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Inside Best-Run Governments. IT Project Alignment Who’s In Charge?. Robert Powell State Controller, State of North Carolina William Greer Director, State and Local Gov’t Market Strategy, SAP. Technology Has Pervaded The Business of Governing. The business of government is changing:

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it project alignment who s in charge

Inside Best-Run Governments

IT Project AlignmentWho’s In Charge?

Robert PowellState Controller, State of North Carolina

William GreerDirector, State and Local Gov’t Market Strategy, SAP

technology has pervaded the business of governing
Technology Has Pervaded The Business of Governing
  • The business of government is changing:
    • Where and how work gets done
    • The level of demand for public services and how government delivers them
    • The rapidity and maturity of technological advances that make it possible to radically rethink the issues of government capacitance and competencies in doing the public’s business
business value meets it value
Business Value Meets IT Value
  • What is Business Value in Government?
    • The ability to better execute to your organization’s purpose – with equal or less funding
    • The ability to respond to – even anticipate – the changing demands of your constituency with a level of service that approaches the private sector
    • The ability to direct financial and human resources towards the programs that show the most significant results – as measured by performance data
business value meets it value1
Business Value Meets IT Value

BUSINESS EXPECTATIONS

Process change should take weeks/days

Constituents demand private sector-level service experiences

IT investments deliver public value

IT REALITY

Hard-wired systems mean process change takes years

Disparate IT systems constrain processes

Majority of budget spent on maintaining old processes

it project governance
IT Project Governance
  • A project approach that aligns the customer’s ongoing needs and expectations with the IT department’s activities
  • A way to ensure that the use of technology resources are best aligned with public value
  • A method to link IT project objectives with downstream results
slide7

DesiredOutcome

IT Aligned With Public Value

Identify Public Value Objectives

Identify IT contribution through IT strategic planning

Disciplines

Joint Decision Making

IT and operating departments work together to steer IT decisions

Foundation

Targeted Involvement

Participants are involved in the decisions most relevant to their interests

Customer-Focused IT

The IT department is focused on understanding and meeting customer needs

Develop Business Cases

Prioritize Projects

Identify Sources of IT Funding

Transparent Funding Decisions for IT Projects

Understand Sources of IT Value

Assign Accountability for Results

Source: GFOA, June 2007

key it governance disciplines public value objectives
Key IT Governance Disciplines – Public Value Objectives

PersonalHealthImprovements

FinancialSecurity

CommunityInvolvement

Fame andFortune

Stronger FamilyRelationships

EnduringFriendships

SpiritualGrowth

ProfessionalAchievement

key it governance disciplines public value objectives1
Key IT Governance Disciplines – Public Value Objectives

Lbs/Month

$/Year intosavings

AnnualVolunteer Days

Weekly agentcalls

ChristmasCardCount

mySpaceFriend Requests

Sunday SchoolDays Taught

AvailableOffice WallSpace

key it governance disciplines public value objectives2
Key IT Governance Disciplines – Public Value Objectives

Effective childprotectionprograms

Highly efficientwastewatertreatment

Safe environmentfor children

Best possiblerecreation,safe wildlife

Efficienttransportationinfrastructure

Attractiverelocation option

Minimize burglary,crime

Best people inhighest, bestposition

key it governance disciplines public value objectives3
Key IT Governance Disciplines – Public Value Objectives

Average lengthof case, natureof disposition

Compliance w/State and Federalregulations

14 internetpredatorsarrested

Annual Park Visits,Tourism Revenues

Average time to% snow removal

Demographicevolution

Results of“Sheriff’s BaitCar” program

NEOGOVjob matches,turnover rates

key it governance disciplines
Key IT Governance Disciplines
  • Identify IT contribution through strategic planning
    • Mission of the organization
    • Drivers of Public Value
  • Every project has a business case
    • Linked to public value
    • Including measurable expected outcomes
  • Prioritized project listing
    • Rolling prioritization
    • Revisit periodically
  • Clear and transparent funding for IT projects
    • Address increases in citizen accountability
    • SAS 112 – Sarbanes Oxley – OMB A-123
  • Define IT contribution to public value
  • Assign accountability for results
audience poll
Audience Poll
  • Who is using a standardized process to measure IT investments against business objectives?
  • Who is working with a long-term prioritized IT project plan?
  • Was that plan developed by the IT department, your department, or together?
audience poll1
Audience Poll
  • Who uses a process to measure the impact of IT investments on public value?
  • Whose organizations assign clear accountability for that impact meeting or exceeding the expectations?
beacon hr payroll project and information technology governance

BEACON HR/Payroll Projectand Information Technology Governance

Robert L. Powell,

North Carolina State Controller

beacon program background
BEACON Program Background
  • In 2001, Session Law 2001-491 directed the Office of the State Controller (OSC) to determine the feasibility of developing and implementing a new business infrastructure for the State
  • Phase I - Inventory and Assessment – of the study, under the direction of OSC with assistance from the Office of State Budget and Management, the Office of Information Technology Services, and the Office of State Personnel was completed April 4, 2003
  • Phase II - Blueprint for Selecting Improvement Approach – was completed October 31, 2003
    • The study concluded that continued use of the current business systems may adversely impact the fiscal integrity of state government, as well as the efficiency and effectiveness of its operations. Therefore, the State decided upon a replacement strategy that carefully weighs the risks of potential system failures with the current State budget condition and State funding priorities. The strategy involves an extended implementation approach with the first focus on replacing the Human Resources and Payroll Systems
beacon overview
BEACON Overview

Building Enterprise Access for North Carolina’s Core Operations Needs

  • Through SB 991, the Legislature approved the recommendation to move forward with an Enterprise Resource Planning solution that would be one integrated system. They further agreed that the approach should be a phased in approach, implemented over a number of years, beginning with those systems at greatest risk of failure
    • The HR and Payroll systems were the first systems prioritized for replacement
  • The selected software solution is SAP
  • The selected vendor for the first phase project (HR/Payroll) is BearingPoint
beacon program five year timeline
BEACON Program Five-Year Timeline

2006

2007

2008

2009

2010

  • PHASE II
  • LSO (SAP Learning System)
  • E-recruitment
  • PHASE I
  • Personal Administration
  • Organizational Management
  • Benefits Administration
  • Time Management
  • Payroll
  • SAP Portal (ESS/MSS)

HR/Payroll

PHASE I

Planning, Scope & Requirements

Financials

PHASE II

Implementation

HARDWARE REFRESH & SOFTWARE UPGRADE

Upgrade

Software Upgrade

PHASE I

HR/PAYROLL

Ongoing

Support

PHASE II

TEM/LSO & E-Recruitment

hr payroll project overview

PMIS

Central Payroll

DOT Payroll

HR/Payroll Project Overview

Replacing 3 Systems...

..with 1 HR/Payroll System

& Web Portal Access

Employee

Self Service

Manager Self Service

SAP ERP

2005

SAP ERP

2005

organizational structure

Key State Decision Making Bodies ( e.g., Legislature, Governor,State Personnel Commission, etc.)

BEACON PMO

Change Mgmt. Oversight Committee (CMOC)

Standardization Committee

BEACON Change Management Team

BEACON Functional &Integration Teams

Agency BEACON Support Teams

Organizational Structure

Program Steering Committee

beacon support team
BEACON Support Team
  • BST Sponsors
  • BST Leads
  • BST Change Agents
  • BST Communication Agents
  • BST Technical Readiness Agents
  • BST Training Agents
  • BEACON Subject Matter Experts
agency participation timeline
Agency Participation Timeline

2007

2008

Jan

Feb

March

April

May

June

July

Aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April

Cut-Over (2)

Design and Build System

Payroll Comparison &User Acceptance Testing

System Testing (Integration Test 1, 2 &3)

Cut-Over (1)

Support

Support

Testing

Testing

Sponsor

Monthly Meetings and Updates to Leadership

Monthly Meetings, Weekly Agency BST Updates, Project Management

Lead

Map Roles to Agency Jobs

Assess Impact on Jobs

Update/Create Job Descriptions

Assess Impact on State Org.

Workforce Transition Strategy & Planning

Change

Realization

System Benefits

Communication

Go-live Expectations and Support

Detailed Training & Role Change

High Level Training and Job Role Information

Shared Project Success and Post Go-Live Training

Training Site Identification

Schedule Training - Group 1

Training Delivery & Tracking – Group 1

Training Delivery &Tracking – Group2

Training

Test Exercises

Identify Trainers

Training LogisticsPlanning

Room Prep – Group 1

Room Prep – Group 2

User AcceptanceTesting

Training

Agency Support

Data Cleansing and Validation

Test Preparation

SMEs

hr payroll budget
HR/Payroll Budget
  • North Carolina General Assembly has appropriated $53,866,904 in nonrecurring project funds
  • 2007-08 Expansion request of $20 million (net of receipts) will be last installment of HR/Payroll Project
  • Project will be completed on time and under original budget

Next Steps

  • HR/Payroll Phase II $7,390,000
    • E-recruit
    • Learning Solutions/Training and Events Management
  • Financials Planning $1,500,000
beacon hr payroll project contact information
BEACON HR/Payroll Project Contact Information
  • Robert L. Powell, State Controller

(919) 981-5406

robert.powell@ncosc.net

  • Gwen A. Canady, Deputy State Controller

(919) 981-5405

gwen.canady@ncosc.net

For additional information, visit the BEACON HR/Payroll website at www.beacon.nc.gov.

you might need an it project governance overhaul if
You Might Need An IT Project Governance Overhaul If…
  • Unclear:
    • % of the IT budget directed towards maintaining existing versus…
    • % of the IT budget directed towards new
    • …and why
  • Executive and elected/appointed leadership does not view technology investments as strategic enablers of improved public value
  • The business reason for your IT projects is often unclear and/or un-socialized across stakeholder groups
  • The success of IT projects is not measured against the original business reason for undertaking the projects.
thank you
Thank you!
  • Questions

Will Greer

Market Strategy DirectorState and Local Government

SAP Americas, Inc.

Robert Powell

State ControllerNorth Carolina

303.885.2792

will.greer@sap.com

919.981.5406

robert.powell@ncosc.net