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
08/01/2025 - 08/31/2025	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

The overall project status is yellow for the following reasons: o Schedule variances should be evaluated at the “milestone” level, not at the “overall” project level. o The schedule has deficiencies which need to be addressed. o An upcoming Change Request may impact the project schedule. o Should conduct a resource leveling analysis in response to release execution parallelism. o Need to finalize the defect rate Root Cause Analysis (RCA). o Need to finalize the Requirements Traceability Matrix (RTM).

Focus Area/Rating	Comments
Governance Yellow	o The IPO Manager recommends the project schedule be evaluated at key milestones to ensure critical variances are not masked until late in the project and not be evaluated at the “overall” level (aka project completion date). o The IPO Manager saw no evidence that the governance process was followed in canceling twenty (20) requirements, and the canceled requirements should to be reconciled against future scope change requests to prevent overpayment.
Time Management Yellow	o The project schedule was analyzed using an industry standard assessment tool and found to have several deficiencies such dangling starts or finishes, invalid dates, and overuse of relationship types which impacts the integrity of the schedule. o The project team should ensure the schedule passes both the DCMA 14-Point and DECM Critical Path Test to ensure schedule integrity and consistent milestone forecasting. o There are no dependencies between the DMS Releases meaning the development and testing efforts for each Release can run in parallel, which creates a risk of resource conflict which could delay the project schedule and/or increase project cost.
Cost & Contract Management Green	o The IPO Manager reviewed the cumulative expenditure in the August 2025 Project Status Report (PSR) and observed that the DMS project is underspending, partly due to the yet-to-be invoiced Release 1 Software Package. o Change Request (CR) #3 is expected to trigger a System Integrator (SI) contract amendment. Once the CR analysis is complete, the Project, with the guidance of the IPO Manager, will determine whether a Special Project Report (SPR) is required in accordance with SAM Section 4945. o The canceled Release 1 requirements should be reconciled against the CR.
Scope Management Yellow	o CR #3 is targeted for September 2025 which will increase the scope of Release 3 (Tax), plus includes additional scope changes for Release 1 (UI) and Release 2 (DI/PFL), and may impact the project schedule. o Release 1 went live with thirty-four (34) open issues, each with an associated workaround to achieve the desired functionality. Workarounds necessitate additional documentation and training and may slow processing times.
Resources Yellow	o Due to the increased level of execution parallelism between the Releases, the Project Team should conduct a resource leveling analysis to ensure that state resources and vendor availability align with the planned schedule activities. o A dedicated DMS scheduler has joined the project team.
Quality Yellow	o The IPO Manager recommends that the project team conduct a Root Cause Analysis (RCA) to determine the underlying cause of the defect rate and take corrective action in future releases. o The IPO Manager recommends that the project team not consume story points for user stories with open medium severity defects during the sprints for Release 2 and Release 3 to drive more accurate sprint reporting. o An initial version of the Requirements Traceability Matrix (RTM) was distributed for review in August 2025. The IPO Manager provided feedback, and the final version is expected in September 2025.
Risk And Issues Green	o The project team appears to be following the processes outlined in the Risk and Issue Management plan.
Transition Readiness Green	o IPO Manager observed the Project Team work through a comprehensive Readiness Checklist and only after all items were complete or validated the decision to Go-Live was made. o The IPO Manager was informed that the training goal was achieved as all 1,840 end users completed the required UI training and reviewed the user guides before Go-Live.
Conditions For Approval Green	All conditions for PAL Stage Gate approvals have been met.
Corrective Action Green	Comments about Corrective Action Plan Items • N/A

20250626 Release-16