Financial Information Systems Replacement Project. Controllers Conference October 28, 2008. Session Ground Rules. Please be back from breaks, lunch on time No interruptions (pagers, cell phones, etc.) You can challenge ideas, not people
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Financial Information Systems Replacement Project Controllers Conference October 28, 2008
Session Ground Rules • Please be back from breaks, lunch on time • No interruptions (pagers, cell phones, etc.) • You can challenge ideas, not people • Listen to what others have to say / No side conversations • Parking lot • Questions • Have fun • ….
Name the FIS Replacement Project Requirements: • Propose a name for the new financial system that is easy, identifiable and significant to users. How to Enter: • Complete the ballot that is in your package while you are at the conference, or • Submit entries to Robert Borden, firstname.lastname@example.org. The deadline for submissions is Friday, November 7th at 5:00 PM. Winner Selection: • The project team will review all entries and determine the winner. The Prize: • All finalists will receive a prize. General Conditions: • Enter as many names as you would like.
FIS Replacement Project - Vision Warren St Germaine Assistant Deputy Minister, FIS Replacement
FIS Replacement Project Vision We are laying a cornerstone for a strong foundation to support the Government of the Northwest Territories to make the best possible decisions by providing the right information to the right people at the right time through effective, integrated processes and supporting technology We will achieve this by Delivering a quality, on-time, on-budget FIS replacement system Ensuring continuous involvement of and communication with all departments throughout the project lifecycle Supporting employees through the change with deliberate scheduled actions Our outcomes will Give managers the tools that they need to manage and support their decisions Empower employees to be more effective in their roles through better tools and training Allow departments to focus on what really matters Adopt/adapt best practices while honouring and recognizing what currently works for us Streamline/standardize business processes that support the system (end-to-end) Reduce the number of ancillary information systems throughout the organization
FIS Replacement Project Team GNWT IBM Secretary of the FMB Comptroller General Margaret Melhorn Assistant Deputy Minister, FIS Replacement Warren St. Germaine Beth Bell Assistant Comptroller General Louise Lavoie Executive Program Director Robert Ratcliffe Gary Hunter Project Manager Rob McMenemy Ginger Street Developer Marc Gauthier Change Management Kristen Cook Linda Corriveau Coralee Round Training Niña Salvador Accounts Payable Andy Couvrette Randy Smandych Asset Management Paul Lam Ashwini Goabal Billing/Accounts Receivable Jennifer Doyle Rick Kordalchuk Business Systems Analysts Leslie Goit Miles Welsh Expenses Andy Couvrette Daniel Martins General Ledger Chris Engley Roma Ghosh Project Costing John Phillips Purchasing Sherry Spring Kelly Baker Treasury Chris Engley Kelly Kavanaugh
Project Overview Robert RatcliffeExecutive Project Director
Project Scope • Replace FIS and major processes / applications around FIS • Build all inbound / outbound interfaces to legacy systems that are linked to FIS • PeopleSoft Modules • General Ledger • Accounts Receivable & Billing • Accounts Payable • Purchasing • Treasury • Expense Management • Asset Management • Project Costing (Planning Stage only / Implement tbd)
Benefits • Improved management decision making through corporate-wide financial solution • Drill-down / drill-through capabilities • Enterprise platform for consistency • Common standards, platforms, processes and procedures • Leverage best practices • Improve operational efficiency & eliminate redundant or duplicated activities • Sets foundation for handling future growth
Estimated Cost to Implement $ 20,262,454 • Cost and funding constraints led to redefining project scope • Efforts today sets foundation for implementing future modules • Investment enables integration across major systems (e.g. HR & Financial) • Shared technology platforms will lower operational costs such as maintenance & support
Estimated Project Activities & Timelines Planning & Define Design Build Transition • Oct – Dec • Business Req’ts • RICE • Jan – Mar • Application • RICE • Feb – Apr • App Configuration • RICE • System / Integration Testing • May – Aug • UAT, Stress Test, QA Test • Training • Go Live • Support RICE – Reports, Interfaces, Conversions, Extensions
Methodology Overview • Planning & Define • Workshops with SME’s to identify requirements and assess Fit-Gap • Identify opportunities for business process re-engineering • Initiate activities for technical (conversions, interfaces) and people impact (training, change management, communications) • Commence knowledge transfer so that GNWT takes ownership • Design • Identifying, assessing & recommending options • Validate with business the proposed setup and impact to business processes • RICE – Reports, Interfaces, Conversions, Extensions • Set up technical environments • Detail approach to testing, conversions, and training • Defining technical environments and post-implementation support • Ongoing knowledge transfer
Methodology Overview • Build • GNWT goal is to avoid customization • Teams will configure PeopleSoft Financials • RICE – Reports, Interfaces, Conversions, Extensions • System and Integrationtesting • Validate with the business providing & seeking ongoing feedback • Engage GNWT internal audit to enhance quality assurance • Ongoing knowledge transfer • Transition • UAT: User AcceptanceTesting • End User Training for both application and business processes • Conversion, Cut-Over and Go-Live • Post-Implementation Support
Project Management Knowledge Area Processes Project Management Knowledge Area Processes Management Management Time Time Quality Quality Communication Communication Procurement Procurement Integration Integration Management Management Management Management Management Management Management Management Human Human Scope Scope Cost Cost Risk Risk Resource Resource Management Management Management Management Management Management Management Management Project Management Activities Project Managers will add value in understanding:
How Does This Impact Me? • New tools • This is not FIS….so need to be trained on how PeopleSoft works • New business process • PeopleSoft uses best practices so existing ways of doing business may change • GNWT Chart of Account structure will change (No TRANS CODES!!!!!!!) • Automating manual processes and setting foundation for workflows • How can I contribute? • Participate (subject matter experts), ask questions • Be available for training • Be open to change • Participate in Testing • How will PeopleSoft team help me? • Training & documentation of processes • Relying on business users and management for business requirements
Planning & Define Update Robert RatcliffeExecutive Project Director
Planning & Define Update • Core project team is working well together • COA structure is defined and being vetted by business • Training for core team members has commenced • DFA, Steering Committee and Business Advisory Committee are engaged and supportive • Solid representation of SME (Subject Matter Experts) • Steep learning curve & ramp up has been challenging • GNWT staff are enthusiastic, open minded, and starting to internalize benefits of PeopleSoft • IT Architecture has been defined and equipment ordered • Knowledge transfer is well underway • Project Status: Green
PeopleSoft Financials Highlights Ginger StreetRandy Smandych
What We Have Found so Far….. • Government representatives are knowledgeable about the current processes • Willingly share their information • Enthusiastic team players • Open to new ideas • Anxious to know the new business processes • PeopleSoft is a good ‘fit • 80/20 rule • We haven’t found any ‘show stoppers’ • We are making good progress • GL/AP/PO/AR/BI workshops 50% complete • Starting TR/AM/EX/PC in November
What We Have Found so Far….. • General Ledger • Flexible chart of accounts • Room for growth • Allocations • Multiple ways to create journals • Standard journal templates • Recurring journals • Spreadsheet upload • Easy access to historical information going forward • Year-end closing is more flexible • Able to post adjustments to prior period • Easy to create reports • Can be pushed or pulled
What We Have Found so Far….. • Accounts Receivable/Billing • Ability to calculate interest on overdue receivables • All cash transactions can be processed in PeopleSoft & then fed to subsystems • Complete audit tracking of each transaction • GNWT has some complex business processes but we are working through them – many of them do ‘fit’ • Purchasing & Accounts Payable • Purchasing will eliminate many shadow systems • Procure to Pay integration allows PO info to automatically flow to voucher • 3 way matching • Different terminology within the application – we are now creating a glossary
What We Have Found so Far….. • Full commitment accounting • HCM/PO/AP/EX • Ability to drill down to commitment transactions • Controlled at the General Ledger level • Full vs partial Spend Check • Easy to include information in reports • Accessing the commitment ledgers • This will not solve all of the commitment reporting issues
What We Have Found so Far….. • Reporting • On line query tool • Drill downs from GL to details in source ledgers • Report layouts designed in Excel
Chart of Accounts and Accounting Training Update Chris EngleyNiña Salvador
Chart of Accounts – Definition and Purpose • A financial classification system for identifying, aggregating and reporting financial transactions. • The COA provides the framework for planning, resource allocation, management control, accounting, statistical and evaluation purposes, as well as the preparation of the Public Accounts. • FAM Directive 1201 – Financial Coding Systems: The Comptroller General shall ensure that the financial coding established by user Departments for use in the Financial Information System: • a) Provides for the preparation of the Public Accounts; • b) Provides for measurement or comparison of actual results to the financial authorities approved in the Main Estimates by the Legislative Assembly; and • c) Uses the mandatory and optional coding elements in a manner fully consistent with their intended use.
Why New COA Design is Required • Many aspects of the current GNWT Chart of Accounts are unique to FIS and not supported by PeopleSoft as delivered. • In order to avoid costly customizations and to enable us to take advantage of PeopleSoft functionality, the COA must be redesigned. • Because of this, it is an opportune time to revisit how the COA is set up and to look for possible improvements.
Redesign Process • Workshops were held with representatives from each GNWT department and the NWT Housing Corporation to define financial reporting requirements and to draft a proposed COA structure for the Peoplesoft implementation. • The proposed COA is currently under review by GNWT departments and the NWT Housing Corporation.
Representatives • Legislative Assembly Cheryl Menard • Executive & Aboriginal Affairs James Ssenyange • FMBS Alain Bolduc • Finance Mel Enge • HumanResources Michelle Ramm • MACA Colleen Zorn • Transportation Gary Brennan • PublicWorks Chuck Gibson • Health & Social Services Kim Weir, Johanne Denault • ENR & ITI Sheila Wooley • Education Marissa Martin, Sheila Devine • Justice Leanne Hannah • NWT Housing Corporation Biswanath Chakrabarty
Guiding Principles • Design the chart of accounts around required reports. • Design for flexibility – scalable and maintainable solution • Avoid detail in the general ledger when available in sub-ledgers • Capture data at the lowest level, avoid recording transactions to a “parent” or “roll-up” account. • Promote consistency, keep segments pure (one segment, one meaning) • Build in as much sharing as possible to reduce maintenance. • Reduce redundancy and complexity where possible.
COA Redesign - Challenges • Once configured in the financial system, the COA cannot be changed. • Not all departments use the same segments for the same purpose. • The COA structure must meet needs of all organizations included in the Peoplesoft implementation.
Current FIS Chart of Accounts Balance Sheet (2) GL Account (4) Vote (2) Major Costing (4) Settlement (3) Subsidiary (10) GSN (10) Region (1) Program (2) Control Object (1) Cost Centre (3) Area (1) Division (1) Standard Object (1) Section (1) Group Object (1) Cost Detail (3) Unit (1)
Additional Considerations • Index codes & PeopleSoft speed types • FIS transaction codes • User defaults
Next Steps • Scheduling additional workshops with additional stakeholders, including those who have embedded the FIS COA into external systems. • Over the next few weeks, the COA structure will be frozen for the define phase. • Generate list of values for each segment • Mapping old values to new values • Develop training
Accounting Training Course Objective • Refresh accounting knowledge • Preparation for the new system Course content • Accounting equation • Debits and credits • General journal • General ledger • Trial Balance Training update • HR training calendar On-going training • Higher level management • Non-financial management Feedback from participants has been positive
Change management Kristen CookNiña Salvador
What is Change Management? • Change Management is the process of helping an organization transition to a new working environment • Change management is a planned and deliberate schedule of actions and messages involving those who have a stake in the change in order to help them take ownership of the change Thinking There Living There Getting There
Benefits largely come from business change “ New Technology Old Business Processes Expensive Old Business Process + = “ New Technology New Business Process Business Enabler + =
Purchase Requisition Purchase Order Invoice Payment Business process A + B + C = Result PeopleSoft is about the integration of functions and business processes
New business processes A single source of information Routine work done by the system New relationships with suppliers/clients Change to existing jobs and new jobs are created Increased collaboration between departments Single inputs update multiple data files Tools available to do the job Increased ownership of processes System initiatives automatically force significant change It’s less about technology and more about process and people
People react to change in a typical pattern…even when the change is a good one Increased danger of checking out Increased resistance
First to know Next to know Last to know understanding time The phased response to change – the marathon effect
Circle ofConcern Circle ofInfluence Our circle of influence – what can we control?* Wasting time and energy on things beyond your control decreases your influence Focusing on things that are under your control leads to greater influence PROACTIVE REACTIVE Circle ofConcern Circle ofInfluence * From Stephen R. Covey’s “The 7 habits of highly effective people”
What’s expected of me? What new skills will I need to develop? What will be my role in practical terms? Where are we going? • What’s in it for me? How will I do my job tomorrow? What’s going to be different? How will I operate? We hear you – we know you will have questions…