Corporate Administrative Strategy

1. Corporate Administrative Strategy GTEC October 15, 2007 Chief Information Officer Branch, TBS RDIMS# 593160

2. Today’s Challenges To deliver better business value across Government and support Public Service Modernization… • Strengthen the internal operations of government. • Deliver a common approach to key internal administrative and information technology services to departments and agencies. • Improve service quality and effectiveness. • Simplify business processes, re-using information & services to better manage moneys and operations. • Deliver shared corporate administrative & information technology services. • Simplify and standardize processes for these systems. • Reinforce the capacity of the Public Service. • Through the provision of common services and processes that are built for government-wide usage and to readily support change.

3. Scope of Internal Administrative Services Initiatives STANDARDIZED PROCESSES Financial HR Material STANDARDIZED DATA Financial HR Material Standardized Systems SAP & PeopleSoft Upgrade Data & Process Bridge Corporate Admin Shared Services 6 3 2 1 4 5 PWGSC SAP Clusters PSC eRecruit Pension GOCM STSI RCMP HR HR Portals PAY EMIS ITSSO … initial set of internal services initiatives (administrative)

4. Corporate Admin Strategy Responsible to perform Multiple orgs CIOB OCG / CPSA / GOS / CIOB CIOB with CASS CASS Managing the process The CASS Project OCG, CPSA Standardized Data and Process Projects Other Clusters, Other Functionality Cluster Governance SAP – Psft Next Gen Procurement The Bridge ‘Initiative’ (selected data & processes) The Bridge ‘Initiative’ 6 2 4 5 3 1 Standardize Data Standardize Processes Establish Data & Process Bridge Establish CAS-SSO Standardize Systems & Clusters Manage Evolution of Current Systems

5. The Current Environment Human Resource Solutions 6+ cluster solutions Finance and Material Solutions 7+ cluster solutions GC HRMS Solution (PSFT-based solution) IFMS Solution (SAP-based solution) Used by 34 Departments / Agencies to process a significant amount of all the Crown’s human resource business transactions. Used by 33 Departments / Agencies to process 80% of all the Crown’s financial and material business transactions. Standardize Systems

6. Standardize Systems The Direction: Utilize Multiple ERPs plus a Bridge • Consolidate, as appropriate, on an SAP-based solution for Finance and Materiel business processes and an Oracle/PeopleSoft-based solution for Human Resource business processes. • Provide a process and data integration capability across the two ERPs (i.e., a Bridge). • Procure selected software and technologies that will allow existing investments to be leveraged. • Upgrade the two ERPs when necessary, and when feasible.

7. Corporate Admin Strategy Overall Bridging Needs…. 7 major end to end Human Resource Processes - 100s of sub-processes. Payroll Core Materiel Applications ? ? Dept ERP Integration Processes Core Human Resource Applications Core Financial Applications (and SMS) 22 ? 22 of these sub-processes address integration between the HR, Finance, Materiel & Payroll domains. Note: Based upon the CPSA End-to-End HR Process definitions.

8. The Bridge Project Payroll Core Materiel Applications The potential Phase 1 Solution…. Delivering reusable services to perform: 5 of 22 HR Integration Processes Core Human Resource Applications Core Financial Applications (and SMS) • Workstation & asset request process. • Special requirement request process. • Recovered assets (permanent separation) process. • Recovered assets (temporary separation) process. • Measurement & monitoring plan process. Note: Based upon the CPSA End-to-End HR Process definitions.

9. Phase 1 Bridge Solution (Potential ) SAP Solution (SAP R/3 V4.7) PSFT Solution (PSFT HRMS V8.9) Standards, Guidelines, Directives SOA Bridge Services Person Asset 1. Ability to associate assets to an accountable individual (5 of 22 HR integration processes) Processes Data Time Project • 2. Ability to accurately report payroll costs against projects (special events, work assignments, etc.) & cost centers. • (10 additional integration processes) Technology Cost Architecture

10. The Bridge Project – Reusability & Alignment Alignment Sharing Commonality With Phase 1… Policies, Standards & Guidelines – processes & master data. 5 of 22 HR processes Policies, Standards & Guidelines – technology / architecture. Enabling 50% of integration technologies GC Procurement Vehicles – SOA Consulting & Technologies. Consulting Combined GC and Departmental Governance model. Horizontal governance Reusable Services. 5 of 22 HR processes  Departmental business transformation.

11. The Bridge project - Evolving to a mature & aligned enterprise Alignment Sharing Commonality Policies, Standards & Guidelines – processes & master data. 5+ of 22 HR processes 5 of 22 HR processes Policies, Standards & Guidelines – technology / architecture. 80% of integration technologies Enabling 50% of integration technologies GC Procurement Vehicles – SOA Consulting & Technologies. Consulting Phase 2 Combined GC and Departmental Governance model. Horizontal governance Horizontal governance Reusable Services. 5 of 22 HR processes 5+ of 22 HR processes  Departmental business transformation. Phase 1 Phase 2

12. Corporate Administrative Integration GOC Marketplace Other Departmental Program Operation Systems (e.g., Real Property, Gs&Cs, etc) Travel Pension Payroll Core Materiel Applications SPS Business Intelligence Recruitment Employee & Manager Portal / Self-service Dept ERP Integration Learning CFMRS/BOSR Core Human Resource Applications Core Financial Applications (and SMS) Other Finance / Materiel Functionality Other HR Functionality Federated Enterprise Bridge Strategy Many Bridges are established across the Government of Canada to suit department, GC wide and Federal – Provincial integration needs but all following the same standards. Inter & Extra Government Integration Departmental and Inter-Departmental Program Integration Fisheries Foreign Affairs Defence Heritage Revenue Others