOW 20 to be reside with the Executive
Steering Committee to reflect the whole of Government focus of the design
Way Forward - design work mov,ing forward to shift into two streams
operating concurrently.
Stream 1 - Whole of Government Business Process Design
Commence the woG business process design using SAP ECC6.0 wit the
latest enhancements and support packs provided
Stream 2 - DETA to finalise blueprint and functionall specs for DETA
specific items only (the prioritisation of this work, will be dependent on
core solution concepts being finalised)
Design team location - SOW 20 project team to be located at Santos House
Re-use assessment panel - the Joint Solution Workshop and Re-use
Assessment Panel process to continue for SOW 13
RTI Folio no. 64
IBM Recommendations to support the way forward
IBM's recommendations to support the implementation of the outcomes of the
Solution Assessment Report include:
Business requirements
the DETA 1321 requirements are refocused to provide the minimum
acceptance criteria for DETA specific requirements only and DETA move
to the Forward Planning whole of Government solution scope as the
baseline for the design of core functionality
the use of DBRs as a solution baseline reference are closed and the
design approach move to a business process focus with development
items being identified through business process blueprints and functional
assessment.
RTI Folio no. 65
References
SAP Concurrent Employment
First Full US Impl'ementation 2003/2004 - Live since January 2005
(Southwest Texas State University later changed to Texas State
University)
Recruitment Smart Application Form
Victoria Government
RTI Folio no. 66
'Department of Public Works Ref: eTe 15265
Executive Director briefing note
Information Update - TSS Updrade Feasibility and Initial Review for the
Migration of Aurion into TSS (The Solution Series)
Purpose To provide the Executive Director with information regarding the
current status of the technical feasibility review relating to upgrading
TSS as well as the possibility of migrating approximately 15,000
Aurion Employees and 130 SAP employees currently being managed by
CAPS into TSS.
Urgency Information Only.
Background
CorpTech currently provides HR and Payroll production support services to DETA and
CAPS for The Solution Series (TSS) application and its supporting Crystal Enterprise
reporting system. The Department of Education Training and the Arts (DETA) and
Corporate & Professional Services (CAPS) have an annual payroll of over three billion
dollars which represents almost one-third of Queensland Government employees.
TSS has remained on version 3.01 since its implementation over 10 years ago and is
currently supported by CorpTech staff and contractors with Facilities Management and
Payroll Disbursement activities outsourced to external suppliers.
In June 2007 CorpTech and IBM undertook to deliver a whole of Government HR and
Payroll solution within SAP ECC 5.0 in conjunction with DETA which was targeted to
replace TSS by October 2009. This objective has been delayed and is likely not to be
realised by the targeted date and a reassessment of the project and its deliverables are
currently underway.
CAPS have also approached CorpTech staff to enquire about current support
arrangements for the existing TSS application in light of expected woG project delays.
They have also indicated that they will be seeking to implement a number of minor projects
themselves as woG project timelines are re-established. CAPS wish to explore the
capabilities of TSS for any interim benefits that could be realised or which could
complement their own projects. This could include an upgrade to the most current version
of TSS, the exploration of additional functionality within the application and Its increased
usage by other areas of DETA.
Issues
N/A
RTI Folio no. 67
-2
Current position
TSS version 3.01 and Crystal Enterprising Reporting system are currently supported by an
establishment of 11 contractors providing application and programming support; and 5
permanent Public Servants providing business analysis and security support. As the TSS
application requires highly developed skillsets relative to the application, specialised
contractors are necessary to provide the level of support needed.
Facilities Management and Payroll disbursements are outsourced to Fujitsu under
separate arrangements and TSS Vendor Support is provided by JFT Solutions.
Due to the woG project delays CAPS, with DETA executive management endorsement,
have developed an initial Program of Work detailing a range of projects to meet the
department's priority requirements.
Two of these projects refer to the upgrade of TSS to the latest Australian Version 5.2.1
(with review of additional functionality) and the other is for the migration of approximately
15,000 employees from Training (Aurion) and 130 employees from Communities (SAP)
into TSS.
Status Update
CorpTech has been approached by CAPS to perform a Technical Feasibility Assessment
on upgrading to the latest Australian Version of TSS, version 5.2.1. As part of this
evaluation, CorpTech is also undertaking a proof-of-concept to ensure that existing
functionality is maintained thru the upgrade and will also review, where possible, some of
the additional features that would now become available.
The CAPS led eHr Project will then undertake their own Feasibility Assessments, which
would be addressed individually and would cover the following:
Business Activities involved in deploying the new version of TSS to their user.
Delivering/incorporating DETAICAPS Establishmentrequirements into TSS.
Delivering ESS and Workflow to all TSS Users
Migration of DETA Training staff (and any relevant statutory authorities) from Aurion
to TSS + Migration of DETA Communities staff to TSS (13 employees.)
These assessments will be addressed sequentially as outlined above. After these
assessrnents have been completed, the eHr Project will then perform a review on the
migration of DETA Training staff (approx 15,000 employees) and DETA Communities staff
(approx 130 employees) into TSS.
Upgrade Feasibility (Like-for-like Functionality) - Progress to date is as follows:
CorpTech has successfully completed approximately 80% for the Technical
Feasibility AssessmentlProof-of-Concepl.
CorpTech has created a TSS Version 5.2.1 Instance and has completed migration
of the full CAPS Production environment into this instance. Basic review of online
functionality has been performed which has highlighted a number of screens that
require modification
RTI Folio no. 68
-3
No Batch functionality has been tested at this stage (i.e. Full Pay Run testing)
however this is scheduled to begin on 6
th
February 2009
The final
l
CorpTech Technical Feasibility Report would not be delivered until after
this module has been reviewed
Access to the TSS Version 5.2.1 proof-of-Concept instance has been provided to
CAPS for initial review on 16
th
January 2009.
DETAICAPS Establishment req,uirements - Progress to date is as follows:
The eHr Project are aware of the current Establishment Configuration and how it
has been Implemented into TSS
The eHr Project will review the current setup and operation against the eHr Project
Establishment requirements. CorpTech would provide support and technical
assistance in developing a GAP document between current configuration and
requirements. This GAP document would be provided to CorpTech to design a
solution for the implementation of these new requirements
CorpTech would provide support to the eHr Project during all phases.
ESS and WorkFlow Capability - Progress to Date is as follows:
Initial presentation by the TSS Australian Distributor of the standard TSS
ESSNVorkflow Solution was undertaken on Wednesday 14th January 2009
This module is scheduled for delivery to CorpTech on 6
th
February 2009 when steps
will be taken to implement it into the TSS proof-of-Concept instance for initial
CorpTech review
Once completed, CorpTech would then implement this functionality into another
TSS Version 5 Instance for the eHr Project review
Through discussions with the eHr Project this evaluation would be performed after
the TSS Upgrade Feasibility Assessment has been concluded
A GAP document would be produced detailing changes required to the TSS out-of
the-box solution to meet DETA Requirements
CorpTech would provide business and technical support to the eHr Proj ect during
during all phases.
Migration of Training into TSS
CAPS has requested that CorpTech perform some initial analysis on the possibility of
migrating approximately 15,000 employees from Training (Aurion) and 130 employees
from Communities (SAP) into TSS. The understanding is that all HR and Payroll
functionality would be migrated into TSS and that all existing end-user capability would
now be available from TSS (I.e . ESS and WorkFlow). Work estimates and costings for this
body of work are to be provided if possible.
CorpTech - TSS Technical Group has approached this analysis with the following
assumptions.:
A number of additional TSS Instance(s) would be required to accommodate
Training and Communities
Training and Communities TSS Instance(s) would operate in the same manner as
DETA and CAPS TSS Instances. That is modifications to TSS functionality would
be keep at a minimum wherever possible
No changes would be implemented for the handling of interface files, both inbound
and outbound, to and from TSS for the Training instances. Interfaces not required
can be excluded
RTI Folio no. 69
4 .
The project to upgrade TSS version 5.2.1 project will go ahead. This will therefore
provide ESSMIorkFlow capability which is currently available in Aurion and SAP
The new TSS Instance(s) will utilise the TSS Reporting Solution. (Le. Crystal
Reports, Crystal Analysis and Crystal Enterprise)
The new TSS Instance(s) will reside on the existing TSS Infrastructure and would
result in an expansion of services provided by current Facilities Management
Supplier (Fujitsu Australia)
All disbursements from the new TSS Instance(s) would be reviewed and aligned to
the processes and procedures currently in place for DETA and CAPS.
Progress to date is as follows:
CorpTech has held initial discussions internally with Adrian Fischle and Ross Glendinning
to gain an understanding of the configuration, functiona'iity and operations currently in
place for Training .
CorpTech has also had initial discussions with the eHr Project, Data Management Team.
This team has been involved in data analysis, cleansing and also extraction activities with
the view of migrating to the woG Solution.
CorpTech has had initial discussions with eHr Project regarding how they can assess the
project size and impact of migrating from Aurion/SAP to TSS. Their initial request was for
an addition TSS Version 5.2.1 instance for evaluation purposes. As this review will be
undertaken after other used by CAPS resources and supported by CorpTech.
An initial, review has highlighted a number of areas that require changes to existing
services. These include:
Facilities Management Agreements
woG - HR/Payroll Disbursements Agreement
Hardware Infrastructure
HRlPayroll Reporting
Changes to HRlPayroll Business process
When reviewing data conversation and TSS configuration activities that would need to be
undertaken, there seems to be a number of different options available that could be
adopted.when migrating Training into TSS. These options are also dependent on the
earlier activities and changes that will result from:
The TSS Upgrade
Modification to the TSS Establishment Configuration, and
The ESS & WorkFlow Solution that would be deployed.
For this reason, the eHr Project have requested that this migration activity be addressed
as a separate project and that reviews and GAP Analysis activities would commence after
decisions have been made on the above. CorpTech would again support all activities
during this project.
Way Forward:
CorpTech have highlighted to CAPS that no activities can occur until funding and
resourcing have been agreed to and CorpTech Governance has been followed. All efforts
thus far have facilitated investigation by the customer to allow them to progress their
business case with negligible cost and resource impacts.
RTI Folio no. 70
- 5
The next steps are:
CorpTech will develop a PlanfGant Chart detailing CorpTech tasks and activities
required for a eHr Project - TSS Version 5 Evaluation. This plan is to be presented
to the eHr project on Friday 30-1-2009. If possible
CorpTech will await response from eHr project on the commencement of the TSS
Establishment review and support their activity. The eHr Project evaluation would
not be undertaken until the initial review, Like-for-Like functionality is completed.
CorpTech will continue to investigate ESS and Batch modules within TSS to meet
customer requirements
CorpTech will highlight the resourcing and costs required for this evaluation to
provide to the eHr Project as a request for funding and submit 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. 71
Whole of Government
HR Business Solution
Assessment
August 2007
Queensland Treasury - SSS Program Commercial In - Conftdence Page 1
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HR Business Solution Assessment
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Table of Contents
1 Executive Summary .... .... .. ............. ... .......... .. ..... ...... ............ ....4
1.1 Introduction ....................... .... . ....... ................... ............... ......... ...4
I .2 Approach .. .... ..... ................ ..... ...... ...... .. ... ........... . ........ ................ . 4
1.3 Key Rndings ......... .... ....... .. ........... .... .......... ................... .. ... .. .... 4
1.4 Recommendations .......... ........ ........ .... ...... .... .. ........... ... ........... ...... . .. .. ..... 5
1.5 Immediate Next Steps ........ ....................................... .......... ............. ........ ............ ...... 6
2 True Positioning Assessment Scope .. ........ .. .. ..... ........ .. ... .. ... ... 7
2.1 Approach ... .... ... .. .... ........................... ............... ............................ ........ ......... ......... ... 7
3 Background ... .. ...... ...... ..... ...... ... ..... .. .. ... .......................... .... .. ... 8
4 Assessment Summary ............ .. .. ...... ............ ..... .... ... ........ ..... .. 9
4.1 Functional and Technical Areas .. .. .......... ............. ............................ 9
4.1.1 Enterpri se Structure........ .. ..... ................. ............................... .. .. 9
4.1.2 Personnet Administration. .... ......... .... .... ... ............. .... . .................... . .. 9
4.1.3 Organisational Maoagemen!....... .. ..... .... .. .. ......... ........ .. .. ...... ................ ... 9
4. 1.4 ESSIMSS ..... .... .. .. .. .......... ......................... .. ............. .... . .......................... . 10
4.1 .5 Payroll........... .. .. ............... .................. ......... ... .... .. .. .................... ... 10
4.1.6 TIme Management ....... ........ ........ ........ ...... ....... .. .. ................. ............ ... ........ 10
4.1.7 Seourity ........................................................ ...... ...................... ................ ...... 11
4.1.8 Tecllnfcal Architecture ...... .................. ........ ..... ......... ................... ..... ...... ........ 11
4.1.9 Production Support and Bwld Environmen!... .................................................. 12
5 Detai led Assessment .... ............................... .... ......... .. .. .......... 13
5.1 Enterprise Structure .. ..... .............................. ...... .................. .. .. .................. ......... ..... 13
5.1 .1 Overview ........................... .. ..... .............. ............. ........ ......... ....... ............... .... 13
5.1.2 Findings.. .... ...... ........ .............. ...... ................. ........ ..... ........... . ....... ...... 13
5.1.3 Comments ... ...... .. ............... .................... ......... .. ............. ................................. 14
5. 1.4 Recommendations ................. ............... .. .. ... .. ...... ................................. 14
5.2 Personnel Administration (PA) ..................... .......................... ...... ..... ...... ................ 15
5.2. 1 Overvi ew ...... ......... ... .. ....... ........... ...................... ...... ......... ........... 15
5.2.2 Findings... .. ...... ...... .. .. .. ...... .............. ....... ............................ ................ 15
5.2. 3 Comments...... .............. ... .. .. ...... ............. .. ... ....... ................................. .... 20
5.2.4 Recommendations ............... ..... ..... ................... .................. .. ................ 21
5.3 Organisation Management .. .. ............. .... . .. .......... ........... ... .. .. ............................. ... 22
5.3.1 Overview .. ............ ...... .... ..... ... ............. .. .. .................................. ............. ... 22
5. 3.2 Findings... ................. .. .. ............. ................ ....... ........ ......................... 22
5.3.3 Comments.. .. ............. .... ........ ....................... ....... ............ .... 26
5.3.4 Recommendations ............... ............ ............. ...... .. .................. .. ...... .. 26
5.4 ESSlMSS................. ........... .. ......... ... ......... ..................... .... ...... .. .. ..... 27
5.4.1 Overview .... ........... ............ .. ............ .. ... ..................... ................ ............ .. 27
5.4.2 Findings ........... .... .............. .......... ........ ......... ....................... ............... ............. 27
5.4.3 Comments... .. ............. .... . .. ............ .......... .. ......... ....... ............ ............... 28
5.4.4 Recommendations ....... .. .. ............... ..... .... ......................................... 29
5. 5 Payroll. ... ........ ........... .... ........... ... ...... ......... . 30
5.5.1 Overview ........... .......... ............... ............. ......................... ........................... 30
5.5.2 Findings..... .... . .... .......... ...... ............... .. ................ ............... ... 30
5.5.3 Comments. ...... .. ................... .. ........... ........... ....... ... .. .............. 34
5.5.4 Recommendations ............. ........................ .............. ................ ............... ......... 35
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5. 6 Time Managemenl. . ............ .... ... ...................... ......... .... ....... ............ .. ............ ........ 37
5.6.1 Overview .............. .. ...... .. ...... .. ....... .. ....... .... .. .. .. ................. 37
5.6.2 Findings.... .. ...... ... ..... .. .. .. .......... .. ..... .. ......... .... .......... ......... 37
5.6.3 Comments.. ...... ...... ..... ......... .. ............... ..... ..... .. 41
5.6.4 Recommendations... .. .. ............. ....... .... ........ 42
5.7 Security .. .. .. .. ......... .... .. .. .. .. ..................... ..... : .......... 43
5.7.1 Overview ........ .. ............ ......................... .......... .. ....... .. ... .......... ... 43
5.7.2 Rndings.. .......... .. ....... ........... ..... .. .. .................... .. ....... .... ....................... .. 43
5.7.3 Comments .. ...... .. ...... ................... ........ .. ...... .. ...... ................. ... ....... ...... 45
5.8 Portals.... .. ............ ............ ............... .... .............. ... .. ..... ......... ........... .. .... .. ............ 46
5.8.1 Overview .. .................... .. .. .. ................... ..... ............... .. ...... ............... .. . 46
5. 8.2 Rndings......... .... .. .. .. .... ...... ...... .. ....... _ ....... ... .... .... .... ........... .. .... ... 48
5.8.3 Recommendations. .. .... ......... ..... .. .. .... .. ...... ......... .. .. .. .. .... .... .. .. ....... 48
5.9 SAP HR Integrat on to other FlInctlooality (OFS) .... .. .. ..... .. .. .. .. .... ... .. .... ........ 48
5.9. 1 Overview ................ ..... .. .. .. ... .. .. .......... ... .. ....... ............... .. .. ... ..... ... . .......... 48
5.9.2 Findings.. .......... .. ........... ......... ... .. .. .... .... ...... .... ................. ............ .. ...... .. .. 48
5.9.3 Recommendations. .. .... .. ......... .. .. ......... .. ........ ........ ........ .......... 48
5.1 0 SAP HR integratlon 10 Business WareHousing ... .... .... .............. .. .. ... 49
5.10.1 Overview ............... ..._.. .. .............. .. .... .. ............. 49
5.10.2 Findi ngs........ .. .......................... .......... ......... ........ .... ...... .. ............... .. 49
5.10.3 Recommendations. ... .. ......... .. ...... ... ........ .. .... .. . 49
6.1 1 Technical Architecture .............. .. ........ ........... .......... .. .. .... .. .... ............ . .... .... 51
5. 11.1 Overview .................. ..... .. .. .. .. .... .. ...... ..... .. ....... .. .. .. .... .... ... 51
5.11 .2 findings.. ................ ... ............ .. .......... .. .... ........... .. .. 51
5.1 1.3 Recommendations .. ...... .. ......... .. .. . ... ........... ..... ...... ...... .................. .... .. . 52
5.12 Bund and Productfon Environment. ............ .... ..... .......... ....... .. .. .. ....... 55
5.1 2.1 Overview .. .............. .... .. .. ....... . .. .. ......... .. .... ...... .. ... .. ....... ... ........ .. ........ 55
5.1 2.2 Findings.. ........... .... ....... .. ... .. ....... .. .................. 55
5. 12.3 Recommendations... .. ....... .. ..................... .. ......... .. ..................... ... 69
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1 EXECUTIVE SUMMARY
1.1 INTRODUCTION
The Queensland Government, through the CorpTech SSS Program, is in the process
of rolling out a single HR Business Solution to more than 200,000 employees in
twenty six agencies, supported by three Shared Service Providers (SSP). The HR
Business Solution is comprised of a core SAP ECC5 HR/Payroll solution and three
specialist best of breed solutions - Workbrain for rostering and workforce
management, Saba for performance and learning management and RecruitASP for
online recruitment and applicant processing. The Department of Housing was
selected as the pilot agency and is live with integration to a 4.6c Finance system.
As part of a readiness assessment for roll out to other agencies, CorpTech engaged
Presence 01 IT to conduct a True Position Assessment of the core SAP solution and
its integration to the other applications. The review focused on the configuration of
the solution and the suitability of its underlying design to support a single instance
shared services environment and the planned roll out to other agencies.
Presence of IT was founded in 1999 by a specialist team of HRiPayroll configuration
specialists, who worked with SAP Germany to build the first Australian version of the
SAP Payroll. Presence of IT has grown to become the leading supplier of SAP
HR/Payroll consulting services in Australia, providing implementation and support
services to Australia's largest private and public sector organisations. Over the last
few years Presence of IT has been involved in the design and implementation of
large shared service HRipayroll solutions for several global organisations including
Rio Tinto and BHP BilJiton.
1.2 APPROACH
The underlying approach to this review was to assess the current solution
environment for its suitability as the basis for an effective and supportable future
shared services solution.
The following steps were taken to derive our findings:
1. Reviewed the current system landscape
2. Investigated the production system Issues & Problems Log
3. Conducted interviews with stakeholders
4. Analysed the Development and User Acceptance environments to produce
key findings and recommendations
5. Assessed the technical architecture based on interviews with key technical
members and relevant system documentation.
1.3 KEY FlNDINGS
The key findings from the True Position Assessment are:
The SAP solution design and configuration is sound, however further work is
required to transition it from a single agency implementation to a shared
services framework ready to support further agencies.
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There is evidence of a lack of a coordinated approach to the solution
pfanning. This lack of coordination is often associated with larger projects
being sourced with disparate consulting groups who do not share the same
design techniques.
The solution has been highfy customised to meet signed off Queensland
Government business requirements and this will cause ongoing support effort
and cost, which may not be clearly understood by the agencies. The sheer
number and complexity of the developments require a great deal of
management and coordination.
The current build and production support environment is appropriate to
support a single instance shared services solution as long as strict controls
are executed.
The existing hardware resources are adequate to handle the current system
load. However careful planning is required for future roll out.
In summary, the solution is sound however has largely been buill around a single
agency model. Immediate steps are required to establish the design framework and
standards required for a shared services model before the solution is expanded to
include other agencies. This activity is not difficult however failure to address it will
result in an increasingly complex end solution that is costly to support and maintain.
1,4 RECOMMENDATIONS
Although there are issues to be addressed to prepare the system for a shared service
solution, there is no reason why single or multiple roll outs should not be pursued on
the existing single instance platform provided that the hardware is adequate.
It is recommended that :
Resources are allocated to address the recommendations of the True Positioning
report and prepare the solution for a shared services environment. No additional
agency configuration changes should be made until this has occurred.
The solution design be centrally managed by a dedicated Solution Integrity team,
with a focus on design standards and naming conventions, to control the future
extensions to the SAP structures as more agencies are accommodated. This
team will act as a gatekeeper for any configuration and development. This team
can be independent but 'importantly must be given the authority to ensure the
system is designed in a long-term cost effective manner.
Non standard development be closely managed and coordinated. This is critical
as more agencies are brought onto the system as changes in any of these
developments will affect other parts of the system and other agencies.
Guidelines and approval processes be implemented to fully inform the CEO
Governance Board of the implications of all future non-standard functionality and
customisation.
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Communication and collaboration between the Business Solution Build teams
and the Transition teams be formalised in order to better manage expectations of
agencies.
The current buik:J and production environments be maintained with the utilisation
of a tool to assist in synchronising the two development environments (pre
production and build).
1.5 IMMEDIATE NEXT STEPS
To guide the approach to the recommendations above, it is suggested that a collaborative
planning exercise be undertaken with representatives of the Corptech SSS Program and
Service Centre to:
Develop the Shared Services Design Framework and Standards
Establish the Solution Integrity Team
Develop the Sotution Management Charter
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2 TRUE POSITIONING ASSESSMENT SCOPE
The scope covers the assessment of current SAP configuration. The areas that were
assessed are:
Enterprise Structure
Personnel Administration
Organisation Management
ESS/MSS
Payroll
Time Management I Integration to Cross Application Timesheet I Workbrain
Security
Portals
Integration to other SAP functionality
SAP HR Integration to Business Warehouse
Technical Architecture
NB: A more detailed assessment of the Workflow component is planned and will be
submitted as an addendum to this report.
2.1 APPROACH
The process used to develop the findings was:
t. Analyse the existing business and current system landscape.
2. Investigate the current production support Issues/Problems Log.
3. The Build Development and User Acceptance environments were investigated to
produce key findings and recommendations.
4. Conduct interviews with stakeholders to gain information relevant to the
assessment. The following stakeholders provided information for this exercise:
HRBS Director - Scott MacDonald
Standard Offering - Sandra Bowtell
., Personnel Administration - Danielle West, Neil Jennings
. ' Organisational Management - Tracey Cox, Neil Jennings
Performance & Capability Lead - Andrew Childs
Recruitment Contact - Phil Beckey
HR/Payroll Lead - Leanne Davidson
Payroll- Ross Carleton, Brett Tetlow, Robyn Ferguson
Time Management - Mary-Anne McCarthy
Security - Bill Willmott, Peter Eltherington
Applications Development Lead - Neil Wild
Technology - Peter Perbellini , Lex Cunningham, Steve Chung,
Darren Olm
BW Integration - Peter Perbellini, Lex Cunningham, Steve Chung,
Darren Olm
OFS - Paul Frazer, Mark Holz
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3 BACKGROUND
The Standard Offer design is driven by key principles that were approved by the
Corporate Services Management Committee (CSMC) and the CSMC HR Sub
committee. The design principals embrace standard HR processes standard SAP
functionality. Functionality is delivered according to the requirements agreed to in the
Detailed Process Design Reports (DPDRs) and Detailed Business Requirements
(DBRs).
The Standard Offer underpins the following design principles:
Development of standard data structures to reduce unnecessary duplication in
order to facilitate easier conSOlidation, sharing, and reporting of data across
agencies.
A client support model for delivering support and advice, using standardised
support processes, a standardised approach to Contact Centres , and with specific
Centres of Skill for specialist support.
A single employee identifier that will remain with the employee, rather than agency
based employee numbers.
A system that can track wOrkforce direct and indirect costs, and link to other
Corporate Systems including costing systems.
A system that empowers employees through greater involvement, management
and access to their personal data.
Processes that support line managers in fulfilling their accountability.
Automated, online approval processes.
Information changes in one part of the process that automatically triggers
associated data processing tasks in related Corporate Systems.
The Department of Housing was selected as a pilot and is live with ECC5 SAP
HRiPayroll with integration to a 4.6c Finance system as well as other HR related
systems.
As part of a readiness assessment for roll out to other agencies, SSS has engaged
Presence of IT to conduct a True Positioning Assessment of the SAP solution and its
integration to other applications. With the configuration of the current live system as
the main objective, Presence of IT also focussed on the system design for planned roll
out to the other agencies.
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4 ASSESSMENT SUMMARY
A summary of the key findings of the functional and technical areas are highlighted in
this section. Detailed findings and recommendations are available in Detailed
Assessments section of this document.
4.1 FUNCTIONAL AND TECHNICAL AREAS
The w-o-G HR Business Solution (HRBS), as a centralisee shared function, will
eventually service the payments and HR business processes of approximately 200,000
employees throughout Queensland. There are 183 unique awards, acts and
agreements which would have to be catered for in the Standard Offer.
4.1.1 Enlerprlse Slructure
The Enterprise Structure is used to classify employees into different groupings to
make them eligible or ineligible for specific processes within each of the individual
modules of the SAP system.
Recommendations
The Enterprise Structure as a whole is well designed and should adequately support
the w-o-G solution. One point to consider for the future is provision for employees
seconded into or out of agencies.
4.1.2 Personnel Administration
The configuration of the Personnel Administration system is effective and supports
future agency implementations. Enhancements and developments have been made
to meet agency requirements. Although the impacts of these changes have been
communicated to the business, the value added by including them comparee to the
additional effort required to support them has not been demonstrated.
Recommendations
Due to non-standard developments, rework will be required when the system is
upgradee or support packs are applied. Some of these developments are supported,
for example the processes around increments, higher duties and prior service as the
standard SAP functionality available at the moment does not fully cater for these
processes. However, it is strongly advised that SSS refrain from accommodating.
non-standard devel,opments that are not critical to the business . An example of this lS
standard infotype changes. This could become a high risk, especially as more
agencies demand that their specific requirements are addressed.
4_1_3 Organisational Management
The Organisational Management configuration is effective, however a lot of data is
maintained which can become redundant quickly if it is not maintained as part of a
process and reviewed/updated on a regular basis.
Recommendations
There is a concern about retaining consistent Organisational data when more than
one Shared Service Provider is updating the Orgal'11isational Structure. As the
Organisational Structure is one of the major building blocks of the SAP system, and
key to many other integrated processes, consideration should be given to a central
maintenance policy for the Organisational Structure. ESS/MSS workflow issues
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which are currently being experienced are an example of the importance of a clean,
up to date Organisational Structure.
4.1.4 ESSlMSS
There are some useful services delivered by the w-o-G ESS and MSS where an
employee has access to services from working time through to learning data.
However workflow issues are experienced due to problems with the Organisational
Structure. Ensuring that the Organisational Structure is correct will reduce existing
workflow issues in this area.
Recommendations
It is critical to ensure a clean Organisational Structure is in place for future roll outs
and that the structures are maintained continuously and preferably centrally as
Organisational Structure problems aHect many other areas of an integrated SAP
system.
4.1.5 Payroll
Payroll processes are well defined. Whilst the Payroll configuration is effective, the
Payroll Schema in its current state should be branched off to include decision rules
agency level. A concern is the hard coding of wagetypes in the customised rules
which will become problematiC with future roll outs.
Concurrent Employment
During the review it was identified that the ,functionality around concurrent
employment has some issues. Some issues stem from system defects which are not
unusual for a pilot site, and SAP is addressing these issues. Other issues relate to
unclear business policies and requirements in terms of the use of the concurrent
employment functionality.
Concurrent employment has been activated for the w-o-G solution and once activated
the functionality cannot be reversed.
Recommendations
It is not too late in the build process to change the Payroll Schema to
accommodate decision rules for future agencies. This should be done before
development for the next agency starts.
Wagetype hard coding in rules should be avoided and those which currently exist
should be changed.
The policies and business requirements for concurrent employment should be
confirmed and the configuration stabilised prior to proceeding with the next
agency implementation.
4,1,6 Time Management
There are no major issues with Time Management. The structure of the Time
Management Schema is based on the applicable employee Awards across
Queensland Government. This is a workable approach . Leave accrual groupings
were designed to allow for agency specific processing and supports future roll out to
other agencies.
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Leave rounding and the design of Leave Loading processing should be reviewed as
the way it is currently done may nol suit all agencies.
Cross Application Timesheet (CATS)
CATS is currently being used to record time for job costing and hours worked. A Web
Dynpro CATS timesheet is going to be developed and is already in the Blueprint
phase. The solution includes an Assisted Self Service design.
Recommendalions
Although the Schema is structured according to the various existing awards, with
8 of the 183 existing currently, it may also be necessary to add a further decision
rule at agency level via the Personnel Area. This will allow flexibility if agencies
interpret the same awards slightly differently from each other.
The leave accruals averaged over 4 years are based on existing business
requirements but may not suit all agencies. If this is the case, several selection
rules will need to be changed. The change can be easily achieved though as the
set-up of the Enterprise Structure allows for it. A review is recommended.
4.1.7 Security
The team responsible for security is well managed and structured to cater for new
agencies coming on board. Processes are already in place for smooth transitioning
into a Shared Service environment.
An initiative to change from user based security to position based security has
already started and should continue as user based security would become an
enormous maintenance effort for a system which will eventually host 200.000
employees.
Recommendalions
The implementation of position based security is strongly supported.
4.1.8 Technical Architecture
Based on the information provided by the maintenance team, it can is clear that the
current system landscape is adequately resourced to facilitate the requirements of the
existing agencies.
Recommendations
Although the system is adequate for the current live environment, a review needs
to be conducted to asses the allocated resources for the remaining agencies to
ensure that acceptable system performance levels are achieved as additional
agencies come on board.
Network performance testing is highly recommended to simulate total end user
bandwidth utilisation from a front-end and back-end perspective. This will ensure
the responsiveness of the network is adequately sized to meet all user and server
bandwidth requirements. It is understood that this is an agency responsibility. but
if it is no\ managed. the impact on the project is huge.
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On demand hardware allocation will work as long as Ihe requirements for the
upcoming agencies are assessed well in advance and include performance and
volume!stress based testing.
4.1.9 Production Support and Build Environment
The build and support environments includes two Development environments. One is
Production support (CEJ) for agencies that are live and the other is utilised for
continuous build and roll out to the remaining agencies (CEO).
With strict processes and controls in place to ensure that changes that are made in
CEJ (live development client) are being replicated in CEO (build development client).
the strategy for build and support is adequate for future single and multiple roll outs.
We do however suggest that SSS consider a One Development environment. The
branching off of the Schemas on agency level will make this manageable with less
risk involved than a two development environment. This will also support multiple
agency build and testing.
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5 DElAILED ASSESSMENT
Presence of IT is pleased to present SSS with the detailed findings from the True
Positioning Assessment conducted between 16 July and 11 August 2007.
5.1 ENTERPRISE STRUCTURE
5.1.1 Overview
The SSS SAP Payroll is a centralised shared function that will eventually service the
payments of approximately 200,000 employees throughout Queensland. There are
183 unique awards, acts and agreements which will have to be catered for in the
Standard Offering.
5.1.2 Findings
The following table summarises the Enterprise Structure of the SAP HR/Payroll
system. The Enterprise Structure is logically defined and supports future roll out to
future agencies.
Component Number Comments
Company codes 26+ Each Company code is required to delineate financial reporti ng.
There are currently 29 company codes created in the
development system and this will most likely expand as each
agency moves on to the woG system.
Employee 22 Used to delineate general employment types of employees e.g.
Groups Casual, FT Permanent, PT Permanent, Shift, External , Trainee
etc.
A custom feature YEMPG has been developed to categorise
Employee Groups into a broader grouping of either FT
(Fulltime) , PT (PartTime) CA (Casual) or EX (External) so that
any custom program can use this grouping if required.
Employee
Subgroups
15+ Used to further delineate types of employees into award /
Industrial conditions for the relevant positions.
Payroll Areas 3 All employees are paid via two fortnightly pay cycles
PI - Pay Advance
P2 Pay in Arrears
ZZ - Non Accounting for Payroll
Personnel Areas 21+ Used to delineate an employee's agency
There are currently 21 Personnel Areas and this will increase if
more company codes are required.
The first 2 characters of the Personnel Area field will represent
the Department as per the woG agency/SSP identifier list.
The last 2 characters will increase by 1 if more company codes
are required.
Work Contract 2+ Used to further breakdown the Employee Sub Group to identify
employee conditions and entitlements
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5.1.3 Comments
Employee Group and Subgroup categories are logical and should be retained as
they allow a practical way of branching off within the time and Payroll Schemas to
the various groups of employees based on employment type and award/industrial
instrument.
The use of only two Payroll Areas has been identified as a requirement to allow
concurrent employment to be used as employees need to be on the same Payroll
frequency. The use of the two Payroll Areas is efficient and should continue.
The Personnel Area and Sub Area Groupings are logical and should be able to
cater for all agencies within the w-o-G going forward.
The work contract field should be used to further break down groups of
employees based on conditions and entitlements as required.
The Enterprise Structure as a whole should adequately supports standard HR
and Payroll reporting.
5.1.4 Recommendations
Provision should be made tor employees seconded into or out of agencies in terms of
Employee Grouping.
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5.2 PERSONNel ADMINISTRATION (PAJ
5.2.1 Overview
The woG solution uses both stancard anc custom infotypes. Specific HRPS
infotypes are used to capture information specific to public sector organisations.
w-o-G is only using the Higher duties information in this area. These custom
developments are necessary as SAP standard functionality does not adequately
support the business processes.
PA processes are well defined and there is very little redundancy in the current
configuration of the PA module within the system. To cater for non computer users,
manual processes which replicate the SAP functionality have been put in place (i.e.
manual forms) . Where SAP functionality has been lost due to Concurrent
Employment being activated. SAP standard functionality has been reconfigured to
meet business requirements.
While the PA configuration is good. there is a development relating to renaming all
infotypes which ades little value. Although it is small. rework will be required after
upgrades or SAP support packs are applied.
5.2.2 Findings
5.2.2. 1 Infotypes
0001 Organisation Assignment This Infotype has been enhanced because the standard
fields do not provide enough information for pay points.
Full address was requirec.
0002 Personal Data Inlotype has been enhanced to include verification
details.
0003
0006 Addresses
0011 External Transfers
0014 Recurring Payments &
Deductions
0015 Additional Payments
0019 Monitoring of Dates
Infotype has been enhanced because addition contact
numbers where required.
Used to drive workflow.
include SARAS fields
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0227 Tax File Number
0302 Additional Actions
0509 Higher Duty Allowance
(renamed Higher Duties)
0655 ESS Settings: Remuneration
statement
End Point Australia
0709 Person ID
0712 Main Personnel Assignment
081 7 Income Tax Withholding
Variation
0849 Payment Summary Aus tralia
0850
E l i g i ~ e Termination Payment
-AU
0701
Infotype has been renamed. Need to be checked after
the applications of Support Packs and Upgrades.
Subtypes 0001 , 0010 (also used to distribute pay slip
via email), 9000, 9001 (Legacy employee number,
Access to Portal Y or N - will the employee have
access to a Portal or not) .
Infotype has been renamed. Need to be checked after
the applicat ions of Support Packs and Upgrades.
User exit on hire to create record for ESS users "do not
prinr checked.
System generated number.
2010 'Employee Remuneration Info
2012 Time Transfer Specifications
2013 Quota Corrections
0416 Time Quota
Compensation
9000 Equal Employment
Opportunity
Fields required for legislative reporting. Required for
MOHRI (approx. 80 data fields some of which are
these). Standard infotype did not meet MOHRI
9001 Substantive Position Custom relationship ASUB in OM. Allows user to select
the substantive position number.
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HR Bustness Solution Assessment
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Government solution does not meet requirements.
LWOP Exclusion Periee
9008 Reimbursements - Work
Cover
9009 Variance Notifications
Work Cover
9010 Custom SARAS Attributes Incorporated into the education infotype 0022
(Educ)
There have been some infotype enhancements which add functionality but the value
which it adds has to be proved. (I.e. full address for pay point on infotype 0001,
renaming of infotypes).
5.2.2.2 Actions
The w-o-G solution has 13 actions. Six are available on the standard actions menu
and four are available on the Mini Master menu. The remaining actions relate to
conversion. There are no current issues relating to PA actions. The use of action
modifiers results in a reduced number of actions. This reduced list provides a clear
direction on which action is to be used for which process.
MOHRI Action reason codes 'have been configured in a custom table. These are
used for mapping the agency separation reasons to the MOHRI ,eason codes. This
table must be updated when any new separation reasons are created. Although
using a custom table adds another configuration step whenever a new separation
reason is created, it does simplify the process by limiting the skill set required to
perlorm the update (no development resource would be required).
The feature IGMOD (infogroup modifier) has been used extensively to provide the
needed flexibilityof personnel actions. There are a limited number of actions (making
processing and reporting eaSier) and IGMOD has been used to differentiate based
upon reason codes and Employee Groupings. Although it is not considered likely, the
structure of the feature enables easy modification when additional requirements arise.
Some standard dynamic actions have been disabled. The move from dynamic
actions to user exists supports SAP's direction in this area. One dynamic action for
Employee Debt has been created. As this function is not going to be used via the
Portal and will only be updated via SAP GUI the risk of using dynamic actions for this
function is low.
5.2.2.3 Concurrent Employment Personnel Administration
The configuration for concurrent employment for personnel administration is clear and
complete. As the agency which has gone live does not use concurrent employment
no concurrent employment issues in the Personnel Administration environment have
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arisen. Concurrent employment from a Personnel Administration point of view is
effective. There are however issues which are covered in the Payroll Area.
5.2.2.4 Housing report
An interim solution has been developed ,to meet Housing's reporting needs before
BW is available. Ad 'hoc query was reviewed, but did not meet the requirements
(specific layout required). A delay in the implementation of SW may result in more
custom reports being built to meet the requirements. As these are only an interim
measure they should be limited and non development alternatives sought.
5.2.2.5 Commencement 01 duties
The Workbrain system requires that an employee be hired on to the system in the
future. To enable this process a workflow is triggered to remind both the Payroll
processing cell and the line manager that the employee is due to start. Depending
upon the tine manager's action, the employee record will be updated accordingly. It
is generally considered best practice to hire the employee when they have
commenoed to reduce rework if the employee's start dates changes. The process
ensures that an employee is placed in a non Payroll Area until confirmation
(automated or manual) is received that they have started. It is considered that this
lunctionality is an effective way to support Workbrain.
5.2,2.6 Temporary Contract Extension
Temporary contract extension allows a manager to extend an end date of a contract
and update the system automatically (unless it is a secondment). This process
reduces the work load on the SSP and pushes back responsibility onto the line
managers. It is important that a tracking report is run to ensure the managers are
actioning the contract extensions where required.
5.2.2.7 User Exi ts
User exits have been used extensively throughout the system. These user exits will
have to be reviewed at the beginning and end of each agency implementation.
Detailed test scripts need to be developed and each section of the user exit tested
thoroughly during the regression testing phase. The use of user exits within the HR
system is considered an appropriate means to meet requirements as they are
effective in both R!3 and the Portal. The structure of the user exits make it difficult to
determine which bit of code is being called when. By grouping all infotype user exits
into either PSO or PAl, future maintenance and management of the code would be
less complex. Alternatively a clear naming standard can be used for each
implementation to make maintenance easier.
Functional specifications do exist for the user exits but they are not referenced in the
configuration documentation.
5.2.2.8 User groups
Three user groups have been created - one for conversion, one for the mini master
users and one for all other HR users. These groupings are appropriate for a wo-G
implementation.
5.2.2.9 Master Dala
An area of concern relates to mini master data. The mini master will only be used
where Finance goes live before HR. As this data is maintained externally to the HR
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lunction it is difficult to control the quality. It is planned that the mini master data will
be removed from the HR system prior to the agency going live with HR. Creating the
mini master will not be an ongoing HR process. Inconsistencies need to be
highlighted and fixed quickly (workllow is assisting with issues). The risk 01 these
inconsistencies affecting HR data in the future is therefore considered to be low.
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Presence of IT HR Business Solution Assessment
5.2.2.10 Reporting
MOHRI
MOHRI reporting appears to be an evolving requirement. The OPSE change
requirements without publishing upeates of the changes. This causes problems with
the interface from SAP. The configuration to support MOHRI reporting is
preeominately custom fields/infotypes. Configuration documents includee a section
which references MOHRI reporting to ensure that if changes occur to master data
configuration they are reflecled in the MOHRI interface. MOHRI reporting
requirements should be reviewed prior to and after each agency rollout to identify
changes.
Ad Hoc Query
Ad Hoc Query is designee to be used for reporting on HR master data. It is not
designed to perform calculations. There are two roles set up for the use of this tool.
A "Create Queries" role (used by a central reporting team); and an "Execute Queries"
role (used more widely). This role structure will assist in retaining a central list of
queries and consistent query results.
Interfaces (SABA, Workbraln. Travel Management System ms)
There are two outbound interfaces to Saba which are operational:
Employee data
Organisational data
Saba is performing a number of HR lunctions relating to Personnel Development.
These interfaces would not be required it standard SAP functionality were used to
support these processes (functionality including Management by Objectives and
Learning Sotution).
Neither Workbrain nor the Travel Management System are operational at this time
and therefore have not been reviewed.
RecrullASP
There is currently no automated interface between SAP and RecruitASP. This is an
area which should be explored as an interface would provide benefits in data
timeliness, accuracy and duplication effort.
Audit report
A custom audit report has been built, which is based upon the standard SAP audit
report. As d ~ f e r e n t SSP's support different agencies the breakdown by agency is
necessary. The custom audit report enables agency breakdown and is easier to
analyse. As that there are a number of SSP's supporting the Government, a user
friendly audit report is consideree a useful development.
5.2.3 Comments
Action configuration is good and will meet requirements for future agency roll out.
A large number of user exits replace dynamic actions. This is aligned with SAP's
future strategy regarding dynamic actions. These user exits support both R13 and
Portal operations.
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User exits should be structured and named more clearly to assist with future
maintenance.
Renaming of infotypes adds little value to the users and will require rework when
the system is upgraded or support packs applied. Standard names should be
used.
A process should be put in place to receive notification from the OPSE regarding
MOHRI reporting changes. The current process is very reactive and results in
interface errors.
Use of the mini master by Finance is causing data inconsistency issues. As this is
an interim process and workflow is identifying issues, no further validations
should be built in to reduce the inconsistencies.
As far as interfaces to and from SAP goes - the standard SAP Learning Solution
oHers a comprehensive learning product. Learning Solution is integrated with
SAP HR master data meaning that the data is only entered once and can be used
by many. Saba performs other HR process including performance management
and development for emptoyees. SAP functionality could be utilized here also.
Benefits of having these core HR functions within SAP include:
Single data entry point (reduce need for interface work)
Reduced development in standard offering
Continuity of look and feel from an ESSIMSS perspective
The skills to support the areas would also be exclusively SAP.
Although investigation of the RecruitASP system is not included in this scope, the
integrationfrnterface between RecruitASP and SAP was. No interface exits and it
is recommended that an interface between the two systems are explored as the
benefits will outweigh the build and maintenance effort.
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5.3 ORGANISATION MANAGEMENT
5.3.1 OvervIew
The establishment and associated information for the woG solution will be built
using the Organisational Structure within SAP. All Organisational data is centrally
maintained by the agency Shared Service Providers.
The design behind the Organisational Structure will provide a good basis for driving
business processes. Each agency will have their Organisational Structure within a
single w-o-G Organisational Structure. A single organisation unit tops the structure.
Each Shared Service Provider will exist with no direct relationships with the agency
structure.
There are a number of custom objects which have been created to streamline the
agency data and to allow for interfaces to external systems. The Organisational
Structure is used to drive business processes including system workflows, however
structural authorisations are not used. No product used to display the extracted
Organisational Structure information in a graphical manner. Although this does not
feature as a requirement in the w-o-G solution. it is generally a very useful tool for
managing an Organisational Structure.
5.3.2 Findings
5.3.2.1 Objecl Model
Both standard and custom objects are used to meet business requirements:
Organisational unit (standard)
Work Centre Group (custom) - used to group the work centres by agency for
reporting
Work Centre (standard) - used to store actual addresses which are required for
MOHRI
Domain (custom) - used to define the interface to Saba
Job Grouping (custom) - used to group Jobs by agency
Job (standard)
ASCO (custom)
Evaluated Job Description (custom) - used to evaluate jobs
Position (standard)
Cost Centre (standard)
Logical reporting relationships are used to reduce data maintenance in the future:
A single " C h i e t ~ position is the primary manager for an Organisational unit.
A "Reports to relationship will be allowed for those agencies that are unable to
maintain a Chief reporting structure. Standard workflow allows for the Reports to
relatKlnship to be picked up first and then the Chief.
The standard "holder" relationship records the current occupant. A custom
relationship is used to store Substantive holder of the position.
A custom infotype Planned FTE" will be used to report FTE number. as the
system will allow one or more person's to occupy a position. Planned and actual
numbers are reported, however only the actual figure is used in calculations. A
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new FTE report has been s p e c ~ i e d for BW, This planned FTE infotype will not be
used as a calculated field in the logic.
The Authorities infotype will store Organisational unit levels (i.e, Department,
team, etc,),
Some custom relationships have been configured to cater for external interface
requirements.
EEO requirements for positions will be stored on the restrictions infotype. This
will allow the flexibility to record several different types of EEO group and reasons
if required,
Ad-hoc reporting has been set up for reporting, This may need to be monitored
on a regular basis to ensure consistency of reports and results.
5.3.2.2 Organisation and Staffing
The Organisation and Staffing transaction (PPOME) has been configured to display
the relevant searches and infotype tab pages for agency Organisational objects.
Standard tab pages are used for Organisational units and positions. Different views
have been created to view evaluated job description structure and substantive staff
assignment structure. There is no higher duties occupancy view. This transaction is
used for maintaining the structure.
5_3_2.3 Actions
The following PD actions are used to manage the creation and ongoing maintenance
of Organisational units and positions:
Create ASCO
Create Work Centre Group
Create Evaluated Job Description
Create Domain (SABA)
Create Job Group
Create Work centre
Create Job
Create Organisational unit
Create Position
Create EJD (online Form Only)
Create Position (online form only)
The w-o-G solution has well defined processes for using these actions, Expert
Maintenance transactions are used for changes to single infotypes. The online
creation/change forms for position supports the information transfer from agency to
SSP in a timely manner. In the future on line forms for Organisational unit creation
and change will also be available. Configuration in this area meets business
requirements.
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5.3.2.4 Master Data
Organlsallonal obJects
The following objects are used :
Organisational unit - standard
Jobs - standard
Position - standard
Person - standard
Cost Objects - standard
Work Centre - standard
Work Centre Group - custom object - used to group work centres for easy
access by agencies.
ASCO code - Custom object - Australian Standard Classification of Codes
(ASCO) is the nationaf standard for cfassifying occupations. ASCO codes
are generally used for reporting purposes.
Evafuated Job Description Custom object - Evaluated Job Description will be
used to record. the details of an evaluation done against a job. A valuation
must exist before a position is created.
Domain - Custom object - used to store the Saba Domain, which is a security
concept required for the Saba component of the solution.
The use of custom objects is very good and supports tile business processes more
than adequately. There is a 'lot of data maintained against the Organisational objects.
The maintenance of this data depends upon the object. line managers, HR a ~ d
Shared Service Providers are responsible for the data maintenance. There are some
automated forms used to update the data (manual forms also availabte). Although
the data stored meets the business requirements, the quality of data maintained
should be monitored regularly to ensure consistency.
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5.3.2.5Inlotypes
The following infotypes are maintained (M = mandatory, 0 = optional, D = display
only (no changes from defaulted value) , S=suppress) :
5.3.2.6 Relationships
A number of custom relationships have been created to support the custom objects.
Good use of custom versus standard relationships.
5.3.2.7 Evaluation Paths
A number of custom evaluation paths have been created to assist with the view
custom objects and relationships. These evaluation paths provide useful selection
and reporting on custom structures.
5,3.2.8 Job Descrlpllons
Job descriplions are stored on the system. ,he process for initiating the job
description data can be performed through MSS. Unfortunately it was not possible
to develop a standard Job Description format (OPSE ruled that it was not possible).
This data is being used as the source for the job descriptions used in the Recruitment
system. As this is an outwardly facing system, oonsistency in layout, language and
content would benefit the agencies. There is currently no automated interface
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between SAP and RecruitASP. This would be an area which would provide benefits
in data timeliness, accuracy and dupli cation of eHort.
5.3.2.9 Organisational Restructures
Organisational restructures occur from time to time, especially around election time.
As workflow is heavily dependent upon an accurate Organisational Structure, timely
and accurate updates of the system are essential. Currently PPOME is being used to.
maintain the Organisational Structure. In the future a customised tool to automate
this process is being investigated (upload tool). Careful attention needs to be paid to
any such development as inconsistent Organisational data will result in future process
issues (i.e. incorrect workflow paths).
5.3.2.10 Reporting
Providing a number of standard reports via MSS is a useful way to support the SSP
model.
Currently eight reports are made available to managers through MSS:

Position Holder

Headcount

Organisational Structure

FTE

Org Structure locations

Unoccupied positions
StaH assignments
Establishment
5.3. 3 Comments
The configuration to support the government's Organisational Structure is clear.
5.3.4 Recommendallons
An accurate Organisational Structure is the key to many processes being
successful. There is a concern about retaining consistent Organisational data
when more than one SSP ,is updating the Organisational Structure. Having a
central team responsible for data consistency in this area would be beneficial.
The use of actions to create objects should limit inconsistencies.
The extent of organisational restructures can have a destabilising eHect on the
Organisational Structure and any associated data or functionality within SAP, Le.
workflow, MSS, integration w ~ h PA data. Timeliness of updating the data is
critical in avoiding unnecessary workaround solutions, as well as negative
perceptions of the accuracy of data in SAP. Mass updates ,to the Organisational
Structure will have far reaching ramifications if it goes wrong. Careful
consideration and planning is required when devel oping a customised tool which
replaces updates through PPOME.
Integrating Organisational Management with RecruitASP (via an outbound
intertace) would reduce double entry. An intertace should be considered.
Use of structural authorisations would reduce security maintenance effort. The
decision to implement position based security has already been made and is
supported by us.
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Data stored on Organisational objects should be regularly reviewed to ensure its
accuracy. One example would be to have an outboune interlace to RecruitASP
to pick up incorrect position related data at the time of advertising.
5.4 ESS/MSS
5.4.1 Overview
The wo G solution uses a number of services via the Portal. Both display ane
maintain services are available.
5.4.2 findings
The followi ng services are enabled by ESS:
Service Comments
My Worlclng Time Unplanned leave through the CAT2 transaction. Planned
Display work schedule
leave through leave request. Future plan is to build using

Record working time
Web Dynpro. Weekly view for Housing. Approved by
manager on a weekly basis (standard workflow). System
Create leave request
modilication to include absences in the CAT2 view.
Cancel Leave Request
Leave Balance
Current issues relate to coilisions where an employee has
Enquiry
entered time in both areas. Future enhancemenllo prevent

Leave Request this.
Overview
My Payments

Maintain deductions

Display pay advice
Higher duties
Plan to use display payment summary.
My Details

EEO details

Address details
Bank Details

Biographical details
Customise iViews built
My Establlshmenl

Organisational
Structure Diagram

Job description
Organisational Structure is not a graphical representation.
This functionality could be enhanced using a tool such as
OrgPublisher or Nasika
My Learning

Catalogue
View Transcripts

Qualifications
Link through to e-Learning application (Saba).
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HR Business Solution Ass.essment
The lollowing services are enabled by MSS:
Service Comments
Working TIme
Absences and
Attendance detail
Team Calendar
Emptoyees Allows a manager to change the end date of a contract
Display lorm status
Will auto update the system unless it is a secondment
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 authorisation role was being used.
Request Higher Duties
That role doesn't allow system updates, until fi x goes

Temporary through the updates are manual.
contracUsecondment
extension
Est.bUshmenl
Display larm status

General position details

Evaluated job
description details
Change position form

Create position form
Request job evaluation
form
Use 01 PCR's making the process of creating positions and
job evaluations simple. Future plan to create/change
Organisational units,
Reporti ng

Position holder

Headcount
Organisational Structure

FTE

Org Structure -locati ons
Unoccupied positions
Staff assignments
Establishment
Note: there are other non-SAP lunctlons available through the Portal which has not been
included above (Le. training and recruitment) .
5.4,2.1 Master Data
The servi ces listed above utilise the master data with SAP' s HR Module. There are
services for learning and development and recruitment that use alternative master
data sources.
5.4.3 Comments
The overall configuration of ESS and MSS is effective.
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Due to poor communication of the time entry process, collisions are occurring
where employees enter planned and unplanned absences through the CAT2
transaction. Future system enhancement will eliminate this issue.
There are no management reports in relation to Time. Specifications for BW
reports have been created.
5.4.4 Rl!(:ommendations
Organisational Structure inaccuracies are causing some workflow issues. During
agency go lives, it is critical to ensure a clean Organisational Structure is loaded.
Along with system security, the Organisational Structure can cause significant
problems at go live. Having a team dedicated to quick fixes in this area during
the go live period will be very advantageous.
Enhancements to standard services have been made which will require support.
A process for reviewing and testing enhancements post transports/support
pack/upgrade is must be established.
Future implementation of Payment Summaries via ESS will result in large
volumes accessing the portal simultaneously. This could cause performance
issues. Load balancing prior to implementation should be reviewed to determine
the best way forward.
Consider using variant driven reports in the interim to provide useful attendance
and absence data to managers.
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5.5 PAYROLL
5.5.1 Overview
SSS uses the SAP ECC5 solution for Payroll with Concurrent Employment as this is a
mandatory requirement. It should be noted that the SSS oHering is an SAP pilot site
for the Concurrent Employment solution in Australia. The w-o-G solution is based on
using 2 Payroll Areas, one for payment ,in advance the other for payment in arrears.
For the Concurrent solution to work employees must be paid for all positions in one
Payroll Area only and this may be a limitation in some agencies. Whilst the
Department of Housing is a pilot site for the Standard Otfer, the ECC5 solution
integrates to a 4.6c FI/CO solution. The integration that will be rolled out to other
agencies, has yet to be proven ,
5.5.2 Findings
5.5.2.1 Payroll Schema
The Concurrent Payroll Schema was examined in view to ascertain the level of
variation from the standard Concurrent Schema OOOC (lOOC is used). It was noted
that a large number of customised (nonstandard) changes had been implemented
since the original go live. Most of these changes, however, have since been removed
to return the Payroll Schema to a mostly standard position (there are a large number
of disabled "l" customer rules in the Schema) . A few non-standard operations
(commands used in Payroll rules) remain to handle specific OLD Government
conditions that are not covered by the standard solution .
The Payroll Schema was designed around the Housing agency which incorporated
standard oHering configuration. With new agencies being bought onto the system
there will be a requirement to branch oH from the standard offering configuration. The
structure of the Schema in its current state has no decisions rules to branch off at the
agency level. Some key rules are that may require decision rules will be:
l010 - Create evaluation basis
l13A - Load modifiers
lMOD - Determine Payroll modifiers
lPPF - Factoring to name a few
It was noted that wagetypes have been hard coded in some SSS customised rules,
which would become problematic, especially with future roll outs.
5.5.2.2 SeparaUons
The SSS system utilizes automated terminations and redundancies functionality with
customisation in the Eligible Termination Payments area due to Prior Service and
payment of Public Holidays calculations.
Areas of customisation
Prior Service - infotype 9003. This infotype stores a Severance Calculation Date
Type on infotype 0041.
Outstanding Debts - Warning message if a valid infotype 0045 exists - generated
on Simulation in the Termination Log. A new Button 'Employee Details' to give
access to infotype 0045 - Upon update the Termination Organiser will generate
an error message and terminate processing if an infotype 0045 still exists.
Public Holiday Leave Projection.
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LSL balances transferred to diHerent quotas.
The changing of standard SAP screens and programs could pose future risks.
5.5.2.3 Higher duties
The HRPS Higher Duty Allowance Infotype 0509 is utilised. This standard SAP
function is fully integrated with Organisational management and Payroll. This
infotype has been modified to meet Queensland w-o-G requirements (specifically to
hide Nominal position details and include locality allowance). These modifications
may need to be reapplied when Support Packs and upgrades occur.
Creation of an IT0509 record involves the processing of an action to ensure that all
necessary infotypes are updated. Processing of this action from ESS / MSS is
initiated by means of a PCR.
Standard SAP wage types /3Hl to /3H3 have been modified and this is a risk when
Support Packs and upgrades occur.
Processing Class 89 has had new specifications of 3 and 4 added, posing a potential
risk when Support Packs and upgrades occur.
Standard HRPS sub-Schema AUHC is not used for the processing of Higher Duties
payments in Payroll. Instead sub-Schema ZHDA is used. This calls customer
function YHDUT instead of function AUHDA. Furthermore, a modified version of rule
AUHD is used. It is appreciated that these changes have been made because the
standard HRPS solution does not meet the w-o-G requirements .
Document El.3.1 Higher Duties states that "The solution must prompt the user to
increase the higher duties base pay of an employee if the higher duties base pay
does exceed the substantive base pay" - this does not appear to be happening
although the employee is paid at the substantive pay if the Higher Duties rate is less.
5.5.2.4 Supenmnuatlon
Superannuation has only been configured for Queensland State Super with no
allowances made for 'Choice of Fund' by employees. Tools are avaitable if this
functionality is required in the future .
5.5.2.5 Prior Service
Prior service history is held in a customized infotype 9003 as a "Combined Public
Sector" period of time. This intotype then updates the following infotypes on saving
9004 - LWOP Exclusion Periods
9005 LSL Takings/Payments and
9002 Increment Adjustment
9003 Contains Tabs that link the other infotypes for ease of viewing
The solution is a custom solution that uses an overnight program to update specific
date types in IT0041 (Date Specifi cations) based on the data entered into the custom
info types. As these developments are in the customer name range they should be
unaHected by Support pack or Upgrade changes.
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5.5.2.6 Increments
Increments processing is a custom solution that is based upon the standard HRPS
solution of a register, increment due report, means of adjusting the increment due
date and a means to update the Basic Pay (IT0008) or Higher Duties (IT0509)
infotypes. A cuslom solution has been developed to cater for the many gaps
between the HRPS solution and the Queensland w-o-G requirements.
The increment solution consists of the following developments:
Increment Register - provides an overview of an employee's current and
historical increment details and also a mechanism for the Processor to
produce a hard-copy report detailing an employee's increment details.
Increment Due Report - identifies employees who are eligible to receive an
increment within a user-defined time period. The "Increment Due" report
initiates workflow "work items" to the appropriate Approver - Increments to
facilitate the approval/deferral of an employee's increment and the
subsequent update of the Payroll system. Additionally, the "Increment Due"
report generates increments in bulk (i.e. create basic pay recard) for those
employees receiving an increment which does not require Approver
Increments approval (e.g. Age 21, Qualifications).
Info Infotype 9002 allows a P r o c ~ s s o r - Payroll to make adjustments to an
employee's increment hours cluster balance(s). This info type allows
adjustments to individual pay scale classification I levels (Le. where an
employee has muniple occupancies). .
Increment Work Item - a work item initiated by the generation of the
tncrement Due program is sent to the appropriate Approver - Increments.
The Approver - Increments has the choice to eijher "approve" or "defer" an
employee's increment. The work item updates the appropriate Payroll
information (Le. creates new basic pay record (s) or alternatively, defers an
employee's increment).
Time Evaluation - new ''functions'' to maintain I update an employee's
increment hours cluster balance(s).
The above combination of developments allow SSS to meet requirements
such as the need to be able to determine the number of ordinary hours spent
in a classification that are not catered for in the standard HAPS solution. It is
noted that where possible, standard configuration tables have been used to
deliver the solution.
5.5.2.7 Locality Allowance
This allowance is based on the locality in which the employee works. It has been set
up to default into the employee's Basic Pay screen using a standard SAP feature and
Wagetype Model with selections being made on the Agency then the Employee
Group and then the Personnel Sub Area.
Due to Locality Allowances being stored in the T510 table they also appear in the
CATS timesheet drop down help list in the Pay Scale field. As the current
configuration is only for Department of Housing this list is only 28 wage types.
however, once all clients are on the system this list will become enormous. These
wage types. because of the placement in table T51 O. are at the top of the list and this
could be very annoying and confusing for users.
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5.5.2.8 Wage Types
SAP standard configuration allows capability to group Personnel Area/Sub Area w ~ h
Employee Group/Sub Group to conlrol wage type available to diHerent groups 01
employees. However, there are 26 Agencies and up to 183 distinct awards. The
possible number of combined Agency/Award exceeds the available groupings for
standard SAP. The following customisation has been developed;
Evaluation Class of 19 with a specilication code for each individual award and
also a value 01 00 which indicales that the wage type is available lor all.
A customized table which has the following fields :

Agency

Award

Evaluation Class 19 value
From date
To date
A standard SAP include program has been changed to check the above table lor
search help drop down values that are allowed lor the type 01 employee.
Customized validation has been written to check the entry is valid according to
the customized table entries.
5.5.2.9 Paysllps
SSS are utilising Payslip Smartform lor their payslips, in addition to the MetaStar
inlormation that is available as standard the following will be in addition;
Pay scale inlormation from Higher Duties Irom inlotype 0509
Leave balances will be printed using standard SAP function
HR_GET_QUOTA_DATA to allow for accurate leave balances
All time based allowances will be displayed by day
Special processing lor Loans infotype 0045
Retro processing
Infotype 0001 has been modified to store additional inlormation required
to be printed on the payslip with distribution information. This includes a
customized table containing Pay Distribution Point information. The
Administrator Group will be the key in the search helps 01 this table.
Employees elect to receive their payslips either via ESS, Email or printed. Printed
payslips are sent via an interface lile to a third party for printing and dislribution.
There is a level of concern regarding the volume of emailed pays lips in PDF lorm
and the impact on the network.
5.5.2.10 Concurrent Employees
During the review it was identified that concurrent employment had some issues. The
issues stem from the system defects which SAP is continuously addressing as the 151
pilot site tor concurrent employment in Australia, but also from unclear business
requirements and policies around concurrent employment ,
One of the major concerns is around the lermination of Personnel Assignments when
transferring from one agency to another. SAP is aware of these concerns and is
looking into an international development to cater for this. No timelines available.
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The first agency to come on board with concurrent assignments will require the
payslip to be slightly modified to include the Personnel Assignment. Business
requirements are still being gathered on the design.
Concurrent employment is activated and all agencies will have the functionality to
create Personnel Assignments.
5.5.2.11 Payroll Processi ng
Payroll processing is scheduled to run nightly at SSS. The Payroll currently runs for
approxi mately 4 hours and the full endto-end processing takes place with Pay Calc
running in update mode with the other processes such as Bank transfer and FIICO
being simulated. Any errors identified during the run are sent back to the agency to
be rectified. New software (Redwood) has been purchased and will allow the
scheduling and processes to be more efficient.
Although there are benefits to this approach, ccnsideration should be given to only
scheduling 4 times a fortnight perhaps after the Workbrain loads have been made
into SAP. This will reduce the amount of system processing time required and
substantially reduce the amount of simulated finance logs held in the system.
Running the Payroll daily will also prohibit SAP off cycles from being implemented as
Payroll results have been stored.
5.5.2.12 Postlng 10 Rnance
A substitute cost centre is being utilised to allow errors such as blocked cost centres
to flow through. Any errors are reported and sent back HR to rectify prior to the next
pay run. The system will update the cost centre once the HR master data is
corrected. Manual journals will be required Ijf cost centres are blocked and no longer
available for posting.
As many company codes belong to different controlling areas within the system, the
posting variant Z1 has been created to allow cross company code transactions.
Designating clearing accounts have been created.
Wagetype mapping spreadsheets have been created. This document should be
reviewed and signed off prior to each agency coming on board in order to ensure that
no standard offering wagetypes are modified unless agreed by all agencies that are
live.
Symbolic accounts have been designed with the following ranges:
2xxx - Balance sheeVCustomer postings

4xxx - Revenue postings

5xxx - Expense postings
6xxx - Vendor postings
No system design issues were found.
5.5.3 Comments
The current Payroll configuration is stable utilising a modified standard
Concurrent Employ sotution.
The Higher Duties functionality is not standard but does utilise some standard
SAP wage types and processing classes. This may be of concern when
applying Support Packs and during upgrades however if correct procedures are
adopted for backing up wagetypes and wage type settings then this may not be a
significant risk. Modifications to the Higher Duties infotype may need to be re-
Queensland Treasury SSS Program Commercial in . Confidence Page 34
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applied following Support Packs and upgrades and there is additional risk that
SAP supplied modifications to the standard code may have an adverse impact on
the SSS solution. There are no recommendations for changes or improvements
to the delivered solution.
Prior Service has been custom developed to meet specific Queensland w-o-G
requirements that are not catered for by the standard HRPS solution. This
solution appears to be a lot neater and considerably more flexible than the
standard' HRPS solution. The solution is not constrained by some of the
shortcomings of the standard HRPS solution. There are no recommendations for
changes or improvements to the delivered solution.
Increments processing has been custom developed to meet specific OJeensland
w-o-G requirements that are not catered for by the standard HRPS solution.
These requirements are more complex than those catered for by the standard
solution hence the need to develop a custom approach. There are no
recommendations for changes or improvements to the delivered solution.
o The Separation process is non-standard and standard SAP screens and
programs have been changed, this will have to be closely monitored when
Support Packs and upgrades are applied.
o The Part Time employee's solution necessitates each agency, for each public
holiday calendar to have work schedules created for each combination of hours
that part-time emptoyee's work and does not allow for flexible working hours as
leave accruals are based on roster planned hours.
o Localily Allowance has been set up to default to the employee's Basic Pay screen
depending on AgencyfAward and Location information, however, if the employee
translers out of the area there is no check performed to ensure that the payment
is still valid.
o The payslip distribution interface was not implemented for Release 3 and is
untested for volumes for ESS and e-mail. The payslip is using Smartlorms which
allows for the flexibility and the development required to cover off all gaps. This is
a suitable approach from a technical perspective to get the desired result for the
payslip design but as the volumes for email is untested this could be a risk going
forward.
5_5_4 Recommendations
Prior to additional agencies being implemented, decision rules that branch off at
the agency level should be created. This will allow new agencies to come on
board without affecting current configuration. This will also allow for mulliple
agenCies being configured Simultaneously.
o Rules to be included in the standard offering and used by all agencies, could be
renamed to U" for example. These rules are core rules and should only be
modified if all agencies require the modification.
o Any new rules being crealed that should differ from the standard offering should
be structured by agency as not to affect agencies already live. Consider renaming
to ZD"" for example.
o Wagetypes that form part of the standard offering and used across all agencies,
consider ending with "ALL" in the descriptions. These wagetypes including
postings should not be changed unless all agenCies require the change.
Schema ZSOO - consider creating a rule that checks the cost centre of an
employee. If no cost centre exists - then exit pay. These errors can be identified
early and rectified prior to final pay run.
o Hard coding of wagetypes in Payroll rules should be reviewed and replaced by
using processing class or Evaluation class where appropriate.
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The Payroll run time should be given attention. Functional experts should look at
ways to reduce this, for example: Time Evaluation is not called from Payroll and
the processing time could be sped up dramatically if this is done.
Closer collaboration between the functional experts and the technical team is
necessary in order to look. at ways to fine tune performance and to continuously
monitor and address the payroll run lime.
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5.6 TIME MANAGEMENT
5.6.1 Overview
Leave of employees is subject to Queensland Government public service rules. All
employees are subject to one public holiday calendar per Personnel Sub Area,
location, in relation to absences taken vs. leave deducted. These public holiday
calendars contain local Show Holidays. Although at times leave rules are quite
complex, there are only a few different subgroups of employees in which leave
conditions vary.
The standard SAP leave solution is utilised together with several customized
enhancements to calculate leave accruals and absences. These include:
Prior service in relation to Long Service leaves calculations - customized
enhancement.
Simulated balances of future leave taken - customized enhancement.
Extra processing options when entering absences - customized
enhancement.
leave without pay processing - customized enhancement.
Leave accruals for Recreation , Sick and Long Service leave are based
on worked hours for all employees.
Leave accruals are accruing an extra day's leave accruals in a' leap year;
this is averaged out over a four year period.
Leave loading which is paid out on the 1st December, has rounding
issues and is not generating the exact value.
5.6.2 Findings
5.6.2.1 Leave Enhancements
E654 User Exit Infotype 2001 - this enhancement is used to check an employee's
entitlement and rules on various absences e.g. Maternity leave only for female
employees.
The following rule applies for leave enhancements:
Employees are able to nominate alternate leave types where particular types of leave
are exhausted. For example where an employee has taken unplanned leave such as
sick leave and there is insufficient leave available the system will calculate the
available balance and prompt the user for an alternate leave type(s).
This does not appear to be in place, if the above situation occurs, SAP returns a
message of "Insufficient entitlement for this leave. Available balance is 76.00000"
and errors out not allowing the user to continue.
5.6.2.2 Leave History
The following rule applies for leave history:
Employees to have full view access to leave records (history and loading), balances
at a user defined date and accruals, through Self Service technology (within whole-of
Government solution).
The Data Migration document states:
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NOTE: No history wilt be converted for Absences. Each employee will have all future
dated absences converted to SAP ECC5.
If no absence history is loaded then the above leave enhancement
functionality will not have any data to accurately apply the rules and the non
apptication of the rules will not be known to the users. The only absences to
be loaded are LWOP taken into customized infotypes 9004 (LWOP Exclusion
Periods).
5.6.2.3 Leave groupings
Employees can be grouped on several levels in order to diHerentiate them for leave
and absence calculations . SSS have grouped employees as follows:
Along permanenVtemporary and casual lines - Employee Group and
Employee Sub Group) 2 groupings used 1 for non casual employees and
9 for casual employees .
Along locality grouping - for the Department of Housing 2 groupings have
been used to group employee into North and South.
The permanenVtemporary and casual diHerentiation for leave is based around the
leave types that are applicable for each group. Casuat employees are not entitled to
recreation or sick leave for example: The locality grouping allows for recreation leave
to accrue at 5 weeks, remainder at 4 weeks, per annum.
Feature OUOMO further breaks down these groupings to support Sick leave

Non Temporary employees
Temporary employees
Casuals
Employees not receiving leave accruals
5.6.2.4 Leave accrual and entitlement
Recreation. Sick and long Service leave accruals are calculated daily and
transferred daily to entitlement and therefore do not have rounding rules applied, the
daily calculatkm has been averaged over a 4 year period, using a factor 26.0893, this
leads to minor rounding issues within an anniversary year, particularly in a leap year.
Leave loading is not transferred on a daily basis and is paid out automatically on the
1" December, there appears to be rounding issues with the hours to be paid out.
5.6.2.5 Time evaluation Schema
The SSS time evaluation Schema ZMOC is based on the international standard for
concurrent employees to process both exceptions to the standard pay for 'negative'
time recording i.e. overtime and absences for full-time permanent employees and
'positive' time recording for such groups of employees as casuals. This Schema is
also used for the generating absence quotas. The structure and additional customer
specific rules are not outside of standard conventions. However, it has been
designed around segregation based on attendances and in some cases awards, but ,
not agencies. The following customised functions for leave provisions and operations
have been created and used in the time evaluation Schema:
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YJOLE Function Joiners and Leavers
YIACC Function This function is used to accumulate all increment hours
and days into table VS to be used in olher processes
such as Increment Due Report and the Increment
Register.
YARAB Operation To do queries on absence type and sub types.
YHR Operation Used to action payout of leave loading on the 1
5t
December and reverse out the balance.
YOUTW Operation To query pay scale group and level from Higher Grade.
Several' rules are directly updating SALDO and others manually clearing SALDO in
Day Processing block which is against SAP recommendations.
The time evaluation Schema is structured via the award (ESG) rather than agency
(PS) . It is consistent throughout the Schema at key decisions points. When decisions
have not been made via employee subgroup, these rules will be common across all
agencies and awards.
Decision rules on attendance checks have been created through out the Schema. If
there are no attendances on a particular day, parts of the Schema are bypassed. This
is a good approach and will up speed the processing time considerably when 200,000
employees are live.
Many rules that may form part of the standard offering do not make any decision
based' on award and therefore will be processed for all awards. Thfs is not an issue if
all awards will have the same conditions.
Rule ZLVP changes MODIF a=xx pre quota. This is a result of a new transfer rule
being used after 7 years of service as daily transler are required. Although this is
required as a result of SAP limitations on the selection rules, be aware that the Leave
Provisioning function does not read the MODIF a instead uses feature aUOMO.
With the introduction of concurrent employment many functions and operations are
no longer valid. Schema ZMOC was reviewed and those functions I operations are
not being used.
5.6.2.6 Attendance! Absence Groupings
There is just the one Personnel Area/Personnel Sub Area grouping for attendances
and absences. Further breakdowns are achieved by the use of customized tables and
enhancements which will be valid in both SAP GUI and ESS/MSS. A customized
table YVC_YTHR_ATY_EGR is used to control the attendances and absences that
can be entered. The table stores the attendances and absences that are available for
the employee. The fields in this table are:
Personnel Subarea grouping for absence and attendance types
Employee Group
Employee subgroup
Attendance type
Validity - Start and end dates
This table is configured for Department of Housing only, which is for 22
Employee Groups x 15 Employee Sub Groups and contains 20,000 + entries
at this stage
This table is used for validation on F4 search helps and validation on saving.
.. Three Time Constraint classes have been used
01 - These absences will collide with all absence types
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02 - These absences will collide with absences with time constraint Ot but
will not collide with absences with time constraint 07. (These absences are
streamlining related)
07- These absences will collide wrth all absence types (notional absence
types for streamlining)
.. All work cover absences have been assigned a value of '99' in the class field
for ease of identificatioo in the applicable ABAP programs
Absence Counting Rules are broken into 2 groups - Casuals and Others
Half Pay absences are configured as fOllOWS:
When absences are counted on a daily basis, they are rounded to 2 decimal places.
If the absences are not rounded down then the actual absence hours counted by the
system is greater than leave taken. Rounding down ensures the absence counted is
less than the leave taken. Using this process, therefore benefits the employee.
NOTE: By using this approach, an employee who takes 1 week leave and is on a
standard 7.60 hour day has 18.95 hours deducted from their balance instead of
19.00.
5_6_2_7 Time Master Data
The initial capture of infotype data related to time evaluation has been configured in a
standard fashion as part of the "New AppointmenVEmployment" action. This includes
relevant infotypes:
0001 - Organisational assignment
0007 - Planned Working Time
0008 - Basic Pay
0041 - Date Specifications - needs addressing re date type LE default date.
Infotype 2006 - Absence Quotas, holds the entitlement for each leave type (absence
quota) and is updated automatically by the QUOTA function of the Time Evaluation
Program. Recreation leave accruals, and Long Service leave, after 7 years, update
1T2006 records daily_ Sick Leave IT2006 records are granted on hiring if applicable
to the type of employee i.e. Permanent and then updated daily after the t st
anniversary.
Entry of absences is via the standard SAP teave infotype 2001 - Absence Infotype.
Employee Self Service has been set up for employees with access to this service can
enter their own planned leave this is then forwarded to the appropriate person for
approval. Further validation checks have been Ctlstomized to check the employee's
entitlement to certain absences e.g. Study Leave, Maternity Leave, absences that
stipulate only a certain number of days can be taken in a year. This functionality has
been customized, but as no leave history is to be loaded into SAP these checlks
would be invalKl for the 1 st 12 months.
5_6_2_8 SAP HR Integration 10 Ihe Cross Appllcallon Tlmesheets (CATS)
Time recording is carried out for the purposes of:
Tracking Flex time
Entering overtime and other time sheet exceptions
.. Timesheet recording for casual employees
Statistical activity based accounting (time spent per-person per-job)
Tracking absences and related entitlements
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The SAP CATS timesheet option is used for the recording of attendance exceptions
and unplanned absences. 'he timesheet is used via ESS (Employee Self Service)
and MSS (Manager Self Service) and the entries are sent by Workflow to the
appropriate managerls for approval before payment is made. Rostering agencies are
planned to be using Workbrain for timesheet entries, award and leave accrual
calculations with interfaces to SAP.
Due to Locality Allowances being stored in the T5t 0 table they also appear in the
CATS timesheet drop down help list in the Pay Scale Group and Level fields, as the
current configuration is only for Department of Housing this list is only 28 wage types,
however, once all clients are on the system this 'tist will grow. These wage types,
because of the numbering convention used, are at the top of the list and this could be
very annoying for users.
This should be included in the user exit that restricts the F4 help on
attendancelabsence types, wage types and Pay Scale Group and Level when the
developments have been approved.
Changes have been made to standard SAP program SAPLCATS which will
necessitate monitoring with Upgrades and support packs.
5.6.2.9 SAP HR Integration to Wol1tbrain
Workbrain is planned to be used by 6 rostering agencies and will interface data back
to SAP for Payroll processing. It is understood that Workbrain will do all the award
interpretation and calculate all leave accruals and pass this calculated data back to
SAP for Payroll calculations. At present the plan is to pass this data to SAP
approximately 4 times during a Payroll period. The data passed to SAP will be
Infotype 2010 - interpreted hours of attendances
Infotype 2013 -leave accrual balances
The infotype 2010 records are to be loaded into Ihe CATSDB table where timesheets
records entered via CATS are stored. The expectation is that approximately 4 million
records will be transferred during a pay period. If half of these records are for infotype
2010 then these 2 million records will need to be transferred via a standard transfer
program to the employee's master data, resulting in duplication of a large volume of
data. This data is not recuired to be in the CATSDB table as reporting on this data
can be done via BW or directly from ,the employee's master data or Payroll.
5.6.3 Comments
The use of concurrent employment has limited the use of some standard Time
Evaluation operations which adds to the complexity in some areas. At SSS, the
following areas have been affected by these limitations:
Rounding is now not a valid operation, therefore where attendances need
to be rounded up or down to comply with award rules special complex
rules will need to be written.
Quotas can no longer be updated directly which makes it more difficult to
clear out this year's Leave Loading balance on payout.
Leave loading needs to be addressed to correct the rounding issues.
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o As new agencies come onto the system, any rule that forms part of the standard
offering should be reviewed and ensure the rules are still relevant. If not, decision
rules to branch off will be required.
o Although the Schema is structured via the award it may also be necessary to add
a further decision rule on agency level via the Personnel Area. This will allow
flexibility ~ agencies interpret the same awards slighlly different from each other.
o The default value lor date type LE for LSL Entitlement - Date defaulting to
commencement date on hiring needs to be addressed.
o Check Aule ZEAT Elective accrued time. This rule is not in UAT and there are
over 250 unreleased transports containing changes that have not been released,
not all of these transports relate to flA/Payroll and are a mixture of future
releases and delect corrections. This will lead to a large amount 01 testing in UAT
and Pre-Production once all these transports are released. It should be noted that
a large number 01 these transports are lor Aelease 5 and 6 though there are a lot
of HA Developments included in the list. Tight management of transports will be
required especially with the roll out 01 multiple agencies in parallel.
o User exits need to be in place to limit the CATS help drop down lists to those
applicable to the employee only.
o Several rules are directly updating SALDO and others manually clearing SALDO
in Day Processing block which is delinitely against SAP recommendations. The
recommendation would be to change these rules to carry forward the balance in
the daily table (TES) only because the way the rules are written currently could
lead to inaccurate results when retro's occur. This would mean changing 7 rules
to avoid future potential issues in areas like public holiday payments and Leave
Loading balances.
o Change Management documentation on Aules, Schemas and Features should
be implemented as several consultants may be wor1<ing on the same rules at
various times. A change management log within the rule would be beneficial.
Details such as the user making the change, date, transport number and brief
description of change should be recorded.
o Timesheet data from Wori<brain could be loaded into infotype 2010 in PA30
instead 01 the CATSDB table and then translerred into PA30, this will halve the
number of records stored in the database. This table has not been identified as
required lor reporting as reporting can be done via BW or directly from the
employee' s master data or Payroll .
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5.7 SECURITY
5.7.1 Overview
The current SAP HR security design and configuration were assessed to ensure the
design will cater for the remaining agencies coming on board.
System critical profile. roles and transactions where also reviewed.
5.7.2 Findings
Corp Tech is currently using User Based Security (UBS), where roles are assigned
directly to individuals via user master record. This approach was adopted as at the
time there were known issues regarding position based security. UBS will be utilised
until HR has been implemented with the desired organisation structure.
Corp Tech are using derived roles to distribute the relevant transactions to similar
users of the organisation, this simplifies the process of adding new transaction as
only the parent role would require changing.
Around 60 HR derived roles have been created for Corp Tech with additional child
roles created for each agency. Process roles have been designed to reflect business
processes. Each of the roles and the level of access each role contains had been
properly documented in the "infotype to role spreadsheer. Processes are in place for
any new role creation to pass through the Internal Control Team for review and check
internally conflicting processes before being passed onto the securtty team for
development.
SSS is using Central User Administration (CUA) to allocate roles across multiple
clients. This allows administration of a whole system landscape from one single
central system.
All HR Roles being allocated to users is easily identified by the Prefix ZEC followed
the HR Module such as PA. PO, HR tollowed by role process description.
The following critical transactions should always be secured from use. These have only been
allocated to the SUPER users in the basis and security teams.
TransacUon Desc ri ptlon Range
0802 Tables and indexes monitor $0801
0813 OBA planning calendar 0803-0812
FILE Cross client tile names I palhs 0814 - FILO
RZ' All Profile maintenance FILF RZOO
SARI -SARL Archiving RZZZ - SARO,SARP - SARTN
SCC Client maintenance functions SASO-SCCO
SMLT Language transport utility SCCZ-SMLS
SPAM Support package manager SMLU-SPAL
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ST02 Setup I Tune buffers SPAN -STOI
SU12 D ~ 6 t e All Users ST03 -SU11
The following system securities settings exist at Corp Tech have been reviewed and are
correct.
Group Sem.Abbr Value Description
AUTSW ADAYS 15 HA: tolerance time for authorization check
AUTSW APPRO 0 HR: Test procedures
AUTSW DFCON 3 HR: Default Position (Conlext)
AUTSW INCON 1 HR: Master Data (Context)
AUTSW NNCON 0 HR: Customer-Specific Authorization Check (Context)
W NNNNN 0 HR: Customer-specific authorization check
AUTSW ORGIN 1 HR: Master data
AUTSW ORGPD I HR: Structural authorization check
AUTSW ORGXX 0 HR: Master data - Extended check
AUTSW PERNR I HR: Master data - Personnel number check.
AUTSW XXCON 0 HR: Master Data - Enhanced Check (Context)
The following Roles had SAP_ALL and SAP_NEW attached. These are flagged as SUPER
users. No oocurrence of SAP_ALL being attached to end user roles was found.
Username Full Namo User Group
ALEREMOTE Background User Source System Extraction( Fr-N) SUPER
ODIC ODIC SUPER
FAX FAX SUPER
FI-BATCH FI-BATCH SUPER
HR-BATCH HR Batch SUPER
SAPCONSULT SAP SAPCONSUL T SUPER
SAPCONSULT2 SAPCONSUL T2 SUPER
SAPCONSULT3 SAPCONSUL T3 SUPER
SAPCONSULT4 SAPCONSULT4 SUPER
SAPCONSULT5 SAPCONSULT5 SUPER
SAPSUPPORT SAPSUPPORT SUPER
SAP' SAP SUPER
SRMCPIC ESP User Admin SUPER
WF-BATCH Workflow System SUPER
XIAPPL_CXU XIAPPL CXU SUPER
XSSMETADATA XSSMETADATA SUPER
The following powerlul profiles were also reviewed and again no evidence of these profiles
being attached to end user roles outside of the basis and security teams were found.
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This standard profile is designed for system administrators, and contains all basis
system authorisations except:

Access to the SAP development environment

Authorisation to mOdify the "SUPER" User Group

Authorisation to modify standard profiles (Le. prefixed by S_A*)
S_A.SYSTEM
Designed for central system administralOrs, contains all authorisations for SAP
system functions (contains
S_A.CUSTOMIZ Designed for users working with the SAP customizing system
S_A.DEVELOP
All BASIS authorisations are contained except system administration and security
maintenance, this profile should NOT be granted in production.
5.7.3 Comments
SSS has previously reviewed the options available in relation 10 Ihe User Based
Security versus Position Based Security wilh lIle understanding that UBS posses
an adminislrative nightmare with 200,000 users. This has been outlined in detail
in Ihe Position Based Security Sirategy document V1.0. The document covers the
advantages and disadvantages of both and documents the requirements to
implement Position Based security.
Its recommendation is to use Position based security using a pilot agency to
begin with followed by relro fitting agencies already live. A benefit of this is to
reduce role administration as employees changing positions and moving to
diHerent departments will automatically gain the appropriate corresponding
access rights. The prerequisite is that the HR administrators maintain the
Organisational Structure well in advance prior to the need for changes to take
place. For ease of use tram a technical perspective, PBS can be and should be
used in combination with Central' User Administration and a composite role
distribution model.
The assessment team supports the new approach adopted by SSS.
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5.8 PORTALS
5.8.1 Overview
The Portal infrastructure has been establishec as the central hub for all agency logon
to key centric systems provisioning access to employee ESS/MSS functionality
including links to BW and other external source systems (SABA, Workbrain &
RecruitASP).
5.8.2 Andlngs
Central User Administration (CUA) will be used as the central user database for
the Portal user master data. - Landscape documentation
Currently the Portal contents are housed on blade servers but other storage
avenues are being explored as advised by Lex Cunningham.
The ratio of Portal vs. SAP GUI users for ESSlMSS functionality would be
approximately 70% Portal and 30% GUI.
The Portal will only be accessible via the corporate LAN and not be available
using an internet connection.
Access to the Portal will be via a desktop or laptop only. No access will be
enabled from other devices i.e. any hand held technology - Landscape
documentation.
Shared Services Applications will only be available via the Portat apart from
RecruitASP candidate service which will be made accessible to external users
Landscape documentation.
The current Portal hardware may be adequately sized to meet the current load
but once all the agenaes are online (10K + concurrentl . the server will struggle
based on existing resources (CPU and MEM).
A system analysis of the current hardware limitations needs to be conducted to
ensure it can be executed aa:;ordingly.
Appropriate network and load performance testing needs to be administered to
ascertain ESS/MSS and BW Web reporting bandwidth utilisation. Response
times for each step should be captured and assessed to avoid any long delays in
the responsiveness of the network.
Although not currently required as advised by key stakeholders, the option to use
Portal Load balancing using either SAP Web dispatcher or external LB options
needs to be explored as more agencies come on board. This should assist with
improved responsiveness of the Portal system by distributing the number of users
evenly and reduce workload.
Oueensland Treasury - SSS Program Commercial - in - Confidence Page 46
RTI Folio no. 117
Presence of IT
The Single pOint of failure for the EP environment needs to be identified and secured
(i.e. clustered DB does not work with NW04, clustered authentication and
synchronisation approach) using solutions similar to HP service guard, HP Insight
manager or Oracle failsafe.
RTI Folio no. 118
5.9 SAP HR INTEGRATION TO OTHER FUNCTIONALITY (OFS)
5.9.1 OVerview
The integration to OSF (Other SAP Functionality) from a HR perspective is a project
to develop a Web Dynpro CATS timesheet for capturing attendances and allowances.
This timesheet will also allow for time allocation from other SAP modules, for
example: Project Systems, Plant Maintenance, etc.
5.9.2 Findings
The development of this Web Dynpro CATS timesheet is currently in the blueprint
phase. From a HR perspective the blueprint has been completed and the applications
development team has assessed that all the requirements are possible from a
technical perspective. At this stage there has been no resourcing estimate provided
by the applications development team because the blueprint for the time allocation
component from the other SAP modules is yet to be completed.
There is to be only one Web Dynpro CATS timesheet created but it is not mandated
that all agencies use this timesheet. If an agency chooses to create their own
time sheet an interface will need to be created to bring the data in from that timesheet
to CATS. Currently there are two agencies that have chosen to go with the Web
Dynpro CATS timesheet. These agencies will have about 10,000 to 12,000
employees using the timesheet.
The Web Dynpro CATS time sheet will be available ,through the Portal in ESS and
Assisted Self Service. The timesheet will essentially be broken down into three
sections and these are for the time recording of attendances, the time recording of
allowances and time allocation to projects, etc. There will be validations built into the
timesheet so that the entered data for attendances must equal the entered data for
time allocation. There will also be validations built into the attendances component for
time collisions. These validations will take place upon release of the timesheet. The
approval of a time sheet will take place on a whole week basis.
The Department of Housing who are currently live on the production system and are
using CATS to enter attendances and allowances would need to be retrained in the
use of the new timesheet.
The use of a Web Dynpro CATS timesheet is a good approach and is in line with
SAP's direction for Portal functionality. Given that this development is only in the
blueprint phase and as yet there are no development estimates, the resourcing
requirements and costs are currently unknown. This has the potential: to be a rather
lengthy development and it would be advisable to try and get all agencies that require
a timesheet solution to leverage of this development.
RTI Folio no. 119
Presence of IT
5.10 SAP HR INTEGRATION TO BUSINESS WAREHOUSING
5.10.1 Overview
sss currently utilises a Business Warehouse system used for financial analytical
reporting and currently are in the planning and design phase to adopt BW HR
reporting functionality.
The system is maintained by 2 separate functional teams (FI & HR) accompanied by
the technical infrastructure team.
Please note that this is only a technical assessment of the BW system. the functional
aspects have been very briefly touched but will need to fully review by a BW
functional consultant.
5.10.2 Findings
The majority of the agencies will be using the SAP BW system for FI and HR
analytical reporting. An estimated number of end users for SAP HR BW have
been calculated at around 150.000.
BEX and WEB reporting is primarily used for query and reporting.
BPS functionality is not in scope for HR reporting but the functional team is
currently using this feature.
For HR no immediate use of the IGS and ITS servers is required, but Finance
may be using these systems.
Data sources will be used for extraction as opposed to common extractors.
In general the current BW system seems to be adequately sized to meet the
current load and user requirements.
Full and delta loads would be used as part of the BW 3.5 functionality, the current
version of BW meets the business requirements and there are no plans to
upgrade yet.
General BW HR design aspects (6 ODS. 2cubes and 2 multi providers).
There will be 7 standard offering reports for H R delivery.
The BW HR component will be used for high end functional reporting to minimise
the impact posed on the ECC5 system.
Although the BW system is currently stable and sized appropriately to fulfil
current agency requirements, the configuration only caters for FI reporting.
Queensland Treasury - SSS Program Commercial - in - ConfKlence Page 49
RTI Folio no. 120

Presence of IT
Volume & Stress testing needs to be conducted to ensure resources
requirements are met for HR analytical reporting.
External data sources for BW reporting other then the ECC5 system need to have
their Single point of failure reviewed to ensure aggregates are built and ready for
reporting purposes the following day should problems arise during normal loads.
BW system will be sourced from the central Portal for reporting functionalijy,
knowing that this activity imposes a lot of network activity and bandwidth
utilisation, network performance testing needs to be conducted to ensure ample
network bandwidth has been assigned based on the number of end users.
The use of load balancing should be highly considered as more agencies come
on board to ensure an even distribution of system workload to all servers and to
also mitigate pertormance bottlenecks.
Hardware limitations of the BW system (vPAR setup) needs to realised to ensure
that it can be periodically grown to meet user load requirements.
Requirements for all functional and business needs to be addressed based on
requirements to ensure that the system has been built with a stable foundation.
Business Warehouse ODS and PSA large table distribution needs to be reviewed
to ensure even and just allocation to table spaces to mitigate DB pertormance
implications.
Single point of failure for critically mounted file systems on the BW systems
needs to have some form of redundancy to ensure the system is available in case
of disasters.
If printings of reports are to be used from a backend perspective then the no. of
spool work processors needs to be reviewed to ensure adequate numbers have
been enabled. Adequate DB or Fitesystem (depend on where spool requests are
stored) space needs to be available 10 ensure storage files can be contained.
Queensfand Treasury SSS Program Commercial- in - Confidence Page 50
RTI Folio no. 121
Presence of IT
5.11 TECHNICAL ARCHITECTURE
5.11 .1 Overview
The current ERP, Portals & BW environment accommodates 1200 end users and is
in a stable and steady state as advised by key stakeholders. The ERP and BW
production environment currently comprises of a single client Housing one agency
and has the resource capacity to cater for 9 more agencies.
To assist with the findings of this report, meetings were held with key stakeholders of
the SAP technical and functional team members to collate this information.
5.11 .2 Findings
All agencies legacy systems are be integrated into a central client environment.
Standard offering for single client was to be delivered acccmpanied by code set
changes for client dependant changes.
Following are hardware specification for the ECC, BW, SRM & XI systems:
HP-UX Itanium SuperDome Model SX1000 with a total of 11 CPUs and 60GB of
RAM.
I! is divided as follows:
SSISAPP3 - CEP ECC System
RAM 19GB
DISK 200GB
SSISAPP4 - CRP SRM System
RAM 15GB
DISK 100GB
SSISAPP5 - CBP BW System
RAM 11 GB
DISK 200GB
SSISAPP6 - CXP XI System
RAM 15GB
DISK 100GB
The 11 CPUs are shared across the vPars and are automatically moved on
demand.
Growth statistics for the month of June as been highlighted below:
CEP on SSISAPP3 increased by 14GB (ECC)
CRP on SSISAPP4 increased by 2GB (SRM)
CCP on SSISAPP4 has increased by 20MB (CUA)
CBP on SSISAPP5 increased by 815MB (BW)
The incumbent hardware has the capacity to be bolstered with more CPU,
Memory & Storage to cater for other agency requirements. This addition of
hardware though will be progressively resourCed as stages of the project are
rolled out on forecasted requirements.
All ESS/MSS users will be accessing the Portal via the corporate intranet.
Queensland Treasury - 8SS Program Commercial - in - Confidence Page 51
RTI Folio no. 122
I"
Presence of IT
HR BUSiness Solution Assessment
Full support packs (HR inclusive) are applied to the system twice every year.
Current system utilisation has been assessed as being in the LOW quota.
The SAP XI system is currently being usec to propagate HR related files to
external systems.
The fortnightly Payroll run takes approximately 5-6 hours (end-to-end processing)
to complete for 1200 or so users. There were no critical system issues identified
during the initial pay runs.
Network bandwidth utilisation for all agencies to accommodate ESS/MSS traffic
would be upgraded progressively based on utilisation. It neecs to be noted that
network performance testing is critical.
In relation to the 1200 users that are currently actively using the SAP system. the
current system has adequate resources for the live agency. However, further
sizing and testing is required for future roll-outs.
Payslips would be available online and also e-mailed to employees whilst a
hardcopy of the payment summary is mailed.
The preferred printing method! via the Portal (HTTP) would be local windows print
servers anc LOCL printing would be "sed from SAP GUllevei.
The ratio of Portal vs. SAP GUI users for ESS/MSS functionality would be
approximately 70% Portal and 30% GUi.
Technical DR Plans have been documented and would be applied basec on type
of disaster and recovery methods. Each agency has its own business continuity
plan in place should such as problems arise.
There will only be a single Portal for all agencies once onboard.
The current Portal logon security method imposed is SSL followed by SAP Single
Sign on.
Post installation Go-Live checks were conducted. SAP which also conducted a
technical review of the systems but report was not on hancL
5.11.3 RecommendaUons
All hardware platforms have hardware limitations. It is accepted that hardware
resources can be progressive. However, a hardware review needs to be
conducted to ensure that all agency requirements can be met. It is also important
that business and vendor agreements for obsolete and delayed hardware are in
place.
Queensland Treasury - SSS Program Commercial- In - Confidence Page 52
RTI Folio no. 123
Presence of IT
Automatic resourCe allocation in a Superdome vPar needs to be carefully
monitored between the ECC,EP, BW, SRM & XI systems to avoid the core ECC5
system being deprived of adequate system resources knowing that ESS/MSS
and XI functionality can be quite resource intensive.
The Single point of failure for the all systems needs to be identified and secured
(i.e. clustered DB does not work with NW04, clustered authentification and
synchronisation approach) using solutions similar to HP service guard, HP Insight
manager or Oracle failsafe.
Consideration should be given to fully understand the impact for client
independent changes and maintenance for multiple agencies on a single client
setup. Refer to section "Build and Production Environment" and consider one
Development environment with the advised branch off of Payroll' and Leave
Schemas.
Appropriate network and load performance testing needs to be administered to
ascertain ESS/MSS and BW Web reporting bandwidth utilisation . Response
times for each step should be captured and assessed to avoid any long delays in
the responsiveness of the network.
In order to ensure that all bandwidth requirements across all agencies can be met
and progressively upgraded, the maximum capacity of the network infrastructure
has to be assessed.
Regular communication between aU key members of the Business, Basis,
Network, Hardware and Functional teams needs to be conducted to ensure the
requirements of each group are understood.
Payroll run statistics should be collected continuously to monitor hardware and
application resource performance so as to prevent bOUlenecks when additional
agencies go live.
SSS's strategy is to acquire hardware and bandwidth resources progressively
based on requirements as agencies roll out. The procurement lead time is
normally very long and should not be underestimated.
There are currently no plans to Volume/Stress and Performance test the BW
system for the HR implementation phase. This is highly recommended to
mrtigate any problems post go-live.
Spool work processors are based on the number of concurrent users. There is
currently only one defined based on information by 'basis team. Knowing that
ESSlMSS functuionaly is quite print intensive, more spool work processors will be
required to aviod printing delays as more agencies come on board.
Taking into account the current DB growth statistics provided for the ECCS
system, it has to be noted that with one consigned agency the growth is quite
substantial. A review needs to be conducted to ascertain reasons for this growth
to alleviate any immense growth once all agencies are on board.
Oueensland Treasury SSS Program Commercial - in - Confidence Page 53
RTI Folio no. 124
Presence of IT
It was advised that the current fortnightly Payroll run takes on average 5-6 hrs to
complete for one agency. Based on the information provided' the Payroll run for
all agencies once online may far exceed the required expectation thus a review
may need to be undertaken.
The current RFC and GUI wait times are in the high end figures. A review needs
to be conducted to ascertain the root cause.
Based on the stats provided, the number of dialogue steps seems to be rather
high for 1200 users. This needs to be investigated as this figure will grow
substantially causing system performance issues if not managed properly.
There seems to be constant swapping on the ECC5 system on regular intervals.
This needs to be investigated to find the cause of this problem to avoid
performance based problems once all agencies are online.
The current hardware resource allocation has been seoped for the integration of 9
agencies. This allocation needs to be revised based on performance, load and
agency requirements as we believe it is inadequately sized based on the
provided statistics by the technical team. Take into account the hardware
resources allocated to date the capacity of the hardware to be exponentially
grown.
The number of DIA work processors on the central instance needs to be reviewed
as evidence of long wait times for RFC 's is evident.
The use of load balancing needs to be realised as agencies start to come on
board to minimise the pertormance impact imposed for an individual server.
Proper change management process needs to be implemented to control the
number of changes occurring on such a multi-system based platlorm.
Queensland Treasury - SSS Program Commerci al - in - Confidence Pag.54
RTI Folio no. 125
Presence of IT
5.12 BUILD AND PRODUCTION ENVIRONMENT
5.12.1 Overview
The standard offer will service 26 agencies and 3 Shared Service Providers (SSP's)
and the system will be utilised for HRiPayroll activities for in excess of 200,000
employees. There are a total of 183 unique awards, acts and agreements across the
sector which is common. During the detailed desgn there were 484 custom
developments identified. 148 where identified as being out of scope in the initial
standard offering, 149 where identified as being child developments, resulting in a
total of 183 custom developments to be delivered in the standard offering.
5.12.2 Findings
There is currently one agency (Department of Housing) live with the HR standard
offering and this was included in the scope for release 3. There are approximately
1,300 employees in this agency. This agency is not on the SSS Finance solution and
interlaces back to 4.6C finance system. Out o ~ the 183 unique awards, acts and
agreements across the sector there were 8 configured for the Department of Housing.
Out of the 183 custom developments identified to be delivered, 141 were delivered in
release 3.
The neXl two releases, 4 & 5, are finance only releases, with releases 6 and 7 being
the next scheduled for HR. At this stage there are no definite dates for each of these
releases as there is a replanning exercise in progress. Release 6 will contain
between 8 to 40 awards and release 7 will contain between 12 to 20 awards. The
existing build and suppert environment is used to create the w-o-G solution.
Current Build and Production Suppor! Environment
Below is a diagram which depicts the current build and production support
environment.
The w-o-G solution environments are set up as follows:
o CES is the sandpit and is used for prototyping during the blueprint.
o CEO is the build system and is used for unit testing.
o CEO is a OA system used for system testing, data migration testing,
parallel Payroll testing, integration testing and regression testing.
o CEU is used for user acceptance testing.
o CET is the training system used for end user training.
o CER is the pre-production system used for regression testing.
CEP is the production system when each release goes live.
o CEJ is the production support development system used for the
resolution of defects, enhancements, award changes etc. for the
agencies that are live in the production system.
Queensland Treasury - SSS Program CommerciaJ - in - Confidence Page 55
RTI Folio no. 126
--
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Presence of IT
HR Business SoIudon Assessment
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The production support has been isolated from the standard build during each
release by the creation of a production support development client (CEJ 700). All
development and configuration that takes place in this client must be replicated in the
release build client (CED 100) within 48 hours. Configuration and development that
occurs in CEJ goes straight to CER Pre-produclion for regression testing before
being moved to CEP Production and is then replicated in CED.
During each release when the transports have been migrated to the CER Pre
production system for regression testing there is a transport freeze window.
System Build
If the current environment of two development systems is relained there is a need to
put in place a stringent audiVOA process of the changes that are occurring in CEJ
(Production support development system) so that they are replicated correctly in CED
(Build system for each release) without corrupting the current build that is underway.
In particular this replication needs to be done very carefully when modifying time and
Payroll rules and features when the next build is underway. Tools that monitor the
synchronisation between the two development environments are available and should
be utilised once multiple and parallel' implementatKJns start.
One development environment for all build should be considered. Agency specific
Payroll rules can be isolated through decision rules that branch off at an agency level.
With this approach all changes could go through the OA environment (CEO) and any
issues would' be identified in the OA environment before making their way to pre
production. This would need to be looked at in conjunction with transports being
QUeensland Treasury - SSS Program Commercial - in - Confidence Page 56
RTI Folio no. 127
HR BUsiness Solution Assessment
Presence of IT
migrated on a regular basis to avoid sequencing issues. Regression testing
strategies and emergency transport procedures for critical fixes should also be
considered and planned for. As Projects are being used for transports and transport
dependencies are switched on, this should alleviate most issues with transport
sequencing.

RTI Folio no. 128
Presence of IT
There are pro's and con's to both approaches. Our recommended approach is a One
Development environment strategy. The following table highlights the pro's and con's of
both scenario's.
Landscape Pros Con's Comments
, Development
Environment
Configuration cannot get
out of sync.
ID's andl or sequence
numbers cannot be double
assigned.
Configuration in the Pre
Incomplete configuration
Production client will
may be contained in
contain configuration that
transports that need to be
has already been built,
imported into production in
therefore testing is done
an emergency.
on the configu ration that
will eventually be in Prod. Although this may be the
case, if decision rules
branch off on agency level
in the Payroll Schema, this
will have no effect in
Production.
(The same scenario
applies for multiple build
and testing).
Configuration standards
are easier to monitor and
control if development
takes place is on
environment.
Customized operations
may be inserted in rules
and released up to
production without the
developed operation being
released also. This would
cause a PayrolVtime
evaluation Schema error.
Although this is the case,
this would' be picked up in
the test environment prior
to being moved to Pre-
Prod.
2 Development
Separate
Environments
Configuration can get out
of sync.
Although tight controls
could overcome this
potential issue.
IDs and/or sequence
numbers could be double
assigned.
IDs and/or sequence
numbers could be double
assigned.
Only changes made to
correct a fix/update
required to production is
moved up to production.
QUeensland Treasury - SSS Program Commercial - in - Confidence Page 58
RTI Folio no. 129

Presence of IT
Support Packs
The current approach to implementing CRT's and support packs as part of the rollout
strategy is as follows:
The stack and CRT's are updated to the most recent at the beginning of the blueprint
phase and then again approximately 2 weeks before the end of the blueprint phase.
Following on from this the CRT's are looked at again approximately 2 weeks prior to
the end of the build and are updated if required for end of year or other legisfati ve or
significant system change. This will be assessed during each refease.
The current plan is to retro fit the changes made in the CEJ to CEO within 48
hours. whilst it is understood that this allows time to move the changes into Pre
Prod for testing and regression testing. it is felt that this is too long a timeframe
and allows for potential errors to occur.
Very strict change control needs to be set in place to support the 2 development
box landscape. The recommendation would be to OA that the configuration
changes made to CEJ and been applied to CEO - automated tools are available.
Only a very limited number of users, say only one from each team, have access
to make configuration changes in CEJ.
Comprehensive documentation of every change made to CEJ is maintained and
includes the following information as a minimum requirement;
Date of change
Defect/Change Request number
Transport number
Configuration and Business Analyst names
List table/s, rules Schema etc changed
With regard to parallel Payroll testing strategy and the regression testing strategy,
SSS is using adequate tools which should speed up the testing phases and
improve the accuracy of the testing results. It will also alleviate human error.
RTI Folio no. 130

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SUMMARY NOTE

Agenda Item 9 Shared Service CEO Committee

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