State of KansasState of Kansas

Statewide Financial Management SystemStatewide Financial Management SystemProject UpdateProject Update

Agency STARS Rapport AssociationAugust 2, 2007

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FMS Project Overview FMS Project Overview Implementation Approach, Timeline, Go-LiveImplementation Approach, Timeline, Go-Live

Implementation Approach• Big Bang (all agencies go-live simultaneously)

Timeline for Implementation Project• 21 months (estimated)

Implementation Project Start Date• October 1, 2008 (estimated). Actual date will

depending on decisions finalized during pre-implementation activities

Implementation Date (Go-Live)• July 1, 2010 (estimated) Actual date dependent upon

decision on mid-year vs. FY-end go-live and duration of pre-implementation phase

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FMS Project StatusFMS Project StatusTentative Schedule (May 2007 – August 2008)Tentative Schedule (May 2007 – August 2008)

Project Startup (May-August 2007) Planning – “high-level” plan filing in process Build project team – Recruiting efforts begin in August Establish Governance – Project Director named, Sponsors

group meeting, Steering Committee meeting late September Procure pre-implementation consulting assistance – Finalized

after high-level filing complete during next several weeks

Preparatory Activities (September 2007 - Fall 2007) Risk and Organizational Readiness Assessment Taxpayer Transparency Act requirements review Agency “shadow” system review/visits Contracting - (October 2007 – August 2008) – Includes RFP

Development, evaluation, award for software/services Other activities, including Chart of Accounts review, inventory

of existing reports, potential review of as-is processes.

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FMS Project StatusFMS Project StatusRisk and Organizational Readiness AssessmentRisk and Organizational Readiness Assessment

Purpose: To provide a baseline assessment of the State of Kansas’ risks and readiness to execute the FMS implementation project, along with a roadmap to address any issues/deficiencies identified.

General areas to be covered include:

Leadership ReadinessHow aware are major stakeholders of the scope and demands of the effort? What are their areas of concern, and their expectations? Do current leadership expectations match what state organizations typically receive from large scale enterprise application implementations? How realistically do they view the impact of the effort on their organization?

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FMS Project StatusFMS Project StatusRisk and Organizational Readiness AssessmentRisk and Organizational Readiness Assessment

GovernanceDoes the current governance structure align with best practices? Are roles/responsibilities clearly defined and understood and is representation correct? What is an appropriate governance structure for an organization that is implementing a financial management application? What is an appropriate governance structure for an organization that is supporting an FMS post go-live?

Organizational ReadinessDoes the state possess an adequate number of knowledgeable (and available) resources from which it can build an implementation team? Are key agencies and departments prepared to undergo an FMS business transformation event? Are there resource gaps in key functional areas that will be critical to the implementation effort?

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FMS Project StatusFMS Project StatusRisk and Organizational Readiness AssessmentRisk and Organizational Readiness Assessment

General FMS Project Risks

What are the key areas of implementation risk that the State should mitigate, given its environment and the scope of its FMS project?

The Assessment will be conducted this fall and consist of:

Interviews with a selection of state stakeholders from various communities,

Analysis of results based on risk framework, best practices, and experience with other projects

Workshops to discuss/refine/present results

Working with the State to develop recommendations and create a roadmap for next steps to address any issues, leverage strengths

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FMS Project StatusFMS Project StatusAgency “Shadow System” Review/VisitsAgency “Shadow System” Review/Visits

The FMS Needs Assessment completed last fall recommended that all state agency "shadow" financial systems (excluding Regents) be slated for replacement as part of the FMS implementation project.

The purpose of the shadow system review/agency visits includes: Analysis/discussions with agencies to identify any significant challenges/issues to FMS adoption/shadow system replacement Gain agreement on roles/responsibilities between the project team and

state agencies regarding shadow system replacement, Inventory contact and organizational information to assist in design

and change management effort (eventually will be done statewide) Present the results of this analysis to the project steering committee for review/discussion Incorporate this information in the software/services procurement so

that the solutions/partners chosen are fully informed and prepared to accommodate these activities during the implementation.

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FMS Project StatusFMS Project StatusProcure Software/ServicesProcure Software/Services

High-level steps to procure software and system integrator services for the implementation phase: Finalize procurement approach/strategy Form evaluation committee, prepare/issue RFP, develop

evaluation guide, hold pre-bid conference Prepare demonstration scripts Receive/evaluate RFP responses, check references, etc. Conduct vendor demonstrations Request Best and Final Offer (BAFO) Negotiate/Finalize Software/Services Agreements Estimated timeline for RFP process : October 2007-July/August 2008

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FMS Project StaffingFMS Project StaffingImplementation Project – State Staffing (50)Implementation Project – State Staffing (50)

Project Steering Committee

Project DirectorDuncan Friend

Technical Team Manager

Enterprise Readiness Team

Manager

Executive Sponsors

Duane GoossenSecretary of Administration

Principal Sponsor

Denise Moore Chief Information Technology Officer

Executive Branch

Carol ForemanDeputy Secretary of Administration

Administrative Support

Functional Team Manager

Enterprise Readiness (4)

Training (8)

Infrastructure/Data Warehouse

(4)

Interface/Conversion (5)

Enhancement/Workflow (5)

Report Development (1)

Application Security (1)

Purchasing (5)

Accounts Payable (2)

General Ledger/Budget Control

(3)

Project/Grants (3)

Budget Development (2)

Asset Management (2)

Principal Technical Advisors

Principal Functional Advisors

Chris Howe Director, Division of

Purchases

Agency Chief Financial Officers

Agency Purchasing Officers

Kent OlsonDirector, Division of Accounts & Reports

Elaine Frisbie Deputy Director,

Division of Budget

Agency Budget Officers

Denise MooreChief Information

Technology OfficerExecutive Branch

Agency Chief Information Officers

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FMS Project StaffingFMS Project StaffingImplementation Project – State Staffing over timeImplementation Project – State Staffing over time

PROJECT TEAM MEMBERS PLANNING DESIGNBUILD &

TESTPOST

GO-LIVEPROJECT MANAGEMENT

Project Manager 2.0 2.0 2.0 2.0TOTAL PROJECT MANAGEMENT 2.0 2.0 2.0 2.0

FUNCTIONAL TEAMFunctional Lead 1.0 1.0 1.0 1.0General Ledger/Budgetary Control/Cost Allocation/Cash Management 0.5 3.0 3.0 2.0Accounts Payable 0.5 2.0 2.0 2.0Project/Grant Accounting 0.5 3.0 3.0 2.0Budget Development 0.5 2.0 2.0 1.0

Purchasing (1) 1.0 5.0 5.0 3.0Asset Management 0.5 2.0 2.0 2.0TOTAL FUNCTIONAL TEAM 4.5 18.0 18.0 13.0

DEPLOYMENT/HELP DESK TEAMDeployment Lead 1.0 1.0 1.0 0.0Change Management 0.0 2.0 4.0 3.0Training/Agency Support 0.0 4.0 8.0 0.0TOTAL DEPLOYMENT/HELP DESK 1.0 7.0 13.0 3.0

TECHNICAL TEAMTechnical Lead 1.0 1.0 1.0 1.0Report Development 0.0 1.0 2.0 2.0Interfaces/Conversion 0.0 1.0 5.0 2.0Enhancements/Workflow 0.0 2.0 5.0 3.0Infrastructure/Data Warehouse 0.0 4.0 4.0 2.0TOTAL TECHNICAL 1.0 9.0 17.0 10.0GRAND TOTAL 8.5 36.0 50.0 28.0

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FMS Project StaffingFMS Project StaffingImplementation Project – State StaffingImplementation Project – State Staffing

Part-time participation for most key staff to start, through late summer 2008

Reviewing requirements, assistance on RFP development and vendor evaluation, other preparatory activities

Looking for experience with key functional areas (accounts payable, general ledger, budget, project/grant accounting, asset management, purchasing)

Change Management/Training – Experience with communication planning, developing/conducting training, strong verbal/presentation skills

IT/Software project experience a plus

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Kansas Taxpayer Transparency ActKansas Taxpayer Transparency ActStatus UpdateStatus Update

Two members of the Public Finance Transparency Board (PFTB) have been named (Rep. Kasha Kelley, R – Arkansas City, Alan Cobb – Americans for Prosperity, Kansas chapter). In addition, several are already named by position in statute, such as the State Archivist, the Director of Accounts and Reports, Director of Legislative Research, and the Legislative Post Auditor. Currently working with the Information Network of Kansas on rough demo of application based on STARS data This fall, consultants will perform limited review of the requirements of the Act to determine potential impact on the requirements identified in the 2006 Needs Assessment and provide options/recommendations.

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Ongoing Project InformationOngoing Project Information

http://da.ks.gov/ar/fms/