EPMO 2011 Annual Report

S12014 OKDHS Issued 4/2012This 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 $190.40 for 136 copies. Copies have been deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries.

Enterprise ProgramManagement Office

2011 Annual Report

The team determined that some of the main issues included: • Approvals required for out-of-state travel are unclear and burdensome; • Frustrating delays occur from the time a claim is submitted until reimbursement is

received; • Reasons for denial of authorization are often unclear, thus making remedy difficult; • Claim process tracking is not standardized across the divisions involved; and• Process is not automated.

The proposed solution was to identify a new process and form that also takes into account the requirement of using Trip Optimizer, while adhering to the following constraints:

• Accessibility to out-of-state services• Reimbursement for out-of-state travel • Compliance with OKDHS:2-21-109, Out-of-State Travel Coordination• Documentation using Form ADM-1B, Out-of-State Travel• Appropriate use of state funds

Nyberg headed up the team, which included Shawn Franks (FOD), Kevin Haddock (CFSD), Linda Beltran (CFSD), Deborah Scowden (SSD), Rebecca Mueller (SSD), Jean Smith (SSD), and Sheri Hays (CFSD). The Steering Team consisted of Larry Johnson (FOD), Larry Reese (SSD), and Adam Barber (Finance), who was also the Sponsor. Together, the team collected data; mapped the process, using Swimlanes to identify roles; analyzed the process, using Fishbone Cause & Effect; and employed Rapid Improvement Teams with the goal to develop an improvement matrix for rolling out the new form, updating policy and procedure, and developing a log that tracks the outcomes associated with the new process. One of the most important milestones of this project became a “lesson learned,” when the team members realized that focusing on root causes of a problem can bring about pain. By using their Black Belt leadership skills, however, they were able to let go of the pain and move toward a consensus and agree to a buy-in for improvement. The positive outcome of this collaboration is a new and better form, which has been approved and is being developed, with a potential rollout in early 2012.

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EPMO staff discuss a Business Process Modeling Notation (BPMN) diagram.

Enterprise ProgramManagement Office

2011 Annual Report

Contents

Mission,Vision,Motto 3

OverviewofEPMOProgress2011 4

MOSAICProjectUpdate 6

OKDHSBestoftheBest–ChristiFore 7

RefiningtheOKDHSCentralRepository 8

ApplyingLean/SixSigmatoFindaSolution 10

ProcessImprovementPromotes Efficiency 12

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2

EPMO MISSION - VISION - MOTTO

Mission

Leadingtheagencyinestablishingandimplementinganenterprisebusinessarchitectureto improvethedeliveryofservicestoOklahomans.

Vision

Tobenationallyrecognizedforenterprisebusinessarchitectureandprocessengineering.

Motto

Git‘erdun!

3

OVERVIEW OF EPMO PROGRESS DURING 2011 TheEnterpriseProgramManagementOfficewascreatedinNovember2005toprovide

anenterprisetechnologyandbusinessvisionforOKDHS.EPMOprovidesanalysisand reportsthathelpdeterminehowtheOKDHSenterprisecanintegratetoworktogethermost efficiently.EPMOworkswithbusinessunitstofacilitatedevelopmentofacomprehensive enterprisearchitecture(EA)frameworkandcommonlanguagenecessarytobuildan informationtechnology(IT)infrastructureandbusinesssupporttoassisttheentireagencyin achievingcurrentandfuturegoals.

EPMO employees meet in one of the conference rooms at their new office location, Shepherd Mall, Suite 28.

EPMOutilizesskillsetsandtoolsforprocessimprovementandmodelingthatourstaffhas developedthroughSixSigmaGreenBeltandBlackBeltnationalcertifications,business analysttraining,andSowellEACenterprisearchitecturenationalcertification.EPMOprovides guidanceandsupport,andworksinclosepartnershipwiththeBusinessDecision-MakingTask Force(BDMTF),EAReviewBoard(EARB),and,whereassigned,projectmanagers. UsingEAtools--IBMRationalSystemArchitect(SA),DynamicObjectOriented RequirementsSystem(DOORS),andEclipseProcessFramework(EPF,orEclipse).EPMOis makingstridestowardrefiningtheagency’sCentralRepositoryofbusinessprocessesand commonlanguage.Someenterpriseapproachprojectsthatwerecontinuedorinitiatedin2011include:HelpDesk,ClientNumberingRegistration,TrainingSystem,Security, TherapeuticFosterCare,USBRemovableMedia,WWIMIS,AgingServicesWebPortal,and AdobeLifeCycle.Severaloftheseprojectswillbehighlightedinthisreport.

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In2011,EPMOcontinuedtobuildonthefoundationofenterpriseactivitiesestablished duringtheprecedingfiveyears.Wehavemadesteadyprogresstowardachievingourgoals andobjectives.Werelocatedto new officesinJuly,whichenhancedourworkenvironment andupgradedourtraininglab.Severalemployeeshaveearnednationalcertifications,which improvescapacityforleadingtheoverallimplementationofEnterpriseArchitectureat OKDHS,andprovidesasetofprofessionalskillsetsandtoolstoassistbusinessunitswiththeir ongoingeffortstowardqualityprocessimprovement. Astheyearcloses,wecanreflectpositivelyonthemanyOKDHS“wins”inwhichEPMOhas participated.From2005throughDecember2011,thededicatedEPMOstaffwasdrivenbythe division’senergeticdirector,FondaLogston,whorecentlysteppeddowntotakeaposition withanotherstateagency.EPMOwillcontinueitsmissionto“leadtheagencyinestablishing andimplementinganenterprisebusinessarchitecturetoimprovethedeliveryofservicesto Oklahomans.”

5

MOSAIC PROJECT UPDATE TheMOSAICRFPbiddingperiodclosedonMarch15,2011withnocontractorsturningin

abidontheproposal.EPMOheldmeetingswiththeStateCIOandseveralhealthandhuman servicescontractorstogetfeedbackonthereasonsfornobidsbeingsubmitted.Asaresult ofthesemeetingsandfurtherconsultationswithintheagency,theprojectwassplitintotwo RFPs,oneforthesoftwarecomponentsandoneforasystemintegrator.

TheSoftwareRFPwasdevelopedbyEPMOandDSD,andsenttoDirectorHoward Hendrickforreviewandapproval.InNovemberitwassubmittedtothefederalpartners fortheir60-dayreview.TheIAPDwassignedbytheDirectorinNovember;andwasbeing reviewedbythefederalpartnersastheyearended.

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OKDHS BEST OF THE BEST – CHRISTI FORE EPMOisproudtoberepresentedbyChristiFore,whowasrecognizedasoneofthe agency’sBestoftheBest.Forewasawardedthe2011OKDHSQualityandEmployee RecognitionAwardinApril2011. Intelligent,persistent,passionate,funandhelpfularesomeofthemanyqualitiesFore possessesthatmakeheranoutstandingpersonandexemplaryemployee.In2010,Fore almostsingle-handedlydevelopedthetrainingfornewandexistingbusinessanalystsinthe agency.Shehasconductedsixsessionsandhastrained40employees.Thebusinessanalyst curriculumForepresentsisinformativeandeasytounderstandsothatstaffcanbecome familiarwithbusinessprocessmodelingmethodologyandtechniques. AstheFamilySupportSubjectMatterExpert(SME)atEPMO,Foreisabletoshareher wealthofknowledge,basedon17yearsofexperiencewiththeagency.Shehasearnedthe GreenBeltinSixSigmaandisanationallycertifiedEnterpriseArchitect. Foreisdeterminedthatnewprocessesmustbenefitboththestaffandcustomers.She isneverhesitantinadvocatingforOKDHScustomers.Fore’spassionanddriveensurethat thebestinterestsofOKDHScustomersandstaffareupheldinherwork.Fordeveloping andleadingthewayinpresentingbusinessprocesstrainingtoOKDHS,ChristiForeiswell-deservingofthetitle,EPMO’sBestoftheBest!

Christi Fore receives the Best of the Best Award from Director Howard Hendrick and Chief Information Officer Connie Schlittler.

7

REFINING THE OKDHS CENTRAL REPOSITORY ImprovingtheintegrityofthedataintheOKDHSCentralRepositorywasthefocusofa BlackBeltCertificationProjectforEPMOstaffmemberManjushaShahin2011.Thisproject, titledEnterpriseArchitectureReportingSystem(EARS),involvedidentifyingincomplete andunlinkeddataintheEArepository.InworkingwithRationalSystemArchitect(SA)to documenttheagency’s3,881reportsandformsusedbystaffdailyandininteractionswith customers,Shahrealizedthatmanyofthereferencestobusinessandtechnicalinformation aboutprogramsandservicesofferedbyOKDHScontainedinaccuracies and inefficiencies. Shahproposedasolutionforidentifyingandcorrectingtheerrors,thenappliedtheprocessto testitsfunctionality.

David Spencer diagrams a business process that has been entered into System Architect.

HundredsofOKDHSreportsandformswerereviewedbyEPMOstaff,andrelationships werebuilttobusinessdataelementsinSA.BasedontherelationshipsbuiltinSA,itisnow possibletorunreportsthatenablefurtheranalysisofagencybusinessprocesses.This informationcanbeusedwhendeterminingwhichquestionsshouldappearonforms,for instance,andwillhelpidentifywhatisclearlyenterprisedata.Fromthere,itwillbepossibleto exploreITsolutionsforcapturing,reading,updating,storing,anddeletinginformation.This informationiscriticaltodevelopingfunctionalapplicationstoconductrequiredprocesses acrosstheagencythatwillnotinconveniencecustomersthroughrepetitionandthatwill streamlineworkprocessesforstaff.

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Theobjectivesoftheprojectweremet,resultingintheestablishmentofimproved processesfordocumentingformsandreportsinSA.Thenewprocessesarenowusedto generatemuchmoreaccurateandusefulreportsforOKDHS,whichwillassistexecutivestaff inmakinginformeddecisionsabouttheagency’sfuturedirection.Thesuccessofthisproject isatestamenttothevalueofappliedLean/SixSigma methods and the efficacyoftheCentral Repository,aswellastotheacuityofoneofEPMO’snationallycertifiedenterprisearchitects, ManjushaShah.

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APPLYING LEAN/SIX SIGMA TO FIND A SOLUTION OKDHSstaffmembersworkingtowardtheirGreenBeltcertificationdemonstratedthe valueofapplyingLean/SixSigmamethodologytofindingasolutionforarealworldproblem. ChrisGauldenofEPMOandhisfiveteammates,callingthemselvesTheProcessPeeps, tookonthetaskofremediatingtheagency’slackofdocumentedbusinessprocessesand associatedmeasurementsofservicelevels.Theteamfoundthatthereisanabundanceof documentation,butitisoutdated,inaccurate,andconflicting.Theyfoundthereisalackofa commondefinitionofabusinessprocess,nostandardtrainingonhowtodocumentbusiness processes,severaldifferenttemplates,resistancetoownaprocess,limitedresourcetimefor documentingprocesses,anddesignationofdocumentingbusinessprocessesisalowpriority.

Process Peeps Project team members (left to right): Chris Gaulden, EPMO; Laquetta Russell, ISO; Karen Favaloro, Office of Communications; Audra Stegman, DSD; Karen Philbin,

DSD; Kay Brooks, OCSS.

Inordertoimprovetheagency’sbusinessprocessdocumentation,theteammetwiththe BusinessDecision-MakingTaskForce(BDMTF)todiscoverandprioritizeopportunitiesfor improvement.Theydelineatedfourareastofocustheireffortsforimprovement: • Createanagencydefinitionofabusinessprocess • Providetrainingonhowtodocumentabusinessprocess • Createastandardtemplate • Reviewandremoveconflictingoroutdateddocumentation

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Thenewdefinitionforabusinessprocess,availableviatheEPMOwebsiteandtheir agencywideglossary,is“Asetofdefinedad-hocorsequencedcollaborativeactivities performedinarepeatablefashionbyanorganization.Aprocessistriggeredbyeventsand mayhavemultiplepossibleoutcomes.Asuccessfuloutcomeofaprocesswilldelivervalueto oneormorestakeholders.” UsingtheBDMTF’sapproveddefinitionofabusinessprocessandastandardized template,theteamtrainedtheOfficeofCommunications,whichincludestheWebContent ManagementUnitandtheCommunicationsUnit,onhowtodocumenttheirbusiness processes.Theteamworkedwiththeunitsduringafour-monthperiodtoreviewtheircurrent documentationandremoveoutdatedorconflictingdocumentation.

TheWebContentManagementUnitdeterminedthat43percentoftheircurrent documentationwasoutdatedandtheyremovedit.Usingthenewtemplate,theywereable toincreasetheirdocumentationby125percent.TheCommunicationsUnitdeterminedthat 33percentoftheircurrentdocumentationwasoutdatedandtheyremovedit.Usingthenew template,theywereabletoincreasetheirdocumentationby28percent.

Thisprojectwassuccessfulinestablishinganagencywidedefinitionofabusiness process.Thisisacrucialsteptowardimplementingdocumentationstandardsthatwillenable constructionofproperlinkagesandrecognitionandcorrectionofduplicateorconflicting data.Plansarecurrentlyinprogresstoextendtheseimprovementstootherdivisions. Ultimately,acultureofaccountabilitywillensurethatallagencybusinessprocessesare documentedandmaintainedsothatdeliveryofservicesissimplifiedandconsistent.

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PROCESS IMPROVEMENT PROMOTES EFFICIENCY EPMO’sbusinessprocessengineer,JohnNyberg,teamedupwithOKDHSbusinessunits toaddressaproblemthat has caused difficultyforstaffandcustomerswhoarerequiredto useit-thestate’sclaimprocessforapplyingfortravelreimbursement.Thecurrentout-of-state claimprocessinterfereswithcustomers’abilitytotimelyaccessneededservicesandcauses measurable ineficiencies in time and costtotheagencyandthetravelingcustomers.This isparticularlytrueforservicesaccessedwithin150milesone-wayfromthestateborderby fosterfamilies,adoptivefamilies,andstaffwhotraveltoconduct official agencybusiness.

John Nyberg reviews Enterprise Architecture learning materials in EPMO’s new training lab.

AspartoftheBlackBeltCertificationProgram,theprojectwasapproachedthroughthe DMAICmethodology,whichprovidesastructureforimprovingmetricssuchascustomer satisfaction,liabilitycosts,andin-housewaste.DMAICarethefiveSixSigmastepsappliedto solvingaproblem:Definewhichmetricsaremostimportant;Measurehistoricalperformance; Analyzeareasforimprovingeachmetric;Improveunderlyingprocesses;andControlthe project.Thechallengewastodevelopasolutionthatmaximizesservicedeliverytothe customersandmeetsthebusinessrequirementsofthreedistinctareas,Finance,Risk Management,andthe TravelCoordinator.Duringasix-monthperiod,theteamanalyzedtheproblem,settheproject priorities,establishedprojectteams,andmonitoredtheprojectresults.

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Enterprise ProgramManagement Office

2011 Annual Report

The team determined that some of the main issues included: • Approvals required for out-of-state travel are unclear and burdensome; • Frustrating delays occur from the time a claim is submitted until reimbursement is

received; • Reasons for denial of authorization are often unclear, thus making remedy difficult; • Claim process tracking is not standardized across the divisions involved; and • Process is not automated.

The proposed solution was to identify a new process and form that also takes into account the requirement of using Trip Optimizer, while adhering to the following constraints:

• Accessibility to out-of-state services • Reimbursement for out-of-state travel • Compliance with OKDHS:2-21-109, Out-of-State Travel Coordination • Documentation using Form ADM-1B, Out-of-State Travel • Appropriate use of state funds

EPMO staff discuss a Business Process Modeling Notation (BPMN) diagram.

Nyberg headed up the team, which included Shawn Franks (FOD), Kevin Haddock (CFSD), Linda Beltran (CFSD), Deborah Scowden (SSD), Rebecca Mueller (SSD), Jean Smith (SSD), and Sheri Hays (CFSD). The Steering Team consisted of Larry Johnson (FOD), Larry Reese (SSD), and Adam Barber (Finance), who was also the Sponsor. Together, the team collected data; mapped the process, using Swimlanes to identify roles; analyzed the process, using Fishbone Cause & Effect; and employed Rapid Improvement Teams with the goal to develop an improvement matrix for rolling out the new form, updating policy and procedure, and developing a log that tracks the outcomes associated with the new process. One of the most important milestones of this project became a “lesson learned,” when the team members realized that focusing on root causes of a problem can bring about pain. By using their Black Belt leadership skills, however, they were able to let go of the pain and move toward a consensus and agree to a buy-in for improvement. The positive outcome of this collaboration is a new and better form, which has been approved and is being developed, with a potential rollout in early 2012.

13

Enterprise ProgramManagement Office

2011 Annual Report

EPMO 2011 Annual Report

S12014 OKDHS Issued 4/2012 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 $190.40 for 136 copies. Copies have been deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries.