20120912 RA ESC Project Status Reportsitefinity2.floridajobs.org/.../UC...RA_ESC_Project_Status_Report.pdf · 8 . 0 10 20 30 40 50 60 70. fy11 q1 fy11 q2 fy11 q3 fy11 q4 fy12 q1 fy12

January 16, 2013

Project Connect

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 February 13 Adjourn

Project Connect 2

Budget and Timeline Project Update Current and Upcoming Activities Risks and Issues New Mexico Trip Report Key Project Dates

Welcome to our newest ESC Member

Tony Powell, CIO, Department of Revenue

Project Connect 3

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SPI as of December 21: 1.01 CPI as of December 15: .95

Project Connect 7

Rebaselined Budget

Allocated Contingency

& Management

Reserves

Supplemental Budget Requests

REA GrantUpdated Project Budget

Estimate at Completion

Project Variance

Project FundingOPS 217,770 0 0 0 217,770 221,368 (3,598)Expenses 7,240,310 1,013,200 0 0 8,253,510 8,467,240 (213,730)OCO (Hardware) 1,441,425 (184,637) 0 0 1,256,788 968,889 287,899 Contracted Services

Project Management & SupportProject Management Office 2,019,270 0 0 0 2,019,270 2,019,270 0Project & Operational Support 3,694,500 (749,261) 1,082,350 119,474 4,147,063 4,012,685 134,378Outside Legal 230,652 0 0 0 230,652 230,652 0ITN Development 512,700 0 0 0 512,700 512,700 0Business Transition 3,945,916 0 0 134,730 4,080,646 4,064,881 15,765Other Contracted Services 164,790 50,000 0 0 214,790 230,358 (15,568)

Total Project Management & Support 10,567,828 (699,261) 1,082,350 254,204 11,205,121 11,070,545 134,575 IV&V Services 2,019,940 0 0 75,000 2,094,940 2,094,940 0 Benefits Realization Strategy 239,391 0 0 0 239,391 239,391 0 Organizational Change Management 467,520 0 0 0 467,520 467,520 0 System Integrator (SI) Services 28,285,557 902,238 0 1,054,586 30,242,381 29,187,795 1,054,585 SI Hardware & Maintenance 2,607,493 184,637 0 0 2,792,130 2,599,812 192,318 SI Software & Maintenance 6,488,115 (1,013,200) 0 0 5,474,915 5,603,682 (128,767)Project Reserves 122,695 0 0 0 122,695 0 122,695

Project Funding Totals 59,698,044 202,977 1,082,350 1,383,790 62,367,160 60,921,184 1,445,976 Cotingency/Management Reserves 3,100,651 2,897,674 622,460

Project Connect 8

0

10

20

30

40

50

60

70

FY11Q1

FY11Q2

FY11Q3

FY11Q4

FY12Q1

FY12Q2

FY12Q3

FY12Q4

FY13Q1

FY13Q2

FY13Q3

FY13Q4

FY14Q1

FY14Q2

FY14Q3

FY14Q4

FY 15 Q1

FY 15 Q2

Mill

ions

Project Funding - Cumulative by Quarter

Budget Forecast Committed

Budgeted: Forecast: Variance:

$62,367,160$60,921,184$1,445,976

Current Contingency $3,100,651 Language Translations Services ($50,000) TOP Offset (Sogeti-Deloitte) ($152,977) Updated Contingency $2,897,674 Current Budget Positive Variance $1,445,976 Available Budget $4,343,650

Potential Allocations RAAC/SIDES Contingency (TBD) DEO CR support (TBD) Post Release 1.0 Change Requests (TBD) SSRC Off-Site Tape Backup (TBD) Security Assessment & ($75,000)

Intrusion Vulnerability Testing Project Connect 9

Core Development Interim Gate signed-off One month ahead of schedule

Amendment 8 has been signed-off Treasury Offset Program plus 11 other Change

Requests Final Production Hardware/Software Order

Language translation (Spanish/Creole) services contract with Languages Unlimited, LLC is signed-off and work proceeding

Project Connect 10

Legacy Treasury Offset Program (TOP) is prepared for Go Live Wednesday, January 16 with the transfer of the first file to the Treasury

Voice over IP upgrade has been kicked off with a completion date pushed to July 26 Resource contention with Data Center Consolidation No Go Live impact at this time

The potential of a July early rollout of the IVR system is dependent on completion of the VoIP rollout by April 1

Project Connect 11

Legacy System completed a data purge in December resulting in an ~10% reduction in overall size Will still be converting over 1,000,000,000 rows of

data

Project Connect 12

Area Start Purged Remainder %Claims 7,566,405 1,828,898 5,737,507 24%Claim Charge 6,419,481 1,217,056 5,202,425 19%Claimant History 553,320,125 51,047,661 502,272,464 9%History Transcript 78,790,878 16,300,484 62,490,394 21%

Amendment 8 Design complete Several artifacts have preliminary approval Final approval scheduled for this week (late, no project

impact) Reemployment Assistance Appeals Commission

(RAAC) CR190 Release 1.1/Go Live ASAP Under discussion to move to Release 1.0

State Information Exchange System (SIDES) CR189

Assessment complete Release 1.2/by December 2013

Project Connect 13

The Reporting Database (production clone) will be housed in the Production Environment Ensures security Can mitigate contention via Oracle Resource Manager Nightly refresh

Project Connect 14

Non-Core Development and Component Testing continue on schedule

System Test starts this week With 2,500 scripts completed so far Completed end-to-end test Claims to Payment Prioritizing defects going forward

Project Connect 15

Conversion Preparing for next Mock Conversion test beginning

Friday, January 18 Expect to load Mock Conversion results to converted

data application test environment week of January 21 Risk: Timing for discontinuation of paper checks

Performance Testing Performance Testing on track to meet the Test execution

schedule In the process of identifying top ten slow transactions Finalizing the approach for remediation of slow

transactions

Project Connect 16

Training Preparation of training materials is on track 31 trainers being onboarded A kick off meeting will be held next week to

introduce the training developers to DEO SMEs and trainers and review the 6-month schedule

Will develop a Claims overview (via Webex) and handouts for Claimants to the Workforce One-Stop Offices

Infrastructure Building out our operational procedures for error

detection, assessment/triage, and escalation

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0

500

1000

1500

2000

2500

3000

15-Aug

15-Jan

31-Jan

28-Feb

Test Execution Original vs. Revised

Original Plan Actual Execution

Revised Plan

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0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

11-Ju

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18-Ju

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9-Ju

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# of

Def

ects

Week Starting

Identified/Resolved Defect Trends

Issues Identified Issues Resolved Issues Open

Projected Identified Projected Resolved Projected Open

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-20

0

20

40

60

80

100

120

140

160

180 Conversion Target ETL/Table DevelopmentAs of 1/7 Revised (165 ) vs. Actual (153)Planned

Actual

Revised Forecat

Planned - Cumulative

Actual - Cumulative

Revised Forecast - Cumulative

Project Connect 26

2 611 7 11

14 14 13

08

13 13 10 13

2 611 7 11

14 148

0

13

0

20

40

60

80

100

120

140

160

Script CompletionPlanned vs. Actual

Planned

Actual

Planned - Cumulative

Actual - Cumulative

02-Nov 09-Nov 16-Nov 23-Nov 30-Nov 07-Dec 14-Dec 21-Dec 28-Dec 04-Jan 11-Jan 18-Jan 25-Jan 1-Feb

1

0

1

0

1

2 2

1

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Cycle 1 - Test Execution StatusPlanned vs. Actual

Planned

Actual

Planned - Cumulative

Actual - Cumulative

9-Nov 16-Nov 23-Nov 30-Nov 7-Dec 14-Dec 21-Dec 4-Jan 18-Jan 1-Feb

Project Connect 27

Total Functional CRs Received 208 Withdrawn/Closed (88) Total CRs 120 Amendment 7 (In Development) 27 Amendment 8 (In Design) 12 Amendment 9 (In Impact Assessment) 2 DEO Development (In Development) 13 On Hold Non-Critical 66 Total CRs 120

Project Connect 28

Open risks being actively monitored: Risk #24 Pending Legislation 2013 Session Risk #29 Availability of External System Resources Risk #31 Creole/Spanish Translation Risk #32 System Test Readiness Risk #34 Identifying DEO Trainers Risk #35 Updating SOP Documentation Risk #37 Co-Development Efforts (Deloitte/DEO) Risk #38 Review priority of Amendment 7 Reports Risk #39 Federal Extension of EUC/RES

No Open Issues

Project Connect 29

Implementation went very well Systems is working! A success! Assisted 22,000 people to open online accounts Certified more than 17,000 for benefits Paid out $4 million in claims Enabled nearly 1,000 employers to electronically file

wage reports Major issue was confusion around the EUC

extension and external interfaces Bank did not process the debit card file for two days Biggest visible issue

Federal (ICON/SSA) testing challenges Some conversion and code issues

Project Connect 30

Consistent Information across all channels Single Point Of Contact (POC) for each channel

Press/Claimants (New/Continuing/EUC) Directing folks to the Internet and Call Center v. the

One-Stops Need to explain that wait times will be excessive

Governor & Executive Director Offices, Legislature Executive Dashboard (# Claims, calls, etc.)

Getting the Workforce Centers some help Training/Handouts/POC

Project Connect 31

Staff Big change for staff Change of organization, process/procedures,

roles/responsibilities, and systems Focus on training, awareness and operational

readiness Training play area Get the security roles assigned correctly up front Get the IVR routing and virtual hold set up correctly

Project Connect 32

Go Live Incident/Communications Management Very controlled and disciplined incident escalation

process (War Room) Lots of issues day one that are training,

knowledge, transition related - not defects Triage of incidents - focusing of critical ones first Communicate out known issues, responses,

workarounds via Intranet Need strong leadership, communications and

trust!

Project Connect 33

January 25 Core Development December 21 Interim Gate

February 13 ESC Meeting March 13 ESC Meeting March 15 Core Functionality Tested April 10 ESC Meeting May 8 ESC Meeting May 10 All Functions w/ Prod. Data June 12 ESC Meeting June 14 Testing Complete

Project Connect 34

Project Connect 35

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 February 13 Adjourn

Project Connect 36

Project CONNECT Independent Verification and Validation Monthly Assessment Report Summary 08 January 2013

Page 38

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 39

General IV&V overview

The Project CONNECT Team has satisfactorily addressed all deficiencies identified by the IV&V Team.

The Core Development Interim 1 Gate was passed on 21 December 2012, 35 calendar days early.

Based on the current schedule performance index (SPI), the Development/Test Phase Gate is projected to be completed 3 days 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.

Overall IV&V risk state: Green

Page 40

Overall risk state and trending

Risk state of Project CONNECT Risk state with trending

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.

Program

B2B3

B5B6B1

B4

B7B8

B9

BusinessTechnology

T1

T2

T4

T6

T9

P4P1

Risk state with trending

T3

T5

T7T8

P2P3

P6 P8P7

P9

P5

Technology

Program

Business

Functionality

Operationssupport

Non-functionalrequirementsTechnical

architecture

High-levelsystem

architecture

Legacyintegration

Requirementsmapping

Stabilization

Resourcemanagement

Costmanagement

Governance

Risk adjustedfinancials

Performancemanagement

Timemanagement

Riskmanagement

Qualitymanagement

Changemanagement

Businessobjectivesand valuealignment

Businessprocess

Organizationdesign

Cost,benefit and

risk

Benefitstracking

Communication

Complianceand

regulatory

Investmentgovernance

and approval

Reportingand value

monitoring

Functionalrequirements

As of 08 January 2013

P1

P2

P3

P4

P5

P6

P7

P8

P9T1

T2

T3T4

T5

T6T7

T8

T9

B1

B2

B3

B4

B5

B6

B7

B8

B9

Page 41

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 projects future risks? N/A The Project CONNECT Team has satisfactorily addressed all deficiencies identified by the IV&V Team.

Are the projects risks increasing or decreasing?

Decreasing The Project CONNECT Team has satisfactorily addressed all deficiencies identified by the IV&V Team.

Are there new or emerging technological solutions that will affect the projects technology assumptions?

No New and emerging technologies were considered in the Feasibility Study.

None have an adverse effect on the projects technological assumptions.

Page 42

Overall project performance

0.70

0.80

0.90

1.00

1.10

1.20

1.30

0.70 0.80 0.90 1.00 1.10 1.20 1.30

SPI

CPIPC project performance

Ahead of schedule and underspentBehind schedule and underspent

Ahead of schedule and overspentBehind schedule and overspent

SPI = 1.01CPI = 0.95

Page 43

Projected milestone slippage

0

0

0

4

0

245

210

210

0

-2

-35

-2

-3

-3

-3

-50 0 50 100 150 200 250 300

Planning Interim Gate

Planning Phase Gate

Define Interim Gate 1

Define Interim Gate 2

Define Phase Gate

Design Interim Gate 1

Design Interim Gate 2

Design Interim Gate 3

Design Phase Gate

Interim Development Interim Gate

Core Development Interim 1 Gate

Remaining Development Interim 2 Gate

Development/Test Phase Gate

UAT Phase Gate

Implementation Phase Gate

Number of calendar days

PC projected milestone slippage

Dec 2012

Nov 2012

Oct 2012

Sep 2012

Aug 2012

Schedule re-baselined

Page 44

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 2011 30 September 2011 Complete

UC3-06B, Requirements Validation 19 August 2011 19 August 2011 Complete

UC3-06C, Design Documents Canceled

UC3-06D, Development Canceled

PC-06E, Testing 21 August 2012 23 August 2012 Complete

PC-06F, Data Conversion Canceled

PC-06G, Training Canceled

PC-06H, Implementation 01 November 2013

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Summary of changes

Item Description

Deficiencies addressed

There are no open deficiencies.

New deficiencies No new deficiencies identified since the last report

Risk ratings No risk rating changes since the last report.

Maturity ratings No maturity rating changes since the last report.

Interviews conducted No interviews conducted since the last report.

Artifacts received Artifacts received include deliverables, Executive Steering Committee (ESC) meeting materials, phase gate review board materials, schedule, and status reports.

Supporting information

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IV&V ratings summary Supporting information

0

5

10

15

20

25

30

Number

IV&V cube facet ratings and open deficiencies per month

Critical Issues Inefficiencies No Issues Not Evaluated Open Deficiencies

Page 47

Open deficiencies

No. Areas Deficiency Implications Recommendations

None None None None

Supporting information

There are no open IV&V deficiencies with Project CONNECT.

Page 48

Project milestones

WBS Title Completion date

Original Scheduled Planned Projected Actual

2.2.1.1 Design Phase Gate 12/16/2011 06/29/2012 06/29/2012 06/29/2012 06/29/2012

3.2.4.12 Amendment 7 CRs Design 11/02/2012 11/02/2012 11/28/2012

3.8.1 Interim Development Interim Gate 09/28/2012 09/28/2012 09/26/2012 09/26/2012

3.8.2 Core Development Interim 1 Gate 01/25/2013 01/25/2013 01/23/2013 12/21/2012

3.8.3 Remaining Development Interim 2 Gate 04/11/2013 04/11/2013 04/09/2013

3.8.4 Development/Test Phase Gate (includes Amendment 7)

07/18/2013 07/18/2013 07/15/2013

4.8.1 UAT Phase Gate 11/16/2012 10/18/2013 10/18/2013 10/15/2013

5.9.1 Implementation Phase Gate (includes Amendment 7) 12/14/2012 11/15/2013 12/03/2013 11/30/2013

Supporting information

Late

Page 49

Open technology facets

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. 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.

3.12 PMP Human Resource Management and Staffing Plan

06/17/11 Complete

3.14 PMP Knowledge Management Plan

06/17/11 Complete

5 Validated Requirements Document

06/24/11 07/15/11 08/05/11

Complete

24 Operations Documentation

07/25/13

26 Training Plan 12/07/12 Complete

27 Training (execution) 10/10/13

28 Production System Implementation Plan

09/12/13

30 System Operations and Maintenance Plan

11/15/13

Supporting information

Page 50

Open technology facets (continued)

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.

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 in-house capability to maintain the system.

A vendor management body is established to maintain the relationship with vendors to facilitate smooth delivery of outsourced services.

30 System Maintenance and Operations Plan

11/15/13

KPIs

12-month Warranty Period

12-months Operations Support and Maintenance Agreement

Executed contracts and license agreements

Supporting information

Seek approval to pass through the Core Development Interim Gate

Project Connect 51

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 February 13 Adjourn

Project Connect 52

FY12/13 Spend Plan Graph FY12/13 Spend Plan Details

Project Connect 53

Project Connect 54

0

5

10

15

20

25

Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13

Mill

ions

FY 2012-2013 Project Funding - Cumulative by Month

FY Budget Forecast Committed

Budgeted: $ 22,431,336Forecast: 22,224,153

Variance: $ 207,183

Project Connect 55

Budget Committed Budget Committed Budget Committed Budget Forecast Budget Forecast Budget ForecastOPS

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

ExpensesFunding 44,346 43,375 463,994 218,916 83,825 37,143 83,826 82,437 83,827 210,993 472,277 320,758

OCOFunding 0 2,257 155,000 178,516 0 0 0 0 0 0 1,170,785 40,898

Contracted ServicesProject Management & Support 487,190 256,716 504,707 290,226 481,910 284,677 481,910 328,728 511,485 310,168 461,510 271,929IV&V Services 46,456 46,456 77,762 77,762 53,956 53,956 53,956 53,956 53,956 53,956 53,956 53,956Benefits Realization Strategy 0 0 0 0 0 0 0 0 0 0 6,388 0Organizational Change Management 0 0 0 0 0 0 0 0 0 0 0 0System Integrator (SI) Services 5,670,467 5,670,467 122,805 122,805 1,922,805 1,922,805 122,805 122,805 1,732,805 1,557,805 122,805 672,805SI Hardware & Maintenance 0 0 0 0 0 (10,040) 0 0 1,282,389 0 0 1,369,638SI Software & Maintenance 0 0 0 0 0 0 0 10,040 40,986 0 0 159,714Project Reserves 0 0 0 0 0 0 0 0 0 0 0 0

Total Contracted Services 6,204,113 5,973,638 705,274 490,793 2,458,671 2,251,398 658,671 515,528 3,621,621 1,921,928 644,659 2,528,041

Total Budget Allocation & Spend 6,266,064 6,035,348 1,341,208 903,749 2,546,231 2,295,131 746,232 602,390 3,709,183 2,135,930 2,291,456 2,895,843

FY 2012-2013 Budget Allocation and Spend by Month - Q1 & Q2Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12

Project Connect 56

Budget Forecast Budget Forecast Budget Forecast Budget Forecast Budget Forecast Budget ForecastOPS

Funding 3,735 3,954 3,735 3,954 3,735 3,954 3,735 3,954 3,735 3,954 3,735 3,954

ExpensesFunding 44,784 314,971 44,784 68,820 66,284 115,320 66,284 115,320 66,284 93,792 66,284 1,191,882

OCOFunding 0 68,576 0 0 0 0 0 500,000 0 63,001 0 0

Contracted ServicesProject Management & Support 455,510 533,634 455,510 526,242 455,510 526,242 455,510 526,242 455,510 517,532 455,514 608,099IV&V Services 53,956 53,956 7,500 7,500 53,956 53,956 7,500 7,500 53,956 53,956 7,500 7,500Benefits Realization Strategy 6,388 7,453 6,388 7,453 6,388 7,453 6,388 7,453 6,388 7,453 6,388 7,453Organizational Change Management 0 0 0 0 0 0 0 0 0 0 0 0System Integrator (SI) Services 550,000 158,283 0 0 0 0 550,000 725,000 0 0 0 450,000SI Hardware & Maintenance 0 0 0 0 0 0 0 0 0 0 84,890 0SI Software & Maintenance 0 0 0 0 0 0 0 0 0 0 1,013,200 0Project Reserves 0 0 0 0 0 0 0 0 0 0 0 0

Total Contracted Services 1,065,854 753,326 469,398 541,195 515,854 587,650 1,019,398 1,266,195 515,854 578,940 1,567,492 1,073,052

Total Budget Allocation & Spend 1,114,373 1,140,827 517,917 613,968 585,873 706,924 1,089,417 1,885,468 585,873 739,687 1,637,511 2,268,887

FY 2012-2013 Budget Allocation and Spend by Month - Q3 & Q4Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13

Executive Steering CommitteeUpdateAgendaProject Status ReportProject TimelineProject TimelineSchedule Performance IndexBudget & EAC SummaryBudget TrackingManagement Reserve AllocationOverall Project StatusOverall Project StatusOverall Project StatusDesign ActivitiesDesign ActivitiesDevelopment StatusImplementation StatusImplementation StatusDevelopmentComponent TestSubsystem TestSubsystem Test Defect TrackingSystem Test Script DevelopmentSystem Test Script ExecutionInterface TestingConversionPerformance TestingLegacy Data Quality TrackingChange Requests SummaryCurrent Risks / IssuesNew Mexico Go Live Trip ReportNew Mexico Key - Lessons LearnedNew Mexico Key - Lessons LearnedNew Mexico Key - Lessons LearnedKey Project DatesQuestions?AgendaProject CONNECTIndependent Verification and ValidationMonthly Assessment Report Summary08 January 2013Topics for discussionGeneral IV&V overviewOverall risk state and trendingKey indicatorsOverall project performanceProjected milestone slippageUpcoming IV&V activitiesSummary of changesIV&V ratings summaryOpen deficienciesProject milestonesOpen technology facetsOpen technology facets(continued)Next StepsAgendaAttachmentsFY12/13 Spend Plan TrackingFY12/13 Spend Plan 1st HalfFY12/13 Spend Plan 2nd Half