Strategies for Successful Implementation

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Office of the State ComptrollerThe Center for
Technology in GovernmentThe NYS Forum for
Information Resource Management Computerworks

MACROS

• Strategies for Successful Implementation

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This Mornings Presentation

• Introduction Greg Benson
• MACROS Overview Michele Hasso
• Building the Business Case Theresa Pardo
• Creating an Enterprise Vision Greg Smith
• Successful Partnering Greg Rosano
• Panel Discussion

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Whats Municipal Affairs?

• Division of the Office of State Comptroller
• Provides services to local governments
• Audit Services
• Train local government officials / employees
• Provide technical assistance
• Process local government financial information

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Whats MA need to do its job?

• Access to up-to-date customer information
• Locate Information without knowing a document
  name or location
• Outreach to its customers
• Track Services and resources

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Inadequate information
disorganized
incomplete
wrong format
not timely
inaccurate
poorly defined
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Inaccessible information
Real Property
Tax limits
Training
School Aid
Audits
Staff Information
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Information Scavenger Hunts
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Information Overload
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Clumsy analysis tools
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Outdated policies
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Geographical Makeup
NEWBURGH
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Business Problem

• Each decentralized office had developed its
• own business practice to manage information

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Business Problem (continued)

• Difficulty in sharing documentbased information
• Operating in a personal information environment
  instead of an organization information environment

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Business Problem (continued)

• Customer Information
• not accessible in all locations
• mainframe information not easy to use
• duplicate directories exist
• business needs changing

Paradox
WordPerfect
RBase
Mainframe
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Top Ten wish list for using information
Information that is 1. Accurate 2.
Accessible 3. Up-to-date 4. Secure as it needs
to be 5. Well-defined 6. Easy to locate 7.
Easy to use 8. Easy to share 9. Long-lived 10.
Searchable
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Objectives Served by MACROS

• Information Access
• Comprehensive
• Search functions
• Easy retrieval
• Information dissemination
• Comprehensive contact list
• Multi-media support

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Objectives Served by MACROS

• Document management
• Indexing paper as well as electronic
• Storage transparent to user
• Records Management
• Business process support
• Automated workflow
• Status monitoring

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Document Management
Customer Information Directory
Office of the State Comptroller 10th Floor
AESOB Albany NY
Sharon Dawes CTG Western Ave. Albany, NY
Audit Report
AUD Report
Dear Comptroller
MACROS
Workflow Process Management
Management Analysis Tool
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(No Transcript)
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InterTrac Infrastructure
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System Walk Through
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Why We Selected InterTrac

• What they had to offer
• Their tools are manageable
• They were proven in other agencies

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Time Line
Dec 97 Proposal to CTG
March 98 Fight for Money
June 00 Awarded Bid
June 01 First Users
Feb-May 00 Agency-wide Advisory Meetings
Nov 98 Business Case presented
Dec 02 500 users
Dec 99 Draft RFP
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Using Smart ITBuilding the Business Case

• Dr. Theresa Pardo
• Center for Technology

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CTG

• Work with government to develop well-informed
  strategies that foster innovation and enhance the
  quality and coordination of public services
  through applied research and partnership projects
  that address the policy, management, and
  technology dimensions of information use in the
  public sector

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Center for Technology in Government

• Partnerships
• Problem Solving
• Knowledge Building

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The Smart IT Perspective
Program, Policy Economic Context
Organizational Setting
Work Processes
Tools
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Using Information in Government

• What information do government managers need to
  do their jobs?
• What are the barriers to getting them that
  information?
• What are the policy, strategy, data, technology,
  and people resources that we need to deliver this
  information?

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Our world (s)
Technology 10,000 mph
Organization management 1000 mph
Public policies 10 mph
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Why do they fail?

• Lack of clear understanding of why access to
  integrated information is valuable
• Lack of clear understanding as to how this
  combined information will be used

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What is a Business Case?

• A justification for a decision.
• That decision could be to
• buy something,
• learn something,
• continue to meet.

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Components of a Business Case

• Problem statement
• A mission statement or vision of the future
• Specific objectives for the current initiative
• Preferred approach
• Alternatives considered
• Expected benefits
• Opposing arguments and responses

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Why Use a Business Case?

• To influence management decisions
• To attract partners
• To document your activities
• To make a case to not do something
• To communicate to interested people
• To build support
• As a template for your continued project and
  other projects you take on

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Creating a Business Case
Analyze Situations/Risks/Audience
Design Approach/Rationale/Strategy
Present Who/What/Where
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Articulating a vision and choosing specific
objectives

• Some Tools and Techniques...
• Hopes and fears exercises
• Focusing on a service objective
• Strategic framework
• Cost performance modeling

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Service Objective

• To provide OSC/MA staff with remote/desktop
  access to up-to-date electronic indexed
  information about local government contacts that
  allows staff to

• Conduct targeted mass dissemination of
  information to local governments
• Assess the need for service delivery to local
  governments
• Document contacts between OSC/MA staff
  specific local governments
• Develop maintain a contact list

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Service Objective (continued)

• So that,
• Local governments receive useful information
• Staff can determine risk assessment
• Staff can maintain a contact history between OSC
  their customers
• Staff have timely accurate information in order
  to provide consistent service delivery
• Staff can produce a reliable, accessible, uniform
  centralized contact list.

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Service ObjectiveLessons Learned

• Gave clear understanding to team members of what
  we were doing
• Without an objective or a guide you have no
  foundation to build upon

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Assess Your Current Situation

• User needs analysis
• Environmental scanning
• Current/best practices research
• Benchmarking
• News analysis

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Identifying and Understanding Your Audience

• Some Tools and Techniques...
• Strategic framework
• Stakeholder analysis
• Cost-benefit analysis and cost performance
  analysis
• Risk analysis

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Stakeholder Analysis

• Municipal Affairs staff were determined to be the
  direct beneficiaries of this system
• Other OSC Divisions were considered indirect
  beneficiaries
• Local Government customers were determined as
  external beneficiaries

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Stakeholder AnalysisLessons Learned

• Gave team members a chance to broaden their
  perspective on the project
• Opportunity to associate transaction costs with
  what we do
• Gave clear support to our business case
• Gave OSC/MA the ability to contain the scope of
  the project

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Process Modeling

• Visually map out what our staff do everyday
• Opportunity for improving processes, making them
  more efficient
• Opportunity to eliminate non-value added steps in
  a process
• Opportunity to bring top management and staff
  together to make decisions

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Process Modeling Lessons Learned

• We have a lot of redundancy
• Not everyone interprets a business process the
  same way
• Business rules and policies must be developed to
  guide system design and development
• Paved the way for process modeling in other areas
  outside the scope of the project

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Cost Performance Modeling

• Used the Modest, Moderate, Elaborate approach to
  functionality
• Assisted the team in determining how much system
  to build
• Opportunity to identify preliminary costs of
  processes

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Cost Performance ModelLessons Learned

• Technology doesnt make bad business processes
  better
• Technology doesnt make bad business processes
  better!!
• Improve your processes BEFORE you even begin to
  think about what kind of technology to use

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Creating a Business Case
Analyze Situations/Risks/Audience
Design Approach/Rationale/Strategy
Present Who/What/Where
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Design

• Allows you to look at the problem and solution
  from many perspectives
• Allows you to consider alternatives to solve the
  problem
• Allows you to weigh the alternatives in light of
  the various constituents
• Provides you a global view and an opportunity to
  avoid the risks

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Presentation

• The effective business case will
• Cast the explanation in terms of
• Specific circumstances
• Specific opportunities of a particular time and
  place
• The information and arguments are tailored to the
  specific audiences whose support has been
  identified as essential to success of the project.

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Creating a Business Case
Analyze Situations/Risks/Audience
Design Approach/Rationale/Strategy
Present Who/What/Where
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The Effective Business Case Will...

• Generate the support and participation needed to
  turn an idea into reality.
• Persuasively communicate an idea and an approach.
• Explain why the approach should be supported and
  why alternatives are not acceptable, feasible,
  and practical.
• Explains how the initiative will change the
  business at hand.

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A Cycle of Analysis

• Growing recognition of the need for a agency-wide
  strategy for contact management.
• OAS-MA highlights contact information as critical
  component of a service-incident related document
  and information organization.
• Invest in strategy to explore link with
  agency-wide information requirements.

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Building and Using the Business Case

• Senior Management Group
• Advisory Committee
• Continued investment in business analysis
• Continued exploration of information needs

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Identifying information needs

• What information is needed for specific
  processes?
• How are information needs similar or different
  across the agency?
• What opportunities for joint effort does this
  present?

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Critical Success Factors

• Open, participatory process
• Flexible strategy
• Committed project leader
• Accessible project sponsors
• Appreciation for analysis
• Information focus

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Creating an Enterprise VisionAdvancing the Vision

• Gregory L. Smith, CIO
• Division of Municipal Affairs
• Office of the State Comptroller

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Advancing the Vision

• What is the Vision?
• Challenges and Strategies
• Business and Technology

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Advancing the VisionThe Vision

• IT Objective
• The mission of InfoTech is to provide and support
  information technology that enables our customers
  to meet their objectives.
• Strategic Objective
• Users will be able to access information they
  need when they need it, regardless of their
  location, in the format that is most appropriate
  for their needs.

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Advancing the VisionThe Vision
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Advancing the VisionThe Culture

• Challenges
• Information is power
• Acceptance of change
• Acceptance of technology

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Advancing the VisionThe Culture

• Strategies
• Champions
• Concept
• Executive
• Business
• Technology
• Perseverance

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Advancing the VisionThe Objectives

• Challenges
• Relevance and significance
• Consensus

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Advancing the VisionThe Objectives

• Strategies
• Have a strategy
• Driven by the business plan
• Articulated
• Engage customers and stakeholders

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Advancing the VisionAchieving the Objectives

• Challenges
• Commitment in a busy world
• Remaining relevant

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Advancing the VisionAchieving the Objectives

• Strategies
• Start Small
• Assume an incremental approach
• Identify best opportunity for success
• Know the Business
• Understand the issues
• Adapt the objective

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Advancing the VisionEvolving Objectives

• Municipal
• Affairs
• Contact
• Repository
• Operating
• System

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Advancing the VisionEvolving Objectives

• Municipal
• Affairs
• Comprehensive
• Repository
• Operating
• System

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Advancing the VisionEvolving Objectives

• Multi-
• Access
• Comprehensive
• Repository
• Operating
• System

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Advancing the VisionEvolving Objectives

• Multi-purpose
• Access for
• Customer
• Relations and
• Operational
• Support

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Advancing the VisionApplying Technology to the
Objective

• Challenges
• Technology actually works
• Cost of application development
• Managing number of tools available

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Advancing the VisionApplying Technology to the
Objective

• Strategies
• Business first, then technology
• Look beyond immediate needs
• Remember the Strategic Plan
• Anticipate technical environment
• Open specifications

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Advancing the VisionSustaining Technology

• Challenges
• Evolving role of IT in the organization
• Rate of change
• Managing expectations

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Advancing the VisionSustaining Technology

• Strategies
• Leading as a partner
• Know the business
• Leverage your champions
• Have a balanced strategy
• Look beyond immediate needs
• Live within your means

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Successful Partnering

• Agency Objectives Do Your Homework!
• Have a complete knowledge of your environmentthe
  information you collect, how it is used to solve
  problems, how you collect it and why.
• Let your needs determine the technology, dont
  let the technology determine your needs. Be
  vendor neutral!
• Understand that technology does not solve
  business problems
• Get support and involvement of the
  administration, board and community.

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Successful Partnering

• Partner Objectives
• Emphasize delivering business results by striking
  a balance among teams, tasks, and technology
  issues.
• Guide the development process, during which
  application requirements will (and should) flex
  as the agencys technology-driven learning
  occurs.
• Employ a collaborative approach, including
  representatives from all affected management,
  business unit, and information technology groups.
• Deliver projects rapidly, employing an
  interactive, yet structured prototyping approach
  to application development.
• Manage, change, and minimize risk by delivering
  value in small cycles.

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Successful Partnering

• Result
• New knowledge is created together as a result of
  the partnership
• Technology is modified enhanced based on
  knowledge sharing
• Agencys upfront analysis will assist in getting
  the solution implemented much quicker
• Projects wont fail! (Alternative if homework is
  not done or its done too late after technology
  solutions are bought you could end up
  retrofitting solutions )

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InterTrac Is

• InterTrac is a collaborative information
  management tool for the entire enterprise. In its
  simplest terms, InterTrac is at tool set for
  tracking any business event, letting the right
  people know about that event, and keeping a
  historical record of the event and all related
  documents.
• So what is a business event?
• Meeting a new contact
• Taking a phone call
• Making an appointment
• Receiving an email
• Sending a written correspondence
• Tracking an issue
• Recording a customer complaint
• Mediating a legal matter
• Following up on a help desk issue

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Building Blocks

• No matter what type of business your agency
  conducts, youll have certain common items to
  track. The basic building blocks in InterTrac
  are
• Contact profiles
• Staff profiles
• Calendar entries
• Call reports
• Email
• Form letters
• Complaints
• Legal Matters
• Help Desk tickets
• Documents and images
• Timesheets
• Projects
• Work Tickets (and more)
• You may not use all of these items, but you
  probably use several. InterTrac will track them
  alland it will even track custom elements. Its
  like having a box of Legos all of the pieces
  fit together. What makes the construction unique
  is how you put them together.

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Putting Them All Together

• Now, when you start putting the blocks together
  in some sort of order that makes sense to you,
  you have an automated workflow process.
• Keep in mind that InterTrac is designed to build
  a history around a contact or a business process
  document. All related documents can be linked to
  the contact or process, so that you build a
  complete history of every interaction and
  transaction.
• InterTrac supplies automated workflow solutions
  for a variety of needs, such as correspondence
  management, contact management, and call center
  management. The workflow solutions can work
  separately or overlap, as in OSCs solution.

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On Its Head

• Now heres where InterTrac turns everything
  upside down.
• We already showed that InterTrac takes the
  building blocks the correspondence, the email,
  the phone calls and puts them together to build
  a structure, or process. This is also known as a
  workflow solution.
• When you place several structures side by side,
  or even connect individual structures, you get a
  workflow for an entire group, department, agency,
  or organization. With InterTrac, you can run
  multiple solutions consecutively and even
  integrate them.
• This is why we say InterTrac is an
  enterprise-wide solution.

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InterTrac Design
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InterTrac Design
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PartneringAdvancing the Vision

• Greg Rosano, CEO
• Computerworks

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InterTrac Design

• Benefits
• Direct cost savings - Lotus Notes was part of
  OSCs existing tool set
• Answered many needs right out of the box
• Headquartered right here in Albany, NY
• Already in use in several NYS government offices
  - instant credibility
• Superior functions to manage mailing lists, form
  letters, and mail campaigns.
• Form letter formatting options are uncontested,
  and it also integrated with OSCs standard word
  processing programs.
• InterTrac's CodeSync design enabled OSC to
  efficiently and economically customize the system
  to fit their exact needs. Any existing component
  can be modified keywords, framesets, navigators
  or they can add entirely new design elements if
  need be.

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InterTrac Design

• Benefits continued
• OSC was able to configure the application to
  function differently for as many separate user
  groups as desired, so that each group now has a
  variation of InterTrac that fits their exact
  needs.
• Easy to use administrative tools give OSC
  complete control of information access and
  distribution based on end user and group defined
  profiles vital in the public sector!
• OSC is guaranteed the ability to make system
  enhancements and upgrade to future release of
  InterTrac and Notes with total customization
  security, so that they can move forward with
  advancements in technology.