ESAR Project Executive Dashboard for Week Ending 222017
ESAR Project - Executive Dashboard for Week Ending 2/2/2017 Program Manager: Rick Hammontree Status State Funding received for M&O & Arch Dev in May, 2016 State funding received October 28, 2016 Project Comments EAD (Referred to as “Arch Dev”) ESM (Referred to as “Modernization”) Status ESAR Architectural Development (EAD): o Planning and implementation of the Independent Verification & Validation (IV&V) recommendations o Process improvements to provide the longevity and sustainability of the ACES complex o Organization and Staff Improvements o Elimination of the IMS database and replication o Procurement of associated products and services ESAR Strategic Modernization (ESM): o Procurement of the DOORS licenses for the IBM Applications Lifecycle Management (ALM) suite o Configuration, installation and training for the DOORS application; piloting the tool o Enterprise architecture assessment and roadmap Description FFY 17 APDs submitted to CMS approved Financial Management o o o Resolution/Mitigation Y State funding next biennium Risk 1): OFM approved moving unspent funds from the current biennium to next biennium but without any new funds. The current budget amounts will be insufficient to cover the full cost of the modernization. Met with Fiscal 1/19/17 to discuss approach and schedule for filing a supplemental request once RFP proposals are received. Timing is key for the flow of funds. Will initiate once bidder proposal are submitted Y Agile resource support Risk 2): The Agile Team will be the first to pilot an iterative approach for ACES similar to what is being done for Agile Teams supporting other systems. Iterative CR technical support will be key to success for this new approach. Resource frame work does not support this approach. Agile resources have developed a suggested process for support of the pilot as a precursor to a full-fledged iterative approach for all CRs. Will work with vendor and State staff to develop an evolving process by reviewing the Agile flow chart: activities & obstacles w/ all ISSUE 1): Gartner comments and additional language has been incorporated. The RFP, SOW and Sample contract development process has taken much longer than anticipated due to the inclusion of the recommended Gartner T&Cs but these have greatly improved the contract. The schedule still allows for a project completion date as planned The sample contract with Gartner T&Cs and Exhibits and the RFP has been reviewed with comments by Central Contracts and Legal Services (Sarah Pendleton) Lonnie, PM Team met with Sarah again on 2/1/17 to review the evaluation approach. Last step is to align response forms with scoring & evaluation and send to HCA for submission to CMS o Consolidated version of the IAPDs for HCA, HBE and DSHS/ESA was approved 10/20/16 Consolidated FFY 17 OAPD also approved Will participate in the joint planning sessions starting in January, 2017 to define the consolidated APD process Reviewing current and future funding needs with Fiscal (see risk 1) Top Risks and Issues Y Sample Contract delay Major Accomplishments Upcoming Milestones Date Planned Status An issue with the process of having IBM and ITPS vendors evaluated and selected simultaneously has been addressed. All must use the ITPS process. Post the ITPS and begin the submission process once the evaluation and selection specifics are finalized 2/10/2017 G Continued Sprint Planning to identify current and future technical resources needed to support the data reduction project and a process that can work for all. Offering process suggestions for review with vendor, management and State staff on 2/3 meeting. Capturing obstacles for resolution. Ongoing G Meeting held with QA on 2/2/17 to review the ISG framework for QA evaluation reporting and recommendations QA now included in all appropriate meetings and attend on a regular basis. Confirm roles for IV&V, PM & QA and provide the historical presentation previously provided to PMO NLT 2/3/17 G PM Team, IV&V and management attended a virtual seminar put on by Island Training for DOORS user training and followed up with a Q/A call. Relayed information to Chris Miller Scheduling a follow-up meeting to review an Island Training proposed schedule for configuration, training and W. O. process. 2/3/20176 G Top Project Decisions The ESA Leadership continues to review options to extend their strategic roadmap plan. This includes incorporating actions to resolve the risks raised by IV&V and also position the technical roadmap for the future. Meetings will continue with IV&V, the PM Team, and IBM to consider risks and options. Modernization RFP in process.
02/02/2017 ESAR Project Status 2
02/02/2017 ESAR Project Status 3
002/02/2017 ESAR Project Status 4
02/02/2017 ESAR Project Status 5
Project Status Key Color Definition High Risk A risk that project management must address or the entire project is at risk of failure; these risks are “show-stoppers”; requires immediate attention Medium Risk A risk that is significant enough to merit management attention but not one that is deemed a “show-stopper” No Risk Identified “All Systems Go” for this item Risk Being Addressed A risk item in this category is one that was formally red or yellow but, in our opinion, is now being addressed adequately and should be viewed at the next assessment with an expectation that this item becomes green at that time Not Started This particular item has not started Completed or Not Applicable This particular item has been completed or has been deemed “not applicable” 02/02/2017 ESAR Project Status 6
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