BIRBA

Baseline IFIS Reference Business Architecture Project

Baseline IFIS Reference

Business Architecture Business Architecture

EA Openhouse

June 2009

Agenda

� The BIRBA business context , terminology and project background

� How the BA was created and what approach was used in describing the BA and how the work

produced relate to each other

Baseline IFIS Reference Business Architecture Project 2

� What the different BIRBA artifacts are and what was produced as part of the Business

Architecture

� Managing BIRBA 7 months later

1995:

The Ontario Financial Review Commission (OFRC) reported: Ministries are using 17 different accounting systems.

1997 – 2009: The Integrated Financial Information System (IFIS), based on the Oracle eBusiness Suite, has been implemented through three major releases.

IFIS History


Today: IFIS footprint includes all Ontario ministries, Central Agencies (TBO, OFA, and Ontario Shared Services) and four Offices of the Legislature (Legislative Assembly, Ombudsman, Provincial Auditor, and Elections Ontario).

MBC Directive: Ontario government Ministries not to build or upgrade non-

IFIS financial systems within the IFIS footprint without obtaining prior review

and approvals from the Office of the Provincial Controller and the Office of

the Corporate Chief Information Officer.

BIRBA mandate

The Office of the Provincial Controller Division (Treasury Board Office) funded the Baseline IFIS Reference Business Architecture (BIRBA) initiative in 2008

- BIRBA updates the enterprise definition of the IFIS services so that the OPS has clarity about which business requirements are to be met by IFIS

- BIRBA provides the agreed and authoritative baseline of IFIS that is needed by IFIS governance to develop the new IFIS vision and strategy


governance to develop the new IFIS vision and strategy

- BIRBA is essential to:

� Implement Cabinet’s direction for IT and MOF controllership around IFIS;

� Protect and advance MOF’s founding IFIS vision as the OPS’ single, integrated financial system to support financial management and transaction processing - i.e., protect against “mushrooming” of stand-alone or competing financial systems with their own versions of the

“truth”

� Leverage the government’s investment in IFIS

Baseline and Reference Architecture

� Baseline IFIS - a stated declaration of the key dimensions and design decisions of the

approved IFIS vision. This specification captures the relevant strategic functional components

planned to achieve the outcomes. The baseline definition is supported by project

implementation and execution documentation.

� Reference Business Architecture - a foundational, sanctioned and authoritative model that is


� Reference Business Architecture - a foundational, sanctioned and authoritative model that is

a standard for the enterprise. This contextual and conceptual level model provides a common

vocabulary with which to discuss implementation, with the aim to stress commonality, alignment

and reducing overlaps and duplications.

Governance and Consultation- during the development of the business architecture, the project consulted and received invaluable feedback and comments from project committees, OCCTO, the IFIS Sustainment organization and Ministry and Central Agency business subject matter experts

EFSBA Executive Steering Committee

Inter-Ministry Working Group

Steering Committee� Bruce Bennet, ADM, Fiscal Strategy and Coordination Division (FSCD), Ministry of Finance

� Jim Hamilton, ADM and CIO, Community Services I&IT Cluster, Ministry of Municipal Affairs and Housing

� Ron Huxter, Corporate CTO, Office of the Corporate Chief Technology Office(OCCTO), Ministry of Government Services

� Jon Junkin, ADM/CIO, Government Services Delivery I&IT Cluster(GSDC), Ministry of Government Services

� Fadia Mishrig, ADM/CAO, Corporate Services Division, Ministry of Government Services and CAO’s Forum

� John Whitehead, ADM, Office of the Provincial Controller Division(OPCD), Ministry of Finance

� Roman Zydownyk, ADM, Enterprise Financial Services Division(EFSD), Ministry of Government Services

Inter-Ministry Working Group Ministry of Finance

� Office of the Provincial Controller Division (OPCD)- Joe Liscio – Director, Operations Control & Mgmt Reporting- Murray Lindo – Director, Financial Mgmt. & Control Policy


OCCTO QA

Architect

Team

IFIS

Sustainment

Organization

Ministry and Central Agency Business Subject Matter Experts


Business Architecture

Project Team

- Murray Lindo – Director, Financial Mgmt. & Control Policy

� Fiscal Strategy and Coordination Division (FSCD)- Karen Hughes – Director, Justice and Non-Tax Revenue- Steve Romanyshyn – Director, Education and Planning

Ministry of Government Services (MGS)

� Government Services Delivery Cluster (GSDC)- David Croft – Head, Enterprise Systems Branch- Ray Nakano – Head, Application Services

� Ontario Shared Services (OSS)- Jeanette Munshaw – Director, Non-Tax Revenue Management Branch- Sylva McCormick – Director, Planning&Program Management Branch- Betsy Rothwell – Director, Business Applications Solutions Support Branch

Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA)- Madeleine Davidson – Director, Business Planning & Financial Mgmt Branch

The goal of the Baseline project was to:

- Document the functional components planned or in place under the context of IFIS as the

foundation for an as-is and to-be technology blueprint/reference architecture

- Established the baseline blueprint for use by subsequent projects and governance bodies to

determine if they fall within the IFIS footprint.

- Defined and document all services supported by IFIS.

- Established a centralized repository with common language and framework for use by other

BIRBA – goals and outcomes


projects.

The outcome:

- enables ministries/clusters to understand how to invoke, use, integrate and support these

services as part of their business processes/systems.

- supports the government’s financial management vision and strategy, modernization vision

and strategy, and corporate IT vision and strategy.

- Enables and streamline the IFIS business and IT portfolio governance

Project Approach

� The Baseline Project was a reverse engineering, enterprise Architecture documentation project

� BIRBA covered documentation and projects from 1998 to May 12 2008:

- Vision and scope,

- IFIS Releases 1, 1.5, 2 including approved Change Orders and approved Statements of Work

� Where lower level designs exist, references and linkages were made as appropriate


� This initiative is used as the basis for

- Determining whether functionality is within IFIS scope going forward

- Accelerating project design phase by leveraging approved designs

� Once the Baseline architecture is approved, projects need only seek approvals for changes or extensions as applicable

- Logical and physical design of sub-projects (Baseline IFIS Reference System Architecture (BIRSA) – in progress)

� The model must be managed as a living document/blueprint

Implementation, Review and Quality Assurance Approach

CONSULTATION WITH EXPERTSWorkshops/Interviews with Subject Area Experts

/IFIS Sustainment Organization

TECHNICAL QUALITY ASSURANCEGSDC/OCCTO-AAB

Architecture Reviews and Feedback

Baseline IFIS Reference Business Architecture Model v1.0

BUSINESS VALIDATIONInter-Ministry Working Group

Review and Feedback

Iterative

Process

Final Documentation and

Organization


Baseline – 1998 Envisioned IFIS Business Functional Components

Full Partial Not implemented

/IFIS Sustainment Organization

FinancialPlanning &Budgeting Program

Financial Analysis and Decision Support Program

FinancialRisk Mgmt &ControllershipProgram

Supply Chain Mgmt. – Procurement& Inventory Management

Financial Administration & OperationsProgram

Input Sources Gathering and

Analysis

Programs and Services

Definition

Architecture Development and

Validation

A comprehensive series of inputs from authoritative sources and guides (people and documents) were used to incrementally build the business architecture artifacts to represent the business and in compliance OPS standards

Acts, Legislation, etc.

IFIS Project documentation


OPS Operational Volumes

Inter-Ministry Working Group Input Baseline IFIS Reference

Business Architecture

Architecture Guides (EAPM Checklist, Defining

Programs and Service in the OPS) Please see Architecture volume 1 for a definitive list

of inputs and authoritative sourcesPolicies, Directives, Guidelines, and Standards

IFIS Project documentation

Baseline IFIS Reference Business Architecture Scope

Enterprise Financial

Management

EnterpriseInformationTechnology

Mgmt

Other Enterprise-Wide Functions

Enterprise Human

Resources Mgmt

EnterpriseSupply Chain Management

Enterprise Resource Management

Ministries and Central Agencies Programs Delivery

Business Functions

The BIRBA scope


I&IT

Application

Technology

Data

Security

Co

ncep

tual

Lo

gic

al

Ph

ysic

al

BUSINESS Information

Business

Security

Arc

hit

ec

ture

Do

ma

in

To set a boundary on the architecture, we reviewed all IFIS authoritative source documentation. This analysis identified 42 Baseline IFIS Inventory of Business Functions.

Enterprise Decision Support and Business Planning and Analysis

1. Enterprise-Wide Decision Support

2. Enterprise-Wide Planning and Analysis

Operational Planning, Budgeting, Forecasting and Financial Analysis

3. Capacity to Support Forecasting

4. Variance Analysis

5. Support of Flexible Planning and Budgeting

6. Performance Measurement

Expenditure Cycle

7. Vendor Catalogues

8. Single Enterprise-Wide Vendor File

9. Support of Purchasing Requirements

10. Support of Centralized Purchasing Function

Assets Management Cycle

26. Ability to Manage Inventory at Multiple Levels

27. Support Capital Assets Planning

28. Support Project Management Accounting

29. Asset Maintenance Planning

Treasury Management

30. Cash Flow Management

31. Support Investment Accounting Requirements

Costing

32. Ability to Support Activity Based Costing

Service Management

33. Service Management Needs



11. Vendor Performance Measurement

12. Support of Commitment Accounting

13. Transfer Payment Processing

14. Expenditure Processing

Revenue Cycle

15. Process Non-Tax Billings and Cash Sale Receipts

16. Management of Tax Revenues

17. Federal Transfers

18. Accounts Receivables Management

19. Customer Performance Measurement

General Accounting Cycle

20. Support Multi-Level Management Reporting Needs

21. Common Chart of Accounts

22. Support Multiple Consolidation Hierarchies

23. Flexible Ad Hoc Reporting

24. Strong Journal Entry Functionality

25. Automated Account Reconciliation


Common Requirements Cutting Across Business Processes

34. Support of PSAB Requirements

35. Workflow Technology

36. Flexible Structure

37. Integration of Modules

38. Support the OPS Controllership Model

39. Strong Systems User Security Functionality

40. E-Commerce and Other Access Technologies

41. Ability to Attach Notes (Text) to Transaction Line Items

42. Full Multi Company Support

-Functional Category � The first two columns categorize and provide short

description for the Functional Components -Authoritative Source� The 3rd column indicates the business approval first

introducing the functional component. -

The Baseline IFIS Inventory of Functional Components showed not only the functional scope, but also indicated the implementation and adoption of each area


--Implementation Release� The 4th column indicates if the identified component was

implemented as a part of any the IFIS releases: 1.0; 1.5 or 2.0.

� We have also used “Post Release 2.0” to depict recent or current projects related to a functional component. -In-Production Indicator

� The 5th column indicates if a component is in Production or not;

The Result

?


� Usability

� Business/ IT Alignment

� Traceability

� Maintainability

� Authority

The Business Architecture deliverables are organized into 8 major volumes

Volume Title Artifacts

Volume 1 Introduction and Overview

Volume 2 Contextual and Conceptual Consolidated Artifacts

R1C1 Resource Type

R1C2 Program Profile

R2C2 Service Profile

R1C3 Location

R1C4 Party Type

R1C4 Role Type

R1C4 Target Group Type

R1C5 Event Type

R1C5 Cycle Type

R1C6 Goals


Volume 3 Financial

Administration and

Operations

Program – Detail

Artifacts



R2C2 Business Process Model

R2C4 Workflow Model

R2C5 Business Scenarios

R2C6 Business Rule Profile

Volume 4 Financial Planning

and Budgeting

Program – Detail

Artifacts




R2C4 Workflow Model



Programs and ServicesIntroduction and Consolidated Artifacts


R1C6 Goals

R1C6 Needs Type

R1C6 Mandate

R1C6 Strategy

R1C6 Target Group / Need Cross Reference

R2C1 Conceptual Data Model

R2C2 Service Integration & Accountability

Model

R2C3 Business Network Model

R2C6 Business Rule Source

R2C6 Service Objectives


Volume 5 Financial Analysis

and Decision

Support Program –

Detail Artifacts




R2C4 Workflow Model



Volume 6 Financial Risk

Management and

Controllership

Program - Detail

Artifacts




R2C4 Workflow Model



Volume 7 Procurement and

Inventory

Management

Program – Detail

Artifacts




R2C4 Workflow Model




Volume 8 Appendices Appendix A: IFIS Baseline Inventory Of

Functional Components

Appendix B: Reference Documents

Appendix C: Glossary

Appendix D: Transfer Payment Programs

Possible project scenarios related to the IFIS footprint

Possible Scenario Suggested Project Actions can include:

New project requirements fully

defined in BIRBA

� Review BIRBA Program and Service Profiles and associated artifacts

� Conduct Gap Analysis of current plans vs. BIRBA artifacts to determine alignment

� No gaps – submit a decision to manage at the Ministry/cluster level

New Solution Design for a new

Ministry/Program


� Conduct Gap Analysis of current plans vs. BIRBA artifacts to determine alignment

� If gaps are:- none or minor – submit a decision to move to checkpoint 2 or beyond


- none or minor – submit a decision to move to checkpoint 2 or beyond- major or significant impact to rest of BIRBA – submit a decision to move to Checkpoint 1 Enhancement of function for a

fully approved and implemented

BIRBA Service area e.g.

Transfer Payments


� Conduct Gap Analysis of enhancements vs. BIRBA artifacts

� Submit appropriate Checkpoint 0 plan to evolve BIRBA

New Solution Design. For a

non-implemented or partially

implemented service or process

� Review BIRBA Program and Service Profiles and associated artifacts approved leading practice

models for re-use

� Create Solution Design

� Conduct Change Impact Analysis of new solution design vs. BIRBA artifacts

� Submit appropriate Checkpoint plans

Knowledge Repository: Corporate ARB approved architecture

The volumes of BIRBA are published on the OCCTO intranet website


Knowledge Repository: Rational ClearCase is used to store all authoritative source documents and project documentation

� Referenced Source Documents:- Organized by document type e.g.. Acts, legislation- Contains 1080+ documents organized into 19 services that were

used for building business architecture Row 1,2 artifacts- Documents contain contextual, conceptual, logical and physical

information- Tagged by service

� Project Deliverables are stored in the repository


� Project Deliverables are stored in the repository - All phases- Major versions- Working presentations and minutes- Etc…

� Developed a Knowledge Repository Index containing path

and description


BIRBA: Programs

BIRBA Artifacts consist of consolidated lists, models and diagrams

DATA (What)

� GOALS

� NEED TYPE

� MANDATE (PROGRAM)

� STRATEGY

� TARGET GRP/NEEDS

X-REF

MOTIVATION (Why)

� EVENT TYPE

� CYCLE TYPE

TIME (When)

� PARTY TYPE

� ROLE TYPE

� TARGET GROUP

TYPE

PEOPLE (Who)

� LOCATION TYPE

�GEOGRAPICAL AREA

TYPE

� SERV/LOC TYPE X-REF

LOCATION (Where)

� PROGRAM PROFILE

� LINE OF BUSINESS

PROFILE

� PROGRAM

� SERVICE

FUNCTION (How)

� RESOURCE TYPE

1

DATA (What)

� GOALS

� NEED TYPE

� MANDATE (PROGRAM)

� STRATEGY

� TARGET GRP/NEEDS

X-REF

MOTIVATION (Why)

� EVENT TYPE

� CYCLE TYPE

TIME (When)

� PARTY TYPE

� ROLE TYPE

� TARGET GROUP

TYPE

PEOPLE (Who)

� LOCATION TYPE

�GEOGRAPICAL AREA

TYPE

� SERV/LOC TYPE X-REF

LOCATION (Where)

� PROGRAM PROFILE

� LINE OF BUSINESS

PROFILE

� PROGRAM

� SERVICE

FUNCTION (How)

� RESOURCE TYPE

1


� BUSINESS RULE

PROFILE

� BUSINESS RULE

SOURCE

� SERVICE OBJECTIVES

� PERFORMANCE

MATRIX

� PROGRAM LOGIC

MODEL

� STATE TRANSITION

� BUSINESS SCENARIO

� WORKFLOW MODEL

� GOVERNANCE

MODEL

� ORGANIZATION

CHART

� BUSINESS NETWORK

MODEL

� SIAM

� BUSINESS FUNCTION

MODEL

� BUSINESS PROCESS

MODEL

� SERVICE LIFECYCLE

� SERVICE PROFILE

� CONCEPTUAL DATA

MODEL

� SEMANTIC MODEL

� CORPORATE

INFORMATION MODEL

2

� BUSINESS RULE

PROFILE

� BUSINESS RULE

SOURCE

� SERVICE OBJECTIVES

� PERFORMANCE

MATRIX

� PROGRAM LOGIC

MODEL

� STATE TRANSITION

� BUSINESS SCENARIO

� WORKFLOW MODEL

� GOVERNANCE

MODEL

� ORGANIZATION

CHART

� BUSINESS NETWORK

MODEL

� SIAM

� BUSINESS FUNCTION

MODEL

� BUSINESS PROCESS

MODEL

� SERVICE LIFECYCLE

� SERVICE PROFILE

� CONCEPTUAL DATA

MODEL

� SEMANTIC MODEL

� CORPORATE

INFORMATION MODEL

2

OPS Managers

(Originating

Ministry)

Office of the

Provincial

Controller

Division

Employee

Ontario

Financing

Authority

Employee

Ontario Shared Services Representative

IFIS Programs


Management


Mgmt


Enterprise Human

Resources Mgmt





IFIS Baseline Programs

Financial

Planning &

Budgeting

Program

Financial

Risk Mgmt and

Controllership

Program

Financial

Administration &

Operations

Program

Financial Analysis

& Decision

Support

Program

Procurement and

Inventory

Operational

Management

Program

The 42 Baseline IFIS Inventory of Business Functions and consultation with the Inter-Ministry working and SME’s created a baseline of 5 major programs involving 19 services.

Services: ((1, 2 subset), 3, 4, 5 )

� Planning and Budgeting (16,17)

� Forecasting (31)

Services ((1, 2 subset, 6)

� Cost Accounting & Management (32)

� Financial Performance Management (1,2

subset, 6)

Financial

Planning &

Budgeting

Program

Financial Analysis

& Decision

Support

Program

Procurement and

Inventory

Operational

Management

Program

Services:(40)

� Procurement

(7,8,9,10)

� Inventory

Management (11,12,

26)


Baseline IFIS Reference Business

Architecture Programs

Services: (23)

� Policies and Guidelines (34,38)

� Controls and Risk Management of

Financial Operations

� Asset Management (27,29)

� Cash Management (30)

� External Reporting (38)

� Project/ Program Controls & Risk

Mgmt(28)

Services: (23)

� Transfer Payment Management (13)

� Non-Tax Revenue Mgmt & Receivables

Processing (15, 19)

� Non-Tax Revenue Generating Services

� General Accounting (20,21,22,25)

� General Accounting Transactions (24,42)

� Service Delivery Financial Mgmt.(33)

� Accounts Payable (8,10,12,14)

Financial

Risk Mgmt and

Controllership

Program

Financial

Administration &

Operations

Program

Program

The Numbers refer to the 42 Baseline IFIS Inventory of Business Functions

To set a boundary on the architecture, we reviewed all IFIS authoritative source documentation. This analysis identified 42 Baseline IFIS Inventory of Business Functions.

Enterprise Decision Support and Business Planning and Analysis

1. Enterprise-Wide Decision Support

2. Enterprise-Wide Planning and Analysis

Operational Planning, Budgeting, Forecasting and Financial Analysis

3. Capacity to Support Forecasting

4. Variance Analysis

5. Support of Flexible Planning and Budgeting

6. Performance Measurement

Expenditure Cycle

7. Vendor Catalogues

8. Single Enterprise-Wide Vendor File

9. Support of Purchasing Requirements


Assets Management Cycle

26. Ability to Manage Inventory at Multiple Levels

27. Support Capital Assets Planning

28. Support Project Management Accounting

29. Asset Maintenance Planning

Treasury Management

30. Cash Flow Management

31. Support Investment Accounting Requirements

Costing

32. Ability to Support Activity Based Costing

Service Management




11. Vendor Performance Measurement

12. Support of Commitment Accounting

13. Transfer Payment Processing

14. Expenditure Processing

Revenue Cycle

15. Process Non-Tax Billings and Cash Sale Receipts

16. Management of Tax Revenues

17. Federal Transfers

18. Accounts Receivables Management

19. Customer Performance Measurement

General Accounting Cycle

20. Support Multi-Level Management Reporting Needs

21. Common Chart of Accounts

22. Support Multiple Consolidation Hierarchies

23. Flexible Ad Hoc Reporting

24. Strong Journal Entry Functionality

25. Automated Account Reconciliation


Common Requirements Cutting Across Business Processes

34. Support of PSAB Requirements

35. Workflow Technology

36. Flexible Structure

37. Integration of Modules

38. Support the OPS Controllership Model

39. Strong Systems User Security Functionality

40. E-Commerce and Other Access Technologies

41. Ability to Attach Notes (Text) to Transaction Line Items

42. Full Multi Company Support

Other examples of 42

1. The angle in degrees for which a rainbow appears.

2. There were 42 Nomes (Governmental Units) in the ancient Egypt.

3. 10! (10 factorial) seconds is exactly 42 days.


4. Number 42 is The Answer to the Ultimate Question of Life, the Universe, and Everything

(Douglas Adams' book The Hitchhiker's Guide to the Galaxy ).

5. 101010 is 42 in Binary.

6. In Cantonese, 42 sounds like "easy death".

Owner Summary of Goals Summary of OutcomesProgram Target Group�OPS Managers

Program Profile Summary

Financial Administration and Operations Program

Description

Mandate

The Financial Administration and Operations Program provides enterprise-wide financial processing and collections support

services to the OPS , including routine processing of transactions such as transfer payment requests, journal entries, accounts

payable invoices and cash disbursements.

The Financial Administration and Operations Program is mandated by the Financial Administration Act, which names the

Minister of Finance responsible for transactions impacting the Consolidated Revenue Fund:

Part 1, 2.3: Every person who collects or receives public money shall pay all money coming into the person’s hands to the credit

of the Minister of Finance through such officers, banks or persons and in such manner as the Minister of Finance may direct,

and shall keep a record of receipts and deposits thereof in such form and manner as the Minister of Finance may direct.

Part 2, 11.1: Every payment out of the Consolidated Revenue Fund shall be made by cheque or by any other method of payment

or transfer approved by the Minister of Finance in writing. .


Financial

Administration &

Operations

Program

Minister

of

Finance

�Leveraging groups of interrelated activities previously performed across or by numerous businesses within the organization�Concentration of routine transactions into a shared services environment achieves economies of scale and helps eliminate redundancies.�Provide a single primary source of financial information. �Spend taxpayers’ money on priority programs and public infrastructure investment with increasing economy, efficiency and effectiveness

� With increasing economy, efficiency and

effectiveness, perform financial transaction

processing and roll out standard business

processes across the OPS.

�Standardized customer-like treatment for

Ministries.�Public

�Vendors

�OPS Managers

�Minister or

Chair (Agency

Head)

�OPS (Ministries,

Agencies,

Clusters)

Client Group

Interested Party

� Transfer Payment Management

� Non-Tax Revenue Mgmt & Receivables Processing

� Non-Tax Revenue Generating Services

� General Accounting

� General Accounting Transactions

� Service Delivery Financial Management

� Accounts Payable

Services

Access

Accountability

Accuracy

Compliance

Knowledge

Performance

Privacy

Security

Simplicity

Standardization

Needs

Owner Summary of Goals Summary of OutcomesProgram

� Produce accurate Expenditure Estimates

Target Group�Minister of Finance


Financial Planning and Budgeting Program

The Financial Planning and Budgeting Program (Operational, Capital, Revenue) is responsible for the preparation and

review of forecasts, estimates and analyses of short term and long term expenditures and expenditure commitments and

other data pertaining to authorized or proposed programs of any ministry , to assist the Minister of Finance and the

Government in formulating the Ontario Budget to address the Government’s strategic priorities.Description

MandateThe Financial Planning and Budgeting Program is mandated by the Treasury Board Act, to direct, and establish policies

for, the preparation, form and content of estimates and supplementary estimates submitted to the Legislature for any

ministry.


Financial

Planning & Budgeting

ProgramTreasury

Board

� Better budget planning and execution,

facilitating information sharing.

�Plan for the appropriate use of public

resources to meet government priorities.

�Promote accountability in public sector

organizations to ensure effective

management and efficient use of taxpayer

dollars.

�Support the Government’s annual

business planning cycle

� Produce accurate Expenditure Estimates

that reflect decisions and a related

Estimates Briefing Book.

�Support the development and delivery of

high-quality programs and services.

�Provide short term and long term targets

focused on the achievement of strategic

objectives.

�Ensure that resources are coordinated

and used in the most effective way.

�Ensure that the objectives and targets of

the government are communicated to all

relevant parties.

�Minister of Revenue

�Cabinet

�OPS Managers

�Public

Client Group

Interested Party

� Planning and Budgeting

� ForecastingServices

Access

Accountability

Accuracy

Compliance

Knowledge

Performance

Privacy

Security

Simplicity

Standardization

Needs


� Forecasting and trend analysis to enable

timely corrective action

Target Group�CAO (OPS Managers), within


Financial Analysis and Decision Support Program

Description

Mandate

The Financial Analysis and Decision Support Program is responsible for providing managers with financial reports that are timely, accurate

and consistent, and that meet their needs for financial information, including information on budgetary variances. The Program addresses

the government’s need to cost services and goods fully and accurately for internal and external clients using timely, accurate and consistent

financial data

The Financial Analysis and Decision Support Program is mandated by the Treasury Board Act, to determine fees or charges for the provision of services by any ministry. The Financial Analysis and Decision Support Program is a component of the Financial Management Framework established by the Ministry of Finance. The roots of financial management are shifting from cost dependant, transaction based, processing towards business partnering. This requires a continuing refocus towards meeting the information needs of decision makers. In addition to the traditional business plans and historical reporting the new discipline includes information support related to business transformation, ministry process and business planning, performance management indicators, core business reporting, program and business unit management and accountability


Financial Analysis

& Decision

Support

Program

Treasury

Board

� Provide essential inputs to decision making

and accountability, at multiple levels

� Visibility to balanced set of performance

measures to support better and faster decision

making at an operational and corporate level

timely corrective action

� Price goods & services for cost recovery

� Strategic, enterprise-wide information to

decision-makers

�Determine the cause(s) of variances

between planned and actual costs and

initiate appropriate action in response to

problems indicated by the analysis

� Provide a mechanism for ongoing

monitoring of progress toward business

plan goals, evaluate results and provide

feedback of corrective action if required.

within Ministries and Crown Agencies

�Program Managers (OPS Mgrs)

�OPS Mgrs

�Cabinet �Minister of Finance

Client Group

Interested Party

� Cost Accounting & Management

� Financial Performance ManagementServices

Access

Accuracy

Compliance

Knowledge

Simplicity

Standardization

Needs

Owner Summary of Goals Summary of OutcomesProgram Target Group�OPS Managers


Financial Risk Management and Controllership Program

Description

Mandate

The Financial Risk Management and Controllership Program is responsible for delivering services that establish controls that direct and

monitor financial activities and resources. Specifically, the Program provides policies and procedures, controls and risk management of

financial operations, asset management, cash management, external reporting, and risk management for project/program control.

The Program strives to achieve balanced risk levels that maximize operational efficiencies, while reducing the risks related to spending

money incorrectly, unwisely, inefficiently, not in compliance with authorized mandates, or without appropriate accountability

The Financial Risk Management and Controllership Program is mandated by the Treasury Board Act, to assess the adequacy of

plans for the implementation of programs approved or provided for by the Legislature and to control expenditures of public

money within the amounts appropriated or otherwise provided by the Legislature..


Financial

Risk Management and

Controllership

Program

Treasury

Board

�To ensure that the Ontario government’s

financial and risk management plans and

processes meet the highest standards of

integrity, accountability and transparency

� Better controls: decisions at the program

operating level are made balancing risks

� Conformity to PSAB standards

�Provide streamlined financial policies and

business processes

� Relationship between risks is visible: risks

are systematically identified and managed s.

�Resource optimization:

�OPS Managers

�Minister of

Finance

�Treasury Board

�Legislature

�Public

Client Group

Interested Party

Services

� Policies and Guidelines

� Controls and Risk Management of Financial Operations

� Asset Management

� Cash Management

� External Reporting

� Project / Program Controls & Risk Mgmt

Access

Accuracy

Accountability

Compliance

Knowledge

Simplicity

Standardization

Needs


�Ensure that goods and services, including � Ensure ministries acquire the goods and

Target Group

�OPS (Ministries,


Procurement and Inventory Operational Management Program

Description

Mandate

The Procurement and Inventory Operational Management is responsible for procurement of goods and services including

construction, consulting services, and information technology required to meet government needs , and tracking of goods in

inventory.

The Procurement and Inventory Operational Management is mandated by the Ministry of Government Services Act, to:

•acquire, manage and provide common services for the Government

•establish specifications and standards concerning the acquisition of commodities, furnishings and equipment by the Government, the

cataloguing of commodities, furnishings and equipment and the maintenance, storage and disposal of commodities, furnishings and

equipment

•acquire by purchase, lease or otherwise, commodities, furnishings, equipment and services required by the Government, to store all or any

of such commodities, furnishings and equipment and to dispose of all or any of such commodities, furnishings and equipment


Procurement and

Inventory

Operational

Management

Program

Ministry of

Government

Services

�Ensure that goods and services, including

construction, consulting services, and

information technology are acquired through

a process that is fair, open, transparent,

geographically neutral and accessible to

qualified vendors.

�Deliver a framework for efficient

management of government inventory of

goods

� Ensure ministries acquire the goods and

services required to meet government

needs in the most economical and efficient

manner, through a procurement process

that conforms to the following principles :

�Vendor Access, Transparency,

and Fairness

�Geographic Neutrality and

Reciprocal Non-Discrimination

�Value for Money

�Responsible Management

(Ministries, Agencies, Clusters etc.)

�OPS Managers

�Vendors

Client Group

� Procurement

� Inventory ManagementServices

Access

Accuracy

Compliance

Consolidation

Efficiency

Knowledge

Simplicity

Standardization

Needs

Interested Party


BIRBA: SIAM and CDM

73.1 Labour Costs (Not done but available)

Start

Information

Complete?Yes

No

73.6

DistributeCosts

73.1.4

Enter Labour

Expenditure

Batch

73.1.2

Receive

labour data

73.1.1

Requestor

collects labour/

time info

73.1.3

Return request

to Program area

Labour

Cost

Method?

Detailed Entry

Labour

hours/cost

73.6Distribute

Costs

73.1.5

Submit &

Release

Batch

Labour entered by employee, by hours

73.2 Journals

Summary journal

The Service Profile Artifact information helped us develop the contextual and conceptual artifacts as documented in volume 2 of the business architecture

Service Profiles Process and Workflow Models Business Rules Business Scenarios

Process Models Business Scenario

Authoritative Source ID Business Rule Statement Process Name

iExpenses Policy

1 Expenses claimed for reimbursement must be in accordance with the MGS Travel, Meal and

Hospitality Expenses Directive

Manage Expense Report

2 Ministries must ensure that original receipts are retained in accordance with policy (MGS Travel, Meal and Hospitality Expenses Directive,

Financial Record Retention Policy, Centralized Archiving Policy).


3 Claimants must not submit claims for less than the minimum payment threshold established by OPC (Financial Thresholds) unless no other claims are expected within the next 30 calendar days.


4 At year-end, all claims must be submitted and approved by the due date established by the OPC. (Financial Periods Closing Policy).


Business Rules


• Source Information:

• IFIS Sustainment Maps

• Business Input

• Leading Practices


• IFIS Team Workshops

• Business Input


• Policies &

Guidelines

• Directives

Service CDMsContextual / Conceptual Consolidated Artifacts SIAMVolume 2

Service Profile (2, 2) and Contextual Artifact Traceability

Location Type (1,3)

Resource Type (1,1)


Target Group (1,4)

Role Type (1,4)

Office of Economic PolicyOffice of the Budget and Taxation

MinistriesMinistries

Ministry

Treasury Board Office

Policies and Guidelines

Transfer Payment Management

Goods & Services

General Accounting

Cost Accounting and Management

Project / Program Controls and Risk

Management

Service Delivery Financial Management

Financial Performance

Cost ofServices /Goods

Management Reports

Financial Reports

Ontario Shared Services

Non-Tax Revenue Management and

Receivables Processing

Non-Tax Revenue Generating Services

Non-Tax Revenue

Accounts Payable

TransferPayment

Authorization

Payment

ContractPerformance

Project Financial Reports

Procurement

Inventory Management

InventoryTracking

Policiesand Guidelines


Public

Transfer PaymentSuppliers

(e.g. Municipalities,Hospitals, Schools)

TransferPayments

TransferPayments

Transfer Payment Entitlement, Eligibility

and Allocation

Infrastructure Technology Services

GO Infrastructure Services

Government Services Delivery Cluster

Application Support

Hosting Servicesfor Duration of SLA

Application Support for Duration of SLA

Application Support for Duration of SLA

General Accounting Transactions

FinancialTransactions

Ministry Program Delivery Service

(OHIP Cards, Ontario Parks, Fish & Wildlife Management)

Integrated Service Channel


Non-Tax Revenue


Business Architecture SIAM


Planning and Budgeting

Controls and Risk Management of Financial

Operations

Asset Management

Forecasting (Expenditures and

Revenue)

Financial Performance Management

External Reporting

Budgets

Budgets

Budgets

Forecasts Forecasts

Forecasts

Management Reports

Controls

Asset Reports

Cash Flow

Public Accounts

PublicAccounts

Forecasts

Service Provider Organization

Legend

Service Name(In Scope Service)

ServiceOutput

Service Name(Out of Scope Service)

OSS Tier 1 Helpdesk

Treasury Board

Legislature

OPS

(Ministries andCentral Agencies)

Cabinet

OPS Managers

Minister of Revenue

Minister of

Finance

Goods& Services

Forecasts

Budgets

ServiceOutput

Fiscal Policy & Economic Analysis

Ontario Financing Authority

Cash Management

Human Resources Transaction Processing

ResolvedIncidents

EconomicForecast

Payroll

The BIRBA data modeling approach used the concept of developing an Enterprise Information model with 13 separate Conceptual Data Model views

Planning & Budgeting

CDM

Forecasting

CDM

Procurement

CDM

Transfer Payments

CDM

General Accounting &

General Acc. Trans

CDM

Non-tax Revenue &

Receivables Processing

CDM

Project/Program

Controls

CDM

PARTY LOCATION

RESOURCE ITEM

PROGRAM

INTERNAL PROGRAMS

EXTERNAL PROGRAM

INDIVIDUAL

RECEIPTS

PHYSICAL ADDRESS

PARTY SITE

ORGANIZATION

PARTY ROLE

VENDORSELECTRONIC ADDRESSCUSTOMERS

BANK

MINISTRIES

CLASSIFICATION

ACCOUNTING REPOSITORY

ACCOUNTING CATEGORY

GL (OG, BOG, COG)

JOURNAL

BALANCE SHEET

INCOME STATEMENT

CUSTOMER ACCOUNT SITE

INVOICES

BUSINESS DIRECTION

POLICIES

GUIDLINES

BUDGETSFUNDS

REVENUE

TRANSFER PAYMENT PROGRAMS

OPS MANAGERSMINISTRY PROGRAM PROVIDER

IFIS Enterprise Information Model

(For Reference


CDM

Accounts Payable

CDM

Policies &

Guidelines CDMControls & Risk

Management CDM

Asset Management

CDM

Cash Management

CDM

External Reporting

CDM

Note- no CDM completed

for not-implemented

services

Cost Accounting & Management

Non-Tax Revenue

Generating

Service DeliveryFinancial

Management

Inventory Management

FinancialPerformance Management

EVENT

FINANCIAL

ARRANGEMENTS CONDITION

AR TERMS

AR PAYMENT SCHEDULE

SALARY EXPENSES

DEBIT

CREDIT

EXPENDITURES

BANK ACCOUNT

SUPPLIER ACCOUNTS

CUSTOMER ACCOUNT

VOR

CONTRACT

PLANS

ASSET CATEGORY

(For Reference Only)

CDM - Transfer Payment Management View


Baseline IFIS Reference Consolidated Conceptual Data Model



BIRBA: Process/Workflow

Transfer Payments Service Profile

Service Owner

Service ProviderContribution to

Program GoalService Client GroupOutput

� Treasury Board

and Management

Board of Cabinet

� Treasury Board

Office

� Provide consistent, accurate, up-to-date

government-wide financial information on all

transfer payments to allow the government to

access throughout the fiscal year information

required to track funding to specific transfer

partners from an enterprise point of view

� Transfer Payment

Authorization

� Minister or Chair

(Agency Head)

The Transfer Payment Management service performs setup, commitment, and approval and processing of transfer payments.Transfer

Payment Management

Services:� Planning and Budgeting� Forecasting

Services:� Policies and Procedures� Controls and Risk Management ofFinancial Operations � Asset Management� Cash Management � External Reporting� Project / Program Controls & Risk Mgmt

� Services:� Cost Accounting & Management� Financial Performance Management

Services:� Transfer Payment Management� Non-Tax Revenue & Receivables Processing� Non-Tax Revenue Generating Services � General Accounting� General Accounting Transactions� Service Delivery Financial Management� Accounts Payable

Programs

Financial

Planning &

Budgeting

Program

Financial

Risk Mgmt and

Controllership

Program

Financial

Administration &

Operations

Program

Financial Analysis

& Decision

Support

Program

Procurement and

Inventory

Management

Services:� Procurement� Inventory Management

Transfer Payment – 41.

Manage Transfer Payments

to TP Suppliers

Transfer Payment – 41.

Manage Transfer Payments

to TP Suppliers


Level 2 Process Overview

Main processes to create the

required service output

Note:

The Process/Workflow models

represent the available IFIS

functional process documentation

which was typically at a tasks and

procedures level (level 4/5)

to TP Suppliersto TP Suppliers

Transfer Payment – 41. Manage Transfer Payments to TP Suppliers- example business process/workflow -

OPS Managers

(Originating

Ministry)

Representative

Business

Process/Workflow

Model (Level 3) –

Decomposition of

the Level 2 Model

that outlines the


Office of the

Provincial

Controller

Division

Employee

Ontario

Financing

Authority

Employee

Ontario Shared Services Rthat outlines the

key activities and

roles involved


Managing an Architecture

Baseline 7 Months LaterBaseline 7 Months Later

EA Openhouse

June 2009

A Baseline is born..

� Governance and Approval- BIRBA Baseline v1.0 is approved as authoritative through GSDC Gating and Corporate Architecture

review processes (ACT and ARB)

� Ownership- The business area owns the IFIS BIRBA documentation- GSDC is a custodian of the documents


� Architecture as a Living Document- Used to manage change- Reflects a managed change

Managing a Baseline

Portfolio Teams: Work with business sponsors and projects to identify

opportunities based on the baseline body of knowledge. Guide project

teams in using the repository and by applying enterprise and portfolio

knowledge. GSDC utilizes Integrated Design Authority (IDA) teams.

Knowledge Repository: A shared body of portfolio knowledge including

the baseline architecture and all of the supporting documentation. The

repository contains all authoritative portfolio documents. GSDC currently

uses a mix of collaboration sites, shared folders and asset management

tools.


tools.

Baseline Architecture Templates: Completed architecture documents

can be used As-Is (where applicable) or extended based on the projects

requirements. These are the reusable assets of IFIS.

GSDC Quality Assurance and Gating: The gating and quality assurance

group assures that the project is mitigating risks and approves a project’s

body of knowledge as authoritative.

For more information on the GSDC Gating and QA refer to the material from breakout session 3C:

Cluster Planning, Transformation and Quality Management

Leveraging the Baseline


Baseline IFIS Reference System Architecture (BIRSA) Scope


Management


Mgmt


Enterprise Human

Resources Mgmt




Business Functions

The BIRSA scope


I&IT

Application

Technology

Data

Security

Co

ncep

tual

Ph

ysic

al

BUSINESS Information

Business

Security

Arc

hit

ec

ture

Do

ma

in

The BIRBA scope

Lo

gic

al

Baseline IFIS Reference System Architecture (BIRSA)

� Purpose:

- To create the initial baseline for an IFIS Reference System Architecture. The system

architecture will be completed in phases with an initial baseline and the remaining to be

completed as project deliverables

� Outputs:

- This project is a documentation exercise to deliver 6 mandatory OPS EA artifacts:

� Application and Database Inventories;


� Application and Database Inventories;

� Infrastructure Component Placement Diagram;

� Logical Application Deployment Model;

� Physical Application Deployment Model;

� QLM – Revised document;

� System Architecture Document

� Timeframe:

- Draft by July, 2009.

Application and Technology Baseline Approach


BIRSAProject

Outcomes Revisited

� Enables ministries/clusters to understand how to invoke, use, integrate and support

these services as part of their business processes/systems

- Investment decisions are being made across multiple GSDC portfolios and I&IT clusters

based on business services provided by IFIS

- Corporate and Cluster governance encourages the use of common IFIS services

� Supports the government’s financial management vision and strategy, modernization

vision and strategy, and corporate IT vision and strategy.


vision and strategy, and corporate IT vision and strategy.

- The IFIS suite is being analysed against the baseline to ensure that investments are

maximized

� Enables and streamlines IFIS business and IT portfolio governance

- Increases consistency and quality of deliverables across projects

- Related architectures connect to the IFIS services allowing us to understand complexities

when integrating systems, service management and service delivery

- Two projects within the IFIS portfolio have reused and extended the BIRBA project for

expedited enterprise architecture delivery with approvals

Lessons Learned

� Complexity of Modelling an ERP- Modelling an ERP requires the identification and commitment of key stakeholders- A lot of people, process, and information is available for ERP business areas; this is not a small

undertaking

� Opportunity to use a tool to capture and manage a large baseline architecture- A single change can impact many areas of the architecture, tools can support enhanced change

management and reporting

� The baseline is complete, now what?


� The baseline is complete, now what?- Clear understanding of context of the baseline architecture and how it relates to the current environment

(is the documentation: point in time, constantly updated, scheduled releases)

� Cultural change is required to develop and maintain baseline architectures. - A baseline is authoritative no architecture should exist within the portfolio that is not integrated into the

baseline

Lessons Learned

� Approach to complex system integrations- Governance agreements required for multi-organization projects- Projects with multiple baseline architectures require clear integration points (e.g. SO, RUS, IFIS)

� Business Architecture vs Application Architecture and understanding of product functionality- A business function vs a software feature can be difficult to distinguish and has a large impact on

baseline design

� Relate Business Architecture to the Service Catalogue


- The architecture should describe the functions of an application in alignment to the service catalogue


Thank You!

BIRBA

Documents

Transcript of BIRBA