funding proposal itgb 1112

8/12/2019 Funding Proposal ITGB 1112

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Enterprise Business Intelligenceand Reporting Solution

DraftProject Funding

ProposalOctober 22, 2004

Project Funding Proposal

for

Information Technology

Governance Board


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Table Of Contents

Project Sponsor................................................................................................................................................

Project Team.....................................................................................................................................................

Signatures of Acceptance/Approval ...........................................................................................................

Executive Summary .........................................................................................................................................

Project Description..........................................................................................................................................

Background ............................................................................................................................................

Project Need ......................................................................................................................................................

To support Hennepin Results Strategic Management .........................................................................

Provide all levels of county staff an easy-to-use solution for self-service reports ...............................

Assist with performance measurement reporting ................................................................................

Create better understanding of and accessibility to the data ...............................................................

Extend the useful life of the countys legacy systems ...........................................................................

Workforce planning issues/knowledge transfer ...................................................................................

Future e-government initiatives .........................................................................................................

Conclusion .............................................................................................................................................

Project Scope ....................................................................................................................................................

Objectives .............................................................................................................................................

Benefits ..................................................................................................................................................

Deliverables ...........................................................................................................................................

Exclusions ..............................................................................................................................................

Assumptions ..........................................................................................................................................

Constraints ............................................................................................................................................

Risks ......................................................................................................................................................

Critical success factors .........................................................................................................................

Time and Schedule Estimates .....................................................................................................................

Preliminary Cost Estimates .........................................................................................................................

Next Steps .........................................................................................................................................................

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October 22, 2004

Project Sponsor

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Project Team

Signatures of Acceptance/Approval

Richard Johnson, Deputy County Administrator

Technology Steering Committee

Larry Bush, Public Works

Pam Haats, Human Resources

Don Holmberg, Human Services

Ann Houghton, Information Technology

Steve Jutila, Information Technology

Karen Marquardt, Office of Budget and Finance

Karen Piet, Office of the CIO

Glen Teske, Information Technology

Tom Walkington, Office of Planning and Development

Steve Zorn, Human Services

Customer

All county departments

This project is a countywide initiative. Representatives from all departments assisted inrequirements gathering and vendor selection.

Richard Johnson Deputy County Administrator [Date]

Toni Jelinek Hennepin County Chief Information Officer

[Date]


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Executive Summary

The purpose of this project proposal is to request approval to use $1,329,039 of the countys InformationTechnology Incentive Fund to purchase and install business intelligence software for gathering, storing,analyzing and providing access to data to help managers and staff make better business decisions, and toprovide information for consistent, accurate reporting of results to managers, policy makers and the people ofHennepin County.

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What is Business Intelligence?Business intelligence (BI) is a broad category of applications and technologies for gathering, storing, analyzing,and providing access to data to help enterprise users make better business decisions. BI applications includedecision support systems, query and reporting functions, online analytical processing (OLAP), statisticalanalysis, forecasting and data mining.(From searchCRM.com)

The cost of installing and using an enterprise-wide business intelligence system is offset by savings from areduction in the number of separate systems that need to be maintained, redirection of staff resources andmovement to a data-driven decision-making culture over time.

The scope of this project is threefold:

Implement an enterprise-wide businessintelligence and reporting solution, rollingthe initial business solutions out to countyemployees in a planned way.

Construct the infrastructure necessaryto enable consistent, quality reporting

from county and county business partnerinformation systems.

Create a proposed roadmap and planfor ongoing development and use of thesolution.

1.

2.

The benefits of an enterprise-wide businessintelligence system include:

The ability to extract and aggregate information fromdisparate county systems especially FARS and thePayroll/Personnel System,

The standardization of data presentation and thecompilation of information on a user-friendly,

flexible system to enhance quality, consistency andcomparisons,

The provision of consistent data views across theorganization that can be rolled up into an enterprise-wide view,

The ease of use by county management and staffmembers,

The ability to align goals across the enterprise,

The ability to leverage technology to provide moretimely information, and

The ability to leverage the use of legacy systems,thus alleviating some of the pressure to invest inreplacements.

The enterprise-wide business intelligenceand reporting solution will be phased inover a two-year time period. A projectmanager, who reports directly to CountyAdministration, will guide a cross-organizational implementation team. Theintended long-term result of this project is

the creation of a results-based, customer-focused culture leading to improvedoutcomes for the direct beneficiaries of ourservices.

3.


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Project Description

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The beneficiaries of this solution will be managers and staff members who need data or information to makedecisions that will help the county improve its services or increase its efficiency. The organization as a wholewill also benefit as better decision-making leads to improved outcomes.

The technical infrastructure that links current Hennepin County core information systems with the businessintelligence solution will be developed by power users or technical staff who have business knowledge aboutthe data. Information tools that county departments currently use will continue to be supported as neededafter implementation of the business intelligence solution. The business intelligence software will also supportresults-based planning, performance measurement and Balanced Scorecard activities.

Project DescriptionBackground

Data gathering and information systems at Hennepin County have evolved over the last 20 years. Centralizeddatabases such as the aging Financial Accounting and Reporting System (FARS) and the Payroll/PersonnelSystem contain data essential to the operation of virtually all departments. In addition, each departmentmaintains its own set of business systems used to support its day-to-day activities. When county leaders needinformation from these systems, it is difficult to obtain and they often need technical assistance from dataexperts.

As budgets and staff levels shrink, yet more services need to be delivered, county leaders will need efficientaccess to clean and accurate data to use in their decision-making processes. With few exceptions, the datainfrastructure in Hennepin County has been built to serve departmental interests. It can be extremely difficultand costly to create reports with data that crosses departmental boundaries or that links business data withfinancial data (to determine cost per unit of service, for example).

1) Operate

2) Consolidate

3) Integrate

4) Optimize

5) Innovate

Five Steps ofInformationEvolution

HennepinCounty

DesiredLevel

3

HennepinCounty

CurrentLevel

1

.5

To understand the countys level of maturity inits ability to use information successfully, it ishelpful to look at an InformationEvolution Model. As an organizationmoves through the levels in theInformation Evolution Model,its capacity to deliverincreased businessvalue through theuse of informationexpands.

Hennepin County is currentlyat level 1.5 in the InformationEvolution Model. Departmentalgoals and objectives continue todrive data collection and analysis,

while enterprise goals are secondary.We are striving to attain level three,in which staff come to rely oncross-enterprise information formaking decisions and there is acommitment to perform at anorganizational level.

Focus onpersonalinformation

Focus ondepartmentinformation

Focus onenterpriseinformation

Focus on collaborationand interdependency

Focus on serviceenhancementsthrough creativity


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October 22, 2004

Project NeedTo support Hennepin Results Strategic Management

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Planning, budgeting and decision-making for results within the Hennepin Results Strategic ManagementFramework means that the county is going to need to be able to measure its results by collecting, analyzingand reporting data from departments and programs across the county, and from different countywidesystems. As has already been discussed, it is exceedingly difficult to access the information in many countylegacy systems without an advanced level of technical knowledge and even more difficult to create a singlereport incorporating data obtained from different county systems or that compares data across systems.

http://hcinet/Admin/Strategic/strategic_plan.html


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Project NeedProvide all levels of county staff an easy to use solutionfor self-service reports

In fall 2003, two projects converged to begin researching a solution to a long-standing and increasing need forenhanced reporting capabilities from the countys disparate data sources.

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Performance Measurement AdvisoryTeam Technology Subcommittee

The Performance Measurement AdvisoryTeam Technology SubcommitteesInterim report found that, virtually everydepartment interviewed expressed the needfor assistance to become more efficient at

using data and relating it to their businessprocess. Retrieving, analyzing and presentingdata from these [legacy] systems in thecurrent environment is time consuming, andcreating ad hoc reports requires a high levelof skill.

Advanced Leadership AcademyFinancial Reporting Project

The Advanced Leadership Academy (ALMA)Financial Reporting Project Proposal states, WhileFARS meets many financial reporting needs, thecounty has grown in size and complexity since itsinstallation. Departments have developed additional

financial reporting tools to meet varied and uniquerequirements. Technology has improved, as hasthe expectation for increased access to informationthat can be presented in various ways to facilitatemanagement analysis and decisions at departmentaland countywide levels.

Discussions with managers and staff at all levels clearly indicate that the county should provide the tools andeducation necessary to promote effective business intelligence activities.

System requirements identified by county executives and managers

Straightforward and easy to use interface giving access to accurate informationAd hoc report capabilities

Drill down from summary reports to more detailed data if desired

Provide hard copy summaries to be used in meetings

Interactive capabilities to enter comments and questions within the report

Ability to send alerts by e-mail

Graphical representation of trends and benchmark data

Guide to available data and reports

Consistent data views across the organization that can be rolled up into an enterprise view


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October 22, 2004

Project NeedProvide all levels of county staff an easy to use solutionfor self-service reports (continued)

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System requirements identified byanalysts

Ability to extract and clean data from county data sources

Ability to export to existing desktop analytical tools such as Excel

Advanced analytical capabilities

Data dictionary for business and technical use

Ability to reuse existing data sources and reports

Integration with the countys Geographical Information System

Access to data external to the county (State of Minnesota Department of Human Services and other data)Documented, replicable processes for creation of information

Disparate

Data Source

DisparateData Source

DisparateData Source

BusinessUsers

Business

Users

Business

Users

Data AccessVia BusinessIntelligence

and ReportingSolution

AllBusiness

Users

AllData

Sources

Current Effortsto Access Data

Proposed Effortsto Access Data


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Project NeedProvide all levels of county staff an easy to use solutionfor self-service reports (continued)

200 Families Project

In 1997, a team of analysts were asked to identify the countys 200 most costly family clients. Many hours(roughly estimated at 500 person hours over three and a half months) were spent learning what data touse, and then gathering and analyzing client and cost information for families across the multitude of datasystems. The goal of the project was to identify ways to serve these families better and at lower cost. Thedifficulty and expense involved in collecting the information in order to identify the families has precludedrepeating this analysis. The Phase 1 report of this project documented the difficulty of gathering data acrossdepartments.

Project NeedAssist with performance measurement reporting

A countywideperformancemeasurement

system is a criticalcomponent of thecountys StrategicFramework thatwill link strategicplanning, programplanning, and prioritysetting and budgetingwith day-to-daydecision-making.Such a system createsbetter results andmore informeddecision-making.

Focusing on Results:From Measurement

to Management atHennepin County

Government,March 15, 2002

The Performance Measurement Advisory Team (PMAT) held a series of focusgroups in March 2003 to determine the kind of information and assistancestaff need to report results for measures on their Balanced Scorecards. The 23staff members who participated in the focus groups were from departments

that had already begun gathering data to report results for measures on theirBalanced Scorecards. Focus group participants identified several needs relatedto information and data gathering for Balanced Scorecard reporting:

User-friendly, efficient, flexible, accurate, electronic way of extracting andaggregating information from disparate county systems especially FARSand the Payroll/Personnel System

Standardization on a user-friendly, flexible system for data presentation andcompilation to enhance quality, consistency and comparisons

Universal access to tools and templates for all county departments

Identify and leverage common data needs

A collection of historical data for baselining and trend analysis

Help with training, promoting and presenting concepts and measures to staff

Help with best practices in developing the best, most useful and consistentBSC

Ability to leverage technology to provide more timely information

The report says, it is possible to develop an infrastructureto support a routine identification of high cost cases. Thiswould require, however, a data system that can combine

data from various systems, add credible cost data andprotect the privacy of the clients in compliance with stateand federal laws. Implementing a business intelligenceand performance reporting solution will allow the county tocomplete projects, like the 200 Families Project, more easilyin the future.

Business data at the county is housed

in innumerable small systems andLotus Notes databases, as well asapproximately 100 different businesssystems. County staff members useat least 20 different software tools toaccess and create reports from the datacontained in these systems.


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Project Funding ProposalOctober 22, 2004

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Project NeedCreate better understanding of and accessibility to the data

In order to support managementself-service queries and reporting,raw transactional data often needsto be cleansed and integrated into abusiness view of the data. The toolsof a business intelligence platformprovide an essential metadata layerwhere consistent business definitionsof the data and sources are createdfor accessibility and understandingin an enterprise context. The result isquality data that is readily availableenterprise-wide for analysis andtransformation into information,

knowledge and wisdom.

Wisdom

Knowledge

Information

Raw Data

BusinessIntelligence

Goals

Project NeedExtend the useful life of the countys legacy systems

Systems such as FARS and the Payroll/Personnel System while they perform their job of capturing andstoring detailed transaction information very well do not allow users to easily and quickly create reports inup-to-date, readable formats. It has been estimated that replacing just these two systems could cost 10 timesthe price of the business intelligence solution. Investing in a business intelligence and reporting solution willenable the county to efficiently derive more useful information from these existing systems thus alleviatingsome of the pressure to invest in replacements.

What is Metadata?Information about data anddata sources how it wasderived, formatting and accessauthorizations, as well asbusiness rules.

Project NeedWorkforce planning issues/knowledge transfer

The current information infrastructure at the county is reliantupon the availability of key data experts to fulfill requests formanagement reports. In many cases the technology used bythese individuals to obtain report information is aging and poorly

documented.

Building the information infrastructure layer behind the businessintelligence reporting solution will create dictionaries of data,describing its business meaning and proper usage.

Building self-service management reports decreases thedependence on key individuals and disseminates the ability togenerate high quality reports among a wider base of county staff.

Within Five Years...

By 2008, about 20 percent of county

staff will be eligible for retirement.

Few individuals coming to the countyare familiar with the older technologiesoften used in legacy systems, someof which pre-date the use of personalcomputers in the business world.


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Project NeedFuture e-government initiatives

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Using the selected business intelligence solution, self-service report generation can be extended to allowcounty residents to make queries at the countys Web site. This would save time and money as countycustomers would be able to receive answers to their questions immediately and find them on their own, ratherthan having to call a county staff member.

County business partners could also log on to a secure Web site and generate simple reports about theirbusiness with the county. One example of this kind of application is the State of Minnesotas Vital StatisticsInteractive Queries or I.Q. Web site.

The Minnesota Vital Statistics Interactive Queries (I.Q.) site allows the user to customize online reportsof birth, death and population data. It produces data tables, charts and maps at a county, regional andstatewide level.


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October 22, 2004

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Project NeedConclusion

County management has embraced data-driven decision-making and performance measurementprinciples.

County staff members have long recognized the need for more efficient ways to create useful informationfrom our disparate sources of data.

As the countys reporting needs have become more pronounced, recent software advances have givenus the ability to extract data from our existing legacy systems, transform it into useable and recyclableinformation, and make use of Web browser technology for the presentation and delivery of thisinformation.

This new software will help the county satisfy both old and new needs to create better, more cost-effective

business information.

County citizens and business partners benefit from and expect to have easy access to data and informationboth from county employees and through self-service Web sites.


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Project Scope

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Implement a business intelligence and reporting solution

Roll out a solution that has easy to use reporting and analysis functions and that meets our businessneeds for consistent use of information enterprise-wide

Design projects that will demonstrate early success to executives, managers, analysts and operationalstaff

Establish training plans for each group of users

Plan for changes to county culture that will accompany this solution

Construct the infrastructure necessary for quality reporting from county and county business partnerinformation systems

Purchase the necessary software licenses based on initial plans for use

Install the software and begin configuration and testing

Build a dictionary that serves as a guide to available data and sources of information for business andtechnical use

Establish security models for use of the solution

Determine any needed data transformations

Design and create data structures that enable staff to obtain quick answers to questions

Build access to external data sources

Develop a plan to support the tool financially

Create a proposed roadmap and plan for ongoing development and use of the solution

Increase the functionality of the tool as needed and available

Continue to add additional data sources as needed

Consider organizational changes that will help ensure the long term success of the solution

This projects scope is threefold:

Implement a business intelligence and reporting solution, rolling the initial business solutions out tocounty employees in a planned way

Construct the infrastructure necessary to enable consistent, quality reporting from county and countybusiness partner information systems

Create a proposed roadmap and plan for ongoing development and use of the solution

Project Scope

Objectives

1.

2.

3.


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October 22, 2004

Project ScopeBenefits

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Benefits for the organization

Enable data-driven decision-making

Universal access to data and information reporting tools and templates for all county departments

More effective data access and timely delivery of information for decision-making

Increased accuracy and consistency of the information delivered to management

Consistency across departments in terminology and appearance of data

Alleviates the pressure to replace the FARS and Payroll/Personnel Systems and perhaps extends the life ofthese and other legacy systems

Makes creation of reports (even complex ones) repeatable

Provides Hennepin County with the tools to anticipate problems rather than react to them

Goal alignment across the enterprise

Reduces information latency cost how much time it takes to answer a question

Self-service Web-based queries can provide immediate response to customer service questions

Ability to closely monitor data and maintain internal control over information and data stored in the system

Less duplication of efforts and redundancy of processes

Reduces the cost of doing business by identifying areas for process improvement

Supports future planning and resource allocation

Helps maximize revenue from services delivered to clients

Benefits for the public and business partners

Better decision-making results in better services to the public

More efficient use of county staff time

Benefit to the State of Minnesota through more effective communication with state data warehouses

Possibility of e-government applications allowing constituents and business partners to create their ownqueries and reports via the Web


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Project ScopeDeliverables

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An infrastructure that provides better sharing of information and the countys data assets

A reporting solution that is easy to use for different types of users

A two pronged path for rolling out the solution an early success path to help staff learn the software byaccessing selected data and a longer-term path providing better functionality for experienced users

Training and documentation for the solution

A tool that will assist departments in their performance measurement analysis

A service level agreement recommending internal support structure

A proposed plan for the ongoing maintenance and development of the solution and ways to foster the necessarculture changes

A support infrastructure defining the roles and responsibilities for ongoing internal support

Project ScopeExclusions

The scope of this project does not include the creation of new databases or data collection systems to supply dathat is missing from current county systems

Project ScopeAssumptions

Subject matter experts and other resources will be available according to the project plan

A suitable way to provide for the ongoing financing of the solution will be determined

There is a willingness to change from a department-centered to an enterprise-centered culture at the county

Project ScopeConstraints

Only selected county data will be immediately available to county staff through the solution, other data sourcewill be added over time

There must be sufficient time allowed to work through new issues that will arise when implementing the

solution, such as could arise when accessing the State of Minnesota data and shared index data


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October 22, 2004

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Project ScopeRisks

Effective planning for both initial implementation and ongoing organizational support for this project canmitigate many of the risks involved including:

There is a risk that management is not ready to make decisions based on data

It is important that a tool used for performance measurement reporting not take the place of face-to-face discussions between county staff

Implementation of the business intelligence solution means large scale culture changes for HennepinCounty government and its employees

Change in how many knowledge workers conduct their businessChange from department-centered thinking to enterprise-wide thinking

It is likely some staff will not want to transition from the tools they are currently using to a new one aplan must be in place to know what to do in this event

There are remaining questions about the systems capabilities

Will the solution be easy enough to use for executives and managers?Will the solution be able to access all the information that we need it to access?

Project ScopeCritical Success Factors

This project will be successful if the software solution is adopted as an integral part of the countys everydaybusiness.

What we need to do to ensure this projects success

Secure the support of all department managers

Link business intelligence to enterprise goals

Commit to training county staff members to accept change

Build a high quality, highly useable infrastructure to support the solution and provide links to the datasources

Build a coexistence strategy for using both current and new technologies side by side duringimplementation

Plan for early success in these areas:

Static reporting from FARS and Payroll/Personnel SystemsAd hoc capabilities for managersAssistance with performance measurement and Balanced Scorecard reporting

Plan for ongoing support of the product both organizationally and technically

Reward employees for achieving cross-functional results


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Time and Schedule Estimates

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The following estimates are based on our experience and information provided by business intelligencevendors. This is a preliminary schedule and subject to change. New information may alter the schedule. Theseare the most accurate estimates that are possible at this stage of the project. Some of the activities can beconducted concurrently.

The timeline for this project is projected to be 24 months from the completion of a successful proof of concept.Milestones will be defined in greater detail to evaluate project progress as well as vendor performance.Milestones will be identified in the following areas:

Easy access to enterprise-wide financial, payroll and human resources data with drill down capabilitiesincluding use of extract/transform/load (ETL) technology (Countywide through department/unit access tobudget variance reporting with drill down to transaction level. Popular reports identified and distributedappropriately: FTEs, turnover, vendor lists, and so forth.)

Balanced Scorecard presentation and analysis (All Scorecards connected and populated. Drill down from

top to bottom within county and from strategy map to measure definition and trend data.)

Integration of financial and service data within business lines and departments - Human Services focus(Human Services outcome reporting as they define it; some smaller projects in other areas)

Executive views and alerts - all of the above (Executives and Top 300 managers have dashboard access andalerts that add value to their decision-making)

At milestone dates, progress reports will be provided

Monthly reports to ITGB and project steering committee

1.

2.

4.

3.

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October 22, 2004

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Preliminary Cost Estimates

Note to reader: Cost estimates at the proposal stage are preliminary and subject to change. Additionalinformation gained after proposal acceptance may alter the estimate. We have exercised care to provide the mostaccurate estimates that are possible at this stage of the project.

Payments to the vendor will be based on performance milestones specified in the contractSoftware will be acquired as needed to help control costsThe cost of the redirection of existing resources is not included in the cost of the projectThe cost of internal staffing resources will need to be addressed in the implementation planThe process of learning to use the new tool will be a temporary cost

Item

Software Costs

1st Year Maintenance

Implementation Costs

Travel and Training

Hardware, Depreciation & IT Support

Total

$599,195

$236,044

$345,000

$76,800

$72,000

$1,329,039

Next Steps

The return on investment from business intelligence

comes from the actual consumption of information.To encourage business intelligence informationconsumption, the Gartner Group recommends poolingscarce analytical skills into a single team of specialists:The Business Intelligence Competency Center. Thisteam supports business intelligence tools and processes,developing synergy and efficiencies that the organizationcan leverage for maximum ROI. Team membersshould be proficient in more than one of three coredisciplines: IT skills, analytic skills or business skills. TheCompetency Center collaborates with business areas toachieve strategic goals.

Negotiate a performance-based contract,price and terms with vendor

Consider options for hardware andinstallation of software

Recommend the structure for a BusinessIntelligence Design and ImplementationTeam that may include the following sub-teams:

TechnicalReportingBalanced ScorecardTraining and EducationQuality AssuranceCulture Change

Develop a project plan for implementation and early adoption of the solution

Recommend organizational changes

Create a business intelligence center of expertise in order to maximize the investment and ensure thesuccess and sustained use of the tool. This team could facilitate and coordinate the distributed use of thesolution including training, product administration and promotion.

Additional supporting documentation is available upon request.

funding proposal itgb 1112

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