implementing a global fmis lessons learned from the department of state june 28, 2012

Implementing a Global FMISLessons Learned from the Department of State

June 28, 2012

Copyright © 2012 Accenture All rights reserved. 2

DoS Fleet Inventory

In 2009, the Department of State was facing a ‘material weakness’ condition on account of their fleet inventory

“we assess the Department’s property accounting challenges as a material weakness in FY2009”

Prior Year Disposals

ILMS deployments begin

2007 2008 2009 2010 2011 2012

Full vehicle inventories conducted during ILMS deployments in response to ‘material weakness’

Prior Year Acquisitions


The Department of State operates a diverse fleet of 15,029 with over 250 motorpools worldwide

Fleet Landscape

Vehicle Use Vehicle Type

Asset Status Armoring Status


The Department of State fleet has undergone significant changes over the past decade

Fleet Growth

Net Vehicles, 2001 - 2011


Plan Analyze Design Build Test Deploy

The Department of State followed a proven methodology for selecting, implementing, and deploying its fleet management information system

Methodology

T T T T T

Application

Technical Architecture

Change Enablement

Application Management

Program Management

Solution Planning

T

Identify stakeholders & high level requirements

Select software that meets business needs

Have a strategy to engage and train your user base

Follow a disciplined software design lifecycle


FMC Mission and Objectives FMC Areas of Focus

In response to OMB’s management review of federal motor vehicle fleets and initiatives by GSA’s Office of Government-wide Policy, the Department established a Fleet Management Council (FMC) in December 2007.

The goal of the FMC is to improve the overall management, accountability, cost-effectiveness, data collection, and reporting related to the Department’s domestic and overseas fleets.

• Reporting through a Fleet Management Information System

• Vehicle Allocation Methodology

• Safety Program and Policies

• Cost Control and rightsizing

• Fleet Policies

• Replacement Planning

• Vehicle Cost

• Vehicle Acquisition

• Alternative Fuels and Fleet Efficiency

• Accuracy of Global MV Inventories

At the Department of State, key stakeholders were found in the Department’s Fleet Management Council (FMC), which includes members from 13 different bureaus/offices

Stakeholders


Key Department of State stakeholders helped to derive a high-level requirements framework for FMIS, which became a foundation for the program

Requirements

Dispatch

Receive trip request from eServices overseas and ILMS domestically

Create trip tickets for requests submitted by phone or email

Create trip tickets for daily events, shuttles, VIP visits, and other special events

Assign drivers and vehicles to trip tickets

Enter data on distance driven and actual dates/times at the end of a trip

Fleet Management Information System (FMIS)

Vehicles

Manage fleet records on OFVs, Leased Vehicles, Other Agency Vehicles, and POVs

Enter vehicle title, registration, insurance information, and associated expenses

Manage registration and insurance renewal requirements

Assign Tag #s to vehicles

Track vehicle maintenance, expense, assignment, and status history

Employees

Enter key details on employees, including license information and medical and accident history

Upload information on training and certification activities

Manage training, certification, and licensing renewal requirements

Create employee schedules

Maintenance

Create work orders for preventive, inspection, corrective, accident, and recall maintenance

Create preventive maintenance schedules and define intervals specific to each vehicle in the fleet

Bulk upload fuel tickets from fuel card systems

Enter costs associated to maintenance and fuel from in-house and commercial sources

Reports

Run the DS-1777 and DS-1778, and access the OF-108

Run the FMO Gasoline Report

Run the ICASS Motor Pool Services & Maintenance Workload Report, with distance driven & vehicles by Agency Name

Capture all data necessary for FAST, with auto-calculations and integration to the MV Survey in ILMS


A standard software selection process provided the discipline to select a vendor based on the Department of State’s unique requirements

Software Selection

Vendor Demonstration Results

Software Selection Process

Conduct working group sessions to document reqts.

Develop short list of vendors

Develop demo scenarios and gather additional reqts.

Conduct vendor demosPrepare analysis and conduct debrief

Make final decisions

Meets or Exceeds3.0 – 4.0

Partially Meets2.0 – 2.9

Does Not Meet1.0 – 1.9

Additional Commentary

The results of the Scorecard Analysis revealed 3 scenarios in which Vendor 1 was the only product to meet or exceed the functionality. They were:

•Driver Data and Certification Management

•Record Trip Information

•Accident Tracking

Scenario Categories Vendor 1 Vendor 2 Vendor 3

Operational Scenarios

3.4 2.8 2.6

Maintenance Scenarios

3.4 3.2 3.2

Reporting Scenarios

3.6 3.2 2.8

General Scenarios

3.4 3.3 3.2

Scoring Legend

Overall Score

Vendor 1 Vendor 2 Vendor 3

3.4 3.1 2.9


Dos followed a disciplined software design lifecycle to implement their FMIS, including rigorous Requirements and Test Management practices

Software Development Best Practices

Plan Analyze Design Build Test Deploy

Application

Test & Defect Management•Use a standard defect tracking process and tool to capture, review, assign/defer, and fix defects

•Monitor defects to ensure they’re resolved with appropriate documentation and report on status/metrics

Benefits• Helps you to track, monitor, and

control defect fixes, allowing you to balance quality, schedule, cost, and stakeholder expectations in the completion of the product.

• Provides the data to allow you to measure and report on quality, defect analysis, and test team productivity throughout the test execution.

Requirements Management•Control requirements change and communicating to relevant stakeholders

•Confirm that development objects, test plans and project work products are traced to the appropriate requirements

•Measure and monitor requirements stability

Benefits• End users receive solutions that meet

their needs.

• Program management can more easily communicate their needs and see them translated into new or updated services.


Asset Management

• ILMS is the system of record for all DoS assets, including Motor Vehicles.

• Reports information to FAST.

• Vehicles entered into ILMS for financial reporting and asset tracking purposes.

Fleet Management Information System

•FMIS is the system of record for capturing DoS fleet utilization data.

•Captures fleet utilization data for FAST.

•Vehicles entered into FMIS for fleet management functions.

ILMS and FMIS Integration

FAST Templates

Vehicle Survey DataFAST Reporting Data

Vehicle acquisition, modification, and disposal data

eServices

DoS Vehicles, Leased Vehicles, & Other Agency Vehicles

POVs

FMIS helps manage the Department’s fleet through one standardized system.

Trip Requests (Dispatch Module)

Fleet Management Information

System

Asset Management


FMIS combines a simple interface with useful features, such as automatic conversions and data integration from Asset Management.

Functionality

Starting Odometer pre-populates with the vehicle’s current Odometer Reading.

Easy navigation to all FMIS modules.

• Odometer Readings are displayed in Miles and Kilometers.

• Automatic Starting and Ending Odometer conversions.

• Local currency defaulted per module.

• Daily currency exchange rate updates.

• Automatic currency conversion.


A rigorous change management program built project momentum and has sustained the transformational change of FMIS at the Department of State

Change Management

Activities replicated for each release

Go-Live

Change Commitment Curve

Measures50% of stakeholders can:

•Explain program goals

•Explain need for change


•Articulate need for change

•Explain impact to their jobs

•Know where to seek additional information


•Explain change to business processes


•Explain program benefits

•Perform the new business processes

•Use the new system

Awareness UnderstandingBuy

Commitment

Activities•Define Change Mgmt Strategy

•Define Case for Change

•Develop Org Impact Assessment

•Identify impacted audiences

•Identify changes to orgs and jobs

•Define training needs

•Identify and engage change network

Activities•Host monthly calls with change network

•Inform stakeholders how system and process change impact their jobs

•Describe training in support of new processes and COTS implementation

Activities•Communicate go-live activities

•Deliver training and communicate where to go for additional support

•Collect feedback

Activities•Communicate impacts to business operations

•Measure employee performance under new business model


The FMIS communication strategy built awareness with the target audience, focusing on end user benefits to gain support from the fleet community

Communication Strategy

Email from Program

Program Bulletin and/or Newsletter

Release Notes

User Network Site

Change Management Surveys

• What is changing and when?

• Avenues for more information

• Benefits of the change/system

• Role-based details of system/changes

• Available from a central repository

• Sent at 2 and 6 months post deployment

• Opportunity for feedback and questions

• Allows users to feel heard

• Overview of program and changes

• Day-in-the-life scenarios

• Training opportunities

• Website for fleet community

• Discussion boards monitored by system/process experts

• Feedback avenues and FAQs


Users learn best in different ways and the FMIS training approach caters to various adult learning styles

Training Approach

Online Tutorials

Uses technology that blends in with application

Try-it, Do-it, Print-it training options

Remote Training

Uses screen sharing technology (MS Office Communicator)

Can be executed at point of need

Instructors can reach distributed audience in a short period of time

Job Aids/ Quick Tours

1 page desktop references

Key features for seldom used procedures

Instructor Led Training

Traditional classroom learning

Users benefit from group interaction/discussion

Ask an Expert Calls

Conference calls with functional experts (system designers and process SMEs)

Opportunity for discussion on unique business scenarios

Quick Tip Videos

2 min videos on common features

Used at point of need


The Department used the Change Acceptance Predictive Model to tailor the training and deployment approach for a global workforce

Change Acceptance Predictive Model

Acceptance Score• Broadband penetration

• Internet usage

• Cell Phone usage

• Number of PCs

• Number of landlines

• Life expectancy

• Poverty levels

• Income

• Overall economy

• Literacy rates

• Access to clean water

• Immunizations

• Educations levels

• Access to education

• Adult literacy rates

• Government mandated education

• Enrollment levels

• Inequality in a society

• Comfort with ambiguity

• The need to belong

Digital Life Dimension (20%)

Quality of Life Dimension (20%)

Knowledge Economy Dimension (20%)

Cultural Dimension (40%)


The Deployment Process is broken down into three phases—Pre-deployment, Deployment Execution, and Post deployment.

Deployment

• Establish deployment schedule and approach

• Coordinate visa requests and travel logistics

• Conduct kickoff and pre-deployment calls

• Collect data, configure ILMS, and complete conversions

• Deliver training and on-site support (OSS)

• Facilitate discussions and process meetings

• Provide support to management

• Track, maintain, and manage deployment issues and open questions

• Actively monitor ILMS usage/metrics and report results to A/LM on a biweekly basis for 3 months

• Conduct Post-deployment calls and surveys

• Provide dedicated 24x7 support

• Provide ongoing communications and events

• Provide access to online tutorials, electronic resources and other materials

Activities

Timeline

Pre-deployment Deployment Execution Post Deployment

T - 6 weeks 2 - 4 weeks 2 weeks to 3 months


Go-Live

Pilot Complete

103 Posts(5253)

103 Posts(5253)

44 Posts(2244)

Fully Deployed

A 9-month phased implementation approach has enabled the Department to realize quick-wins while validating the new system through multiple pilots.

Implementation

FY2011 FY2012 FY2013 FY2014

Design

Build

Test

Pilot

Deploy• Vladivostok (15)

• St. Petersburg (21)

• Bangkok (78)

• Chiang Mai (11)

• San Salvador (176)

• London (43)

• Belfast (7)

• Edinburgh (3)

• Diplomatic Security (1187)

• FMO (202)

• Moscow (162)

• Kingston (95)

• Yekaterinburg (16)

• Berlin (113)

• Frankfurt (87)

• Hamburg (5)

• Munich (17)

• Dusseldorf (5)

• Leipzig (4)


The Department of State realized a number of benefits at its 14 pilot sites

Pilot Findings

FMO

•Online trip request tool replaced a manual process (phone, email, fax).

•Trip request details collected in a single form that integrates to FMIS, where dispatchers review and approve.

•FMO has closed 5492 trip tickets.

Mission Russia

•Eliminated duplicative process maintained by legacy system users in Moscow.

•Maintenance WO created for 156 of 164 OFVs since Aug ’11; 8 vehicles have not received any service (i.e. oil change) in over 6 months.

Kingston

•Automated currency conversions, as well as conversions for miles/kilometers and liters/gallons, eliminating manual conversions.

•Fuel ticket created for 82 of 96 OFVs since Sep ’11; 14 vehicles have not received fuel in 5 months.

Mission Thailand

•Query Builder tool reduces the need to request queries or maintain and archive historical data pertaining to the fleet outside of FMIS.

•Seven custom queries created.

Mission Germany

•Ability to bulk upload fuel consumption data based on information provided by fuel card systems.

•Auto-calculates all required data for the FAST reporting.


Pilot posts are benefiting from rich data that provides visibility into motor vehicle operations.

Data from Pilot Series

FMO Mission Russia

Kingston

Mission Thailand

Mission Germany


FMIS has improved the Fleet Management Office’s operations and reporting, to include streamlining the dispatching process

Case Study

Realized Benefits with FMIS

•Retired legacy MS Access system for dispatching, which captured limited trip data and lacked sophisticated reporting

• Customers are able to submit their trip requests and receive confirmation on the status of their request as its being assigned by the Dispatchers.

• Dispatchers are able to effectively assign vehicles and employees to trip requests and also have a centralized location for all customer submissions.

• Dispatch work now accomplished by 2 employees, reducing headcount by 1.

• Management has insight into all data related to their customer requests, vehicle utilization, fuel consumed and maintenance.


The Department’s FMIS provides accessible, reliable, and robust data to motor vehicle personnel and management.

Benefits

Data Visibility Data Integration Data Accuracy• Provides visibility across the

Department’s entire fleet

• Meets Federal mandate to implement agency-wide fleet management system

• Data available enterprise-wide

• Provides visibility into all vehicles and vehicle-related expenses

• Allows users to easily query tables and develop custom reports

• Increases transparency of DoS activities

• Automates Federal Automotive Statistical Tool (FAST) data collection; this data is integrated from the Motor Vehicle Survey in ILMS to FAST

• Integrates online customer data and trip requests with other Department of State systems, such as ILMS and eServices in the future

• Vehicle attributes integrate for Asset Management providing better accountability of property

• Improves internal controls and increases data reliability

• Ensures data accuracy and facilitates auditing capabilities

• Captures FAST data and integrates to ILMS MV Survey, requiring no manual calculations or approvals

• Supports green initiatives and reduces hard copy form management through paperless processing


The Department of State identified these best practices and lessons learned from its implementation and deployment of its Fleet Management Information System (FMIS)

Lessons Learned

1 Conduct requirements gathering sessions with key stakeholders to develop a through understanding of how processes are currently completed

Offer end users a “sneak peak” of the final product prior to User Acceptance Testing to confirm requirements

Maintain stakeholder ownership throughout the design and build phases2

10

3

Break down enhancements into multiple releases to enable stakeholders to recognize benefits early

4

Conduct User Acceptance Testing so that end users can validate the final product5

6 Conduct pre-deployment meetings well in advance of pilot to confirm end user business processes and validate that data can be collected and converted on schedule.

Respond to enhancement requests during pilot to demonstrate commitment to end user acceptance and system usability

Identify a framework for evaluating pilot sites and select pilots that are meaningfully different7

8

Build awareness among user base through interactive change management sessions9

Experiment with different pilot deployment strategies, varying the approach (on-site, remote, combination) and length (one week vs. two weeks) to determine the best fit.


Contact Info

Karl DedolphSenior ManagerAccenture Management [email protected]+1 703 947 2505

Stefan RuizConsultantAccenture Management [email protected]+1 703 947 3959

About AccentureAccenture is a global management consulting, technology services and outsourcing company, with more than 246,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$25.5 billion for the fiscal year ended Aug. 31, 2011. Its home page is www.accenture.com.

http://www.accenture.com/us-en/Pages/insight-using-fleet-management-best-practices-summary.aspx

Using Federal Mandates to Drive Fleet Management Best Practices

implementing a global fmis lessons learned from the department of state june 28, 2012

Documents

department of state

fleet records

diverse fleet

dos fleet inventory

overall management

vehicle inventories

vehicle title

trip tickets