Program and Financial Management Leadership Alignment Meetings
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Transcript of Program and Financial Management Leadership Alignment Meetings
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Program and Financial Management
Leadership Alignment Meetings
Commerce Business EnvironmentConvergence for Implementation
The beginning of an evolutionLinking Procurement, Program and Finance
PeopleChange
TechnologyChange
ProcessChange
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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
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Terms and acronyms (con’t.)
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 bureau’s Procurement Office and
acquisition processing systems and services.
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Agenda
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
ORSI technology with common business processes and standardized data take the acquisition business to the next level.
C.RequestC.Request
ORSIORSI
CSTARSCSTARS
CFSCFS
BPR & DataStandardizationBPR & DataStandardization
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The big picture: Commerce Business Environment (CBE) timeline
Market Research
Web Solutions
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
Product Management Support
BPR & Data Standards for Requisitioning
“Business Brokers for Program Success”
C.Request Training
Systems Solutions Team Support
BPR & Data Standards for Contract Award & Contract Administration
FPDS-NG (CSTARS) Training
Purchase Web-based
Contract Mgmt.
Solution
Procurement Action Team
Formed
CSTARS Business Case and Program
Managers Plan Developed and
Approved
Enterprise Pilot Approved
Pilot Evaluation Completed
Integrated Acquisition Environment Initiated
Data Warehouse
Planning Completed
DW versus FPDS-NG Analysis
Financial Interface Planning Complete
CBE Business
Case Developed
and Approved
NIST Proof of Concept Financial Interface Complet
e
Design, Program & Test ORSI
Integrated Acquisition Environment Deployed (CCR,
FPDS-NG, WDOL, ORCA, EPLS, eSRS, FedReg,
FedTeDS)
Additional Integrated Acquisition Environment Systems Deployed (PPIRS, FBO, etc.)
Standard business practices Lower purchasing costs Leverage technology
investments
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
Purchase and Implement Web-based Content Management
Software
5 bureaus with procurement authority
2 procurement systems
Enterprise Acquisition
Reporting System (EARS) Built
ORSI Deployment Readiness Activities ORSI
deployed
Program Interface with Web-based
Solution
Product Management
Support
Design, Program & Test 8
ARs
Enterprise Acquisition Reporting System (EARS) Build II & III
Implement Web-based Solution
Web-based Solution Training
Implement Common Practice using Model Office
Change Management, Organizational Alignment &
Communication Plan
IT Security Planning and Documentation, Capital Planning & Governance
CBS Server Consolidation
ORSI Maintenance
ORSI Maintenance
CBE Users Group Support
CSTARS Users Group Support
Purchase Web-based
Requisition System
Go-live
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What are the changes?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
ComprizonC.Request(Requisition
System)
CSTARSC.Buy
(Purchasing System)
CFS(Financial System)
Interfaces between systems
Submit requisition
Customers /Requisitioners
In Bureaus
Customers /Requisitioners
In Bureaus
Creates requisition
Contract Officers/
Specialists
Solicits, awards, and administers the contract
Verifies accounting optionally, commits
the funds
Accounting and finance specialists
Process financial aspects of contract
Work collaboratively
to plan and develop
requisitions
Confirmation or error messages
Confirmation or error messages
Obligates the funds at contract award
Program Managers
Finance
Procurement Offices
ORSI
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Why these changes?
It’s 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
Program Management
Budget Liaison
Budget/Finance
Legal
CIO
3. Electronically routes requisition for internal approvals and funding
4. The requisition proceeds electronically, as needed, for external approvals
6. Requisitioner uses C.Request “SUBMIT” to transfer the requisition package electronically to the Procurement Office
2. Attaches notes and supporting documents to create a requisition package and selects review/approval routing
5. Requisitioner uses C.Request COMMIT. CFS confirms valid ACCS, and establishes requisition record. Requisition data is locked.
1. Requisitioner enters requisition data into C.Request
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What is the difference between processing requisitions today vs. after ORSI Go-live?Bureau Today ORSI Go-live Go-live Functionality
Census CSPSC.Request &
CSPSCSPS: Route, ApproveC.Request: Create, Commit & Submit
NISTCSTARS(Manual Commit)
C.RequestC.Request: Create, Route, Approve, Commit and Submit Requisitions
NOAA Manual C.RequestC.Request: Create, Route, Approve, Commit and Submit Requisitions
OS Manual C.RequestC.Request: Create, Route, Approve, Commit and Submit Requisitions
Cross Servicing
ManualDepends upon
receiving bureau
Common data and system allows any bureau to cross service
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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 someone’s desk for days No more “I didn’t get a copy”
Reviewers/approvers must attend C.Request training Before they are allowed to use C.Request review/approval function.
It’s 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!
The Program Managers Life Cycle
Strategy/AcquisitionPlanning &Budgeting
RequisitionDevelopment/Requirements
Definition
Strategic Sourcing
Acquisition Strategy
Solicitation &Contract
Award
ContractPerformanceManagement
Procurement as your Partner, the “Business Broker”
TraditionalProcurement
involvement
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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.
Don’t wait for them to come to you Involve them early in your acquisition planning Don’t 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 it’s 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
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Please contact your bureau ORSI implementation coordinator for training schedules and communications support Census – Peter Sefton ([email protected]) NOAA – John Abbott ([email protected]) OS - Crystal Davis ([email protected]) NIST – Pat Grimes ([email protected])
or Debbie Turner ([email protected])
ORSI Communications Support Team or ORSI Communications Support. Tom Cochran ([email protected]) Jerry Rorstrom Lee ([email protected]) Dorine Andrews ([email protected])
Web site http://oamweb.osec.doc.gov, click-on ORSI Information (available October 1, 2006).
ORSI information contacts and resources
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LEGEND
Propensity to Accept
Propensity to Reject
Neutral or Mixed
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 can’t 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 it’s 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.
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Stage 1: DenialStage 1: Denial
Stage 2: ResistanceStage 2: Resistance
Stage 4: Acceptance and CommitmentStage 4: Acceptance and Commitment
They come to accept the change. “Yes, the new way works well, now that I’ve got some experience.”
People become excited about the possibilities and the future. They begin working together to accomplish the change vision.
“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.
“This won’t last. It won’t work.”
People feel comfortable, safe, and in control doing things the old way. They are working hard-but often on the wrong things.
Stage 3: BargainingStage 3: Bargaining
After a while, some want to bargain some of the change away. “I’ll do the data entry, but we don’t really have to route stuff electronically, do we?”
People want to make the change work-on their terms, but don’t have clear answers.
How will people react?
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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 1: Get Past Denial
Stage 2: Overcome Resistance
Stage 4: Reinforce Acceptance and Commitment
Stage 3: Support Exploration, not bargaining
How can you help people? 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
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 other’s ideas Set short term goals and measure achievement Share information about what you know and
don’t know Publicize success stories
Get people engaged in ways to solve problems through the solution
Keep sharing information about what you know and don’t know
Encourage debate, dissent Don’t deny people’s feelings Give people control where you
can (e.g., training dates) Create forums for discussion
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Please contact your bureau ORSI implementation coordinator for training schedules and communications support Census – Peter Sefton ([email protected]) NOAA – John Abbott ([email protected]) OS - Crystal Davis ([email protected]) NIST – Pat Grimes ([email protected])
or Debbie Turner ([email protected]) ORSI Communications Support Team or ORSI Communications Support.
Tom Cochran ([email protected]) Jerry Rorstrom Lee ([email protected]) Dorine Andrews ([email protected])
Web site http://oamweb.osec.doc.gov, click-on ORSI Information (available October 1, 2006).
ORSI information contacts and resources
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Let’s work together to create an environment where change is welcomed, not resisted!