Corporate Administrative
Strategy
GTEC
October 15, 2007
Chief Information Officer Branch, TBS
RDIMS# 593160
Today’s Challenges
To deliver better business value across Government and
support Public Service Modernization…
Strengthen the internal operations of government.
1.
•
Deliver a common approach to key internal administrative and
information technology services to departments and agencies.
Improve service quality and effectiveness.
2.
•
Simplify business processes, re-using information & services to
better manage moneys and operations.
Deliver shared corporate administrative & information
technology services.
3.
•
Simplify and standardize processes for these systems.
Reinforce the capacity of the Public Service.
4.
•
Through the provision of common services and processes that
are built for government-wide usage and to readily support
change.
2
Scope of Internal Administrative Services
Initiatives
Standardized Systems
6
STANDARDIZED
PROCESSES
STANDARDIZED
DATA
SAP & PeopleSoft Upgrade
1
3
2
Financial
Financial
Data & Process Bridge
4
HR
HR
Corporate Admin
Shared Services
Material
PWGSC
SAP
PSC
eRecruit
Clusters
RCMP
HR
HR Portals
5
Pension
PAY
Material
GOCM
EMIS
… initial set of internal services initiatives (administrative)
STSI
ITSSO
3
Corporate Admin Strategy
Responsible to perform
OCG / CPSA / GOS / CIOB
CIOB
CIOB with CASS
CASS
Multiple orgs
Managing the process
The CASS Project
OCG, CPSA
Standardized Data and
Process Projects
The Bridge ‘Initiative’
(selected data & processes)
Other Clusters,
Other Functionality
Cluster
Governance
SAP – Psft
Next Gen
Procurement
The Bridge
‘Initiative’
1
2
3
4
5
6
Standardize
Data
Standardize
Processes
Manage
Evolution of
Current Systems
Establish Data
& Process
Bridge
Establish
CAS-SSO
Standardize
Systems &
Clusters 4
Standardize Systems
The Current Environment
Finance and Material
Solutions
Human Resource Solutions
6+ cluster solutions
7+ cluster solutions
IFMS Solution
GC HRMS Solution
(SAP-based solution)
(PSFT-based solution)
Used by 33 Departments /
Agencies to process 80% of all
the Crown’s financial and
material business transactions.
Used by 34 Departments /
Agencies to process a significant
amount of all the Crown’s human
resource business transactions.
5
Standardize Systems
The Direction: Utilize Multiple ERPs plus a Bridge
• Consolidate, as appropriate, on an SAP-based solution for Finance and
Materiel business processes and an Oracle/PeopleSoft-based solution
for Human Resource business processes.
• Provide a process and data integration capability across the two ERPs
(i.e., a Bridge).
• Procure selected software and technologies that will allow existing
investments to be leveraged.
• Upgrade the two ERPs when necessary, and when feasible.
6
Corporate Admin Strategy
Overall Bridging Needs….
Core
Materiel
Applications
Payroll
?
7 major end to end
Human Resource Processes
?
Dept ERP
Integration
Processes
Core
Human
Resource
Applications
22
?
Core
Financial
Applications
(and SMS)
- 100s of sub-processes.
22 of these sub-processes address integration between
the HR, Finance, Materiel & Payroll domains.
Note: Based upon the CPSA End-to-End HR Process definitions.
7
The Bridge Project
The potential Phase 1
Solution….
Delivering reusable
services to perform:
Core
Materiel
Applications
Payroll
5 of 22
HR Integration
Processes
Core
Human
Resource
Applications
4.
Workstation & asset request process.
Special requirement request process.
Recovered assets (permanent separation) process.
Recovered assets (temporary separation) process.
5.
Measurement & monitoring plan process.
1.
2.
3.
Note: Based upon the CPSA End-to-End HR Process definitions.
Core
Financial
Applications
(and SMS)
8
Phase 1 Bridge Solution (Potential )
1. Ability to associate assets to an
accountable individual
PSFT Solution
SAP Solution
(PSFT HRMS V8.9)
(SAP R/3 V4.7)
Person
Asset
Standards,
Guidelines,
Directives
Processes
(5 of 22 HR integration processes)
(10 additional integration processes)
Time
SOA Bridge Services
2. Ability to accurately report payroll
costs against projects (special events,
work assignments, etc.) & cost
centers.
Data
Project
Technology
Cost
Architecture
9
The Bridge Project – Reusability &
Alignment
With Phase 1…
Alignment
Sharing
Commonality
Policies, Standards & Guidelines –
processes & master data.
5 of 22 HR processes
Policies, Standards & Guidelines –
technology / architecture.
50% of integration
technologies
GC Procurement Vehicles –
SOA Consulting & Technologies.
Consulting
Combined GC and Departmental
Governance model.
Enabling
Horizontal governance
Reusable Services.
5 of 22 HR processes
Departmental business
transformation.

10
The Bridge project - Evolving to a
mature & aligned enterprise
Alignment
Sharing
5 of 22 HR processes
5+ of 22 HR processes
50% of integration
technologies
80% of integration
technologies
Consulting
Phase 2
Horizontal governance
Horizontal governance
5 of 22 HR processes
5+ of 22 HR processes
Commonality
Policies, Standards & Guidelines –
processes & master data.
Policies, Standards & Guidelines –
technology / architecture.
GC Procurement Vehicles –
SOA Consulting & Technologies.
Combined GC and Departmental
Governance model.
Enabling
Reusable Services.
Departmental business
transformation.

Phase 1
Phase 2
11
Federated Enterprise Bridge Strategy
Many Bridges are established across the Government of Canada to suit department, GC
wide and Federal – Provincial integration needs but all following the same standards.
Inter & Extra Government Integration
Departmental and Inter-Departmental Program Integration
Foreign
Affairs
Fisheries
Corporate Administrative Integration
Other Departmental
Program Operation
Systems (e.g., Real
Property, Gs&Cs, etc)
GOC Marketplace
Pension
Travel
Defence
Heritage
SPS
Business Intelligence
Core
Materiel
Applications
Payroll
Recruitment
Revenue
Learning
Other HR
Functionality
Dept ERP
Integration
Core
Human
Resource
Applications
Core
Financial
Applications
(and SMS)
Employee & Manager
Portal / Self-service
CFMRS/BOSR
Others
Other Finance /
Materiel
Functionality
12
13