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State of Washington Roadmap for Financial and Administrative
Policies, Processes and Systems
IPMA Forum 2005Roadmap Program
May 24th, 2005
2
Agenda
Enterprise Architecture 15 min
Roadmap background 15 min
Applying EA to the Roadmap 25 min
Roadmap next steps 15 min
Q & A 15 min
3
What is Enterprise Architecture?
• Analogous to Building Architecture
• Ensures the building matches the needs of the occupants - “One size doesn’t fit all”
• Provides multiple interrelated views to maintain context - e.g. plumbing, electrical, structural
• Uses engineering principles to improve the likelihood of successful completion
4
ISB Enterprise Architecture Committee
Dennis Jones, OFM (co-chair)
Thomas Bynum, ESD
Sue Fleener, WSP
Cathy Munson, LSC
Christy Ridout, DSHS (co-chair)
Julian Soh, DOR
Tom Miller, DOP
Laura Parma DIS
Greg Brant, DIS (non-voting)
5
Tier OneBusiness processes, data, or technologies that are common
for the state
Tier ThreeBusiness processes, data, or technologies that are common
only at the sub-agency level
Tier TwoBusiness processes, data, or technologies that are common
for an agency
State of Washington Commonality TiersS
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Un
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Inter-Agency Standards
Intra-Agency Standards
Community of InterestStandards
Community of InterestStandards
Community of InterestStandards
Sub-Agency/WorkgroupStandards
State of Washington Commonality Tiers
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WA Tier One Enterprise Architecture Framework
Overarching Architecture Principles
Information Policies & Standards Business Policies
& Standards
Technology Policies & Standards
Information (Data) Business Technology
Information Models Business Process
Models
Technology Directions
Inf. Subject Areas Business Domains Technology Domains
Map
s an
d L
inka
ges
Map
s an
d L
inka
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Common Datasets
Environmental Trends & Business Drivers
Solution Architecture – Services, Patterns, Applications
Technology Vision & Strategies
Business Vision & Strategies
Information Vision & Strategies
7
The State’s Enterprise Architecture (EA) Program
• A framework for decision-making
• Principles driven
• Focused at Tier One
• Roadmap identified as EA early adopter
8
Roadmap Background
9
Current factors influencing Washington State government
• Significant budget shortfall
• Priorities of Government
• Personnel System Reform Act of 2002
– Collective bargaining
– Civil service reform
– Competitive contracting
• Government Management, Accountability and Performance
10
The time is right
11
About the Roadmap
The Roadmap project draws together agencies and central service providers to create a comprehensive plan for the transformation of Washington State financial and administrative policies, processes and information systems to solve today’s common business problems with enterprise tools and best practices.
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Roadmap Business Goals
Better information for better results
Improved management systems
Streamlined business processes
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Scope
• Capital asset accounting
• Asset lifecycle management
• Strategic plan & budget development
• Strategic plan & budget approval
• Strategic plan & budget implementation
• Performance & budget monitoring
• Customer information management
• Accounts receivable
• Cashiering management
• Revenue distribution
• Refund/credit management
• Funds management
• Define cost objectives
• Develop cost allocation plan
• Allocate costs
• Grant accounting
• Grant management
• Vendor information management
• Manage bids
• Manage procurement
• Contract management
• Inventory management
• Payables accounting
• Encumbrance management
• Manage chart of accounts
• GL accounting
• Account reconciliation
• Funds administration
• Financial reporting
Procure ToPay
Procure ToPay
Reporting/G/L
Reporting/G/L
RevenueCycle
RevenueCycle
Perf.Mgmt
Budget Cycle
Perf.Mgmt
Budget Cycle
Capital AssetMgmt
Capital AssetMgmt
CostAccounting
Cycle
Decisions support Project management Risk managementDecision Support Risk ManagementProjects Management
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Roadmap challengeFragmented governance & responsibility
Value Proposition: Integrate core end-to-end business cycles
15
Roadmap challengeInefficient business processes
• Typical financial benchmarks measure payments per A/P staffer
• Data from 10 state agencies suggest that productivity lags benchmarks
• Core payables processing was found to be the most labor intensive activity
Purchase Order Payments per Accounts Payable Staff
0 500 1,000 1,500
State of WA
Governmentsector
All-industry
2004 Financial Baseline Assessment
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Common business problems & opportunities
Procure-to-pay cycleA1: Optimize purchasing power (strategic sourcing)A2: Put cash in bank, not on shelf (consumable inventory)A3: Streamline procure-to-pay
Reporting/General ledgerB1: Organize data to support all perspectives (chart of accounts)B2: Improve access to information (reporting tools)
Cost accounting cycleC1: Enable data driven decisions (cost accounting)C2: Protect federal & local funding
Invoice-to-cash cycle D1: Make it easy for customers to payD2: Increase investment revenues D3: Streamline invoice-to-cash
Budgeting cycleE1: Streamline and integrate the budget cycleE2: Empower managers with tools to aid decision-making (measuring performance results)E3: Provide flexibility for innovative budgeting
Capital asset management cycleF1: Maximize return on capital assets F2: Improve accountability for assets
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Agency Prioritization Survey ResultsForced ranking - All agencies
Priority Order
Common Business Problem Statement
1 Improve access to information
2 Streamline budget
3 Organize data to support all perspectives4 Enable data driven decisions
5 Streamline procure-to-pay
6 Empower managers with decision tools7 Streamline invoice-to-cash
8 Make it easy for customers to pay
9 Provide flexibility for innovative budgeting
10 Optimize purchasing power
11 Protect federal & local funding12 Improve accountability for assets
13 Put cash in bank, not on shelf
14 Maximize return on capital assets
15 Increase investment revenues
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• Over 50 central systems
• 220 known agency “shadow” systems
• Nearly 20,000 known desktop tools (spreadsheets, databases, etc.)
Agency Prioritization survey results
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Business Case – Value Themes
• Better information, better results
• More economical government
• Better customer and business relationships
• Optimized return on investment
20
Applying Enterprise Architecture
to the Roadmap
21
Enterprise Architecture Approach
A framework for decision making using:
• Principles
• Models
• Policies
• Standards
22
Architecture Principles
• Applied ISB adopted architecture principles:
– Commonality - Should be common where there is a clear business case; once designated as common, justification is required to deviate
– Business alignment - Should align projects and investments based on Priorities of Government (POG)
– Natural boundaries - Should be designed around natural boundaries
• Other important principles– Do no harm to HRMS
23
Models - Functional Decomposition
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Lessons Learned
Additional principles are derived from lessonslearned in other states and HRMS
• Ensure strong sponsorship and governance
• Focus on business outcomes – not systems
• Agree on common policies, processes, and data before picking system solutions
• Transform incrementally
• Agree on strategy for integrating new systems into the existing environment
25
Developed the Roadmap
Defined initial Roadmap business initiatives, projects and timeline based on:
Value & priority
Principles
Scope models
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27
Roadmap Next Steps
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Next Steps
• Confirm executive sponsorship
• Establish Roadmap governance
• Begin the Foundation Initiatives:
– Business modeling
– Integration architecture model
– Enterprise service delivery model
– Feasibility study
– Acquisition
– Budget request / decision package
29
Next Steps Business Process Modeling
ISB Enterprise Architecture Committee’s principles:
Key Decisions:
Designate Roadmap Business Processes as Tier One – Common Statewide?
How do we align our business processes?
What best business practices do we want to adopt?
• Commonality • Business Ownership
•Natural boundaries • Business Continuity
30
Next StepsBusiness Process Modeling
• Identify enterprise data standards
Key Decision:
How do we maintain agency flexibility while leveraging statewide data to improve operations?
• Evaluate functionality of solution alternatives against core business processes using models
Key Decision:
What software products best implement our desired best practices?
31
Next StepsIntegration Strategy
Defining an Integration Architecture
• Connect the legacy systems to the new environment as we transition
• Assist agencies to connect their core system with new systems
• Data standards, exchange formats, services and components, multiple models
Key Decisions:
What are the critical success factors in creating a durable enterprise wide integration architecture?
How do we insulate systems from changes in interface requirements as we transition?
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Q & A
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Sadie Rodriguez-Hawkins, 360-664-7650, [email protected]
Dennis Jones, 360-664-7695, [email protected]
Kathy Rosmond, 360-664-7771, [email protected]
Allen Schmidt, 360-664-7732, [email protected]
Visit the Roadmap website at:
http://www.ofm.wa.gov/roadmap/default.htm
Roadmap contacts