South Carolina Enterprise Information System SCEIS Human Resources Spring Forum May 18, 2005.

South Carolina Enterprise Information SystemSCEIS

Human Resources Spring ForumMay 18, 2005

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SCEIS Mission

Standardize and streamline business processes

Integrate government services and information systems of SC

Adopt proven, best business practices in public sector

Achieve a more cost effective and efficient delivery of service for stakeholders

— Finance, Procurement, Budgeting, Human Resources

Access to timely, accurate and complete information

Revolutionize the way SC government works for its citizens

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SAP Includes Back Office Functionality

Financials Budget Execution – Funds Management

Project and Grant Management

General Ledger

Accounts Payable/Receivables

Cash Management and Treasury

Asset Management

Travel Management

Purchasing

Inventory Management

Budget Preparation

“What If” Analysis

Budget Modeling and Planning

Human Resources/Payroll Organization and Position Management

Personnel Administration

Personnel Development and Training

Recruitment and Applicant Tracking

Compensation Management

Benefits Administration

Time Management

Grievance Tracking

EMPLOYEE SELF SERVICE (ESS)

Payroll: Payroll Processing

Work Flow

Data Warehouse for SAP

7,000 Professional Licenses & 40,000 ESS Licenses7,000 Professional Licenses & 40,000 ESS Licenses

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New SAP Product Suite – mySAP ERP 2004

NetWeaver

• SAP Enterprise Portal

• SAP Business Intelligence

• SAP Exchange Infrastructure runtime

• SAP Mobile Infrastructure

• SAP Auto-ID Infrastructure

• SAP Web Application Server

• SAP Solution Manager

• SAP Composite Application

• SAP NetWeaver Developer Studio

SAP Treasury and Risk Mgmt.

•Transaction manager (asset mgmt)

SAP Grants Management

•Manage programs from pre-award to post-award and reporting

Strategic Sourcing

•Sourcing Capabilities (RFX and auctions)

•Strategic Capabilities (spend analysis, supplier evaluation and contract mgmt.)

Supplier Relationship Management

•Contract negotiation and management

•Supplier management

•Catalogue content mgmt

•Self-service procurement

•Plan driven procurement

•Relationship monitoring

SRM Vendor Employee

•Confirms goods delivered, services performed and enters invoices

Supplier Enablement

•Order collaboration

•Supplier registration

•Supplier managed content

CRM* (Customer Relationship Management)

*although outside the scope of this project, CRM will provide additional functionality for the State as they move forward with other projects.

Project Team

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SCEIS Partnership

Project Sponsors

Comptroller General

State Chief Information Officer

Integration Partners

BearingPoint

SAP

Team IA

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SCEIS Executive Oversight Committee

“The SCEIS Oversight Committee will guide and coordinate SCEIS from a statewide strategic perspective. It will provide direct executive support for the project, including working with the executive and legislative leadership of the State to promote the project.”

Nat Kaminski, Comptroller General’s Office, (Chairman)

Steve Osborne, Budget and Control Board, (Vice Chairman)

Marshall Evans, Governor's Office

Frank Rainwater, State Treasurer’s Office

Brenda Hart, Senate Finance Committee

Ben Homeyer, House Ways and Means Committee

Chuck Fallaw, Chief Information Office

Marcia Adams, Department of Motor Vehicles

John Bourne, Department of Mental Health

Sheila Breitweiser, SC School for the Deaf and Blind

Harry Cooper, Department of Revenue

Wendell Price, Department of Social Services

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Central Project Team

Comptroller General /State CIO

Richard Eckstrom State CIO

Technical Implementation

Scott Houston

QualityAssurance

TBN

FinanceTommy Watson

Material Management

Wanda Dixon

InfrastructureAnd Platforms

Larry StrockTroy Travis

ChangeManagementSusanne Reich

Human Resource /

PayrollTBN

Project ManagementOffice (PMO)Jim Sexton

AgencyTeam

SCEIS UsersGroup

Renee Moore - DDSN

EnterpriseApplication

SupportPat O’Cain - CG

Chuck Fallaw - CIO

tbn

-Procurement-Inventory

Martin Taylor

-General Ledger-Accts Payable-Accts Receivable-Controlling-Funds Mgmt-Project Systems-Treasury Mgmt-SEM (Budget)-Travel

-Benefits-Payroll-Travel-PA/OM/COMP-PD/Train/ Recruitment-T&A-ESS

Chris Springfield - BASISBilly Pierce - ABAPDonald Murray - SecurityTommy Bradham – BWBill Schmidt – BWJeff DavisRobert Looney

-Training-Communications-Change Mgmt-Agency Support

-Operations-Network Security-Level 2 Help Desk-Hardware/OS-ABAP Support

Program Manager

Project ManagerFunctional LeadsNetwork SupportDesktop SupportAgency Security

SCEISOversightCommittee

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Implementation Support Provided By Central Staff

System will be operational at central level before agency waves begin (fewer implementation issues)

Central support staff with functional leads to:

– Direct blueprint design discussions

– Assist agencies with implementation issues

– Develop central policies and procedures

On-site project management teams to support agency implementations

SCEIS Web site with policy and procedure documents, training information, FAQs, etc.

Help Desk Support

Software, technical infrastructure and technical support personnel

Software upgrades, patches, etc.

Ongoing maintenance

Timeline

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SCEIS Rollout Template

A template that outlines a conservative approach to minimize risk has been adopted. It involves producing an Enterprise Blueprint, Pilot Implementation, Central Government Implementation and finally bringing groups of agencies online in waves.

FY 2004 –05

Enterprise Blueprint*Design and technical planning phase

for Statewide Implementation

Central Government Implementation

Production Implementation ofCentral Government

Functions

Agency ImplementationsAgency Implementations inWaves (3-6 months each)

Pilot Implementation Isolated Pilot

Implementation to Validate Blueprint

6-9 Months 6-12 Months 12 – 18 Months 3-6 Month Waves

*Enterprise Blueprint – An enterprise blueprint represents our “house plans” for Statewide implementation. It provides the basis for revising and optimizing the State’s Business Processes.

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SCEIS Financials/Materials Management and Budgeting - Proposed Rollout Plan

Three high level enterprise projects: Financials/Materials Management, Budgeting, and Human Resources/Payroll will be implemented at a central level and rolled out to the agencies in waves. In general, agencies will implement financials/materials management, and budgeting, followed by human resources and payroll. The timeline for the first two modules is as follows:

FY 2006 – 07 thru FY 2008 - 09FY 2006 –07FY 2005 – 06FY 2004 –05

Enterprise FinancialsProject Kickoff

Financial/Materials Management

Business BlueprintInitiated (6-9 months)

By September 2004 July 2006

Enterprise Financials andGo Live:

Financial/Materials Management

Central State Agencies & First Wave Agencies

Target Go Live

July 2006 – June 2009

Enterprise Financials &Agency Waves

Rollout of Remaining Agencies Until Completed

(3 –6 month Waves)

Enterprise FinancialsImplementation Phase

Financial/Materials Management

ImplementationPhase Begins

By July 2005

December 2005

Enterprise Budgeting Project Kickoff

Budgeting Business Blueprint / Implementation

Phase begins

August 2004

Central Support StaffingCentral Support Team

Staffing and Training Begins

July 2006 – June 2009

Enterprise Budgeting Go Live

Budgeting will be implemented Concurrent with Financials

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SCEIS Human Resources & PayrollProposed Rollout Plan

The HR/PR plan calls for a pilot implementation of the central HR/PR systems and a representative agency. Followed by agency implementations 3-6 months waves coordinated with their Financial implementation.

Enterprise HR/PRProject Kickoff

Human Resources & Payroll Business Blueprint

Initiated (6 months)

By Jan 2006 March 2007

Enterprise HR/PR PilotGo Live:

HR/PR Pilot Central State Agencies &

First Wave AgenciesTarget Go Live

April 2007 – June 2009

Enterprise HR/PRAgency Waves

Rollout of Remaining Agencies Until Completed

(3-6 month Waves)

Enterprise HR/PRPilot Implementation Phase

HR/PR PilotImplementationPhase Begins

By July 2006

By Dec 2005

Central Support StaffingHR/PR Central Support

Staffing & Training

FY 2006 –07FY 2006 – 07FY 2005-06 FY 2006 – 07 thru FY 2008 - 09

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SCEIS Master Plan and Timeline

Costs

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Statewide Implementation - Non-Recurring Costs

Deliverables Currently Included

Business Blueprints for Finance, HR/Payroll and Budget

Implementation of All State Agencies – Excluding Lump Sum Funded Agencies

Implementation of All Central Systems

SAP Software Licenses: mySAP Business Suite 7,000Employee Self Service 40,0003rd Party SAP PR & Support 50,000Strategic Sourcing statewideSupplier Enablement 500SRM Vendor Employee 20,000Treasury 40Grants 1,500

SCEIS

Non- Recurring Costs

Spread over 5 Year

Implementation

$62.8 Million

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Statewide Implementation - Non-Recurring Costs

Deliverables Currently Includes

Document Management Equipment/Software for Agencies’ Central Offices

Enterprise Help Desk Software

NIGP Code Software

Data Center Hardware

End User Training (SAP, Imaging, etc.)

Central Support Staff Training

Change Management Fund ($5 million)

Contingency ($2.5 million)

SCEIS

Non- Recurring Costs

Spread over 5 Year

Implementation

$62.8 Million

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Proposed Cost Allocation Methodology

Total estimate one-time costs to implement SCEIS statewide is $62.8 million

The costs will be allocated with 25% paid centrally and 75% funded by the agencies

— $15.7 million of these costs will be funded centrally

— $47.1 million will be funded by state agencies

Agency Portion due at “Go Live” date

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Statewide Implementation - Recurring Costs

Includes

Annual Maintenance - SAP Software

Annual Maintenance - Document Management Hardware and Software

Annual Maintenance - Data Center Hardware

Central Support Staff Costs

State Data Center Operations

SCEIS

Recurring Costs

At full Implementation

Grow to

$12.3 Million

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Proposed Model for Allocation of Recurring Costs

We believe that SCEIS recurring costs should be monitored, controlled and disbursed centrally for the following reasons:

- SAP is single system and will be maintained by a central staff

- Costs can be evaluated and controlled better centrally

- Provides leverage in resolving performance/contract problems

- Eliminates internal administrative costs

- Ensures accountability to the Legislature

Recurring costs grow to $12.3 million at full implementation

Legislative Update

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Legislative Actions

FY 2005 – 2006 Budget Approved – New Funding

5,500,000 – Non Recurring Funds

1,826,000 – Additional Recurring Funds

SCEIS Related Provisos/Resolution

SCEIS Proviso (72.83)

SCEIS Agency Funds Proviso (72.103)

SCEIS Agency Funds Joint Resolution (H3799)

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SCEIS Proviso 72.83

States the General Assembly’s mandate to implement SCEIS for all agencies with the exception of lump-sum agencies

Recognizes and empowers the SCEIS Oversight Committee

Requires agencies to implement SCEIS within the framework provided for in the Business Case Study

Allows for scope and implementation schedule issues to be handled by the SCEIS Oversight Committee

Provides for reporting to both the Executive and Legislative leadership

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SCEIS Agency Fund Proviso 72.103and Joint Resolution H3799

Each agency can establish a Special Account for the sole purpose of funding non-recurring SCEIS implementation costs

Agency can transfer funds into this Special Account at the discretion of the agency head

Total funds transferred into this Account are specifically designated for SCEIS implementation and cannot exceed agency’s projected implementation costs

Account would be exempt from the calculation of any mid-year budget reduction

Unexpended balance in the Account would be carried forward from year-to-year until agency’s SCEIS implementation is completed

Account is monitored by the Comptroller General’s Office

JOINT RESOLUTION H3799 pending to allow 2004-2005 Funds to be allocated

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Next Steps - Agency

Agency will be provided updated implementation cost information before end of current FY

Determine any FY05 funds available for savings toward implementation costs

— pending Joint Resolution H3799 approval

Identify internal team to organize and manage Agency’s SAP implementation including a primary contact point for the Enterprise Support Group – HR/PR Blueprint to begin Jan 2006.

Identify Agency requirements and develop any questions concerning the scope of SAP Project (i.e., functionality, reports, interfaces with other systems, etc.)

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Contact SCEIS

WEBSITE: www.sceis.sc.gov

Email: [email protected]

Pat O’Cain, Project Director - CG [email protected]

Chuck Fallaw, Project Director – CIO [email protected]

Jim Sexton, Program Manager [email protected]

Questions & Answers