Financial Management Modernization Initiative FMMI Overview

1. Financial Management Modernization Initiative (FMMI) Overview Presented byFMMI PMO

2. FMMI Agenda Introductions Overview Organization Timeline Scope System Interfaces Technical Architecture Office of the Chief Financial Officer 1 Additional Message: Convey what will be covered in each Breakout session so people know what will be covered during those sessions vs. overview or in more detail in breakout. Breakout 1: Deployment 1 Agencies / Staff Offices are the primary audience Deployment approach Accomplishments to Date Count Down to Go-Live Help Desk Breakout 2: Deployment 2 Agencies are the primary audience What we�ve done to date What you need to know for Deployment 2 What you can start doing now Breakout 3: Accounting Data Structure Master Data Policy Decisions Work Breakdown Structure (WBS) Shorthand CodesAdditional Message: Convey what will be covered in each Breakout session so people know what will be covered during those sessions vs. overview or in more detail in breakout. Breakout 1: Deployment 1 Agencies / Staff Offices are the primary audience Deployment approach Accomplishments to Date Count Down to Go-Live Help Desk Breakout 2: Deployment 2 Agencies are the primary audience What we�ve done to date What you need to know for Deployment 2 What you can start doing now Breakout 3: Accounting Data Structure Master Data Policy Decisions Work Breakdown Structure (WBS) Shorthand Codes

3. Introductions Office of the Chief Financial Officer 2 Key Message: Introduce self and role in / place on the FMMI Initiative. Key Message: Introduce self and role in / place on the FMMI Initiative.

4. Office of the Chief Financial Officer 3 FMMI Overview

5. Financial Management Modernization Initiative (FMMI) Office of the Chief Financial Officer 4 Key Message: FMMI targets the replacement of FFIS (Foundation Financial Information System) and the replacement of the legacy financial and agency program ledgers FFIS is based on outdated mainframe technology no longer supported by the vendor for ongoing compliance with federal financial management requirements Replacing FFIS, the core financial management system and program ledgers, with a modern, Web-based core financial management system is expected to eliminate the need to operate and maintain many of the legacy feeder systems and the financial statements data warehouse which is currently needed to produce external financial statements such as consolidated financial statements USDA�s FMMI Initiative will be Accountable, Transparent and Efficient. And� Comply with President�s Management Agenda (PMA) Support Department�s Strategic Plan and Administration mandates Achieve an unqualified audit opinion Strategic use of human capital Enterprise-wide solution Scalable information technology Accurate, timely data Key Message: FMMI targets the replacement of FFIS (Foundation Financial Information System) and the replacement of the legacy financial and agency program ledgers FFIS is based on outdated mainframe technology no longer supported by the vendor for ongoing compliance with federal financial management requirements Replacing FFIS, the core financial management system and program ledgers, with a modern, Web-based core financial management system is expected to eliminate the need to operate and maintain many of the legacy feeder systems and the financial statements data warehouse which is currently needed to produce external financial statements such as consolidated financial statements USDA�s FMMI Initiative will be Accountable, Transparent and Efficient. And� Comply with President�s Management Agenda (PMA) Support Department�s Strategic Plan and Administration mandates Achieve an unqualified audit opinion Strategic use of human capital Enterprise-wide solution Scalable information technology Accurate, timely data

6. FMMI ERP / SAP Office of the Chief Financial Officer 5 Key Messages: Provide enterprise view of data. Instead of having different parts of the organization using different systems which have to be aggregated, all users operate in the same system. This allows senior management to access information for the entire enterprise quickly and easily, resulting in better decision making. In addition, data is used consistently across the enterprise, rather than having inconsistent data across multiple systems. Finally, data entry frequently is reduced, since users in one part of the organization easily can see and use data that is captured in another part of the organization. Provide real-time data processing. Instead of requiring data to move through multiple systems and interfaces that may involve time lags, data in ERP systems is processed instantaneously. For example, the financial impacts of purchasing or receiving actions are immediately reflected in the general ledger, rather than waiting for an interface to run. Standardize business processes. Because all users in the organization use the same system, this forces organizations to streamline and standardize their business processes. Organizations that undergo this process typically find the reasons why different processes evolved in the past no longer exist, and there are significant cost savings to be realized through process standardization. Implement leading practices. ERP software brings with it recommended leading business practices from thousands of successful implementations in both government and commercial organizations. While organizations can configure the software to operate differently due to unique requirements, most organizations that implement ERP systems adopt many of the leading practices that are inherent in the ERP packages. Key Messages: Provide enterprise view of data. Instead of having different parts of the organization using different systems which have to be aggregated, all users operate in the same system. This allows senior management to access information for the entire enterprise quickly and easily, resulting in better decision making. In addition, data is used consistently across the enterprise, rather than having inconsistent data across multiple systems. Finally, data entry frequently is reduced, since users in one part of the organization easily can see and use data that is captured in another part of the organization. Provide real-time data processing. Instead of requiring data to move through multiple systems and interfaces that may involve time lags, data in ERP systems is processed instantaneously. For example, the financial impacts of purchasing or receiving actions are immediately reflected in the general ledger, rather than waiting for an interface to run. Standardize business processes. Because all users in the organization use the same system, this forces organizations to streamline and standardize their business processes. Organizations that undergo this process typically find the reasons why different processes evolved in the past no longer exist, and there are significant cost savings to be realized through process standardization. Implement leading practices. ERP software brings with it recommended leading business practices from thousands of successful implementations in both government and commercial organizations. While organizations can configure the software to operate differently due to unique requirements, most organizations that implement ERP systems adopt many of the leading practices that are inherent in the ERP packages.

7. FMMI Goals Office of the Chief Financial Officer 6 Key Messages: Support USDA Mission: USDA officials require high-quality financial and performance information to make and implement effective policy, management, stewardship, and program decisions. The implementation, operations and maintenance of certified, technologically advanced, and reliable financial systems will contribute to USDA�s mission, strategic goals, and objectives. Address Legacy System Support and Material Weaknesses: USDA legacy accounting system for administrative funds is no longer supported by the vendor, and USDA must address material weaknesses in agency-specific program fund general ledger systems. Meet Legislative and Management Mandates: FMMI will enable USDA to meet its fiduciary responsibilities, including accountability for U.S. tax dollars, and to comply with several legislative and regulatory mandates. Provide Core Financials for all USDA Agencies/Offices Fulfills mandates of Financial Management Line of Business (FMLoB) Compliant with FSIO (formerly JFMIP) Integrate with Existing and Emerging E-Government Initiatives: FMMI will enable USDA to integrate with E-Government initiatives such as eGovernment Travel, E-Payroll, Grants.gov, & E-Loans. Key Messages: Support USDA Mission: USDA officials require high-quality financial and performance information to make and implement effective policy, management, stewardship, and program decisions. The implementation, operations and maintenance of certified, technologically advanced, and reliable financial systems will contribute to USDA�s mission, strategic goals, and objectives. Address Legacy System Support and Material Weaknesses: USDA legacy accounting system for administrative funds is no longer supported by the vendor, and USDA must address material weaknesses in agency-specific program fund general ledger systems. Meet Legislative and Management Mandates: FMMI will enable USDA to meet its fiduciary responsibilities, including accountability for U.S. tax dollars, and to comply with several legislative and regulatory mandates. Provide Core Financials for all USDA Agencies/Offices Fulfills mandates of Financial Management Line of Business (FMLoB) Compliant with FSIO (formerly JFMIP) Integrate with Existing and Emerging E-Government Initiatives: FMMI will enable USDA to integrate with E-Government initiatives such as eGovernment Travel, E-Payroll, Grants.gov, & E-Loans.

8. FMMI Enterprise Solution and Capabilities Office of the Chief Financial Officer 7 Key Messages: FMMI: Replaces the legacy mainframe systems with an advanced, commercial-off-the-shelf (COTS) software � SAP ERP 6.0 for USDA�s new core financial system Provides a single, operational web-based system for all USDA Agencies and Departmental Offices: Entering financial transactions Integrating financial data from multiple sources Conducting funds and cost management activities Generating real-time and multi-year analytical data Complies with Federal accounting and system standards- Complies with President�s Management Agenda (PMA) and supports the Department�s Strategic Plan and Administration mandates Re-engineers business processes and builds new standard USDA-wide processes Delivers reliable, relevant and timely data for decision-making by leaders and managers across USDA Key Messages: FMMI: Replaces the legacy mainframe systems with an advanced, commercial-off-the-shelf (COTS) software � SAP ERP 6.0 for USDA�s new core financial system Provides a single, operational web-based system for all USDA Agencies and Departmental Offices: Entering financial transactions Integrating financial data from multiple sources Conducting funds and cost management activities Generating real-time and multi-year analytical data Complies with Federal accounting and system standards- Complies with President�s Management Agenda (PMA) and supports the Department�s Strategic Plan and Administration mandates Re-engineers business processes and builds new standard USDA-wide processes Delivers reliable, relevant and timely data for decision-making by leaders and managers across USDA

9. FMMI Enterprise Capabilities Funds control and accountability Cost management activities Standard transactional input into single web-based system Planning, programming, budgeting and execution Cost analysis activities Fulfillment of Financial Management Line of Business (FMLoB) and other key Federally mandated initiatives Compliance with OMB Circulars A-123 and A-130 and USDA cyber security policies Adherence with the President�s Management Agenda (PMA) goals Robust document and reporting capabilities Office of the Chief Financial Officer 8 Additional Messages: Funds control and accountability that provides commitments, obligations, expenses, and disbursements from a single system in real-time Cost management activities in real-time that integrate financial and related functional, non-financial data for analyses and �leading practices� Standard transactional input into single web-based system that reduces re-keying, re-working, and reconciliation of data Planning, programming, budgeting and execution through the use of integrated financial and non-financial experience data Cost analysis activities that provide, across USDA and calendar/fiscal years, cost & functional performance data by project, organization, etc. Fulfillment of Financial Management Line of Business (FMLoB) and other key Federally mandated initiatives Adherence with the President�s Management Agenda (PMA) goals for improved financial performance, expanded electronic government, and budget/performance integration Additional Messages: Funds control and accountability that provides commitments, obligations, expenses, and disbursements from a single system in real-time Cost management activities in real-time that integrate financial and related functional, non-financial data for analyses and �leading practices� Standard transactional input into single web-based system that reduces re-keying, re-working, and reconciliation of data Planning, programming, budgeting and execution through the use of integrated financial and non-financial experience data Cost analysis activities that provide, across USDA and calendar/fiscal years, cost & functional performance data by project, organization, etc. Fulfillment of Financial Management Line of Business (FMLoB) and other key Federally mandated initiatives Adherence with the President�s Management Agenda (PMA) goals for improved financial performance, expanded electronic government, and budget/performance integration

10. FMMI Benefits Provides access to leading business practices by using a commercial off-the-shelf (COTS), web-based Enterprise Resource Planning (ERP) system Saves time across USDA by eliminating redundant data entry, re-working same data among multiple systems, and then reconciling data differences Consolidates / eliminates many legacy systems Secure single sign-on Improves financial performance and management reporting to help with decision-making Streamlines financial-business processes Improves functional integration, accountability, internal controls, and the ability to audit transactions Complies with Federal system standards Office of the Chief Financial Officer 9 Additional Messages: Improves financial performance to serve citizens, business partners, and employees more efficiently and effectively Improves management reporting to help with decision-making at the Department, Agency/Office, and Program levels Compliant and vendor-supported software provides leading practices and offers enterprise-wide solutions to provide the foundation for future USDA requirements Complies with federal system standards Streamline financial-business processes for greater efficiency and effectiveness across the Department Improve functional integration which will require fewer feeder systems Improve accountability, ability to audit transactions, internal controls and error messaging for issue resolution Additional Messages: Improves financial performance to serve citizens, business partners, and employees more efficiently and effectively Improves management reporting to help with decision-making at the Department, Agency/Office, and Program levels Compliant and vendor-supported software provides leading practices and offers enterprise-wide solutions to provide the foundation for future USDA requirements Complies with federal system standards Streamline financial-business processes for greater efficiency and effectiveness across the Department Improve functional integration which will require fewer feeder systems Improve accountability, ability to audit transactions, internal controls and error messaging for issue resolution

11. Office of the Chief Financial Officer 10 FMMI Organization

12. USDA FMMI Leadership Team Key Message: Review team members role and their place on the FMMI Initiative. Key Message: Review team members role and their place on the FMMI Initiative.

13. FMMI Organization and Governance Structure Office of the Chief Financial Officer 12 Key Message: The project structure includes clear decision rights and key decision input from appropriate sources, all working in tandem toward the common goal of implementing FMMI.Key Message: The project structure includes clear decision rights and key decision input from appropriate sources, all working in tandem toward the common goal of implementing FMMI.

14. Office of the Chief Financial Officer 13 FMMI Timeline

15. FMMI Deployment Approach Key Messages: The FMMI team completed the Plan & Analyze phase for Deployment 1 in April 2008 and the Design Phase in January of 2009. Now the team moves into Build, Test, and Deployment of FMMI to USDA agencies and staff offices. The implementation will be deployed in a phased approach and agencies will be added incrementally over time. The first deployment is expected October 1, 2009. Key Messages: The FMMI team completed the Plan & Analyze phase for Deployment 1 in April 2008 and the Design Phase in January of 2009. Now the team moves into Build, Test, and Deployment of FMMI to USDA agencies and staff offices. The implementation will be deployed in a phased approach and agencies will be added incrementally over time. The first deployment is expected October 1, 2009.

16. FMMI Project Phases Office of the Chief Financial Officer 15 Key messages : At a high level review each phase but focus on Build: Plan and Analyze: Participate in requirement definition and documentation, help develop the common business processes to support FMMI, make requirement decisions, and resolve requirement uniqueness Design: Participate in functional designs, data mapping, scenario, script, and role/job design, configuration rationales, data cleansing and validation rules, technical architecture design, communication and training design, and design review and approval Build: Participate in technical designs, RICEFW code and test, peer review, test planning, product testing, user acceptance testing, technical architecture component build activities, security requirement activities, develop training, organization alignment and communication materials, and approval and sign-off Test: Participate in building test cases, conditions, and data; execution and documenting results; develop training, organization alignment and communication materials Deploy: Participate in executing site communications, leading and executing transition to new organizational design, managing, monitoring, and reporting on data cleanup activities, and coordinating additional support during training and deployment Operations and Maintenance: USDA will engage in O&M knowledge transfer and training activities to ensure a smooth transition of USDA team members to the FMMI O&M team Key messages : At a high level review each phase but focus on Build: Plan and Analyze: Participate in requirement definition and documentation, help develop the common business processes to support FMMI, make requirement decisions, and resolve requirement uniqueness Design: Participate in functional designs, data mapping, scenario, script, and role/job design, configuration rationales, data cleansing and validation rules, technical architecture design, communication and training design, and design review and approval Build: Participate in technical designs, RICEFW code and test, peer review, test planning, product testing, user acceptance testing, technical architecture component build activities, security requirement activities, develop training, organization alignment and communication materials, and approval and sign-off Test: Participate in building test cases, conditions, and data; execution and documenting results; develop training, organization alignment and communication materials Deploy: Participate in executing site communications, leading and executing transition to new organizational design, managing, monitoring, and reporting on data cleanup activities, and coordinating additional support during training and deployment Operations and Maintenance: USDA will engage in O&M knowledge transfer and training activities to ensure a smooth transition of USDA team members to the FMMI O&M team

17. FMMI Project Phases Key Messages: Review bullets on slide at high-level, calling attention to a few but not reading directly word for word. Key Messages: Review bullets on slide at high-level, calling attention to a few but not reading directly word for word.

18. FMMI Project Phases Design (July 2008 � January 2009): Conducted Design Working Group Sessions with all Agencies and Staff Offices Conducted Conference Room Pilots with all Agencies and Staff Offices Developed the Communication Plan, Role Matrix Role Description, and Training Plan to support the transition Developed the Deployment Plan Created end-to-end�Business Process Flows Conducted Agency/Staff Office Readiness Briefings with all CFOs Developed Functional Designs Selected NFC as the FMMI Hosting Provider and FMMI Website Hosting Provider Began designing training courses and developing training delivery schedule Held Deployment 1 Implementation Kickoff with Agencies and Staff Office Began conducting weekly implementation calls for the Deployment 1 Agencies and Staff Offices Key Messages: Review bullets on slide at high-level, calling attention to a few but not reading directly word for word. All agencies across all deployments participated in Design Working Group Sessions and Conference Room Pilots. Collectively this is how we�ve designed the corporate FMMI system. In the Design Phase USDA Agency / Staff Office teams participated in requirements definition and documentation and made requirement decisions. Key Messages: Review bullets on slide at high-level, calling attention to a few but not reading directly word for word. All agencies across all deployments participated in Design Working Group Sessions and Conference Room Pilots. Collectively this is how we�ve designed the corporate FMMI system. In the Design Phase USDA Agency / Staff Office teams participated in requirements definition and documentation and made requirement decisions.

19. FMMI Implementation What we are doing now: Build Phase (February � May 2009): Defining Master Data and conducting Agency Specific Process Discussions with Agencies and Staff Offices Developing technical designs Building Test Plans Conducting Security requirement activities Working with COD and NFC to determine FMMI Help Desk Process Mapping users to roles with Agencies and Staff Offices Building Training Courses Developing and distributing communication materials What�s Coming: Test (May � September 2009): Participate in mock conversions, product testing and user acceptance testing (UAT) Deliver training courses and communications to users Deploy (October 2009): Execute cutover to new FMMI system Provide additional support during training and deployment Key Messages: Review bullets on slide at high-level, calling attention to a few but not reading directly word for word. Now we are in the Build phase preparing to move forward to Test and Deploy phases. Key Messages: Review bullets on slide at high-level, calling attention to a few but not reading directly word for word. Now we are in the Build phase preparing to move forward to Test and Deploy phases.

20. Office of the Chief Financial Officer 19 FMMI Scope

21. FMMI Core Financials in SAP Office of the Chief Financial Officer 20 Key Message: Modules are behind the �scenes �in the FMMI system. This slide illustrates where some of the core financial or process areas fall within the modules and what they do. Key Message: Modules are behind the �scenes �in the FMMI system. This slide illustrates where some of the core financial or process areas fall within the modules and what they do.

22. FMMI Functional Architecture Office of the Chief Financial Officer 21 Key Messages: In FMMI all of these areas are integrated. We will speak to Candidate Systems more later. Otherwise each area of FMMI will entail various process areas. Those process areas include: General Ledger Management of: -- GL Account Definition -- GL Transaction Definition -- GL Update & Editing -- GL Upward/Downward Spending Adjustments -- GL Analysis and Reconciliation -- GL Accounting Period Maintenance & Closing Funds Management includes: -- Budget Planning -- Budget Preparation -- Budget Authority -- Funds Distribution -- Funds Control -- Funds Status Fund Balance w/Treasury Management of: -- Treasury Information Maintenance -- Payment Confirmation Process -- Reconciliation & Reporting Payment Management includes: -- Payee Information Maintenance -- Accounts Payable -- Invoicing -- Disbursing -- Payment Follow-up Receivable Management covers: -- Customer Information Maintenance -- Receivable Establishment -- Debt Management -- Collection and Offsets Cost Management encompasses: -- Cost Set-up & Accumulation -- Cost Distribution -- Cost Reporting Reporting will include: -- Enterprise-wide Reporting -- Agency-specific Reporting -- External Reporting -- Metric Tracking System Reporting System Management overall: -- Accounting Classification Management -- Document & Transaction Controls -- Document Referencing and Modification -- System Generated Transactions -- Audit TrailsKey Messages: In FMMI all of these areas are integrated. We will speak to Candidate Systems more later. Otherwise each area of FMMI will entail various process areas. Those process areas include: General Ledger Management of: -- GL Account Definition -- GL Transaction Definition -- GL Update & Editing -- GL Upward/Downward Spending Adjustments -- GL Analysis and Reconciliation -- GL Accounting Period Maintenance & Closing Funds Management includes: -- Budget Planning -- Budget Preparation -- Budget Authority -- Funds Distribution -- Funds Control -- Funds Status Fund Balance w/Treasury Management of: -- Treasury Information Maintenance -- Payment Confirmation Process -- Reconciliation & Reporting Payment Management includes: -- Payee Information Maintenance -- Accounts Payable -- Invoicing -- Disbursing -- Payment Follow-up Receivable Management covers: -- Customer Information Maintenance -- Receivable Establishment -- Debt Management -- Collection and Offsets Cost Management encompasses: -- Cost Set-up & Accumulation -- Cost Distribution -- Cost Reporting Reporting will include: -- Enterprise-wide Reporting -- Agency-specific Reporting -- External Reporting -- Metric Tracking System Reporting System Management overall: -- Accounting Classification Management -- Document & Transaction Controls -- Document Referencing and Modification -- System Generated Transactions -- Audit Trails

23. System Features: FFIS vs. FMMI Real-Time Processing FFIS: FFIS requires more batch processing � information from feeder systems is interfaced through batch processes on a daily basis. This amplifies the data latency challenges, creating a lag between the capture of a business event and the time that the information is available to decision-makers. Real-Time Processing FMMI: With integrated real-time processing, FMMI eliminates sub-ledger reconciliation issues by updating both the general ledger and sub-ledgers simultaneously. This ultimately will deliver more accurate and timely financial data to USDA. Without the time delays and posting errors common in batch processing, USDA can conduct open and close processes accurately and when needed, saving time and money and increasing the accuracy of financial data. Multiple instances of agency-owned applications: Many agency-owned systems currently interface with the existing financial systems. Keeping all of these systems synchronized across USDA is costly and creates risks associated with data latency, consistency and accuracy. Many agency-owned systems are costly, lack the desired functionality, and or are not enterprise-wide. One instance � Once all agencies operate in the same application it will create an enterprise-wide view of the system. Real-Time Processing FFIS: FFIS requires more batch processing � information from feeder systems is interfaced through batch processes on a daily basis. This amplifies the data latency challenges, creating a lag between the capture of a business event and the time that the information is available to decision-makers. Real-Time Processing FMMI: With integrated real-time processing, FMMI eliminates sub-ledger reconciliation issues by updating both the general ledger and sub-ledgers simultaneously. This ultimately will deliver more accurate and timely financial data to USDA. Without the time delays and posting errors common in batch processing, USDA can conduct open and close processes accurately and when needed, saving time and money and increasing the accuracy of financial data. Multiple instances of agency-owned applications: Many agency-owned systems currently interface with the existing financial systems. Keeping all of these systems synchronized across USDA is costly and creates risks associated with data latency, consistency and accuracy. Many agency-owned systems are costly, lack the desired functionality, and or are not enterprise-wide. One instance � Once all agencies operate in the same application it will create an enterprise-wide view of the system.

24. System Features: FFIS vs. FMMI Reporting in FFIS � excessive manual intervention and limited query capabilities are additional challenges the reporting system faces. Reporting in FMMI � FMMI has integrated reporting functionality to provide financial statements and online information access to review the statements. This will support tighter financial control, data consistency, and compliance with audit requirements. FMMI has comprehensive reporting capabilities to generate timely, relevant information to users in the format and structure tailored to their roles. It provides standard reports that support multi-query and drilldown capability. Reporting in FFIS � excessive manual intervention and limited query capabilities are additional challenges the reporting system faces. Reporting in FMMI � FMMI has integrated reporting functionality to provide financial statements and online information access to review the statements. This will support tighter financial control, data consistency, and compliance with audit requirements. FMMI has comprehensive reporting capabilities to generate timely, relevant information to users in the format and structure tailored to their roles. It provides standard reports that support multi-query and drilldown capability.

25. FMMI Organizational Hierarchy Key Messages: This visual represents how the FMMI Organizational Hierarchy is being configured to meet USDA requirements. The FMMI solution is an ERP System. An ERP system is integrated software where all the modules are designed to share information and automatically create transactions based on various business processes. � The above graph illustrates the relationship between the modules.Key Messages: This visual represents how the FMMI Organizational Hierarchy is being configured to meet USDA requirements. The FMMI solution is an ERP System. An ERP system is integrated software where all the modules are designed to share information and automatically create transactions based on various business processes. � The above graph illustrates the relationship between the modules.

26. FMMI Process Areas � General Ledger General Ledger - How USDA will process accruals and adjustments What is staying the same/what is changing: Accruals and adjustments will be managed the same way in FMMI as they are in FFIS

27. FMMI Process Areas � Funds Management Funds Management - How USDA will support activities associated with controlling internal funds, establishing rules for budget operations, distributing funds internally, and monitoring USDA�s resources and available funds. � What is staying the same/what is changing: The distribution process in FFIS was �linear� in terms of how money moved from one level to the next. However, in FMMI, this process is �horizontal� in that there are five budgetary elements that are used simultaneously when administering budget.

28. FMMI Process Areas - Purchasing Purchasing � How USDA will manage all phases of materials management, purchasing, goods received, and logistics invoice verification. What is staying the same/what is changing: IAS will continue to be the primary purchasing system. The Central Contractor Registry (CCR) maintained by DOD will be the primary source for non-federal vendors. It will be incumbent upon vendors to keep their information accurate in CCR.

29. FMMI Process Areas � Accounts Payable Accounts Payable � How USDA will maintain, update and process vendor invoices. What is staying the same/what is changing: Real time data posting and processing Access to current vendor balance Document chain which creates a link between all related documents

30. FMMI Process Areas � Accounts Receivable Accounts Receivable - How USDA will record, manage, and collect receivables due from customers. What is staying the same/what is changing: Inter-agency agreements will no longer require IPAC payments to Treasury. When the SAP payment program runs, both sides of the transaction will automatically clear to cash, greatly reducing eliminations issues. FMMI users will have the capability to manage interest�and penalty fees�and installment plans for individual receivables, as well as for each customer

31. FMMI Process Areas � Cost Management Cost Management: How USDA will record, track and measure the flow of costs and revenues What is staying the same/what is changing: Cost Collection will be carried out using WBS Elements and Cost Centers Cost Allocation in the legacy system will be similar to Cost Allocation in FMMI (including Budgetary Impacts) 30 Office of the Chief Financial Officer

32. Office of the Chief Financial Officer 31 FMMI and System Interfaces

33. FMMI Systems Interfaces Office of the Chief Financial Officer 32 Additional Messages: Replacement means the existing financial and program system, or candidate system, will be subsumed by FMMI. Interfacing means the candidate system will remain, working with the new FMMI system. How are Candidate Systems evaluated? Analysis of candidate systems has been a joint effort of the FMMI project team working together with Agency stakeholders and subject matter experts (SMEs). Their ongoing analysis and gathering of Agency-specific requirements is determining how�the current system process will operate within the new FMMI system.Additional Messages: Replacement means the existing financial and program system, or candidate system, will be subsumed by FMMI. Interfacing means the candidate system will remain, working with the new FMMI system. How are Candidate Systems evaluated? Analysis of candidate systems has been a joint effort of the FMMI project team working together with Agency stakeholders and subject matter experts (SMEs). Their ongoing analysis and gathering of Agency-specific requirements is determining how�the current system process will operate within the new FMMI system.

34. FMMI Corporate System Interfaces The following are the Corporate Department-Wide Systems that have been identified to be subsumed or interfaced with FMMI are: Office of the Chief Financial Officer 33 Additional Message: What if I have a suggestion for a Candidate System? Do you know of other candidate systems that should be considered for analysis?� If so, please send a request for the system(s) to be reviewed to FMMI@usda.gov. Please ensure Candidate Systems appears in the subject line.� The FMMI team will evaluate the request and determine the next steps. Note: TELE/UTVN is technically two separate systems Be prepared for questions that may come up about Non FFIS general ledger systems for example IFCRS for FAS. (Deployment 1 example)Additional Message: What if I have a suggestion for a Candidate System? Do you know of other candidate systems that should be considered for analysis?� If so, please send a request for the system(s) to be reviewed to FMMI@usda.gov. Please ensure Candidate Systems appears in the subject line.� The FMMI team will evaluate the request and determine the next steps. Note: TELE/UTVN is technically two separate systems Be prepared for questions that may come up about Non FFIS general ledger systems for example IFCRS for FAS. (Deployment 1 example)

35. FMMI Candidate System Interfaces As of today�s date these are the Agency Candidate Systems identified that are under consideration to be subsumed or interfaced with FMMI. Office of the Chief Financial Officer 34 Key Message: Please note that additional objects� are presented to the FMMI Program Change Control Board (PCCB) on a weekly basis, so the list of Deployment 1 system interfaces noted above is current at this point in time. Key Message: Please note that additional objects� are presented to the FMMI Program Change Control Board (PCCB) on a weekly basis, so the list of Deployment 1 system interfaces noted above is current at this point in time.




39. FMMI Technical Architecture Office of the Chief Financial Officer 38

40. FMMI Technical Architecture Office of the Chief Financial Officer 39 Key Message: This is the visual representation of the technical architecture behind FMMI. Additional Message: Execution Architecture � Provides the core application functionality to support FMMI end users and connections to external systems. It is a unified collection of run time technology services, control structures, and supporting infrastructures upon which application software runs. Development Architecture � Supports the development activities that will occur to support FMMI. These activities include configuration, programming, and training development. It consists of technology services, tools, techniques, and standards for designing, building, and testing new application and technical architecture components. Operations Architecture � Enables the ongoing support and maintenance of applications and the other elements of the technical architecture. It consists of technology services, tools, standards, and control structures required to keep a business application production or development environment operating at the designed service level. SAP GUI � For Administrators or those responsible for configuring GUI uPerform Client � For Training Authors or Training Developers FMMI Portal is a front end aggregation point for content using web-based technology Applications and Databases provide business functionality Security controls system access and audits security activities Integration Architecture is the middleware that interfaces with external system Key Message: This is the visual representation of the technical architecture behind FMMI. Additional Message: Execution Architecture � Provides the core application functionality to support FMMI end users and connections to external systems. It is a unified collection of run time technology services, control structures, and supporting infrastructures upon which application software runs. Development Architecture � Supports the development activities that will occur to support FMMI. These activities include configuration, programming, and training development. It consists of technology services, tools, techniques, and standards for designing, building, and testing new application and technical architecture components. Operations Architecture � Enables the ongoing support and maintenance of applications and the other elements of the technical architecture. It consists of technology services, tools, standards, and control structures required to keep a business application production or development environment operating at the designed service level. SAP GUI � For Administrators or those responsible for configuring GUI uPerform Client � For Training Authors or Training Developers FMMI Portal is a front end aggregation point for content using web-based technology Applications and Databases provide business functionality Security controls system access and audits security activities Integration Architecture is the middleware that interfaces with external system

41. FMMI Portal The FMMI Portal is a front end aggregation point for content using web-based technology. Office of the Chief Financial Officer 40 Key Message: The FMMI Portal is the main way to enter the FMMI system. Everything else is available from there so you do not have to access multiple systems. It provides the following capabilities: Role-based access controls where end users only access SAP transactions that are associated with their role Secure access where end users will sign-on with their eAuthentification account and connect through https portal Single point of entry to SAP ERP Central Component (ECC) transactions and Business Warehouse (BW) reports Single sign-on to back-end SAP applications Business Warehouse (BW) is a robust reporting module within the system. It will be released separately as mentioned in January of 2010. Depending on your role access will be available via eAuthentification. Accessing BW through the portal is the primary mechanism for FMMI users to retrieve reports. Although there may be ways to access BW outside of the FMMI portal,99% of users will access it this way. (A limited set of individuals will have the ability to perform ad hoc queries via client tools (Super Users).) Key Message: The FMMI Portal is the main way to enter the FMMI system. Everything else is available from there so you do not have to access multiple systems. It provides the following capabilities: Role-based access controls where end users only access SAP transactions that are associated with their role Secure access where end users will sign-on with their eAuthentification account and connect through https portal Single point of entry to SAP ERP Central Component (ECC) transactions and Business Warehouse (BW) reports Single sign-on to back-end SAP applications Business Warehouse (BW) is a robust reporting module within the system. It will be released separately as mentioned in January of 2010. Depending on your role access will be available via eAuthentification. Accessing BW through the portal is the primary mechanism for FMMI users to retrieve reports. Although there may be ways to access BW outside of the FMMI portal,99% of users will access it this way. (A limited set of individuals will have the ability to perform ad hoc queries via client tools (Super Users).)

42. FMMI Features and User Experience Office of the Chief Financial Officer 41 Key Messages: The User Experience means: Real time systems operations. Up to date information used to control events. One information system. All applications access common data. Real events in the business initiate transactions. Supports business process reengineering to meet SAP Best Practices � preconfigured SAP solutions. SAP provides full business & technical documentation & reusable prototypes. Highly configurable to meet specific business needs without making customized source code changes. SAP delivers ready to use business content (e.g., sales document creation, good movement, reports) with the applications. Through the system configuration processes, such as the organization structure, transaction document number schema and master data import, the system can be up and running. Database and application models already defined. Database tables and structures are delivered pre-defined. FMMI Portal allows: Real-time business transactions Single transactional database Data sharing across all process areas Fully integrated functionality Open, service-orientated architecture Scalable Robust reporting FSIO compliant Configure to business needs Ready to use business content Single point of access via a web-based Portal Role-based access and security Intuitive Windows environment Workflow automates routing and approvalsKey Messages: The User Experience means: Real time systems operations. Up to date information used to control events. One information system. All applications access common data. Real events in the business initiate transactions. Supports business process reengineering to meet SAP Best Practices � preconfigured SAP solutions. SAP provides full business & technical documentation & reusable prototypes. Highly configurable to meet specific business needs without making customized source code changes. SAP delivers ready to use business content (e.g., sales document creation, good movement, reports) with the applications. Through the system configuration processes, such as the organization structure, transaction document number schema and master data import, the system can be up and running. Database and application models already defined. Database tables and structures are delivered pre-defined. FMMI Portal allows: Real-time business transactions Single transactional database Data sharing across all process areas Fully integrated functionality Open, service-orientated architecture Scalable Robust reporting FSIO compliant Configure to business needs Ready to use business content Single point of access via a web-based Portal Role-based access and security Intuitive Windows environment Workflow automates routing and approvals

43. NFC Hosting Provider USDA selected the National Finance Center (NFC) to provide data center hosting services for FMMI as of February 4, 2009. NFC will provide full hosting services to include the provisioning and installation of hardware, Operating System, and system software; provide engineering services for Operating System level system administration, performance monitoring, capacity management, security, operations and maintenance, Help Desk support, local backups, and disaster recovery. Office of the Chief Financial Officer 42 Additional Messages: Hosting services to include: Hardware System Software Engineering Services System Administration Security Help Desk (Functional) Operations and Maintenance Disaster Recovery Additional Messages: Hosting services to include: Hardware System Software Engineering Services System Administration Security Help Desk (Functional) Operations and Maintenance Disaster Recovery

44. Office of the Chief Financial Officer 43 FMMI Data Cleansing and Conversion

45. Converting Data from Legacy Systems into FMMI Key Message: This visual represents the process to convert data from legacy systems into FMMI. For Data Cleansing / Data Conversion there are several mock conversions which occur and during each the steps are repeated to make sure the conversion is as successful as possible.Key Message: This visual represents the process to convert data from legacy systems into FMMI. For Data Cleansing / Data Conversion there are several mock conversions which occur and during each the steps are repeated to make sure the conversion is as successful as possible.

46. Data Cleansing Overview The goal of Data Cleansing is to resolve any inconsistencies in data such as accuracy, integrity, correctness, completeness and consistency. Currently there are multiple legacy systems working independently of each other to support the agencies at USDA� In the future, FMMI will have data dependencies, process integration and business rules enforced across the FMMI landscape and across USDA agencies� In order for this change to occur and be effective, current data must be cleansed prior to conversion Office of the Chief Financial Officer 45 Additional Message: Breakout 1 will discuss data cleansing in more detail as it applies to Deployment 1 Agencies and Staff Offices.Additional Message: Breakout 1 will discuss data cleansing in more detail as it applies to Deployment 1 Agencies and Staff Offices.

47. Data Cleansing Overview Data cleansing activities are a partnership between the Agency and Staff Office Data Conversion Leads with oversight by the USDA FMMI Core Team Conversion Lead Weekly meetings are held with Deployment 1 Agencies and Staff Offices to discuss the cleanup process and address any issues or concerns with the various cleansing objects.� Several data marts and queries have been built to facilitate the process of data cleansing for the conversion of Deployment 1 Agencies and Staff Offices into FMMI. The Data Cleansing activity will be on going and continuing until production cutover begins Additional Message: Breakout 1 will discuss data cleansing in more detail as it applies to Deployment 1 Agencies and Staff Offices.Additional Message: Breakout 1 will discuss data cleansing in more detail as it applies to Deployment 1 Agencies and Staff Offices.

48. Data Conversion Overview Office of the Chief Financial Officer 47 Key Message: Data Conversion involves 3 steps Extract the data from the Legacy System Transform the data to a format that meets requirements for FMMI Load the data into FMMI Additional Messages: The FFIS/Legacy data to be converted will be classified into one of the 3 categories: Configuration data � specially configured for the business and controls the operations in the system (Note, configuration data will not be cleansed but may affect cleansing requirements for the next two types of data. ) Master data � describes the information about the people, places and organizational units that are involved in running the business Transactional data � information that is recorded in the course of business events (e.g. work orders for a particular piece of equipment)Key Message: Data Conversion involves 3 steps Extract the data from the Legacy System Transform the data to a format that meets requirements for FMMI Load the data into FMMI Additional Messages: The FFIS/Legacy data to be converted will be classified into one of the 3 categories: Configuration data � specially configured for the business and controls the operations in the system (Note, configuration data will not be cleansed but may affect cleansing requirements for the next two types of data. ) Master data � describes the information about the people, places and organizational units that are involved in running the business Transactional data � information that is recorded in the course of business events (e.g. work orders for a particular piece of equipment)

49. Data Validation Perform online review of converted master data and transactional data to ensure that: Data was mapped accurately as per the functional design Data mapping in the functional design is accurate The structure of the data is accurate and meets the agency�s business needs Perform audit of specific General Ledger accounts after transactional data has been loaded Perform validations to ensure that all expected transactions loaded based on criteria specified in the functional designs 48 Office of the Chief Financial Officer

50. Office of the Chief Financial Officer 49 FMMI Change Management

51. Change Management Overview FMMI Change Management Overview The objective of the FMMI Change Management approach is to achieve successful implementation and acceptance of FMMI changes through: 50 Office of the Chief Financial Officer Key Messages: Any significant change requires time for people to absorb the change and react. We help manage the change through effective Communication and Training, proper Role Alignment and Measurement Activities. Effective Change Management can reduce the duration of time it takes people to absorb a change and accept new information. By providing information in a manner which is easily accessible and used as reference we are giving people tools to help themselves through this process. Communication and training is one way we provide a steady stream of just-in-time communication. While end-users do not need to, or want to, know everything at once, they need to receive that steady stream of just-in-time communication sharing information pertinent to their day to day activities. Role alignment is obviously important as it directly impacts our people and in turn affects the overall success of FMMI. We�ve also been working with Agency Implementation Leads and Subject Matter Experts to align roles of our people to their new activities. We�ll know how well we�ve done managing the Change by measuring for Change Acceptance / Change Readiness through a series of surveys. Surveys are anonymous, but they help us understand where gaps in communication or training may exist in addition to telling us how people like to receive information on FMMI so we can close those gaps. You may have heard the phrase �The soft stuff is the hard stuff� and that�s the case any time there is significant change. But through effective Change Management we are mitigating for the challenges we�ll face and our people will face to make the transition as smooth as possible. Key Messages: Any significant change requires time for people to absorb the change and react. We help manage the change through effective Communication and Training, proper Role Alignment and Measurement Activities. Effective Change Management can reduce the duration of time it takes people to absorb a change and accept new information. By providing information in a manner which is easily accessible and used as reference we are giving people tools to help themselves through this process. Communication and training is one way we provide a steady stream of just-in-time communication. While end-users do not need to, or want to, know everything at once, they need to receive that steady stream of just-in-time communication sharing information pertinent to their day to day activities. Role alignment is obviously important as it directly impacts our people and in turn affects the overall success of FMMI. We�ve also been working with Agency Implementation Leads and Subject Matter Experts to align roles of our people to their new activities. We�ll know how well we�ve done managing the Change by measuring for Change Acceptance / Change Readiness through a series of surveys. Surveys are anonymous, but they help us understand where gaps in communication or training may exist in addition to telling us how people like to receive information on FMMI so we can close those gaps. You may have heard the phrase �The soft stuff is the hard stuff� and that�s the case any time there is significant change. But through effective Change Management we are mitigating for the challenges we�ll face and our people will face to make the transition as smooth as possible.

52. Office of the Chief Financial Officer 51 Key Messages: Change is a journey, and on our path for Deployment 1 we are at the point of Awareness moving towards Understanding. This implies our people are aware of the change and have some understanding of it but they don�t know the specific impacts to them or their agency yet. As we move toward Understanding we �Clarify the Details� to help with the comprehension of the change. We will help our people gain the true perception of the change they are going through and how it will affect their day to day activities. As we continue on this journey we take further steps to generate Buy-In, mostly through consistent communication and training. Up to and after Go-Live we strive to gain Commitment and the long term support of our goals. That is how we will Sustain the Performance expectations we have set for ourselves.Key Messages: Change is a journey, and on our path for Deployment 1 we are at the point of Awareness moving towards Understanding. This implies our people are aware of the change and have some understanding of it but they don�t know the specific impacts to them or their agency yet. As we move toward Understanding we �Clarify the Details� to help with the comprehension of the change. We will help our people gain the true perception of the change they are going through and how it will affect their day to day activities. As we continue on this journey we take further steps to generate Buy-In, mostly through consistent communication and training. Up to and after Go-Live we strive to gain Commitment and the long term support of our goals. That is how we will Sustain the Performance expectations we have set for ourselves.

53. Change Management � Preparing Users Office of the Chief Financial Officer 52 Key Message: Through Communication we foster development of FMMI Sponsors and Change Agents who form a network to help develop Change Readiness & Acceptance among FMMI stakeholders. Through Communication we address the need to manage the flow of information in a timely and effective manner to create awareness of FMMI. We share information, provide an avenue for feedback and questions via the FMMI mailbox and close gaps by addressing feedback in future communication efforts. The function of Role Alignment with FMMI is to enable change to address the need for the users to understand their roles and responsibilities in relation to FMMI. Role alignment is a first step to Training and Performance support which will help prepare user to use new systems and together with the related processes, policies, procedures, and roles & responsibilities definition, to effectively carry out their day-to-day functions And again, we�ll know how well we�ve done managing the Change by measuring for Change Acceptance / Change Readiness through a series of surveys. Key Message: Through Communication we foster development of FMMI Sponsors and Change Agents who form a network to help develop Change Readiness & Acceptance among FMMI stakeholders. Through Communication we address the need to manage the flow of information in a timely and effective manner to create awareness of FMMI. We share information, provide an avenue for feedback and questions via the FMMI mailbox and close gaps by addressing feedback in future communication efforts. The function of Role Alignment with FMMI is to enable change to address the need for the users to understand their roles and responsibilities in relation to FMMI. Role alignment is a first step to Training and Performance support which will help prepare user to use new systems and together with the related processes, policies, procedures, and roles & responsibilities definition, to effectively carry out their day-to-day functions And again, we�ll know how well we�ve done managing the Change by measuring for Change Acceptance / Change Readiness through a series of surveys.

54. Minimizing the �Valley of Despair�� Office of the Chief Financial Officer 53 Any significant change requires time for users to absorb. During this time, business performance initially declines. While the performance dip may not be avoided, effective Change Management can reduce both the depth and the duration of the drop-off. The challenge is to minimize the duration and severity of the �despair� and to maximize the improved �steady state� performance. Methods to minimize depth and duration of the performance downturn: Communications Change Discussions Newsletters The FMMI Website Role Alignment Clear role definitions Role Mapping Workshops Role alignment prior to cutover Training Role-based training Online help and simulations Change Acceptance and Readiness Assessments Surveys to measure Awareness, Understanding, Buy-In, and Commitment Site/organization readiness Any significant change requires time for users to absorb. During this time, business performance initially declines. While the performance dip may not be avoided, effective Change Management can reduce both the depth and the duration of the drop-off. The challenge is to minimize the duration and severity of the �despair� and to maximize the improved �steady state� performance. Methods to minimize depth and duration of the performance downturn: Communications Change Discussions Newsletters The FMMI Website Role Alignment Clear role definitions Role Mapping Workshops Role alignment prior to cutover Training Role-based training Online help and simulations Change Acceptance and Readiness Assessments Surveys to measure Awareness, Understanding, Buy-In, and Commitment Site/organization readiness

55. Role Alignment Overview Role Alignment is the process of defining roles required to perform the reengineered FMMI business processes and then mapping users to those roles. The goal is to address the need to align people to FMMI allowing them to perform their jobs. Role Definition Process, up to this point we have: Identified the FMMI business activities needed to perform business processes Grouped similar business activities into logical roles Worked with the FMMI project team to define FMMI corporate standard roles based upon the reengineered business processes Developed role-based training based upon the FMMI corporate standard roles User Mapping Process, up to this point we have: Educated Agencies and Staff Offices on the FMMI corporate standard roles during role mapping workshop Conducted site visits with Deployment one Agencies and Staff Offices to provide further guidance Agency and Staff Office FMMI Implementation teams have mapped their users to the appropriate FMMI corporate standard roles and corresponding training Office of the Chief Financial Officer 54 Key Messages: Role Alignment is intended to: Manage organization change so that FMMI is successful Allow for proper segregation of duties and financial controls amongst users Give the Security Administrator the ability to efficiently assign appropriate activities to designated users avoiding degradation in performance or service Lead to proper development of training courses by role For the next Deployments we will follow the same steps for the User Mapping Process: Educate Agencies and Staff Offices on the FMMI corporate standard roles during role mapping workshop Conduct site visits with Deployment two and three Agencies and Staff Offices to provide further guidance Agency and Staff Office FMMI Implementation teams will map their users to the appropriate FMMI corporate standard roles and training Agency and Staff Office FMMI Implementation teams will then map their users to the corresponding trainingKey Messages: Role Alignment is intended to: Manage organization change so that FMMI is successful Allow for proper segregation of duties and financial controls amongst users Give the Security Administrator the ability to efficiently assign appropriate activities to designated users avoiding degradation in performance or service Lead to proper development of training courses by role For the next Deployments we will follow the same steps for the User Mapping Process: Educate Agencies and Staff Offices on the FMMI corporate standard roles during role mapping workshop Conduct site visits with Deployment two and three Agencies and Staff Offices to provide further guidance Agency and Staff Office FMMI Implementation teams will map their users to the appropriate FMMI corporate standard roles and training Agency and Staff Office FMMI Implementation teams will then map their users to the corresponding training

56. Training and Performance Support Office of the Chief Financial Officer 55 Key Messages: As we move along the Change Curve from Understanding to Buy-In to Commitment we will adjust the training and performance support we provide. This slide represents the different tasks and activities accomplished along the change journey from before we transition to FMMI, while we are making the transition and then following. Additional Notes: BPR � Business Process Re-engineeringKey Messages: As we move along the Change Curve from Understanding to Buy-In to Commitment we will adjust the training and performance support we provide. This slide represents the different tasks and activities accomplished along the change journey from before we transition to FMMI, while we are making the transition and then following. Additional Notes: BPR � Business Process Re-engineering

57. Training and Performance Support Approach The FMMI training curriculum uses a multi-level, building-block approach to transition users from a high-level understanding of FMMI to being capable of performing their specific role within the FMMI system Includes blended learning approaches: Instructor-led Training (ILT): Auditorium and traditional classroom-based training facilitated by an instructor Self-study Web-based Training (WBT): Self-study online content completed at the user�s workstation Office of the Chief Financial Officer 56 Key Messages: The FMMI training curriculum uses a multi-level, building-block approach to transition users from a high-level understanding of FMMI to being capable of performing their specific role within the FMMI system Includes blended learning approaches: Instructor-led Training (ILT): Auditorium style and traditional classroom-based training facilitated by an instructor Self-study Web-based Training (WBT): Self-study online content completed at the user�s workstation Additional Message: As we move along the Change Journey from Understanding to Buy-In to Commitment we will adjust the training and performance support we provide. During Deployment 1, there will be instructors and Subject Matter Experts, or SMEs, conducting the FMMI Training in Summer and Fall 2009. � �� During Deployment 1 training, USDA Agency/Staff Office Training Leads will manage all training delivery logistics activities including providing training classrooms, setup of projectors, PCs, internet connections, and workstations, and printed training materials.� � The Agency/Staff Office Training Leads will also organize travel and accommodations for USDA users (as required), work with managers/supervisors to confirm participant schedules and communicate schedules to users. If asked who is providing the training: FMMI instructors are provided by Accenture and possess a strong SAP background. �SMEs are USDA employees that hold the relevant knowledge/background in the functional processes to �support� each training course and share how new FMMI processes compare to the way tasks are currently processed in FFIS. Training delivery schedule will be driven by role mapping results Training rooms must be provided at Agency locations and should accommodate 20 students Key Messages: The FMMI training curriculum uses a multi-level, building-block approach to transition users from a high-level understanding of FMMI to being capable of performing their specific role within the FMMI system Includes blended learning approaches: Instructor-led Training (ILT): Auditorium style and traditional classroom-based training facilitated by an instructor Self-study Web-based Training (WBT): Self-study online content completed at the user�s workstation Additional Message: As we move along the Change Journey from Understanding to Buy-In to Commitment we will adjust the training and performance support we provide. During Deployment 1, there will be instructors and Subject Matter Experts, or SMEs, conducting the FMMI Training in Summer and Fall 2009. � �� During Deployment 1 training, USDA Agency/Staff Office Training Leads will manage all training delivery logistics activities including providing training classrooms, setup of projectors, PCs, internet connections, and workstations, and printed training materials.� � The Agency/Staff Office Training Leads will also organize travel and accommodations for USDA users (as required), work with managers/supervisors to confirm participant schedules and communicate schedules to users. If asked who is providing the training: FMMI instructors are provided by Accenture and possess a strong SAP background. �SMEs are USDA employees that hold the relevant knowledge/background in the functional processes to �support� each training course and share how new FMMI processes compare to the way tasks are currently processed in FFIS. Training delivery schedule will be driven by role mapping results Training rooms must be provided at Agency locations and should accommodate 20 students

58. FMMI Training Curriculum Levels Office of the Chief Financial Officer 57 Key Messages: FMMI Training Delivery Your Agency or Staff Office Implementation Team will communicate to you your individual training curriculum in the May and June time frame. 100-Level training will begin the end of June. 100 Level FMMI 101 Introduction to FMMI � Instructor Led Training (ILT) / Auditorium style An overview of the FMMI program and develops further awareness of the impact of FMMI on roles at USDA Includes FMMI definitions, financial concepts, rational behind the FMMI program, reasons for change, changes to the high level processes, roles, benefits of the new processes and systems, and impacts to the business Illustrates end-to-end scenarios to help users understand how processes, roles, and system functionality work together in FMMI�s integrated system solution 200 Level FMMI 201 Funds Management Process Overview � 200 are web-based via agLearn Describes the structure of the FMMI system and how it executes the core �to-be� processes Provides a high-level understanding of the core financial processes within the FMMI system Includes the core process flow, key concepts, conceptual changes to the financial processes, and roles aligned to those processes 300 Level FMMI 301 FMMI Portal & SAP Navigation � ILT in computer based classroom w/ approx 15 students Provides hands-on practice navigating the FMMI Portal and FMMI system Includes log-on procedures, use of icons, key navigation concepts, menu selections and paths, tool bars, reports, and FMMI Online Help. 400 Level FMMI 401 Funds Management Master Data Maintenance - ILT in computer based classroom w/ approx 15 students Provides hands-on training and detailed instructions on how to use the FMMI system to execute system transactions and manual procedures Includes business concepts, definitions, roles, learning how to perform detailed transactions, data entry, using application functionality, and performing manual procedural steps Key Messages: FMMI Training Delivery Your Agency or Staff Office Implementation Team will communicate to you your individual training curriculum in the May and June time frame. 100-Level training will begin the end of June. 100 Level FMMI 101 Introduction to FMMI � Instructor Led Training (ILT) / Auditorium style An overview of the FMMI program and develops further awareness of the impact of FMMI on roles at USDA Includes FMMI definitions, financial concepts, rational behind the FMMI program, reasons for change, changes to the high level processes, roles, benefits of the new processes and systems, and impacts to the business Illustrates end-to-end scenarios to help users understand how processes, roles, and system functionality work together in FMMI�s integrated system solution 200 Level FMMI 201 Funds Management Process Overview � 200 are web-based via agLearn Describes the structure of the FMMI system and how it executes the core �to-be� processes Provides a high-level understanding of the core financial processes within the FMMI system Includes the core process flow, key concepts, conceptual changes to the financial processes, and roles aligned to those processes 300 Level FMMI 301 FMMI Portal & SAP Navigation � ILT in computer based classroom w/ approx 15 students Provides hands-on practice navigating the FMMI Portal and FMMI system Includes log-on procedures, use of icons, key navigation concepts, menu selections and paths, tool bars, reports, and FMMI Online Help. 400 Level FMMI 401 Funds Management Master Data Maintenance - ILT in computer based classroom w/ approx 15 students Provides hands-on training and detailed instructions on how to use the FMMI system to execute system transactions and manual procedures Includes business concepts, definitions, roles, learning how to perform detailed transactions, data entry, using application functionality, and performing manual procedural steps

59. FMMI Training Tools and Materials Office of the Chief Financial Officer 58 Additional Messages: Activity Workbooks - Outlines the activities that will be covered during classroom training (e.g., demonstration, walkthrough, exercise, challenge).� So basically the activity workbook lists the activities to be completed in the 300 and 400 Level courses. �This document would be referred to during the demos, walkthrough, exercises and challenges.� The participant materials are copies of the slides that make up the course presentation, job aids, etc. Simulations - Application tutorials are simulated SAP transactions that provide users a safe environment to practice and learn how to process transactions in FMMI. They also serve as performance support materials for FMMI users. Online Help Procedures - Online Help Procedures are step-by-step procedures on how to conduct a transaction in FMMI. �The Online Help Procedure is a document and it is part of what we call FMMI Online Help. �When we refer to the FMMI Online Help we are referring to the website itself that will be hosting of all the Training and Performance Support materials 400 Level Course Challenge - Users will be given the opportunity to conduct practice activities in the FMMI Training environment during Course Challenges.� This provides hands-on experience with the FMMI application and the new business processes.� Participants are able to experiment and learn within the application in a controlled environment with realistic data, while maintaining the integrity of the production environment. FMMI Online Help - Web-based tool that gives users on-line documentation, job aids and specific help such as step-by-step procedures, manual transactions and process information. Available to FMMI users during training and post go-live. Additional Messages: Activity Workbooks - Outlines the activities that will be covered during classroom training (e.g., demonstration, walkthrough, exercise, challenge).� So basically the activity workbook lists the activities to be completed in the 300 and 400 Level courses. �This document would be referred to during the demos, walkthrough, exercises and challenges.� The participant materials are copies of the slides that make up the course presentation, job aids, etc. Simulations - Application tutorials are simulated SAP transactions that provide users a safe environment to practice and learn how to process transactions in FMMI. They also serve as performance support materials for FMMI users. Online Help Procedures - Online Help Procedures are step-by-step procedures on how to conduct a transaction in FMMI. �The Online Help Procedure is a document and it is part of what we call FMMI Online Help. �When we refer to the FMMI Online Help we are referring to the website itself that will be hosting of all the Training and Performance Support materials 400 Level Course Challenge - Users will be given the opportunity to conduct practice activities in the FMMI Training environment during Course Challenges.� This provides hands-on experience with the FMMI application and the new business processes.� Participants are able to experiment and learn within the application in a controlled environment with realistic data, while maintaining the integrity of the production environment. FMMI Online Help - Web-based tool that gives users on-line documentation, job aids and specific help such as step-by-step procedures, manual transactions and process information. Available to FMMI users during training and post go-live.

60. Section 508 Compliance for FMMI Office of the Chief Financial Officer 59 Additional Messages: Section 508 refers to a legal section in the Rehabilitation Act of 1973: In 1998, Congress amended the Rehabilitation Act to require Federal agencies to make their electronic and information technology accessible to people with disabilities Alternatives: Change Management IPT provides paper-based materials (e.g., Microsoft Office) Agencies will need to identify users with disabilities and provide Section 508 tools for training (e.g., sign language interpreter, accessibility tools like JAWS, etc.). Additional Messages: Section 508 refers to a legal section in the Rehabilitation Act of 1973: In 1998, Congress amended the Rehabilitation Act to require Federal agencies to make their electronic and information technology accessible to people with disabilities Alternatives: Change Management IPT provides paper-based materials (e.g., Microsoft Office) Agencies will need to identify users with disabilities and provide Section 508 tools for training (e.g., sign language interpreter, accessibility tools like JAWS, etc.).

61. Training and Performance Support After Go-Live Office of the Chief Financial Officer 60 Key Messages: After Deployment 1 Training is complete, users will have opportunities to brush up on their skills through several resources, including FMMI Online Help procedures that are available for users to access whenever they need step by step visuals to walk them through the tasks they�ll be performing in FMMI.� Job Aids will be provided at Training as a quick reference for users.� Users will also be provided with contact information at the Help Desk to call to answer questions and resolve technical issues.Key Messages: After Deployment 1 Training is complete, users will have opportunities to brush up on their skills through several resources, including FMMI Online Help procedures that are available for users to access whenever they need step by step visuals to walk them through the tasks they�ll be performing in FMMI.� Job Aids will be provided at Training as a quick reference for users.� Users will also be provided with contact information at the Help Desk to call to answer questions and resolve technical issues.

62. FMMI Website Office of the Chief Financial Officer 61

63. FMMI Website Office of the Chief Financial Officer 62 Key Messages: The FMMI Website will have information and capabilities for a broad audience and also those specifically using the FMMI Portal. The FMMI Portal is the place we will log-in to actually work within the FMMI system. The Website will also have information on these and other topics as a one-stop source of information for our people.Key Messages: The FMMI Website will have information and capabilities for a broad audience and also those specifically using the FMMI Portal. The FMMI Portal is the place we will log-in to actually work within the FMMI system. The Website will also have information on these and other topics as a one-stop source of information for our people.

64. FMMI Deployment Approach Office of the Chief Financial Officer 63

65. FMMI Implementation Deployment 1 Implementation kicked off officially January 2009 Implementation Readiness Briefings were held with all Agency and Staff Office CFOs from November 2008 - January 2009 Implementation Activities are a joint effort between Agencies/Staff Offices and the FMMI Core Team Deployment 1 Agencies/Staff Offices staffed their own Implementation Teams Weekly status meetings with various team members to share information, answer questions and track progress One on one meetings scheduled with Agencies and Staff Offices as needed to work through and support specific tasks such as Master Data mapping, User to Role Mapping, data cleansing, etc. Office of the Chief Financial Officer 64 Additional Messages: Agency / Staff Office Implementation teams consist of the following roles and teams they may have assembled: Implementation Lead Communication Lead Training Lead Data Conversion Lead Reporting Lead Security Lead IT POC Lead Functional LeadAdditional Messages: Agency / Staff Office Implementation teams consist of the following roles and teams they may have assembled: Implementation Lead Communication Lead Training Lead Data Conversion Lead Reporting Lead Security Lead IT POC Lead Functional Lead

66. Timeline of Deployment 1 Agency Implementation Activities Key Messages: Focus on activities just completed: Confirming and mapping users Discuss next steps: Develop and communicate training schedules, perform user testing, set up Agency/Staff Office access. Key Messages: Focus on activities just completed: Confirming and mapping users Discuss next steps: Develop and communicate training schedules, perform user testing, set up Agency/Staff Office access.

67. FMMI Deployment Team Structure Office of the Chief Financial Officer 66 Additional Messages: Role descriptions for Agency / Staff Office implementation teams: Implementation Lead: Escalate any issues, concerns or roadblocks they can foresee related to their Agency�s cutover to production and act as the point person and as an advocate for the FMMI program in their Agency. Communication Lead: Partner with the Core FMMI Change Management team and Agency Implementation Leadership to facilitate sponsorship activities and track sponsorship commitment level of executive stakeholders . They also direct and manage the Communication and Change Network effort. Training Lead: Coordinate and conduct role mapping activities during the Build phase. In addition they manage and participate in Role Mapping Workshops and confirm and map users to roles. They also Coordinate all training delivery activities for their Agency with the FMMI Training Administrator Data Conversion Lead: Work with FMMI Conversion/Data Cleansing Lead to define and document data cleansing requirements and manage and support data cleansing activities. The Data Conversion Lead also manages and supports conversion activity in the design and developing of extracts to supply data for mock conversions. Reporting Lead: Works with Agency leadership to crosswalk existing management reports to SAP transactions and work with Agency Functional SMEs to determine best transaction to be utilized in generating interim management reports � � � Security Lead: Supports on site user system access including access setup, revision, and removal. Coordinates trouble shooting of any access problem such as network and/or application access. Ensure users have completed necessary security training and have valid Level 2 eAuthentication accounts. � IT POC: Handles any site related technical items during the development phase, works desktop related problems such as configuration, and handles local network connectivity for their site Functional SME: Functional SME(s) required with knowledge of business areas (General Ledger and FBWT, Requisitioning & Purchasing and Accounts Payable, Accounts Receivable, Cost Management, Budget Execution). They also perform configuration activities in coordination with the Functional IPT during the Build phase.Additional Messages: Role descriptions for Agency / Staff Office implementation teams: Implementation Lead: Escalate any issues, concerns or roadblocks they can foresee related to their Agency�s cutover to production and act as the point person and as an advocate for the FMMI program in their Agency. Communication Lead: Partner with the Core FMMI Change Management team and Agency Implementation Leadership to facilitate sponsorship activities and track sponsorship commitment level of executive stakeholders . They also direct and manage the Communication and Change Network effort. Training Lead: Coordinate and conduct role mapping activities during the Build phase. In addition they manage and participate in Role Mapping Workshops and confirm and map users to roles. They also Coordinate all training delivery activities for their Agency with the FMMI Training Administrator Data Conversion Lead: Work with FMMI Conversion/Data Cleansing Lead to define and document data cleansing requirements and manage and support data cleansing activities. The Data Conversion Lead also manages and supports conversion activity in the design and developing of extracts to supply data for mock conversions. Reporting Lead: Works with Agency leadership to crosswalk existing management reports to SAP transactions and work with Agency Functional SMEs to determine best transaction to be utilized in generating interim management reports � � � Security Lead: Supports on site user system access including access setup, revision, and removal. Coordinates trouble shooting of any access problem such as network and/or application access. Ensure users have completed necessary security training and have valid Level 2 eAuthentication accounts. � IT POC: Handles any site related technical items during the development phase, works desktop related problems such as configuration, and handles local network connectivity for their site Functional SME: Functional SME(s) required with knowledge of business areas (General Ledger and FBWT, Requisitioning & Purchasing and Accounts Payable, Accounts Receivable, Cost Management, Budget Execution). They also perform configuration activities in coordination with the Functional IPT during the Build phase.

68. FMMI Implementation USDA Agency / Staff Office Implementation teams are: Making key decisions, driving change, and providing subject matter expertise Communicating with audiences within your Agency/Staff Office to share new information and gather feedback Sharing the status of your Agency/Staff Office�s implementation and any issues you are experiencing with the FMMI team Providing input to functional, technical, training, communication, transition, and implementation plans Confirming and mapping users to roles Collecting feedback from your Agency/Staff Office on the impact FMMI is having on end users and progress towards readiness/acceptance Office of the Chief Financial Officer 67 Additional Messages: Depending on the size of your Agency or Staff Office Implementation Teams have varied in size. Planning for the right number of people to help with this effort will enable a successful deployment.Additional Messages: Depending on the size of your Agency or Staff Office Implementation Teams have varied in size. Planning for the right number of people to help with this effort will enable a successful deployment.

69. Deployment 1 Implementation Next Steps Build - February 2009 � May 2009 Validate / Finalize Master Data Finalize Role Mapping Cleanse Data Conduct User Surveys and distribute communications Test - June � September 2009 Run Mock Conversions / Perform User Acceptance Testing Deliver end-user training Conduct User Surveys and distribute communications Deployment 1 - October 2009 Complete cutover Communicate pre and post go-live events Deliver end-user training Evaluate training and performance support Additional: We will speak to agency-specific activities in Breakout 1 Additional: We will speak to agency-specific activities in Breakout 1

70. Question and Answer (Q&A) If you have further questions about FMMI, please contact the FMMI mailbox: FMMI@USDA.GOV

71. Demonstration Office of the Chief Financial Officer 70 Note: If doing a demo out of the Development Portal, mention that the Development Portal is not integrated with eAuth yet � Note: If doing a demo out of the Development Portal, mention that the Development Portal is not integrated with eAuth yet �

72. Demo Question and Answer (Q&A) If you have further questions about FMMI, please contact the FMMI mailbox: FMMI@USDA.GOV Office of the Chief Financial Officer 71

Financial Management Modernization Initiative FMMI Overview

Financial Management Modernization Initiative FMMI Overview

Presentation Transcript

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Financial Management Modernization Initiative FMMI

U.S. Solvency Modernization Initiative

FINANCIAL MANAGEMENT SERVICES OVERVIEW

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FMMI Overview - APHIS June 2014

Overview of Financial Management

DoD Financial Management Modernization Program

Financial Management Overview

U.S. Solvency Modernization Initiative

SPI ALBANIA AN INITIATIVE FOR ALBANIA FINANCIAL SECTOR MODERNIZATION

FINANCIAL MANAGEMENT SERVICES OVERVIEW

Financial Management Modernization Program

U.S. Solvency Modernization Initiative

Financial Management Overview

U.S. Solvency Modernization Initiative