Independent Project Oversight Report (IPOR) Rating

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?Yes

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

Project Overall Health

Comments

Green

The overall health of the project continued to be Green (satisfactory) based on observations in all focus areas. • The project remained on schedule and was within the approved scope and cost in the June 2026 reporting period. • During this reporting period, the project completed the successful implementation of Phase 2 Release 3 and continued work on Sprint 1 for Phase 2 Release 4. • Contract Amendment 3 was completed on June 04, 2026. • Overall, the project progress reflects sustained delivery momentum and effective coordination across teams.

Focus Area/Rating	Comments
Governance Green	This focus area remained Green (satisfactory) during this reporting period. • The Executive Steering Committee (ESC) meeting held on June 10, 2026, confirmed that the project is on track to achieve its objectives within the baselined scope, schedule, and budget. • The project’s governance structure continues to function effectively, continuing to support stable project execution and confidence in management controls. • The Independent Project Oversight (IPO) Manager continued to emphasize the importance of continuing timely communication and sustaining stakeholder awareness of key project decisions. Consistent with oversight best practices, the ongoing participation by program, business, technical, and control agency stakeholders is supporting informed decision‑making and the successful delivery of development efforts.
Time Management Green	This focus area remained Green (satisfactory) during this reporting period. • The project has remained on schedule, supported by disciplined execution across teams. • The IPO Manager recommends that, while the project continues to demonstrate progress and adherence to its near-term sprint commitments, increased attention to the identification and management of schedule risks associated with competing priorities will be critical to maintaining sustained performance and achieving the project objectives in the long term. • The IPO Manager recommended continuing the practice of updating the project schedule to include the names of individuals for each activity to ensure accountability and keep the master schedule document updated as needed.
Cost & Contract Management Green	This focus area changed to Green (satisfactory) during this reporting. • The Contract Amendment 3 was completed on June 04, 2026. • The IPO manager continues to recommend that the project assess, monitor, and report any potential cost-related risks or issues associated with the actual expenditure, relative to approved budgets and forecasts, to support informed financial management and any required corrective action. management and timely corrective action.
Scope Management Green	This focus area remained Green (satisfactory) in this reporting period. • Phase 2 Release 3 was successfully implemented on June 25, 2026. Design, development, and implementation (DD&I) scope for Release 3 is 100% complete. DD&I Scope for Release 4 is at 7% completion. • The project is currently working on the tasks associated with Phase 2 Release 4 Sprint 1. • Program and business representatives are actively reviewing and validating proposed system functions and features to confirm that solution requirements accurately reflect business needs and strategic objectives. • The project is aligned with Agile governance, and requirements management best practices, by fostering stakeholder engagement, maintaining requirements traceability, and supporting the incremental delivery of prioritized capabilities. • The IPO manager recommends that project teams continuously validate the business value of upcoming requirements, by clearly distinguishing between system functions and features that are critical versus those that are discretionary.
Resources Green	This focus area remained Green (satisfactory) during this reporting period. • The project continued to successfully complete scheduled tasks with no concerns about resource availability in any of the project areas. • The IPO Manager recommends that the project continue to evaluate actual resource capacity versus planned allocation, consistent with Project Resource Management best practices. Without regular validation, there is a risk that resource assumptions may become outdated, leading to misalignment between available skillsets and evolving project demands.
Quality Green	This focus area remained in Green (satisfactory) during this reporting period. • The project has continued to follow robust test and defect management practices throughout all sprints, and has maintained the trend of high-test pass rates and minimal defects. • The IPO manager recommends that the project apply a disciplined cost‑benefit evaluation to support informed decision‑making, to help prevent low‑value or discretionary changes from diverting focus from critical priorities, and to reduce the risk of scope creep, resource strain, and diminished return on investment.
Risk And Issues Green	This focus area remained in Green (satisfactory)during this reporting period. • The risks and issues are actively monitored, managed, and tracked. • No new issues were logged during the June reporting period. Two new risks were opened related to AWS cloud hosting costs and CDT Oversight costs, projected to exceed the approved budget. These estimates for additional costs are not anticipated to trigger a Special Project Report. • The IPO manager recommends that the project conduct regular retrospective sessions and ensure that identified improvement actions are documented, prioritized, and incorporated during project execution. This practice supports continuous improvement, strengthens management controls, and aligns with oversight best practices for effective project delivery.
Transition Readiness Green	This focus area remained in Green (satisfactory) during this reporting period, as the program outreach and support activities continued to be effective in raising awareness of the SB210 regulation to bring fleets into the reporting system. • Over 790,000 vehicles are registered in the CTC-VIS database and have generated revenue of over $75 million from fee collection. • The IPO Manager reiterated the recommendation that the Program team formally document the outreach team’s best practices, performance metrics, and lessons learned, capturing both achievements and areas requiring improvement. This documentation will provide valuable input for updating the Post‑Implementation Evaluation Report (PIER) upon project completion.
Conditions For Approval Green	None
Corrective Action Green	None.

• Special Project Report (pdf)
• Stage 4 Project Readiness and Approval (pdf)
• Stage 3 Solution Analysis (pdf)
• Stage 2 Alternatives Analysis (pdf)
• Stage 1 Business Analysis (pdf)