2010

Enterprise Program Management Office

2010 Annual Report

TABLE OF CONTENTS

Mission, Vision and Motto 3Director’s Statement 4Staff Become Certified Enterprise Architects 5Our Purpose 6-7OKDHS Best of the Best 8EA Tools Acquired for Central Repository 9Working on the Central Repository 10-11EPMO and DSD Team Up to Explore Solutions 12-13Symphony of Disciplines – Eclipse 14Business Analysis Progress Review 15Enterprise Architecture Progress Review 16-17Working Toward Realizing Our Vision 18Providing EA Training Opportunities 20-212011 Goals and Objectives 22

2

MISSION, VISION & MOTTOMISSION, VISION & MOTTO

OUR MISSIONLeading the agency in establishing and implementing an enterprise business architecture to improve the delivery of services to Oklahomans.

OUR VISIONTo be nationally recognized for enterprise business architecture and process engineering.

OUR MOTTOGit ‘er dun!

3

DIRECTOR’S STATEMENT

The mission of the Enterprise Program Management Office is to lead the agency in establishing and implementing an enterprise architecture (EA) to improve the delivery of services to Oklahomans. The EA approach is regarded as the best methodology for large, complex businesses such as the Oklahoma Department of Human Services to define, develop, maintain and implement integrated business and technical processes.

While adoption and application of EA is an ongoing, evolving process, the agency has already begun to see the effect it can have on decision-making. By identifying processes and systems that are redundant or inefficient, staff and supervisors at every level can make informed decisions to save time and money. In 2010, EPMO became a front-runner in the EA industry, speaking on the topic at conferences locally and nationally, and entertaining reference calls from businesses such as OG&E and JC Penney.

One outcome of using the EA approach is the creation of a central repository of enterprise information. The information harvested has been used to provide data for the Oklahoma Quality Award and the Malcolm Baldrige National Quality Award, as well as the State CIO-recommended function point analysis that will be required on all large projects. EPMO teamed up with the OKDHS Data Services Division to train and certify staff in EA modeling and management. These are all positive signs of continued improvement and affirmation that the agency is on track toward the goal of achieving an enterprise architecture.

Even though OKDHS is in the infant stages of EA, executive management now looks to EPMO to lead and guide the efforts to document processes and research root causes in order to arrive at an objective view of the business. I feel confident that EPMO will continue to assist OKDHS executive management, partners and stakeholders to facilitate the identification of areas for improvement and the means to effect improvement in business processes and information technology systems to ensure the people served by OKDHS receive quality and efficient services.

Fonda LogstonDirector, Enterprise Program Management Office

4

EPMO STAFF MEMBERS BECOMECERTIFIED ENTERPRISE ARCHITECTSOKDHS now has 20 nationally certified enterprise architects, following a six-month certification training program offered through the University of Oklahoma and National-Louis University. Seven of those newly certified are EPMO staff members:

• Fonda Logston, EPMO Director• Nancy Hutchinson, Business Process Engineer• John Nyberg, Business Process Engineer • Manjusha Shah, Business Process Engineer• Joy Buller, Business Analyst• Christi Fore, Business Analyst• David Spencer, Business Analyst

Through this applied certification course, EPMO and DSD staff applied enterprise architecture principles to selected OKDHS projects. Participants were trained in the disciplined approach to analyzing an enterprise and making improvements. The federal Office of Management and Budget has mandated the enterprise architecture methodology for federal agencies. The U.S. Department of Defense, Federal Aviation Administration, UK Ministry of Defence and numerous intelligence communities are a few examples of businesses that have used and adapted the enterprise architecture framework.The certification course provided valuable information for developing the roadmap for the agency’s EA program by identifying critical roles, tasks, expectations, deliverables, gatepoint reviews and a strong governance process. The certified enterprise architects will continue to use the knowledge gained through this training to construct common models and find common language to link OKDHS business and technical components.DSD staff who earned EA certification on January 15, 2010 are:

• Sunni Bolt• Gary Fortelney • Rick Fullerton • Kathryn Henson • Drew Naccarato• JG Nair• Don Norris• Karen Philbin• Glenn Phillips • Becky Rimmer • Aleta Seaman • Sarjoo Shah• Linda Warner Fonda Logston, Joy Buller, Manjusha Shah and Kathryn Henson

5

OUR PURPOSE

The Enterprise Program Management Office was created in November 2005 to begin the process of providing an enterprise technology and business vision for the Oklahoma Department of Human Services. EPMO is charged with integrating and aligning OKDHS business processes, information technology (IT), staff, operations and projects to establish, implement and manage the agency-wide strategy to effectively define and achieve current and future OKDHS enterprise architecture (EA) objectives.

EPMO is leading the initiative to determine how the OKDHS enterprise can integrate to work together most efficiently. EPMO plans to develop the comprehensive EA framework required to build an IT infrastructure and business support that will assist the entire OKDHS agency in achieving current and future goals.

Authority was granted by OKDHS executive management and officers to:• Establish enterprise program management processes to fulfill the requirements

to continuously improve the quality and efficiency of operations and delivery of services.

• Promote the transparency of operations.• Maintain accountability for learning and growth objectives.

To accomplish this, EPMO will identify and manage OKDHS business initiatives and provide the enterprise architecture to effect IT solutions for re-engineering services to integrate and consolidate business processes within and across divisions.

EPMO responsibilities include:• Streamline services to meet the needs of clients and maintain the commitment to

quality and accountability to the funding sources.• Maximize alignment of OKDHS staff and financial and support resources to

continuously improve the delivery of services to Oklahomans.• Adopt a comprehensive EA framework to build an IT infrastructure and business

support system that integrates the entire OKDHS enterprise.• Describe, document and define current (As-Is) and desired (To-Be) OKDHS business

and management structures and their interface with IT.• Perform cross-divisional analyses to identify strengths, redundancies, inconsistencies

and gaps, and enhance opportunities for collaboration within divisions and across the OKDHS enterprise.

• Provide business process engineering training and support.• Incorporate security and privacy standards into enterprise business practices and

technical systems to minimize improper use of OKDHS data and client information.

6

• Work with the Business Decision-Making Task Force (BDMTF) and Enterprise Architecture Review Board (EARB) to enable business strategies and requirements to

drive IT initiatives.• Annually evaluate the OKDHS strategic plan to determine and define OKDHS

business projects.

The primary activities of the BDMTF include:• Prioritize and monitor strategic enterprise business initiatives.• Review and approve OKDHS enterprise business process changes.• Review and approve enterprise architecture artifacts.

The primary activities of the EARB include review of:• As-Is harvest.• To-Be methodology.• EA practices and standards.• EA blueprints.

7

88

OKDHS BEST OF THE BEST

EPMO is proud to be represented by Christopher Gaulden, who was recognized as one of the agency’s Best of the Best. Chris was awarded the 2010 OKDHS Quality and Employee Recognition Award in April 2010. He has fulfilled his business manager role and truly has gone beyond what is expected for this position.

Diligent, responsible, efficient, eager to learn, dependable, adaptable and helpful are just a few of the words used to describe Chris by those who are impacted by his superior performance. Since he was hired in 2008, he has willingly taken on additional duties when the office is short-handed. Arriving early, and rarely missing a day of work, he makes daily rounds to each and every staff to see if there is anything they need or anything he can help with. He expertly and enthusiastically handles the myriad responsibilities required of him, including the procurement process, asset management, supply management, facility safety, payroll and personnel, IT support and budget reporting.

For many, it would have taken years on the job to learn just one of these tasks, but Chris dug in and learned how to navigate all of these complex processes in a very short time. He enhanced his skills by completing the Certified Procurement Officer training in 2009. More importantly, he does his work with a smile and willingness that is refreshing and contagious. He never hesitates to take the lead to tackle the latest office emergency. The efficient and smooth operations of our office is owed entirely to the hard-working efforts of our behind-the-scenes genius. Chris Gaulden is EPMO’s best of the best, without a doubt!

CENTRAL REPOSITORYEA TOOLS ACQUIRED FOR OKDHSCENTRAL REPOSITORYEnterprise architecture (EA) is the management practice adopted by OKDHS and implemented by EPMO and DSD to identify common or shared assets, such as strategies, business processes, investments, data, systems and technologies. EPMO and DSD are using EA to develop a framework of guiding principles to identify industry best practices that will improve and maximize individual staff performance, program performance and overall agency performance to achieve and maintain OKDHS goals and objectives.

The EA management approach is aimed at maximizing the contributions of the agency’s resources, information technology (IT) investments and system development activities to achieve performance goals. EA is one of several practice areas OKDHS must execute effectively to achieve improvements in agency mission performance and other measurement areas. The EA approach is critical to the organization and to clarification of the relationships between and among the agency’s strategic goals, investments, business solutions and measurable performance improvements.

To achieve target performance improvements, the OKDHS EA practice must fully integrate with other practice areas, including strategic planning, capital planning and investment control (CPIC), and program and project management. In 2010, EPMO partnered with DSD to acquire the tools that will enable OKDHS to achieve its goal of integrating business practices within the agency. The OKDHS central repository will document the existing (As-Is) and projected (To-Be) states of the agency’s business processes and standards, using several new tools - IBM Rational System Architect (SA), Dynamic Object Oriented Requirements System (DOORS), and Eclipse Process Framework (EPF or Eclipse).

Along with these tools, OKDHS has developed and implemented a formalized governance process to guide decision-making changes between the As-Is and To-Be states. This governance process incorporates the executive officers, business units represented on the Business Decision-Making Task Force (BDMTF), Enterprise Architecture Review Board (EARB), IT Governance Board, DSD Project Management Office and the chief architects (directors of EPMO and DSD).

9

EPMO’S WORK ON THECENTRAL REPOSITORYA critical component of the OKDHS enterprise architecture framework that will enable business decisions to drive technology solutions is the Central Repository being constructed by EPMO and DSD to document everything important to getting the agency’s work done. Two IBM tools are being used to build the Central Repository: Rational System Architect (SA) and Dynamic Object Oriented Requirements System (DOORS). With these tools, EPMO and DSD are documenting and managing the business and technology requirements, providing modeling support, customizing the OKDHS metamodel, and tracking and reporting information. With SA and DOORS, OKDHS will manage the emerging versions of the agency’s enterprise architecture – documenting the As-Is (baseline) and planning the To-Be (target). These tools offer detailed traceability and allow for comparisons between the original and the evolved architecture, detection of gaps and duplications, and merging of information.

In 2010, EPMO and DSD, with the guidance of the Business Decision-Making Task Force (BDMTF), made great strides in documenting critical OKDHS enterprise high level information. The As-Is metamodel that is developing is a roadmap of all the “objects” EPMO has identified as important to building the enterprise architecture and the critical relationships that have been identified that must be completed to ensure a comprehensive and accurate picture of how the agency works. EPMO has collected information and processes for 21 “business objects” and 5 “common objects,” which answer the following questions:

Where does OKDHS do business?Buildings (168), Offices (526), Geographical Locations (195)Who does OKDHS business?Organizational Units (267), Positions (7,949), Roles (111)Who are OKDHS customers?Customer Profiles (119)Who are OKDHS stakeholders/partners?Stakeholders/Partners (145)What are the OKDHS programs and services? Business Programs and Services (512), Trainings (1,620)How does OKDHS do business?High-Level Business Processes (1,012), Documents and Reports (3,925)What are the critical time events for OKDHS?Time Profiles (45)Why does OKDHS do business? Visions (26), Business Goals (94), Business Objectives (188), Strategic Initiatives (399), Performance Measures (733), OKDHS Policies and Standards (1,646)The five “common” objects involve the following areas:Business Entity (146), Business Data Elements (2,151), Security Group (1), Security Type (1), Server (320)

10

Along with documenting the critical information that makes up the OKDHS enterprise architecture, EPMO and DSD have customized core EA models from the National Certification Course for Enterprise Architecture in the SA tool, in order to illustrate As-Is and To-Be architecture constraints and requirements. These models will provide a detailed line of communication between the agency’s business and technical aspects to ensure proper constraints and requirements are adhered to and changes are made through proper change management procedures.

In addition, the OKDHS organizational chart has been documented in the SA tool, as well as the business process hierarchy and business processes, to some degree. Functional roles across the OKDHS enterprise are being identified through a process called role profiling. The goal is to align staff PINs and OPM job classifications with how things get done and how the things we do align with agency’s strategic goals and objectives. This will enable the identification of process improvement initiatives and alignment of technical solutions to enhance and streamline workflow processes to improve staff performance capabilities.

11

EPMO AND DSD TEAM UP TOEPMO AND DSD TEAM UP TOEXPLORE SOLUTIONSEPMO and DSD enterprise architects teamed up in 2010 to develop five projects that applied enterprise architecture (EA) concepts and models to gain improvement in several OKDHS processes. These projects gave the teams valuable hands-on experience in preparation for the alignment of business and technical processes with enterprise architecture. Some of the recommendations that resulted from these team projects will be considered and expanded upon in the coming year.

CLOUT: Clients Log-on One Unique Time. The purpose of this project was to address the issue in the current environment that OKDHS external users may have multiple user identifications and passwords for access to multiple systems. This causes confusion for the external users and redundant work in maintaining the credentials for OKDHS employees. EA team members were Christi Fore and Nancy Hutchinson of EPMO, and Becky Rimmer and Aleta Seaman of DSD. This project was continued and expanded and is now called 003087 - Enterprise Login. It will be implemented in phases with the first phase being a very limited version implemented with Health Passport.

D3 ESC: Data Entry, Storage and Collection for 3 divisions – Children and Family Services Division, Family Support Services Division and Oklahoma Child Support Services. The purpose of this project was to address the issue in the current environment that OKDHS workers are collecting and entering demographic information multiple times for the same client. This architecture addressed redundancy and inaccuracy in defining demographic data and identifying values by examining how data is entered, stored and used. EA team members were Fonda Logston, Joy Buller and Manjusha Shah of EPMO, and Kathryn Henson of DSD.

DISTRESS: Document Imaging SysTems need Responsive Enterprise SolutionS. The purpose of this project was to address the issue in the current environment that the OCSS business unit has multiple viewers that can access imaged documents by both BIS and IKON. Web Xtender is the viewer that can access the BIS documents, and Disc-Image is the viewer associated with IKON imaged documents. Both vendors claim that their current viewer can be modified to see the other vendor’s imaged documents. OCSS desires one single point of contact viewer to view all of the imaged documents. This architecture defined an enterprise content management system to capture, transfer and store information across the agency. EA team members were John Nyberg of EPMO, and Gary Fortelney, Glenn Phillips and JG Nair of DSD.

12

John Nyberg, JG Nair, Gary Fortelney and Glenn Phillips

High Definition Help Desk. The purpose of this project was to address the issue in the current environment that there are multiple technical help desks operated within OKDHS. This architecture addressed the overlap in services provided by multiple technical help desks and considered their commonalities and disparities to determine whether consolidation would be a viable alternative. EA team members were David Spencer of EPMO and Sunni Bolt, Drew Naccarato and Karen Philbin of DSD. The team’s recommendations are being considered for a future project. The team proposed replacing multiple help desks with a singe, two-tiered help desk that would handle initial triage and routing and use of a common remedy form to improve communication and tracking and promote consistency. This will help acheive higher rates of first call resolution.

SPECIES: Single Point of Entry for Changes, Integration, Efficiency and Service. This project’s purpose was to address the issue in the current environment that OKDHS uses multiple processes and systems to request system technology changes. This redundancy leads to increased cost by way of supporting multiple systems and added complexity by way of multiple processes. Clients submit requests through multiple channels, resulting in duplicate efforts and confusion. This complexity leads to delayed or dropped requests and dissatisfied clients. This architecture addressed the feasibility of providing a single request entry point with multiple channels using an automated unified workflow with a single view and whether such a system would make entry, logging and tracking more efficient and easier to use. EA team members were Sarjoo Shah, Linda Warner, Rick Fullerton and Don Norris of DSD.

13

SYMPHONY OF DISCIPLINES – ECLIPSE

EPMO, in partnership with DSD, has identified how all the critical disciplines will work in concert with each other throughout the life cycle of an agency initiative, from the time a project is conceptualized on the business side through the time it takes to implement the To-Be solution. These disciplines include business analysis, change management, design, development, enterprise architecture, implementation, process improvement, quality assurance, quality control, research, risk management and system analysis.

The integrated process adopted by OKDHS for the “symphony” of these disciplines, tasks, deliverables and handoffs from discipline to discipline, and gatepoint reviews is captured in Eclipse. Eclipse is also known as Symphony. It is a tool for documenting, viewing and replicating OKDHS methodologies. Symphony has been available for use within the agency since December 2010, and is located at http://symphony.okdhs.org/symphony and http://s99saxt01/eclipse/index.htm. Symphony is designed to capture the roles or disciplines that are needed to complete each agency process and the aspects of the process content that are relevant for different disciplines.

OKDHS business analysts can use Symphony reports to show starting points, templates for the task, task guidance, deliverables, gatepoint reviews and additional guidance on the critical contributions each of these provide for enterprise architecture (EA). Key OKDHS methodologies and standards have been incorporated into this framework tool to create the symphony of disciplines that make up a successful EA management practice. OKDHS has used this tool to provide some level of consistency and shared language across the disciplines critical to agency processes.

14

BUSINESS ANALYSIS PROGRESS REVIEW

The Business Analysis (BA) Maturity Model is a means to rate an organization’s level of progress toward maturity level 5. The BA Maturity Model assesses three domains and scores each on a six-level scale: 0 - No program, 1 - Initial, 2 - Artifact-centric, 3 - Basic modeling, 4 - Modeled specifications, 5 - Executable specifications. The domains are:

• Knowledge assets: How are business processes documented? Are they being modeled?

• People and organization: How are business analysts (BAs) used within the organization? Are they trained in elicitation and deliverables?

• Techniques and tools: What tools are being used to elicit and document requirements? Are they enterprise or segmented?

EPMO completed its annual assessment of the OKDHS BA program as part of the division’s year-end review in December 2010. Using a score card to rate the agency’s progress, the following results were compiled for the three defined domains. Results are presented in the diagram below.

• Knowledge assets. OKDHS scored level 1. The agency has created a methodology for agency use and has begun training particular staff positions in the use of this

methodology. The agency is working toward a more uniform use of this structure.• People and organization. OKDHS scored level 2. The agency has two groups

of recognized BAs and has begun the process of identifying and training BAs in the business units. BAs are now assigned to some projects. When assigned, the BAs are responsible for eliciting and documenting requirements. • Techniques and tools. OKDHS scored level 1. The agency has created a standard

set of deliverables for all BAs assigned to projects. The agency has established the requirements management tool Dynamic Object Oriented Requirements System

(DOORS) as the official repository for software-related requirements.

1

21

Knowledge

assets

People and

organization

Techniques and

tools

Results of 2010 BA Progress Review

15

PROGRESS REVIEWENTERPRISE ARCHITECTURE PROGRESS REVIEWThe Enterprise Architecture (EA) Maturity Model is a means to rate an organization’s level of progress toward maturity level 5. The EA Maturity Model assesses eight domains and scores each on a six-level scale of 0 (no EA program in place) to 5 (recognized industry leader). The domains are:

• Administration – governance roles and responsibilities established.• Planning – EA program roadmap and implementation plan established.• Framework – processes and templates used to develop and maintain EA.• Blueprint – collection of the actual standards and specifications.• Communication – education and distribution of EA details and blueprints.• Compliance – adherence to published EA elements and the processes used to document and track variances.• Integration – coordination of the efforts of internal and external entities to benefit the EA.• Involvement – support of the EA program throughout OKDHS.

EPMO completed its annual assessment of the OKDHS EA program as part of the division’s year-end review in December 2010. Using a consensus score card to rate the agency’s progress in each of the eight defined domains, the following results were compiled. Comparative results between 2009 and 2010 are shown in Diagrams 1 and 2. Greatest progress toward achieving the next higher level were in Framework and Involvement.

• Administration. OKDHS scored Level 2. EA governance is well established and showing strong development in the next level. To achieve Level 3, the EA program will align the governance committees to work together smoothly.

• Planning. OKDHS scored Level 2. The agency has developed its vision, plans and methodology for EA. To achieve Level 3, OKDHS will develop a well-defined EA plan and a structured framework.• Framework. OKDHS scored Level 2. The agency has documented its EA program to provide a plan and tracking of EA processes. The plan provides a roadmap to reuse critical EA information that is already in place. To achieve Level 3, the EA program will implement the plan by using defined templates and EA processes to ensure there is consistency in capturing the information.

16

• Blueprint. OKDHS scored Level 2. EA information is being captured, stored and disseminated from a central repository. To achieve Level 3, the EA program will establish consistent classification of technology standards and consistent documentation of business drivers and strategic information.

• Communication. OKDHS scored Level 2. EA awareness activities are emerging and showing strong development in the next level. To achieve Level 3, the EA program will communicate the details of the enterprise architecture.

• Compliance. OKDHS scored Level 2. The agency has begun to develop a compliance process. To achieve Level 3, OKDHS will consistently comply with the EA program.

• Integration. OKDHS scored Level 1. Enterprise projects and purchases are made; however, implementation is done in isolation. To achieve Level 2, OKDHS will integrate project and procurement planning into the EA program and map the OKDHS management processes to the EA program.

• Involvement. OKDHS scored Level 3. The agency has begun to operate as a team, using the defined EA program and standards. Senior management,

business staff and technical staff participate in various EA committees. To achieve Level 4, OKDHS will engage staff throughout the agency to understand architecture principles and encourage their participation in the EA process as members of teams who use EA architecture as a touchpoint. OKDHS will capture metrics to measure awareness, participation, acceptance and satisfaction with the EA program.

Diagram 1Results of 2009 EA Progress Review

Diagram 2Results of 2010 EA Progress Review

17

WORKING TOWARDREALIZING OUR VISIONEPMO continues to strive to realize our vision to be nationally recognized for enterprise business architecture and process engineering. The Oklahoma Department of Human Services was nominated for two awards in 2010, which is evidence that EPMO’s vision is well on its way to becoming reality.

OKDHS became the first state agency to receive the Oklahoma Quality Award. This award recognized five organizations that demonstrated high standards of excellence worthy of recognition in Oklahoma. Director Howard Hendrick said, “This is an advanced level for organizations that have demonstrated, through their commitment and application of continuous improvement principles, significant progress in building sound processes and in achieving improvement results.”

Many of EPMO’s performance improvement projects were key factors in OKDHS meeting the seven criteria of the OK Quality Award: leadership; strategic planning; customer focus; measurement, analysis and knowledge management; workforce focus; process management; and results. Contributing factors for meeting these criteria were the establishment of the OKDHS central repository for harvesting and storing data, known as System Architect and DOORS, implementation of the Six Sigma Certification and national certification for enterprise architects, and standardization of training for agency business analysts.

On the national level, OKDHS applied for the Malcolm Baldrige National Quality Award and received favorable comments during the rigorous consensus review. The Baldrige Award is managed by the U.S. Commerce Department and is the nation’s highest presidential honor for performance excellence. The reviewers noted that “key processes are beginning to be systematically evaluated and improved.”

In the area of strategy development, OKDHS scored in the 50 to 65 percentage. The Baldrige reviewers wrote that one of the contributing factors to this high rating was that “OKDHS is in the early stages of deploying an enterprise architecture methodology that will create a central repository of data and information to support strategic decision making related to programs and services, capital resource allocation, and selection of value-added measures.” The reviewers concluded that once this methodology is systematic and fully deployed at all levels it will positively impact “customer experience; reduce errors, defects and costs; and promote more efficient use the agency’s precious resources, thus increasing agency effectiveness.”

EPMO is proud to have played a significant role in the application processes of both these awards by providing competitive and comparative data from the OKDHS central repository, using two of the agency’s enterprise architecture tools, System Architect and DOORS.

18

19

OPPORTUNITIESPROVIDING EA TRAININGOPPORTUNITIESEPMO identified a need to inform OKDHS staff about the benefits of the enterprise architecture (EA) approach and now offers value-added training on the concepts associated with symphony of disciplines critical to successful enterprise management.

Business units are encouraged to identify and sign up critical staff who will benefit from these trainings and courses. Some of the classes require prerequisites to attend. To sign up, contact Chris Gaulden at EPMO, 405.522.1833 or e-mail Christopher.Gaulden@okdhs.org.

Enterprise Architecture Overview. One-day training, held quarterly, designed to provide an overview of the methodology and use of enterprise architecture specific to OKDHS. The training session is designed to expose attendees to enterprise architecture through hands-on exercises and group participation. This training was initiated in January 2008 and in two years has trained 169 staff. Five training sessions were held in 2009, and three in 2010. Feedback has been very positive. EPMO will continue offering the EA Overview session to all levels of the agency to promote and realize the advantage of the enterprise architecture approach.

Audience: Any OKDHS staff, with supervisory approval.

Introduction to Business Analysis Training. Two-day training. Students are taught the OKDHS deliverables and basic modeling and elicitation techniques. Areas covered are all phases of elicitation (planning, elicitation, documentation), requirements analysis, basic BA soft skills, basic process modeling and use-cases.

Audience: Staff who are responsible for or participate in gathering requirements or documenting business processes.

Advanced Business Analysis Training. Format to be announced (TBA).

Audience: Staff who are responsible for or participate in gathering requirements or documenting business processes.

Prerequisite: Introduction to Business Analysis Training.

System Analysis Training. Format TBA.

20

DOORS Training for Business Analysts. One-day basic training of the DOORS tool. Students learn to navigate the tool and complete the required BA deliverables.

Audience: Staff who are responsible for or participate in gathering requirements or documenting business processes, and with EPMO approval.

Prerequisite: Introduction to Business Analysis Training or System Analysis Training.

Advanced System Architect (SA) and DOORS Training for Business Analysts.Format TBA.

Audience: Staff who are responsible for or participate in gathering requirements or documenting business processes, and with EPMO approval.

Prerequisite: Introduction to Business Analysis Training, DOORS Training for Business Analysts, and Advanced Business Analysis Training.

21

2011 GOALS AND OBJECTIVES

EPMO has established the following goals and objectives to define and guide division effortsfor calendar year 2011.

Goal 1: EPMO will provide the leadership and services to allow OKDHS to develop a robust and informative enterprise architecture (EA).Objectives

• Develop and implement a formalized decision-making process for enterprise decisions. Target: June 30, 2011.

• Complete clean-up of enterprise central repository. Target: June 30, 2011.

Goal 2: EPMO will provide the leadership and support to utilize the business analysis process to accomplish agency goals.Objectives• Complete deliverables for business analysts (BAs) using DOORS and SA to

ensure that BAs pass gatepoint reviews within two attempts, 100% of the time. Target: December 31, 2011.

• Train 100% of OKDHS BAs in business analysis tools and methodology. Target: December 31, 2011.

• Develop and implement plan to model all OKDHS business processes. Target: September 30, 2011.

• Develop and publish customer communication plan. Target: June 30, 2011.

22

SPECIAL THANKS

EPMO would like to thank the individuals involved in putting this 2010 annual report together. Your vision and hard work has made this project something we are very proud of.

Fonda LogstonJohn Nyberg

Francesca ZahraiDesign Services Team

Thank you!

23

S11016 OKDHS 4/2011 – This publication is authorized by the Oklahoma Commission for Human Services in accordance with state and federal regulations and printed by the Oklahoma Department of Human Services at a cost of $60.00 for 50 copies. Copies have been deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries.

www.okdhs.org