Transcript Blueprint for Financial and Human Resources Systems

Kenan-Flagler
Business
School
State of North
Carolina
HR/Payroll Planning
Project Management Committee Kick-Off Meeting
November 10, 2004
www.osc.state.nc.us
Agenda
 Welcome & Introductions
 SBIP Overview
 Status To Date
 Governance Structure
 HR/Payroll Project Overview
 Purpose & Objectives
 Current Phase







State Roles & Responsibilities
Deloitte Roles & Responsibilities
Project Timeline
Meeting Schedule
Open Discussion
Action Items Review
Adjourn
©2004 Deloitte. All rights reserved.
2
Introductions
 Project Management Committee  OSC Management












 Robert Powell
 Gwen Canady
Julie Batchelor, Chair
John Barfield
Marshall Barnes
Rod Davis
Dan Domico
Carl Goodwin
Wendy Griffin
Kathy Gruer
Ginny Klarman
Tracy Little
Gary Wiggins
Margaret Wiggins
©2004 Deloitte. All rights reserved.
 Project Team








3
Linda Hudson
Shannon MacFarlane
Lowell Magee
Bradd Craver
Dorie Kehoe
James Stovall
Katie Beacham
Others TBD
State Business Infrastructure Project (SBIP) Overview
 Session Law 2001-491 directed the Office of the State Controller (OSC) to
consider the feasibility of a new business infrastructure for the State
 Systems included in the State Business Infrastructure Study (SBIS)
supported financial management, cash management, payroll, HR, budget
management, procurement, treasury, retirement, and revenue accounting
 The study concluded current business systems may adversely impact the fiscal
integrity of the State, as well as efficiency and effectiveness of operations
 The State chose a replacement strategy that weighs the risks of potential
system failures with the current State budget condition and funding priorities
 Ratified Senate Bill 991 appropriates funds to define requirements and develop
an RFP to replace the Human Resources and Payroll Systems
 Report information can be accessed on the OSC web site:
http://www.osc.state.nc.us/ by selecting the “Business Systems Infrastructure
Study” under the Business Initiatives section
©2004 Deloitte. All rights reserved.
4
SBIP Status to Date
Past
Financial & HR
Business
Infrastructure Study
Phase 1 - Inventoried
present systems and
provided assessment of
technical and functional
capabilities
Financial & HR
Business
Infrastructure Study
Phase 2 - Provided a
blueprint for viable
implementation options
and a recommended
course of action
Future – HR/Payroll
Current
Statewide Business
Infrastructure Project
– HR/Payroll Bid
Preparation Project
Statewide Business
Infrastructure Project
– HR/Payroll Planning
Project
• Develop bidding
document for
implementation
• Refine and collect
information
• Select Vendor for
HR/Payroll
Implementation
• Identify process reengineering
opportunities and
organizational
structures)
Statewide Business
Infrastructure Project
– HR/Payroll
Implementation
Project
• Identify Change
Management needs
and strategy
• Implementation
Legend: Past Projects
©2004 Deloitte. All rights reserved.
This Project
Future Projects
5
Future - SBIP
Statewide Business
Infrastructure Project
– Enterprise Data
Warehouse
Statewide Business
Infrastructure Project
– Budget & Financials
Statewide Business
Infrastructure Project
– Tax & Revenue
SBIP Governance Structure
SBIP Program Steering Committee
(PSC)
SBIP Program Management Office
(PMO)
HR/Payroll Project
(Year 1)
HR/Payroll
Project
Management
Office
(HR PMO)
Enterprise Data Warehouse
(EDW) (Year 1)
EDW
Project
Management
Office
(EDW PMO)
Budget/ Financials Project
(Year 3)
Budget/
Financials
Project
Management
Office
(BF PMO)
Tax and Revenue Project
(Year 5)
Tax and
Revenue
Project
Management
Office
(TR PMO)
HR/Payroll
Project Management
Committee (HR PMC)
EDW
Project Management
Committee (EDW PMC)
Budget/Financials
Project Management
Committee (BF PMC)
Tax and Revenue
Project Management
Committee (TR PMC)
HR/Payroll
Selected Vendor(s)
EDW
Selected Vendor(s)
Budget/Financials
Selected Vendor(s)
Tax and Revenue
Selected Vendor(s)
HR/Payroll Subject Matter
Experts (HR SME)
EDW Subject Matter
Experts (HR SME)
Budget/Financials Subject
Matter Experts (BF SME)
Tax and Revenue Subject
Matter Experts (TR SME)
©2004 Deloitte. All rights reserved.
6
HR/Payroll Project Purpose & Objectives
 To obtain a fully integrated solution with a single point of entry for both
HR and Payroll. This solution should eliminate or reduce the number of
agency systems required to process HR and Payroll today
 To make use of information technology that takes advantage of
economies of scale and reduces the cost of doing business for both
payroll and human resources
 To obtain an enterprise-wide Human Resources and Payroll system
that serves as the system of record and provides a foundation for
management flexibility
 To develop an enterprise-wide system that requires minimal
customization for individual agencies
 To comply with the State’s IT strategy for hardware and software
 To recognize that existing levels for HR and Payroll support cannot
continue without a move to more current technology platforms
©2004 Deloitte. All rights reserved.
7
HR\Payroll Project Phases
Project Phase
Project Objective
Funding
Planning
(Current Project)
Phase 1 will identify Human Resource and Payroll
business and functional requirements. These
requirements will be subsequently used as input to a
formal bidding process for implementing a new, fully
automated human resources and payroll system to
accommodate statewide business needs.
Ratified
Senate Bill
991
RFP Development
Phase 2 will execute a formal bidding process. A
Human Resource/Payroll strategy for implementation
will be confirmed and a Request for Proposal will be
developed during Phase 2.
Ratified
Senate Bill
991
Implementation
Phase 3 will perform the implementation objectives
for a new financial and human resources business
infrastructure for the State of North Carolina detailed
through Phases 1 and 2. The three phases
combined will complete the full SBIP HR/Payroll
Project.
Phase 3 is
contingent
upon funding.
©2004 Deloitte. All rights reserved.
8
Project Roles & Responsibilities
 HR/Payroll Project Management Committee (PMC)
 Represent the needs of a wide cross-section of stakeholder agencies
 Provide guidance and coordination across the HR/Payroll project
 Serve as liaison to agency leadership and provide information for
decision making
 Verify critical business requirements and to-be process documentation
 Review and recommend approval of project deliverables
 Identify and resolve issues
 Identify risks and provide suggestions for mitigation
 Review status updates and provide direction
 Serve as change agents to build consensus and facilitate
implementation and user acceptance of new system in agencies
©2004 Deloitte. All rights reserved.
9
Project Roles & Responsibilities
 HR/Payroll Project Team
 Create work products for PMC review and approval
 Establish uniform project management standards, procedures,
tools, and reporting
 Prepare and monitor integrated project management plan for
milestone schedule, costs, and quality of work/deliverables
 Perform risk assessment and quality management for each project
 Prepare and execute the detailed project plan
 Direct day-to-day work
 Identify and resolve or escalate issues and problems
 Anticipate and manage risks
 Monitor and report status (budget, schedule, and deliverables)
 Compile status reports for PMC and PSC
©2004 Deloitte. All rights reserved.
10
Project Roles & Responsibilities
 Subject Matter Experts (SMEs)
 Represent functional areas during JAD sessions for each process
 Provide insight to help mold future processes, considering NC
requirements and external best practices
 Participate in one-on-one interviews when appropriate
 Process Owners
 Participate in JAD sessions when appropriate
 Assist in review of initial drafts of requirements and future state
processes
 Resolve differences of opinion between SMEs during
development of requirements and processes
©2004 Deloitte. All rights reserved.
11
Project Roles & Responsibilities
 Deloitte Consulting
 Provide expertise and external experience in HR/Payroll process
re-engineering, requirements definition, change management, and
project management
 Review current NC documentation
 Suggest industry leading practices from other state governments
 Facilitate JAD sessions
 Offer redesign opportunities for current processes
 Document all requirements and future state processes
 Offer alternative HR/Payroll Service delivery options
 Offer change management support and strategies to prepare for a
smooth implementation
 Collaborate with PMC and State PMO to accomplish project
objectives
©2004 Deloitte. All rights reserved.
12
High Level Project Timeline
Project Week
Plan
Vision
1
3
Month
2
4
Execute
5
Nov
Date
25
1
Project Management
8
15 22 29
6
7
8
9
Dec
6
13 20 27
• • • • • •
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Jan
3
Close
10 17 24 31
Feb
7
14 21 28
March
7
14 21 28
Apr
4
11
18
• • • • • • • • • • • • • • • • •
Change Management
Human Resources
Group I
Group II
Payroll
Technical
• – Project Status Report
–
–
Final Deliverables
Offsite Working/Holiday
HR – Group I
• Personnel
Administration
• Recruitment
• Applicant Tracking
• Disciplinary Action and
Complaint Management
• Incident and Accident
Tracking
• Exit Interviews
• Competency Based HR
Management
• Performance
Management
• Training Administration
©2004 Deloitte. All rights reserved.
HR – Group II
25
Payroll
• Compensation
Management
• Job and Salary
Surveys
• Position Evaluation
Analysis
• Benefit
Administration
• Workforce Analytics
• Organizational
Management
• Employee Self
Service
• Leave Tracking
• Payroll
Administration
• Payroll Processing
• Labor Cost
Distribution
• Time Collection &
Management
• Budget Support
13
Technical
• High level
technical
requirements
• Security
• Infrastructure
• Integration
HR/Payroll Project Planning Phase
ENTERP RISE VALUE MAPTM
PUBLIC SECTOR
CONSTITUENT
(Practical paths to increase constituent value)
It’s easy to say constituent value is important. Here are two simple ways to use it:
Not so easy to make it influence the decisions
 Start at the top. Working your way
that are made every day: where to spend time
and resources, how best to get things done,
down, at each step ask yourself,How will
and, ultimately, how to improve the lives of
we improve this? This will help ensure
your constituency
that your tactics support your objectives.
This Map is designed to accelerate the
 Start at the bottom. Working your way
connection between actions you can take and
up, at each step ask yourself,Why are we
constituent value. It is not rocket science and
it is not complete, but it can jump-start the
doing this? This will help ensure that
process of focusing on the things that matter
every tactic leads to constituent value.
most and then choosing practical ways to get
them done.
VALUE
Operations
Revenue
EVM
Performance
How Value is Created
NCPrint
(Value Drivers)
Economic
Development
Grow
Alternate Funding
Sources
Retain and Advance
Constituent
Asset Efficiency
Improve
Align
Constituency
Base
General &
Administrative
Costs
Rate Realization
Improve
Internal
Rates
Property & Equipment
Efficiency
Efficiency
Strengths
Cost of Services
Improve
Receivables & Payables
Efficiency
Improve
Service Delivery
Improve
Constituency Interaction
Efficiency
Efficiency
External Factors
Improve
Determine if Material or
Service
Improve
Managerial Effectiveness
Service?
Receive Service
Against Acceptance
Sheet
Yes
Execution Capabilities
P-150A
Enable Payment
Receive Material
Against Advanced
Shipping Notification
(ASN)
W hat You Can Do
(Improvement Levers: Business
Processes, Assets and Organizational
Capabilities)
Change What You Do
 What you provide
 Whom you target and serve
 Where you deploy resources
 Which operations you outsource
Public
Relations
Outreach
Service
Innovation
Relationship
Management
Increase focus on
constituency needs
Broaden service
offerings
Increase focus on
constituency needs
Increase focus on
most beneficial
services
Increase
customizability of
services
Increase emphasis on
constituent/
relationship
development
Service
Expansion
Retention
Explore
Funding
Options
Supply &
Demand
Management
Rate
Optimization
Real Estate &
Infrastructure
Consolidate and/or
align financial
planning,
management and
reporting functions
Rationalize and/or
refocus business units
and service portfolios
Rationalize and/or
refocus business units
and service portfolios
Refine credit/daysreceivable strategy
Refine daysoutstanding strategy
Rationalize and/or
refocus agencies and
service portfolios
Rationalize and/or
refocus agencies and
service portfolios
Rationalize and/or
refocus targeted
constituent segments
Consolidate and/or
align financial
accounting and
analysis functions
Develop low real
estate business
models
Outsource business
functions
Coordinate
management of
credit/receivables
across agencies/
departments
Coordinate
management of
payables across
agencies
Increase emphasis on
extensible and reusable programs and
services
Increase emphasis on
service delivery
efficiency
Rationalize and/or
refocus services
Differentiate service
treatment of
constituents/
segments
Improve alignment of
organizational structures and governance
models with business
strategies
Improve alignment of
financial strategies
with service delivery
strategies
Reduce number of
data centers, offices,
service delivery
centers, etc.
Consolidate
IT systems and
service mechanisms
Improve management
of credit risk across
agencies/departments
Increase focus on
vendors with
favorable payment
terms
Consolidate or
outsource program
development
functions
Consolidate or
outsource program
development
functions
Rationalize and/or
refocus outreach
strategies
Consolidate or
outsource service and
support operations
Improve alignment of
budgets and program
plans with business
priorities
Strengthen
enterprise-wide
financial reporting
standards
Rationalize
service delivery
facilities
Defer/change timing
of capital investments
Rationalize/
consolidate vendor
portfolio
Increase use of lowercost program
development
strategies
Increase quality/
consistency of
services
Increase focus on
high-impact services
Improve emphasis on
service quality and
ease of service
Rationalize portfolio of
financial services
providers
Outsource business
functions
Increase emphasis
on preventative
maintenance
Improve focus on
higher value outreach
channels/media
Design services for
ease-of-use / selfservice
Reconfigure facilities /
increase utilization of
facilities
Increase use of
flexible/expandable
service delivery
equipment
Improve constituent
incentives for
accelerated/on-time
payment
Leverage credit rating
to lengthen payment
cycles and reduce
interest rates
Improve program
conception/initiation
processes
Improve quality
control of services
Provide staff with
better market and
constituent
information
Improve service and
support processes
Improve credit
analysis
processes
Improve identification
and prediction of
industry and market
trends
Improve structuring
and launch of
cohesive program
portfolios
Improve
determination of key
performance metrics
and targets
Improve assessment
and benchmarking of
business process
performance
Improve ability to
identify and assess
shared service
opportunities
Increase use of
flexible facilities
Increase
use of leased
equipment
Improve collections
processes
Leverage breadth of
vendor relationships
to lengthen payment
cycles
Improve program and
service introduction/
launch processes
Improve identification/
discontinuation of
unsuccessful
efforts
Improve analytical
processes and tools
Improve workforce
planning and dispatch
processes and tools
Improve invoicing/
collection processes
Improve identification
of opportunities and
threats
Improve alignment of
projects with program
and business
objectives
Improve
measurement and
reporting of
operational and
financial performance
Increase integration of
business processes
across organizational
boundaries
Improve integration of
business processes
across organization
Improve capacity/
demand planning
processes, skills and
tools
Improve forecasting,
planning and
prioritization skills and
tools
Improve strategy
development capabilities at enterprise
and agency/
department levels
Structure programs/
projects to deliver
benefits progressively
Improve utilization of
service staff
Improve due-date
reliability
Improve development
and analysis of
business cases
Improve coordination
and communication
across programs and
projects
Improve alignment of
budgets and capital
programs with
strategic priorities
Improve
accountability/
authority of program
and project resources
Improve
communication of
strategic directions
and priorities
Improve program/
project management
methods and tools
Improve
strategic planning
processes
Improve
cash/treasury
management
practices
Improve
program planning
processes
Improve debt and
equity management
processes
Tailor outreach
methods to target
populations
Improve reuse of
service components
Improve
understanding of
current constituent
satisfaction
Improve outreach
approaches/models
Solicit and respond to
constituent feedback
Increase use of
differential rate
Improve installation/
deployment
processes
Improve RE
improvement and
deployment
processes
Improve
salary and benefits
administration
processes
( n e g o tia tio n , e xe cu tio n a n d
c o mp l ia n ce )
Improve access to
information and
analytical tools
Develop new service
offerings
Improve
responsiveness to
constituent feedback
Improve tailoring of
offerings to
constituent needs
Improve operations
maintenance and
change management
processes
Standardize product
catalogs
( e q u ip me n t, su p p lie s e tc.)
( tra ve l, co n tra ct la b o r, e tc.)
(p ro d u ctio n ca p a city, se rvic e
ca p a city, e tc.)
Sell/lease excess
capacity to other
enterprises
Improve
communication/
coordination with
service delivery
centers
Improve contract
management
processes
Improve budgeting
processes
Improve financial risk
management
processes
Improve effectiveness
of outreach processes
Improve
competitiveness of
service offerings
Improve managerial
methods and tools
Improve demand
forecasting
Improve payroll
processes
Improve demand
planning processes
and tools
Improve program
management
processes
Improve cash/treasury
investment
management
processes
Proactively manage
transition points
Improve
understanding of
constituent needs
Offer value-adding
service bundles
Improve
understanding of
agency/department
performance and
market values
Improve service
lifecycle management
Align service costs
with value to
constituents
Improve end user
support and
administration
processes
Improve capacity/
demand planning
processes and tools
Improve performance
assessment
processes
Provide staff with
better service
description
information
Improve constituent
relationships and
interactions across all
channels
Outsource nonperforming and nonstrategic agencies/
departments
Shorten time to
deliver services
Improve structuring
and pricing
Improve dispatch,
diagnostic, resolution
and replacement
processes
Increase utilization of
real estate
Establish/improve
employee retention
programs
Improve terms with
service providers
Proactively manage
transition points
mechanisms (b a se d o n
co n st itu e n t va lu e , risk , e tc.)
Implement affinity
programs
Improve service
features
Improve brand
strength and good will
Improve
service quality and
reliability
Improve collections
enforcement
Integrate delivery of
shared services
Improve demand/
supply performance
management
methods and tools
Improve rate
determination/costing
performance
management
methods and tools
Improve quality
assurance programs
Shorten creation-todelivery cycle time /
Improve service
availability
Improve outreach
performance
management
methods and tools
Coordinate costs of
complementary
services
Increase utilization of
IT, telecom and
network resources
(se r ve rs, ro u te rs, n e two rk
ca p a city, e tc.)
Consolidate device
management
information and tools
Consolidate and/or
re-architect data
stores
Improve
establishment of and
adherence to service
level targets
(Innovation, Supply Chain Management, and Program Logistics)
Improve skills of staff
(te c h n ica l a n d p ro je ct
ma n a g e m e n t)
Human Resource Strategy and Management
(Recruitment, Development, Administration and
Performance Management)
Improve terms with
service providers
IT Strategy and Management
(Design, Development, Deployment, Operations and
Performance Management)
(co n tra cto rs, n e two r k
se rv ice s, co n su lta n ts , e tc. )
Other Shared / Cross-Agency Services
Improve terms on
purchased and leased
assets (PCs, se rve rs,
(Real Estate, Procurement and Other)
All Process Groupings
n e tw o rk e q u ip m e n t, le a se d
lin e s, e tc. )
(Action may apply to all processes)
Improve/consolidate
IT performance
management
methods and tools
Note: Many actions could l ogically be associated with
other or multiple process groupi ngs. In parti cular,
many constituent and service actions are likely to have
heavy IT and HR components.
Improve focus on
higher-need
constituent segments
and higher-benefit
services
Increase focus on
providing business
insight and forwardlooking information
Increase use of lowercost channels
( se lf-s e rvice , e tc. )
Improve tracking of
constituent
interactions
(l ife e v e n ts, e n d s o f
c o n tra cts a n d le a se s, e tc.)
Establish program/
project delivery as a
key competency
Rationalize and/or
refocus services
Increase use of
leased real estate
Utilize more efficient
IT systems
Improve management
of credit/debt portfolio
Leverage valueadded vendor
programs to lengthen
payment cycles and
reduce interest rates
Improve collaboration
with partners and
constituents
Improve demand
forecasting
processes, skills, and
tools
Improve service
specification
processes
Improve terms
on property and
facilities
Utilize more
flexible/expandable IT
systems
Improve assessment
and benchmarking of
credit/receivables
performance
Improve management
of debt portfolio
Improve service
delivery performance
management
methods and tools
Improve coordination
with business
partners
Improve tailoring of
outreach approaches
to constituent
segments
Improve
accounting and
measurement
processes
Improve capital
investment analysis
processes
Divest low utilization
real estate
Improve maintenance
of IT systems
Improve alignment of
A/P systems and
processes with daysoutstanding strategy
Improve terms with
service delivery
providers
Improve service
launch processes
Improve assignment
of procurement
transactions to
appropriate staff
Improve business
performance reporting
processes
Improve tax efficiency
Increase use of
leased infrastructure
Increase utilization of
IT systems
Improve coordination
of payments across
business units
Improve skills of
service delivery staff
Improve service
withdrawal and
retirement processes
Provide staff with
better service
information
Provide staff with
better HR information
and tools
Increase focus on
higher value vendor
partnerships
Provide staff with
better managerial
information and tools
Improve asset
management
processes
Increase
use of flexible/
expandable
infrastructure
Divest low-utilization
IT systems
Improve assessment
and benchmarking of
A/P performance
Improve service
delivery performance
management
methods and tools
Improve campaign
design and
management
processes and tools
(co n t a ct ce n te rs , a u to ma te d
vo ice re sp o n se , we b e tc.)
Improve capacity/
demand planning
processes and tools
Improve terms on
equipment and
supplies
Improve skills of
business
management staff
Improve budgeting
and forecasting
capabilities
Improve terms
on infrastructure
Improve terms on
equipment
Improve channel
management
processes and tools
Improve skills of
service staff
Improve real estate
performance
management
methods and tools
Implement/improve
company-wide staff
performance
assessment
processes and tools
Improve financial
reporting efficiency
Divest low-utilization
infrastructure
Improve terms on IT
systems
(se cu rity , e n e rg y, e tc.)
Improve terms with
service providers
( e q u ip me n t ma in te n a n ce ,
d e live ry, wa re h o u sin g , e tc.)
Improve skills of HR
staff
Improve leveraging of
local/state/national
purchasing power
Increase use of
distance/on-line
learning
Improve contracting
and negotiation skills
of procurement staff
Reduce salary and
benefits costs
Improve procurement
performance
management
methods and tools
Improve terms with
service providers
(in fo r ma tio n se r vice s ,
co n s u lta n t s, e tc. )
(fixe d a n d va ri a b le a sse ts )
Increase use of lowercost delivery channels
(se lf-se r vice , p a rtn e rs, e tc.)
Consolidate or
outsource collection
operations
Improve breadth,
depth and quality of
financial information
(a ss e t, b u d g e t , p rice /co st,
tre a su ry, p e rfo rma n ce , ta x,
risk, e tc.)
Improve allocation of
shared/overhead
costs
Improve skills of
marketing/outreach
staff
Improve terms with
service providers
Provide staff with
better constituent
information
(p ro f ile s, tr a n sa ctio n
h isto rie s, e tc.)
Increase use of lowercost service and
information channels
Improve terms with
service providers
(n e tw o rk s e rvic e s,
o u tso u rce d fu n ctio n s , e tc.)
Improve skills of
service delivery staff
Improve terms with
service providers
(d e live ry se rv ice s,
o u tso u rc e d fu n ctio n s, e t c.)
Increase focus on
managerial, forwardlooking information
Improve effectiveness
of organizational
structures and
governance models
Increase emphasis on
scenario-based
planning
Increase emphasis on
continuous, proactive
management of
service portfolios
Improve integration of
short- and long-term
business planning
Improve effectiveness
of program/project
governance models
Strengthen and
communicate mission,
vision and values
Increase focus on
project quality and
risk management
Increase focus on key
performance metrics
Increase focus on
realization of targeted
service delivery
benefits
Increase emphasis on
people/talent
development
Rationalize and/or
realign program
development
efforts
Improve terms on
purchased and leased
real estate, furniture
and fixtures
Improve operational
processes
(a d min is tra tio n , se c u rity,
e n e rg y, a n d m a in te n a n c e )
Differentiate treatment
of constituents/
segments
Increase use of lowercost collection
channels
(a u to ma te d , s e lf-se rvice
e tc .)
Increase emphasis
on continuous,
proactive
performance
management
Shared
Services
Consolidate and/or
align business
planning,
management and
reporting functions
Improve service
procurement
processes
Offer value-adding
service bundles
Increase emphasis on
enterprise-wide
program planning and
collaborative program
delivery
Improve alignment of
service, outreach,
support, and
fulfillment strategies
Operational
Excellence
Improve alignment of
business unit
strategies with
enterprise strategies
Improve product
procurement
processes
Improve training
processes
Improve brand
strength and good will
Improve integration of
enterprise, agency/
department,
investment, and
financial strategies
Business
Performance
Management
( e q u ip me n t, o ffic e su p p lie s,
p ro mo tio n a l ma te ria ls , e tc.)
Improve
recruitment and
orientation processes
Improve RE selection,
acquisition and
contracting processes
Maintain effective
competitive
functionality and value
Program
Delivery
Rationalize/
consolidate vendor
portfolio
Consolidate or
outsource
procurement functions
Improve RE design
and development
processes
Improve selection,
acquisition and
contracting
processes
Improve
responsiveness to
constituent requests
and inquiries
Business
Planning
Refine and/or refocus
vendor strategies
Manage procurement
on a local/state/
national basis
Improve design,
development and
testing processes
Improve
understanding of
service value to
constituents
(life e ve n ts, e n d s o f
co n tra cts a n d le a se s, e tc .)
Service
Delivery
Increase use of
employee selfservice channels
Consolidate or
outsource property
management
functions
Improve
understanding of
constituent rate
sensitivity
Align outreach with
costing strategies
(se rvice re q u e sts, q u e stio n s,
su p p o rt e tc.)
Inquiry
Management
Improve focus on
employee retention
Consolidate or
outsource learning
and development
functions
Consolidate or
outsource
improvement and
deployment
Consolidate or
outsource design,
development and
deployment services
Improve brand
awareness / elevate
brand image
Seek new funding
sources such as
grants
Evolve service
features, functionality
and value
Service
Outreach
Consolidate or
outsource benefits
administration
functions
Consolidate or
outsource recruitment
functions
Consolidate or
outsource design and
development
functions
Consolidate IT,
telecom and network
equipment and
facilities
Improve investment
returns on cash/
treasury funds
Improve retention and
win-back processes
Improve service
innovation skills of
staff
Program
Maintenance
Consolidate or
outsource payroll
functions
Consolidate
government real
estate/facilities
Rationalize IT
application portfolio
Increase focus on rate
effectiveness and
optimization
Convert free services
to fee-based services
Improve identification
of valuable
constituent
relationships
Implement proactive
and reactive outreach
campaigns
Improve service
innovation
performance
management
methods and tools
Program
Development
Increase use of lowercost real estate and
facilities
Implement integrated
applications across
organizational
boundaries
Increase emphasis on
differentiated rates
and fees across
constituent segments
Improve development
and protection of
intellectual capital
Improve total
constituent
Adapt current
services to new
constituent segments
Accounts,
Notes &
Interest
Payable
Relocate government
facilities
Rationalize and/or
refocus services
Increase focus on
service innovation
Refocus and/or refine
retention priorities and
strategies
experience (se r vice
d e live ry , su p p o rt, e tc.)
Improve
understanding of
constituent needs
Improve management
of service delivery
lifecycles (la u n ch th r o u g h
Accounts,
Notes &
Interest
Receivable
Consolidate or
outsource operations
and maintenance
services
Increase emphasis
on differentiated
services
Improve focus on
cost-sensitive
constituent segments
Increase focus on
generating revenue
from new funding
sources
Increase focus on
constituency needs
Increase emphasis on
retaining current
service recipients
Increase focus on
most effective
outreach methods
Increase focus on
expansion of
constituent
relationships
Tailor service delivery
management
approaches to
constituent segments
Improve outreach
skills of staff
Equipment &
Systems
Consolidate or
outsource end user
support
Increase emphasis on
generating revenue
from current funding
sources
Increase focus on
developing and
protecting intellectual
capital
Increase focus on
constituency needs
Increase focus on
most effective
services
Improve constituent
service management
strategies
Increase emphasis on
constituent
satisfaction
Increase utilization of
modular, reusable
service delivery
approach
re tire m e n t)
Strategy and Business Management
Financial
Management
Improve collaboration
with partner agencies
Improve service
availability
(Business and Financial Strategy, Program Management and
Performance Management)
Business
Management
Accelerate service
delivery
Improve brand
strength and good will
Constituent Strategy, Relationships and Interactions
Procurement
Recognize and
leverage success
factors
Tailor services to new
constituent segments
(Outreach, Delivery, Collections, and Service)
Human
Resources
Improve total
constituency
experience
Target new
geographies
BUSINESS PROCESS GROUPINGS
Service Development and Delivery
Real Estate
Improve services /
decrease taxes or
fees
Increase focus on
most effective
outreach methods
Expand outreach
channels
Do What You Do Better
 Improve processes
 Collaborate more effectively
 Satisfy constituents, employees and
other stakeholders
 Align resources with strategies
 Hone strategic capabilities
IT, Telecom &
Networking
Increase proactive
pursuit of shared
services
Increase emphasis on
operational integration
within organization
Increase focus on
stakeholder
relationships
Increase focus on
business agility and
flexibility
Increase focus on
strategic assets
Improve identification
of stakeholder groups
and establishment of
priorities
Establish agility and
flexibility as key
competencies
Establish
development of
strategic assets as
key competency
Establish
management of key
stakeholder
relationships as
organizational priority
Establish service and
process innovation as
a key competencies
Increase emphasis on
leveraging strategic
assets
Improve relationship
management
strategies for key
stakeholder groups
Improve agility and
flexibility of
organizational
structures
Improve identification
of opportunities to
increase value to
stakeholders
Improve flexibility
of business
processes
Develop and utilize
unique physical
resources
Improve
communication and
knowledge transfer
across organizational
boundaries
Develop and utilize
unique human
resources
Improve analysis of
managerial
information
Improve business
continuity planning
and disaster recovery
capabilities
Improve quality
and speed of
communication
across organization
Improve
communication with
stakeholder groups
Improve agility and
flexibility of partner
organizations and
networks
Improve physical
security of people
Improve sharing of
knowledge across
organization
Improve value
delivered to
constituents
Improve service
innovation processes
Improve sharing of
knowledge across
organizational
boundaries
Improve integration of
IT systems across
organization
Improve value
delivered to
employees
Improve flexibility
and versatility of IT
systems and
platforms
Improve
partnership and
collaboration skills of
staff
(ve n d o rs, c h a n n e l p a rtn e r s,
e tc.)
Improve
communication
around improvement
priorities
Improve assignment
of accountability and
authority
Improve performance
and reliability of IT
systems/platforms
(a p p lic a tio n s, e q u ip me n t,
n e two r ks, e t c.)
Improve quality and
consistency of
performance
assessment methods
Improve breadth,
depth, quality and
timeliness of business
information
Improve breadth,
depth, quality and
timeliness of
performance
information
Improve access to
and distribution of
business information
Improve involvement
of operational staff in
project delivery
Improve access to
and distribution of
performance
information
Improve security of
applications, systems
and data
(r e se a rch e r s, in fo rma ti o n
s e rvice s, o u tre a c h ch a n n e ls ,
e tc.)
(co m p u te r s, ve h icle s , e tc.)
Improve terms on
leased service assets
Improve identification
and management of
program/project risks
Improve
career options and
paths
Improve
process innovation
skills of staff
Improve outreach
performance
management
methods and tools
Improve service and
support performance
management
methods and tools
Dynamically cancel or
redirect ineffective/
obsolete programs
and projects
Align management
and staff incentives
with company
performance
Improve depth
and breadth technical
skills of staff
Improve monetary
and non-monetary
recognition of staff
contributions
Improve recruiting
effectiveness
Improve skills of
financial management
staff
Improve management
of vendors/service
providers
Continuously track
and manage the
realization of project
benefits
Improve talent
management models
and programs
Improve terms with
financial services
providers
Improve program/
project management
skills of staff
No
L-030B
Manage
Transportation
Manage Customs
Clearing
Validate BOL Against
Shipment Received
Receive Material
Against Purchase
Order
Improve value
delivered to partners
Improve value
delivered to other
stakeholders
Improve versatility of
managers and staff
P-090
Monitor and
Manage Supplier
Contracts
(fa cilitie s, la n d , e tc .)
(th o u g h t le a d e rs, m a n a g e rs,
su b je ct ma tte r e xp e rts, e tc.)
Develop and cultivate
good will
Check Material for
Proper Quantity
Develop strong
constituent and
community
relationships
Receive Material
Against Contract Order
Inspect Material for
Damage (Prior to
Receipt)
Develop and utilize
unique IT resources
(a p p lica tio n s , n e tw o rks, e tc.)
Improve asset
development skills of
management and
staff
Receive Material
Against Schedule Line
Item Agreement
L-020
Develop Strategy/
Materials
Management
Improve service and
process innovation
skills of staff
Quality out of
Tolerance?
File Shipping Claim
P-080B
Purchase Materials
and Services
Improve vendor
management skills of
staff
L-030
Manage
Transportation
Receive Material
Against Plant-to-Plant
Transfer Order
Unload Material
Received
Improve agility and
flexibility of
governance models
Improve
understanding of
stakeholder interests
(co n s titu e n ts, e m p lo y e e s,
p a rtn e rs, e tc.)
Improve focus on
most important
managerial
information
Improve tracking and
communication of
program/project
progress
Improve executive
development/
recruiting and
succession planning
Establish
cross-organization
collaboration as a key
competency
Strategic
Assets
Increase emphasis on
quality management
and benchmarking
Improve assignment
of resources to
projects
Improve incentives
around financial
management
efficiency
b e n e fit s, tra in in g , e tc)
Increase focus on
shared services
opportunities
Agility &
Flexibility
Increase focus on
business continuity
planning
Improve focus of
resources on highpriority initiatives
Improve quality/value
of benefits
Improve HR
performance
management
methods and tools
Increase emphasis on
cross-business-unit
and crossorganization
collaboration
Improve leadership
and management
skills of managers/
executives
Improve terms with
third party service
providers ( p a yro ll,
(u til iza tio n , p e r fo rma n ce ,
ca p a city p la n n in g , e tc.)
Establish a culture
centered on
operational
excellence
Establish process
improvement and
innovation as key
competencies
Improve effectiveness
of organizational
structures and
governance models
Relationship
Strength
Yes
Damaged by
Shipper?
No
Is Material
Acceptable?
No
Yes
Yes
No
© 2004 Deloitte Consulting LLP. All rights reserved. Confidential.
Version: January 9, 2003
P-190
Manage Swap and
Exchange
Processes
Move Material to
Holding Location
Process Damaged
Goods
Scrap?
No
Yes
Resolve Discrepancies
Group Meetings
L-090
Manage Material
Disposal and
Waste
Return Material?
No
Receive Actual Count
Quantity
Yes
Reload Shipment
Cont'd.
Return Material to
Supplier
L-030
Manage
Transportation
Return to
Previous Level
JAD
DRR
Interviews
Questionnaires
IndustryPrint™
©2004 Deloitte. All rights reserved.
14
NC HR/Payroll
Requirements
Meeting Schedule
 November 18 - Program Steering Committee Meeting
 November 23 – Statewide Kick-Off
 December 2 – Next PMC Meeting (bi-weekly)
 December 6 – JAD Sessions Begin
 Standing bi-weekly meetings
©2004 Deloitte. All rights reserved.
15
Kenan-Flagler Business School
Open Discussion
PMC Action Items
1. Confirm SMEs and process owners to participate in JAD
sessions by Monday 11/16
2. Provide feedback on vision statement (to be sent via email
ASAP) by Monday 11/16
©2004 Deloitte. All rights reserved.
17