1. Steering Committee Meeting Sunflower Project Kansas Financial Management System October 10, 2008

2. 2 Today’s Agenda  Introductions – Kent  Project Status – Kent  Current Activities – Gary  Project Staffing – Peggy

3. 3 Introductions  Welcome Accenture! Dave Andrews – Client Director & KDOT Domain Expert Paul Lavery – Project Manager  Steering Committee Members: 1.Chair – Duane Goossen, Secretary of Administration 2.Mary Blubaugh, Board of Nursing 3.Alan Conroy, Legislative Research Department 4.Carol Foreman, Department of Administration 5.Elaine Frisbie, Department of Administration; Division of Budget 6.Kathy Greenlee, Department on Aging 7.Mike Hayden, Department of Wildlife and Parks 8.Chris Howe, Department of Administration, Division of Purchases 9.Lynn Jenkins, State Treasurer 10.Don Jordan, Department of Social & Rehabilitation Services 11.Deb Miller, Department of Transportation 12.Denise Moore, Executive Branch Chief Information Technology Officer 13.Kent Olson, Department of Administration, Division of Accounts and Reports 14.Reginald Robinson, Board of Regents 15.Howard Schwartz, Judicial Administrator 16.Joan Wagnon, Department of Revenue 17.Roger Werholz, Department of Corrections

4. 4 Project Status – KITO Plans  Pre-implementation phase of the project complete (final quarterly report to be submitted in January ’09)  KITO plan for implementation submitted 09/16  Plan was developed with detailed activities and resource loading for the Analyze phase – 5 months  Plan will be resource loaded and additional detail for the Design, Build and Test phases – remaining 16 months  Minor revisions requested by KITO  Plan approved by KITO on 10/03

5. 5 Project Status – Team Training  In early October most State project team members attended ½ day training on the State’s Project Management Methodology – very helpful  State project team training technical and functional beginning 10/13 continues for 5-6 weeks nearly all training is being held on-site  State project team members will be in ½-day training/workshop next week to learn more about the overall plan and schedule and to discuss communication channels, project risks, constraints and assumptions

6. 6 Project Status – Accenture Ramp-up  Working with Accenture in three areas  KITO planning  Training planning  Infrastructure planning  Accenture will begin ramping-up over the next several weeks:  10/13 – six consultants in project management, functional areas and technical  10/20 – five consultants in change management, KDOT and functional areas  10/27 – one functional consultant

7. 7 Project Status – Kick-off Event  Intent is to communicate to key agency representatives: Project objectives and success factors Scope Timeline High level roles & responsibilities Change management Key team members Expectations (Agencies’ project management, QA, level of engagement)  Two 1 ½-hour sessions scheduled for 10/29 @ the Holidome (10am and 1:30pm)  Intended to communicate the start of the project  Anticipate several hundred State employees  Will provide take-aways

8. 88 Project Kick-off Oct 06 th Begin FMS Team Training mid-October late- November Prepare for and Conduct Conference Room Pilots Design/Analysis Complete for COA, KDOT, SRS and Treasurer Systems Decision Point for Labor Distribution mid-January Interface and Data Conversion Standards Complete and Published to Agencies mid-March The 1 st Six Months of the Project Build-out of Data Center Including SHARP II mid-February

9. 9 Agency Outreach Continues  Recent or pending meetings with agencies: KDOT KHPA KPERS KDHE SRS 14 agencies needing a central labor distribution solution  Over the past three weeks conference calls held with: KSU KU PSU WSU FHS ESU KU Med Center Discussed project scope and timeline, expenditure object codes, commodity codes Calls included Controller and senior fiscal and purchasing management

10. 10 Strategies to Track State Spend and Enhancements to Object Codes  Capturing state-wide spend is one of several key goals of the project  Decision to use UN/SPSC 8-digit standard to capture spend for the purchase of goods and services through the PeopleSoft Purchasing module  Most Regents’ institutions will not be adopting the State commodity code standard in the near future  Other sources of spend can only be captured with more detailed expenditure object codes  Task team working on options to capture spend from Regents, direct pay and BPC purchases  Most likely will use a 6-digit object code with the 1 st character a GL account, characters 2-5 the current object code and a 6 th character for new object codes – this change will impact many systems

11. 11 Business Process Mapping and Documentation  Completed mapping and documenting 31central and agency business processes  Each process includes a diverse group of subject matter experts from central and program agencies  Thirty-nine (39) agencies participated  Central processes documented in the “as-is” state  Agency processes documented in the “to-be” state  Business process mapping sessions were a good change management channel (systems, processes and roles)

12. 12 Labor Distribution Analysis  Beginning analysis of 14 agencies’ time capture systems as part of broader analysis for central labor distribution solution  Time capture systems at fourteen agencies being reviewed  Analysis includes three-page survey of various aspects of their systems, (e.g. project/grant id, edit checks, workflow, deficiencies, impact from COA changes) and system demo  Began meeting with agencies this week and will continue for two weeks

13. 13 Labor Distribution Analysis Timeline Planning Analysis & Agency Development/Testing Integration Testing Acceptance Design (incl) New T&L Platform Testing Kick-off 08/15 10/13 01/15 01/10 03/10 Go-Live 07/01/10 Steering Committee (SC) decision to analyze proposed labor distribution solution of selected contractor FMS and SHARP team begin analysis phase of SHARP modifications & Labor Distribution solution SHARP and Labor Distribution analysis complete Steering Committee decision on whether or not to implement a central labor distribution solution Analysis of agency time and leave systems

14. 14 Expectations for Agencies  Agency project plans for modifying and de- commissioning systems Plans link to key milestones in master project plan Due in December Monthly status reports against plan Used to monitor agency progress Each agency should have a project manager assigned for FMS project controls coordination  QA standards/expectations for agencies Requirements tracking Testing procedures and standards Defect tracking and resolution Each agency should have a representative assigned for FMS QA

15. 15 Project Staffing & HR  Nearly all positions have been filled – 42 of 52  Composition of Team Agencies: DoA [A&R (4), DISC (3), DPS, DOP (2)], KDHE, Racing and Gaming, SRS (3), DOR (2), KU Med, Treasurer, Adjutant General(2), KU, KHPA, Commerce (2) Private Sector (talent with specific skills): Payless, Sprint, Blue Cross Blue Shield, Axiom  Developed employee orientation “kit”

16. 16 Questions