2. INTRODUCTION - BUSINESS STRATEGY
METHODOLOGY AND DELIVERABLES MATRIX



      This section provides an overview of the ...
6. Risk Assessment and Analysis. This is the process of defining the risk
factors affecting any IT investment, and how pro...
2.2      Business Strategy Deliverables
To understand how the MAXIMUS Business Case Methodology was applied in
the develop...
i. Identify risks associated with various approaches (e.g., centralizing
             too much or too little, the current ...
Exhibit 2-2: Matrix of Business Strategy and Deliverable
                              Activity
            Deliverable (S...
Exhibit 2-2: Matrix of Business Strategy and Deliverable
                              Activity
           Deliverable (Su...
5. Best Practices and Lessons Learned Assessment of Comparable State
      FMS Implementations – This section provides a b...
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2.1 Business Case Methodology Employed

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2.1 Business Case Methodology Employed

  1. 1. 2. INTRODUCTION - BUSINESS STRATEGY METHODOLOGY AND DELIVERABLES MATRIX This section provides an overview of the Business Case methodology employed in developing this document. The deliverables addressed by this Business Strategy are listed and linked to the methodology and the appropriate section within this document. A guide to the contents of each section is also included. 2.1 Business Case Methodology Employed Our Business Case Methodology, depicted in Exhibit 2-1: MAXIMUS Business Case Methodology, has served as a blueprint for development of the strategy development portion of the CAS Redesign and FMS Integration Project. MAXIMUS efforts began with background research and benchmarking, moved to the establishment of a vision, then proceeded to identify and analyze – based on cost, benefit, and risk – the alternatives that may help achieve the OSC vision. The methodology included extensive agency involvement in facilitated workshops, interviews and surveys, and culminated with the presentation of this Business Strategy to OSC’s Executive Leadership. As shown in Exhibit 2-1: MAXIMUS Business Case Methodology, the MAXIMUS Business Case Methodology includes ten (10) activities: 1. Conduct Background Research and Benchmarking Activities. This is the process for gathering background information, interviewing key participants, and conducting benchmarking activities. 2. Developing the Vision. This is the approach to developing a Vision of the agency future. Where does the agency want to be in five years? What are the agency goals? 3. Alternatives Identification. This is the process of defining the alternatives and a framework for structuring the investment decision. 4. Cost Determination and Analysis. This is the process of defining the various costs that will influence the investment decision. 5. Benefits Definition and Analysis . This is the identification of both quantitative and qualitative benefits, identifying productivity and level-of-service improvements and how to obtain these benefits. CAS REDESIGN AND II - 1 MARCH 2002 FMS INTEGRATION PROJECT BUSINESS STRATEGY
  2. 2. 6. Risk Assessment and Analysis. This is the process of defining the risk factors affecting any IT investment, and how proper management can control or minimize these risks. 7. Options Analysis. This is the process of defining how to choose the most beneficial alternative from among those examined in the business case. 8. Document The Case. This is the process of defining how to put together the business case documentation. 9. Making The Case. This is the process of defining tips on how to present proposals successfully. 10. Ongoing Reviews. This action defines how to ascertain that the decision to invest remains valid. Exhibit 2-1: MAXIMUS Business Case Methodology CAS REDESIGN AND II - 2 MARCH 2002 FMS INTEGRATION PROJECT BUSINESS STRATEGY
  3. 3. 2.2 Business Strategy Deliverables To understand how the MAXIMUS Business Case Methodology was applied in the development of this document, it is important to first understand the specific deliverable/sub-deliverables covered by this document; they are: 1. Development of a Business Case. The business case will clearly state the project mission, scope and goals and examine alternatives for achieving these goals, including identification of the benefits, deficits, and risks of all feasible alternatives. Specifically the business case would: a. Provide clarity for the OSC project mission; b. Assist New York State in determining the scope of the CAS redesign (i.e., determine functional capabilities for inclusion in the CAS Redesign and FMS Integration project); c. Refine and clearly state the CAS Redesign and FMS Integration project goals and objectives; d. Identify current approaches being utilized by entities comparable to New York State and the relative success or failure of these approaches; e. Identify the costs and risks of continuation of the current system (e.g., proliferation of costly independent agency financial management systems); f. Specify available approaches for fulfilling the CAS Redesign and FMS Integration project goals and objectives. Available approaches should not be limited to those identified in Section IV under the heading “CAS Redesign and FMS Integration Project Approach”. Approaches must be divided into those that are considered appropriate vs. inappropriate. The rationale for dismissing the inappropriate approaches must be delineated; g. Specify benefits to be achieved from the various approaches including, but not limited to, cost savings based on a return on investment analysis, optimal information access and automated workflow, interfaces with other system, reduction of redundant systems and databases statewide, positioning for evolving e - commerce trends, service improvements made available to CAS users, etc; h. Analyze the costs associated with the various approaches including, but not limited to, initial and long-term Total Cost of Ownership estimates, including costs of implementation, maintenance, periodic upgrades, hardware, training, transformation of existing legacy system data to new systems, if applicable, communication with system users, transition to new systems, and other associated costs; CAS REDESIGN AND II - 3 MARCH 2002 FMS INTEGRATION PROJECT BUSINESS STRATEGY
  4. 4. i. Identify risks associated with various approaches (e.g., centralizing too much or too little, the current legacy system not providing a suitable platform for evolving e-commerce trends, long term dependence on proprietary software and related upgrades, proliferation of costly agency financial management systems, establishment of a custom system which will not keep pace with emerging technology, etc.); and j. Develop high-level timelines for each approach identifying major activities and critical milestones and decision points that will result in successful project completion. Timelines should also include recommended system implementation methods (e.g. system pilot, staggered functional implementation, etc.). 2.3 Deliverables Linked to Business Strategy Because the MAXIMUS Business Strategy is a comprehensive application of our methodology, a map or matrix is needed to link the deliverables to the specific sections of this Business Strategy document. Exhibit 2-2: Matrix of Business Strategy and Deliverable Activity below provides this linking of deliverables to the MAXIMUS Business Strategy and its activities described above. Exhibit 2-2: Matrix of Business Strategy and Deliverable Activity Deliverable (Sub-deliverable) Business Strategy Deliverable 1: Development of a business case: 1(a) Provide clarity for the OSC project mission Section 4: Vision Section 8: Considerations for Moving Forward 1(b) Assist with the determination of the scope Section 3: Office of the State of the CAS redesign (i.e. determine functional Comptroller and Central capabilities for inclusion) Accounting System Overview 1(c) Refine and state the CAS Redesign and Section 4: Vision FMS Integration project goals and objectives 1(d) Identify current approaches being utilized Section 5: Best Practices and by entities comparable to New York State and Lessons Learned Assessment the relative success or failure of these of Comparable State FMS approaches Implementations CAS REDESIGN AND II - 4 MARCH 2002 FMS INTEGRATION PROJECT BUSINESS STRATEGY
  5. 5. Exhibit 2-2: Matrix of Business Strategy and Deliverable Activity Deliverable (Sub-deliverable) Business Strategy 1(e) Identify the costs and risks of continuation Section 6: Assessment of of the current system (e.g. proliferation of costly Current Environment independent agency financial management systems) 1(f) Specify available approaches for fulfilling Section 7: Analysis of the CAS Redesign and FMS Integration project Alternatives goals and objectives, identifying those that are appropriate vs. inappropriate and delineating rationale for dismissing the inappropriate approaches 1(g) Specify benefits to be achieved from the Section 7: Analysis of various approaches Alternatives 1(h) Analyze the costs associated with the Section 7: Analysis of various approaches Alternatives 1(i) Identify risks associated with various Section 7: Analysis of approaches (e.g. centralizing too much or too Alternatives little, the current legacy system not providing a suitable platform for evolving e-commerce trends, long term dependence on proprietary software and related upgrades, proliferation of costly agency financial management systems, establishment of a custom system which will not keep pace with emerging technology etc.) 1(j) Develop high-level timelines for each Section 7: Analysis of approach, identifying major activities and critical Alternatives milestones and decision points that will result in successful project completion CAS REDESIGN AND II - 5 MARCH 2002 FMS INTEGRATION PROJECT BUSINESS STRATEGY
  6. 6. Exhibit 2-2: Matrix of Business Strategy and Deliverable Activity Deliverable (Sub-deliverable) Business Strategy 2 Conduct facilitated workshops designed to Met through Executive examine options on available alternative Steering Committee Meetings approaches, with associated decision factors and Personal Interviews (e.g. benefits, costs, risks, timeframes), for successfully achieving the CAS Redesign and FMS Integration project’s goals. 3 Provide support to the OSC Project Team for All presentations will be presentation of the business case, CAS offered to the Project Team. A Redesign and FMS Integration project mission, Legislative Briefing Document goals, and scope, and options available will also be provided. alternative approaches to OSC Executive Management, Strategic Partners, State agencies and other interested parties. The following summarizes the content of each Section of the CAS Redesign and FMS Integration Business Strategy: 1. Executive Summary – This section offers the Business Strategy document summary highlights and presents OSC with a path for moving forward. 2. Introduction: Business Strategy Methodology - This section provides the reader with an overview of the Business Case methodology employed in developing this Business Strategy document, the deliverables to be addressed by this Business Strategy, and the summary of the report contents. 3. Office of the State Comptroller and Central Accounting System Overview – This section provides general background information regarding the Office of the State Comptroller (OSC) and New York State’s Central Accounting System (CAS), the subject of this Business Strategy. Also, this section provides background information on the CAS Redesign and Financial Management System (FMS) Project, Project Team activities to date, and the scope for the project. 4. Vision – This section provides clarity for the CAS Redesign and FMS Integration Project’s mission as well as the Project’s goals and objectives. CAS REDESIGN AND II - 6 MARCH 2002 FMS INTEGRATION PROJECT BUSINESS STRATEGY
  7. 7. 5. Best Practices and Lessons Learned Assessment of Comparable State FMS Implementations – This section provides a brief look at the “best practices” and the major “lesson learned” by other comparable state and local governments that have implemented, are in the process of implementing, and/or are developing a business case for an FMS or ERP system. 6. Assessment of the Current Environment – This section provides the MAXIMUS assessment of CAS and agency financial management systems and background information from interviews, surveys, assessments and the Agency Alternative Analysis Sessions. Additionally, this section provides an overview of the emerging proliferation of Financial Management Systems (FMS) that have been implemented at numerous State Agencies to address the shortcomings in CAS functionality. 7. Analysis of Alternatives – This section describes each identified alternative course of action that may be taken by the CAS Redesign and FMS Integration Project and the associated benefits, costs, risks and timeframes. 8. Considerations for Moving Forward – This section outlines the CAS Redesign and FMS Integration Project Quick Wins, common project risks facing the initiative, OSC and New York State risks, a strategy for moving forward in fiscal year 2003, and a task list of activities. 9. Appendix A, Glossary – This appendix contains a glossary of the key terms and acronyms used in this document. Appearing as a separate volume, the following appendices offer support to the CAS Redesign and FMS Integration Business Strategy. 10. Appendix B, Bibliography – This appendix contains a bibliography of the key documents and sources of information used as reference material in developing this document. 11. Appendix C, Agency Alternative Analysis Session Proceedings –this appendix contains the proceedings for the nine (9) Agency Alternative Analysis Sessions using the GroupSystems software. Additionally, this appendix provides a listing of all the agencies, departments, divisions, bureaus, etc. represented by the over one hundred session participants from twenty-seven (27) agencies. 12. Appendix D, Agency Survey Responses – This appendix contains the responses from seven (7) representative agencies that have implemented an FMS system or only use CAS. 13. Appendix E, Transaction Volumes and Associated Costs – Included in this Appendix is the summary of transaction volumes and FMS users used to estimate current agency FMS expenditures. CAS REDESIGN AND II - 7 MARCH 2002 FMS INTEGRATION PROJECT BUSINESS STRATEGY

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