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ProjectONE Report to the 82nd Legislature

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ERP in Texas

Building on lessons learned

Past system implementations have yielded valuable information about what works – and what doesn’t – when launching organization-wide changes. Implementing a technical system is relatively easy. But if users are not properly trained, or if there is insufficient buy-in, then early problems will create resistance to change, and the organization will become mired in a pattern of using state-of-the-art technology to support outdated and inefficient business processes.

Effective change can only be achieved when the people who will be using the technology are includedand engaged in the development and decision-making process, informed about the advantages to the change and able to see real benefits as a result of the change.

With that in mind, ProjectONE leadership has established processes, outreach and training activities to emphasize three components fundamental to business innovation: user participation, communication and training. For ProjectONE, reporting is another key component, reflecting the principle that CAPPS must create immediate value and efficiency for its participating agencies.

User Participation

Agency subject matter experts (SMEs) and end-users have been and will continue to be involved in each phase of the project. A variety of outreach activities have been designed and conducted to provide agencies with a better understanding of their roles and responsibilities as the project transitions to each new phase. These activities provide opportunities for the agencies to fully engage and participate in defining the statewide standards:

  • To prepare for their participation in the Requirements Gathering and Fit/Gap phases, nearly 1,000 SMEs and ProjectONE team members attended PeopleSoft training between November 2009 and March 2010. ProjectONE also conducted awareness sessions before each phase to set expectations and ensure participants understood their role in the process.
  • In December 2009 and January 2010, ProjectONE staff facilitated and hosted 41 As-Is workshops to document the functionality and interfaces among the various systems currently used by participating agencies.
  • Between January and April 2010, more than 600 staff from TxDOT, DIR and the HHS agencies participated in 272 Requirements Gathering workshops. Participants identified 4,081 financial requirements and 5,612 HR/Payroll requirements. These workshops yielded the most comprehensive list of statewide requirements ever compiled – a key step in developing a system that multiple agencies can deploy.
  • During 307 Fit/Gap sessions in April and May, agency SMEs reviewed these requirements and determined which ones could be met by out-of-the-box PeopleSoft 9.1 software (Fits) and which ones would require software customizations or work process changes (Gaps). By the end of the process, many requirements had been consolidated or reclassified. The steering committee ultimately approved 2,414 “Fits” and 1,335 “Gaps” for Financials, and 2,674 “Fits” and 2,732 “Gaps” for HR/Payroll.
  • Agency SMEs also reviewed and approved process designs and are now reviewing functional design documents that will be used by the technical team to code the new system. As coding is completed, agency staff will be involved in the testing phase as well.

Leadership structure

Project leadership has established an effective governance structure to oversee project activities and make decisions. The governance structure includes the Executive Council, Steering Committee, Change Control Boards for Financials, HR/Payroll and Technical, and Employee Work Groups for the various modules comprised of representatives from each of the participating agencies.

These groups have established their roles and are providing the appropriate oversight to the project.

For more information about the project governance structure, see Appendix F: ProjectONE Governance Structure.

Communication

The Change Management team for ProjectONE is responsible for supporting the participating agencies in their efforts to ensure that affected staff members are engaged and ready to implement and sustain improved business processes. Team members work with specific agencies and assist contacts in completing the activities outlined in the project’s Change Management and Communication plans. These activities include stakeholder analysis and involvement, employee and leadership alignment, change readiness assessment and creation of a change agent network within each agency.

Team members provide articles and project updates to agency staff for agency newsletters, websites and other publications. The team also maintains the ProjectONE website which includes information about the project’s history, participating agencies, timelines, presentations and monthly updates. This provides a “one-stop shopping” opportunity for all project-related information.

Training

Training staff began creating plans and materials even as system requirements were being mapped. Participating agencies have already received preliminary information about the number of trainers they will need, estimated class sizes, course descriptions and equipment required for each classroom.

ProjectONE trainers are developing standard course materials and documentation to assist the participating agencies in developing individual training, logistics and implementation plans. ProjectONE will provide end-user training for DIR and CTTS.

Agency training leads will tailor the ProjectONE training plan to fit their agency needs, selecting trainers and managing the logistics and course roll-out for each agency. Agency training staff will assist with the development of the standard course materials and be responsible for any agency-specific customizations needed. They also are responsible for delivering training to the agency end-users.

In all cases, the project will use role-based rather than system-based training. This means that employees will learn what they need for their jobs rather than irrelevant system functions. Role-based training is a proven method to increase productivity and user acceptance, which increases the immediate effectiveness of the system.

Together, these strategies create a framework for user training that can be adapted to any state agency.

Reporting

For ProjectONE, reporting is a priority. If users can’t access the information that’s in the system quickly and easily, and count on the accuracy and consistency of the data, then the system is not providing value to the agency, Legislature or taxpayers.

The reporting team is working closely with participating agencies to determine their reporting needs and has developed a strategy that standardizes common reports across agencies and provides appropriate ad hoc reporting capabilities for agencies’ day-to-day operational needs.

This strategy will establish a single source for statewide reporting and include both summary and detail data. With improved access to detailed expenditure data, participating agencies will be better equipped to forecast expenditures, take advantage of volume discount purchases and produce the Agency Financial Report with minimal manual intervention. The strategy also includes a publicfacing reporting component that complements existing reports on Comptroller.Texas.Gov, thus adding to the state’s commitment to increase transparency in public spending.

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