Transcript No Slide Title

IPMA Executive Summit
The Enterprise Architecture
of the
HR/Payroll Systems
October 31, 2002
FINAL NOTES AND DISCUSSIONS
Presented by:
Josetta Bull
JB McCrummen, Gartner
IPMA Executive Summary - October 31, 2002
Agenda
• CAB Business
Thomas
1:00 - 1:30
• IPMA Recap
Josetta
1:30 - 1:45
• Operating Principles
Josetta
1:45 - 2:30
• Governance Structure
Josetta
2:45 - 3:05
• Strategies
Josetta
3:05 - 3:30
• Initiatives/Projects
Josetta
3:30 - 4:00
• Session Wrap-Up
Josetta
4:00 - 4:30
• Next Steps
Stuart
4:30 - 5:00
• BREAK
IPMA Executive Summary - October 31, 2002
2
CAB Business
Thomas Bynum
IPMA Executive Summary - October 31, 2002
IPMA Recap
•
•
•
•
•
•
Challenge
Enterprise Architecture
Enterprise Blueprint Plan
Governance Structure
Operating Principles
Your Role
IPMA Executive Summary - October 31, 2002
IPMA Recap: Challenge
• Agencies must implement Civil Service Reform
• Agency financial and administrative functions are under
supported by the state’s common central information
systems
• Agencies have implemented their own “shadow” systems
• Approach
– Plan and implement improvements from an enterprise
view
IPMA Executive Summary - October 31, 2002
5
IPMA Recap: Challenge
HR Systems Overview
Agency HR
Applications




Time and
attendance
collection
Labor
distribution
HR tracking
Agency
recruiting
Insurance
Membership
Management
3




Medical
Dental
Life and Longterm Disability
Insurance
Accounting
Other State
Agencies
1
Personnel
Reporting*
Payroll*









Payroll

calculation
Interfaces

Tax reporting 
Time and
attendance

collection
Table-driven 
calculation
rules

Reporting
Benefits

administration
Retroactive 
adjustments
Variable

compensation

Personnel
administration
Reporting
Position
management
Performance
management
Recruiting
(ARMS)*
Leave*

Leave
administration

Leave
collection



Compensation
planning
Contract
management
Collective
bargaining
Career
management
Employee
self-service
Manager selfservice

Training
(HRDIS)*
Job
applicant
intake
Hiring
support
Job
applicant
self-service



DOP
Agency
Applications



Training
records
Training
administration
Competency
management
Data
Warehouse
Recruitment

Combined
fund drive.
Employer
advisory
services.
Executive
recruiting.
Applications operate in DIS IBM Mainframe environment.
2 DOP will decommission the Insurance system by August 30, 2003
3 HCA will implement the new MMS by June 30, 2003





Human resource
information
reporting

Financial 
accounting
Financial 
reporting
Budgeting
Accounts 
payable
Accounts
receivable
Cost
accounting
Labor
Distribution
1
Payroll labor
allocation
Time and
activity
reconciliation
Cost
accounting
feed
Salary
Projection
1
Insurance
Enrollment and
Accounting
2




Department of Personnel
Statewide
Accounting
1
Medical
Dental
Life and Longterm Disability
Insurance
Accounting



Salary project.
Budget allocation.
Salary
administration
Office of Financial
Management
Legend
Applications
•Meets business needs
•Partially meets business needs
•Does not meet business needs
IPMA Recap: Challenge
Interface Systems
Natural
Resources
Information
Services
Liquor
Control
Board
Labor
Unions
(2)
Credit
Unions
(10)
Utilities &
Transportation
Commission
Ecology
Legislative
Evaluation &
Accountability
Program
State
Printer
Retirement
Revenue
State
Patrol
Labor
and Industries
Labor
and
PAYROLL
& Services
Financial
Management
TRAINING
PERSONNEL
Criminal Justice
Training
Commission
INSURANCE
Social Health
and Services
Convention and
Trade Center
Financial
Higher Education
Political
Sub-divisions
RECRUITMENT
Employment
Security
Security
Public
Instruction
Fish &
Health Care
Authority
Fish &
Wildlife
Transportation
&
Wildlife
Marine Division
State
Treasurer
Social
Security
Administration
Internal
Revenue
Service
State
Auditor
General
Administration
Corrections
Insurance
Basic Health Plan
House
&
Senate
Health
IPMA Recap: Enterprise Architecture
• Definition – A holistic expression of the enterprise’s key business,
information, application, and technology strategies
– A set of processes that:
• are business strategy driven,
• are technology trend aware; and
• will evolve over time
IPMA Executive Summary - October 31, 2002
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IPMA Recap: Enterprise Architecture
• Critical Processes – Governance is key to business/IT dialogue
– Continually update the Migration strategy
– Enables iterative and incremental approaches
– Expands and evolves with each release
IPMA Executive Summary - October 31, 2002
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IPMA Recap: Enterprise Architecture
State and agency enterprise architectures
Points of
compatibility
State
Architecture
Agency
Architecture
Community of
Interest
Architecture
Agency
Architecture
IPMA Executive Summary - October 31, 2002
10
IPMA
IPMA- Recap:
Recap: Enterprise
EnterpriseArchitecture
Blueprint Plan
Information Providers(G2B & G2G)
Citizens, Visitors & Other Customers (G2C)
Fa
x
US Mail
In-Person
E-Filings Web/Portal Credit Cards
E-Forms
Payments
On-Line
EDI
Channel & Customer Relationship Management (CRM)
Others...
Employee Services
Environmental
Services
Enterprise Resource
Planning (ERP)
Justice Services
Public Safety Services
Education Services
Family Services
Employment Services
Health Services
Benefits Services
e-Procurement
Services
Enterprise Resource
Planning (ERP)
Tax Services
On-line G2B, G2G
Bulk Data Transfers
Legacy Applications
e-Application Middleware
Geographic
Information Systems
(GIS)
Decision Support
Others
Collections
Management
Payment Processes
e-Forms
EDI/EFT
Public Key
Infrastructure
Directory Services
e-Shared Services
e-Data Middleware
e-Data Bases
Customer Identity
Data Warehouse
Web Data
Base A
Web Data
Base B
Legacy Data Bases
Historical
&
External
Data
Legacy
Production
Data Base
A
Legacy
Production
Data Base
B
Web Data
Base C
Legacy
Production
Data Base
D
Legacy
Production
Data Base
E
Legacy
Production
Data Base
C
e-Marketing
e-Governance
e-Policies
e-Architecture
e-Standards
Permit Services
Supply Chain Management (SCM)
e-Security Management
License Services
e-Business Applications
Legacy
Production
Data Base
F
e-Infrastructure
Platforms/Servers
User Devices
(Desktop/Laptops/PDA)
Networks
(LAN/WAN/VPN,etc)
System Management
IPMA Executive Summary - October 31, 2002
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IPMA Recap: Enterprise Architecture
Enterprise Financial and Administrative Community
Financial
Management
Capital Asset
Management
• General Ledger
• Accounts Payable
•Travel Voucher
• Accounts Receivable
• Cost Accounting
Procurement
Management
• Purchasing
• Contracts Management
Supplies
Inventory
Accounting
Enterprise
Reporting
Vendors
Commodities
Data Warehouse(s)
Time / Labor
Distribution
Employees
Positions
Human
Resources/Payroll
• Payroll
• Personnel
• Positions
• Leave
• Benefits
• Applicants
• Retirement • Training
• Personnel Data Warehouse
• Financial Data Warehouse
• Procurement Data Warehouse
Budget &
Performance
.
• DSHS Integration (FRIP)
Budget
Management
• Capital Budget
• Budget Development
• Performance Meas. Tracking
• Allotment Management
Salary
• Version Reporting
Projection
• Fiscal Notes
2/15/2002
IPMA Executive Summary - October 31, 2002
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IPMA Recap: Enterprise Architecture
Organizational Guidance
Environmental Trends
Organize
Architecture
Effort
Business
Visioning
Strategic Planning
 Look 3-5 years out
into the future
 What information is
needed for each
strategy?
Define/Refine
Enterprise
Business
Architecture
Define/Refine
Enterprise
Information
Architecture
Define/Refine
Enterprise
Wide
Technical
Architecture
Define/
Refine
Enterprise
Application
Architectur
e
(Portfolio)
Document Current Environment
Implementation Planning
 Change Projects
text
text
text
text
 Information Projects
 Application Projects
 Technology Projects
Gap
Analysis
Migration
Planning
Copyright © META
Group, Stamford, Ct. Enterprise Architecture Governance and Evolution, Organizational Impact, and Communication
(203) 973-6700
IPMA Executive Summary - October 31, 2002
www.metagroup.com
13
IPMA Recap: Enterprise Blueprint Plan
• Objectives:
– Financial and administrative system changes/upgrades are
needed to:
• Maximize the value of the state’s IT investments
• Improve business process efficiency
• Provide valuable information
• Meet customer expectations for “modern” systems, e.g.,
web-based, integrated
IPMA Executive Summary - October 31, 2002
14
IPMA Recap: Enterprise Blueprint Plan
• Principles:
– Central systems and tools
• “Build it once”
• Support it centrally
– Common, central data stores
• Integration, efficiency, integrity, facilitate reporting
– Self-service
• To gain efficiencies
– More consistent coding across agencies
• To support the Enterprise view
IPMA Executive Summary - October 31, 2002
15
IPMA Recap: Enterprise Blueprint Plan
• Principles (continued):
– Incremental approach
• To manage risk and achieve early payoff
– Select high value projects
• To reduce system duplication
IPMA Executive Summary - October 31, 2002
16
IPMA Recap: Enterprise Blueprint Plan
Enterprise Strategies Committee (ESC)
The ESC is formed to sponsor and lead the incremental implementation of
comprehensive, coordinated enterprise-wide blueprint for financial and administrative
systems.
Best Practices
Steering
Committee
Governing for he
New Millennium
(G4NM)
Enterprise
Blueprint Plan
Work Group
Enterprise Strategies Committee
(Policy and Decision Making Body)
Directors of:
OFM, DIS, DOP, GA, CTED, DRS, L&I, HCA
Enterprise Strategies Work Group
(Task Force)
(Representatives from central service agencies and customers)
IPMA Executive Summary - October 31, 2002
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IPMA Recap: Governance Structure
Management Framework
Governance / Policy
Business
Technology
Change
Management
Budget
Staffing
M
a
n
a
g
e
m
e
n
t
IPMA Executive Summary - October 31, 2002
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IPMA Recap: Governance Structure
Initiatives and
Projects
Chain
Starts
Here
Customer Needs Shift from internal to
external customers
Architecture
Chain of Necessity
Vision of Service
Delivery
Architecture Design
Principles
IT Governance
IPMA Executive Summary - October 31, 2002
19
IPMA Recap: Governance Structure
• Definition – Governance is the inter-agency organizational structure that
provides a decision-making process to determine the services,
architecture, policies and standards for the enterprise information
technology.
– The institutionalization of a process that guides how individuals
and groups cooperate to manage technology.
– Governance provides a framework for making IT decisions.
– Governance consists of the body of rules, agreements, and
standards that define the basis for interaction between functions,
roles, departments, and people within the enterprise.
– Governance involves discussions about architectures, standards,
IT organization, deployment of IT people and skills, and IT cost
structures.
– The overall objectives and role of IT governance is to ensure that
IT organizational resources are targeted to deliver maximum
business value.
IPMA Executive Summary - October 31, 2002
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IPMA Recap: Governance Structure
Level of
Involvement
Stage 4:
Pioneering
Stage 3:
Proactive
Stage 2:
Reactive
Where Do
You Fall?
Stage 1:
Passive
IPMA Executive Summary - October 31, 2002
21
IPMA Recap: Operating Principles
• Definition – Operating principles are statements that help define how
an organization makes business decisions.
– Operating principles clearly define roles and
responsibilities.
– Operating principles are what an organization strives to
achieve.
– Operating principles address general business
operations, policies, standards, oversight, and resources.
– Operating principles provide the foundation for the
Information Technology Governance Charter.
– Operating principles need to be tested over time and
update as appropriate, ensuring they help facilitate
improvement of out information technology infrastructure.
IPMA Executive Summary - October 31, 2002
22
IPMA Recap: Your role!
Evolution of CIO Role and Enterprise Governance
CIO Role
Mainframe Era:
Conventional Plus
Distributed Era:
Transitional, Shifting
Web-based Era:
Hybrid, Emergent
• Functional Head
• Operational Manager
• Strategic Partner
• Expectation Manager
• Technology Advisor
• Business Visionary
• Technology
Opportunist
• Align IT with Business
• Drive Channel Strat.
Key
Responsibility • Deliver on Promises
Business
Input
• Advisor on ‘How to’
Not ‘What to do’
• Access to the Executive
Invited ‘Seat at Table’
• Member of Executive
Team or Assumed
‘Seat’
Major Tasks
• On-Time delivery
• Reliable operations
• Manage IT Department
• Provide Infrastructure
• Manage vendors
• Jointly Develop Bus./
IT Model; Leverage
Extra-structure
System
Objective
• Automate for
Efficiency
• Reduce Business
Process Cycle-time
• Integrate Client/
Supplier Value-Chain
Leadership
• Alert Line-Mgmt. to IT
Investment
Opportunities
• Set Direction and Secure • Define Office-of-the
Benefits from
Future; Lead effort to
“Selective” Outsourcing
Customer-centricity
State Enterprise Operating Principles Final Discussion
Please note:
• The following Operating Principles were discussed during IPMA
meetings held on October 4, 5 and 31. Discussion notes may be
viewed in the “Notes” portion of this presentation.
• During the IPMA meetings, it was discussed that the following
Operating Principles need to be adopted and charted, once the State
identifies their overall Governance structure and processes.
IPMA Executive Summary - October 31, 2002
Enterprise Operating Principles
• Business Principles
– We will seek business leadership commitment for enterprise
initiatives by presenting a business case that helps them
understand the benefits to the State and their Agency (crosswalk between benefits to the whole and benefits for each
participant)
– We will demonstrate our technology leadership by proposing
and championing innovative solutions to business executives
• As leaders, who truly understand the business of our
Agencies, we will advocate for changes in business service
delivery and processes in order to improve the
effectiveness of our organization
– Our common community needs to help support this effort – we all
need to be saying the same thing
– We need to be able to identify the win and where we can all move
forward together
IPMA Executive Summary - October 31, 2002
25
Enterprise Operating Principles
• Business Principles
– We will collaborate among departments in order to:
• Achieve return on investment in support of common
goals and requirements
• Share ideas, resources, technology research, and best
practices in the deployment of integrated services
• Achieve synergies in:
– Purchasing
– Applications development and deployment
– Research and development
– We will strive for increased efficiencies through the
implementation of self-service systems
– Our customer will use a single authentication process in
order to receive services
IPMA Executive Summary - October 31, 2002
26
Enterprise Operating Principles
• Budget/Resource Principles:
– Enterprise projects will be prioritized based on:
• Common Business need/goals
• Statewide ROI (State needs to define term)
• Availability of funding
• Support of long term architecture
– Conflicting priorities will be raised through the States
Governance structure (State needs to define structure
and process)
– Agencies will work collaboratively when seeking
funding
– Agencies will not initiate a project unless the
appropriate staffing is available to support it
IPMA Executive Summary - October 31, 2002
27
Enterprise Operating Principles
• Technology
– We will develop, maintain and support an Enterprise
Technology Architecture (ETA) that supports the
sharing, exchange and integration of agency data and
services
• We will develop, maintain and support ETA
standards
– We will support the development of shared services to
be utilized by agency departments
– We will embrace phased implementation in order to
reduce risk and recognize system benefits as soon as
possible
– Based on knowledge and understanding of our
business needs, we support the development and
reuse of common application components
– We will strive to eliminate redundant systems and
processes
– We will seek the best provider of a solution
(commercial off the shelf or custom build)
IPMA Executive Summary - October 31, 2002
28
Enterprise Operating Principles
• Data
– Agency data/information is a State enterprise resource
regardless of its physical location, and departments will
collaborate to manage it as such
– We will implement security policies and standards that
will protect systems, networks, resources, and data
from loss and unauthorized access, use, modification,
destruction, and disclosure
– We will create and implement a process for the
creation, deployment, maintenance and retirement of
information
IPMA Executive Summary - October 31, 2002
29
HR/Payroll Operating Principles
• Change Management Principles:
– We will ensure all employees receive the basic training
necessary to operate the IT systems necessary to support
their business functions
– We will support change management practices in order to
ensure successful system deployment. Our focus will include
• Leadership demonstrates their support of the change
management process
• Education and outreach
• Communication that is open, timely, and accurate
• Articulate the benefits of change
IPMA Executive Summary - October 31, 2002
30
HR/Payroll Operating Principles
Please note:
• The following Operating Principles were NOT discussed, as it
was determined that the HR/Payroll team had already
completed a similar exercise.
IPMA Executive Summary - October 31, 2002
HR/Payroll Operating Principles
• Technology - HR/Payroll Community Principles:
– As an HR/Payroll community, we will work to find and
launch our efforts based on commonality
– As an HR/Payroll community we agree to centralized
systems, data and tools, when there is a supporting
business case
– We will develop plans for the assessment, migration
and retirement of duplicate HR/Payroll processes,
services and products.
• Before we retire something, we need to be assured
that we will get the same or improved level of service
• Or (there is disagreement here)
• We need to be willing to accept a reduced level of
service
– We will establish individual service level objectives that
will allow us to monitor and track the state’s HR/Payroll
programs and services to determine if stated outcomes
are being met
IPMA Executive Summary - October 31, 2002
32
BREAK
IPMA Executive Summary - October 31, 2002
Governance Structure
• Background
• Structure
• Chartering
IPMA Executive Summary - October 31, 2002
Introduction to Governance
Key Elements in Review
Information Constitution
 Framework for making
informed IT decisions
 Defines roles and
responsibilities



Enterprise First





Governance Board
Members
Executive sponsor
Department executives
CIO
CFO
Partners
Silos Second



Fuse IT
and
Business

IT-Savvy Board
Takes enterprise
approach to IT
management
Merges IT and
business planning
Uses IT to facilitate
mission and goals
Owns IT projects
Monitors success
metrics
Engages in continual
education
Prioritizes IT
investments
IPMA Executive Summary - October 31, 2002
35
Introduction to Governance
The Next Generation
Action Items:
 Build extra-agency
view of governance
 Include constituents,
partners, advocacy
groups
 Develop cooperative
architecture
Governing
(Policy/
Regulations)
Governance
Global Governance
(Multiagency)
IT Governance
(Single Agency)
Time
IPMA Executive Summary - October 31, 2002
36
Introduction to Governance
Agency
Mission
Culture
Organization
Business
Process
Technology
Transformation
IT Governance
Intellectual Capital
Constituent
Feedback
Adapted from J. Carr, “Human Factors: A New Perspective for Software Systems
Development”
Services and
Products
IPMA
Executive Summary - October 31, 2002
37
Introduction to Governance
• Governance Structure High Level Implementation Steps
– Formalize IT Governance Structure
– Test IT Governance Structure
– Modify IT Governance Structure as Necessary
– Fully Implement IT Governance Structure
IPMA Executive Summary - October 31, 2002
38
IT Governance Structure
IPMA Executive Summary - October 31, 2002
IT Governance Structure
• Purpose of Governance
– Ensure that business strategy drives IT decisions
– Ensure the organization is supported by a stable and secure IT
infrastructure
• Responsibilities
– Make decisions regarding IT strategic directions
– Approve key IT policy and program decisions
– Set priorities for IT projects, ensuring they support business needs
– Monitor implementation of IT Strategic Plan
– Remove barriers to IT project implementation
– Report results to Executive Staff
IPMA Executive Summary - October 31, 2002
40
IT Governance Structure
• Purpose of the IT Governance Board
– Provide IT Governance Board and CIO with proposals
and guidance regarding technology solutions, policies,
standards, and procedures
• Responsibilities
– Review alternatives and prepare recommendations for
review by CIO
• Conduct technical analysis to support business
needs
– Ensure coordination of technical activities between
centralized IT staff and business unit IT staff
– Facilitate knowledge sharing and exchange between
centralized IT and business unit IT staff
– Monitor and report on appropriate IT projects
– Facilitate implementation of IT Strategic Plan initiatives
IPMA Executive Summary - October 31, 2002
41
IT Governance Structure
• Membership
– An appropriate IT Governance Board member as Chair
– Technology experts
– Business experts
• Familiar with business processes or issues being
addressed
– External Service Providers as appropriate
IPMA Executive Summary - October 31, 2002
42
IT Governance Structure
• Sub-Committee Purpose
– Provide Governance Board and CIO with proposals and
guidance regarding technology solutions, policies, standards
and procedures
• Responsibilities
– Review alternatives and prepare recommendations for review
by CIO
– Conduct technical analysis to support business needs
– Ensure coordination of technical activities between
Department IT staff and Information Technology Division staff
– Facilitate knowledge sharing and exchange between IT
Department and Information Technology Division staff
– Monitor and report on appropriate IT projects
– Facilitate implementation of strategic initiatives
• Meet as necessary
– Monthly at a minimum
– Reports coincide with Board meetings
IPMA Executive Summary - October 31, 2002
43
Sample IT Governance Structure
A: Decision-Making Bodies
Executive Officer
B: Advisory Committees
Security and Privacy Steering
Committee
Enterprise Technical
Architecture and Standards
Steering Committee
IT Resource Allocation
Steering Committee
C: Task Forces
Application
Architecture
Task Force
Data Task
Force
Servers,
Desktops and
Networks Task
Force
E-Government
Task Force
Employee
Excellence
Communication and Change Management
IT Governance Board
IPMA Executive Summary - October 31, 2002
= Direct Reporting
Relationship
44
IT Governance Structure
Assess where you are
A. Decision-Making Bodies
IT Executive Steering
Committee
Architecture
Council
Executive Business
Management Team
B. Advisory Committees
Strategic Planning
Team
E-Gov Steering
C. Workgroups/Task Forces
Server and Desktop
Management
E-Gov Team A
E-Gov Team B
Team
Security Team
Privacy Team
D. Information Sharing/Coordination Forums
Project Oversight
IT Forum
Technology Forum
IPMA Executive Summary - October 31, 2002
45
Washington’s Governance Structure
Sp Cab
on in
so et
Enterprise Strategies
rs
hi
Committee
p
y
c
i
l
Bu
Po
s
Information Services Board
Ru ines
le s
s
Dept. of
Info. Services
e
r
tu
Enterprise Management Group
c
ru
t
s
ra Technical Architecture Advisory Group
f
In
s
n
o
ti
Ap
ca
i
l
p
ESD
St
a
nd
ar
ds
DIS Customer Advisory Board
DOL
L&I
DOH
DSHS
IPMA Executive Summary - October 31, 2002
46
Governance Chartering
IPMA Executive Summary - October 31, 2002
Governance Chartering
A Governance Charter communicates to your organization how and
why decisions will be made (IT and/or business). Charter includes:
• Preamble
• Introduction
–
Values
• Information Technology Governance
Council, Advisory Committees and
Task Forces
– Organization Structure Overview
– IT Governance Board
» Mission
» Responsibilities
» Membership
» Meetings and Attendance
» Decision Process
» Exception Process
– Advisory Committees
» Responsibilities
» Membership
» Meetings and Attendance
» Reporting
» Decision Process
•
– Task Forces
» Responsibilities
» Membership
» Meetings and Attendance
» Reporting
» Decision Process
IT Operating Principles
– General
– Policies, Standards and Oversight
– Resources
– Project Management
– Security
– Systems and Networks (Including
Desktops)
– Applications
– Data and Information
IPMA Executive Summary - October 31, 2002
48
Governance Chartering
Governance Board Purpose/Responsibilities - Example
•
Working with Executive Leadership to understand business needs and set
department direction, the IT Governance Board will be responsible for:
– Identifying, developing, and recommending IT policies (Policies are
approved by Executive Staff)
– Developing and approving implementation procedures, and tracking and
monitoring processes to support IT policy
– Establishing department-wide automation priorities, including new
development and on-going maintenance operations
– Approving information technology projects that fit within existing budget
resources
– Recommending information technology projects that require budget
augmentation (BCPs) for approval by Executive Staff
– Approving the allocation of resources to support automation (staff and
dollars)
– Working to resolve IT issues and challenges
– Monitoring implementation of the IT strategic direction
– Communicating directions or decisions with Executive Staff and the
organization, using existing communication and change management
vehicles as appropriate
IPMA Executive Summary - October 31, 2002
49
Strategies
Please note:
• The following Strategies were discussed high level in
concept only.
• They should be viewed as things to consider only.
IPMA Executive Summary - October 31, 2002
Enterprise Implementation Strategies
• We will identify our community’s common goals and
requirements.
• We will implement a formalized process to ensure our
collaboration leads to active decision-making (e.g., expand
governance framework).
• Establish project governance that ensures timely decisionmaking while taking into consideration staff input.
• Develop a business driven technical architecture that establishes
capability standards.
• Identify shared application services that can be leveraged by the
core system and interfacing applications.
• Design data logically to support a single customer based system.
IPMA Executive Summary - October 31, 2002
51
Enterprise Implementation Strategies
• Focus business application design on providing customer
centric self-service.
• Implement a single authentication for State systems.
• Develop a budget allocation process that ensures all
Agencies have the funding necessary to support
HR/Payroll implementation and maintenance.
• Establish State enterprise mechanisms to govern and fund
the development of new services that address business
and technical needs (includes R&D money).
• Conduct a skills assessment of individuals involved with
the HR/Payroll system to determine the training needed to
support it.
• Ensure HR/Payroll system contracts include staff skills
transfer requirements.
IPMA Executive Summary - October 31, 2002
52
Enterprise Implementation Strategies
• Develop and implement a cultural change management
program that ensures customer buy-in and use of the new
HR/Payroll system.
• Develop communication mechanisms to ensure
stakeholders are provided with timely and clear
communication regarding changes (their impacts and
benefits).
• Articulate the vision and the importance of the project
IPMA Executive Summary - October 31, 2002
53
Session Wrap-Up
IPMA Executive Summary - October 31, 2002
Session Wrap-up
• What will we do tomorrow?
– Conduct a test of the principles
• HR/Payroll (internal)
• Financial
• Possibly an external test
• The process can work for other projects
• Testing the values
• Important to building of the
architecture/infrastructure
• Take principles back to own agency
• Expand from IT problem only to business
challenge(s)
IPMA Executive Summary - October 31, 2002
55
Next Steps
Stuart McKee
IPMA Executive Summary - October 31, 2002
Thank you!
IPMA Executive Summary - October 31, 2002