Workers Compensation System Modernization Monthly Status Report AUGUST

Workers Compensation System Modernization| Monthly Status Report – AUGUST 2019 Highlights and Accomplishments Overall Change Readiness and Customer Access are facing schedule challenges. COTS Procurement and QA Procurement have no remaining schedule contingency. Scope Change Readiness is behind schedule but is expected to catch up in a few months Customer Access has received tentative approval to begin work and details are being finalized No scope changes have been identified to any project Budget Projects are operating within the intended budget Schedule Top Highlights/Accomplishments – Past Month Planned Accomplishments – Next Month COTS Procurement ü Completed Vendor days!! – 12 Vendors attended all 4 days, 15+ presentations, 15 COTS Procurement panel discussions, 42 L&I employees who participated on the panel, 140 Vendor questions during the panel discussions ü Presentations and handouts were sent to Vendors via WEBS and to individuals who registered for Vendor days. Team amended Vendor survey based upon L&I’s survey committee input q Send survey to Vendors to get feedback on the draft RFP excerpts before the RFP is published at the end of October. q Approve non-functional requirements by 9/15/2019 q Complete final review ECS, ORION and CAC q Obtain approval for EBPS from SMEs ü Presented RFP Templates and Artifacts for approval. Requirements for CRM/telephony and User Access were approved q Make edits to the Employer Account Data document and get approval Change Readiness ü Developed Pilot approach for OCM Assessments; met with Employer Services to q Finalize data gathering approach with Employer Services. discuss data gaps and review/validate approach. Met with Information Technology Division regarding data gathering approach. ü Finalized ISCN (IS Communication Network) Charter. Signed and socialized with WCSM Leadership. Finalized logistics for ISCN orientation. QA Procurement ü Completed Pre-Proposal Vendor Conference ü Received questions from vendors and published Questions and Answers document via WEBS – Total of 24 questions received ü Drafted written evaluation scoresheets. Scoresheets will be completed in Excel by participants and will be customized per vendor. Customer Access ü Reviewed 2 nd Draft of non-functional Customer Access requirements for COTS RFP ü Drafted SOWs for Tree Test for Website Design and Requirement Gathering for Vocational Provider Audience System Integrator ü Continued to make preparations for September start date Change Readiness q Complete Orientation sessions and initial resources for ISCN members q Finalize Embedment Strategy with Core Team and socialize with other projects to secure buy-in and validate expectations. q Support preparation for WCSM-related components of upcoming communications/presentations, including IT Forum, IS/Employer Services All. Hands, IS/Support Services All-Hands, EMT meeting, All-Staff meeting. QA Procurement q Create scoresheets 9/5/2019 q Complete Written Evaluator training 9/9/2019 q Receive Vendor Bids by due date 9/9/2019 q Begin Written Evaluations 9/10/2019 Customer Access q Work with IT Contract Manager to hire vendors to begin the requirement gathering for Identity and Access Management and the VOC portal System Integrator q Conduct kick-off meeting scheduled for September 1

Risks & Mitigations RISK Agency Readiness RISK Product RISK Systems Integration RISK Data Conversion RISK Budget RISK Vendor Mgmt. RISK Governance RISK Customer Readiness Agency may not be prepared to take on a project of this size. Product chosen does not meet L&I’s current needs, or not flexible for future needs. Systems integration between COTS product(s) and legacy technology proves to be more difficult than anticipated. Data issues not addressed early is causing delays. Future funding is either not provided or insufficient to implement as planned. Need for multiple vendors causes overlap and/or lack of clarity on accountabilities or deliverables. The project governance and/or structure is not effective at timely and effective decision making. Customers are not engaged or informed; therefore, not equipped for new processes and tools. Mitigation • Leadership plan developed and being implemented to maximize agency capability. • Resource planning completed; backfill & timing for resources required for WCSM. Mitigation • Build in safeguards in procurement process to ensure maximum fit, scalability & flexibility. • Conduct thorough proofs of concept. • Learn where agency uniqueness may require customizations Mitigation • Developed an integration and data strategy in advance (completed) • Thoroughly map all systems and interfaces in advance (underway) Mitigation • Establish and maintain a data strategy and governance. • Start conversion efforts ahead of implementation. Mitigation • Ensure sufficient detail through the next biennium, at minimum, to track progress. • Develop shortterm and longterm plans, as well alternatives and benefits. Mitigation • Develop and maintain a disciplined vendor management strategy that defines clear roles and accountabilities. • Ensure expectations are clearly stated and measure performance regularly. Mitigation • Develop a strategy that empowers decision-making at the lowest possible level with line of sight and transparency at all levels. • Ensure roles in the decision making process are clearly understood. Mitigation • Develop a proactive outreach and communication strategy for (customer) stakeholders to ensure the appropriate involvement and awareness.