Transcript Document
Billing Real Property …. and what I learned
Karen B. Nichols, PMP
April 27, 2020
Agenda
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Background Implementation Billing Workflow Differences from Prior System Adages and Lessons Learned Summary 2
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Background
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GSA is the civilian landlord for the Federal government > 345 million square feet of workspace > 55% Federally owned Operates 110 child care centers Delivers comprehensive real estate services Preserves/maintains 400 historic properties Collect rents 3
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GSA
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Constructs/modifies Federal buildings
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Leases/sublets property 4
AA Main Building, Middle River, MD ATF National Laboratory Center
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US Courthouse, Hammond, IN
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Background
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Maintain, develop and enhance applications in support of inventory, occupancy, and billing processes Business Lines
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Real Property Asset Management Revenue Finance External Customers
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154 Federal agencies commercial entities April 27, 2020 6
Advantages
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Follows industry standards
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ANSI/BOMA - Building Owners and Managers Association
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IFRMA- International Facility Managers Association Optimize use of Federal/leased space Rents provide the principal funding mechanism for GSA Supports eGov initiatives
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Integrated Acquisition Environment (IAE)
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Federal Enterprise Architecture (FEA) Capital Planning IT Security 7
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How Space is Measured
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Rent is based upon space measurement Types
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Usable Square Feet that an office may occupy
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Joint Use of building common areas (lobbies, hallways, rest rooms, and service areas)
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Rent is based on Usable and Joint Use space 8
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Problem
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Billing based upon a live, changing inventory Joint use space changed over time Customers needed a predictable bill 9
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Solution
Stabilize the rent bill
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Initiating Processes
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Master Plan
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Leverage existing applications with newer technology
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Separate inventory and billing functions
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Expand functionality
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New billing April 2005
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Preliminary Scope 11
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Planning Processes
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Scope Definition
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Modify the inventory application System for Tracking and Administering Real Property (STAR)
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Redesign the Occupancy Agreement (OA) application
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The expectation of services and payment between 2 Federal agencies
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Develop a billing application eGov initiative for financial transactions 12
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Planning Processes
Schedule Development
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Date driven Parallel development among 4 critical applications
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Interdependent processes Communications Planning
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Multiple Program Managers Operations Security Risk Mitigation
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Modular and integrated testing Increased testing time Rollback options 13
Planning Processes -
Enterprise Quality Program (EQP)
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System Development Life Cycle (SDLC)
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Based upon SEI’s Capability Maturity Model – Integrated (CMMi) April 27, 2020
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Included
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Program Plan Configuration Management Plan Risk Management Plan Independent Validation and Verification Plan
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Quality Assurance Standards 14
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Executing Processes
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Determined who involved Developers
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Close coordination among developers
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Joint specifications
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Diagram processes Information Distribution
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New concepts and processes
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Interdependence in operations
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Modified for audience 15
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Introduced New Concepts
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Functions in multiple applications New language Multiple scenarios for OAs Joint Use changes do not impact the OA and billing
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Each antenna listed separately Rates in cents ($32.24) 16
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Adding Cents to Rates
Ex: Joint Use $651.40 with 20 sqft Before Bill in whole dollars Joint Use as $651 with a rate of $32.55
After Bill in dollar and cents Joint Use of $651.40 with a rate of $32.57
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Major Process Changes
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Timing of data as approached billing Synchronization of data Coordination of efforts across multiple applications April 27, 2020 18
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Interdependent Workflow
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Final OA
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Accepted by STAR
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Inventory and Lease updates
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Billing Module Interface (BMI) data
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Billing Updates for OAs and Billing Adjustments
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Billing Updates for CBRs and Last Billing Period table
Occupancy Agreement (OA) Billing 19
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Executing Processes
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Focused Meetings
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Developer Integrated Project Team (IPT) Business Line Progress Test Status Meetings (less than 1 hour)
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Week 1 Developer Week 2
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30-min Developer
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30-min IPT 20
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Monitoring and Control Processes
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Integrated Change Control
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Well established Risk Monitoring and Control
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Massive re-organization in progress
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Program Manager assigned to training 1 week per month 21
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Executing Processes Surprises
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Applications that used the data Training budget zeroed Contracts scheduled to end 3 weeks before implementation 22
Acceptance Testing
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April 9-17 Shutdown
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Ran billing in prior mode
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Implemented releases and new application Communicated rationale for shutdown
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National user telcons Notices Notification of Loss of Access
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2 weeks, 1 week, 1 day Way points and Go-No Decision Daily am meetings w/options for afternoon Distribute meeting minutes within 3 hours April 27, 2020 23
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Approval
- Billing Implemented
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On schedule $610 M bill
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Difference in systems was less than $1,600
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No increase in helpdesk calls 24
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Applications Effected
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8 national applications 20 downstream applications Revenue Budgeting Finance 25
Adages and Lessons Learned
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April 27, 2020 Critical mass of expertise and determination If you publish it, they will not necessarily come Requirements may not = needs Publishing <> communications
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Be sensitive to words Communicate across multiple levels Someone will not get the word Limit communication to first two degrees 26
Adages and Lessons Learned
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Your success may be a problem for others Schedules help Meetings
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Short and focused
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Agenda Read ahead material no more than 1 page Regular basis - same day/and time Minutes Discuss workflow expectation early Keep other applications in mind Expect – and address - changes April 27, 2020 27
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Summary
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Start early Meetings on a regular basis Hold side meetings to focus on issues
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Meeting minutes Meeting minutes Meeting minutes Expect – and address - changes Communicate across multiple levels 28