Procurement’s Excellent AdventureProcurement’s Excellent Adventure September 14, 2010
Chris Rodgers Lisa PierceChris Rodgers Lisa Pierce Director Branch ChiefDirector Branch Chief
Strategic Acquisition Initiatives Strategic Acquisition Initiatives
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INFORMATION TECHNOLOGY DirectorDeputyDeputy
210 employees, 3,147 transactions,
$1.2B
INFORMATION TECHNOLOGY DirectorDeputyDeputy
210 employees, 3,147 transactions,
$1.2B
WORKFORCE MGMT & SUPPORT SERVICESChief
8 employees
WORKFORCE MGMT & SUPPORT SERVICESChief
8 employees
ELECTRONIC PROCUREMENT
DirectorElectronic Catalog
Automated Systems38 employees
ELECTRONIC PROCUREMENT
DirectorElectronic Catalog
Automated Systems38 employees
STRATEGIC ACQUISITIONINITIATIVES
DirectorSourcing, Measures,
CRM, Quality37 employees
STRATEGIC ACQUISITIONINITIATIVES
DirectorSourcing, Measures,
CRM, Quality37 employees
PROCUREMENT POLICYDirector
TAI36 employees
PROCUREMENT POLICYDirector
TAI36 employees
DIRECTOR, PROCUREMENTDEPUTY DIRECTOR
DIRECTOR, PROCUREMENTDEPUTY DIRECTOR
BUSINESS OPERATIONSDirectorDeputy
147 employees,12,644 transactions,
$657M
BUSINESS OPERATIONSDirectorDeputy
147 employees,12,644 transactions,
$657M
NEW YORK, NY21 employees
2,209 transactions$60M
NEW YORK, NY21 employees
2,209 transactions$60M
DALLAS, TX23 employees
3,552 transactions$60M
DALLAS, TX23 employees
3,552 transactions$60M
ATLANTA, GA20 employees
1,496 transactions$39M
ATLANTA, GA20 employees
1,496 transactions$39M
OAKLAND, CA20 employees
2,562 transactions$38M
OAKLAND, CA20 employees
2,562 transactions$38M
• Obligate $1.9 Billion per year• Spend 17.3% of IRS Budget• 491 people nationwide• Executive agent for major Treasury IT acquisitions: - Treasury Commercial Vehicle (TCV) - HR Connect - Treasury Network (TNET) - Telecommunications Services
Procurement Organizational Structure
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Top 10 Vendors for FY 2009COMPUTER SCIENCES CORPORATION
NORTHROP GRUMMAN INFORMATION TECHNOLOGY INC
ACCENTURE LLP
BOOZ ALLEN HAMILTON INC
APPTIS INC
THE PRESIDIO CORPORATION
LOCKHEED MARTIN MANAGEMENT SYSTEMS DESIGNER INC
THE MITRE CORPORATION
INTERNATIONAL BUSINESS MACHINES CORPORATION
FINANCIAL MANAGEMENT SERVICE44
275Contracting Specialists
96Management
Admin/Support
222 employees 157 employees
$1.278B obligations $669M obligations
3,147 transactions 12,746 transactions
329 transactions > $1M 130 transactions > $1M
Workgroup for IT Buys
Workgroup for Non-IT Buys
Workload at a Glance 491 employees, 15,893 transactions*
$1.947B obligations
275Contracting Specialists
120Specialists (Business,
IT, HR)
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Quality Circles
Baldrige established by Reagan
1987 1995 1997 1998 2000
Quality Timeline
Pre-history – the long and winding road….
Joint Quality Improvement
teams
Total Quality Organization assessment
President’s Quality Award
• we jumped on the bandwagon & rolled out the President’s Quality Award Self-Assessment
• the initial goal was to win an award
• the side effect was the birth of an idea –
continuous process improvement
Head out on the Highway
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Roadmap of Procurement’s Excellent Adventure
Strategic Acquisition Initiatives (SAI) established
Drafted application for Baldrige National Quality Award
Independent review by Baldrige expert – not ready for prime time
Hired organizational performance expert
Review of performance measures program
Initial development of Strategic & Business Plans
Expanded Customer Satisfaction Survey
Performance Measurement & Reporting Branch takes lead on MPEA
Performance Excellence Team
Contractor Survey
Staff participation in MPEA workshops
Conducted organizational assessment
Documented findings in MPEA Assessment
Submitted MPEA Application
1st MPEA Feedback Report
Established Customer Relationship Management (CRM) Program
Customer reps assigned
Executive commitments tied to measures
PDCA applied to CRM outreach sessions & Customer Satisfaction Survey
Adopted 7-step strategic planning process
Executive commitments on strategic and action plans
Discovery Map - mission, vision, values
Redesign measures
Balanced scorecard
Posting monthly measures
Customer service standards
“Did You Know?...”
2005 2006 2007 2008 2009 2010
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What matters most? Tune up and refueling
Hard things What we are doing
Strategic planning • hands-on involvement of entire senior staff
• roll out Discovery Map to share the plan
with entire workforce
Measures • a reassessment is underway• determining what will show our new Deputy
Commissioner that Procurement is operating
efficiently and effectively – getting the best
deal
Process improvement • formalize selection process for PI projects that
incorporates a decision matrix with cost/benefit to
organization
Integrating • use of cross-functional teams for assessments• more aggressively deploying and engaging all of
staff in strategic and business plans in FY 2011
Sustaining • maintain senior managers’ active support• workforce buy-in and involvement
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Into the great wide open….
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IRS Strategic Plan – 5 Year Plan Mission, Vision, Values Identifies the strategies, objectives and strategic
foundations for the organization
AWSS Business Plan – 4 Year Plan Mission, Vision, Goals, Objectives, Strategies Framework that enables AWSS to fulfill its Mission
and Vision Provides a unified strategic direction over a four-year
period
AWSS Program Plan – 1 Year Plan Identifies programs, activities and measures to
support the goals, objectives and strategies identified in the Business Plan
Strategic initiatives and their attendant measures are created to support the objectives and strategies
Strategic Plan
Business Plan
Program Plan
Action Plans
Performance Commitments
Strategic, Business and Program PlansMapping a route for the future
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• Performance Commitments
– Created based on strategic initiatives identified in the Program Plan
– Included in the Performance Plan of the Director, Procurement
– Cascaded throughout the organization via performance plans of subordinate managers
• Action Plans
– Identifies and tracks the actions required to deliver on the strategic initiatives identified in the Program Plan
Strategic Plan
Business Plan
Program Plan
Action Plans
Performance Commitments
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Strategic, Business and Program PlansMapping a route for the future
Challenges (pot holes)
• Maintaining required staffing levels
• Attracting the best talent
• Obtaining voice of the customer and improving customer satisfaction
• Increasing the value of our acquisition service
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On the road again…..just can’t wait to be on the road again….
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Wherever you go, there you are……