The State of KansasFMS Project KickoffOctober 29, 2008

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Kick-Off Agenda

Welcome and IntroductionsSession GoalsWhy the State is Executing this ProjectProject Vision, Objectives and Success FactorsProject OrganizationManaging ChangeProject Scope and High-Level TimelineAnalyze StageLet’s Go!

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Welcome & Introductions

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Welcome and Introductions

Executive Sponsors

• Duane Goossen, Secretary of Administration

• Carol Foreman, Department of Administration

• Denise Moore, Executive Branch CIO

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Welcome and Introductions (Continued)

• Chair – Duane Goossen, Secretary of Administration

• Mary Blubaugh, Board of Nursing

• Alan Conroy, Legislative Research Department

• Carol Foreman, Department of Administration

• Elaine Frisbie, Department of Administration; Division of Budget

• Kathy Greenlee, Department on Aging

• Mike Hayden, Department of Wildlife and Parks

• Chris Howe, Department of Administration, Division of Purchases

• Lynn Jenkins, State Treasurer

• Don Jordan, Department of Social & Rehabilitation Services

• Deb Miller, Department of Transportation

• Denise Moore, Executive Branch Chief Information Technology Officer

• Kent Olson, Department of Administration, Division of Accounts and Reports

• Reginald Robinson, Board of Regents

• Howard Schwartz, Judicial Administrator

• Joan Wagnon, Department of Revenue

• Roger Werholz, Department of Corrections

Steering Committee

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Project Management Executive Team

State of Kansas• Kent Olson, Project Director & Director of Accounts & Reports• Peggy Hanna, Deputy Project Director• Gary Schneider, Implementation Manager

Accenture• David Wilson, Executive Advisor• Dave Andrews, Client Director & KDOT Domain Expert• Paul Lavery, Project Manager

Welcome and Introductions (Continued)

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Special Guests• Steve Potvin, Oracle Application Sales Representative• Joe Mudroch, Oracle Technical Sales Manager

Welcome and Introductions (Continued)

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Session Goals

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Session Goals

• Introduce key members of the project team

• Discuss rationale for this project

• Create common understanding of the project’s Governance, Vision, Success factors, and Goals

• Outline project scope and timeline

• Describe major project tasks

• Explain the approach for preparing agencies

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Why the State is Executing This

Project

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ReceiptingRevenue

A/P

AssetMgmt

CashMgmt

Purchasing

STARS &Other CentralSystems

Agency 1’sSystems

A/P

AssetMgmt

CashMgmt

Purchasing

ReceiptingRevenue

Grants/Projects/Cost Cntrs

Agency 2’sSystems

A/P

AssetMgmt

CashMgmt

Purchasing

ReceiptingRevenue

Grants/Projects/Cost Cntrs

Agency 4’sSystems

A/P

AssetMgmt

CashMgmt

Purchasing

Agency 3’sSystems

A/P

AssetMgmt

CashMgmt

Purchasing

Grants/Projects/Cost Cntrs

Many agencies use multiple, redundant

systems

Current State

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Agency 2Agency 1

Agency 4

Agency 3

GL

RReporting

AssetMgmt

CashMgmt

Purchasing

ReceiptingRevenue

A/P

FMS

DataArchiving

Coordinated, Integrated Systems and Functions

Future State

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Other Project Benefits

• Streamlines and automates business processes• Better integrates Payroll (SHARP) and core financials• Modular application allows functionality to be easily

extended (e.g. integrated budget development, e-commerce)

• Web-based architecture• State-of-the-art data warehouse archives 10 years of

transactional data• Supports the Taxpayer Transparency Act• Core Financials System will allow for future development of

State initiatives

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Project Vision, Objectives and

Success Factors

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Project Vision

Working together, the Sunflower Project will improve efficiency, management decision-

making, transparency and customer service for the State of Kansas through the purchase

and implementation of a new financial management system that will integrate the State’s workforce, business processes and

technology investment.

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Project Objectives

• Balance: • Central policies • Business process standardization• Best practices• Decentralization

• Enable agencies to configure appropriate elements for their specific needs:• Workflow routing• Budget thresholds

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Project Objectives (Continued)

• Address both large and small agency concerns and needs

• Invest in the workforce by: • Training • Two-way communication • Generating involvement and acceptance of business

process change

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Project Success Factors

• Streamline core administrative functions by: • Moving all appropriate financial and administrative

functions onto a single software platform

• Implement common functionality for:• Purchasing

• Accounting

• Asset management

• Data warehousing

• Reporting

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Project Success Factors (Continued)

• Decommission legacy systems where possible • Gain efficiencies in central and programmatic agencies by:• Eliminating dual entry of data • Reducing the need for manual reconciliation• Re-designing and automating appropriate business

processes• Consolidating the number of central and agency

systems

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•Provide data and analysis tools for agencies to: • Measure and improve internal performance• Improve management decision-making • Improve customer service• Minimize customizations to the software to reduce

software lifecycle costs

Project Success Factors (Continued)

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Project Organization

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Project Governance•Secure budget•Resolve inter-agency issues•Assist with changes to statutes and policies

•Define and control high-level project scope•Provide guidance on cross-agency issues•Champion the Sunflower project within their agency

•Secure project resources•Address agency issues•Propose changes to statutes & policies•Identify and manage strategic issues (3-6 months out)•Assist managers and Team Leads in problem resolution (tactical or strategic)•Resolve cross-team issues, when necessary•Control scope, schedule, cost and quality•Manage contractual issues with Accenture

Executive Sponsors

Steering Committee

FMS Management

Team

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Project Organization

Steering Committee

Executive Sponsors: Goossen, Foreman, &

Moore

Project Management: Olson, Hanna,

Schneider, Lavery, & Andrews

Functional Team:Witt & Cole

Technical Team:Arzoian & Myers

Change Management:Guerrero & Harold

Project Management Office: Purcell &

Grover

Project Support: Ramirez

CORE PROJECT TEAM

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Project Staffing

• Nearly all positions have been filled – almost 90%• Composition of Team

• Agencies:  DoA [A&R, DISC, DPS, DOP], KDHE, Racing and Gaming, SRS, KDOR, KU Med, Treasurer, Adjutant General, KU, KSU, KHPA, Commerce

• Private Sector (talent with specific skills):  Payless, Sprint, Blue Cross / Blue Shield, Axiom

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FMS Teaming

KS ERP 324

State of Kansas

As-is process knowledge

Legacy and integration system knowledge

Kansas financial rules and process knowledge

Accenture Team

ADM Methodology

Oracle Gold Experience with

Kansas Public Service

Implementation Experience

Technical Knowledge

FMS Vision Realized

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Managing Change

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Change Management Mission

To proactively deliver open, honest, and timely communication about the Sunflower Statewide Financial Management System

Project and enable the organization to embrace changes to people, work

processes, and planning

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Change Management Objectives

• Identify stakeholders serving as sponsors and change agents who will contribute to a successful transition

• Define and communicate the sponsors’ and change agents’ roles/responsibilities

• Inform target audiences of the scope, recommendations, implementation activities, timing, and impacts of the new FMS system

• Prepare target audiences for the impact the new FMS system will have on them

• Involve the target audience in preparation for deployment• Create a communication plan that will:

• Detail activities to involve and build commitment• Create an awareness and understanding of the Sunflower Project• Provide consistent information• Create realistic expectations• Build enthusiasm and communicate the benefits• Minimize impact to productivity

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Change Assumptions

• Everyone encounters change• It is normal to resist change• Change is a process - not an event• Change can be managed

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Change Stages

Stage Name Management Strategies

1 Awareness: employees know of the change

•Appeal to the needs•Be positive•Communication

2 Curiosity: employees wonder how they will be affected

•Identify specific concerns•Acknowledge negatives•Emphasize positives•Provide information

3 Visualization: employees consider applications

•Discuss what success will look like•Provide demonstrations•Connect with peer users

4 Tryout: employees experiment with the change

•Train•Provide job aids•Provide technical follow-up

5 Use: employees try out the change

•Recognize and reinforce•Offer technical help•Provide production support

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Change AgentsChange Agents

Your AgencyFunctions

Your AgencyFunctions

Agency Change Agents

Change Management

Change Management

TechnicalTechnicalFunctionalFunctional

Project TeamProject Team

- Accounts Payable- Payroll- General Ledger- Accounts

Receivable- Purchasing- Project & Grant

Accounting

- Accounts Payable- Payroll- General Ledger- Accounts

Receivable- Purchasing- Project & Grant

Accounting

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The Agency person(s) primarily responsible to aid successful transition to the new FMS by:• Being knowledgeable of FMS project activities and

responsibilities• Being aware of the changes the FMS system will have on

the agency’s operations• Communicating information throughout their agency• Managing activities required for the transition• Assessing Agency's readiness for the transition

Agency Change Agents (continued)

Primary ContactPrimary Contact

Technical Contact

Technical Contact

Training ContactTraining Contact

Subject Matter

Experts

Subject Matter

Experts

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Agency Responsibilities

• Assign Change Agents• Assign project manager for IT work• Attend meetings as requested• Provide information to the project as needed• Participate in conference room pilots, i.e.

prototyping sessions• Participate in other design (i.e. fit/gap) sessions• Perform data conversion and develop interfaces

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Agency Responsibilities (Continued)

• Validate data conversion by developing test files and test cases

• Update technical and functional documentation• Participate in Train-The-Trainer program• Attend end-user training• Adhere to project quality standards• Complete work on time

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• Involve agencies in conference room pilots• Communicate project activities and business

process changes• Provide technical advice, standards and tools for

interfaces and data conversion• Provide a platform for, and assistance in, testing

interfaces and conversions• Provide technical support for interface

development and data conversion for small agencies as needed

• Provide change management support

FMS Project Team Support of Agencies Responsibilities

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Project Scope and High-Level Timeline

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Project Overview

• Implement a full suite of PeopleSoft Financials 9.0• Replace STARS and SOKI• Fully integrate SHARP with financial accounting• De-commission over 60 agency systems• Interface with over 50 agency systems• Big Bang approach – all agencies on board at the same time

• Project go-live State Fiscal Year 2011 - July 1, 2010

WE MUST MEET THIS DATE!

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Project Boundaries

•All state agencies, boards and commissions currently using STARS and/or SOKI will integrate and use the new Financial Management System where possible

• Agencies can focus IT resources on mission-driven specialized systems rather than administrative systems

•State universities will fully interface with the State’s financial system for payments, reporting and transparency, but manage their own production systems

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Scope Overview

Finance Sub-Team Modules

Procurement Purchasinge-ProcurementStrategic SourcingSupplier Contract ManagementSupplier Rating SystemCatalog Management

Accounts Payable Accounts PayableExpenses

Asset Management Asset ManagementReal Estate Management

Projects/Grants GrantsProject CostingContractsTime and Labor Distribution (TBD)

Accounts Receivable/Billing ReceivablesBilling

General Ledger General Ledger, including Global ConsolidationsCash ManagementCommitment Control

Data Warehouse & Reporting Data warehouse (10 years of data)Report development toolsInteractive management dashboardsReports and real-time queries

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Deploy

Design

Build/Development

Test

Training

Analyze

Oct/Nov/Dec Jan/Feb/Mar Apr/May/Jun Jul/Aug/Sep Oct/Nov/Dec Jan/Feb/Mar Apr/May/Jun Jul/Aug/Sep

2008 2009

On-going System Support & Stabilization

2010

We are Here!

High-Level Project Timeline

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Timeframe for Agencies to Complete Interfaces & Modify Systems

Planning Design Configuration/Development/Testing Integration Acceptance Testing Testing

Complete design of chart of accounts &

publish interface standards to agencies

Agency interface development, modifications to existing systems and initial data conversion/loading complete

8-10 month timeframe for agencies to:1. Set-up development & test environments2. Attend technical training3. Modify systems4. Develop interfaces (as required)5. Extract and clean-up data and validate data loading6. Develop agency-specific reports (75% of reports through central

reporting portal)7. Develop testing plans and prepare for integration testing

8-10 month timeframe for agencies to:1. Set-up development & test environments2. Attend technical training3. Modify systems4. Develop interfaces (as required)5. Extract and clean-up data and validate data loading6. Develop agency-specific reports (75% of reports through central

reporting portal)7. Develop testing plans and prepare for integration testing

10/08 01/09 03/09 01/10 03/10 07/10

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Analyze Stage

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Analyze Stage Lays the Project Foundation

Analyze Stage Activities:• Conduct Conference Room Pilots (CRP’s)• Determine what customizations are required (including

interfaces with external systems)• Finalize decisions regarding the chart of accounts, i.e.

business units, chart fields, budget definitions, etc.• Analyze integration between SHARP and FMS• Determine whether to pursue a central labor distribution

solution for agencies managing projects and grants

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Analyze Stage Activities (Continued)

• Define integration points with the Budget System• Develop the enterprise/agency readiness and training

plans• Perform high-level design for SRS and KDOT• Develop the technical blueprint for the infrastructure• Develop interface and data conversion plan• Develop system test plan

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• Identifies gaps between Kansas’ desired future business processes and requirements against the processes directly supported by PeopleSoft

• Uses interactive sessions • Applies results from the Agency Analysis and business process

mapping

• Analyzes identified gaps and defines the Reports, Interfaces, Conversions, Extensions, and Workflows (RICEW) inventory

• Identifies process changes needed to mitigate gaps• Uses an Oracle-hosted environment with PeopleSoft

software pre-configured for prototyping

About Conference Room Pilots (CRPs)

CRP’s start November 12th and continue through December 11thLook for invites soon!

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Accomplishments To Date

• Developed the following Pre-implementation products:• Analysis of agency systems (interfaces and systems to-be

de-commissioned, unique business processes)*

• Analysis of agencies’ use of the STARS chart of accounts*

• Analysis and recommendations for commodity code standards*

• Analysis of vendor files*

• Business process documentation*

• Reports inventory*

• Drafted Project Charter *

* items available soon on project website http://www.da.ks.gov/ar/fms/

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Accomplishments to Date (Continued)

• Developed project administrative policies and standards *

• Secured funding• Established project organization and governance• Staffed and signed contract with Accenture• Established project team offices on 10th and 11th

floor of Docking• Created project website and e-mail box

* items available soon on project website http://www.da.ks.gov/ar/fms/

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Let’s Go!

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Project Communication

• Project website

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

• Change Management Team Email Address:

sunflowerfms@da.ks.gov

• Project List-serv – Sunflower Infolist

go to http://www.da.ks.gov/ar/fms/

to subscribe

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Contest

• Submit your idea for the name of the new Financial Management System to sunflowerfms@da.ks.gov

• Prize will be awarded to the winning entry

• Deadline for entry submissions is November 19, 2008

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Questions?

??