Transcript Slide 1

State of Washington
Roadmap for Financial and Administrative
Policies, Processes and Systems
IPMA Forum 2005
Roadmap Program
May 24th, 2005
Agenda
Enterprise Architecture
15 min
Roadmap background
15 min
Applying EA to the Roadmap
25 min
Roadmap next steps
15 min
Q&A
15 min
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What is Enterprise Architecture?
• Analogous to Building Architecture
• Ensures the building matches the needs of
the occupants - “One size doesn’t fit all”
• Provides multiple interrelated views to
maintain context - e.g. plumbing, electrical,
structural
• Uses engineering principles to improve the
likelihood of successful completion
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ISB Enterprise Architecture
Committee
Dennis Jones, OFM (co-chair)
Thomas Bynum, ESD
Sue Fleener, WSP
Cathy Munson, LSC
Christy Ridout, DSHS (co-chair)
Julian Soh, DOR
Tom Miller, DOP
Laura Parma DIS
Greg Brant, DIS (non-voting)
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State ofState
Washington
Commonality
Tiers
of Washington
Commonality
Tiers
Shared Needs
Business processes, data, or technologies that are common
for the state
Community of Interest
Inter-Agency Standards
Standards
Tier Two
Business processes, data, or technologies that are common
for an agency
Community of Interest
Standards
Intra-Agency Standards
Tier Three
Business processes, data, or technologies that are common
only at the sub-agency level
Sub-Agency/Workgroup
Standards
Community of Interest
Standards
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Unique Business Functions
Tier One
WA Tier One Enterprise Architecture
Framework
Environmental Trends & Business Drivers
Overarching Architecture Principles
Information (Data)
Information Models
Common Datasets
Business Vision &
Strategies
Business Policies
& Standards
Business Process
Models
Technology Domains
Maps and Linkages
Information Vision &
Strategies
Information Policies
& Standards
Technology
Business Domains
Maps and Linkages
Inf. Subject Areas
Business
Technology Vision &
Strategies
Technology Directions
Technology Policies
& Standards
Solution Architecture – Services, Patterns, Applications
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The State’s Enterprise Architecture
(EA) Program
• A framework for decision-making
• Principles driven
• Focused at Tier One
• Roadmap identified as EA early adopter
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Roadmap Background
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Current factors influencing
Washington State government
• Significant budget shortfall
• Priorities of Government
• Personnel System Reform Act
of 2002
– Collective bargaining
– Civil service reform
– Competitive contracting
• Government Management,
Accountability and Performance
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The time is right
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About the Roadmap
The Roadmap project draws
together agencies and
central service providers to
create a comprehensive plan
for the transformation of
Washington State financial
and administrative policies,
processes and information
systems to solve today’s
common business problems
with enterprise tools and
best practices.
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Roadmap Business Goals

Better information for better results

Improved management systems

Streamlined business processes
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Scope
Perf.
Mgmt
Budget
Cycle
Cost
Accounting
Cycle
• Strategic plan & • Define cost
budget
objectives
development
• Develop cost
• Strategic plan &
allocation plan
budget approval • Allocate costs
• Strategic plan & • Grant
budget
accounting
implementation
• Grant
• Performance &
management
budget
monitoring
Procure
To
Pay
Capital
Asset
Mgmt
• Capital asset
accounting
• Asset lifecycle
management
Revenue
Cycle
• Vendor
information
management
• Manage chart
of accounts
• GL accounting
• Customer
information
management
• Manage bids
• Account
reconciliation
• Accounts
receivable
• Funds
administration
• Cashiering
management
• Financial
reporting
• Revenue
distribution
• Manage
procurement
• Contract
management
• Inventory
management
• Payables
accounting
• Encumbrance
management
Decision
Support
Decisions
support
Reporting/
G/L
Projects
Management
Project
management
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• Refund/credit
management
• Funds
management
Management
RiskRisk
management
Roadmap challenge
Fragmented governance & responsibility
Value Proposition:
Integrate core end-to-end
business cycles
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Roadmap challenge
Inefficient business processes
2004 Financial Baseline Assessment
Purchase Order Payments per Accounts Payable Staff
• Typical financial
benchmarks measure
payments per A/P staffer
All-industry
• Data from 10 state
agencies suggest that
productivity lags
benchmarks
Government
sector
• Core payables processing
was found to be the most
labor intensive activity
State of WA
0
500
1,000
1,500
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Common business problems &
opportunities
Procure-to-pay cycle
A1: Optimize purchasing power (strategic
sourcing)
A2: Put cash in bank, not on shelf
(consumable inventory)
A3: Streamline procure-to-pay
Reporting/General ledger
B1: Organize data to support all perspectives
(chart of accounts)
B2: Improve access to information (reporting
tools)
Cost accounting cycle
C1: Enable data driven decisions (cost
accounting)
C2: Protect federal & local funding
Invoice-to-cash cycle
D1: Make it easy for customers to pay
D2: Increase investment revenues
D3: Streamline invoice-to-cash
Budgeting cycle
E1: Streamline and integrate the budget cycle
E2: Empower managers with tools to aid
decision-making (measuring performance
results)
E3: Provide flexibility for innovative budgeting
Capital asset management cycle
F1: Maximize return on capital assets
F2: Improve accountability for assets
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Agency Prioritization Survey Results
Forced ranking - All agencies
Priority
Order
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7
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Common Business Problem Statement
Improve access to information
Streamline budget
Organize data to support all perspectives
Enable data driven decisions
Streamline procure-to-pay
Empower managers with decision tools
Streamline invoice-to-cash
Make it easy for customers to pay
Provide flexibility for innovative budgeting
Optimize purchasing power
Protect federal & local funding
Improve accountability for assets
Put cash in bank, not on shelf
Maximize return on capital assets
Increase investment revenues
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Agency Prioritization survey results
• Over 50 central systems
• 220 known agency “shadow” systems
• Nearly 20,000 known desktop tools
(spreadsheets, databases, etc.)
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Business Case – Value Themes
• Better information, better results
• More economical government
• Better customer and business
relationships
• Optimized return on investment
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Applying
Enterprise Architecture
to the Roadmap
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Enterprise Architecture Approach
A framework for decision making using:
• Principles
• Models
• Policies
• Standards
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Architecture Principles
• Applied ISB adopted architecture principles:
– Commonality - Should be common where there is
a clear business case; once designated as
common, justification is required to deviate
– Business alignment - Should align projects and
investments based on Priorities of Government
(POG)
– Natural boundaries - Should be designed around
natural boundaries
• Other important principles
– Do no harm to HRMS
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Models - Functional Decomposition
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Lessons Learned
Additional principles are derived from lessons
learned in other states and HRMS
• Ensure strong sponsorship and governance
• Focus on business outcomes – not systems
• Agree on common policies, processes, and data
before picking system solutions
• Transform incrementally
• Agree on strategy for integrating new systems
into the existing environment
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Developed the Roadmap
Defined initial Roadmap business initiatives,
projects and timeline based on:
Value & priority
Principles
Scope models
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Roadmap Next Steps
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Next Steps
•
Confirm executive sponsorship
•
Establish Roadmap governance
•
Begin the Foundation Initiatives:
– Business modeling
– Integration architecture model
– Enterprise service delivery model
– Feasibility study
– Acquisition
– Budget request / decision package
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Next Steps
Business Process Modeling
ISB Enterprise Architecture Committee’s principles:
• Commonality
• Business Ownership
• Natural boundaries
• Business Continuity
Key Decisions:
 Designate Roadmap Business Processes as Tier One –
Common Statewide?
 How do we align our business processes?
 What best business practices do we want to adopt?
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Next Steps
Business Process Modeling
• Identify enterprise data standards
Key Decision:

How do we maintain agency flexibility while
leveraging statewide data to improve operations?
• Evaluate functionality of solution alternatives against
core business processes using models
Key Decision:

What software products best implement our desired
best practices?
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Next Steps
Integration Strategy
Defining an Integration Architecture
•
Connect the legacy systems to the new environment as we
transition
•
Assist agencies to connect their core system with new systems
•
Data standards, exchange formats, services and components,
multiple models
Key Decisions:

What are the critical success factors in creating a
durable enterprise wide integration architecture?

How do we insulate systems from changes in interface
requirements as we transition?
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Q&A
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Roadmap contacts
Sadie Rodriguez-Hawkins, 360-664-7650, [email protected]
Dennis Jones, 360-664-7695, [email protected]
Kathy Rosmond, 360-664-7771, [email protected]
Allen Schmidt, 360-664-7732, [email protected]
Visit the Roadmap website at:
http://www.ofm.wa.gov/roadmap/default.htm
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