7100-237 Document Management System (DMS)

The EDD has analyzed a variety of existing software solutions used for its existing imaging, data capture, electronic file submissions, document storage, and retrieval services infrastructure. The proposed vendor solutions must provide the capability to develop processes that are streamlined, scalable, and flexible for variable workloads. The solution features should support the deployment of new configurable, scalable, and robust software for imaging paper and electronic submissions as well as efficiently process defined business workflows. The DMS project will provide foundational capabilities necessary to support EDD modernization and GovOps Strike team recommendations.

Project Details

IPOR Reporting Period	Overall IPOR Rating
10/01/2024 - 10/31/2024	Yellow

Independent Project Oversight Dashboard

Key Questions

Is the project on track to satisfy the customer's business objectives?Yes

Is the project on track to achieve the objectives in the approved timeframe?Uncertain

Is the project on track to achieve the objectives within the approved budget?Uncertain

Project Overall Health

Comments

Yellow

Due to delays in setting up the development environment, all the user stories targeted for sprint 2 were backlogged. A complete and final Project Schedule (.mpp) will not be delivered until mid-November 2024, after multiple Release 1 sprints have already occurred. Per the Release 1 schedule, the requirement-to-story mapping will not be complete until the end of the development cycle which leaves no time to address a late discovered missing requirement. At times, needed DMS technical SMEs are not present in the daily scrum meetings to resolve technical issues in real-time, resulting in extended resolution durations. Independent quality reviews of user stories, designs, and test scripts are targeted to occur towards the end of Release 1 leaving little time to react if a quality problem is discovered.

Focus Area/Rating	Comments
Governance Green	The IPO Manager assessed the governance practices per the Governance Management Plan and was adequately satisfied the DMS project team is following the approved plan. The DMS Contract Manager is working with the SI Project Manager regarding the scope of SI project plan deliverables. The SI Project Manager and technical team are working closely with the DMS Project Manager and technical team. The EDDNext Director and Project Executive attended the September IPOR meeting with CDT.
Time Management Yellow	Final Schedule Availability The project has completed two (2) sprints of Release 1, and a final schedule is still not available to the project team to ensure the project meets milestone dates. The vendor delivered a Project Schedule and Roadmap Management Plan (DEL1) to the DMS project team to review on 10/21/25. The PAO manager reviewed the two documents (.doc roadmap and .mpp schedule) and provided observations and recommendations back to the DMS Project Team on 10/25/24. The observations focused on missing schedule elements such as PAL planning stages, OCM activities, Off-premise data approvals, critical path, formatting standards, resource loading, state holidays, plus others. The IPO manager recommends that the schedule be expanded in scope and made available to the project team before the end of the third sprint. Backlogged User Stories Due to delays in setting up the development environment, all the user stories targeted for sprint 2 were backlogged with the intent to move them into sprints 3-7.  This intent is conditioned upon the development team’s actual sprint velocity exceeding the forecasted velocity.  Based on the IPO manager’s observations it does not appear that sprints 3-7 will be able to absorb the user story backlog. The story backlog is increasing.  Yes, there can be some double counting of stories in the backlog as the same story is moved forward into the next sprint which is why the story backlog was not quantified. However, the fact that targeted story completion rates per sprint are falling short means the backlog is growing. The IPO manager recommends that sprint velocities be determined, and the schedule be recalibrated based on actual development throughput.
Cost & Contract Management Blue	Cost Management: The IPO Manager has begun reviewing the project cost allocations and project monthly burn rate. The IPO team is working on a cost analysis and will provide updates in the next IPOR. Contract Management: The IPO will continue to monitor the DMS Project contract management process.
Scope Management Yellow	Requirement-to-Story Traceability The DMS project team is leveraging a Jira plug-in module to address traceability (RTM).  Per the Release 1 schedule, the requirement-to-story mapping will not be complete until the end of the development cycle as the project team is currently mapping on a sprint-by-sprint basis. The risk to the project scope is waiting so late in the development cycle to potentially discover functionality is missing to support the business objectives will leave no time to recover. The IPO manager recommends that all requirement-to-story mapping be completed with at least 3 sprints remaining in the release to create a window to address any missing requirements. The IPO Manager discussed this recommendation with the DMS Project Team on 11/14/24 and they accepted the recommendation, and the IPO Manager will continue to monitor.
Resources Yellow	The DMS project schedule (.mpp) is not fully loaded with individual state resources. Project Management industry standard is that a project schedule includes individual resources that are working on project tasks and activities, this improves the abilities to manage schedule and reduces the likelihood of schedule delays. The IPO manager recommends that the DMS project assigns individual resources to detail tasks. There were numerous technical related delays in setting up infrastructure -- firewalls, networks, dev environment. The IPO Manager is concerned that the SI may not be sharing detailed tasks with the DMS technical team sufficiently in advance for the team to be prepared, and/or the DMS technical team may not be staffed sufficiently to quickly address the volume of requests coming their way. The IPO Manager recommends conducting a root cause analysis so lessons can be learned, processes can be changed, and infrastructure delays can be minimized in the future. At times, the IPO Manager has observed that needed DMS technical staff is not present in meetings to resolve technical issues in real-time, resulting in extended resolution durations. The IPO Manager recommends that the “appropriate” DMS technical staff attend all DMS technical meetings.
Quality Green	User Stories: The IPO manager observed that user stories in Sprints 1 & 2 were being approved and closed by the SI team. The IPO Manager recommended that the DMS Project Team, not the SI, approve and close user stories. The DMS Project Team agreed, and a new story sign-off process was established. Sprints: Sprint 2 started on 10/14/24, and Release 1 has a total of 7 Sprints. Lack of quality reviews of user stories, designs, test scripts, and independent testing early on in Release 1 can create a quality risk. Quality reviews should not start at the end of Release 1. The IPO Manager recommended IV&V begin their review of Release 1 stories, designs, test scripts by Sprint 4 at the latest. QA/QC: The IPO manager will collaborate with the DMS project team to better understand the level of involvement the EDD’s Enterprise Testing Office (ETO) will have in conducting quality reviews of the DMS project.
Risk And Issues Green	The IPO Manager is adequately satisfied with the process of creating Risks and converting them to Issues (as appropriate). During the month of October 2024, the IPO Manager recommended five (5) risks be created. The DMS project team did ultimately create the risks, and they are now monitored in a weekly Risk and Issue meeting lead by the EDDNext team which the IPO Manager attends. During October 2024, the IPO Manager also recommended a risk relating to the overall DMS Release 1 schedule be converted to an Issue.
Transition Readiness Blue	A DRAFT of the Transition Plan will be delivered to the DMS Project Team for review on 11/18/24, and the FINAL Transition Plan will be delivered for review on 12/16/24. Final deliverable DAD approval is targeted for approval on 1/3/25. The IPO Manager will review the Transition plan and provide an update in an upcoming IPOR report.
Conditions For Approval Blue	CDT Conditional Approval – Stage 4 • Resource Loaded Project Schedule - Estimated Completion Date 11/18/24 The Project Schedule will be reviewed and commented on in the November IPOR.
Corrective Action Green	Comments about Corrective Action Plan Items • N/A

20240624.1 - Release-59