1. Steering Committee Meeting Sunflower Project Statewide Financial Management System Update May 14, 2010

2. 2 Today’s Topics Project status and activities – Kent Setting Expectations – Kent Change control – Peggy Cutover Strategy – Peggy Remaining Scope, Data Warehouse, Agency Reporting Needs, Executive Dashboards, End User Testing, Production Support Model and Agency Interactions – Gary Production Support Model – Gary Shared Service Center – Pam Fink Training Update – Connie Agency Readiness and Up Coming Events – Connie

3. 3 Project Timeline March April May June July End Interface Testing Testing Phase End User Testing Cutover Phase Load SMART and SHARP with Production Values Go-live for SHARP II Agency Report Development End User Training Close STARS Operational Readiness Testing Load Budgets Data Conversion Go-live for SMART

4. 4 Status of Defects and Fixes With over 98% of all testing complete, defect fixes are trending in the right direction… Approximately 75% of remaining defects are “medium” and “low”

5. 5 Status of Defects and Fixes Regression testing is well underway Approximately 75% of remaining defects are categorized as “medium” and “low”

6. 6 Fixing defects Regression testing Cut-over activities Supporting Dress Rehearsal and Operational Readiness Testing Loading configuration values Testing financial data in data warehouse Supporting Help Desk and Training – as needed Developing job aids and business process maps Agency reports Policies and procedures CAN briefings Working with agencies, e.g. cash management, allocations Project Status and Activities - Finance Team

7. 7 Completing remaining three web-based training courses Web-based training in progress (2,000+ students) Instructor-lead training in full swing (2,348+ students) Help desk training support staff trained and being tested in ORT Monthly Change Agent Network meetings (CAN #12 held yesterday) May monthly newsletter published Meeting with agencies to discuss agency readiness; met with 23 agencies over past month Deployed training sandbox Project Status & Activities – Enterprise Readiness Team

8. 8 Fixing defects Completing final mods; almost all mods now assigned to State Completing performance testing and final tuning Assisting agencies with data conversion cutover Beginning work on agency reports Supporting ORT using Production Support Model Continuing to load approximately 5,000 end users for Go-Live security (core users and employee self-service for Time and Labor and Travel and Expense modules) Project Status & Activities – Tech Team

9. 9 Adding an enhancement to an IBARS interface Continue testing Regents payroll files as part of ORT Project Status & Activities – Central Systems

10. 10 One more monthly data conversion workshop in June Building out Shared Service Center Completed developing production support processes (with DISC) including roles and responsibilities during transition and will use during ORT Continue knowledge transfer with central agency personnel (DISC, A&R and DoP) Size of project team continues to decrease as Accenture staff roles off and some State staff take jobs with agencies Project Status & Activities – Miscellaneous

11. 11 Setting Expectations

12. 12 Expectations Setting – Features and Functionality So far this project has gone very well relative to other similarly large and complex projects But, we have not been without bumps in road: 1.Several agencies would like different workflow configurations that more closely match what they are doing now The software can accommodate many workflow routings but for “go-live” we could only provide several standard routings; there will be opportunities in the future to evaluate adding additional workflows 2.Training requirements for some agencies’ supervisory roles may be excessive Supervisors who simply approve travel requests or vouchers (but cannot make changes) may not need to know GL; the curriculum will be reviewed and some of the requirements (for certain roles) scaled back

13. 13 Expectations Setting – Features and Functionality 3.Agencies would have liked to practice end-to-end transaction processing in a fully configured environment including agency values, workflow and security Due to the complexity of configuring and maintaining multiple environments and the timeline we are all working towards, we are not able to provide 4.As delivered by Oracle, the data warehouse has data spread across multiple areas which are difficult to link in a single report Project team enhancing several key subject areas in the data warehouse such as AP, AR and GL to make agency ad-hoc reporting easier; there will be incremental releases of these enhancements after Go-Live

14. 14 Expectations Setting – Support Despite tens of thousands of hours of testing by our team and agencies there will be issues that will need to be fixed at Go-Live There are many points of failure for a transaction from an agency interface or on-line entry, through multiple modules, through security, workflow budget checking, to the desired outcome, e.g. check/ACH or deposit We will need to address issues as they arise collaboratively The first step is attempting to resolve the issue is for end-users to use the tools provided (job aids, training materials, UPK) Knowledgeable personnel at your agency are critical as a 1 st line of support For escalation to the Help Desk – provide good descriptions of the issue and the urgency Be patient, but not too patient; if it is a critical transaction or reporting issue and it is not being attended to in a timely manner then use the reply feature within the Help Desk Software to communicate and convey the critical nature of your incident to the analyst assigned to your ticket

15. 15 PRODUCTIVITY TIME END of JULY/AUGUST: “I’m learning SMART and starting to get comfortable; this might just work” BEYOND OCTOBER: “I’m learning how to use more advanced features of SMART to meet agency business challenges; I’m excited!” MAY/JUNE “I can do this task in 10 minutes” JULY/AUGUST: “This takes me 2x -3x longer than the way we used to do it; I’m confused and frustrated” AUGUST - OCTOBER: “I know SMART better and shortcuts; I’m back to where I was; I can do this task in 10 minutes” Expectations Setting – Productivity Impact

16. 16 Change Control

17. 17 Change orders approved since last Steering Committee meeting Change Control

18. 18 SMART Cutover Strategy

19. 19 High-level Cutover Timeline May June JulyAugust Agency Data Conversion & Validation STARS Shutdown 06/29 Last day for Agencies to send interface transactions in STARS; 07/06 last day for direct entry (2010 transactions) into STARS SMART Go-live SHARP Cutover 06/23 Go-live for Time and Labor and SHARP II open to all users 07/01 Agencies enter 2011 Transactions in SMART Preparation & Administrative Activities Load Appropriation & Op Budgets into SMART SOKI Shutdown 07/06 Last day for Agencies to Enter Deposits in SOKI Load Purchase Orders/ Encumbrances into SMART

20. 20 Cutover Stages Performance Testing identifies batch and on-line process that do not complete within an acceptable time. Performance issues are not uncommon in large implementations of PeopleSoft. There are various remedies for addressing performance issues and there is an experienced team from Accenture working on performance tuning. Performance testing has been on- going for two months and is expected to continue until the end of May. End User Testing Completed! 30 agencies executed 486 scripts in 12 days! (approximately 40 scripts per day) It took a great effort on the part of the agency users and the Project subject matter experts to get all this work completed in the short time allotted. In spite of network problems and power outages, they got it done. THANK YOU! Dress Rehearsal – a full sequence of cutover activities executed in the same time windows, i.e. 24x7 and weekends – is complete. Learnings from this activity have been built into the Cutover Checklist.

21. 21 Cutover Stages (continued) Operational Readiness Testing Began May 10 th and simulates operations in the production environment and day-to-day processing, including: help desk, batch scheduling, and select interfaces. This is a three week exercise that ends May 28 th. Deployment is the set up of the SMART system and will run from June 1 st through July 30 th

22. 22 Key Agency Final Conversion Dates Final Data Conversion Files Due Dates: Pre Go-Live June 4 – Customer File (Task ID 302) June 4 – Projects File (Task ID 306) June 11 – Purchasing Contracts File (Task ID 305) June 16 – Asset File (Task ID 303) –Capital assets received between 6/16/10 and 6/30/10 will need to be entered online in SMART after Go-Live. Agencies should retain a log of their assets from this time period and may use the Asset Data Entry Template to enter them into SMART. FINAL CONVERSION MEETING – June 14 th 2:00-3:00 DSOB Auditorium Post Go-Live July 16 – Pending Items File (Task ID 304) July 16 – SMART closes at 2:00 PM for conversion of STARS balances and encumbrances

23. 23 Key Interface Dates Interface Dates for agency-facing interfaces: June 7 – Begin daily execution of INF01 – Vendor Download (Task ID 307) –From June 5 to June 30, all new vendors will needed to be added by Accounts and Reports in STARS. Starting July 1, agencies can add vendors in SMART. June 8 – Begin daily execution of INF15 – ChartField Extract (Task ID 308) June 28 – Begin bi-weekly execution of INF42 – Time & Labor Interface July 1 – All other agency interfaces begin (Task ID 292)

24. 24 Year End Processing Informational Circular No. 10-A-014 is available on the A&R website –Provides dates for closing FY2010 and beginning FY2011 –http://www.da.ks.gov/ar/infocirc/fy2010/Ic10a014.htmhttp://www.da.ks.gov/ar/infocirc/fy2010/Ic10a014.htm All FY2011 transactions must be processed in SMART –FY2010 transactions must be processed in STARS –STARS and SOKI will not accept FY2011 transactions Closing Dates –STARS will close on July 6, 2010 Payment vouchers must be entered by noon DA118s and DA107s must be entered by 6PM The cutoff for FY2010 dataset transactions into STARS is noon on June 29 –SOKI will close on July 6, 2010

25. 25 Year End Processing (continue) Contact A&R with questions about: –Closing FY2010 –FY2010 transactions in STARS and SOKI Contact Randy Kennedy at 785.296.2125, Randy.Kennedy@da.ks.gov Contact the SMART Help Desk with questions about: –Opening FY2011 –FY2011 transactions in SMART

26. 26 Remaining Scope, Data Warehouse, Agency Reporting Needs, Executive Dashboards, End User Testing, Production Support Model and Agency Interactions

27. 27 Test Sequence & Schedule Test StageStart Date Finish Date Jul 09 Aug 09 Sep 09 Oct 09 Nov 09 Dec 09 Jan 10 Feb 10 Mar 10 Apr 10 May 10 Jun 10 Unit Test7/1/0910/23/09 Assembly Test11/3/0911/30/09 Conversion Test10/30/094/16/10 System Test11/2/094/16/10 * Interface Test9/1/092/1/10 Performance Test 11/2/094/16/10 End User Test1/1/104/30/10 Disaster Recovery Test 2/1/104/16/10 Operational Readiness Test 4/1/106/11/10 Functional Team Dev. Team Interface Team Conversion Team Technical Team All Teams * Extensions granted to specific agencies beyond 3/15

28. 28 Remaining Scope Elements in Design or Build Three remaining Tech work units –Two functional mods in review cycle –One report Several new (minor) CRs added to scope based on testing Additional reports (for agencies) will continue to be designed, built and tested using State resources over next two months

29. 29 Ensure SMART and SHARP are secure from unauthorized access by State employees, the public and hackers Project team and DISC participated in vendor selection and have been supporting exercise for past three weeks Performed external and internal scans of network Performed review of code modifications Preliminary findings: –State has one of the “tightest” network security environment’s that the vendor has ever seen –No “show stoppers” have been identified Vulnerability Assessment and Penetration Test

30. 30 End User Testing End User testing conducted for four weeks in April for SMART and SHARP Conducted in test lab Twenty-nine agencies participated 486 test scripts executed! Agency #Agency Name # of EUT Scripts 034ADJUTANT GENERAL7 039AGING, DEPARTMENT ON29 046DEPARTMENT OF AGRICULTURE21 083ATTORNEY GENERAL-KANSAS BUREAU OF INVESTIGATION26 171KANSAS HEALTH POLICY AUTHORITY26 173DEPARTMENT OF ADMINISTRATION32 173aDEPARTMENT OF ADMINISTRATION - DISC19 264DEPT OF HEALTH AND ENVIRONMENT36 270HEALTH CARE STABILIZATION FUND BRD OF GOVERNORS2 276DEPARTMENT OF TRANSPORTATION12 280HIGHWAY PATROL25 296DEPARTMENT OF LABOR37 300DEPARTMENT OF COMMERCE32 331INSURANCE DEPARTMENT10 350JUVENILE JUSTICE AUTHORITY9 363KANSAS NEUROLOGICAL INSTITUTE4 365KS PUBLIC EMPLOYEES RETIREMENT SYSTEM18 367KANSAS STATE UNIVERSITY3 379EMPORIA STATE UNIVERSITY1 410LARNED STATE HOSPITAL3 450KANSAS LOTTERY3 565DEPARTMENT OF REVENUE31 622SECRETARY OF STATE18 629DEPT OF SOCIAL & REHABILITATION SERVICES25 634STATE CONSERVATION COMMISSION11 652DEPARTMENT OF EDUCATION5 670STATE TREASURER8 677JUDICIAL BRANCH10 710KS DEPARTMENT OF WILDLIFE & PARKS18 715WICHITA STATE UNIVERSITY5

31. 31 End User Testing Seventy-eight defects identified and logged by agency testers All but six defects have been resolved State team members supported agencies during testing ModuleResolvedUnresolvedTotals AM404 AP240 AR819 GL718 PC729 PO13114 SI000 SO202 TL718 PT000 Totals72678 Big THANKS to agencies for participating!

32. 32 Reporting - SMART Reporting in SMART will be accomplished with several reporting tools and options Each option has specific capabilities and can be correlated to specific report request types –Production PS On-line Inquiries Custom and Delivered SMART Reports Custom and Delivered SMART Queries –Data Warehouse Agency Access to SHARP Data HR and Payroll Super Subject Areas for Fiscal Data (AP, AR, GL or PO) Delivered Subject Areas Delivered Set of Executive/Management Dashboards

33. 33 Reporting - Production Production reporting options are run by agencies in SMART, data is same day and available for all modules. Queries and Reports are created centrally with dynamic prompts On-line Inquiry, over 100 –Often used for quick ad hoc answers such as what is the check number of a particular payment –In some modules there are on-line inquiry tools that provide an opportunity to search for transaction level detail which can be exported to excel Query, delivered and custom –Used for quick ad hoc answers –Used to retrieve a rows of transactional data that does not need to be pre-formatted –Can be exported to Excel, html, pdf and csv Reports, delivered and custom, over 150 (includes queries) –Used for daily, weekly or monthly reports requiring a consistent format –Can be exported to Excel, html, pdf and csv

34. 34 Data Warehouse – State Expectations Provide agencies with ad-hoc assess to all of their transactional data Provide analytical capabilities to summarize and analyze aggregate transactional data, i.e. trends Provide executive and management dashboards that (with a minimal number of “clicks”) answer important management questions to support decision-making

35. 35 Data Warehouse Enhancements Data from SHARP and SMART is Extracted, Transformed and Loaded into the data warehouse Each Mart in the Data Warehouse contains multiple subject areas As delivered, data cannot be consolidated to meet agencies’ ad-hoc needs Multiple reports are required to answer basic transactional questions Production Source Systems SHARP SMART HCM Mart SCM Mart FIN Mart Data Warehouse FIN Mart SA 1 SA 2 SA 3 SA n

36. 36 Data Warehouse Enhancements Project will create 3 - 5 enhanced subject areas (SA) This will provide consolidated data which can be accessed by agencies using the DW reporting/query tools for agencies’ ad-hoc access to their data FIN Mart SA 1 SA 2 SA 3 SA n FIN Mart SA n Consolidated & Modified SA

37. 37 Data Warehouse Enhancements – Proposed Cost Estimated cost to modify 3 Subject Areas –Approx 240 hrs ($47K) per custom subject area = $141K Previously approved modifications: –CR163 approved at last SC meeting for up to $50K –Approved/unspent = $55K Accenture contributes approx $50K State gets a custom data warehouse for no add’l $ If State elects to modify a 4 th Subject Area, Accenture will contribute $25K (50%) If State elects to modify a 5 th Subject Area, the State will be responsible for the total cost ($50K)

38. 38 Reporting – Data Warehouse Data Warehouse reporting options using BI Answers, data is as of prior day. Report requests and dashboards can be created by agencies Agency Access to SHARP Data HR and Payroll –Report on analytics Headcount total by Department ID Total Comp time paid by Department ID OT hours and earnings by job code Agency Access to SMART Fiscal Data –Report on analytics such as Outstanding Accounts Payable Expenditures for top 10 vendors Deposit / receipts amounts Delivered Set of Executive/Management Dashboards –Dashboards provide key analytics for agency leadership and fiscal officers by day, week or month

39. 39 Preliminary Design of Agency Executive Dashboards Workforce Profile Workforce Compensation & Agency Payroll Financial Administration & Fiscal Management Headcount total, by Dept ID (class & unclass) Employees by location by Dept ID o Employees by age, ethnicity, gender, length of service o FTE over/under FTE Limitation o Filled & vacant position w/ incumbents Personnel actions (hires, terms, rehires, retirements, transfers, promotions and demotions) within the agency (Dept ID) over past o List of job openings opened and closed during the last quarter Turnover by job class & by reason code List of retirement eligible employees over next Employees by annual salary Avg salary by class and unclass and by Dept ID o All leave hrs charged vacation, sick, comp, shared leave, etc per employee o Leave balances for employees and how close to max o Employees w/ leave w/o pay in Total comp time by Dept ID Vacation, sick, comp time payouts by Dept ID & employee Total hrs worked by Dept ID, employee compared w/ last Total payroll for compared w/ last qtr, last year, by Dept ID, project/activity Earnings, deductions, taxes by employee for, or date range Total earnings, Regular, OT, and all other earnings by Dept ID, job code, employee by o Number of hours charged during to a project/activity/source type and TRC by Dept ID and employee o Total Gross Pay by employee by Dept ID o Number of hours charged by project/activity/source type and TRC by Dept ID and employee OT hours and earnings by job code OT hours & earnings by Dept ID, project/activity by and by employee OT or comp time in last by employee OT by Dept ID and employee for compared with last year o Employees currently participating in health insurance coverage and @ what levels (for budgeting) o Total KPERS deductions (employee and employer contribution) by year by Dept ID o # of employees in union Can be provided with currently planned subject areas o Will require modification/enhancement to subject area Fund balance as of Change in Fund balance Budget vs. expenditures by Fund/BU Expenditures by Top five expenditures against a in a given Outstanding A/P and encumbrances Expenditures for top 10 vendors over Total pending amount per vendor # of AP matching exceptions approved for payment # of out-of-state travel events by employee and amount over # of in-state travel events by employee and amount over Outstanding travel authorizations Outstanding cash advances Expenses incurred by airfare, car rental, lodging, meals Deposit/receipts amounts, payment ID, customer, Item ID, date Receivables balance by customer and amt Project/activity budget vs. actual Revenue booked to a project by sponsor incl Fund/BU/Program Employee hrs billed to a project/activity Expenditures billed (in GL) but not collected Draft

40. 40 Reporting Strategy & Approach Steps – Task ID 265 Sunflower Project Team has met with all agencies to review critical reporting gaps For agencies with similar reporting gaps, reports are being designed and developed centrally to economize After attending training in mid-May agencies will be able to develop agency- specific reports in the data warehouse – report development environment will be available in late-May but will be lacking data Critical agency reports needed for Go-Live will (in most cases) be developed by the Sunflower Project; this will place additional and unplanned work on the reports development team

41. 41 Production Support Model

42. 42 KPERS Successfully completed two weekly parallel tests Successfully completed one monthly parallel test with 2 nd in process during ORT KDOT – resolving reporting gaps Aging/KHPA/DOL – completing configurations for allocations Agency Interactions

43. 43 SMART Shared Services Center

44. 44 Service Center: Filling the need for Small Agencies Training Professional Accounting Staff The Success of the “It’s not an all or nothing” Approach Safety net for small agencies 32 Agencies Participating in Service Center 20 agencies are fully participating State Library Board of Pharmacy Board of Accountancy Board of Cosmetology Many other agencies… SMART Service Center

45. 45 11 agencies are participating in select modules Office of the Securities Commission Animal Health Department Behavioral Sciences Regulatory Board Governmental Ethics Board INK participation Staffing the Service Center Service Center Kick-off for participating agencies held May 4, 2010 Pre-Go Live Activities Team meetings Agency meetings Transition for Agencies Steady State SMART Service Center

46. 46 Training Update

47. 47 End User Training Session Averages Week of May 3, 2010 through May 7, 2010 Average for: Results Evaluation of Course Content 3.97 out of 5 Evaluation against Course Objectives 3.97 out of 5 Evaluation of Instructor 4.27 out of 5 Although scores were high there is opportunity for improvement, e.g. –Instructor paced the class well and offered her time after the session was over. Easy to follow guide and information. –Felt the instructor rushed thru the course - hard to follow along with instructions. Got lost more than once.

48. 48 Web-Based Training

49. 49 SMART Support & Agency Updates

50. 50 SMART Support The SMART Help Desk went live on Monday, May 10 th ! All questions or incidents related to SMART should now be routed to the SMART Help Desk. SMART Help Desk analysts will be available during the hours of 8:00 a.m. to 5:00 p.m. Monday through Friday. The Help Desk’s hours of operation will be expanded closer to go-live. Utilize the Sunflowerfms@da.ks.gov email only for Agency Go-live Readiness Checklists, role mapping updates, or if specifically directed to in Sunflower Project emails. All other communication should be directed to the SMART Help Desk.Sunflowerfms@da.ks.gov

51. 51 ServiceDesk Links on SMART Website

52. 52 Future Change Agent Network Meetings Change Agent Network Meetings 1:00 PM to 4:00 PM CAN13: June 7, 2010 (Task ID 114) Finance Topic: General Ledger CAN14: June 21, 2010 (Task ID 116) Held at the Topeka and Shawnee County Public Library, Marvin Auditorium 101ABC

53. 53 Future Conversion Meetings June 14th 2:00-3:30 PM(Task ID 251) The meeting will be held in Docking State Office Building, Auditorium

54. 54 Agency Go-Live Readiness Regular Updates Updates are due every two weeks until your checklist is complete Questions about the Agency Go-Live Readiness Process or the Checklist? –Email sunflowerfms@da.ks.gov or your Agency Readiness Liaisonsunflowerfms@da.ks.gov

55. 55 Questions and Answers? For additional information on the project, please see the project website: http://da.ks.gov/smart

56. 56 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