16 Enterprise Architecture If it gets so complex, you can’t remember how it all works, you have to write it down... ARCHITECTURE If you want to connect it with the work of others, they need to know how it fits... ARCHITECTURE If you want everyone’s to work the same, you need to define how... ARCHITECTURE If you want to change how it works, you start with what you have written down... ARCHITECTURE
Enterprise Architecture 17 Enterprise Architecture A holistic expression of the enterprise’s key business, information, application, and technology strategies. Enterprise Architecture definition, part 1
Enterprise Architecture 18 Enterprise Architecture Its Vision articulates a series of objectives and outcomes Its Principles express the values of the organization and provide guidance to decision making Its Guidelines and Standards define solutions for application development It consists of the current and future Models of the business, information, applications, and technical Environment Critical Concepts:
Enterprise Architecture 19 Enterprise Architecture A set of processes that are: business strategy driven, technology trend aware, and will evolve over time. Enterprise Architecture definition, part 2
Enterprise Architecture 20 Enterprise Architecture Governance is key to business/IT dialogue Continually updates the Migration strategy Enables Iterative and Incremental approaches Expands and Evolves with each release Critical Processes:
Enterprise Architecture 21 Enterprise Architecture Ensures alignment with our business direction Translates business goals into technical strategies Allows faster response to changes in business rules Business Benefits
Enterprise Architecture 22 Enterprise Architecture Manages technology change Reduces the cost of software development and support Promotes better staffing decisions Increases product usability Reduces training on systems Management Benefits
Enterprise Architecture 23 Enterprise Architecture Increases compatibility and integration Ensures shared, consistent data Increases system stability and reliability Simplifies product sustainability and maintainability The benefits are long term! Technical Benefits
Enterprise Architecture 24 Enterprise Architecture “Enterprises adopting an Enterprise IT Architecture will realize a 30 percent improvement in their operational ability to address constantly changing external drivers. (0.6 probability)” source: Gartner (July 2002)
Enterprise Architecture 25 Enterprise Architecture A system for governing and organizing both the rules and outputs of architecture work, i.e. models or “artifacts”. Architecture Framework Definition
Enterprise Architecture 26 Enterprise Architecture It Defines the Structure and Relationships of architecture components over time. Process that Guides the Organization through the acquiring, building, modifying of architecture components over time. Framework Elements:
Enterprise Architecture 29 Enterprise Architecture Who uses Enterprise Architecture? Clinger-Cohen Act of 1996 requires all federal agencies to implement enterprise architecture. Several states have mandated enterprise architecture: North Carolina, Virginia, Ohio, Kentucky, Utah Architecture leaders in the private sector: GM, HP, Boeing, Federal Express, Allstate, Lockheed, Frank Russell
Enterprise Architecture 30 Enterprise Architecture State and agency enterprise architectures State Architecture Community of Interest Architecture Agency Architecture Agency Architecture Points of compatibility
Enterprise Architecture 31 Enterprise Architecture Information Architecture Blueprint Plan –Blueprint principles –Technical strategies Enterprise Strategies Committee –Enterprise business strategies (proposed) What’s happening in Washington’s financial and administrative community?
Enterprise Architecture 32 Information Architecture Blueprint Plan Assess the state’s core financial and administrative business functions Provide a “blueprint” for improvements Purpose
Enterprise Architecture 33 Information Architecture Blueprint Plan Agency financial and administrative functions are under supported by the state’s common central information systems Background Agencies have implemented their own “shadow” systems.
Enterprise Architecture 34 Information Architecture Blueprint Plan Plan and implement improvements from an enterprise view Coordinate solutions among common system provider community - OFM, DOP, DIS, GA, DRS, HCA Approach
Enterprise Architecture 35 Information Architecture Blueprint Plan Financial and administrative system changes / upgrades are needed to: –Maximize the value of the state’s IT investments –Improve business process efficiency –Provide valuable information –Meet customer expectations for “modern” systems, e.g., web-based, integrated Objectives
Enterprise Architecture 36 Information Architecture Blueprint Plan First version of the Blueprint was completed in August 2000 Guided by deputy directors Participating agencies: –OFM, GA, DOP, DIS –ESD, DSHS, L&I, DRS, STO, LEAP Initial effort
Enterprise Architecture 37 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
Enterprise Architecture 38 Enterprise Blueprint 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
Enterprise Architecture 39 More consistent coding across agencies –To support the Enterprise view Incremental approach –To manage risk and achieve early payoff Select high value projects –To reduce system duplication Enterprise Blueprint Principles
Enterprise Architecture 40 Enterprise Blueprint Plan Develop human resource systems plan Develop salary projection requirements Pilot activity based costing Develop data architecture Extend enterprise reporting Assess core financial systems - - - - - - - - - - - - - - - - Allotment system requirements Contracts and grants management II Procurement improvement study Version 1 Recommended Projects
Enterprise Architecture 41 Enterprise Strategies Committee (ESC) Governance Structure 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)
Enterprise Architecture 42 Enterprise Blueprint Today The Enterprise Strategies Committee is formed to sponsor and lead the incremental implementation of the comprehensive, coordinated enterprise- wide blueprint for financial and administrative systems. From the charter…
Enterprise Architecture 43 Enterprise Architecture Business Strategies Streamline business processes Pursue economies of scale Enhance data integrity and value Improve core management systems Design for adaptability..for financial and administrative functions
Enterprise Architecture 44 Status of the HR/Payroll Systems Agenda and scope The Business/Technology Case Enterprise Blueprint Business Strategies Civil Service Reform/Collective Bargaining HR Systems Overview
Enterprise Architecture 45 The Business/Technology Case The state’s human resource business is anticipated to change significantly due to the Personnel System Reform Act of 2002. New rules for civil service reform and collective bargaining will require substantive modifications/upgrading to current HR/Payroll systems. The HR/Payroll systems are enterprise systems supporting 63,000 employees and 110 agencies, boards and commissions. The principles and strategies of the Enterprise Architecture Blueprint Plan must be considered when evaluating technology alternatives in support of civil service reform and collective bargaining.
Enterprise Architecture 46 Human Resource business rules and processes will be streamlined. Enhance data integrity through data collection standards and requirements. Share new human resource human resource data/information with state agencies. Modify/upgrade HR/Payroll systems for flexibility, adaptability and scalability. Improve the core HR/Payroll systems to reduce the need for shadow systems at the individual agency level. Enterprise Blueprint Business Strategies Opportunities
Enterprise Architecture 47 Reduce replication and redundancy of data through common central data stores. Develop data standards to improve data integrity and consistency for interagency systems. Implement upgraded HR/Payroll systems that will support: Single-sign on Employee identification Common employee database Self-service access by employees, managers, and HR professionals in the future. Enterprise Blueprint Business Strategies Opportunities
Enterprise Architecture 48 Civil Service Reform/Collective Bargaining Feasibility Study is in progress with a completion date of December 31, 2002. Enterprise Strategies Committee serves as the steering committee. Study will assess the following options: Extending the existing system Purchasing a commercial “off-the-shelf” system (COTS) A hybrid solution Feasibility Study
Enterprise Architecture 49 Civil Service Reform/Collective Bargaining Study will recommend: Best approach to implement the CSR/CB bill Long-term options for the system and costs Applying lessons learned Scope of the study includes payroll, personnel and leave systems. Feasibility Study
1 Applications operate in DIS IBM Mainframe environment. 2 DOP will decommission the Insurance system by August 30, 2003 3 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 HR Systems Overview
Enterprise Architecture 51 Payroll/Personnel systems that supports state workforce are outdated, inadequate, and at risk Complexity, cost, and risk of failure with every modification Loss of knowledgeable staff and the challenge of replacing them will be critical issues for the next several years System is unable to support modern human resource practices and changing needs of state government Civil Service Reform and Collective Bargaining will significantly stretch capacity for the system to change Current Systems Issues
External Interfaces 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
Enterprise Architecture 53 Potential Impacts to Other Agency Systems The Scope of the Feasibility Study does not include an assessment of the impacts on agency developed HR systems. New civil service and collective bargaining rules could significantly impact agency HR related systems. Agencies will have to determine the extent to which their systems must be modified for new civil service and collective bargaining rules. Central HR/Payroll interface changes may require agencies to modify their interface to meet the central system changes.
Enterprise Architecture 54 Final Thoughts We have an opportunity! The time is now! Let’s get started……...