BAM Overview

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• BAM Overview

Phase 1 Phase 2
Phase 3
Phase 1 Phase 2
Phase 3
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Agenda

• Lessons for Incremental Legacy Modernization
• What Is BAM?
• Phase 1 - Vision
• Phase 2 - Blueprint
• Phase 3 - Build and Implement

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What Is BAM ?

• Business Application Modernization (BAM)
• A multi-year incremental modernization project
  for the Department of State. The project includes
  modernizing all aspects of the departments
  business and supporting computer system which
  includes driver licensing, vehicle titling and
  registration.

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BAM Overview

• Phase 1 - Vision
• Develop Project Vision
• Define Objectives
• Phase 2 - Blueprint
• Business Process Reengineering (BPR)
• Business Requirements
• Technical Architecture Specification
• Change Management Plan
• Executive Summary
• Phase 3 - Build and Implement
• Design Build (Phases)

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PHASE 1 - Vision
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PHASE 1 - Objectives

• BAM Phase 1
• Mandatory Objectives
• Single Customer Focus
• Real-Time Data
• Access and Data Sharing
• Rapid Response
• Electronic Records
• Expanded Self-Service
• User Interface
• Call Center Coordination
• Reliable Computers

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Lessons for Legacy Modernization

• 1. There is inadequate planning or inadequate
  resolve to follow the plans. (8)
• Assigning the planning to a committee without
  clear leadership and empowerment
• The lack of focused technical management
  oversight and control

Were too busy to plan.
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Project Organizational Chart
Executive Steering Committee Brian DeBano,
Chief of Staff Duane Berger, Deputy, Department
Services Adm. Anne Corgan, Deputy, Legal
Regulatory Adm. Mike Wartella, Deputy, Customer
Services Adm. Ken Theis, Deputy, Agency Services
Rose Jarois Program Manager
Project Support
Larry Freimark Technical Project Manager
Vendor Project Manager
Tess Layman Sherry Willadson Technical Liaison
DOS Core Business Team
DIT Core Technical Team
Vendor Team
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BAM State Core Team

• Steering Committee
• Project Management
• Core Team Roles
• Representation
• Consistency
• Communication
• Customer Service Administration (CSA)
• Legal and Regulatory Services Administration
  (LRSA)
• Department Service Administration (DSA)
• Department of Information Technology (DIT)

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Lessons for Legacy Modernization

• 2. There is too little elicitation and validation
  of requirements. (5)
• Starting from unsatisfactory baseline
  requirements
• Failing to recognize a large requirements delta

Our needs are simple and straightforward.
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Lessons for Legacy Modernization

• 3. There is no notion of a separate and distinct
  reengineering process. (7)
• A generic paper-driven process is not the
  solution
• Metrics require a process to use them

We have our best people working on it.
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BAM PHASE 2 Blue Print

• BAM Phase 2
• Business Process Re-Engineering Requirements
  Gathering
• As-Is state for each MDOS Business Process
• To-Be state for each MDOS Business Process
• Use Case Scenario Diagrams to document each To-Be
  process
• Elaborations that define each Use Case Scenario
  To-Be process
• Sequence Diagrams define and assign system
  responsibilities to each To-Be process in a
  sequential manner
• Traceability Matrix
• Class Model

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Lessons for Legacy Modernization

• 4. The organization inadvertently adopts a flawed
  or incomplete reengineering strategy. (1)
• A flawed transition strategy
• A flawed environment integration strategy
• A flawed strategic process

We have a bulletproof strategy.
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The Legacy Puzzle
Which is best?
How long will it take?
?
How risky is it?
Will we succeed?
How much will it cost?
Will it meet the Requirements ?
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Redirect
Use a screen scraper to redirect the user
interface to a browser or other GUI.

• Pros
• Can be fast to both implement deploy
• Reasonable interim solution

• Cons
• Can be slow to implement
• Not free
• Doesnt solve the legacy problem

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Replace
Replace your existing system with a commercial
off the shelf package.

• Pros
• Mainstream
• Get you out of the software business

• Cons
• Very expensive
• Difficult to implement
• Might only meet 50-80 of needs

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Lessons for Legacy Modernization

• 5. Software architecture is not a primary
  reengineering consideration. (6)
• Combining subsystems into federations is not
  always the best solution
• Architecture is in the eye of the beholder

Anybody can specify an architecture.
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Reincarnate
Encapsulate and mine the business logic,
workflows and interfaces and transform into a
modern infrastructure.

• Cons
• Doesnt solve the legacy problem
• Minimizes flexibility in changing current
  business rule

• Pros
• Faster and cheaper than rewrite, replace
• Maximum ROI on prior investments

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Rewrite
Ground up rebuild of current applications in a
new architecture using new technologies.

• Cons
• Scope creep
• Expensive
• Time consuming
• Prone to failure

• Pros
• Get what you want
• Evolutionary
• Most comfortable

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BAM PHASE 2 Rewrite

• Incremental Legacy Modernization
• Support aggressive but predictable schedule
• Provide quality interim and final products
• Provide new incremental functionality
• Provide high performance
• Maintain complexity at a manageable level
• Minimize development and deployment costs
• Minimize Risk of failure

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BAM PHASE 2 Blue Print

• Divided Business Process into four distinct
  sub-Phases
• Phase 3A
• Driver Issuance
• Phase 3B -
• Vehicle Services
• Phase 3C
• Manage Finance and Inventory
• Phase 3D
• Manage Driver Activity and Business/Professional
  Licensing

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BAM PHASE 2 Blue Print

• Phase 3A (Driver Issuance)
• Driver License Issuance
• Personal Identification (PID) Issuance
• Disability Placard Issuance
• Real-Time Driver Updates
• Upfront Driver Edits
• Dual Work Environments (e.g., BAM and Legacy)
• Scanning of Appropriate Documents

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Lessons for Legacy Modernization

• 6. The organization does not have its legacy
  system under control. (4)
• Guesses substitute for historical data
• The legacy system had inadequate change processes
• Informality of all system management processes

We are on top of itwe know the system inside
and out.
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Phase 3A - Driver Issuance
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BAM PHASE 2 Blue Print

• Phase 3B (Vehicle Services)
• Vehicle and Recreational Vehicle Title
  Registration (TR) Issuance
• Real-Time Electronic Help-Desk and Exceptions
  Resolution
• Scanning of Appropriate Documents
• Electronic Retrieval of Scanned Driver and
  Vehicle Documents

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BAM PHASE 2 Blue Print

• Phase 3C (Manage Finance and Inventory)
• Purchase and Integration of a New Financial
  System
• Implementation of an Electronic Case Management
  System for Investigations
• Integration of the Consolidated Customer Contact
  Center with BAM
• Scanning of Appropriate Financial and
  Investigation Documents
• Electronic Retrieval of Scanned Financial and
  Investigation Documents

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BAM PHASE 2 Blue Print

• Phase 3D (Manage Driver Activity and
  Business/Professional Licensing)
• Integration of all Driver Activity performed by
  the Legacy Mainframe System
• Automation of Business and Professional Licensing

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Lessons for Legacy Modernization

• 7. Management lacks long-term commitment. (9)
• Managing to your expected lifetime in the
  position
• Keep disengaging from the work so it can chart
  its own course

Tomorrow is another day.
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BAM PHASES
18-24 mths
12-16 mths
12-16 mths
12-16 mths
C
D
A
B
Driver Issuance
Financials Inventory, Etc.
Driver Activity
Vehicle Voter
Document Communication Services
Sales Services
Sales Services
Mange Customer Information
DATA APPLICATION SECURITY
HARDWARE/SOFTWARE DESIGN DEPLOYMENT
ORGANIZATIONAL CHANGE MANAGEMENT
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Lessons for Legacy Modernization

• 8. Management predetermines technical decisions.
  (10)
• Firing the manager is not the solution
• Management edicts cannot fix price, schedule, and
  function
• Edicts to save money now may increase future
  maintenance costs

If theres one thing were good at, its giving
orders.
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BAM PHASE 2 Blue Print

• Detailed Functional Requirements for the BAM
  Phase 3A
• Infrastructure Requirements to-be Environment
• 64 Bit Servers
• Browser-based .Net
• SQL Server
• Tools (Configuration, Testing, Requirements)
• Class Model
• Customer-centric

Technology
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BAM PHASE 2 Blue Print

• Change Management (People)
• Draft Plan Examples (Phase 3)
• Training (MDIT and MDOS) - ITB
• Organizational Readiness - Internal
• Workforce Planning
• Communications

People
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Phase 3 - Build and Implement

• Activity 1 Project Management
• Activity 2 Technical Planning and Support
• Activity 3 Application Development
• Activity 4 Data Conversion
• Activity 5 - Testing and Software Implementation
• Activity 6 Implementation Support
• Activity 7 Ongoing Production Support
• Activity 8 Miscellaneous (change control)

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Activity 1 Project Management

• Task 1.1 -Perform project and contract management
  functions
• Start-Up ,Planning, Execution, Closedown
• Task 1.2 Participation in Organizational
  Readiness and Integration Activities
• Task 1.3 Manage project /contract management
  activities/staff

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Activity 2 Technical Planning and Support

• Task 2.1 Design and Define Application
  Infrastructure
• Task 2.2 Procure Hardware and Software
• Task 2.3 Install, Configure, Test, and Maintain
  
• Task 2.4 Manage Contractor Technical Activities
  / Staff
• Task 2.5 Develop Disaster Recovery and Business
  Continuity plans
• Task 2.6 Perform technical planning
• and support knowledge transfer
• Task 2.7 Perform COBIT review

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Lessons for Legacy Modernization

• 9. The organization makes inappropriate use of
  outside consultants and outside contractors. (2)
• Giving up control to consultants and contractors
• Getting the outside contractor that you are
  paying for
• Time and materials contracts often dont conserve
  time and materials

We rely on experts to help us get there.
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Activity 3 Application Development

• Task 3.1 Application Development Approach Plan
• Task 3.2 Perform Analysis, Refine and
  Requirements Definition
• Task 3.3 Design, Build, Unit Test System
  Including all Interfaces
• Task 3.4 Integration Testing
• Task 3.5 Develop Technical Documentation
• Task 3.6 Manage Application Development
  Activities / Staff
• Task 3.7 Perform Application Development
  Training / Knowledge Transfer

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Activity 4 Data Conversion

• Task 4.1 Plan for Data Conversions
• Task 4.2 Inventory of Legacy Data
• Task 4.3 Conversion Requirements Document
• Task 4.4 Detailed Data Mapping Document
• Task 4.5 Data Cleansing or Scrubbing
• Task 4.6 Data Extraction, Transformation,
  Loading
• Task 4.7 Conversion Testing and Cutover to
  Production
• Task 4.8 Manage Data Conversion Activities /
  Staff
• Task 4.9 Decommissioning of Legacy Systems

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Activity 5 - Testing and Software Implementation

• Task 5.1 Develop test plans
• Task 5.2 Perform quality assurance and
  performance testing
• Task 5.3 Conduct user acceptance testing (UAT)
• Task 5.4 Perform Software Implementation
• Task 5.5 Manage Testing and Software
  Implementation Activities/Staff

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Lessons for Legacy Modernization

• 10. The work force is tied to old technologies
  with inadequate training programs. (3)
• Middle managers see the trees, but not the forest
• A culture dependent on maintaining the status quo

Were known for our on-the-job training.
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Activity 6 Implementation Support

• Task 6.1 Prepare and perform Technical Training
• Task 6.2 Develop Online User Aids
• Task 6.3 Prepare and perform Business Training
• Task 6.4 Perform Implementation Support
• Task 6.5 Provide Client Service Center Services
• Task 6.6 Transition CSC Services to State
• Task 6.7 Conduct Statewide User Acceptance Test
• Task 6.8 Manage Implementation

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Activity 7 Ongoing Production Support

• Task 7.1 Maintain and Support Application
• Task 7.2 Manage Ongoing Production Support
  Activities/Staff
• Task 7.3 Perform Ongoing Production Support
  Knowledge Transfer

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Activity 8 Miscellaneous

• Task 8.1 Provide System/Service Enhancements
• Task 8.2 Transition Support/Application to State

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BAM Overview
Questions and Answers Larry Freimark 517.241.4066
freimarkl_at_mi.gov