FMI
Self Service in Finance at ESDC
November 27, 2014
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Agenda
Introduction
Approach
Our Solution
A Self Serve System
Key Challenges
What’s Next
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Our Approach
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ESRP is one of the three departmental priorities striving to build a more focused, efficient and modern organization.
Supporting the transformation agenda, ESRP will modernize the way internal services are delivered. That means changes are being made to the way you access information and services from:
human resources; finance, asset management and procurement; internal integrity and security services; and Information management and technology.
About the Enabling Services Renewal Program (ESRP)
ClickConsult
Call
Building efficiency
Based on the success of Service Canada's service delivery model to Canadians, ESRP is delivering an integrated click-call-consult service delivery model to improve the way we work and your experience of internal services.
And where possible, business processes will be integrated, simplified and standardized to help us work more efficiently.
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Objective of ESRP
Simple:simplified policies that reduce or eliminate work and standard processes that are easy to use
Client-centred:intuitive and responsive to client needs based on role, supported by a cultural change to service orientation
Enabling Services:HRSB, CFOB, IITB and ISB enabling servicesdelivered through an integrated, tiered click-call-consult service model
Modern processes and technology: new tools that support common processes enabled by PeopleSoft and SAP (GC standards for Human Resources and Finance)
Deliver simple, client-centred
and sustainable enabling services built on modern processes and
technologythat will improve our
ability to deliver results for Canadians.
Service Excellence Value for Money Stewardship
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Operating Model – Design Principles
Vanilla• Avoid customization of Commercial off-the-shelf products (COTS)
Multi-Tenant• Build must support other departments and allow for multiple service entry points
GOTS (Government off-the-shelf)• Build must use solutions that can be licensed across GC and are supported by Treasury board
Government of Canada (GC) Standards Based = Future Proofing• Follow GC standards. e.g. ERP Standard = PeopleSoft and SAP including interoperability• Adhere to common processes from OCG and the Office of the Chief Human Resources Officer
(OCHRO)
ERP First• When a process can be done in ERP it should be done in ERP… even if it requires procurement.
e.g. Governance Risk Compliance(GRC)• ERP Technology stack must remain intact to exploit COTS functionality and leverage vanilla for
lower total cost of ownership (TCO)
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Our Solution
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Enabling Services Renewal Program - Service Delivery Vision
Client-centered single window access ‘iService’ Self service / Automation Simplified standardized processes ’Vanilla’ (use the system as it was designed) Consistent user experience Integrated services
Simplified Navigation
Integrated Service
Catalogues
Integrated Reporting
Service Flows
Consistent User Experience
Preferred Channel
Enabling Services IntegratedService Delivery
Client Focused Approach
Manager
Enabling Service Renewal Program (ESRP)Objectives:
• service excellence• value for money • sound stewardship of resources
Client Service Request
Integrated Service Delivery
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Where Practitioners
work
Where Employees and Managers
work and access services
Where we Integrate
Where we Develop &
Test
Where we manage
incidents/tickets
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Scale of Change SAP at ESDC impacted employees across the country
Vancouver
MontrealGatineau
ESDC Employees with access to SAP
20,000
ESDC SAP Users
11,000
ESDC Practitioners
1,200
OGD users
350Over Over Over Over
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Complexity of the change
Scenario # Business Scenario
1 Manage Planning and Budgeting
2 Manage Forecasting and Budget Review
3 Reference Level Tracking4 Cash Budgeting
5 Budgeting
6 Manage Revenue, Receivables and Receipts
7 Manage Interdepartmental Settlements
8 Manage Procure to Payment
9 Manage Travel
10 Manage Other Payments
11 Manage Distribution and Maintenance of Acquisition Cards
12 Partner System AP Transactions13 Priority Payments14 Payment Process15 Manage Other Capital Assets16 Manage Inventory17 Operational Management Accounting
Scenario # Business Scenario
18 Cross Application Time Sheets
19 Project Management
20 Manage Vendor Master Data File21 Manage Customer Master Data File (only in
scope for OGD)22 Manage Departmental Chart of Account23 Responsibility Classification24 Authority Classification25 Program Classification26 Manage Delegation of Financial and Spending
Authorities27 HR Mini Master Classification28 Manage Post-Payment Verification29 Manage Financial Close30 Perform General Accounting and Reporting
31 Physical Asset Management
32 Salary Management33 User Roles and Authorizations
ESDC SAP Users
11,500ESDC Practitioners
1,200OGD users
350
Who performs budgeting?
Can anyone request a purchase
How will they work in SAP
What access do we restrict?
Where is the HR data?
Do all 1700 employees in IT need this?
Is this being rolled out on
Go Live?Is this a
centralized function?
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A Self Serve System
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Self Serve – How hard is it ?…or waitFast, Easy, EfficientJust in Time (JIT)
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myEMS (SAP) Portal
myEMS (SAP) Portal is application used by employees and managers to perform business activities, access information and view reports. Only those roles that apply to an employee’s job and training will be visible.
Roles are represented as folders on the top tool bar, for example: Employee Self-Serve Manager Self-Serve
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Employee Self-Service
Employee Self Serve has an identical layout and functionality for all ESDC employees. It provides access to:• Travel and Expense Requests• FSA – Financial Signing Authority Request• Password Reset• Incident Management• Time Entry (for IT)
Click to enlarge
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Manager Self-Service
Manager Self-Serve has a similar layout for all ESDC managers. It provides access to:• Financial Management Reports• Salary Management Reports• Timesheet Approval (IT Managers Only)
Click to enlarge
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Workflow
In myEMS (SAP), workflow is the process by which tasks, transactions, and items requiring approval, are automatically routed to the correct person, or group, in a process.
Travel Claim Approval Travel Request Approval Invoice Payment Approval Purchase Order Approval Purchase Requisition Approval Time Approval FSA Request FSA Approval Vendor Master Data Approval Acquisition Card Asset Purchase Budget Approval
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Key Challenges
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Complexity vs Frequency The decision to make functionality self service or centralized within a group of
business experts depends on the complexity and the frequency of tasks
Frequency
Com
plex
ity
HighLow
Low
Hig
h
Travel requests & claims
Wokflow Approvals
Financial ReportsSalary Forecasting Tool
Integrated Planning (IP) Self Service Functions
Business Expertise Functions
Acquisition Cards
Purchase RequisitionsContracts & Purchase Orders
?
?
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Key Challenges and Benefits to Self Service
Physical Approval
Recommenders Roles
Adhoc Reporting (Access & Excel)
Manual, paper based FSA process
Legacy FinancialCoding
Electronic Approval
Manager Self Serve
Standard Reporting with limited Power
Users*
System driven FSA process, forms and
validation
New Financial CodingBlock
Before AfterEnablers
Effective Communications
Robust Training
Executive Sponsorship
Change Management Principles• Organisation Design
• Role Design
Business Expertise (SMEs)
Industry Experience
OGD SAP Experience
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Vanilla vs Self Serve Challenge : Making a non customized solution service the
needs of everyone. Change: If the solution can’t change then the people and
processes do ! Choices: Who needs to change? What needs to change?
Travel
Policy vs Vanilla travel solution
ADM were required to
approve travel requests and
claims for hundreds of employees
Procure to Pay
More complex solution
Purchase requisitions
required proper vendor data,
approvals & goods receipts. Result:
delayed payments to vendor.
Access
Tighter Security
SAP roles were assigned based on user training, not access in legacy system. Result:
user loosing access until training was completed
Examples of conflicts:
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Self Service vs Offloading The implementation of self service systems and functionality can be viewed as
offloading work. What can help? Clear roles and responsibilities, Empowerment Strong and knowledgeable support team Steps to a gradual migration to self service at ESDC
1. Develop a base of expertise (FMAs, BMS)
2. Introduce basic self service functionality (travel)
3. Promote collaborative work with experts
4. Rollout more complex self service functionality (reports)
5. Introduce new functionality to experts (forecasting)
6. Collaboration between experts and users to transitioncomplex functions
7. Repeat steps 5 & 6
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Impersonal ?Is the shift to self service too
impersonal? Availability of Help?
Does a shift to self service mean a shift away from expertise and help?
Pros & ConsWhat are your experience
with self service functionality?
What’s next – Self Service Panel Discussion
Experience !What are your departments
experience with self service in financial functions
OffloadingIs Self Service offloading ?
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Questions
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Appendix
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High Degrees of Change Area What’s Changed? # Impacted
• Salary Forecasting Tool (SFT) • Major shift from using excel workbook to a fully integrated tool • Single system of record – providing a standard salary forecasting
tool implemented on a national basis • Increased accuracy in forecasting of regular payroll costs, planned
staffing and global costs.• Automated consolidation of results and real-time reporting
2,000
• Travel Management (TM) • New process and procedures in travel management, residing within and outside of SAP
• Streamlined process for users, including scanning of receipts, automated commitment closures, and reporting.
• Managers perform request and claim approvals through workflow
• Challenges with request & claims routing senior levels (ADM) due to changes in policies.
7,000
• Business Intelligence -Integrated Planning (BI-IP)
Integrated with SAP Funds Management module, the system of record for budget data to execute budget planning and develop forecasts.Significant improvements gained through the use of this solution: Increased accuracy and timely processing of Planning &
Budgeting Increased accuracy and timely processing for Forecasting Increased accuracy and timely Financial & Material Reporting Increased adherence to Government wide policies and
procedures
300
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Offline Travel Authorization Number(TAN) capability
PLANNING & AUTHORIZATION
TRAVEL BOOKING TRAVEL
EXPENSE IN SAP
TripEstimate
SAP TravelAuthorization
Travel CallCentre
OBT TravelCards
Travel Management
Reporting from SAP
PLANNING & AUTHORIZATION IN SAP
REPORT IN SAP
Portal
GA
TE
WA
YR
EIM
BU
RS
E
Funds Commitment Actual Expenses
Travel Management Process flow
Activities in SAP
Procurement Planning & Requirement
Definition (e.g. SOW)
Enter Purchase Requisition in myEMS
(SAP) - Portal
Managers (s.32 & s.34) Admin Officers
BMS / FMA (Regions)
Managers (s.32 & s.34)
Approve Purchase Requisition (s.32) in
myEMS (SAP) - Portal
Managers
- Tender Contract- Evaluate Bids- Award Contract- Issue / Create Purchase
Order in myEMS (SAP) Gui
CFOB Procurement
- Provide Goods / Services
- Invoice sent directly to AP Centre
Vendor
- Confirm Goods / Service Receipt in myEMS (SAP)
- Invoice scanned- Process invoice
using Vendor Invoice Mgmt
Acct Payable Centre
- Review & Approve Invoice (s.34) in myEMS (SAP)
Managers
Receive Payment
Vendor
CFOB Procurement
Workflow approvals via Electronic Approvals
Procure-to-Pay Process Flow at ESDC
OR
OR
Admin Officers
BMS / FMA (regions)
Managers (s.32 & s.34)
OR
OR
Managers (s.32 & s.34)
1 2 3 4
5 6 7 8
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