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 February 2026 reporting period. • The project finalized and shared the CSPS Solution Roadmap that displays planned functionalities for all Main Business Capabilities (MBC) during the three Planning Intervals (PI) in Phase 1. • The DDCI P1 Scope Validation Subphase lessons learned survey results were analyzed and shared with the project team.

Focus Area/Rating	Comments
Governance Green	• The 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 February 26, 2026, during which the team provided an update on project activities and presented the CSPS Solution Roadmap. No decisions were requested, or escalations discussed during the meeting. • The finalized CSPS Solution Roadmap identified 28 Epics and 84 features to be developed during Phase 1, targeted for completion by September 28, 2026. The features will be developed over three (3) PIs, with 26 planned for PI 1, 23 for PI 2, and 35 for PI 3. • The IPO Managers observe 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	•The project reported 42% completion of the PI 1 development activities and is on track to complete development as scheduled on April 13, 2026. • Sprints 1 and 2 were completed in February 2026, and Sprint 3 was completed on March 2, 2026. • The PMO team completed the draft of the PI 2 readiness checklist and estimates to finalize it in March 2026. • Independent Verification & Validation (IV&V) and Solution Integrator (SI) continue to work on deliverables that are due over the next few assessment periods. • 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 January 2026 reporting period. • The following actual costs were reported for the assessment period: -- Total actual costs (project + planning)- $157M or 63% of the allocated budget of $247M through 2025-26, -- Total project costs- $69.5M, or 7.4% of the total approved project costs of $938 M. • The Department of Finance (DOF) approved the Department Agency Readiness Team (DART) funding plan and Interagency Agreements (IAs) on February 19, 2026. The IA template and instructions were distributed to departments via email, along with a presentation, on 2/27/2026. • 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 initiated Change Request (CR) 004 to document all changes to initial requirements after completion of PI 1 planning. An impact analysis of these changes is in progress. CalHR/Policy Updates: -- The team continues to analyze user stories to determine the need for policy revisions or new policy development. -- In February 2026, CalHR held a Town Hall meeting with all unions, along with separate individual meetings with the SIEU 1000 and the California Association of Highway Patrolmen. During these sessions, the team shared updates on project milestones.
Resources Green	• The Technical Chief position became vacant on August 22, 2025. The application period closed in February 2026, and interviews are in progress. The IPO Managers will monitor project impacts as the project begins sprint development, while the position continues to remain vacant. • The Integration Team Manager was onboarded in February 2026. • The overall resource variance decreased to 8%. The project reported that ten (10.0) of the one hundred (100.0) SCO-authorized positions, and two (2.0) of the twenty-five (25.0) CalHR-authorized positions remain vacant.
Quality Green	• The project reported an average velocity of 92% story points across PI Sprints 1 through 3. • Along with the PI 1 development, the team is simultaneously progressing on user story development and estimation activities for PI 2. • Multiple agile ceremonies, including sprint planning, daily team sync, backlog refinement, sprint demos, and retrospective, were held across MBC teams in support of the sprint development during this assessment period. • The team incorporated IPO’s open recommendations and developed a CSPS Solution Roadmap for Phase 1 and governance-level dashboards to provide visibility into development progress and Sprint performance. Further reports to provide visibility into the sprint user story re-assignments are in progress. • The SI submitted the February 2026 status report on March 9, 2026. The report identified two At Risk tasks, with mitigation plans to resolve them in March 2026. • The IV&V team submitted the Monthly Activity Report (MAR) on March 9, 2026. No new findings or risks were identified for this assessment period. 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. • The team incorporated IPO’s recommendations and has planned a monthly cadence, starting in March 2026, to review risks and issues with the broader project team. IPO will monitor the effectiveness of these meetings as the project progresses. • The project identified no new risks or issues this assessment period. • 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# 5 - Project Resource Availability - Risk# 8- Continued Budget Support - Risk# 18828 – Lack of Production Support Resources for Production Operations. Long-term risks (greater than three (3) months): - Risk# 3- Implementation of other new Human Capital Management (HCM) systems in Agencies/Departments. - Risk# 18856 – Duplicate Data Entry Due to Uncoordinated HCM Systems - 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 reporting period: - Completed deep-dive sessions with Personnel and Payroll Services Division (PPSD) for the Organization Crosswalk Analysis. - Completed Human Capital Management (HCM) ancillary meetings and analyzed survey responses. - Completed responses to over 130 questions gathered during the HCM sessions held in January 2026. • The next SCO Town Hall for State Executives, planned for March 2026, is being rescheduled. During this event, the team will provide an update on recent milestones, PI 1 CSPS Solution Roadmap, timelines, and DART funding.
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)