IPMA Professional Development Event

Transcription

1 IPMA Professional Development Event Department of Revenue Tax and Licensing Systems Replacement (TLSR) Project January 27, 2016 Transforming Revenue s Future through collaborative efforts, improved processes, and proven technology solutions.

2 Presenters Marcus Glasper, Department of Revenue, Deputy Director Kit Bail, Department of Revenue, TLSR Project Director Kathleen Nolte, Sightline, LLC, Principal 1

3 About the Project Vision Transforming Revenue s future through collaborative efforts, improved processes, and proven technology solutions. CRMS IDOCS EPMS Scope The scope of the project is defined by the following: To implement a solution that supports the administration of the core tax and business licensing programs BLS Audit 2000 TLSR TIRTS Excise Tax Work efforts to prepare people and systems to use the new solution Replacement of over 30 aging tax and licensing applications BRMS TARIS E-file 2

4 Timeline April 30, 2015: Agency signed contract with FAST Enterprises July 1, 2015: Implementation work to commence July 2015 July 2016 July 2017 July 2018 Rollout 1: Business Licensing To launch June 30, 2016 Rollout 2 Core Tax To launch September 30, 2017 Rollout 3 Other Taxes To launch June 30,

5 DOR chose to put the greatest focus on the following areas. Data Conversion Organizational Change Management Governance Today s presentation focuses on Governance Three Perspectives Executive Sponsor Project Director Quality Assurance 4

6 Project Governance Executive Sponsor s perspective: The Executive Sponsor is a critical role outlined in project management methodology, and is responsible to the enterprise for the success of the project. In addition to the positional attribute (authority), five personal attributes of the sponsor are: understanding competence credibility commitment engagement 5

7 Overview of Responsibilities Champions the project Sponsors the project Provides oversight Engages project stakeholders Brings visibility to the project Manages project risk Supports the Project Director Provides financial and human resources 6

8 Champions the project Sets the enterprise tone and vision for the modernization effort Seeks legislative approval and financial resources Recognizes and celebrates milestone accomplishments Sponsors the project Chairs the cross-divisional steering committee Makes key decisions, in concert with other executive team members Brings critical decisions to the agency director 7

9 Provides oversight Enforces the project s governance structure and approves changes to the governance structure Facilitates the resolution of conflict (harmonizes different perspectives) Encourages and promotes organizational change management Engages project stakeholders Communicates project updates to the Agency Director and others such as OFM as needed 8

10 Brings visibility to the project Represents the project externally Governs project risk Monitors project risks Meets regularly with the Project Director, business sponsor, and IT sponsor Meets regularly with QA consultant Resolves significant project issues or escalates to the agency director for decision (e.g. scope changes/customization, policy) 9

11 Supports the Project Director Provides sufficient decision-making authority to the Project Director Keeps open lines of communication Provides financial and human resources Expediently resolves budget and personnel-related issues 10

12 Project Governance Project Director s perspective: A strong, clear and well understood Governance Structure is critical to project success and includes: Active and Invested Executive Sponsor Active and involved Business and Technology Sponsors Active and informed Steering Committee Clear articulation of what decisions are made, who can make them, and when they are made Strong Quality Assurance Structure 11

13 A strong, clear and well understood Governance Structure includes : (Continued) Clear documentation of decisions made, when and by whom, and rationale, if appropriate Internal Project Governance to include the Business and Technical decision-making framework and processes The Project Management Plan provides the framework management of the project. Developed with the vendor it describes the project management approach and methodology, key processes, protocols, and tracking mechanisms, etc. 12

14 Governance Executive Sponsor Vision & Objectives Steering Committee Quality Assurance Project Director (includes Assistant Project Directors) Project Portfolio Stakeholder Engagement Data Governance Committee Technical Steering Committee Core Project Leadership Team Program & Project Enterprise Project Management Business Project Project Leadership Team Project Team Subject Matter Experts All Stakeholders Technology 13

15 Who is empowered to make which decisions? RA(R)CI Chart: Responsible Accountable (also Approver) Recommendation Consulted Informed (also Reviewer) Business Decision Teams Roles Configuration decision related to a specification/requirement that: a. Does not change a current business activity within a business process; same functionality; only one configuration option b. Does not change a current business activity within a business process; same functionality; multiple configuration options c. Changes a current business activity within a business process; has a minor impact; affects a single division or multiple divisions d. Changes a current business activity within a business process; has a moderate impact; affects a single division or multiple divisions; with team consensus e. Changes a current business activity within a business process; has a significant impact f. Requires customization to the COTS (GenTax) Solution g. Is outside of the current scope; requires a change request Example: Addition of Local Tax. Subject Matter Experts (SMEs) Functional Area Team(s) Developers/ Technical SMEs Decision Making SMEs Business Analyst(s) (BA) Business Lead(s) (BL) Decision Review Team (DRT) TLSR Project Director, or designee Project Business Sponsor, or designee Executive Decision Team Steering Committee Executive Sponsor C C R C R A I I I I I C C R C R A I I I I I C C R C R A I I I I I C C R C R A I I I I I C C REC C REC REC REC R A I C C REC C REC REC REC REC R A C C REC C REC REC REC REC R A DOR Director 14

16 Arbitration Path for the Executive Decision Team Conflict Scenario Recommended Escalation (Unless conflict is related to a customization or addition to scope, then Agency Director.) Business to Business Senior Assistant Director of Operations Business to Information Services (I.S.) or Administrative Services Senior Assistant Director of Operations to consult with Senior Assistant Director of Administrative Services Contractor to DOR TLSR Resource Executive Sponsor via TLSR Project Director 15

17 Functional Work Team Decision Process Functional Area Teams Identify need for a decision. Make decision. Document as required and include assumptions. Need to escalate decision? Document as "Decision Needed" and provide recommendation. Review DRT and Executive Decision Team outcomes. Decision Review Team (DRT) Confirm, revise or overturn decisions made by Functional Area Teams. Make decision on open "Decision Needed" items. Need to escalate decision? Document as "Decision Needed" and provide recommendation. Document decision outcomes. Review Executive Decision Team outcomes. Executive Decision Team Confirm, revise or overturn decisions made by DRT. Make decisions on open "Decision Needed" items. Document decision outcomes. 16

18 Project Governance Quality Assurance Perspective What is Quality Assurance? A formal risk-based assessment of project progress Identify warning signs that the project is not performing as expected Use project management tools to assess where risks and issues may be lurking Immerse ourselves into the project team so we have multiple perspectives at every level of the project Act as the eyes and ears of the project sponsor and director A focus on Project QA rather than Product QA 17

19 Today s presentation focuses on identifying indicators of a healthy project Project Governance / Executive Sponsorship Project Organizational Structure Decision Making Process 18

20 Project Governance / Executive Sponsorship Executive Sponsor has credibility with the project team or agency stakeholders Brings strong communication and leadership skills Has sufficient bandwidth to support the project s needs Has appropriate authority, skills and resources to provide to the project 19

21 Project Organizational Structure Steering Committee members are representative of the stakeholders the project will serve The Project Director has an appropriate level of experience and/or skill sets to direct project tasks and resources Project team members are opinion leaders who the rest of the business areas support Roles and responsibilities are documented and well understood 20

22 Decision Making Process Decisions are made and implemented timely Decisions are promptly acted on and not continually revisited and / or changed The decision-making process is well understood or transparent Decisions are documented appropriately (must not be too little or too much) Decisions are accepted by project team members and / or stakeholders 21