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People Change. Process Change. Technology Change. Requisition Supervisors Leadership Alignment Meetings. Commerce Business Environment Convergence for Implementation The beginning of an evolution Linking Procurement, Program and Finance. Terms and acronyms. System definitions

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requisition supervisors leadership alignment meetings

People

Change

Process

Change

Technology

Change

Requisition SupervisorsLeadership Alignment Meetings

Commerce Business Environment

Convergence for Implementation

The beginning of an evolution

Linking Procurement, Program and Finance

Prepared by the OAMFA Communications Support Team <Final 1.2>

terms and acronyms
Terms and acronyms

System definitions

  • ORSI: Acronym for “Obligation and Requisition Standard Interface” which connects systems delivering a procurement and financial processing electronic support environment.
  • TIBCO: The formal name for the ORSI middle ware (software)
  • CFS: Acronym for “Commerce Financial System”
  • C.Request: The web-based requisitioning system
  • CSTARS: Acronym for “Commerce Standard Acquisition and Report Systems”, the current client-server acquisition production system
  • CSPS: Acronym for “Commerce Small Purchase System”, part of CFS, and currently used by Census
terms and acronyms con t
Terms and acronyms (con’t.)

Process and role definitions

  • Go-live: The ORSI cutover date when all systems will be connected operationally.
  • Deployment: ORSI preparation activities and launch which include the Go-live date.
  • CD435: the printed Commerce form titled “Procurement Request” that is eliminated with ORSI deployment
  • Requisitioner: A person who historically prepared CD435s
  • Reviewer/Approver: A person who historically checked and okayed prepared CD435s.
  • Business Broker: The Procurement representative who works with Program Managers and Acquisition Teams.
  • Cross-servicing: The use of another bureau’s Procurement Office and acquisition processing systems and services.
agenda

C.Request

CFS

ORSI

BPR & Data

Standardization

CSTARS

Agenda

ORSI technology with common business processes and standardized data take the acquisition business to the next level.

  • The big picture
  • Requisitioner direct benefits
  • The new electronic process
  • Differences between today and tomorrow
  • Requisitioner roles & responsibilities
  • ’07 processing before Go-live
  • Working with Procurement
  • Get ready for Go-live
  • How you can help your Requisitioners make the transition
  • How to sign your people up for training
requisitioner benefits
Requisitioner benefits
  • Increases speed of requisition processing and reduces paper processing
    • Reduces paper processing – no more paper CD435s
    • Electronic selection and instantaneous routing
    • Supporting documents assembled and attached electronically
    • Electronic approvals for certifying and approving officials
    • Electronic requisition “submit” to Procurement Office
  • Eliminates rework and increases requisition accuracy
    • Reduces double keying of requisition and obligation document data
    • Increases financial accuracy and cleaner data
    • Increases early involvement by Procurement to support planning
    • Eliminates invalid ACCS codes
    • Improves FAR and CAR compliance through common business processes
  • Increases ability to manage requisition process
    • Near real-time status action tracking from desk top
    • Automated and consistent feedback and updates from Procurement Office
    • Increases accuracy and completeness of financial (CBS) and acquisition (CBE) data warehouse reports
the electronic requisition process
The electronic requisition process

3. Electronically routes requisition for internal approvals and funding

  • Requisitioner enters requisition data into C.Request

Budget Liaison

2. Attaches notes and supporting documents to create a requisition package and selects review/approval routing

Program

Management

Budget/Finance

4. The requisition proceeds electronically, as needed, for external approvals

Legal

CIO

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

requisitioner roles and responsibilities
Requisitioner roles and responsibilities
  • Requisitioners must use C.Request on all FY07 requisitions
    • Customers, NOT Procurement, must complete all requisitions
    • Paper CD435s will not be accepted by the Procurement office
    • Supporting documents should be attached and submitted electronically with the requisition
    • Orders against existing contracts can be processed as well
  • Requisitioners will speak this standard language
    • A C. Request customer requisition becomes a CSTARS purchase request.
    • A requisition package is the C.Request requisition plus all supporting documents assembled electronically.
    • The ACCS is the“Accounting Classifications Code Structure”, the financial codes found on the old CD435.
    • To confirm that the ACCS codes are valid within CFS, Requisitioners “Commit” in C.Request.*
    • To send the requisition package to the Procurement Office after it is approved (and the ACCS is validated), Requisitioners will “Submit” in C.Request. Note:Budget offices will continue to verify that ACCS codes are accurate for the purchasing organization.
requisitioner roles and responsibilities continued
Requisitioner roles and responsibilities (continued)
  • Requisitioners must use electronic routing for reviews and approvals
    • Send out the requisition package electronically
    • Routing can be linear, simultaneous or a combination
  • Requisitioners will select Reviewers/approvers from automated lists
    • User profiles contain contact information
    • Back-ups can be assigned to cover for vacations and other absences
    • Names can be selected individually or in predefined groups
  • Requisitioners will track Reviewer/approver status automatically
    • No more paper lost on someone’s desk for days
    • No more “I didn’t get a copy”
  • Requisitioners will track an acquisition through its life cycle automatically
    • Messages on receipt and acceptability of requisition by Procurement Office
    • Automatic status updates from CSTARS to C.Request on key milestones
  • Requisitioners must attend training
    • Learn both process and system
    • Before they are allowed to use C.Request.

It is a challenge to change old habits,

especially reliance on paper processing!

requisition approver roles and responsibilities
Requisition Approver roles and responsibilities
  • Reviewers/approvers must use C.Request
    • Receive the requisition package electronically
    • C.Request reviewer/approver inboxes contain the work to be done
    • Messages to “go look” in the C.Request in-box arrive via bureau email account
  • Reviewers/approvers selection lists are maintained in C.Request
    • User profiles contain contact information
    • Back-ups can be assigned to cover for vacations and other absences
  • Reviewers/approvers are selected by Requisitioners
    • Routing can be linear, simultaneous or a combination
    • Names can be selected individually or in predefined groups
  • Reviewer/approver completion status is tracked automatically
    • No more paper lost on someone’s desk for days
    • No more “I didn’t get a copy”
  • Reviewers/approvers must attend C.Request training
    • Before they are allowed to use C.Request review/approval function.

It is a challenge to change old habits,

especially reliance on paper processing!

for 07 requisitions that must be processed before orsi go live
For ’07 requisitions that must be processed before ORSI Go-live
  • Create requisitions using your current process.
  • These “legacy” documents will not be linked electronically to CSTARS because they were not created in C.Request.
  • This means that:
    • No automatic status updates through C.Request
    • Your Procurement Office must re-key requisition data into CSTARS for purchase request, solicitation and award processing.
introducing the business broker role

Procurement as your Partner, the “Business Broker”

Traditional

Procurement

involvement

Requisition

Development/

Requirements

Definition

Strategy/

Acquisition

Planning &

Budgeting

Solicitation &

Contract

Award

Strategic

Contract

Sourcing

Performance

Acquisition

Management

Strategy

The Program Managers Life Cycle

Introducing the Business Broker role
  • Your Business Broker is the Procurement representative who works with Program Managers and Acquisition Teams.
    • For example, he/she helps plan complex acquisitions before the development of the requisitions.
  • Key features:
    • A full member of the Acquisition Team
    • No more “Berlin wall” between the organizations
    • Creates a win-win situation for everyone!
business broker role why now
Business Broker role – why now?
  • ORSI technology enables
    • Easier, more consistent communications, and information access and sharing
    • Frees Procurement staff from clerical work
  • Requisitioners have found this role delivers promised benefits, especially on large complex acquisitions
  • New common planning process provides a guide to this partnership relationship and work.
  • Increased need to consolidate small acquisitions through joint analysis and planning to increase purchasing power
working with the procurement office will be easier
Working with the Procurement Office will be easier

Requisitioners can expect:

  • Less requisition rework after submission to Procurement.
  • More accurate and complete information from Program managers when you start to develop requisitions.
  • Increased productive capacity and increased job satisfaction.
what will your procurement representative expect from requisitioners
What will your Procurement representative expect from Requisitioners?
  • Before submission to Procurement,
    • All approvals must be completed electronically
    • The ACCS codes must be validated electronically
    • Supporting documents and notes are attached electronically.
  • NO paper CD435s.
  • More effort to work with Program Managers to consolidate small acquisitions for strategic sourcing
  • Self-tracking through status checking using C.Request capabilities.
what can requisitioners expect from their procurement representatives
What can Requisitioners expect from their Procurement representatives
  • A better understanding of your bureau’s purchasing needs
    • Procurement representatives and Requisitioners are members of the Acquisition Team from the beginning
  • Advice on contracting vehicle alternatives
    • Increase options before developing the requisition
  • Coaching in writing requirements that
    • Result in performance-based services requirements
  • Help with complex acquisition needs
    • Creating acquisition milestone plans that are realistic and achievable
    • Conducting early market research to increase or target your solution options
  • Help in consolidating many small acquisitionsinto larger contracts
    • Take advantage of strategic sourcing opportunities
    • Save money and deliver a better value
  • Mitigate frustrations with solid communications and responsive actions
    • You and your Procurement representative are on the ‘’same page’ before she/he receives the requisition
get ready for orsi go live
Get ready for ORSI Go-live!
  • Identify potential trainers and super users
    • Identify Requisitioners good at helping others.
    • Schedule them for “train-the-trainer” course
  • Get end user training completed
    • Get Reviewers/approvers AND Requisitioners trained
  • Work with your C.Request system administrator and Program Managers to
    • Load Requisitioner user profiles with complete information
    • Establish a process for maintaining to those profiles
    • Develop default Reviewer/approver group lists for your area of responsibility
  • Start communicating with your Requisitioners
    • Use the Requisitioner Communications Package
  • Reward those who jump on board, perform well, reinforce processes, and help others
orsi information contacts and resources
ORSI information contacts and resources
  • Please contact your bureau ORSI implementation coordinator for training schedules and communications support
    • Census – Peter Sefton (douglas.p.sefton@census.gov)
    • NOAA – John Abbott (john.j.abbott@noaa.gov)
    • OS - Crystal Davis (cdavis2@doc.gov)
    • NIST – Pat Grimes (patricia.grimes@nist.gov)or Debbie Turner (deborah.turner@nist.gov)
  • ORSI Communications Support Team or ORSI Communications Support.
    • Tom Cochran (tcochran@doc.gov)
    • Jerry Rorstrom Lee (jrorstrom@doc.gov)
    • Dorine Andrews (dandrews@rwd.com)
  • Web site http://oamweb.osec.doc.gov, click-on ORSI Information(available October 1, 2006).
how can you help requisitioners make the transition
How can you help Requisitioners make the transition?

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.

LEGEND

Propensity to Accept

Neutral or Mixed

Propensity to Reject

slide20

How will people react?

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.

slide21

How can you help people?

Stage 4: Reinforce Acceptance and Commitment

  • Acknowledge successful past
  • Describe the pain and consequences of not changing
  • Sell the problem, not the solution
  • Link need for change to the future
  • Fully inform, repeatedly, to make change inevitable

Stage 1: Get Past Denial

  • Acknowledge hard work
  • Reward new behavior
  • Reaffirm vision and how people have built on that vision
  • Acknowledge what is left behind
  • Develop long term goals, plans & measures
  • Provide on-going information sessions, Q & A mechanisms
  • Integrate technology & processes into daily lives

Stage 3: Support Exploration, not bargaining

Stage 2: Overcome Resistance

  • Get people engaged in ways to solve problems through the solution
  • Keep sharing information about what you know and don’t know
  • Encourage debate, dissent
  • Don’t deny people’s feelings
  • Give people control where you can (e.g., training dates)
  • Create forums for discussion
  • Give people freedom & direction to explore
  • Give permission to find ways to use the solution, test out options, and build action plans
  • Encourage risk taking, team work and collaboration
  • Make room for other’s ideas
  • Set short term goals and measure achievement
  • Share information about what you know and don’t know
  • Publicize success stories
slide22

Thank you!

Let’s work together to create an environment where change is welcomed, not resisted!