We hope the summaries and sample documents from these MIT-based BPI experiences will be helpful to you.

HR-Payroll Project
When the HR-Payroll Project began, the goal was to implement an integrated Human Resource - Payroll system using SAP. In describing the HR-Payroll Project, John Curry, Executive Vice President, declared that the project is not just a systems implementation; it is also a unique opportunity to improve the business practices of both Human Resources and Payroll. Using a phased approach, the Project focuses on improving benefits, human resources and payroll practices and processes in addition to implementing the system.

The Project has completed the benefits phase and is in the midst of the human resource phase. The Project chartered 13 teams comprised of knowledgeable members of Human Resources, Payroll and departments, labs, and centers to use the BPI method to recommend improvements in personnel administration. The Project expects to use this same method for the Payroll phase.

Examples of three of the teams, Applicant Tracking, Benefits, and Personal Changes, can be found throughout this site. For more details on additional teams, please visit the HR-Payroll website.

The Applicant Tracking Team examined recruiting and staffing processes at MIT. The recommendations of this group focused on forming a dedicated recruitment office in Human Resources, evaluating and leveraging a broader range of sourcing mechanisms and marketing MIT to candidates. Further, the report identified opportunities to speed the cycle time in hiring employees. Integral to improving the cycle time is an effective process for managing job applications for nonacademic positions.

The Benefits Redesign Team was charged with simplifying the current benefits processes including administration of Institute Benefits Plans, processing Benefits Enrollments and changes (using employee self-service applications), and auditing and paying carrier bills. The interim Benefits solution was delivered in July 2001 and included employee self-service for three Benefits Transactions: benefits enrollment, benefits inquiry, and update of family dependents.

The Personal Changes Team was charged with identifying personal data, implications of the changes to the data, and the places that the data should be either updated or routed. The team recommended an accessible capability to automate the updated information, resulting in fewer 'touches' and more accurate employee information. From emergency contacts to address and phone information, aiding employees in keeping their own information up-to-date is a benefit to both MIT employees as well as MIT's HR and Payroll functions.

Information Systems
In June 2001, Greg Anderson, Information Systems Director of the I/T Support Process, delivered a message throughout his organization and Information Systems that work would be undertaken to better align efforts toward the stated goals for the I/T Support Process.

Structuring this work to get projects started quickly, Greg chartered four working BPI teams focused on the following areas:

• First Contact client support
• Software Lifecycle
• Distributed Support
• Client Advocacy

BPI was selected because this approach focuses on the process for delivering a product or service to the customer. Process includes all the steps involved in producing the product or service, and the goal of BPI is to improve the process so that the product or service can be delivered in a more efficient or effective manner.

Examples of the work of two of the teams, First Contact and Distributed Support, can be found throughout this site.

The Distributed Support Team commenced their effort in August 2001, and produced a final report in December of that same year. An initial effort was piloted with the School of Science to test out how this approach might work. Data has been collected on the resources needed and costs vs benefits involved in this effort. Other components of this recommended upgrade have been adopted in part by specific teams in Information Systems.

The First Contact Team also began their effort in August 2001. Their final report was produced in late November of that same year, and the implementation phase began in January 2002. A number of recommendations have been implemented within the Support Process. Related work has been identified and folded into the Call Center to provide a more integrated and efficient process. Additional steps have been taken to establish agreements on esculation paths and ways to coordinate related work.