Sunflower Project Change Agent Network Launch

1. Sunflower ProjectChange Agent Network Launch January 22, 2009

2. Welcome

3. Launch Agenda • Welcome • FMS System Name • Project Overview • Project Design Phase • Change Management • Training Update • Change Agent Network Roles and Responsibilities • Agency Task List • Meeting Wrap-Up

4. Welcome and Introductions Sunflower Project Leadership Team • Kent Olson, Project Director • Peggy Hanna, Deputy Project Director • Gary Schneider, Implementation Manager Sunflower Project Managers and Leads • Connie Guerrero, Enterprise Readiness Team Manager • Mike Purcell, Project Management Office • Annette Witt, Finance Team Manager • Dean Arzoian, Technical Team Manager • Shirley Hollis, Agency Readiness Lead • Gina Vinyard, Training Lead • Pam Fink, Central Agency Integration Lead • Stacey Calhoon, Quality Assurance / Test Lead • Vickie Hemmen, Business Intelligence / Data Warehouse Lead

5. FMS System Name

6. System Name Conducted contest for naming the new FMS system Invited employees Statewide to participate in naming contest Received over 100 entries The name and lucky winners are…

7. System Name Submitted by Randy Tongier, Legislative Post Audit Diana Wadsworth, Department of Transportation

8. Project Overview

9. Sunflower Project Sponsors Executive Sponsors • Duane Goossen, Secretary of Administration • Carol Foreman, Deputy Secretary of Administration • Denise Moore, Chief Information Technology Officer (CITO)

10. Project Governance • Secure budget • Resolve inter-agency issues • Assist with changes to statutes and policies Executive Sponsors • Define and control high-level project scope • Provide guidance on cross-agency issues • Champion the Sunflower project within their agency Steering Committee • 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 FMS Management Team

11. Project Organization Executive Sponsors: Goossen, Foreman, & Moore Steering Committee Project Management Office: Purcell & Grover Project Management: Olson, Hanna, Schneider, Lavery, & Andrews Project Support: Ramirez Functional Team: Witt & Cole Technical Team: Arzoian & Myers Enterprise Readiness: Guerrero & Harold CORE PROJECT TEAM

12. 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.

13. Project Objectives Adopt best practices Standardize business processes Collaborate with agencies to configure appropriate elements for their specific needs (workflow, budget thresholds, etc.) Invest in the workforce through training and involvement in process changes Address both large and small agency concerns and needs with open and two-way communication

14. Project Scope – Implement a full suite of PeopleSoft Financials 9.0 Purchasing Accounts Payable Asset Management Projects / Grants Accounts Receivable / Billing General Ledger Data Warehouse & Reporting Time and Labor

15. Project Scope • Decommission • STARS and SOKI • Over 60 agency systems • Integrate SHARP with the new FMS • 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

16. Decommission ofSTARS and SOKI • All state agencies, boards and commissions currently using STARS and/or SOKI will integrate and use the new Financial Management System • STARS and SOKI transactional data will not be converted into the new FMS • SOKI Interfund transactions • Team has reviewed existing SOKI system and related functionality • Team is weighing the pros and cons of available options • Once decision is reached we will let everyone know

17. Project Accomplishments • Kicked-off Implementation Phase of the Sunflower Project on October 29, 2008 • Completed Plan and Analyze Phases • Published the first Sunflower Project Newsletter: http://www.da.ks.gov/ar/fms/newsletter/20081219_Newsletter_1_1.pdf • Published the Sunflower Project Charter http://www.da.ks.gov/ar/fms/Documents/ProjectCharter.pdf • Conducted and compiled results for various surveys • Analyses of the Quality Assurance and Conference Room Pilot (CRP) surveys are posted on the Sunflower Project website • Completed Conference Room Pilot sessions • The sessions yielded valuable information for the Design Phase • Summary information from the CRPs will be posted to the website

18. Change Control – Enhancements & Mods • Process starts with review of requirements (20 - 200 requirements per module) in CRPs by functional team and agency participants • Examples of potential mods from Purchasing CRP sessions • Delivered software does not provide the ability to include the distributor name and number in catalogs • Agencies do not currently track distributor information and see no need to capture this information • Resolution: remove requirement • Delivered software does not provide fields to maintain information on recycled content and percentage • Agencies are required to report on recycled materials • Resolution: small modification to create indicator and quantity of recycled content • Delivered software can only store 254 character description for contracts/catalogs • Specific agency has this capability in their current purchasing system • Resolution: work-around by using available field

19. Authority for Change Requests

20. Current Activities • Forming a data warehouse advisory group (data experts from large agencies, Legislative Post Audit, KU) • Finalize the chart of accounts • Decide on the number of GL business units • Publish the chart of accounts mid-February 2009 • On 01-16-09 the Steering Committee approved implementing Time and Labor • Initially for select agencies • More details to come

21. Project Timeline

22. Project Design Phase

23. Design Phase Jan ‘09—Apr ‘09 Launch Change Agent Network Conduct Agency Introduction Meetings Conduct Configuration Workshops Create Agency Conversion Strategy Design Agency Interfaces Conduct Initial Agency Readiness Assessment Conduct Business Process Workshops Design Training Curriculum Final COA will be published mid-February 2009

24. Design Phase Jan ‘09—Apr ‘09 Launch Change Agent Network Conduct Agency Introduction Meetings Publish Conversion Standards April 2009 Publish Interface Standards March 2009 Publish COA February 2009 Design Agency Interfaces Conduct Initial Agency Readiness Assessment Design Agency Conversion Strategy Design Training Curriculum

25. Quality Assurance / Testing • Quality Assurance is a continuous process throughout the lifecycle of the project • Achieved through… • Having comprehensive policies and procedures in place to ensure standards are maintained or bettered • Planning quality assurance into all development activity • Fostering a culture that recognizes the benefits and value that quality assured provides • The QA team will begin contacting select agencies this month to discuss: • QA self-assessment and follow-up • Agencies current QA / Testing practices • Begin to set standards and expectations • The bulk of FMS testing occurs in later phases, but agency QA / Testing may be sooner • Stacey Calhoon, QA Lead Chris Lewis, QA Team • stacey.calhoon@da.ks.govchris.lewis@da.ks.gov • 785.291.3381 785.368.7111

26. Change Management

27. 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

28. Change Management Objectives • Identified stakeholders serving as sponsors and change agents who will contribute to a successful transition • Help agencies prepare for the impact the new FMS system will have on them • Involve the agencies in preparation for deployment • Communicate with agencies on a regular basis regarding the following: • Project events • General information about project, timeline, current events • Set expectations for agency involvement • Help agencies understand the system and interface impacts • Provide agencies with tools

29. Change Management “Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving that up." — James Belasco and Ralph StayerFlight of the Buffalo (1994)

30. Reactions to Change COMMITMENT:“This works for me and my colleagues” SATISFACTION:“I’m happy just as I am” HOPE:“I can see how this might work for me….” DENIAL:“This isn’t relevant to what I do.” EXPLORATION:“I might as well see if this will work” PRODUCTIVITY TIME RESISTANCE:“I’ll have none of this!”

31. Change Commitment Curve

32. Training Update

33. Skills Assessment Sent to all potential end users through agency contacts Included current STARS and SOKI users as well as others performing Financial Management Tasks Over 500 responses representing all agencies

34. Typical End User 5+ years experience with Financial Management Uses STARS or SOKI daily Comfortable with Word, Excel, Internet Less comfortable with Power Point Understands Accounting Experienced in day-to-day tasks Performs a few tasks most of the day

35. Task Distribution Process Areas Percent Performing

36. Training Delivery Preferences Methods Percent Preference

37. Training Curriculum

38. Sample Curriculum Path Sample curriculum for an end user that processes requisitions and purchase orders

39. End User Locations

40. We need your help!Do you have facilities? • 12-15 PCs and 1 instructor PC • Internet browser and internet connection • LCD Projector and screen • Adequate parking and facilities for participants • Onsite contact for troubleshooting equipment issues • Ability to reserve blocks of time April – June, 2010 • Contact Gina Vinyard to volunteer your training facility • gina.vinyard@da.ks.gov

41. Change Agent Network Roles and Responsibilities

42. Change Agent Network The Change Agent Network consists primarily of the agency Change Agents and the Sunflower Project team’s Agency Readiness Liaisons The objective of the Network is to help state agencies take responsibility for their preparation and readiness as they transition to the new FMS The Network equips and facilitates agencies for the transition by providing tools and guidance

43. Roles and ResponsibilitiesAgency Primary Contact Advocate the Sunflower Project and communicate information throughout all levels of your agency Attend project presentations, workshops, training, etc Proactively follow up with Agency Readiness Liaisons as needed for clarifications and to bridge knowledge and communication gaps Work through items on the Agency Task List. Adhering to project quality standards and timeline Assess and communicate Agency’s readiness for the transition to the new FMS system

44. Roles and ResponsibilitiesAgency Technical Contact The interface specification document will be available March 2009 and the data conversion specification document will be available April 2009 Attend workshop(s) as requested Perform data conversion and develop interfaces Validate data conversion by developing test files and test cases Update technical and functional documentation Adhere to project quality standards and complete work on time

45. Roles and ResponsibilitiesAgency Project Managers Agencies are required to have a project manager if they have any of the following: • Interfaces for existing systems that need modified to interface with the new FMS system • Agency systems that need modified due to the changes in the statewide chart of accounts and • Data conversion files that will be generated for de-commissioned systems. • Complete, manage and maintain project schedule, including agency specific activities • Report agency progress on a monthly basis, inform the Sunflower Project of any critical schedule delays that could impact any phase of the schedule. • Provide information to the Agency Readiness Liaisons as needed • Attend workshops and meetings as requested

46. Roles and ResponsibilitiesAgency Training Contact Participate in the role-mapping process Provide the names of designated FMS trainers from your agency and coordinate their participation in the Train-the-Trainer program Coordinate end user training registration for the agency Encourage participation of agency end users in training sessions

47. Roles and ResponsibilitiesAgency Subject Matter Experts Participate in configuration workshops, business process workshops, etc. Work with Agency Primary Contact to map the agency’s “as-is” process to the new “to-be” process Identify and communicate with Agency Readiness Liaisons regarding issues, concerns or questions of the new “to-be” process or FMS functionality that may be particularly challenging Attend end-user Training

48. Roles and ResponsibilitiesAgency Readiness Liaisons Act as the primary point of contact for the Sunflower Project to the agencies, communicate regularly with agency primary contact Communicate readiness activities and tasks to agency Change Agents Provide tools and templates to assist Agency Change Agents in their readiness preparation and completing their tasks Work with the Agency Contacts to identify and respond to unique organizational or agency specific factors. Monitor and assess agency readiness, refine readiness tasks and dates throughout the project and monitor completion of tasks

49. Introducing Your Agency Readiness Liaisons Shirley Hollis, Agency Readiness Lead shirley.hollis@da.ks.gov 785.296.4017 Mona Waltmire, Agency Readiness Liaison mona.waltmire@da.ks.gov 785.291.0572 Jennifer Dennon, Agency Readiness Liaison jennifer.dennon@da.ks.gov 785.291.0571 Mitzi Cafer, Agency Readiness Liaison mitzi.cafer@da.ks.gov 785.291.0570 List of Agencies and their Agency Readiness Liaison is posted to the website

50. Change Agent Network Agency • Report issues, concerns, questions • Inform of Agency specific needs • Contribute to Agency Readiness