information technology renewal program review · information technology renewal program (itrp)...

Washington Metropolitan Area Transit Authority

Presented to the Board of Directors:

Administration Committeeby

Information Technology ReNEWal Program(ITRP)

October 6, 2005

InformationTechnology ReNEWal

Program Review

P D E C

PLANNING•DEVELOPMENTENGINEERING•CONSTRUCTION

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I. Background

• 1998 - IT Diagnostic Review performed by Logistics ManagementInstitute (LMI)

• 2000 - Completed analysis and documented the fragile status ofWMATA technology systems and presented IT strategic plan whichoutlined– Many systems were outdated, obsolete and no longer supported by vendors– Systems were not integrated and lacked cross-departmental integration and

communication• 2002 - Board approved $41M for the Information Technology

Renewal Program (ITRP) to modernize the following technology andbusiness systems– Human Resources and Payroll– Bus and Rail Scheduling and Dispatch– Accounting Budget and Capital + Procurement– Maintenance and Materiel Management System

• 2002 - Board authorized system integrator Booz Allen Hamilton andcontract was awarded

• 2002 - Established an ITRP Project organization to manage the ITRPimplementation

P D E CPLANNING•DEVELOPMENTENGINEERING•CONSTRUCTION

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• All new systems will be fully integrated• Commercial-Off-The-Shelf (COTS) software purchased – minimal

customizations done only for unique business requirements• Curriculum development, train-the-trainer program, workforce

planning and robust internal communications effort• We did not just buy IT - the new technology is the lever to drive

business changes and the tool to deliver process improvements,productivity and cost savings

• Basic business needs dictate the replacement of these obsoletesystems and WMATA has taken this opportunity to focus onmaximizing the Return On Investment (ROI)

II. Project Overview –ITRP Core Principles


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II. Project Overview –Major Software Implementation

• Authority-Wide Enterprise Resource Planning (ERP) SystemsTrapeze Software– Bus and Rail Scheduling and Dispatch (BRSD)

• PeopleSoft Software– Accounting, Budgeting, Capital and Procurement (ABC+)– Human Resources and Payroll (HRPR)– Customer Relationship Management (CRM)– Learning and Training Management (LM)

• MRO – Maximo and ORIM – OPTRAM– Maintenance and Material Management System (MMMS)

• KRONOS Software– Integrated time and attendance system


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Labor DistributionPersonal Action Request TrackingGreenTree Requisition Tracking SystemHealth Insurance Management SystemFMLA ProCSGM Child Support & GarnishmentsGRITS Grievance Tracking SystemMaintenance & Reliability System (MARS)Bus Service Maintenance System (BSMS)General Orders & Track Rights (GOTRS)Multiple Non-Stock Inventory SystemsReplace Shadow Data/Reporting SystemsMaterial Management System (MMS)Service Inventory Maintenance System (SIMS)Incident Reporting SystemAutomatic Car Identification – some functionsDTGSeveral Stovepipe User systemsTraining Server

G-Sched & G-RailBus Stop (OPAS)Station Manager Schedules (RWA)DTG - OPS (FAB)Pick System (OPS)Rail Scheduling System (IBB)Bus Scheduling System (IEE)Operations Tracking System (OTRACS)Bus Traffic Analysis System (BTAS)Rail Traffic Analysis System (RTAS) GEACProcurement Information Management System (PIMS)Cost Management Information System (CMIS)Investment Portfolio Management System (APS)Purchase Card (PVS Net)Cost AllocationJob Number DatabaseMonthly Reconciliation ProcessGenesysWarehouse ControlFireplug

II. Project Overview –Replacing almost 40 legacy systems


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With Only 5 Systems!P D E CPLANNING•DEVELOPMENTENGINEERING•CONSTRUCTION

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APR 03 JUL 03 OCT 03 JAN 04 APR 04 JUL 04 OCT 04 JAN 05 APR 05 JUL 05 OCT 05 JAN 06JAN 03

BRSD RAILBRSD BUS

StartJAN 2003

Today

Start-upInitial Current

ABC+

HRPR

MMMS

Customer Relations(CRM)

KRONOS

II. Project Overview –Overall Schedule (September 2005)

BRSD RAIL

BRSD BUS


APR 06

Complete

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• Fixed Route Scheduling– State-of-the-art tool for scheduling bus and rail routes, scheduling

employees and run-cutting• Operations Management

– Comprehensive bidding, dispatch, timekeeping and workforce andyard management

• Transportation Planning– Ability to create accurate forecasts, service plans using demographic,

location and ridership data• Pick System: On-line schedule and vacation bidding

– Creates time savings for managers and employees while increasingaccuracy of bid


II. Project Overview - BRSD

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• Accounting– Streamlined accounting systems which will increase efficiencies in the

area of General Ledger, Accounts Payable, Accounts Receivable,Payroll

• Budgeting– Provides a universal, integrated Budget Planning System and gives

the Authority the ability to incorporate Expense Based Budgeting,Asset, Cash and Order Management

• Procurement– E-procurement will integrate with inventory and non-inventory items

which will reduce stock automatically and order parts from vendorelectronically

• Reports– Reporting function allows much faster and deeper analysis within

each functional area and cross-departmental

II. Project Overview - ABC+P D E CPLANNING•DEVELOPMENTENGINEERING•CONSTRUCTION

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• PeopleSoft Human Resources Management System, Base Benefits,Time and Labor, Payroll

• Comprehensive Health and Safety Management System• On-line job availability and job applications with automatic

notification to those with profile who qualify– Total Compensation Management Package which allows managers to review

applicants and approve electronically– Reporting and analysis tools for management to gather hiring data– Employees will have the ability to track application all the way through the

hiring process• Learning and Training Management Program

– Fully integrated with all training planning, scheduling tracking and reporting– Ability to project for future job skills needed at the Authority– Secure record keeping and tracking of management succession programs– WFDA installation funds ($750,000) and will seek Board approval for

expenditure

II. Project Overview - HRPRP D E CPLANNING•DEVELOPMENTENGINEERING•CONSTRUCTION

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• On-line, real-time maintenance and inventory information which willallow managers to:– Maintain schedules, have access to bills of materiel and make forecasts– Locate the status and location of repairable assets– Standardize item description by a standard modifier dictionary (SMD)– View inspection data and detailed storeroom transaction histories– View complete parts descriptions with shipping instructions, parts

catalogs, illustrated manuals and rejection and manufacturer information

• Planners can forecast parts requirements so maintenance needs aremet quickly, without keeping a large number of parts in the inventory

• User-friendly report generator with basic modeling and graphicscapabilities for faster and more accurate analyses

• Installation additional costs ($2.4 million)

II. Project Overview - MMMSP D E CPLANNING•DEVELOPMENTENGINEERING•CONSTRUCTION

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• Provides a centralized database that containsall customer complaints accessible by Bus, Rail,Treasury, Customer Relations, Lost-n-Foundand the Administrative Teams

• Savings of $19,000 on annual maintenancecontract

• Business case – will allow 25,000 additionalcases to be handled per year at existing stafflevels

II. Project Overview – CustomerRelationship Management CRM


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• Consolidated, standardized time and attendance system feedsPeopleSoft

• Will allow WMATA to collect, manage and distribute criticallabor data, including overtime, resulting in improved use oflabor resources at reduced costs

• Increases payroll accuracy

• Permits commitment control of expenses for capital projects

• Additional bolt-on software required to fully integrate alltime and labor information

• Unanticipated cost ($850K)

II. Project Overview - KRONOSP D E CPLANNING•DEVELOPMENTENGINEERING•CONSTRUCTION

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• Industry “standard” ROI for ERP implementation is typically2 to 7 times the initial investment, seen over a 5-7 yeartimeframe

• Majority of productivity gains and cost savings occur aftercomplete system is installed

III. Return On Investment (ROI)P D E CPLANNING•DEVELOPMENTENGINEERING•CONSTRUCTION

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VI. Performance Measurement andMetrics

• Appointed a cross-departmental Performance Management Team whoreports directly to the Auditor General

• BPI Mapping Team will map and analyze “as-is” and “to-be” businessprocesses to simplify current jobs, resulting in productivityimprovements and costs savings

• Management Metrics Team will further analyze and measure businessimprovements to confirm/measure progress

• Initial report mid-November 2005


If You Can Measure It, You Can Manage It!If You Can Manage It, You Can Improve It!If You Can Measure It, You Can Manage It!If You Can Manage It, You Can Improve It!

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$0$500,000$1,000,000$1,500,000$2,000,000$2,500,000$3,000,000$3,500,000$4,000,000$4,500,000$5,000,000

FY05 FY06 FY07(Projected)

IV. Cumulative Cost Savings EstimatesP D E CPLANNING•DEVELOPMENTENGINEERING•CONSTRUCTION

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IV. Cumulative Cost SavingsEstimates cont….

$4,700,000$2,800,000$1,000,000TOTAL

$1,500,000$ 700,000ACCTPRMTCAPITAL

$3,200,000$2,100,000$1,000,000BRSD & ITSV

Fiscal Year 07Savings



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V. Potential Cumulative BusinessProcess Opportunities

• Increase the threshold of Board MEAD approval for procurements• Require employees to use direct deposit or payroll debit cards,

eliminate paper time cards and replace with automated systems• Use of an automated warranty system• Fully integrate training, planning, scheduling and reporting with

competency/skill requirements for all 400+ job classifications• Optimize bus system through greater use of trapeze scheduling

software

Change business processes to optimize software tools…don’tchange software to mimic existing processes


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VII. Transition from Development toOperations and Maintenance (O&M)

• Responsibility for day-to-day operations and maintenance(O&M) will transition to ITSV

• ITSV will provide:– Hardware/Software maintenance– Security Policy– Additional Infrastructure ($2 million – unfunded)– Infrastructure availability, reliability, and maintenance– Help Desk support– Development of complex reports

• Users will have a more active role– Application Support– Execution of Security Policy– Liaison with ITSV for Troubleshooting, upgrades,

enhancements– Training of existing/new staff


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• ITSV needs to restructure its organization andupgrade staff skills to support the service levelrequirements of ITRP

• Proficient enterprise system support requirestraining and several years of experience

• End-user needs for assistance are especially highin the first 18 months after implementation

VII. Transition to O&M –ITSV Readiness


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• Surge contractor staff will work side-by-side with ITRP, ITSVand users– Provide the necessary technical software expertise– Provide critical customer support following implementation– Provide critical functional training to ITSV

• ITRP/ITSV will augment staffing for user support via a “SurgeSupport” contract (estimated cost $2M - unfunded)– Contract to terminate within 2 years

VII. Transition to O&M –ITSV Surge Support Contract


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• Represents the most ambitious business process improvementeffort in Authority history

• Is a project of major proportions that is changing the wayWMATA does business now and many years into the future

• Positions WMATA as a transportation industry leader– State-of-the-art business management technologies– Industry standard business practices

• Is an investment that will pay for itself

• Is not just another WMATA project – It is WMATA.

VIII. Conclusions – ITRP…P D E CPLANNING•DEVELOPMENTENGINEERING•CONSTRUCTION

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• Meet existing go-live dates

• Place greater emphasis on business process changes and metrics

• Refine cost estimates for unfunded “surge support” contract,MMMS installation in 2006, KRONOS time and labor system andLearning and Training Management installation

• Approximately $6M to complete the ITRP and $4M to improve theexisting IT infrastructure to successfully assume operation andmaintenance of these systems.

• Present $10 million funding strategy to Budget Committee as partof a comprehensive review of unfunded needs/priorities andavailable funding sources

IX. Next StepsP D E CPLANNING•DEVELOPMENTENGINEERING•CONSTRUCTION

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