Independent Project Oversight Report (IPOR) Rating


4260-241 Federal Draw and Reporting

The Department of Health Care Services (DHCS) proposes a Federal Draw and Reporting Modernization project that would design, build, and operate digital services to replace the functionality currently provide by the DHCS CMS-64 application, Excel spreadsheets and multiple manual processes.

Project Details

Agency / State Entity Health and Human Services / Health Care Services, Department of
Total Cost $40,376,495
Last Approved Start Date 06/10/2019
Last Approved Finish Date 06/09/2021
Criticality Rating Medium
Most Recent Project Approval Document Stage 4 Project Readiness and Approval
Date of Most Recent Project Approval Document N/A
IPOR Reporting Period Overall IPOR Rating
06/01/2020 - 06/30/2020
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Key Questions

Is the project on track to satisfy the customer's business objectives?No

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
• The governance structure has been improved to focus more on product priorities. Effective June 2020, the Product Steering Committee will begin to convene monthly. • The Product Roadmap is maintained regularly, and illustrates the business epic stories that are planned to achieve the FDR Vision with each Product Increment (PI). The FDR Objectives Matrix illustrates how each PI satisfies the project objectives approved during PAL. There is not yet a view that illustrates the functional capabilities or software features delivered with each PI. • The roadmap was updated on 6/3/20 to include emerging COVID-19 changes to the MVP. The business epics denoted in the roadmap are mapped to a release plan for FDR 1.0. • The project was unable to complete all work planned for PI 0.3 within the quarter-year timeframe. On average, 94% of Jira issues committed to were complete. The remaining development work is targeted for completion in mid-July, and this is not expected to affect delivery of the MVP. • The project has demonstrated to have the resources needed at this time with an Excel-based Staffing List. • Collaboration of multiple cross-disciplined resources and teams is observed to be healthy. • End-users are being engaged to provide feedback on UI designs and perform user testing for completed features. • Product Launch Readiness (PLR) activities are defined and prioritized in the Product Backlog.
Focus Area/Rating Comments

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• (+) Project/Product governance has been improved to focus more on design, development and implementation of the product. • (+) Product development priorities and decisions are regularly reviewed and agreed upon with the business customer/sponsor. • (+) The scope and authority of decision-making at different levels has been clarified with a framework that illustrates the governance levels and escalation flow for decisions, risks, and issues. • (+) MES Modernization Division structure has been communicated to all staff, including FDR. In support of this organization structure, a Staffing List was prepared that includes all staff working in MESMD, their role and sub-team they work on.
Time Management

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• (/) 49% of the approved timeframe has elapsed. The MVP is scheduled for production release by 10/1/20. • (/) The first two pre-production increments 0.1 and 0.2 were completed with quarterly milestones. • (-) The time allotted for PI 0.3 expired – remaining development work and user testing will be performed in July. It was communicated that “State and federal health care programs related to Covid-19 required new work to be added to the MVP”.
Cost Management

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• (/) 38% of the total project budget has been expended. • (+) Both the Solution Vendor and the DSS contractors invoice less (on average) than the approved Not to Exceed cost approved for each WOA completed. • (+) Variance and predictive cost analysis indicate that at the current spend/burn rate, the two delivery contracts are on pace to be within budget at the end of the project.
Scope Management

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• (+) The scope of the product is defined by the Product Roadmap, and supported by a quarterly release plan. • (+) Scope completion is performed through regularly scheduled two-week Sprints. During June, Sprints 20.11, 20.12, and 20.13 were completed with demonstrations made during the bi-weekly Sprint Review meeting in which all stakeholders are invited to attend. • (+) PI 0.3 objectives for each agile team are documented in the confluence Release page, and includes progress indicators. As of Sprint 20.13, there remain user stories to do for the PI; these are now targeted for completion by Sprint 20.15.

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• (+) A Staffing list was provided in June that provides ability to view how each FDR sub-team is composed. • (+) The project has stated they have the necessary resources to complete the MVP. The project is using more resources than planned. The additions are mostly contracted resources. • (/) A Medium severity risk was opened as a result of “temporary team member departures may create challenges for FDR team members”. Coverage for responsibilities have been assigned.

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• (+) User Testing for PI 0.3 was completed for functionality developed and accepted in Sprints 20.07, 20.08, and 20.09. A second User testing session is planned for Sprint 20.16. • (+) Bugs and Technical Debt are adequately managed. • (+) DSS QA and Technical IV&V regularly review manual and automated testing results, and no material deficiencies have been reported. • (+) The regression testing software is organized into functional suites for Voucher, Draw, Receipt, and System Admin functions. End-to-End scripts are being developed to test using real-world scenarios.
Risk and Issues

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• (+) Research for product development complexities and uncertainties are prioritized and completed as Spike issues throughout each PI cycle. • (+) Team-level concerns and impediments are resolved as part of Sprint planning and execution. • (+) Teams communicate risks that need project support at the bi-weekly Sprint Review. • (/) One risk was closed. Two risks were opened and being mitigated.
Transition Readiness

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• (+) The FDR 1.0 Release Plan has been developed using the PLR Checklist as a framework. Epic stories are categorized into Hardening, Application, Go-Live, and Organization readiness work streams. • (/) There are two High severity risks related to the overall project timeframe. #2283 relates to the procurement of a security monitoring tool; and #2297 relates to the FDR Certification Approach – IPO was informed these risks will not impact the MVP.
Conditions for Approval

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• All conditions have been met
Corrective Action
• None