Project Connect. September 14, 2011

Transcription

1 Project Connect September 14, 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 October 12 Adjourn Project Connect 2

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

4 Project Funding - Cumulative by Quarter Budgeted: $52,841,655 Forecast: 51, Variance: $1,381,192 Millions FY11 Q1 FY11 Q2 FY11 Q3 FY11 Q4 FY12 Q1 FY12 Q2 FY12 Q3 FY12 Q4 FY13 Q1 FY13 Q2 FY13 Q3 FY13 Q4 FY14 Q1 FY14 Q2 Budget Committed Forecast Project Connect 4

5 Overall Project Budget & Estimated Variance Project Budget Estimate at Completion Project Variance Operational Funding State Salaries & Benefits ,493, ,250 Admin/ Misc ,782 (60,532) Operational Funding Totals ,945, ,718 Project Funding OPS 92,400 81,691 10,709 Expenses 6,867,726 6,319, ,062 OCO (Hardware) 483, ,420 17,819 Contracted Services Project Management & Support 5,991,903 5,673, ,905 Project Management Office 2,377,200 2,220, ,790 Project & Operational Support 1,525,453 1,502,714 22,739 Outside Legal 95,000 62,849 32,151 ITN Development 526, ,701 13,949 Business Transition 1,422,600 1,334,156 88,445 Other Contracted Services 45,000 41,169 3,831 IV&V Services 2,005,798 2,004,048 1,750 Benefits Realization Strategy 288, ,482 59,718 Operational Change Management 678, ,485 49,815 System Integrator (SI) Services 28,061,156 28,061,156 0 SI Hardware & Maintenance 2,543,608 2,502,126 41,482 SI Software & Maintenance 5,706,630 5,495, ,237 Project Reserves 122, ,695 Project Funding Totals 52,841,655 51,460,464 1,381,192 Project Connect 5

6 PROJECT Cumulative through August 2011 Aug 2011 Sep 2011 Budget Committed Variance Budget Committed Budget Forecast Operational Funding State Salaries & Benefits 1,750,000 1,193, , , , , ,000 Admin/ Misc 105,750 96,712 9,038 13,625 13,923 11,625 15,060 Operational Funding Totals 1,855,750 1,290, , , , , ,060 Project Funding OPS 23,200 13,141 10,059 3,800 3,449 3,800 3,735 Expenses 5,039,935 4,403, ,394 3,554,284 3,120,378 49,775 49,775 OCO (Hardware) 150,092 64,272 85,820 68, Contracted Services Project Management & Support 2,650,133 2,334, , , , , ,791 IV&V Services 1,029,223 1,027,473 1, , ,318 77,762 77,762 Benefits Realization Strategy 163, ,082 59,719 9, ,320 9,320 Operational Change Management 177, ,185 49,815 25,500 26,550 25,500 25,500 System Integrator (SI) Services 2,329,260 2,329, ,630,482 1,630, SI Hardware & Maintenance 1,261,219 1,219,737 41, SI Software & Maintenance 5,665,644 5,454, , Project Reserves 52, ,192 3, ,609 0 Project Funding Totals 18,541,699 17,077,664 1,464,034 5,630,087 5,133, , ,883 Project Connect 6

7 Project Connect 7

8 Project Connect 8

9 Joint Applications Design (JAD) sessions ongoing for Claims, Adjudication, Special Programs, Payments and Collections Joint Requirements Management (JRM) sessions held for Unemployment Appeals Commission (UAC) Disaster Recovery Plan and Technical Design Specifications deliverables submitted and reviewed Continued work with SSRC on network design and installation of equipment Project Connect 9

10 Upcoming: Continue JAD sessions Continue data mapping sessions Review draft Unit Test Plan deliverable Become acquainted with design specification artifacts Project Connect 10

11 Legislative Budget Request prepared and submitted to AWI LBC approved the release of second quarter spending authority on September 7 Project Connect 11

12 Advanced the procurement of the production Genesys Call Center/IVR software via Performance Technology Partners, LLC (PTP), from December 2011 to September Secured an additional discount of $341,451 10% of licensing & maintenance This was negotiated up from an initial offer of a $121,944 discount Project Connect 12

13 Four team members traveled to Massachusetts to exchange project information and lessons learned Excellent meetings with Project Director, Project Team Members, Undersecretary for Administration/Office of Labor, Director and Chief of Staff for DUA, and Senior Program Managers of DUA 17 total staff Plans to form a ufacts Users Group with Massachusetts, Minnesota and New Mexico Project Connect 13

14 Resource Challenges Availability of Deloitte UC Subject Matter Analysts Potential resource conflicts with other States Completeness, accuracy and timeliness of deliverables (e.g. Use Cases) Plan for future activities NOW Testing Plan Training Plan Implementation Plan Program and IT Involvement NOW Project Connect 14

15 CR Sources Missed in Requirements Definition Document Legislative, regulatory and policy changes Results from JRMs and JADs CRs submitted for legacy systems Project Connect 15

16 Present to Change Control Board (CCB) for approval Decision to: Withdraw Reject Defer decision Approve Approve for later release Have Deloitte do an impact analysis After an impact analysis, the CCB will restatus the CR Project Connect 16

17 Total CRS Received To-Date 77 Withdrawn 49 Currently Open 28 New In Initial Review 18 Approved for Impact Analysis 10 Project Connect 17

18 Purpose To ensure that all CRs for the legacy UC systems are evaluated to determine their impact on Project Connect Process UC-IT reviews CRs and performs impact analysis Project Connect reviews and determines if Connect meets that need or performs impact analysis Results of UC-IT and Connect analyses presented to ICCB for decision to include in legacy systems and/or Project Connect Members - Tom Clendenning, Chair & Assistant Director Altemese Smith, Acting UC Director Dean Izzo, Chief Information Officer (CIO) Allen Northrup, UC-IT Applications Program Manager Tom McCullion, Connect Project Director Project Connect 18

19 Risk #32 Inconsistent preparations for JAD sessions Without sufficient preparation, time spent in JAD sessions is less productive and raises the risk of missing critical functionality Eight other open risks being actively monitored Project Connect 19

20 No open issues at this time Project Connect 20

21 October 12 ESC Meeting October 28 Design Interim Gate 1 November 9 ESC Meeting December 2 Design Interim Gates 2 & 3 December 14 ESC Meeting December 16 Design Phase Gate 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 October 12 Adjourn Project Connect 22

23 Unemployment Compensation Project Independent Verification and Validation Monthly Assessment Report Summary 05 August 2011

24 Topics for discussion General IV&V overview Overall risk state and trending Key indicators Overall project performance Upcoming IV&V activities Supporting information Summary of changes Overall IV&V ratings summary Open deficiencies Project milestones Projected milestone slippage Page 24

25 General IV&V overview Overall risk state: Amber The UC Project Team has baselined the integrated master schedule (IMS) and established a performance measurement baseline (PMB) for managing and reporting project performance. A preliminary project performance report was provided for review and analysis derived from the IMS using the Project Management Center (PMC) software application. The report contained errors and did not accurately reflect project performance as reported in the IMS. The project team is currently reviewing the report to determine and correct the source of the errors. Several artifacts and deliverables were provided for review. Comments have been provided to the UC Project Team for consideration. The UC project has passed two gateways (planning and define) without any performance reports being generated and distributed. New deficiencies identified: D10 Project performance is not being reported against the approved PMB using earned value measurements. Page 25

26 Overall risk state and trending Risk state of UC Project As of 08 September 2011 Risk state with trending Program Program Governance Resource management Cost management P2 P1 Performance management Time management P4 Change management P5 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 P7 P2 P4 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 Overall project performance Behind schedule and underspent UC project performance 1.20 CPI Ahead of schedule and underspent 1.10 SPI Behind schedule and overspent 0.60 Ahead of schedule and overspent 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 reports Deliverable review schedule is as follows: Deliverable Planned finish Comment UC3-06A, Project Management Documents 24 August 2011 Awaiting receipt of final deliverables UC3-06B, Requirements Validation 19 August 2011 Complete UC3-06C, Design Documents 30 December 2011 UC3-06D, Development 17 August 2012 UC3-06E, Testing 20 April 2012 UC3-06F, Data Conversion 17 August 2012 UC3-06G, Training 14 December 2012 UC3-06H, Implementation 30 November 2012 Page 29

30 Summary of changes Supporting information Item Deficiencies addressed New deficiencies Risk ratings Maturity ratings Interviews conducted Artifacts received Description There were no open deficiencies to address from the last MAR. D10 Project performance is not being reported against the approved PMB using earned value measurements. P5 Performance management changed from Green (no issues) to Amber (issues and inefficiencies). No changes since the last report. No interviews conducted since the last report. Artifacts received include subcontractor contracts, deliverable tracking spreadsheets, various deliverables, ESC materials, finance updates, and performance management materials. Page 30

31 Overall IV&V ratings summary Supporting information 30 IV&V cube facet ratings and open deficiencies per month Number Red Amber Green Grey Open Deficiencies Page 31

32 Open deficiencies Supporting information No. Areas Deficiency Implications Recommendations D10 P5 Performance management Project performance is not being reported against the approved PMB using earned value measurements. Inability to ascertain and analytically support a point of view for current and forecasted project performance. Inability to effectively manage timelines and cost. Misalignment of or incorrect project health perceptions. Lack of transparency on the project status and value for the business, stakeholders, and sponsors, leading to poor decision making and potentially providing a false sense of confidence. Inaccurate and unreliable data leading to unwanted surprises. Complete implementation of defined EVM metrics and measurements. Develop a formal schedule management procedure for updating and determining project status using the IMS. Develop a sample report that shows all information that will be presented to the ESC including all relevant data, formulas and resultant calculations. Generate a performance report from the IMS that shows the overall performance of the project on a periodic basis. Report project status including the following: Predicted status of achieving project milestones including interim milestones. Schedule and cost performance indices including short-term (3 month) and overall project trends. Page 32

33 UC project milestones WBS Title Completion date Supporting information Scheduled Planned Actual Planning Interim Gate 04/29/ /29/ /29/ Planning Phase Gate 06/17/ /17/ /17/ Define Interim Gate 1 06/24/ /29/ /29/ Define Interim Gate 2 07/15/ /15/ /19/ Define Phase Gate 08/05/ /05/ /05/ Design Interim Gate 1 10/28/ Design Interim Gate 2 12/02/ Design Interim Gate 3 12/02/ Design Phase Gate 12/16/ Develop Interim Gate 1 05/11/ Develop Interim Gate 2 07/13/ Develop Phase Gate 08/03/ UAT Phase Gate 11/16/ Implementation Phase Gate 12/14/2012 Page 33

34 Projected milestone slippage Supporting information UC projected milestone slippage Implementation Phase 0 UAT Phase 0 Develop Phase 0 Design Phase Define Phase Planning Phase August 2011 July 2011 June 2011 May 2011 April 2011 March 2011 February 2011 January Number of calendar days Page 34

35 D10: Project performance is not being reported against the approved PMB using earned value measurements The agency is continuing to refine its performance reporting processes and data to produce reports that are informative and meaningful for internal project management and for our stakeholders Project Connect 35

36 Project Connect 36

37 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 October 12 Adjourn Project Connect 37

38 FY10/11 Spend Plan Graph FY10/11 Spend Plan Details Project Connect 38

39 FY Project Funding - Cumulative by Month 25 Millions Budgeted: $21,124,881 Forecast: 20,571,628 Variance: $553, Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 FY Budget Allocation Committed Forecast Project Connect 39

40 FY Budget Allocation and Spend by Month - Q1 & Q2 July 2011 August 2011 September 2011 October 2011 November 2011 December 2011 Budget Committed Budget Forecast Budget Forecast Budget Forecast Budget Forecast Budget Forecast OPS Funding 3,800 3,644 3,800 3,449 3,800 3,735 3,800 3,735 3,800 3,735 3,800 3,735 Contingency Expenses 777, ,509 3,554,284 3,120,378 49,775 49, , ,307 49,775 49,775 49,775 49,775 Contingency 10, , , , , ,955 0 OCO Funding , , , Contingency , Contracted Services Project Management & Support 226, , , , , , , , , , , ,091 IV&V Services 46,456 46, , ,318 77,762 77,762 46,456 46,456 46,456 46, , ,068 Benefits Realization Strategy 9,320 8,815 9, ,320 9,320 9,320 9,320 9,320 9,320 9,320 9,320 Operational Change Management 25,500 17,115 25,500 26,550 25,500 25,500 38,700 38,700 38,700 38,700 38,700 38,700 System Integrator (SI) Services 0 0 1,630,482 1,630, ,397,556 1,397, , ,805 4,082,546 4,082,546 SI Hardware & Maintenance 243, , SI Software & Maintenance ,986 40,986 Project Reserves 5, , , , , ,084 0 Total Contracted Services 556, ,888 2,004,003 2,009, , ,372 1,712,838 1,704, , ,371 4,444,028 4,440,711 Contingency 93, , , , , ,559,185 0 Total Budget Allocation & Spend 1,338,181 1,166,041 5,630,087 5,133, , ,883 2,233,761 2,381, , ,882 4,497,603 4,494,221 Total Contingency 105, , , , , ,569,900 0 Project Connect 40

41 OPS Budget Forecast Budget Forecast Budget Forecast Budget Forecast Budget Forecast Budget Forecast Funding 3,800 3,735 3,800 3,735 3,800 3,735 3,800 3,735 3,800 3,735 3,800 3,735 Contingency Expenses FY Budget Allocation and Spend by Month - Q3 & Q4 January 2012 February 2012 March 2012 April 2012 May 2012 June 2012 Funding 74,275 74,275 69,775 69,775 69,775 69,775 74,275 74,275 91,275 91,275 71,275 71,275 Contingency 14, , , , , ,255 0 OCO Funding Contingency Contracted Services Project Management & Support 160, , , , , , , , , , , ,091 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 7,920 7,920 7,920 7,920 7,920 7,920 7,920 7,920 7,920 7,920 7,920 7,920 Operational Change Management 38,700 38,700 38,700 38,700 38,700 38,700 38,700 38,700 38,700 38,700 38,700 38,700 System Integrator (SI) Services 122, , , , , , , ,805 2,684,990 2,684, , ,805 SI Hardware & Maintenance ,282,389 1,282, SI Software & Maintenance Project Reserves 3, , , , , ,285 0 Total Contracted Services 379, , , ,971 1,661,864 1,658, , ,971 2,941,875 2,938, , ,971 Contingency 75, , , , , ,898 0 Total Budget Allocation & Spend 457, , , ,482 1,735,439 1,731, , ,982 3,036,950 3,033, , ,982 Total Contingency 91, , , , , ,913 0 Project Connect 41