3

Program and Financial Management

Leadership Alignment Meetings

Commerce Business EnvironmentConvergence for Implementation

The beginning of an evolutionLinking Procurement, Program and Finance

PeopleChange

TechnologyChange

ProcessChange

4

Terms and acronyms

System definitions ORSI: Acronym for “Obligation and Requisition Standard Interface”

that connects technology to deliver a procurement and financial processing electronic support environment.

TIBCO: The formal name for the ORSI middle ware (software) CFS: Acronym for “Commerce Financial System” C.Request: The web-based requisitioning system CSTARS: Acronym for “Commerce Standard Acquisition and

Report Systems”, the current client-server acquisition production system

CSPS: Acronym for “Commerce Small Purchase System”, part of CFS, and currently used by Census

5

Terms and acronyms (con’t.)

Process and role definitions Go-live: The ORSI cutover date when all systems will be connected

operationally. Deployment: ORSI preparation activities and launch which include the Go-

live date. CD435: the printed commerce form titled “Procurement Request” that is

eliminated with ORSI deployment Requisitioner: A person who historically prepared CD435s Reviewer/Approver: A person who historically checked and okayed

prepared CD435s. Business Broker: The Procurement representative who works with

Program Mangers and Acquisition Teams. Cross-servicing: The use of another bureau’s Procurement Office and

acquisition processing systems and services.

6

Agenda

The big picture

What are the changes?

Why these changes?

Your direct benefits

How are your Requisitioners impacted?

How are your Reviewers/Approvers impacted?

How does working with the Procurement Office change?

Get ready for October 16th

How you can help the transition

Key dates and events

ORSI technology with common business processes and standardized data take the acquisition business to the next level.

C.RequestC.Request

ORSIORSI

CSTARSCSTARS

CFSCFS

BPR & DataStandardizationBPR & DataStandardization

7

The big picture: Commerce Business Environment (CBE) timeline

Market Research

Web Solutions

1999 2000 2001 2002 2003 2004 2005 ....... 2/06 3/06 4/06 5/06 6/06 7/06 8/06 9/06 10/06 11/06 12/06 ................ and beyond

Product Management Support

BPR & Data Standards for Requisitioning

“Business Brokers for Program Success”

C.Request Training

Systems Solutions Team Support

BPR & Data Standards for Contract Award & Contract Administration

FPDS-NG (CSTARS) Training

Purchase Web-based

Contract Mgmt.

Solution

Procurement Action Team

Formed

CSTARS Business Case and Program

Managers Plan Developed and

Approved

Enterprise Pilot Approved

Pilot Evaluation Completed

Integrated Acquisition Environment Initiated

Data Warehouse

Planning Completed

DW versus FPDS-NG Analysis

Financial Interface Planning Complete

CBE Business

Case Developed

and Approved

NIST Proof of Concept Financial Interface Complet

e

Design, Program & Test ORSI

Integrated Acquisition Environment Deployed (CCR,

FPDS-NG, WDOL, ORCA, EPLS, eSRS, FedReg,

FedTeDS)

Additional Integrated Acquisition Environment Systems Deployed (PPIRS, FBO, etc.)

Standard business practices Lower purchasing costs Leverage technology

investments

6 bureaus with procurement authority

9 procurement systems

Include all acquisition mgt. functions and processes

Single acquisition, Web-based, “portal-like” solution

Serves the acquisition stakeholder community

Purchase and Implement Web-based Content Management

Software

5 bureaus with procurement authority

2 procurement systems

Enterprise Acquisition

Reporting System (EARS) Built

ORSI Deployment Readiness Activities ORSI

deployed

Program Interface with Web-based

Solution

Product Management

Support

Design, Program & Test 8

ARs

Enterprise Acquisition Reporting System (EARS) Build II & III

Implement Web-based Solution

Web-based Solution Training

Implement Common Practice using Model Office

Change Management, Organizational Alignment &

Communication Plan

IT Security Planning and Documentation, Capital Planning & Governance

CBS Server Consolidation

ORSI Maintenance

ORSI Maintenance

CBE Users Group Support

CSTARS Users Group Support

Purchase Web-based

Requisition System

Go-live

8

What are the changes?Program Web-based C.Request requisition processing Standardized data across all bureaus Common business processes and practices Electronic:

Validation of ACCS in CFS Routing for requisition review & approvals Requisition approvals Attached supporting documents Submission to Procurement offices Notifications, status checks and updates

Procurement and Finance CSTARS and CFS enhanced features

Electronic data transfer with C.Request Obligate funds electronically

Standardized data across all bureaus Common business processes and practices for

awarding and administering contracts

ComprizonC.Request(Requisition

System)

CSTARSC.Buy

(Purchasing System)

CFS(Financial System)

Interfaces between systems

Submit requisition

Customers /Requisitioners

In Bureaus

Customers /Requisitioners

In Bureaus

Creates requisition

Contract Officers/

Specialists

Solicits, awards, and administers the contract

Verifies accounting optionally, commits

the funds

Accounting and finance specialists

Process financial aspects of contract

Work collaboratively

to plan and develop

requisitions

Confirmation or error messages

Confirmation or error messages

Obligates the funds at contract award

Program Managers

Finance

Procurement Offices

ORSI

9

Why these changes?

It’s simple -- Fewer resources, increasing acquisition workloads, and shrinking budgets combine with legislative pressure and your demands for higher quality, faster acquisition services.

These changes will deliver: Streamlined acquisition processing. Get to contract award faster! Enable strategic sourcing to get better quality at lower prices Enable performance and contract management metrics Enable proper contract time & delivery management Lower transaction costs Decrease acquisition processing clerical work Increase capacity of Procurement representatives to work in partnership,

as Business Brokers, with Program Managers to: Improve Acquisition planning Reduce requisition “rework”

10

Program Manager benefits Increases speed of requisition processing

Reduces paper processing Electronic selection and instantaneous routing Supporting documents assembled and attached electronically Electronic approvals for certifying and approving officials Electronic requisition “submit” to Procurement Office

Eliminates rework and increases requisition accuracy Reduces double keying of requisition and obligation document data Increases financial accuracy and cleaner data Increases early involvement by Procurement to support planning Eliminates invalid ACCS codes Improves FAR and CAR compliance through common business processes

Increases ability to manage requisition process Near real-time status action tracking from desk top Automated and consistent feedback and updates from Procurement Office Increases accuracy and completeness of financial (CBS) and acquisition (CBE) data

warehouse reports

11

Finance benefits

Brings Procurement Offices in line with previous ACCS structure and values defined by Finance

Increases accuracy and completeness of reports drawn from the Commerce Business System (CBS) data warehouse

Gives Finance greater control in the Budget and Resource Allocation process

Standardized values position organization for future Commitment Accounting efforts.

12

The electronic requisition process

Program Management

Budget Liaison

Budget/Finance

Legal

CIO

3. Electronically routes requisition for internal approvals and funding

4. The requisition proceeds electronically, as needed, for external approvals

6. Requisitioner uses C.Request “SUBMIT” to transfer the requisition package electronically to the Procurement Office

2. Attaches notes and supporting documents to create a requisition package and selects review/approval routing

5. Requisitioner uses C.Request COMMIT. CFS confirms valid ACCS, and establishes requisition record. Requisition data is locked.

1. Requisitioner enters requisition data into C.Request

13

What is the difference between processing requisitions today vs. after ORSI Go-live?Bureau Today ORSI Go-live Go-live Functionality 

Census CSPSC.Request &

CSPSCSPS: Route, ApproveC.Request: Create, Commit & Submit

NISTCSTARS(Manual Commit)

C.RequestC.Request: Create, Route, Approve, Commit and Submit Requisitions

NOAA Manual C.RequestC.Request: Create, Route, Approve, Commit and Submit Requisitions

OS Manual C.RequestC.Request: Create, Route, Approve, Commit and Submit Requisitions

Cross Servicing

ManualDepends upon

receiving bureau

Common data and system allows any bureau to cross service

14

Requisitioner roles and responsibilities Requisitioners must use C.Request on all FY07 requisitions

Customers, NOT Procurement, must complete all requisitions Paper CD435s will not be accepted by the Procurement office Supporting documents should be attached and submitted electronically with the

requisition Orders against existing contracts can be processed as well

Requisitioners will speak this standard language A C. Request customer requisition becomes a CSTARS purchase request. A requisition package is the C.Request requisition plus all supporting

documents assembled electronically. The ACCS is the “Accounting Classifications Code Structure”, the financial codes

found on the old CD435. To confirm that the ACCS codes are valid within CFS, Requisitioners “Commit” in

C.Request. To send the requisition package to the Procurement Office after it is approved

(and the ACCS is validated), Requisitioners will “Submit” in C.Request.

Note: Budget offices will continue to verify that ACCS codes are accurate for the purchasing organization.

15

Requisition Reviewer/Approver impacts Reviewers/approvers must use C.Request

Receive the requisition package electronically C.Request reviewer/approver inboxes contain the work to be done Messages to “go look” in the C.Request in-box arrive via bureau email account

Reviewers/approvers selection lists are maintained in C.Request User profiles contain contact and requisition default information Back-ups can be assigned to cover for vacations and other absences

Reviewers/approvers are selected by Requisitioners Routing can be linear, simultaneous or a combination Names can be selected individually or in predefined groups

Reviewer/approver completion status is tracked automatically No more paper lost on someone’s desk for days No more “I didn’t get a copy”

Reviewers/approvers must attend C.Request training Before they are allowed to use C.Request review/approval function.

It’s a challenge to change old habits, especially reliance on paper processing!

16

Refreshing the Business Broker role Your Business Broker is the Procurement representative who

works with Program Managers and Acquisition Teams For example, Business Brokers help plan complex

acquisitions before the development of the requisitions. Key features:

A full member of the Acquisition Team No more “Berlin wall” between the organizations Creates a win-win situation for everyone!

The Program Managers Life Cycle

Strategy/AcquisitionPlanning &Budgeting

RequisitionDevelopment/Requirements

Definition

Strategic Sourcing

Acquisition Strategy

Solicitation &Contract

Award

ContractPerformanceManagement

Procurement as your Partner, the “Business Broker”

TraditionalProcurement

involvement

17

Why partner with Procurement for acquisition planning?

You want:

Less requisition rework after submission to Procurement because of planning errors, not following regulations, or missing information

Minimized administrative costs and maximized contract cost avoidance

Increased consistency and quality of acquisition plans across your program offices

Informed decision-making by exploring all alternatives and best practices before proceeding

18

Business Broker role – why now?

ORSI technology enables Easier, more consistent

communications, information access and sharing

Frees Procurement staff from clerical work

Program Managers have found this role delivers promised benefits, especially on large complex acquisitions

A new common planning process provides a guide to this partnership relationship and work.

There is increasing need to consolidate small acquisitions through joint analysis and planning creates strategic sourcing opportunities for increasing savings and quality.

19

What your Procurement representative Business Broker will do for you Meet with you, at least periodically, to

Understand and anticipate your acquisition needs and budget constraints/opportunities Identify potential “unanticipated” situations that may require emergency actions Acquire the right solution at the right time to solve the problem

Advise you on contracting vehicle alternatives Increase options before you move develop the requisition

Coach your people in how to write requirements Give you flexibility and the greatest competitive opportunity for the best value Create performance-based services requirements

Help with complex acquisition needs, Create acquisition milestone plans that are realistic and achievable Conduct early market research to increase or target your solution options

Help you consolidate many small acquisitions into larger contracts Take advantage of strategic sourcing opportunities Save you money and deliver a better value

Mitigate frustrations with solid communications and act responsively You and your Procurement representative are on the ‘’same page’ before they receive the

requisition Work collaboratively to get you the best value and solution.

20

Your role in the Business Broker partnership Reach out to your Procurement representative.

Don’t wait for them to come to you Involve them early in your acquisition planning Don’t just throw a requisition over the wall

Accept your Procurement representative as your agent in the marketplace For your complex acquisitions,

Form an Acquisition Team early, making your Procurement representative, an active, full team member from the start

Use the BPR & Data Standardization common processes as your guide for managing the acquisition process.

Once you have a contract, ask your Procurement representative to facilitate a contract kick-off meeting and together develop a work plan with the contractor, especially when: There are multiple tasks and people involved There are performance standards that must be met There is more than one deliverable during the performance period Schedule is critical The CO thinks it’s important to contract success

21

Get ready for ORSI Go-live!

Identify those who can help with training and post go-live support on-the-job Requisitioners especially good at helping others (super users) Schedule them for “train-the-trainer” course

Get end user training completed Both Requisitioners and Reviewers/approvers must be scheduled for training

Work with your bureau C.Request system administrator Load user profiles with complete information Establish a process for maintaining user profiles Develop default Reviewer/approver group lists

Start communicating with your program and project managers Use this presentation content in discussions with managers We have communications packages for Requisitioner Supervisors and

Requisitioners Start working with your Procurement representatives in acquisition planning

Schedule a meeting to discuss your next annual acquisition requirements Reward those who jump on board, perform well, reinforce processes, and help

others

22

Please contact your bureau ORSI implementation coordinator for training schedules and communications support Census – Peter Sefton (douglas.p.sefton@census.gov) NOAA – John Abbott (john.j.abbott@noaa.gov) OS - Crystal Davis (cdavis2@doc.gov) NIST – Pat Grimes (patricia.grimes@nist.gov)

or Debbie Turner (deborah.turner@nist.gov)

ORSI Communications Support Team or ORSI Communications Support. Tom Cochran (tcochran@doc.gov) Jerry Rorstrom Lee (jrorstrom@doc.gov) Dorine Andrews (dandrews@rwd.com)

Web site http://oamweb.osec.doc.gov, click-on ORSI Information (available October 1, 2006).

ORSI information contacts and resources

23

LEGEND

Propensity to Accept

Propensity to Reject

Neutral or Mixed

How can you help the transition?Immediate acceptors – love any kind of

innovation. These people are willing to put up with problems and inconvenience.

Early adopters – will change as soon as they see personal advantage to advance their position (become a “star”) and make work easier, even if it takes some learning. However, they can’t deal with bugs and other start-up problems.

Late adopters – will change when they see it takes less effort to change than to resist. These are the people who create work arounds until it’s obvious that it is easier to change.

Skeptics – will change when everyone else has changed and they can no longer afford to be left out. It will affect their performance reviews, plain and simple.

Hard core resistors – will change only when the consequences of not changing are very much more significant than changing (e.g., job loss). Some may even choose not to change.

24

Stage 1: DenialStage 1: Denial

Stage 2: ResistanceStage 2: Resistance

Stage 4: Acceptance and CommitmentStage 4: Acceptance and Commitment

They come to accept the change. “Yes, the new way works well, now that I’ve got some experience.”

People become excited about the possibilities and the future. They begin working together to accomplish the change vision.

“This is too complicated to learn.”

People feel frustrated, angry, or fearful about the change. They feel they have lost control of their work. Performance deteriorates.

“This won’t last. It won’t work.”

People feel comfortable, safe, and in control doing things the old way. They are working hard-but often on the wrong things.

Stage 3: BargainingStage 3: Bargaining

After a while, some want to bargain some of the change away. “I’ll do the data entry, but we don’t really have to route stuff electronically, do we?”

People want to make the change work-on their terms, but don’t have clear answers.

How will people react?

25

Acknowledge hard work Reward new behavior Reaffirm vision and how people have built on that

vision Acknowledge what is left behind Develop long term goals, plans & measures Provide on-going information sessions, Q & A

mechanisms Integrate technology & processes into daily lives

Stage 1: Get Past Denial

Stage 2: Overcome Resistance

Stage 4: Reinforce Acceptance and Commitment

Stage 3: Support Exploration, not bargaining

How can you help people? Acknowledge successful past Describe the pain and

consequences of not changing Sell the problem, not the

solution Link need for change to the

future Fully inform, repeatedly, to

make change inevitable

Give people freedom & direction to explore Give permission to find ways to use the

solution, test out options, and build action plans Encourage risk taking, team work and

collaboration Make room for other’s ideas Set short term goals and measure achievement Share information about what you know and

don’t know Publicize success stories

Get people engaged in ways to solve problems through the solution

Keep sharing information about what you know and don’t know

Encourage debate, dissent Don’t deny people’s feelings Give people control where you

can (e.g., training dates) Create forums for discussion

26

Please contact your bureau ORSI implementation coordinator for training schedules and communications support Census – Peter Sefton (douglas.p.sefton@census.gov) NOAA – John Abbott (john.j.abbott@noaa.gov) OS - Crystal Davis (cdavis2@doc.gov) NIST – Pat Grimes (patricia.grimes@nist.gov)

or Debbie Turner (deborah.turner@nist.gov) ORSI Communications Support Team or ORSI Communications Support.

Tom Cochran (tcochran@doc.gov) Jerry Rorstrom Lee (jrorstrom@doc.gov) Dorine Andrews (dandrews@rwd.com)

Web site http://oamweb.osec.doc.gov, click-on ORSI Information (available October 1, 2006).

ORSI information contacts and resources

27

Let’s work together to create an environment where change is welcomed, not resisted!