Core-CT Assessment Final Report

Core-CT Assessment Final Report
Presentation Title State of Connecticut Core-CT Assessment Final Report February 2, 2007 Conference Name Presenter Name Date Location City, State These materials can be reproduced only with Gartner's written approval. Such approvals must be requested via —

Table of Contents Executive Summary
Project Background page 4 Core-CT Assessment Findings Summary page 9 Recommendations Summary page 13 Core-CT Assessment Recommendation Details ERP Competency Center page 21 Expanded Steering Committee page 41 Position Classifications page 45 Critical Line Agency Enhancement Requests page 74 Training page 92 Management Reporting page 112 Appendix A - Core-CT Functionality Gaps page 120 Appendix B - Core-CT Detailed Staffing Gaps page 126 Appendix C - Detailed Initiative Roadmap Timeline page 144 2

Presentation Title Core-CT Assessment Executive Summary

Core-CT Assessment Project Background

Objectives The focus of this study was to provide a high level historical and forward-looking perspective of the Core-CT ERP implementation Historical Perspective Where has the State received value? Where is the State not receiving full value? What key functionality is missing? Was the implementation performed efficiently and effectively? Forward-Looking Perspective Is there an effective plan in place with adequate resources for the future use, administration and maintenance of the system? What additional steps should the State take to protect its future investments in the system? 5

Summary & Recommendation Development Summary & Recommendation Delivery
Project Status Draft report delivered electronically on 12/20/06 and was reviewed by selected State of CT stakeholders. Final report discussed with Executive Steering Committee on 1/29/07. Revised Final report, including results of roadmap exercise conducted on 1/30/07, was delivered electronically on 2/2/07. Reviews Deliver Report Draft 12/20 Final Jan 12/6 12/13 11/6 11/6 – 11/16 11/13 – 12/6 Kickoff Data Gathering Analysis Summary & Recommendation Development Summary & Recommendation Delivery 6

Interview Session Participants
Interview participants included Core-CT stakeholders from the State of Connecticut central agencies, line agencies, the Core-CT implementation team members, and executive steering committee members. Core-CT Team Directors James Shumway (OSC), Cathy Daly (DAS), Jean Skellett (DOIT), Gale Mattison (OPM) HRMS Team Leads: Anne North (OSC) & Sue Martin (DOIT) Financial Team Lead: John Harnick (OSC) Technical Team Leads: Deb Miggins (DOIT), Angelo Romano (OSC) EPM & Security Team Lead: Mary Yabrosky OPM Robert Genuario, Secretary Anne Gnazzo, Deputy Secretary John Bacewicz, Executive Budget Officer Barry Sullivan, Assistant EBO DAS Linda Yelmini, Commissioner Carol Wilson, Director Procurement Services Pam Libby, Human Resources State Comptroller Nancy Wyman, Comptroller Martha Carlson, Chief of Staff John Clarke, Director Budget and Financial Analysis Mark Aronowitz, Director Accounts Payable Division Gary Reardon, Director Payroll Services Division Dr. Thomas Woodruff, Director Retirement & Benefit Services Division Accenture Rick Hegwood & Mark Raymond, Project Directors 7

Interview Session Participants (cont)
DOIT Diane Wallace, CIO Eric Linquist, Director Network and Distributed Systems Suzanne Niedzielska, Director Business Development Department of Correction Theresa Lantz, Commissioner, Carol Salsbury, Deputy Commissioner Department of Transportation Ralph Carpenter, Commissioner Reanne Curtis, Deputy Commissioner Department of Education Brian Mahoney, Chief Financial Officer Eugene Croce, Director Karen Chilone, Human Resources Department of Revenue Services Pamela Law, Commissioner Department of Mental Retardation Peter O’Meara, Commissioner Vincent O’Connell, Chief Fiscal Officer Karen Davies, Human Resources 8

Core-CT Assessment Findings Summary

Core-CT Assessment – Findings Summary
Is the State receiving full value for its investment? The State of Connecticut has received foundational value from its Core-CT investment, but is not currently receiving full value. Achieved value is difficult to quantify because no cost baseline or targeted improvement metrics were developed. The primary stakeholder group for Core-CT was the central agencies. The Core-CT business case focused on: replacing legacy/unsupported applications; creating a single source of consistent and more granular state-wide data; increasing central agency efficiency; and, implementing a standard solution with minimal customizations. The intended goals were achieved. Only approximately 30% or organizations that deploy enterprise applications achieve their original goals. However, the magnitude of the investment requires additional value to be delivered Enhancement of Core-CT organization, along with selected, incremental investments, will help the State realize full value On a summary level, the State has not been able to fully leverage Core-CT’s potential benefit because: the initial implementation was driven almost entirely by milestone dates and limited solution scope the early retirement package/state-wide layoffs of 2003 negatively impacted Core-CT go-live consistent, closed loop communication of decisions, and their impacts, did not occur between the Core-CT team and the agencies the project under-invested in the areas of organizational change management and process change education the Core-CT team lacks key personnel with some required vital skills The decision to go live with Core-CT after the layoffs in 2003 increased the risk of the implementation, and impacted the effectiveness of the application that was delivered to the state employees, but was ultimately a positive decision. Many companies, commercial and public sector alike, have failed to complete ERP implementations across the intended user population, business functions, or modules. The State of CT has accomplished this, which is no small task. Those companies that have successfully completed the deployment still are seeking value from the substantial investment. This is the situation that the State of CT currently finds itself in. Now the challenge is to transition to a support, enhancement, and optimization mode of operation that can increase the value and satisfy those who don’t think there has been enough value from the substantial investment. 10

Is the State receiving full value for its investment? Since the foundation now exists, the State has an opportunity to realize more substantial benefits from a much smaller future investment. Realized Benefits Improved state-wide Information Central agencies are more effective Common business solutions and practices now exist across the central agencies Service levels to State stakeholders (citizens, State leadership, auditors, etc) have increased Technical risk mitigated Past Implementation Investment Received Benefit Potential Future Benefits Agency-specific training for more accurate and efficient transaction handling All critical line and central agency functions enabled by Core-CT Improved line and central agency effectiveness and risk management More efficient data access and more effective decision-making through improved analytic capabilities Future Incremental Investment Future Benefit 11

What additional steps should the State take to protect its future investments in the system? 1: Define a formal and distinct Core-CT ERP Competency Center (CC), within the State agency structure, complete with its own employees, service catalog, reporting structure and efficient processes. 2: Expand the Core-CT steering committee and improve the Core-CT governance processes through expanded line agency involvement. 3: Create new and distinct Core-CT position classifications that effectively outline the unique team-member skill-sets, abilities, compensation, and career path. 4: Prioritize the critical line agency enhancement requests, and enhance the development/ deployment and config/release management capabilities of the Core-CT team. 5: Create State specific training material, develop training technology (computer based training), use business/ technology experts to deliver training within the context of the State agency processes. 6: Implement Enterprise Performance Mgmt (EPM) Analytical functionality & expand EPM team to allow a more strategic focus. Build mgmt reports & queries and make effective training an immediate focus. 1 2 3 4 5 6 1: Core-CT team is not a distinct entity. It lacks its own employees, distinct services, efficient support and development processes, and effective governance. 2: Line agencies do not have formal representation within the Core-CT steering committee, despite having a vested interest in the success and future direction of Core-CT. Governance processes are ad-hoc and inconsistent. 3: Core-CT position classifications do not accurately convey the competencies, qualifications, and responsibilities necessary to support the Core-CT application. 4: Key line agency functionality gaps exist. Interim plans, supported by Core-CT, have not been developed. With no known release strategy, agencies will develop their own solutions. 5: Training effectiveness has been limited and has reduced user ability to benefit from Core-CT functionality. 6: Management reporting has not been a strategic focus. Central and line agencies are not effectively able to access and analyze the data that exists within Core-CT. Gartner predicts that without a dedicated ERP Competency Center, expanded steering committee and improved governance processes that includes greater line agency involvement, within five years the state of CT will be back in the same place it was prior to the start of Core CT with agency developing their own workarounds and stand-alone, non-integrated solution. The nature of an integrated ERP solution means that upstream and downstream processes and business rules depend on one another. This cannot be viewed as a central agency vs. a line agency solution where information can be entered and validated against separate rules for each. That is where you just came from in the legacy environment. This is why it is so important that the solution is managed and optimized across functions and across agencies. The governance and support structure needs to be aligned with that same vision. Key Findings 12

Recommendations Summary
Core-CT Assessment Recommendations Summary

Core-CT Assessment – Recommendations Summary
What additional steps should the State take to protect its future investments in the system? Finding: Core-CT team is not a distinct entity. It lacks its own employees, distinct services, efficient support and development processes, and effective governance. The Core-CT team is not a distinct unit, with its own employees, that formally belongs to one agency. The current Core-CT team is comprised of multiple agency personnel who have been pulled from their existing jobs, in many cases with the understanding that they would return once the project was complete. Managing staff is difficult due to multiple-agency assignments and varying department policies and supervisory rules. Core-CT personnel do not operate under a formal service level agreement framework with their customers and stakeholders. Core-CT team member compensation, goals, and incentives are not tied to Core-CT performance. Reorganize the Core-CT team into an ERP Competency Center (CC) reporting to OSC with a dotted line to DAS. The Competency Center should be an independent Division or Unit within OSC or an independent agency attached for administrative purposes to OSC. Eliminate the Director group and establish a clear Director in charge of the CC. Create a clear ERP CC service catalog as the foundation for service level agreements that will evolve. Create a PMO within the CC to support governance, administrative, and communications activities Develop and continuously improve governance processes in support of the ERP CC (see slide later in this document) Recommendation: Define a formal and distinct Core-CT ERP Competency Center (CC), within the State agency structure, complete with its own employees, service catalog, reporting structure, and efficient processes. 14

What additional steps should the State take to protect its future investments in the system? Finding: Line agencies do not have formal representation within the Core-CT steering committee, despite having a vested interest in the success and future direction of Core-CT. Governance processes are ad-hoc and inconsistent. The Core-CT project is emerging from an ‘implementation’ phase and is entering a ‘support and enhancement’ phase. The objective of this new phase should be to optimize the foundation. The existing Core-CT steering committee structure was appropriate for overseeing an aggressive implementation and ensuring that project scope, funding/budgets, and third party partners were effectively managed. Since Core-CT go-live, line agencies have relied on Core-CT to perform many of their key functions. These line agency stakeholders are disconnected from the governance processes that will dictate how Core-CT supports the agencies in the future. It has been stated that the existing vision for Core-CT must be revised so that agencies can align their processes more efficiently to the solution. The purpose and goals of the steering committee must evolve as the Core-CT services shift from milestone driven implementation to enhanced service delivery to all agencies. The steering committee should be expanded to include additional major stakeholders of the Core-CT application. Line agencies have a vested interest in the evolution of Core-CT and should be formally incorporated into Core-CT governance processes. Line agencies should play a central role in the following decisions: Functionality enhancement demand and prioritization; release management Funding for desired services Business process standardization Training delivery Recommendation: Expand the Core-CT steering committee and improve the Core-CT governance processes through expanded line agency involvement. 15

What additional steps should the State take to protect its future investments in the system? It was stated that: It is difficult to recruit qualified functional/technical staff. Finding IT candidates with PeopleSoft or ERP skills has been a challenge. Current Core-CT position classifications are outdated. They do not communicate the required Peoplesoft integrated module knowledge, agency business process understanding, consultative/collaborative skills, or combination of technical and functional analysis skills. IT compensation plans are inflexible – It is difficult to attract and reward highly valued employees appropriately with respect to the marketplace. IT work schedules are limited to 35 hours a week. No formal Core-CT career development and succession planning strategy exists. Create accurate and meaningful new position classifications, rather than re-classifying existing positions. Consider creating legislation that would define the Core-CT competency center as an independent unit or division reporting to OSC, paving the way for new job classifications. Make the Core-CT position salaries competitive in the marketplace. Create a ‘barrier to entry’ for these positions so that only qualified people will be accepted and those who do not qualify will clearly understand why they don’t qualify. Solicit union input for any new position classifications. Finding: Position classifications do not accurately convey the competencies, qualifications, and responsibilities necessary to support the Core-CT application. Recommendation: Create new and distinct Core-CT position classifications that effectively outline the unique team-member skill-sets, abilities, compensation, and career path. 16

What additional steps should the State take to protect its future investments in the system? At the time of go-live, the Core-CT solution did not support key and mandatory line agency functions. (e.g., Federal billing support, 24x7 scheduling). Line agencies are currently being forced to create manual workarounds or seek other solutions for some key functions that are not supported within Core-CT. It was stated that success in the past was defined as, “Deploy an application that works”. The future vision of Core-CT must ensure that all agencies are more fully supported by the application or that an alternative solution is deployed. The Core-CT team has indicated that it lacks the proper resources to implement enhancements in a timely manner. Leverage an expanded steering committee that has line agency representation to define the long term Core-CT vision. Prioritize the enhancements that will evolve the current state Core-CT application to meet the future state needs of the agencies. Focused effort to deal with areas that have not been a good fit (time & labor, purchasing, federal billing, inventory mgmt, 24x7 scheduling) Define an acceptable release schedule to meet the needs of the agencies. Reduce maintenance complexity by stabilizing modules on the same release. Staff the Core-CT team with the appropriate number of qualified full time staff, supplementing with 3rd party resources in the short term if needed. Demonstrate ability to address line agency concerns – need some “wins” here. Finding: Key line agency functionality gaps exist. Interim plans, supported by Core-CT, have not been developed. With no known release strategy, agencies will develop their own solutions. Recommendation: Prioritize the critical line agency enhancement requests, and enhance the development/deployment and config/release management capabilities of the Core-CT team. 17

What additional steps should the State take to protect its future investments in the system? Finding: Training effectiveness has been limited and has reduced user ability to benefit from Core-CT functionality. Training material was generic and not specific to agency processes. Application experts delivered the training - not ‘power users’ who understood how the application did/did not support the State’s business processes. Training technology (i.e. computer based training, help functions within the Core-CT application) were not effectively developed and/or deployed. The organizational change management effort was reduced and was not a strategic or consistent focus during the implementation. Change resistance has not been revisited in a meaningful way since Core-CT was deployed. Inexperienced line agency personnel have struggled to accurately enter increased amounts of data into an application that demands a higher level of business understanding on the part of the user. Assign a training owner within the ERP CC to focus on a common, but effective way to develop and deliver Core-CT training going forward. Develop a training strategy that addresses all key training gaps and provides a training solution that will support both existing and new users. Develop a communication strategy that educates and informs users and keeps them up to date on the most recent training and best practices developments. Identify super users who have a good understanding of both the agencies’ business processes and the Core-CT application along with the required skills to effectively deliver training. Integrate power users into selected ERP CC governance processes. Redeploy focused, refresher training to all Core-CT users. Recommendation: Create State-specific training material, develop training technology (computer based training), and use business/technology experts to deliver training within the context of the State agency processes. 18

What additional steps should the State take to protect its future investments in the system? Finding: Management reporting has not been a strategic focus. Core and line agencies are not effectively able to access and analyze the data that exists within Core-CT. Core-CT users do not have the required knowledge to use the Core-CT Enterprise Performance Management (EPM) module for management reporting. The Core-CT team has not developed, or distributed, canned reports that meet agency needs. There is no consistent and easy process to re-use valuable reports by one agency across all other agencies. EPM analytical functionality has not been implemented, and is therefore not presently available to end users. Analysis needs to be done outside of the Core-CT solution. Make EPM a strategic asset, rather than a tactical tool, by heightening its visibility. Re-position the EPM lead position as a strategic, cross-agency role. Expand and enhance the EPM team by staffing it with qualified technical resources, effective training staff, and business relationship managers whose goal is to understand and communicate agency requirements. Implement EPM Analytical functionality. Build and deploy management reports and queries and a process to re-use them across agencies. Communicate new functionality effectively and constantly seek improvement feedback. Make effective training an immediate focus in order to allow agencies to receive full benefit from the valuable Core-CT data that exists today. Recommendation: Implement EPM Analytical functionality and expand EPM team to allow a more strategic focus. Build management reports/queries and make effective training an immediate focus. 19

Recommendation Roadmap The Recommendation Details sections describe each of these initiatives in more depth and Appendix A provides a more detailed schedule regarding the activities of each initiative. 2007 2008 2009 2010 2011 20

Recommendation Details ERP Competency Center
Core-CT Assessment Recommendation Details ERP Competency Center Is there an effective plan in place with adequate resources for the future use, administration and maintenance of the system? What additional steps should the State take to protect its future investments in the system?

Core-CT Assessment – Detailed Recommendation
Transition to an ERP Competency Center (CC) as a best practices support organization IT Process Optimization ERP Competency Center (CC) Support procedures SLA management and monitoring Application & systems management Configuration management Release management Portfolio management Resource (Supply) management Vendor management and influence Agency Leadership (Chaired by Comptroller) Strategic Demand Mgmt Business process ownership Business change leadership Prioritization of system changes Funding resolution SLA Tactical Demand Mgmt SLA SLA End Users Agency Super Users DOIT ERP Competency Center SLA IT Help Desk ORACLE Product Support Problem Training Level 1 Business Process Optimization Solution Business process skills User Group mgmt Liaison to ERP CC Infrastructure CoreCT solution skills Demand vs. Supply Standardization/Trng Release Mgmt Demand management and prioritization Solution standardization Information management Integration and workflow Best practice knowledge management Support Development Business Process Enablement Apps Dev & Integration Support Apps Arch & Ops Support Infra Support An ERP Competency Center must interact with three primary stakeholder groups: The agency community, consisting of agency leadership and process owners, super users who are the most knowledgeable regarding the Core-CT solution, and end users. Service levels exist between the ERP CC and agency leadership to ensure that demand for improved solutions is met by the appropriate supply of ERP CC resources as per the time, response, quality, and benefit agreed to. DOITT, who provides infrastructure services to the ERP CC according to agreed service levels, thus allowing the ERP CC to meet its service levels with the agencies. Oracle, as the key 3rd party solution provider contracted to deliver support and product services to the ERP CC as per the contract with the State of CT. The ERP Competency Center focuses on three primary sets of services to the organization: Application Functional support, with functional team leaders as the liaisons to the agencies Application Development & Integration support, through ERP-specific developers supporting the functional leaders Application Architecture and Operations support, through ERP-specific architecture, systems, and operations technical staff Well run ERP Competency Centers act as an internal software services provider to enable optimization of the supporting IT processes, ERP environment, and agency business processes. ERP Environment Optimization Infrastructure optimization Architecture standards and rationalization Master data management Instance strategy Upgrade management Security management Disaster Recovery/Business Continuity Planning User Interface Support Apps Functional Support 22

State of CT Competency Center Evolution Path The State of CT should evolve from its current product and technology focus to one that provides business solutions in support of agency business processes. Enterprise CC Business process focused Enhanced ERP CC ERP business solution focused CC Maturity Migration Path Initial ERP CC ERP Product centric & technology focused The State of CT is currently operating as an initial ERP Competency Center. The Core-CT team is still working together under the direction of the Director Group. The focus is on implementation of the designed product using the supporting technology. Going forward, the State of CT should strive to evolve to an enhanced ERP CC environment. This is characterized by a support group that is focused on business solutions to support key agency functions and business processes, eventually evolving to an end-to-end process support group. This end-to-end focus leverages the intended true integrated capabilities of process integration, process automation, integrated accounting controls, and integrated information access capabilities. Time 23

State of CT Competency Center Evolution Path Initial ERP CC Enhanced ERP CC Application functional support Business process enablement and functional support Application development Application development and integration Application operations Application architecture and operations User education 24

The value of an ERP Competency Center Companies with ERP CCs have shown dramatic decreases in external consulting costs as a % of overall project costs. Those without ERP CCs continue to run in the 40-50% range. A project could be an upgrade, an implementation of a new module, a need to create a new instance to handle an acquired business, etc. Source: Gartner Research 2002 Companies with ERP CCs have the ability to support many more concurrent users per support full-time equivalent (FTE) This difference is even more significant as the number of users grows. The data on the slides above represent the analysis of over 50 different companies who had implemented and were now supporting an ERP solution. Without ERP CC 500 users – 36 FTEs 1000 users – 66 FTEs 2000 users – 128 FTEs 3000 users – 189 FTEs With ERP CC 500 users – 30 FTEs 1000 users – 39 FTEs 2000 users – 58 FTEs 3000 users – 77 FTEs Source: Gartner Research 2002 25

ERP Competency Center critical success factors - focus on people and process ERP Competency Center Critical Success Factors A strong team with the right skill set Balance between business process knowledge, technical knowledge and business interaction Must understand and speak with the agencies in their own language People retention Human capital development plan Clear governance Strong process orientation Market the vision and mission of the ERP CC Ability to demonstrate credibility and deliver value A service mentality Gain agency’s trust and support Source: The SAP Competency Center Gartner Best Practices EXP Research 2006 26

Building governance between the ERP CC and key stakeholders ERP CC Governance Process Input Rights Decision Rights Governance Process Owner Demand Management – determining which tactical and strategic enhancements to consider. Agency Leadership Super Users CC Team Leaders CC Steering Comm. CC Director Prioritization – determining the priorities of the demand under consideration. Supply Management – determining how to hire, retain, and allocate CC resources to meet prioritized demand. DAS Service Level Monitoring and Measurement – determining services, SLAs and monitoring/measurement processes. DOIT CC PMO Portfolio Management – determining the risk and value of application and project inventories and investments to drive funding decisions. Funding – determining how to allocate ongoing and investment dollars within budget constraints. Vendor Management – determining how and when to engage product and service vendors in the best interests of the State. Knowledge Management – capturing and making accessible key internal and external knowledge objects regarding the ERP solution and its optimal use and evolution. Release Management – determining how and when to release solution enhancements to benefit the State Oracle Communications Management – determining how and when to communicate status, plans, and events regarding the ERP solution to manage expectations and enable optimal usage. The table depicted in this slide and the other slides showing the flows associated with each governance process provide a good starting point for the State of CT to explicitly define and document the desired governance framework. The important thing is to recognize the following: Governance is all about effective decision-making Effective decision-making requires knowledge from those who have input rights to the decision. Effective decision-making requires clear understanding of who has decision rights and that these decision-makers accurately reflect how decisions are really made in the organization There should be clear and single point of contact accountability for effectively executing each governance process Agency Leadership represents any agency head or process owner across those agencies supported by Core-CT CC Steering Committee is the designated steering committee comprised of central and selected line agency leadership CC Director is the hired/assigned person who is accountable for the CC CC PMO is a newly created Program Mgmt Office to help support the CC Director in a number of areas DOIT is the centralized IT organization, focusing primarily on infrastructure services Team Leaders are the functional and technical team leaders within the ERP CC Super Users are recognized as the most knowledgeable resources in the agencies who use the Core-CT solution End Users are users who have been trained and typically work for or with the Super Users. 27

Building governance between the ERP CC and key stakeholders Implement Demand Management governance process Input Rights Decision Rights Process Owner: CC Team Leaders Strategic enhancement input from process areas within the CC team leader’s domain Agency Leadership What enhance-ment demand should we consider ? CC Director Super Users Ongoing list of requests under consideration Disposition and rationale communicated for requests not being considered Tactical enhancement requests CC Steering Committee (Strategic Requests) CC Team Leaders Organizes strategic and tactical demand into bundled, logical requests with high level costs and benefits 28

Building governance between the ERP CC and key stakeholders Implement Prioritization governance process Input Rights Decision Rights Process Owner: CC Director Provides strategic input on bundled demand priorities Agency Leadership What are the priorities for the demand being considered ? CC Director Ongoing list of prioritized, tactical enhancements and fixes handled through normal maintenance staff Prioritized inventory of investment projects across all process areas supported by ERP solution. Typically coincides with planning and budgeting process. Super Users Provides operational input on bundled demand priorities CC Steering Committee CC Team Leaders Provides solution feasibility and cost input on bundled demand priorities 29

Building governance between the ERP CC and key stakeholders Implement Supply Management governance process Input Rights Decision Rights Process Owner: CC Team Leaders Provides budget, organization/career goals, service level metrics, compensation requirements, and sourcing strategy input CC Director How to hire, retain, and allocate CC resources to meet demand ? CC Director Hiring decisions Promotion decisions Compensation decisions Re-organization decisions Team member assignments Preferred 3rd party partners CC Team Leaders Input on team capacity & skill gaps as well as team member goals and performance CC Team Leaders DAS Input on bargaining unit, job classification, compensation guidelines, hiring strategy, retention strategy 30

Building governance between the ERP CC and key stakeholders Implement Service Level Monitoring & Metrics governance process Input Rights Decision Rights Process Owner: CC PMO Agency Leadership Desired Services Desired SLAs* What services, SLAs, and monitoring processes ? Super Users CC Director DOIT infrastructure services and SLA with ERP CC ERP CC application services (service catalog) and SLA with agencies SLA monitoring & measurement processes Proposed ERP application services, processes, & SLAs* Desired DOIT services and SLAs CC Team Leaders CC Steering Committee DOIT Proposed infrastructure services, processes & SLAs* * SLA = Service Level Agreement 31

Building governance between the ERP CC and key stakeholders Implement Portfolio Management governance process Input Rights Decision Rights Process Owner: CC PMO Value of existing applications Value of existing investments to improve apps Super Users How should we change our portfolio of applications and related investments ? Application migration strategy Retire Replace Upgrade/Enhance Application investment decisions Approve Reject Defer Cancel Investment Portfolio View Strategic Enhancement Utility Infrastructure CC Director CC Team Leaders Agency Leadership Value, risk, cost, and complexity of existing apps Value, risk, cost, and complexity of investments to improve apps 32

Building governance between the ERP CC and key stakeholders Implement Funding governance process Input Rights Decision Rights Process Owner: CC PMO Budget available for ongoing ERP maintenance Budget available for ERP investments Agency Leadership How to allocate ongoing and investment dollars ? CC Director Approved ERP CC maintenance (operating expense) budget Approved ERP CC investment (capital expense) budget Typically coincides with planning and budgeting process. CC Steering Committee CC Team Leaders Baseline costs for ongoing support Investment costs for prioritized enhancements 33

Building governance between the ERP CC and key stakeholders Implement Vendor Management governance process Input Rights Decision Rights Process Owner: CC Director Requirements Desired SLAs* Preferred 3rd party partners CC Director 3rd Party Sourcing Decisions Master License and Service contracts Software orders Service SOWs and orders Product SLAs* Service SLAs* How and when to engage product and service vendors ? CC Director CC Team Leaders Requirements Desired SLAs* CC Team Leaders Super Users Requirements 34

Building governance between the ERP CC and key stakeholders Implement Knowledge Management governance process Input Rights Decision Rights Process Owner: CC Team Leaders Super Users Agency best practices inputs Improvement suggestions What knowledge should be captured and how should it be classified ? Super Users CC Team Leaders Solution best practices inputs Work products and deliverables Improvement suggestions ERP best practices ERP work products and deliverables CC Team Leaders CC Director Knowledge re-use opportunities 35

Building governance between the ERP CC and key stakeholders Implement Release Management governance process Input Rights Decision Rights Process Owner: CC Director Super Users Operational desires & constraints CC Team Leaders How and when to release solution enhance-ments ? Solution rqmnts & constraints CC Director ERP release schedule CC Director Planning CC Team Leaders Oracle Vendor release schedule DOIT Infrastructure rqmnts & constraints * SLA = Service Level Agreement 36

Building governance between the ERP CC and key stakeholders Implement Communications Management governance process Input Rights Decision Rights Process Owner: CC PMO Status Overall strategy Decisions Events Value messages CC Director How and when to communicate about and market the ERP CC ? CC Director Communications CC Team Leaders CC PMO Status Training Tactical plan Decisions Events Value messages 37

Leading the ERP Competency Center Selecting the ideal ERP CC Director Strong interpersonal skills for communication and presentation A track record of managing across organizational structures Experience in managing diverse skill sets The ability to overcome barriers and handle internal politics Proven leadership ability Strong planning skills Source: The SAP Competency Center Gartner Best Practices EXP Research 2006 38

The ERP CC needs to leverage a key business stakeholder – the Super User Super User Responsibilities Act as first point of contact for end-users within respective agency departments Act as experts and departmental trainer in relation to agency (master) data, business ways of working and departmental use of Core-CT solution Communicate with users on “best practices” for use of Core-CT solution Raise functional incident reports as “authorized caller” and serve as contact person for related follow-up, particularly in relation to emergencies (“severity 1” problems) Specify user requirements for application changes, as well as participate in design, testing and implementation of such changes Raise, evaluate and participate in the implementation of proposals on organizational and process changes Act, when required and requested, as member of the local governance board in representation of the corresponding agency/department and perform other duties as locally agreed 39

ERP Competency Center - Recommendation Action Plan Initiative Description Define a formal and distinct Core-CT ERP Competency Center (CC), within the State agency structure, complete with its own employees, service catalog, reporting structure, and efficient IT and governance processes. Sponsors / Execution Responsibility Time Frame Metrics and Critical Success Factors TBD by Service Catalog and SLAs Sponsors: Comptroller, Steering Committee Execution: Director Group, CC Director Q Q2 2008 Primary Activities Hire/Assign CC Director; accountable for CC going forward; create formal CC organization (Who – Nancy/Gale/Steering Committee; When - M1-M6); dependent on legislative action Build PMO – hire/assign resources (2) and accountability (Who – Directors; When - M1-M3 if hire from within; not until M7-M8 if external) Create and communicate org chart (Who – CC Director/Directors; When - M3-M6) Create and communicate role descriptions (Who – CC Director/Directors; When - M3-M6) Create and communicate governance processes (Who – CC Director/Directors; When - M4-M8) Assemble ERP CC Charter and gain approval (Who – CC Director/Directors/Steering Committee; When - M6-M9) Dis-assemble Director Group (Who – Directors; When - M9) Create CC Service Catalog and potential SLA descriptions and metrics (Who – PMO; When - M7-M9) Document/refine CC processes to support CC services; ensure alignment with governance processes (Who – PMO/CC Team Leads; When - M10-M15) Integrate with Core-CT position classifications and transition team members into new classifications (Who - CC Director/DAS) ;When - M9) Create clear career paths aligned with new positions Benefits Dependency on Other Initiatives Clear accountability to customer of desired services and metrics. Focused ERP process support efficiencies Lower ERP total cost of ownership (TCO); less reliance on external services Higher business process value delivered. Gain procurement economies of scale with key vendors Ultimate success of CC is highly dependent on ability to create new and distinct Core-CT position classifications. 40

Recommendation Details Expanded Steering Committee
Core-CT Assessment Recommendation Details Expanded Steering Committee Is there an effective plan in place with adequate resources for the future use, administration and maintenance of the system? What additional steps should the State take to protect its future investments in the system?

Summary Findings The implementation was served well by a Core-CT Steering Committee that was comprised of central agency leadership. However, lack of line agency representation has created a perspective that Core-CT is a central agency solution whose priorities are driven by central agency demand. There are two primary reasons that this cannot continue: The Core-CT solution and supporting information is integrated across all agencies, so the efficiency and effectiveness of the entire user community is dependent on one another. The investment in Core-CT will be significantly diluted as line agencies seek control and features not adequately provided by the Core-CT solution on their own. 42

Summary Recommendations Expand the steering committee for the ERP Competency Center to include line agency representation, especially where an agency has a significant user base and unique requirements because of their inherent services model that must be supported. Examples would include: DOT: projects and federal billing needs must be met better than the current solution 24x7 Agency representation (e.g., DOC): scheduling and unique labor rules must be met better than the current solution Rotating large agency representation: focusing on core field transaction entry and reporting efficiencies and improvements Implement improved governance processes where the steering committee can play a value-added role. These processes are supported by the ERP CC and the Enhancement Request recommendations. Key governance processes would include: Demand Management Prioritization Service Level Monitoring and Metrics Funding With well-run governance processes, who the ERP CC reports to and the involvement of line agencies become non-issues. 43

Expanded Steering Committee- Recommendation Action Plan Initiative Description Expand the steering committee for the ERP Competency Center to include line agency representation. Implement improved governance processes where the steering committee can play a value-added and necessary role. Sponsors / Execution Responsibility Time Frame Metrics and Critical Success Factors Formal input mechanisms for all stakeholder agencies, central and line. Improved central/line agency ability to more effectively execute all key business functions within the Core-CT application Sponsors: Comptroller, Steering Committee Execution: Director Group, CC Director Q – Q1 2008 Primary Activities Expand the steering committee for the ERP Competency Center to include line agency representation, especially where an agency has a significant user base and unique requirements because of their inherent services model that must be supported. (Who – Nancy/Directors; When – M5-M8) Consider the following steering committee organization: DAS, OPM, DOITT, and OSC representing central agencies DOT, DOC, MHA, DMR, Tax representing some unique agencies 1-2 other agencies representing remainder of agency needs serving on a rotating basis Implement and execute improved governance processes in the following key areas (Who – CC Director, Steering Committee, PMO; When – M9-M12 and ongoing): Demand Management Prioritization Service Level Monitoring & Metrics Funding Benefits Dependency on Other Initiatives More effective decisions that are made using complete data and input from all relevant stakeholder agencies More relevant Core-CT vision based on the needs of both central and line agency, especially those agencies with unique needs Success is dependent on implementing the ERP CC structure and clearly defined governance processes. 44

Recommendation Details Position Classifications
Core-CT Assessment Recommendation Details Position Classifications Is there an effective plan in place with adequate resources for the future use, administration and maintenance of the system? What additional steps should the State take to protect its future investments in the system?

Summary Findings It was stated during Gartner interview sessions that: It is difficult to recruit qualified functional/technical staff. Finding IT candidates with PeopleSoft or ERP skills has been a challenge. Current Core-CT position classifications are outdated. They do not communicate the required Peoplesoft integrated module knowledge, agency business process understanding, consultative/collaborative skills, or combination of technical and functional analysis skills. IT compensation plans are inflexible – It is difficult to attract and reward highly valued employees appropriately with respect to the marketplace. IT work schedules are limited to 35 hours a week. No formal Core-CT career development and succession planning strategy exists. 46

Summary Recommendations Review the team organization and position classification data that has been provided by the Core-CT team. The team was asked to describe an ideal ‘future state’ for the Core-CT team size and skill-set. This information is captured on the remaining slides in this section. Taking into consideration the current team’s input, and using it as a foundation, create accurate and meaningful new position classifications (rather than re-classifying existing positions). Consider creating legislation that would define the ERP competency center as a division reporting to OSC, paving the way for new job classifications. Make the Core-CT positions competitive in the marketplace, from a salary perspective. Create a ‘barrier to entry’ for these positions so that only qualified people will be accepted, and those who do not qualify will clearly understand why they don’t qualify. Solicit union input for any new position classifications. 47

Summary Staffing Gaps Functional Area Position Core-CT EPM System Developer - one resource required HRMS EPM Query Specialist - one resource required EPM Support Specialist - one resource required Core-CT Security Technical Specialist - one resource required Cross Team Support for HR - one resource required Cross Team Support for FIN - one resource required Core-CT HR Functional Team Benefits Team Lead - one resource required (which should report to Core, not Central Bens) SME Position - one Payroll resource and one Benefits resource required. Development Team Developer - one resource required Support Developer - one resource required Training Support - two resources required Core-CT Finance Trainer – two resources are required Helpdesk Agent – one resource is required Implementation Developer – one resource is required Supply Chain Position - one resource is required Financial Development Position – re-class an existing position to management The data within this section was provided by the Core-CT team leads. The staffing gaps that are outlined are current gaps and do not reflect the future Core-CT service delivery plans. If service levels are increased, the additional staffing needs should be reconciled against the current staffing gaps in order to determine true staffing needs. 48

Detailed Core-CT EPM Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/Comments EPM Team Lead 1 Planning & Project Management Manage Workload Prioritize Communications Networking Negotiating Understand Business Process Cross Team Awareness Implement Change Identify Product Enhancements Team Building Recruit / Retain / Train Reward It is difficult to plan under State structure – leadership changing every 4 years or so; It is difficult to recruit qualified IT Staff; Managing staff is difficult due to different agency assignments and varying department policies and leadership. It is difficult to reward highly valued employees appropriately. Career Paths for CoreCT are non-existent 49

Detailed Core-CT EPM Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/Comments Technical Support – System Developer 3 4 System development of Peoplesoft Enterprise Performance Warehouse (EPM) Write SQL for views and data transformations On-line PS Enterprise Warehouse Processing Informatica ETL Skills Strong Oracle/SQL Data Modeling & design Query Security Trees On-Call batch process support PS Query Skills Strong problem solving skills OLAP Reporting tools Strong analytical and testing skills Strong writing & documentation skills Finding IT candidates with PeopleSoft or enterprise skills is difficult, and ultimately have to be trained. Specialized training is not always readily available to tech staff. Current IT job classifications are outdated. IT Compensation plans are inflexible – compensation should be negotiable for highly skilled IT SMEs that are not managers. IT work schedules are limited at 35 hours a week. Documenting procedures inconsistent across teams 50

Detailed Core-CT EPM Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/Comments DBA .5 Build & maintain EPM Dbase Objects Build Fast/Full refreshable Materialized Views (dbase ETLs) Performance Tune Partition Tables Troubleshoot dbase issues Monitor jobs and batch processes Run traces Import/Export data when needed Maintain dbase security Rely heavily on DBA to perform tasks that directly support EPM. The DBA resources reside on another Core Team and are shared across CORE. Would estimate that .5 FTE is required to support EPM. The EPM lead has indicated that a .5 FTE DBA is required. A likely scenario would be the sharing of a DBA resource with another group/agency. 51

Detailed Core-CT EPM Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/Comments Financial EPM Query Specialist 1 Understand Business Process and reporting Needs Understanding Govt. Accounting and Data Networking Collaborating Communication Customer Services Multi-tasking Cross Team Awareness Training Reporting Help Desk Support EPM PS Query PTools PL SQL The Team Lead and the FIN Query specialist work together to fulfill the reporting needs of FIN and HR users statewide. 52

Detailed Core-CT EPM Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/Comments HRMS EPM Query Specialist 1 Same as FIN Query Specialist KSAs with HR focus. Understand HR Business Rules, Policies and HR Data. Currently use the FIN specialist and Team Lead for all EPM training and support. EPM Support specialist Support / Assist Lead, HR & FIN functional specialists in: Curriculum development and Training; maintain Website Content & Job Aids Maintain Query Designs Create Maintain catalog of reports or EPM Maintenance of WLA Help Desk Support Creation, documentation and management of EPM Public Queries is not consistent. EPM needs to have the WLA content updated and maintained. Better deployment and maintenance of current job aids reference materials is desired. 53

Detailed Core-CT Security Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/Comments Security Team Lead 1 Planning & Project Management Coordinate cross team security needs Prioritize Communications Networking Negotiating Understand PS Security Cross Team Awareness Implement Change Identify Enhancements in Security Reporting Team Building Recruit / Retain / Train Reward It is difficult to plan under State structure – leadership changing every 4 years or so There is a great need for additional PS Security technical expertise It is difficult to recruit qualified IT Staff Managing staff is difficult due to different agency assignments and varying department policies and leadership. It is difficult to reward highly valued employees appropriately. IT Compensation plans are inflexible – compensation should be negotiable for highly skilled IT SMEs that are not managers. 54

Detailed Core-CT Security Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/Comments Technical Support – Technical Analyst Technical Specialist 2 1 Understand elements of PS Internet Architecture Understand Data Structures of PS application Familiarity with securing enterprise-level applications PTools & PS Application Designer Configure and Maintain Fin, HRMS and EPM user profiles Maintain Query Security Trees Implement /Maintain Developer Security Implement application and data permission security Implement security for batch processing and reporting Administer portal and sign-in security Until December 2005, only 1 analyst was assigned to Security Product Support Team. Security requests are received, monitored and processed through an / fax process which is very cumbersome and non streamline. Not currently using any of the automated features or full functionality of security, which adds time to the management and maintenance. Do not have the PS Security Engineering expertise in place to lead efforts on researching solutions and implementing change to improve security configuration and procedures. Large projects relating to new module or agency implementation can monopolize the security team in setting up new users, causing a large backlog in daily user security requests, enhancement requests and production support. 55

Detailed Core-CT Security Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/Comments Technical Support – Technical Analyst Technical Specialist 2 1 Test Security Strong problem solving skills Strong analytical and testing skills Strong writing & documentation skills Perform an array of security tasks at a lower level under the direction of the Technical Analysts. Beginning to decentralize to the functional teams security tasks related to upgrades/ implementation in environments other than production. Currently, no Security Migration Procedures exist for upgrades and implementation. It is difficult to ensure synchronization of security in all environments. Core-CT Security Standards need to be reviewed and updated. Security Documentation is not up to date. Finding IT candidates with PeopleSoft or enterprise skills is difficult, and ultimately have to be trained. Specialized training is not always readily available to tech staff. Current IT job classifications are outdated. IT work schedules are limited at 35 hours/week. 56

Detailed Core-CT Security Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/Comments Cross Team Support – Financial and HR System Developer 1 2 See KSAs for Analyst Position. In environments relating to Upgrade or Implementation: Configure and develop all elements of security impacted by upgrade or implementation Follow Core Security Standards Meet regularly with Production Security Team Members on progress Test Security Create Migration Projects Perform as back-up for Production team when necessary. The goal is to have 2 staff members trained per functional team when needed. The FTE on Upgrade/Imp. efforts (per year) average 1 FTE / team. Working closely with Fin & HR Team to standardize upgrade and implementation security procedures and migrations. Two functional team IT staff have been id’d on the FIN team and 1 on the HR team. 57

Detailed Core-CT HR Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments HRMS Lead Position 1 Planning, organizational skills, written and verbal communication skills, the ability to view things at high level as well as detailed, staffing, setting priorities. Functional Team Position 1 lead for each of the 4 modules. Management skills, identify priorities within their module, the ability to recognize changes in the business processes and be able to identify the impact on the Peoplesoft application. Expert within the business and application side of their module. Need to the liaison between the correct team and the business, need a high awareness of the integration points within the Core-CT application. Creative problem solving skills, communication and collaboration, responsiveness to the changing business environment, detail oriented and customer service oriented. Need to report directly to Core-CT while representing the interests of the business. 58

Detailed Core-CT HR Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments Function Team – Subject Matter Expert Position 2 positions for Time and Labour 2 positions for Payroll 1 position for Benefits 4 positions for HR Need to be responsive to changing business requirements, ability to recognize changes in the business process and recommend changes in the application as a result, need to be expert within their business processes, as well as in Peoplesoft. Need a high awareness of integration points across the application Creative problem solving, communication, collaboration skills The ability to multitask, detail oriented and customer service oriented. The positions should report to Core-CT , while representing the business. Support Level Position 4 positions for HR, 1 position for Time/Labour, 0 for Benefits/ Payroll Skilled within their business processes, detail oriented and customer oriented. Positions should report to Core-CT , while representing the business. 59

Detailed Core-CT HR Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments Develop-ment Team Manager Position 1 Knowledgeable in Peoplesoft application and the toolset. Knowledgeable in State business processes. Coordination, organization, communication, prioritization skills. Developer 10 Knowledgeable in the Peoplesoft application and toolset Familiar with the state business processes Capable of supporting the batch process Problem solving and analytical skills. 40 hours+ workweek is the expectation. Contract Developer (Tech Specialist) 2 Willing to learn the state business processes 60

Detailed Core-CT HR Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments Develop-ment Team Contract Developer 2 Manages interfaces and migrations Training Support / Communi-cations Position Strong communication skills, strong organizational skills, ability to organize and publish materials on the website General knowledge of HRMS, experience in curriculum development Extensive experience in the use with development of training tools for use in the classroom Extensive experience with delivering training 61

Detailed Core-CT Finance Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments Training 2 Two positions are needed to increase the training team staffing to meet the demands of the user community. The training delivery must be a blend of instructor led and web-based training. The State of Connecticut must invest in new tools (i.e. UPK-User Productivity Kit) to leverage the use of technology for rolling training out to over 5,000 financial users. Helpdesk One position to support the implementation of the Projects & Contracts Modules. With the addition of DOT to full utilization of the production system, it is anticipated that the volume of calls to the helpdesk will increase significantly. 62

Detailed Core-CT Finance Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments Implement-ation The Core-CT team has a constant need to stay current with technology to position ourselves to take advantage of new opportunities. Inherent in this system is the need to constantly apply maintenance packs to the code-line in order to apply new fixes, tax upgrades, etc. This position will also support adding configuration updates to the production system. Supply Chain A position is needed to implement and support electronic purchasing commonly referred to as either punch-out or direct connect. This functionality needs to be implemented within the next year. Sufficient FTE requirements were not provided for the Implementation and Supply Chain areas. 63

Detailed Core-CT Finance Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments Financial Develop-ment Re-class an existing position to management an assistant to the development lead is needed to effectively manager the large number of developers and contactors assigned to that unit. The current structure has too many direct reports to the lead position, which detracts from his ability to focus on higher level assignments. Contract Staff The Financial Development Team has an ongoing need for developers that must continue to be included in the Core-CT funding. Two highly skilled PeopleSoft developers must continue to be part of this team to triage production related issues and develop complex system fixes. The current salary structure precludes us from attracting this unique skill set. It would be very risky to not have this level of expertise readily available and our ability to respond quickly to production issues would be greatly diminished. Sufficient FTE requirements were not provided for the Financial Development and Contract Staff areas. 64

Detailed Core-CT Finance Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments Major Initiative A need exists to develop a strategy to archive existing system data. My opinion is that funding should be budgeted to hire consultants to develop, test and implement an archiving program. Sufficient FTE requirements were not provided for the Major Initiative area. 65

Detailed Core-CT Technical Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments Technical Team Leads 2 Management skills Review, plan and set priorities Capacity and resource planning Recommend & implement software, hardware and configuration changes as needed Communication, coordination, collaboration skills Organizational Skills and Facilitation skills Broad understanding of different technologies and business impacts Review changing technology direction; coordinate with broader initiatives. Broad understanding of highly available distributive system architecture. Assist with defining architecture & technology standards In-depth knowledge of PeopleSoft Internet Technology Assist with development of IT budget, hardware and software procurement, maintenance Staff recruiting / training Report directly to Core-CT manage-ment 66

Detailed Core-CT Technical Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments Technical Team Leads 2 One responsible for day to day coordination and planning activities One focused on strategic planning and performance testing. Advanced or expert level PeopleSoft technical experience supporting multiple PeopleSoft product lines Management skills Communication skills Analysis and design skills Coordination skills; with functional and technical teams Collaboration skills Define and prioritize Ensure capacity and resource planning are performed to specifications Develop project plans and schedules Report directly to Core-CT technical team management 6 key support areas; PeopleSoft Administration, Stat Administration, Database Administration, Windows Administration, AIX Administration, Rapid Recovery SAN Administration 67

Detailed Core-CT Technical Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments PeopleSoft Administrator - Lead 1 Coordinate with Environment Managers and other technical team leads Strong understanding and implementation of PeopleSoft 8.x PIA and technical components Management skills Analysis and design skills Participate in planning sessions Provide in-depth troubleshooting Provide technical input in review and analysis of current/future direction; recommend new tools. Collaboration skills Input to strategic planning 68

Detailed Core-CT Technical Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments PeopleSoft Administrator - Support 7 HRMS, Financials, EPM, Portal Custom components/integration, cross-support/strategic PeopleSoft 8.x technical architecture, PIA, PeopleTools and third party software Development and Administration Tools Analytical skills Monitoring Debugging Shell scripting Intermediate SQL Apply patches/fixes/updates Perform code migrations / compares Change management/control Maintenance / tuning Participate in disaster recovery 69

Detailed Core-CT Technical Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments Stat Administrator 1 Coordinate with Environment Managers and technical team leads AIX, Windows 2002/2003 operating systems PeopleSoft 8.x environment experience Analysis and design skills Configuration and software support Monitoring 70

Detailed Core-CT Technical Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments Database Administrator - Lead 1 Coordinate with Environment Managers and other technical team leads Strong understanding and implementation of Oracle 9i+ Management skills Analysis and design skills Expertise in integration between application and database Expertise in performance tuning PeopleSoft dynamically generated SQL Participate in planning sessions Provide in-depth troubleshooting Provide technical input in review and analysis of current/future direction; recommend new tools. Collaboration skills Input to strategic planning 71

Detailed Core-CT Technical Team Staffing Requirements Position Current FTE Sufficient FTE KSAs and/or Duties required Issues/ Comments Database Administrator - Lead 5 HRMS, Financials, EPM Software management, cross-support/strategic Oracle 9i+ database administration Understanding of the PeopleSoft data model Apply patches/fixes/updates Configuration Maintenance Performance database monitoring, analysis, tuning, sizing Database backup, exports, restores Security Participate in Disaster Recovery 72

Position Classifications- Recommendation Action Plan Initiative Description Review the ‘future state’ Core-CT team organization, and position classification data, that is included in this report. Create and institute accurate and meaningful new position classifications, in a timely manner, to ensure that the Core-CT application is supported by qualified personnel who have a defined career. Staff the Core-CT adequately to fully leverage functionality. Sponsors / Execution Responsibility Time Frame Metrics and Critical Success Factors Core-CT team capability to perform all of their critical functions within Core-CT Core-CT turnover and retention metrics Core-CT job satisfaction Sponsors: Comptroller, Steering Committee Execution: DAS, CC Director, Team Leads Q – Q4 2009 Primary Activities Determine if gaps need to be filled and fill with contractors or new employees (Who – CC Director/Team Leads; When - M7-M8) Review the team organization and position classification data that has been provided by the Core-CT team. The team was asked to describe an ideal ‘future state’ for the Core-CT team size and skill-set. This information is captured on the remaining slides in this section. (Who – CC Director/Team Leads; When - M8-M9) DAS classification unit; review/re-write specs and career path – (Who – DAS; When – begin in M10 and go on for 2 years duration) Taking into consideration the current team’s input, and using it as a foundation, create accurate and meaningful new position classifications (rather than re-classifying existing positions). Make the Core-CT positions competitive in the marketplace, from a salary perspective. Create a ‘barrier to entry’ for these positions so that only qualified people will be accepted, and those who do not qualify will clearly understand why they don’t qualify. Solicit union input for any new position classifications. Benefits Dependency on Other Initiatives More effective and efficient Core-CT support function Improved central and line agency service delivery Improved employee morale Lower employee turnover Dependent on formal creation of ERP CC and approval of charter Success is highly dependent on accurate and meaningful position classifications being defined and instituted. Salaries, especially technical team salaries, must be more competitive with the marketplace. 73

Recommendation Details Critical Line Agency Enhancement Requests
Core-CT Assessment Recommendation Details Critical Line Agency Enhancement Requests Is there an effective plan in place with adequate resources for the future use, administration and maintenance of the system? What additional steps should the State take to protect its future investments in the system?

Summary Findings At the time of go-live, the Core-CT solution did not support key and mandatory line agency functions. (e.g., Federal billing support, 24x7 scheduling). Line agencies are currently being forced to create manual workarounds or seek other solutions for some key functions that are not supported within Core-CT. It was stated that success in the past was defined as, “Deploy an application that works”. The future vision of Core-CT must ensure that all agencies are more fully supported by the application or that an alternative solution is deployed. The Core-CT team has indicated that it lacks the proper resources to implement enhancements in a timely manner. 75

Summary Findings Priority Functional Area Description High EPM and Reporting The Core-CT application currently lacks useable EPM functionality and a sufficient number of canned reports. It was indicated that the following should be created: a basic data warehouse; analytical intelligence and usage; and, divisional and scorecard capabilities (dimensional reporting). 24/7 Scheduling, Leave Accruals Rotating averaging schedule functions cannot be performed at the Dept of Corrections. Regular hours are not paid correctly. Leave accruals within Core-CT are not aligned with State leave accruals; employees are paid bi-weekly but their leave accrues monthly. Employee Benefit Eligibility Core-CT is not successfully enabling the maintenance of accurate and up to date employee benefit lists; agencies are not tracking employee eligibility to carriers and employees are losing coverage that they should have, as a result. Purchasing/ Inventory It was indicated that not all goods should be tracked within the inventory module, given the tight integration between the Core-CT inventory and purchasing modules, and the need to include inventoried items within internal catalogs. Catalog Management Punchout catalogs (vendor maintained catalogs) cannot be leveraged, and as a result, the Core-CT team is devoting a great deal of time/effort maintaining all internal catalogs. Commitment Control Inconsistent in functionality. Occasionally allows a document to pass when there are insufficient funds in the impacted budget, and the process to reverse purchase orders and release unexpended encumbrances is very cumbersome for agency users. Field Level Edits and Validation It was stated that Core-CT provides the users with a great deal of flexibility; much more so than the legacy applications. The legacy applications had ‘hard edits’. The Core-CT team tried to address the increased flexibility with training, but mistakes still occur. (E.g. The previous system would not let you move off of the screen until the appropriate fields have been entered.) They’ve lost these real-time edits. The functional gaps listed on this slide are the high priority gaps. Gartner has compiled a complete list of functionality gaps which have been included in Appendix A. A portion of these gaps are currently being addressed by the Core-CT technical team. Gartner is recommending that the expanded steering committee review all high priority functionality gaps and determine an appropriate amount of resources to be allocated to implementing a solution. 76

Summary Recommendations Leverage an expanded steering committee that has line agency representation to define the long term Core-CT vision. Utilize an IT Investment Management (ITIM) framework to prioritize the enhancements that will evolve the current state Core-CT application to meet the future state needs of the agencies. (The ITIM framework will be described in the following slides. This framework provides even more details regarding demand management, prioritization, portfolio management and funding governance processes described in the ERP CC recommendation). The Core-CT team should focus on correcting critical functional gaps that have are hindering the line agencies from properly serving their employees and other stakeholders (time & labor, purchasing, federal billing, inventory management, 24x7 scheduling) Define an acceptable release schedule that will meet the needs of the agencies. Eliminate maintenance complexity by stabilizing all modules on the same release. Release management governance was described earlier in the ERP CC recommendation. Staff the Core-CT team with the appropriate number of qualified full time staff, supplementing with 3rd party resources in the short term if needed. Demonstrate ability to address line agency concerns – Core-CT needs some “wins” here. IT Investment Management The scope of ITIM includes improving the timeliness, and effectiveness, of the state agency technology initiative selection and approval processes. Organizations with poor IT investment management frameworks drive slow, complex and underperforming decision processes, resulting in lost opportunities and higher costs. Decision processes are too complex, they take too long, and decisions are made for the wrong reasons, by the wrong people. Proper IT investment management delivers a formal decision making process for new IT investments, provides for a program review cycle for all new, under-development and on-going (legacy) investments, and provides for a program evaluation cycle for all “completed” or on-going operations and maintenance investments. Additionally, it will enable continuous improvement, institutionalize the IT investment management process so that it is integrated into the budget and strategic planning processes, and establish a balanced IT investment portfolio. The State must ensure that governance processes focus primarily on key initiatives and does not extensively debate minor details/decisions. An improved governance program will bring clarity about decision structure, processes and roles, and it will establish decision participation, prioritization, and authority, involving different players in the IT organization, in the business areas, and among external service providers. 77

Information Technology Investment Management (ITIM) To establish a comprehensive, collaborative framework that: Provides for a formal and effective decision making process for new Core-CT investments (This is demonstrated by the SELECT phase on the next slide). Provides for a program review cycle for all new, under-development and on-going (legacy) Core-CT investments (This is demonstrated by the CONTROL phase on the next slide) Provides for a program evaluation cycle for all “completed” or on-going Core-CT operations and maintenance investments (This is demonstrated by the EVALUATE phase on the next slide). Additionally, it will: Enable effective continuous improvement that will ensure the Core-CT application performs all critical line and central agency functions. Agency buy-in will increase because their critical needs will be recognized Shadow systems (‘one-off’ applications built and funded by agencies that compensate for functions that cannot be performed within Core-CT) will not be built within agency environments, thereby diluting the single source of data that the State has currently achieved. Shadow systems are typically a source of significant “IT” costs embedded in the business that can be reduced. 78

Information Technology Investment Management (ITIM) Additionally, it will: Institutionalize the ITIM process so that it is formally integrated into the Core-CT budget and strategic planning processes Establish a balanced Core-CT investment portfolio for enhancements, additional module implementation, and application upgrades. 79

Information Technology Investment Management (ITIM) Select How do you know you have selected the best Core-CT enhancements? Evaluate Based on your evaluation, did Core-CT deliver the expected results? Control What are you doing to ensure enhancements will deliver benefits? Conduct reviews Make adjustments Apply lessons learned Monitor progress Take corrective action Screen Rank Score Results: Alignment of Core-CT investments and State strategy Better investment decisions Governance principles for Core-CT management 80

Information Technology Investment Management (ITIM) Select How do you know you have selected the best Core-CT enhancements? Evaluate Based on your evaluation, did Core-CT deliver the expected results? Control What are you doing to ensure enhancements will deliver benefits? Conduct reviews Make adjustments Apply lessons learned Monitor progress Take corrective action Screen Rank Score Select Phase Enhancements are assembled into an Investment Portfolio for a cross-agency enterprise perspective Expanded Core-CT steering committee and Core-CT team leaders align enhancement requests with business strategies Expanded Core-CT steering committee and Core-CT team leaders select enhancements based on predefined criteria Control Phase Core-CT steering committee monitors key enhancements Proactive Core-CT management, by exception Earned value Scope Schedule Evaluate Phase Expanded Core-CT steering committee conducts post-implementation reviews for key enhancements Successes and failures (lessons learned) are incorporated into Core-CT processes—continuous improvement is achieved Life-cycle approach to selecting, controlling and evaluating Core-CT enhancement requests in a consistent and repeatable fashion. 81

Information Technology Investment Management (ITIM) Simply put, portfolios describe, in table form, the complete set of Core-CT technologies, application modules and services managed by the ERP Competency Center. The set of portfolios represents 100 percent of the ERP CC resources. USES Business and Core-CT CORE-CT PORTFOLIO AREAS PORTFOLIO Strategic INFORMATION Current State Portfolio Investment Portfolio Planning Processes Demographics Application Application Stakeholders/Users Management Development Short-Term Planning Requirements Infrastructure Infrastructure Management Development Annual Core-CT Resources Consumed Investments & Services Services Budgeting Development Planning Management Development Performance Management Management Management & Development Measurement 82

Enhancement Identification/Evaluation Process Agency or ERP CC Idea Concept Paper Business Case Analysis Go/ No-Go Decision FY ’XX Budget Process Line or Central Agency Staff ERP CC Agency Staff Agency Management Core-CT Technical Reviewers Core-CT Leadership Oversight Reviewers Executive Tier Agency Staff Agency Management Core-CT Leadership Project Oversight Reviewers Executive Tier People Concept Paper Template Architectural Standards Agency Mission, Vision, Objectives Project Ranking Criteria Business Case Agency Mission, Vision, Objectives Project Ranking Criteria Briefing Materials Project Selection Criteria Tools 83

Profile Each Enhancement in an Investment Portfolio Example for illustrative purposes The initiatives and figures included on this slide are included for illustrative purposes only. Key Concept: People still make decisions. 84

Know “what you spend” and “what you should spend” by investment category Example for illustrative purposes Make Decisions: Where do you want to spend your limited dollars? 85

Know “what you spend” and “what you should spend” by business process Example for illustrative purposes Make Decisions: Where do you want to spend your limited dollars? 86

How It Really Works Document business strategy Establish weights on strategic priorities Evaluate each new enhancement against its contribution to the strategy Balance the portfolio Submit portfolio to Core-CT Steering Committee 1 2 3 4 5 Line Agencies $ Budget Office/ Finance Department Department/Agency Central Agencies Core-CT Technical Review/ Core-CT Executive Leadership Team 87

How to Get There Core-CT Governance IT Governance & Principles STRATEGY ITIM EA Portfolio Management Level 1 Level 2 Level 3 Level 4 Level 5 Performance Measurement Maturity Phases are sequential and must proceed in order. However, you can be in different phases for each of the strategic areas (planning, investment management, enterprise architecture) at the same time. Phase 1 Pilot Process Introduce the framework Pilot with manageable amount of content Post-pilot review and tuning Phase 2 Rollout Rollout the process; pilot full portfolio Full content; focus on data accuracy Post-pilot review and tuning Phase 3 Measure & Improve Measure the process performance and output results Modify processes at root cause Execute improved processes 88

Current Gaps Currently, the Core-CT team lacks: Effective line agency enhancement input mechanisms Formal Core-CT enhancement evaluation processes Distinct Core-CT Competency Center operating budget A detailed understanding of requested Core-CT application enhancements Formal and communicated Core-CT enhancement roadmap, complete with implementation timelines, funding commitments, and assigned resources. The Core-CT steering committee and team can leverage the ITIM framework to define and mature key processes ITIM summary charts and tables should be used as project ‘dashboards’. Dashboards are effective summary evaluation tools and should be an important measurement component, and executive communication platform. The graphics on this slide represent graphics that were used earlier in the presentation. 89

Bottom Line Maturing the Core-CT strategic planning process will enable the State to effectively enhance the application to successfully enable all line and central agencies. It will also minimize wasted dollars on poorly conceived, or low-impact initiatives. The Core-CT steering committee should recognize that the ITIM process must be coupled with adequate budget allocations, and a suitable Core-CT team (size and capability) , in order to ensure success. 90

Critical Line Agency Enhancements - Recommendation Action Plan Initiative Description Implement critical line agency enhancements in a timely manner; enable effective continuous improvement that will ensure the Core-CT application performs all critical line and central agency functions. Implement request intake and investment portfolio management processes to better communicate operating and investment spending status and priorities. Sponsors / Execution Responsibility Time Frame Metrics and Critical Success Factors Line agency capability to perform critical functions within Core-CT Project investment alignment with agency needs Improved communications to agencies Sponsors: Comptroller, Steering Committee Execution: CC Director, Team Leads, PMO Q – Q1 2008 Implementation timeframes TBD Primary Activities Gather, consolidate, rationalize, and prioritize SIRs and Enhancement Requests. Determine and communicate clear disposition to requestors (Who – Team Leads/PMO; When – M4-M7) Create improved, consistent, and repeatable process for request intake process across all teams (Who – Team Leads/PMO; When – M7-M9) Review and leverage IT Investment Mgmt (ITIM) framework to refine and optimize Demand, Prioritization, and Portfolio Mgmt governance processes (Who – PMO/CC Director; When – M9-M12) Develop project charters and set clear expectations for key investment initiatives, including (Who – Directors/PMO; When – M7-M8) EPM and Reporting, 24/7 Scheduling, DOT Inventory Pilot, Catalog Management Develop and implement project portfolio management process to do the following (Who - CC Director/PMO; When – M9-M12) Review charter and necessary investment requirements and business case Assist with staffing and sourcing/supply management Establish project-related governance regarding status and progress reporting Establish project portfolio dashboard reporting for ERP CC projects Monitor and measure effectiveness of enhancements Benefits Dependency on Other Initiatives Enhanced Core-CT functionality More effective use of Core-CT investment spend More effective and efficient line agency processes utilizing the Core-CT solution Dependent on implementation of ERP CC structure and governance processes. Dependent on an expanded steering committee that includes line agencies Dependent on adequate staffing/funding of the team in order to implement enhancement projects in a timely manner 91

Recommendation Details Training
Core-CT Assessment Recommendation Details Training Is there an effective plan in place with adequate resources for the future use, administration and maintenance of the system? What additional steps should the State take to protect its future investments in the system?

Key Messages The training recommendation section of this report includes a large amount of content. By using dedicated, and qualified, training resources, the Core-CT team can successfully undertake all of them. Organizations typically under-invest in training, and that leads to a very large missed opportunity. Training can provide significant value in reducing the costs of using technology to run business processes effectively. One can derive large savings from good training delivery. The Core-CT team has created a training foundation that can be leveraged. 93

Summary Findings Core-CT training material was generic and not specific to agency processes. Application experts delivered the training - not ‘power users’ who understood how the application did/did not support the State’s business processes. Training technology (i.e. computer based training, help functions within the Core-CT application) were not effectively developed and/or deployed. The organizational change management effort was reduced and was not a strategic or consistent focus during the implementation. Change resistance has not been revisited in a meaningful way since Core-CT was deployed. Inexperienced line agency personnel have struggled to accurately enter increased amounts of data into an application that demands a higher level of business understanding on the part of the user. 94

General Observations and Key Success Factors General Observations Poorly trained users prevent the acceptance of ERP within the user community, and limit the realization of full benefits. Training budgets are typically grossly underestimated. They usually contain some form of "train the trainer" effort; this type of training can fail if poor trainers are selected. Many organizations perform only one round of training and overlook the need for ongoing training. Organizations often overlook the formal software vendor IT workforce training needs associated with ERP implementations. After an ERP implementation, almost all organizations state that, during future implementations, they would: increase employee participation earlier in the implementation process; make greater investments in end-user training programs; and, focus more on change management. Ongoing communication has enhanced training and change management initiatives through such mechanisms as: project Web sites; newsletters and "road shows" regarding the project's direction; changes; progress; accomplishments; and, benefits Key Success Factors Place a high priority on quality and ‘agency relevant’ end-user training. Core-CT training must be a strategic focus that will enable all agency end users. 95

General Observations and Key Success Factors Key Success Factors (cont) Education and training programs must embrace multiple methods and delivery vehicles, such as: one-on-one training; classroom training; computer-based training; and, learning management systems (LMS) to meet the needs of the line and central agency user community. Adequate investment in formal software vendor training is important to the success of Core-CT, given that the enterprise solution will be supported and maintained in-house. 96

Summary Recommendations Training is a key deliverable of any change management program, and must become a strategic component of the ongoing Core-CT support/enhancement program. Make a major commitment to training; sustain and evolve the Core-CT training program. Given the issues with the original Core-CT training effort, and the state of the current training program, the Core-CT leadership team should re-assess the entire training effort. The Core-CT team should ‘start from scratch’ and create a new training strategy, leveraging any/all existing training material where appropriate. (The following slides will outline a complete training approach.) Assign a training owner within the ERP CC who will be accountable for: Coordinating all training stakeholders Gathering all existing key training gaps Developing a training strategy Managing the delivery of Core-CT training going forward Developing a communication strategy that educates and informs users, and keeps them up to date on the most recent training and best practice developments. Monitoring and measuring the success of the training program Ongoing training for new hires or staff-switching roles should form part of Core-CT’s annual maintenance budget. Consistent, high-quality education and training is vital to success, and for full Core-CT adoption by the user community. 97

Summary Recommendations Training should be evaluated through the use of feedback questionnaires to determine its effectiveness and how the courses can be improved. Identify super users who have a good understanding of both the agencies’ business processes and the Core-CT application along with the required skills to effectively deliver training. Integrate super users into selected ERP CC governance processes. An effective super user community can act as a very efficient level 1 source of help, especially in the areas of training. This can have significant positive impacts in keeping help desk costs down by preventing training calls from ever entering the problem ticket process. Redeploy focused, refresher training to all Core-CT users on an ongoing basis. 98

Define Learning Vision and Obtain Leadership Buy-In Agency leadership must understand the value of defining a learning vision, and should ‘buy-in’ to the concept publicly. A critical aspect of implementing a learning vision is establishing a plan for staff development. An established training team leader should be appointed within the ERP CC. This person should be dedicated to overseeing the development of training programs that are applicable to all agency stakeholders. The training team leaders should be empowered to liaise with central and line agencies, DOIT professionals, and should have the visibility and/or influence to lobby for training budget, communicating needs, and identifying opportunities for continuous improvement. Training has not been a strategic focus for the Core-CT leadership team, and adequate funding has not been provided. The Core-CT team should leverage an expanded steering committee, define a training vision and high level goals, and identify qualified personnel to execute the vision. 99

Link Core-CT Training to State Objectives Increased agency effectiveness - recognize agency requests for effective, efficient training so as to enable the agencies to perform their mission critical functions successfully; staff and fund training appropriately. Increase service delivery to State stakeholders - address poor service delivery, low agency morale, and the increased cost that is caused by the data reconciliation that results from improper data entry at the line and central agency level. Employees cannot learn "on the fly“ when utilizing a complex application while performing time sensitive responsibilities. Career development - training must become a strategic investment in order to incent state employees The ability for the State of Connecticut to receive full benefit from its Core-CT investment depends directly on its capability to enable all state Core-CT users so that all line and central agencies perform critical functionality as effectively and efficiently as possible. 100

Perform Audience Analysis In order to effectively bridge the knowledge gap that has been created by the deployment of the Core-CT application, the need exists to assess the current skill level of the audience to be trained. It is important to understand the types of users, grouped by business function and level of Core-CT involvement, in order to determine the breakdown of processes and functions per user group. Understand the magnitude of business process change stemming from the Core-CT effort, in order to understand high level training requirements. Conduct audience analysis/skills assessment by creating a detailed survey to assess user computer skills and awareness of Core-CT. The Core-CT team should be prepared to make a sizable investment in terms of time in this area. Leveraging existing documentation is unlikely given the time that has passed since the original Core-CT go-live date.. Understanding the training audience is a cornerstone of successful training delivery. 101

Develop Instructional Training Strategy Assess results of audience analysis - Understand application skill gaps across the different categories of end users to identify how many users require basic training, advanced training, etc. Assessing these results also drives the content and format of the training materials. Determine breakdown of groups - This is done by grouping like categories of users by skill and job functions. Certain groups can be trained collectively, while others will require specialized training sessions. The duration of the training sessions will vary. Determine instructional methodology for end users - Will be based on results of he audience analysis. For complex, detailed, or high-risk functions involving a great deal of worker judgment, consider instructor led training. Determine the appropriate duration necessary for each class. Determine instructional methodology for Core-CT staff - Core-CT maintenance and support staff, as well as functional resources, should receive a mix of technical and functional training. System administrators and development staff should attend formal Oracle/Peoplesoft training classes. Determine methods for student assessment - Evaluate user proficiency on Core-CT functionality, and user sensitivity around testing. Determine training schedule - The results of the audience analysis will determine the level of work effort required to effectively bridge the knowledge gap. 102

Develop Instructional Training Strategy (cont) Determine training schedule - The results of the audience analysis will determine the level of work effort required to effectively bridge the knowledge gap. This factor also drives the training schedule, which needs to account for the urgency of bridging the gap. Develop preliminary cost and resource estimates - This task involves presenting the expected costs and necessary resources to develop and deliver the end-user training and performance support program. The Core-CT team should be prepared to make a sizable investment in this area. The opportunity to leverage past training efforts and existing documentation will be minimal because a formal, robust, and complete training strategy was not developed prior to the Core-CT go-live, nor has it been since. 103

Develop Training Plan Determine Role Mapping -The Core-CT solution is a role-based system. Users will be most effective if they are familiar with their revised job functions, the expected challenges they will face in their new roles, and how to use the application to support their new roles. Map end users to their appropriate system roles. Design Curriculum - Design training to center around ‘end-to-end’ processes. Highlight overall process visibility regardless of whether or not the users will be directly performing the entire process. Design the curriculum to provide each end user group with the series of specific courses it needs to develop the Core-CT skills relevant to their roles. Include actual agency functionality, and real business processes, in the training design. The training must be relevant to Core-CT users, and must reflect their actual, day-to-day, job responsibilities. This was a serious gap in the original training effort. Design Training Delivery Method - Delivery methods can vary in terms of technological complexity. They can range from self study to the more complex training delivery methods such as formal learning management systems. The Core-CT team should educate itself on the benefits that all types of training deployment tools, and should consider their strengths, potential impact on current training gaps, as well as their complexity, and cost. A range of training deployment tools is listed on the next slide 104

Develop a Training Toolset Deployment Plan Determine future state training delivery goals Assess current training processes and technology Determine training delivery capability gaps Develop a roadmap that will enable the Core-CT team to provide future state training goals Build a business case around training investments that are necessary to evolve the training organization 105

Develop a Training Toolset Deployment Plan (cont) Create a realistic deployment timeline, given the training materials, funding levels, and training personnel that Core-CT has in place today Fund the effort appropriately Collaborate with central and line agencies Staff the deployment project with qualified training and technology personnel Long Term Mid Term Short Term 106

Develop Training Materials Develop Instructional Materials Upon completing the design phase, training materials are developed Training modules are developed in detail according to the training designs, which break out modules by business process functions. Coordination is required with the Core-CT application team to insert screenshots of the application in the instructional materials. To the extent that business processes change, end users learn in training what the new processes are, and how their jobs fit into those new processes. The training team should pilot the training courses to a small group of end users during the pilot phase. The team should capture training feedback and incorporate it into the training prior to delivering the full implementation training. Develop Job Aids Create Quick Reference Guides for each major job function. Design and develop Quick Reference Guides when developing training materials and manuals to support end users who have completed the system training. 107

Ensure Training Instance/Infrastructure Readiness Technical Environment Readiness A critical success factor for training is to create a dedicated training instance that is as realistic as possible, and is continually maintained. To ensure that end-user training goals are met, it is important that the training system contain realistic data. The training environment and training database should be built prior to the commencement of train-the-trainer classes. Facility Infrastructure Readiness The training should be delivered in a classroom setting that would need to support fifteen users and two instructors. Each end user would need a PC to be “hands-on” with the application. Ensure that solutions function properly and reflect ‘real-life’ situations for all web based and advanced training solutions. Confirm that data is appropriate. 108

Deliver Training Training tools should be fully leveraged to support the full spectrum of training delivery. Content should be delivered at the optimal times, for the appropriate duration, using the most relevant tools. Instructor Led Training The training should be delivered in a classroom setting where each end user will have his or her own PC so they are “hands-on” with the application. The training should be designed to encourage interaction. The size of the group should be no larger than students and two instructors/facilitators. One facilitator should lead the discussion in the front of the room, and the other observes from the back of the room to determine which participants are lagging and provide appropriate one-on-one coaching. 109

Set Expectations and Evaluation Metrics - A successful process includes setting realistic goals and expectations, as well as marketing the opportunities and communicating the results to agency management, Core-CT staff, and end users. Feedback through interviews and surveys can help enterprises determine the success of various aspects of the training/skill development program. Develop and Deliver Certification Programs - The increased demand for expertise in new technologies, especially those related to the Internet (e.g., Java, HTML programming), has emphasized the need for certification (programs from vendors (product specific), industry or third party, and government). Certification acts as a strategic tool in ensuring proper completion of training. Evolve Training Methodology and Toolset - Once the initial training strategy enters the execution phase, planning for the evolution of the training delivery methodology should begin in earnest. Determine a future state training environment and create a roadmap to achieve it, and approve necessary funding Evaluate Performance - Each training module should include self-paced activities that participants are required to complete on their own in order to successfully complete the Core-CT training course. These activities will tie directly to the learning objectives delivered in the training modules. Monitor Training Effectiveness - Utilize user competence testing, helpdesk ticket volumes, and trainee feedback to continually evaluate training effectiveness. 110

Training – Recommendation Action Plan Initiative Description Position training as a strategic component of the ongoing Core-CT support/enhancement program. Create a new training strategy, and make an appropriate commitment to training, in terms of training and qualified resources. Assign a training owner within the ERP Competency Center who will monitor, and be accountable for, the success of the initiative. Sponsors / Execution Responsibility Time Frame Metrics and Critical Success Factors Core-CT user feedback Level 1 helpdesk tickets User competence testing & certification Sponsors: Steering Committee Execution: Director Group, CC Director, Training Lead Q – Q2 2008 Develop, Deploy, Monitor, Improve - TBD Primary Activities Create ERP CC training organization (lead and trainers) that is leveraged across all functional and technical teams. Define vision and develop specific charter (Who – Directors/CC Director; When - M3-M7) Define Learning Vision and Obtain Leadership Buy-In Link Core-CT Training to State Objectives Perform Audience Analysis (Who - Training Lead; When - M9-11) Develop Instructional Training Strategy (Who - Training Lead; When - M12-M14) Develop Training Plan (Who - Training Lead; When - M15-M16) The timing of the remaining activities is dependent on the Training Plan Develop a Training Toolset Deployment Plan Deliver Training Set Expectations and Evaluation Metrics Develop and Deliver Certification Programs Evolve Training Methodology and Toolset Monitor Training Effectiveness Develop Training Materials Ensure Training Instance/Infrastructure Readiness Benefits Dependency on Other Initiatives Fewer functional inquiry helpdesk tickets Improved accuracy of Core-CT data entry Increased agency effectiveness and efficiency Higher Core-CT user morale Dependent on implementing ERP CC structure Success is highly dependent on the ability of the Core-CT leadership team to elevate the training initiative to a strategic level, and to fund it appropriately. 111

Recommendation Details Management Reporting
Core-CT Assessment Recommendation Details Management Reporting Is there an effective plan in place with adequate resources for the future use, administration and maintenance of the system? What additional steps should the State take to protect its future investments in the system?

Key Messages Many organizations invest a significant amount of money successfully implementing a single, integrated, enterprise solution; but cannot access the valuable data that they own. If the Core-CT team repositions its information as a strategic asset, and follows the Gartner recommendations, the State will be able to gain value from its state-wide data. 113

Summary Findings Core-CT users do not have the required knowledge to use the Core-CT Enterprise Performance Management (EPM) module for management reporting. The Core-CT team has not developed or distributed canned reports that meet agency needs. There is no consistent and easy process to re-use valuable reports by one agency across all other agencies. EPM analytical functionality has not been implemented, and is therefore not presently available to end users. Analysis needs to be done outside of the Core-CT solution. 114

General Observations Most of the return on investment for management reporting resides in broad deployments, as opposed to identifying a small team of specialized users, serving many managers and other constituents of management information. The average number of management reporting users is typically relatively low. Approximately half of organizations have reported having fewer than 50 data warehouse users, and approximately 7 percent have reported having more than 1,000 users. Gartner’s client interactions have not show a correlation between the time that management reporting functionality has been in production and the number of users. This demonstrates either a lack of strategic focus on management reporting or a deliberate unwillingness to share information broadly. In either case, it amounts to a missed opportunity for the vast majority of organizations. 115

Detailed Recommendations Despite the tactical Core-CT business intelligence initiative that is currently under way, it is appropriate for the Core-CT leadership to step back and to assess its effectiveness. In order to establish a meaningful business intelligence strategy, a dialogue between Core-CT leadership, the Core-CT team, Core-CT EPM super users, and representatives from the user community should take place. The objectives of the discussion should be to: Verify business objectives. Are they appropriate, and well-articulated? Understand how Core-CT EPM can contribute to the success of those objectives Define the scope, size, and cost, of the business intelligence initiatives Solidify executive sponsorship and adequate funding. Confirm whether or not additional EPM functionality is necessary to meet defined objectives. Determine the impact of improved EPM analysis functionality and increased use of the EPM query tool. Understand whether all appropriate users have the necessary training to utilize Core-CT. Has the appropriate access to relevant data and analysis capability been granted? Confirm key performance indicators. Determine the appropriate schedule by which the key performance indicators will be measured and analyzed. 116

Detailed Recommendations The State agency leadership, and the Core-CT team, should view Core-CT business intelligence/management reporting as a strategic priority. EPM should be made a strategic asset, rather than a tactical tool, by heightening its visibility. Re-position the EPM Lead position as a strategic, cross-agency role. Make effective training an immediate focus in order to allow agencies to receive full benefit from the valuable Core-CT data that exists today. The State should develop and leverage its training program to provide users with the necessary technical skills to fully utilize Enterprise Performance Management (EPM). EPM users require advanced technical training, compared to regular Core-CT users; to run queries in EPM, an understanding of the database table structure is necessary. Expand and enhance the EPM team by staffing it with qualified technical resources, effective training staff, and business relationship managers whose goal is to understand and communicate agency requirements. Implement EPM Analytical functionality. Build and deploy management reports/queries and a process to re-use them across agencies. Communicate new functionality effectively and constantly seek improvement feedback. Management reports should be broadly leveraged across the line and central agencies, not only within a small group of users. 117

Detailed Recommendations Management reporting should remain an ongoing strategic focus of the Core-CT competency center, after it has been successfully deployed. The leadership and staff of the Core-CT competency center should understand the strategic value of business intelligence to the State agencies. The ongoing benefits of Business Intelligence can be ensured by: Demonstrating to agency executives how Business Intelligence plays a critical role in better managing the business Communicating to the agencies the important benefits that can be gained through Core-CT EPM Developing an effective business intelligence strategy that will enable the line and central agencies to make better and more proactive decisions with less effort Continually striving to enhance the value of the reports and query tools. Developing input for EPM reporting and analytics training and building an effective training vision. Ensuring the alignment of executives, Core-CT users, the Core-CT Competency Center, and DOIT leadership 118

Initiative Summary – Implement EPM Analytics and Expand EPM Team Initiative Description Elevate Core-CT business intelligence/management reporting to a strategic priority. Make EPM a strategic asset, rather than a tactical tool. Re-position the EPM lead position as a strategic, cross-agency role. Expand and enhance the EPM team by staffing it with qualified technical resources, effective training staff, and business relationship managers whose goal is to understand and communicate agency requirements. Sponsors / Execution Responsibility Time Frame Metrics and Critical Success Factors Core-CT user feedback on info access Level 1 helpdesk tickets regarding reporting User ability to use canned reports and EPM queries Sponsors: Comptroller, Steering Committee Execution: Director Group, CC Director, EPM Lead Q – Q2 2009 Primary Activities Consider expanding to include all reporting capabilities, not just EPM. Define vision and develop specific charter (Who – Directors/CC Director; When - M3-M6) Re-position EPM as a more strategic service within the ERP CC. Integrate service descriptions and SLAs with ERP CC service catalog (Who – PMO; When - M7-M9) Rationalize additional staffing gaps with budget request. Structure EPM with qualified technical resources, effective training staff, and business relationship managers whose goal is to understand/communicate agency requirements (Who – Directors/EPM Lead; When - M3-M6) Short-Term Actions (Who – EPM Leader/Directors; When - M2-M7) Make effective training an immediate focus to allow agencies to receive full benefit from valuable Core-CT data. Develop and leverage its training program to provide users with the necessary technical skills to fully utilize Enterprise Performance Management (EPM) and create more EPM super users. Ad-hoc reports and other reporting utilities (Crystal, Excel, etc.) should be more broadly leveraged across the line and central agencies, not only within a small group of users. Implement action items in existing budget request (Who – EPM Leader; When - M6-M29) Staff EPM with 3 requested positions Implement EPM Analytical and Portal functionality Implement EPM Upgrade Revisit (and possibly build and deploy) management reports/queries, and a process to re-use them across agencies. (Who – EPM Leader; When - do during upgrade) Communicate new functionality and train effectively. Seek feedback and refine. (Who – EPM Leader; When - Follows implementation timeframe). Benefits Dependency on Other Initiatives Increased use and value of existing data. Improved state level insight and decision-making capability Higher perceived value of Core-CT investment Improved central agency audit capability Success of this initiative is highly dependent on the ability of the sponsors to fund this initiative Dependent on implementing ERP CC structure and service catalog Dependent on training initiative implementation regarding reporting and information access 119

Core-CT Functionality Gaps
Appendix A Core-CT Functionality Gaps

CoreCT Assessment Findings
Core-CT Functionality Gaps Missing CoreCT Functionality HR Functions Leave accruals within CoreCT are not aligned with State leave accruals; employees are paid bi-weekly but their leave accrues monthly. Scheduling functionality gaps exist for the Dept of Correction and the Dept of Health and Safety Rotating averaging schedule functions cannot be performed for the Dept of Corrections. Regular hours are not paid correctly. The Dept of Corrections has to review each check every week to make sure that it’s correct. Within the Dept of Mental Retardation (DMR), important information about overtime hours worked by employees cannot be entered; the agency cannot determine whether or not employees are overlapping their regular shifts with their overtime hours. Retro pay processing is not always feasible; CoreCT can see only 4 prior pay periods if a person is fired/has a suspension making retro-pay and benefits restoration difficult in those cases. (DOC) Retro-active position changes cannot be performed; they must be done manually. This is an issue for agencies with many part time employees. (DOC) Holiday time conversion must be performed to convert hours to days within CoreCT. (DOC) CoreCT has hiring limitations in that people can only be brought in at the beginning of a pay period; checks have to be run from the petty cash account if new hires commence on any other date. (DOC) E-recruiting and employee self service functionality would benefit the central and line agencies 121

Core-CT Functionality Gaps Missing CoreCT Functionality (Cont) HR Functions Payroll Enhanced direct deposit functionality is needed – direct deposit should be expanded to at least two accounts, from only one. The current i-savings bond should be included. ePay should provide employees with the ability to view pay stubs on line. Finance Missing Functionality Missing functionality exists in the following areas: grant processing; inventory, encumbrance; reporting; requisitioning process. Employees are having difficulty effectively creating requisitions because of encumbrance gaps. Purchasing functionality is not a fit for line agency end user requisitioners The application is geared toward central purchasing and as a result the line requisitioners are less efficient. Additional purchasing info is available within CoreCT as compared to the legacy application, but the process is more relevant to central buyers, and not for line agency requisitioners. 122

Core-CT Functionality Gaps Missing CoreCT Functionality (Cont) Finance Missing Functionality Indirect Materials Inventorying Needs/Catalog Management Only items that need to be managed via inventory control should be included in an internal catalog. Other items can be included in punchout catalogs Not all goods should be tracked within the inventory module, given the tight integration between CoreCT’s inventory module and purchasing module and the need to include inventoried items within internal catalogs. Punchout cannot be leveraged, and as a result, the CoreCT team is devoting a great deal of time/effort maintaining all internal catalogs. Difficulties exist when reconciling different unit of measures between the purchasing and inventory modules; unit of measure data should be synchronized. Commitment Control - P-Card information does not get into Core Federal billing – this functionality does not presently exist in CoreCT and this fact has been a major impediment for the Dept of Transportation. (The 8.9 version of Peoplesoft is going to perform the federal billing functionality that the DOT requires; the gap has been in the implementation timing.) 123

Core-CT Functionality Gaps Missing CoreCT Functionality (Cont) CoreCT Screen Edits and Validation Hard Edits – the ability to put in rules that will stop people from ‘going around the system’. The Peoplesoft application provides the users with a lot of flexibility, much more so than the legacy applications. The legacy applications had these ‘hard edits’. They tried to address this with training, but mistakes still occur. Eg. - The previous system would not let you move off of the screen until the appropriate fields have been entered. They’ve lost these real-time edits. A few areas are: Salary edits are the most important – cases where people are being paid too much. People that don’t qualify for a job – these situations create a great deal of work. All union employees should only be associated with one union. Agency-specific front-end payroll edits have gone away with the introduction of CoreCT, leading to cases of inaccurate input; increased payroll data entry validation is necessary EPM The CoreCT application currently lacks useable EPM functionality and sufficient canned reports. The functional upgrade path should include the creation of a basic data warehouse; analytical intelligence and usage; and, divisional and scorecard capabilities (dimensional reporting). 124

Core-CT Functionality Gaps Missing CoreCT Functionality (Cont) Security and Role Structure The structure of the current security roles, and the restrictions on the access to data that they provide, must be revisited because the current structure does not allow line agencies to perform certain functions in an efficient manner. For instance, a purchasing employee cannot view/process A/P, which is difficult for small agencies with limited resources. Additional Modules Program Management, Materials Management, and the Work Order modules would be beneficial for certain line agencies. 125

Core-CT Detailed Staffing Gaps
Appendix B Core-CT Detailed Staffing Gaps

Detailed Core-CT Security Team Staffing Requirements Summary Core-CT Security Staffing Gaps Staffing gaps include: 1 Technical Specialist 1 Cross Team Support person for HR 1 Cross Team Support person for FIN Additional Gaps: There is a great need for additional PS Security technical expertise; Managing staff is difficult due to different agency assignments and varying department policies and leadership. It is difficult to reward highly valued employees appropriately - IT compensation plans are inflexible Until December, 2005, only 1 analyst was assigned to the Security Product Support Team. Do not have the PS Security Engineering expertise in place to lead efforts on researching solutions and implementing change to improve security configuration and procedures. Large projects relating to new module or agency implementation can monopolize the security team in setting up new users which is causing a large backlog in daily user security requests, enhancement requests and production support. Core-CT Security Standards need to be reviewed and updated, security documentation out of date. Specialized training is not always readily available to tech staff. Current IT job classifications are outdated. IT work schedules are limited at 35 hours a week. 127

Detailed Core-CT EPM Team Staffing Requirements Summary Core-CT EPM Staffing Gaps Staffing gaps include: 1 system developer 1 HRMS EPM Query Specialist 1 EPM Support Specialist Additional Gaps: It is difficult to recruit qualified IT staff Managing staff is difficult due to multiple agency assignments and varying department policies/leadership It is difficult to reward highly valued employees appropriately Career paths for Core-CT are non-existent Finding IT candidates with PeopleSoft or enterprise skills is difficult, and ultimately have to be trained Specialized training is not always readily available to tech staff Current IT job classifications are outdated IT Compensation plans are inflexible – compensation should be negotiable for highly skilled IT SMEs that are not managers IT work schedules are limited at 35 hours a week Documenting procedures inconsistent across teams 128

Detailed Core-CT HR Team Staffing Requirements Summary Core-CT HR Staffing Gaps Staffing gaps include: Functional Team Functional Team Position - need one Benefits Team Lead (should report to Core, not Central Bens) Functional Team SME Position - need one more for Payroll and one more for Benefits. Development Team Developer positions - we have 7, are recruiting 3 and need one more new Support developer - one new position needed Training Support - we have lead, we need 2 trainers Additional Gaps: HRMS lead - no additional resources required Support Level Position - handle tickets and do repetitive work - no additional resources required Manager Position - no additional resources required Contractor position - we have one, which we'd like to keep on the books 129

Detailed Core-CT Finance Team Staffing Requirements Summary Core-CT Finance Staffing Gaps In addition to the positions already established/identified for the Core-CT Financial Team the Core-CT team recommends increasing the staffing by a total of five new positions and re-classing one existing vacant technical position to management. Additional Gaps: Training – two positions are needed to increase the training team staffing to meet the demands of the user community. The training delivery must be a blend of instructor led and web-based training. The State of Connecticut must invest in new tools (i.e. UPK-User Productivity Kit) to leverage the use of technology for rolling training out to over 5,000 financial users. Helpdesk – one position to support the implementation of the Projects & Contracts Modules. With the addition of DOT to full utilization of the production system, I anticipate the volume of calls to the helpdesk will significantly increase. Implementation – the Core-CT team has a constant need to stay current with technology to position ourselves to take advantage of new opportunities. Inherent in this system is the need to constantly apply maintenance packs to the code-line in order to apply new fixes, tax upgrades, etc. This position will also support adding configuration updates to the production system. Supply Chain - a position is needed to implement and support electronic purchasing commonly referred to as either punch-out or direct connect. This functionality needs to be implemented within the next year. 130

Detailed Core-CT Finance Team Staffing Requirements Summary Core-CT Finance Staffing Gaps In addition to the positions already established/identified for the Core-CT Financial Team the Core-CT team recommends increasing the staffing by a total of five new positions and re-classing one existing vacant technical position to management. Additional Gaps: Financial Development – (re-class an existing position to management) an assistant to the development lead is needed to effectively manager the large number of developers and contactors assigned to that unit. The current structure has too many direct reports to the lead position, which detracts from his ability to focus on higher level assignments. Contract Staff – The Financial Development Team has an ongoing need for developers that must continue to be included in the Core-CT funding. Two highly skilled PeopleSoft developers must continue to be part of this team to triage production related issues and develop complex system fixes. The current salary structure precludes us from attracting this unique skill set. It would be very risky to not have this level of expertise readily available and our ability to respond quickly to production issues would be greatly diminished. Major Initiative – A need exists to develop a strategy to archive existing system data. My opinion is that funding should be budgeted to hire consultants to develop, test and implement an archiving program. 131

Detailed Core-CT Finance Team Staffing Requirements Draft revised descriptions (prepared by Finance Team leadership) for the 5 different Band classifications are provided on subsequent slides 132

Detailed Core-CT Finance Team Staffing Requirements Core-CT Finance Team Band Descriptions – Revision Recommendations Band #1 – The Team Leads - four positions - Directs the overall strategic plan to implement effective, efficient and time saving service to the state through use of advanced technologies; directs programs, operations and staff activities and manages all related functions; develops comprehensive long and short range plans and strategies which support the mission and goals of Core-CT. Assists, participates and makes recommendations in review and formation of program priorities, funding, legislation and regulations. Plans, directs and coordinates operation of a major data processing installation which includes systems analysis, programming and computer operations; directs development of production controls and complex processing schedules, establishment and revision of internal operating procedures, preparation of maintenance schedules and records and development and maintenance of systems controls; directs training and assignment of employees; acts as consultant on data processing problems and new applications; assembles data for and prepares special projects and reports; perform related duties as required 133

Detailed Core-CT Finance Team Staffing Requirements Core-CT Finance Team Band Descriptions – Revision Recommendations Band # 2 – Assist Team Leads, oversees major modules or functions – five positions Performs a full range of financial analysis for the largest and most complex modules or oversees major activities on the Core-CT Financial Team. Works directly with OSC, DAS, DOIT and OPM Directors to implement policy changes and to ensure compliance with internal operating controls and complex processing schedules. Provides input and analysis for ongoing refinement of the financial system and recommends enhancements for director review. Instructs agency personnel in the proper methods to achieve financial objectives; provides extensive technical assistance to agencies in financial processes of governmental operations. Assists with long range financial and programmatic strategic analysis and planning. Directs development of production controls and complex processing schedules, establishment and revision of internal operating procedures, preparation of maintenance schedules, records and development, and maintenance of systems controls; directs training and assignment of employees. Design and develop reports to assist agencies in meeting state and federal reporting requirements. 134

Detailed Core-CT Finance Team Staffing Requirements Core-CT Finance Team Band Descriptions – Revision Recommendations Band # 2 – Assist Team Leads, oversees major modules or functions – five positions Knowledge, skills and ability for functional Staff - minimum qualifications required Considerable knowledge of principles and practices of governmental budget management and governmental accounting; Demonstrated proficiency in Asset Management, Accounts Payable, Accounts Receivable, Billing, Budgeting or Procurement processes. Considerable knowledge of relevant state and federal laws, statutes and regulations and their significance in a module of the ERP system; ability to utilize an ERP system for financial management; considerable ability to analyze, troubleshoot and resolve the most complex data problems, knowledge of practices and issues of systems security; considerable knowledge of methods and procedures used to conduct detailed analysis of complex system problems and the impact on software; considerable technical problem solving skills; considerable logic and analytical skills; excellent interpersonal skills; excellent oral and written communication skills; The ability to identify significant weaknesses and propose comprehensive changes. Requirements at this level consist of seven (7) years of experience in computer or network operations, production control, systems development, information technology analysis and planning, with exposure to and working knowledge of Oracle/Peoplesoft. A minimum of five (5) years experience supporting PeopleSoft applications, of which at least 3 years must include supervisory duties, requirements analysis, design & development of online and batch functionality. 135

Detailed Core-CT Finance Team Staffing Requirements Core-CT Finance Team Band Descriptions – Revision Recommendations (Cont) Band # 2 – Assist Team Leads, oversees major modules or functions – five positions Knowledge, skills and ability for functional Staff - minimum qualifications required Experience working on 1 or more PeopleSoft implementations is required. Development experience with PeopleTools, PeopleCode, SQR, AppMessaging, AppEngine and SQL is required. Analytical problem solving and excellent written/oral communication skills are also required. Detailed knowledge of PeopleSoft financials and/or human resources modules and module integration is required. Experience with PeopleSoft version 8 development toolsets is desirable. Experience with PeopleSoft EPM data warehouse and Informatica is desirable. Experience developing interfaces between PeopleSoft and customer sub-systems is desirable. PeopleSoft Certification is a desirable. 136

Detailed Core-CT Finance Team Staffing Requirements Core-CT Finance Team Band Descriptions – Revision Recommendations Band #3 - Assist Team Leads, oversees modules or functions – 12 positions Performs a full range of financial analysis for operating modules or oversees support activities on the Core-CT Financial Team. Works directly with the Team Lead and central agency staff to review policy changes and to ensure compliance with internal operating controls and processing schedules. Provides input and analysis for ongoing refinement of the financial system and recommends enhancements for Team Lead review. Instructs agency personnel in the proper methods to achieve financial objectives; provides extensive technical assistance to agencies in financial processes of governmental operations. Assists the Team Lead with long range financial and programmatic strategic analysis and planning. Assists with the development of production controls and complex processing schedules, establishment and revision of internal operating procedures, preparation of maintenance schedules, records and development, and maintenance of systems controls; directs training and assignment of employees. Design and develop reports to assist agencies in meeting state and federal reporting requirements. 137

Detailed Core-CT Finance Team Staffing Requirements Core-CT Finance Team Band Descriptions – Revision Recommendations Band #3 - Assist Team Leads, oversees modules or functions – 12 positions Knowledge, Skill and Ability for Functional Staff - minimum qualifications required Considerable knowledge of principles and practices of governmental budget management and governmental accounting; Demonstrated proficiency in Asset Management, Accounts Payable, Accounts Receivable, Billing, Budgeting or Procurement processes. Considerable knowledge of relevant state and federal laws, statutes and regulations and their significance in a module of the ERP system. Ability to utilize an ERP system for financial management; considerable ability to analyze, troubleshoot and resolve data problems, knowledge of practices and issues of systems security; considerable knowledge of methods and procedures used to conduct detailed analysis of system related issues and the impact on software Considerable technical problem solving skills; considerable logic and analytical skills; good interpersonal skills; good oral and written communication skills; proficiency in multiple software packages. Considerable organizational and problem solving skills, an ability to work in a self directed manner and considerable knowledge of programming languages; strong SQL skills including usage of Oracle SQL Plus; proficiency with the suite of Peoplesoft development tools including Peoplecode, Peopletools, App Designer, Application Engine, Component Interface and Peoplesoft query; proficiency with the SQR programming languages; knowledge and use of Crystal Reports, Micro Focus Cobol and Nvision a plus. Strong verbal and written communication skills including competence with development of clear and detailed specifications, policies and procedures. 138

Detailed Core-CT Finance Team Staffing Requirements Core-CT Finance Team Band Descriptions – Revision Recommendations Band #3 - Assist Team Leads, oversees modules or functions – 12 positions Knowledge, Skill and Ability for Functional Staff - minimum qualifications required A minimum of three (3) years of PeopleSoft financials development experience is required, of which at least one year must include experience developing general and detail design specifications. Development experience with PeopleTools, PeopleCode, SQR, PSQuery, AppEngine & SQL is required. Development experience in Cobol could be required depending on the assignment. Analytical problem solving and excellent written/oral communication skills are also required. Detailed functional knowledge of PeopleSoft financial modules (General Ledger, Purchasing, Accounts Receivable, Projects, Accounts Payable, E-Procurement, and Asset Management) is preferred. Development experience with PeopleTools version 8 is preferred. Experience developing interfaces between PeopleSoft and customer sub-systems is preferred. Experience mapping customer legacy data elements to PeopleSoft data elements is desirable. PeopleSoft Certification is desirable 139

Detailed Core-CT Finance Team Staffing Requirements Core-CT Finance Team Band Descriptions – Revision Recommendations Band #4 – Supports module or other Lead Functions – 15 positions Provides support to leads with the most complex modules or to higher level functional or technical positions. Provide supervision to lower level staff assigned to their respective functions. Ability to determine priorities; assigns, oversee and reviews work; provides staff training and assistance. Developers would be responsible for; calculating project time and cost estimates; preparing necessary procedural specifications to meet design requirements; writing program specifications and systems specifications; defining data flow; design forms, screens, and reports. Assists in planning and establishment of new technological directions; assists in development of information technology policies, procedures and standards; serves as an expert resource and consultant for information systems staff and users in more complex applications. 140

Detailed Core-CT Finance Team Staffing Requirements Core-CT Finance Team Band Descriptions – Revision Recommendations Band #4 – Supports module or other Lead Functions – 15 positions Knowledge, Skill and Ability for Functional Staff - minimum qualifications required Considerable knowledge of principles and practices of governmental budget management and governmental accounting Demonstrated ability in Asset Management, Accounts Payable, Accounts Receivable, Billing, Budgeting or Procurement processes. Knowledge of relevant state and federal laws, statutes and regulations and their significance in a module of the ERP system; ability to utilize an ERP system for financial management; ability to analyze, troubleshoot and resolve data problems, knowledge of practices and issues of systems security; knowledge of methods and procedures used to conduct detailed analysis of system related issues and the impact on software Technical problem solving skills; logic and analytical skills; good interpersonal skills; good oral and written communication skills. Considerable organizational and problem solving skills, an ability to work in a self directed manner and considerable knowledge of programming languages; strong SQL skills including usage of Oracle SQL Plus Proficiency with the suite of Peoplesoft development tools including Peoplecode, Peopletools, App Designer, Application Engine, Component Interface and Peoplesoft query; proficiency with the SQR programming languages; knowledge and use of Crystal Reports, Micro Focus Cobol and Nvision a plus. Strong verbal and written communication skills including competence with development of clear and detailed specifications, policies and procedures. 141

Detailed Core-CT Finance Team Staffing Requirements Core-CT Finance Team Band Descriptions – Revision Recommendations Band #4 – Supports module or other Lead Functions – 15 positions Knowledge, Skill and Ability for Functional Staff - minimum qualifications required A minimum of two (2) years PeopleSoft financial development experience is required. Development experience with PeopleTools, PeopleCode, SQR, SQL, AppEngine, and PSQuery is required. Development experience in Cobol could be required depending on the assignment. Analytical problem solving and excellent written/oral communication skills are also required. Experience with PeopleTools version 8 development toolsets is desirable. Experience mapping customer legacy data elements to PeopleSoft data elements is desirable. Experience developing interfaces between PeopleSoft and customer sub-systems is desirable. PeopleSoft Certification is desirable. 142

Detailed Core-CT Finance Team Staffing Requirements Core-CT Finance Team Band Descriptions – Revision Recommendations Band #5 – Supports Module or other Lead Functions – 14 positions This is a professional working level class having responsibility for independently performing duties under the direction of modules leads or higher level functional positions. The trainers and helpdesk staff will provide direct support to the user community. The functional/module staff will work closely with the module leads and developers to design and test system functionality. These positions will be fast track positions to move onto promotional opportunities either within Core-CT or at the agency level. Knowledge, Skill and Ability for Functional Staff - minimum qualifications required Knowledge of principles and practices of governmental budget management and governmental accounting; knowledge of purchasing principles and procedures Knowledge of Asset Management, Accounts Payable, Accounts Receivable, Billing, or Purchasing. Ability to understand relevant state and federal laws, statutes and regulations and their significance in an ERP system Ability to utilize an ERP system for financial management; ability to resolve data problems, knowledge of practices and issues of systems security; technical problem solving skills; logic and analytical skills; interpersonal skills; oral and written communication skills. 143

Detailed Initiative Roadmap Timeline
Appendix C Detailed Initiative Roadmap Timeline

Detailed Initiative Roadmap Timeline The electronic file containing the work plan has been provided to the State of CT in a separate file. 145

Detailed Initiative Roadmap Timeline 146

E‑mail: thomas.krivda@gartner.com
Gartner Consulting Telephone: Facsimile: + E‑mail: Michael Klubal Gartner Consulting Telephone: Facsimile: + E‑mail: 147

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