National Association of State Comptrollers

The Extraordinary Kansas Financial Management Implementation

Statewide Management, Accounting and Reporting Tool - SMART

March 23, 2011

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Kansas Government

• 108 Organizational Business Units in Kansas Government

• 54,000 State Employees

• $13.9 billion proposed Fiscal Year 2012 Kansas Budget

• Department of Administration created by Statute in 1953– Division of Budget– Division of Accounts & Reports– Division of Personnel Services– Division of Purchases– Division of Facilities Management– Division of Printing and Surplus Property– Division of Information Systems and Communications

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Topics

Pre-SMART Environment Pre-Implementation Phase

Early Activities and Formalization of Vision Contract Process Overview, Scope, Objectives & Success Factors Project Management and Governance

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Topics (continued)

Implementation Phase Organization Change Management Testing Conversion & Cutover Help Desk Data Warehouse

Go-Live! Next Steps

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Pre-SMART Environment

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STARS, SOKI & Other Central Systems

ReceiptingRevenue

Payment Processing

Purchasing

Agency 1’sSystems

A/P

AssetMgmt

CashMgmt

Purchasing

ReceiptingRevenue

Grants/Projects/Cost Cntrs

Agency 2’sSystems

A/P

AssetMgmt

CashMgmt

Purchasing

ReceiptingRevenue

Grants/Projects/Cost Cntrs

Agency 4’sSystems

A/P

AssetMgmt

CashMgmt

Purchasing

Agency 3’sSystems

A/P

AssetMgmt

CashMgmt

Purchasing

Grants/Projects/Cost Cntrs

Many agencies using multiple, redundant

systems

Pre-SMART Environment State Accounting & Purchasing

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Agency 2Agency 1

Agency 4

Agency 3

GL

RReporting

AssetMgmt

CashMgmt

Purchasing

ReceiptingRevenue

A/P

FMS

DataArchiving

Coordinated, Integrated Systems and Functions

Pre-SMART Environment State Vision

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Pre-SMART Environment Systems

• Central Systems– STARS - Statewide Accounting and Reporting System

• Placed in production April, 1990• Functionality: General Ledger, Centralized Payment and Deposit

Processing

– SHARP - Statewide Human Resource and Payroll System

• Placed in production December, 1995• Functionality: Human Resources, Payroll and Benefits Administration• Five successful upgrades completed since implementation

– Other Central Systems – Purchasing System (limited use/functionality), Debt Collection System, Interfund System & State Treasurer Systems

• Over 60 agency administrative systems – Developed because there was no central solution or central solution didn’t

meet agency business requirements

• No transparency website

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Pre-SMART Environment Taxpayer Transparency

Taxpayer Transparency Act

• Legislation

– HB 2368 proviso language - 2007 Legislative Session– SB 316 – 2008 Legislative Session– Kansas Statutes Annotated 74-72, 122 et seq.

• The Secretary of Administration shall provide a “searchable website” for

– funds established in the state treasury• further defined expenditures and revenue

– compensation paid to public employees– bond debt

• Website: http://www.kansas.gov/KanView/

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Pre-SMART Environment Transparency Website - KanView

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Pre-Implementation Phase

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Early Activities & Formalization of

Vision

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Pre-Implementation Early Activities

• Conducted Needs Assessment in 2001

– 3,600 business requirements documented

• Sponsors championed the effort

• Contracted with Salvaggio, Teal & Associates in 2006

– Updated 2001 Needs Assessment– Developed Business Case

• Conducted Readiness Assessment

• Obtained necessary support from stakeholders

• Developed funding strategy

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Pre-Implementation Early Activities - Business Case

• Estimated Project Cost: Budgeted

– 3-Year Software Costs $ 5.4MM– Implementation Cost

• Accenture Contract $29.6MM– Hardware $ 3.3MM– State staff $ 6.0MM

$44.3MM• Estimated Savings:

– Retirement of existing systems (central and agency)– Avoidance cost of agency enhancements– Avoidance cost of purchase/development of new systems– FTE reduction/redirection– Reduction in the cost of goods and services– Process improvements/benefits

• Estimated break-even in 12 years

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FMS Costs • Software• Hardware• Implementation• Upgrades• Training• Ongoing management &

maintenance

FMS Benefits/Avoided CostsSystem savings• Decommission systems• Don’t implement new agency

administrative systemsProcess-Improvement benefitsReduced cost of products &

services

vs.

Pre-Implementation Early Activities - Business Case

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Pre-Implementation Beginning in 2007

• Contracted with Salvaggio, Teal & Associates (STA)

• Activities coordinated with STA

– Project Mobilization– Quality Assurance and project management support & advice– Perform as-is analysis and create documentation– Assist in the procurement process for software and integration

services – Conduct agency shadow system review and create documentation– Evaluate Taxpayer Transparency Act– Conduct Chart of Accounts review and create documentation– Conduct procurement code analysis and make recommendation– Conduct vendor file analysis and made recommendation– Prepare reports inventory– Assist in Implementation Phase preparation

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Pre-Implementation Steering Committee & Vision

Formed Steering Committee

– Representation from all branches of Government– Representation from all sizes of the organizational units

Steering Committee formalized Vision:

Working together, the Sunflower Project will improve efficiency, management decision-making, transparency and customer service for the State of Kansas through the purchase and implementation

of a new financial management system that will integrate the State’s workforce, business processes and technology investment.

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Contract Process

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Pre-Implementation Contract Process

• Developed & Released Request For Proposal (RFP) – 6 month process

• Formed Evaluation Committee and Procurement Negotiating Committee

• Conducted demonstrations and oral interviews

• Recommendation made to Procurement Negotiating Committee

• Developed detailed Statement of Work

• Negotiated Contracts and awarded to:

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Overview, Scope, Objectives and

Success Factors

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Pre-Implementation Project Overview

• Execute the Sunflower Project On-Time and On-Budget

• Go-Live on July, 1, 2010 – the beginning of State Fiscal Year 2011

• Implement a full suite of PeopleSoft Financials (Version 9.0)

• Use a “Big Bang” approach

– Go-Live at same time with all scope and all agencies

• Replace STARS, SOKI and other identified central systems

• Decommission over 60 agency programmatic systems

• Fully integrate SHARP with financial accounting

• Interface with over 50 agency systems

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Pre-Implementation Project Scope

Time & Labor

Projects & Grants

Asset Management

Accounts Receivable/Billing

Purchasing

Accounts Payable

General Ledger

Data Warehouse & Reporting

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Pre-Implementation Project Objectives

• Improve efficiency

• Improve decision-making and reporting

• Improve transparency

• Improve customer service

• Integrate the state’s administrative workforce

• Integrate and standardize the state’s business processes

• Integrate the state’s technology investment

• Strike a balance between central policies, standardized business processes, best practices and decentralization

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Project Management Success Factors

• Implement purchasing, accounting, asset management, data warehousing and reporting functions using a single integrated platform that will streamline core administrative functions.

• Strike a balance between central policies, business process standardization, best practices and decentralization – enabling agencies to configure some elements of the system specifically for their agencies (i.e., workflow routing and budget thresholds) and address the concerns and needs of large and small agencies alike.

• Move as many financial and administrative functions onto a single software platform and decommission legacy systems, as appropriate, so that agencies can focus resources on the specialized programmatic systems and business processes that are germane to agencies’ missions.

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Project Management Success Factors

• Gain efficiencies by eliminating dual entry of data and the need for manual reconciliation.

• Gain efficiencies by redesigning and automating business processes.

• Provide the data and analysis tools for agencies to:

– measure and improve internal performance– improve management decision-making– to improve customer service.

• Minimize customizations to the software to reduce software lifecycle costs.

• Implement the full scope of the project on-time, on-budget and deliver a quality product for Sponsors, Steering Committee, Stakeholders and Customers.

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Project Management and Governance

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Pre-Implementation Project Management

• Determine and communicate Success Factors

• Identify Risk Factors for assignment and mitigation strategies

• Develop Issues Log for assignment and resolution

• Establish process for managing & approving Contract Deliverables

• Establish Change Control Process for managing & approving modifications

• Develop process for preparing and submitting Kansas Information Technology Office (KITO) Quarterly Reporting

• Award contract for Independent Verification & Validation (IV&V)

• Communicate with State ADA Coordinator

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Project ManagementGovernance

Change Request

Authority Cost Impact Scope Impact Impact on PS Code

Base

Schedule Impact Agency Impact Law, Reg, Policy Impact

Level 1Executive Sponsors TBD TBD Any change affecting

the “Go-live” dateTBD Any changes affecting

laws, regulations or other non-A&R policies

Level 2Steering Committee Changes over $50K “Significant” impact on

project scope (+/-)TBD Recommends changes

to Executive Sponsors

Level 3FMS Mgmt Team (CCB) Changes under

$50K“Moderate” impact on project scope (+/-)

All mods approved by FMS Mgmt Team

Any change affecting KITO milestones or other key (internal management) milestones

Any decisions/ changes “adversely” affecting agencies

Any changes affecting A&R policies and procedures

Level 4 ManagersAll changes affecting cost (+/-) approved by FMS Mgmt Team

“Minor” impact on project scope (+/-)

“Minor” impact on project activities that do not adversely impact a milestone

Configuration decisions benefiting agencies that do not impact cost or do not impact a milestone

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Implementation Phase

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Implementation Sunflower Project Timeline

Deploy

Design

Build/Development

Test

Train

Analyze

Oct/Nov/Dec Jan/Feb/Mar Apr/May/Jun Jul/Aug/Sep Oct/Nov/Dec Jan/Feb/Mar Apr/May/Jun Jul/Aug/Sep

2008 2009

On-going System Support & Stabilization

2010

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Implementation Kick-Off

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Implementation Kick-Off

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Organization

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Organization Sunflower Project Team

Steering Committee

Executive Sponsors

Project Leadership: State of Kansas

AccentureSTA

Change ManagementTeam

FinanceTeam

TechnicalTeam

Project Management

CORE DEDICATED PROJECT TEAM

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Organization Key Roles

• Secure budget• Resolve inter-agency issues• Assist with changes to statutes and policies

• Define and control high-level project scope• Provide guidance on cross-agency issues• Champion the Sunflower project• Membership – 7 Agencies 7 Central

1 Bd. of Regents 1 Judicial1 Legislature

• Secure project resources• Address agency issues• Propose changes to statutes & policies• Identify and manage strategic issues (3-6 months out)• Assist managers and Team Leads in problem resolution• Resolve cross-team issues, as necessary• Control scope, schedule, cost and quality• Manage contractual issues with Accenture

Executive Sponsors

Steering Committee

Leadership Team

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Organization State – Accenture Partnership

KS ERP 324

State of Kansas

As-is process knowledge

Legacy and integration system knowledge

Kansas financial rules and process knowledge

Accenture Team

ADM Methodology

Oracle Gold Experience with

Kansas Public Service

Implementation Experience

Technical Knowledge

FMS Vision Realized

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Organization

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Change Management

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Change Management Communication

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Change Management Agency Change Agents

Change AgentsChange Agents

AgencyFunctionsAgency

Functions

Change Management

Change Management

TechnicalTechnicalFunctionalFunctional

Project TeamProject Team

- General Ledger- Purchasing- Accounts Payable- Accounts Receivable - Asset Management- Projects & Grants- Time & Labor- Data Warehouse- IT

- General Ledger- Purchasing- Accounts Payable- Accounts Receivable - Asset Management- Projects & Grants- Time & Labor- Data Warehouse- IT

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The Agency person(s) primarily responsible to aid successful transition to the new FMS by:• Work closely with Sunflower Project Agency Liaison• Being knowledgeable of FMS project activities and

responsibilities• Being aware of the changes the FMS system will have on the

agency’s operations• Communicating information throughout the agency• Managing activities required for the transition

• Assessing agency's readiness for the transition

Change Management Agency Change Agents

Primary ContactPrimary Contact

Technical Contact

Technical Contact

Training ContactTraining Contact

Subject Matter

Experts

Subject Matter

Experts

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Change Management Agency Task List

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Change Management Agency Task List – Example

Task ID 273 – Updates to Department ID Due 3/05/2010

Task ID 272 – Updates to Program Code Due 3/12/2010

Task ID 274 – Updates to Agency Use Due 3/19/2010

Task ID 275 – Updates to Service Location Due 3/19/2010

Task ID 277 – Updates to Purchasing Business Unit Default Due 3/31/2010

Task ID 280 – Updates to Projects Setup Due 3/31/2010

Task ID 281 – Updates to SpeedCharts Due 4/16/2010

Task ID 278 – Updates to Entry Type/Reason Code Due 4/16/2010

Task ID 279 – Updates to Grants Setup Due 4/19/2010

Time and Labor Agencies Only:Task ID 282 – Updates to Time & Labor Task Group/Task Profile Due 4/1/2010

Task ID 283 – Updates to Conversion of Time Reporter Data Due 4/1/2010

Task ID 284 – Updates to Time & Labor Task Profile/ComboCode Due 4/1/2010

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Change Management Baseline Readiness Assessment

• Agencies analyzed in 6 “Areas of Focus”– Progress on Agency Tasks– Primary Contact's Engagement– Agency's Engagement– Agency Assessment of Ability to

Achieve Readiness– Effectiveness of Readiness Liaison

Relationship– General Comments and Concerns

• Results based on:– Responses to readiness assessment– Agency type (size, interfaces, etc.)– Project records of task status

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Change Management Training - Role Mapping

Updates need to occur in the Master Workbook

provided to your agency by the Sunflower Team

Indicate Date Last Updated

Highlight all changes in yellow

Last Day to submit updates is MAY 14, 2010

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Change Management Training

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Change Management General Training Timeline

Month Activity

February, 2010 Priority Registration has started for trainers and drivers; Next week for agencies who volunteered resources

March, 2010 Enrollment for all others begins March 1(Task IDs 88 and 89)

March, 2010 Phase 1 Training – Pre-requisite WBT Released and Tracked (Task IDs 257 and 259)

April 5, 2010 Upper Level WBT and ILT begins

Ongoing SMART Training will be provided as long as we have SMART!!

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Change Management Training Course Catalog

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Change Management Training Course Catalog

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PR

OD

UC

TIV

ITY

TIME

END of JULY/AUGUST: “I’m learning SMART and starting to get comfortable; this might just work”

BEYOND OCTOBER: “I’m learning how to use more advanced features of SMART to meet agency business challenges; I’m excited!”

MAY/JUNE “I can do this task in 10 minutes”

JULY/AUGUST: “This takes me 2x -3x longer than the way we used to do it; I’m confused and frustrated”

AUGUST - OCTOBER: “I know SMART better and shortcuts; I’m back to where I was; I can do this task in 10 minutes”

Change Management Expectations Setting

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Testing

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Test Sequence & Schedule

Test Stage Start Date

Finish Date

Jul 09

Aug 09

Sep 09

Oct 09

Nov 09

Dec

09

Jan 10

Feb 10

Mar 10

Apr 10

May 10

Jun 10

Unit Test 7/1/09 10/23/09

Assembly Test 11/3/09 11/30/09

* Conversion Test

10/30/09 4/16/10

System Test 11/2/09 4/16/10

* Interface Test 9/1/09 2/1/10

Performance Test

11/2/09 4/16/10

* User Acceptance Test

1/1/10 4/30/10

Disaster Recovery Test

2/1/10 4/16/10

Operational Readiness Test

4/1/10 6/11/10

Functional Team

Dev. Team

Interface Team

Conversion Team

Technical Team

All Teams

* - Indicates a test stage that requires agency participation

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Conversion & Cutover Cutover Stages

• Dry Run– Completed 3 months prior to go-live

• Disaster Recovery Testing– Completed 3 months prior to go-live

• Conversion Testing– Completed 2 ½ months prior to go-live

• System Testing– Completed 2 ½ months prior to go-live

• Performance Testing– Completed 2 ½ months prior to go-live

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Conversion & Cutover Cutover Stages (continued)

• End User Testing– Conducted 2 months prior to go-live

• Dress Rehearsal– Conducted during the 3rd month prior to go-live

• Operational Readiness Testing– Conducted during the 2nd month prior to go-live

• Deployment– Began the month before go-live

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Conversion and Cutover

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Conversion & Cutover Integration

Project Costing

Time & Labor

Billing

AccountsReceivable

Contracts

General Ledger

AccountsPayable

Purchasing

Payroll

Human Resources

Grants

Est. Amounts Payroll Expenses

Encumbrances

Payables

Jour

nals

, F

&A

, B

udge

ts

Payables

Payroll Expenses

Billing Status Update

Unbilled AR

AR

Cash

Project Data

Billable Transactions

Invoiced Amounts

Personnel Data

Award Data

T&L Data

PO Data

Asset Management

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Conversion & Cutover Sample of Agency Impact

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Conversion & Cutover Sample of Agency Impact

SMART

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Conversion & Cutover Interface & Conversion Timeline2009

Jul/Aug/Sep Oct/Nov/Dec Jan/Feb/March

Online Data Entry Preparations

Agency Conversion Data Cleansing

InterfaceTesting Cycles

Conversion Assembly Test

Extract Conversion Data

Mock Conversion Testing (Mock 1, 2, 3)

Connectivity Testing

Agency Interface/System

Modifications

Conversion Build and Unit Test

2010

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Conversion & Cutover Interface & Conversion Timeline

January February March April May June

Agency Conversion Data Cleansing

Interface Testing Cycles

Cutover Activities

Extract & send final data files

We are Here!

Mock 1 Conversion

Testing

Mock 2 Conversion

Testing

Mock 3 Conversion

Testing

2010

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Conversion & Cutover Cutover Timeline

May June July August

Agency Data Conversion & Validation

STARS Shutdown

06/29 Last day for Agencies to EnterTransactions in STARS

SMART Go-live

SHARP Cutover

06/23 Go-live for Time and Labor andSHARP II open to all users

07/01 Agencies EnterTransactions in SMART

Preparation & Administrative Activities

Load Appropriation & Op Budgets into SMART

SOKI Shutdown

07/06 Last day for Agencies toEnter Deposits in SOKI

Load Purchase Orders/ Encumbrances into SMART

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Conversion & Cutover Excerpt of Agency Calendar

Date 6/14/2010 6/15/2010 6/16/2010 6/17/2010 6/18/2010 6/19/2010 6/20/2010 6/21/2010 6/22/2010 6/23/2010 6/24/2010 6/25/2010 6/26/2010 6/27/2010 6/28/2010 6/29/2010 6/30/2010 7/1/2010 7/23/2010 7/24/2010

Day Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday

SHARP

Agencies submit final combo code / task profile files

SHARP shutdown and begin data conversion

1. HCM core users validate conversion2. Begin EIPs to/from SMART3. Load combo codes / task profiles

1. SHARP open to all users2. Go-live with Time and Labor3. Agencies confirm combo codes / task profiles5. Agencies

1. Pay Day 1. Complete agencies confirm combo codes / task profiles2. Complete agencies enter dept budg table3. First inbound interfaces for Time

Last day to send warrant data to STO

First day to send warrant data via INF48 - Inbound External Warrants

Pay Day

STARS

1. Last day for agencies to introduce new transactions in STARS2. Last day for agencies to intiate interfunds in SOKI2. STARS becomes satell ite warrant system - check

1. STARS only processes prior FY transactions2. Load in DA-118 encs.3. Clear suspended tranactions

SOKI

SOKI open for entry of prior year transactions only

SOKI set to allow FY 2010 documents but disallow 2011 documents

SMART

1. Begin manual entry of items2. Convert supplier contracts3. Convert Bidders4. Extract data (for SRS PO contract files) from agency system, place on mainframe5. Communicate data clean-up tasks to Division of Purchasing and

1. Send agencies Budget Spreadsheet Journal tool to allow time for agencies to prepare track without budgets and be ready to load at go-live. (assumption is that training is complete)

Begin entry of new FY purchase orders

1. Begin CF EIPs to SHARP2. Load approp. budgets from IBARS3. Load operating and project budgets from agencies4. End entry of projects needed for TL

Create initial cash balances to allow new FY transactions to pass budget check

1. End allow entry of new FY purchase orders2. Last day for agencies to send asset conversion file

Asset Conversion: 1. Flat file: extract data from agency system, place on mainframe2. Excel file: prepare asset data entry templates and submit to SunflowerFMS@da.ks.gov

Update budget date on entered POs for new FY

SMART GO LIVE:1. Begin payment processing2. Make debt service payments (due 7/1), and other critical payments3. Book journal entry for bond payments4. Record wire payment to DTC5. Prior FY enc not

Agency Systems

Create bond payment warrants and load into STO warrant tracking system

Last day for Setoff to match against STARS payments

Setoff begins handling STARS payments manually

1. Last day for agencies to send interface files to STARS2. Last day for SRS to generate satell ite warrants; any unpaid vouchers are entered into STARS

First day for agencies to send interface files to SMART

Communications

Issues / Questions

STARS will need to generate an INF48 - External Warrants file and append 200 to the beginning of the check number

C journals must be posted

Sunflower Project Agency Cutover Calendar - V1 - 01/13/10

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Conversion & Cutover Go-Live Readiness Checklist

• Key tool in the Go-Live readiness process

– Assisted in the preparation for go-live on July 1, 2010

– Used in conjunction with other tools

• Agency Task List• Agency Readiness Assessment

– Helped focus readiness efforts on the most critical areas

• Risk and Issue Identification• Mitigation Steps

– Provided the project with agency preparedness status

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Conversion & Cutover Agency Guidance – Fiscal Close

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Help Desk

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Help Desk Agency Support

“The SMART help desk provides

prompt, professional support.”

• The help desk will be the initial support provided to agencies when they encounter incidents in SMART

• Incidents are questions or issues that interrupt the ability of the SMART end-user to be productive

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Help Desk Support Structure

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Help Desk Incident Resolution Process

End-user encounters

question or issue

End

Technical

NO

Resolved?

NO

YES

NO

Functional

YES

YES

Ticket routed to Tier 3,

(Technical) and worked

Ticket routed to Tier 2,

(Functional) and worked

Close ticket, update

Knowledge Base as appropriate

Tier 1 help desk assigns

classification (priority, category,

subcatagory)

Ticket is logged in ServiceDesk

End-user or Agency SME accesses

Knowledge Base and/or on-line

training resources

Issue brought to escalation

meeting and action items

identified

Functional or technical issue?

Resolved?

Resolved?

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Data Warehouse

70

Data Warehouse Access and Reporting

Data Marts are a functional grouping of data used for reporting.

DataWarehouse

Data WarehouseReporting

Human ResourceData Marts

FinancialsData Marts

Transformed Data

SHARP

SMART

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Data Warehouse Reporting Capabilities

Oracle BI Answers

• Simple – Drag/Drop Fields onto Report• Complex – Filters, Formulas, Format, Prompts, Sort

Order• Results – Pivot Tables, Dashboards, Plain Text• Drill-down to details

Oracle BI Publisher

• Highly formatted• Report layout using

familiar tools (e.g. Word, Adobe)

• Data from BI Answers

Oracle BI Dashboards

• Intuitive• Personalized• Drill-down to details• My Dashboard – Data

Warehouse Home Page

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Go-Live!!!

73

Go-Live!

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Go-Live!

• Statewide Management Accounting & Reporting Tool, SMART, went live as planned on July 1, 2010!

• SMART is the largest statewide implementation of PeopleSoft ever executed.

– 108 Organizational Business Units– 16 PeopleSoft Modules

• The Sunflower Project was executed:

– On Time– On Budget– With all planned scope– All central systems in scope were decommissioned– Over 60 agency administrative systems decommissioned

• The SMART system is effectively stable with respect to batch processing and performance

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Go-Live!

• Exceptional engagement by business units

• Success Factors were always kept in mind

• Over 3,000 state employees have access to SMART

• Over 1,100 state employees are accessing SMART each day

• A Service Center established to provide administrative support to 35 agencies, boards and commissions

• The Help Desk has logged over 21,000 Help Desk tickets, with approximately 350 still open

• A Vendor Payment Self-Service website developed and implemented

• 100% participation in the electronic payment of payroll

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Go-Live!

• Accenture was an exceptional partner

• Oracle’s PeopleSoft product was absolutely the right choice for Kansas

• Salvaggio Teal & Associates was an exceptional resource

• The dedicated project team was committed to excellence and knowledge transfer

• Success Factors were always kept in mind

• All risks and issues were aggressively managed and resolved

• Change Control Process was strictly managed

• Kansas Information Technology Office (KITO) Quarterly Reporting

– Sunflower Project metrics were always above 90% and were usually 100%

• Independent Verification & Validation (IV&V)

– Sunflower Project was always evaluated as “Excellent” or “Very Good”

• Lessons Learned have been documented

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What’s Next?

78

What’s Next?

Near-term:

• Implementing functionality for select agency use of Time and Labor

• Began SHARP upgrade in January, 2011

• Prioritize and schedule “Phase II” activities

• Act on focus group recommendations

• Enhance the Data Warehouse

• Complete conversion of training materials to software application

• Survey agencies for status of decommissioned systems

• Complete PIER review

• Identify and engage new Steering Committee members

• KanView enhancements

79

What’s Next?

Long-term:

• Upgrade SMART, SHARP and the Data Warehouse

• Develop Five-Year Plan

– Larger Enhancements/Implementations

Implementation of additional modules/functionalityPrioritization of identified modifications/enhancementsIntegrated Imaging Solution

– Smaller Enhancements

Additional Queries & ReportsAgency-Specific ConfigurationsAdditional Outbound Interfaces

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Recognition

Governor Mark Parkinson

Secretary of Administration Duane Goossen

81

Recognition

82

Questions?

Kent Olson, DirectorDivision of Accounts & Reports

Kansas Department of Administration(785) 296-2314

kent.olson@da.ks.gov