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
10/01/2025 - 10/31/2025	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

The overall project status is yellow for the following reasons: o The Release 1 acceptance period ended on October 27, 2025, and the State has not yet accepted the release due to open issues. o The go-live date for R1 Data Migration and the go-live date for R2 Disability Insurance are only separated by one (1) business day creating a support risk. o CR#3 is expected to impact the project scope, cost, and schedule. o The project schedule was analyzed using an industry standard assessment tool and found to have several deficiencies. o Schedule variances should be evaluated at the “milestone” level, and those variances that exceed the project team’s decision-making require a documented analysis. o A resource leveling analysis is needed in response to increased release execution parallelism.

Focus Area/Rating	Comments
Governance Yellow	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.
Time Management Yellow	o Release 2 has a backlog of ninety (90) defects that need to be addressed, and this is before considering the defects that will be found in upcoming Release 2 testing activities such as End-to-End (E2E) testing and User Acceptance Testing (UAT). 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. o There are no dependencies between the DMS Releases meaning the development and testing efforts for each Release can run in parallel, which creates a risk of resource contention which could delay the project schedule and/or increase project cost.
Cost & Contract Management Green	o Per the October 2025 Project Status Report (PSR), the DMS project is underspending, partly due to the yet-to-be invoiced Release 1 Software Package. o The Project Team should reconcile the funding for the Project Management, Project Advisor, Project Executive, and IV&V services that are nearly out of funds while the project completion date is still over a year away.
Scope Management Yellow	o Change Request (CR) #3 will extend the discovery period for Tax and Remittance, include new or modified UI/DI/PFL forms, and move the production rollout of the PFL forms from Release 2 to Release 3. o CR #3 is expected to require a contract amendment to account for the expanded scope, cost, and schedule impact.
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 both state resources and vendor availability align with the planned schedule activities. o The PM vendor is actively recruiting for a permanent, dedicated DMS scheduler. A dedicated scheduler can maintain the integrity of the schedule in real-time and ensure information is current for informed decision making.
Quality Yellow	o The Release 1 Data Migration Go-Live and the Release 2 DI Go-Live are only one (1) business day apart which could create support challenges for the Project Team. o The Project Team should conduct Release 1 E2E and UAT testing at scale to ensure system performance is not impacted by the addition of millions of documents into the production system.
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 Release 1 acceptance period ended on October 27, 2025, and the State has not yet accepted the release due to outstanding issues such as OCR accuracy, system performance, and unmet or deferred business requirements. o The Project Team needs to 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.
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