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 remained on schedule throughout the May 2026 reporting period, demonstrating stable execution against the approved plan. Overall progress during the period reflects sustained delivery momentum and effective coordination across teams. • During this period, project teams continued to advance planned work associated with Phase 2, Release 3, focusing on Sprints 8, 9, and 10 activities. Efforts remained aligned with established sprint objectives, supporting ongoing development, testing, and preparation for subsequent release milestones. The project is preparing for the implementation of Phase 2 Release 3, scheduled for the end of June 2026. • Contract Amendment 3 addressing changes to the Maintenance & Operations (M&O) years remains under review by the project and the Office of Statewide Procurement (OSTP), now estimated to be completed in early June 2026.

Focus Area/Rating	Comments
Governance Green	This focus area remained Green (satisfactory) during this reporting period. • The Executive Steering Committee (ESC) meeting held on May 13, 2026, confirmed that the project is on track to achieve its objectives within the baselined scope, schedule, and budget. • The project’s governance structure continues to function effectively, providing well-defined decision-making authority, oversight, and control mechanisms. The approved Change Control Management process remains fully operational and continues to provide a structured approach for managing change. Overall, the continued effectiveness of the governance structure contributes to stable project execution and confidence in management controls. • Project team members are continuing to facilitate the decisions and approvals necessary to finalize Special Project Report-1 (SPR1) related Contract Amendment 3. • The IPO Manager continued to emphasize the importance of timely communication and sustaining stakeholder awareness of key project decisions. Consistent with oversight best practices, ongoing participation by program, business, technical, and control agency stakeholders supports informed decision‑making and the successful delivery of development efforts
Time Management Green	This focus area remained Green (satisfactory) during this reporting period. • The project remains on schedule and continues to make steady progress on Phase 2, Release 3 activities, related to Sprint 8, Sprint 9, and Sprint 10. The project progress is supported by disciplined execution across teams. • The IPO Manager recommends that, while the project continues to demonstrate progress and adherence to its near-term sprint commitments, increased attention to the identification and management of schedule risks associated with competing priorities will be critical to sustaining performance and achieving longer-term delivery objectives. • The IPO Manager recommended continuing the practice of updating the project schedule to include the names of individuals for each activity to ensure accountability and keep the master schedule document updated as needed.
Cost & Contract Management Yellow	This focus area remained in Yellow (cautionary) during this reporting period due to the continued delay in completion of the Contract Amendment 3. • OSTP approval for Contract Amendment remained pending, with completion now anticipated in early June 2026. • Project teams continue to work closely with the System Integrator (SI) vendor to review the solution’s Amazon Web Services (AWS) usage and evaluate opportunities to optimize costs and improve operational efficiency. This collaborative effort includes assessing current consumption patterns, aligning resource utilization with actual business and technical needs, and identifying potential optimization strategies. • The IPO manager continues to recommend that the project assess, monitor, and report any potential cost-related risks or issues associated with the actual expenditure relative to approved budgets and forecasts, to support informed financial management and timely corrective action.
Scope Management Green	This focus area remained Green (satisfactory) in this reporting period. • Phase 2 Release 3 Design, Development & Implementation (DD&I) Scope is at 92% completion. During this reporting period, the project worked on the scope activities for Sprints 8, 9, and 10 of Phase 2 Release 3. • The project will be working on the tasks associated with the upcoming implementation of Release 3. • Program and business representatives are actively continuing to validate the proposed system functions and features and establishing sprint-level prioritization, consistent with Agile governance and requirements management best practices. • The IPO manager recommends that project teams continuously validate the business value of upcoming requirements by clearly distinguishing between system functions and features that are critical versus those that are discretionary.
Resources Green	This focus area remained Green (satisfactory) during this reporting period. • The project continued to successfully complete scheduled tasks with no concerns about resource availability in any of the project areas. • The IPO manager recommended that the project ensure appropriate onboarding documents, including project-related plan documents, are updated and readily available when resource changes occur, to help mitigate any delays and misunderstandings. • The IPO Manager recommends that the project continue to evaluate actual resource capacity versus planned allocation, consistent with Project Resource Management best practices. Without regular validation, there is a risk that resource assumptions may become outdated, leading to misalignment between available skillsets and evolving project demands.
Quality Green	This focus area remained in Green (satisfactory) during this reporting period. • The project has continued to follow robust test and defect management practices throughout all sprints, and has maintained the trend of high test pass rates and minimal defects. • The IPO manager also recommends that the project apply a disciplined cost‑benefit evaluation to support informed decision‑making, to help prevent low‑value or discretionary changes from diverting focus from critical priorities, and to reduce the risk of scope creep, resource strain, and diminished return on investment. • The Independent Verification and Validation (IV&V) team continued to remain engaged to ensure the project consistently upholds high-quality standards throughout execution.
Risk And Issues Green	This focus area remained in Green (satisfactory)during this reporting period. • In this reporting period, open risks & issues are being actively monitored and addressed by the project team. The open risks, Risk# 46 is related to resource availability in the CARB Contract and Procurement team to support the project, and Risk#49 is related to contract amendment 3 approval. Issue #26 relates to recurring issues that cause production application restarts and is anticipated to be closed next month. • The IPO manager recommends that the project conduct regular retrospective sessions and ensure that identified improvement actions are documented, prioritized, and incorporated during project execution. This practice supports continuous improvement, strengthens management controls, and aligns with oversight best practices for effective project delivery. • The IPO Manager also recommends that the project identify risks of potential deviations or schedule impacts resulting from competing priorities to ensure early mitigation.
Transition Readiness Green	This focus area remained in Green (satisfactory) during this reporting period, 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 788,000 vehicles are registered in the CTC-VIS database and have generated revenue of over $73 million from fee collection. • The IPO Manager reiterated the recommendation that the Program team formally document the outreach team’s best practices, performance metrics, and lessons learned, capturing both achievements and areas requiring improvement. This documentation will provide valuable input for updating the Post‑Implementation Evaluation Report (PIER) upon project completion.
Conditions For Approval Green	None
Corrective Action Green	None.

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