Core Systems Framework
1. Assess Current System

Enterprise-Wide Opportunity Assessment

Download the Enterprise Opportunity Assessment in Word Format

Predecessor to this tool?
Requirements Profile. (Option: this can be a standalone by itself)

Intended audience:
Agencies (for potential use and discussions with MOSTD Consultant and other organizations such as CAB, EMG, ADAMS, etc.)

Who fills this out?
Agency I.T Manager (with opportunity to involve MOSTD)

Purpose of this tool
An agency should seek to determine, as part of its ongoing system assessment, the degree of commonality between its system(s) and those of other agencies. The purpose of this exercise is to determine if a multi-agency or enterprise-wide approach to system enhancement or replacement would benefit other agencies that have similar business processes and data requirements.

The following categories represent some known "enterprise-wide opportunities." It is not complete yet is fairly conclusive for the financial and administrative systems of any agency. There may or can be others stemming from other communities of interest (i.e., revenue). Listed here are common business functions and data of any agency. They are either standardized or prescribed by OFM or other governances.

Instructions: Help portray the nature of your Core System issue or initiative by checking the applicable box(es) below. By doing so, it will help in identifying other agencies or systems which may be able to add value to your agency's efforts from what already exists.

Financial Management		Budget Management
General Ledger		Budget Development System
Accounts Payable		Capital Budget System
Accounts Receivable		Performance Measures Tracking
Project/Grant Accounting		Version Reporting System
Fixed Asset Management		Salary Projection System
Cost Accounting
Labor Distribution
Human Resources / Payroll		Enterprise Reporting
Payroll		Personnel Data Warehouse
Personnel		Financial Data Warehouse
Positions		Procurement Data Warehouse
Benefits		DSHS FRIP / Common Tools
Applicants
Training
Procurement Management		Other: _________________
Purchasing		_________________
Supplies Inventory		_________________
Contracts Management System			_________________

Agency management should consider the following when assessing their current systems:	Unknown or Unable to Conclude	None	Some	Quite a Bit	An Extreme Amount
Is there a logical grouping of agencies that are stakeholders of (i.e., affected by) this system?
Is it a statewide application such as HR/Payroll or Accounting?
Is there a similar line-of-business such as with UBI, licensing, or HIPAA agencies?
Do other agencies perform similar business functions?
Do other agencies make use of the same data but in a different way?
Could other agencies benefit by participation in this effort?
Is there redundant data among agencies?
Is one agency using another agency's data?
Is the same data different because it is maintained differently by agencies?
Is the cost of data maintenance being driven up because the same data are maintained in multiple places?
Are there any speculated investment savings the might exist across agencies?
Are other agencies developing and maintaining duplicate systems that compensate for a lack of functionality in the existing Core System? (What is the impact of this duplicative effort?)
Is there something that's been developed in the industry (e.g., modular application development), or in other states (e.g., similar programs or applications) that could be exploited for enterprise-wide advantages in Washington State?
From what you may have discovered from the above- Does another system / common system exist that might meet your needs? If so, why not work with the system owner to see if it might work for you? If not, does an opportunity exist to create a common system for use among other agencies?

• Not all agencies' priorities will be identical. For those agencies that may not be prepared to participate in any system enhancements, are there legislative or other requirements that would incent them to participate sooner rather than later?

   

   

• How will agency participation (mandatory and/or optional) be determined?

   

   

• Is there an existing structure that could serve as a cross-agency / multi-agency (multi-purpose) executive steering committee responsible for [Subject Are

Potential Structure?	Executive Management Group? (EMG)	Assistant Directors for Administrative and Management Services (ADAMS)?	CAB?	MOSTD?	DOP?	OFM?	OST?	Other? (E.g., GA)
Subject Areas
Identification of common requirements (data and/or business processes)
Approvals?
Decisions?
Personnel?
Budget?
Project Management?

Next Steps?

• Please include a completed "Enterprise Opportunity Assessment" with all other tools from the Core System Process.
• The next step of this process involves an Agency "Decision Point" which determines whether the problem or opportunity justifies developing a business case. If so, the next available tool is the "Impact Analyses" tool.