centralised shared services environment
DESCRIPTION
Centralised Shared Services Environment. Infor FM 2.0 Running in a Centralised Shared Services Environment Presenters:Mark Chin – Assistant Director Financial Systems Ché Diggens – Technical Support Consultant Department of Corporate and Information Services Northern Territory Government - PowerPoint PPT PresentationTRANSCRIPT
Department ofCorporate and Information Services
Centralised Shared Services Environment
Infor FM 2.0 Running in a Centralised Shared Services Environment
Presenters: Mark Chin – Assistant Director Financial Systems
Ché Diggens – Technical Support Consultant
Department of Corporate and Information Services
Northern Territory Government
So many business systems, so many interfaces, so much maintenance! How does the NT Government (NTG) cope!! At this session see how the NTG team deal with providing shared services within Infor FM 2.0 in a common vendor and customer environment. Focus in on data integration across key NTG corporate and agency systems into the Infor FM 2.0 environment using the latest optimum channel for providing banking and reporting information. From both the financial and business administration end user’s point of view hear about monitoring data flows that produce alerts to reduce maintenance and remediation effort within the shared service infrastructure
Department ofCorporate and Information Services
Presentation Introduction
Presentation Overview1. Financial Services Business Function2. Government Accounting System (GAS) Universe3. Specific Support Issues4. NAB Banking Project as Driver5. Business Processing Goals6. New Standards Direction7. Common Business Process8. Centralised AR process9. Centralised AP process10. Building Blocks for the Future11. Benefits Delivered
Department ofCorporate and Information Services
Financial Services Business Function
Administration• Provide a centralised financial service and show economies of scale• Robust and timely• Security Standards and compliance• Seek Business interface improvements – do more with less• Data transfer and processing emphasis• Technical support Interface standard• Increased security and greater standardisation• Reduced maintenance complexity and greater visibility
Technical• Support business function within the support unit • The legacy environment support, build and plan for future • Provide service and reporting• Provide usable support maintenance tools• Technically – discuss some building blocks for the future• Standardisation of communication protocols through common data processing• Build yourself out of a job
Department ofCorporate and Information Services
Northern Territory Networking
Department ofCorporate and Information Services
Government Accounting System Universe
PIPS Payroll
CIAS
BOXI (Reports)
ASCRIBE
NAB (Banker)
SUPERB
AMS
ILIS
TSO / Control-D QANTEL
TENMGT
CSHPRO
TMS
QANTUM
EIMS GAS WIZARDS
OBIPS ECMS
Power WaterGentrack
APEXNT TreasuryTRIPS
GAS
Department ofCorporate and Information Services
Specific Support Issues
NTG GAS Data Processing IssuesMonitoring of data flows INCOMING
– Issues with load processes usually revolve around invalid data left to Gas support to locate, report on and administer remedial action.
– Eg The usual process of Admin receiving email from unhappy agency, data not in GAS, admin must isolate the data flow, isolate the point of failure or notify techs, techs investigate, find data validation issue, notify admin of issue, admin to notify client on data to change….start process again.
Monitoring of data flows OUTGOING– GAS support was responsible for the provision of outgoing data in terms of safe arrival. Often the issue with the send will
be at the agency end but rework still required from GAS support– Eg The usual process of Admin receiving email from unhappy agency, data not received, admin must isolate the data flow,
isolate the point of failure or notify techs, techs investigate, find hardware issue, notify admin of issue, admin to notify client on environment problem….start data flow again.
Developer Support– New developments required support to provide technical design on validation process and load process – Business knowledge of the process lost in the detail of each development– Eg New Business Application requires up to minute GAS data. Tech support meets, hardware documented, software
documented, custom solution planned and much work to provide data to business system (then the above 2 processes begin)
Department ofCorporate and Information Services
NAB Banking Project as Driver
• NAB Architecture change from Westpac• New Payable and Receivable Interface/Reporting• Infrastructure upgrade funding• Carriage for change in Agencies• Central Coordination by DCIS
Department ofCorporate and Information Services
Business Processing Goals
Basic goals from outset• Greater visibility of transfer processes • Support staff previously had many processes to Check and often were alerted to issues by agencies as the missing
overnight load was obvious in their business system• Pin pointing where an overnight process failed is often time consuming and involves many stakeholders. Data Centre
Services (DCS) operations group control the scheduled tasks, another specialist controls banking communications and it is all dependant on the less than reliable NAB processes.
Event Driven not Time based • Make better use of event driven processes with in-built fault tolerance rather than time based processes which
assume best case scenario. (A combination of MQ and Control-M will deliver these outcomes for NTG.)
The Optimum Channel• Move to the use of the best practise prescribed technical direction by DCS • More secure, guaranteed transfer of data • Single point for validation data to be used prior to GAS upload (vendor id for example)• Incorporate DCS provided resources (free staff for the build due to charging process)
Building Blocks for Future • Banking project catalyst as most flows were altered for new data process• Chance to clean up and control processing through shared services (area of ultimate responsibility) rather than DCS
Department ofCorporate and Information Services
New Standards Direction
DCS – Data Centre Services; New standards direction • Provides central technology direction and support to NTG • Purchase of MB/MQ and formation of the MQ operations group to deliver services across
government• Corporate view of MB group and DCS complimenting shared service focus of FSS• The building blocks – Message broker, MQ client and MQ server linked in with control-m
scheduling and job control across both mainframe and midrange• Banking project providing opportunity - GAS and associated systems given prototype
funding for proof of concept within project.
This figure shows how two programs, A and B, communicate with each other. We see two queues; one is the "output" queue for A and at the same time the "input" queue for B, while the second queue is used for replies flowing from B to A.
Department ofCorporate and Information Services
Department of Corporate and Information Services
Department ofCorporate and Information Services
Common Business Process
Centralised data provision gives opportunity for consolidated data service• Many different business systems need information to use within their native operations to support the financial
process. • The Asset Management System, Budget Management system and Internal Billing System all require account
information from the GAS general ledger. • Data previously provided through multiple disparate processes prior to shared services moving to a single
queue that can be referenced as required.1. Account structure
2. Security – users and profiles
3. Accounts Payable• Vendor • Purchase orders
4. Accounts Receivable• Customer• Invoices
Possibility of providing single point, centrally controlled
data service across all agencies through true common
AP/AR business processes.
GENERAL LEDGERACCOUNTSPAYABLE
COMMONSERVICES
PURCHASING
SECURITY
ACCOUNTSRECEIVABLE
Department ofCorporate and Information Services
Centralised AR Process
GASAR
Invoice Feeds
LIS (79)
Caresys (70)
Ascribe (70)
OBIPS (62,66,68)
NTFAST (16)
CVA (79)
Land Rates (51)
Pastoral Leases (50)
Qantel (70)
Payment Feeds
RePS (All)
OBIPS (62,66,68)
Pay Online
BPay
Phone
WPAC QuickStream (All)
Invoice Wizard (All)
Customer Feeds
Caresys (70)
OutputsInvoices
Delinquencies
Statements
OBIPS Payments
Customer Wizard
Direct EntryCustomer
Invoices Aboriginal Interpreter Svc (51)
Department ofCorporate and Information Services
Centralised AR Process
• Central AR function allowed for a central online invoice payment service to be offered during banking upgrade instead of individual systems
• Consolidation of all receivable information from NAB into a single process for reconciliation within GAS
• The consolidated process allowed for• Single communication flow• Single Application for data loading with one set of rules for
reconciliation• Simple translation of data for corporate reporting of the
banking process
Department ofCorporate and Information Services
Centralised AP Process
• VISA Credit card purchase/ Invoice
• NAB Account• MB Flow• Gas Reco• Wizard/GAS/
EIMS payment• Reporting
through central warehouse
Department ofCorporate and Information Services
Building Blocks for the Future
Accounts PayableVendor Account Bank Warehouse
GAS Information Queues are available to any authenticated user…provides a structured connection and ordered, current data on demand.
Accounts ReceivableCustomer Invoice Payments Security
Simply plug in as needed!
Department ofCorporate and Information Services
Building Blocks for the Future
Building Blocks• MQ broker• MQ Client• MQ Server• Control M• SQL Server
SSIS• Custom .NET • Applications• SFTP• Windows AD
and LDAP
Department ofCorporate and Information Services
Benefits Delivered
GAS Data Flow Alerts• Account • Vendor• Customer Administrative• Email/SMS Negative• Email/SMS PositiveRemedial Action• Admin Control• Remote tools• Automated advice of
rectification
Department ofCorporate and Information Services
Benefits Delivered
Solutions Full visibility & email notifications Validated data received Prescribed low maintenance method for data processes User ability to re-start without technical support Full visibility for stakeholders Best practise methodology Building Blocks for Future
IssuesX Monitoring of data flows INCOMINGX Monitoring of data flows OUTGOINGX Developer support of new interfacesX Lack of visibility of transfer processes X Time based not event drivenX Not best practiseX Tied to legacy support of processes
Department ofCorporate and Information Services
Department ofCorporate and Information Services
Questions ?
If you have Questions you think of later :
Mark ChinAssistant DirectorDepartment of Corporate and Information Services email: [email protected]é DiggensTechnical Support ConsultantDepartment of Corporate and Information Services email: [email protected]
Department ofCorporate and Information Services
Thank you!
Department ofCorporate and Information Services
Pay Online Portal
Department ofCorporate and Information Services
Broker Admin Messages
Department ofCorporate and Information Services
Future
Department ofCorporate and Information Services
Services