2009 EPMO Annual Report

ContentsMission, Vision and Motto 3

EPMO Purpose 4

EPMO Director’s Statement 6

EPMO Receives Oklahoma Quality Award Commendation 7

EPMO Adds to Staff Skill Sets 8

OKDHS Best of the Best – David Spencer 9

Enterprise Architecture 10

Enterprise Architecture Progress Review 11

EA Maturity Levels 12

EA Training for OKDHS Staff 13

EPMO Outreach 13

EPMO’s Work on the OKDHS Central Repository 14

EPMO’s 2010 Goals and Objectives 15

2 2009 EPMO Annual Report

EPMO MISSION - VISION - MOTTO

MissionLeading the agency in establishing and implementing an enterprise business architecture to im-prove the delivery of services to Oklahomans.VisionTo be nationally recognized for enterprise business architecture and process engineering.MottoGit ‘er dun!

MissionLeading the agency in establishing and

implementing an enterprise business architecture to improve the delivery of

services to Oklahomans.

VisionTo be nationally recognized for enterprise

business architecture and process engineering.

MottoGit ‘er dun!

2009 EPMO Annual Report 3

EPMO PurposeThe Enterprise Program Management Office (EPMO) was created in November 2005 to begin the process of providing an enterprise technology and business vision for the Oklahoma Department of Human Services (OKDHS). EPMO is charged with integrating and aligning OKDHS business processes, information technology, staff, operations and projects to establish, implement and manage the agencywide strategy to effectively define and achieve current and future OKDHS enterprise architecture objectives.

EPMO is leading the initiative to determine how the OKDHS enterprise can integrate to work together most efficiently. EPMO plans to develop the comprehensive enterprise architecture (EA) framework necessary to build an information technology (IT) infrastructure and business support that will assist the entire OKDHS agency in achieving current and future goals. Authority was granted by OKDHS executive management and officers to establish enterprise program management processes to fulfill the requirements to continuously improve the quality and efficiency of operations and delivery of services; promote the transparency of operations; and maintain accountability for learning and growth objectives.

To accomplish this, EPMO will identify and manage OKDHS business initiatives and provide the enterprise architecture to effect IT solutions for re-engineering services to integrate and consolidate business processes within and across divisions. EPMO responsibilities include:

• Streamline services to meet the needs of clients and maintain the commitment to quality and accountability to the funding sources;

• Maximize alignment of OKDHS staff and financial and support resources to continuously improve the delivery of services to Oklahomans;

• Adopt a comprehensive enterprise architecture framework to build an IT infrastructure and business support system that integrates the entire OKDHS enterprise;


• Describe, document and define current (As-Is) and desired (To-Be) OKDHS business and management structures and their interface with IT;

• Perform cross-divisional analyses to identify strengths, redundancies, inconsistencies and gaps,and enhance opportunities for collaboration within divisions and across the OKDHS enterprise;

• Provide business process engineering training and support;• Incorporate security and privacy standards into enterprise business practices and technical

systems to minimize improper use of OKDHS data and client information;• Work with the Business Decision-Making Task Force (BDMTF) and Enterprise Architecture Review

Board (EARB) to enable business strategies and requirements to drive IT initiatives; and• Annually evaluate the OKDHS strategic plan to determine and define OKDHS business projects.

The primary activities of the Business Decision-Making Task Force (BDMTF) include:

• Prioritize and monitor strategic enterprise business initiatives;• Review and approve OKDHS enterprise business process changes; and • Review and approve enterprise architecture artifacts.

The primary activities of the Enterprise Architecture Review Board (EARB) include review of:

• As-Is harvest;• To-Be methodology;• EA practices and standards; and• EA blueprints.


EPMO Director’s Statement

The mission of the Enterprise Program Management Office (EPMO) is to lead the agency in establishing and implementing an enterprise architecture (EA) to improve the delivery of services to Oklahomans. The EA approach is not just an assignment that directs CIOs to document agency standards that will provide guidelines for the future value to be realized. In order to achieve results, EA must be integrated and used.

While adoption of EA is an ongoing, evolving process, the agency has already begun to see the effect it can have on decision-making. By identifying processes and systems that are redundant or inefficient, staff and supervisors at every level can make informed decisions to save time and money. In 2009, through EPMO’s efforts, OKDHS has identified redundant security processes, help desk processes and software, and learning management processes and software, to name a few.

One outcome of using the EA approach is the creation of a Central Repository of enterprise information. Tools and processes have been identified and implemented that enable the agency to identify where to look for areas that need improvement and how to focus staff time to reduce maintenance and costs. Though not perceived by many in the agency as a big feat, through EPMO’s EA efforts, progress has been made toward using the same language and terms when speaking about OKDHS services, programs and processes. These are all positive signs of continued improvement and affirmation that the agency is on track toward the goal of achieving an enterprise architecture.

Even though OKDHS is in the infant stages of EA, many government, educational and private entities have turned to OKDHS as a model. It is a point of pride that EPMO has been recommended as a best practice example for EA implementation. I feel certain that the future of EA at OKDHS will continue to facilitate the identification of areas for improvement and the means to effect improvement in business processes and information technology systems to ensure the people served by OKDHS receive streamlined and efficient services.

Fonda LogstonEPMO Director


EPMO Receives Quality Oklahoma Award Commendation

EPMO was honored to receive a commendation from the Governor’s Office on May 5, 2009, through the Quality Oklahoma Team Award program, for EPMO’s work on the DDUP Six Sigma Project. The Quality Oklahoma Award rewards and promotes performance excellence, and is modeled after the prestigious Malcolm Baldrige National Quality Award. It is given annually to organizations that demonstrate high standards worthy of recognition in Oklahoma.

The DDUP Six Sigma Project was initiated and completed in 2008 by EPMO and the Green Belt Certification for Six Sigma through the Lean Institute of the University of Oklahoma and the National Graduate School. As a sub-project of EPMO’s ongoing Enterprise Client Registration Project, the focus was to identify improvements to the Duplicate Client Number Resolution (DDUP) function that would decrease the number of DDUPs completed erroneously in IMS transactions.

About 5 percent of the time (1,500 occurrences per year or 125 per month) the DDUP process iscompleted in error, which causes data from two different clients to be combined incorrectly, causing client confusion, client dissatisfaction, and other problems. Fixing erroneously DDUP’d client numbers is extremely difficult, requiring approximately 8 to 10 hours per error for OKDHS staff, and costs approximately $270,000 per year. Potential other costs include extra capitation costs for Medicaid per client (approximately $775,000 per year) and the issuance of duplicate benefit cards.

Using the new process, OKDHS documented only one DDUP completed in error during a three-month monitoring period. The one error was attributed to an issue that was identified as an “adoption flag,” which is scheduled to be addressed in programming improvements to be implemented in the future. Thus, the goal of reducing by 20 percent the total number of DDUPs made in error was achieved -- with a 99.3 percentreduction! Thefinancial impact toOKDHSwith the implementationof improvementswasestimated to exceed $250,000 insavings to the agency.

Members of the DDUPSix Sigma Project (photo, left to right) are: Nancy Hutchinson, John Nyberg, Fonda Logston, Patrick Lynch, Christi Fore, David Spencerand Donna Koonce. Not pictured are DaleSwiggett, Jim Hutchinsonand Helen Goulden.


EPMO Adds to Staff Skill SetsMichael Russ and Fonda Logston completed their requirements to become Certified Six Sigma Black Belts on October 29, 2009 (photo). EPMO now boasts five Certified Green Belts and two Certified Black Belts on staff.

Six Sigma professionals enhance the EPMO’s staff skills and resources. The Certified Six Sigma Black Belt is a professional who can explain Six Sigma philosophies and principles, including the steps for incremental process improvement: Define, Measure, Analyze, Improve, Control (DMAIC). The Black Belt demonstrates team leadership, understands team dynamics and assigns team member roles and responsibilities. The Black Belt has a thorough understanding of all aspects of the DMAIC methodology; has basic knowledge of Lean enterprise concepts; is able to identify non-value-added elements and activities; and is able to use specific tools.

Michael Russ’s project, “Procurement Paradise,” applied the tools of Six Sigma to analyze the problem statement of contracts taking excessive time to award, resulting in delays and increased cost for all divisions in acquiring products and professional services. His vision was to co-develop a purchasing process that meets the needs and expectations of all parties and minimizes the time from request to award, resulting in a service-level agreement that sets realistic standards for performance.

Fonda Logston’s project, “StreamLining Access Management (SLAM),” applied the tools of Six Sigma to analyze the problem statement of excessive time for employees to gain system access, due to multiple approvals and e-mails that cause delays in access, rework and lost productivity. Her goals and objectives included documenting the security request process; identifying bottlenecks and redundancies; improving efficiency in the process; and increasing OKDHS staff awareness of the security process.


Other skills sets added this year by EPMO staff include:

Business Analysis Training:

• Christi Fore (FSSD SME)

• David Spencer (CFSD SME)

• Nancy Hutchinson – Business Process Engineer

• Manjusha Shah – Business Process Engineer

• John Nyberg – Business Process Engineer

Project Management Institute Certification:

• Donna Koonce – Project Manager

Certified Procurement Officer:

• Chris Gaulden – Business Manager

OKDHS Best of the Best – David SpencerEPMO is proud to be represented by David R. Spencer, who was recognized as one of the agency’s Best of the Best. David was awarded the 2009 OKDHS Quality and Employee Recognition Award in April 2009. As one of EPMO’s business analysts and the subject matter expert (SME) who represents Child Welfare, David has been very instrumental this year in harvesting the business information that will be used for the agencywide enterprise project that is currently under way. He volunteered for this, the most challenging of the harvesting efforts, and completed the task timely and without complaint.

In addition, David took on the job of mapping OKDHS policies to State and Federal regulations with dogged determination. He put in countless hours to accomplish this tedious work, which now gives EPMO the ability to answer regulation and policy questions with greater ease. This will benefit the agency in the near future as enterprise business requirements are developed.

David picked up the ball when Bill Hindman retired, and completed gathering Child Welfare information and statistics for the Implementation Advance Planning Document (IAPD). David has brought a wealth of expertise and knowledge to the many committees on which he has served as representative of CFSD for EPMO projects.

David Spencer is a hard-working team member who deserves this recognition and award for his attitude and efforts that exemplify EPMO’s motto to “Git ‘er dun!”


Enterprise ArchitectureEnterprise architecture is the management practice adopted by OKDHS and implemented by EPMO to identify common or shared assets, including strategies, business processes, investments, data, systems and technologies. EPMO uses EA to develop a framework of guiding principles to identify industry best practices that improve and maximize individual staff performance, program performance and overall agency performance to achieve and maintain OKDHS goals and objectives.

The EA management approach is aimed at maximizing the contributions of the agency’s resources, information technology (IT) investments and system development

activities to achieve its performance goals. EA is fundamentally concerned with identifying common or shared assets, including strategies, business processes, investments, data, systems and technologies.

EA is one of several practice areas OKDHS must execute effectively to achieve improvements in agency mission performance and other measurement areas. EA helps to organize and clarify the relationships between agency strategic goals, investments, business solutions and measurable performance improvements.

To achieve target performance improvements, the EA practice must be fully integrated with other practice areas, including strategic planning, capital planning and investment control (CPIC), and program and project management.


Enterprise Architecture Progress ReviewThe Enterprise Architecture Maturity Model is a means to rate an organization’s level of progress toward maturity Level 5. The EA Maturity Model assesses eight domains, and scores each on a six-level scale of 0 (no EA program in place) to 5 (recognized industry leader). The domains are:

1. Administration – governance roles and responsibilities.2. Planning – EA program road map and implementation plan. 3. Framework – processes and templates used to develop and maintain EA.4. Blueprint – collection of the actual standards and specifications.5. Communication – education and distribution of EA details and blueprints. 6. Compliance – adherence to published EA elements and the processes used to document and

track variances. 7. Integration – coordination of the efforts of internal and external entities to benefit the EA.8. Involvement – support of the EA program throughout OKDHS.

EPMO completed its annual assessment of the OKDHS EA program as part of the division’s year-end review. Using a consensus score card to rate the agency’s progress in each of the eight defined domains, the following results were compiled, as shown in Diagram 1 (produced by Michael Russ):

1. In the domain of Administration, EA governance is well established (Level 2) and showing strong development in the next level. To achieve Level 3, the EA program will align the governance committees to work together smoothly.

2. In the domain of Planning, OKDHS has developed its vision, plans and methodology for EA (Level 2). To achieve Level 3, OKDHS will develop a well-defined EA plan and a structured framework.

3. In the domain of Framework, EA processes are followed to some degree; however, EA is not yet unified across all technologies and all lines of business (Level 1). To achieve Level 2, OKDHS will plan and track EA processes, and begin to reuse critical EA information that is already in place.

4. In the domain of Blueprint, EA information is being captured, stored, and disseminated from a central repository (Level 2). To achieve Level 3, the EA program will establish consistent classification of technology standards, and consistent documentation of business drivers and strategic information.

5. In the domain of Communication, EA awareness activities are emerging (Level 2) and showing strong development in the next level. To achieve Level 3, the EA program will communicate the details of the enterprise architecture.

6. In the domain of Compliance, OKDHS has begun to develop a compliance process (Level 2). To achieve Level 3, OKDHS will consistently comply with the EA program.

7. In the domain of Integration, enterprise projects and purchases are made; however, implementation is done in isolation (Level 1). To achieve Level 2, OKDHS will integrate project and procurement planning into the EA program and map the OKDHS management processes to the EA program.

8. In the domain of Involvement, EA concepts are beginning to be introduced and discussed in day-to-day meetings at OKDHS (Level 2). To achieve Level 3, OKDHS will use the defined EA program and operate as a team.


Administration

Involvement Planning

2

2 2

Integration Framework1 1

22

2

Compliance Blueprint

Communication

Diagram 1. Results of 2009 Year-End Review of OKDHS EA Program

EA Maturity Levels


EA Training for OKDHS Staff

After identifying a need throughout the agency to inform OKDHS staff about the benefit of the enterprise architecture (EA) approach, the Enterprise Program Management Office (EPMO) developed and conducted Enterprise Architecture Training beginning in January 2008. The EA Training session provides an overview of the methodology and use of enterprise architecture specific to OKDHS. The training session is designed to expose attendees to enterprise architecture through hands-on exercises andgroup participation. Instructors are Donna Koonce and John Nyberg.

In two years, 124 staff have attended EA training. Five training sessions were held in 2009, and there is growing demand to provide the training on a quarterly basis. Feedback from completed training sessions has been very positive. The interest in this training session has increased to the extent that a second training session was added in the first quarter of 2010. EPMO will continue to provide the EA Training session to all levels of the agency to promote and realize the advantage to OKDHS of incorporating the enterprise architecture approach.

EPMO OutreachTo promote the EPMO vision and disseminate information about enterprise architecture activities throughout OKDHS, EPMO assembled a display board in conjunction with the other divisions of the Information Services Divisions – Data Services Division, Information Security Office, and Office of Planning, Research and Statistics. The board was displayed and manned at the following conferences in 2009:

DSD Open House Feb. 6Partners Conference Mar. 4-6Aging Conference May 19-21OKDHS Safety Conference June 18


EPMO’S Work on the OKDHS Central RepositoryA critical component of the OKDHS enterprise architecture framework that will enable business decisions to drive technology solutions is the Central Repository being constructed by EPMO to document everything important to the agency. EPMO is using two IBM tools to build the Central Repository, Rational System Architect (SA) and Dynamic Object Oriented Requirements System (DOORS). These tools are used to document and manage business and technology requirements, complete extensive modeling support, customize the OKDHS Metamodel, and track and report information. With SA and DOORS, OKDHS will manage the emerging versions of the agency’s enterprise architecture – documenting the As-Is (baseline) and planning the To-Be (target). These tools offer detailed traceability, allowing for comparisons between the original and the evolved architecture, detection of gaps and duplications, and merging of information.

In 2009, EPMO continued documenting, with the Business Decision-Making Task Force (BDMTF), the high-level critical information important to OKDHS. The As-Is Metamodel is a roadmap of all the “objects” EPMO has identified as important to building the enterprise architecture and the critical relationships that have been identified that must be completed to ensure a complete and accurate picture of how the agency works. EPMO has harvested (collected) information and processes for 20 “business objects,” which answer the following questions:

Where does OKDHS do business?Buildings (246), Offices (452), Geographical Locations (193)

Who does OKDHS business?Organizational Units (265), Positions (7,952), Roles (41), Teams (0)

Who are OKDHS customers?Customer Profiles (113)

What are the OKDHS programs and services?Business Programs and Services (497)

How does OKDHS do business?High-Level Business Processes (244), Documents and Reports (1,747)

What are the critical time events for OKDHS?Time Profiles (23)

Why does OKDHS do business?Visions (20), Business Goals (93), Business Objectives (191), Strategic Initiatives (57), Projects (0), Performance Measures (729), Federal and State Regulations and Standards (880), OKDHS Policies and Standards (244)


EPMO 2010 Goals and ObjectivesEPMO has established the following Goals and Objectives to define and guide division efforts for calendar year 2010.

Goal 1: EPMO will provide the leadership and services to allow OKDHS to develop a robust and informative enterprise architecture.

Objectives

• Train 75 percent of OKDHS business analysts and enterprise architects in the tools and methodologies required to do their job. Target: Dec. 31, 2010.

• Promote decision-making within the agency based on the central repositoryenterprise data found in System Architect. Train 50 supervisory staff in the use and utility of enterprise information available in System Architect. Target: Dec. 31, 2010.

• Complete 85 percent of initial harvest for the entire agency and load into System Architect by Dec. 31, 2010.

• Complete and implement Enterprise Architecture Methodology and Business Analysis Methodology with 50 percent of projects passing gatepoint reviews in the first review.

• Complete and implement enterprise governance process for enterprise business decisions, including updated BDMTF charter signed-off by executives and updated Enterprise Architecture Methodology with clearly defined governance process. Target: Dec. 31, 2010.

Goal 2: EPMO will provide the support and direction for defined enterprise business projects to accomplish agency goals.

Objectives

• Help Desk Project

• Client Numbering Registration Project

• QC Testing Project

• Training Project

• Security Project


S10014 OKDHS Issued 02/2010This publication is authorized by the Oklahoma Commission for Human Services in accordance with state and federal regulations and printed by the Oklahoma Department of Human Services at a cost of $111.20 for 139 copies. Copies have been deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries.

2009 EPMO Annual Report

Documents

Transcript of 2009 EPMO Annual Report