the state of kansas fms project kickoff october 29, 2008
TRANSCRIPT
The State of KansasFMS Project KickoffOctober 29, 2008
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Kick-Off Agenda
Welcome and IntroductionsSession GoalsWhy the State is Executing this ProjectProject Vision, Objectives and Success FactorsProject OrganizationManaging ChangeProject Scope and High-Level TimelineAnalyze StageLet’s Go!
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Welcome & Introductions
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Welcome and Introductions
Executive Sponsors
• Duane Goossen, Secretary of Administration
• Carol Foreman, Department of Administration
• Denise Moore, Executive Branch CIO
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Welcome and Introductions (Continued)
• Chair – Duane Goossen, Secretary of Administration
• Mary Blubaugh, Board of Nursing
• Alan Conroy, Legislative Research Department
• Carol Foreman, Department of Administration
• Elaine Frisbie, Department of Administration; Division of Budget
• Kathy Greenlee, Department on Aging
• Mike Hayden, Department of Wildlife and Parks
• Chris Howe, Department of Administration, Division of Purchases
• Lynn Jenkins, State Treasurer
• Don Jordan, Department of Social & Rehabilitation Services
• Deb Miller, Department of Transportation
• Denise Moore, Executive Branch Chief Information Technology Officer
• Kent Olson, Department of Administration, Division of Accounts and Reports
• Reginald Robinson, Board of Regents
• Howard Schwartz, Judicial Administrator
• Joan Wagnon, Department of Revenue
• Roger Werholz, Department of Corrections
Steering Committee
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Project Management Executive Team
State of Kansas• Kent Olson, Project Director & Director of Accounts & Reports• Peggy Hanna, Deputy Project Director• Gary Schneider, Implementation Manager
Accenture• David Wilson, Executive Advisor• Dave Andrews, Client Director & KDOT Domain Expert• Paul Lavery, Project Manager
Welcome and Introductions (Continued)
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Special Guests• Steve Potvin, Oracle Application Sales Representative• Joe Mudroch, Oracle Technical Sales Manager
Welcome and Introductions (Continued)
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Session Goals
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Session Goals
• Introduce key members of the project team
• Discuss rationale for this project
• Create common understanding of the project’s Governance, Vision, Success factors, and Goals
• Outline project scope and timeline
• Describe major project tasks
• Explain the approach for preparing agencies
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Why the State is Executing This
Project
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ReceiptingRevenue
A/P
AssetMgmt
CashMgmt
Purchasing
STARS &Other CentralSystems
Agency 1’sSystems
A/P
AssetMgmt
CashMgmt
Purchasing
ReceiptingRevenue
Grants/Projects/Cost Cntrs
Agency 2’sSystems
A/P
AssetMgmt
CashMgmt
Purchasing
ReceiptingRevenue
Grants/Projects/Cost Cntrs
Agency 4’sSystems
A/P
AssetMgmt
CashMgmt
Purchasing
Agency 3’sSystems
A/P
AssetMgmt
CashMgmt
Purchasing
Grants/Projects/Cost Cntrs
Many agencies use multiple, redundant
systems
Current State
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Agency 2Agency 1
Agency 4
Agency 3
GL
RReporting
AssetMgmt
CashMgmt
Purchasing
ReceiptingRevenue
A/P
FMS
DataArchiving
Coordinated, Integrated Systems and Functions
Future State
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Other Project Benefits
• Streamlines and automates business processes• Better integrates Payroll (SHARP) and core financials• Modular application allows functionality to be easily
extended (e.g. integrated budget development, e-commerce)
• Web-based architecture• State-of-the-art data warehouse archives 10 years of
transactional data• Supports the Taxpayer Transparency Act• Core Financials System will allow for future development of
State initiatives
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Project Vision, Objectives and
Success Factors
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Project Vision
Working together, the Sunflower Project will improve efficiency, management decision-
making, transparency and customer service for the State of Kansas through the purchase
and implementation of a new financial management system that will integrate the State’s workforce, business processes and
technology investment.
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Project Objectives
• Balance: • Central policies • Business process standardization• Best practices• Decentralization
• Enable agencies to configure appropriate elements for their specific needs:• Workflow routing• Budget thresholds
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Project Objectives (Continued)
• Address both large and small agency concerns and needs
• Invest in the workforce by: • Training • Two-way communication • Generating involvement and acceptance of business
process change
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Project Success Factors
• Streamline core administrative functions by: • Moving all appropriate financial and administrative
functions onto a single software platform
• Implement common functionality for:• Purchasing
• Accounting
• Asset management
• Data warehousing
• Reporting
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Project Success Factors (Continued)
• Decommission legacy systems where possible • Gain efficiencies in central and programmatic agencies by:• Eliminating dual entry of data • Reducing the need for manual reconciliation• Re-designing and automating appropriate business
processes• Consolidating the number of central and agency
systems
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•Provide data and analysis tools for agencies to: • Measure and improve internal performance• Improve management decision-making • Improve customer service• Minimize customizations to the software to reduce
software lifecycle costs
Project Success Factors (Continued)
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Project Organization
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Project Governance•Secure budget•Resolve inter-agency issues•Assist with changes to statutes and policies
•Define and control high-level project scope•Provide guidance on cross-agency issues•Champion the Sunflower project within their agency
•Secure project resources•Address agency issues•Propose changes to statutes & policies•Identify and manage strategic issues (3-6 months out)•Assist managers and Team Leads in problem resolution (tactical or strategic)•Resolve cross-team issues, when necessary•Control scope, schedule, cost and quality•Manage contractual issues with Accenture
Executive Sponsors
Steering Committee
FMS Management
Team
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Project Organization
Steering Committee
Executive Sponsors: Goossen, Foreman, &
Moore
Project Management: Olson, Hanna,
Schneider, Lavery, & Andrews
Functional Team:Witt & Cole
Technical Team:Arzoian & Myers
Change Management:Guerrero & Harold
Project Management Office: Purcell &
Grover
Project Support: Ramirez
CORE PROJECT TEAM
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Project Staffing
• Nearly all positions have been filled – almost 90%• Composition of Team
• Agencies: DoA [A&R, DISC, DPS, DOP], KDHE, Racing and Gaming, SRS, KDOR, KU Med, Treasurer, Adjutant General, KU, KSU, KHPA, Commerce
• Private Sector (talent with specific skills): Payless, Sprint, Blue Cross / Blue Shield, Axiom
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FMS Teaming
KS ERP 324
State of Kansas
As-is process knowledge
Legacy and integration system knowledge
Kansas financial rules and process knowledge
Accenture Team
ADM Methodology
Oracle Gold Experience with
Kansas Public Service
Implementation Experience
Technical Knowledge
FMS Vision Realized
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Managing Change
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Change Management Mission
To proactively deliver open, honest, and timely communication about the Sunflower Statewide Financial Management System
Project and enable the organization to embrace changes to people, work
processes, and planning
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Change Management Objectives
• Identify stakeholders serving as sponsors and change agents who will contribute to a successful transition
• Define and communicate the sponsors’ and change agents’ roles/responsibilities
• Inform target audiences of the scope, recommendations, implementation activities, timing, and impacts of the new FMS system
• Prepare target audiences for the impact the new FMS system will have on them
• Involve the target audience in preparation for deployment• Create a communication plan that will:
• Detail activities to involve and build commitment• Create an awareness and understanding of the Sunflower Project• Provide consistent information• Create realistic expectations• Build enthusiasm and communicate the benefits• Minimize impact to productivity
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Change Assumptions
• Everyone encounters change• It is normal to resist change• Change is a process - not an event• Change can be managed
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Change Stages
Stage Name Management Strategies
1 Awareness: employees know of the change
•Appeal to the needs•Be positive•Communication
2 Curiosity: employees wonder how they will be affected
•Identify specific concerns•Acknowledge negatives•Emphasize positives•Provide information
3 Visualization: employees consider applications
•Discuss what success will look like•Provide demonstrations•Connect with peer users
4 Tryout: employees experiment with the change
•Train•Provide job aids•Provide technical follow-up
5 Use: employees try out the change
•Recognize and reinforce•Offer technical help•Provide production support
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Change AgentsChange Agents
Your AgencyFunctions
Your AgencyFunctions
Agency Change Agents
Change Management
Change Management
TechnicalTechnicalFunctionalFunctional
Project TeamProject Team
- Accounts Payable- Payroll- General Ledger- Accounts
Receivable- Purchasing- Project & Grant
Accounting
- Accounts Payable- Payroll- General Ledger- Accounts
Receivable- Purchasing- Project & Grant
Accounting
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The Agency person(s) primarily responsible to aid successful transition to the new FMS by:• Being knowledgeable of FMS project activities and
responsibilities• Being aware of the changes the FMS system will have on
the agency’s operations• Communicating information throughout their agency• Managing activities required for the transition• Assessing Agency's readiness for the transition
Agency Change Agents (continued)
Primary ContactPrimary Contact
Technical Contact
Technical Contact
Training ContactTraining Contact
Subject Matter
Experts
Subject Matter
Experts
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Agency Responsibilities
• Assign Change Agents• Assign project manager for IT work• Attend meetings as requested• Provide information to the project as needed• Participate in conference room pilots, i.e.
prototyping sessions• Participate in other design (i.e. fit/gap) sessions• Perform data conversion and develop interfaces
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Agency Responsibilities (Continued)
• Validate data conversion by developing test files and test cases
• Update technical and functional documentation• Participate in Train-The-Trainer program• Attend end-user training• Adhere to project quality standards• Complete work on time
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• Involve agencies in conference room pilots• Communicate project activities and business
process changes• Provide technical advice, standards and tools for
interfaces and data conversion• Provide a platform for, and assistance in, testing
interfaces and conversions• Provide technical support for interface
development and data conversion for small agencies as needed
• Provide change management support
FMS Project Team Support of Agencies Responsibilities
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Project Scope and High-Level Timeline
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Project Overview
• Implement a full suite of PeopleSoft Financials 9.0• Replace STARS and SOKI• Fully integrate SHARP with financial accounting• De-commission over 60 agency systems• Interface with over 50 agency systems• Big Bang approach – all agencies on board at the same time
• Project go-live State Fiscal Year 2011 - July 1, 2010
WE MUST MEET THIS DATE!
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Project Boundaries
•All state agencies, boards and commissions currently using STARS and/or SOKI will integrate and use the new Financial Management System where possible
• Agencies can focus IT resources on mission-driven specialized systems rather than administrative systems
•State universities will fully interface with the State’s financial system for payments, reporting and transparency, but manage their own production systems
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Scope Overview
Finance Sub-Team Modules
Procurement Purchasinge-ProcurementStrategic SourcingSupplier Contract ManagementSupplier Rating SystemCatalog Management
Accounts Payable Accounts PayableExpenses
Asset Management Asset ManagementReal Estate Management
Projects/Grants GrantsProject CostingContractsTime and Labor Distribution (TBD)
Accounts Receivable/Billing ReceivablesBilling
General Ledger General Ledger, including Global ConsolidationsCash ManagementCommitment Control
Data Warehouse & Reporting Data warehouse (10 years of data)Report development toolsInteractive management dashboardsReports and real-time queries
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Deploy
Design
Build/Development
Test
Training
Analyze
Oct/Nov/Dec Jan/Feb/Mar Apr/May/Jun Jul/Aug/Sep Oct/Nov/Dec Jan/Feb/Mar Apr/May/Jun Jul/Aug/Sep
2008 2009
On-going System Support & Stabilization
2010
We are Here!
High-Level Project Timeline
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Timeframe for Agencies to Complete Interfaces & Modify Systems
Planning Design Configuration/Development/Testing Integration Acceptance Testing Testing
Complete design of chart of accounts &
publish interface standards to agencies
Agency interface development, modifications to existing systems and initial data conversion/loading complete
8-10 month timeframe for agencies to:1. Set-up development & test environments2. Attend technical training3. Modify systems4. Develop interfaces (as required)5. Extract and clean-up data and validate data loading6. Develop agency-specific reports (75% of reports through central
reporting portal)7. Develop testing plans and prepare for integration testing
8-10 month timeframe for agencies to:1. Set-up development & test environments2. Attend technical training3. Modify systems4. Develop interfaces (as required)5. Extract and clean-up data and validate data loading6. Develop agency-specific reports (75% of reports through central
reporting portal)7. Develop testing plans and prepare for integration testing
10/08 01/09 03/09 01/10 03/10 07/10
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Analyze Stage
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Analyze Stage Lays the Project Foundation
Analyze Stage Activities:• Conduct Conference Room Pilots (CRP’s)• Determine what customizations are required (including
interfaces with external systems)• Finalize decisions regarding the chart of accounts, i.e.
business units, chart fields, budget definitions, etc.• Analyze integration between SHARP and FMS• Determine whether to pursue a central labor distribution
solution for agencies managing projects and grants
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Analyze Stage Activities (Continued)
• Define integration points with the Budget System• Develop the enterprise/agency readiness and training
plans• Perform high-level design for SRS and KDOT• Develop the technical blueprint for the infrastructure• Develop interface and data conversion plan• Develop system test plan
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• Identifies gaps between Kansas’ desired future business processes and requirements against the processes directly supported by PeopleSoft
• Uses interactive sessions • Applies results from the Agency Analysis and business process
mapping
• Analyzes identified gaps and defines the Reports, Interfaces, Conversions, Extensions, and Workflows (RICEW) inventory
• Identifies process changes needed to mitigate gaps• Uses an Oracle-hosted environment with PeopleSoft
software pre-configured for prototyping
About Conference Room Pilots (CRPs)
CRP’s start November 12th and continue through December 11thLook for invites soon!
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Accomplishments To Date
• Developed the following Pre-implementation products:• Analysis of agency systems (interfaces and systems to-be
de-commissioned, unique business processes)*
• Analysis of agencies’ use of the STARS chart of accounts*
• Analysis and recommendations for commodity code standards*
• Analysis of vendor files*
• Business process documentation*
• Reports inventory*
• Drafted Project Charter *
* items available soon on project website http://www.da.ks.gov/ar/fms/
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Accomplishments to Date (Continued)
• Developed project administrative policies and standards *
• Secured funding• Established project organization and governance• Staffed and signed contract with Accenture• Established project team offices on 10th and 11th
floor of Docking• Created project website and e-mail box
* items available soon on project website http://www.da.ks.gov/ar/fms/
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Let’s Go!
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Project Communication
• Project website
http://www.da.ks.gov/ar/fms/
• Change Management Team Email Address:
• Project List-serv – Sunflower Infolist
go to http://www.da.ks.gov/ar/fms/
to subscribe
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Contest
• Submit your idea for the name of the new Financial Management System to [email protected]
• Prize will be awarded to the winning entry
• Deadline for entry submissions is November 19, 2008
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Questions?
??