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1
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3
Program and Financial Management Leadership
Alignment Meetings

Commerce Business Environment Convergence for
Implementation The beginning of an
evolution Linking Procurement, Program and Finance
4
Terms and acronyms

• System definitions
• ORSI Acronym for Obligation and Requisition
  Standard Interface that connects technology to
  deliver 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

5
Terms and acronyms (cont.)

• 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 Mangers and Acquisition
  Teams.
• Cross-servicing The use of another bureaus
  Procurement Office and acquisition processing
  systems and services.

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

• The big picture
• What are the changes?
• Why these changes?
• Your direct benefits
• How are your Requisitioners impacted?
• How are your Reviewers/Approvers impacted?
• How does working with the Procurement Office
  change?
• Get ready for October 16th
• How you can help the transition
• Key dates and events

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The big picture Commerce Business Environment
(CBE) timeline
Go-live
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
C.Request Training
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
ORSI deployed
Design, Program Test 8 ARs
ORSI Maintenance
ORSI Maintenance
ORSI Deployment Readiness Activities
Purchase Web-based Requisition System
Change Management, Organizational Alignment
Communication Plan
BPR Data Standards for Requisitioning
FPDS-NG (CSTARS) Training
Web-based Solution 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

• Include all acquisition mgt. functions and
  processes
• Single acquisition, Web-based, portal-like
  solution
• Serves the acquisition stakeholder community

5 bureaus with procurement authority 2
procurement systems
? Standard business practices ? Lower purchasing
costs ? Leverage technology investments
Business Brokers for Program Success
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What are the changes?
Program Managers

• Program
• Web-based C.Request requisition processing
• Standardized data across all bureaus
• Common business processes and practices
• Electronic
• Validation of ACCS in CFS
• Routing for requisition review approvals
• Requisition approvals
• Attached supporting documents
• Submission to Procurement offices
• Notifications, status checks and updates
• Procurement and Finance
• CSTARS and CFS enhanced features
• Electronic data transfer with C.Request
• Obligate funds electronically
• Standardized data across all bureaus
• Common business processes and practices for
  awarding and administering contracts

ORSI
Finance
Procurement Offices
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Why these changes?

• Its 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
• Streamlined acquisition processing. Get to
  contract award faster!
• Enable strategic sourcing to get better quality
  at lower prices
• Enable performance and contract management
  metrics
• Enable proper contract time delivery management
• Lower transaction costs
• Decrease acquisition processing clerical work
• Increase capacity of Procurement representatives
  to work in partnership, as Business Brokers, with
  Program Managers to
• Improve Acquisition planning
• Reduce requisition rework

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Program Manager benefits

• Increases speed of requisition processing
• Reduces paper processing
• 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

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Finance benefits

• Brings Procurement Offices in line with previous
  ACCS structure and values defined by Finance
• Increases accuracy and completeness of reports
  drawn from the Commerce Business System (CBS)
  data warehouse
• Gives Finance greater control in the Budget and
  Resource Allocation process
• Standardized values position organization for
  future Commitment Accounting efforts.

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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
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What is the difference between processing
requisitions today vs. after ORSI Go-live?
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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.

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Requisition Reviewer/Approver impacts

• 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 and requisition
  default 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 someones desk for days
• No more I didnt get a copy
• Reviewers/approvers must attend C.Request
  training
• Before they are allowed to use C.Request
  review/approval function.

Its a challenge to change old habits,
especially reliance on paper processing!
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Refreshing the Business Broker role

• Your Business Broker is the Procurement
  representative who works with Program Managers
  and Acquisition Teams
• For example, Business Brokers help 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!

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Why partner with Procurement for acquisition
planning?

• You want
• Less requisition rework after submission to
  Procurement because of planning errors, not
  following regulations, or missing information
• Minimized administrative costs and maximized
  contract cost avoidance
• Increased consistency and quality of acquisition
  plans across your program offices
• Informed decision-making by exploring all
  alternatives and best practices before proceeding

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Business Broker role why now?

• ORSI technology enables
• Easier, more consistent communications,
  information access and sharing
• Frees Procurement staff from clerical work
• Program Managers have found this role delivers
  promised benefits, especially on large complex
  acquisitions
• A new common planning process provides a guide to
  this partnership relationship and work.
• There is increasing need to consolidate small
  acquisitions through joint analysis and planning
  creates strategic sourcing opportunities for
  increasing savings and quality.

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What your Procurement representative Business
Broker will do for you

• Meet with you, at least periodically, to
• Understand and anticipate your acquisition needs
  and budget constraints/opportunities
• Identify potential unanticipated situations
  that may require emergency actions
• Acquire the right solution at the right time to
  solve the problem
• Advise you on contracting vehicle alternatives
• Increase options before you move develop the
  requisition
• Coach your people in how to write requirements
• Give you flexibility and the greatest competitive
  opportunity for the best value
• Create performance-based services requirements
• Help with complex acquisition needs,
• Create acquisition milestone plans that are
  realistic and achievable
• Conduct early market research to increase or
  target your solution options
• Help you consolidate many small acquisitions into
  larger contracts
• Take advantage of strategic sourcing
  opportunities
• Save you money and deliver a better value
• Mitigate frustrations with solid communications
  and act responsively
• You and your Procurement representative are on
  the same page before they receive the
  requisition
• Work collaboratively to get you the best value
  and solution.

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Your role in the Business Broker partnership

• Reach out to your Procurement representative.
• Dont wait for them to come to you
• Involve them early in your acquisition planning
• Dont just throw a requisition over the wall
• Accept your Procurement representative as your
  agent in the marketplace
• For your complex acquisitions,
• Form an Acquisition Team early, making your
  Procurement representative, an active, full team
  member from the start
• Use the BPR Data Standardization common
  processes as your guide for managing the
  acquisition process.
• Once you have a contract, ask your Procurement
  representative to facilitate a contract kick-off
  meeting and together develop a work plan with the
  contractor, especially when
• There are multiple tasks and people involved
• There are performance standards that must be met
• There is more than one deliverable during the
  performance period
• Schedule is critical
• The CO thinks its important to contract success

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Get ready for ORSI Go-live!

• Identify those who can help with training and
  post go-live support on-the-job
• Requisitioners especially good at helping others
  (super users)
• Schedule them for train-the-trainer course
• Get end user training completed
• Both Requisitioners and Reviewers/approvers must
  be scheduled for training
• Work with your bureau C.Request system
  administrator
• Load user profiles with complete information
• Establish a process for maintaining user profiles
• Develop default Reviewer/approver group lists
• Start communicating with your program and project
  managers
• Use this presentation content in discussions with
  managers
• We have communications packages for Requisitioner
  Supervisors and Requisitioners
• Start working with your Procurement
  representatives in acquisition planning
• Schedule a meeting to discuss your next annual
  acquisition requirements
• Reward those who jump on board, perform well,
  reinforce processes, and help others

22
ORSI information contacts and resources

• Please contact your bureau ORSI implementation
  coordinator for training schedules and
  communications support
• Census Peter Sefton (douglas.p.sefton_at_census.gov
  )
• NOAA John Abbott (john.j.abbott_at_noaa.gov)
• OS - Crystal Davis (cdavis2_at_doc.gov)
• NIST Pat Grimes (patricia.grimes_at_nist.gov)or
  Debbie Turner (deborah.turner_at_nist.gov)
• ORSI Communications Support Team or ORSI
  Communications Support.
• Tom Cochran (tcochran_at_doc.gov)
• Jerry Rorstrom Lee (jrorstrom_at_doc.gov)
• Dorine Andrews (dandrews_at_rwd.com)
• Web site http//oamweb.osec.doc.gov, click-on
  ORSI Information (available October 1, 2006).

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How can you help 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 cant 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 its 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
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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 Ive got some
experience. People become excited about the
possibilities and the future. They begin working
together to accomplish the change vision.
This wont last. It wont 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. Ill do the data entry, but we
dont really have to route stuff electronically,
do we? People want to make the change work-on
their terms, but dont 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.
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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
  dont know
• Encourage debate, dissent
• Dont deny peoples 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 others ideas
• Set short term goals and measure achievement
• Share information about what you know and dont
  know
• Publicize success stories

26
ORSI information contacts and resources

• Please contact your bureau ORSI implementation
  coordinator for training schedules and
  communications support
• Census Peter Sefton (douglas.p.sefton_at_census.gov
  )
• NOAA John Abbott (john.j.abbott_at_noaa.gov)
• OS - Crystal Davis (cdavis2_at_doc.gov)
• NIST Pat Grimes (patricia.grimes_at_nist.gov)or
  Debbie Turner (deborah.turner_at_nist.gov)
• ORSI Communications Support Team or ORSI
  Communications Support.
• Tom Cochran (tcochran_at_doc.gov)
• Jerry Rorstrom Lee (jrorstrom_at_doc.gov)
• Dorine Andrews (dandrews_at_rwd.com)
• Web site http//oamweb.osec.doc.gov, click-on
  ORSI Information (available October 1, 2006).

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Thank you!
Lets work together to create an environment
where change is welcomed, not resisted!