Independent Project Oversight Report (IPOR) Rating
-
- Satisfactory, no corrective action necessary.
Green -
- Caution, risks/issues exist. There may be a need for corrective action in the near future.
Yellow -
- Escalated for immediate corrective action. There is a significant risk to the health of the project.
Red -
- Not enough data is available to make a determination about the project health.
Blue -
No Report Available - Indicates that a Report is not available for publishing for the reporting period.
3900-074 Clean Truck Check- Vehicle Inspection System (CTC-VIS)
The California Air Resources Board proposes to create a compliance database for the upcoming Heavy-Duty Inspection and Maintenance program to house and store vehicle inspection data and determine compliance with the program.
Project Details
| Agency / State Entity | Environmental Protection / Air Resources Board, State |
|---|---|
| Total Cost | $43,542,164 |
| Last Approved Start Date | 06/01/2023 |
| Last Approved Finish Date | 10/31/2025 |
| Criticality Rating | High |
| IPOR Reporting Period | Overall IPOR Rating |
|---|---|
| 05/01/2025 - 05/31/2025 |
Green
|
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?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 schedule, scope, and cost remained on track in the May reporting period, and the CTC-VIS teams continued their parallel work on Phase 2 Release 1 & 2 delivery. • The System Integrator (SI) contract amendment for realignment of the software licensing cost continued to be delayed due to staffing issues. The Independent Project Oversight (IPO) manager continues to monitor this and does not consider it a concern, as all non-AWS-related vendor invoices are being processed. • The IPO manager also recognizes that the Project teams are all working well together and continue to make progress to achieve the defined objectives. |
| Focus Area/Rating | Comments |
|---|---|
| Governance Green
|
This focus area remained Green (satisfactory). • Meetings are conducted and documented well, with regular updates on project status. Decisions continue to be made in a timely manner and at the appropriate authority levels. • The Program/business representatives are actively engaged and empowered to ensure that the project brings value to the business. • The IPO manager has no concerns with governance, as there is open and transparent communication of project status to all stakeholders. |
| Time Management Green
|
This focus area remained Green (satisfactory) as the project is on track and is meeting the sprint timelines for Phase 2. • The Phase 2 Release 1 (Spring Release) activities are ongoing in parallel, as planned, and on schedule for Production deployment next month. • The IPO Manager recommends updating the project schedule to assign activities and tasks to individuals instead of project groups, for better accountability and to identify resource constraints early, thereby mitigating any risks. |
| Cost & Contract Management Yellow
|
This focus area remained in Yellow (cautionary). • The SI contract (22IT-MSCD003) amendment for the AWS transfer from the vendor cloud to the CDT cloud has been sent to the Office of Statewide Procurement (OSTP) for review, after delays due to staffing constraints in the CARB Information Technology Procurement, Contract, and Reporting (ITPCR) section. The OSTP is to complete the amendment review in the next few weeks. • The IPO Manager recommends that the project ensure that work order authorizations (WOAs), deliverable acceptance, work acceptance documents (WADs), and the resulting invoice payments are all aligned with the project schedule. • The IPO Manager recommends getting an accurate breakdown of enterprise-level costs associated with the project to identify early funding shortages for critical resources. |
| Scope Management Green
|
This focus area remained Green (satisfactory) as the teams are established to manage Phase 2’s release 1 and 2 sprints' workload in parallel. • The project has ensured the establishment of detailed Deliverable Acceptance Criteria and release notes. The IPO manager recommends that the project follow best practices to ensure the program requirements are being met incrementally. • The areas the project is currently focusing on are OBD device certification, referee processes, and the credential tester certification process. • The IPO manager recommends keeping a close watch on the parallel development effort to ensure it remains within the approved scope and capacity. Ensure early identification of any deviation that could require scope changes. |
| Resources Green
|
This focus area remained Green (satisfactory). • There were no resource challenges in any areas of the project during this reporting period. The Independent Verification & Validation (IV&V) team is on board, providing technical oversight for this reporting period. • The IPO Manager recommends continuing to closely monitor resource availability on all teams during parallel development efforts and identifying any risks to mitigate them early. • The ITPCR resource constraints are still ongoing. The IPO Manager will continue to track CTC-VIS Phase 2 contract management activities to ensure these staffing issues do not impact them. |
| Quality Green
|
This focus area remained in Green (satisfactory) as the team continued to follow industry-level best practices for development and testing. • The project adheres to best test and defect management practices in all sprints, achieving high test pass rates and low defect rates. The IPO manager noted good coordination between the project, program, and SI vendor in identifying the best possible defect resolution strategies. • The IPO Manager recommended creating a repository of defect resolutions that can be referred to when the State Information Technology (IT) staff takes over maintenance & operations (M&O). • The IPO manager recommends adding the reasons for the delay in onboarding IV&V consultants to the Lessons Learned database to avoid similar situations in the future. |
| Risk And Issues Green
|
This focus area remained in Green (satisfactory) as the project actively manages risks and issues. • No new risks or Issues were identified during this period. • The project has an open Risk #46 for ITPCR staffing issues that may impact the timely processing of CTC-VIS project contract management activities. • The IPO Manager recommended updating the risk summary with workload analysis details explaining the number of resources required versus those assigned to the ITPCR section. |
| Transition Readiness Green
|
This focus area remained in Green (satisfactory) 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 750,000 vehicles are registered in the CTC-VIS database and have generated revenue of over $48.5 million from fee collection. • The IPO Manager recommends continuing knowledge transfer to users to ensure a smooth transition to the Program team and documenting lessons learned/challenges to mitigate any risks later. |
| Conditions For Approval Green
|
This focus area remained Green (satisfactory) as the project reported that the migration of the CARB Security Operations Center (SOC) to the CDT’s Security Operations Center as a Service (SoCaaS) is complete |
| Corrective Action Green
|
• There are no corrective action plan items. |
20250626 Release-16