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
01/01/2026 - 01/31/2026	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?No

Project Overall Health

Comments

Yellow

o The Release 1 Data Migration went live on January 30, 2026. However, the overall project status is yellow for the following reasons: o The Release 2 Go-Live date is delayed due to outstanding UAT and Performance testing issues. o The Release 3 Go-Live date is at risk due to a potential contract amendment delay and an unknown Tax scope. o Several cost categories are currently exceeding budget while the project completion date is still a year away. o A resource leveling analysis is needed in response to the increased parallel execution of Releases. o Not all Release 1 (UI) defects requiring a workaround have been addressed. o Lack of a training sandbox environment to support the state technical team’s continued learning of new technologies after Knowledge Transfer sessions complete.

Focus Area/Rating	Comments
Governance Green	o For governance decision-making, project schedule variances should be measured at key milestones, not at the project completion date, thus ensuring problems are not masked until late in the project when corrective actions are limited and more costly. o When a schedule variance against a key milestone exceeds the project team’s decision-making authority, then a comprehensive analysis should be conducted and documented to support the decision-making process. o During December 2025, the EDDNext team made progress addressing the recommendations, and on January 16, 2026, the EDDNext Team distributed the updated plan.
Time Management Yellow	o The Release 3 (Tax) initial sprints focused on UI/DI instead of Tax, plus the potential for a Tax scope could impact the Release 3 go-live date and increase project cost. o The project schedule was analyzed using an industry standard assessment tool and found to have several deficiencies such dangling starts or finishes, excessive lags, high slack, and overuse of relationship types which impacts the integrity of the schedule. o The industry standard assessment tool includes two (2) critical path tests. The project team should ensure the schedule passes both tests to maintain schedule integrity and consistent milestone forecasting.
Cost & Contract Management Yellow	o The Project Team should reconcile the funding for Project Management, Project Executive, Project Advisor, Data Governance, Technology Transition Support, and IV&V services since the actual expenditure has exceeded the budgeted amount and is expected to continue increasing during the project. o The DMS project is underspending, partly due to the Release 1 Software Package for Unemployment Insurance not yet included in the monthly Project Status Report (PSR). o The QA/QC Contract should be leveraged to add state testing resources to support testing during sprints.
Scope Management Yellow	o If the CR#3-driven contract amendment extends beyond the end of the Tax Discovery Period then it could impact the Release 3 Go-Live date and increase project cost. o The scope of CR#4 is unknown as of the end of January 2026. If the Tax scope increases significantly then additional development and testing time may be necessary that would impact the Release 3 Go-Live date and increase project cost.
Resources Yellow	o Due to the increased level of parallel execution between the Releases, the Project Team should conduct a resource leveling analysis to ensure that availability of both state and vendor resources align with planned activities.
Quality Yellow	o Release 2 (DI) Go-Live was delayed due to outstanding UAT and Performance testing defects with the delay is expected to be several weeks. A recommendation was made to the project team to run several schedule simulations based on new, potential Go-Live dates to evaluate the different downstream impacts. o There are fifteen (15) open defects with workarounds carried forward from Release 1. The impact on the business is a reduction in efficiency as workarounds take longer to complete than a best practice flow. o The project technical and functional teams should review and approve all test executions for future Data Migrations to ensure test results are fully and accurately documented.
Risk And Issues Green	o The project team appears to be following the processes outlined in the Risk and Issue Management plan.
Transition Readiness Yellow	o The Project Team should prioritize prerequisite technical training to increase the effectiveness of the Knowledge Transfer (KT) sessions to ensure the State is capable of maintaining the new system once the SI vendor leaves the project. o A sandbox environment is needed so the state technical team can continue training on new technologies after the KT sessions are complete. However, the creation of the sandbox environment is not included in the SI contract.
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