<HR Systems: End-User Experience

Transformation - PeopleSoft HCM Upgrade>

Charter
TO VIEW THE CHARTER PURPOSE OR TEMPLATE INSTRUCTIONS, CLICK ON THE SHOW/HIDE
BUTTON ON THE MS WORD TOOL BAR.

DOCUMENT REVISION HISTORY

[Add rows as needed]
Date

Revision Number

01/25/2013
02/18/2013
03/30/2013
05/03/2013

1
2
3
4

6/19

Description of change
INITIAL CREATION
UPDATED SCOPE STATEMENT
UPDATED RISK AND DEPENDENCY SECTION
MODIFIED TO NARROW SCOPE TO PEOPLESOFT
HCM UPGRADE
UPDATED SECTIONS 5, 6 AND 7

Author
ANN HANSEN
ANN HANSEN
ANN HANSEN
ANN HANSEN
ZACHARY
HOMRIGHAUS

Table of Contents
1

PROJECT INFORMATION ....................................................................................................2

1.1
1.2
1.3
1.4
1.5
1.6
1.7

SCOPE ..................................................................................................................................6
2.1
2.2
2.3

Dependencies ............................................................................................................................................ 12
Risks ........................................................................................................................................................... 12
Constraints ................................................................................................................................................ 12
Assumptions ............................................................................................................................................. 12
Key Deliverables and Milestone Dates ................................................................................................... 13
Artifact Approvals ..................................................................................................................................... 13

CHARTER APPROVAL(S) ..................................................................................................14

GOVERNANCE INFORMATION .........................................................................................14
6.1

Operational Business Architecture (OBA) Capability ............................................................................. 8

Business Segment/Functional Impacts and Conceptual Requirements .............................................. 9
Systems Impacted .................................................................................................................................... 10
Other System Impact Considerations ..................................................................................................... 11
Markets Impacted ...................................................................................................................................... 11
CEE(s) Impacted........................................................................................................................................ 11

MANAGEMENT INFORMATION .........................................................................................12

4.1
4.2
4.3
4.4
4.5
4.6

5
6

Project Success Matrix ............................................................................................................................... 6

Guided Scope Statement ........................................................................................................................... 7
Scope Boundaries ...................................................................................................................................... 8

IMPACTS AND CONCEPTUAL REQUIREMENTS...............................................................8

3.1
3.2
3.3
3.4
3.5
3.6

General Information .................................................................................................................................... 2

Corporate Strategy Alignment ................................................................................................................... 2
Executive Summary .................................................................................................................................... 3
Service Performance Program Impacts .................................................................................................... 4
Regulatory/Legal/Contract Exposure ....................................................................................................... 4
Impact Assessment .................................................................................................................................... 4
Preliminary Cost Estimates and Benefits ................................................................................................. 5

Financial Information ................................................................................................................................ 14

PLAN TO WIN CONTRACT BASELINE .............................................................................14

Charter

Page 1 of 16

8 EXECUTION READINESS APPROVAL .............................................................................15

9 PLAN TO WIN BASELINE ADDENDUM ............................................................................16
10
ADDENDUM APPROVAL ................................................................................................16

PROJECT INFORMATION
[The purpose of this section is to begin documenting the basic high-level initiative/project information
needed to evaluate the value of the initiative/project before taking it to the next step in the process.]

1.1 General Information

THIS SECTION IS REQUIRED

Project Name
Project Charter Author
Key Decision Maker
Business Initiative Owner
Points
(Business/Project Sponsor)
of
Account Manager
Contact
EP Support
IT PM Name
Planview Work ID
PTW Type
IT SLT Sponsor

HR SYSTEMS: END-USER EXPERIENCE

TRANSFORMATION
ANN HANSEN
NANCY ALBIN/KELLEY SOPER
KELLEY SOPER
ANN HANSEN
DALE SCHULZ/ANN HANSEN
KEVIN GRIMES
0024349
IT and Business
Juan Mora

1.2 Corporate Strategy Alignment

THIS SECTION IS REQUIRED

Corporate Objective/Plan to Win Category

FEP/Other CEE

Execution Portfolios (EP)/Owner (check one)

Maps to EP II (select one from the drop-down box)
Exchanges/Dennis Matheis
Select one:
Retain the Core/Cheri Specht
Select one:
PC2/Doug Wenners
Select one:
CHS/Doug Wenners
Select one:
Medicare/Leeba Lessin
Select one:
Specialty/Annmarie Hagan
Select one:
Medicaid/COC/Pete Haytaian
Select one:
Mandates/Laureen McCrae
Select one:
MI-10/Laureen McCrae
Select one:
Marketing/Patrick Blair
Select one:
FEP/Ron Childress
Select one:
Service Ops/Dan McCoy
Select one:
Other CEE/Dale Schulz
Other CEE
Dual Eligibles/Tom Wilfong
Select one:
If EP is not listed above, please specify EP and EP II:
Select from below if integration effort
1800 Contacts
Amerigroup
Initiative Name

CareMore
HR Systems Experience Transformation

For Initiative name, see report titled EP Structure under Type of Report: Plan of Record on EPMO Reporting
Program Name
HR Systems: End-User Experience Transformation PeopleSoft HCM Upgrade

The following sections of the Charter must be fully documented when submitting the initial
Charter. See Section 7 for the complete list of deliverables that must be included in the Plan to Win
Contract Baseline submitted at Scope Baseline.
Charter

Page 2 of 16

PLAN TO WIN BASELINE

Project Scope Baseline
Scope Baseline
Project Success Criteria
Dependencies
Schedule Baseline
Project Delivery Dates
Budget Baseline
Approved Project Budget

DELIVERABLES
Hyperlink to section 2
Hyperlink to section 2.1
Hyperlink to section 4.1
Hyperlink to section 4.5
Hyperlink to section 6

1.3 Executive Summary

THIS SECTION IS REQUIRED

[Describe the product, process or solution being proposed or opportunity to be realized.]

This program consists of two projects: PeopleSoft HCM application upgrade to 9.2 &
PeopleSoft tools upgrade to 8.53. The focus on this program will be on end-user simplicity
and consistency. The overarching business outcomes to be realized are:
- Increased user adoption
- Reduced end-user training
- Improved productivity
- Improved decision support through enhanced BI and analytics
- Reduced total cost of ownership
- Adoption of emerging technologies (mobile and webservices)
- Continued vendor support
Use plain business language, not technical terms. How will this project specifically change the current business
situation? This should be a succinct executive level summary, leave detailed information for later in this
document.

Definitions [Define specific terms and acronyms which will be used in this document]
HCM - Human Capital Management
HR - Human Resources
BI - Business Intelligence
[In addition, please answer the following questions:
1.3.1
Does the initiative involve significant business process change and/or
organizational change?
If yes, Select one:
Provide details: No
1.3.2
Does it have any external facing component impacting external stakeholders
(such as members, providers, vendors)?
Project
If yes, please describe. No
Complexity
1.3.3
Does it have any Merger and Acquisition (M&A) component?
If yes, please describe. Amerigroup associates and contractors use PeopleSoft
9.1 with PeopleTools 8.5x. As a result, when they come on to the WellPoint
instance of PeopleSoft, they will be taking a step back in technology until the
PeopleSoft application and tools upgrade is completed.
1.3.4
Does project scope develop a new medical product or update an existing product?
(medical products that include dental/vision benefits may also impact MTM)
If
yes, please describe: No
1.3.5
Does project scope include functional and/or process changes for claims,
MTM Impact
enrollment or data displays/quoting for providers, call centers or members?
(Service
Performance
(Consider things such as deductibles, co-pays, visit limits, accumulators, UM, IVR,
Metrics)
member web transactions, etc)
If yes, please describe: No
1.3.6
Does project scope require changes to new sales/renewal functionality/process,
which could impact timely and accurate communication of product or enrollment

Charter

Page 3 of 16

1.3.7

1.3.8
Technology
Risk Impact
1.3.9
Health Care
Reform Impact
1.3.10
1.3.11

Privacy

information (paperwork, tools, rating/quoting etc)?

If yes, please describe: No
Is training needed to prepare benefit configuration, enrollment (group and/or
member) or claims administration areas for project changes (as would be
specified in the Ops Readiness plan)?
If yes, please describe: No
Does the project scope for a new or existing system include automated data
interfaces (Ex. New system System A will send X number of membership files to
System B automatically for processing purpose on a daily basis.)?
Please provide a supporting explanation for your Y/N response. : PeopleSoft HCM
soucre data is consumed by numerous internal and external systems.
Does project scope require the generation of a new/updated Summary of Benefits
and Coverage (SBC)?
If yes, indicate the LOB:
Individual Small Group
Large Group National
Does project scope require a 60 Day Notification for material change?
If yes, please describe: No

Does the initiative involve information containing member data, tax ID

number, or social security number? Y/N
Provide details: Yes, social security number (SSN) is stored in PeopleSoft HCM
for all associates. However, this initiative does not specifically involve the
reconfiguration of SSN nor a change in how the SSN is being stored/secured.

1.3.12

Does the initiative involve collecting, using, storing, or disclosing the above
information? Y/N
Provide details: Yes, social security number (SSN) is stored in PeopleSoft HCM
for all associates. However, this initiative does not specifically involve the
reconfiguration of SSN nor a change in how the SSN is being stored/secured.

1.4

Service Performance Program Impacts

[Explain Risk/Penalty for not achieving performance goals, performing accurate audit sampling, collecting data
and reporting. Be specific including monetary, license and account retention risks for Member Touch point
Measures (MTM), Inter-Plan Programs including LDLA, and Blue Exchange (IPP), Federal Employee Program
(FEP), and Performance Guarantees (PG).]

The completion of the analysis phase of this initiative is a predecessor to another 2013 PTW
initiative, Corporate Security: Securing WellPoint's Workforce. The aforementioned initiative will
result in real time transaction processing for associate terminations throughout the enterprise. This
requirement is more and more being scrutinized in RFP requests and, in formal response to external
complaints involving PHI.
1.5

Regulatory/Legal/Contract Exposure

[Identify any potential impacts to any systems, processes or data (e.g. member or financial) that are governed
by regulatory or contractual policies such as HIPAA, HCR, Federal/State regulations, DOI, etc. Where
applicable include compliance date(s), fines and penalties.]

The completion of the analysis phase of this initiative is a predecessor to another 2013 PTW
inititiative, Corporate Security: Securing WellPoint's Workforce. The aforementioned initiative will
result in real time transaction processing for associate terminations throughout the enterprise. This
requirement is more and more being scrutinized in RFP requests and, in formal response to external
complaints involving PHI.
1.6

Impact Assessment

[Describe the potential impact on other work in terms of cost, benefits, resources, schedule, technical, etc.
Include any impacts to migrations, mandates or ICD10.]
Charter

Page 4 of 16

There are no known impacts to migrations, mandates and/or ICD10 initaitives. This initiative includes
two projects; upgrading PeopleSoft HCM to version 9.2 in parallel with a PeopleSoft tools upgrade to
version 8.53. In addition, another 2013 PTW initiave, Corporate Security: Securing WellPoint's
Workforce, is dependent on the analysis phase of the upgrade being completed.
1.7 Preliminary Cost Estimates and Benefits
[Select the range for the preliminary Rough Order of Magnitude (ROM) estimated costs for IT, Business and
total initiative/project.]
Basis for Estimate
(Brief Description)

Estimated Initiative Size

Total IT ROM

$200K-$1M

$1-$3M

$3-$5M

$5M+

Total Business ROM

$200K-$1M

$1-$2M

$2-$3M

$3M+

Total Initiative/Project ROM

$200K-$1M

$1-$3M

$3-$5M

$5M+

[Select the range for the preliminary estimated hard benefits expected over five (5) years.]
Preliminary Benefits Estimate
Benefits Type
Select the type of hard benefits expected and provide the rationale:
Operating Gain from Revenue Enhancement
Improved Retention
Cost of Care
Administrative Expense Savings
Reduction in total cost of ownership is
expected after this program is fully
executed.
Cost Avoidance
If we do not upgrade the application, we
can expect vendor maintenance costs
to increase along with an increase in
internal support issues.
Benefits
Select the range of estimated hard benefits expected:
Estimate (over
Low: under $1M
Med: $1-$5M
High: $5-$10M
Mega: $10M+
5 years)
Timing of
Indicate when benefits will be realized, by entering a percent for each year:
Benefits
2013
2014
2015
2016
2017
Realization (%)
0%
20%
40%
40%
Qualitative
Other intangible, soft benefits (e.g., increased consumer trust, decreased provider
Benefits
abrasion):
Increased consumer trust (see notes above regarding the initiative, Corporate Security:
Securing WellPoint's Workforce; improved end-user experience will reduce usability
abrassion with the current version of the application; deployment of the new tool set will
provide us with new technology capabilities that will enhance our systems integrations, also
improving the end-user experience and improving our decision support capabilities.
Select all EPs below that benefit financially from the capabilities delivered by this initiative/project:
Exchanges
Retain the Core
PC2
Other CHS
Medicare
Specialty
Medicaid
Mandates
MI-10
Marketing
FEP
Service Ops
Other CEE
Duals

Charter

Page 5 of 16

SCOPE
2.1 Project Success Matrix

THIS SECTION IS REQUIRED

[Project Success Matrix is divided into two sections:
Standard success parameters that will be expected as part of every project (bolded parameters in shaded
grey area.
o Under the Objective column, ensure that the projects schedule and cost objectives are defined
and agreed-upon.
Non-standard free-form section to provide additional success criteria that are more unique to the project
(italicized parameters).
o For the non-standard parameters below, provide additional success criteria that are more unique to
this project. Some example parameters are listed below. Modify according to the projects unique
needs for success.
Parameter
Scope
Test Results

Description
Projects baselined requirements implemented
Projects open Severity 1 and Severity 2 defects at
project close

Objective

Priority

Acceptable
Variance

100%

+/- 5%

+/- 0%

+/- 5%

+/- 5%

[40 weeks]
Schedule

Projects original baselined end date vs its actual

completion date

56 Weeks plus
12 week
Warranty
Period
[$2.4 Million]

Cost

Projects original approved cost vs its actual cost

[Provider education conducted]

Operational
Readiness

System
Performance

Effective end-user communication and training is

completed as measured by call center metrics - no
adverse impact to call center metrics (HRSolutions)
[Average user response time for all consumers]

The average user response time for all end-users will

not be adversely impacted by this iniative.
[Web site uptime goal]

Reliability

The application availability SLAs will not be adversely

impacted

Customer
Support

[Reduction in level 1 technical support calls]

Charter

Maintenance of level 1 technical support calls

1.5M for 2013;

additional .6M
for 2014
[95% of providers
at close]

See Dept
Metrics

[2 Milliseconds]

See Corp Apps

SLAs

[99%]

See Corp Apps

SLAs
[10%]

0%

[+/- 5%]

+/-3%

[+/- 5%]

+/-3%
[+/- 5%]

+/-3%
[+/- 5%]

+/-5%

Page 6 of 16

2.2 Guided Scope Statement

THIS SECTION IS REQUIRED

Describe the CURRENT Business Situation
The current business
situation is

What is the current business situation this initiative will be addressing? What is
the need, problem or opportunity?

Today at WellPoint, we utilize PeopleSoft HCM application 9.2 and

PeoplTools version 8.49. This technology was released in 2009. The
HCM industry has gone through considerable transformation over the past
5 years, technology in this space has significantly changed to align to this
transformation. With the current release of PeopleSoft HCM deployed at
WellPoint, we are not able to leverage the updated technology delivered
by the vendor, which results in a large number of customization requests
being made by the business. Customization of the product has
significantly increased its total cost of ownership to WellPoint.
Today, the contingent workforce is onboarded into the enterprise and
maintained throughout their employment life-cycle using processes and
systems inconsistent with those used to manage our associate population.
As a result, management does not have a single source of truth for the
workforce, resulting in redundant end-user training, maintenance and
support of multiple systems and most importantly, the lack of visibility into
WellPoint's complete workforce.

This situation needs to be

changed because

The situation affects

whom

E.g. Client XYZ has a three tiered provider network but would like a four tiered
network which WellPoint currently does not support on ACES where the clients
claims are adjudicated.
Why does this situation need to be changed? What is the business justification for
changing?

There are business and technical benefits to be realized as follows:

- Increased user adoption
- Reduced end-user training
- Improved productivity
- Improved decision support through enhanced BI and analytics
- Reduced total cost of ownership
- Adoption of emerging technologies (mobile and webservices)
- Continued vendor support
E.g. The client has indicated that supporting a four tiered provider network is a
priority and a key factor in determining whether they renew with WellPoint.
Identify stakeholders affected by the business situation. Who is currently affected
by and how (positive/negative).

Transformation of the end-user experience impacts all WellPoint

associates (management and non-management) and eventually all
contingent workers engaged in work for WellPoint.
E.g. Client XYZ is unable to drive members towards specific tier 1 providers.

Describe the FUTURE Business Situation This Initiative Will Enable

What will this initiative
change about the
Charter

In what way will this initiative address the business situation, problem or
opportunity? What specifically is the change between the current state and future
state that will be accomplished?
Page 7 of 16

Describe the FUTURE Business Situation This Initiative Will Enable

situation?

How will this change be

accomplished?

Who will benefit from this

initiative?

This program will enable WellPoint to utilize new and emerging technology
to provide the end-user of HR Systems with a more simple and consistent
user experience, increasing user adoption and reducing the total cost of
ownership over time.
E.g. This project will enable WellPoint to support 4 tiered medical products for
both the current client and future clients on the NASCO platform.
What will have to be done, within the scope of this project, to accomplish the
change?

The PeopleSoft HCM application will be upgraded to version 9.2; the

PeopleSoft HCM tools application will be upgraded to version 8.53; the
strategy and action plan to bring the contingent worker into PeopleSoft
HCM will be completed
E.g. Four tier functionality must be built out on NASCO. Client XYZ must be
migrated from ACES to NASCO for the next renewal cycle.
If this initiative is completed, who will benefit and how?

WellPoint managers and associates will benefit from a more efficient enduser experience.
E.g. WellPoint will benefit by retaining the client. The client will benefit by more
effectively directing members to preferred providers. Members will benefit from
having a new product option.

2.3 Scope Boundaries

In scope: [Describe what is specifically in scope for this initiative.]
-PeopleSoft HCM Application Upgrade to 9.2
-PeopleSoft Tools Upgrade to 8.53
--Single Source of Truth for WellPoint Workforce Strategy - Contingent Workforce Onboarding
and Maintenance Functionality, Costs, Level of Effort
Out of scope: [Describe what is specifically not in scope particularly those things which others may
assume could be in scope]

Strategy and other Discovery Outcomes for the Single Source of Truth for WellPoint Workforce
are in scope; related execution is out of scope.

3 IMPACTS AND CONCEPTUAL REQUIREMENTS

[The intent of this section is to show systems, functions, markets and segments impacted information for reporting,
tracking and portfolio management purposes. It is NOT intended to identify resources needed to support the effort.
To maintain consistency for reporting, the values below are aligned with those in Planview Work Detail, the
Scorecard and the Multiple Delivery Form (MDF).]

3.1

Operational Business Architecture (OBA) Capability

Provider & Network Management

Product
Pricing & UW
Marketing
Sales

Charter

Care Management
Claims Management
Member & Employer Servicing
Shared Business Functions
Other

Page 8 of 16

3.2

Business Segment/Functional Impacts and Conceptual Requirements

[On the left hand side of the table below identify the functions impacted by using the check boxes. On the right
hand side of the table describe the capabilities this initiative will deliver. You can also note existing processes that
will be impacted or new processes that must be created.]
Sales, Marketing
Broker Management
Product Development
Product research
Design and
Development
Product testing
Commercial Medical
Local Group Business
National Business
Specialty
Dental & Vision
Life & Disability
Consumer
Individual Business
Senior
Regulatory
Federal Mandates
State Mandates
BCBSA
External
Pharmacy Vendor
Care Management
Disease Management
Case Management
Medical Management
Health Improvement
Programs
Utilization Management

Network Management
Provider relations
Contract Administration
Service Operations
Claims Intake
Claims processing
Member call center
Member Accumulations
Member
Correspondence
Provider call center
Charter

E.g. Ability to train brokers on new product options

CRM
Marketing
E.g. The new product must be setup and tested
Product management
Product Renewal and
Maintenance

UniCare (GIC)

E.g. Local group and national business will have a new

product available to them
E.g. Not Applicable, no Specialty impact

Workers Compensation
E.g. Not Applicable, no Consumer impact
State Sponsored
E.g. Not Applicable, no Regulatory impact
MTM
Other regulatory
considerations:
Behavioral Health
Vendor
Wellness
American Imaging
Mgmt
Clinical Quality &
Compliance
Health Care
Management
Health Mgmt Corp
Information
Management
Pharmacy & Specialty
Rx
Resolution Health
Provider Demographics
Provider Capitation
Benefit Configuration
Benefit Administration
Dental Operations
EDI
HealthLink Ops
Member Services
National Home

E.g. Ability to accept different file layout from vendor

which requires changes to WellPoint processes.
E.g. Utilization management programs will need to be
updated to recognize four provider tiers

E.g. Ability to capture which providers are in which of

the four tiers
E.g. Ability to consider four provider tiering in
adjudication
E.g. Ability to receive and process electronic
transactions, by the Enterprise EDI Gateway and EDI
Clearinghouse

The HRSolutions call center and IVR today

interfaces with the PeopleSoft HCM product. The
Page 9 of 16

Provider
Correspondence
Grievance and Appeals
Member enrollment
Membership and
Eligibility
Enrollment & Billing
CSR Pay by Phone/
Client Console (ORCC)
Consumer Web Pay
(ORCC)
Commercial Web Pay
(OGB)
IVR (ORCC)
Initial Consumer
Payment with
Application (Ventanex)
Finance
Vendor Accounting
Accounts Payable
Income
Cancelled Check
Reconciliation
Actuarial/Underwriting
Rating and Quoting
Underwriting
FEP
Operations
Medical Management
Finance
Other Impacted Areas
Internal Audit
Reporting/Quality/
Compliance
Testing
Vision Operations
Legal

National Host
Print & Mail Services
Broker Licensing &
Credentialing
Broker Commissions
Accounts Receivable
Refund Recovery
Subrogation
Disbursements
Cash Operations
Form 5500 ERISA
Compliance Reporting
ASO Billing**
Fully Insured
Enrollment & Billing

impact from the upgrade needs to be determined.

E.g. Not Applicable, no Finance impact

General Ledger
Cost & Budget
TAX
1099 Reporting

The Finance systems today interfaces with the

PeopleSoft HCM product. The impact from the
upgrade needs to be determined.

E.g. Ability to rate and quote a four tier provider option

Profitability tracking
Account installation
Actuarial analysis
E.g. Not Applicable, FEP is out of scope
Field Services
Audit
Business Solutions

E.g. No other known impacts

CEE Other - Increased usability of HR systems
National Government
resulting in greater user adoption.
Services (NGS)
Clinical Health Policy
Corporate Strategy &
External Affairs
TrustSolutions
Other:
**To determine ASO Billing, refer to the ASO Billing Checklist

3.3

Systems Impacted

[Check all that apply]

ACES Claims/Provider
ACES Membership/
Benefits
ACTR Account Systems
ALICS
Amisys Claims
Amisys Membership
ATrack
Availity

Charter

eBusiness
Agent/Broker eBus
Employer ePortal
Member ePortal
Mobile
Pharmacy ePortal
Provider Directory
Provider ePortal
Shopper eBusiness

IM BI Population
Health Mgmt
IM BI Provider
IM BI Regulatory
IM BI Sales, Mktg,
Product, Underwriting
IM BI Service
Operations
IM Data Exchange
IM EDWard

Pharmacy Services
QCare Claims
QCare Membership
RightFax & Scanning
Sales-iAve, PS/CRM/ VA
eCerts
Sales-iAve
PS (PeopleSoft)
CRM

Page 10 of 16

BH Clinical Programs
Billing
BMS/WellQuote
BPM
Broker Rating
Central Price/Ship
CHIPS Claims/Prvdr
CHIPS Member/ Ben.
Clinical Care Advance
(CCA)
Commissions
COSMO
CS90 Claims, Provider &
Financial Apps
CS90 Membership
Dental & Vision
Disbursements
EBS Claims
EBS Member
EBS Pricing
EBS Product
EBS Provider

3.4
2..2.1.1

2.2.1.2
2.2.1.3
2.2.1.4

3.5

IM Legacy Data
Warehouses
IM RHI
IM Tools/Infrastructure
IRMS, IRP, Small Biz,
Reinsurance & VA IQUE
ITS Blue Squared
IUS Underwriting
Legal
LITES (Lumenos)
LGRS
McKesson Claims Xten
Med Mgmt Sys/WMDS
Medisys
MMH/MMHP/MEDEX
NASCO
NASCO Interface
Applications
NetworX
NMC
ODS
On Contact
OpenConnect

VA eCerts
SALI
Security
Senior Facets
Senior SQL Repository
SSB
STAR Broker
STAR Membership
Voice Services
WellPoint Advocate
Workstation (WAW)
WGS Broker
WGS Capitation
WGS Inquiry Tracking
WGS Membership
WGS/Star Claims
Workers Comp
xPressions
Other Impacted Areas
Discovery
Enterprise Arch
FEP
Infrastructure
Other: PeopleSoft HCM is
the source of over 100
interfaces to other enterprise
systems both internal and
external to WellPoint.

Other System Impact Considerations

Is the work primarily contained within one basic application subsystem or is it more expansive, with work
occurring across multiple applications, requiring coordinated planning, development, and testing?
Across multiple applications
Will changes impact support for a vendor-supported application?
Involve warranty covered updgrade to 3rd party app
Will changes to application software be involved? Changes isolated to primary application function
What kind of communication / media (internal or external) will be impacted by the project? Will Web
connections, EDI transaction, IVR, literature (such as letters, EOBs, remittances etc.) be affected?
Internal only - web connections and HRSolutions IVR/Call center

Markets Impacted

[Check all that apply]

CA
GA
CO
IN
CT
KY

3.6

EDI
EIS
EPOST
Enterprise Pricing
Service (EPS)
ERISA 5500
ESI Pharmacy Systems
Facets Claims
Facets Membership
FileNet
First (CalPERS, CLR,
COPS, EOC)
FSA
HealthLink Sys
HR Systems
IAS
ICD-10
IM BI Actuarial Apps
IM BI Client Reporting
IM BI Consumer
IM BI Finance
IM BI Legacy Apps

ME
MO
NH

NV
NY
OH

WI
VA
Unicare

Enterprise
Other:

CEE(s) Impacted

[Impact could be from a cost, benefit, implementation, resources or process perspective. Check all that apply]
Chief Legal Officer
Strategy & External Affairs
Actuarial & Integration
Chief Medical Officer
TrustSolutions
IM
Charter

Page 11 of 16

Chief Compliance Officer

Chief Human Resources Officer

FEP
NGS

Other CEE: Finance

MANAGEMENT INFORMATION
4.1

Dependencies

THIS SECTION IS REQUIRED

[Check the applicable dependency type and then describe the dependencies (internal or external) on any other
business processes, project, system, event, outcome or decision. There may be none or many dependencies
per type.]
Decision/Approval
[The receiver is dependent upon a decision to be made; an authorization completed]

Data/Knowledge
[The receiver is dependent on another entity to provide data/information to continue execution activities]

Resource
[The receiver shares or needs resources (business, IT, contractual) utilized by another entity (internal or
external) and/or a resource needs to be procured]

The decision to replace the IT resource vendor, Cognizant, with UST Global impacts this project. A
decision on which resources (or combination of resources) will lead and perform the technology
activities required for this project needs to be made.
Function/Process
[The receiver is dependent on application changes/repair being implemented by another entity]

The completion of the analysis phase of this initiative is a predecessor to another 2013 PTW initiave,
Corporate Security: Securing WellPoint's Workforce.
Infrastructure
[The receiver is dependent on technical environment changes (hardware or software).]

To be determined.
4.2 Risks
[Describe potential risks, both positive and negative including the risk or impact if this project is not approved]

The decision to replace the IT resource vendor, Cognizant, with UST Global impacts this project.
Cognizant was heavily engaged from a thought leadership and SME perspective throughout the
ideation and strategy development phase of this project. In addition, having technical resources who
are intimate with our current PeopleSoft HCM environment and level of customization was identified
as a success criteria for the project.
4.3 Constraints
[Describe the limitations under which the effort must be conducted (i.e. timeframes and deadlines, funding, skill
levels, resource availability, etc.)]

We have indicated to the vendor that the PeopleSoft application and tools upgrade will be completed
by April 15, 2014; project estimates take us through May 11, 2014. We will look at opportunities to
shorten the schedule during formal Discovery.
4.4 Assumptions
[Describe any specific assumptions that, if invalid, could produce a negative impact]
Charter

Page 12 of 16

Technical resources who are intimate with our current PeopleSoft HCM environment and level of
customization will be available at the start of Discovery and throughout its execution.
4.5 Key Deliverables and Milestone Dates

THIS SECTION IS REQUIRED

[EP Support: List the key deliverables to be produced and delivered to the customer and the requested
delivery date. Distinguish the business deliverables from the IT deliverables by using the check boxes.
Generally, the Delivery Date for IT deliverables is the date when IT deployments are expected to be
implemented. For IDS projects this would be the same delivery date(s) as in the FIT. Add rows as needed.
Project Manager: Provide estimated milestone dates below. Deliverables should match deliverables as
outlined in the Multiple Delivery Form (MDF). After obtaining SCOPE BASELINE approval, update this section
for EXECUTION READINESS approval. If there are no changes, enter a statement to that effect. Add additional
rows for interim dates or to reflect iterative or multi-release projects.]

BUSINESS
/IT

Bus
IT
Bus
IT

Bus
IT
Bus
IT

4.6

DELIVERABLES/MILESTONES
Project Start (Requested Start)
Approve to Execute
Implement (Expected Final Release)
Formal Discovery Completed, which Includes:
-Upgrade Knowledge Gathering Fit/Gap Analysis
-HR Portal Vendor Selection
Single Source of Truth for WLP Workforce
Strategy and Technology Solution Defined

PeopleSoft HCM Application and Tools Upgrade

Go Live
Deployment
Warranty Period
Close (Requested End)

REQUESTED
DELIVERY DATE
04/1/2013
12/31/2012
05/11/2014
07/21/2013

SCOPE
BASELINE
04/1/2013
12/31/2012
05/11/2014
07/21/2013

07/30/2014(201
4 Budget
Driven)
04/30/2014

07/30/2014(
2014
Budget
Driven)
04/30/2014

05/11/2014

05/11/2014

05/11/2014
08/31/2014
09/30/2014

05/11/2014
08/31/2014
09/30/2014

EXECUTION
READINESS

Artifact Approvals

[Specify the name of the person(s) who will be responsible for project document sign-off and approval. If there
are multiple approver names that will not fit in the section provided, please provide a link to the full list of
approvers]
[Insert link to artifact
Requirements
Julie Beard; Ann Hansen, Mrinal Kaeser;
Rhonda Magrey [Enter name(s)]
here, if available]
[Insert link to artifact
Test (Strategy, Plan and Evaluation Julie Beard; Ann Hansen, Mrinal Kaeser;
Rhonda Magrey
[Enter
here, if available]
Summary)
name(s). If the approver(s) differs
between documents, list out
separately]
[Insert link to artifact
Project Implementation Plan
Julie Beard; Ann Hansen, Mrinal Kaeser;
Rhonda Magrey [Enter name(s)]
here, if available]
[Insert link to artifact
Change Ticket
Julie Beard; Ann Hansen, Mrinal Kaeser;
Rhonda Magrey [Enter name(s)]
here, if available]
Julie Beard [Enter name(s)]
[Insert link to artifact
Business Readiness Plan
here, if available]
[Insert link to artifact
Project Change Request (PCR)
Julie Beard; Ann Hansen, Mrinal Kaeser;
Rhonda Magrey [Enter name(s)]
here, if available]
[Insert link to artifact
Project Closure Report
Julie Beard; Ann Hansen, Mrinal Kaeser;
Rhonda Magrey [Enter name(s)]
here, if available]
Charter
Page 13 of 16

PM Quality Checklist

Julie Beard; Ann Hansen, Mrinal Kaeser;

Rhonda Magrey [Enter name(s)]

[Insert link to artifact

here, if available]

5 CHARTER APPROVAL(S)
[Enter name and date of approval, hyperlink to the approval or embed approval information. Add additional
rows as needed to the approval section.]
DISCOVERY
SCOPE BASELINE
APPROVALS
APPROVALS
Initiative Owner
Kelley Soper, Lee Napier, Dale Schulz,
Teresa Smith
EP Owner or Delegate
Dale Schulz, Ann Hansen

Project Sponsor

Julie Beard; Ann Hansen, Mrinal

Kaeser; Rhonda Magrey

6 GOVERNANCE INFORMATION
THIS SECTION IS REQUIRED
The information in this Section is required for the GOVERNANCE REVIEWS conducted by the Enterprise
PMO.
6.1

Financial Information

[[FIT Reports required for Financial Information are accessed from: EPMO Online Reporting Portal> Financial
Tab>EPMO Governance Funding Report. Save the PDF version to your desktop and embed below.
To insert OR view the report, the document must be unprotected. Click on the Show/Hide button on
the MS Word tool bar to reveal the instructions on how to unprotect the document.]

HR PeopleSoft HCM
Upgrade - EPMO Governance Project Gating Report - Discovery.pdf

EPMO Governance Project Funding Report PeopleSoft HCM Upgrade

7 PLAN TO WIN CONTRACT BASELINE

THIS SECTION IS REQUIRED
[This section must be fully documented (including any deliverable that is hyperlinked to) prior to
approval of the Charter at Scope Baseline.]
PLAN TO WIN BASELINE
DELIVERABLES
Project Scope Baseline
Project Success Criteria
Scope Baseline
Dependencies

Requirements Baseline
Charter

This is a hyperlink to section 2.

Ensure this section is fully documented.
This is a hyperlink to section 2.1.
Ensure this section is fully documented.
This is a hyperlink to section 4.1.
Ensure this section is fully documented.
50
[Count of Stakeholder
BTRD
Requests]
[Hyperlink to BTRD]
Page 14 of 16

High Level Solution Design

Baseline
PTW Milestone Capabilities and
Milestone Dates
Schedule Baseline

Project Delivery Dates

Budget Baseline

Approved Project Budget

DAD
[Hyperlink to DAD]
PeopleSoft HR upgrade
deployed

6/30/2014

[List of PTW capabilities]

[PTW Milestone Dates]
This is a hyperlink to section 4.5.
Ensure this section is fully documented.
This is a hyperlink to section 6.
Ensure this section is fully documented.

EXECUTION READINESS APPROVAL

[Obtain sponsor approvals prior to submission to EPMO for approval. Add additional rows if necessary.]
[Enter name/date or embed approval information]
Initiative Owner
[Enter name/date or embed approval information]
EP Owner or Delegate
[Enter name/date or embed approval information]
Project Sponsor
EPMO Approvals are in the EPMO Sharepoint Tracking Log

Charter

Page 15 of 16

9 PLAN TO WIN BASELINE ADDENDUM

The Plan To Win Baseline Addendum must be completed if there are changes to the projects
baselines during the Planning Phase. This addendum must be fully documented and submitted for
approval.
If changes occur during Execution phase, the project team completes the Project Change Request
template.
[Document any changes to the approved Charter Contract Baselines (section 7) deliverables in the table
below.]

DATE

PLAN TO WIN BASELINE

Schedule Baseline
Budget Baseline

[Date of
change]

Scope Baseline

DELIVERABLES

Project Delivery Dates

Approved Project Budget
Project Success Criteria
Project Scope Baseline
Dependencies
Requirements Baseline
High Level Solution Design Baseline
PTW Milestone Capabilities and Milestone Dates

10 ADDENDUM APPROVAL
[Obtain sponsor approvals for any changes impacting budget or schedule thresholds. Approvals are needed
from the EPMO only if the PTW Milestones and Capabilities are impacted.]
[Enter name/date or embed approval information]
Initiative Owner
[Enter name/date or embed approval information]
EP Owner or Delegate
[Enter name/date or embed approval information]
Project Sponsor
EPMO Approvals are in the EPMO Sharepoint Tracking Log

For projects with multiple changes to the baseline, copy sections 9 Charter Addendum and 10
Addendum Approval from above and paste below and document the new changes to the latest
baseline and obtain re-approval.

Charter

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