I l Implementing ti Statewide St t id Enterprise E t i Applications: A li ti New York’s Statewide Financial Systems October 30, 2014 Statewide Financial System (Internal Use Only) Session Agenda Introduction to SFS Overview of Two SFS Initiatives 1. The SSP Implementation 2. EE1: The 9.2 Upgrade Guiding Principles & Lessons Learned Question and Answer Statewide Financial System (Internal Use Only) 2 Introduction to SFS Statewide Financial System (Internal Use Only) 3 SFS Background SFS launched in April 2012 becoming the financial book of record for the State of New York. One of the largest public sector ERP implementations Created as a merger of two separate initiatives: • FOCAS – The OSC initiative with the goal of replacing the 30 year old Centralized Accounting System (CAS). • NYFMS – The DOB initiative to implement centralized and standardized financial applications across all executive agencies. The launch of SFS enabled the retirement of CAS and over 60 additional legacy financial systems. Statewide Financial System (Internal Use Only) 4 SFS – The System PeopleSoft Financials • General Ledger, purchasing, payables, receivables, contracts expenses, contracts, expenses eprocurement, eprocurement esettlements, esettlements grants, grants billing, project costing, inventory, esupplier connection, deal and cash management • New Additions in the works: g , Real Estate Management, g , Program g o Asset Management, Management, Maintenance Management, Supplier Contract Management, Strategic Sourcing Oracle Data Integrator (ODI) - For data file interchanges Oracle Business Intelligence Enterprise Edition (OBIEE) Statewide Financial System (Internal Use Only) 5 SFS Processing Agencies transact and receive approval through SFS in two ways; online and bulkload 69 out of 78 customer agencies are online: • 33 are fully online • 36 also transmit files to/from SFS (bulkload) • 9 agencies are bulkload only 22,000 vouchers processed daily Over $100 billion in payments a year Statewide Financial System (Internal Use Only) 6 SFS Governance & Oversight Joint Governance Board (JGB) o Provides overall strategic direction and is final decision making authority th it with ith respectt tto th the SFS P Program. SFS Leadership Team o Directs day to day operations Chief Chi f Fi Financial i l Offi Officer (CFO) Ad Advisory i B Board d o Small group of seasoned financial officers that SFS and JGB confers with on topics p of significance g or sensitivity y Change Control Board (CCB) o Provides P id prioritization i iti ti on di discretionary ti change h requests t Statewide Financial System (Internal Use Only) 7 SFS – The Organization Primary Competency Areas • Solution Services o Responsible for solutions – requirements through build • Service Delivery o Helpdesk, production support, business calendar events • Operations and Technical Services o Technical architecture, batch, security, configuration • Enterprise E t i Architecture A hit t and dP Program M Managementt o Alignment with product, PMO services, change/release management, testing, quality and internal control • Stakeholder and Agency Support o Communications, HR, Finance Statewide Financial System (Internal Use Only) 8 Vision for SFS An enterprise financial management system that leverages proven public sector best practices An end-to-end system for accounting, procurement, travel, payments, project costing, financial management, assett managementt and d reporting ti A system that supports enterprise needs and initiatives Greater efficiency, cost savings, and transaction speed with most “shadow” systems retired All “Future Phase” Agencies online* *with the exception of the Legislature and the university systems Statewide Financial System (Internal Use Only) 9 The SSP Initiati Initiative e Statewide Financial System (Internal Use Only) 10 What is SSI / SSP? Supplemental Security Income (SSI) is a Federal program designed to provide income support to help aged, blind, and disabled people who have little or no income income. It is funded and paid by the Federal Social Security Administration (SSA). New York State offers an additional amount referred to as State Supplementary Payment (SSP). This is funded and paid by New York State. Until recently, y this was funded byy the state but administered by the Federal Government. Approximately 700,000 New Yorkers receive assistance payments under the plans. Statewide Financial System (Internal Use Only) 11 The SSP Project On 10/1/2014, New York State took over the administration of the SSP payments. • SFS now processes 700,000 00 000 iindividual di id l SSP payments every month. h • The 700,000 payments are all processed on a single day! SSP Triples the monthly payment volume through SFS! The SSP Project Included: • New Functionalityy • New Business Processes • Performance Optimizations • Performance Testing • Implementation of Operational Procedures Statewide Financial System (Internal Use Only) 12 SSP – Functionality Payment Processing Enhancements • Multi-Payment Vouchers • The Pay Cycle Optimizer • Summary Payment Posting Automating Manual Processes • ACH Notification of Change & Returns • ACH Reconciliation Updated Security Model • New Set ID & Related Security Configuration New Interfaces • Inbound: Multi-Payment Vouchers & Vendor Maintenance • Outbound: Multi-Payment Vouchers & Extract of SSP Recipients Statewide Financial System (Internal Use Only) 13 SSP Timeline 2014 Dec Jan Feb Mar Apr May Jun Jul Aug Sep Go-Live decision due to Feds Func Specs Build & Unit Test Perf Test Planning Initial Perf Test Integration Test Perf Stress Test Perf Baseline Test and Improvements Perf Peak Load Test User Testing MICR test with Bank FDR 5/1 Pilot 6/1 Pilot 7/1 Pilot 8/1 Pilot Vendor File load Statewide Financial System (Internal Use Only) 9/1 Pilot Imp plemnta atFull Vo olume Nov Prenote full SSP 14 EE1 The 9.2 Upgrade pg Statewide Financial System (Internal Use Only) 15 Overview New N Functionality Enterprise E i Services Automation (ESA) eSettlements Re-architecture Procurement Contracts Bulkload Extracts Technical Upgrade Asset Lifecycle Management (ALM) Budget/ Commitment Control PeopleSoft 9.2 Upgrade/ ec o ogy Stack Stac Technology Statewide Financial System (Internal Use Only) 16 Goals of EE1 Towards best practices in procurement: Leverage PeopleSoft procure-to-pay procure to pay automation Enable roll-out of online catalogs, electronic i invoicing i i and d auto-sourcing t i Provide procurement intelligence to achieve significant savings in Non-Personnel Services spending Eliminate “two-step” contract initiation process, use requisitions to encumber funds and use purchase order (PO) as an ordering document Statewide Financial System (Internal Use Only) 17 Goals of EE1 Effective use of budgetary controls within SFS: Use full segregations at budget adoption adoption- Use SFS controls to manage cash instead of relying on partial segregations Agencies will manage cash impacts of procurements using Payment Schedule Projection (PSP) –important new cash tool Sh Show currentt and d future f t commitments it t within ithi SFS for better visibility Pilot spending plans for agencies in SFS Statewide Financial System (Internal Use Only) 18 Goals of EE1 Supporting asset and inventory management: Provide an inventory management solution for the OGS warehouse and storage initiative (July 2015)) Expand the implementation of the asset management a age e t module odu e to suppo supportt lease ease management and the OGS Real Estate Center of Excellence Initiative (October 2015) Provides the foundation for expansion of asset management to other agencies Statewide Financial System (Internal Use Only) 19 Goals of EE1 Supporting project management and costing: DOL is pilot agency coming online using ESA Provides for collection of costs, management of financial and operational information for projects Needed to enable other bulkload agencies with significant federal funding to come online Statewide Financial System (Internal Use Only) 20 EE1 Project Timeline Nov-Dec Jan-Feb Mar-Apr May-Jun Jul-Aug Sep-Oct Nov-Dec Jan-Feb 2013 2014 2014 2014 2014 2014 20 14 2015 Integ. Test Planning Phase First Look L k Design Phase UAT Train-theTrainer Admin. Training Build & Unit Test Apr 2015 Agency Training New User Training Go o Live Strategy Phase Mar 2015 Cutover Workshops FDR Soft Freeze Prep Cutover Hard Freeze Statewide Financial System (Internal Use Only) 21 Enterprise E t i Implementations: p Guiding Principles & Lessons Learned Statewide Financial System (Internal Use Only) 22 Guiding Principles & Lessons Learned The Full Dress Rehearsal (FDR) Adding Addi Visibility Vi ibilit to t Actual A t l Ti Time S Spentt Maintaining Organizational Focus Clarifying Project Governance Managing Acceptance Testing Statewide Financial System (Internal Use Only) 23 The Full Dress Rehearsal (FDR) Focus on a specific business event or activity. End E d tto end d ttestt using i final fi l system t components. t Utilizes a clone of the production environment. Simulate all production activity related to an event. • System Activity, Activity Approvals Approvals, Communications Communications, etc etc. Activities are performed by the end users in a mock production environment environment. Statewide Financial System (Internal Use Only) 24 The Full Dress Rehearsal (FDR) SSP EE1 • One FDR was successfully completed. • Production clone taken after all • migrations were complete. complete • • FDR included operational and end user participation from: • • • • • • SFS OSC Treasury OTDA ITS K B Key Bankk • One Full 24/7 FDR is scheduled for 45 days prior to Production Cutover event Planned to mimic the actual cutover event as closely as possible. FDR participant will include: • • • • SFS/OSC/DOB Lead Agencies Other Agencies End-to-End Process tested several times prior to FDR, including 7 “MTP” tests Statewide Financial System (Internal Use Only) 25 Tracking Actual Time Spent All SFS associates and consultants track actual time within pre-defined categories. 1.0 Production Support 2.0 Business Events 3.0 Enterprise Initiatives and Mandates 4.0 Change Control Board Initiatives Enables accurate operational planning. Assists with budgeting g gp process. Improves estimating procedures. Everything takes longer than expected. expected Statewide Financial System (Internal Use Only) 26 Dashboard – Resource Allocation SFS Portfolio Categorization: • 1.0 –Production Support, “Lights Lights-On On” and Admin. Admin • 2.0 – Business Calendar Events • 3.0 – Enterprise Initiatives and Mandates (Legal & JGB) • 4.0 – CCB Initiatives and Enhancements CCB Initiatives and Enhancements 3% Enterprise Initiatives & Mandates 41% Production Support 53% Business Calendar Events 3% Reporting Period: 6/1-6/28 Statewide Financial System (Internal Use Only) 27 Dashboard – Resource Allocation SFS Portfolio Sub-Category 1.0 - Production Support & “Lights-On” Reporting Period: 6/1-6/28 4.0 3.1% Incidents 12.8% Defects 1.7% SFS Enhancements 0.2% Internal Process Improvements 2.6% Production Improvements 0.0% Production Support 3.4% Reconciliation/OOB Support 0.2% Communications & SFS Internet Support 1.5% Office Support and Staff Meetings 3.2% Pl Planning i & Prioritization P i iti ti 6.2% Customer Outreach 0.7% 3.0 41.1% Migration Management, Desktop Services, Internal Controls & A Auditing diting Support S pport 2.5% Requirements gathering / functionality research 0.5% Knowledge Transfer 5.4% Key: 2.0 – Business Calendar Events 3.0 – Enterprise Initiatives & Mandates 4.0 - CCB Initiatives / Enhancements 2.0 2.4% Time Off 10.0% User Group & Agency Meetings Supervisory Management 1.4% 1.0% Statewide Financial System (Internal Use Only) 28 Production Support & Organizational Focus Building focus and flexibility into the organizational structure Balance Production Support & Project Work Build Knowledge Transfer into Project Structure “Marry” y Application pp Development p Skills with Business Analysis Skills Statewide Financial System (Internal Use Only) 29 Production Support & Organizational Focus Competition for the same skillsets. IInitial iti l organizational i ti l structure t t th threaded d d production support across all units. • Support interruptions consistently impacted project team deliverables. • Lack of clarity in support incident ownership • Customer issues bounced between units • Project j milestones delayed y Statewide Financial System (Internal Use Only) 30 Production Support & Organizational Focus Initial Organizational Structure Technical S i Services Business T Team Application D Development l t Help Desk Technical D i Design Level 1 Customer Support DBA Functional T ti Testing Build Level 2 Customer Support Defect A l i Analysis Defect A l i Analysis Defect Analysis & Resolution Incident Escalation E l ti Production S Support t Production S Support t Production S Support t Software Ad i i t ti Administration Functional D i Design Statewide Financial System (Internal Use Only) 31 Production Support & Organizational Focus Initial Organizational Structure Technical S i Services Business T Team Application D Development l t Help Desk Technical D i Design Level 1 Customer Support DBA Functional T ti Testing Build Level 2 Customer Support Defect A l i Analysis Defect A l i Analysis Defect Analysis & Resolution Incident Escalation E l ti Production S Support t Production S Support t Production S Support t Software Ad i i t ti Administration Functional D i Design Statewide Financial System (Internal Use Only) 32 Production Support & Organizational Focus Updated Organizational Structure Solution Help Technical Services Desk Services POST PDST Software Administration Functional & Technical Design Level 1 Customer Support Production Support Defect Analysis DBA Build & Test Incident Escalation Incident Management Defect Testing 1. Created Solution Services • 2. Merger of Business and Development Teams Created Two New Support Teams: • Production Operational p Support pp Team ((POST)) • Production Defect Support Team (PDST) Statewide Financial System (Internal Use Only) 33 Production Support & Organizational Focus Statewide Financial System (Internal Use Only) 34 Project Governance Scope & Impact Documentation Stakeholder Analysis Project Charter / Project Management Plan • Dedicated D di t d R Roles l /D Decision i i M Makers k • Percent allocation • Colocation Project Officers & Dedicated Project Manager(s) • Executive Representation • Empowerment Statewide Financial System (Internal Use Only) 35 “Enterprise” Project Governance Executive Decision Makers K Stakeholder Key St k h ld U Unit it Optional Delegated Decision Maker Project Management Key Stakeholder Unit Key Stakeholder Unit Key Stakeholder Unit Dedicated D di t d D Decision i i Facilitator Dedicated D di t d D Decision i i Facilitator Dedicated D di t d D Decision i i Facilitator Project Staff Project Staff Project Staff Project Staff Project Staff Statewide Financial System (Internal Use Only) Project Staff Project Staff 36 Managing Acceptance Testing Testing vs. Training • Separate Testing and Training Plans for each project • Specific goals, entrance and exit criteria established for each. Manage g Test Personnel • Balance inclusion of the right testers with inclusion of all possible testers. • Not all user testing is user acceptance testing testing. • Staff accordingly in order to accomplish goals outlined in testing plan Manage Test Environments • Balance additional overhead of numerous environments with ability to effectively test. Statewide Financial System (Internal Use Only) 37 Questions and Answers Questions may be directed to: [email protected] or Ri h d Th [email protected] @SFS NY GOV Statewide Financial System (Internal Use Only) 38
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