1. Steering Committee Meeting Sunflower Project Statewide Financial Management System Update March 13, 2009

2. 2 Today’s Topics Project status and activities – Kent Project decisions – Kent Change control – Peggy Agency visits and interactions – Gary Data warehouse and reporting – Gary

3. 3 Project Timeline January February March April May June July End Design Phase & Begin Build Phase Interface Standards Complete and Published to Agencies 1 st Set of Environments Available End Analyze Phase & Begin Design Phase “Go-live” only 1 Year Away! Agencies Begin Working on Interfaces and Systems Configuration Workshops Configure System, Develop Mods Develop Reports, Build Interfaces, Run Data Conversions Change Agent Launch

4. 4 Building out phase 2 of the Project Plan which includes activities for Build, Test and Deploy phases; submitted to KITO Working on Design phase deliverables All major milestones are on-schedule or ahead of schedule: All Analyze phase deliverables accepted Interface standards Configuration design Reporting strategy finalized and developing list of prioritized reports and queries Project Status and Activities

5. 5 Training plan under development – developing roles and associated training curriculums Developed and presented options for the Post Go-live support organization Personal Learning Plans being developed for State project team members Project Status and Activities

6. 6 Initial security configuration involves defining roles and assigning individuals to roles Security administration involves adding/removing individuals to and from established roles due to personnel changes and reorgs Three options considered for security administration: 1.Centralized – security administered by central support org via agency requests 2.De-centralized – agencies administer their own security 3.Hybrid – select agencies administer their own security Project Decisions - Security

7. 7 Decision made by Sponsors and project leadership to use centralized security model to reduce the impact on agencies and maintain central control at “go-live” Consider delegating limited aspects of security to select agencies at a future time Survey sent to agencies: Most large agencies favored de-centralized security Smaller agencies do not want to be responsible for security admin Workflow administration is closely linked to security and will also be centralized Project Decisions - Security

8. 8 Configuration of G/L Business Unit is a cornerstone project decision Two options: 1. One G/L business unit for all agencies 2.Assign each agency its own business unit A single G/L business unit primarily benefits A&R by decreasing system maintenance and statewide reporting Project Decisions – General Ledger Business Unit

9. 9 Benefits to agencies of multiple business units are increased usability and flexibility: Agencies will only see their agencies’ values in dropdowns for chartfields, e.g. Departments, Funds, Program(s), Projects, Locations and Agency Use Agencies will be able to define their own chartfield edits Agencies will be able to maintain their own allocations in the future if it is decided to de- centralize this function A&R/DOB will be able maintain control of central business processes such as changing statewide chartfield values, appropriations, approvals of interfunds, transfers, opening and closing of accounting periods Using multiple G/L business units meets the intent of a key Sunflower Project objective: Strike a balance between central policies, business process standardization, best practices and decentralization – enabling agencies to configure some elements of the system specifically for their agencies, i.e. workflow routing, budget thresholds, and attempt to address the concerns and needs of large and small agencies alike. Project Decisions – General Ledger Business Unit

10. 10 Finalize chart of accounts Method for interfund processing Method for end-of-year encumbering Pending Project Decisions

11. 11 Change orders approved since last Steering Committee meeting Change Control

12. 12 Request approval for proposed change orders greater than $50K Deposit Approval Scope: modifies deposit control page to include controls for agency and STO to require that deposits be approved before the funds are available to agencies to spend Requirements: AR 012.000 – System provides the ability to accommodate workflow for deposit approvals. AR 135.050 – System provides the ability to record the receipt amount to the correct account upon entry of the receipt transaction. The date elements include: name/ID of agency approver. AR 141.000 – System provides the ability for on-line review of all items in a receipt batch before the batch is posted. AR 152.000 – System provides the ability for daily approval and clearance processes for previously unidentified receipts held in clearing accounts. Impact of not approving the change: deposits will be budget checked and funds will be available for spending before the agencies or STO has verified the actual deposit Cost: $138K fixed-price Change Control

13. 13 Request approval for proposed change orders greater than $50K: Deposit Release Page Scope: creates a new deposit control page that displays a sum of all deposits approved by STO for a specified date which have not been released. An approval for this daily deposit group will be provided and only the deposits included on the approved daily deposit page will be made available for budget check. Requirements: AR 245.00: The system allows for the State Treasurer to approve all balanced deposits for a specified date before the deposits are budget checked. Impact of not approving the change: deposits will be budget checked and funds will be available for spending before STO has verified the actual money against the deposit Cost: $58K fixed-price Change Control

14. 14 Request approval for proposed change orders greater than $50K: Asset Management Contract Scope: there is not a method to review or attach service agreements (maintenance contracts) to specific assets. This change request creates a new page that is similar to the Asset Warranty page but would utilize the data entered for Maintenance Contract Terms. Requirements: AM 181.00: System provides the ability to associate a service agreement to a specific asset. Impact of not approving the change: there will be no systematic way to relate an asset to the service agreement. This limits the functionality of the service/maintenance processes. Cost: $91K fixed-price Change Control

15. 15 Balance of hours for mods and enhancements Total Accenture hrs = 7,065 (including 3 above) Total Available hrs = 19,130 % Used = 37% % Remaining = 63% Change Control

16. 16 Analyze replacing the Warrant Tracking System operated and maintained by the State Treasurer Office (STO) System is obsolete and needs to be replaced/rebuilt Three options: 1.STO re-build warrant tracking system 2.Perform warrant tracking in SMART (requires mods); STO maintains control of the business process 3.Outsource warrant tracking to UMB Replace all agency satellite warrant writing systems except DOR Time and materials change request for assessment (4 weeks) Change Control

17. 17 Brief Project Status Update and Current Events Data Warehouse and Reporting Strategy Status of Time and Labor Upcoming Workshops Chart of Accounts Update Agency Task List Review Training Updates March 26 th 9-11 @ the Topeka and Shawnee County Public Library 2 nd Change Agent Meeting Agenda

18. 18 Meetings held to finalize scope: DOL Wildlife and Parks Adjutant General DISC DFM SOS KDHE Lottery JJA KPERS KDOT Agency Visits and Interactions

19. 19 Reporting Strategy Reports in SMART are for information you need TODAY Most reporting will be in the Data Warehouse –SMART and SHARP data together Information in the Data Warehouse is NOT real time –One day behind SMART and SHARP Data Warehouse on July 1, 2010 –Only new SMART data –Some SHARP employee data Data Warehouse after July 1, 2010 –Minimum of 10 years data will collect over time Prior History for STARS and SOKI available in STARS Ad Hoc

20. 20 Data Access and Reporting Production SMART Online Reports and PeopleSoft Query Need information today Already developed View only Download to a file

21. 21 Data Access and Reporting Data Warehouse Data Marts are a functional grouping of data used for reporting. Data Warehouse Data Warehouse Reporting Human Resource Data Marts Financials Data Marts Transformed Data SHARP SMART

22. 22 Data Access and Reporting Data Warehouse Oracle BI Answers Simple – Drag/Drop Fields onto Report Complex – Filters, Formulas, Format, Prompts, Sort Order Results – Pivot Tables, Dashboards, Plain Text Drill-down to details Oracle BI Publisher Highly formatted Report layout using familiar tools (e.g. Word, Adobe) Data from BI Answers Oracle BI Dashboards Intuitive Personalized Drill-down to details My Dashboard – Data Warehouse Home Page

23. 23 Data Warehouse My Dashboard Example

24. 24 Data Warehouse Dashboards The first screen in data warehouse is “My Dashboard” Some dashboards will be built before “Go-Live” RP204: Introduction to Business Intelligence Reporting: –Set “My Dashboard” preferences –View a Dashboard –Download a Dashboard –Print a Dashboard –Email a Dashboard RP301: Ad Hoc Business Intelligence Reporting: –Create and Modify Dashboards

25. 25 Data Warehouse BI Answers Content is organized by Subject Area –What you see depends upon your security access Queries or Reports are referred to as Requests Some BI Answers Requests will be built before “Go-Live” RP204: Introduction to Business Intelligence Reporting: –View, Download, Print, Email a Request RP301: Ad Hoc Business Intelligence Reporting: –Create and Modify Requests –Sort, subtotal, filter, format, create prompts, and add formulas to a Requests –Create views of results including, Dashboards, pivot tables, plain and formatted text

26. 26 Questions and Answers? For additional information on the project, please see the project website: http://www.da.ks.gov/ar/fms/

27. 27 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