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Kenan-Flagler Business School
Project Management Committee Kick-Off Meeting
State of North Carolina
November 10, 2004
www.osc.state.nc.us
HR/Payroll Planning
2©2004 Deloitte. All rights reserved.
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
3©2004 Deloitte. All rights reserved.
Introductions
Project Management Committee 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
OSC Management Robert Powell Gwen Canady
Project Team Linda Hudson Shannon MacFarlane Lowell Magee Bradd Craver Dorie Kehoe James Stovall Katie Beacham Others TBD
4©2004 Deloitte. All rights reserved.
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
5©2004 Deloitte. All rights reserved.
SBIP Status to Date
Legend: This ProjectPast Projects Future Projects
Past Current Future – HR/Payroll Future - SBIP
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
Statewide Business Infrastructure Project – HR/Payroll Planning Project
• Refine and collect information
• Identify process re-engineering opportunities and organizational structures)
• Identify Change Management needs and strategy
Statewide Business Infrastructure Project – HR/Payroll Bid Preparation Project
• Develop bidding document for implementation
• Select Vendor for HR/Payroll Implementation
Statewide Business Infrastructure Project – HR/Payroll Implementation Project
• Implementation
Statewide Business Infrastructure Project – Enterprise Data Warehouse
Statewide Business Infrastructure Project – Budget & Financials
Statewide Business Infrastructure Project – Tax & Revenue
6©2004 Deloitte. All rights reserved.
SBIP Governance Structure
SBIP Program Steering Committee(PSC)
SBIP Program Management Office(PMO)
HR/Payroll Project (Year 1)
Tax and Revenue Project(Year 5)
Budget/ Financials Project(Year 3)
Enterprise Data Warehouse (EDW) (Year 1)
HR/Payroll Project
Management Office
(HR PMO)
HR/Payroll Project Management Committee (HR PMC)
HR/Payroll Selected Vendor(s)
HR/Payroll Subject Matter Experts (HR SME)
EDW Project
Management Office
(EDW PMO)
Budget/ Financials
Project Management
Office (BF PMO)
Tax and RevenueProject
Management Office
(TR PMO)
Tax and Revenue Project Management Committee (TR PMC)
Budget/FinancialsProject Management Committee (BF PMC)
EDW Project Management
Committee (EDW PMC)
EDWSelected Vendor(s)
Budget/FinancialsSelected Vendor(s)
Tax and RevenueSelected Vendor(s)
Tax and Revenue Subject Matter Experts (TR SME)
Budget/Financials Subject Matter Experts (BF SME)
EDW Subject Matter Experts (HR SME)
7©2004 Deloitte. All rights reserved.
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
8©2004 Deloitte. All rights reserved.
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.
9©2004 Deloitte. All rights reserved.
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
10©2004 Deloitte. All rights reserved.
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
11©2004 Deloitte. All rights reserved.
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
12©2004 Deloitte. All rights reserved.
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
13©2004 Deloitte. All rights reserved.
High Level Project Timeline
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
HR – Group I I
• Compensation Management
• Job and Salary Surveys
• Position Evaluation Analysis
• Benefit Administration
• Workforce Analytics• Organizational
Management• Employee Self
Service• Leave Tracking
Payroll
• Payroll Administration
• Payroll Processing• Labor Cost
Distribution• Time Collection &
Management• Budget Support
Technical
• High level technical requirements
• Security• Infrastructure• Integration
Plan ExecuteVision Close
• – Project Status Report– Final Deliverables– Offsite Working/Holiday
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
25 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7 14 21 28 7 14 21 28 4 11 18 25
• • • • • • • • • • • • • • • • • • • • • • •
Group I
Group I I
Payroll
Change Management
Technical
Date
Project Management
Month Dec
Project Week
Human Resources
Nov J an Feb March Apr
14©2004 Deloitte. All rights reserved.
HR/Payroll Project Planning Phase
Ta rget newge ogra phie s
Expand out reachcha nne ls
D eve lop n ew serviceo fferin gs
Inc rease focus o ncon stitu ency ne eds
Inc rease focus o nmo st be nef icialservices
Inc rease focus o nmo st ef fectiveou treac h m etho ds
Im prove bra ndstre ngth an d go od w ill
Im prove access toinfo rma tion andan alytic al to ols
Im prove ou treac hski lls of staf f
Ta ilor o utrea chme thod s to targ etpo pulat ions
Ta ilor services to newcon stitu ent segm ent s
E volve se rvicefe atu res, f unct iona litya nd v alue
Im prove tot alcon stitu encyexp erie nce
Inc rease focus o ncon stitu ency ne eds
Im proveres pon siven ess tocon stitu ent feed back
Im proveun ders tand ing o fcon stitu ent need s
Pro actively man agetra nsitio n po ints( li fe e ve n ts , e n d s o fco n tr a c ts a n d le a se s , e tc .)
Ta ilor service de liveryma nag eme ntap proa ches tocon stitu ent segm ent s
Ma inta in eff ectivecom pe titivefun ction ality and valu e
O ffer v alue -add ingse rvice bun dles
Im prove ef fectivene ssof outreach pro cess es
Im plem ent proa ctivean d re activ e ou trea chca mpa igns
In crea se fo cus onco nstituency ne eds
In crea se fo cus onm ost e ffec tivese rvice s
In crea se fo cus onm ost e ffec tiveou trea ch m etho ds
Im pro ve reten tion andw in-b ack proce sse s
In crea se focus onconst ituen cy n eed s
Im pro vecomp etitiv ene ss ofservic e of fering s
S hort en time t od elive r se rvice s
Im pro ve b randa ware ness / e leva teb rand ima ge
Im pro ve d eve lopm enta nd p rote ction ofin telle ctua l cap ital
Im pro ve servic efe atu res
Im pro veservic e qu ality andre liab ility
Im pro ve servic eli fecyc le m ana gem ent
Im pro vecomm unicatio n/coord ination w ithservic e de liverycente rs
R atio nalize an d/orre focu s ou trea chstrate gies
R atio nalize an d/orre focu s se rvice s
R atio nalize an d/orre focu s ta rget edconst ituen t se gme nts
I mpro ve camp aignd esig n an dm ana gem entp roce sses and too ls
Im pro ve skills ofm arke ting /out reachstaff
P rovid e staff w ithb ette r ma rket andconst ituen tin form atio n
I mpro ve servic especi ficat ionp roce sses
I mpro ve servic ela unch processes
Im pro ve t ailoring o fo utre ach approach esto con stitu entsegm ents
Im pro ve t erms w ithservic e provide rs( r e se a r ch e r s , in fo rm a ti o ns e r v ice s , o u tre a c h ch a n n e ls ,e tc .)
Imp rove emp has is onserv ice q ualit y an dease of service
Des ign services f orease-of-use / sel f-serv ice
Incre ase use of lo wer-cost serv ice a ndinformation c hann els( co n t a c t ce n te r s , a u to m a te dvo ice r e sp o n se , w e b e tc .)
Imp rove workforc eplan ning and dispatchprocesse s an d to ols
Imp rove cap acity /dem and plan ningprocesse s, skills a ndtools
Imp rove serv ice a ndsupp ort processe s
Imp rove skills ofserv ice s taff
Prov ide staff w ithbetter co nstit uen tinformat ion( p r o f i le s, tr a n sa ctio nh is to r ie s , e tc.)
Imp rove term s w ithserv ice p roviders( n e tw o r k s e rv ic e s ,o u tso u r ce d fu n c tio n s , e tc .)
Imp rove term s onleas ed s ervic e as sets( co m p u te r s , ve h ic le s , e tc .)
Im prove fo reca sting ,pla nnin g an dprioritization skills an dtoo ls
Im prove cre ditan alys ispro ces ses
Im prove sk ills o fse rvice delivery staf f
Im prove invoicin g/co llection p roce sses
Im prove te rms w ithse rvice pro viders( d e l ive r y se rv ice s ,o u tso u r c e d fu n c tio n s , e t c .)
Co nsolidate and /orre-a rchit ect d atasto res
Inc rease util izatio n o fIT, telecom andnet work reso urce s( se r ve r s, ro u te rs , n e tw o rkca p a c ity, e tc .)
Imp rove des ign,develop men t an dtes ting p roce sse s
Imp rove ope ratio nsma inten anc e an dcha nge man age men tpro cess es
Imp rove end use rsup port andadm inis tratio npro cess es
Imp rove sele ctio n,acq uisit ion a ndcon tract ingpro cess es
Imp rove inst allat ion/dep loym entpro cess es
Imp rove skil ls of staff( te c h n ica l a n d p r o je c tm a n a g e m e n t)
Imp rove disp atch ,dia gnostic, resolutionand rep lace men tpro cess es
Imp rove term s w ithservice prov iders( co n tra cto r s , n e tw o r kse r v ice s, co n su l ta n ts , e tc . )
Imp rove term s o npurchased a nd lease dassets ( PC s , se r ve rs ,n e tw o rk e q u ip m e n t, le a se dlin e s, e tc . )
Im prove terms o npu rcha sed and leas edrea l es tate, furn iturean d fix tures
Inc rease ut ilizat ion o frea l es tate
Im prove ca paci ty/de man d pla nnin gpro ces ses a nd tools
Im prove RE de signan d de velo pme ntpro ces ses
Im prove op erat iona lpro ces ses( a d m in is tra tio n , se c u r i ty ,e n e rg y , a n d m a in te n a n c e )
Im prove RE selectio n,ac quisi tion andco ntrac ting processe s
Im prove REim prov eme nt an dde ploy men tpro ces ses
Im prove terms w ithse rvice prov iders( se cu r ity , e n e rg y, e tc .)
Im pro ve te rms w ithth ird p arty serv icep rovid ers ( p a y r o l l,b e n e fi t s, tr a in in g , e tc )
R edu ce sa lary andb enef its co sts
Im pro ve ca pac ity/d ema nd p lann ingp roce sses and tools
Im ple men t/imp roveco mp any-w ide staf fp erforman cea sses sme ntp roce sses and tools
Im pro vere cruit men t an do rient ation pro cess es
Im pro ve sk ills o f HRst aff
P rovid e sta ff w ithb etter HR informat iona nd to ols
Im pro ve trainin gp roce sses
Im pro vesa lary and ben efitsa dmin istra tionp roce sses
Im pro ve p ayro llp roce sses
Im pro ve p erforman cea sses sme ntp roce sses
R atio nalize/cons olida te ve ndo rp ortfo lio
I ncre ase focu s onh ighe r va lue vend orp artn ersh ips
I ncre ase use of lo wer-cost chan nels( se l f- s e r v ice , e tc . )
I mpro ve a ssig nme nto f pro cure men tt rans actio ns toa ppro pria te st aff
I mpro ve d ema ndp lann ing proc esse sa nd t ools
I mpro ve p rodu ctp rocu rem entp roce sse s( e q u ip m e n t, su p p lie s e tc .)
I mpro ve servic ep rocu rem entp roce sse s( tr a ve l, co n tr a c t la b o r , e tc .)
I mpro ve contractin ga nd n ego tiatio n sk illso f pro cure men t sta ff
P rovide s taff w ithb ette r serviced esc riptio ninform atio n
I mpro ve t erms one quip men t an dsupp lies
I mpro ve t erms w it hservic e provid ers( e q u ip m e n t m a in te n a n ce ,d e live r y, w a r e h o u s in g , e tc .)
Imp rove term s w ithserv ice p rovid ers( in fo r m a tio n se r v ice s ,co n s u lta n t s , e tc . )
Imp rovestrat egic plan ningprocesse s
Imp rove skills ofbusinessman age men t sta ff
Prov ide staff w ithbetter m anag eria linformat ion a nd t ools
Imp roveprog ram plan ningprocesse s
Imp rove bud getin gprocesse s
Imp rove prog ramman age men tprocesse s
Imp roveacco unting a ndmea sure men tprocesse s
Imp rove term s w ithfina ncia l servicespro vide rs
Imp rovecash/tre asu ryma nage me ntpra ctice s
Imp rove skil ls offina ncia l ma nage me ntsta ff
Imp rove tax effic ienc y
Imp rove incentiv esaro und finan cialma nage me ntefficiency
Imp rove deb t an dequ ity m ana gem entpro cess es
Im proveres pon siven ess tocon stitu ent requ estsan d inq uirie s
Im prove tra cking ofcon stitu entinte ract ions( se r v ice r e q u e s ts , q u e s tio n s ,su p p o r t e tc .)
Im pro ve id entificat iono f valuableconst ituen tre latio nsh ips
R efocus a nd/o r ref inere ten tion priorities andstrate gies
S olici t and respond toconst ituen t fee dba ck
Im ple men t aff inityp rograms
In crea se e mp hasiso n dif fere ntiat edservic es
Im pro ve d ema ndfo reca stin g
Con solid ate oroutsourc e se rvice andsupp ort operation s
Diffe ren tiate serv icetrea tmen t ofcon stitue nts/seg men ts
Prov ide staff w ithbetter se rviceinformat ion
Imp rove fina ncia l riskma nage me ntpro cess es
Inc rease use of low er-co st de livery ch anne ls( se l f- se r v ice , p a r tn e r s , e tc .)
Inc rease use of low er-co st co llect ionch anne ls( a u to m a te d , s e l f- se r v icee tc .)
Differe ntiat e tre atm entof constitue nts/se gme nts
Co nso lidat e orou tsou rce colle ctionop erat ions
Co nsolidate orout source d esign ,develop men t an ddep loym ent serv ices
Co nsolidate orout source o pera tionsand ma inten anc eservices
Co nsolidate orout source e nd u sersup port
Co nso lidatego vern men t rea les tate/ facili ties
Co nso lidate orou tsou rce d esig n an dde velo pme ntfun ctio ns
Ra tiona lize ITapp licat ion p ortfo lio
Co nso lidate orou tsou rceim prov eme nt an dde ploy men t
Co nso lidate orou tsou rce p rope rtyma nag eme ntfun ctio ns
Inc rease use of low er-co st re al es tate andfac ilitie s
C onso lida te oro utso urce ben efitsa dmin istra tionfu nctio ns
C onso lida te oro utso urce payrollfu nctio ns
C onso lida te oro utso urce recru itme ntfu nctio ns
R efin e an d/or refo cusvend or st rateg ies
S tan dard ize p rodu ctcatalogs( e q u ip m e n t, o ffic e su p p lie s ,p r o m o tio n a l m a te r ia ls , e tc .)
C onsolida te o ro utso urcep rocu rem ent f unct ions
Con solid ate and/ oralign bus inessplan ning ,man age men t andrepo rting fun ction s
Imp rove align men t oforga niza tiona l struc-ture s an d go vern ancemod els w ith busin essstrat egie s
Co nsolidate and /oralig n fin ancialpla nnin g,ma nage me nt an drep ortin g fun ctio ns
Co nsolidate and /oralig n fin ancialaccoun ting andana lysis fun ction s
Rat iona lize a nd/o rrefo cus services
In crea se u se o fe mplo yee self-se rvic e cha nne ls
Im pro ve q uality /valueo f ben efits
Imp rove utilizatio n ofserv ice s taff
Imp lem ent integ ratedapp licat ions acro ssorg aniza tion albou nda ries
Co nsolidate IT,tele com and net workequ ipm ent a ndfac ilities
© 2 004 Delo itte Con sul tin g LLP. All rig hts res erved . Con fid en tia l.
Im prove service s /de crease ta xes orfee s
Im pro ve f ocus oncost-s ens itiveconst ituen t se gme nts
Incre ase emp has is ondiffe rentiated rate sand fees acro ssconstitue nt se gm ents
Improveunde rsta ndin g ofconstitue nt ra tesens itivity
A lign outreach w ithcostin g st rateg ies
Improve tailo ring ofofferings toconstitue nt n eeds
Incre ase use ofdiffe rential ra temechanisms ( b a se d o nco n s t itu e n t va lu e , r isk , e tc .)
In crea se focus onservic e inn ova tion
Improveunde rsta ndin g ofservice v alue toconstitue nts
Incre ase focu s on rateeffec tiven ess andoptim izat ion
B road en serviceo fferin gs
A dap t currentservic es to newconst ituen t se gme nts
Im pro ve servic ein novation skil ls ofs taff
Con vert free serv icesto fe e-ba sed serv ices
Align service cost swith valu e toconstitue nts
Improve inve stme ntreturns o n ca sh/treas ury fund s
Im prove brandst reng th an d go od w ill
Im pro ve b randstreng th a nd g ood w ill
See k ne w fu ndingsources such asgran ts
Incre ase em phas is ongen erating re ven uefrom current fund ingsources
Incre ase focu s ondeve loping a ndprotectin g int ellec tualcapi tal
Im proveun ders tand ing ofco nstituent nee ds
In crea se fo cus onex pan sion ofco nstituentre latio nship s
I mpro ve servic ew ithd rawa l an dretire men t pro cesses
Imp roveest ablis hme nt of andadh eren ce t o se rviceleve l targets
In crea se u se o fd istan ce/o n-lin ele arnin g
Im prove ou trea chap proa che s/mo dels
Imp rove allo catio n ofsha red/ overheadcosts
C onso lida te oro utso urce learn inga nd d evelo pm entfu nctio ns
Im prove serviceava ilab ility
In crea secusto miza bility ofservic es
A ccelerate serviced elive ry
R eco gnize an dle vera ge succe ssfa ctors
In crea se u tiliza tion ofm odu lar, reusa bleservic e de liverya ppro ach
Im pro ve collab orat ionw ith p artn er ag enc ies
Im pro ve re use ofservic e co mpo nen ts
Im pro ve m ana gem ento f service deliv eryli fecyc les ( la u n ch th r o u g hr e tir e m e n t)
Inc rease em pha sis o ncon stitu ent/rela tion shipde velop men t
Im prove con stitu entservice man age men tstra teg ies
Sh orte n cre atio n-to -de livery cyc le time /Im prove se rviceav ailab ility
Im prove to talco nstituentex perience ( se r v iced e live ry , su p p o r t, e tc .)
Improve struc turin gand pricin g
Ratio nalize a nd/o rrefoc us servic es
Im prove du e-da terel iabili ty
M ana ge procu rem ento n a loca l/stat e/n atio nal b asis
I mpro ve leveragin g oflocal/ state /nat iona lp urch asin g po wer
In crea se e mph asis onre tain ing curre ntservic e re cipie nts
P roac tively ma nag etransition poin ts( l i fe e v e n ts , e n d s o fc o n tr a c ts a n d le a se s , e tc .)
O ffer valu e-ad dingservic e bu ndle s
Im pro ve fo cus one mplo yee rete ntion
E stab lish/impro vee mplo yee rete ntionp rogra ms
Inc rease em pha sis o ncon stitu entsat isfac tion
Im prove qu alityassuran ce p rograms
Sell/ leas e ex cesscapa city to o therente rpris es( p r o d u c tio n ca p a c ity , se r v ic eca p a c ity, e tc .)
Coo rdina te c osts ofcom plem enta ryservices
Ra tiona lize portf olio offina ncia l servicespro vide rs
Imp rove cash/tre asu ryinve stm entma nage me ntpro cess es
Imp rove cap italinve stm ent analysispro cess es
Imp rove bre adth ,dep th a nd q ualit y offina ncia l info rma tion( a ss e t, b u d g e t , p r ice /co st,tr e a su r y, p e r fo rm a n ce , ta x ,r isk , e tc .)
Imp rove bud getingand fore cas tingcap abili ties
Imp rove fina ncia lrep ortin g eff icien cy
Imp rove assetma nage me ntpro cess es( fixe d a n d va r i a b le a sse ts )
I mpro ve contractm ana gem entp roce sse s( n e g o tia tio n , e xe cu tio n a n dc o m p l ia n ce )
Im proveun ders tand ing o fcurrent constitue ntsat isfac tion
Im prove co nstit uen tre latio nship s an din terac tions across allch ann els
In crea se focus onh igh-impa ct se rvice s
Im pro ve f ocus onh ighe r value o utrea chchann els/ med ia
I mpro ve a naly ticalp roce sses and too ls
I mpro ve chan nelm ana gem entp roce sses and too ls
Re loca te g overnme ntfac ilitie s
Imp rove businessperforma nce repo rtingprocesse s
Int egra te de livery ofsha red serv ices
Im prove ou treac hpe rform ancema nag eme ntme thod s an d to ols
Im pro ve servic ein novationp erfo rman cem ana gem entm eth ods a nd tools
Incre ase focu s ongen erating re ven uefrom new fun dingsources
Outsource no n-perfo rmin g a nd n on-strat egic age ncies /depa rtm ents
Imp rove man age rialmethods and too ls
Im pro ve d ema nd/supply pe rform ancem ana gem entm eth ods and tools
Improve ratedete rmin ation /cos tingperfo rma nceman agem en tmeth ods and too ls
Im pro ve o utre achp erfo rman cem ana gem entm eth ods and tools
Imp rove serv ice a ndsup port perfo rma nceman age men tmethods and too ls
I mpro ve p rocu rem entp erfo rma ncem ana gem entm eth ods and tools
Im prove rea l es tatepe rform ancema nag eme ntme thod s an d to ols
Im pro ve H Rp erforman cem ana gem entm etho ds a nd t ools
Imp rove /con solid ateIT p erfo rman cema nage men tme thod s an d too ls( u ti l iza tio n , p e r fo r m a n ce ,ca p a c ity p la n n in g , e tc .)
Improveunde rsta ndin g ofagen cy/d epa rtme ntperfo rma nce andmark et v alue s
Co nsolidate dev icema nage men tinfo rma tion and tools
Imp rove align men t ofbud gets and prog ramplan s w ith bu sine sspriorities
Imp rove align men t ofbusiness unitstrat egie s w it hente rpris e strateg ies
Imp rove alig nme nt o ffina ncia l stra tegieswith service deliverystra tegies
Stre ngt henent erprise-w idefina ncia l rep ortin gsta ndards
Inc rease focus o npro vidin g bu sine ssinsight a nd forwa rd-loo king information
Ve rs ion : J an uary 9 , 2 003
How Value is Created(Value Drivers)
What You Can Do(Improvement Levers: BusinessProcesses, Assets and OrganizationalCapabili ties)
Other Shared / Cross-Agency Services(Re al E state , Pro cure me nt an d O ther)
Human Resource Strategy and Management(Re cruit men t, De velo pme nt, Adm inist ration an dPerform ance Ma nag eme nt)
IT Strategy and Management(De sign , De velo pme nt, D eplo yme nt, O peration s an dPerform ance Ma nag eme nt)
Strategy and Business Management(Bu sine ss a nd Finan cial S trat egy, Prog ram Ma nage men t an dPerform ance Ma nag eme nt)
Constituent Strategy, Relationships and Interactions(Ou trea ch, D elivery, Colle ctio ns, a nd S ervice)
Service Development and Delivery(Inn ova tion, Sup ply C hain Ma nag eme nt, a nd P rog ram Logistics )
BUSINESS PROCESS GROUPINGS
All Process Groupings(Ac tion may app ly to all p roce sses )
Change What You Do
What you provide Whom you target and serve Where you deploy resources Which operations you outsource
Do W hat You Do Better
Improve processes Collaborate more effectively Satisfy constituents, employees and
other stakeholders Align resources with strategies Hone strategic capabilities
Note: Many actions could logically be associated withother or multiple process groupings. In parti cular,many constituent and service actions are likely to haveheavy IT and HR components.
AlignRates
Im prov eManagerial Effectiveness
Rela tio nsh ipM an age me nt
Su pp ly &Deman d
M a nag emen t
Servic eOutr ea ch
Inq uiryMa na geme nt
Se rv iceDe liv eryRea l Esta te Human
Re so urc esBu sin es sPla nn ing
Prog ramDeliv ery
Busine ssPer forma nc eM a nag emen t
Ope ra tio nalEx cel len ce
Sha redServ ice s
Re lat ion shipStre ng th
Agi lity &Flex ibi lity
Str ate gicAsse ts
EconomicDevelopment Rate Realization External Factors
C O N S T I T U E N T V A L U E
Prog ramDeve lo pmen t
D evelop s trongco nsti tuen t andco mm unityre latio nships
D evelo p a nd u tilizeun ique phy sica lre sources( fa c ili tie s , la n d , e tc .)
D evelo p a nd u tilizeun ique hum anre sources( th o u g h t le a d e r s, m a n a g e r s ,su b je c t m a tte r e xp e r ts , e tc .)
In crea se fo cus onst rateg ic a ssets
Im prove as setde velo pme nt skills o fm anag eme nt a ndsta ff
E stab lishd evelo pm ent o fst rate gic a sset s aske y co mpe ten cy
In crea se e mph asis onle vera ging stra tegicas sets
D evelo p a nd u tilizeun ique IT resou rces( a p p l ica tio n s , n e tw o rks , e tc .)
D evelo p a nd c ultiva tego od w ill
Imp rove agi lity a ndflex ibility oforg anization alstru ctures
Imp rove ag ility a ndflex ibilit y ofgoverna nce mo dels
Imp rove flex ibilit yof b usin esspro cess es
Imp rove versatility ofma nage rs a nd s taff
Imp rove flex ibilit yand versatili ty of ITsys tems andpla tform s
Increase focus o nbus ines s ag ility a ndflex ibility
Est ablis h ag ility andflex ibilit y as keycom pet encies
Est ablis h se rvice andpro cess inno vation a sa k ey co mp eten cies
Imp rove serviceinno vation p roce sses
Imp rove service andpro cess inno vationskil ls of staff
Imp rovecom mu nica tion andkno wled ge trans feracross o rga nizat iona lbou nda ries
Imp rove agi lity a ndflex ibility of p artn erorg anization s an dnet works
Imp rove valu edelivered toconstitue nts
Improve valu edelivered to p artn ers( ve n d o rs , c h a n n e l p a r tn e r s ,e tc .)
Imp rove valu edelivered toemp loye es
Improve iden tifica tionof op portunit ies toincre ase valu e tostak eholders
Improveunde rsta ndin g ofstak eholder intere sts( co n s titu e n ts , e m p lo y e e s ,p a r tn e r s , e tc.)
Imp rovecom mun icat ion w ithstak eho lder grou ps
Increase focus o nstak eho lderrela tions hips
Esta blishman age men t of keystak eho lderrela tions hips asorga niza tion al priority
Imp rove rela tions hipman age men tstra tegie s fo r keystak eho lder grou ps
Imp rove iden tifica tionof st akeh olde r groupsand esta blish men t ofpriorities
Improve valu edelivered to o therstak eholders
I mpro ve q uali tya nd s pee d ofcomm unicatio na cross org aniz atio n
Im pro ve a bility toid entify an d as sessshare d se rviceo pportunit ies
I mpro ve integ ratio n ofb usin ess processe sa cross org aniz atio n
I ncre ase focu s onshare d se rvice so ppo rtuni ties
Im pro vep artne rship an dcollab orat ion s kills ofs taff
Im pro ve sharin g ofknow ledg e acrosso rgan ization
I ncre ase proa ctivep ursu it of sha redservic es
Im pro ve in tegration ofIT sys tem s acrosso rgan ization
I ncre ase emp hasis ono pera tion al in tegra tionw ithin org anization
E stab lishcross-org aniza tioncollab ora tion as a keycomp eten cy
Im pro ve e ffect iven esso f org anization alst ructu res andg overnance m odels
In crea se e mph asis onq ualit y ma nag eme nta nd b ench ma rking
Im pro vep roce ss in nova tionskills o f sta ff
Im pro ve d eptha nd b read th te chn icalskills o f sta ff
E stab lish a cu lturecente red o no pera tiona le xcellence
E stab lish processim pro vem ent a ndin novation as keycomp eten cies
In crea se in tegration ofbu sine ss p roce ssesac ross org aniz ation albo und arie s
Im pro ve a sses sme nta nd b ench ma rking ofb usin ess p roce ssp erforman ce
Im pro ve sharin g ofknow ledg e acrosso rgan izationalb ound arie s
Im pro ve b usin esscontin uity plan ninga nd d isas ter re coverycapab ilitie s
Im pro ve security o fa pplic ation s, syste msa nd d ata
Im pro ve re cruitinge ffect iven ess
Im pro ve p hysicalse curi ty of peo ple
In crea se e mph asis oncross-business -uni ta nd c ross-o rgan izationcollab orat ion
Im pro ve p erfo rman cea nd re liab ility o f ITsystem s/p latfo rms( a p p l ic a tio n s , e q u ip m e n t,n e tw o r ks , e t c .)
Im pro ve b read th,d epth , qu ality andtimeliness of b usin essin form atio n
Im pro ve a cces s toa nd d istrib utio n ofb usin ess inform atio n
In crea se focus onb usin ess continuityp lann ing
I mpro vem eas urem en t andreporting ofo pera tion al an df inan cial p erfo rma nce
I mpro ve a nalysis o fm ana gerialinform atio n
I mpro ve f ocus onm ost imp ortan tm ana gerialinform atio n
I mprovecomm un icatio na rou nd im pro vem entp riori ties
I mpro ve q uali ty an dcons isten cy o fp erfo rma ncea sse ssme nt m eth ods
I mprovecaree r op tion s an dp ath s
A lign ma nage men ta nd staff ince ntive sw ith com panyp erfo rma nce
I mprove mon etarya nd non-mon etaryrecog nitio n of staf fcontributions
I mpro ve b read th,d epth , qu ality andt imeliness ofp erfo rman cein form atio n
In crea se e mp hasiso n co ntinu ous,p roac tivep erfo rman cem ana gem ent
I mpro ved etermina tion of k eyp erfo rma nce metricsa nd t arge ts
S tren gthe n an dcomm unicate mission,v ision and values
I ncre ase focu s onm ana gerial, fo rwa rd-lookin g in form atio n
I mprove assig nme nto f ac coun tab ility a nda uth ority
I mpro ve e ffec tiven esso f org anizatio nals truc tures andg ove rnan ce m ode ls
I ncre ase emp hasis onp eop le/ta lentd eve lopm ent
I mprove talen tm an agem ent mo delsa nd prog rams
I ncre ase focu s on keyp erfo rman ce m etrics
I mpro ve a cce ss toa nd d istributio n ofp erfo rma nceinform atio n
Im pro ve s truct uringa nd la unch ofcohes ive p rog ramp ortfo lios
Im pro ve coord inationa nd c omm unicatio na cross pro gram s a ndp rojec ts
Im pro ve p rogram/p rojec t ma nag eme ntm etho ds a nd tools
Im pro ve a lignm ent ofp rojec ts w ith p rograma nd b usin esso bjec tives
In crea se e mph asis onen terp rise-w ideprogra m p lann ing a ndco llab orative p rogra mde live ry
D ynam ica lly ca nce l orre dire ct ine ffec tive/o bsole te p rogramsa nd p rojec ts
Im pro ve tracking a ndcomm unicatio n ofp rogra m/p roje ctp rogre ss
Im pro ve a ssig nme nto f res ources top rojec ts
Im pro ve p rogram/p rojec t ma nag eme ntskills o f sta ff
Im pro ve m ana gem ento f ven dors /servicep rovid ers
E stab lish p rogram/projec t del ivery as ake y co mpe tenc y
In crea se e mph asis onco ntin uou s, proact ivem ana gem ent ofse rvic e po rtfolios
Im pro ve vend orm ana gem ent skills ofs taff
Im pro ve in volv eme nto f ope ratio nal staff inp rojec t de livery
Im pro vea ccou ntab ility/a utho rity o f pro gra ma nd p rojec t resources
Im pro ve e ffect ivene ssof pro gram /pro jectgo vern ance m odels
In crea se fo cus onprojec t qua lity andris k m anag eme nt
In crea se fo cus onre aliza tion of ta rget edse rvice de liverybe nef its
Im pro ve id entificat iona nd m ana gem ent ofp rogra m/p roje ct risks
C ontinuou sly t racka nd m ana ge t here aliza tion of p roje ctb enef its
S truct ure prog rams/p rojec ts to del iverb enef its p rogre ssiv ely
Im prove ide ntificatio nan d pre dict ion o find ustry an d ma rkettre nds
Im prove ide ntificatio nof oppo rtun ities andthreats
Im prove strateg yde velo pme nt ca pa-bili ties at en terp risean d ag ency /de partm en t leve ls
Im prove al ignm ent ofbu dge ts an d ca pita lprogra ms w ithstrateg ic priorities
Im prove ex ecu tivede velo pme nt/re cruiting a ndsu ccession plan ning
Im proveco mm unica tion ofstrateg ic directionsan d prioritie s
Im prove int egra tion ofen terprise, agen cy/de partm en t,investm ent , andfin ancia l strateg ies
Inc rease em ph asis onsc enario-ba sedpla nnin g
Im prove alignm ent o fse rvice , ou treach,su pport, an dful fillme nt s trate gies
Im prove de velo pme ntan d an alys is ofbu sine ss cases
Im prove fo cus ofre sources o n h igh-priority initia tive s
Im prove int egra tion ofsh ort- a nd long -termbu sine ss p lann ing
Im prove le adershipan d m anag em entsk ills o f ma nag ers/ex ecut ives
Im prove fo cus onhig her-nee dco nstituent seg men tsan d higher-ben efitse rvice s
R ation alize and /orre align pro gramde velo pme ntef forts
In crea se u se o f low er-co st progra mde velo pme ntstrateg ies
Im prove progra mco ncep tion /initiationproces ses
Im pro ve id entificat ion/d iscon tinu ation ofu nsuccessfule fforts
Co nso lidat e orou tsou rce prog ramde velo pme ntfu nctio ns
In crea se e mph asis onex tens ible and re-us able pro gram s an dse rvice s
Ra tion alize and /orre focu s ag encie s an dse rvice portfolio s
Im prove co llab orationw ith p artne rs a ndco nstituen ts
Im prove progra m a ndse rvice introduc tion /la unch pro cesses
Im pro ve se rvic ede live ry pe rform ancem ana gem entm etho ds a nd t ools
Improve colle ction senfo rcem ent
Im pro ve servic ed elive ry p erforman cem ana gem entm eth ods and tools
R ation alize an d/orre focu s ag enc ies a ndse rvic e po rtfolios
In crea se e mp hasis onservic e de liverye fficie ncy
In crea se q uali ty/consisten cy ofservic es
C onsolida te o ro utso urce prog ramd evelopm entfu nctions
Im pro ve q ualit ycontro l of serv ices
Im pro ve d ema ndfo reca stin gp roce sses , ski lls, a ndto ols
Im pro ve coord inationw ith b usin essp artne rs
Im pro ve skills ofservic e de livery sta ff
Im pro ve t erms w ithservic e de liveryp rovid ers
Cost of Services Strengths
Revenue Performance
E N T E R P R I S E V A L U E M A P T M
P U B L I C S E C T O R(Practical paths to increase constituent value)
I t’s ea sy to s ay co ns titu en t va lu e is impo rta nt.Not so ea sy to ma ke it i nfluen ce th e d eci sio nstha t are mad e e ve ry day : whe re to spe nd tim ea nd re sou rc es, ho w b es t to ge t th in gs don e,a nd , u ltim ately , h ow to impro ve the lives ofy ou r c on stituen cy
This M ap is de sig ned to ac ce lerate thec on ne ctio n betwe en act ion s y ou ca n t ake an dc on sti tue nt value. It is not ro ck et s cie nc e a ndi t is no t c om ple te, bu t it ca n jump-s tar t th ep ro ces s o f focu sin g on the th ing s that ma tte rmo st a nd the n cho os ing pract ica l w ay s to g etthe m d on e.
Here a re two simp le way s to u se it:
Star t a t th e top. W orkin g y ou r wayd own, at eac h s tep as k y ou rse lf, How willwe imp ro ve this? This will he lp e ns urethat yo ur tac tic s s upp or t y our ob jec tiv es .
Star t a t th e b ottom. W o rking yo ur wa yu p, at e ac h s tep as k y ou rse lf, W hy ar e wed oin g this? This will he lp ens ure th ate ve ry tac tic lea ds to con sti tue nt va lue .
Publ icRe lation sOu tre ach
Serv ic eIn nov at ion
Alternate FundingSources
Re tain an d Ad van ceConstituency
Gro w Constituent
Ba se
Serv iceEx pan sio n Rete ntion
Exp lo reFun din gOp tio ns
RateOp tim iza tio n
Rea l Es tat e &Infr ast ruc ture
Equ ip me nt &Sys tem s
Ac co un ts,Note s &Inte res t
Re ceiva ble
Acco un ts,Notes &Intere stPay ab le
Coo rdina teman age men t ofpaya bles acrossagen cies
Leve rage cre dit ra tingto le ngth en p aym entcycle s an d re duceinterest rates
Leve rage bre adth ofvend or re latio nsh ipsto le ngth en p aym entcycle s
Leve rage value-adde d ve ndo rprog rams to lengt henpaym ent cycles a ndredu ce in tere st ra tes
Improve man agem en tof de bt p ortfo lio
Incre ase focu s onvend ors w ithfavo rable paymen tterm s
Rational ize/consolida te vendo rportf olio
Improve coordina tionof pa yme nts acro ssbusin ess unit s
Improve asse ssm entand benc hma rkin g ofA/P perfo rma nce
Refine d ays-outs tand ing s trate gy
Improve align men t ofA/P syste ms andprocesse s w ith da ys-outs tand ing s trate gy
C oord inatem ana gem ent ofc redit /rece ivab lesa cross ag encie s/d epa rtme nts
Im pro ve a sses sme nta nd b ench marking ofc redit /rece ivab lesp erforman ce
Im pro ve collec tionsp roce sses
R efin e cre dit/d ays-re ceiv able stra tegy
Im pro ve m ana gem ento f cre dit risk acrossa genc ies/ depa rtme nts
Im pro ve m ana gem ento f cre dit/d ebt p ortfo lio
Im pro ve const ituen tin cen tives fora ccele rate d/on -tim ep aym ent
R atio nalize an d/o rrefoc us b usin ess u nitsa nd service p ortfo lios
O uts ourc e bu sine ssf unct ions
I ncre aseu se o f lea sede quip me nt
I mprove term s on ITsyste ms
I ncre ase use off lexib le/e xpan dab leservice d elive rye quip me nt
C onsolid ateI T sy stem s an dservice m echa nism s
I ncre ase emp hasiso n p reve ntativem ain tena nce
D efe r/cha nge timingo f ca pital inve stme nts
U tiliz e mo re e fficie ntI T sy stem s
U tiliz e mo ref lexib le/e xpan dab le ITsyste ms
I mprove main tena nceo f IT syst ems
Incre ase utilization ofIT system s
D ive st low -utilizationI T sy stem s
I mprove term s one quip me nt
D eve lop lo w re ale state bus ines sm ode ls
R edu ce n umb er ofd ata cente rs, o ffice s,servic e de liverycente rs, e tc.
O utso urce bus ines sfu nctions
In crea se u se o fle ase d rea l est ate
Im pro ve te rmso n pro perty an dfa cilities
R eco nfigu re fa cilitie s /in crea se u tiliza tion offa cilities
In crea se u se o fflexible fac ilitie s
D ives t low utilizatio nre al e state
Im pro ve te rmso n inf rastructu re
D ives t low -utilizatio nin fras truct ure
In crea seu se o f flex ible/e xpan dab lein fras truct ure
In crea se u se o fle ase d inf rastru cture
R atio nalize an d/orre focu s bu sine ss u nitsa nd s ervic e po rtfolios
R atio nalizeservic e de liveryfa cilities
Pro cu rem en t
Imp rov eInternal
Ef fic ien cy
Imp rov eReceivables & Payables
Ef fic ien cy
Im prov eProperty & Equipment
Eff ici en cy
General &Administrative
Costs
Fin an cia lM an age me nt
Bus ine ssMa na ge me nt
IT, Te lec om &Networkin g
Im p rov eService Delivery
Ef fic ien cy
Imp ro veConstituency Interaction
Effic ien cy
Prog ramM ainte na nc e
Asset Efficiency
Operations
Imp ro veExecution Capabilities
EVM
JAD
Group Meetings
Interviews Questionnaires
IndustryPrint™
Return toPrevious Level
Service?Receive Service
Against AcceptanceSheet
P-150AEnable Payment
L-030BManageTransportation
P-090Monitor andManage SupplierContracts
L-020Develop Strategy/MaterialsManagement
P-190Manage Swap andExchangeProcesses
P-080BPurchase Materialsand Services
Manage CustomsClearing
Validate BOL AgainstShipment Received
Unload MaterialReceived
Inspect Material forDamage (Prior to
Receipt)
Process DamagedGoods
File Shipping Claim
Move Material toHolding Location
Resolve Discrepancies
Receive MaterialAgainst Advanced
Shipping Notification(ASN)
Receive MaterialAgainst Plant-to-Plant
Transfer Order
Receive MaterialAgainst Purchase
Order
Receive MaterialAgainst Contract Order
Receive MaterialAgainst Schedule Line
Item Agreement
Check Material forProper Quantity
Receive Actual CountQuantity
Reload ShipmentReturn Material to
Supplier
Damaged byShipper?
Is MaterialAcceptable?
Scrap? Return Material?
L-030ManageTransportation
Quality out ofTolerance?
Cont'd.
L-090Manage MaterialDisposal andWaste
L-030ManageTransportation
Yes
No
Yes
No
No Yes
No
Yes
No
Yes
Yes
No
Determine if Material orService
NCPrint
NC HR/Payroll Requirements
DRRDRR
15©2004 Deloitte. All rights reserved.
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
Kenan-Flagler Business School
Open Discussion
17©2004 Deloitte. All rights reserved.
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
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