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State of Arkansas
Department of Finance & Administration |
Performed
a needs assessment for the State of
Arkansas Department of Finance & Administration
to document the functional requirements for
a fully integrated statewide financial, human
resource, and administrative system.
Developed a request for proposal for software
and implementation services, assisted in software
and implementation services evaluation and
selection, and contract negotiations.
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State of Kansas
Department Administration |
The
State of Kansas Department of Administration
conducted a needs assessment of its existing
statewide Financial Management System (FMS)
in July 2001. In June of 2006, the State
engaged STA to update the original 2001 Needs
Assessment Study. The assessment included
a cost-benefit study of various alternatives,
including the possibility of acquiring and
implementing a new statewide FMS. The
final report included a recommendation that
the State proceed with replacing the Statewide
Accounting and Reporting System (STARS) with
a new FMS.
The Needs Assessment Update
project produced the following deliverables:
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Business Case Analysis
– Developed to determine whether
there is a compelling business case for
undertaking a project to acquire and implement
a new statewide FMS.
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System Requirements Validation
(functional and technical) – Developed
to validate and document the functional
and technical requirements for a FMS as
well as document data conversion and interfacing
system requirements, which will be included
in a RFP(s) for acquiring FMS software
and implementation services.
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Implementation Best Practices
– Developed to provide the State
an understanding of viable deployment
strategies.
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Organizational Best Practices
– Developed to provide recommendations
regarding the composition and structure
of the project organization and to provide
best practices for recruiting, staffing,
and retaining State staff for the project.
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Budget Integration Analysis
– Developed to document the State’s
current budget system, provide an overview
of the budget software marketplace, and
make any recommendations that impact the
integration between budget and FMS.
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Human Resources / Payroll
Integration Analysis – Developed
to document how the current SHARP system
should interface with the new FMS, and
make any recommendations that impact the
integration between SHARP and the proposed
FMS.
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Reporting Approach –
Developed to provide a recommended solution
for addressing any reporting deficiencies
associated with statewide administrative
systems and deficiencies.
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Analysis of Alternative
Solutions – Developed to provide
alternative solutions for the State to
consider if the State elects not to move
forward with implementing a new FMS.
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Commonwealth
of Kentucky Personnel Cabinet |
Performing
an engagement for the Commonwealth
of Kentucky Personnel Cabinet to
assist with the acquisition of a new statewide
Human Resources and Payroll system.
Major tasks include:
- Developing detailed system requirements
for all Commonwealth agencies;
- Assisting the Commonwealth with the
development and issuance of a request
for proposal for the acquisition of the
HR/Payroll application and related implementation
services;
- Assisting with evaluation of proposals,
selection of the HR/Payroll software and
implementation vendor, and contract negotiations
with vendors; and
- Providing independent project management
and quality assurance services during
implementation of the new statewide HR/Payroll
system.
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State of Louisiana Division of Administration |
Currently assisting the State of Louisiana with a project to acquire and implement a new ERP system. Assistance to be provided includes:
- Quality assurance review of Request for Proposal and business requirements developed by the State;
- Development of demonstration scenario scripts to be followed during vendor presentations;Development of a formal evaluation process to be followed during the selection phase;
- Facilitation and support to the Evaluation Committee in evaluation and selection of the new ERP software and supporting implementation/integration services;
- Assistance in contract negotiations; and
- Staff augmentation to the State for the project’s duration.
The scope of the ERP procurement effort includes:
- Software products and customizations as required to meet the State’s business requirements;
- Years 1-3 software product maintenance (this is for a period of up to three years but may be less based on the proposed implementation approach and schedule);
- Software product training;
- Implementation and integration services; and
- Years 4-8 software product maintenance and software upgrades (this period is for a fixed duration of five (5) years, and will include two software upgrades, one of which must be a major upgrade and include the migration to the new service-oriented architecture).
STA will provide staff augmentation in the following areas:
- Evaluation and selection processes for a solution-based procurement of a statewide ERP system;
- Project management/administration; and
- Functional and technical subject matter experts.
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State of Minnesota Departments of Finance and Administration |
Performed an engagement for the State of Minnesota Departments of Finance and Administration to assist with the possible acquisition of a new, fully-integrated statewide financial and procurement system. STA was also engaged to provide expert advice regarding products and vendors currently available in the market, implementation best-practices, and lessons learned from other public sector implementations. Major tasks include:
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Assisting the State with development of a business case analysis to determine the economic feasibility of replacing the State’s MAPS system with a fully-integrated commercial off-the-shelf financial and procurement application;
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Documenting “As-Is” business processes within the financial and procurement functions to identify opportunities for process improvement and operational efficiencies;
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Documenting the State’s vision for future business processes through the creation of “To-Be” process documentation that incorporates planned process improvements and currently available software best-practices;
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Developing detailed functional and technical system requirements for all agencies using the State’s “to-be” vision as a guide for identifying future enhancements in functionality;
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Assisting the State with the development and issuance of a request for proposals for the acquisition of the new system software and related implementation services;
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Crafting evaluation strategies and preparing an evaluation guide for conducting the selection process for the new system; and
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Developing a report to summarize the activities, findings, and recommendations from the project.
STA performed a follow-up engagement to assist the State in evaluating and selecting a replacement for its statewide budget development system. STA assisted the State with documentation of budget business processes and comprehensive system requirements, development of a request for proposal, and coordination of the evaluation process.
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State of Mississippi
Department of Finance and Administration |
In February 2008, the State of Mississippi selected STA to assist the State in evaluating the possible replacement or enhancement of the State’s legacy administrative systems. Known as Mississippi’s Accountability System for Government Information and Collaboration (MAGIC) project, this project includes consideration of the State’s financial, procurement, and human resource/payroll systems. STA’s engagement includes the following services:
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Developing detailed functional and technical system requirements for all agencies;
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Assisting the State with the development and issuance of a request for proposal for the acquisition of the enterprise resource planning software;
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Documenting the formal evaluation process to be followed during the selection phase;
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Creating demonstration scenario scripts to be followed during vendor presentations;
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Performing a fit/gap analysis based on the ERP vendor's responses;
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Documenting the impact that the ERP project will have on the state information technology infrastructure and staff;
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Identifying, documenting, and proposing mitigation strategies for risks associated with the replacement or enhancement project; and
- Developing a funding plan to determine whether there is a compelling business case for undertaking a project to acquire and implement a new statewide enterprise resource planning system.
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State of Nebraska
Department of Administrative Services |
Performed
a study for the State of Nebraska
Department of Administrative Services
to analyze and evaluate current central agency
(statewide) applications for adequacy and
investigate the feasibility of upgrading and/or
integrating such systems to increase efficiency
and reduce costs. The end result of
this project was a strategic plan that included
recommended enhancements, modifications, and
replacements of current central agency systems;
a proposed schedule for implementing recommendations;
and funding requirements associated with the
recommendations.
Completed a follow-up engagement
to perform a needs assessment and requirements
definition study, develop a request for proposal
for a new integrated statewide financial and
human resources system, and assist in system
evaluation, selection, and contract negotiations.
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State of Nevada
Department of Administration |
Performed
an engagement for the State of Nevada
Department of Administration on behalf
of the State Controller's Office, State Treasurer's
Office, and Department of Personnel to define
the high-level system requirements, technical
environment, and estimated costs of implementing
a state-of-the-art, fully-integrated statewide
financial and human resources system for the
State. Major tasks included:
- Development of high-level system requirements
and documentation of required interfaces;
- Review and assessment of current systems
and technology platforms;
- Review and assessment of alternative
solutions that best satisfy the State’s
needs (including a cost benefit analysis
for each alternative); and
- Development of an implementation plan
for the recommended solution.
Completed a follow-up engagement
for the State to develop detailed system requirements
for the new IFS and provided assistance in
selection of a vendor system that best met
such requirements. The system provides statewide
and user agency accounting, purchasing, budget
development, fixed asset accounting, payroll
and personnel functionality. Major tasks included:
- Development of detailed system requirements
for the above-mentioned central agencies
and the Department of Transportation;
- Development and issuance of a request
for proposal;
- Assistance in evaluating proposals,
selecting a vendor system, and contract
negotiations; and
- Providing ongoing support to State executive
management in resolving organizational,
technical, and other issues associated
with the project.
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State of Tennessee,
Department of Finance and Administration |
Performed
an ERP automation assessment study for the
State of Tennessee, Department of
Finance and Administration to document
the functional requirements and perform a
vendor comparison analysis for a fully integrated
statewide financial and human resources system.
Major tasks included:
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Mapping and documentation
of the State's "As Is" administrative
business processes;
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Development of a vision
and strategy document to address the requirements
of a new ERP/eProcurement system (including
interfaces to/from other legacy systems);
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Documenting potential
process improvement opportunities, and
potential changes that will be required
to achieve the improvement opportunities,
including state laws and regulations,
as well as organization cultural changes;
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Identification of interface
requirements between the new ERP system
(as envisioned) and statewide legacy business
systems that will continue to operate
and must be interfaced to the new system;
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Preparation of a Request
for Information (RFI) to be used in obtaining
information from prospective vendors regarding
their ability to meet the State's business
requirements and estimated costs associated
with implementing a statewide ERP/eProcurement
System;
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Fit/gap analysis based
on vendor responses to the RFI;
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Completion of a business
case justification and cost-benefit analysis;
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Development of a recommended
procurement and funding strategy for acquiring
the ERP/eProcurement software, together
with associated consulting services required
to successfully implement the software;
and
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Conducting briefings with
the State's executive management on business
case justification and cost-benefit analysis,
as well as recommendations for deployment
strategy, such as prioritization and sequencing
of modules.
Currently performing an engagement
to assist the State with selection of a statewide
financial, procurement, and human resources
system. Major tasks for the current
engagement will include the following:
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Documenting the State's
"As Is" and "To Be" administrative business
processes;
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Developing an RFP for
selection of the new system; and
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Providing independent
project management and quality assurance
services for the duration of the project's
implementation phase.
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State of Texas
Health and Human Services (HHSC) |
Performed
an engagement for the State of Texas
Health and Human Services Commission (HHSC)
to provide independent project management
for the implementation of a fully integrated
ERP solution (financial management, procurement
and human resources) in the State's eleven
(11) health and human services (HHS) agencies.
Implementation was accomplished over several
years in a phased approach. The Health and
Human Services Administrative System (HHSAS)
is an enterprise project of the HHSC to create
a collaborative framework for common funds
management, personnel management, and reporting
across all HHS agencies.
As key members of the enterprise
project management team, we analyzed the detailed
system requirements, assist in the establishment
of the hosted technical environment, and estimate
costs of implementation for all agencies.
We also provided quality assurance and risk
management services.
Operating on behalf of the
HHSC, the enterprise project management team
monitored individual agency project planning,
implementation, and post-implementation activities,
and served as a central communication and
coordination point for the overall implementation
project. Major tasks included:
- Coordinating the establishment of the
HHSAS focus groups, comprised of functional
area subject matter experts, to ensure
the leveraging of resources and consolidation
of business processes across HHS agencies
in accordance with best business practices;
- Ensuring the objectives and standards
of the HHS enterprise are represented
in the implementation efforts of the individual
agency HHSAS projects, and ensuring that
implementation resources are leveraged
across projects, whenever possible;
- Coordinating the development of new
and/or additional HHSAS requirements and
maintaining a database of Enterprise system
requirements to document the fits, gaps
and resolution of gaps in the ERP software;
- Conducting focus group meetings to evaluate
HHSAS requirements, and managing the resolution
of gaps between HHSAS requirements and
the ERP system;
- Establishing enterprise standards and
guidelines for project management, reporting,
and documentation, and reviewing and approving
all HHS agency required project oversight
reports (e.g., initial project risk analysis,
project development plans, risk assessment
surveys, risk management plans and post-implementation
reviews);
- Communicating project activities and
issues to the HHSAS Steering Committee,
HHSC management, and State of Texas oversight
agencies; and
- Participating in the development of
service level agreements and in the management
of resulting contracts.
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Commonwealth of Virginia |
The Commonwealth of Virginia has engaged STA to prepare a Business Case Analysis report for a proposed project to replace the Commonwealth’s legacy finance and purchasing system with a new statewide ERP system. In support of this project, STA is using its Return on Investment (ROI) methodology to perform the following tasks:
- Identify alternative solutions to meet the Commonwealth’s goal of a new statewide ERP system
- Document ERP-enabled process improvement opportunities that result in quantifiable savings;
- Review existing enterprise and agency-specific systems that may be replaced by the ERP system;
- Identify planned new systems and upgrades that can be avoided through implementation of the ERP system;
- Quantify savings from process improvements and replaced or avoided systems;
- Document qualitative benefits (e.g., risk mitigation, improved reporting) that a new ERP system would yield for the Commonwealth; and
- Prepare a final report of findings and recommendations relating to the business case analysis.
STA accumulates all anticipated costs for the new system and estimates the process improvements and systems replacement/avoidance that the new system could reasonably be expected to bring. After gathering this information, STA performs a financial analysis over a predetermined planning horizon. The results are validated with executives and staff to indicate the expected return on investment.
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State of Wisconsin
Department of Administration |
The
State of Wisconsin Department of Administration
engaged STA to conduct an Enterprise Resource
Planning (ERP) System Feasibility Study in
November 2004. As part of the study, STA was
asked to conduct a high-level review of the
State’s administrative systems (financial
management, procurement, human resources,
and payroll administration) to consider whether
ERP was a “fit” for the State
of Wisconsin and, if so, to identify which
functional modules would provide the most
immediate return on the State’s investment.
Systems were evaluated based on: (1) potential
for reducing overall State costs, (2) reducing
State headcount, (3) adding functionality,
(4) serving as a foundation for business process
improvement, and (5) offering other tangible
and intangible benefits to the State.
Using its proven Return on
Investment (ROI) methodology, STA performed
the following tasks for the State:
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Conducted initial planning
sessions to confirm overall project scope;
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Reviewed and evaluated
statewide administrative systems currently
in use;
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Reviewed documentation
of the State’s hardware/systems
infrastructure for potential of existing
technology to support or integrate with
ERP solutions;
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Interviewed key administrative
systems stakeholders at the enterprise-level
and in the largest user agencies to determine
their business system needs at a high-level
as well as the ability for existing legacy
administrative systems to meet said needs;
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Developed an “As
Is” vs. “To Be” business
model that documented those systems that
could be replaced by a statewide ERP system;
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Quantified, with assistance
from State staff, the major areas of savings
and efficiencies to be derived from business
process improvements associated with the
implementation of a statewide ERP system;
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Gathered high-level information
on the costs of current systems, including
full-time equivalent (FTE) positions involved
in the use and support of each major system
that would be replaced by a statewide
ERP system; and
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Calculated and documented
the estimated costs and expected ROI of
implementing and maintaining a statewide
ERP system.
The results of the Study
were presented in a report to the State’s
Chief Information Officer. Recommendations
from the ERP Feasibility Study were used to
develop a request for funding included in
the Governor’s budget request submitted
to the State Legislature in early 2005.
STA completed a follow-up
engagement to develop a comprehensive set
of financial, procurement, and human resources
requirements for inclusion in the State's
RFP for acquisition of the new ERP system.
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Texas Department
of Information Resources & Texas Building
and Procurement Commission |
Assisted
the Texas Department of Information
Resources (DIR) and the Texas
Building and Procurement Commission
(TBPC) with a study for the acquisition and
implementation of a statewide eProcurement
System to be used by all State agencies. The
study includes the following major tasks:
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Development of functional
business requirements and technical requirements
for a new statewide eProcurement system;
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Development of an overall
strategy for successfully deploying the
eProcurement system;
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Development of a Request
for Offer (RFO) to support the acquisition
and implementation of a statewide eProcurement
solution in accordance with the eProcurement
strategy;
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Assistance in evaluation
and selection of vendor offerings, and
in contract negotiations;
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Development of a cost
recovery model for the new eProcurement
solution; and
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Performance of a fit/gap
analysis for the selected eProcurement
solution.
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Office of the
Attorney General of the State of Texas |
Provided
consulting and expert services and assistance
to the Office of the Attorney General
of the State of Texas (OAG), on behalf
of the States of Arkansas, California, Colorado,
Delaware, Florida, Hawaii, Idaho, Illinois,
Maryland, Michigan, Minnesota, Missouri, New
Mexico, Nevada, New York, North Carolina,
North Dakota, Oklahoma, Ohio, Oregon, Texas,
Utah, Vermont, Washington, West Virginia,
and Wisconsin, and the Commonwealths of
Kentucky, Massachusetts and Virginia in support
of their multi-state antitrust investigation
into the proposed acquisition
of PeopleSoft, Inc. by Oracle Corporation.
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Texas Department of Health
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Assisted
the Texas Department of Health
in performing a needs assessment and requirements
definition study for a new ERP system to include
financial accounting, budget development,
purchasing, asset management, inventory control,
personnel management, and payroll administration
functionality.
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Texas Department
of Protective and Regulatory Services |
Assisted
the Texas Department of Protective
and Regulatory Services during implementation
of the Integrated Statewide Administrative
System (ISAS) of Texas. Project duties
and responsibilities include project oversight,
and management of the prototyping and acceptance
test functions.
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Texas Comptroller of Public Accounts
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Provided
project management services on a multi-agency
project initiated by the Texas Comptroller
of Public Accounts to develop the
functional and technical system requirements
for the Integrated Statewide Administrative
System (ISAS). This system is used by state
agencies to address their internal accounting,
purchasing, property accounting, and budgetary
needs, and interfaces with USAS, the
State’s mainframe accounting system
of record to which each state agency and institution
of higher education must report its financial
standing.
Participated in the design
and implementation of the Uniform Statewide
Accounting System (USAS) for the State of
Texas. Actively participated in all phases
of the project, including finalizing the functional
and technical requirements and design of the
system, providing agency support and end-user
training, performing system testing, facilitating
resolution of issues and problems, and developing
user procedures and documentation.
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Employees Retirement
System of Texas |
Assisted
the Employees Retirement System of
Texas in implementing their PeopleSoft
financial system. Provided specialized
assistance in coding block development, general
ledger set-up, and cost allocation.
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Texas House
of Representatives |
Assisted
the Texas House of Representatives
in requirements definition, evaluation and
selection of a new financial system to include
accounting, purchasing, budget development,
and property management functionality.
Performed independent project management in
the implementation of KPMG’s Performance
Series Financial System.
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Texas Department
of Housing and Community Affairs |
Assisted
the Texas Department of Housing and
Community Affairs (tdHCA) in selecting
and implementing a new financial system to
include accounting, purchasing, budget development,
and property management functionality. Major
tasks included: development of system requirements,
development and issuance of a request for
proposal, assistance in evaluating proposals,
selecting a vendor system, contract negotiations,
and quality assurance for the project’s
duration.
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Texas Commission
on Environmental Quality |
Directed
a team within the Texas Commission
on Environmental Quality (formerly
the Texas Natural Resource Conservation Commission)
responsible for enhancing the agency’s
accounting and administrative systems. At
initiation, the agency’s financial and
administrative systems infrastructure was
near collapse. Two years later, the
team had corrected numerous systems deficiencies
and accounted for $659,000 in actual or future
annual savings to the agency through:
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Elimination of antiquated,
high maintenance mainframe applications;
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Implementation of the
Uniform Statewide Accounting System of
Texas (USAS) as the agency’s internal
accounting system of record;
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Development and implementation
of a new employee time system, a new accounts
receivable and cash receipts system, a
new cost recovery system, a new automated
report distribution system, and a new
labor distribution system;
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Implementation of statewide
payroll/personnel and property accounting
systems;
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Integration of these financial
systems to the extent possible;
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Changes to the agency’s
telecommunications infrastructure.
Directed and managed all
aspects of the systems projects, including
systems development and design, policy and
procedures development, training, hardware/software
procurement, and installation.
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Texas Water
Development Board |
Assisted
the Texas Water
Development Board in a review and
revision of its general ledger chart of accounts
structure for budgetary and financial reporting
purposes.
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Texas Youth
Commission |
Assisted
the Texas Youth Commission
in providing strategic planning services for
its financial and procurement systems.
Major tasks included: (1) an assessment of
existing financial and procurement systems
and processes, and the organization that supports
them; (2) development of high-level
functional and technical system requirements
for specified TYC financial and procurement
systems in accordance with best practices
commonly found in commercially available ERP
systems; (3) development of alternative solutions
and estimated cost analyses for addressing
the Agency’s administrative systems
needs; and (4) a recommended solution and
an initial project workplan and scope statement
to support the recommended solution.
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