File #: 2005-0171    Version: 1
Type: Motion Status: Lapsed
File created: 4/11/2005 In control: Budget and Fiscal Management Committee
On agenda: Final action: 2/6/2006
Enactment date: Enactment #:
Title: A MOTION approving the revised executive recommendation and business case for Accountable Business Transformation, the roadblock document, the human resources implementation plan and the governance program charter.
Sponsors: Larry Gossett
Indexes: Executive, Finance
Attachments: 1. 2005-0171 Attachment 3 to 5-4-05 & 8-17-05 Staff Reports, 2. 2005-0171 Attachment 4 to 5-4-05 Staff Report, 3. 2005-0171 Attachment 5 to 5-4-05 Staff Report, 4. 2005-0171 Attachments 3-5 for 8-24-05 Staff Report.pdf, 5. 2005-0171 Staff Report 08-24-05.doc, 6. 2005-0171 Staff Report 5-4-05, 7. 2005-0171 Staff Report 8-17-05, 8. 2005-0171 Transmttal Letter.doc, 9. A. Accountable Business Transformation - Executive Recommendation and Business Case - April 7, 2005
Staff: Randall, David
Drafter
Clerk 04/07/2005
title
A MOTION approving the revised executive recommendation and business case for Accountable Business Transformation, the roadblock document, the human resources implementation plan and the governance program charter.
body
WHEREAS, King County and Metro were established as separate governments and operated separate computer systems to support their financial, payroll and human resources business processes, and
WHEREAS, King County and Metro merged into a single government in 1994, and
WHEREAS, in 1997 the Financial Systems Replacement Project ("FSRP") was initiated to consolidate the two core financial systems into a single countywide core financial systems and to consolidate the two core payroll systems into a single core human resources/payroll system, and
WHEREAS, the FSRP project to consolidate the two financial and two payroll systems was suspended in May 2000, and
WHEREAS, in July 2001, Dye Management Group, Inc., completed a critical assessment of the suspended project, a high level business case for re-starting the project, and an implementation plan to recommend project direction for a possible restart, and
WHEREAS, the July 2001, Dye report recommended that the county pursue a sequentially phased program implementation strategy that allows the county to focus its attention and resources on a single project at a time, with each project building upon the accomplishments of the previous program as the program progresses, and
WHEREAS, the July 2001 Dye report further recommended that the county address the organizational and technical barriers to program continuance and success including revalidating and confirming sponsorship of the program vision and its alignment with the county's short- and long-term goals, confirming sponsorship of the program vision among key stakeholders, and establishing a strong governance structure, and
WHEREAS, the county has acquired valuable experience and lessons learned from ...

Click here for full text