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People Change. Process Change. Technology Change. Program and Financial Management Leadership Alignment Meetings. Commerce Business Environment Convergence for Implementation The beginning of an evolution Linking Procurement, Program and Finance. Terms and acronyms.
Commerce Business Environment
Convergence for Implementation
The beginning of an evolution
Linking Procurement, Program and Finance
Process and role definitions
BPR & Data
ORSI technology with common business processes and standardized data take the acquisition business to the next level.
1999 2000 2001 2002 2003 2004 2005 ....... 2/06 3/06 4/06 5/06 6/06 7/06 8/06 9/06 10/06 11/06 12/06 ................ and beyond
CBE Business Case Developed and Approved
Market Research Web Solutions
Purchase Web-based Contract Mgmt. Solution
Implement Web-based Solution
Procurement Action Team Formed
Enterprise Pilot Approved
Purchase and Implement Web-based Content Management Software
CSTARS Business Case and Program Managers Plan Developed and Approved
Product Management Support
Pilot Evaluation Completed
Product Management Support
CSTARS Users Group Support
Systems Solutions Team Support
CBE Users Group Support
Design, Program & Test ORSI
Program Interface with Web-based Solution
NIST Proof of Concept Financial Interface Complete
Financial Interface Planning Complete
Design, Program & Test 8 ARs
ORSI Deployment Readiness Activities
Purchase Web-based Requisition System
Change Management, Organizational Alignment & Communication Plan
BPR & Data Standards for Requisitioning
Web-based Solution Training
FPDS-NG (CSTARS) Training
BPR & Data Standards for Contract Award & Contract Administration
Data Warehouse Planning Completed
Enterprise Acquisition Reporting System (EARS) Built
DW versus FPDS-NG Analysis
Implement Common Practice using Model Office
Enterprise Acquisition Reporting System (EARS) Build II & III
CBS Server Consolidation
Integrated Acquisition Environment Initiated
Integrated Acquisition Environment Deployed (CCR, FPDS-NG, WDOL, ORCA, EPLS, eSRS, FedReg, FedTeDS)
Additional Integrated Acquisition Environment Systems Deployed (PPIRS, FBO, etc.)
IT Security Planning and Documentation, Capital Planning & Governance
6 bureaus with procurement authority
9 procurement systems
5 bureaus with procurement authority
2 procurement systems
Standard business practices
Lower purchasing costs
Leverage technology investments
“Business Brokers for Program Success”
Procurement and Finance
It’s simple -- Fewer resources, increasing acquisition workloads, and shrinking budgets combine with legislative pressure and your demands for higher quality, faster acquisition services.
These changes will deliver:
3. Electronically routes requisition for internal approvals and funding
2. Attaches notes and supporting documents to create a requisition package and selects review/approval routing
4. The requisition proceeds electronically, as needed, for external approvals
5. Requisitioner uses C.Request COMMIT. CFS confirms valid ACCS, and establishes requisition record. Requisition data is locked.
6. Requisitioner uses C.Request “SUBMIT” to transfer the requisition package electronically to the Procurement Office
It’s a challenge to change old habits,
especially reliance on paper processing!
The Program Managers Life CycleRefreshing the Business Broker role
Immediate acceptors – love any kind of innovation. These people are willing to put up with problems and inconvenience.
Early adopters – will change as soon as they see personal advantage to advance their position (become a “star”) and make work easier, even if it takes some learning. However, they can’t deal with bugs and other start-up problems.
Late adopters – will change when they see it takes less effort to change than to resist. These are the people who create work arounds until it’s obvious that it is easier to change.
Skeptics– will change when everyone else has changed and they can no longer afford to be left out. It will affect their performance reviews, plain and simple.
Hard core resistors – will change only when the consequences of not changing are very much more significant than changing (e.g., job loss). Some may even choose not to change.
Propensity to Accept
Neutral or Mixed
Propensity to Reject
Stage 4: Acceptance and Commitment
Stage 1: Denial
They come to accept the change. “Yes, the new way works well, now that I’ve got some experience.”
People become excited about the possibilities and the future. They begin working together to accomplish the change vision.
“This won’t last. It won’t work.”
People feel comfortable, safe, and in control doing things the old way. They are working hard-but often on the wrong things.
Stage 2: Resistance
Stage 3: Bargaining
After a while, some want to bargain some of the change away. “I’ll do the data entry, but we don’t really have to route stuff electronically, do we?”
People want to make the change work-on their terms, but don’t have clear answers.
“This is too complicated to learn.”
People feel frustrated, angry, or fearful about the change. They feel they have lost control of their work. Performance deteriorates.
Stage 4: Reinforce Acceptance and Commitment
Stage 1: Get Past Denial
Stage 3: Support Exploration, not bargaining
Stage 2: Overcome Resistance
Let’s work together to create an environment where change is welcomed, not resisted!