Steering Committee Meeting Sunflower Project Statewide Financial Management System Update

1. Steering Committee MeetingSunflower ProjectStatewide Financial Management System Update July 10, 2009

2. Today’s Topics • Project status and activities – Kent • Change control – Peggy • Measuring Progress – Gary • System Acceptance Criteria – Gary • Agency Readiness – Connie

3. Project Timeline “Go-live” less than 1 Year Away! Build Phase Test Phase May June July August September October November December Agency Interface Testing Phase Unit Testing Phase Conversion Workshops System Testing Phase Agencies Develop Interfaces & Make System Changes Configuration Workshops Configure System, Develop Mods Develop Reports, Build Interfaces, Run Data Conversions Agencies Complete Interface Mapping

4. Project Status & Activities – Build Phase – Finance Team • Continuing to define and load configuration values from agencies such as Programs and Dept IDs – values are determined via agency assignments and workshops and loaded via spreadsheets • Determining remaining change requests for software mods • Developing data conversion templates • Defining security roles • Developing: • Test conditions and test scripts • Functional designs for modifications • Functional designs for reports • Formulating preliminary cutover plan

5. Project Status & Activities – Build Phase – Enterprise Readiness Team • Continuing to meet with agencies on as-requested basis • Monitoring progress of agencies and completion of assignments • Preparing for business process workshops with agencies • Developing training materials • Recruiting trainers and facilities

6. Project Status & Activities – Build Phase – Tech Team • Developing technical designs for customizations • Developing interfaces • Developing technical designs for reports • Building and maintaining environments • Architecting data warehouse including security

7. Project Status & Activities – Build Phase – Central Systems • Time and Labor team held workshop for interfacing agencies (KWP, Aging, KCC/CURB) • Identified and prioritized changes to SHARP – approximately 5,500 person-hrs – mostly DISC staff • Statement of work drafted for IBARS vendor to support changes to chart of accounts • Overseeing integration of set-off in SMART

8. Project Status & Activities – Miscellaneous • Continue meeting with individual and groups of agencies to resolve interface questions • Monthly forum to address issues and communicate with interfacing agencies • Reviewing project plans to assess agencies’ progress and early identification of problems • KWP • Business requirements for extensive edit checking of chartfield values • KWP will “pilot” use of agency-specific combo edits • Will teach KWP how to configure and test edits (approx. 40 person-days over the next six months) • KHPA • Agency delays in defining Program codes and Dept ID impacting progress on MMIS changes and interface development (EDS) • Meeting held with agency leadership to address barriers and obtain commitment to meet key milestone dates

9. Change Control Change orders approved since last Steering Committee meeting No change requests over $50K since last meeting Credit of $47K for change orders since last meeting

10. Change Control – Remaining Balance • Balance of hours for customizations (including all customizations discussed today) • Total Accenture hrs used = 15,806 (15,800 last month) • Total available contract hrs = 19,130 • % Used = 83% (82% last month) • % Remaining = 17% (3,324 hours)

11. Change Control – Remaining CRs • CRReq’dEstimated Cost • 1099 for BPCs Yes $17.5K • 1099-S and 1099-DIV forms Yes State • Conversion of BPC cardholder data from UMB TBD TBD • Auto-update new or inactive BPC cardholders TBD TBD • SHARP Integration Yes $50K • SHARP Performance Testing Yes TBD • Strategic Sourcing (bid docs) TBD $50-100K • Strategic Sourcing (contract doc versions) TBD TBD • Eliminate Portal No ($20-40K) • Data Warehouse • SHARP HR/Payroll data Yes TBD • Financial data Yes TBD • Note: May need additional CRs to address new or previously unidentified requirements that don’t surface until testing

12. Summary Measuring Progress • Project uses several measures of progress • Project Plan – completion of activities • Budget to actuals • Status reports and follow-through on action items • Earned Value calculations • Earned value calculations are used to breakdown activities in the project plan to very granular tasks which are closely monitored with respect to time • Earned value metrics provide early warning of problem areas

13. Summary Measuring Progress – Test Scripts Finance Team began working OT in early June to complete Cycles 1 & 2 test scripts by mid-July.

14. Summary Measuring Progress – Configuration Values Finance Team has created a revised plan that delays some configuration data entry in order to work on functional designs for reports and mods but should finish on-time.

15. Summary Measuring Progress – Reports Finance Team working OT (beginning end of May) to complete 1st set of (30) contingency reports by mid-July; there are approximately 40 more contingency reports to be designed and developed as well as minor changes to delivered reports. Will complete 1-2 weeks behind schedule.

16. Summary Measuring Progress – Mods Design of mods are beginning to fall behind schedule; Finance Team will be focusing on larger mods since the development time (i.e. lead time for testing) is significantly higher than the smaller mods. Add’l Accenture staff brought on to work on large mods.

17. Summary Measuring Progress – Phase 1 Interfaces Design of Phase 1 interfaces were behind schedule in May but with OT and focus most of the schedule has been recovered.

18. Summary Measuring Progress – Phase 2 Interfaces Design of Phase 2 interfaces delayed to focus on Phase 1 interfaces. Several additional interfaces added that were missed and several approved to accommodate unique agency needs. Will complete 2-3 weeks late.

19. Measuring Progress – Conversions Conversions lost momentum in late-May and early-June but are trending upward.

20. Measuring Progress – Business Process Workshops Development of business process workshop material is on schedule.

21. Summary Training Work Units by Status (coming next week) Measuring Progress – Phase 1 Training Materials Development Enterprise Readiness and Finance Team completed development of Phase 1 training materials ahead of schedule.

22. Summary Training Work Units by Status (coming next week) Measuring Progress – Phase 2 Training Materials Development Training Team and Finance Team have just begun developing Phase 2 training materials. 2

23. Measuring Progress – Recap The status matrix below provides a recap of the Earned Value metrics Finance Team is working at capacity State Tech Team experiencing learning curve Bottom-line: No impact on key milestones or the “go-live” date due

24. System Acceptance Criteria • System Acceptance Criteria – State’s official “acceptance” of system • Four subteams (Finance, CSI, Tech, ER) • Each subteam identified 3-5 State team members (internal and external) • Each subteam will need to define what will constitute final “system acceptance” (post go-live) based on: • Contract – Exhibit H • SOW • Success factors • Other criteria • Held kick-off meeting and reviewed tasks • Will meet every 2-3 weeks to review development of draft acceptance criteria • Will review early versions with Accenture

25. Agency Readiness Activities

26. Agency Visits and Interactions • Meetings held with agencies: • Kansas Health Policy Authority • Kansas Department of Health and Environment • Corporation Commission • Kansas Development Finance Authority • Kansas Arts Commission • Legislature • Kansas Department of Revenue • State Treasurer • Regents • SRS & State Hospitals • Kansas Department of Wildlife and Parks • And others…

27. Upcoming Events July Monthly Interface Technical Meeting • Tuesday, July 14, 2009 from 1:00 to 3:00 p.m. The meeting will be held at the Memorial Hall Auditorium, Room 210, 120 SW Tenth Ave., Topeka, Kansas July Monthly Conversion Technical Meeting • Wednesday, July 22, 2009 from 9:00 to 11:00 a.m. The meeting will be held at the Landon State Office Building, Room 106, 900 SW Jackson, Topeka, Kansas Data Configuration Workshops • Grants Setup Configuration Workshop July 14 – 30 (attend one 2 hour session) • Automatic Entry Type and Item Type Configuration Workshops July 27 – August 6 (attend one 2 hour session)

28. Baseline Readiness Assessment • 96 agencies responded to questions about readiness for SMART go-live • Results help to: • Identify issues or risks across all agencies where additional attention is needed • Identify agencies requiring additional support • Sets the baseline for more frequent assessments as go-live approaches.

29. Agency Readiness Assessment Schedule

30. Baseline Readiness Assessment (continued) • Agencies analyzed in 6 “Areas of Focus” • Progress on Agency Tasks • Primary Contact's Engagement with Project • Agency's Engagement with Project • Agency Perception of Ability to Achieve Readiness • Effectiveness of Readiness Liaison Relationship • General Comments and Concerns • Results based on: • Responses to readiness assessment • Agency type (size, interfaces, etc.) • Project records of task status • Generated a readiness analysis for each agency (as shown) • Generated summary data from detailed analysis • Analyzed trends and specific areas of need GD = Good SC = Somewhat Critical CR = Critical

31. Baseline Readiness Assessment (continued) • Findings include: • Agencies are completing a majority of their tasks on time • Some agencies do not feel they have what they need to move forward with tasks • 94% of Primary Contacts are committed to Sunflower Project goals • Increased communication is needed among Change Agents and agency leadership • It is sometimes unclear which tasks and events apply to each agency • Some Change Agents are unclear on project goals or the Change Agent role • Next steps include: • Clarify and simplify the Agency Task List • Increase the relevance of communications by targeting the correct audience • Provide clearly stated, actionable next steps for work assigned to agencies • Promote communication among Change Agents to ensure agencies consider all the key factors when making decisions about SMART (for example, related to configuration activities) • Going forward… • Continue to respond honestly • This helps identify specific needs to address

32. Shared Services • The post go-live support organization will include a shared services center • Will process transactions for participating agencies • Lessons learned in other statewide implementations indicate the need • Similar to approach used by “paper agencies” at SHARP go-live • Not a substitute for support…support will be available to online agencies • Criteria for identifying agencies will include: • Low headcount • Low transactional volume • Transactions processed by Dept. of Administration today • Agency desire to participate • Project Team has identified twenty-four agencies who could be potential candidates for the Service Center • Determining the funding mechanism to support the services provided by the Service Center

33. Questions and Answers For additional information on the project, please see the project website: http://da.ks.gov/smart ?

34. Authority for Change Requests