Governance
 Yellow |
A permanent replacement for the Office of Systems Integration (OSI) Director position has been appointed. • The project continues to develop Special Project Report #3, with an intent to submit in May 2018. • An updated version of the CWDS Roadmap was presented at the project’s Quarterly Legislative Briefing, shifting product delivery timeframes from the initial version shared in November 2017. • The project has not defined a governance process for County adoption of CWS-CARES. • Release Management Plan preparations have not been finalized. The Plan will document aspects of the Scaled Agile Framework (SAFe) being incorporated by the project. • Cancellation of the weekly Service Managers meeting has contributed negatively to overall project communication and risk management. |
Time Management
 Red |
The project has identified a date of May 2, 2018, for its next release. • The project has not identified specific dates for any future releases past its next release. • The project is in the process of implementing a new Jira configuration designed to provide the ability to gather meaningful team and project-wide metrics. • Jira stories continue not to be updated in a timely and thorough manner by the development teams. |
Cost Management
Yellow |
Empirical data has not been gathered that will allow a more accurate estimation of total project costs. • Actual costs through March 2018 are reported by the project to be within the approved budget. Contract services costs are also currently reported by the project to be within the approved budget. • Independent Project Oversight (IPO) has not been provided the project’s estimated FY 18-19 budget details. |
Scope Management
Yellow |
The project has defined the scope of their upcoming releases as articulated in the Digital Service team backlogs and is being tracked in Jira dashboards. • It’s unclear to IPO if the project performed an appropriate level of analysis to understand how the reprioritization of the Child and Adolescent Needs and Strengths (CANS) assessment tool will impact the project’s existing product delivery plans and priorities as there was not a scope trade-off. • There is not a project resource (State employee) assigned with the sole purpose of overseeing product scope, design, development, and delivery from an enterprise perspective. • Finalization of a Release Management Plan that articulates the project’s Release strategy has not been completed. A documented methodology must be completed and memorialized so that all teams have a clear understanding of the project’s Release strategy. |
Resources
Yellow |
The project’s overall (BCP and existing) staffing vacancy rate is 25%. Of the 53 Office of System Integration (OSI) positions approved in the FY 2017-18 BCP, 25 have not been filled. • Critical open project positions need to be filled such as the Assistant Deputy Directors, Security, and PMO. • The project has added some contracted senior engineering resources to support DevOps, as well as a Site Reliability Engineering contract to further supplement the project's software and systems engineering expertise. |
Quality
Red |
The project lacks a complete delivery pipeline to production for the Digital Service teams. Technical environments must be established to support continuous delivery where modular development streams can be continuously integrated, tested and rapidly deployed for production use. • The project has added four senior engineering resources to support DevOps in the completion of the delivery pipeline. Also, a software development Factory Improvement Team (FIT) consisting of lead developers from the various teams was formed to focus on Continuous Integration (CI) and a Continuous Delivery (CD) pipeline which are key components of the factory. • The project also executed a Site Reliability Engineering contract to further supplement the project's software and systems engineering expertise. • Over 190 Open Bugs recorded in Jira do not have an assigned Fix Version and require triage. • Automated testing has been piloted but is not yet being performed rigorously and routinely. • The project logged a decision stating that at least 10% of a team’s velocity should go towards technical debt stories each sprint. • A formal Customer Value Measurement Process has not been sufficiently documented and implemented. • The IPO team met with the project to identify key metrics. The project has not implemented any project-wide health metrics at this time. This effort has been in process since May 2017. |
Risk and Issues
Yellow |
The project is planning to change their risk and issue repository from Clarity to Jira but at the end of March 2018 this work is still in the planning phase. • The project continues to review and update the risk and issue contingency plans, mitigation plans, and their associated triggers. |
Transition Readiness
 Blue |
IPO intends to perform a Transition Readiness assessment prior to first statewide production release of CWS-CARES functionality. At March 2018 Quarterly Legislative Briefing presentation project representatives stated that statewide delivery of the Snapshot tool is expected to start on/after May 30, 2018. |
Conditions for Approval
 Green |
The contract resource responsible for maintaining the project schedule has a contract expiration date of March 31, 2018. • The IV&V contract expired March 3, 2018, and a multi-month gap in IV&V services is anticipated. |
Corrective Action
Green |
Not applicable at this time. |
Yellow