PLIA LGPMS Project Readiness Assessment Report Prepared by

PLIA LGPMS Project Readiness Assessment Report • Prepared by: Bob Wier • Project QA Assurance Consultant • B. wier 1999@gmail. com • Tele: 425 -466 -3398 1

OCIO Standards (Policy 132. 20) 2 The readiness assessment will evaluate at least the following general areas: • • • The clarity and agreement about the business value to be achieved and whether related measures have been identified. The project objectives to be achieved at completion (using SMART guidelines). The overall agency readiness for the project and for the expected organizational model once the project is completed. The sufficiency of the project planning activities to date. Project sponsorship and planned governance entities and processes. The overall sufficiency and commitment of planned project resources, both for the project team and for critical stakeholders and subject matter experts, over the life of the project. The stakeholder engagement and communication strategy, including both internal and external stakeholders as appropriate. Planned project methodologies and practice standards. Acquisition planning efforts. Vendor management planning. The sufficiency of Organizational Change Management activities planned over the life of the project, including an initial assessment of the readiness of the organization for the culture change. Recommended future stages/ gates for the project.

Business Objectives The Agency needs a system to manage information related to the new loan and grant program including capital loan and grant management, insurance claim expenditure tracking, infrastructure/construction documentation, cleanup documentation, customer engagement, and financial assurance method tracking. The system should allow for integration with the Agency’s website, as well as cross-program coordination and communication at a later date. The system should also align with PLIA’s goals of public transparency while maintaining appropriate security and access. Within a year of implementation the project should: • Include complete Loan and Grant workflow functionality from initial application to final closeout packet. • Include over 25 new applicant users • Include over 10 new consultant users • Provide a single source of information for PLIA staff including technical data. • Provide ability for all PLIA staff to search and view data throughout the system. • Provide transparency of project information for program participants and the general public. • Completely replace temporary manual workflows 3

Project Scope 4 • Procurement of a Saa. S solution to support the Program • Procurement of a vendor to configure and manage the solution • Development and modification of PLIA’s business procedures in conjunction with the LGPMS design to establish seamless and integrated processes • Establishing core components and a framework that supports the LGPMS with consideration of future programs • Ability for the LGPMS to either generate an export for DOH consumption or establishment of a webservice for DOH to consume • Ability for LGPMS to either import data from DOH or consume data from a DOH web service

Budget Management 5 Performance Summary Budget (source: Investment Plan) Project Component Purchased Services Contracts Personal Services Contracts Total Est. Cost $500, 000 $197, 000 $697, 000 Conclusions: • • Less than 5% of the total budget has been spent Budget management process and tools are under development Recommendations: • • • PLIA staff should record time spent against the project as to provide data for future efforts Project Manager should explain the budget tracking process in the Project Management Plan Project Manager should provide summary expenditure reports to the Steering Committee regularly PM is in the process of developing methods for managing budget. Issues & Risks This is a preliminary budget. Figures need to be updated based on current knowledge/plans.

Project Milestones 6 Performance Major Milestones/Deliverables Start Date Finish Date Project charter 8/31/17 10/15/17 Product Discovery 9/30/17 10/30/17 Readiness Assessment 9/11/17 10/16/17 Investment Plan 10/16/17 11/16/17 Requirements/Statement of Work 10/1/17 12/22/17 System procurement, security review 1/2/17 3/16/18 Design, implementation, and testing 4/2/18 9/15/18 Training and soft-roll out 9/15/18 11/1/18 Full roll out 11/1/18 12/1/18 Stabilization 12/1/18 2/1/19 Project Closeout 2/15/19 Conclusion: Schedule may not be realistic until vendor and 2/1/19 OCS schedule is known Recommendations: Target due dates are from the project charter. Risks Without a signed vendor contract the schedule is missing key elements. Steering Committee should continue to be flexible with milestone goals as more information becomes available

Project Initiation to Planning Performance • Assign Project Manager • Draft Project Charter • Draft Budget Allocation • Plan SAAS acquisition method • Hire Project QA Consultant • Develop Draft OCIO Investment Plan • Establish Governance / Steering Committee and monthly meeting • Perform Discovery Tasks Issues None 7 Risks None Conclusion: The project has/is completing all essential initiation elements. Recommendations: • • • Confirm roles and responsibilities for members including OCIO representative Complete “right sized” core PM deliverables Develop a stakeholder register at a high level to identify key stakeholders and communication strategies

Vendor Management Performance • TBD Issues • TBD 8 Risks • TBD Conclusion: To be determined (once contract is signed). Recommendations: • • Reconfirm contractor pricing and contract period of performance (project and ongoing support) Ensure Service Level Agreements (SLA) requirements are well defined Complete negotiations and sign contract Plan Kickoff Meeting

Resources Performance • Primary resources are defined and engaged • Sponsor is engaged and active in the project • Project Manager has weekly meetings with Sponsor and provides updates 9 Issues None Risks • Small agency with limited resources. • Agency has limited experience with IT projects of this magnitude • Organization Change Management (OCM) work will need definition • Project Manager has other commitments which may impact availability Conclusion: Key staff needed to manage the project are in place and meeting regularly Recommendations: • • • Project Manager should develop a bi-monthly or quarterly resource plan and share data / reports with the steering committee Project Manager should continue to perform weekly review of tasks in each project schedule and discuss any issues Agency should engage an experienced BA to temporarily augment staff to gather/document requirements and process flows

Integration Management Performance • Project Manager developing project management plan. • Data demonstrating adherence to plan is TBD. Issues • TBD 10 Risks • TBD Conclusion: Planning activities have started Recommendation: Project Manager should share draft plans with steering committee and incorporate feedback

Summary of Issues and Risks 11 • Issues = 0 • Risks = 4 • • Master project schedule does not have vendor tasks and due dates Budget for project is preliminary until negotiations with vendor are complete Project manager work on other projects and other duties may impact availability Organization has limited resources I have independently prepared this summary for the LGPMS Project Steering Committee. During the Initiation and preliminary Planning activities key stakeholders met regularly Officer Project Organization and Governance are described in the Charter Initial Investment Plan has been submitted to the OCIO • I recommend the project move to the Planning Phase and sign a contract with selected vendor • Schedule Baseline should be set after the project managers (PSIA and Vendor) produce a resource loaded master schedule to validate the proposed schedule

QA Readiness Assessment Dashboard Performing Caution Key Success Factors 12 Not reviewed Initiation Planning* Execution** (UAT) Execution (Pilot) Scope Schedule Budget Committed Resources Integration Management * Planning Phase includes: high level schedule, industry research on pricing ** Execution phase includes: Vendor management, design, configuration, technical testing, training pilot, deployment Execution (Deployment) Closing

Decision Options 13 • Disapprove • Postpone Decision • Stop • Approve to start Planning Phase • • Condition 1 _________________ Condition 2 _________________ Result: Approved to move to planning phase