Project Connect. June 22, 2011

Transcription

1 Project Connect June 22, 2011

2 Introduction Meeting Minutes Approval Project Status Report IV&V Update By Ernst & Young Other Business Public Comments Review of Actions from Meeting Schedule Next Meeting July 13 Adjourn Project Connect 2

3 Budget and Timeline Current and Upcoming Activities Contract Amendment 2 Risks and Issues Key Project Dates Project Connect 3

4 60 Project Funding - Cumulative by Quarter Millions FY11 Q1 FY11 Q2 FY11 Q3 FY11 Q4 Budget FY12 Q1 FY12 Q2 FY12 Q3 FY12 Q4 Committed FY13 Q1 FY13 Q2 Forecast FY13 Q3 FY13 Q4 FY14 Q1 FY14 Q2 Project Connect 4

5 Project Connect 5

6 Project Connect 6

7 Project Connect 7

8 Project Connect 8

9 Phase Gate Review Board (PGRB) reviewed all deliverables for the Planning Phase Gate and advised the Project Director to approve and accept the following: Project Management Plan (and all sub-plans) Resource Management Communication Management Document Management Schedule Management Quality Management Issue Management Risk Management Conflict Resolution Plan Configuration Management Knowledge Management Integration Management Information Security Organization Breakdown Structure ufacts Installed in SNET Region (Deloitte s Test Region) Benefits Realization Plan Organizational Change Management Plan Project Connect 9

10 The PGRB also reviewed the overall health of the system and advised the Project Director to approve passage through the Planning Phase Gate The Project Director accepted the deliverables and authorized the contractors to pass the Planning Phase Gate and proceed with project work Approved first invoice for $698,778 for the deliverables associated with the Planning Phase Gate Project Connect 10

11 Define Interim Gate 1 (JRM Integration 1) will wrap this Friday on schedule and covered: Initial and Additional Claims Wage Determination Continued Claims Short-Term Claims (STC) Adjudication Workforce Integration DUA (Disaster Unemployment Assistance) ICON (Interstate Connection Network) TRA (Trade Re-Adjustment Assistance) EB/EUC (Extended Benefits/Emergency Unemployment Compensation) Special Programs (Comprises STC, DUA, TRA, and EB/EUC) BPC/Payments, Adjustments and Overpayments Benefit Charging System Architecture Database Architecture Interoperability Disaster Recovery, Security Global/Common Functions Project Connect 11

12 JRM Iteration 2 & 3 sessions continue on schedule Session participation has been excellent with representatives from all business areas Project Connect 12

13 Completed OCM plan Completing Sponsor Assessment for submission and review Baseline Stakeholder Survey conducted 45% response rate Change Champions have been appointed by nearly all groups Training planned for early July Beginning Organizational Design discussions Project Connect 13

14 Deloitte has teamed with 27 vendors to provide the underlying hardware and software components The Agency has reviewed and approved all licensing agreements for those products Based on STC, GSA or Standard Commercial Terms Project Connect 14

15 In March, the Agency advanced the procurement of the Oracle licenses realizing and additional savings of $132,136 The project team upgraded the Microsoft Operating System to optimize use of HP hardware at an incremental cost of $47,419 Project Connect 15

16 Deloitte cannot procure from Freedom Scientific, Genesys, Microsoft, and UC4 as those companies are audit customers of Deloitte Reduced Deloitte s Direct Order (DO) in the amount of $4,053,415 reflecting those changes The Agency is submitting DOs to acquire those products directly FY10/11 $611,527 for Test/Development FY11/12 $3,414,509 for Production Total cost of $4,026,036 Project Connect 16

17 Contract Amendment 2 is being routed for Agency approval to formalize those changes The current Project Connect Legislative Budget Request (LBR) provides sufficient spending authority for the purchases It is anticipated that there will be further changes to the BOM costs that will be cleaned up in Amendment 3 to zero out the current DO Project Connect 17

18 Define Phase Continue JRM sessions for requirements validation Install and configure hardware/software for Development and Test environments Complete the Data Conversion plan Design technical architecture Begin conversion design activities Design Phase Begin planning and kick-off activities Project Connect 18

19 Closed Risk #27: Additional Unemployment Appeals Commission (UAC) requirements need to be gathered A team was established and captured all additional requirements needed Three other Open Risks being actively monitored Project Connect 19

20 Closed Issue #2: s , F.S., will need to be revised to align to project schedule The Governor signed SB 2156 No other open issues at this time Project Connect 20

21 June 24 Define Interim Gate 1 June 27 Design Phase Interim 1 Kickoff July 13 ESC Meeting July 15 Define Interim Gate 2 August 5 Define Phase Gate August 10 ESC Meeting Project Connect 21

22 Introduction Meeting Minutes Approval Project Status Report IV&V Update By Ernst & Young Other Business Public Comments Review of Actions from Meeting Schedule Next Meeting July 13 Adjourn Project Connect 22

23 Unemployment Compensation Project Independent Verification and Validation Monthly Assessment Report Summary 07 June 2011

24 Topics for discussion General IV&V overview Overall risk state and trending Key indicators Key findings Upcoming IV&V activities Open deficiencies Summary of changes UC project schedule Page 24

25 General IV&V overview The UC Project Team provided a first complete draft of the integrated master schedule (IMS) for review. IV&V conducted an analysis and identified deficiencies with the IMS. The UC Project Team is in the process of correcting the identified deficiencies. A new UC Project Budget and associated forecast were provided for review and tracking. Numerous artifacts were provided for review: Deliverable expectation documents (DEDs) Disaster preparedness plan Budget forecast Organizational change management (OCM) plan Project management materials Project schedule New deficiencies identified: D8 The IMS is not dynamic and does not readily support the re-scheduling of tasks as a result of changes. D9 Resources are over-allocated in the IMS. Page 25

26 Overall risk state and trending Program Risk state of UC Project As of 07 June 2011 Governance Risk state with trending Program Cost management P1 Time management Resource management P2 Performance management P4 Change management P4 Functionality T1 Technical architecture T4 P3 Operations support High-level system architecture Risk adjusted financials T2 P6 Non-functional requirements P5 Risk management T3 P9 B1 Business objectives and value alignment Quality management P8 B2 Business process Benefits tracking P7 Organization design B3 Communication B6 P9 P6 P8 P3 P5 P7 P2 T3 P1 B3 B2 B1 B6 T5 B5 B4 B9 T8 B8 T7 B7 Functional requirements T5 Legacy integration Cost, benefit and risk B5 Reporting and value monitoring T7 Requirements mapping T6 B4 Investment governance and approval B9 Technology T8 Stabilization T9 B7 Compliance and regulatory B8 Business Technology T1 T2 T4 T6 T9 Risk state with trending Business Indicates that the area being assessed has critical issues that will result in significant risk to the project most likely resulting in either the inability to achieve the outcomes, inability to meet the projected schedule, or a significant cost over-run. Requires immediate action. Indicates that the area being assessed has issues that need to be resolved; inefficiencies exist. Current process/method can be used with refinement. Indicates that the area being assessed did not have significant issues to report. Continued monitoring should be performed. Indicates that the area being assessed has incomplete information available for a conclusive finding or is not applicable. Page 26

27 Key indicators Indicator Value Comment Is the project approach sound? Is the project on time? Is the project on budget? Is scope being managed so there is no scope creep? What are the project s future risks? Are the project s risks increasing or decreasing? Are there new or emerging technological solutions that will affect the project s technology assumptions? Yes Yes Yes Yes N/A Neither No The work being completed as part of the UC3 project is within the scope of the project as defined for the UC modernization project. New and emerging technologies were considered in the Feasibility Study. None have an adverse effect on the project s technological assumptions. Page 27

28 Key findings Area Item Key finding Implications Recommendations Program D8 The IMS is not dynamic and does not readily support the re-scheduling of tasks as a result of changes. Unable to establish true visibility and determine forecasting capability in achieving project expectations. Revise the schedule logic so every activity has appropriate predecessors and successors and all activity constraints removed so all activities are completed ASAP (as soon as possible). D9 Resources are overallocated in the IMS. Resources required for achieving project objectives are not estimated properly, leading to cost overruns, delayed timelines, and inadequate quality. Unable to establish true visibility and determine forecasting capability to resource management and project performance in achieving project expectations. Properly load all resources into the project schedule, assign appropriate resources to activities, and level the schedule so that no resource is over-allocated. Business None None None None Technology None None None None Page 28

29 Upcoming IV&V activities Participate in UC meetings IV&V review meetings with the UC Project Team Executive Steering Committee meetings Review integrated master schedule and associated project performance report Create deliverable review report (DRR) for project planning documents Page 29

30 Open deficiencies No. Areas Deficiency Implications D8 P4: Time management The IMS is not dynamic and does not readily support the rescheduling of tasks as a result of changes. D9 P4: Time management Resources are over-allocated in the IMS. Unable to establish true visibility and determine forecasting capability in achieving project expectations. Resources required for achieving project objectives are not estimated properly, leading to cost overruns, delayed timelines, and inadequate quality. Unable to establish true visibility and determine forecasting capability to resource management and project performance in achieving project expectations. Page 30

31 Summary of changes Item Deficiencies addressed New deficiencies Risk ratings Maturity ratings Interviews conducted Artifacts received Description There were no open deficiencies with the UC3 Project in the previous MAR. D8 The integrated master schedule (IMS) is not dynamic and does not readily support the rescheduling of tasks as a result of changes. D9 Resources are over-allocated in the IMS. P4 Time management changed from Green (no issues) to Amber (issues and inefficiencies). No maturity rating changes since the last report. No interviews conducted since the last report. Artifacts received include deliverable expectation documents (DEDs), disaster preparedness plan, ESC materials, budget forecast, organizational change management (OCM) plan, project management materials, and project schedule. Page 31

32 UC project schedule WBS Title Scheduled completion date Planned completion date Actual completion date TBD Planning Interim Gate 04/29/ /29/ /29/2011 TBD Planning Phase Gate 06/17/2011 TBD Define Interim Gate 1 06/24/2011 TBD Define Interim Gate 2 07/15/2011 TBD Define Phase Gate 08/05/2011 TBD Design Interim Gate 1 10/28/2011 TBD Design Interim Gate 2 12/02/2011 TBD Design Interim Gate 3 12/02/2011 TBD Design Phase Gate 12/16/2011 TBD Develop Interim Gate 1 05/11/2012 TBD Develop Interim Gate 2 07/13/2012 TBD Develop Phase Gate 08/03/2012 TBD UAT Phase Gate 11/16/2012 TBD Implementation Phase Gate 12/14/2012 Page 32

33 D8: The IMS is not dynamic Reduced the number of tasks with constraints or no predecessors or successors The remaining open-ended tasks are generally administrative ones that span the project, such as managing deliverables, managing risk and issues, ad hoc reporting, monitoring staff performance and contract administration D9: Resources are over-allocated in the IMS Applied the Deloitte calendar to all Deloitte resources and then resource leveled to eliminate over allocation (240 hours/month v. 160 hours/month) Project Connect 33

34 Based upon the current project status as reported today, I recommend that the Executive Steering Committee members approve to proceed with the project Project Connect 34

35 Project Connect 35

36 Introduction Meeting Minutes Approval Project Status Report IV&V Update By Ernst & Young Other Business Public Comments Review of Actions from Meeting Schedule Next Meeting July 13 Adjourn Project Connect 36

37 FY10/11 Spend Plan Graph FY10/11 Spend Plan Details Project Connect 37

38 14 12 FY Project Funding Cumulative by Month Millions Budgeted: $ 12,492,288 Forecast: 11,477,592 Variance: 1,014, Jul-10 Aug-10 Sep-10 Oct-10 Nov-10 Dec-10 Jan-11 Feb-11 Mar-11 Apr-11 May-11 Jun-11 Budget Committed Forecast Project Connect 38

39 FY Budget and Spend by Month - Q1 & Q2 July 2010 August 2010 September 2010 October 2010 November 2010 December 2010 Budget Committed Budget Committed Budget Committed Budget Committed Budget Committed Budget Committed Operational Funding State Salaries & Benefits 50,000 43,750 50,000 43, ,500 43, ,500 43, ,500 19, ,500 50,000 Admin/ Misc Operational Funding Totals 50,000 43,750 50,000 43, ,500 43, ,500 43, ,500 19, ,500 50,000 Project Funding OPS Expenses , ,640 49,759 64, ,882 36,804 OCO (Hardware) ,315 33, Contracted Services Project Management & Support 93,100 92, , , , , , , , , , ,503 IV&V Services 46,456 46,456 46,456 46,456 46,456 46,456 46,456 46,456 46,456 46,456 46,456 46,456 Benefits Realization Strategy Operational Change Management System Integrator (SI) Services SI Hardware & Maintenance SI Software & Maintenance Project Reserves 1, , , , , ,143 0 Project Funding Totals 140, , , , , , , , , , , ,762 FY Budget and Spend by Month - Q3 & Q4 January 2011 February 2011 March 2011 April 2011 May 2011 June 2011 Budget Committed Budget Committed Budget Committed Budget Committed Budget Committed Budget Forecast Operational Funding State Salaries & Benefits 150,000 56, , , , , , , , , , ,000 Admin/ Misc 13,875 5,648 13,625 10,668 11,625 10,668 13,875 12,261 13,625 12,550 11,625 17,060 Operational Funding Totals 163,875 61, , , , , , , , , , ,060 Project Funding OPS , , ,800 1,342 3,800 4,130 Expenses 33,180 30, ,946 29,781 42,230 33,237 37,730 57, , ,694 49, ,497 OCO (Hardware) , ,957 68, Contracted Services Project Management & Support 170, , , , , , , , , , , ,970 IV&V Services 300, ,076 46,456 46,456 46,456 46, , ,068 46,456 46,456 46,456 46,456 Benefits Realization Strategy , ,400 5,495 21,920 12,604 10,720 37,455 9,320 33,863 Operational Change Management , ,500 12,600 25,500 24,495 25,500 21,975 25,500 33,750 System Integrator (SI) Services , ,778 SI Hardware & Maintenance ,017, ,273 SI Software & Maintenance ,665, ,417,750 Project Reserves 5, , , , , ,609 0 Project Funding Totals 509, , , , , , , ,381 7,939, ,469 1,063,262 8,185,467 Project Connect 39