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July 2017
Program Blueprint Kickoff
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Agenda
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• Welcome & Introductions• One Washington Program Overview• ERP 101• Program Timeline• Q&A
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One Washington Enterprise Business Processes
Procurement Budgeting Human ResourcesFinancials
One Washington
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One Washington is a comprehensive business transformation program to modernize and improve aging administrative systems and related business processes that are common across state government.
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Project Governance
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• Executive Steering Committee• Advisory groups formed this summer for technical, finance, and
procurement• In the next phase, advisory groups will be formed for HR and
budget• One Washington Leadership Team
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2013 – 2015 Business Case: Our Foundation Business benefit: proved “hard dollar” business case for One Washington program
• Described the hard dollar benefits, costs, and mission impacts for three hypothetical ERP deployment scenarios
• Recommendation to perform software-agnostic business process redesign in several work streams
• Scope was enterprise Finance & Procurement
• Concluded that implementing One Washington is a good business decision
Build
Desig
nPr
e-De
sign
Document Business RequirementsTransform Business Processes
Program BlueprintBusiness Intelligence Strategy
Mainframe and Integrations Plan
Strategic PartnerChange Management and Business Readiness
Establish One Washington Program The Business Case
Implement Technology to Support Business Processes
2013-15
2015-17
2017-19
Future Biennium
Future Biennium
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2015 – 2017 Activities: Our Building Blocks
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Business benefit: enabling activities that prepared us for continued planning
• Strategic Partner Evaluation process created and partner selected
• Chart of Accounts Improvements
• Procurement Readiness Activities
• WSDOT Readiness Activities
• Facilities Portfolio Management Tool
• Budget System Improvements
Build
Desig
nPr
e-De
sign
Document Business RequirementsTransform Business Processes
Program BlueprintBusiness Intelligence Strategy
Mainframe and Integrations Plan
Strategic PartnerChange Management and Business Readiness
Establish One Washington Program The Business Case
Implement Technology to Support Business Processes
2013-15
2015-17
2017-19
Future Biennium
Future Biennium
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2015-17 Biennium Accomplishments
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Accenture was selected as our Strategic Partner through a Competitive Procurement process
Process included participants from OFM, DES, LEAP, DOT, DSHS, DNR, SIB, LNI, HCA and OCIO
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2015-17 Biennium Accomplishments
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Completed a Future State Chart of Accounts Design
Coordinated with 10 pilot agencies to analyze the Chart of Accounts Expenditure Sub-sub-objects
The team reduced 23,000 unique data elements to around 2,000 common
Updated Chart of Accounts in SAAM and in use July 1, 2017
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2015-17 Biennium Accomplishments
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Formed a Procurement Readiness Workgroup that includes contract and procurement experts from 15 agencies
Workgroup will complete their chartered work in August to define the common procurement processes across state government and the common data elements in all statewide procurement processes
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2015-17 Biennium Accomplishments
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Partnering with WSDOT to:
• understand their unique business requirements
• identify opportunities for enterprise systems
• determine ability to integrate DOT’s needs to the One Washington Program
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2015-17 Biennium Accomplishments
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SAAS, web-based, facility inventory program.
Successful Project!
• change management at a state wide level
• Effective communication to all state agencies
• Diverse training to all state agencies
System went live on June 30th!
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2015-17 Biennium Accomplishments
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Phase 1:
The OFM Budget Development Suite was successfully upgraded by leveraging LEAP applications.
Used these new tools to create the 17-19 Governor’s Budget.
Phase 2:
Using these tools to create a “BDS” replacement. Live date is targeted for Spring 2018.
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2017-19 Biennium Request
Program Blueprint – detailed, incremental plan with phased implementation schedule and budget estimates.
Integration Strategy and Plan -integration strategy and plan for the transition to a new enterprise solution.
Business Intelligence Strategy –strategy for collection and connection of data to provide transparency and access to decision makers.
Mainframe Plan – plan for the retirement of the mainframe system.
Build
Desig
nPr
e-De
sign
Document Business RequirementsTransform Business Processes
Program BlueprintBusiness Intelligence Strategy
Mainframe and Integrations Plan
Strategic PartnerChange Management and Business Readiness
Establish One Washington Program The Business Case
Implement Technology to Support Business Processes
2013-15
2015-17
2017-19
Future Biennium
Future Biennium
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ERP 101
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Enterprise Resource Planning (ERP)
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An ERP can be defined as common business practices across the enterprise and the technology that support them
ERPs pull together data on an organization’s main resources – its people, money, information, and assets – and combine it into information that decision makers use to guide and manage.
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Enterprise Resource Planning (ERP)
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Successful Organizations:
• Tend to have highly integrated, automated systems
• Include budgeting, finance, procurement, human resources, technology, and assets
• Can deliver critical information quickly and accurately
Less Successful Organizations:
• Tend to have disjointed, manual applications
• Systems may be scattered across the organization & joined together by multiple technical or human interfaces
• Difficult to obtain high quality of information to make key decisions in a timely way
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What is an ERP?
• ERP systems can be defined different ways• By major functional areas• By detailed software modules
17Copyright © 2017 Accenture. All Rights Reserved.
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Enterprise Resource Planning: Functional View
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Procurement
HR / Payroll
Budgeting
Finance$
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Typical ERP Finance Functionality• General ledger accounting• Specialized accounting, e.g. project
accounting, cost accounting• Budgetary control• Accounts payable• Accounts receivable• Grant management• Asset management• Treasury management• Travel and expense• Master data, e.g. chart of accounts,
payees, customers• Reporting
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SSProcurement
HR / Payroll
Budgeting
Finance$
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Typical ERP Procurement Functionality • Requisitions and purchase orders• Sourcing, e.g. RFP, RFQ, RFX• Supplier Relationship
management• Category management• Inventory management• Contract management• Catalog purchasing• Receiving• Master data, e.g. suppliers,
commodities• Reporting
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SSSSSSProcurement
HR / Payroll
Budgeting
Finance$
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Typical ERP Budget Development Functionality • Operating and capital budget• Revenues and expenses• Scenario planning and forecasting• Master data, e.g. appropriations,
allotments• Reporting
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SSSSSSProcurement
HR / Payroll
Budgeting
Finance$
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Typical ERP Human Resource/Payroll Functionality • Time and attendance• Payroll• Benefits administration• Position classification and
compensation• Labor relations• Recruitment• Development• Performance evaluation• Health and safety• Master data, e.g. positions, job
descriptions• Reporting
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SSSSSSSSSSProcurement
HR / Payroll
Budgeting
Finance$
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Benefits of an Enterprise approach to ERP
Encourages cross boundary coordination
• Unified business processes across programs & organizations
• Applications work together
• Data exchange across systems
Creates operational efficiencies
• Standardize processes and data
• Simplify processes and data
• Streamline processes• Improve workflows• Improve productivity• Increase cycle time and
reduce errors• Reduce Total Cost of
Ownership (TCO)
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Creates organizational effectiveness
• Empower new delivery models
• Exercise scale• Adopt best practices• Create shared
services• Reduce TCO
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One Washington can take advantage of new trends in the ERP market
Copyright © 2017 Accenture. All Rights Reserved. 24
Characteristics of traditional ERP Characteristics of modern ERP
Software license Software as a service
Single tenant managed in State or vendor data center
Multi-tenant managed in the Cloud
Technology led Business led
Numerous customizations Configurations not customizations
Focus on detailed requirements Focus on business benefits
Waterfall Agile
Long time to see the system Short time to see the system
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Only 12 States do not have modern ERP systems:
• Florida• Hawaii • Idaho• Maryland• Missouri• Nebraska• Nevada• New Jersey• Oregon• Rhode Island• South Dakota• Washington
38 States have Modern ERPs
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• California• Connecticut• Delaware• Georgia• Kansas• Minnesota• Montana• New York• Ohio• Texas• Virginia• Wisconsin
Accenture has helped 12 states implement ERPs
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The One Washington Blueprint
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July August September October November December January February March April May June
Develop Deliverable #19/29/17
Develop Deliverable #210/2/17 - 12/29/17
Develop Deliverable #31/2/18 - 6/29/18
Supplemental Budget Request
Legislative Briefing Materials
Final Blueprint
Develop Integration Strategy 9/29/17
One Washington Blueprint Timeline
Develop Integration Implementation Plan9/25/17 – 6/29/18
Integration Implementation Plan
Integration Strategy
Stat
e M
ilest
ones
Prog
ram
Mile
ston
es
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Upcoming Agency Participation
Foundational Work
Non-Technology Dependent
7/10/2017 9/29/20178/4/2017 9/1/2017
Blueprint Compilation & DraftingInitiative Development
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The One Washington Blueprint will define the “ERP of the Future” for the state of Washington!
http://[email protected]
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Thank you!
Questions?