department of r b 2 d 13, 2017 · change champion roles and responsibilities ... resource: ocm team...

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DEPARTMENT OF REVENUE

BUILDING 2DECEMBER 13, 2017


ROLL CALL AND

OPENING REMARKS

FACILITATOR: RYAN WEST, CHAIR

Executive Steering Committee Meeting

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REVIEW OF NOVEMBER 1, 2017

MEETING MINUTES

FACILITATOR: MELISSA TURNER


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FLORIDA PALM PROJECT

UPDATE

FACILITATORS:

MELISSA TURNER, CAROLYN HICKS


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Florida PALM Project UpdateBudget – FY 2017-18 Spend Plan

Category Projected IncurredRemaining

Balance

%

Remaining

Salaries and

Benefits

$3,094,208.73 $1,140,961.32 $1,953,247.41 63%

Special Category $2,190,030.59 $699,243.05 $1,490,787.54 68%

Risk Management

Insurance

$3,304.00 $3,304.00 $0.00 0%

DMS Transfer $16,770.00 $8,385.00 $8,385.00 50%

Total $5,304,313.32 $1,851,893.37 $3,452,419.95 65%

FY 2017-2018 Spend Plan Summary

As of November 30, 2017

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Since the last ESC meeting, there have been no

new risks or issues reported or closed

Risks and issues with high probability and impact

will continue to be shared via monthly status

reports and discussed (if necessary or as

requested) with the ESC


Florida PALM Project UpdateRisks and Issues

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Negotiation Activities (04/18/2017 – 06/20/2018)

Appoint negotiators (08/16/2017)

Support negotiator strategy sessions (In Progress)

Conduct negotiations (In Progress)

Make recommendation

Post Intent to Award

Execute contract


Florida PALM Project UpdateSchedule – SSI ITN

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Florida PALM Project UpdateSchedule – Project Timeline

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Conducted readiness collaboration sessions with

the DFS Division of Treasury, Division of

Accounting and Auditing, and Office of Information

Technology (OIT)

Completed Interface Inventory Analysis Pilot for

DFS

Established staging area for Data Assessment


Florida PALM Project UpdateScope – Accomplishments

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Completed planning for Initial Draft of

Recommended Statutory Changes (Major Project

Deliverable)

Confirmed Major Project Deliverable will be a

summary Word document with an Excel file

attached listing the recommended revisions

Began compiling draft list for Major Project

Deliverable in preparation for Project Sponsor

review




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Established template for Major Project Deliverable

with the following fields:

◦ Identifier

◦ Description

◦ Status

◦ Status Date

◦ Existing Statute

◦ Existing Statute Title/Topic

◦ As-Is Provision

◦ Desired Change

◦ Impact of Changing

◦ Implication of Not Changing

◦ Affected Organizations

◦ Change Source

◦ Recommended Year of Implementation

◦ Year of Implementation Comment

◦ Change Type



Florida PALM Project UpdateScope – Remaining FY Activities

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Process Analysis Documents◦ Collaborate with DFS Divisions/Offices as well as

agencies to gain a further understanding of key business

processes for each of the 10 Process Areas

◦ Develop process flows and narratives

Benefits Realization Management Process◦ Develop and document an approach to benefits

realization management that will be further defined during

DDI




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Data Retention Analysis – Cycle 2◦ Identify remaining information regarding key financial

events and fiscal data supported by FLAIR and CMS

Report Analysis Workgroup◦ Collaborate with a small workgroup of agencies to review

reporting needs




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Case for Change◦ Develop What’s In It For Me (WIIFM) Statements

◦ Develop messaging, presentations, and other materials

Stakeholder Assessments◦ Meet with agencies to gather information to augment

Project information and better understand the

environment for change

◦ Meet with other stakeholder groups to develop

relationships and obtain feedback




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DDI Website Strategy◦ Review websites from other states with similar financial

management system implementations

◦ Develop a strategy for using the Florida PALM website

during DDI

Project Team Knowledge Transfer◦ Conduct a needs assessment

◦ Identify topics, select presenters, and develop materials

◦ Execute Knowledge Transfer Sessions with the Team




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Integration Point Gap Analysis – Cycle 3◦ Analyze and identify unmatched interfaces identified in

Cycle 2 as well as FLAIR and CMS internal interfaces

Data Assessment – Cycle 2◦ Continue to evaluate the data quality of current state

FLAIR and CMS

◦ Develop diagram of Physical Data Models and data

element definitions/meanings




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Project Staffing Strategy◦ Explore options and considerations for staffing Project

resources including FTEs, OPS, contractors, and interns

Internship Strategy◦ Create approach for establishing an internship program

and access temporary resources

Communication Exchange Hub◦ Research and recommend a tool which supports

collaboration between the Project and other entities




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Revised Decision Management Strategy◦ Research best practices to empower staff below Tier 1 to

make decisions

◦ Develop a strategy for acknowledging additional groups

(i.e. Review Boards) documenting relationships to

existing governance

Pre-DDI Closeout Plan◦ Develop a plan for closing out the Pre-DDI project phase

and transitioning into the DDI project phase

◦ Address administrative and contract closures


Objective◦ To propose an approach for a Change Champion

Network

Change Champion◦ A designated individual responsible for coordinating

Florida PALM change management activities within their

organization

Change Champion Network◦ The group of Change Champions used to enhance

collaborative relationships and communication with the

Project Team


Florida PALM Project UpdateScope – Change Champion Strategy

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Research Found◦ Begin change champion network planning early

◦ Choose the right people for the right roles

◦ Obtain stakeholder agreement

Change Champion Network◦ Include the State agencies using FLAIR and/or CMS

◦ Two Change Champions per agency, as appropriate –

one functional and one technical focused

◦ Serve as a two-way communication channel



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Change Champion Roles and Responsibilities◦ Build commitment and support

◦ Support skill development and training

◦ Escalate issues and reporting progress

Change Champion Timeline◦ During Design, Development, and Implementation (DDI)

◦ Work with the selected vendor



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Objective◦ Establish measures for determining effectiveness of

OCM activities during DDI

Measures designed to◦ Provide timely information

◦ Monitor progress of the change

◦ Identify the triggers to make adjustments as appropriate


Florida PALM Project UpdateScope – OCM Success Measures

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Name: Training Effectiveness

Measure Calculation: % of training participants

passing post-training assessments

Data Source: Training Tracking System

Resource: OCM Team

Status Indicator: Green 90 – 100%, Yellow, 80 –

89%, Red 79% or below

Trigger: Initiates action to evaluate and adjust the

training program



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Eleven OCM Success Measures◦ Change Network Effectiveness

◦ Change Network Satisfaction

◦ Communication Effectiveness

◦ Communication Satisfaction

◦ Email Reach

◦ Organizational Realignment

◦ Stakeholder Concern Resolution

◦ Training Completion

◦ Training Effectiveness (2)

◦ Workforce Transformation



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Florida PALM Project UpdateProject Staffing

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ProjectDirector

Business Process Standardization

Manager

System and Data Strategy Manager

DeputyProject Director

Organizational

Change Management Manager

Project Management

Office

TechnicalArchitect

TechnicalAnalyst

TechnicalAnalyst

Budget Preparation

to ReversionLead

Team Lead and

Record to Report Lead

Payroll Lead

Procurement to Payment Lead

Grant Application to

Closeout; Project Development to Closeout Lead

Acquisition to Disposal Lead

Sr. Project Analyst

Procurement /Budget

Specialist

Organizational

Change Specialist

Communications

Specialist

Organizational

Change Specialist

Organizational

Change Specialist

TechnicalArchitect

Organizational Change Management (OCM Track

Project Management Office (PMO) Track

Business Process Standardization (BPS) Track

System and Data Strategy (SDS) Track

Accounts

Receivable/Billing to Receipt Lead

Cash Inflow to

Outflow; Treasury Management

Reporting Lead

Assistant to the Director

Administrative Assistant

Staffing Lead

Procurement Lead

OIT Liaison

A&A, TRM Liaison

Project Analyst


FACILITATOR: BRIAN EPPIG

12/13/2017Executive Steering Committee Meeting

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IV&V evaluation focused on DDI readiness ◦ Pre-DDI execution in progress

◦ Significant activity across all tracks on high impact, high

profile activities


IV&V AssessmentMonthly Assessment – November 2017

Overall Pre-DDI Execution Assessment Status =

Green

On track per current timeline

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IV&V AssessmentReadiness – ERP Overview

ERP – Basic Tenets

Practice of consolidating data and processes into

a single management system

Combines data across functions into single data

structure accessed by all users

Reduces or removes need for reconciliations

between processes

Entails standardizing processes

Near real-time access to data and reporting

Increased transparency between agencies



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ERP – Key Characteristics

Pre-defined functionality based on shared global data◦ General Ledger and Reporting

◦ Procure to Pay

◦ Order to Cash (Accounts Receivable and Payments)

Designed for global optimization of the business processes, not local optimization of individual workers or processes

Data quality responsibility rests at point of entry and approval



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ERP – Typical Implementation Cost Breakdown

Design and Implementation

Training and Change Management

Conversion and Data

Software

Infrastructure



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ERP – Typical Total Cost Breakdown

Select and Implement

Maintain



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IV&V AssessmentReadiness – Implementation Foundations

ERP – Steering Committee Foundations for a Successful Implementation

Respected and representative members of the community

Visible leaders of the change

Understanding and supportive of compromise / best statewide solution may not be ideal for all participants

Focused on outcomes over process

Focus on accountability at all levels, leading by example


FACILITATOR: MELISSA TURNER


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Upcoming Activities

Support SSI ITN

Execute DDI readiness activities across tracks

Conduct internal review of the Initial Draft of

Recommended Statutory Changes in preparation

for ESC approval by June 1, 2018

Schedule individual working sessions with ESC

members to discuss decision management

considerations for DDI

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FACILITATORS: MELISSA TURNER,

JUDSON FREEMAN, MIKE JONES


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MyFloridaMarketPlace (MFMP) is the State of

Florida’s enterprise procure-to-pay system


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Source to Pay Collaboration MyFloridaMarketPlace



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Source to Pay CollaborationMFMP By the Numbers

• 32 agencies

• 28K agency customers

• 79K vendor customersUsers

• POs issued:185K

• POs issued value: $2.1B

• Invoices paid: 400K

• Invoices paid value: $2.1B

Annual Transactions

• POs issued: 2.2M

• POs issued value: $23B

• Invoices paid: 4.2M

• Invoices paid value: $16B

Life-to-Date Transactions



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Source to Pay CollaborationMFMP Program Information

• Application Management

• Vendor and Sourcing Management

• Buyer Management

• Help Desk Management

• Catalog Management

• Billing and Collections Management

Program Management

MFMP uses On-

Premise Ariba

hosted at the

Southwood

Shared

Resources Center

(SSRC) with

disaster recovery

in Georgia


The MFMP integration with FLAIR supports these

key business functions:◦ Real-time transaction pre-validation (budget check)

◦ Real-time budget reservation/hold (encumbrance)

◦ Real-time payment request and release

on budget reservation (disbursement)


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Source to Pay CollaborationIntegration with FLAIR


The FLAIR integration also supports:◦ Vendor master data

◦ Chart of account data

◦ Data load transfer to support data analytics and reporting


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Source to Pay CollaborationIntegration with FLAIR


Change management challenges

Governance is key◦ Establishment of KPIs Scorecard

Constant communication

Training never ends


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Source to Pay CollaborationLessons Learned



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Source to Pay CollaborationStakeholder Management

AST

DFS FLAIR

Legislature

Agency Customers

Vendor Community

State Purchasing



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Source to Pay CollaborationRecipe for Success

Partnership

Commitment

Program Evolution



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Transparency Florida



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NEXT MEETING

WEDNESDAY, JANUARY 24, 2018 OR

WEDNESDAY, MARCH 28, 2018


CONTACT INFORMATION

[email protected]

MYFLORIDACFO.COM/FLORIDAPALM


mailto:[email protected]

https://www.myfloridacfo.com/floridapalm/