AdvantageME

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AdvantageMEEmployee Self Service

• June 21, 2006

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Commissioner Wyke
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AdvantageME
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Exactly, What is it that we are doing?

• The project is replacing AMS 2.0, the engine of
  the accounting system that is no longer supported
  by the vendor, and three of the interfacing
  central system applications, purchasing, cash
  receipts, and the GQL data warehouse, with a
  modern web enabled integrated system.

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ED
Terry
Dick
Build a 13.0M system with your best friends!
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Guiding Principles

• Partnership between Controller and CIO
  (Co-sponsors)
• Shared Vision
• Joint Project Ownership
• Speak with one voice
• Steering Committee comprised of the core agencies
• Choose a vendor with proven technology and long
  track record of success.
• Baseline Implementation would be
• Off the shelf
• As few modifications as absolutely necessary to
  facilitate low implementation and maintenance
  costs, and an efficient upgrade strategy.
• Change business processes to meet the software to
  keep costs low and make process improvements.
• Least disruption on all internal and external
  stakeholders while recognizing that changes to
  the way we do business are inevitable.

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Central Administrative Systems as of June 21, 2006
Agencies
GQL Data Warehouse
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Central Administrative Systems October 1, 2006
We are planning for the replacement of HR
Payroll for 2008
Agencies
GQL Data Warehouse
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Central Administrative Systems 2008
Agencies
Accounting HR Payroll Purchasing Cash
Receipts Data warehouse
GQL Pre 2006
Budget
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Project Managementis a little like

• Golfing with your Friends.

Everyone Has Advice!!!
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Executive Organization As Of June 29, 2006

• Steering Committee
• Betty Lamoreau, Director of Purchases
• David Lemoine, State Treasurer
• Ryan Low, State Budget Officer
• Richard Thompson, CIO Co Sponsor
• Edward Karass, Controller Co Sponsor
• Kevin Harrington, CGI AMS
• Robert Lamarre, CGI AMS
• Project Management
• Terry Brann, Deputy Controller State Project
  Mgr.
• Jim King- Office of Information Technology
• Kevin Jones, Office of Information Technology
• Alan Bryant, CGI AMS Project Mgr.

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Advantage Financial Business Areas
General Accounting
Treasury
Procurement
Accounts Receivable
ADVANTAGE Financial 3.6
Accounts Payable
Cost Accounting
Fixed Assets
InfoAdvantage
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Benefits and New Functionality

• Full web integration
• 100 web architecture
• Integrated vendor self-service through web entry
• Web-enabled reporting and query
• Online inquiries with drill-downs
• Configurable document work flow
• End-to-end processing from RFP to Payment and
  Reporting
• Fully integrated cash receipt processing, no
  longer processed in two system
• Flexible Accounting Models
• Full Accrual
• Modified Accrual
• Cash
• Modified Cash

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Project and Grant Accounting

• Administers Grants, Projects, and Jobs
• Online budgetary tracking and control
• Funding Maximization Facility
• Front-end Funding Application
• Cost Allocation
• Program and Project Model
• Programmatic Model
• Program Stages
• Program Funding Profiles, Tiers, Matches
• Supports CMIA (Cash Management Improvement Act)
  Requirements
• Creates Federal drawdown based on program
  funding method

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Risk Management
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Risk Management

• Independent Project Management
• Oversight by CIO PMO
• State Project Manager hired from CSC
• Quality Assurance Review Deloitte
• Review of Contingency Plan, Project Control and
  Readiness Assessment
• In-depth Production Readiness Assessment
• All activities must be completed and signed off
  before Go-Live decision
• Extensive Testing

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System Testing

• Unit System Testing
• Core System
• Financial
• Procurement
• Vendor Self Service
• Security (set up)
• Over 363 scripts completed
• Financial
• Procurement
• Cash
• Workflow
• Security
• Integration
• 5,243 hours logged testing as of June 1st

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Integration Testing

• Integrated Test Phase I (4/19 6/9)
• Testing of both individual business functions, as
  well as, complete system functionality in an
  end-to-end format.
• Functional Areas
• Core System
• Financial/Procurement/Vendor Self Service
• Security
• Workflow
• Workspaces
• Interfaces (Inbound and Outbound)
• Nightly Cycle/Batch Processing
• Reports (baseline InfoAdvantage)

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Integration Testing

• Regression Testing
• Modification (Mods)
• Patches
• Integrated Testing Phase II (6/12 7/28)
• Same as Phase I
• Production Environment
• Test of the Environment
• Additional Testing due to Mods and Patches
• User Acceptance Test
• August 2 Sept. 1, 2006

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StakeholderCommunications
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Communication methodology
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Communication principles and objectives

• These Communication Guiding Principles should be
  used for all Communication Strategies and Plans
• The Steering Committee, Internal Communications
  should be involved in the creation of
  communications strategies and plans from the
  start of the project. Pre-determined validation
  periods are built into the methodology of the
  communication strategy and plan.
• All communication strategies should follow the
  methodology outlined in this document.
• The project manager and/or communication team is
  responsible for validating strategies, timeline
  and deliverables.
• The Advisor and project manager and/or
  communication team have final approval of the
  communication strategy and plan

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Stakeholders

• Citizens of Maine
• Legislature
• Governor Baldacci
• Commissioners and Deputies
• Becky Wyke, Commissioner of DAFS
• Ed Karass, State Controller
• Richard Thompson, CIO
• Ryan Low, State Budget Officer
• Betty Lamoreau, Director of Purchasing
• David Lemoine, Treasurer

• MFASIS Upgrade Steering Committee
• MFASIS Upgrade Executive Committee
• Project Team Members
• Administrative Users of the System
• Vendors Contracted
• Auditors
• Financial Users
• Procurement Users
• Finance Directors
• Interface Partners
• Customer Support

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Key Stakeholders Groups

• Agency Financial Liaisons
• Agency Procurement Liaisons
• Interface Partners

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Communication Calendars
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• AdvantageME
• Training for
• Employees

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Training Approach

• AdvantageME application user training is
  critical to the successful implementation and
  acceptance of the system.
• Up to 1000 State employees will participate in
  training as required by their agency.
• The project will primarily use a Train the
  Trainer approach.

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• Trainers identified by each participating agency
  will be responsible for training supervisors and
  employees in their agencies.
• Agency trainers will be trained by project staff
  (SOM) to carry out this role and resolve user
  questions and problems associated with ADVANTAGE.
• As necessary, additional training assistance will
  come from the CORE State team, and CGI.
• Project staff (CGI and State Core Team) will
  train approximately 50 agency trainers
• agency trainers will deliver supplemental
  training to users within their agencies

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Training Methods, Tools and Logistics

• Effectively presenting training sessions
• Access to SMEs during post class
• Use Aspen scheduling tool for online registration
  and tracking.
• Trainers to use Premier Conferencing for remote
  training.

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Milestones
Target Date
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Organizational Impact on the OSC

• Pre MFASIS the Bureau of Accounts and Control had
  62.5 employees of which 8 could be classified as
  professional. This mix indicates that 87 of
  employees were paraprofessional or clerical.
• In 2002, the Bureau had 29 employees with a heavy
  mix of clerical oriented staff
• In 2007, the OSC will have 28 staff and will have
  taken on new functions such as Internal Audit,
  central processing of employee pay
  authorizations, and the implementation of
  Employee Self Service this past winter, while
  eliminating non critical positions.

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Employee Self Service
Betty Everatt, Statewide Payroll Manager
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Employee Self Service

• Employee Self Service is a web-deployed HR
  application that allows State of Maine Employees
  to review and maintain personal information.
• By enabling employees to update their personal
  information at their convenience, we have gained
  full interaction with our internal audience, our
  employees.

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Benefits

• Minimize calls and paperwork to payroll and
  personnel offices
• Multiple tasks on the part of the employee and
  agency payroll/personnel staff have been
  eliminated
• Transfer data ownership to employees
• Access is secure and controlled
• Real time updates
• Changes are instantaneous
• A system that is simple to understand
• and
• Easy to Use!

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Deduction Processing Old Method
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Employee fills out form or calls HR
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HR enters the Employee data
3-7 screens
Sends paperwork to HR
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1
Employee has personal information change
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5 days
2-3 days
???? days
1-2 days
1-2 days
1
3
2
4
5
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Deduction Processing with ESS
Employee changes their information in Employee
Self Service
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• Savings
• Employee personal information update
• ACH /W-4 / Pay History savings
• Electronic Pay Advice savings
• Employee History Look up
• Eliminate paper
• Reduced time

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Employee has personal information change
1- 5 minutes
Realtime update to the HR system
1
2
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ESS Security

• Employees sign in using their MS-TAMS (Maine
  State Time and Attendance System) password.
• Single point
• ESS access is password protected through
  employees user id and password sign in.
• As with MS-TAMS, employees electronic signature
  is the equivalent of their handwritten signature
  and provides the necessary authorization for any
  payroll changes.

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After signing in, employees may accomplish these
tasks

• View
• Review Personal Data
• Print Pay Activity for current and past periods
• Regulatory Links to taxing authorities
• Additional Links

• View
• Review Personal Data
• Print Pay Activity for current and past periods
• Regulatory Links to taxing authorities
• Additional Links

• Update
• Direct Deposit
• Federal Form W-4
• State Form W-4ME
• Emergency Contact
• Name
• Telephone and Address

• Update
• Direct Deposit
• Federal Form W-4
• State Form W-4ME
• Emergency Contact
• Name
• Telephone and Address

• Request
• Ask HR

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Current Status

• Statistics
• Over 250 Ask HR questions
• 786 Address or Phone Number changes
• 522 Direct Deposit changes
• 352 W-4 updates
• 62 Name Changes
• (data collected through 6/20/06)

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Employee Reactions

• This is very impressive. I have already changed
  my address!
• Thanks our employees will like this a lot!
• I had updated my direct deposit last week. It
  was very easy, and everything looked good in my
  paycheck this week. Thanks!
• WOW!! This is great!
• I added a new bank account and my bank sent me a
  notification that the deduction will begin with
  my next check. Yippee!!
• You all did a very impressive job with ESS!

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Next Steps

• Transmission to Vendors for employee deductions
• Deferred Comp
• Savings Bonds
• MSECCA
• Add FAQs link
• Add Statewide Policy Statements
• Research feasibility of additional Update
  Transactions

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Show Me the Money!
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Cost For Employee Self Service

• The contract cost to implement Employee Self
  Service amounted to 170,000 including
• License for 10,000 employees
• Vendor systems support and technical training
• System modification and programming.
• Maintenance
• OSC provided business resources and employee
  training.

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Cost for AdvantageME

• The cost to fully implement the AdvantageME
  system will be approximately 13 Million.

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Show Me the Money

• Funded from savings
• All initiatives other than required updates were
  stopped in the Spring of 2003
• Decisions made with CIO on minimum resources
  required to operate MFASIS in order to generate
  savings
• Organization in the Controllers Office was (and
  is) retooled to ensure the appropriate skill sets
  were in place to implement AdvantageME and
  Employee Self Service successfully
• Intensive negotiations with both vendors to
  secure the best pricing for the State

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Show Me the Money

• Legislative Authorizations
• Authorization for Lease Purchase of Software
  for 10.0 Million in Chapter 3, Public Law 2005.
• Consolidation of Administrative and Systems
  Accounts in Chapter 12, Public Law 2005 to
  provide efficiency by combining business
  activities into a single unit to better utilize
  financial resources.

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Show Me the Money

• Statewide Cost Allocation Agreement
• Leverage the indirect cost plan to provide
  resources for the planning, development, and
  implementation of the AdvantageME and Employee
  Self Service System to immediately relieve the
  General Fund from carrying the entire burden of
  paying for these systems while in the development
  and implementation stages.
• Keep the indirect cost rate associated with
  central systems more reasonable than the rate
  would have been in future years. In other words
  keep future costs as low as possible for all
  types of non general fund activities. We have
  picked up 500,000 from STACAP which will help
  fund the effort.