Project Connect Executive Steering Committee Update. April 10, 2013

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1 Project Connect Executive Steering Committee Update April 10, 2013

2 Agenda 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 May 8 Adjourn 2

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

4 Budget & EAC Summary 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, , ,113 (20,343) Expenses 7,240,310 1,793, ,034,004 8,955,623 78,381 OCO (Hardware) 1,441,425 (905,527) , ,050 86,847 Contracted Services Project Management & Support Project Management Office 2,019, ,019,270 2,019,270 0 Project & Operational Support 3,694,500 (1,372,716) 648, ,474 3,090,108 3,049,445 40,663 Outside Legal 230, , ,652 0 ITN Development 512, , ,700 0 Business Transition 3,945,916 (11,538) 0 134,730 4,069,109 4,107,381 (38,272) Other Contracted Services 164, , , ,866 6,924 Total Project Management & Support 10,567,828 (1,216,254) 648, ,204 10,254,628 10,245,314 9,314 IV&V Services 2,019, ,019,940 2,025,815 (5,875) Benefits Realization Strategy 239,391 1, , ,391 1,915 Organizational Change Management 467,520 8, , ,520 8,383 System Integrator (SI) Services 28,285,557 1,673, ,500 1,054,586 31,446,648 31,335, ,738 SI Hardware & Software 9,095,608 (828,563) 0 0 8,267,045 8,203,495 63,550 Project Reserves 122, , ,695 Project Funding Totals 59,698, ,654 1,082,350 1,308,790 62,615,837 62,160, ,605 Contingency/Management Reserves 3,100,651 2,573, ,460 <- Geographic Solutions, WF Integration PM Total Project Funding 62,798,694 2,006,250 & Misc. Deloitte CRs 4

5 Budget Tracking Project Funding - Cumulative by Quarter 70,000,000 60,000,000 50,000,000 Budgeted: $62,615,837 Forecast: 62,160,232 Variance: $ 455,605 40,000,000 30,000,000 20,000,000 10,000,000 0 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 5

6 Management Reserve Allocation Current Contingency $2,573,997 Current Budget Positive Variance $455,605 Available Budget $3,029,602 Potential Allocations Enhanced User Authentication ($500,000) Sequestration ($500,000) Remaining Critical Change Requests ($250,000) RAAC Legacy Bridge Fallback Plan (TBD) RAAC/SIDES Contingency (TBD) Post Release 1.0 Change Requests & Support (TBD) 6

7 Critical CRs Under Review CR221 Enhanced User Authentication CR236 Sequestration CR217 EUC/RES Requirements CR235 Expand Security Role Administration CR238 Tag Claimants w/ Warrant Status CR241 Connect/IVR Authentication Alignment CR246 Enhanced Workforce Interface CR201 Retire 1099G Proof Report (Credit) CR214 Retire Overpayment Digest Report (Credit) CR233 SB222 - Appeals and RAAC 7

8 Project Timeline 8

9 Project Cadence 9

10 Overall Project Status Continue to drive towards an October 1 implementation Many issues have been addressed (EUC/RES Interface, Enhanced User Authentication) One significant issue is outstanding: Sequestration 10

11 Project Activity Status The RAAC JAD sessions are progressing on schedule to complete this week Tech Specs in-progress Kicked off data conversion design activities Initiated a change request to handle Word integration post release 1.0 Initiated a change request to convert historical orders into Connect and expose all orders for internet web access 11

12 Project Activity Status Total amount collected via TOP through March 29 is $15,799,901 Secure Gateway - Ready for Integration Testing with Connect and FMS Testing Language Translations on track VoIP/IVR on tract for an early rollout (August 26) Continuing to work with Communications on aligning External and Internal messaging for Go Live 12

System Test Timeline OVERALL: Cycle 1 completed and Cycle 2 system testing has commenced Cycle 1 Core Application The team has completed 3,827 scripts and closed out Cycle 1 with a 75% pass rate

13 System Test Timeline OVERALL: Cycle 1 completed and Cycle 2 system testing has commenced Cycle 1 Core Application The team has completed 3,827 scripts and closed out Cycle 1 with a 75% pass rate (target 60%) 792 unique defects were logged (forecast 1,000) Cycle 2 Entire Application with Converted Data System Testing in Cycle 2 has commenced So far team has executed 15% scripts (850 out of 4,898) with a pass rate of 91% (forecast 75%) 13

14 System Test Script Execution OVERALL: System testing team is ramping up following completion of component and sub-system testing for non-core Prioritizing Collections & Program Integrity to identify any areas that need addressed Scheduling to begin twice a week meeting next week to discuss each functional sub-group status among the SMEs 14

15 DEO System Test Execution OVERALL: Overall DEO script execution is on plan. Pass rate is 72%. Issues with the monetary batch continued but overall batch issues showed improvement DEO team has been focused on re-testing previously failed scripts DEO recorded 61 Valid Script Defects, up from 28 the previous week DEO recorded 178 system defects, up from 119 the previous week 15

16 System Defect Tracking 3000 Defect Trend Planned vs. Actual Feb 25-Feb 4-Mar 11-Mar 18-Mar 25-Mar 1-Apr 8-Apr 15-Apr 22-Apr 29-Apr 6-May 13-May 20-May 27-May 3-Jun 10-Jun 17-Jun 24-Jun Planned Defect Resolution Actual Defect Resolution Planned New Defects Actual New Defects Planned Cumulative Defects Actual Cumulative Defects 16

17 System Test Script Execution Testing: Defect Summary Sub-System Scripts Defects Functional Track Planned Total GRAND OPEN BREAKDOWN CLOSED OPEN Scripts Executed TOTAL DEV IN_BUILD TEST Claims* 1,060 1,037 2,266 1, Monetary Issues & Adjudication , Payment & Charging* , Reports Collections Appeals Program Integrity Other Grand Total 3,711 3,521 7,165 4,454 2,711, ,073 OPEN BREAKDOWN Severity Grand Total CLOSED OPEN % Closed % Open DEV IN_BUILD TEST 1 Critical 1,695 1, % 20% 2 High 3,550 2,027 1, % 43% 3 Medium 1, % 49% 4 Low % 37% Grand Total 7,165 4,454 2,711 1, ,073 17

18 Performance Testing OVERALL: Cycle 3 starting 4/1 as planned. Continuing to work with the Development team on the 6 priority transactions having performance defects. All other transaction measuring at less than 5 seconds OPEN Transactions exceeding 5 seconds Priority Average Response Time PT_INITIALCLAIM_006_T14_1_WORK_AUTHORIZATION_INFO_NEXT_CLICK PT_INITIALCLAIM_006_T28_SUBMIT_UC_BENEFITS_APPLN_CLICK PT_INITIALCLAIM_005_T12_1_OUT_OF_STATE_NEXT_CLICK PT_INITIALCLAIM_003_T28_SUBMIT_UC_BENEFITS_APPLN_CLICK PT_INITIALCLAIM_005_T28_SUBMIT_UC_BENEFITS_APPLN_CLICK PT_INITIALCLAIM_009_T33_SUBMIT_UC_BENEFITS_APPLN_CLICK Outstanding Cycle 2 Iteration 4 Script Execution: Cycle 2 test execution did not complete by March 29 due to reduced environment availability to support demos. This will not impact the start of Cycle 3 on April 1. Targeting remaining Cycle 2 scripts (all priority 3) to conclude by April 15 Transaction Types Total Scripts Scripts Total Transactions Comments Executed Transactions Executed High Volume/High Complexity Completed High Volume/Low Complexity Completed Low Volume/High Complexity Test script execution is behind schedule Total Low Volume / Low Complexity Not planned for execution 18

19 Conversion OVERALL: Beginning month/quarter end financial reporting comparisons; Continuing support of CDAT and System Testing Completed Q1 Mock Conversion and continuing with CDAT testing Focus on defect resolution, data integrity and application build data model changes; 6 new tables to be populated Completed initial image conversion ( , ~32M); 2013 targeted for this week and will then begin load to Prod Re-assessing data conversion mappings for CR155, TOP Mock Run Performance tuning generally complete September October November December January February March Total Elapsed Time 6 Days 2 Days 2 Days 2 Days 2 Days 2+ Days 2 Days # Connect (Target) Tables Loaded # Connect Records 900+ Million 908+ Million 989+ Million 826+ Million 826+ Million Billion Billion Loaded # Staging (Source Data) Tables Loaded # Source Data Records 1.1 Billion 1.2 Billion 1.2 Billion 1.17 Billion 1.17 Billion 1.6 Billion 1.8 Billion 19

20 Conversion OVERALL: Progress continues to be made in the area of Data Quality 20

21 Interfaces 37 out of 55 interfaces tested so far All Priority 1 & 2 Interfaces are scheduled to be fully functionally tested by April 30. All Interfaces to be tested by the end of May TOP-FMS testing started. First test was successful Connect to Secure Gateway testing. ICON retesting underway. The team continues to resolve web service-related infrastructure issues. DOR Child Support retesting started. First test successful. Should be wrapped up this week 21

22 Training Preparation of training materials is onschedule Claimant Awareness Video Storyboard under review What is Train-the-Trainer? presentation for trainers this week Off Site Training facilities coming together 22

23 Training Stakeholder Participation Conducted eight successful staff demos in Orlando on Adjudication and Claims (Initial, Continued and Maintain). Demos were well received. Process Documentation Workshops: Adjudication and Initial Claims completed the today/tomorrow templates in preparation for workshops. Remaining teams are on target for completion by April

24 Contractual KPI Executive Summary Payment Point Amount KPI 1 - Correspondence Generation $293,134 Reduce the outbound correspondence generation/mailing thru electronic delivery KPI 2 - Adjudication of Issues $1,386,929 Reduce the time it takes to complete fact finding and to adjudicate separation issues KPI 3 - No Touch Claims $574,463 Reduce the number of claims that require staff intervention to finish initial claims KPI 4 - Overpayment $227,617 Electronic cross matching, timely adjudication, and data accuracy KPI 5 - Appeals $212,009 Reduce the average time it takes to docket and schedule an appeal for hearing Benefits Realization KPI Performance $2,694,152

25 KPI 1 Correspondence Baseline: Correspondences/Claimant Target: Legislative and operational decisions primarily impacting claimant mail have significantly impacted this KPI Correspondence Performance Analysis CY CY2013 Baseline Upper & Lower Control Limits Avg Mail Items per Claimant KPI Results Target UCL-BL LCL-BL Baseline 0.00

26 KPI 2 - Determinations Baseline: 2.16 Determinations/Hours Target: Adjudication Performance Analysis CY CY2013 Baseline Upper & Lower Control Limits Determinations per Hour KPI Results Baseline UCL-BL LCL-BL Target 0.00 CY10 - Q1 CY10 - Q2 CY10 - Q3 CY10 - Q4 CY11 - Q1 CY11 - Q2 CY11 - Q3 CY11 - Q4 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb

27 KPI 3 - % No Touch Claims Baseline: 11.11% of No Touch Claims - Target: 22.22% No-Touch/Total Claims 25% 20% 15% 10% 5% No-Touch Claims Performance Analysis CY CY2013 Baseline Upper & Lower Control Limits KPI Results Target UCL-BL LCL-BL Baseline 0%

28 KPI 4 Overpayment % Note: 2010 Overpayment baseline query could not be reconstructed beginning with 2011 inputs. Overpayments can now be consistently measured and calibrated. 5.00% Overpayments Performance Analysis CY CY2013 Baseline Upper & Lower Control Limits Overpayments / Totlal Benefits Paid 4.50% 4.00% 3.50% 3.00% 2.50% 2.00% 1.50% 1.00% 0.50% KPI Results Target UCL LCL Baseline 0.00% CY10 - Q1/2 CY10 - Q3/4 CY11 - Q1/2 CY11 - Q3/4 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb

29 KPI 5 Appeals Performance Baseline: minutes/notice Target: Appeals Performance Analysis CY CY2013 Baseline Upper & Lower Control Limits Contracted Minutes/Notices KPI Results Target UCL-BL LCL-BL Baseline 0.00

30 Change Requests Total Functional CRs Received 254 Withdrawn/Closed (111) Total CRs 143 Amendment 7/8/9 (In Process) 41 DEO Development (In Process) 9 Critical for Go Live Amendment 10 9 Next up for Post Release 1 (On Hold) 18 On Hold Non-Critical 66 Total CRs

31 Open risks being actively monitored: Risk #24 Pending Legislation 2013 Session Risk #29 Availability of External System Resources Risk #31 Creole/Spanish Translation Risk #34 Identifying Training Facilities Risk #35 Updating SOP Documentation Risk #40 Legacy System Changes Risk #41 Critical CRs may Jeopardize Go Live No Open Issues Current Risks / Issues 31

32 Key Project Dates May 8 ESC Meeting May 10 Cycle 2 - All Functions Tested with Production Data June 12 ESC Meeting June 28 Cycle 3 - All Testing Complete July 10 ESC Meeting July 18 Development/Test Phase Gate August Operational Readiness/Begin Training September Wrap-up Training October GO LIVE! 32

33 Questions? 33

34 Agenda 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 May 8 Adjourn 34

35 Project CONNECT Independent Verification and Validation Monthly Assessment Report Summary 05 April 2013

36 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 36

37 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 five (5) days late. All subsequent phase gates are projected to be completed late. The project is within the prescribed control limits. No new deficiencies identified since the last report. Next IV&V monthly assessment report will be published on 7 June Page 37

38 Overall risk state and trending Risk state of Project CONNECT Program Cost management Governance P1 As of 05 April 2013 Time management Risk state with trending Program Resource management P2 Performance management P4 Change management Functionality T1 Technical architecture T4 Functional requirements T7 P3 Operations support High-level system architecture Requirements mapping Risk adjusted financials T2 T5 P6 Non-functional requirements Legacy integration Risk management T3 T6 P5 P9 B1 Business objectives and value alignment Cost, benefit and risk B4 Quality management P8 B2 B5 Business process Benefits tracking Investment governance and approval P7 Organization design B3 Communication B6 Reporting and value monitoring B9 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 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 38

39 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 39

40 Overall project performance Behind schedule and underspent PC project performance SPI Behind schedule and overspent SPI = 0.99 CPI = 1.00 Green area indicates within tolerance of +/- 5% for both SPI and CPI. Amber area indicates review is required and corrective actions may be necessary CPI Ahead of schedule and underspent Ahead of schedule and overspent Red area indicates out-oftolerance and corrective actions are necessary. This chart shows the SPI and CPI plotted as points against the tolerance ranges set up for the project. SPI is slightly less than 1.00 and trending flat: The project is slightly behind schedule. It is taking more time to complete tasks than originally scheduled. CPI is equal to 1.00 and trending flat: The project is on budget. The effort required to complete tasks is equal to the original budget. Conclusions: The project is within the prescribed control limits. The project is slightly behind schedule and on budget. Page 40

41 Projected milestone slippage Implementation Phase Gate UAT Phase Gate Development/Test Phase Gate Remaining Development Interim 2 Gate PC projected milestone slippage This chart shows the projected completion dates for future milestones based on historical performance using the schedule performance index (SPI). Conclusions: Core Development Interim 1 Gate Interim Development Interim Gate Design Phase Gate Design Interim Gate 3 Design Interim Gate 2 Design Interim Gate Schedule re-baselined Mar 2013 Jan 2013 Dec 2012 Nov 2012 The project is within the prescribed control limits. All future milestones are projected to be completed slightly behind schedule. Define Phase Gate Define Interim Gate Oct 2012 Sep 2012 Define Interim Gate 1 0 Planning Phase Gate 0 Planning Interim Gate Number of calendar days Page 41

42 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 42

43 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 change management, change requests, contract documents, Executive Steering Committee (ESC) meeting materials, finance update, newsletter, schedule, and status reports. Page 43

44 IV&V ratings summary Supporting information Number IV&V cube facet ratings and open deficiencies per month This chart shows a summary of the IV&V cube facet ratings (red, amber, green and grey), and open deficiencies per month for the past several months. The number of cube facet risk ratings has been zero (0) since September The number of open deficiencies has been zero (0) since September Conclusions: The project risks are decreasing. 5 0 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Mar-13 Critical Issues Inefficiencies No Issues Not Evaluated Open Deficiencies Page 44

45 Open deficiencies No. Areas Deficiency Implications Recommendations None None None None Supporting information There are no open IV&V deficiencies with Project CONNECT. Page 45

46 Project milestones WBS Title Completion date Supporting information Original Scheduled Planned Projected Actual Design Phase Gate 12/16/ /29/ /29/ /29/ /29/ Amendment 7 CRs Design 11/02/ /02/ /28/ Amendment 8 CRs Design 01/07/ /07/ /16/ Interim Development Interim Gate Core Development Interim 1 Gate Remaining Development Interim 2 Gate Development/Test Phase Gate (includes Amendments 7 and 8) 09/28/ /28/ /26/ /26/ /25/ /25/ /23/ /21/ /11/ /11/ /15/ /18/ /18/ /23/ UAT Phase Gate 11/16/ /18/ /18/ /24/ Implementation Phase Gate (includes Amendments 7 and 8) 12/14/ /15/ /03/ /10/2013 Late Page 46

47 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 Complete 26 Training Plan 12/07/12 Complete 27 Training (execution) 10/10/13 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 47

48 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 48

49 Agenda 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 May 8 Adjourn 49

50 Attachments FY12/13 Spend Plan Graph FY12/13 Spend Plan Details 50

51 FY12/13 Spend Plan Graph 25 FY Project Funding - Cumulative by Month Millions Budgeted: $ 22,356,336 Forecast: 21,080,908 Variance: $ 1,275, 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 51

52 FY12/13 Spend Plan Details 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 Committed Budget Committed Budget Committed OPS Funding 17,605 16,078 16,940 15,524 3,735 6,591 3,735 4,424 3,735 3,009 3,735 6,146 Expenses Funding 44,346 43, , ,916 83,825 37,143 83,826 82,437 83, , ,277 44,304 OCO Funding 0 2, , , ,170,785 0 Contracted Services Project Management & Support 487, , , , , , , , , , , ,736 IV&V Services 46,456 46,456 77,762 77,762 46,456 46,456 46,456 46,456 46,456 46,456 46,456 45,581 Benefits Realization Strategy ,388 0 Organizational Change Management System Integrator (SI) Services 5,670,467 5,670, , ,805 1,922,805 1,922, , ,805 1,732,805 1,557, , ,805 SI Hardware & Maintenance (10,040) 0 0 1,282, ,369,638 SI Software & Maintenance ,040 40, ,714 Project Reserves Total Contracted Services 6,204,113 5,975, , ,325 2,451,171 2,247, , ,465 3,614,121 1,909, ,159 2,505,474 Total Budget Allocation & Spend 6,266,064 6,037,697 1,341, ,282 2,538,731 2,290, , ,326 3,701,683 2,123,585 2,283,956 2,555,924 52

53 FY12/13 Spend Plan Details FY Budget Allocation and Spend by Month - Q3 & Q4 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Budget Committed Budget Committed Budget Committed Budget Forecast Budget Forecast Budget Forecast OPS Funding 3,735 9,608 3,735 9,904 3,735 8,115 3,735 4,280 3,735 4,280 3,735 4,280 Expenses Funding 44, ,977 44,784 66,930 66,284 48,300 66, ,569 66, ,730 66, ,741 OCO Funding 0 81, , , Contracted Services Project Management & Support 455, , , , , , , , , , , ,978 IV&V Services 46,456 46, ,750 46,456 44, ,750 46,456 44, ,750 Benefits Realization Strategy 6, , , ,388 14,905 6,388 14,905 6,388 14,905 Organizational Change Management System Integrator (SI) Services 550, , , , , ,919,865 SI Hardware & Maintenance ,890 0 SI Software & Maintenance ,013,200 0 Project Reserves Total Contracted Services 1,058, , , , , ,098 1,011,898 1,059, , ,248 1,559,992 2,258,498 Total Budget Allocation & Spend 1,106,873 1,132, , , , ,514 1,081,917 1,194, , ,260 1,630,011 2,377,519 53

Project Connect Connect January 11, 2012

Project Connect Connect January 11, 2012 Project Connect January 11, 2012 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