WSU Workday Project Status Dashboard Dec 18 2019

WSU Workday Project Status Dashboard Dec 18 2019 Configure and Prototype Deliverables Dec Nov Project Status Summary Integrations and Reporting Oct Nov Overall Project Pulse Current Integration Build Support Change Management Schedule Change Readiness Assessment Knowledge Transfer Assessment Checkpoint Change Impact Assessment #1 Test User Acceptance Test Plan (Dec) submitted Sustainment Service Desk and Support Strategy (Dec) submitted Integrations and Reporting Report and BIRT Builds (Apr) Complete Automated Integrations (Apr) Security Setup Security setup / Position Role Mapping Round 2 Conversion E 2 E Tenant Build submitted Change Management Change Impact Assessment #2 (Apr) Workday Training Tenant (Apr) Testing End-to-End Testing Completion Payroll Comparison Completion (Apr) On track Behind Schedule / Focus needed Resources Budget • Scope; major decisions were made last month ranging from State Code solution to Academic Pay. Bulk of remaining open decisions are tagged as low impact for Finance. • Schedule; Catch-up in Training Development, 3 integrations missed the 12/13 target date, and lags in “critical” report development • Resource; One resignation this month and team members are Note: risk counts not reflective of ISG’s report issued stretched on their Dec report Test Deliverables Complete Scope Attention Required Not Schedule to Start / (Start Month) Key Accomplishments Key Planned Activities (over next four weeks) • Four deliverables from C&P approved with remainder submitted as scheduled • Completed E 2 E tenant build; loaded 3 M records at 99. 2% success rate and business validation is complete • As of Dec 13, 66 integrations and ## critical custom reports ready for E 2 E testing • Workday Delivery Assurance reviews of configuration completed with client review meetings ongoing through December • Completed Workday Delivery Assurance review of Config & Protype stage • Kicked off detailed cutover planning efforts • Provided communication to Selected Trainers • Initiated E 2 E Testing • Ongoing E 2 E execution and report results • Focus on building detailed Cutover Plan • Build Service Deck ticketing intake process and configure the tool • Sustainment planning to confirm roles and resources • Conduct first Deployment Readiness assessment in January • Start Payroll Comparison testing • Design and build of the second set of Integrations • Start project plan elaboration through Deploy and Sustainment stages • Continue development of end-user training content including Quick Reference Guides, etc 1

Overall Project Pulse- December 2019 Schedule is trending back towards green for the month. A significant number of business decision blockers in reporting, business analyst capacity and pending decisions impacting integrations and a number of issues in the Core Finance workstream were closed during the period. A number of new issues that require focused attention were identified and prioritized during the reporting period. Details on this status are provided below. Scope remains green. An additional 14 integrations have been identified during the configuration and prototype stage. The PMO has dispositioned and prioritized the additional integrations and set a timeframe for development and testing. PMO will continue to monitor risks, issues and decisions for impacts on scope. Resources remain green. PMO will continue to monitor risks, issues and decisions for impacts on resources. Budget remains green. PMO will continue to monitor risks, issues and decisions for impacts on the budget.

Summary of Status- December 2019 The Washington State University (WSU) Project Status dashboard has been focused on reporting the status of deliverables, risks, issues and key activities each month. As of December, the project has completed all major deliverables for the end of the configuration phase that ended on November 30, 2019. In addition to monitoring deliverable status, the Project Management Office (PMO) closely tracks workstream activities to detect any delays or areas of concern. These are reported at the weekly PMO meeting, and also at the monthly WSU Steering Committee meeting. An activity or task at WSU is reported as “yellow” when the workstream lead determines the schedule is behind or the activity needs more attention. PMO then outlines the specific steps being taken to return to green for the activity. For this reporting period, PMO has set the schedule dial on the Project Status dashboard to “trend towards green” as a number of areas of concern reported last period were resolved. New issues requiring focused attention have been identified during the reporting period. Integrations- There are 72 integrations in the initial program scope. As of December, 66 of those integrations have been completed and are ready for end to end testing. Three integrations with outside vendors have been deferred to be completed for user acceptance testing due to vendor request to build/test closer to go-live date. One integration has been deferred to post go-live as it will not be needed until later in fiscal year 2021. Three integrations were not completed by the December 15 th due date. PMO has assessed the status of each and rescheduled the completion dates to January. No negative impact on end to end testing is expected based on the critical path analysis. An additional 14 integrations have been identified during the configuration and prototype stage. The PMO has dispositioned and prioritized the additional integrations and set a timeframe for development and testing. Integration builds will continue to be prioritized, monitored and tracked in close collaboration between functional and technical teams. Reporting- During the reporting period, 8 blockers were cleared and removed, leaving just 1 open blocker. The reporting team also presented the next phase of the reporting strategy to the PMO. The next phase will begin socialization in January 2020. Within the workstream, there are multiple finance reports waiting on business decisions, accounting posting rule configurations and direction on State Code cross walk. RAIDS have been entered to make sure PMO is aware of the specific blockers and to escalate attention. PMO noted that some reports roll over from sprint to sprint with little progress; usually in the functional requirement cycle. Workstream leads are reviewing readiness criteria for reports to enter into a sprint and cull reports that do not have clear requirements. Reporting continues to be a high priority for the project and will be monitored closely.

Summary of Status- December 2019 (continued) Core Finance- The workstream made strong progress during the reporting period, closing 15 of 16 items/issues that were deemed yellow in November. During the period, a few areas of required focus were identified, including the need to better organize the build out of approximately 11, 000 item type accounting and posting rules to support the integration between the student accounts in the student information system and Workday accounting. For this reason, the finance workstream is considered to be “trending towards green” but still requires focused attention. Training- Training material development is well underway by Deloitte and WSU team members. PMO noted that the functional review of quick reference guides is behind schedule due to team capacity challenges. PMO performed a critical project path analysis on the lagging effort, noting that focused attention must be maintained to ensure the quick reference guides are ready for testing during the user acceptance testing phase. PMO has instituted daily meetings with developers, added one temporary Deloitte training developer, and re-focused the Deloitte change team to assist with training material development. Reinforcement of review timelines to functional team members and leadership continues.