WSU Workday Project Status Dashboard Feb 26 2020

WSU Workday Project Status Dashboard Feb 26 2020 Configure and Prototype Deliverables Feb Jan Project Status Summary Dec Test Jan Overall Project Pulse Current User Acceptance Test Plan Sustainment Schedule Service Desk and Support Strategy (Dec) Test Deliverables Integrations and Reporting Report and BIRT Builds (Apr) Complete Automated Integrations (Apr) Security Setup Note: risk counts not reflective of ISG’s report issued on their Feb report Security setup / R 2 PM Round 2 Conversion E 2 E Tenant Build Change Management Change Impact Assessment #2 (Apr) Workday Training Tenant (Apr) Testing End-to-End Testing Completion Payroll Comparison Completion Complete On track Behind Schedule / Focus needed Attention Required Not Schedule to Start / (Start Month) Scope Resources Budget Schedule; recognition there is significant risk staying on schedule for UAT tenant build, training development reviews, and completing integration design, build, and test Scope; reflects the list of open HCM and Finance decisions and need to reprioritize reports, but also progress made to close key decisions such as Budget Check Resource; Certain teams (Benefits, Core HCM, and Core Finance) are overload which is impacting the technical workstreams Key Accomplishments Key Planned Activities (over next four weeks) • Functional workstream leads completed resource plan to address competing initiatives issue • Remaining open decisions and configuration points collected and triaged regularly with workstream leads • Role to Position Mapping Round 3 in-progress; round 2 was completed • Completed Payroll Compare Testing Cycle 1 and started Payroll Compare Cycle 2; Cycle 1 findings provided to PMO • E 2 E Testing as of 2/19; 3, 182 scenarios out of 3, 619 total scenarios run • High level cutover plan to PMO for review • Conducted first Deployment Readiness assessment at end of January • Started UAT extract review in preparation for tenant build • Functional workstream leads completed resource plan to address competing initiatives issue • Remaining open decisions and configuration points collected and triaged regularly with workstream leads • Uptake Workday Release • Start and complete the UAT tenant build • Continue integration testing until sign-off • Complete the tactical planning and tool setup of UAT • Finish functional review of the training materials • Continue ongoing engagement and communication activities • Continue elaboration of cutover, hypercare, and sustainment plans • Deploy updated PMO Change Control process 1 for UAT

Overall Project Pulse- February 2020 Schedule is tending toward red. In January, the PMO recognized there is significant risk staying on schedule for UAT tenant build, training development reviews, and completing integration design, build, and end to end testing in the remaining time. PMO advised executive project leadership immediately, and communicated the issue to the Steering Committee. Scope is yellow. This reflects the list of open HCM and Finance decisions and need to reprioritize reports. Resources is trending towards red. Certain teams (Benefits, Core HCM, and Core Finance) are overloaded which is impacting the ability to complete work on schedule. Budget remains green. PMO will continue to monitor risks, issues and decisions for impacts on the budget.

Summary of Status- February 2020 The Washington State University (WSU) Project Status dashboard has been focused on reporting the status of deliverables, risks, issues and key activities each month. In addition, a narrative summary is provided. In February, project leadership reported concerns that training development reviews; integration design, build, and test; and end to end testing of the configuration will not be sufficiently completed by the scheduled of completion of end to end testing on March 6 th. PMO noted that the number of parallel activities and competing deadlines that were making it difficult for the team to complete everything according to schedule. PMO provided the Steering Committee with a detailed status on each major project work stream. A timeline extension to complete the work along with the respective pros/cons was discussed by the committee. The committee discussed the likelihood and need for a six month extension at length. The committee requested that the Executive Sponsor conduct the routine end of phase assessment by March 6, 2020 for the end-to-end testing phase. The assessment will determine if the testing and other activities for the phase have been completed sufficiently to proceed to the next phase, or if the 6 month extension should be adopted. Strong emphasis will be placed on delivering a quality product in a timely manner, while taking into consideration the well-being of the people working so hard on this project across the university, and the readiness of the community to adopt the new software. If the activities are deemed to be completed successfully, the project will proceed to the User Acceptance Testing Phase. If the activities are deemed to require additional time to complete, project leadership and the steering committee will determine the appropriate project schedule changes. If the six month timeline extension considered by the committee is adopted by the Executive Sponsor, the project change and communications team is preparing a full project update for each campus and key stakeholder groups for the week of March 9 th, 2020. • March 9: Meetings with Steering Committee, Modernization Team, Dean’s Council, President’s Cabinet and Area Administrative & Finance Officers; email to all Faculty and Staff. • March 10: Meeting with Change Network; Pullman & Spokane Campus Forums; WSU Insider Article released. • March 11: Vancouver Campus Forum. • March 12: Everett Campus Forum; Modernization Update presented at Board of Regents meeting. • March 13: Tri-Cities Campus Forum.

Summary of Status- February 2020 (continued) End to End Testing - 80% of approximately 3, 700 scenarios have been executed to date. A few configuration tests require refreshed information that will not be available until late March or early April. Integration testing is behind plan. See integration discussion below. PMO reported to the Steering Committee that 295 defects resolved of 444 total defects within HCM have been resolved. 297 defects resolved of 355 defects in finance and payroll have been resolved. Integrations- There are 96 total integrations in the program scope. Nine have been fully tested and signed off, while the rest are in various stages of design, test, or defect resolution on the path to sign off. • Design not Started 3 / Design in Progress 4 • Designed/Build in Progress 11 • Designed/Built/Testing in Progress 53 • Designed/Built/Testing Scheduled (not started) 15 • Designed/Built/Tested/Signed-Off 9 • Deferred 1 • Total 96 Reporting- Despite growing team resource constraints over the last 6 weeks, reporting has made positive progress. 83% of 81 reports deemed critical by the reporting advisory workgroup have been completed, and 49% of overall reports have been completed. For the month of February, PMO properly prioritized team resources on completion of end to end testing and integrations before reporting. HCM – Significant resource constraints within the HCM work stream are creating delays in the ability to complete end to end testing. Significant re-work performed during the period to reformat and collect supervisory-org data from campus. A number of open configuration decision items persist and must be tested. Complex integrations with state agencies remain a concern. Finance/Payroll - A number of open configuration decision items persist and must be tested. Remaining work to complete end to end testing, and testing of integrations. Complex integrations with state agencies remain a concern. Training- PMO properly prioritized completion of integrations and end to end testing ahead of training materials for this period, stopping work to review materials during this month.