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 project health rating is green for the April 2026 reporting period. • The project completed Planning Interval 1 (PI 1) development on April 13, 2026, with 2,027 of the planned 2,279 story points completed, representing 89% completion rate.

Focus Area/Rating	Comments
Governance Green	• The Independent Project Oversight Managers (IPO) observed that project leadership, executives, workstream teams, and stakeholders remain engaged in the project activities and decisions. • The project follows a regular cadence for Executive Steering Committee (ESC) meetings. The most recent ESC meeting was held on April 23, 2026, during which the team provided an update on project activities. No decisions were requested, or escalations discussed during the meeting. • The Quarterly Strategic Business Update meeting was held on April 25, 2026; the leadership team provided project progress updates to the SCO Stakeholders. • The IPO observed that the project continues to demonstrate strong adherence to IT governance processes and best practices as outlined in the project management plans.
Time Management Green	• PI 2 development started on April 14, 2026. The team completed PI 2 Sprint 1 on April 27, 2026. • The team revised the CSPS Solution Roadmap with PI 1 updates and planned functionality for PI 2. The team has projected 222 features to be developed during PI 2. • The Solution Integrator (SI) Deliverable (DLV) 2.4- P1 Interface Analysis Report was approved on 4/28/2026, and SI DLV 2.6a Operational Report Inventory was approved on 5/1/2026. • The IPO observed that the project continues to actively track the progress of key tasks, deliverables, and sprint activities against the project schedule. The IPO will continue to monitor task completion relative to the schedule as the project progresses.
Cost & Contract Management Green	• In agreement with the cost reporting timeline, all reported costs are for the March 2026 reporting period. • The following actual costs were reported for the assessment period: -- Total actual costs (project + planning)- $162M or 65% of the allocated budget of $247M through 2025-26, -- Total project costs- $74M, or 7.9% of the total approved project costs of $938 M. • The project continues to work with departments on executing the Department Agency Readiness Team (DART) Interagency Agreements (IAA). 42 of the 102 IAAs have been executed. • The project has eight (8) active contracts. The contract costs are within budget.
Scope Management Green	• No change in scope was observed for this reporting period. • The team continues to work on impact analysis for Change Request (CR) 004. • The SCO is engaged in planning activities for an enterprise-wide Customer Contact Center (CCC) effort that will establish a modern customer service platform to serve as the primary intake point for SCO inquiries, providing improved customer service and resolution of issues. The initial focus of the CCC implementation will be the CSPS project, as it is critical to establish a customer service center for end users before the P1 Go-live date in May 2028. The project is also tracking a risk for the completion of this effort in alignment with Go-live. • CalHR/Policy Updates: -- The team continues to analyze user stories to determine the need for policy revisions or new policy development. -- Additionally, the team continues its outreach efforts with the Unions and Labor Relations planned for 2026.
Resources Green	• The key position of Technical Chief was onboarded on May 1, 2026. • The overall resource variance increased to 5%. The project reported that six (6.0) of the one hundred (100.0) SCO-authorized positions, and one (1.0) of the twenty-five (25.0) CalHR-authorized positions remain vacant.
Quality Green	• The team completed PI 1 Sprint 6 on April 13, 2026, with a Sprint velocity of 42%. The lower velocity is attributed to Sprint 6 being primarily a planning sprint for future PIs. • With the completion of Sprint 6, the team completed planning interval 1 development with an average velocity of 338 story points or 83 % across all 6 sprints. The team conducted system demonstrations to showcase features completed in PI 1. • The technical team completed domain name changes for Shared Environment (SH) 1 & SH2 to begin development of interfaces and reports. • The team continues to develop reports that will provide governance-level visibility into the sprint user story re-assignments. • The SI submitted the April 2026 status report on May 8, 2026. The report continues to report P1 Data Conversion tasks at risk. The team is working on mitigation strategies for completing these tasks on schedule. • The Independent Verification and Validation (IV&V) team submitted the draft Monthly Activity Report (MAR) on May 3, 2026. The report identified one (1.0) new finding and no new risks for this assessment period. The finding relates to the consolidation and deprecation of interfaces following the approval of SI DLV 2.4. The observations shared in the MAR are consistent with the IPO's overall assessment of the project's health.
Risk And Issues Green	• The project is actively managing, monitoring, and tracking the risks and issues. • During this assessment period, the project identified one (1.0) new risk and no new issues. In addition, the project closed one (1.0) risk. Please refer to the Details section for more information. • The project is tracking top risks in each category (Refer to Risks & Issues focus area for further details). Near-Term risks (less than three (3) months): - Risk# 6 – Retention of Project State Staff - Risk# 18178- Reporting Labor Costs Data to the SCO Book of Record. - Risk# 18881– FI$Cal Interface Resources Constraints. Long-term risks (greater than three (3) months): - Risk# 3- Implementation of other new Human Capital Management (HCM) systems in Agencies/Departments. - Risk# 18856 – Lack of HCM System Standardization Resulting in Duplication, Delays, and Reduced Satisfaction. - Risk# 18844 – Implementation of Centralized Customer Service (Help Desk).
Transition Readiness Green	• The Organizational Change Management (OCM) team was engaged in the following activities during this assessment period: - The team is executing DART assignments to obtain data for testing and conversion activities. - Continued its deep-dive sessions with various SCO divisions. - Worked with the Project Management Office (PMO) team to update the Master Project Schedule with OCM and Campaign tasks and activities. - Completed the Modernizing Pay Day (MPD) toolkit. The outreach materials are pending internal approvals and execution is scheduled to start on June 1, 2026.
Conditions For Approval Green	The project has the following conditions of approval as per the superseded Stage 4 Approval Letter issued on May 15, 2025. The project is working on meeting these conditions by the specified due date. 1) Within 90 days of this letter, the SCO shall submit to the CDT a detailed, fully resource-loaded CSPS Integrated Master Schedule (IMS), which includes both State and System Integrator (SI) activities, deliverables, milestones, and tasks -- The project submitted the approved IMS/MPS to CDT on August 12, 2025. 2) Within 90 days of this letter, the CSPS Project Management Team shall review, and the SCO shall approve and submit updated Project Management Plans to the CDT. -- The project submitted approved plans to the CDT on September 2, 2025, and has met this condition of approval. 3) Following the start of project implementation, the SCO shall submit to the CDT the Independent Verification & Validation (IV&V) Monthly Status Report. -- The project is meeting this condition of approval with the monthly submission of the IV&V report. 4) No later than 60 days prior to the initiation of testing activities by the SI, the SCO shall submit the approved CSPS Project Test Management Plan to the CDT. -- The project submitted the approved plan to CDT on December 1, 2025, and has met this condition of approval. 5) In accordance with the State Administrative Manual (SAM) Section 4946 and the State Information Management Manual Section 160, the project shall submit a Transition to Maintenance and Operations Plan, including the plan for any transition of services from the SI vendor to the State, to the CDT for review and approval six months before the approved project end date.
Corrective Action Green	N/A

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