Billing Real Property …. and what I learned

Billing Real Property …. and what I learned Karen B. Nichols, PMP

Agenda • Background • Implementation • Billing Workflow • Differences from Prior System • Adages and Lessons Learned • Summary

Background • GSA is the civilian landlord for the Federal government • > 345 million square feet of workspace • > 55% Federally owned • Operates 110 child care centers • Delivers comprehensive real estate services • Preserves/maintains 400 historic properties • Collect rents

GSA • Constructs/modifies Federal buildings • Leases/sublets property

AA Main Building, Middle River, MD US Courthouse, Seattle, WA US Courthouse, Hammond, IN ATF National Laboratory Center

Background • Maintain, develop and enhance applications in support of inventory, occupancy, and billing processes • Business Lines • Real Property Asset Management • Revenue • Finance • External Customers • 154 Federal agencies • commercial entities

Advantages • Follows industry standards • ANSI/BOMA - Building Owners and Managers Association • IFRMA- International Facility Managers Association • Optimize use of Federal/leased space • Rents provide the principal funding mechanism for GSA • Supports eGov initiatives • Integrated Acquisition Environment (IAE) • Federal Enterprise Architecture (FEA) • Capital Planning • IT Security

How Space is Measured • Rent is based upon space measurement • Types • Usable Square Feet that an office may occupy • Joint Use of building common areas (lobbies, hallways, rest rooms, and service areas) • Rent is based on Usable and Joint Use space

Problem • Billing based upon a live, changing inventory • Joint use space changed over time • Customers needed a predictable bill

Solution Stabilize the rent bill

Initiating Processes • Master Plan • Leverage existing applications with newer technology • Separate inventory and billing functions • Expand functionality • New billing April 2005 • Preliminary Scope InitialPhase

Planning Processes • Scope Definition • Modify the inventory application - System for Tracking and Administering Real Property (STAR) • Redesign the Occupancy Agreement (OA) application • The expectation of services and payment between 2 Federal agencies • Develop a billing application • eGov initiative for financial transactions IntermediatePhase

Planning Processes • Schedule Development • Date driven • Parallel development among 4 critical applications • Interdependent processes • Communications Planning • Multiple Program Managers • Operations • Security • Risk Mitigation • Modular and integrated testing • Increased testing time • Rollback options IntermediatePhase

Planning Processes -Enterprise Quality Program (EQP) • System Development Life Cycle (SDLC) • Based upon SEI’s Capability Maturity Model – Integrated (CMMi) • Included • Program Plan • Configuration Management Plan • Risk Management Plan • Independent Validation and Verification Plan • Quality Assurance Standards IntermediatePhase

Executing Processes • Determined who involved • Developers • Close coordination among developers • Joint specifications • Diagram processes • Information Distribution • New concepts and processes • Interdependence in operations • Modified for audience IntermediatePhase

Introduced New Concepts • Functions in multiple applications • New language • Multiple scenarios for OAs • Joint Use changes do not impact the OA and billing • Each antenna listed separately • Rates in cents ($32.24)

Adding Cents to Rates Ex: Joint Use $651.40 with 20 sqft Before Bill in whole dollars Joint Use as $651 with a rate of $32.55 After Bill in dollar and cents Joint Use of $651.40 with a rate of $32.57

Major Process Changes • Timing of data as approached billing • Synchronization of data • Coordination of efforts across multiple applications

Interdependent Workflow

Executing Processes • Focused Meetings • Developer • Integrated Project Team (IPT) • Business Line Progress • Test • Status Meetings (less than 1 hour) • Week 1 Developer • Week 2 • 30-min Developer • 30-min IPT IntermediatePhase

Monitoring and Control Processes • Integrated Change Control • Well established • Risk Monitoring and Control • Massive re-organization in progress • Program Manager assigned to training 1 week per month IntermediatePhase

Executing Processes - Surprises • Applications that used the data • Training budget zeroed • Contracts scheduled to end 3 weeks before implementation IntermediatePhase

Acceptance Testing • April 9-17 Shutdown • Ran billing in prior mode • Implemented releases and new application • Communicated rationale for shutdown • National user telcons • Notices • Notification of Loss of Access • 2 weeks, 1 week, 1 day • Way points and Go-No Decision • Daily am meetings w/options for afternoon • Distribute meeting minutes within 3 hours IntermediatePhase

Approval - Billing Implemented • On schedule • $610 M bill • Difference in systems was less than $1,600 • No increase in helpdesk calls FinalPhase

Applications Effected FinalPhase • 8 national applications • 20 downstream applications • Revenue • Budgeting • Finance

Adages and Lessons Learned • Critical mass of expertise and determination • If you publish it, they will not necessarily come • Requirements may not = needs • Publishing <> communications • Be sensitive to words • Communicate across multiple levels • Someone will not get the word • Limit communication to first two degrees

Adages and Lessons Learned • Your success may be a problem for others • Schedules help • Meetings • Short and focused • Agenda • Read ahead material no more than 1 page • Regular basis - same day/and time • Minutes • Discuss workflow expectation early • Keep other applications in mind • Expect – and address - changes

Summary • Start early • Meetings on a regular basis • Hold side meetings to focus on issues • Meeting minutes • Meeting minutes • Meeting minutes • Expect – and address - changes • Communicate across multiple levels

Billing Real Property …. and what I learned