Transcript The Do’s and Don’t of Modernization

The Do’s and Don’t of Modernization
AAMVA Panel Discussion, July 18, 2012
Nancy Dumais, Program Manager
CT DMV Modernization
Current State
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Summary:
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CT Modernization (CIVLS)
• Under contract with 3M
» Fixed Price
» Start: Jan 2010
» Target completion - 2013
• MOTS solution approach
• Scope: Full, agency-wide, integrated solution all DMV business areas
» Regulated Business Licensing (Dealer Licensing, Driving School Licensing, Fiscal)
» Vehicle Services: Title and Registration (R2)
» Driver Services: Licensing and Sanctioning (R3)
• Timetable (see graph, next slide)
• Summary Status (Green, Yellow, Red): Time, $$, Schedule
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CIVLS Project Timeline
1Q
CIVLS
Kickoff
2012
2011
2010
2Q
3Q
4Q
1Q
2Q
3Q
4Q
1Q
2013
2Q
3Q
4Q
Licensing Managed and Regulated Businesses
Release 1
Mar 2011
Web Renewals – Dealer Licensing
Release 1A
Release 2
4/2011
Feb/Mar 2012
Vehicle Services: Registration & Title
Nov 2012
9/2010
8/2011
Release 3
Driver Services: Licensing & Sanctioning
Jun
2013
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Our Journey to Modernization
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Initial Approach: ReROD/RTOL
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ReROD: Custom Build (in-house)
RTOL: Custom Build (vendor to develop)
Got firm handle on AS-IS and TO-BE Environment –
Strategic Operational Assessment and Future State Design (BCP2)
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Driven by DMV Strategic Plan
Assessed Current State
Incorporated DMV Best Practices
Developed Future State Business Processes
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Developed Future State Technology Architecture
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Stepped back: New Approach: A COTS/MOTS Enterprise Solution
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What’s COTS/MOTS?
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Confirmed availability of COTS/MOTS solutions in marketplace
Took “Deep dive” on key DMV business processes
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Documented “core” business requirements to DMV “Repository”
“Signed off” by DMV Business Owners
Documented “supporting” DMV business processes and requirements
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Audit, Records Management, etc.
Completed RFP & Contracting Process
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Design workshops with DMV Staff
“Re-signed off” by DMV Business Owners
Issued RFP
Conducted 2-Day, On-Site Hands-On Demos for all vendors
Negotiated Contract
Documented Business Rules
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On-going
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Panel Topic Areas: Experiences
RFP Drafting
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RFP Drafting: April – July, 2008
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Lessons learned from prior RFP modernization
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Significant preparations paid off
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Engaged IBM consultants for Strategic Operational Assessment and Business Requirements
Surveyed other states on modernization activities and lessons learned
Developed “readable” RFP/Requirements for MOTS solution
Successful “hands-on” vendor evaluation process
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RFP too big, too detailed, hamstrung proposers, complicated negotiations, ultimately cancelled award
Filtered out all but experienced vendors (3 bid)
Was a “hands-on” operational prototype used as basis for evaluation
Broad agency representation at Executive and business unit level
Selected vendor team: Prime Vendor/Integrator + Product Vendor
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Learned lesson: choose vendor with a stake in the product and the DMV market
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Panel Topic Areas: Experiences
Contract Negotiation
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Contract Negotiation: March – July, 2009
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Benefited from external support from legal, business, technical, contractual experts
Negotiated a “deliverables-based” contract
6 month delay from AG Office
Kickoff Feb 2010
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Panel Topic Areas: Experiences
Project Management
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Project Management
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Contracted with Prime vendor as Integrator; Product vendor as sub
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It really “takes a village”: It does, but how do you shepherd the flock?
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CT found that the partnership didn’t work as well as working directly with Product Vendor
Significant internal state staff required: staff depth of expertise mixed; staff unaccustomed to large-scale
project work
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Average staff support level: 19 people (core team + part-time SMEs)
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Consultant staff required for specialized expertise areas
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IT staff challenges (DMV IT, State IT)
Roles/Responsibility challenges (hard to make boundaries: Who really owns what? Who decides what?)
Turnover challenges: It really takes continuity, but how do you keep the team in tact throughout?
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State
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1 State PM throughout; 8 Vendor PMs
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Commissioner turnovers: Administration changes, legislative changes, agency interface changes
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Business Owner changes due to org changes and retirements
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Retirees left major knowledge and experience gaps
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Changes made decision-making challenging
Vendor(s) staff changes:
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PM turnover in Prime Contractor team
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PM turnover in Subcontractor team
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Overall: 8 Project Managers to date
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Significant learning curve and transition pains with each transition (business analysts, technical staff,
management staff)
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Panel Topic Areas: Experiences
Project Management
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Project Management (continued)
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Solution Design challenges: paid for “integrated” solution; not fully realizing it (prepare to bend)
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“Integrated solution” easier said than done
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Vendor product(s) not really “plug and play” – not fully consistent functionality across product suite
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Product and solution “silos” hard to breakdown
“customer-centric” easier said than done: individual customers, organization customers (Dealers, Leasing
companies), all have challenges in data, business processes, implementation, etc.
Iterative Phases: A challenge but necessary
Lessons Learned:
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Dig in up front in 1st 90 days
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with hands-on teams including business owners, IT, solution developers
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reconcile what’s in and what’s out UP FRONT
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Panel Topic Areas: Experiences
System Deployment
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System Deployment
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Multiple, overlapping releases –
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Data, Data, Data!
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R1 proved out infrastructure with small business area
R1A proved out web infrastructure
R2 – in process, learned from prior releases
Conversion and data quality issues abound
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Caused Release 1 GO LIVE slip
Stick to Schedule, or STOP
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Panel Topic Areas: Experiences
Training
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Training
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Lessons Learned: TRAIN EARLY, TRAIN OFTEN
• Release 1 – Training delivered just prior to GO LIVE
» Too much change in too short a time
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New system, new processes, new roles
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Timing conflicted with peak workload periods
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Training gaps experienced post-GO-LIVE
• Release 2 and Release 3 – Revised approach
» Conducted hands-on, “out of the box” training EARLY
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Trained Project team members, Business owners, Managers, and SMEs
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Improved “MOTS” understanding during design work
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Trained Branch personnel EARLY (12 months prior to GO LIVE)
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Trained Branch Managers as “Trainers” (with support from Project Team)
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Rolling Branch office closures (2-4 days) over 2 months (Feb/March)
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Branch Managers delivered hands-on, in-Branch training to all Examiners
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THREE stages of Training: (1) “Out-of-Box”, (2) CT-specific, and (3) GO LIVE
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Commissioner, Project Manager met with all Branch staff at all Branch offices
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Results: (via direct feedback and on-line survey results)
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Tangible demonstration of management commitment to Project and Staff
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Improved understanding of new system, new processes, and new policy changes
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Built support and advocacy for modernization
Discussion / Q&A
Questions?
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