NASCOE MIDAS Overview
August 5 – 6, 2010
A Business transaction
Today’s World
Interfaces
Entry system
Eligibility
Interfaces
Funds Management
Financials
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Integrated System Scenario with
MIDAS
A Benefits Application
Rules engine
Eligibility
Grantor
Funds
Management
Financials
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Overview
Three Business Process Teams created to support the
MIDAS program
Marketing Assistance Loans
Initial scope – Loan Origination
Common Processes
Scope – Customer Data, Eligibility, Entity, Fiduciary
Common Land
Scope – Farm Records, Acreage Reporting, GIS
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Overview
Primary Tasks
Analyze current business processes and policies
Identify and implement process improvements
(example: reduced cycle time, reduced defects,
reduce # of forms, etc…)
Review/validate business requirements, and business
rules
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MIDAS Teams
MIDAS Detail Teams
2 year detail from State and County Offices
Subject Matter Experts (SME)
Over 258 years of FSA Experience
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Overview
Primary Tasks
Support requirements gathering activities
Support Organizational Change Management
(serve as change agents)
Proof of Concept (POC)
Initial Operating Capacity (IOC)
Full Operating Capacity (FOC)
Lead deployment efforts for POC/IOC/FOC
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Common Processes Business Team
Lisa Berry, Team Lead
Focus on:
Customer Name and Address Information
Individuals & Businesses
Entity Information (businesses only)
Fiduciary Relationships
Producer Eligibility
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Common Processes Business Team
Common Processes Team Members
Julie Pena (Oklahoma)
Steven Stark (Nebraska)
Gina Smith (Missouri)
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Land Data and Acreage Reporting Business Team
Elizabeth Miller, Team Lead
Focus on:
Geospatial Information System(GIS)
Common Land Unit (CLU)
Crop and Commodity Tables
Workflow Analysis
Maintenance
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Land Data and Acreage Reporting Business Team
Focus on:
Acreage Reporting
Annual Acreage reporting process
Farm Records System
Land Data and GIS Integration
Creation and Maintenance of Farm Records
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Example – “To Be” Acreage Reporting Workflow
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Land Data and Acreage Reporting Team
• Land Data and Acreage Reporting Team
Dan Holen (Minnesota)
Michelle Larkin (Michigan)
Darrin Watkins (Texas)
Tara Wedemeyer (New York)
Gwen Uecker (North Dakota)
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MAL Team - Activities To Date
Laura Schlote, Team Lead
Focus on reducing:
Overall lead time
Application to Payment processing
Number of forms
Number of improper payments findings
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Achievements To Date
Policy Changes (implemented or being implemented)
Allow loan requests to be accepted by phone
Allow producers to get lien waivers prior to loan
request
Allow producers to request measurement service up
to 30 days prior to loan request
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Achievements To Date
Forms (implemented or will be implemented)
Improved CCC-679 Lien Waiver
Eliminated CCC-674 (incorporated into CCC-601)
Combined CCC-677 and CCC-678 (SAP system)
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Marketing Assistance Loan Team
Marketing Assistance Loan Team
Ned Johnson (Wisconsin)
Jean Knight (Maryland)
Mary Porter (Georgia)
Michael Walter (New York)
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What is POC, IOC & FOC
POC – Proof of Concept
Vision of a solution using real system
A functioning system with a limited number of
capabilities (a preselected number of business
scenarios / processes / process steps)
Standard out of the box SAP software functionality
Limited set of data loaded in the system
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What is POC, IOC & FOC
IOC – Initial Operating Capability
Production system for Common Programs, MAL and
Acreage Reporting
Parallel operation in both new SAP software
environment as well as legacy systems
Enable new business processes and new look and
feel with SAP software
Organizational Change Management to include
training on new roles, skill sets, etc.
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What is POC, IOC & FOC
FOC – Full Operating Capability
Capability to operate all programs within the new SAP
software environment
Legacy systems retirement including System 36
Continued Organizational Change Management
(OCM)
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Importance of Organizational Change Management
MIDAS will impact people + process + technology
Changes to processes do not succeed without
transformation within the organization itself
Changes in knowledge, skills, and activities
Changes in roles and responsibilities
Changes that impact people’s day-to-day work life
Change is NOT easy, but necessary.
Mitigates Risks
Project failure increases with the magnitude of
change
Benefits Realization
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Goals of OCM
To provide a logical path and structured approached for
moving from current business delivery system to
changed/new way of business delivery.
Get the people, processes and systems ready for changes
To speed the adoption of the changes and accelerate the
return of it’s value
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Approach
Scope
MIDAS OCM will focus on addressing changes specific to
the development, design, implementation and deployment
of MIDAS
MIDAS OCM Strategy
Stakeholder Engagement
Communications
Organizational Readiness
Training
Alignment with other modernization initiatives, such as FSA-
FMMI; Enterprise Data Warehouse (EDW); BPMS and WBSCM
Involvement of FSA Employees, Agency Partners and Other
Key Stakeholders, such as NASCOE
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Approach
Stakeholders/Sponsors
Leadership/Management
Assess Inform
FSA Organization User Community
Prepare Educate
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OCM Team
The team will:
Implement OCM activities and measure and monitor
change management efforts
Foster a culture of continual improvement within FSA
Work closely with all of FSA to ensure OCM goals and
activities are implemented and meeting the desired
needs
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OCM Activities to Date . . .
Established enterprise wide FSA Modernization
Communications Team
Conducted MIDAS Project Kick Off
Completed 1st phase of Stakeholder Analysis for the
enterprise-wide Communications plan
Identified audience, communications vehicles, determine
appropriate frequency of each communication vehicle and
measurement methods .
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OCM Activities to Date . . .
Conducted internal (FSA Staff) MIDAS Project Team training
Lean Six Sigma Training (LSS)
SAP Software Training
MIDAS Website Launch
(http://www.fsa.usda.gov/FSA/midas?area=home&subject
=landing&topic=landing)
Draft MIDAS Newsletter
Draft MIDAS brochure
LSS site visits, Listening sessions, and NASCOE meetings.
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Questions?
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