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Migration Planning Guidance
4. Migration Guidelines
4.1 Migration Competition Framework
On May 21, 2007, the Office of Management and Budget (OMB) issued a Competition Framework for Human Resources Management Line of Business Migrations. This Framework provides guidance to agencies planning to upgrade or replace their agency's human resources management systems. As such, the Framework is an integral part of the HR LOB Migration Planning Guidance document. The fully executed document is available at: http://www.whitehouse.gov/omb/memoranda/fy2007/business_migrations.pdf
4.2 Exception Business Case Template
Agencies that wish to conduct a non-competitive migration or a migration based on private-private competition or public-public competition shall prepare a full justification. The justification shall be approved by the agency's Chief Human Capital Officer, Chief Information Officer, Chief Financial Officer, and Chief Acquisition Officer. Agencies may wish to use the following Exception Case Templates in preparing their justification to the Office of Management and Budget. Section 4.2.1 contains the template that agencies may wish to use prior to the schedule of private sector shared service centers being in place. Section 4.2.2 contains the template that agencies may wish to use after the schedule of private sector shared service centers is in place.
4.2.1 Exception Business Case Template - prior to private sector schedule establishment
This section provides an Exception Business Case template applicable before the private sector GSA Schedule has been established.
Insert Agency Name
Rationale for Agencies' Selection of a Federal Shared Service Center (SSC) in advance of the availability of Private Sector SSCs
Eception Business Case Template and Outline
April 2007
Introduction (HR LOB developed)
The Office of Personnel Management (OPM), as Managing Partner of the Human Resources Line of Business (HR LOB) initiative, has, since April 2004, engaged over 24 agencies in defining the vision and goals of the initiative. The vision is to create governmentwide, modern, and cost effective, Human Resource (HR) solutions providing core functionality to support the strategic management of Human Capital. The goals of the HR LOB are to allow the Federal civilian workforce to focus on improved management, operational efficiencies, cost savings or avoidance, and improved customer service. These goals will allow agencies to transform their internal human resource focus from an emphasis on administrative processing to strategic planning support for agency leadership and increased customer service and counseling for managers and employees.
To achieve the HR LOB vision and goals, the HR LOB Task Force recommended that the government establish Shared Service Centers to provide agencies with modern human resources solutions on a fee for service basis and also that the government modernize and standardize human resource business processes.
The HR LOB has already established five Federal Shared Service Centers (SSCs) to provide agencies with core HR processing services as well as other IT and non-IT services. The HR LOB takes a phased approach to delivering HR services through shared service centers that are based upon modern solutions and open architecture concepts. At present, eighty-five percent of the Federal work force is receiving service from these Shared Service Centers.
The timing of migration decisions will be most dependent on the state of an agency's current HR solution and how imminent the need for modernization is for each agency. Each agency is expected to work closely with the HR LOB and OMB to determine their readiness for the selection of, and migration to an SSC. This exception business case provides the rationale for agencies that supports the need to migrate to a Federal SSC before the private sector schedule is established
Statement of Need (Agency developed)
This section contains a description of the agency's operating environment. This section should explain why the agency needs to migrate to a Federal shared service center now, and why it cannot wait for the private sector schedule to be in place.
Describe the risks associated with maintaining status-quo. Some examples may include:
The agency's systems are outdated and falling apart,
the agency has funding in the current budget year to replace systems,
or other current factors driving the need to go to a shared service center.
Required Services (HR LOB developed)
The HR LOB Target Requirements for Shared Service Centers version 2.0 defines the requirements that SSCs must provide to agencies and the HR LOB Business Reference Model version 2 is an end-to-end business process model for Federal HR to the activity level. Both documents are available on OPM's website at: http://www.opm.gov/egov/documents. At a minimum, agencies must obtain the core functions (personnel action processing, compensation management, and benefits management) from an SSC. Compensation Management includes payroll which may be provided by an e-Payroll provider or an SSC. Agencies should also consider whether they wish to seek non-core functions from an SSC. The HR LOB Concept of Operations (CONOPS) is described below for the core functions.
The Office of Personnel Management's Guide to Processing Personnel Actions defines a Personnel Action as "the process necessary to appoint, separate or make other personnel changes." The concept of personnel action is not specific to a single HR LOB Business Reference Model sub-function. Rather, it is a concept that converges with multiple activities across the BRM - activities that result in a change to employee status or other key employee data.
The HR LOB shared service centers will provide a personnel action solution that offers the capability to initiate and process a personnel action. The solution will use automated workflow to route the personnel action through its approval sequence and provide appropriate notifications. It will seamlessly connect to other HR LOB and other e-Gov HR solutions. Agency personnel will continue to initiate and approve personnel actions. Employees will receive electronic notification of personnel actions that have been processed on their behalf.
The HR LOB Business Reference Model defines the sub-function Compensation Management as "the adoption of nondiscretionary (governmentwide), agency-discretionary and alternative compensation programs that are fair and equitable, and that promote employee retention. Award and bonus payout strategies are devised and administered. Work schedules are established and time worked is recorded and approved. Leave taken is reconciled against leave accrued to determine leave balances. Payroll is processed and reconciled, and employee pay and other third-party disbursements are generated. Labor costs are distributed, as appropriate, to the appropriate cost accounts."
Shared service centers (SSCs) will play a key role in core compensation management activities. SSCs will provide a compensation management solution that includes tools to support managers' pay and award decisions. The solution will use self-service and automated workflow to manage time reporting and approval. SSCs will also offer self-service capabilities to enable employees to enter employee-furnished payroll data (e.g., direct deposit, withholding). SSCs will provide automated support for leave processing. They will also manage the end-to-end payroll process including setup, processing, disbursement, reporting and compliance. SSCs will provide employees and managers with secure access to leave and pay data. They will also provide customer support to employees and managers for any leave, pay or time and attendance questions or issues. An SSC's solution will seamlessly connect to other HR LOB and other e-Gov HR solutions.
The HR LOB Business Reference Model defines the sub-function Benefits Management as "designs, develops and implements benefit programs that attract, retain and support current and former agency employees. This sub-function includes: establishing and communicating benefits programs, processing benefits actions, and interacting as necessary with third-party benefits providers."
The HR LOB shared service centers will provide a benefits solution that offers web-based employee self-service capabilities for benefits enrollment. For governmentwide benefits programs, plus selected agency-specific benefits programs, SSCs will activate benefits enrollments based on predefined business rules and make benefits participation data available to payroll and to benefits providers. SSCs will deliver benefits communication to employees. For agency-specific benefits programs, SSCs will provide consultative support to agencies on communication content and approach and will provide facilities and media to deliver benefits communication to employees.
The Benefits Management sub-function of the HR LOB Business Reference Model contains two processes that break down to a total of nine activities. Shared service centers will support seven of the nine BRM activities. Agency and SSC involvement in these seven activities is described below.
Required Services (Agency developed)
This section should describe all agency requirements and the services needed from a Federal shared service center, including agency unique requirements.
Market Analysis (HR LOB developed)
In August 2005 the OPM Director announced the selection of five Federal SSCs:
Department of Agriculture's National Finance Center (NFC)
Department of Defense (DoD)
Department of Health and Human Services (HHS)
Department of Interior's National Business Center (NBC)
Department of Treasury (Treasury)
All of the Federal SSCs have the capability to meet the HR LOB concept of operations and at a minimum deliver the mandatory core SSC requirements. Differences do exist, however, in areas including SSC core technologies, service delivery models, and schedule for customer migrations. SSC service offering summary information is provided below:
Shared Service Center |
System Base |
Payroll Provider |
Personnel Staff Support Services (Non-HRIT) |
|---|---|---|---|
USDA NFC |
Payroll/Personnel System (PPS) and stand alone HR (EmpowHR) and T&A (Web Star) |
NFC |
NFC SSC Resources |
DoD |
Defense Civilian Personnel Data System (DCPDS) with Payroll interface |
DFAS |
Aligned to DoD Regional Service Centers |
HHS |
CapitalHR |
DFAS |
HHS SSC Resources |
DOI NBC |
Federal Personnel and Payroll System (FPPS) and Quicktime (T&A) |
NBC |
NBC SSC Resources |
Treasury |
HR Connect |
NFC |
Partnered with Bureau of Public Debt |
Service Delivery Model: Department of Agriculture's National Finance Center (NFC)
The Department of Agriculture, through the National Finance Center (NFC), offers the Payroll/Personnel System (PPS). The PPS provides a full range of integrated HR, Payroll and time and attendance services. The NFC also offers Web Star, a web based time and attendance system and EmpowHR, a web based PeopleSoft HR application.
Together, the PPS, Web Star, and EmpowHR support 50 agencies. The PPS is an integrated in-house developed personnel and payroll system (PPS). Web Star is also developed in-house. EmpowHR, which interfaces to PPS, is a PeopleSoft application. All of the systems are maintained in-house.
Non-IT services can be provided from one of two NFC locations.
Service Delivery Model: Department of Defense (DoD)
The Department of Defense (DoD), through the Civilian Personnel Management Service (CPMS), offers the Defense Civilian Personnel Data System (DCPDS). CPMS, in partnership with the Defense Finance and Accounting Service, provides payroll and time & attendance services.
DCPDS is DoD's enterprise civilian HR information management and transaction processing system supporting DoD and non-DoD civilian employees. DoD also maintains support for the Executive Office of the President and the Broadcasting Board of Governors. The HR IT system is an Oracle-based, customized system for which CPMS is responsible for functional and technical oversight.
Non-IT services are provided through 22 DoD Regional Service Centers (RSCs) and advice and assistance is provided by multiple Customer Support Units (CSUs) worldwide. The RSCs and CSUs are owned by the Army, Navy, Air Force, the National Guard Bureau, and DoD agencies. Customer agencies desiring support would be aligned with this same service delivery model.
Service Delivery Model: Department of Health and Human Services (HHS)
The Department of Health and Human Services (HHS), through the Program Support Center (PSC), offers the CapitalHR system. The PSC, in partnership with the Defense Finance and Accounting Service, provides payroll and time and attendance services.
CapitalHR is HHS' enterprise civilian HR information management and transaction processing system. Currently HHS maintains support for internal customers only. The HR IT system is a PeopleSoft based, customized system and the PSC is responsible for functional and technical oversight.
Non-IT services for new HHS customers will be provided through a newly established HR service center. Customer agencies desiring non-IT support would be aligned with this service delivery model.
Service Delivery Model: Department of Interior's National Business Center (NBC)
The Department of the Interior, through the National Business Center (NBC), offers the Federal Personnel Payroll System (FPPS). The FPPS provides a full range of HR, payroll and time and attendance services. The NBC also offers time and attendance support through the web based Quicktime system.
The FPPS is NBC's enterprise integrated HR information management and transaction processing system supporting employees in 30 agencies. The HR IT system was developed in-house using a suite of Software AG products. Software maintenance is performed in-house. The Quicktime system which is web based was also developed in house. Software maintenance is performed in-house.
Non-IT services can be provided at one of four NBC locations or at the customer site.
Service Delivery Model: Department of Treasury (Treasury)
The Department of Treasury offers the HR Connect system. The Treasury, in partnership with the National Finance Center, provides payroll and time and attendance services.
The HR Connect is Treasury's enterprise web-based solution built on PeopleSoft's commercial off-the-shelf (COTS) software. The solution offers a wide range of HR IT functionality including personnel action processing, position management, base benefits, and workflow as well as Employee and Manager Self Service capabilities. The HR Connect currently services the Department of the Treasury, the Departments of Homeland Security and Justice, and the Department of Housing and Urban Development (HUD).
Treasury is planning to support non-IT services through its partnership with the Bureau of Public Debt (BPD)'s Administrative Resource Center (ARC), which is a franchise service unit that already provides support services to various Federal entities. The BPD's ARC was not evaluated during the selection process.
Summary of Agency Market Analysis (Agency developed)
Provide a high level summary of the results of your market analysis including a description of the efforts made to evaluate as many potential sources as possible. The market analysis should also include the results of identified gaps. Agencies should conduct a cost-benefit analysis to support their selection decision. Please complete the attached Due Diligence Checklist in support of your analysis.
Rationale for selection of a Federal SSC (Agency developed)
Suggested topics for inclusion:
Existing business relationships with an HR LOB provider
Existing SSC functionality that satisfies agency-unique requirements (for example, may include discussion of similar characteristics of existing customer base)
Summary of cost-benefit analysis supporting selection decision
Agency-unique needs
Unique security considerations (may apply to Intel, DHS, or DoD)
Other factors (directing legislation or regulation)
Selection Recommendation (Agency developed - optional)
This section should contain a recommendation on selected provider including migration timeline and funding availability.
Agency Endorsements of Selection Recommendation (Agency developed - optional)
Provide names and job titles of agency executives that support this selection recommendation.
Attachment A - Due Diligence Checklist (recommended)
Checklist used to select a Federal SSC that supports the agency's market analysis.
Attachment B - SSC Target Requirements Self-evaluation Results
Results from the selected SSC target requirements self-evaluation that demonstrates the SSC's ability to meet agency requirements.
4.2.2 Exception Business Case Template - post private sector schedule establishment
This section provides an Exception Business Case template applicable after the private sector GSA Schedule has been established.
Insert Agency Name
Rationale for Agencies' Selection of a Federal Shared Service Center (SSC)
Business Case Template and Outline
April 2007
Introduction (HR LOB developed)
The Office of Personnel Management (OPM), as Managing Partner of the Human Resources Line of Business (HR LOB) initiative, has, since April 2004, engaged over 24 agencies in defining the vision and goals of the initiative. The vision is to create governmentwide, modern, and cost effective, Human Resource (HR) solutions providing core functionality to support the strategic management of Human Capital. The goals of the HR LOB are to allow the Federal civilian workforce to focus on improved management, operational efficiencies, cost savings or avoidance, and improved customer service. These goals will allow agencies to transform their internal human resource focus from an emphasis on administrative processing to strategic planning support for agency leadership and increased customer service and counseling for managers and employees.
To achieve the HR LOB vision and goals, the HR LOB Task Force recommended that the government establish Shared Service Centers to provide agencies with modern human resources solutions on a fee for service basis and also that the government modernize and standardize human resource business processes.
The HR LOB has established a schedule of Federal and private sector Shared Service Centers (SSCs) to provide agencies with core HR processing services as well as other IT and non-IT services. The HR LOB takes a phased approach to delivering HR services through shared service centers that are based upon modern solutions and open architecture concepts. At present, eighty-five percent of the Federal work force is receiving service from the Federal Shared Service Centers.
The timing of migration decisions will be most dependent on the state of an agency's current HR solution and how imminent the need for modernization is for each agency. Each agency is expected to work closely with the HR LOB and OMB to determine their readiness for the selection of, and migration to an SSC. This business case provides the rationale for agencies that supports the need to migrate to a Federal SSC rather than conduct a public/private competition.
Statement of Need (Agency developed)
This section contains a description of the agency's operating environment. This section should explain why the agency should migrate to a Federal shared service center, and not consider private sector SSCs.
Required Services (HR LOB developed)
The HR LOB Target Requirements for Shared Service Centers version 2.0 defines the requirements that SSCs must provide to agencies and the HR LOB Business Reference Model version 2 is an end-to-end business process model for Federal HR to the activity level. Both documents are available on OPM's website at: http://www.opm.gov/egov/documents. At a minimum, agencies must obtain the core functions (personnel action processing, compensation management, and benefits management) from an SSC. Compensation Management includes payroll which may be provided by an e-Payroll provider or an SSC. Agencies should also consider whether they wish to seek non-core functions from an SSC. The HR LOB Concept of Operations (CONOPS) is described below for the core functions.
The Office of Personnel Management's Guide to Processing Personnel Actions defines a Personnel Action as "the process necessary to appoint, separate or make other personnel changes." The concept of personnel action is not specific to a single HR LOB Business Reference Model sub-function. Rather, it is a concept that converges with multiple activities across the BRM - activities that result in a change to employee status or other key employee data.
The HR LOB shared service centers will provide a personnel action solution that offers the capability to initiate and process a personnel action. The solution will use automated workflow to route the personnel action through its approval sequence and provide appropriate notifications. It will seamlessly connect to other HR LOB and other e-Gov HR solutions. Agency personnel will continue to initiate and approve personnel actions. Employees will receive electronic notification of personnel actions that have been processed on their behalf.
The HR LOB Business Reference Model defines the sub-function Compensation Management as "the adoption of nondiscretionary (governmentwide), agency-discretionary and alternative compensation programs that are fair and equitable, and that promote employee retention. Award and bonus payout strategies are devised and administered. Work schedules are established and time worked is recorded and approved. Leave taken is reconciled against leave accrued to determine leave balances. Payroll is processed and reconciled, and employee pay and other third-party disbursements are generated. Labor costs are distributed, as appropriate, to the appropriate cost accounts."
Shared service centers (SSCs) will play a key role in core compensation management activities. SSCs will provide a compensation management solution that includes tools to support managers' pay and award decisions. The solution will use self-service and automated workflow to manage time reporting and approval. SSCs will also offer self-service capabilities to enable employees to enter employee-furnished payroll data (e.g., direct deposit, withholding). SSCs will provide automated support for leave processing. They will also manage the end-to-end payroll process including setup, processing, disbursement, reporting and compliance. SSCs will provide employees and managers with secure access to leave and pay data. They will also provide customer support to employees and managers for any leave, pay or time and attendance questions or issues. An SSC's solution will seamlessly connect to other HR LOB and other e-Gov HR solutions.
The HR LOB Business Reference Model defines the sub-function Benefits Management as "designs, develops and implements benefit programs that attract, retain and support current and former agency employees. This sub-function includes: establishing and communicating benefits programs, processing benefits actions, and interacting as necessary with third-party benefits providers."
The HR LOB shared service centers will provide a benefits solution that offers web-based employee self-service capabilities for benefits enrollment. For governmentwide benefits programs, plus selected agency-specific benefits programs, SSCs will activate benefits enrollments based on predefined business rules and make benefits participation data available to payroll and to benefits providers. SSCs will deliver benefits communication to employees. For agency-specific benefits programs, SSCs will provide consultative support to agencies on communication content and approach and will provide facilities and media to deliver benefits communication to employees.
The Benefits Management sub-function of the HR LOB Business Reference Model contains two processes that break down to a total of nine activities. Shared service centers will support seven of the nine BRM activities. Agency and SSC involvement in these seven activities is described below.
Required Services (Agency developed)
This section should describe all agency requirements and the services needed from a Federal shared service center, including agency unique requirements.
Market Analysis (HR LOB developed)
In August 2005 the OPM Director announced the selection of five Federal SSCs:
Department of Agriculture's National Finance Center (NFC)
Department of Defense (DoD)
Department of Health and Human Services (HHS)
Department of Interior's National Business Center (NBC)
Department of Treasury (Treasury)
All of the Federal SSCs have the capability to meet the HR LOB concept of operations and at a minimum deliver the mandatory core SSC requirements. Differences do exist, however, in areas including SSC core technologies, service delivery models, and schedule for customer migrations. SSC service offering summary information is provided below:
Shared Service Center |
System Base |
Payroll Provider |
Personnel Staff Support Services (Non-HRIT) |
|---|---|---|---|
USDA NFC |
Payroll/Personnel System (PPS) and stand alone HR (EmpowHR) and T&A (Web Star) |
NFC |
NFC SSC Resources |
DoD |
Defense Civilian Personnel Data System (DCPDS) with Payroll interface |
DFAS |
Aligned to DoD Regional Service Centers |
HHS |
CapitalHR |
DFAS |
HHS SSC Resources |
DOI NBC |
Federal Personnel and Payroll System (FPPS) and Quicktime (T&A) |
NBC |
NBC SSC Resources |
Treasury |
HR Connect |
NFC |
Partnered with Bureau of Public Debt |
Service Delivery Model: Department of Agriculture's National Finance Center (NFC)
The Department of Agriculture, through the National Finance Center (NFC), offers the Payroll/Personnel System (PPS). The PPS provides a full range of integrated HR, Payroll and time and attendance services. The NFC also offers Web Star, a web based time and attendance system and EmpowHR, a web based PeopleSoft HR application.
Together, the PPS, Web Star, and EmpowHR support employees in 50 agencies. The PPS is an integrated in-house developed personnel and payroll system (PPS). Web Star is also developed in-house. EmpowHR, which interfaces to PPS, is a PeopleSoft application. All of the systems are maintained in-house.
Non-IT services can be provided from one of two NFC locations.
Service Delivery Model: Department of Defense (DoD)
The Department of Defense (DoD), through the Civilian Personnel Management Service (CPMS), offers the Defense Civilian Personnel Data System (DCPDS). CPMS, in partnership with the Defense Finance and Accounting Service, provides payroll and time & attendance services.
DCPDS is DoD's enterprise civilian HR information management and transaction processing system supporting over DoD and non-DoD civilian employees. DoD also maintains support for the Executive Office of the President and the Broadcasting Board of Governors. The HR IT system is an Oracle-based, customized system for which CPMS is responsible for functional and technical oversight.
Non-IT services are provided through 22 DoD Regional Service Centers (RSCs) and advice and assistance is provided by multiple Customer Support Units (CSUs) worldwide. The RSCs and CSUs are owned by the Army, Navy, Air Force, the National Guard Bureau, and DoD agencies. Customer agencies desiring support would be aligned with this same service delivery model.
Service Delivery Model: Department of Health and Human Services (HHS)
The Department of Health and Human Services (HHS), through the Program Support Center (PSC), offers the CapitalHR system. The PSC, in partnership with the Defense Finance and Accounting Service, provides payroll and time and attendance services.
CapitalHR is HHS' enterprise civilian HR information management and transaction processing system. Currently HHS maintains support for internal customers only. The HR IT system is a PeopleSoft based, customized system and the PSC is responsible for functional and technical oversight.
Non-IT services for new HHS customers will be provided through a newly established HR service center. Customer agencies desiring non-IT support would be aligned with this service delivery model.
Service Delivery Model: Department of Interior's National Business Center (NBC)
The Department of the Interior, through the National Business Center (NBC), offers the Federal Personnel Payroll System (FPPS). The FPPS provides a full range of HR, payroll and time and attendance services. The NBC also offers time and attendance support through the web based Quicktime system.
The FPPS is NBC's enterprise integrated HR information management and transaction processing system supporting employees in 30 agencies. The HR IT system was developed in-house using a suite of Software AG products. Software maintenance is performed in-house. The Quicktime system which is web based was also developed in house. Software maintenance is performed in-house.
Non-IT services can be provided at one of four NBC locations or at the customer site.
Service Delivery Model: Department of Treasury (Treasury)
The Department of Treasury offers the HR Connect system. The Treasury, in partnership with the National Finance Center, provides payroll and time and attendance services.
The HR Connect is Treasury's enterprise web-based solution built on PeopleSoft's commercial off-the-shelf (COTS) software. The solution offers a wide range of HR IT functionality including personnel action processing, position management, base benefits, and workflow as well as Employee and Manager Self Service capabilities. The HR Connect currently services of the Department of the Treasury, the Departments of Homeland Security and Justice, and of the Department of Housing and Urban Development (HUD).
Treasury is planning to support non-IT services through its partnership with the Bureau of Public Debt (BPD)'s Administrative Resource Center (ARC), which is a franchise service unit that already provides support services to various Federal entities. The BPD's ARC was not evaluated during the selection process.
Summary of Agency Market Analysis (Agency developed)
Provide a high level summary of the results of your market analysis including a description of the efforts made to evaluate as many potential sources as possible. The market analysis should also include the results of identified gaps. Agencies should conduct a cost-benefit analysis to support their selection decision. Please complete the attached Due Diligence Checklist in support of your analysis.
Rationale for selection of a Federal SSC (Agency developed)
Suggested topics for inclusion:
Rigorous justification why private sector SSCs will not be considered for selection
Existing business relationships with an HR LOB provider
Existing SSC functionality that satisfies agency-unique requirements (for example, may include discussion of similar characteristics of existing customer base)
Summary of cost-benefit analysis supporting selection decision
Agency-unique needs
Unique security considerations (may apply to Intel, DHS, or DoD)
Other factors (directing legislation or regulation)
Selection Recommendation (Agency developed - optional)
This section should contain a recommendation on selected provider including migration timeline and funding availability.
Agency Endorsements of Selection Recommendation (Agency developed - optional)
Provide names and job titles of agency executives that support this selection recommendation.
Attachment A - Due Diligence Checklist (recommended)
Checklist used to select a Federal SSC that supports the agency's market analysis.
Attachment B - SSC Target Requirements Self-evaluation Results
Results from the selected SSC target requirements self-evaluation that demonstrates the SSC's ability to meet agency requirements.
4.3 Due Diligence Checklist
ATTACHMENT A: CUSTOMER AGENCY Due Diligence CHECKLIST
The following checklist is intended to be used by customer agencies in documenting various aspects of service delivery by an SSC. This checklist is a living document and will be updated from time to time as the HR LOB moves forward. This checklist outlines areas of evaluation essential for the successful selection of an SSC.
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Evaluation Criteria 1. Technical Approach / Methodology |
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Question / Definition |
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1. |
The Shared Service Center (SSC) must demonstrate a thorough understanding of HR functions and requirements as defined by the HR LOB Business Reference Model (BRM.) The SSC should also demonstrate a sound I/T technical approach including overall system architecture, security, scalability, privacy, interoperability, and portability as evidenced by past performance and current plans and capabilities. The Shared Service Center services must be in compliance with all applicable laws and regulations as well as Federal security and privacy guidelines. |
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1.1 |
Does the SSC meet your defined needs as demonstrated by their completion of the self-evaluation against the HR LOB target requirements? |
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1.2 |
What HR IT products does the SSC offer, including specific vendors and the strategy in place to foster competition among HR product providers? |
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1.3 |
If the SSC uses a COTS ERP solution, what are the modules of the ERP solution that the SSC provides or proposes to provide, and to what extent has it been customized? Does the SSC use or propose to use other point solutions in lieu of some delivered ERP modules? |
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1.4 |
Does the SSC produce and deliver an array of both routine and/or specialized (ad hoc) reports to meet the needs/requirements of customers and provide the capability for customer organizations to self generate reports? (check requirements) |
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1.5 |
How does the SSC house and allow access to historical HR data? |
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1.6 |
Does the SSC's system reconcile and synchronize data to prevent unnecessary duplication of employee records and the need to enter data more than once across the different modules of the system? |
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1.7 |
Did the SSC provide detailed demonstrations and direct observation of the features and capabilities of its system(s)? |
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1.8 |
What is the SSC's customer base and how does it service its parent agency? |
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1.9 |
What is the SSC's methodology for adding new capabilities to its system? How does it perform testing, ensure user acceptance, and ensure a seamless implementation of the new capabilities? What is its system development life cycle methodology? |
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1.10 |
What is the SSC's system capacity for processing and storage? What formal steps has it taken to ensure that the addition of new customers will not adversely impact the system capacity for processing and storage while maintaining response time for current customers? What is the strategy for expanding its capacity, if needed? |
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1.11 |
What is the SSC's pricing methodology, what services are included, and is there the flexibility to pay only for services received (cafeteria approach)? |
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1.12 |
How does the SSC's pricing methodology address the financing of technology upgrades and replacement? |
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1.13 |
Does the SSC support your agency's unique security requirements? |
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1.14 |
How has the SSC incorporated the governmentwide information security rules into its technical approach and methodology, including "workarounds"? |
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1.15 |
What core weaknesses were identified in the SSC's latest security and privacy audits and what Plans of Actions and Milestones (POA&Ms) does it have in place to address those weaknesses and vulnerabilities? |
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1.16 |
What is the SSC's Disaster Recovery Plan and/or Continuation of Operations Plan (COOP)? What is its test schedule? What were its most recent test results? What is the customer role in execution? |
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1.17 |
What is the SSC's migration plan that accommodates your unique or specialized characteristics? For example, an agency-wide migration plan versus a phased-in migration plan or a small, simple migration plan versus a large, complex migration. Does the migration plan include operational readiness and expansion capacity? |
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1.18 |
What is the SSC's strategy to manage change during agency migrations, to cover communication, training, business processes, and schedule? Did the SSC include an example of its actions addressing unexpected disruptions in similar situations? |
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Evaluation Criteria 2. Staffing Approach / Methodology |
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2. |
The Shared Service Center must demonstrate the ability to provide adequate staff with the necessary disciplines, skills, and competencies. The Shared Service Center must also demonstrate the ability to plan, manage, develop and expand their workforce to meet customer needs. |
2.1 |
Does the SSC's human resources service delivery staffing model include:
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2.2 |
What is the SSC's succession plan for staffing critical positions? Can the SSC demonstrate its ability to plan, manage, and develop the workforce? |
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Evaluation Criteria 3. Service Delivery Experience |
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3. |
The Shared Service Center must demonstrate present and past experience in providing HR services, experience in change control management, technical performance, and customer service performance. |
3.1 |
What is the SSC's experience in cross servicing and performing migrations for diverse client agencies? |
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3.2 |
What are the SSC's current measures and metrics in place with its customers, how does it use these metrics to improve performance and how does it plan to address future requirements? |
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3.3 |
What is the SSC's customer satisfaction rating, how is it measured, and how does it compare to industry standards? |
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3.4 |
What core weaknesses were identified in the SSC's latest service delivery audits (internal audits, third party audits, etc.) and how does it plan to address those weaknesses and vulnerabilities? |
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3.5 |
How does the SSC's telecommunications environment and internet capability support its current service delivery mechanism? |
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3.6 |
Did the SSC provide references that attest to its capability and performance as a service provider and its ability to deliver quality HR services? |
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3.7 |
Does the SSC accommodate customers who would like to use other best-of-breed point solutions, "bolt-ons" or services provided by other vendors and/or HR SSCs? If so please describe how. |
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3.8 |
Does the SSC interface with the other HR e-Gov initiatives (EHRI, e-Training, e-Clearance, e-Payroll and ROS)? |
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3.9 |
What is the SSC's experience and approach to interfacing with external systems, including front-end and back-end feeds to financial, Payroll, HR, and management information systems? Did the SSC identify any supported self-service systems? |
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3.10 |
How will the SSC integrate multiple systems to enable single sign-on, single point of entry for data, synchronization and reconciliation? |
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3.11 |
How will the SSC integrate its system to provide adequate identity management? Does the SSC have a plan to integrate with e-Authentication? |
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Evaluation Criteria 4. Management |
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The Shared Service Center must demonstrate a robust management plan that will include tracking and reporting progress, identifying and resolving issues, managing change, maintaining an efficient organizational structure, and effectively managing corporate and/or subcontractor teaming. Shared Service Centers should also provide risk assessment and mitigation strategies (both for your system and for customer service and customer migration), project management, and integration. |
4.1 |
What is the SSC's change control approach? The response should include:
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4.2 |
What is the SSC's customer relationship management plan and process? |
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4.3 |
Did the SSC describe its Customer Control Board? The response should include:
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4.4 |
Does the SSC plan to use outside contractors for implementation or other areas of this initiative? If yes, then how does the SSC plan to use them and oversee their performance? What is the SSC's contracting approach (i.e. performance-based, share-in-savings, etc.)? |
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4.5 |
What risk management plans does the SSC have in place and what are the associated mitigation strategies? |
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4.6 |
Does the SSC have a fully developed risk mitigation plan, strategy, and back up system(s) in the event of vendor contract noncompliance or failure? |
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U.S. Office of Personnel Management 1900 E Street NW, Washington, DC 20415 | (202) 606-1800 | TTY (202) 606-2532