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Steering Committee Meeting

Steering Committee Meeting. Sunflower Project Kansas Financial Management System October 10, 2008. Today’s Agenda. Introductions – Kent Project Status – Kent Current Activities – Gary Project Staffing – Peggy. 2. Introductions. Welcome Accenture!

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Steering Committee Meeting

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  1. Steering Committee Meeting Sunflower Project Kansas Financial Management System October 10, 2008

  2. Today’s Agenda Introductions – Kent Project Status – Kent Current Activities – Gary Project Staffing – Peggy 2

  3. Introductions • Welcome Accenture! • Dave Andrews – Client Director & KDOT Domain Expert • Paul Lavery – Project Manager • Steering Committee Members: 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 3

  4. Project Status – KITO Plans • Pre-implementation phase of the project complete (final quarterly report to be submitted in January ’09) • KITO plan for implementation submitted 09/16 • Plan was developed with detailed activities and resource loading for the Analyze phase – 5 months • Plan will be resource loaded and additional detail for the Design, Build and Test phases – remaining 16 months • Minor revisions requested by KITO • Plan approved by KITO on 10/03 4

  5. Project Status – Team Training • In early October most State project team members attended ½ day training on the State’s Project Management Methodology – very helpful • State project team training • technical and functional beginning 10/13 • continues for 5-6 weeks • nearly all training is being held on-site • State project team members will be in ½-day training/workshop next week to learn more about the overall plan and schedule and to discuss communication channels, project risks, constraints and assumptions 5

  6. Project Status – Accenture Ramp-up • Working with Accenture in three areas • KITO planning • Training planning • Infrastructure planning • Accenture will begin ramping-up over the next several weeks: • 10/13 – six consultants in project management, functional areas and technical • 10/20 – five consultants in change management, KDOT and functional areas • 10/27 – one functional consultant 6

  7. Project Status – Kick-off Event • Intent is to communicate to key agency representatives: • Project objectives and success factors • Scope • Timeline • High level roles & responsibilities • Change management • Key team members • Expectations (Agencies’ project management, QA, level of engagement) • Two 1 ½-hour sessions scheduled for 10/29 @ the Holidome (10am and 1:30pm) • Intended to communicate the start of the project • Anticipate several hundred State employees • Will provide take-aways 7

  8. The 1st Six Months of the Project mid-March Oct 06th mid-January mid-February late- November mid-October Begin FMS Team Training Project Kick-off Prepare for and Conduct Conference Room Pilots Build-out of Data Center Including SHARP II Interface and Data Conversion Standards Complete and Published to Agencies Design/Analysis Complete for COA, KDOT, SRS and Treasurer Systems Decision Point for Labor Distribution 8

  9. Agency Outreach Continues Recent or pending meetings with agencies: KDOT KHPA KPERS KDHE SRS 14 agencies needing a central labor distribution solution Over the past three weeks conference calls held with: KSU KU PSU WSU FHS ESU KU Med Center Discussed project scope and timeline, expenditure object codes, commodity codes Calls included Controller and senior fiscal and purchasing management 9

  10. Strategies to Track State Spend and Enhancements to Object Codes Capturing state-wide spend is one of several key goals of the project Decision to use UN/SPSC 8-digit standard to capture spend for the purchase of goods and services through the PeopleSoft Purchasing module Most Regents’ institutions will not be adopting the State commodity code standard in the near future Other sources of spend can only be captured with more detailed expenditure object codes Task team working on options to capture spend from Regents, direct pay and BPC purchases Most likely will use a 6-digit object code with the 1st character a GL account, characters 2-5 the current object code and a 6th character for new object codes – this change will impact many systems 10

  11. Business Process Mapping and Documentation Completed mapping and documenting 31central and agency business processes Each process includes a diverse group of subject matter experts from central and program agencies Thirty-nine (39) agencies participated Central processes documented in the “as-is” state Agency processes documented in the “to-be” state Business process mapping sessions were a good change management channel (systems, processes and roles) 11

  12. Labor Distribution Analysis Beginning analysis of 14 agencies’ time capture systems as part of broader analysis for central labor distribution solution Time capture systems at fourteen agencies being reviewed Analysis includes three-page survey of various aspects of their systems, (e.g. project/grant id, edit checks, workflow, deficiencies, impact from COA changes) and system demo Began meeting with agencies this week and will continue for two weeks 12

  13. Labor Distribution Analysis Timeline FMS and SHARP team begin analysis phase of SHARP modifications & Labor Distribution solution SHARP and Labor Distribution analysis complete Steering Committee decision on whether or not to implement a central labor distribution solution Kick-off Go-Live 07/01/10 08/15 10/13 01/15 01/10 03/10 Planning Analysis & Agency Development/Testing Integration Testing Acceptance Design (incl) New T&L Platform Testing Analysis of agency time and leave systems Steering Committee (SC) decision to analyze proposed labor distribution solution of selected contractor 13

  14. Expectations for Agencies • Agency project plans for modifying and de-commissioning systems • Plans link to key milestones in master project plan • Due in December • Monthly status reports against plan • Used to monitor agency progress • Each agency should have a project manager assigned for FMS project controls coordination • QA standards/expectations for agencies • Requirements tracking • Testing procedures and standards • Defect tracking and resolution • Each agency should have a representative assigned for FMS QA 14

  15. Project Staffing & HR • Nearly all positions have been filled – 42 of 52 • Composition of Team • Agencies: DoA [A&R (4), DISC (3), DPS, DOP (2)], KDHE, Racing and Gaming, SRS (3), DOR (2), KU Med, Treasurer, Adjutant General(2), KU, KHPA, Commerce (2) • Private Sector (talent with specific skills): Payless, Sprint, Blue Cross Blue Shield, Axiom • Developed employee orientation “kit”

  16. Questions 16

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