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 project is Green. • As the project comes to an end, it is worth noting that this was a high-complexity project that deserves credit for the great work that was accomplished. • The system went Live on June 23, 2025, and the Waterboards began verifying (in production) critical functionality of the new system. o The system was available to division staff on or about July 7, 2025. o The system was available to public users on or about July 14, 2025, and about 40 public users successfully onboarded. • The project continued to fine-tune the system and address defects in the production environment. • The remaining defects will be addressed during the stabilization and warranty period. The IPO Manager recognizes that the project team did great work to accomplish this project.

Focus Area/Rating	Comments
Governance Green	• This focus area is Green (satisfactory). • The IPO Manager does not have concerns in this area. • The project is focused on project close-out activities, including “lessons-learned,” which are a best-practice for performing organizations. These are due to CDT by September 15, 2025.
Time Management Green	• This focus area is Green. • Key project milestones have been completed: o Go-Live on June 23, 2025. o All project phases (1, 2, and 3) are now in maintenance. o Internal and external users are using the system • The project has now ended, and it has fully transitioned to the Maintenance &Operations (M&O) phase.
Cost & Contract Management Green	• This focus area is Green. • The optional Year 3 Maintenance & Operations contract amendment was completed. o This amendment will allow the Waterboards to focus on knowledge transfer and stability of maintenance activities provided by the current System Integrator (Deloitte). • The IPO Manager concurs with this decision for effective continuity of system maintenance and fine-tuning after project completion. • The project was completed within the approved budget.
Scope Management Green	• This focus area remains Green. • All agreed-upon (Waterboards and Deloitte) scope was completed as part of Go-Live. o Remaining items will be transitioned into M&O and are being actively tracked by the M&O team. • Future minor enhancements will be done during the M&O phase. This is typical in all IT projects needing enhancements to meet the growing needs (regulations / legislative mandates) of the system. o These enhancements will not be part of the current project and therefore not under the purview of CDT.
Resources Green	• This focus area remains Green (satisfactory). • As part of resource allocation and availability, the System Integrator is planning to have skilled staff available for M&O activities. • The IPO Manager does not have concerns in this area.
Quality Yellow	• This focus area is Yellow (cautionary) as there are minor defects to address and Non-Functional Requirements to complete. Key Summary: • The first Year 3 M&O production release was completed on July 31, 2025. • System patching was completed in all the environments. • Defect fixes will continue post-system implementation. This is typical in IT projects. o For the July 2025 hotfix (live fixes in production) cycle, fixes were performed on July 17, July 22, and July 25, 2025, and these were deployed to production. o “Hyper Care” Deloitte support will begin after Go-Live for work not covered by the stabilization or warranty period. o The stabilization period is defined as 30 days (after Go-Live) without critical or high deficiencies. During this reporting period, the system is in the stabilization period. • Once the Hyper Care support is completed and system stability has been achieved, the Waterboards will proceed to a full-system acceptance. o The first annual reporting period starts on October 1, 2025, and ends on January 31, 2026. o During this period, the system performance will be fully tested with internal and external (regulated community) users. o Full system acceptance can be achieved before January 2026 if the system is stable and ready for peak demand during the first annual reporting. Non-functional requirements (NFRs): • NFR backlog: 448 (about 95%) out of 472 NFRs have passed UAT / deployed to production / closed / canceled. • There are NFRs that, by design, cannot be completed until post-Go-Live. • The team is working to complete the reviews of the pending NFRs post Go-Live. While there are open defects to be addressed (typical in IT projects), the IPO Manager determines that these defects do not pose a major risk since key functionality has been developed and the system is in production with no major issues. A similar conclusion was reached by the Independent Verification & Validation (IV&V) in their final report.
Risk And Issues Green	• This focus area remains Green (satisfactory). • The CDT manager acknowledges that the project is proactive in managing risks. • Now that the project has concluded, risks will be moved to a post go-live monitoring status and tracked by Waterboards.
Transition Readiness Green	• This focus area remains Green (satisfactory). • The project team is actively engaged in Organizational Change Management (OCM) activities. • The IPO Manager does not have concerns in this area.
Conditions For Approval Green	• There are no conditions for approval.
Corrective Action Green	• There are no corrective action items.

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