Steering Committee Meeting

Sunflower ProjectStatewide Financial Management System Update

July 10, 2009

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Today’s Topics

• Project status and activities – Kent

• Change control – Peggy

• Measuring Progress – Gary

• System Acceptance Criteria – Gary

• Agency Readiness – Connie

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Project Timeline

May June July August September October November December

Agenc

ies C

omple

te

Inte

rface

Map

ping

“Go-live” less than1 Year Away!

Agenc

ies D

evelo

p In

terfa

ces

& Mak

e Sys

tem

Cha

nges

Config

urat

ion W

orks

hops

Config

ure

Syste

m, D

evelo

p M

ods

Develo

p Rep

orts,

Buil

d In

terfa

ces,

Run

Dat

a Con

vers

ions

Conve

rsion

Wor

ksho

ps

Unit T

estin

g Pha

se

Syste

m T

estin

g Pha

se

Agenc

y Int

erfa

ce

Testin

g Pha

se

Build Phase Test Phase

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• 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

Project Status & Activities – Build Phase – Finance Team

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• 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

Project Status & Activities – Build Phase – Enterprise Readiness Team

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• Developing technical designs for customizations

• Developing interfaces

• Developing technical designs for reports

• Building and maintaining environments

• Architecting data warehouse including security

Project Status & Activities – Build Phase – Tech Team

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• 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

Project Status & Activities – Build Phase – Central Systems

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• 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

Project Status & Activities – Miscellaneous

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Change orders approved since last Steering Committee meeting

Change Control

Change Request Tracking Report/Enhancement and Mod Effort vs Cost

Approval Date by CCB

Steering Comm.

Approval CR # CR Description Total Hours

Accenture Hours per

CRState Hours

per CR Total $ Cost

Accenture hours 71%

Contractual

State hours 29%

Contractual Contractual $

due

Overpayment / (Underpayment)

due to State hours

6/16/2009 N/A CR 17 Descope Real Estate Module -621 -279 -372 $ (54,265.50) (441) (180) (85,757.00)$ 31,491.50$ 6/23/2009 N/A CR 75 Reports Part 3 Identifies 25 contingency reports6/23/2009 N/A CR 71 T&L Default Shift Code 255 255 0 $ 49,597.50 181 74 35,214.23$ 14,383.28$ 6/30/2009 N/A CR 74 T&L Leave Accrual Tables Sync Proc 236 236 0 $ 45,902.00 168 68 32,590.42$ 13,311.58$ 6/30/2009 N/A CR 86 Cancel T&L Reqs. 004E & 004J -454 -454 $ (88,303.00) (322) (132) (62,695.13)$ (25,607.87)$

Total Hours/Dollars Used 19,186 15,806 3,341 3,074,267.00$ 13,181 5,384 Total Possible Hours/Dollars 19,130 3,720,785.00$

Remaining Mod Hours/Dollars 3,324 646,518.00$

Reserve created by de-scoped items 1,568 284,419.50$

Use Reserve for Payroll SME (738) (143,510.00)$

Total "Bucket" dollars 830 140,909.50$

Percentage of effort by "team" 82% 17% 69% 28%

includes eGrants analysis, Purchasing modules,decrease in FARMS effort, RE Mgmt

No change requests over $50K since last meeting

Credit of $47K for change orders since last meeting

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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)

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CR Req’d Estimated 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

Change Control – Remaining CRs

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• 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

Measuring Progress

Summary

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Measuring Progress – Test Scripts

Test Condition StatusConditions Status Overall1. Not Started 22. In Progress 23. Test Review 104. Module Review 935. Team Review 176. Signed Off 77. Cancelled 3

8. On Hold 0

Total Items 134

Summary

Finance Team began working OT in early June to complete Cycles 1 & 2 test scripts by mid-July.

Test Condition Status

Conditions Status Overall

1. Not Started 222. In Progress 73. Test Review 114. Module Review 365. Team Review 46. Signed Off 17. Cancelled 5

8. On Hold 0

Total Items 86

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Measuring Progress – Configuration Values

Summary

Finance Team has created a revised plan that delays some configuration data entry in order towork on functional designs for reports and mods but should finish on-time.

Config Data Entry Status

Scripts StatusOveral

l

1. Not Started 315

2. In Progress 47

3. Test Review 6

4. Module Review 39

5. Team Review 0

6. Signed Off 25

7. Cancelled 16

8. Deferred 0

Total Items 448

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Measuring Progress – Reports

Summary

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.

Report Design Status

Report StatusOveral

l1. Not Started 02. In Progress 13. Design Review 104. Module Review 125. Team Review 36. Signed Off 8Total Items 34

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Measuring Progress – Mods

Summary

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 higherthan the smaller mods. Add’l Accenture staff brought on to work on large mods.

Work Unit Status Overall State Accenture1. Not Started 33 7 262. In Progress 3 0 33. Design Lead Review 11 7 44. Module Lead Review 0 0 0

5. Team Manager Review 6 4 26. Signed Off 4 3  1

Totals (not cancelled) 57  21 36

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Measuring Progress – Phase 1 Interfaces

Summary

Design of Phase 1 interfaces were behind schedule in May but with OT and focus most of the schedule has been recovered.

Work Unit Status Overall1. Not Started 02. In Progress 03. Design Lead Review 04. Module Lead Review 05. Team Manager Review 06. Signed Off 25Totals (not cancelled, not on hold) 25

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Measuring Progress – Phase 2 Interfaces

Summary

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.

Work Unit Status Overall State Accenture1. Not Started 4 1 32. In Progress 6 0 63. Design Lead Review 3 0 34. Module Lead Review 0 0 05. Team Manager Review 0 0 06. Signed Off 0 0 0Totals (not cancelled, not on hold) 13 1 12

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Work Unit StatusOveral

lStat

e ACCN

1. Not Started 0 0 0

2. In Progress 2 2 0

3. Design Lead Review 1 0 1

4. Module Lead Review 0  0 0

5. Team Manager Review 5 3 2Totals (not cancelled, not on hold, not direct to build) 8 5   3

Measuring Progress – Conversions

Conversions lost momentum in late-May and early-June but are trending upward.

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Measuring Progress – Business Process Workshops

Development of business process workshop material is on schedule.

Status CountDraft Complete 23Finance Review Started 24Finance Review Completed 12To-Be Flows Added (developed by Training Team) 8Agency Impacts Finalized 8Final Review Start 0Final Review Complete 0Dry Run Completed 0Total Items 75

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Measuring Progress – Phase 1 Training Materials Development

Summary

Enterprise Readiness and Finance Team completed development of Phase 1 training materials ahead of schedule.

Training Work Units by Status (coming next week)

Status CountNot Started 0

In Progress 0

Team Review Complete 0

Finance Review Complete 0

Complete / Signed Off 45

Total Items 45

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Measuring Progress – Phase 2 Training Materials Development

Summary

Training Team and Finance Team have just begun developing Phase 2 training materials.

Training Work Units by Status (coming next week)

2Build Phase 2 Status

Work Unit StatusOveral

l

Not Started 171In Progress 91Team Review Complete 60Finance Review Complete 6Complete / Signed Off 0Cancelled 9Deferred 2Total Items 339

Total minus Cancelled 330

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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

Scope Element Status Corrective Actions

Test Scripts Cycles 1 and 2Yellow Finance Team working OT – should finish Cycle 1 on-time (mid-July). Cycle 2 scripts on

hold pending progress on reports design. Cycle 1 and 2 scripts will not be needed until testing begins in October

Configuration Data EntryGreen

Functional Design Reports Phase 1Yellow Finance Team working OT – should finish on-time (mid-July). 2nd set of reports in the

queue.

Functional Design ModificationsGreen

Interface Design Phase 1Green

Interface Design Phase 2Red Phase 2 interfaces are behind. Initiating corrective actions.

Data ConversionYellow Conversion designs are in review stage.

Business Process WorkshopsGreen

Training Phase 1Green

Training Phase 2Green

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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

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Agency Readiness Activities

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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…

Agency Visits and Interactions

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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)

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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.

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Agency Readiness Assessment Schedule

Phase Agency Readiness Assessment Distributed

Design (Base Line)

March 16, 2009

Build September/2009

Test December/2010

February/2010

April/2010

Deploy May/2010

June/2010

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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

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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

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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

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Questions and Answers

??For additional information on the project, please seethe project website: http://da.ks.gov/smart

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Authority for Change Requests

Change Request

Authority Cost Impact Scope Impact Impact on PS Code

Base

Schedule Impact Agency Impact Law, Reg, Policy Impact

Level 1Executive Sponsors TBD TBD Any change affecting

the “Go-live” dateTBD Any changes affecting

laws, regulations or other non-A&R policies

Level 2Steering Committee Changes over $50K “Significant” impact on

project scope (+/-)TBD Recommends changes

to Executive Sponsors

Level 3FMS Mgmt Team (CCB) Changes under

$50K“Moderate” impact on project scope (+/-)

All mods approved by FMS Mgmt Team

Any change affecting KITO milestones or other key (internal management) milestones

Any decisions/ changes “adversely” affecting agencies

Any changes affecting A&R policies and procedures

Level 4 ManagersAll changes affecting cost (+/-) approved by FMS Mgmt Team

“Minor” impact on project scope (+/-)

“Minor” impact on project activities that do not adversely impact a milestone

Configuration decisions benefiting agencies that do not impact cost or do not impact a milestone