Project Connect. November 14, 2012

Transcription

1 Project Connect November 14, 2012

2 Introduction Meeting Minutes Approval Project Status Report IV&V Update by Ernst & Young Other Business Public Comments Review of Actions from Meeting Scheduling of Next Meeting December 12 Adjourn Project Connect 2

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

4 Project Connect 4

5 OVERALL: Project SPI continues to be within the threshold established in the PMP

6 Overall Project Budget & Estimated Variance Rebaselined Budget Allocated Contingency & Management Reserves Supplemental Budget Requests REA Grant Updated Project Budget Estimate at Completion Project Variance Project Funding OPS 217, , ,869 (99) Expenses 7,240,310 (47,702) 0 0 7,192,608 7,104,182 88,426 OCO (Hardware) 1,441, ,441,425 1,424,932 16,493 Contracted Services Project Management & Support Project Management Office 2,019, ,019,270 2,019,270 0 Project & Operational Support 3,694, ,082,350 75,000 4,851,850 4,532, ,323 Outside Legal 230, , ,652 0 ITN Development 512, , ,700 0 Business Transition 3,945, ,730 4,080,646 4,080,646 0 Other Contracted Services 164, , ,025 (2,235) Total Project Management & Support 10,567, ,082, ,730 11,859,908 11,542, ,088 IV&V Services 2,019, ,000 2,094,940 2,094,940 0 Benefits Realization Strategy 239, , ,391 0 Organizational Change Management 467, , ,520 0 System Integrator (SI) Services 28,285, ,054,586 29,340,143 28,285,557 1,054,585 SI Hardware & Maintenance 2,607,493 47, ,655,195 2,655,195 0 SI Software & Maintenance 6,488, ,488,115 6,488,115 0 Project Reserves 122, , ,695 Project Funding Totals 59,698, ,082,350 1,339,316 62,119,710 60,520,522 1,599,188 Cotingency/Management Reserves 3,100, ,934 Obligated grant $, unallocated Total Project Funding 62,798, ,082,350 2,006,250 Project Connect 6

7 Current Contingency $3,100,650 Current Budget Variance $1,599,188 Available Funding $4,699,838 Potential Allocations Deloitte CRs ($50,000) Deloitte TOP ($477,000) RAAC/SIDES Contingency (TBD) Post Release 1.0 Change Requests (TBD) DEO CR support (TBD) SSRC Off-Site Tape Backup (TBD) Intrusion Vulnerability Testing Three Levels (TBD) SSRC DEO Infrastructure Connect Application Project Connect 7

8 Millions Project Funding - Cumulative by Quarter Budgeted: Forecast: Variance: $62,119,710 $60,520,522 $1,599, 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 FY14 Q3 FY14 Q4 FY 15 Q1 FY 15 Q2 Budget Forecast Committed Project Connect 8

9 Four of the five critical change requests were addressed via process solutions USDOL did not approve the delay for the updated ICON Interface Resulted in an approved Change Request Two will require a limited amount of Deloitte involvement Resulted in minor Change Requests DEO has received 4 responses to the language translation (Spanish/Creole) services RFP Currently under evaluation with an intent to award due November 27 Manual efforts to resolve known data quality issues (Pending Rejected Weeks/Imaging Exceptions) continue on track Project Connect 9

10 Disaster Recovery Options for true Disaster Recovery for Connect ranged in cost from $4M-4.7M Since Connect is architected for High-Availability (all components [except for the SAN frame] are redundant) and the SSRC is a Tier III Facility, a decision has been made to utilize the SSRC off-site data backup services Currently being negotiated, this service is estimated to run $11K/month (unbudgeted) This should be offset with a positive variance in the expense budget category Project Connect 10

11 Production Hardware/Software is being finalized and will soon be ordered This will allow us to get the equipment in, installed, and bedded down to begin performance/load testing, full data migration testing, and system testing on the production environment prior to implementation Will be trued-up as part of Amendment 8 Along with 13 Change Requests Project Connect 11

12 5 - Removed Scope (Credits) 169 Purged 1 Year Old Outstanding Checks Report 170 Military Wage Reconciliation Report 188 LADT Reports 194 Weekly Internet Claims Statistics 196 Process Manual Benefit Charge Adjustment 3 - Modified Scope 126 Partial Succession (Process Solution) 163 HB7005: Leasing Company (Process Solution) 191 Modify Replacement Payment Affidavit (Credit) 5 - New Scope 151 UI-ICON Hub Enhancement State Identification 192 Workforce Interfaces WIA Approved Training $50K 155 TOP Implementation 190 RAAC* 189 SIDES* * - May wait for Amendment 9 to get Amendment 8 out the door. $477K Project Connect 12

13 Total Functional CRs Received 196 Withdrawn (82) Deferred (1) Total CRs 113 Amendment 7 (In development) 27 Amendment 8* 13 DEO Development (In development) 13 On Hold Non-Critical 60 Total CRs 113 Project Connect * - May result in two Amendments 13

14 Amendment 7 Change Requests Design will be one week late no overall schedule impact at this time Joint negotiations on achieving the bi-weekly certification functionality (CR 142) with minimal risk IVR Technical Design has been delivered and under review Project Connect 14

15 DEO TOP/CRs/RAAC/SIDES is on schedule Deloitte has provided its impact analysis to integrate TOP into Connect A Deloitte Change Request was opened to assess the impact of integrating RAAC into Connect A Deloitte Change Request was opened to assess the impact of completing the SIDES development Project Connect 15

16 Core Development is tracking on schedule Legacy development for TOP is running behind schedule Testing is underway with the Financial Management Service (US Treasury) Hardware has been received and being installed Conversion continues to run ahead of schedule Project Connect 16

17 Interface coordination activities continue on schedule Drafting s to six remaining external partners in preparation for live testing. With these six, all external partners will have been contacted Priority Inbound Summary Metrics Interfaces Outbound Extracts Totals TOTAL Priority 1 New interfaces Priority 2 Changing interfaces (either data format or method of transfer is changing) Priority 3 Changing interface not critical for go-live or existing interface that is not changing

18 Class (Days) Computer Based Training (CBT) for Introduction to Connect must be completed prior to attending Instructor Lead Training. # of DEO Staff Prerequisite CBT Training (Hours) Tallahassee Classes Orlando Classes Ft. Lauderdale Classes Jacksonville Classes Adjudication (3) Appeals (3) BAM/BTQ (3) Benefit Payment Control (7) Central Intake (1) Contact Center Agent (5) Contact Center Manager (2) Initial Claims (5) Special Payments (1) Special Programs (1) Wage Determination (4) Total Classes Total

19 External Users # of users (RACF) Training Vehicle Use of Connect Claimants NA CBT Registration / File Claim Check Status of Claims Update Information Employers NA CBT External User Manual Registration Department of Revenue (DOR) Unemployment Task Group 587 External User Manual Add comments in history DOR Child Support External User Manual View Only Eligibility information to determine child support payments Department of Children and Families (DCF) 2,150 External User Manual View only - Benefit information Workforce Board 1,175 CBT External User Manual View Only Inquiring if individual has a pending claim. Assistant individuals file claims Department of Corrections 2 External User Manual View only - Benefit information. Department of Education 58 External User Manual View only - Benefit information Department of Financial Services 18 External User Manual Total 3,403 OVERALL: Training for external users will consist of a combination of CBT and user manuals.

20 Planned Daily Run Actual Daily Run Planned Run - Cumulative Actual Run - Cumulative Test Execution Planned vs. Actual Aug 3-Sep 10-Sep 17-Sep 24-Sep 1-Oct 8-Oct 15-Oct 22-Oct 29-Oct 5-Nov 12-Nov 19-Nov 26-Nov

21 Unit Testing Component Testing Sub-System Testing System Testing User Acceptance Testing Developers testing their completed code. Developers testing integration points. Testers testing business logic broad and deep. Testers (& DEO) testing business scenarios. DEO validating and signingoff the system prior to Go Live. Project Connect 21

22 FSG (45) FSG Level I FSG Level 2 FSG Level 3 Functional Function (800) Sub Group Function identified from the artifacts Logical Functional within the FSG Grouping within a Functional Area Analyze related artifacts and Identify major functions Maintain Claims Claimant Portal Analyze related artifacts and further decompose FSGs to FSG Level 1 Decomposition Functionality Functions decomposed to identify discrete list of functionality. Analyze related artifacts and further decompose FSG 1 to FSG Level 2 Decomposition Conditions Variation of the functionality (conditions) Analyze related artifacts, business rules, use case flows and identify test conditions Sub- Conditional Variations (3200) Permutation & Combination of the conditions Analyze business rules, flows, related permutation & combination and expand test condition Claimant Login Claimant Login - Successful View Claimant Inbox Update Claimant Address Claimant Login Reset Password - Claimant Claimant Login Unsuccessful 1 st attempt Claimant Login Unsuccessful 3 rd attempt Claimant Login Unsuccessful 4 th attempt Claimant Login Unsuccessful 1 st attempt various password character combinations

23 Planned Daily Run Actual Daily Run Planned Run - Cumulative Actual Run - Cumulative Test Execution Planned vs. Actual Aug 3-Sep 10-Sep 17-Sep 24-Sep 1-Oct 8-Oct 15-Oct 22-Oct 29-Oct 5-Nov 12-Nov 19-Nov 26-Nov

24 Project Connect 24

25 4000 System Test Core Script Creation Planned Daily Run Actual Daily Run Nov 19-Nov 26-Nov 3-Dec 10-Dec 17-Dec 24-Dec 31-Dec 7-Jan 14-Jan 21-Jan 28-Jan

26 Conversion Target ETL/Table Development As of 11/2 Planned (69) vs Actual (111); Total Planned Actual Planned - Cumulative Actual - Cumulative 0

27 Open risks being actively monitored: Risk #24 Pending Legislation 2013 Session Risk #28 Data Quality / Data Conversion Risk #29 Availability of External System Resources Risk #30 Open Critical Change Requests Risk #31 Creole/Spanish Translation Risk #32 System Test Readiness Risk #33 DFS Procurement for New Banking Vendor Risk #34 Identifying DEO Trainers Risk #35 Updating SOP Documentation Risk #36 Build Process Impacting Productivity Risk #37 Co-Development Efforts (Deloitte/DEO) No Open Issues Project Connect 27

28 December 12 January 2 January 9 January 25 ESC Meeting System Test Begins ESC Meeting Core Development Interim Gate Project Connect 28

29 Project Connect 29

30 Introduction Meeting Minutes Approval Project Status Report IV&V Update by Ernst & Young Other Business Public Comments Review of Actions from Meeting Scheduling of Next Meeting December 12 Adjourn Project Connect 30

31 Project CONNECT Independent Verification and Validation Monthly Assessment Report Summary 07 November 2012

32 Topics for discussion General IV&V overview Overall risk state and trending Key indicators Overall project performance Projected milestone slippage Upcoming IV&V activities Supporting information Summary of changes IV&V ratings summary Open deficiencies Project milestones Open technology facets Page 32

33 General IV&V overview Overall IV&V risk state: Green The Project CONNECT Team has satisfactorily addressed all deficiencies identified by the IV&V Team. Based on the current schedule performance index (SPI), the Development/Test Phase Gate is projected to be completed 1 day early. All subsequent phase gates are projected to be completed early. The project is within the prescribed control limits. No new deficiencies identified since the last report. Page 33

34 Overall risk state and trending Risk state of Project CONNECT Program As of 07 November 2012 Governance Risk state with trending Program Cost management P1 Time management P2 P4 Resource management Performance management Change management Functionality T1 Technical architecture T4 P3 Operations support High-level system architecture Risk adjusted financials T2 P6 Non-functional requirements Risk management T3 P5 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 P4 T3 P1 B3 B2 T6 T1 B1 B6 T5 B5 T4 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 T2 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 34

35 Key indicators Indicator Value Comment Is the project approach sound? Yes Is the project on time? Yes The project is within the prescribed control limits. Is the project on budget? Yes Is scope being managed so there is no scope creep? Yes The work being completed as part of the project is within the scope of the project as defined for Project CONNECT. What are the project s future risks? N/A The Project CONNECT Team has satisfactorily addressed all deficiencies identified by the IV&V Team. Are the project s risks increasing or decreasing? Are there new or emerging technological solutions that will affect the project s technology assumptions? Decreasing No The Project CONNECT Team has satisfactorily addressed all deficiencies identified by the IV&V Team. New and emerging technologies were considered in the Feasibility Study. None have an adverse effect on the project s technological assumptions. Page 35

36 Overall project performance PC project performance 1.30 CPI Behind schedule and underspent Ahead of schedule and underspent SPI SPI = 1.00 CPI = Behind schedule and overspent 0.70 Ahead of schedule and overspent Page 36

37 Projected milestone slippage PC projected milestone slippage Implementation Phase Gate -1 UAT Phase Gate -1 Development/Test Phase Gate -1 Remaining Development Interim 2 Gate -1 Core Development Interim 1 Gate -1 Interim Development Interim Gate Design Phase Gate -2 0 Schedule re-baselined Design Interim Gate 3 Design Interim Gate 2 Design Interim Gate Oct 2012 Sep 2012 Aug 2012 Jul 2012 Define Phase Gate 0 Define Interim Gate 2 4 Define Interim Gate 1 0 Planning Phase Gate 0 Planning Interim Gate Number of calendar days Page 37

38 Upcoming IV&V activities Participate in PC meetings IV&V review meetings with the PC Project Team Executive Steering Committee meetings Review integrated master schedule and associated project performance reports Deliverable review schedule is as follows: Deliverable Planned finish Actual finish Comment UC3-06A, Project Management Documents 24 August September 2011 Complete UC3-06B, Requirements Validation 19 August August 2011 Complete UC3-06C, Design Documents UC3-06D, Development Canceled Canceled PC-06E, Testing 21 August August 2012 Complete PC-06F, Data Conversion PC-06G, Training Canceled Canceled PC-06H, Implementation 01 November 2013 Page 38

39 Summary of changes Supporting information Item Description Deficiencies addressed New deficiencies Risk ratings Maturity ratings Interviews conducted Artifacts received There are no open deficiencies. No new deficiencies identified since the last report No risk rating changes since the last report. No maturity rating changes since the last report. No interviews conducted since the last report. Artifacts received include deliverables, Executive Steering Committee (ESC) meeting materials, finances, project schedule, and status report. Page 39

40 IV&V ratings summary Supporting information 30 IV&V cube facet ratings and open deficiencies per month Number Critical Issues Inefficiencies No Issues Not Evaluated Open Deficiencies Page 40

41 Open deficiencies No. Areas Deficiency Implications Recommendations None None None None Supporting information There are no open IV&V deficiencies with Project CONNECT. Page 41

42 Project milestones WBS Title Completion date Supporting information Original Scheduled Planned Projected Actual Design Phase Gate 12/16/ /29/ /29/ /29/ /29/ Interim Development Interim Gate Core Development Interim 1 Gate Remaining Development Interim 2 Gate Development/Test Phase Gate 09/28/ /28/ /26/ /26/ /25/ /25/ /24/ /11/ /11/ /10/ /18/ /18/ /16/ UAT Phase Gate 11/16/ /18/ /18/ /16/ Implementation Phase Gate 12/14/ /15/ /15/ /01/2013 Late Page 42

43 Open technology facets Supporting information Facet Expectations Project deliverable Planned completion Status T2 : Operations support An organizational structure and support strategy to manage the new implementation is in place. Tools exist for tracking performance of application at object levels. A maintenance strategy is developed to manage modification, migration, and retirement of products according to the release strategy. Ongoing knowledge transfer, as systems are developed. A detailed training strategy exists for training the different categories of business and technical users of the system for them to be able to adopt to the system and use it more effectively. Training documents are in place PMP Human Resource Management and Staffing Plan 3.14 PMP Knowledge Management Plan 5 Validated Requirements Document 24 Operations Documentation 06/17/11 Complete 06/17/11 Complete 06/24/11 07/15/11 08/05/11 07/25/13 26 Training Plan 12/07/12 27 Training (execution) 10/10/13 Complete Training strategy is agreed upon, communicated and being executed. Trainers are qualified via agreed upon selection process. Training materials are standard across all modules and functions and are capturing an adequate level of detail. 28 Production System Implementation Plan 30 System Operations and Maintenance Plan 09/12/13 11/15/13 Page 43

44 Open technology facets (continued) Supporting information Facet Expectations Project deliverable Planned completion Status T9 : Stabilization An extended team has been defined across the organization and is working as an extension of the project team. Tasks have been assigned and key metrics are in place to monitor progress. 30 System Maintenance and Operations Plan KPIs 11/15/13 Long-term sustainability plans are in place to keep support and maintenance of the implementation viable. Long-term vendor contracts are implemented to maintain the system in the absence of an inhouse capability to maintain the system. A vendor management body is established to maintain the relationship with vendors to facilitate smooth delivery of outsourced services. 12-month Warranty Period 12-months Operations Support and Maintenance Agreement Executed contracts and license agreements Page 44

45 Introduction Meeting Minutes Approval Project Status Report IV&V Update by Ernst & Young Other Business Public Comments Review of Actions from Meeting Scheduling of Next Meeting December 12 Adjourn Project Connect 45

46 FY12/13 Spend Plan Graph FY12/13 Spend Plan Details Project Connect 46

47 Millions FY Project Funding - Cumulative by Month Budgeted: $ 23,668,224 Forecast: 22,069,036 Variance: $ 1,599, Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 FY Budget Forecast Committed Project Connect 47

48 OPS FY Budget Allocation and Spend by Month - Q1 & Q2 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Budget Committed Budget Committed Budget Committed Budget Forecast Budget Forecast Budget Forecast Funding 17,605 16,078 16,940 15,524 3,735 6,591 3,735 4,424 3,735 3,672 3,735 3,672 Expenses Funding 44,346 43, , ,292 83,825 (2,690) 36,125 34,102 83,827 42, , ,490 OCO Funding 0 2, ,000 98, , ,170,785 1,170,785 Contracted Services Project Management & Support 494, , , , , , , , , , , ,918 IV&V Services 46,456 46,456 77,762 77,762 53,956 53,956 53,956 53,956 53,956 53,956 53,956 53,956 Benefits Realization Strategy ,388 6,388 Organizational Change Management System Integrator (SI) Services 6,725,053 5,670, , ,805 1,922,805 1,922, , ,805 1,732,805 1,732, , ,805 SI Hardware & Maintenance ,702 47,702 1,282,389 1,282, SI Software & Maintenance ,986 40, Project Reserves 10, , , , , ,225 0 Total Contracted Services 7,276,500 5,973, , ,826 2,476,472 2,261, , ,191 3,639,422 3,695, , ,067 Total Budget Allocation & Spend 7,338,452 6,035,348 1,359, ,572 2,564,032 2,302, , ,716 3,726,984 3,741,427 2,309,257 2,393,013 Project Connect 48

49 OPS FY Budget Allocation and Spend by Month - Q3 & Q4 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Budget Forecast Budget Forecast Budget Forecast Budget Forecast Budget Forecast Budget Forecast Funding 3,735 3,672 3,735 3,672 3,735 3,672 3,735 3,672 3,735 3,672 3,735 3,672 Expenses Funding 44,784 72,024 44,784 67,524 66, ,024 66, ,024 66,284 92,496 66,284 92,496 OCO Funding Contracted Services Project Management & Support 463, , , , , , , , , , , ,848 IV&V Services 53,956 53,956 7,500 7,500 53,956 53,956 7,500 7,500 53,956 53,956 7,500 7,500 Benefits Realization Strategy 6,388 6,388 6,388 6,388 6,388 6,388 6,388 6,388 6,388 6,388 6,388 6,388 Organizational Change Management System Integrator (SI) Services 550, , , , SI Hardware & Maintenance ,890 84,890 SI Software & Maintenance ,013,200 1,013,200 Project Reserves 10, , , , , ,225 0 Total Contracted Services 1,083,655 1,124, , , , ,473 1,030,937 1,078, , ,873 1,579,030 1,618,826 Total Budget Allocation & Spend 1,132,174 1,200, , , , ,169 1,100,955 1,195, , ,041 1,649,049 1,714,994 Project Connect 49