About the Workday Baltimore Implementation
Implementing a technology solution like Workday across a multi-agency government entity such as the City of Baltimore is a massive undertaking. As such, the implementation will be done in three phases, as shown below.
Learn more about how to access Workday TEAM Baltimore what functions you can perform, and more, under the Employees page.
Workday TEAM Baltimore is built on a strong vision and several guiding principles. The project is being implemented under the capable leadership of our executive sponsors and is executed through a comprehensive change management strategy that will create accountability, transparency and success for all stakeholders.
The Workday TEAM Baltimore vision: Implement the modern Workday Enterprise Resource Planning (ERP) tool that will manage, automate, and connect key processes within the City’s complex network of agencies, services, and people, saving valuable time and money.
The guiding principles outline key criteria for making decisions regarding the Workday implementation. They will help the project team accomplish its goals in the most timely and cost-effective manner while meeting the essential requirements of the City.
Click here to download the guiding principles document.
A project as large as the Workday implementation requires strong and capable leadership. The City selected the following individuals to the Executive Steering Committee:
- Quinton Herbert
Department of Human Resources
Director & Chief Human Capital Officer
- Henry Raymond
Department of Finance
Director & Chief Financial Officer
- Todd Carter
Baltimore City Office of Information and Technology
Acting Chief Information Officer
The responsibilities of the executive steering committee include:
- Understanding strategies and allocating the overall project budget
- Making executive decisions on the project direction
- Serving as the final line of escalation for project-related issues
In addition to the project leadership, Workday TEAM Baltimore is composed of numerous consultants who have implemented Workday before; subject matter experts (SMEs) appointed from each of the agencies who have been asked to provide input for their areas; and, a change management and training team that will help to ensure that all employees are ready, willing, and able to adopt Workday best practices and new business processes.
Finally, Agency Readiness Coordinators (ARCs) from each of the City agencies will serve as primary contacts to help with organizational change management challenges. This team of individuals will assist with distributing information about Workday TEAM Baltimore to employees within their agencies, determining agency readiness, and identifying where staff may need additional support.