1 CCSAS Governance An Overview 2007 Annual Child Support Training Conference and Expo September 18, :30 – 12:00

2 Introduction - Background DCSS has instituted a new governance structure for CCSAS. CSS Letter provided the Governance and Communication structure to all IV-D Directors. The structure was designed in consultation with Consortia Executive Steering Committee members and a Governance Restructuring Workgroup.

3 Introduction – Governance Objectives Streamline automation change decision making Maximize limited resources statewide Consolidate local/state subject matter teams to promote collaboration Construct an approach that is integrated with the existing CCSAS Change Control Board (CCB) process Take a long-term approach for addressing changes, issues, and business process

4 Governance Structure

5 Who is the CMCC? Representatives from:  LCSAs  ARS  CASES  DCSS  FTB Supported by DCSS Staff and the CCSAS Project Management Office (PMO)

6 What’s the CMCC’s role? Gatekeeper for CCSAS:  Issues  Problems  Change Requests  Suggestions Make recommendations to Change Control Board (CCB) and DCSS management Ensure cross-workgroup communications

7 Who are the Workgroup Members? Workgroups include representatives from:  DCSS Operations, Program, Technical, and other areas as needed  Small, Medium, and Large LCSAs  ARS and CASES Consortia  FTB Development, Engineering, and Technical  CSE Business Partner (BP)  SDU Service Provider (SP)

8 What’s the role of the Workgroups? Perform analyses and develop recommendations on proposed CCSAS change requests, problems, issues and suggestions Review and prioritize change requests Bi-directional communication with constituents represented Develop alternative processes to system problems Communicate changes to other workgroups as necessary (e.g. Forms, Reports, etc.) Work closely with CMCC to ensure priorities are established and deadlines are met

9 Roles of Workgroup Members Chairperson  Facilitates the Workgroup  Schedules Workgroup meetings  Reviews assigned issues and sets priorities for Workgroup meeting agendas  Consults with other Workgroups and coordinates joint Workgroup meetings as needed  Ensures consensus on Workgroup recommendations  Provides status reports to the CMCC  Elevates unresolved issues to the CMCC

10 Roles of Workgroup Members (continued) Issue Administrator/Scribe  Monitors issues and provides updates to PMO  Works with originating organization to ensure sufficient information is available  Coordinates with Workgroup Chair to develop agenda  Provides the Workgroup members with status updates  Records meeting action items and recommendations  Distributes meeting results to the Workgroup members, PMO, and others as appropriate  Maintains a record of meeting handouts, agendas, and minutes

11 Roles of Workgroup Members (continued) All Members  Provide input and make recommendations based on the best interest of the statewide program  Actively participate in Workgroup meetings  Collect and share information relevant to Workgroup concerns with represented constituents  Identify outside resources that can contribute expertise  Work collaboratively with members of all Workgroups  Reach recommendations through consensus

12 Roles of PMO Establish and maintain the Request for Consideration list Provide information to Chair/Issue Administrator on new Workgroup assignments Communicate workgroup recommendations to CMCC Communicate CMCC recommendations and decisions by CCB or other management teams to workgroups and originating organizations Maintain Governance documentation including relevant plans, processes, and procedures

13 Key Process Elements LCSA Director reviews items before submission LCSA Coordinator submits to PMO CMCC reviews and assigns Requests for Consideration (RFC) to workgroup(s) Workgroups review and make recommendations regarding next steps CMCC recommends next steps to CCB/DCSS management CCB may request Change Request Impact Analysis Package (IAP) or Alternative Process (AP) Workgroups provide subject matter expert input as IAP team members or for AP development Closed loop communications

14 Key Process Elements (continued) Initial Workgroup review considerations:  Impact: Who’s affected? How soon? How often? How much? Consider your constituency’s concerns.  What solutions are possible? Business process change? Policy change? System Change? Alternative Process? Other?  What costs may be affected by the solutions considered? Local? State? Contract? Other?  What’s the best solution for the statewide program at the current time? Long term?  When should this issue be addressed?

15 Key Process Elements (continued) Document the Workgroup’s recommendation  Provide enough information for CMCC and CCB to understand the recommendation  Document outstanding concerns or dissenting opinions  Include information supporting recommendation (legal citations, issue papers, examples, statistics)  Include documents to support implementation of recommendation (drafts of change requests, report specifications, form mockups, alternative processes)  Provide core team members for Change Request IAP teams and review APs

16 CCSAS Issue Escalation Process Escalate “Urgent” issues to Executives  “Urgent” on RFC  Send to CCSASCMCCSupport  Sends immediately to Issue Review Panel

17 Issue Review Panel Process Current review panel members:  Debbie Campora FTB- system knowledge  Bill Otterbeck DCSS- program knowledge  Keith Pepper Marin County- local knowledge Review Panel use priority matrix Results:  Convene Executive Issue Resolution Team  Refer issue to CMCC or  Return to originator with direction

18 Criteria: Escalate Urgent Issue to CMCC Exceeds authority of functional led- cross- process/cross-functional Tight decision timeframe Could significantly impact schedule, cost, performance or certification Highly visible No real progress toward resolution after reasonable time/effort Critical impact to LCSA

19 Change Request Management Process

20 CMCC and WG Process Flow

21 Change Request Process Overview Part 1 – CMCC (Change Management Coordination Committee) Change Request (CR) is introduced to CMCC. CMCC assesses merit of the CR. CMCC forwards CR to CCB, refers to another process, defers or rejects.

22 CCB will accept a CR for Analysis, Implementation, defer or reject. If Accepted for Analysis, IAP (Impact Analysis Package) Team members are identified and IAP due date set. Workgroup members form core of IAP team. Change Request Process Overview Part 2 – Initiating Analysis

23 Documents justification for the change Considers options, impacts, constraints and develops recommended solution Identifies all implementation actions Identifies any potential costs and contract changes Change Request Process Overview Part 3 – IAP Team

24 Once IAP is complete, CMCC reviews and recommends next steps to CCB. CCB will determine next steps. CCSAS PMO will inform workgroups and originating organization of CCB or DCSS Management actions/decisions. Change Request Process Overview Part 4 – CCB Approval

25 Change Request Process Overview Part 5 – Change Request Expectations Change Request implementation is dependent upon funding. Currently there is a cap on funding for change requests. Only the most critical change requests are being funded. The new governance structure is a long-term process with the purpose of including LCSA participation, presenting alternative ideas, and prioritizing.

26 Change Control Board (CCB) CCB is responsible for making all final decisions on CRs Accepts CRs for analysis or implementation Accepts IAPs for implementation Reviews the closure of CRs Actively monitor and assess CRs for which the CCB has responsibility Assigns priorities

27 CMCC Service by Mail Always “Successful”

28 CMCC Service by Mail Always “Successful” CCSAS Project Management Office (PMO) WorkgroupCCSAS Change Control Board (CCB) IAP Team Track and assign number Perform evaluation and develop recommendation Document recommendation Determine next steps Perform impact analysis and develop recommendation Prepare IAP Schedule for CMCC review Review and approve Record decision and initiate implementation CMCC Review and assign to workgroup User submits Request For Consideration (RFC) Review recommendation

29 Request For Consideration – Page 1

30 CCSAS Project Management Office (PMO) Receives Request for Consideration from Change Management Coordination Committee (CMCC) CMCC is assigned to the Request for Consideration (RFC)

31 Workgroup Reviews the Request For Consideration Prepares the Workgroup Recommendation on the Request For Consideration Prepares the Change Request

32 Workgroup Recommendation – Page 1

33 Change Request – Page 1

34 CCSAS Change Control Board (CCB) Reviews the Workgroup’s Recommendation Reviews the Change Request Sends back to Workgroup due to accept for analysis

35 IAP Team Workgroup Chairperson elicits IAP Team members IAP Team reviews the Change Requests and drafts the Impact Analysis Package

36 Impact Analysis Package – Page1

37 Impact Analysis Package – Page 2

38 Impact Analysis Package – Page 3

39 Impact Analysis Package – Page 4

40 Impact Analysis Package – Page 5

41 Final Approval PMO receives IAP completion information and schedules IAP for CMCC review CMCC reviews and recommends approval by the CCB PMO records decision CCB reviews and provides final approval

42 Alternative Processes Alternate Processes are designed to be temporary processes an LCSA or DCSS follows due to a defect in the system or in the absence of an implemented Change Request Sometimes an AP is not possible or feasible APs are developed for both CRs and defects

43 Alternative Processes

44 Alternative Processes (continued) Workgroups support AP development

45 Alternative Process Form

46 Closing Questions Thank You for attending this workshop. Follow up questions:  Send to: