esc status report may 11 2011 - floridajobs.org

July 13, 2011

Project Connect

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 – August 10 Adjourn

Project Connect 2

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

Project Connect 3

Project Connect 4

0

10

20

30

40

50

60

FY11Q1

FY11Q2

FY11Q3

FY11Q4

FY12Q1

FY12Q2

FY12Q3

FY12Q4

FY13Q1

FY13Q2

FY13Q3

FY13Q4

FY14Q1

FY14Q2

Mill

ions

Project Funding - Cumulative by Quarter

Budget ForecastCommitted

Project Connect 5

Project BudgetEstimate at Completion Project Variance

Operational FundingState Salaries & Benefits 5,050,000 4,518,750 531,250 Admin/ Misc 391,250 381,854 9,396

Operational Funding Totals 5,441,250 4,900,604 540,646

Project FundingOPS 92,400 82,848 9,552 Expenses 6,867,725 6,588,963 278,762 OCO (Hardware) 483,240 465,420 17,820 Contracted Services

Project Management & Support 5,991,903 5,718,153 273,750 IV&V Services 2,005,798 2,005,798 0 Benefits Realization Strategy 288,200 254,630 33,570 Operational Change Management 678,300 620,010 58,290 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 5,495,393 211,237 Project Reserves 122,695 0 122,695

Project Funding Totals 52,841,655 51,794,497 1,047,158

Project Budget & VarianceProject Total

Project Connect 6

Budget Committed Variance Budget Committed Budget ForecastOperational Funding

State Salaries & Benefits 1,450,000 768,750 681,250 150,000 150,000 150,000 150,000 Admin/ Misc 78,250 51,794 26,456 11,625 17,060 13,875 13,875

Operational Funding Totals 1,528,250 820,544 707,706 161,625 167,060 163,875 163,875

Project FundingOPS 15,600 6,048 9,552 3,800 4,230 3,800 3,800 Expenses 1,521,376 631,654 889,722 49,775 30,343 54,275 665,041 OCO (Hardware) 180,092 64,272 115,820 0 0 0 0 Contracted Services

Project Management & Support 2,198,085 1,895,141 302,944 226,024 212,286 226,024 189,825 IV&V Services 873,700 873,700 0 46,456 46,456 202,986 202,986 Benefits Realization Strategy 145,160 95,004 50,156 9,320 39,450 9,320 20,888 Operational Change Management 126,000 83,520 42,480 25,500 24,450 25,500 29,250 System Integrator (SI) Services 698,778 698,778 0 698,778 698,778 0 0 SI Hardware & Maintenance 1,017,254 975,772 41,482 0 975,772 0 0 SI Software & Maintenance 5,665,644 5,454,407 211,237 0 5,454,407 0 0 Project Reserves 43,364 0 43,364 3,609 0 5,219 0

Project Funding Totals 12,485,053 10,778,297 1,706,756 1,063,262 7,486,172 527,125 1,111,791

Cumulative through June July 2011June 2011

Project Connect 7

Project Connect 8

Baselined the Integrated Master Schedule (IMS), incorporating changes recommended by IV&V

Reviewing Iteration 2 validated requirements deliverable – this includes:• Maintaining Claims• Appeals• Benefit Payment Control• Reporting Services

Iteration 3 Joint Requirement Management (JRM) sessions for IVR continue on schedule

Project Connect 9

Define Interim Gate 1 approval occurred three days behind schedule (June 29 vs. June 24)• While the JRM sessions were completed and the

requirements documented, the team needed the additional time to ensure the requirements met the IEEE standards of being:

- Clearly Defined - Unambiguous- Design Ready - Testable- Mutually Exclusive - Collectively Exhaustive

Project Connect 10

This delay had minimal impact on the Design Phase The Design Phase began (as scheduled) on June 27

at Deloitte’s risk as the first week of Design Phase activity focused on Deloitte’s preparation for the Joint Application Design (JAD) sessions

The impact of the delayed Phase Gate approval was, at most, a half day which has since been recovered

Since the Design Phase began according to schedule, the remaining Interim and Phase Gates were not impacted

Project Connect 11

Disposition Type Description Validated As Is Keep AWI requirement as is - Deloitte and AWI teams understand the requirementReworded AWI requirement reworded for clarity - Newly worded requirement is validated and

both the Deloitte and AWI teams understand the requirementReplaced w/ uFACTS AWI has similar requirement, but uFACTS requirement is clearer or more granular -

Adopted the uFACTS requirement and retired the similar AWI requirementAdopt uFACTS AWI does not have this requirement, but wants to keep uFACTs requirement - Both

the Deloitte and AWI teams understand the requirement Revised uFACTS Wording has changed to make uFACTS requirement clearer. Both Deloitte and AWI

teams understand the requirement Retired (AWI) There is a similar or exact match requirement that is covered by other AWI or

uFACTS requirement(s)Retired (uFACTS) AWI has this requirement already or the AWI team has decided not to adopt the

uFACTS requirement Split Keep AWI requirement but created multiple requirements and they are listed as newAction Item More research is needed and action item(s) are created with owners assigned to

each Move to Diff Function Move to a different function and will cover laterChange Request Requirement was not included in either AWI or uFACTS requirements, and the

functionality does not exist in uFACTS, based on our understanding of the requirement. These requirements are addressed via the formal Change Control Process.

Project Connect 12

Iteration AWI Reqs Total Reqs*1 744 1,1092 686 8973 54 63

TOTAL 1,484 2,069

* (AWI+uFACTS+JRM+CR)

Project Connect 13

Contract Amendment 2 was executed on June 24 transferring the procurement of the Freedom Scientific, Genesys, Microsoft, and UC4 from Deloitte to the Agency and reducing Deloitte’s Direct Order (DO) appropriately

The Agency submitted DOs to procure products from those vendors

Project Connect 14

Deloitte has ordered all of the hardware and software required for the development and testing environments• Representing products from 23 vendors• Invoice for $6,430,177.96 approved for payment• Price changes since the contract signing in March

resulted in a net savings for AWI Drafting Contract Amendment 3 to reflect

BOM price changes and zero out the FY2010-11 DO

Project Connect 15

Define Phase• Evaluation of Define Interim Gate 2 this Friday• Wrap up Iteration 3 JRM sessions for requirements

validation• Prepare for Define Phase Gate on August 5• Install and configure hardware/software for

Development and Test environments Design Phase

• Continue JAD sessions for detailed system design• Continue conversion design activities• Design technical architecture

Project Connect 16

Project Leadership Team held a risk identification workshop on June 23 and identified two new risks:• Risk #28 Data conversion – data quality issues

could have a negative impact on conversion• Risk #29 - Commitment of external system

resources during testing and implementation Four other open risks being actively

monitored

Project Connect 17

No open issues at this time

Project Connect 18

July 15 Define Interim Gate 2 August 5 Define Phase Gate August 10 ESC Meeting September 14 ESC Meeting

Project Connect 19

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 – August 10 Adjourn

Project Connect 20

Unemployment Compensation ProjectIndependent Verification and ValidationMonthly Assessment Report Summary

08 July 2011

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

General IV&V overview

► The UC Project Team continues to refine the integrated master schedule (IMS) and address deficiencies identified by the IV&V Team.

► Dates associated with the IV&V deliverable review reports (DRRs) were determined based on the schedule of UC project deliverables.

► Numerous artifacts and preliminary deliverables were provided for review.► Review comments have been provided to the UC Project Team for consideration.

► Deficiencies addressed:► D9 – Resources are over-allocated in the IMS.

► No new deficiencies identified.

Overall risk state and trending

Risk state of UC Project 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.

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 July 2011

P1

P2

P3

P4

P5

P6

P7

P8

P9T1

T2

T3T4

T5

T6T7

T8

T9

B1

B2

B3

B4

B5

B6

B7

B8

B9

Program

B2B3

B5B6B1

B4

B7B8

B9

BusinessTechnology

T1 T2 T4 T6 T9

P4

P5

P1

Risk state with trending

T3

T5

T7T8

P2P3

P6 P8P7

P9

Key indicators

Indicator Value Comment

Is the project approach sound? Yes

Is the project on time? Yes ► Although the planning phase gate was approved by the Project Director, not all deliverables associated with the planning phase are complete.► The IMS is under development and has not been baselined.

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 UC3 project is within the scope of the project as defined for the UC modernization project.

What are the project’s future risks? N/A

Are the project’s risks increasing or decreasing?

Neither

Are there new or emerging technological solutions that will affect the project’s technology assumptions?

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

► None have an adverse effect on the project’s technological assumptions.

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).

Business None ► None ► None ► None

Technology None ► None ► None ► None

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

Open deficiencies

No. Areas Deficiency Implications

D8 P4: Time management 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.

Summary of changes

Item Description

Deficiencies addressed

► D9 – Resources are over-allocated in the IMS.

New deficiencies ► No new deficiencies 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 deliverable expectation documents (DEDs), various deliverables, ESC materials, budget and forecast updates, procurement plan overview, project management materials, and project schedule.

UC project schedule

WBS TitleScheduled completion

date

Planned completion

date

Actual completion

dateTBD Planning Interim Gate 04/29/2011 04/29/2011 04/29/2011

TBD Planning Phase Gate 06/17/2011 06/17/2011 06/17/2011

TBD Define Interim Gate 1 06/24/2011 06/29/2011 06/29/2011

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 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

Integrated Master Schedule was accepted as part of the Planning Phase Gate on June 17 but was not baselined until June 29

D8: The IMS is not dynamic• Since the time of the IV&V report, the IMS has

been updated and baselined with additional predecessors and successors for tasks

• The new baselined schedule has been provided to IV&V for review and assessment in the next monthly report

Project Connect 31

Project Connect 32

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 –August 10 Adjourn

Project Connect 33

FY10/11 Spend Plan Graph FY10/11 Spend Plan Details

Project Connect 34

Project Connect 35

0

2

4

6

8

10

12

14

Jul-10 Aug-10 Sep-10 Oct-10 Nov-10 Dec-10 Jan-11 Feb-11 Mar-11 Apr-11 May-11 Jun-11

Mill

ions

FY 2010-2011 Project FundingCumulative by Month

Budget ForecastCommitted

Budgeted: $ 12,485,052Forecast: 10,778,297Variance: $ 1,706,755

Project Connect 36

Budget Committed Budget Committed Budget Committed Budget Committed Budget Committed Budget Committed

50,000 43,750 50,000 43,750 112,500 43,750 112,500 43,750 112,500 19,524 112,500 50,000 0 0 0 0 0 0 0 0 0 0 0 0

50,000 43,750 50,000 43,750 112,500 43,750 112,500 43,750 112,500 19,524 112,500 50,000

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 214,476 236,640 49,759 64,889 116,882 36,804 0 0 0 0 0 0 33,315 33,315 0 0 0 0

93,100 92,520 185,525 150,977 194,825 175,007 184,975 143,299 171,950 133,761 150,950 143,503 46,456 46,456 46,456 46,456 46,456 46,456 46,456 46,456 46,456 46,456 46,456 46,456

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1,396 0 2,320 0 2,413 0 4,792 0 2,682 0 3,143 0 140,951 138,975 234,300 197,432 243,693 221,463 484,014 459,709 270,846 245,106 317,431 226,762

Budget Committed Budget Committed Budget Committed Budget Committed Budget Committed Budget Forecast

150,000 56,250 150,000 106,250 150,000 106,250 150,000 106,250 150,000 125,000 150,000 150,000 13,875 5,648 13,625 10,668 11,625 10,668 13,875 12,261 13,625 12,550 11,625 17,060

163,875 61,898 163,625 116,918 161,625 116,918 163,875 118,511 163,625 137,550 161,625 167,060

200 0 200 71 3,800 185 3,800 220 3,800 1,342 3,800 4,230 33,180 30,686 113,946 29,781 42,230 33,237 37,730 57,580 863,397 111,694 49,775 30,343

0 0 78,777 0 0 0 0 30,957 68,000 0 0 0

170,529 145,296 203,229 151,900 159,929 155,589 231,024 199,457 226,024 191,547 226,024 212,286 300,076 300,076 46,456 46,456 46,456 46,456 109,068 109,068 46,456 46,456 46,456 46,456

0 0 31,800 0 71,400 5,495 21,920 12,604 10,720 37,455 9,320 39,450 0 0 24,000 0 25,500 12,600 25,500 24,495 25,500 21,975 25,500 24,450 0 0 0 0 0 0 0 0 0 0 698,778 698,778 0 0 0 0 0 0 0 0 1,017,254 0 0 975,772 0 0 0 0 0 0 0 0 5,665,644 0 0 5,454,407

5,040 0 4,984 0 3,493 0 4,290 0 5,203 0 3,609 0 509,024 476,058 503,391 228,208 352,808 253,562 433,333 434,381 7,931,998 410,469 1,063,262 7,486,172

June 2011FY 2010-2011 Budget and Spend by Month - Q3 & Q4

January 2011 February 2011 March 2011 April 2011 May 2011

July 2010 August 2010 September 2010 October 2010FY 2010-2011 Budget and Spend by Month - Q1 & Q2

November 2010 December 2010

esc status report may 11 2011 - floridajobs.org

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