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?No

Is the project on track to achieve the objectives within the approved budget?No

Project Overall Health

Comments

Yellow

The Overall Project Health for the TSNR Project remains Yellow verging on Red for the October reporting period. The Project is taking corrective action via the Special Project Report (SPR) process to reset all project baselines. New scope is being added to the Project which increases the level of effort needed to complete the work and push out completion timeframes. The revised Project completion date is October 2025.

Focus Area/Rating	Comments
Governance Green	In the month of October IPO attended the following Project status meetings: • TSNR BCP meeting – 10/01/24 • TSNR Project Manager Meeting – 10/04/24, 10/18/24 • TSNR Risk and Issues Meeting – 10/07/24 , 10/21/24 • TSNR Lessons Learned – Investigations Module – 10/23/24 IPO also meets with the TSNR Project as needed regarding Project oversight and overall project management, including scope, schedule and costs.
Time Management Red	The Project is more than 10% behind schedule. A Special Project Report (SPR) was submitted to the CDT on November 14, 2004, to reset the schedule, cost and scope baselines. Per the rolled up schedule distributed by the Project 11/01/24, the Project is 63% complete and progressing as follows: - Phase 1 - Project Planning – 100% Complete - Phase 2 - Analysis and Design – 100% Complete - Phase 3 - System Development – 63% Complete * Highway Inventory – 71% * Crash Coding – 78% * Traffic Volume – 66% * Investigation – 66% * Safety Module– 66% * Authoritative Reporting System – 36% IPO schedule recommendations are on page 6 of this report.
Cost & Contract Management Yellow	Cost Management: The Cost and Contract Management Focus Area remains in the cautionary status of Yellow. The October 2024 Project Status Report (PSR) was submitted by the Project to the CDT on November 04, 2004. Percentages of actual costs expended to date as calculated by IPO and based on the PSR are as follows:: • 48.8 % of the overall Project budget • 48% of total One-Time IT project costs • 36% of the budget for staff salaries • 22% of budgeted costs for interdepartmental consulting services • 66% of the total costs budgeted for external consulting services, which includes the following expenditures: o 67% of costs for the System Integrator line item o 88% of costs for the OCM vendor line item o 84% of costs for the IV&V vendor line item o .0 3% of costs for four IT consultants Contract Management: The Project is working with the State Technology Procurement office for submission and approval of Non-Competitive Bid (NCB) documents to extend contracts for the System Integrator and subcontractors.. Per the Project, NCB approvals must be in place by December 6, 2024, to avoid negative schedule impact. IPO Cost Management recommendations can be found on page 8 of this IPOR along with a copy of the PSR that includes a line item cost breakdown. IPO Contract Management Recommendations can be found on page 9 of this report.
Scope Management Green	Five change orders were approved by the Executive Steering Committee and incorporated into the revised scope baseline documented in the Special Project Report.
Resources Yellow	Resource availability, expertise and capacity to align with the revised schedule were incorporated into the Special Project Report that is under review by the CDT.
Quality Green	There were no observable quality issues during this reporting period.
Risk And Issues Green	Issues: The Project is currently tracking a total of five open issues; three with a high impact rating and two with a medium impact rating. Risks: The Project is currently tracking two open risks; one is a schedule risk and the other a resource risk.
Transition Readiness Yellow	The Project has begun work updating its Maintenance and Operations (M&O) Transition Management Plan and will submit a revised plan for review six months before the Project’s end date to reflect changes that have taken place since approval of the Plan.
Conditions For Approval Green	Outstanding Conditions of Approval: • The Project shall submit a Transition to Maintenance and Operations Plan, including the plan for any transition of services from the System Integrator to the CDT for review and approval six (6) months before the approved project end date. The Project has begun work on the Plan.
Corrective Action Red	The Project has substantially deviated from CDT approved scope, cost and schedule baselines as documented by the Project at Stage 4 Readiness and Approval. The Project is using the Special Project Report (SPR) as the corrective action process to reset project baselines. The SPR was submitted to the CDT on November 14th, 2004, is currently under review.

• Stage 4 Project Readiness and Approval (pdf)
• Stage 3 Solutions Development (pdf)
• Stage 2 Alternative Analysis (pdf)
• Stage 1 Business Analysis (pdf)