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

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1 Motorist Modernization Project Phase One For Period: April - June 2015

2 Project Description Quarter Ending: 6/30/2015 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 the 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 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 completed. Budgeted deliverable costs of $593,992 for four not-yet-approved deliverables remain unpaid to Accenture for FY Quarter 4, contributing to a medium level of cost risk. All expected FY Quarter 4 Ernst & Young (EY) expenditures have been realized. Schedule: The project schedule is within the acceptable variance range for the reporting period; three of 1,758 total FY Quarter 4 project tasks are late as of June 30, Schedule risks are high due to issues with schedule management. Risks: Risks remain stable for the reporting period. There has been no significant rise in the number or severity of risks during the reporting period. Issues: Issues remain stable for the reporting period. There has been no significant rise in the number or severity of issues during the reporting period. 7/30/2015 Page 2 HSMV MM Quarter

3 Section II: Review of Scope Management 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 Scope Management Key Performance Indicator (KPI) details a score of 88% which indicates low risk to scope. The formal advisory board identified in the Program Management Plan for change management and other decisionmaking began meeting in June The requirements gathering and documentation required for the successful completion of the project are extensive and require significant attention to detail. The impending departure of the department s primary legacy system knowledge base and potentially incomplete system integration lists and business rules produce additional risk upon the gathering of accurate and sufficient requirements if not completed in a timely manner. This work was scheduled for completion by June 25, 2015 and is currently in the deliverable review and acceptance process. Section III: Review of Cost Management The project costs exceed the acceptable variance range for the reporting period. The project is under budget for the reporting period primarily due to deliverable payments not yet made to Accenture for deliverables not yet accepted. Budgeted deliverable costs of $593,992 for four not-yet-approved deliverables remain unpaid to Accenture for FY Quarter 4. All expected FY Quarter 4 Ernst & Young expenditures have been realized. If this payment trend continues, it may result in the FY appropriated project budget not being expended in its entirety. The Cost Management KPI details a score of 81% which indicates medium risk to cost. The project has a DHSMV-approved FY Summary Spending Plan broken out by contracts, contract deliverables, spending plan months, and detailed descriptions. The 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 project costs exceeding the acceptable variance range. The deliverable review and acceptance process is not built into the scope of work and contractual documents or the spending plan. Three Accenture deliverables are currently in the deliverable review and acceptance process and were not completed by the close of Quarter 4. 7/30/2015 Page 3 HSMV MM Quarter

4 Section IV: Review of Schedule Management The project schedule is slightly behind but within the acceptable variance range for the reporting period. Of 1,758 total tasks, 3 tasks are late, and 402 tasks are either in progress or not yet due to start. The Schedule Management KPI details a score of 61% which indicates high risk to the schedule. The following contributed to the Schedule Management KPI shifting to high risk for this reporting period even though the project is slightly behind schedule: The project s HSMV-approved Master Schedule has been baselined, 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 properly. The project schedule should be revised to include costs per resource/hour, and the schedule should be elaborated to incorporate all deliverable review and acceptance cycles. Currently, HSMV is including appropriation costs such as hardware, expense, etc. within the project schedule, which is negatively impacting the assessment of Earned Value in the schedule; these costs should be removed from the schedule and monitored in the project spending plan. Further areas for schedule improvement include modifications to the critical path and network diagrams. All Accenture FY Quarter 4 deliverables were submitted on schedule by the required due dates; however, the deliverable review and acceptance process is not built into the scope of work and contractual documents or the spending plan. Three Accenture deliverables are currently in the deliverable review and acceptance process and were not completed by the close of Quarter 4; one deliverable for a January legislative report (which was prior to onset of the contract) may be removed from scope by change-order. All Ernst & Young FY Quarter 4 deliverables were completed and accepted on schedule. Both vendors have deliverable requirements that only require the submission of the required deliverable, and not the requirement of the deliverables approval or acceptance by HSMV. Significant project schedule delays continue to occur due to the extensive review and revision process following initial submissions. It may benefit the project to address mutually-approved 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. 7/30/2015 Page 4 HSMV MM Quarter

5 Risks remain stable for the reporting period. Section V: Review of Risk Management The Risk Management KPI details a score of 88% which indicates low risk for risk management. There was no significant rise in the number or severity of risks during the reporting period. HSMV is proactively implementing risk mitigation strategies as risks are identified. The Program Management Plan includes a risk management plan that specifies the risks that will be monitored within the HSMV program management office s 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. Discussion of project risks is occurring weekly between the program management office staff and each of the contractors in status meetings. Risks are currently reported weekly to stakeholders in multiple vendor status reports. Issues have remained stable for the reporting period. Section VI: Review of Issue Management The Issue Management KPI details a score of 96% which indicates low risk to issue management. There was no significant rise in the number or severity of issues that have occurred during the reporting period. HSMV is proactively addressing issues as they are identified. The Program Management Plan includes an issue management plan that specifies that issues will be monitored and reported the HSMV program management office s PPM tool, Daptiv. Discussion of project issues is occurring weekly between the program management office staff and each of the contractors in status meetings. Issues are currently reported weekly to stakeholders in multiple vendor status reports. 7/30/2015 Page 5 HSMV MM Quarter