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Presentation to the New York State Project Managers Community of Practice June 24, 2010
Presentation to the New York State Project
Managers Community of Practice
June 24, 2010
2
Agenda
The First Big Challenge
SFS Program Overview
Today’s Challenge
Lessons Learned
3
Agenda
The First Big Challenge
SFS Program Overview
Today’s Challenge
Lessons Learned
4
SFS Program Background
FOCAS Project
To implement new financial
processes in OSC
11/04
NYFMS Project
To implement new financial processes
in a statewide FMS
9/05
7/06: PeopleSoft Software Selected
8/07: Deloitte Consulting Hired to Implement
6/08: PeopleSoft Software Selected
8/5/09: IBM Hired to Implement
5/07: Joint
Governance
Structure, Joint
Timeline, Joint
Budget
10/09: SFS Program
One instance, one
team, one location
7/08: Vision: Two
instances with SOA
middle layer and
shared master data
5
October 2009 Decision to Merge
Merger
FOCASNYFMS
What will this do
to our timelines?
What will our
teams reaction
be?
How will we
operate with two
contractors?
What will my
role be?
What do we tell
stakeholders?
6
Kick-off Meeting to Plan
People
Process Systems
Organization Location Governance
What our are HR
Processes?
How do we align
Contractors?
What tools do we
use each day?
What is the
architecture of SFS?
How will decisions
be made?
How will we manage SFS
finances, requirements,
communications going forward?
What will be the new
reporting structure
for the team?
What needs to
change to co-locate
the project teams?
7
Other Initial Key Activities
Collaboration Area for Sharing Documents
Interim Transition Issue and Risk Processes
Preliminary Review of Current Work
In-flight Activities
1.Stop
2.Continue as Planned
3.Continue with Changes
Options
8
Organizational Chart
Challenges:
• In terms of the merger, Team Members needed to feel comfortable with how
they fit in.
• Could an OSC resource report to a DOB resource or vice versa?
Team Members
Team Leads
Managers
9
Organizational Chart - Communications
Merger Communications Plan
Weekly Transition Meetings
Weekly Leadership Meetings
Email Bulletins
Bi-Weekly / Monthly All Hands Meetings
10
Location
Selected State
Campus
Designed Layout
Build Out Space
First Wave Move
Second Wave Move
Challenges:
• Where could we house the combined teams?
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People
• Impact Analysis
• Roadmap
• Executive Presentation
• Integrated Schedule
Transition Task
Orders
Challenges:
• Would everyone become an OSC employee or a DOB employee?
• How would we manage our consultants?
IBM
Contract
Deloitte
Contract
• Two different contracts
• Two different scopes
• Some similar deliverables
• At different points of their
implementation
12
People – Impact Analysis Process
Kick-off Meetings
Validate ListDetailed
Assessments
Option
DevelopmentDecisions
Contract Changes
Impact Analysis SpreadsheetImpact
Template
Change
Impact
Log
13
People - Schedule
Challenges:
• What would the merger do to our existing timelines?
• How can we position ourselves to be successful?
• How do we manage two work streams at different points?
• What will our new integrated schedule look like?
14
Systems
Challenges:
• How will we work with two service providers?
• What tools will the team use?
Team Solution
Architecture
SFS Solution
Architecture
15
Process
Challenges:
• How will we work going forward?
Requirements
Management
Configuration
ManagementInternal Audit
Financial
Management
Schedule
Management
Scope
Management
Document
Management
16
Governance
Transition Governance
Implementation Governance
Operational Governance
Challenges:
• How are decisions made?
17
Governance
Governance Board
Program Steering
Committee
SFS Program Leadership
Joint Infrastructure Committee
18
Agenda
The First Big Challenge
SFS Program Overview
Today’s Challenge
Lessons Learned
19
Current State
Central Accounting System
Agency
Financial
Systems
60+ Agencies
using 260
Systems
Office of the State Comptroller
20
SFS Program Vision
Statewide Financial
System
“Specialized”
Agency
Financial
Systems
60+ Agencies
using 120
Systems
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Goals
• Reduce overall systems costs through the elimination of redundant data and systems
• Leverage the State’s buying power
Save Money
• Streamline and standardize business processes
• Replace paper with electronic documents and approvals
• Improved workflow and tracking of transactions
• Stronger Financial Controls
• Centralized vendor and customer information
Drive Standardization
• Access apples-to-apples state-wide financial information at more detailed levels
• Greater transparency
• Enhance ability to meet legally-mandated reporting requirements
Improve Reporting
22
SFS Program Objectives
1. Support Today
2. Build for Tomorrow
3. Sustain for the Future
23
End Vision – All Functions fully implemented
(15,000+ core users)
Asset Management
Inventory Management
Grantee, State as
Grantor, State as
Data Warehouse and Business Intelligence
Phase 1 Scope (7,000 + core users)
Bid Development / eProcurement
(Strategic Sourcing)
Treasury / Cash Management
Contract Audit Management
Core Financial & Procurement Functions
General Ledger /
Commitment Control
Purchasing / Statewide
Vendor File
Accounts Payable /
Travel
Accounts Receivable /
Non-Tax Revenue
Project Accounting
(Federal Grants,
Capital & IT Projects)
Functional Scope
24
Organizational Scope – Phase 1
SFS User Base
End Users
Bulkload
Interface
15,000 users
25
Organizational Scope – Fully Deployed
SFS User Base
End Users
Interface
43,000 users
Phase 1 Agencies – 49 Agencies
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Technical Scope
Infrastructure
Connectivity
Security
Portal
Disaster Recovery
High Availability
The SFS Program is supported by both OSC CIO and
OFT in implementing the Technical Scope for SFS.
28
The SFS Story will evolve…
Human Resources
E-commerce initiatives
Shared Services
29
Agenda
The First Big Challenge
SFS Program Overview
Today’s Challenge
Lessons Learned
30
Key Decision for the SFS Program
Buy Packaged Software
Build a Custom Solution
31
SFS is a….
People
ProcessTechnology
Business Transformation Project…
Requiring a
Strong Change
Management
Approach
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Fit-Gap Sessions
PeopleSoft
Works This
Way
Does that
work for
NYS?Fit! Gap!
SFS
Configuration
Design
1. Can we change the New York State
process?
2. Can we change the New York State
policy?
3. Can we buy additional software?
4. Can we customize the system?
33
769
89
Agency Fit/Gap
10%
Gap
90%
Fit
The Results – Part I
310
142
OSC Fit/Gap
69%
Fit
31%
Gap
1079
231
Total SFS Fit/Gap
82%
Fit
18%
Gap
Module Agency OSC Total
Budget 32 0 7
General Ledger 13 15 18
PO/AP/Travel 34 49 24
Billing/AR 10 3 8
CAM/Technical 0 13 32
Cash Management 0 30 19
Grant/PC 0 4 4
Vendor 0 28 5
Total 89 142 231
SFS Overall Program Fit/Gaps
34
The Results – Part II
Organizational Impacts
• Policies & Procedures
• Forms
• Organizational Workloads
• Technology
Change Agents
• Development of the Change Network
• Future “Super Users”
35
Change Management Levers
CommunicationsOrganizational
ReadinessTraining
36
Communications Management
AWARENESS
UNDERSTANDING
ACCEPTANCE
COMMITMENT
LACK OF
AWARENESS
CONFUSION
DISSENT OR
PASSIVE
RESISTANCEOPPOSITION
AND
FAILURE
Copyright © Accenture 2005. All Rights Reserved.
Commitment Curve resulting from targeted communications
Commitment Curve due to a lack of or unsuccessful, non-targeted communications
The Change Commitment Curve
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Stakeholder Map
SFS Program
OSC
Treasury
State Agencies
Existing and Potential NYS
Vendors
Local Govt -Municipalities
The Legislature
The Public
Public Authorities
CUNY/SUNY
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Agency Engagement Points
Shape a
Statewide
SFS Solution
Conduct
Agency-
Specific
Transition
Activities
Primary
Liaison to
SFSAgency
Coordinators
Trainers Deliver all End-
User Training
OSC Bureaus /
Extended Team
(SMEs)
Implementation
Team
39
Communication Tools
Monthly Stakeholder
Meetings
SFS Website Monthly Flash Bulletins
Agency Implementation
Guide
Data Conversion Guide Chart of Accounts
Guide
… and more to come
40
Organizational Readiness
Organizational
Impacts
Agency Planned
Interfaces
Task List
--------------
--------------
X --------------
Monthly
Dashboard /
Readiness
Summary
Measures people,
process, system,
data, and
infrastructure
readiness
41
Training Approach
Training Plan
Training Curriculum
Develop Materials
Deliver Training
Assess Training
Improve as
Needed
Organizational
Impacts
Training Needs
Analysis
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Training Goals
Acceptance
Understand
Awareness
Time
Ab
ility
to
Su
pp
ort
Ch
an
ge
Commitment
General Communications, Prerequisites
Overview Training (Presentation)
System Training / Business Process
Training (UPK/Sandbox/Presentation)
Go Live Support (UPK/ Job Aids)
Ongoing Training
(UPK/Job Aids)
43
Agenda
The First Big Challenge
SFS Program Overview
Today’s Challenge
Lessons Learned
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Avoid mergers in the middle of your project
If you are involved in a merger, involve as many
others as possible to foster buy-in.
If you are involved in a merger, define an endpoint
and get to a new “business as usual” ASAP.
Communicate, communicate, and then communicate
some more
Don’t underestimate the importance of change
management.
Define a strong, but flexible change control process
Lessons Learned
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Questions
