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Bond Program in a Box
The document discusses enhancing program controls for the collaborate mobile app, emphasizing stakeholder satisfaction and efficient decision management. It outlines lessons learned from three programs, focusing on integration, accountability, and real-time visibility while identifying the need for a tailored approach rather than a one-size-fits-all solution. Recommendations include simplifying integration by making unifier the prime system and leveraging technology to streamline processes and enhance transparency.
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Bond Program in a Box
- 1. REMINDER Check in onthe COLLABORATE mobile app Program Controls - Lessons from Three Programs John Turner Gafcon
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- 3. The Desired Solution ■All bond outcomes delivered ■ All stakeholders happy ■ So how do we get there?
- 4. Comprehensive Decision Management ProgramControls is responsible for packaging the data to enable correct decisions. Program and Project Managers must still make the decisions
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- 9. San Diego Unified Paycontractors correctly, on time, every time! Accountability: Bring all stakeholders into processes Maximize the ability to approve items electronically Enter data once and report many times Audit compliance and Reporting according to state and local requirements Integrate existing data sources with Unifier Transparency: Protect the taxpayer’s investment Maximize user adoption: Mobile applications Simplicity Meet user’s needs
- 10. Needs ■ Single Platform ▪Supports all functions ▪ Find things quickly ■ Deployment anywhere ▪ PC, Tablet, Phone ■ Role based security ▪ Corporate and contractors ■ Real time visibility ■ Flexibility ▪ Configure vs customize ■ Minimal Training ▪ Sophisticated functionality but simple interface ■ Compliance with process ▪ Work flow
- 11. Guiding Principles ■ Governance ▪Provide the ability to predict the outcome ■ Visibility ▪ Know what is happening without impeding progress ■ Participation ▪ Make it easier to use the system than invent an alternative
- 12. System Principles ■ Control ▪Move everything efficiently through the process ■ Compliance ▪ Prove everything is on the most efficient and correct path ■ Coordination ▪ Provide what is needed when it is needed and in the form that it is needed
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- 16. Duplication of work ■Multiple systems ▪ Cost accounting ▪ Financial accounting ▪ Scheduling ▪ Document Management ▪ Reporting ▪ Risk Management ▪ Email ▪ Word ▪ Excel
- 17. Three Programs ■ LosAngeles Community College District ▪ $6.3B ▪ In 12th year, with two previous program managers ▪ Multiple historical systems including custom applications ▪ Program and Project Management Plan (PPMP) not fully implemented ▪ Reporting could be simplified
- 18. SDUSD ■ Three capitalbond programs since 1998 • Prop MM - $1.5B 1998 -2008 • Prop. S - $2.1B 2008 – 2028 • Prop. Z - $2.8B 2012 - 2028 ■ 226 educational facilities ■ Second largest in California ■ Focus on ▪ New build / Renovations / New classroom technology / Security / Sustainability ■ Migration from Primavera CM13 ■ Integration with PeopleSoft ERP
- 19. Grossmont Cuyamaca CommunityCollege District ■ Proposition V – $398M bond ■ Follow on from Proposition R - $318M ■ No data migrated ▪ Additional funds managed by program ■ Two phase release process ▪ Pre-construction activities ▪ Construction activities ■ First introduction to workflow application
- 20. Lessons Learned ■ Thereis no “one size fits all” solution but there is substantial commonality ■ Technology is not the problem ▪ The processes must be understood and documented (PPMP) ▪ The interaction of people with process is the cause of most issues ▪ Technology enables the process – if the process is bad problems will pile up faster
- 21. Lessons Learned -Process ■ Build across functional groups ▪ Eliminate duplicate data entry ▪ Eliminate external integration ■ Every Process must be owned and managed ▪ Common Processes — Owned by a neutral party ▪ Functional Group only Process — Owned by the functional group ▪ Cross Group Processes — Someone must own it, everyone cannot
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- 25. Lessons Learned –Data Migration ■ Think before you commit ▪ It can be expensive and time consuming ■ Alternatives ▪ Use for new projects only ▪ Only migrate live projects ▪ Migrate to a data warehouse for integrated reporting
- 26. Lessons Learned -Integration ■ Three types ▪ Manual — Multiple entry into systems — Not recommended due to manual errors ▪ Batch — Cheapest approach — Normally daily update ▪ Web Services — Most expensive approach — Only approach if real time update required
- 27. Discussion - IntegrationApproach Vendor Contract Task Order Service Order Purchase Order Change Order Invoice Received Invoice Approved Payment Check Number Transfer Journal Entry Integration impacts procurement, contracts and payments.
- 28. Recommended Option Making Unifierthe prime system simplifies integration.
- 29. Accounting System Centric Shortpay status adds another integration (not shown) Making the accounting system prime adds integrations.
- 30. Integration Questions ■ Atwhat level of detail will the accounting system function ▪ Full WBS or CBS/general ledger ▪ Schedule of values ▪ Electronic invoicing mapped to WBS ■ Integration with Change Order process ▪ Potential, probably, actual change ▪ Alternatives and estimates ■ Approach to partially paid / on hold invoices ▪ May need additional integration for each stage ■ Release cycle of accounting system ▪ When can changes be made?
- 31. No one sizefits all …. but ■ There is a need to start somewhere ▪ A clean sheet of paper ▪ A full implemented but rigid solution that forces you into a “best practice” ▪ Or pre-configured solution with ability to configure to specification
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- 33. Project Perspective –Business Process Distribution
- 36. Benefits Summary ■ LowerProgram Management costs through fully implemented technology platform ▪ Out of the box configuration reduces technology start up costs ▪ Greater automation and collaboration reduces team size ▪ Enablement of comprehensive decision management results in better decisions faster so eliminating repeat work ▪ Established and tested business processes ensures compliance to policy and clean audits so eliminating corrective actions ▪ Transparency of efficient management ensures public confidence and acceptance of repeat bonds at lower cost