Major IT Projects November 30, 2013 - Amazon Web Serviceskatubim.s3.amazonaws.com/3 4 Final Major IT Projects... · 2014-02-13 · 2013 from 9/2013. Green Green Medium Uncertain 14

Major IT Projects November 30, 2013

DAS Chief Information Office Project Portfolio Report V1.0

For questions regarding this report, please contact:

Brian DeForest, Interim State Chief Information Officer Phone: 503-378-5442 Email: [email protected]

or

Ying Ki Kwong, IT Investment Oversight Coordinator Phone: 503-378-5317 Email: [email protected]

DAS Chief Information Office Portfolio Summary & Report for Major IT Projects – Version 1.0

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Contents:

I. Portfolio Summary of Major IT Projects by Agencies .…………………………………….. Page 3 II. Portfolio Report by Major IT Projects and Agencies………………………………………... Page 8


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I. Portfolio Summary of Major IT Projects by Agencies Summary of the 17 projects in the Major IT Project Portfolio by Agency – As of November 30, 2013 Notes: *The project schedule and budget variance information presented represents the currently projected variance at project completion.

Current Projects by Agency

Approximate Cost ($)

Scheduled Completion Date

Schedule* Budget* Overall Project Risk

Project Bus. Case

Page #

Employment – 2 projects

Office of Administrative Hearings Case Management Project (OAH Case Management)

$2.30 M *Rebaseline is expected. Last rebaselined in Q1 2013 from July 2013.

October 2013 *Rebaseline is expected. Last rebaselined in Q1 2013 from July 2013.

Red Red Red Uncertain 8

OED Enterprise Document Management (EDMS)

$6.84 M

November 2013 * rebaselined in Q4 2012 from April 2013

Red

Project

Red

On

Red

Indefinite

Uncertain

Hold.

10


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Notes: *The project schedule and budget variance information presented represents the currently projected variance at project completion. Current Projects by Agency


Scheduled Completion Date

Schedule* Budget* Overall Project Risk

Project Bus. Case

Page #

Health Authority (OHA) – 5 projects

Behavioral Health Integration Project (BHIP)

$25.89 M June 2014 *Rebaselined in Q4 2013 from 12/2013.

Red Green Medium On Track 12

Health Information Exchange Project (HIE)**

$8.58 M December 2013 *Rebaselined in Q4 2013 from 9/2013.

Green Green Medium Uncertain 14

MMIS 5010 (5010)

$14.58 M December 2014 *Rebaselined in Q3 2013 from 12/2013.

Yellow Yellow Medium Uncertain 16

MMIS ICD-10 (ICD-10)

$13.60 M December 2014 *Rebaselined in Q2 2013 from October 2014.

Green Green Medium Green 18

MMIS Disaster Recovery (MMIS DR)

$4.04 M March 2014 *rebaselined in Q2 2013 from 12/2013.

Yellow Green High Medium 20

Human Services (DHS) – 1 project

DHS Modernization Program (DHSM)

$56.14 M * Excludes $51.2 million thru B 11-13. See report.

June 2017 * Program will update baseline plan / schedule & business case. See report.

Red Red High Uncertain 22


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Scheduled Completion

Date

Schedule* Budget* Overall Project

Risk

Project Bus. Case

Page #

Justice (DOJ) – 1 Project

Child Support System Modernization (CSEAS2)

$108.47 M August 2019 Green Green High On Track 24

Revenue (DOR) – 1 Project

Core System Replacement Project (CSR) -- formerly Technology and Process Reengineering Program (TaPR)

$70.86 M* * Implementation Phase

December 2017* * Implementation Phase

Green Green Medium On Track 26


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Scheduled Completion

Date

Schedule* Budget* Overall Project

Risk

Project Bus. Case

Page #

Transportation (ODOT) – 7 projects

Fleet Information Management System (FIMS)

$3.70 M * rebaselined in Q4 2012 from $5.1 million.

November 2013 * Rebaselined in Q2 2012 from June 2013.

N/A; project

complete.

N/A; project

complete.

N/A; project

complete.

N/A; project

complete.

28

Fuels Tax System Replacement (FTSR)

$3.42 M * rebaselined in Q4 2013 from $2.3 million.

June 2015 * Rebaselined in Q4 2012 from June 2014.

Green Green Low On Track 30

Right of Way Information Tracking System (RITS)

$7.50 M * Re-baselined in Q4 2012 from $5.8 million.

June 2014 * Re-baselined in Q4 2013 from Feb 2014.

Red Green Medium Uncertain 32

State Radio Project (SRP)

$229.99 M *Re-baselined in Q4 2013 from $209.99 million.

June 2015 Red Yellow High On Track 34

Microfilm Replacement (MR)

$2.50 M *Rebaselined in Q2 2013 from $2.45 million.

October 2014 * Rebaselined in Q3 2012 from August 2014.

Yellow Yellow Medium On Track 36

Expanded Customer Numbers (ECN)

$2.04 M * rebaselined in Q4 2012 from $3,002,470.

January 2014 * Rebaselined in Q4 2011 from February 2015.

Green Green Low On Track 38

Driver License Issuance Replacement (DLIR)

$1.92 M September 2017

Green Green Medium On Track 40


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Projects to be considered for inclusion in the Portfolio in future reporting periods:

• OHA – Electronic Debit Card Project for OHA Women, Infants, and Children Programs (eWIC)

Key Color

Schedule Budget Risk Business Case

Green Project completion is (is expected to be) at or before approved schedule baseline

Actual budget is (or is expected to be) at or under approved budget baseline

On Track - No reason to think that the business case and ROI targets that exist cannot be achieved.

Yellow Project completion is (is expected to be) delayed with project duration 0 to 15% above approved schedule baseline

Actual budget is (or is expected to be) within 0 to 15% above approved budget baseline

Uncertain - Some reason to think that the business case and ROI targets that exist cannot be achieved OR business case revision underway

Red Project completion is (is expected to be) delayed with project duration more than 15% above approved schedule baseline

Actual budget is (or is expected to be) more than 15% above approved budget baseline

Projects are rated on eleven risk metrics in three categories: Project Health Total Cost (Budget) Schedule Scope Resources Deliverables Quality Delivery Risk Technology Financial & Business Case Business Transition Funding Operations and Maintenance Long Term Maintainability Long Term Supportability Level of risk is qualitatively rated Low (Green), Medium (Yellow), or High (Red) for each risk metric

Off Track - Many reasons to think that the business case and ROI targets that exist cannot be achieved AND business case revision has not yet been initiated


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II. Portfolio Report by Major IT Projects and Agenc ies

Project Name Employment Department - Office of Administrative Hearings Case Management Project (OAH Case Management)

Project Description: Establish a comprehensive case management system for the Office of Administrative Hearings that meets the department's needs. The primary purpose of this project is to improve the efficiency of managing administrative hearings data and scheduling and improve the accuracy of consolidated reporting for OAH service delivery.

Project Sponsors Gary Tyler, Interim OAH Chief Administrative Law Judge

Project Manager Kevin Tegland Program Manager Gary Tyler

QA Contractor Public Knowledge

Last QA Report October 2013

Development Contractor Sustain Technologies

Start Date October 2010 Est. Completion Date October 2013* *Rebaseline is expected. Rebaselined in Q1 2013 from July 2013 and in Q4 2012 from March 2013.

Total Budget* $2,299,466 Funds Expended To Date* $1,929,836 (as of 9/30/2013) Source of Funds*: State: $2,299,466 Federal: $0 *Rebaseline is expected.

Risks 1. Schedule: The schedule continues to be pushed out due to longer than

expected durations for configuration, testing, and issues resolution. Schedule rebaseline is anticipated.

2. Budget : Due to schedule delays, professional services and resources costs are expected to increase relative to earlier estimates. Budget rebaseline is anticipated.

3. Scope: Details of a two-phase roll out (including requirements) are not fully defined, with planning for Phase 2 still underway.

Project Status/Health: Red – The project has continued to experience schedule slippage due to delays in completing the configuration work, testing, and issues resolutions. Phase 1 scope (for UI, UI Tax, and Child Support Programs) is now in production use, some issues and tasks need to be addressed. Phase 2 scope (for DMV, DHS, and other state agencies) is still being planned and without a specific schedule. The project budget is expecting a shortfall of $370K an estimated completion date of August 2014, but specifics are not confirmed yet, pending a re-baseline of the project plan. Risk Mitigation: High – primarily due to issues with schedule, budget, and scope. The system is currently in production for UI, UI Tax and Child Support Programs with minimal sporadic issues being identified, prioritized and worked in a timely manner by the Development Contractor (Sustain). Phase 2 (DMV, DHS and other agencies) implementation planning is currently underway using lessons learned from Phase 1. Training for OED IT Support personnel by Development Contractor has taken place, and a Support Plan is close to completion.


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Additional Comments/Information: The primary purpose of this project is to improve the efficiency of managing administrative hearings data and scheduling and improve the accuracy of consolidated reporting for OAH service delivery. This project aims to achieve the following:

• A comprehensive case management system to support the service areas of the OAH • All relevant OAH data in one location • No longer dependent on legacy case management system • Consolidated reporting

Major Accomplishments

• The significant “latency” issues in the performance of the system experienced earlier in this reporting period was addressed. • Separate instance of EAB application is in production and running with minimal issues. • The UI, UI Tax and Child Support Programs were tested and launched into production with few issues reported. • Training to assist with implementation of a Support Plan was provided by Sustain to OED IT and the various program areas.

Significant Delays or Project Changes

• The core team of the Project is identifying the list of issues/tasks that need to be addressed in order to close out the current implementation of Phase 1 (for UI, UI Tax, and Child Support Programs).

• Planning is underway to address Phase 2 (to bring DMV, DHS and ABCs on board), and a re-baseline of project schedule is expected. A budget shortfall of $369,630 is forecasted and will need to be addressed. OED management expects a reduced number of issues in Phase 2 because of lessons learned from Phase 1.


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OED management has placed this project on indefinit e hold, due to Development Contractor performance i ssues. Project Name Employment Department - OED Enterprise Document Management System (EDMS)

Project Description: OED has a need for an enterprise-wide imaging solution that will capture images of documents from a variety of sources and be able to send the image(s) to a common destination, including workflows and archive. The imaging systems that are currently in use by OED’s Benefits, Tax, WOTC, and Adjudication sections are proprietary. Input can be from very few sources and retrieval is only possible via the current software. The primary business objectives of this project are to replace the legacy systems, migrate current content and processes, provide integration capabilities, implement migration of form generation, and to create an environment for expanded agency use.

Project Sponsors David Gerstenfeld

Project Manager Deb Scott Program Manager Les DeFoor


Last QA Report April 2013

Development Contractor EMC

Start Date October 2010 Est. Completion Date November 2013* * rebaselined in Q4 2012 from April 2013; previously rebaselined in Q1 2012 from April 2012.

Total Budget* $6,842,266 Funds Expended To Date* $6,941,479 (as of 3/31/2013) Source of Funds*: State: $354,266 Federal: $6,488,000

Risks OED management has placed this project on hold indefinitely, due to Development Contractor performance issues.

Project Status/Health: OED management has placed this project on hold indefinitely, due to Development Contractor performance issues.


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Additional Comments/Information: This Project expects to move the imaging archival process from its current solution to a modern storage management product that has significant performance and reliability gains with better expandability. This project aims to achieve the following:

• Automate workflow processes and electronic forms to streamline OED’s internal processes. • Capture relevant document information in the form of data that is centrally stored and easily searchable and accessible • Encourage and enable stakeholders outside OED to exchange data electronically.

Major Accomplishments • Held working sessions with vendor to determine what needs to be completed for acceptance of Deliverables 3.4.1 and 3.5. • Vendor agreed to provide training “refresher” course for OED staff due to length of time between original training and actual

implementation. The refresher course will be at no cost. • Vendor resubmitted rejected Deliverables 3.4.1 and 3.5 on 6/28/13. • OED completed the review of the resubmitted Deliverables 3.4.1 and 3.5 on 7/22/2013 and rejected the deliverables. Significant Delays or Project Changes • Major Deliverables (3.4.1 and 3.5) were rejected by OED and resubmitted 6/28/13. OED’s review process was hindered due to a number

of documents that need to be reviewed and the vendors responses to OED comments located in different documents. • Project was placed on hold due to OED’s review findings related to the vendors resubmitted Deliverables. A meeting was set up with the

vendor for 8/1/13 to discuss the re-submitted Deliverables and next steps. • OED has placed this project on hold indefinitely.


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Project Name Oregon Health Authority (OHA) – Behavioral Health Integration Project (BHIP)

Project Description: The Project is a sub-project within the Oregon State Hospital Replacement Project (OSHRP). The objective of the Project is to define, procure, and implement a commercial-off-the-shelf (COTS) Electronic Health Records (EHR) system that supports Oregon State Hospital (OSH) and related Department of Human Services (DHS) requirements.. The Project aims to integrate various forms, tools, and health records views that constitute the currently fragmented clients information system at OSH, with eventual applications to behavioral health community programs statewide.

Project Sponsors Linda Hammond

Project Manager Jodie Jones Program Manager Larry O’Glasser

QA Contractor Gartner

Last QA Report August 2013

Development Contractor Netsmart Technologies

Start Date October 2007 Est. Completion Date June 2014* *Rebaselined in Q4 2013 from 12/2013; rebaselined in Q2 2013 from 6/2013.

Total Budget $25,889,354 Funds Expended To Date $16,664,296 (as of 9/30/13) Source of Funds: State: $25,889,354 Federal: $0

Risks 1. Schedule: Project schedule due dates are not adhered to. 2. Resources / Quality : Project loses team members (BHIP, Netsmart,

etc.) thus affecting ability to meet milestones and provide a quality system.

3. Quality: software defects, inadequate internal support, and insufficient prime-/sub-contractor coordination are raising concerns about patient safety and staff efficiency/effectiveness.

Project Status/Health: Red – primarily due to delays in the delivery of software for food & nutrition services (FNS), re-evaluation of solution approach for pharmacy and medication management, and limited resources for project team and at the OSH. Delays in the delivery of FNS software issue fixes have pushed out go live date to 2014, with delivery split into several releases. Risk Mitigation: Medium – primarily due to complex business transition and technology challenges. Food and Nutrition Service (FNS), Lab, and Medication Management have all had quality problems with health records management (HL7) interfaces.


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Additional Comments/Information: Major Accomplishments

• myAvatar: Went live on 7/14/2013. Post-live issue resolution and support processes in-place. Lessons learned meeting completed and project closeout documentation underway.

• Lab: Went live on 7/24/2013. Post-live issue resolution and support processes in-place. • Billing: Medicare D report changes are live. • FNS: Multiple-segment diet order specification approved 8/8/2013.


• The delivery of the Computrition Food and Nutrition Services (FNS) product has been split into several sub releases which are scheduled for mid 2014. FNS Phase 2 is now estimated for Q2 of 2014.

• The planned medication management (Pharmacy) solution is currently being re-evaluated. This work may result in a change in the planned method for meeting these requirements.

• FNS, Lab, Medication Management have all had quality problems with HL7 interfaces. Slow delivery on requirements documents and specifications.


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Project Name Oregon Health Authority (OHA) – Health Information Exchange Project (HIE)

Project Description: This project is the design and implementation of core Direct Secure Messaging services, as defined by the Office of the National Coordinator’s (ONC) Health Information Exchange (HIE) State Cooperative Agreement Program. The state has contracted with Harris Corporation for the delivery of the solution, which includes customization of the Mirth Mail product. The system, which has been branded under the name “CareAccord” was recently introduced into limited production use and is being hosted at the Easy Street Data Center. The Oregon HIE Solution will: 1. Serve as the platform for routing messages among all HIE Participants (such as hospitals, public health agencies, Accountable Care Organizations (ACOs) / Coordinated Care Organizations (CCOs) and Health Information Organizations (HIOs); 2. Provide the capability for Eligible Professionals (EPs) and Eligible Hospitals (EHs) to meet criteria to receive the Centers for Medicare and Medicaid Services’ (CMS) Meaningful Use incentive payments; and 3. Provide services necessary for participation in HIE by those individuals and organizations that may not qualify for Meaningful Use incentive payments, but would like to participate in HIE.

Project Sponsors Lisa A. Parker

Project Manager Tom Heimburger Program Manager Sharon Wentz

QA Contractor Maximus

Last QA Report February 2013

Development Contractor Harris Corporation

Start Date February 2011 Est. Completion Date December 2013* *Rebaselined in Q4 2013 from 9/2013.

Total Budget $8,579,992 Funds Expended To Date $8,429,848 (as of 7/31/13) Source of Funds: State: $0 Federal: $8,579,992

Risks 1. Business Case : Adoption of CareAccord has been hampered by limited

provider awareness. 2. Support & Maintenance : On-going support & maintenance of solution is

dependent on Development Contractor.

Project Status/Health: Green – project is largely complete, with remaining effort directed toward users community adoption and on-going support & maintenance. CareAccord went live in May 2012, and platform has been stable. Project is expected to accomplish all technical objectives within budget by its estimated completion date. Risk Mitigation: Medium – primarily due to low adoption by users community and reliance on Development Contractor for on-going support & maintenance.


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Additional Comments/Information: The program plan calls for a phased approach to HIE to allow flexibility to adjust over time to new federal rules, marketplace evolution and real-world lessons learned. In HIE Phase 1, the HIE Core Services IT project develops and deploys a set of services, collectively branded as CareAccord®, around a web portal with secure encrypted email and a provider directory with identity-proofing standards. CareAccord provides commercial-off-the-shelf (COTS) secure messaging services in compliance with Direct Project specifications for the Nationwide Health Information Network (NwHIN). Funding is provided by the Office of the National Coordinator for Health Information (ONC). CareAccord services were launched in May 2012 and have been stable and well-supported since that time. CareAccord service updates and provider adoption have been the primary project focus since May 2012. Major Accomplishments

• CareAccord formally accepted as a DirectTrust and EHNAC (Electronic Healthcare Network Accreditation Commission) DTAAP-HISP accredited organization.

• CareAccord trust anchor bundles delivered to Direct Trust and NATE (National Association for Trusted Exchange). • Pilot initiated with OCHIN to evaluate basic integration of CareAccord Direct secure messaging services with a provider affiliated with

a different HISP and using the EPIC EHR product. • Mirth Mail Release 2.0 upgrade deployed into CareAccord production.


• None for this period.


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Project Name Oregon Health Authority - MMIS 5010 (5010)

Project Description: Update the Medicaid Management Information System (MMIS) to electronic data interchange (EDI) standards and operating rules as required by federal HIPAA and the Affordable Care Act.

Project Sponsors Judy Mohr Peterson

Project Manager Bryant Lister Program Manager Mary Durrant

QA Contractor Hittner & Associates


Development Contractor HP Enterprise Services; Oracle / Oracle On-Demand

Start Date October 2010 Est. Completion Date December 2014* *Rebaselined in Q3 2013 from 12/2013.

Total Budget $14,583,155 Funds Expended To Date $11,196,727 (as of 11/13/13) Source of Funds: State: $2,030,864 Federal: $12,552,291

Risks 1. Budget: The project’s budget is unclear and is not tied to specific

deliverables. 2. Schedule / Budget: Due to budget delay, the Advanced Planning

Document may not be submitted and approved by federal CMS to extend contracts before they expire.

3. Scope: Change in technical direction may result in requirements and design that do not meet business expectations.

Project Status/Health: Yellow – primarily due to risks associated with budget and schedule uncertainty. All resources necessary to support current activities are available. However, contract revision with HP and use of Oracle B2B solution has introduced budget uncertainty. Costs have not yet been determined, and an Advance Planning Document (APD) for securing federal approval and additional federal support has not yet been submitted for federal approval. The project schedule was re-baselined with Estimated Completion Date changed from December 2013 to December 2014. Risk Mitigation: Medium – primarily due to installation of new technology and ongoing support & maintenance. Resources and approach for post-implementation support are work in progress. The OHA Operations & Maintenance (O&M) Team for support of the Oracle B2B solution has been identified and has been participating in transition activities with the Oracle O&M Team, but the OHA O&M Team has not completed core training.


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Additional Comments/Information: Purpose of the Project The purpose of this Project is to meet federally mandated objectives, and to adapt to the revised requirements and costs of the remediation to the MMIS and other system interfaces related to the 5010 standards. These activities are to assure that modifications are made to comply with the final rules under HIPAA. Increased level of validation required for federal compliance keeps bad data from trading partners out of the MMIS. In some cases, new electronic transactions provide additional efficiencies and will reduce manual work or improve accuracy for DMAP and its trading partners. Major Accomplishments

• Implementation of Oracle solution (referred to as Oracle Business-to-Business or Oracle B2B) to meet connectivity requirements. o The Oracle B2B Infrastructure solution was ‘live’ on April 26; although the official Go-Live date remained April 29, 2013.

Complications with the connectivity between the Oracle B2B solution and the MMIS prevented the team from meeting the March 31, 2013 deadline.

o The first Trading Partner began submitting EDI 270 transactions (Eligibility Inquiries) on May 1, 2013.

• Operations and Maintenance of the Oracle B2B Infrastructure solution will be conducted by the OHA Solution Development and Delivery (SDD) Infrastructure Team. The staff has begun Training/Transition with Oracle.


• Project Schedule – The B2B implementation was required by March 31, 2013; however, this was not complete until April 26, 2013. A revised project schedule for the remaining 5010 work with HP was completed in June 2013. The new plan and schedule to realign the remaining 5010 work (starting with the 834 transaction) was completed by June 2013.

• Project Budget – The Project continues to track over budget (per the spend plan). The new, approved schedule will require additional

funding and time (past the original due date) to complete the planned work. An HP Contract Amendment is in progress to reset the tasks, deliverables and budget structure. The project budget will need to be updated to reflect changes from this amendment.

• Project Management –The Project Manager, Ian Wilson, will leave the project in November 2013 and a new PM, Bryant Lister, will

take over at that time.


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Project Name Oregon Health Authority - MMIS ICD-10 (ICD-10)

Project Description: As entities covered under the Health Insurance Portability and Accountability Act (HIPAA) of 1996, OHA is required to transition from ICD-9 to ICD-10 codes for use on all transactions for services performed on and after October 1, 2014. The project upgrades MMIS to support ICD-10 codes for claims processing and related HIPAA transactions.

Project Sponsors Judy Mohr Peterson

Project Manager Melinda West Program Manager Nancy Rickenbach


Last QA Report N/A – first QA Report submitted but not yet finalized

Development Contractor HP Enterprise Services

Start Date June 2010 Est. Completion Date December 2014 *Rebaselined in Q2 2013 from October 2014

Total Budget $13,603,966 Funds Expended To Date $3,612,094 (as of 8/1/13) Source of Funds: State: $1,574,147 Federal: $12,029,819

Risks 1. Resources : many staff persons are in new roles, including the project

manager. 2. Resources : additional resources are needed.

Project Status/Health: Yellow – primarily due to resource limitations. The project plans to add resources by re-assigning internal personnel and through normal recruitment process. Two additional positions have been approved and posted. These resources will backfill project team members who moved to other position. Risk Mitigation: Yellow – primarily due to business transition risks as ICD-10 upgrades impact all Medicaid care providers.


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• The new published date for implementation of the ICD-10 CM/PCS Code Sets regulation is October 1, 2014. The state will meet this new compliance date using a multi-phase approach and expanded testing process.

• Project Phases for ICD-10:

Project Stage Phases Estimated Start Date

Estimated Finish Date

Awareness Phase A 04/18/11 11/1/14 Assessment (internal) Phase B 04/18/11 12/31/11 Gap Analysis (Contractor) Phase C 11/01/11 3/15/12 Remediation-Requirements/Design/DSSURS Phase D 02/28/12 12/31/13

Construction/Testing (incl. UAT) Phase E 8/21/12 9/1/14

Implementation Phase F 8/1/14 2/27/14

Analysis and project close Phase Close 8/15/14 12/31/14

Project Changes Since the last reporting period, Reference Unload/Reload Benefit tables have been loaded into the User Acceptance Test (UAT) environment. Remediation of the reference benefit tables is currently taking place. In addition, construction work has begun for improving logistic performance on reference panels. This change order is to help improve search abilities and performance with the large volume of ICD-10 diagnosis and PCS codes being placed in the MMIS.


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Project Name Oregon Health Authority - MMIS Disaster Recovery (MMIS DR)

Project Description: A formal disaster recovery plan is needed for the Oregon MMIS to ensure that in the event of a disaster, Oregon has access to its data and can maintain core MMIS functions to support Medicaid operations.

Project Sponsors Carolyn Lawson

Project Manager Bryant Lister Program Manager Nancy Rickenbach



Development Contractor SunGard Availability Services (short term); EasyStreet Online Services (long term)

Start Date June 2010 Est. Completion Date March 2014 *rebaselined in Q2 2013 from 12/2013

Total Budget $4,039,432* Funds Expended To Date $1,235,204 (as of 6/1/13) Source of Funds: State: $478,815 Federal: $3,560,648

Risks 1. Technology : MMIS systems/applications/interfaces, especially with the

mainframe, make design of DR site and testing very complex. 2. Resources : State resources have had limited availability. Recruitments

are in process for both a Systems Architect and a Business Analyst. 3. Ongoing Support & Maintenance : The current short-term solution has

technical challenges, but the long-term solution will utilize more advanced technology and will enable long term support and maintenance much easier to achieve.

Project Status/Health: Yellow – primarily due to resource limitations and scope changes. Key project resources (system architect and a business analyst) are being recruited. Project scope has been modified to include the MMIS platform stabilization effort as part of disaster recovery. This will allow the project to work with a more consistent system around which to plan the disaster recovery solution. The project team has produced the necessary deliverables for the “Stop Gap” Business Continuity Plan (BCP) and is in the process of preparing a Table Top Exercise utilizing procedures defined in the BCP. Risk Mitigation: High – MMIS systems/application/interfaces, especially with the mainframe, make design of DR site and testing a complex process. The current short term disaster recovery contractor, SunGard, has experienced a number of problems when testing the short term solution. Although this will have little impact on the long term solution, it does make the implementation of a new solution more critical and urgent. Long term DR solution effort will examine the use of more advanced technology and leased equipment that would eliminate tape based backups -- a primary source of technology risk.


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• The Project reallocated unused funds to accomplish MMIS Platform Stabilization effort. Equipment has been ordered and work will be completed during Q1 2014.

• A-PDU #2 was approved for budget reallocated by CMS on June 21, 2013. • Purchase Order for Phase 1 MMIS long term disaster recovery solution vendor, EasyStreet, was issued on October 1, 2013. • Amendment 22 with MMIS O&M vendor, HP, was approved on September 12, 2013. Virtualization equipment and platform

stabilization equipment were ordered immediately thereafter. It is anticipated that all enhancements will be implemented by early 2014.

• The Project conducted subject matter expert interviews and created business requirements for MMIS long term disaster recovery solution.

• The Extended-1 test of short term disaster recovery solution with SunGard, conducted on June 7-10, 2013, was not successful. As a result, SunGard and HP have spent the last several months analyzing what caused the test to fail, and what steps can be taken to improve future test results. There are no more tests scheduled for 2013.

• The initial meeting was held for the MMIS Crisis Management Team (CMT), part of the Stop-Gap Business Continuity Plan (BCP). Roles and responsibilities were discussed and plans are in process for an upcoming Table-Top Exercise.

• The OIS Security Office has approved the Stop-Gap MMIS Emergency Data Storage (MEDS) procedures. Final implementation should occur before the end of 2013.


• MMIS DR Project took on the MMIS Platform Stabilization effort, which will provide a more consistent system on which to build a long term disaster recovery solution. The delay in completing the HP contract amendment to include this additional phase of the project extended Project completion by at least four (4) months – not including the length of time it is taking to have equipment delivered.

• The EasyStreet Purchase Order was also delayed at least five (5) months due to required OIS interaction with DAS ETS; including requirements for multiple master contract changes that were incorporated into the original Purchase Order process.

• The Stop-Gap Table-Top Exercise has been delayed approximately 45 days, pending hiring of a new Business Analyst.


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Project Name Department of Human Services (DHS)– DHS Modernization Program (DHSM)* * formerly called CAF Self-Sufficiency Modernization (SSM) Program

Project Description: The DHS Modernization Program was established to enable improved delivery of human services to Oregon citizens in need. B 09-11 modernization objectives include continued custom development for an online application and case worker tools, implementation, and integration of eligibility rules assessment and planning for B 11-13 activities. 11-13 Modernization objectives include continued custom development for an online application and case worker tools, and the implementation of an integrated enterprise (Oracle) framework solution, as well as planning for the Legacy Modernization Project. The Program currently consists of different active projects: Consolidated Automation Project (CAP), Oracle Policy Automation (OPA) Rules, Foundational Services, and Initial Win (Oregon Benefits Online).

Project Sponsors Jerry Waybrant, Trisha Baxter, Jim Scherzinger,

Program Manager Kathleen Paul, Interim Deputy Program Manager vacant

QA Contractor CSG

Last QA Report September 2013

Development Contractor Oracle and other contractors

Start Date September 2008 Est. Completion Date June 2017* * program will update program plan / schedule and Business Case.

Total Budget* $56,136,703 Funds Expended To Date* $51,162,694 (as of 4/30/13) $9,781,503 in B 13-15 (as of 9/30/13) Source of Funds: State: $21,481,231 Federal: $34,655,471 *current Legislatively Adopted Budget for B 13-15. See below.

Risks 1. Business Transition : Existing hardware and network infrastructure in

some field offices may be unable to support the expected level of performance with the new Oracle solution.

2. Scope / Quality. All use cases have not been drafted and reviewed. This is impacting the Enterprise Test Team’s ability to assemble a comprehensive set of system test cases

3. Quality: Inconsistent configuration across technical environments is impacting the team's ability to perform migrations and negatively impacting test and training.

Project Status/Health: Red – According to independent QA report dated 9/30/13, “The current health of DHS Modernization is RED. This assessment is based on the progress and challenges which have impacted DHS Modernization at the initiative level (PMO, recruiting, governance, etc.).” According to CSG, challenges include: project manager resigned; appropriate governance has not been fully established with regards to Data, Change Control, and Security; there still continues to be a challenge to find qualified resources to fill posted positions; and industry standard schedules which identify the resources required for DHS Modernization are not in place; it remains difficult to understand the requirements, budget needs, and resource requirements across DHS Mondernization without updated schedules for each DHS Modernization project and a consolidated schedule at the initiative level; and during the end of this reporting period, active work was put on hold to support the launch of Cover Oregon. Risk Mitigation: Red – primarily due to risks in resources, schedule, technology, business transition, and long-term support & maintenance.


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Additional Comments/Information: Projects Background & Status

• CAP – The Consolidated Automation Project (CAP) is an effort to provide solutions to relieve caseworkers workload and to improve service access for clients. The project is complete and is awaiting transition to on-going support & maintenance. According to CSG, “the date for this transition is yet to be determined.”

• OPA Rules – The Oracle Policy Automation (OPA) Rules project is designed to deliver full eligibility determination services based on

Oregon Administrative Rules (OAR) for SNAP, TANF and Medicaid. The OPA Rules engine is constructed in a plain English program language and leverages development on the Oracle platform. OPA Rules use inputs collected from various sources not scoped within this body of work. Necessary changes have been made and further updates will be incorporated as needed. According to CSG, the current health of this project is Green.

• Foundational Services (previously called Enterprise Data Management) – This Project will implement Oracle’s MDM solution suite,

Content Management / Enterprise Search, and Security related initiatives. This Project will establish foundational components which can facilitate the elimination of critical pain points that both business users and support staff. Project scope has moved ahead on target, and major issues have been resolved except for Security items, with certain decisions require more Business involvement. According to CSG, the current health of this project is Yellow.

• Oregon Benefits Online (OBO; previously called Initial Win) - The primary focus areas of this project are the replacement of the

existing CAPI caseworker portal for SNAP, replacement of the existing client-facing portal (Online Application), and the implementation of SNAP and medical (Medicaid) eligibility automation by leveraging the OPA rule set. According to CSG, the current health of this project is RED. Challenges include: Oracle environments (such as accessibility to testing and training, and lengthy log-in delays) continue to cause schedule delays; lack of clear schedules; stoppage of UAT due to lack of stable environments; and shift of resources to support Cover Oregon launch.

Projects Budget, Scope & Schedule

• Budget. The Baseline Budget of $56.1 million reflects current Legislatively Adopted Budget for B 13-15. According to agency reports submitted to the DAS Chief Information Office in May 2013, total fund expended previously through the end of B 11-13 is $51.1 million.

• Scope & Schedule. The Executive Steering Committee determined that the current project schedule needed to be put on hold in order to review and validate scope and functional design requirements. This decision was partly based on challenges with the new infrastructure and particularly driven by increasing demands of the work required to support ACA Medicaid expansion. Work continued on development in progress, and the business has been focused on process mapping, and aligning their understanding of business processes with the functional design of OBO. This work is slated to be completed on this effort by mid-November.


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Project Name Department of Justice (DOJ) Child Support System Modernization (CSEAS2)

Project Description: The Oregon Child Support Program (the Program) is seeking to replace its automated child support system (CSEAS) by developing and implementing CSEAS 2.0, a hybrid solution based largely on California’s CCSAS system with some system components taken from Michigan’s MiCSES and New Jersey’s NJKiDS systems. The project’s goals are to improve customer service, increase collections, improve information management, and increase the efficiency of the Program’s managers and child support workers.

Project Sponsors Kate Richardson

Project Manager Cliff Roper Program Manager Karen Coleman

QA Contractor TBD

Last QA Report N/A

Development Contractor TBD

Start Date October 2013 Est. Completion Date August 2019

Total Budget $108,472,584 Funds Expended To Date $0 (as of 8/14/2013) Source of Funds: State: $36,880,679 Fed: $71,591,906

Risks 1. Technology : The hybrid alternative chosen has the best cost-benefit

ratio but also brings the highest risk. 2. Business Transition. This project touches all DCS and DA offices

across the state, and implementation and business transition risk is high.

Project Status/Health: Green - Project is in initiation stage and creation of foundational documents and project control processes will begin as soon as we complete the RFPs. Risk Mitigation: High – primarily due to high technology risk, high business transition risk, and some funding risk. To mitigate organizational risk, the project plans to bring Organizational Change experts into the project in order to effect a smooth business transition. For funding, State level funding has been approved and confirmed by the Governor on 8/14/2013. The Implementation Advance Planning Document was sent to the federal Office of Child Support Enforcement (OCSE) on November 15, 2013 to request federal funding approval.


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Additional Comments/Information The Program expects CSEAS 2.0 to have the following benefits:

• Increased customer service and satisfaction • Increased ability to track individuals involved in cases and the cases themselves • Increased worker satisfaction and morale • Workers have less chance of making errors and incurring the resulting consequences of errors • Workers are more confident in moving forward with case actions • Increased management information • Improved administration of system operation, maintenance, and updating, which result from improved documentation of the

relationship between system functionality and technology • Increased knowledge of the originally intended functional design • Increased performance in incentive measure areas and reduced risk of incurring a penalty for unreliable data

Major Accomplishments The project was approved by the Legislature towards the end of the session, and confirmed by the Governor when he signed the Bill on August 14, 2013. The project team continues to develop four RFPs: Project Management Contractor, Quality Assurance Contractor, Independent Verification & Validation (IV&V) Contractor, and Implementation Contractor. Each of these RFPs must be approved by the federal Office of Child Support Enforcement (OCSE) before release to the vendor community. The project team is also working on the project organizational structure and position guides for critical project team roles. Karen Coleman has been named as the Project Executive, a move that underscored Executive commitment to project success. The team is also in the process of updating the Implementation Advance Planning Document (IAPD) which is the document that OCSE uses to approve project funding. Our plan is to submit the IAPD to OCSE by the end of August, 2013. Significant Delays or Project Changes None at present. The project is in initiation phase and there are no significant delays. The team is working to update the project schedule based on the work to be accomplished, the time OCSE has allotted to approve the IAPD, RFPs, and the RFPs.


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Project Name Oregon Department of Revenue (DOR) Core System Replacement Project (CSR) -- formerly Technology and Process Reengineering Program (TaPR)

Project Description: The purpose of the CSR project is to replace a majority of the agency’s core systems with the COTS GenTax solution provided by Fast Enterprises, LLC (FAST). The agency will work with FAST to implement its solution, configure the system to meet the agency’s requirements, and adopt industry best practices supported by GenTax. CSR is the Implementation Phase; while TaPR was the Planning & Procurement Phase during which significant effort was directed to prepare agency readiness.

Project Sponsors Jim Bucholz and Eric H. Smith

Project Manager Jennifer Hannan Program Manager Eric H. Smith

QA Contractor Case Associates / CSG

Last QA Report October 2013

Development Contractor Fast Enterprise, LLC

Start Date April 2009 Est. Completion Date* December 2017 *as baselined in 7/2013.

Total Budget $70,860,960* Funds Expended To Date* $358,561 (as of 9/30/2013) Source of Funds: State: $70,860,960 Fed: $0 *See below.

Risks 1. Schedule : Until the Contractor begins work, a complete schedule cannot

be finalized for the project. 2. Resources : Until staffing process is complete, there is a risk that

qualified resources will not be available for vacant positions. 3. Resources : After the vendor and CSR Project Team have the

opportunity to build the complete project plan, there may be a need for additional resources or different skill sets that have not been anticipated.

Project Status/Health: Green – Phase 2 completed under the expected budget. It was previously anticipated that the vendor and a portion of agency costs could be paid from specified receipts from revenue streams of programs benefitting from core systems replacement; DOR was asked to present alternative funding options to Legislative subcommittees throughout 2013 second quarter. In July, the Legislature approved funding the project based on debt-financing via bond sales. Risk Mitigation: Medium – primarily due to business transition risk. Plans to replace most of the agency's core systems will result in significant changes to agency business practices, requiring change leadership efforts. The agency has pursued these efforts through several communication formats, and employee engagement strategies. When the project proceeds, a dedicated change leadership resource will be recruited, and augmented with a contracted resource with enterprise change expertise.


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Additional Project Information The current technology environment that supports Agency business operations is based on technology that no longer supports the Agency’s needs. As a major element of achieving the Agency’s vision, an overhaul of the existing technology infrastructure is needed. The Agency conducted a study of core systems and business processes that are helping the Agency to define needs, assess options, estimate costs and develop transition strategies. The result is a roadmap and business case that support replacing the agency’s core systems. DOR expenditures in prior biennia (B 09–11 and B 11–13) totaled $7.3 million for agency readiness, planning, procurement, and preparation activities. This amount is not included in the Total Budget of $70.9 million, through FY 2017-18. Also not included in the Total Budget is the General Fund cost required to service debt, estimated at $11.7 million over the life of the bonds through final maturity in 11/2024. Important Events for This Period July

• The Legislature passed two bills needed to fund the project. Senate Bill 5506 authorized the sale of bonds to pay for procurement of the new system. House Bill 5008 appropriated funds for DOR to pay project team and other expenses. These bills, along with full funding for operations, established a good financial foundation as we initiate this project.

• DOR received approval to rent space within the Revenue Building August

• The three CSR managers and the three Operation and Policy Analysts on the CSR Project Management Team were hired.

September • Project initiating activities were completed, and the project charter was approved. • With a few exceptions, all three CSR teams were staffed. • Contract negotiations with FAST were completed and the contract signed on September 30, 2013. • The Business Case Amendment and IRR were approved. • A Notice of Intent to Award was issued to CSG Government Solutions, Inc. as the new QA/IV&V vendor.


• No significant delay in this reporting period.

Project Name ODOT Fleet Information Management System (FIMS)

Project Description: The FIMS project will change business process and automation tools to enable ODOT to track the total cost of fleet ownership and optimize the agency’s equipment investment.

Project Sponsors Luci Moore

Project Manager Lynn Cartwright Program Manager Bruce Erickson



Development Contractor AssetWorks, Inc.

Start Date May 2010 Est. Completion Date November 2013 *Rebaselined in Q2 2012 from June 2013.

Total Budget* $3,700,000 Funds Expended To Date $2,906,309 (as of 10/31/13) Source of Funds: State: $3,700,000 Fed: $ 0 *rebaselined in Q4 2012 from $5.1 million

Risks Project is complete.

Project Status/Health: Project is complete. Risk Mitigation: Project is complete.


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• The ODOT Project Team completed the final planned deployment (Phase 3) of FIMS to the Salem Storeroom and Sign Shop. (Schedule: October 7, 2013; Actual: October 7, 2013)

• The system has been deployed, and the business users have made the transition and are capturing equipment data without

significant issues. Moving forward, the System Manager believes only minor process adjustments will be needed, and those will develop over time.


• Project is complete.


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Project Name ODOT Fuels Tax System Replacement (FTSR)

Project Description: This project will replace the existing Fuels Tax System to comply with government laws, rules, executive orders, and departmental objectives; in order to increase revenue, realize cost savings and improve licensee reporting methods. The existing system is based on outdated technology that is not easily modified to allow for a more automated collection of reports.

Project Sponsors Les Brodie

Project Manager Tom Ardell Program Manager Doug Kleeb


Last QA Report June 2013

Development Contractor FuelQuest, Inc. /ZyTax, Inc.

Start Date July 2010 Est. Completion Date June 2015* *Rebaselind in Q4 2013 from June 2014; rebaselined in Q4 2012 from August 2013

Total Budget $3,417,367* Funds Expended To Date $1,898,624 (as of 10/31/13) Source of Funds: State: $3,417,367 Fed: $ 0 * Rebaselined in Q4 2013 from $2.3 million; rebaselined in Q1 2012 from $1.9 million.

Risks 1. Scope . The new system contains Level 3 classified information. The new

system has security for single factor authentication but does not meet the multi-factor authentication that ODOT requires. ODOT must review ways to enhance security for the application.

2. Business Transition . Project entails significant business transition. The project team, project leadership and stakeholders agree that this project will require a concerted business transition effort.

Project Status/Health: Green – Project completion date and budget have been re-baselined to reflect project duration and cost of executed contract with FuelQuest. Risk Mitigation: Low – project risk is low in terms of project risk areas normally rated.


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Additional Comments/Information: Purpose of the Project To alleviate current system limitations, and thereby increase revenue, realize cost savings, and streamline business processes. The target features of the new system include:

• Provide the ability to track fuel distribution throughout the state. • Provide transactional processes to reduce / eliminate un-captured revenue due to tax evasion. • Provide electronic filing capability for external users (Fuels Tax Applicants, Licensees or Refund Claimants who apply for licenses,

request emblems, update licenses, file tax reports, pay taxes or request refunds) to conduct business with ODOT. • Allow a licensee to report fuels tax for all jurisdictions in one transaction, regardless of the jurisdictions in which they are licensed. • Auto-calculate tax amounts due, and generate statements of amounts due with balances being carried forward. • Enable improved business processes, audit capabilities and increase staff productivity through automated workflow. • Provide robust reporting. • Allow for the new system’s processing environment and tools to meet published standards by adhering to the current version of the

Federation of Tax Administrators (FTA) Motor Fuel Tax Section – Uniformity Project, Electronic Combined Reporting Methods Implementation Guide (latest version is dated September 2010).


• The system design has been updated with multi-factor authentication to meet ODOT requirement. (Scheduled: August, 2013; Actual: September 31, 2013.)

• The project team has established the budget and schedule baseline. (Scheduled: August, 2013; Actual: October 01, 2013.)

• The project team approved 10 design documents out of 72. (Scheduled: October, 2013; Actual: October 31, 2013.)


• The project schedule and budget were baselined in October 2013. The project is on schedule to complete on June 30, 2015 and on budget at $3,417,367.


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Project Name ODOT Right of Way Information Tracking System* (RITS)

Project Description: The purpose of the RITS project is to streamline and automate key Right of Way (RW) business processes and to make select ODOT property information available to the public. This will include electronic capture and management of RW content, and the replacement of the in-house built RW Acquisition Information Network (RAIN) and Property Management Inventory (PMI). * Project name was formerly Right of Way Data Management System – Acquisition Process Streamlining (RWDMS - APS)

Project Sponsors Rick Crager

Project Manager Suzanne Gehring Greg French Program Manager Geri Hall



Development Contractor FlairSoft

Start Date January 2008 Est. Completion Date June 2014* * Re-baselined in Q4 2013 from Feb 2014; re-baselined in Q4 2012 from December 2012; in Q1 2012 from June 2012; and in Q2 2011 from March 2012.

Total Budget $ 7,500,000* Funds Expended To Date $5,957,461 (as of 10/31/13) Source of Funds: State: $ 7,500,000* Fed: $ 0 * Re-baselined in Q4 2012 from $5,850,000 and in Q3 2010 from $3,663,890.

Risks 1. Schedule / Project Management: ODOT is not engaging in adequate

implementation planning, given that the project is currently in the testing phase. Schedule has seen numerous delays and re-baselines.

2. Resources. The project currently depends on a few key business resources for testing and implementation and has no contingency plan for knowledge transfer if any one of these key resources leaves the project.

3. Quality: ODOT and FlairSoft are not adhering to industry best practices for testing. Several parts of the system were not tested, and some parts were minimally tested. No regression testing occurred, and there are problems with the issue/defect reporting process.

Project Status/Health: Red – The project schedule end date has been pushed out to June 30, 2014 as a result of negotiations with FlairSoft. User Acceptance Testing is planned to begin November 12, 2013, and system rollout is tentatively scheduled to begin February 3, 2014. There have also been quality problems. Several deliverables have been rejected and resubmitted several times before acceptance. Risk Mitigation: Medium – this rating is due to risks associated with development schedule, technology, business transition, and on-going support & maintenance. The vendor solution has been significantly modified over time, and it is difficult to assure that the original business case will be satisfied completely until further testing can be conducted. Current business processes will change significantly with statewide impact. Vendor staff turnover reduces support & maintenance capability, which is a long-term risk for support and maintenance. There are increased concerns regarding the long-term supportability and maintainability of RITS product updates.


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Additional Comments/Information: The purpose of the RITS Project is to:

• Automate Right of Way acquisition and property management processes. • Make information related to ODOT owned property available to the public. • Purchase and implement a Commercial-off-the-Shelf (COTS) software product with Right of Way acquisition and management

capabilities to be integrated with the FileNet Enterprise Content Management (ECM) System. • Allow RW contractors access to the system, select documents, and improve reporting capabilities. • Continue to develop the processes, procedures, templates and guidelines to serve as a model for future ODOT Document

Management projects. • Business process transition activities for the new system.


• Data Conversion Tools approved. (Scheduled: June 21, 2013; Actual: August 31, 2013.)

• Production Installation. The project team has successfully provisioned a production environment for User Acceptance Testing. (Scheduled: October 28, 2013; Actual: October 28, 2013.)


• ODOT and Vendor have negotiated a new projected schedule. Start of User Acceptance Testing is now planned to begin November 12, 2013, and system rollout is tentatively to start during the first quarter of 2014.


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Project Name ODOT State Radio Project (SRP)

Project Description: The State Radio Project will rebuild the existing ODOT and OSP radio systems to create an integrated statewide network. The project will partner with local public safety agencies, allowing for integration between state and local systems as envisioned in the original Statewide Interoperability Executive Council (SIEC) plan. The revised project is significantly scaled back in scope and cost from its predecessor, the Oregon Wireless Interoperability Network (OWIN).

Project Sponsors Matt Garrett

Project Manager Dick Upton Program Manager Thomas Lauer


Last QA Report June 2013

Development Contractor Harris Corporation

Start Date April 1, 2010 Est. Completion Date June 30, 2015

Total Budget $ 229,991,920* Funds Expended To Date $132,858,291 (as of 9/30/13) Source of Funds: State: $ 209,991,920 Fed: $ 0 *Rebaselined in Q3 2014 from $209.99 million.

Risks 1. Schedule . Key work efforts such as site acquisition have not met

schedule targets, and there is a high risk that the current project scope will not be delivered on time.

2. Schedule . The project has re-baselined its site development schedule, and a more comprehensive integrated schedule is still in development. The project is extending a portion of the schedule beyond December 2014.

3. Budget / Scope . Budget risk is lower with the recently approved additional $20 million budget. However, without a complete project plan baseline, there remains concern that the full project scope can be achieved within budget.

Project Status/Health: Red – primarily due to schedule risk, but also risks in budget, resources, and quality. There is high risk that the project will not complete its current scope on schedule. Site development targets were missed in April and May. Important design and planning artifacts of the project consistently lack traceability of requirements from one project phase to the next, with risk of project deliverables quality not meeting business needs of all stakeholders. Risk Mitigation: Red – primarily due to risks inherent in a project of this size, schedule risks, and on-going support & maintenance. There is an expanding effort to inform and involve end-users. The framework for operational readiness has been completed and is currently being reviewed by Wireless Management. More detail will need to be added to the framework to describe operational procedures, staffing, roles & responsibilities, and the support infrastructure. However, resource transitions may delay completion of the operational readiness planning.


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The following technology-related accomplishments have been realized:

Microwave - Entered into a new agreement with Aviat (under WSCA contract) for microwave equipment and site installation. Site work efforts commenced this summer.

June 2013

Narrowbanding - Cutover to narrowband analog was completed and moved into operations. August 2013

Network Management System - Released the Request for Proposals for the Network Management System.

September 2013

Consoles - Released the Request for Proposals for Consoles. October 2013


The construction schedule for summer 2011 and radio orders were delayed while ODOT waited for legislative approval. The delay impacted the lead time needed for the equipment cycle — ordering through installation. Additional challenges to the construction schedule in 2011 were incurred due to the extent of the snow pack at high-elevation sites that hampered access. While the early part of Oregon’s 2011-2012 winter season was mild compared to the forecast, late spring snows hampered access at some high-elevation sites, delaying some efforts for summer 2012. A mild 2012-2013 winter and spring season with no field effort delays allowed good access to sites. Moving into the 2013-2014 winter season, site access restrictions due to weather have begun to occur. Significant service issues with the mobile radio portion of the narrowbanding component, which resulted in the project halting deployment, underwent corrective actions and thorough field solution testing by radio vendor Harris Corp. Full-scale mobile radio deployment resumed June 11, 2012. The project received approval on Aug. 20, 2012, from the FCC for a waiver of the Jan. 1, 2013, deadline to extend narrowbanding completion to Nov. 1, 2013. This allowed for a more practical and safe approach. The cutover to narrowband operations was successfully completed in August 2013 more than two months ahead of the FCC waiver extension. An additional $20 million was approved by the 2013 Legislature for the project under Senate Bill 5544. Prior to receiving this additional $20 million in funding, the project had removed scope to stay within the existing approved budget. Scope reductions in the areas of microwave equipment and installation, microwave site improvements and the trunked radio system were included and prioritized. With the additional funding and scope introduced into the project, the project will continue to use the priorities it established to manage scope and budget moving forward.


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Project Name ODOT- DMV Microfilm Replacement (MR)

Project Description : DMV’s microfilming equipment is old and getting harder to maintain. Furthermore, replacement parts are getting more difficult to find. Because the imaging industry is moving away from microfilm and microfiche in favor of digital imaging, it will soon be next to impossible to replace this equipment or to keep our current equipment running. DMV’s microfilm/fiche sub-systems are over 25 years old, are difficult to maintain, no longer meet business needs, and affect every service group in DMV. The purpose of this project is to replace DMV’s obsolete microfilm/fiche equipment with digital imaging equipment via a two phase project; phase 1 for vehicles documents and phase 2 for drivers documents.

Project Sponsors Lana Tribbey

Project Manager Wes Chrysler Program Manager David Jacobson

QA Contractor KPMG


Development Contractor N/A

Start Date February 2010 Est. Completion Date October 2014* * Rebaselined in Q3 2012 from August 2014. Rebaselined in Q2 2012 from November 2012.

Total Budget $2,501,979* Funds Expended To Date $1,763,799 (as of 11/8/2013) Source of Funds: State: $2,501,979* Fed: $0 *Rebaselined in Q2 2013 from $2.45 million; in Q2 2012 from $1.68 million.

Risks 1. Schedule . The project is behind schedule due to issues in the

negotiation with EMC Captiva, whose contract has been terminated. The project is in the process of pursuing another vendor.

2. Business Transition . Transition from film to digital is a major business process change.

Project Status/Health: Medium: The project is behind schedule due to issues with the imaging vendor EMC Captiva. The State Procurement Office has recommended the use of another vendor. Risk Mitigation: Medium – primarily due to business transition from film to digital storage and retrieval. The transition from working with indexes stored on legacy systems for thousands of photographic images on fiche or film that have to be retrieved and scanned manually to unique images that can be located and viewed electronically will be significant.


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Additional Comments/Information

Purpose of the Project

DMV is mandated to retain certain documents for an extended period of time and they currently archive most document images on microfiche and microfilm. DMV needs to replace its current microfilm/fiche capture equipment with a digital imaging based solution. The current photo capture equipment is old and obsolete. Soon, this equipment will not be able to be maintained or repaired and when this happens, DMV will have no other way to store documents than via expensive off-site secured physical storage. By moving to a digital document imaging storage and retrieval solution, DMV can eliminate the risk of a business interruption due to microfilm capture equipment failure, and move to more automated direct access to archived images.


• Kofax services contract: The RFP (730-25687-13) responses have been scored. After the evaluation process, the evaluation committee determined that there were aspects of each proposal needing clarification by the respective vendors. Interviews and demonstrations were deemed necessary, and they will occur on October 10. ImageTech and Ricoh will participate.

• FileNet: Integranium continues to make requested changes to the custom DMV FileNet graphical user interface (GUI)

• Mainframe separator sheet changes have been coded and are being unit tested. 3 programs remain to be unit tested and all programs still need to pass functional testing.

• Discussions continue with a Drivers Subject Matter Expert to work on detailed requirements for the Drivers documents. Significant Delays or Project Changes

• Negotiations with Captiva were terminated by OPO/SPO after months of unreconciled issues. A new vendor, Kofax, has been acquired.

• Project resources are needed for the implementation of state and federal mandates passed during the 2013 session. • Scheduling delays could lead to increased resource contention since the project team will need to be retained beyond the scheduled

duration for the project.


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Project Name ODOT- DMV Expanded Customer Numbers (ECN)

Project Description: This project involves modifying DMV’s customer number in such a way as to expand the base of numbers available for DMV use for decades to come. At DMV’s current burn rate, DMV will run out of customer numbers sometime during 2015-2016. The purpose of the project is to modify all of DMV’s systems, databases, screens, files, reports and interfaces to allow an alpha-numeric character in the first digit of the 7 digit customer number in order to provide an adequate base of available numbers.

Project Sponsors Tom McClellan

Project Manager Rob Midtun Program Manager David Jacobson

QA Contractor KPMG


Development Contractor N/A (internal development)

Start Date November 2010 Est. Completion Date January 2014* * rebaselined in Q4 2011 from February 2015

Total Budget $2,043,000* Funds Expended To Date $1,279,748 (as of 11/8/2013) Source of Funds: State: $2,043,000* Fed: $0 * rebaselined in Q4 2012 from 3,002,470 and in Q4 2011 from $3,440,772.

Risks 1. Technology / Schedule . DMV is leveraging existing technology and

interfaces that are outdated and often leads to unexpected difficulties and schedule delays.

2. Business Transition . Many stakeholders are affected by ECN format changes.

Project Status/Health: Green – The project has stable scope (requirements). It is currently fully funded and on schedule. However, like other DMV projects, there is a risk of resource contention with other DMV projects for scarce business and information system resources, but this project now has top priority status for resource allocation purposes. Risk Mitigation: Low – Historically, the project experienced significant technology and business transition risk. However, the Project is 98% complete, with relatively little risk remaining.


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Additional Comments/Information The purpose of this Project is to modify all DMV’s systems, databases, screens, files, reports and interfaces to allow an alpha-numeric character in the first digit of the 7 digit customer number, in order to provide an adequate base of available numbers.

• DMV customer numbers include Oregon Driver License (ODL) numbers. Changes in their format may impact many external stakeholders, including law enforcement and the federal government.

• DMV must ensure that sufficient customer numbers are available for the issuance of driver license, ID cards, permits and in-process transactions. DMV uses around 195,000 new customer numbers a year.

• The current customer number format is 7 numeric characters. Reformatting to allow alpha-numeric characters in the first digit will expand the number of unique combinations by 24,000,000.

• Since DMV cannot function without customer numbers (which include ODL numbers), DMV management has set the priority of this project higher than all other IT work, including legislation. As a result, staffing of this initiative takes precedence over all other work. The project is fully funded, on schedule, and has stable scope.


• The project is 98% complete and is expected to end as scheduled by Jan 10, 2014.

• Alphanumeric customer numbers (ODLs) were turned-on October 21. As of this report, 5,090 alphanumerics have been used, leaving 23,994,876 unique available numbers with just the 1st position accepting an alpha (“A-Z 000000”).

• Phase 5 continues in its Warranty stage from October 5th through November 30th. To date, 16 issues have been identified during warranty. All but one is closed. The remaining open issue is low impact and involves Attachmate macros that work with Photo Check. A fix has been identified and is in process of being executed.


• No significant delays or project changes to report in this reporting period.

• With the completion of analysis for phase 5, there is high confidence that the project will be completed on time and on budget, and DMV is on track to issuing alpha-numeric customer numbers for Oregon Driver Licenses.


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New project coverage. Project Name ODOT- DMV Driver License Issuance Replacement (DLIR)

Project Description: This project will procure a third-party vendor to replace DMV’s current Digital Photo License (DPL) processing, verification and production solution.

Project Sponsors Tom McClellan

Project Manager Rob Midtun Program Manager David Jacobson

QA Contractor KPMG


Development Contractor N/A (internal development)

Start Date August 2012 Est. Completion Date September 2017

Total Budget $1,921,100 Funds Expended To Date $57,924 (as of 11/8/2013) Source of Funds: State: $1,921,100 Fed: $0

Risks 1. Technology / Schedule . DMV is leveraging existing technology and

interfaces that are outdated and often leads to unexpected difficulties and schedule delays.

2. Resources . The project is staffed at present, but many very high-priority federal and state mandates are expected to pull resources from this project.

Project Status/Health: Green – The project is fully funded and is on budget. The project is on schedule. Risk Mitigation: Medium – primarily due to technology and business transition risk. DMV is leveraging existing technology and interfaces that are outdated and often leads to unexpected difficulties and schedule delays. The project is staffed at present, but many very high-priority federal and state mandates are expected to pull resources from this project.


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Additional Comments/Information The digital photo license (DPL) processing, verification and production solution in place at DMV was procured from MorphoTrust (previously known as L1). The original contract ends in 2013, but DMV extended use of the solution through a special procurement. The DPL solution is critical to the issuance of driver licenses, ID cards, and permits. The current MorphoTrust contract that provides the DPL system, including card production and fulfillment, will expire on September 30, 2017. This special contract was contested by other vendors. On January 26, 2012, there was a response given to the Protest of Special Procurement #504-11, under ORPIN Notice #730-5919-11. The response committed DMV and ODOT IS to an open competitive procurement of a contractor after the special contract expires in 2017.


• The DLIR RFP if is the final review and approval stage.

• The project fulfilled part of the commitment made in the 2012 settlement with MIS as it has completed the initial DLIR Project Plan prior to 6/30/13 and posted an ODOT Public Notice regarding status of the DLIR project to the ORPIN on 5/7/13. The notice was also sent to interested vendors as agreed to in the response to the protest of the Special Procurement.


• Mandated IT work resulting from legislation passed in the 2013 session are pulling resources from this project, including the project manager.

Documents

Major IT Projects November 30, 2013 - Amazon Web Serviceskatubim.s3.amazonaws.com/3 4 Final Major IT Projects... · 2014-02-13 · 2013 from 9/2013. Green Green Medium Uncertain 14