Steering Committee Meeting Sunflower Project Statewide Financial Management System Update July 10, 2009

2 Today’s Topics Project status and activities – Kent Change control – Peggy Measuring Progress – Gary System Acceptance Criteria – Gary Agency Readiness – Connie

3 Project Timeline MayJune JulyAugust September October November December Agencies Complete Interface Mapping “Go-live” less than 1 Year Away! Agencies Develop Interfaces & Make System Changes Configuration Workshops Configure System, Develop Mods Develop Reports, Build Interfaces, Run Data Conversions Conversion Workshops Unit Testing Phase System Testing Phase Agency Interface Testing Phase Build Phase Test Phase

4 Continuing to define and load configuration values from agencies such as Programs and Dept IDs – values are determined via agency assignments and workshops and loaded via spreadsheets Determining remaining change requests for software mods Developing data conversion templates Defining security roles Developing: Test conditions and test scripts Functional designs for modifications Functional designs for reports Formulating preliminary cutover plan Project Status & Activities – Build Phase – Finance Team

5 Continuing to meet with agencies on as-requested basis Monitoring progress of agencies and completion of assignments Preparing for business process workshops with agencies Developing training materials Recruiting trainers and facilities Project Status & Activities – Build Phase – Enterprise Readiness Team

6 Developing technical designs for customizations Developing interfaces Developing technical designs for reports Building and maintaining environments Architecting data warehouse including security Project Status & Activities – Build Phase – Tech Team

7 Time and Labor team held workshop for interfacing agencies (KWP, Aging, KCC/CURB) Identified and prioritized changes to SHARP – approximately 5,500 person-hrs – mostly DISC staff Statement of work drafted for IBARS vendor to support changes to chart of accounts Overseeing integration of set-off in SMART Project Status & Activities – Build Phase – Central Systems

8 Continue meeting with individual and groups of agencies to resolve interface questions Monthly forum to address issues and communicate with interfacing agencies Reviewing project plans to assess agencies’ progress and early identification of problems KWP Business requirements for extensive edit checking of chartfield values KWP will “pilot” use of agency-specific combo edits Will teach KWP how to configure and test edits (approx. 40 person-days over the next six months) KHPA Agency delays in defining Program codes and Dept ID impacting progress on MMIS changes and interface development (EDS) Meeting held with agency leadership to address barriers and obtain commitment to meet key milestone dates Project Status & Activities – Miscellaneous

9 Change orders approved since last Steering Committee meeting Change Control No change requests over $50K since last meeting Credit of $47K for change orders since last meeting

10 Change Control – Remaining Balance Balance of hours for customizations (including all customizations discussed today) Total Accenture hrs used = 15,806 (15,800 last month) Total available contract hrs = 19,130 % Used = 83% (82% last month) % Remaining = 17% (3,324 hours)

11 CRReq’d Estimated Cost 1099 for BPCsYes$17.5K 1099-S and 1099-DIV formsYesState Conversion of BPC cardholder data from UMBTBDTBD Auto-update new or inactive BPC cardholdersTBDTBD SHARP IntegrationYes$50K SHARP Performance TestingYesTBD Strategic Sourcing (bid docs)TBD$50-100K Strategic Sourcing (contract doc versions)TBDTBD Eliminate PortalNo($20-40K) Data Warehouse SHARP HR/Payroll dataYesTBD Financial dataYesTBD Note: May need additional CRs to address new or previously unidentified requirements that don’t surface until testing Change Control – Remaining CRs

12 Project uses several measures of progress Project Plan – completion of activities Budget to actuals Status reports and follow-through on action items Earned Value calculations Earned value calculations are used to breakdown activities in the project plan to very granular tasks which are closely monitored with respect to time Earned value metrics provide early warning of problem areas Measuring Progress Summary

13 Measuring Progress – Test Scripts Test Condition Status Conditions StatusOverall 1. Not Started 2 2. In Progress 2 3. Test Review Module Review Team Review Signed Off 7 7. Cancelled 3 8. On Hold 0 Total Items 134 Summary Finance Team began working OT in early June to complete Cycles 1 & 2 test scripts by mid-July. Test Condition Status Conditions StatusOverall 1. Not Started In Progress 7 3. Test Review Module Review Team Review 4 6. Signed Off 1 7. Cancelled 5 8. On Hold 0 Total Items 86

14 Measuring Progress – Configuration Values Summary Finance Team has created a revised plan that delays some configuration data entry in order to work on functional designs for reports and mods but should finish on-time. Config Data Entry Status Scripts StatusOverall 1. Not Started In Progress Test Review 6 4. Module Review Team Review 0 6. Signed Off Cancelled Deferred 0 Total Items 448

15 Measuring Progress – Reports Summary Finance Team working OT (beginning end of May) to complete 1 st set of (30) contingency reports by mid-July; there are approximately 40 more contingency reports to be designed and developed as well as minor changes to delivered reports. Will complete 1-2 weeks behind schedule. Report Design Status Report StatusOverall 1. Not Started0 2. In Progress1 3. Design Review10 4. Module Review12 5. Team Review3 6. Signed Off8 Total Items34

16 Measuring Progress – Mods Summary Design of mods are beginning to fall behind schedule; Finance Team will be focusing on larger mods since the development time (i.e. lead time for testing) is significantly higher than the smaller mods. Add’l Accenture staff brought on to work on large mods. Work Unit StatusOverallStateAccenture 1. Not Started In Progress Design Lead Review Module Lead Review Team Manager Review Signed Off43 1 Totals (not cancelled)

17 Measuring Progress – Phase 1 Interfaces Summary Design of Phase 1 interfaces were behind schedule in May but with OT and focus most of the schedule has been recovered. Work Unit StatusOverall 1. Not Started0 2. In Progress0 3. Design Lead Review0 4. Module Lead Review0 5. Team Manager Review0 6. Signed Off25 Totals (not cancelled, not on hold)25

18 Measuring Progress – Phase 2 Interfaces Summary Design of Phase 2 interfaces delayed to focus on Phase 1 interfaces. Several additional interfaces added that were missed and several approved to accommodate unique agency needs. Will complete 2-3 weeks late. Work Unit StatusOverallStateAccenture 1. Not Started In Progress Design Lead Review Module Lead Review Team Manager Review Signed Off000 Totals (not cancelled, not on hold)13112

19 Work Unit StatusOverallStateACCN 1. Not Started In Progress Design Lead Review Module Lead Review Team Manager Review532 Totals (not cancelled, not on hold, not direct to build)85 3 Measuring Progress – Conversions Conversions lost momentum in late-May and early-June but are trending upward.

20 Measuring Progress – Business Process Workshops Development of business process workshop material is on schedule. StatusCount Draft Complete23 Finance Review Started24 Finance Review Completed12 To-Be Flows Added (developed by Training Team)8 Agency Impacts Finalized8 Final Review Start0 Final Review Complete0 Dry Run Completed0 Total Items75

21 Measuring Progress – Phase 1 Training Materials Development Summary Enterprise Readiness and Finance Team completed development of Phase 1 training materials ahead of schedule. Training Work Units by Status (coming next week) StatusCount Not Started0 In Progress0 Team Review Complete0 Finance Review Complete0 Complete / Signed Off45 Total Items45

22 Measuring Progress – Phase 2 Training Materials Development Summary Training Team and Finance Team have just begun developing Phase 2 training materials. Training Work Units by Status (coming next week) 2 Build Phase 2 Status Work Unit StatusOverall Not Started171 In Progress91 Team Review Complete60 Finance Review Complete6 Complete / Signed Off0 Cancelled9 Deferred2 Total Items339 Total minus Cancelled330

23 Measuring Progress – Recap The status matrix below provides a recap of the Earned Value metrics Finance Team is working at capacity State Tech Team experiencing learning curve Bottom-line: No impact on key milestones or the “go-live” date due Scope ElementStatusCorrective Actions Test Scripts Cycles 1 and 2 Yellow Finance Team working OT – should finish Cycle 1 on-time (mid-July). Cycle 2 scripts on hold pending progress on reports design. Cycle 1 and 2 scripts will not be needed until testing begins in October Configuration Data Entry Green Functional Design Reports Phase 1 Yellow Finance Team working OT – should finish on-time (mid-July). 2 nd set of reports in the queue. Functional Design Modifications Green Interface Design Phase 1 Green Interface Design Phase 2 Red Phase 2 interfaces are behind. Initiating corrective actions. Data Conversion Yellow Conversion designs are in review stage. Business Process Workshops Green Training Phase 1 Green Training Phase 2 Green

24 System Acceptance Criteria System Acceptance Criteria – State’s official “acceptance” of system –Four subteams (Finance, CSI, Tech, ER) –Each subteam identified 3-5 State team members (internal and external) –Each subteam will need to define what will constitute final “system acceptance” (post go-live) based on: Contract – Exhibit H SOW Success factors Other criteria –Held kick-off meeting and reviewed tasks –Will meet every 2-3 weeks to review development of draft acceptance criteria –Will review early versions with Accenture

25 Agency Readiness Activities

26 Meetings held with agencies: Kansas Health Policy Authority Kansas Department of Health and Environment Corporation Commission Kansas Development Finance Authority Kansas Arts Commission Legislature Kansas Department of Revenue State Treasurer Regents SRS & State Hospitals Kansas Department of Wildlife and Parks And others… Agency Visits and Interactions

27 Upcoming Events July Monthly Interface Technical Meeting Tuesday, July 14, 2009 from 1:00 to 3:00 p.m. The meeting will be held at the Memorial Hall Auditorium, Room 210, 120 SW Tenth Ave., Topeka, Kansas July Monthly Conversion Technical Meeting Wednesday, July 22, 2009 from 9:00 to 11:00 a.m. The meeting will be held at the Landon State Office Building, Room 106, 900 SW Jackson, Topeka, Kansas Data Configuration Workshops Grants Setup Configuration Workshop July 14 – 30 (attend one 2 hour session) Automatic Entry Type and Item Type Configuration Workshops July 27 – August 6 (attend one 2 hour session)

28 Baseline Readiness Assessment 96 agencies responded to questions about readiness for SMART go-live Results help to: –Identify issues or risks across all agencies where additional attention is needed –Identify agencies requiring additional support Sets the baseline for more frequent assessments as go-live approaches.

29 Agency Readiness Assessment Schedule PhaseAgency Readiness Assessment Distributed Design (Base Line) March 16, 2009 BuildSeptember/2009 TestDecember/2010 February/2010 April/2010 DeployMay/2010 June/2010

30 Baseline Readiness Assessment (continued) Agencies analyzed in 6 “Areas of Focus” –Progress on Agency Tasks –Primary Contact's Engagement with Project –Agency's Engagement with Project –Agency Perception of Ability to Achieve Readiness –Effectiveness of Readiness Liaison Relationship –General Comments and Concerns Results based on: –Responses to readiness assessment –Agency type (size, interfaces, etc.) –Project records of task status Generated a readiness analysis for each agency (as shown) Generated summary data from detailed analysis –Analyzed trends and specific areas of need GD = Good SC = Somewhat Critical CR = Critical

31 Baseline Readiness Assessment (continued) Findings include: –Agencies are completing a majority of their tasks on time –Some agencies do not feel they have what they need to move forward with tasks –94% of Primary Contacts are committed to Sunflower Project goals –Increased communication is needed among Change Agents and agency leadership –It is sometimes unclear which tasks and events apply to each agency –Some Change Agents are unclear on project goals or the Change Agent role Next steps include: –Clarify and simplify the Agency Task List –Increase the relevance of communications by targeting the correct audience –Provide clearly stated, actionable next steps for work assigned to agencies –Promote communication among Change Agents to ensure agencies consider all the key factors when making decisions about SMART (for example, related to configuration activities) Going forward… –Continue to respond honestly –This helps identify specific needs to address

32 Shared Services The post go-live support organization will include a shared services center –Will process transactions for participating agencies –Lessons learned in other statewide implementations indicate the need –Similar to approach used by “paper agencies” at SHARP go-live –Not a substitute for support…support will be available to online agencies Criteria for identifying agencies will include: –Low headcount –Low transactional volume –Transactions processed by Dept. of Administration today –Agency desire to participate –Project Team has identified twenty-four agencies who could be potential candidates for the Service Center Determining the funding mechanism to support the services provided by the Service Center

33 Questions and Answers? For additional information on the project, please see the project website:

34 Authority for Change Requests Change Request AuthorityCost ImpactScope ImpactImpact on PS Code Base Schedule ImpactAgency ImpactLaw, Reg, Policy Impact Level 1 Executive SponsorsTBD Any change affecting the “Go-live” date TBDAny changes affecting laws, regulations or other non-A&R policies Level 2 Steering CommitteeChanges over $50K “Significant” impact on project scope (+/-) TBDRecommends changes to Executive Sponsors Level 3 FMS Mgmt Team (CCB)Changes under $50K “Moderate” impact on project scope (+/-) All mods approved by FMS Mgmt Team Any change affecting KITO milestones or other key (internal management) milestones Any decisions/ changes “adversely” affecting agencies Any changes affecting A&R policies and procedures Level 4 Managers All changes affecting cost (+/-) approved by FMS Mgmt Team “Minor” impact on project scope (+/-) “Minor” impact on project activities that do not adversely impact a milestone Configuration decisions benefiting agencies that do not impact cost or do not impact a milestone