Department of Highway Safety & Motor Vehicles Motorist Modernization Project Phase One

Transcription

1 Motorist Modernization Project Phase One For Period: January March 2015

2 Quarter Ending: 3/31/2015 Agency Name: Department of Highway Safety & Motor Vehicles (HSMV) Project Name: Motorist Modernization Project Phase One Project Description: The intent of the Motorist Modernization Project is to re-engineer and re-develop HSMV s legacy motorist information systems and infrastructure to better serve and support its customers, mitigate risks, and provide improved functionality over time. The Motorist Modernization project is comprised of three phases. The current phase, Phase One, focuses on creating a customer-centric data model with controls to support data quality. This includes establishing data governance, developing a new Florida Driver License Information System (FDLIS), re-engineering the renewal notice process and developing applications to streamline this process, and re-engineering GoRenew.com. FY funds will be used for requirements gathering and documentation, project management, and Independent Verification and Validation (IV&V) activities. Project tasks completed between the project s November 1, 2013 start date and the February, 2015 onset of project execution work included development and analysis of a business case, initiation of project charter, an initial appropriation request, a feasibility study as directed, a follow-up analysis/response, and solicitations for support services and IV&V vendors. Section I: Executive Summary Executive Summary Scope: The project scope is within the acceptable variance range; scope is in line with the Motorist Modernization project s Schedule IV-B and other supporting documentation. Cost: The project costs exceed the acceptable variance range, and the project is under budget for the reporting period. This is primarily due to deliverable payments not yet made to Accenture for deliverables not yet received. Budgeted deliverable costs of $248, remain unpaid to Accenture for FY Quarter 3. All expected FY Quarter 3 EY expenditures have been realized. Schedule: The project exceeds the acceptable variance range for the reporting period in that 13 of 94 FY Quarter 3 project tasks are behind schedule as of March 31, Contract executions for the support services contractor (Accenture) and the IV&V contractor (Ernst & Young (EY)) were delayed. Three Accenture FY Quarter 3 deliverables were completed on schedule, and six Accenture deliverables are behind schedule. All EY FY Quarter 3 deliverables were completed on schedule. Risks and Issues: The project has identified risks and issues for the reporting period; however, they have remained stable. The program management office has insufficient resources for complete and timely management of this project, and deficiencies have been identified related to project governance, project management procedures and documents, and deliverable acceptance schedules. HSMV is proactively addressing risks and issues as they are identified. 5/19/2015 Page 2 Revision.08

3 Section II: Scope Scope Summary The project scope is within the acceptable variance range for the reporting period and is expected to remain in scope. Both Accenture and EY contracts include mutually-approved Scope of Work (SOW) documents that detail the contracted service planned deliverables and tasks for the Motorist Modernization Project for FY These scope descriptions are in line with the Motorist Modernization project s Schedule IV-B and other supporting documentation. The formal advisory board identified in the Program Management Plan for change management and other decisionmaking has not yet met but is expected to begin meeting in May of The requirements gathering and documentation required for the successful completion of this project are extensive and require significant attention to detail in order to mitigate (allowing for greater risk). Also, the impending departure of the Department s primary legacy system knowledge base and potentially incomplete system integration lists and business rules impose additional risk. This work is scheduled for completion by June 25, This project s success, and the success of future phases of work, will likely benefit from an extension of the requirements gathering process to ensure scope and quality are maintained. Accenture is currently submitting two weekly status reports; one report for the Support Services deliverable of the contract and one for the Driver License (DL) Issuance deliverable of the contract. Separate status reports may create inconsistent management and monitoring of scope and other elements by the program management office. The content within these status reports is minimal at best, with numerous sections displaying No Data Available ; status reports should include greater detail and should not include references to No Data Available. EY s weekly status reports are comprehensive. Scope Variance Discussion The project scope is within the acceptable variance range for the reporting period; scope is in line with the Motorist Modernization project s Schedule IV-B and other supporting documentation. 5/19/2015 Page 3 Revision.08

4 Section III: Cost Management Cost Management Summary The project costs exceed the acceptable variance range for the reporting period. The project is under budget for this reporting period. The project has a DHSMV approved FY Summary Spending Plan broken out by contracts, contract deliverables, spending plan months, and detailed descriptions. Contract management is structured with deliverable acceptance required prior to payment. The issues discussed in the Schedule Management Summary related to deliverables submissions and schedule delays are contributing to the project costs exceeding the acceptable variance range. Cost Variance Discussion The project costs exceed the acceptable variance range for the reporting period. The project is under budget primarily due to deliverable payments not yet made to Accenture for deliverables not yet received. Budgeted deliverable costs of $248, remain unpaid to Accenture for FY Quarter 3. All expected FY Quarter 3 EY expenditures have been realized. If this payment trend continues, it may result in the FY appropriated project budget not being expended in its entirety. 5/19/2015 Page 4 Revision.08

5 Section IV: Schedule Management Schedule Management Summary The project schedule exceeds the acceptable variance range for the reporting period. The project s HSMV-approved Master Schedule has been task and resource loaded, is cost loaded per deliverables, includes dependencies for this fiscal year, and includes additional tasks identified for upcoming fiscal years. The schedule is currently not set up to assess Earned Value; however, the program management office may benefit from incorporating costs at the resource level for this purpose. Additionally, the schedule does not currently include tasks/timeframes for deliverable reviews and acceptance. The program management office may benefit from including these additional data points. Additional tasks as identified by the contractors are currently being merged into the schedule for baseline approval. The program management office appears to be significantly understaffed potentially impacting the timeliness of deliverable reviews. The project s Program Management Plan includes limited reference to resource management and may benefit from a more formal Human Resources Management Plan in order to ensure the acquisition and management of all resources as needed for completion of the project. Contract executions for the support services contractor and IV&V contractor were delayed; deliverable deadlines were not re-adjusted at time of contract execution. Current deliverable deadlines for both vendor contracts are for submission of a deliverable and not for the approval or acceptance of that deliverable by HSMV. Significant schedule delays are already occurring in the project due to the extensive review and revision process following initial submissions. It may benefit the project to address mutuallyapproved language via contract change orders which stipulates that due dates/deadlines apply to HSMV program management office acceptance of each deliverable. This will also benefit cost management, as deliverable approvals and correlating spending would more likely occur within planned spending months. The requirements gathering and documentation required for the successful completion of this project is extensive and is currently scheduled for completion by June 25, The project s success, and the success of future phases of work, will likely benefit from an extension of the requirements gathering process to ensure a complete and accurate assessment of system requirements and specifications. Schedule Variance Discussion The project schedule exceeds the acceptable variance range for the reporting period. Thirteen (13) of 94 FY Quarter 3 project tasks (14%) are behind schedule. Three Accenture FY Quarter 3 deliverables were completed on schedule, and six Accenture deliverables are behind schedule. All EY FY Quarter 3 deliverables were completed on schedule. 5/19/2015 Page 5 Revision.08

6 Section V: Risk Assessment Evaluation of Project Risks and Issues Risks and issues remain stable for the reporting period. The Program Management Plan includes a risk and issue management plan which specifies that risks and issues shall be monitored within the HSMV program management office Project Portfolio Management tool (PPM). HSMV has implemented the Software-as-a-Service tool Daptiv for this purpose, and status reporting for the project is pulled from the Daptiv tool. The risk and issue management plan does not specify inclusion of an assignee or owner of the risk nor does it specify inclusion of a status of the issue or mitigation status of the risk. Discussion of project risks and issues is occurring weekly between the program management office staff and each of the contractors in status meetings. Risks and issues for this project are being managed independently per contractor using weekly status reports. Further, Accenture is currently providing two weekly status reports, each with separate risk and issue logs, for each of its current work efforts. Effective management of project risks in two or more separate logs requires sufficient program management office resourcing, especially as work becomes more technical and involved. Sufficient program management office resourcing has been noted as a deficiency for this project. Accenture status report risk logs do not include an assignee or owner of the risk, nor do they include a status of the issue or mitigation status of the risk. The program management office may benefit from implementing these requirements into status reporting pulled from Daptiv. Both the Accenture support services status report and Accenture DL Issuance status report, dated March 25, 2015, identify no issues and five risks. The risks include potentially no funding beyond this fiscal year, completion of requirements gathering and documentation within the project schedule, and potentially incomplete historical knowledge or incomplete inventories. EY risk and issue logs do not include an assignee or owner of the risk. The program management office may benefit from implementing this requirement into its status reporting. Risk Management Discussion Risks and issues are being monitored for this project, and areas for improvement have been noted. The program management office has insufficient resources for complete and timely management of this project and its risks and issues as they arise. HSMV is proactively addressing risks and issues as they are identified. 5/19/2015 Page 6 Revision.08

7 Document Version Control Version Date Change(s).03 4/15/2015 Original Draft.04 4/30/2015 Revisions per HSMV comments.05 5/5/2015 Final Revisions for AST Executive Review.06 5/7/2015 Incorporation of AST Executive Review.07 5/18/2015 Incorporation of AST Executive Review.08 5/19/2015 Incorporation of AST Executive Review 5/19/2015 Page 7 Revision.08