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Financial Information Systems Replacement Project

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Financial Information Systems Replacement Project Controllers Conference October 28, 2008 It s not about technology as much as I is about business process. – PowerPoint PPT presentation

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Title: Financial Information Systems Replacement Project


1
Financial Information Systems Replacement Project
Controllers Conference October 28, 2008
2
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
  • .

3
  • Video clip Rick Mercer blackberry video

4
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,
    robert_borden_at_gov.nt.ca. The deadline for
    submissions is Friday, November 7th at 500 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.

5
FIS Replacement Project - Vision
  • Warren St Germaine
  • Assistant Deputy Minister, FIS Replacement

6
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

7
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

8
Robert RatcliffeExecutive Project Director
Project Overview
9
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)

10
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

11
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

12
Estimated Project Activities Timelines
13
Methodology Overview
  • Planning Define
  • Workshops with SMEs 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

14
Methodology Overview
  • Build
  • GNWT goal is to avoid customization
  • Teams will configure PeopleSoft Financials
  • RICE Reports, Interfaces, Conversions,
    Extensions
  • System and Integration testing
  • Validate with the business providing seeking
    ongoing feedback
  • Engage GNWT internal audit to enhance quality
    assurance
  • Ongoing knowledge transfer
  • Transition
  • UAT User Acceptance Testing
  • End User Training for both application and
    business processes
  • Conversion, Cut-Over and Go-Live
  • Post-Implementation Support

15
Project Management Activities
Project Managers will add value in understanding
16
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

17
Robert RatcliffeExecutive Project Director
Planning Define Update
18
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

19
Ginger StreetRandy Smandych
PeopleSoft Financials Highlights
20
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 havent found any show stoppers
  • We are making good progress
  • GL/AP/PO/AR/BI workshops 50 complete
  • Starting TR/AM/EX/PC in November

21
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

22
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

23
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

24
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

25
Chris EngleyNiña Salvador
Chart of Accounts and Accounting Training Update
26
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.

27
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.

28
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.

29
Representatives
  • Legislative Assembly Cheryl Menard
  • Executive Aboriginal Affairs James Ssenyange
  • FMBS Alain Bolduc
  • Finance Mel Enge
  • Human Resources Michelle Ramm
  • MACA Colleen Zorn
  • Transportation Gary Brennan
  • Public Works 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

30
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.

31
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.

32
Current FIS Chart of Accounts
GL Account (4)
Balance Sheet (2)
Vote (2)
Major Costing (4)
Settlement (3)
Subsidiary (10)
GSN (10)
Cost Centre (3)
Cost Detail (3)
33
GNWT Chart String

  Region(TREE) Area Settlement GLAccount Control Object StandardObject Group Object BalanceSheet Vote ProgramCode(TREE) Division(TREE) Section(TREE) Unit
  1 char 1 char 3 char 4 char 1 char 1 char 1 char 2 char 2 char 1 char 1 char 1 char 1 char
         
GLBusinessUnit   Operating Unit Class Account Account Account Account FundCode FundCode       Department
(5 char)   (8 char) (8 char) (10 char) (10 char) (10 char) (10 char) (10 char) (10 char)       (10 char)
PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields

  Major Costing Cost Centre Cost Detail Subsidiary  GSN
  4 char 3 char 3 char 10 char  10 char  
         
ProjectBusinessUnit   ProjectID Activity     Facility (Chartfield 1) Chartfield 2
(5 char)   (8 char) (5 char)     (5 char)
PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields PeopleSoft ChartFields
34
Recommended Peoplesoft Chart of Accounts
GLBusinessUnit Department Operating Unit Account Class FundCode Facility ProjectBusinessUnit ProjectID Activity
     
5 char 5 char 2 char 5 char 3 char 2 char 5 char 5 char 8 char 5 char
Required Required Required Required Required Optional Optional Optional Optional Optional
35
Additional Considerations
  • Index codes PeopleSoft speed types
  • FIS transaction codes
  • User defaults

36
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

37
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
38
The System Formally Known as FIS
39
Kristen CookNiña Salvador
Change management
40
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
41
Benefits largely come from business change

New Technology
Old Business Processes
Expensive Old Business Process



New Technology
New Business Process
Business Enabler


42
PeopleSoft is about the integration of functions
and business processes
43
System initiatives automatically force
significant change
  • 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
  • New business processes
  • A single source of information
  • Routine work done by the system
  • New relationships with suppliers/clients

Its less about technology and more about process
and people
44
  • Insert The First Help Desk video here

45
How do we react to change?
46
People react to change in a typical patterneven
when the change is a good one
Increased danger of checking out Increased
resistance
47
The phased response to change the marathon
effect
48
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
From Stephen R. Coveys The 7 habits of highly
effective people
49
We hear you we know you will have questions
50
How we will help you get through the change?
51
  • Video clip ice scraper
  • To highlight the fact that you start with the end
    in mind you have to know where you are going
    before you just jump in.

52
How will employees be prepared for the changes
associated with the FIS Replacement project?
First contact
Introduction
Support
Learning
Focused help
Training (hands on)
  • On-site coaching
  • Online support
  • End user procedures
  • Quick reference cards

Awereness/Understanding
Education (context)
  • System overview and navigation
  • Role-based courses
  • Exercises
  • Practice environment

Communication (awareness)
  • Focused info sessions
  • Change impact workshops
  • Process overviews
  • Announcements
  • Communication sessions
  • Workshops

Time
Go-live
53
Change management roadmap aligned with project
phases
Planning Define
Transition
Design and Build
54
Change management initiatives
  • Specific events scheduled throughout the phases
    of the project
  • Some examples
  • Change impact and process mapping workshops
  • Business process education sessions
    stop/start/continue
  • Communication throughout the phases of the
    project
  • Training for all end users

55
Communication
56
Communication guiding principles
  • All communication will be open and honest
  • We will not wait until we know all the answers
    before we communicate
  • Communication will be targeted to the audience to
    address their primary concerns
  • We will use a variety of communication methods
    and approaches to ensure the messages are
    delivered and understood
  • We will set milestones, track progress and
    collect feedback to incorporate in the
    communications plan
  • We will manage expectations about the impact of
    this project
  • We will acknowledge employee questions and
    concerns

57
Some of the ways we will communicate with you
  • Employee communication updates
  • Delivered through your managers
  • Intranet
  • Section devoted completely to the FIS replacement
    project
  • The Bear Facts
  • Employee newsletter
  • Frequently asked questions
  • We will have an email address devoted to the
    project employees may submit their questions
  • Section on the internet/intranet devoted to
    employee questions
  • Glossary of terms
  • Section on the internet/intranet with project
    terms and definitions

56
58
Communication monitoring
  • Communication will be tracked for effectiveness
    to ensure
  • that the PeopleSoft project communication is
    being received
  • that it is understood and
  • that all feedback is being listened to and acted
    upon
  • Soliciting feedback
  • We will ask for your feedback to see if their
    information needs are being met
  • Feedback action
  • When we receive your feedback, we will act upon
    it as much as we possibly can

59
Niña Salvador
Training
60
Training guiding principles
  • Principle 1 Just enough and just in time
  • Principle 2 Make the most of what we have
  • Principle 3 Consider the operational realities
    for training

61
Training and coaching approach
Phase 3 Coaching
Phase 2 Self study classroom
Phase 1 Process workshops, Self study
  • Full curriculum based on role
  • Combination of self study modules classroom
    training sessions
  • On the job coaching
  • Ability to refresh skills using self-study
    modules, quick reference materials
  • Workshops new processes
  • Online self study modules (any where, any time)
  • Peoplesoft navigation concepts

62
Your role in the change
63
What we need from you
  • Read project communication when you receive it
  • Check the intranet site frequently for new
    updates
  • Ask questions
  • Be involved
  • Attend the training when it is scheduled for you
  • Be enthusiastic and open to change

64
Any final questions?

65
Final thoughts
  • Remember that change is inevitable, regardless of
    first impressions.
  • Who the hell wants to hear actors talk? Harry
    M. Warner, Warner Brother Pictures, c. 1927.
  • Sensible and responsible women do not want to
    vote. Grover Cleveland, 1905.
  • Everything that can be invented has been
    invented. Charles H. Duell, Director of U.S.
    Patent Office, 1899.
  • Heavier than air flying machines are
    impossible. Lord Kelvin, President, Royal
    Society, c. 1895.
  • There is no likelihood man can ever tap the
    power of the atom. Robert Millikan, Nobel Prize
    in Physics, 1923.
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