Presentation on theme: "IPMA Executive Summary - October 31, 2002 IPMA Executive Summit The Enterprise Architecture of the HR/Payroll Systems October 31, 2002 FINAL NOTES AND."— Presentation transcript:
IPMA Executive Summary - October 31, 2002 IPMA Executive Summit The Enterprise Architecture of the HR/Payroll Systems October 31, 2002 FINAL NOTES AND DISCUSSIONS Presented by: Josetta Bull JB McCrummen, Gartner
IPMA Executive Summary - October 31, 2002 CAB Business Thomas Bynum
IPMA Executive Summary - October 31, 2002 IPMA Recap Challenge Enterprise Architecture Enterprise Blueprint Plan Governance Structure Operating Principles Your Role
IPMA Executive Summary - October 31, IPMA Recap: Challenge Agencies must implement Civil Service Reform Agency financial and administrative functions are under supported by the states common central information systems Agencies have implemented their own shadow systems Approach –Plan and implement improvements from an enterprise view
1 Applications operate in DIS IBM Mainframe environment. 2 DOP will decommission the Insurance system by August 30, HCA will implement the new MMS by June 30, 2003 Payroll* n Payroll calculation n Interfaces n Tax reporting n Time and attendance collection n Table-driven calculation rules n Reporting n Benefits administration n Retroactive adjustments n Variable compensation Personnel Reporting* Personnel Reporting* n Personnel administration n Reporting n Position management n Performance management n Compensation planning n Contract management n Collective bargaining n Career management n Employee self-service n Manager self- service Leave* n Leave administration n Leave collection Data Warehouse Data Warehouse n Human resource information reporting DOP Agency Applications DOP Agency Applications n Combined fund drive. n Employer advisory services. n Executive recruiting. 1 Labor Distribution 1 Labor Distribution n Payroll labor allocation n Time and activity reconciliation n Cost accounting feed 1 Statewide Accounting 1 Statewide Accounting n Financial accounting n Financial reporting n Budgeting n Accounts payable n Accounts receivable n Cost accounting 1 Salary Projection 1 Salary Projection n Salary project. n Budget allocation. n Salary administration Department of Personnel Office of Financial Management Recruiting (ARMS)* Recruiting (ARMS)* n Job applicant intake n Hiring support n Job applicant self-service n Recruitment Training (HRDIS)* Training (HRDIS)* n Training records n Training administration n Competency management Agency HR Applications Agency HR Applications n Time and attendance collection n Labor distribution n HR tracking n Agency recruiting 3 Insurance Membership Management n Medical n Dental n Life and Long- term Disability n Insurance Accounting Other State Agencies 2 Insurance Enrollment and Accounting n Medical n Dental n Life and Long- term Disability n Insurance Accounting Applications Meets business needs Partially meets business needs Does not meet business needs Legend IPMA Recap: Challenge HR Systems Overview
Liquor Control Board Liquor Control Board Labor Unions (2) Labor Unions (2) Credit Unions (10) Credit Unions (10) Utilities & Transportation Commission Utilities & Transportation Commission Information Services Information Services Revenue Internal Revenue Service Internal Revenue Service & Services Social Health and Services Social Health and Services Security Employment Security Employment Security Retirement State Patrol State Patrol Criminal Justice Training Commission Criminal Justice Training Commission Convention and Trade Center Convention and Trade Center Insurance Basic Health Plan Insurance Basic Health Plan Financial Management Financial Management Natural Resources Natural Resources Fish & Wildlife Fish & Wildlife Fish & Wildlife Ecology Labor and Labor and Industries Labor and Industries Social Security Administration Social Security Administration House & Senate House & Senate State Treasurer State Treasurer Corrections Transportation & Marine Division Transportation & Marine Division Public Instruction Public Instruction Higher Education Political Sub-divisions Higher Education Political Sub-divisions General Administration General Administration State Auditor State Auditor Legislative Evaluation & Accountability Program Legislative Evaluation & Accountability Program Health Care Authority Health Care Authority State Printer State Printer Health PERSONNEL PAYROLL INSURANCE RECRUITMENT TRAINING IPMA Recap: Challenge Interface Systems
IPMA Executive Summary - October 31, IPMA Recap: Enterprise Architecture Definition - –A holistic expression of the enterprises key business, information, application, and technology strategies –A set of processes that: are business strategy driven, are technology trend aware; and will evolve over time
IPMA Executive Summary - October 31, IPMA Recap: Enterprise Architecture Critical Processes - –Governance is key to business/IT dialogue –Continually update the Migration strategy –Enables iterative and incremental approaches –Expands and evolves with each release
IPMA Executive Summary - October 31, IPMA Recap: Enterprise Architecture State and agency enterprise architectures State Architecture Community of Interest Architecture Agency Architecture Agency Architecture Points of compatibility
IPMA Executive Summary - October 31, IPMA - Recap: Enterprise Blueprint Plan e-Data Middleware Web Data Base A Web Data Base C Web Data Base B Decision Support Historical & External Data Customer Identity Data Warehouse Networks (LAN/WAN/VPN,etc) Platforms/Servers User Devices (Desktop/Laptops/PDA) System Management e-Marketing Health Services Employment Services Enterprise Resource Planning (ERP) Employee Services Family Services Education Services Public Safety Services Justice Services Enterprise Resource Planning (ERP) Others... Legacy Production Data Base B Legacy Production Data Base A Legacy Production Data Base D Legacy Production Data Base E Legacy Production Data Base F IPMA Recap: Enterprise Architecture
IPMA Executive Summary - October 31, Data Warehouse(s) Enterprise Financial and Administrative Community Enterprise Reporting Personnel Data Warehouse Financial Data Warehouse Procurement Data Warehouse DSHS Integration (FRIP) Budget Management Capital Budget Budget Development Performance Meas. Tracking Allotment Management Version Reporting Fiscal Notes Procurement Management Purchasing Contracts Management Financial Management General Ledger Accounts Payable Travel Voucher Accounts Receivable Cost Accounting Accounting Supplies Inventory Capital Asset Management Time / Labor Distribution Vendors Budget & Performance. Human Resources/Payroll Salary Projection Employees Positions 2/15/2002 Payroll Personnel Positions Benefits Retirement Leave Applicants Training Commodities IPMA Recap: Enterprise Architecture
IPMA Executive Summary - October 31, IPMA Recap: Enterprise Blueprint Plan Objectives: –Financial and administrative system changes/upgrades are needed to: Maximize the value of the states IT investments Improve business process efficiency Provide valuable information Meet customer expectations for modern systems, e.g., web-based, integrated
IPMA Executive Summary - October 31, IPMA Recap: Enterprise Blueprint Plan Principles: –Central systems and tools Build it once Support it centrally –Common, central data stores Integration, efficiency, integrity, facilitate reporting –Self-service To gain efficiencies –More consistent coding across agencies To support the Enterprise view
IPMA Executive Summary - October 31, IPMA Recap: Enterprise Blueprint Plan Principles (continued): –Incremental approach To manage risk and achieve early payoff –Select high value projects To reduce system duplication
IPMA Executive Summary - October 31, IPMA Recap: Enterprise Blueprint Plan Enterprise Strategies Committee (ESC) The ESC is formed to sponsor and lead the incremental implementation of comprehensive, coordinated enterprise-wide blueprint for financial and administrative systems. Best Practices Steering Committee Governing for he New Millennium (G4NM) Enterprise Blueprint Plan Work Group Enterprise Strategies Committee (Policy and Decision Making Body) Directors of: OFM, DIS, DOP, GA, CTED, DRS, L&I, HCA Enterprise Strategies Work Group (Task Force) (Representatives from central service agencies and customers)
IPMA Executive Summary - October 31, IPMA Recap: Governance Structure Initiatives and Projects Vision of Service Delivery IT Governance Architecture Design Principles Architecture Chain Starts Here Chain Starts Here Customer Needs - Shift from internal to external customers Chain of Necessity
IPMA Executive Summary - October 31, IPMA Recap: Governance Structure Definition - –Governance is the inter-agency organizational structure that provides a decision-making process to determine the services, architecture, policies and standards for the enterprise information technology. –The institutionalization of a process that guides how individuals and groups cooperate to manage technology. –Governance provides a framework for making IT decisions. –Governance consists of the body of rules, agreements, and standards that define the basis for interaction between functions, roles, departments, and people within the enterprise. –Governance involves discussions about architectures, standards, IT organization, deployment of IT people and skills, and IT cost structures. –The overall objectives and role of IT governance is to ensure that IT organizational resources are targeted to deliver maximum business value.
IPMA Executive Summary - October 31, Stage 4: Pioneering Stage 3: Proactive Stage 2: Reactive Where Do You Fall? IPMA Recap: Governance Structure Level of Involvement Stage 1: Passive
IPMA Executive Summary - October 31, IPMA Recap: Operating Principles Definition - –Operating principles are statements that help define how an organization makes business decisions. –Operating principles clearly define roles and responsibilities. –Operating principles are what an organization strives to achieve. –Operating principles address general business operations, policies, standards, oversight, and resources. –Operating principles provide the foundation for the Information Technology Governance Charter. –Operating principles need to be tested over time and update as appropriate, ensuring they help facilitate improvement of out information technology infrastructure.
Evolution of CIO Role and Enterprise Governance Mainframe Era: Conventional Plus Functional Head Operational Manager Deliver on Promises Advisor on How to Not What to do On-Time delivery Reliable operations Automate for Efficiency Alert Line-Mgmt. to IT Investment Opportunities Distributed Era: Transitional, Shifting Strategic Partner Expectation Manager Technology Advisor Align IT with Business Access to the Executive Invited Seat at Table Manage IT Department Provide Infrastructure Manage vendors Reduce Business Process Cycle-time Set Direction and Secure Benefits from Selective Outsourcing Web-based Era: Hybrid, Emergent Business Visionary Technology Opportunist Drive Channel Strat. Member of Executive Team or Assumed Seat Jointly Develop Bus./ IT Model; Leverage Extra-structure Integrate Client/ Supplier Value-Chain Define Office-of-the Future; Lead effort to Customer-centricity CIO Role Key Responsibility Business Input Major Tasks System Objective Leadership IPMA Recap: Your role!
IPMA Executive Summary - October 31, 2002 State Enterprise Operating Principles - Final Discussion Please note: The following Operating Principles were discussed during IPMA meetings held on October 4, 5 and 31. Discussion notes may be viewed in the Notes portion of this presentation. During the IPMA meetings, it was discussed that the following Operating Principles need to be adopted and charted, once the State identifies their overall Governance structure and processes.
IPMA Executive Summary - October 31, Enterprise Operating Principles Business Principles –We will seek business leadership commitment for enterprise initiatives by presenting a business case that helps them understand the benefits to the State and their Agency (cross- walk between benefits to the whole and benefits for each participant) –We will demonstrate our technology leadership by proposing and championing innovative solutions to business executives As leaders, who truly understand the business of our Agencies, we will advocate for changes in business service delivery and processes in order to improve the effectiveness of our organization –Our common community needs to help support this effort – we all need to be saying the same thing –We need to be able to identify the win and where we can all move forward together
IPMA Executive Summary - October 31, Enterprise Operating Principles Business Principles –We will collaborate among departments in order to: Achieve return on investment in support of common goals and requirements Share ideas, resources, technology research, and best practices in the deployment of integrated services Achieve synergies in: –Purchasing –Applications development and deployment –Research and development –We will strive for increased efficiencies through the implementation of self-service systems –Our customer will use a single authentication process in order to receive services
IPMA Executive Summary - October 31, Enterprise Operating Principles Budget/Resource Principles: –Enterprise projects will be prioritized based on: Common Business need/goals Statewide ROI (State needs to define term) Availability of funding Support of long term architecture –Conflicting priorities will be raised through the States Governance structure (State needs to define structure and process) –Agencies will work collaboratively when seeking funding –Agencies will not initiate a project unless the appropriate staffing is available to support it
IPMA Executive Summary - October 31, Enterprise Operating Principles Technology –We will develop, maintain and support an Enterprise Technology Architecture (ETA) that supports the sharing, exchange and integration of agency data and services We will develop, maintain and support ETA standards –We will support the development of shared services to be utilized by agency departments –We will embrace phased implementation in order to reduce risk and recognize system benefits as soon as possible –Based on knowledge and understanding of our business needs, we support the development and reuse of common application components –We will strive to eliminate redundant systems and processes –We will seek the best provider of a solution (commercial off the shelf or custom build)
IPMA Executive Summary - October 31, Enterprise Operating Principles Data –Agency data/information is a State enterprise resource regardless of its physical location, and departments will collaborate to manage it as such –We will implement security policies and standards that will protect systems, networks, resources, and data from loss and unauthorized access, use, modification, destruction, and disclosure –We will create and implement a process for the creation, deployment, maintenance and retirement of information
IPMA Executive Summary - October 31, HR/Payroll Operating Principles Change Management Principles: –We will ensure all employees receive the basic training necessary to operate the IT systems necessary to support their business functions –We will support change management practices in order to ensure successful system deployment. Our focus will include Leadership demonstrates their support of the change management process Education and outreach Communication that is open, timely, and accurate Articulate the benefits of change
IPMA Executive Summary - October 31, 2002 HR/Payroll Operating Principles Please note: The following Operating Principles were NOT discussed, as it was determined that the HR/Payroll team had already completed a similar exercise.
IPMA Executive Summary - October 31, HR/Payroll Operating Principles Technology - HR/Payroll Community Principles: –As an HR/Payroll community, we will work to find and launch our efforts based on commonality –As an HR/Payroll community we agree to centralized systems, data and tools, when there is a supporting business case –We will develop plans for the assessment, migration and retirement of duplicate HR/Payroll processes, services and products. Before we retire something, we need to be assured that we will get the same or improved level of service Or (there is disagreement here) We need to be willing to accept a reduced level of service –We will establish individual service level objectives that will allow us to monitor and track the states HR/Payroll programs and services to determine if stated outcomes are being met
IPMA Executive Summary - October 31, 2002 BREAK
IPMA Executive Summary - October 31, Introduction to Governance Information Constitution nFramework for making informed IT decisions nDefines roles and responsibilities Information Constitution nFramework for making informed IT decisions nDefines roles and responsibilities IT-Savvy Board nTakes enterprise approach to IT management nMerges IT and business planning nUses IT to facilitate mission and goals nOwns IT projects nMonitors success metrics nEngages in continual education nPrioritizes IT investments IT-Savvy Board nTakes enterprise approach to IT management nMerges IT and business planning nUses IT to facilitate mission and goals nOwns IT projects nMonitors success metrics nEngages in continual education nPrioritizes IT investments Enterprise First Silos Second Governance Board Members nExecutive sponsor nDepartment executives nCIO nCFO nPartners Fuse IT and Business Fuse IT and Business Key Elements in Review
IPMA Executive Summary - October 31, Action Items: nBuild extra-agency view of governance nInclude constituents, partners, advocacy groups nDevelop cooperative architecture Time Governance IT Governance (Single Agency) Global Governance (Multiagency) Governing (Policy/ Regulations) Introduction to Governance The Next Generation
IPMA Executive Summary - October 31, Introduction to Governance Business Agency Mission Culture Organization Process Technology Intellectual Capital Services and Products Constituent Feedback IT Governance Adapted from J. Carr, Human Factors: A New Perspective for Software Systems Development Transformation
IPMA Executive Summary - October 31, Governance Structure High Level Implementation Steps –Formalize IT Governance Structure –Test IT Governance Structure –Modify IT Governance Structure as Necessary –Fully Implement IT Governance Structure Introduction to Governance
IPMA Executive Summary - October 31, 2002 IT Governance Structure
IPMA Executive Summary - October 31, IT Governance Structure Purpose of Governance –Ensure that business strategy drives IT decisions –Ensure the organization is supported by a stable and secure IT infrastructure Responsibilities –Make decisions regarding IT strategic directions –Approve key IT policy and program decisions –Set priorities for IT projects, ensuring they support business needs –Monitor implementation of IT Strategic Plan –Remove barriers to IT project implementation –Report results to Executive Staff
IPMA Executive Summary - October 31, IT Governance Structure Purpose of the IT Governance Board –Provide IT Governance Board and CIO with proposals and guidance regarding technology solutions, policies, standards, and procedures Responsibilities –Review alternatives and prepare recommendations for review by CIO Conduct technical analysis to support business needs –Ensure coordination of technical activities between centralized IT staff and business unit IT staff –Facilitate knowledge sharing and exchange between centralized IT and business unit IT staff –Monitor and report on appropriate IT projects –Facilitate implementation of IT Strategic Plan initiatives
IPMA Executive Summary - October 31, IT Governance Structure Membership –An appropriate IT Governance Board member as Chair –Technology experts –Business experts Familiar with business processes or issues being addressed –External Service Providers as appropriate
IPMA Executive Summary - October 31, IT Governance Structure Sub-Committee Purpose –Provide Governance Board and CIO with proposals and guidance regarding technology solutions, policies, standards and procedures Responsibilities –Review alternatives and prepare recommendations for review by CIO –Conduct technical analysis to support business needs –Ensure coordination of technical activities between Department IT staff and Information Technology Division staff –Facilitate knowledge sharing and exchange between IT Department and Information Technology Division staff –Monitor and report on appropriate IT projects –Facilitate implementation of strategic initiatives Meet as necessary –Monthly at a minimum –Reports coincide with Board meetings
IPMA Executive Summary - October 31, Sample IT Governance Structure Executive Officer IT Governance Board A: Decision-Making Bodies Enterprise Technical Architecture and Standards Steering Committee IT Resource Allocation Steering Committee Security and Privacy Steering Committee B: Advisory Committees C: Task Forces Application Architecture Task Force Data Task Force Servers, Desktops and Networks Task Force E-Government Task Force Employee Excellence Communication and Change Management = Direct Reporting Relationship
IPMA Executive Summary - October 31, A. Decision-Making Bodies B. Advisory Committees C. Workgroups/Task Forces D. Information Sharing/Coordination Forums Architecture Council E-Gov Steering Server and Desktop Management IT Forum IT Executive Steering Committee Project Oversight Security TeamE-Gov Team B Technology Forum E-Gov Team A Privacy TeamTeam Executive Business Management Team Strategic Planning Team IT Governance Structure Assess where you are
IPMA Executive Summary - October 31, Washingtons Governance Structure
IPMA Executive Summary - October 31, 2002 Governance Chartering
IPMA Executive Summary - October 31, Governance Chartering A Governance Charter communicates to your organization how and why decisions will be made (IT and/or business). Charter includes: Preamble Introduction –Values Information Technology Governance Council, Advisory Committees and Task Forces –Organization Structure Overview –IT Governance Board »Mission »Responsibilities »Membership »Meetings and Attendance »Decision Process »Exception Process –Advisory Committees »Responsibilities »Membership »Meetings and Attendance »Reporting »Decision Process –Task Forces »Responsibilities »Membership »Meetings and Attendance »Reporting »Decision Process IT Operating Principles –General –Policies, Standards and Oversight –Resources –Project Management –Security –Systems and Networks (Including Desktops) –Applications –Data and Information
IPMA Executive Summary - October 31, Governance Chartering Working with Executive Leadership to understand business needs and set department direction, the IT Governance Board will be responsible for: –Identifying, developing, and recommending IT policies (Policies are approved by Executive Staff) –Developing and approving implementation procedures, and tracking and monitoring processes to support IT policy –Establishing department-wide automation priorities, including new development and on-going maintenance operations –Approving information technology projects that fit within existing budget resources –Recommending information technology projects that require budget augmentation (BCPs) for approval by Executive Staff –Approving the allocation of resources to support automation (staff and dollars) –Working to resolve IT issues and challenges –Monitoring implementation of the IT strategic direction –Communicating directions or decisions with Executive Staff and the organization, using existing communication and change management vehicles as appropriate Governance Board Purpose/Responsibilities - Example
IPMA Executive Summary - October 31, 2002 Strategies Please note: The following Strategies were discussed high level in concept only. They should be viewed as things to consider only.
IPMA Executive Summary - October 31, Enterprise Implementation Strategies We will identify our communitys common goals and requirements. We will implement a formalized process to ensure our collaboration leads to active decision-making (e.g., expand governance framework). Establish project governance that ensures timely decision- making while taking into consideration staff input. Develop a business driven technical architecture that establishes capability standards. Identify shared application services that can be leveraged by the core system and interfacing applications. Design data logically to support a single customer based system.
IPMA Executive Summary - October 31, Enterprise Implementation Strategies Focus business application design on providing customer centric self-service. Implement a single authentication for State systems. Develop a budget allocation process that ensures all Agencies have the funding necessary to support HR/Payroll implementation and maintenance. Establish State enterprise mechanisms to govern and fund the development of new services that address business and technical needs (includes R&D money). Conduct a skills assessment of individuals involved with the HR/Payroll system to determine the training needed to support it. Ensure HR/Payroll system contracts include staff skills transfer requirements.
IPMA Executive Summary - October 31, Enterprise Implementation Strategies Develop and implement a cultural change management program that ensures customer buy-in and use of the new HR/Payroll system. Develop communication mechanisms to ensure stakeholders are provided with timely and clear communication regarding changes (their impacts and benefits). Articulate the vision and the importance of the project
IPMA Executive Summary - October 31, 2002 Session Wrap-Up
IPMA Executive Summary - October 31, Session Wrap-up What will we do tomorrow? –Conduct a test of the principles HR/Payroll (internal) Financial Possibly an external test The process can work for other projects Testing the values Important to building of the architecture/infrastructure Take principles back to own agency Expand from IT problem only to business challenge(s)
IPMA Executive Summary - October 31, 2002 Next Steps Stuart McKee
IPMA Executive Summary - October 31, 2002 Thank you!