Transcript Continues Improvement

Presentation to the New York State Project
Managers Community of Practice
June 24, 2010
Agenda


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
The First Big Challenge
SFS Program Overview
Today’s Challenge
Lessons Learned
2
Agenda




The First Big Challenge
SFS Program Overview
Today’s Challenge
Lessons Learned
3
SFS Program Background
FOCAS Project
To implement new financial processes in
OSC
11/04
7/06: PeopleSoft Software Selected
8/07: Deloitte Consulting Hired to Implement
5/07: Joint Governance
Structure, Joint
Timeline, Joint Budget
7/08: Vision: Two
instances with SOA
middle layer and shared
master data
10/09: SFS Program
One instance, one team,
one location
8/5/09: IBM Hired to Implement
6/08: PeopleSoft Software Selected
NYFMS Project
To implement new financial processes in a
statewide FMS
9/05
4
October 2009 Decision to Merge
What will this do
to our timelines?
Merger
NYFMS
What will our
teams reaction
be?
FOCAS
How will we
operate with two
contractors?
What do we tell
stakeholders?
What will my role
be?
5
Kick-off Meeting to Plan
What our are HR
Processes?
How do we align
Contractors?
People
How will we manage SFS
finances, requirements,
communications going forward?
Process
What tools do we
use each day?
What is the
architecture of SFS?
Systems
What will be the new
reporting structure
for the team?
How will decisions
be made?
Organization
Location
Governance
What needs to
change to co-locate
the project teams?
6
Other Initial Key Activities


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Collaboration Area for Sharing Documents
Interim Transition Issue and Risk Processes
Preliminary Review of Current Work
Options
1. Stop
2. Continue as Planned
3. Continue with Changes
In-flight Activities
7
Organizational Chart
Challenges:
• In terms of the merger, Team Members needed to feel comfortable with how they fit
in.
• Could an OSC resource report to a DOB resource or vice versa?
Managers
Team
Leads
Team
Members
8
Organizational Chart - Communications
Merger Communications Plan
 Weekly Transition Meetings
 Weekly Leadership Meetings
 Email Bulletins
 Bi-Weekly / Monthly All Hands Meetings
9
Location
Challenges:
• Where could we house the combined teams?
Selected
State
Campus
Designed
Layout
Build Out
Space
First Wave
Move
Second
Wave Move
10
People
Challenges:
• Would everyone become an OSC employee or a DOB employee?
• How would we manage our consultants?
IBM
Contract
•
•
•
•
Two different contracts
Two different scopes
Some similar deliverables
At different points of their
implementation
Transition
Task Orders
•
•
•
•
Deloitte
Contract
Impact Analysis
Roadmap
Executive Presentation
Integrated Schedule
11
People – Impact Analysis Process
Kick-off
Meetings
Validate List
Detailed
Assessments
Impact Analysis Spreadsheet
Option
Development
Impact
Template
Decisions
Contract
Changes
Change
Impact
Log
12
People - Schedule
Challenges:
• What would the merger do to our existing timelines?
• How can we position ourselves to be successful?
• How do we manage two work streams at different points?
• What will our new integrated schedule look like?
13
Systems
Challenges:
• How will we work with two service providers?
• What tools will the team use?
Team Solution
Architecture
SFS Solution
Architecture
14
Process
Challenges:
• How will we work going forward?
Requirements
Management
Financial Management
Configuration
Management
Internal Audit
Schedule Management
Scope
Management
Document
Management
15
Governance
Challenges:
• How are decisions made?
Transition Governance
Implementation Governance
Operational Governance
16
Governance
Governance
Board
Program
Steering
Committee
SFS Program
Leadership
Joint
Infrastructure
Committee
17
Agenda




The First Big Challenge
SFS Program Overview
Today’s Challenge
Lessons Learned
18
Current State
Office of the State
Comptroller
Central Accounting System
Agency
Financial
Systems
60+ Agencies
using 260
Systems
19
SFS Program Vision
Statewide Financial System
“Specialized”
Agency
Financial
Systems
60+ Agencies
using 120
Systems
20
Goals
Save
Money
Drive
Standardization
Improve
Reporting
• Reduce overall systems costs through the elimination of redundant
data and systems
• Leverage the State’s buying power
• Streamline and standardize business processes
• Replace paper with electronic documents and approvals
• Improved workflow and tracking of transactions
• Stronger Financial Controls
• Centralized vendor and customer information
• Access apples-to-apples state-wide financial information at more
detailed levels
• Greater transparency
• Enhance ability to meet legally-mandated reporting requirements
21
SFS Program Objectives
1.
2.
3.
Support Today
Build for Tomorrow
Sustain for the Future
22
Functional Scope
End Vision – All Functions fully implemented
(15,000+ core users)
Asset Management
Phase 1 Scope (7,000 + core users)
Inventory
Management
Grantee, State as
Bid Development /
eProcurement
(Strategic Sourcing)
Core Financial &
Procurement Functions
Treasury / Cash
Management
Grantor, State as
Data Warehouse and
Business Intelligence
Contract Audit
Management
General
Ledger /
Commitment
Control
Purchasing /
Statewide
Vendor File
Accounts
Payable /
Travel
Accounts
Receivable /
Non-Tax
Revenue
Project
Accounting
(Federal
Grants,
Capital & IT
Projects)
23
Organizational Scope – Phase 1
15,000 users
24
Organizational Scope – Fully Deployed
43,000 users
25
Phase 1 Agencies – 49 Agencies
Technical Scope



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Infrastructure
Connectivity
Security
Portal
Disaster Recovery
High Availability
The SFS Program is supported by both OSC CIO and OFT in
implementing the Technical Scope for SFS.
27
The SFS Story will evolve…



Human Resources
E-commerce initiatives
Shared Services
28
Agenda




The First Big Challenge
SFS Program Overview
Today’s Challenge
Lessons Learned
29
Key Decision for the SFS Program
Buy
Packaged
Software
Build a
Custom
Solution
30
SFS is a….
Business Transformation Project…
People
Technology
Process
Requiring a Strong
Change
Management
Approach
31
Fit-Gap Sessions
PeopleSoft
Works This
Way
Fit!
SFS
Configuration
Design
Does that
work for
NYS?
Gap!
1. Can we change the New York State
process?
2. Can we change the New York State
policy?
3. Can we buy additional software?
4. Can we customize the system?
32
The Results – Part I
OSC Fit/Gap
31%
Gap
18%
Gap
Total SFS Fit/Gap
231
142
1079 82%
310
Fit
69%
Fit
SFS Overall Program Fit/Gaps
Module
Agency Fit/Gap
10%
Gap
89
769
90%
Fit
Agency
OSC
Total
Budget
32
0
7
General Ledger
13
15
18
PO/AP/Travel
34
49
24
Billing/AR
10
3
8
CAM/Technical
0
13
32
Cash Management
0
30
19
Grant/PC
0
4
4
Vendor
0
28
5
Total
89
142
231
33
The Results – Part II
Organizational Impacts
Change Agents
• Policies & Procedures
• Forms
• Organizational
Workloads
• Technology
• Development of the
Change Network
• Future “Super Users”
34
Change Management Levers
Communications
Organizational
Readiness
Training
35
Communications Management
The Change Commitment Curve
COMMITMENT
ACCEPTANCE
UNDERSTANDING
AWARENESS
LACK OF
AWARENESS
CONFUSION
DISSENT OR
PASSIVE
RESISTANCE
Commitment Curve resulting from targeted communications
Commitment Curve due to a lack of or unsuccessful, non-targeted communications
OPPOSITIO
N AND
FAILURE
Copyright © Accenture 2005. All Rights Reserved.
36
Stakeholder Map
OSC
CUNY/SUNY
Public
Authorities
Treasury
SFS
Program
State
Agencies
Existing and
Potential NYS
Vendors
The Public
The
Legislature
Local Govt Municipalities
37
Agency Engagement Points
Primary Liaison
to SFS
Agency
Coordinators
Conduct
Agency-Specific
Transition
Activities
Shape a
Statewide SFS
Solution
OSC Bureaus /
Extended Team
(SMEs)
Implementation
Team
Trainers
Deliver all EndUser Training
38
Communication Tools
Monthly Stakeholder
Meetings
Agency Implementation
Guide
SFS Website
Data Conversion Guide
… and more to come
Monthly Flash Bulletins
Chart of Accounts Guide
39
Organizational Readiness
Organizational
Impacts
Agency Planned
Interfaces
Task List
--------------------------X --------------
Monthly
Dashboard /
Readiness
Summary
Measures people,
process, system, data,
and infrastructure
readiness
40
Training Approach
Organizational
Impacts
Training Needs
Analysis
Improve as
Needed
Training
Plan
Training
Curriculum
Develop
Materials
Deliver
Training
Assess
Training
41
Training Goals
Ongoing Training
(UPK/Job Aids)
Commitment
Ability to Support Change
Go Live Support (UPK/ Job Aids)
Acceptance
System Training / Business Process Training
(UPK/Sandbox/Presentation)
Understand
Overview Training (Presentation)
Awareness
General Communications, Prerequisites
Time
42
Agenda




The First Big Challenge
SFS Program Overview
Today’s Challenge
Lessons Learned
43
Lessons Learned






Avoid mergers in the middle of your project
If you are involved in a merger, involve as many others as
possible to foster buy-in.
If you are involved in a merger, define an endpoint and get
to a new “business as usual” ASAP.
Communicate, communicate, and then communicate
some more
Don’t underestimate the importance of change
management.
Define a strong, but flexible change control process
44
Questions
45