Making Technology Fit A Modern Solution for the International - - PowerPoint PPT Presentation

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Making Technology Fit A Modern Solution for the International - - PowerPoint PPT Presentation

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2014 AAMVA Region I Conference Making Technology Fit A Modern Solution for the International Registration Plan and Oversize/Overweight Permit Programs Presenters: Allan Smith, Brian Swan, Maureen T etzlaff, Roman Corpuz and Joe McCormick

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Making Technology Fit

A Modern Solution for the International Registration Plan and Oversize/Overweight Permit Programs

Presenters: Allan Smith, Brian Swan, Maureen T etzlaff, Roman Corpuz and Joe McCormick

2014 AAMVA Region I Conference

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Why Modernize?

Ontario has an aging IT Legacy system which maintains data for

Ontario’s 9.3 million drivers 11.6 million vehicles 55,000 carriers in the truck and the bus industry

Our goal is to modernize and re-engineer key business priority areas to

Deliver business improvements Automate services where possible Provide online services for Ontarians

We have begun to modernize our business, products and services for Carriers and we will continue to modernize for

  • ur Driver and Vehicle clients in the future

Road User Safety Modernization Project

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Confidential - For Discussion Purposes Only Page 3

Strategy I nnovation Transform ation Old Legacy Environment

Modernized Oracle/Siebel Environment

Driver Silo Vehicle Silo Carrier Silo Driver Carrier Vehicle

1C/1R

Single client

Legacy Solution

  • Inflexible
  • Expensive
  • Reactive/slow
  • Little/no innovation
  • High Risk Systems

Modernized Solution

  • Flexible
  • Business Focused
  • Proactive & Responsive
  • Innovation Driven
  • Value Creator/Enabler

RUS Modernization Branch ‐ Vision

Transforming and modernizing the way we do business and introducing new technologies and industry advancements to allow Ontarians easier access to government services and foster economic growth.

Horizontal I ntegration

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SLIDE 4

Drivers Vehicles Carriers

Citizens

Single Client (1C/1R)

GOVERNMENT

  • Greater flexibility ‐ for

future projects

  • Improved stakeholder

engagement

  • Deliver client centric

services

  • Cost Effective

CITIZENS

  • Single Client Account
  • Integrated services
  • Web Enabled Self Service
  • Accessible Services

(AODA compliant) IT

  • Modern and sustainable
  • Lower project and
  • perational cost
  • More effective

reporting and data management

  • Readily support

business change

  • Enabling technology

BUSINESS

  • Reduce risks and

increase efficiency

  • Integrated functional
  • perations
  • Streamlined business

processes

  • Less manual input –

less errors

  • Agile fraud

management

RUSMP Plan – An Integrated Information Technology Solution

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SLIDE 5

2014 AAMVA Region I Conference

Project Perspective

Allan Smith & Roman Corpuz July 2014

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SLIDE 6

Procurement

  • RFI issued to IRP and OO niche vendors
  • Extensive research/scans completed
  • Dedicated project team struck

– Single RFP for both – Extensive requirements included in RFP

  • Deliverables based contract awarded to Celtic Cross

Holdings Inc. in partnership with IBM Canada – Single COTS solution with enterprise components

Project Perspective

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Partnership

  • MTO and Celtic dedicated to be successful!
  • Close working relationships established

– Well defined governance – Project management oversight – Open communication across all levels of the project

  • Many long hours, working shoulder to shoulder to resolve

issues and to deliver a high quality solution

Project Perspective

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Change Governance

  • Project baseline formed at onset through contract

– Scope – Schedule – Cost

  • Change governance provides:

– Formal structure to facilitate leadership review – Executive level approval for all changes to baseline required

Project Perspective

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SLIDE 9

Project Perspective

Deliverable Management

  • Deliverables based contract
  • Focused accountability
  • Multiple draft iterations (5% , 25% , 50% , 100% )

for each deliverable – in project plan

  • Build content and quality in each iteration –

match Deliverable Acceptance Criteria (DAC)

  • Goal – Acceptance of deliverable as a ‘non-event’
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SLIDE 10

Project Perspective

Deliverable Acceptance Criteria (DAC)

  • Align expectations and provide quality measures
  • Finalize DACs during the Planning Phase:

– Elaborating initial DACs – T race elaboration directly – Freeze the finalized DACs and baseline – Finalization of DACs

Develop Initial, High Level DAC Complete Agreement Elaborate DAC Details Review/ Feedback Finalize DAC Details Baseline DAC

HL DAC Final DAC

End

Start

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Sandbox

  • “Sandbox” environment provided to MTO

– Access to iterations of COTS in sandbox to provide feedback to Celtic – Effective in familiarizing users with final product look and feel

  • Fixes could be deployed here and tested
  • Provided early visibility to executive team

Project Perspective

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Testing

  • MTO and Celtic conducted extensive testing
  • Integration with Legacy Systems
  • UAT included end users
  • Frequent communication between testing teams
  • Detailed testing plan measured every day
  • Highly skilled testers integrated with project team

Project Perspective

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2014 AAMVA Region I Conference

Business Perspective

Maureen Tetzlaff & Brian Swan July 2014

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Data, Integration and Production Problems

  • The ‘long pole in the tent’
  • Data conversion is ‘critical’ to success
  • Data issues had a significant impact on customer service
  • Integration with ‘legacy’ mainframe had its challenges
  • Extensive cooperation between business, I&IT and vendor

Business Perspective

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SLIDE 15

Staff Time Commitment

  • IRP Program manager and support office not part of project

team

  • Continued to support day to day operations
  • Hired business project lead
  • Required extensive time commitment
  • Support office now experts in new system

Business Perspective

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Roll Out To Operations

  • Provided ‘just in time’ hands-on training
  • Roll-out delayed by 6 weeks
  • Went live with large number of manual ‘work-arounds’

– Business should always have courage to say ‘no’

  • Issues caused lack of acceptance of new system by some

staff

  • Many customer service complaints

Business Perspective

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Support Model

  • IRP Program Office provided policy and procedural support
  • ‘Web ex’ support
  • Daily/weekly teleconferences with all offices
  • All issues triaged - critical items given urgent priority
  • Direct interaction among all partners
  • Important to keep key stakeholders informed
  • Identify real vs perceived issues

Business Perspective

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O/O Centralization

  • Many competing business priorities
  • Centralizing service delivery to one location – positioned to

leverage new solution

  • Timing of changes – benefits & risks
  • Execution of organizational changes during transition to new

solution

Business Perspective

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Resource Allocation

  • Importance of staff involvement
  • Subject Matter Experts

– Selection – Strengths – Limitations

  • Vision for the future & business renewal/re-engineering

Business Perspective

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Staff Time Commitment

  • The ‘day job’ and other demands
  • T

eam strength

  • Project phases:

– Requirements – Design – T esting – T raining – End user support

Business Perspective

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End User Testing

  • Beyond the regular testing cycle
  • Limited overdimensional permit knowledge base with

existing user acceptance testers

  • Iterative testing in sandbox environment during

development

  • T

esting to support production releases

Business Perspective

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Training

  • T

rain-the-T rainer – training for end users by end users

  • SME involvement in development of training materials in

collaboration with vendor and project team

  • Just-in-time delivery
  • User guide & other supports
  • Innovations going forward

Business Perspective

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SLIDE 23

2014 AAMVA Region I Conference

Vendor Perspective

Joe McCormick July 2014

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SLIDE 24

Partnership

  • T

eamwork

– Upper Management commitment to P artnering – Understanding differences in rules and laws – Discuss and Compromise

  • Large Organization Structures

– Multiple teams within a Department/Ministry – Escalation Process – Agendas for meetings

Vendor Perspective

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SLIDE 25

Canada/ USA/ Off Shore Model

  • Time Zones - North America East (customer), West (Vendor

HQ), half way around the world (Vendor Branch Office)

– Communication Plan (points of contact) – Work continues 24/7 as required to keep the project on track – Issues raised today will be resolved today – Have developers and QA on-site to go live

Vendor Perspective

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Barriers

  • COTS vs Build from Scratch

– Understand the differences

  • Customization
  • T

esting

  • T

raining (Sandbox)

  • Vendor is PART(nership) of the organization

Vendor Perspective

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Top 5 Lessons

– Data is the long pole in the tent – give it the attention it deserves – Minimize “work-arounds” going into production – Engage end users early and often to test and provide feedback – Resources must be committed – provide them the time to be involved! – Build a partnership with your vendor!

2014 AAMVA Region I Conference

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2014 AAMVA Region I Conference

  • Mr. Joe McCormick

CEO, Celtic Cross Holdings Inc. (480) 682-3791 jmccormick@celtic.bz

  • Ms. Maureen Tetzlaff

Manager, Vehicle Programs Office, Road User Safety Division, Ontario Ministry of Transportation (416) 235-4776 maureen.tetzlaff@ontario.ca

  • Mr. Brian Swan

Manager, Carrier Safety and Enforcement Branch, Road User Safety Division, Ontario Ministry of Transportation (905) 704-3946 brian.swan@ontario.ca

  • Mr. Allan Smith

Manager, Road User Safety Modernization, Ontario Ministry of Transportation (416) 235-3817 allan.smith@ontario.ca

  • Mr. Roman Corpuz

Manager, Systems Solutions, Road User Safety Division, Ontario Ministry of Transportation (416) 235-4870 roman.corpuz@ontario.ca