Requisition Supervisors Leadership Alignment Meetings

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Requisition SupervisorsLeadership Alignment
Meetings

Commerce Business Environment Convergence for
Implementation The beginning of an
evolution Linking Procurement, Program and Finance
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Terms and acronyms

• System definitions
• ORSI Acronym for Obligation and Requisition
  Standard Interface which connects systems
  delivering a procurement and financial processing
  electronic support environment.
• TIBCO The formal name for the ORSI middle ware
  (software)
• CFS Acronym for Commerce Financial System
• C.Request The web-based requisitioning system
• CSTARS Acronym for Commerce Standard
  Acquisition and Report Systems, the current
  client-server acquisition production system
• CSPS Acronym for Commerce Small Purchase
  System, part of CFS, and currently used by Census

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Terms and acronyms (cont.)

• Process and role definitions
• Go-live The ORSI cutover date when all systems
  will be connected operationally.
• Deployment ORSI preparation activities and
  launch which include the Go-live date.
• CD435 the printed Commerce form titled
  Procurement Request that is eliminated with
  ORSI deployment
• Requisitioner A person who historically prepared
  CD435s
• Reviewer/Approver A person who historically
  checked and okayed prepared CD435s.
• Business Broker The Procurement representative
  who works with Program Managers and Acquisition
  Teams.
• Cross-servicing The use of another bureaus
  Procurement Office and acquisition processing
  systems and services.

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Agenda
ORSI technology with common business processes
and standardized data take the acquisition
business to the next level.

• The big picture
• Requisitioner direct benefits
• The new electronic process
• Differences between today and tomorrow
• Requisitioner roles responsibilities
• 07 processing before Go-live
• Working with Procurement
• Get ready for Go-live
• How you can help your Requisitioners make the
  transition
• How to sign your people up for training

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Requisitioner benefits

• Increases speed of requisition processing and
  reduces paper processing
• Reduces paper processing no more paper CD435s
• Electronic selection and instantaneous routing
• Supporting documents assembled and attached
  electronically
• Electronic approvals for certifying and approving
  officials
• Electronic requisition submit to Procurement
  Office
• Eliminates rework and increases requisition
  accuracy
• Reduces double keying of requisition and
  obligation document data
• Increases financial accuracy and cleaner data
• Increases early involvement by Procurement to
  support planning
• Eliminates invalid ACCS codes
• Improves FAR and CAR compliance through common
  business processes
• Increases ability to manage requisition process
• Near real-time status action tracking from desk
  top
• Automated and consistent feedback and updates
  from Procurement Office
• Increases accuracy and completeness of financial
  (CBS) and acquisition (CBE) data warehouse
  reports

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The electronic requisition process
3. Electronically routes requisition for internal
approvals and funding

• Requisitioner enters requisition data into
  C.Request

Budget Liaison
2. Attaches notes and supporting documents to
create a requisition package and selects
review/approval routing
Program Management
Budget/Finance
4. The requisition proceeds electronically, as
needed, for external approvals
Legal
CIO
5. Requisitioner uses C.Request COMMIT. CFS
confirms valid ACCS, and establishes requisition
record. Requisition data is locked.
6. Requisitioner uses C.Request SUBMIT to
transfer the requisition package electronically
to the Procurement Office
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What is the difference between processing
requisitions today vs. after ORSI Go-live?
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Requisitioner roles and responsibilities

• Requisitioners must use C.Request on all FY07
  requisitions
• Customers, NOT Procurement, must complete all
  requisitions
• Paper CD435s will not be accepted by the
  Procurement office
• Supporting documents should be attached and
  submitted electronically with the requisition
• Orders against existing contracts can be
  processed as well
• Requisitioners will speak this standard language
• A C. Request customer requisition becomes a
  CSTARS purchase request.
• A requisition package is the C.Request
  requisition plus all supporting documents
  assembled electronically.
• The ACCS is the Accounting Classifications Code
  Structure, the financial codes found on the old
  CD435.
• To confirm that the ACCS codes are valid within
  CFS, Requisitioners Commit in C.Request.
• To send the requisition package to the
  Procurement Office after it is approved (and the
  ACCS is validated), Requisitioners will Submit
  in C.Request. Note Budget offices will
  continue to verify that ACCS codes are accurate
  for the purchasing organization.

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Requisitioner roles and responsibilities
(continued)

• Requisitioners must use electronic routing for
  reviews and approvals
• Send out the requisition package electronically
• Routing can be linear, simultaneous or a
  combination
• Requisitioners will select Reviewers/approvers
  from automated lists
• User profiles contain contact information
• Back-ups can be assigned to cover for vacations
  and other absences
• Names can be selected individually or in
  predefined groups
• Requisitioners will track Reviewer/approver
  status automatically
• No more paper lost on someones desk for days
• No more I didnt get a copy
• Requisitioners will track an acquisition through
  its life cycle automatically
• Messages on receipt and acceptability of
  requisition by Procurement Office
• Automatic status updates from CSTARS to C.Request
  on key milestones
• Requisitioners must attend training
• Learn both process and system
• Before they are allowed to use C.Request.

It is a challenge to change old habits,
especially reliance on paper processing!
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Requisition Approver roles and responsibilities

• Reviewers/approvers must use C.Request
• Receive the requisition package electronically
• C.Request reviewer/approver inboxes contain the
  work to be done
• Messages to go look in the C.Request in-box
  arrive via bureau email account
• Reviewers/approvers selection lists are
  maintained in C.Request
• User profiles contain contact information
• Back-ups can be assigned to cover for vacations
  and other absences
• Reviewers/approvers are selected by
  Requisitioners
• Routing can be linear, simultaneous or a
  combination
• Names can be selected individually or in
  predefined groups
• Reviewer/approver completion status is tracked
  automatically
• No more paper lost on someones desk for days
• No more I didnt get a copy
• Reviewers/approvers must attend C.Request
  training
• Before they are allowed to use C.Request
  review/approval function.

It is a challenge to change old habits,
especially reliance on paper processing!
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For 07 requisitions that must be processed
before ORSI Go-live

• Create requisitions using your current process.
• These legacy documents will not be linked
  electronically to CSTARS because they were not
  created in C.Request.
• This means that
• No automatic status updates through C.Request
• Your Procurement Office must re-key requisition
  data into CSTARS for purchase request,
  solicitation and award processing.

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Introducing the Business Broker role

• Your Business Broker is the Procurement
  representative who works with Program Managers
  and Acquisition Teams.
• For example, he/she helps plan complex
  acquisitions before the development of the
  requisitions.
• Key features
• A full member of the Acquisition Team
• No more Berlin wall between the organizations
• Creates a win-win situation for everyone!

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Business Broker role why now?

• ORSI technology enables
• Easier, more consistent communications, and
  information access and sharing
• Frees Procurement staff from clerical work
• Requisitioners have found this role delivers
  promised benefits, especially on large complex
  acquisitions
• New common planning process provides a guide to
  this partnership relationship and work.
• Increased need to consolidate small acquisitions
  through joint analysis and planning to increase
  purchasing power

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Working with the Procurement Office will be easier

• Requisitioners can expect
• Less requisition rework after submission to
  Procurement.
• More accurate and complete information from
  Program managers when you start to develop
  requisitions.
• Increased productive capacity and increased job
  satisfaction.

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What will your Procurement representative expect
from Requisitioners?

• Before submission to Procurement,
• All approvals must be completed electronically
• The ACCS codes must be validated electronically
• Supporting documents and notes are attached
  electronically.
• NO paper CD435s.
• More effort to work with Program Managers to
  consolidate small acquisitions for strategic
  sourcing
• Self-tracking through status checking using
  C.Request capabilities.

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What can Requisitioners expect from their
Procurement representatives

• A better understanding of your bureaus
  purchasing needs
• Procurement representatives and Requisitioners
  are members of the Acquisition Team from the
  beginning
• Advice on contracting vehicle alternatives
• Increase options before developing the
  requisition
• Coaching in writing requirements that
• Result in performance-based services requirements
• Help with complex acquisition needs
• Creating acquisition milestone plans that are
  realistic and achievable
• Conducting early market research to increase or
  target your solution options
• Help in consolidating many small acquisitions
  into larger contracts
• Take advantage of strategic sourcing
  opportunities
• Save money and deliver a better value
• Mitigate frustrations with solid communications
  and responsive actions
• You and your Procurement representative are on
  the same page before she/he receives the
  requisition

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Get ready for ORSI Go-live!

• Identify potential trainers and super users
• Identify Requisitioners good at helping others.
• Schedule them for train-the-trainer course
• Get end user training completed
• Get Reviewers/approvers AND Requisitioners
  trained
• Work with your C.Request system administrator and
  Program Managers to
• Load Requisitioner user profiles with complete
  information
• Establish a process for maintaining to those
  profiles
• Develop default Reviewer/approver group lists for
  your area of responsibility
• Start communicating with your Requisitioners
• Use the Requisitioner Communications Package
• Reward those who jump on board, perform well,
  reinforce processes, and help others

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ORSI information contacts and resources

• Please contact your bureau ORSI implementation
  coordinator for training schedules and
  communications support
• Census Peter Sefton (douglas.p.sefton_at_census.gov
  )
• NOAA John Abbott (john.j.abbott_at_noaa.gov)
• OS - Crystal Davis (cdavis2_at_doc.gov)
• NIST Pat Grimes (patricia.grimes_at_nist.gov)or
  Debbie Turner (deborah.turner_at_nist.gov)
• ORSI Communications Support Team or ORSI
  Communications Support.
• Tom Cochran (tcochran_at_doc.gov)
• Jerry Rorstrom Lee (jrorstrom_at_doc.gov)
• Dorine Andrews (dandrews_at_rwd.com)
• Web site http//oamweb.osec.doc.gov, click-on
  ORSI Information (available October 1, 2006).

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How can you help Requisitioners make the
transition?
Immediate acceptors love any kind of
innovation. These people are willing to put up
with problems and inconvenience. Early adopters
will change as soon as they see personal
advantage to advance their position (become a
star) and make work easier, even if it takes
some learning. However, they cant deal with
bugs and other start-up problems. Late
adopters will change when they see it takes
less effort to change than to resist. These are
the people who create work arounds until its
obvious that it is easier to change. Skeptics
will change when everyone else has changed and
they can no longer afford to be left out. It will
affect their performance reviews, plain and
simple. Hard core resistors will change only
when the consequences of not changing are very
much more significant than changing (e.g., job
loss). Some may even choose not to change.
LEGEND
Propensity to Accept
Neutral or Mixed
Propensity to Reject
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How will people react?
Stage 4 Acceptance and Commitment
Stage 1 Denial
They come to accept the change. Yes, the new way
works well, now that Ive got some
experience. People become excited about the
possibilities and the future. They begin working
together to accomplish the change vision.
This wont last. It wont work. People feel
comfortable, safe, and in control doing things
the old way. They are working hard-but often on
the wrong things.
Stage 2 Resistance
Stage 3 Bargaining
After a while, some want to bargain some of the
change away. Ill do the data entry, but we
dont really have to route stuff electronically,
do we? People want to make the change work-on
their terms, but dont have clear answers.
This is too complicated to learn. People feel
frustrated, angry, or fearful about the change.
They feel they have lost control of their work.
Performance deteriorates.
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How can you help people?
Stage 4 Reinforce Acceptance and Commitment

• Acknowledge successful past
• Describe the pain and consequences of not
  changing
• Sell the problem, not the solution
• Link need for change to the future
• Fully inform, repeatedly, to make change
  inevitable

Stage 1 Get Past Denial

• Acknowledge hard work
• Reward new behavior
• Reaffirm vision and how people have built on that
  vision
• Acknowledge what is left behind
• Develop long term goals, plans measures
• Provide on-going information sessions, Q A
  mechanisms
• Integrate technology processes into daily lives

Stage 3 Support Exploration, not bargaining
Stage 2 Overcome Resistance

• Get people engaged in ways to solve problems
  through the solution
• Keep sharing information about what you know and
  dont know
• Encourage debate, dissent
• Dont deny peoples feelings
• Give people control where you can (e.g., training
  dates)
• Create forums for discussion

• Give people freedom direction to explore
• Give permission to find ways to use the solution,
  test out options, and build action plans
• Encourage risk taking, team work and
  collaboration
• Make room for others ideas
• Set short term goals and measure achievement
• Share information about what you know and dont
  know
• Publicize success stories

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Thank you!
Lets work together to create an environment
where change is welcomed, not resisted!