it investment plan cover sheet - ocio dashboard

June 2020 OneWa IT Core Financials Subproject Investment Plan 1

(Check box below that applies) Email the packet to: See OCIO Policy 121- IT Investment – Approval and Oversight)

First Time Investment Plan Amendment to Previously Approved Investment Plan

OCIO Consultants Pool [email protected]

1 Agency Name: Office of Financial Management Contact Name: Matthew Meacham Phone No. and E-mail: 360.725.3864 [email protected] Project Manager Name: Lizzy Drown Phone No.: 360.870.2806 Executive Sponsor Name: Pat Lashway, Deputy Director Phone No.: 360.902.0545 Business Owner Name: Vann Smiley, Executive Director Phone No.: 360.902.0629 OCIO Consultant Name: Amy Pearson Phone No.: 360.407.9014

2 Project Title: One Washington – Core Financial Subproject IT Project Assessment Tool Score: 54

Describe the business problem and the proposed technical solution. One Washington is an OFM-sponsored business transformation program to modernize the state’s enterprise core administrative operations and supporting systems, including finance, procurement, budget, human resources and payroll, via a new cloud-based software as a service Enterprise Resource Planning tool. OneWa is a large modernization program that will roll out in several phases referred to here as subprojects. The four subprojects are: (1) core financials, (2) procurement and expanded financials, (3) human resources and payroll, and (4) budget preparation. This subproject investment plan seeks approval for refinements to the program’s planned implementation of the core financials subproject called “Phase 1a: Core financials.” This core financial subproject IP is in support of the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office’s website at IT Dashboard for the One Washington Project. As explained in the approved IP, the full OneWa project solves the business problems related to the administrative business processes and systems in the five core business areas of finance, procurement, HR, payroll and budget. The specific problem that the core financial subproject solves relates to the enterprise’s administrative financial system, Agency Financial Reporting System, being aged and inadequate with ever-compounding risks to critical state financial operations. To solve this problem, the state will implement a cloud-based, software as a service tool with an expert system integrator to modernize state core financials. OneWa is currently in the readiness phase which began July 2019. Readiness activity underway includes: (1) a confidential, due diligence process to select a cloud-based, software as a service ERP software system followed by (2) a competitive process to select a system integrator. Once the ERP software system and system integrator are selected and on board, the readiness phase is complete and the next phase, “Phase 1a: Core financials,” begins. The core financials phase will modernize the state’s core financial business processes and replace AFRS. With the approved supplemental funding, the core financial implementation phase (“Phase 1a – Core financials”) will begin in November 2020. Go live is scheduled for July 2022.

IT Investment Plan Cover Sheet

http://ocio.wa.gov/policies/121-it-investments-approval-and-oversight

http://ocio.wa.gov/policies/121-it-investments-approval-and-oversight

mailto:[email protected]

https://waocio.secure.force.com/ProjectDetail?id=a060P00000hVf0CQAS



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Total Core Financial Subproject Cost: $98.76M (Total project cost should reflect all costs from planning through project closeout. This should include all project costs such as staff costs, purchases, not limited only to IT costs.) Total cost for the OneWa program is $419.1M Total cost for the core financial subproject is $98.76M. The total core financial subproject cost includes: (1) $15.65M in ERP software system costs (2) $61.65M in contracted professional services (e.g. ERP advisor, organizational change management, quality assurance, system integrator) and (3) $21.46M in state staffing costs. To help ensure OneWa utilizes industry best practices for successful ERP implementation, the budget for the 2019-21 biennium and supplemental budget request included amounts for a number of ERP industry experts to be included as strategic partners in the effort. The program will incur a series of implementation costs. Program costs for configuration, system integrations (interfaces), testing and organizational change management for the full life of the program, including all subprojects, are under development. The program continues to refine project costs in collaboration with its industry expert contractors. Maintenance Cost: (for 5 years from end of project) The M&O costs for the OneWa program ranges from $22.7M to $36.5M for fiscal years 2022-2025/annually. The M&O costs for the core financials subproject will be determined based on multiple factors and will be adjusted and validated with the system integrator arrival and onboarding in fall 2020. More information will be available after the system integrator has been on board and fully operational. The M&O costs for the full project range from $22.7M to $36.5M for fiscal years 2022-25/annually. As in-scope functions move from implementation into production, the M&O costs increase. This is a result of associated changes in staffing levels in the state support center required to provide application maintenance and business process support. Subscription fees, business support center and general technical support costs will begin as the functional modules are implemented and moved into maintenance & operations. As more information is acquired pertaining to the state’s selected ERP cloud-based SaaS vendor and other vendor services, cost estimates will be refined and updated. Facility lease costs are not developed/included as this is subject to future strategy decisions.


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Project Start Date*: 7/1/2013 Project End Date: 6/30/2025 The OneWa full project start date is 7/1/2013. The core financial subproject start date is 7/31/2019 (which includes the readiness phase). The core financial subproject end date is 12/31/2022. The OneWa full project end date is 6/30/2025. The core financial subproject start date is 7/31/2019 (which includes the readiness phase) and end date is 12/31/2022 (which includes 6 months of go live support). The go live date is 6/30/2022. These dates are within the full OneWa project start date of 7/1/2013 and end date of 6/30/2025. See the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project for full details of all the phases of implementation. Post go live support will take place as each in-scope administrative function is moved into production. The program will provide details around support costs for 2025-26 in future updates of the IP. QA Readiness Assessment Date: 5/30/2018

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Agency Procurement Delegated Authority Amount: $5,000,000 (special delegation for OneWa) Procurement Approval Date from Department of Enterprise Services: 2/28/2017

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Executive Sponsor Agency Approval (Print Name/Title/Signature): Pat Lashway, Executive Sponsor, Deputy Director of OFM Date: 7/21/2020

7 OCIO Approval (Print Name/Title/Signature): Date: 08/11/2020 Sue Langen, Deputy Director for Strategy & Mgmt



IT SUBPROJECT INVESTMENT PLAN Executive Summary One Washington is a large, enterprise-wide business transformation program that will modernize the state’s administrative systems. There are four subprojects within the larger OneWa project. The four subprojects correspond to the business functions of the administrative systems being replaced. The OneWa subprojects are: (1) core financials, (2) expanded financials and procurement, (3) human resources and payroll, and (4) budget. Each of these subjects represents a major implementation phase of the larger OneWA project. This is the core financial subproject investment plan for May 2020 in support of the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the One Washington Project. The core financial start date is 7/31/2019 (which includes the readiness phase) and end date is 12/31/2022, which includes 6 months of post go live support. Go live date is 6/30/2022. These dates are within the range of the full OneWa project start date of 7/1/2013 and end date 6/30/2025. This core financial subproject IP is a snapshot of current, available information at the time it is written. This IP is validated in partnership with Information Services Group, Plante Moran, Deloitte, Integrated Solutions Group, and bluecrane™.

Project/Investment Purpose – This section must provide clear information on the business problem 1. Business Problem to Be Solved and Scope of the Solution:

{Describe the business problem to be solved and/or opportunity to be gained. Describe the scope of the solution, including business processes. Note: Technical scope should be described in Section 4. Proposed Technology Solution to the Business Problem.}

{For an amendment, append a description of changes.}

To reflect the currently available updated information of the core financials subproject, this section is amended from the approved OneWa Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. On April 3, 2020, Governor Inslee signed the supplemental budget bill which provided $20.07M to the OneWa program. This funding will help the program begin to replace the

Note: The sections of this subproject investment plan that have been amended from the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project are: 1, 2, 4, 6, 10, 17, 19, 20, 22, 23, 24, 26 and 29.




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Agency Financial Reporting System or AFRS, the state’s finance system, with an Enterprise Resource Planning system. In fall 2020, OneWa will begin to work with a system integrator which signifies the start of the subproject of core financials. We appreciate the support of Governor Inslee and the Legislature in funding OneWa. The approved OneWa IP from December 20, 2019, laid out the business problem for the full, OneWa program. The specific problem of the core financials subproject is the need to replace AFRS, the enterprise’s aging financial system, to solve the problem of compounding risks to mission-critical state operations. The specific scope of the core financial subproject is the modernization of AFRS. The core financial start date is 7/31/2019 (which includes the readiness phase) and end date is 12/31/2022 (subject to the confidential procurement process currently underway). Go live date is 6/30/2022. These dates are within the full date range of the OneWa project: start date of 7/1/2013 and end date 6/30/2025. “Phase 1a – Core financials” includes the redesign of chart of accounts and the replacement of AFRS. Originally, phase 1a included purchase to pay functionality along with core financials (because purchase to pay functionality often goes along with financials to provide functionality and oversight for the basic purchasing process that includes requisitions, purchase order, receiving, and payments). However, in accordance with approved funding, the purchase to pay functionality has shifted to “Phase 1b – Procurement and expanded financials.” Note: The supplemental budget bill refers to phase 1b as ‘expanding financials and procurement’ and the other phases or subprojects are ‘budget’ and ‘human resources.’ Figure 1.1: The phases as reimagined based on 2020 budgets

Table 1.2 shows the current phase “Phase 0 – ERP acquisition and readiness activities” and the core financials phase “Phase 1a - Core financials.” The planned activities for those phases are also included. Table 1.2: The timeline, phases and planned activities

Timeline Phase Accomplishments/outcomes/results

Biennium 2019-21

Phase 0 - ERP acquisition and readiness (July 2019 – October 2020)

• Select software (Oct. 2019 – June 2020) • Select integrator (May. – Sept. 2020 with contract

negotiations July – Nov. 2020) • Chart of accounts preliminary design (Oct. 2019 – Oct

2020) • Integration and technical readiness • Agency readiness • Business process improvement draft • Core financial implementation begins (Nov. 2020)

Biennium 2021-23

Phase 1a - Core financial • New chart of accounts • Integration layer in place • Medicaid and standard cost allocation


Timeline Phase Accomplishments/outcomes/results

(November 2020 – June 2022) Mid-biennium implementation Note: Post go live support extends to 12/31/2022.

• AFRS replacement • Budget control • Interagency billing • Fixed assets • Vendor / customer management • Invoicing and accounts payable (includes travel

payments) • Accounts receivable

Shifting purchase to pay functionality into phase 1b did not change the overall OneWa program strategy, which is available in the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. 2. Business Benefits/Performance Outcomes and Measures: {Describe and quantify specific business performance targets and/or outcomes, using SMART outcome principles. Describe how and when the outcomes will be measured, for example: decreased number or percent of errors within X years, increased revenue collection of $XXXX within X months, increased number or percent of clients using the system, etc. These are the minimum outcome measures the agency will be expected to report on as part of the PIR process.}

To reflect the currently available updated information of the core financials subproject, this section is amended from the approved OneWa Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. The overall benefits of this program remain unchanged from the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. The benefits that relate directly to the modernization of core financials are in table 2.0. Table 2.0: Benefits of the amended approach to implementation

Benefit Revised OneWa implementation strategy

Quickest route to AFRS replacement

Under the revised approach, AFRS will be replaced as the financial system of record at the start of fiscal year 2023 with the deployment of the new ERP system. All 105 agencies will be affected by moving the AFRS direct-entry and toolkit-based activities to the new platform. A smaller population of agencies with interface transactions into AFRS will be evaluated for a continuation of the interface approach or a change to direct usage of the new application. This approach will enable the state to address one of the primary drivers of the OneWa program (risk of AFRS failure) early in the schedule for the overall transformation program.

Aligns with market timeline/duration estimates

This approach aligns to the standard timeline observed in other states to implement a full ERP. In fact, by rolling out the financials in two phases, it allows the agencies to fully work through and optimize agency readiness







and training activities. The revised timeline results in the full ERP being implemented by 6/30/2025.

Medicaid cost allocation remains manageable and stable

The new approach maintains the state’s complex cost allocation tool to reduce risk to initial go live success. This system is in critical need to be on a modern platform that can be maintained appropriately by the state. (Selection of the software solution will determine the next steps for cost allocation. A new SaaS solution platform will be implemented by July 2022.)

New chart of accounts can be utilized by fourth quarter fiscal year 2022

The new chart of accounts will be defined from 2019-21 and available fourth quarter fiscal year 2022, allowing for detailed training and impact analysis. The new chart of accounts will enable updated business processes to be implemented with the initial rollout, which will drive more standard reporting across the state – and before the full ERP platform can be implemented.

Time for business process improvement, including standard policies and procurement, will occur

Today’s business processes are inextricably tied to the 1960s technology on which AFRS was built. OneWa will redesign the business process standards across all agencies – gearing up for deployment in 2022 and 2023. These changes will be significant and this new updated timeline allows for more collaboration with the agencies, conduct training, implementing best practices, and reinforcing new business operations, reaching an enterprise consensus and buy-in where possible to replace the legacy systems and shadow systems.

Eliminates rework The updated functional scope will allow the state to address two fundamental drivers of the OneWa program: (1) replacing legacy, at-risk systems as soon as possible, and (2) redesigning the chart of accounts before implementation - thus enabling meaningful progress towards data-driven decision making for the enterprise before the full ERP is installed. (A more limited implementation scope would not have addressed these components and would have caused significant re-work of the implementation).

The core financial start date is 7/31/2019 (which includes the readiness phase) and end date is 12/31/2022, which includes 6 months of post go live support. Go live date is 6/30/2022. These dates are within the full OneWa project start date of 7/1/2013 and end date 6/30/2025. The program and performance outcomes and measures can be found in the Organizational Change Management Quality Metrics project deliverable on the IT Dashboard for the OneWashington Project. Specific business process performance quality metrics for core financials exist within the Continuous Improvement Model also found on the IT Dashboard for the OneWashington Project. This is updated performance information that supports the work in progress. See core financial performance quality metrics in table 2.1 below. Note: A baseline will be conducted later in the implementation phase. OneWa will work closely with the OFM statewide accounting assistant director to establish this date which is anticipated to be in early 2021.





Table 2.1: Core financials performance quality metrics I.D. Process Metric Impact/Value Data Source Quality Metric

Owner Calculation Method Target Measurement

BP-GL-1.1 General Ledger # of days required for each agency to perform monthly period end close

Demonstrates time savings/operational efficiencies

Agency self-reported

Finance Business Owner

End date - Start date (in days)

Dependent on agency baseline

Measured Pre/Post-Implementation

BP-GL-1.2 General Ledger Errors/discrepancies that require reconciliation in the monthly period end close

Demonstrates efficiency and operational effectiveness



# of errors PEC process / month (Over time)


Dependent on pre-implementation process changes

BP-BC-3.2 Spend Management and Reporting

Percentage of purchase orders (POs) that automatically have funds verified

Helps measure operational efficiencies and makes sure agencies don’t overspend



# of POs funded automatically / total # of POs (%)

1 Dependent on pre-implementation process changes

BP-BC-3.4 Spend Management and Reporting

Percent of total spend that is visible and reportable via centralized spend management and/or reporting tools (e.g., down to the PO level, including who was paid, what was purchased, etc.)

Measures data transparency and availability



Amount of spend visible / total amount of spend

1 Measured Pre/Post-Implementation

BP-AR-6.1 Accounts Receivable Number of times an agency collects its average A/R over a given time period

Measures effectiveness of A/R collections and helps understand cash flow



N/A, raw count Dependent on agency baseline


BP-AR-6.2 Accounts Receivable Percentage of money owed to the agency compared to how much has actually been collected (Uncollectible Rate)

Demonstrates efficiency of current collections process



amount owed - collected amount / amount owed (%)



BP-AR-6.3 Accounts Receivable "Number of days it takes to receive and clear inter-agency payments from other agencies (# of days between receipt of bill and payment)"

Demonstrates efficiency of current collections process



Date IG payment cleared - date IG invoice received (in days)



BP-AP-5.1 Accounts Payable/ Vendor Management

Percent of invoices paid within agreed upon terms Measures improvements in ability to achieve compliance with policies with new system



# of invoices paid < 30 days / # of invoices



BP-AP-5.2 Accounts Payable Percent of recurring payments (e.g., leases and rent payments) that are blanket approved automatically

Measures efficiencies and time savings through an automated task in the new system



# of recurring blanket approved payments / total # of payments



BP-AP-5.3 Accounts Payable Percentage of invoices that have matching exceptions (invoice doesn't have matching PO or prices/quantities don't match between PO and invoice)

Demonstrates compliance with regulations/policies and measures agencies’ abilities to meet audit requirements



# of invoices not matching POs / total # of invoices



BP-AP-5.4 Accounts Payable Percentage of payment errors (duplicate payments, payments to incorrect vendor, payments of the wrong amount)

Demonstrates system and end-user ability to maintain data quality and decrease errors to reduce time needed to reconcile



# of errors / total # of payments (%)

>5% Dependent on pre-implementation process changes

BP-AP-5.5 Accounts Payable Average time between obtaining receipt and matching receipt to invoice

Measures elimination of manual tasks to achieve operational efficiencies



Average (Matching invoice to receipt date - Receipt received date)

0 days, fully automated


BP-AP-5.6 Accounts Payable Average time from receipt of invoice until payment is sent/transmitted (includes approval time)

Demonstrates a faster process that may improve customer (vendor) satisfaction



Average (Payment date - Invoice receipt date)

100% compliance with terms of contract or within 30 days if not specified


See the OneWa agency resource site and IT Dashboard for the OneWashington Project for updates and information on these performance measures.

https://ofm.wa.gov/about/special-initiatives/one-washington/agency-resources



Justification - The section must tell the story of how the agency arrived at the proposed technical solution 3. Discovery:

RFI Feasibility Study Researched Existing Agency (yours or others) Solutions

{Describe the discovery or market analysis that has been done, if any, in regards to this investment. For example, Request for Information (RFI), Gartner analysis, public sector best practices, research with other agencies, including central service agencies, etc. Discuss the options you considered.}

See the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project.

4. Proposed Technology Solution to the Business Problem/Technical Scope: {Describe the proposed solution, why you chose it, and how it addresses the business problem.

Identify whether the project will independently develop, use COTs, a SaaS solution or some combination of products. If the project is proposing to build the solution rather than buying a COTs or SaaS solution, attach information about the alternatives explored and why this option was selected. If the project has third party input into the option selection, provide this information. This section should include details of the technical scope of the solution if known. If the project has not yet made this decision, note how that determination will be made and the expected decision date.}

To reflect the currently available updated information of the core financials subproject, this section is amended from the approved OneWa Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. Fundamentally, the solution is unchanged from the approved One Washington Investment Plan from December 20, 2019, which can be found on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. However, the OneWa program has more clarity, matured thinking and refinement of the technology solution and this is reflected in the updated information here. The OneWa program solution is to modernize the state’s enterprise core administrative operations and supporting systems, including finance, procurement, budget, human resources and payroll, via a new cloud-based software as a service Enterprise Resource Planning tool. OneWa will leverage some of the technical solutions and services offered through Washington Technology Solutions and Office of Financial Management’s internal information technology department. For example, Informatica is an internal OFM IT







solution/service that OneWa will leverage for the statewide agency integrations to the ERP cloud solution. Another example is authentication identity management. OneWa will leverage WaTech’s authentication identity management and the state’s existing network capabilities in the implementation of the new ERP solution. OneWa has purposely developed a solution architecture readiness and technical implementation document in collaboration with the state’s chief architect, the OFM chief architect and the Office of Cybersecurity in order to make sure the approach and the implementation of the solution adheres to statewide policies and standards. This solution readiness document is a guideline for the OneWa program; the SI and ERP software solution vendor will follow this guiding document during implementation in an effort to protect the agencies during implementation. Note: The Washington State Department of Transportation’s TRAINS system will begin implementation of core financials on 11/1/2020. However, all of the functions needed to replace TRAINS will not be ready until go live of phase 1b, therefore WSDOT will not go live with core financials (replacing TRAINS) until July 2023 at the end of phase 1b. This is due to the complexity of TRAINS and the fact that the system contains grants, projects and procurement functionality that will be unavailable until the go live of phase 1b – expanded financials and procurement. Subject to the arrival of the system integrator, there will be a maintenance and operation period, a transition to operations and a stabilization window. Maintenance and operations begins just before the go-live date. This is followed by the transition to operations plan. More information on this plan will be documented with business owners, OFM information technology, and the OneWa program with the arrival of the system integrator. During the stabilization window, users of the new ERP and processes will be learning to operate and do business within the system. (The training for users prior to this period is critical.) Troubleshooting will take place to support agencies perform their work and to ensure the network and system are working effectively. Details of the stabilization window, transition to operations and M&O will depend on the system integrator. Based on the shift of purchase to pay functionality to phase 1b - expanded financials and procurement, the modernization roadmap has been revised below in figure 4.2.

Figure 4.2: Modernization roadmap including current implementation phase


5. Alignment with Statewide Technology Strategic Plan and Architecture: {Describe how the technical solution aligns with the statewide technology strategic plan and technology direction. There is no expectation that any one proposed investment will support all goal areas. For your project, identify specific goal/strategy area(s) that you believe this project strongly supports. Provide not only the specific measures/outcomes this project will achieve, but also the first date the measure(s) will be available. For example, describe the degree to which you are leveraging/reusing existing technology resources and services within your or another agency or centralized service or, if not, why not. Describe how this solution will improve constituent access to services or data, including how much and by when, support transparent and accountable management, including how and when this will happen and how it will be measured/reported.}


6. Relationship to State’s Technology Infrastructure: {Provide an explanation of the investment as it relates to the state’s technology infrastructure. Discuss things like planned location of equipment, any network and security considerations, authentication and access controls (including intended use of Enterprise Active Directory for single sign-on, use of SEAP/ SAW), storage, data assets such as imagery, addressing, open data, etc.

Identify substantially similar products or services offered by WaTech, if any, after consulting with your Customer Account Manager. If WaTech offers substantially similar products or services, and the agency proposes to procure the product or service elsewhere, please provide rationale. The summary of the consultation with your Customer Account Manager can be included here.




If this is an Administrative or Financial system, discuss the relationship to One Washington or impacts to other enterprise administrative/financial systems.}

To reflect the currently available updated information of the core financials subproject, this section is amended from the approved OneWa Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. WaTech is the enterprise provider of state governmental network, including cloud highway, and security access services, and identity management. OneWa has and will continue to collaborate with WaTech for those services. As WaTech moves forward to update its infrastructure (see the WaTech Roadmap), OneWa has been and will continue to work closely with WaTech to ensure the future solution conforms to the state’s latest security and authentication standards and requirements. WaTech has been and will continue to be appropriately engaged in the enterprise architecture discussions necessary for software and system integrator guidance for implementation. Some updates since the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project include:

• WaTech project manager, Chawtain “CC” Kermen, is assigned to help coordinate work between WaTech and OneWa. OneWa collaborates with CC Kermen to ensure that all internal subprojects for leveraging WaTech services and solutions are done in a timeline manner and milestones are coordinated with the overall OneWa project timelines.

• The OneWa technology team has prepared a readiness matrix of the OCIO policies listed on the OCIO website (regarding architecture, security, and network connection) that maps back to the ERP software solution to ensure the software solution and SI are in compliance with all statewide policies and standards. The OneWa technology team took the OCIO policies and identified gaps, paths for remediation, and delineation of responsibility to support efficient and effective implementation. For example, the mapping identified chart of accounts as under the authority of the assistant director for OFM statewide accounting based on RCW and identified the architectural authority of the statewide chief architect.

• The OneWa team has been working closely with WaTech in preparation of the system integrator RFP to coordinate security, networking and cloud infrastructure requirements and capabilities. In that process, these documents are underway:

o OneWa Cybersecurity Assessment and Remediation Plan o OneWa Solution Architecture Plan o OneWa Technical Implementation Guidelines

• OneWa and WaTech have been working together on budget instructions to help agencies know what they should be asking for in terms of technical costs and



https://watech.wa.gov/about/strategic-roadmap




providing agencies as much of the requirements and related information as possible so they can make the correct investment requests.

• OneWa has collaborated with the OCIO on the formalization of the administrative/financial system approval process between OneWa and the OCIO. OneWa has been folded into the OCIO agency request reviews (ITPA) along with the business owner(s) when agencies make requests for future IT projects. OneWa will be tracking the conditions that are defined in the letters to agencies for current and future compliance.

• OneWa has made regular contact with the Office of Cybersecurity, the state chief architect, and the deputy CIO regarding current and future operations.

• Monthly workshops between the OneWa, WaTech, OCIO, OFM internal IT, and the Department of Enterprise Services IT team are being held to improve statewide coordination and to reduce project conflicts and resource roadblocks.

• OneWa has completed the first phase review of the Office of Cybersecurity checklist and has a list of compliance regulations required of the software vendor and the system integrator.

• The OneWa chief technology officer meets with the OCIO, deputy director of strategy and management regularly. The WaTech client account manager is invited to technology-related stakeholder engagements and provided monthly status. Further coordination is extended with the WaTech project manager Chawtain “CC” Kermen.

For more details, see the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. 7. Proposed Exceptions to OCIO Policies and Technical Standards:

YES NO {Indicate whether the project/investment risks non-compliance with any existing technical policy/ standard or enterprise service designation. Agencies should submit waiver requests as early as possible if there are compliance issues now or expected in the future. Indicate the status of any waivers impacting this planned investment.}


Procurement – This section must describe all procurement activity required to obtain the proposed technical solution 8. Acquisition Plan {Describe how the agency plans to procure any part of the technical solution that must be purchased (if applicable). Include information regarding the purchase of not only vendor products, but also contractor






resources. Will the project leverage existing contracts or must the agency do a competitive procurement? How will DES and OCIO be involved in the acquisition? Include key procurement dates in section 10.}

See the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. 9. Delegated Authority {Detail the agency’s delegated purchase authority from DES. Include the amount and any related conditions. If agency does not have sufficient delegated authority, describe plans to address the difference.}


Schedule – This section must provide a project timeline 10. Schedule {Identify key dates from the project schedule to include below, for example, lifecycle phases, procurement tasks, and anticipated deliverables. Cover the period from project start through implementation and stabilization. Include dates for the three milestones listed as “required” in the table below. Other rows are only examples; add or delete as needed.

The plan should address key dependency areas such as Office of Cyber Security (OCS) security design reviews, network reviews, partner interface testing, and organizational change management activities. Note that when you have identified an apparent successful bidder as part of your schedule, the project should initiate the OCS security design review with the vendor prior to contract signature.}

To reflect the currently available updated information of the core financials subproject, this section is amended from the approved OneWa Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. The OneWa program is a multi-phased approach outlined in the approved One Washington Investment Plan from December 20, 2019, which is located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. Overall, the readiness strategy and approach remains unchanged from the approved IP. Subject to the arrival of the system integrator, there will be a maintenance and operation period, a transition to operations and a stabilization window. Maintenance and operations begins just before the go-live date. This is followed by the transition to operations plan. More information on this plan will be documented with business owners, OFM information technology, and the OneWa program with the arrival of the system integrator. During the stabilization window, users of the new ERP and processes will be learning to operate and do business within the system. (The training for users prior to this period is critical.) Troubleshooting will take place to support agencies perform their work and to ensure the network and system are working effectively.









Details of the stabilization window, transition to operations and M&O will depend on the system integrator. Please refer to sections 1 and 4 of the OneWa IP from December 20, 2019, as well as figure 4.2 (above) for the full OneWa project timeline. The following figure 10.1 shows the core financials schedule within the larger OneWa schedule referred to as the modernization roadmap.


Figure 10.1: Modernization roadmap with core financials emphasized


Table 10.2 below reflects the OneWa programs current knowledge and planning efforts. These are target dates and the best estimate at the time of writing this IP. The system integrator will have a detailed work plan for the core financials subproject that (1) will include a detailed schedule and (2) be accepted on the target date of January 2021 (see table 10.2).

Table 10.2: OCIO project information

Phase/Milestone/Deliverable Target Dates Project start July 2013 Readiness phase start date July 2019 Software vendor demonstrations complete February 2020 Software vendor due diligence complete June 2020 Software vendor announced June 2020 RFP for system integrator released June 2020 Budget instructions issued June 2020 Comprehensive OCM plan delivered June 2020 Software ordering document complete July 2020 System integrator selected September 2020 Solution architecture and security documentation finalized November 2020

System integrator contract complete November 2020 Core financials subproject implementation starts November 2020 Integration readiness implementation complete January 2021 *Core financials (phase 1a) work plan accepted January 2021 *Design, develop, configure, data conversion and testing complete April 2022

*Design complete April 2021 *Configuration complete June 2021 *Data conversion complete October 2021 *Testing complete April 2022 *Completed and approved security design review May 2022 *Go live decision June 2022 Core financials (phase 1a) go live July 2022 *Maintenance and operations begins June 2021 *Transition to operations plan July 2021 Stabilization window July 2022 – June 2023 Core financials subproject end December 2022** **Project end June 2025 ***Project closure complete December 2025

*Note: The system integrator will provide a detailed work plan for core financials that will be an early deliverable. Design, develop, configuration, data conversion, testing, security design review and go live decision dates are best estimates based on OneWa’s industry expert partners. These are target dates.


**Note: Post go live support will take place as each in-scope administrative function is moved into production. The program will provide details of 2025-2026 in future updates of the IP.

***Note: 6 months post go live extended support concludes.

Project Governance & Management – This section must describe agency plans to manage the investment so that it solves the business problem

11. Project Governance {Attach a copy of the project charter OR include a description of the project and the project governance (authority and decision making) structure. The name and title of the project sponsor and relationship to project quality assurance and the agency head must be identified.}

See the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. 12. Project Team Organization {Attach a Project Organization Chart containing the names and titles of the planned project team.

Note vacant positions and indicate the planned hire or appointment date. Include a narrative description of the roles and responsibilities of each job title/assigned person. If named staff are not assigned to the project full time, note the % of time the team member is available to support project management functions.

Note that this chart is meant to contain project management related staffing, not full project staffing. Agencies should plan to maintain this information and submit updates with subsequent amendments if there are changes.}

See the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. 13. Executive Sponsor {Provide information about the executive sponsor for this project, including anticipated roles and responsibilities. Describe the sponsor’s qualifications for the sponsor role, including prior sponsorship experience.}

See the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. 14. Project Manager Experience and Qualifications {Describe the project manager’s experience managing projects at this risk and severity level; include a résumé as an attachment to the investment plan packet. Address the following qualities as appropriate: technology and business knowledge, judgment, negotiation, good communication, and organization skills.}








See the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. 15. Project Quality Assurance (QA) {Identify the QA consultant and describe at a high level how project QA has been engaged for this project.}

See the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. 16. Independent Verification & Validation (IV & V) {If intending to use IV&V, indicate how it will be used and for what purposes. IV&V activities may include: detailed reviews of application software deliverables for completeness; adherence to development standards and repeatable processes; code reviews; detailed reviews of system documentation (detailed designs, test plans and scripts, configuration plans, operations manuals, etc.); network designs, and detailed review of software architecture.}

See the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. 17. Formal Methodology {Describe the [agency’s] project and product management methodology.}

To reflect the currently available updated information of the core financials subproject, this section is amended from the approved OneWa Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. Overall, there has been no significant change to the project management office’s formal methodology since the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. The program is currently in the process of selecting an ERP software system. A system integrator request for proposal will be submitted immediately following the announcement of the selected ERP software system. Because the software partner only uses certified system integrators, the SI will utilize the implementation methodology required for certification by the software partner. 18. Scope Management {Describe the project scope management plan. Identify any foreseeable challenges to scope.}












See the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. 19. Business User Involvement {Describe how business users will be involved in this project. Have the business users participated in other projects where they had to clearly explain business processes in detail to the IT organization? How will the project train the business users to follow project management protocols? Are the users aware of the limitations of the project?}

To reflect the currently available updated information of the core financials subproject, this section is amended from the approved OneWa Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. For the core financials subproject, the business users are financial subject matter experts and technical experts within state agencies. The overall business user involvement discussed in the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project, is unchanged. Additional work with business users since then is outlined below:

• a benchmarking survey

• five weeks of software vendor demonstrations

• requirements review and approval for inclusion in the ERP solution acquisition process

• five separate software vendors technical demonstrations

• chart of account model redesign

• the financial, procurement, technical, data governance and OCM advisory committees

• OCM readiness activities

• Agency point of contacts, data champions, data stewards and other related technical staff supplied information on agency systems interfaces and data elements. The OneWa program held technical workshops and one-on-one meetings with agencies to clarify the information needed.

• There will be future involvement with agencies’ technical users to remap the connections or redo interfaces or reestablish ERP-defined connectors as a part of the “integrations” planning.

• The financial business owner is working with business users to prep, test and define some of the potential preparation work that can be completed before the SI arrives.








• While the implementation plan (as developed by the SI) will provide additional details, the business users will be involved in the following primary activities for each phase of the implementation (i.e.: phase 1a, phase 1b, etc): business process and system design sessions, sprint/prototype review sessions, additional change readiness assessments, test scription development, testing execution, training material review, and training attendance.

• business process mapping and review of WAC/RCW and policies for possible changes.

• There is now a technical readiness page to help agency business users prepare: https://ofm.wa.gov/about/special-initiatives/one-washington/technical-resources.

20. Organizational Change Management {Describe the project’s organizational change management plan. Will the organizational change management be handled internally or externally? If it will be handled internally, describe your agency’s capacity and experience to manage this.}

To reflect the currently available updated information of the core financials subproject, this section is amended from the approved OneWa Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. Overall, no significant changes to the organizational change management strategy and plan available in the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. The OCM plan and strategy are being executed on a program-wide, statewide level and this includes OCM for the core financials subproject. Emily Poyner is the OneWa OCM Director and Deloitte is the OneWa OCM contracted partner. The entire communications workstream now falls under OCM as of April 2020. Program-wide communications is delivered by Deloitte and overseen by the OneWa OCM Director. Since the approval of the One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project, Deloitte has completed several deliverables and has several underway. Completed deliverables include:

• surveys and Baseline Readiness Assessment including individual agency scorecards.

• Measurement of Quality Metrics (completed 2/21)

• Comprehensive OCM Program (completed 3/6)

• OCM Framework (completed 4/21)

• Communications Plan (completed 4/24)

• Continuous Improvement Model (completed 4/30) Implementation of the OCM Plan, which will be outlined in the next statement of work, includes:

https://ofm.wa.gov/about/special-initiatives/one-washington/technical-resources








• completion of the Stakeholder Engagement Plan (5/22)

• completion of the OCM plan (6/19)

• OneWa website redesign to make information easier for agencies to obtain and submit is underway.

• Agency support team is being refined and a plan will be developed in Deloitte’s next statement of work.

• Plan and conduct a more detailed review of the baseline readiness assessment results with agencies to help them with agency level time and resources required.

Here’s how these deliverables have helped prepare agencies for core financial implementation:

• The OCM baseline readiness assessment measured the state and individual agencies’ readiness in people, process and technology areas. These three areas will be tracked through future follow-up assessments, as well as deeper dive conversations with agency leaders, operations managers, and subject matter experts. Part of this assessment includes agency scorecards, which provide a plethora of information that agency leaders can and are using to prepare.

• The OCM plan will encompass all 7 of the previously developed OCM deliverables and includes a roadmap of people readiness activities from July 2020 through June 2021.

• Integrating the AST with the point of contact network will provide additional support for communication of readiness activities to agencies. Using the new AST network will allow for faster access to agency SMEs. Additional agency readiness checklists and tracking mechanisms will be developed in Deloitte’s statement of work 2.

• Baseline readiness assessment provides a starting point for agencies to understand their current readiness levels and the required resources needed for OneWa.

From March through early May, the OneWa program held in-person (and then virtual due to the Covid-19 pandemic) agency engagement meetings. These meetings took place with the executive leadership teams of the top 25 agencies with the most systems. At these meetings, agencies were provided scorecards and detailed information regarding their people, processes and technology. The second round of agency engagement meetings will be with more operational and technical level managers and will dive deeper into the details of the technical, people and process readiness requirements for each agency. 21. Dependencies {Identify any dependencies with other agency activities or projects that may pose a risk to the successful completion of this investment. For example, are developers currently assigned to another project? Are the subject matter experts involved in any significant business process change activities? Do you have system interfaces with other agencies?}


See the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. 22. Project Impact on Other Governmental Organizations {Describe any impact this project may have on other agencies, cities, counties, federal, or tribes, including any financial impacts. Do you have system interfaces that must be coordinated, modified, tested? Have you notified the management of the impacted governmental organizations, for example: CIO, IT Manager, etc.? Can they support your proposed implementation plan?} To reflect the currently available updated information of the core financials subproject, this section is amended from the approved OneWa Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. Overall, no significant changes to the project impact on other governmental organizations since the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. For overall project impacts that include core financial subproject impacts see table 22.1 in the approved IP. Since the approval of the IP, the program has learned about the details of the impacts to other governmental organizations in relationship to core financials. The full impact to agencies cannot be identified until software and system integrator selection has been made, chart of accounts has been defined and the finalized functionality roadmap has been confirmed. However, OneWa has gathered ample data to inform the system integrator procurement process. In the fall of 2019, OneWa asked agencies, across all three branches of government, to identify their internal systems that would be impacted by the modernization of the state’s enterprise core systems. An impact was defined as: (1) changes to data that is sent to or received from the core systems or (2) a total replacement of their current internal shadow system. In December 2019, agencies responded with completed spreadsheets identifying the systems and interfaces that would need consideration as the program moved toward implementation. Agencies with non-standard interfaces or data that would need to move from their internal systems into the ERP were then asked to identify their detailed data needs by April 1, 2020. The data below is an overview from the analysis of the compilation of that data. Note: It cannot be understated that this data is a snapshot in time and the technical team of OneWa works with agencies daily regarding changes to this data. This data is self-reported by the agencies as of April 10, 2020. This data will change over the course of this modernization effort. Deeper dives and continued gathering of agency-specific data is a continuous process as agencies learn what functionality is available in the new ERP solution and make decisions about their systems. Key findings as of April 10, 2020, include:








• Number of agencies: Out of the 126 agencies contacted, there are 44 agencies that identified system impacts by changes to the legacy core systems (for all business functions).

• Number of systems: Across these 44 agencies, there were 547 systems identified as being impacted (for all business functions). The table below shows the number of systems by agency. This number helps the program understand and quantify the upfront work that needs to take place before the ERP software solution is fully implemented. This workload will affect both the agencies and the OneWa program. See table 22.2 below.

Table 22.2: Agency number of systems

Agency # of Systems

020 - Legislative Evaluation and Accountability Program Committee (LEAP) 26

038 - Joint Legislative Systems Committee (JLS) 9

055 - Administrative Office of the Courts (AOC) 1

085 - Office of the Secretary of State (SOS) 4

090 - Office of the State Treasurer (TRE) 1

095 - Office of the State Auditor (SAO) 3

100 - Office of the Attorney General (ATG) 23

102 - Department of Financial Institutions (DFI) 1

103 - Department of Commerce (COM) 3

105 - Office of Financial Management (OFM) 40

107 - State Health Care Authority (HCA) 3

116 - State Lottery Commission (LOT) 3

124 - Department of Retirement Systems (DRS) 2

126 - State Investment Board (SIB) 1

140 - Department of Revenue (DOR) 16

163 – Washington Technology Solutions (WaTech) 13

179 - Department of Enterprise Services (DES) 43

195 - Liquor and Cannabis Board (LCB) 1

215 - Utilities and Transportation Commission (UTC) 11


Agency # of Systems

225 - Washington State Patrol (WSP) 5

228 - Washington Traffic Safety Commission (STS) 1

235 - Department of Labor and Industries (L&I) 51

240 - Department of Licensing (DOL) 38

300 - Department of Social and Health Services (DSHS) 68

303 - Department of Health (DOH) 17

307 - Department of Children, Youth, and Families (DCYF) 6

310 - Department of Corrections (DOC) 9

315 - Department of Services for the Blind (DSB) 1

340 - Student Achievement Council (SAC) 3

350 - Superintendent of Public Instruction (OSPI) 1

360 - University of Washington (UW) 2

365 - Washington State University (WSU) 3

370 - Eastern Washington University (EWU) 1

376 - The Evergreen State College (TESC) 8

380 - Western Washington University (WWU) 2

405 - Department of Transportation (WSDOT) 60

407 - Transportation Improvement Board (TIB) 2

461 - Department of Ecology (ECY) 18

471 - State Conservation Commission (SCC) 3

477 - Department of Fish and Wildlife (DFW) 11

490 - Department of Natural Resources (DNR) 39

495 - Department of Agriculture (AGR) 1

540 - Employment Security Department (ESD) 5

699 - Community and Technical College System (SBCTC) 5


• Complexity of systems: The number of systems doesn’t fully quantify the workload. It is also important to look at the complexity of the system and the system’s environment. Some systems, like Health Care Authority’s Provider One, are large, complex and span multiple agencies. It is maintained by a third-party contractor who will likely need to schedule billable resources for any changes required. This system is mission critical and essential to state citizens. Ensuring successful implementation is crucial. The program has begun a list of complex systems with the intention of working very closely with agencies on these complex systems.

• Business functions and processes: Core financials, among all of the business functions, will have the largest impact on agency internal systems with 279 possible systems being impacted. Because agency systems can support more than one business process, there is not a one-to-one ratio of the number of systems to business processes. It is estimated that 46% of those systems will be impacted in phase 1a: core financials while 31% will be impacted in phase 1b – expanded financials and procurement.

• System replacement: 72 agency systems were indented as clearly being replaced in core financials in the new ERP system. Agencies are awaiting more information to determine if the functionality of the ERP will allow for the replacement of another 37 systems.

• Data conversion: For core financials, 71 agency systems were identified as needing data converted and moved into the new ERP software solution when their internal system is sunset. This number is expected to grow as more functionality about the ERP becomes known.

• Interfaces: For core financials, there are 237 interfaces including 228 standard and 9 non-standard interfaces.

This data will change over the course of this modernization effort. Agencies are asked to keep their information current through the entire ERP software implementation rollout to ensure the greatest utilization of this large data-gathering effort. Currently, the business owners and OneWa are building criteria to review any agency systems that may have potential redundancies or duplicate functions of the ERP software system. Once the potential redundancy has been identified, OneWa and the agency will discuss and determine if the redundancy is needed in an agency’s business-centric system. If so, the system will be approved to continue. If the redundancy is not needed in an agency’s business-centric system, there will be a discussion and a determination on when the agency’s system will be turned off based on when the business process functionality is available in the ERP. OneWa will track agency system redundancies in the systems inventory making note of when the functionality is available during phase 1a core financials or phase 1b expanded financials and procurement. This will help OneWa track when agency systems will be turned off because ERP software system functionality has fully satisfied the functions of that agency system.


There is also ongoing work and criteria being share with the OCIO in order to ensure the OCIO and business owners understand how to make decisions on any agency requests for new systems. Risk – This section must describe how the OneWa program is addressing risks to project success 23. Readiness Assessment {Include here or add an appendix of the QA Readiness Assessment and include the date of its completion in block 4 of the cover sheet.}

To reflect the currently available updated information of the core financials subproject, this section is amended from the approved OneWa Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the One Washington Project. OneWa has engaged bluecrane™, Inc., for independent QA services. The QA Readiness Assessment (appendix E in the approved Investment Plan from December 20, 2019) was completed May 31, 2018 and is currently available on the OCIO project dashboard. The risks and issues raised in the QA readiness assessment were addressed at the time. The next readiness assessment does not occur until the start of the implementation phase planned for fall 2020. bluecrane™ performs a detailed assessment of risks and issues monthly and the OneWa program responds (in writing) to bluecrane™’s assessment. Both artifacts are posted monthly to the OCIO dashboard. As an example, table 23.1 addresses a sample of current risks and mitigation strategies as of April 30, 2020. See the OCIO OneWa program dashboard for historical and current QA reports and program responses. Table 23.1 Sample of current high priority risks and mitigation strategies as of 04/30/2020

Risk description Risk mitigation plan Status Due to competing priorities for funding, the supplemental budget may have a shortfall in dollars requested. The program must have a plan in place for prioritizing funding dollars so that the program can be nimble in responding to a potential shortfall. If the program does not have a plan in case of a shortfall, this could lead to further delays in critical activities such as recruiting and vendor onboarding.

Meetings have been scheduled with budget manager, business operations manager and executive leadership to assess and strategize shortfall in supplemental dollars and the impacts to program.

Risk identified during 3/5/2020 risk and issue meeting. A follow-up meeting has been scheduled with program budget manager, business operations manager and executive leadership to assess and strategize shortfall in supplemental dollars and the impacts to program.



http://sp.des.wa.gov/ofm/dut/onewa/Shared%20Documents/Cost/Oct%202019%20Budget%20Request/Investment_Plan/IP_Appendix_WA_OFM_OWP_FINAL_QA_Readiness_Assessment_2018_05_31.pdf

http://sp.des.wa.gov/ofm/dut/onewa/Shared%20Documents/Cost/Oct%202019%20Budget%20Request/Investment_Plan/IP_Appendix_WA_OFM_OWP_FINAL_QA_Readiness_Assessment_2018_05_31.pdf



Partner agencies require clear and timely budget instructions in order to develop their individual agency requests for OneWa, which will be culminated into a comprehensive programmatic ask to encompass all of the cost of implementation. The success of the budget instructions is contingent on agency partner interpretation and articulation of agency needs. Inadequate agency responses could result in insufficient resourcing to support agencies during the ERP implementation, causing significant project delays and/or reduction in scope.

The OneWa program will work with OFM Budget Office to develop the 2021-23 budget instructions for agencies, scheduled for release in early summer and will include:

- The creation of budget instructions - Developing timelines for agencies,

including key dates Building out the processes, such as work groups with agencies, answering FAQs, compiling all agencies requests, and approvals

The budget advisory committee members have been identified and meetings are currently taking place with the budget manager & key stakeholders/team members to create a detailed work plan.

Delays in critical path activities, i.e. the selection of a software solution or system integrator, will cause a shift in the project’s implementation go live, which will negatively affect the project schedule.

1. Utilize ERP procurement expert, Plante Moran, to assist with the development of a due diligence process that includes selection criteria and methodology for SaaS solution. 2. Leverage the NASPO contract may help expedite this for software selection, which has been validated by DES to use for the software selection. 3. Develop criteria and procurement process for selecting SaaS vendor and systems integrator, ensuring that float is built into project work plan and status is monitored weekly. Contingency: The program will monitor critical path activities and escalate via governance structure with sufficient time to take corrective action(s). Adjust the schedule as necessary via the change management and governance processes to align with new scheduled dates but avoid extending the project timeline.

Plante Moran, in consultation with OFM Contracts and program governance bodies, created a due diligence process for the selection of an ERP solution and procurement of an SI vendor. Projected selection of both vendors is on schedule.

24. Project Risks {Describe all known high-level risks associated with this project and mitigations deployed or planned. Examples of risks might include: fixed schedule requirements, reliance on grant funding that must be expended by a certain date, funding for future maintenance and operations not identified, ramifications if the project does not complete on schedule, etc. At a minimum, include responses to risks identified in the QA Readiness Assessment.}


To reflect the currently available updated information of the core financials subproject, this section is amended from the approved OneWa Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. OneWa utilizes risk and issue management techniques with a severity and probability model. Each risk/issue is documented in the program’s risk and issue register and once that item is reviewed, scored and validated, an owner is specified for that risk or issue. The register also includes a risk heat map to represent the program’s active risks in a visual manner. The program’s management team meets bi-monthly to identify and assess risks and issues. See appendix A and B. Figure 24.1 below is an extract of the heat map as mentioned above. It is directly linked to the risk register, and is updated as risks are identified. The size of the circle and corresponding number indicate the number risks associated with a specific risk exposure. For example, a bubble of “2” has two risks at this time, a bubble of “3” has three risks at this time and so on.

Figure 24.1: Risk heat map

Heat map as of 05/11/2020

For a complete and current risk assessment, see the OCIO OneWa program dashboard for historical and current QA reports and program responses. Table 24.2 shows a sample of the program issue log.





Table 24.2 Sample of prominent issues and mitigation strategies as of 04/30/2020

Issue description

Opened date

Target resolution

date

Issue response plan Current status

COVID-19 continues to spread throughout western Washington. If institutional closures and personnel absences continue as COVID-19 spreads, this will result in negative impacts and work stoppage on project schedule, scope and budget.

03/06/2020 06/01/2020 Program staff are working remote. Leadership is closely monitoring staff wellness, morale and well-being. Technology risks are acknowledged and being actively managed. To date, the program is maintaining good productivity.

Issue was logged on 3/5/2020 and mitigation plan actively monitored.

Partner agency systems, interfaces and data inventories are incomplete.

10/21/2019 04/15/2020 Create data collection process for agency systems, interfaces, and data; upload data into database for analysis and report; work with agencies to close any gaps through agency partner workshops running through March 20.

Majority of agencies have responded to program system inventory request and the program’s technical team has been working with agencies on any required cleanup. Data about agency system will be supplied to the system integrator RFP. The data definitions tab inventory request is currently out with agencies with a 4/1/2020 deadline.

Severely under resourced in technical team.

01/09/2020

05/31/2020

1. Collaborate with OFM IT and WaTech to acquire needed technical expertise. 2. Obtain state IT project manager.

Business intelligence and analytics project manager position description is being developed. Until the project manager is onboarded, OFM IT


team and the One Washington project team are collaborating to move work forward.

25. Severity and Risk Assessment {Include here or add an appendix of the most recently completed IT Project Assessment.}


26. Funding {Describe how this project will be funded through all phases, including sources and amounts, and any associated funding risks, limitations or constraints, If project has secured only partial funding, describe the approach to secure the entire funding for the project costs through implementation or otherwise address the risk.

Describe how the project has been constructed to realize early and consistent value.}

To reflect the currently available updated information of the core financials subproject, this section is amended from the approved OneWa Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. As explained in the executive summary, OneWa is a large, enterprise-wide business transformation program that will modernize the state’s administrative systems. There are four subprojects within the larger OneWa project. Core financials is the first subproject to be implemented after the readiness phases. The core financial start date is 7/31/2019 (which includes the readiness phase) and end date is 12/31/2022, which includes 6 months of post go live support. Go live date is 6/30/2022. These dates are within the full OneWa project start date of 7/1/2013 and end date 6/30/2025. Initial planning activities for the full OneWa project began in 2013 and this program is currently projected out through 2025 with subsequent maintenance and operations costs. (Post go live support will take place as each in-scope administrative function is moved into production. The program will provide details around support costs for 2025-26 in future updates of the IP.) Funding was initially secured in 2013 and continues through 2019. For the full details, see the funding approach for the full program in the approved OneWa Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. Key highlights of the most recent funding for the full OneWa program are outlined below.








• For program costs, the central service model has been the funding source to date and is expected to continue to be the primary funding source going forward.

• Federal matching and cost allocations methodologies have been considered but have been administratively prohibitive thus far. Federal matching and cost allocation methodologies are future considerations if the program has the resources to manage the administration of these funding methods.

• OFM submitted a decision package on behalf of OneWa for consideration in the development of the Governor’s 2019-2021 proposed budget. This request was for $29.3 million for the OneWa program, as well as $27.3 million, which would have resulted in a total biennial funding of $60.1 million, including $3.3 million in base funding.

• The program did not receive its full 2019-21 biennial funding request and instead was funded at $18.467 million. After extensive analysis, involving fiscal experts (statewide accounting, OFM budget & fiscal staff), the program was unable to utilize the $2.44 million federal match component of its $18.467 million, leaving the program with $16.027 million in the 2019-21 biennium.

The funding approach for the core financial subproject falls within the overall funding approach and key highlights above. In order to begin implementation of the core financial subproject, OneWa requested $25.53M in its’ fiscal year 2020 supplemental budget request. On April 3, 2020, Governor Inslee signed the supplemental budget bill which provided $20.07M to the OneWa program. This funding will help the program begin to replace AFRS and modernize statewide core financial business processes. Below are the current funding details for the core financial subproject:

• $11.7M to contract with a system integrator to assist the state with implementing the new ERP system.

• $3.6M to enter into a contract with an ERP vendor.

• $1.5M to hire critical program FTEs (e.g.: finance subject matter experts to work side-by-side with the system integrator during implementation).

• $3.3M for contractor support (OCM, QA, ERP advisor, SAAG) OneWa has secured partial funding for the core financial subproject. OneWa intends to ask for additional funds via the decision package process for the 2021-23 biennium to complete the core financials subproject. Extensive preparation had already occurred and will continue throughout the summer and fall of 2020 to prepare one statewide decision package. This decision package will include both the costs of the OneWa program and agency IT resource needs. Information outlined above in section 22 acts as the starting point for gathering agency IT resource needs. The 44 agencies with systems, data and/or interface needs will be included in the request for funding. OneWa will continue to work collaboratively with OFM budget and the agencies to create an accurate funding request for the 2021-23 biennium.

27. Maintenance Funding

https://lnks.gd/l/eyJhbGciOiJIUzI1NiJ9.eyJidWxsZXRpbl9saW5rX2lkIjoxMDAsInVyaSI6ImJwMjpjbGljayIsImJ1bGxldGluX2lkIjoiMjAyMDA0MDkuMTk5NDA0ODEiLCJ1cmwiOiJodHRwOi8vbGF3ZmlsZXNleHQubGVnLndhLmdvdi9iaWVubml1bS8yMDE5LTIwL1BkZi9CaWxscy9TZW5hdGUlMjBQYXNzZWQlMjBMZWdpc2xhdHVyZS82MTY4LVMuUEwucGRmP3E9MjAyMDAzMjMxMzM0MjgmdXRtX21lZGl1bT1lbWFpbCZ1dG1fc291cmNlPWdvdmRlbGl2ZXJ5In0.CtfoCONJhPRmhCRNip9sE8bn_I63OTjfu4iUwty6GYw/br/77211710991-l


{Describe the agency’s funding source(s) for maintenance costs after project implementation. Include a 5-year maintenance cost estimate in block 3 of the cover sheet.}

See the approved One Washington Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. The maintenance and operation costs for the OneWa program ranges from $22.7M to $36.5M for fiscal years 2022-2025/annually. The maintenance and operation costs for the core financials subproject will be determined based on multiple factors including the arrival and onboarding of the system integrator in fall 2020. More information will be available after the system integrator has been onboard and fully operational by winter 2021. The maintenance and operation costs for the full project range from $22.7M to $36.5M for fiscal years 2022-25/annually. The reason for the increase in cost is the move of all in-scope functions from the implementation phase into production along with the associated change in staffing levels in the state support center required to provide application maintenance and business process support. Subscription fees, business support center and general technical support costs will begin as the functional modules are implemented and moved into maintenance & operations. As more information is acquired pertaining to an ERP cloud-based SaaS vendor and other vendor services, cost estimates will be refined and updated. Facility lease costs are not developed/included as this is subject to future strategy decision. 28. Cost Benefit Analysis (For Projects that Score 45 or above on the IT Project Assessment) {Include here or add an appendix of the Cost-Benefit Analysis from the feasibility review or study. The analysis should include key assumptions.}


Budget – Append, do not attach, a project budget summary 29. Project Budget by Fiscal Year (and “gate” if applicable) {For project costs, include all project costs from initiation to project close, by fiscal year. Separate costs by object and/or sub-object to provide costs for staffing, vendors, hardware and software on individual lines. The total budget must match the project cost listed in block 3 of the cover sheet.

Costs for internal resources that are not going to be charged against the project budget should be estimated and included. They may be depicted separately from the “budget” but should not be ignored.






If the funding for the project is gated, the budget summary must be further detailed into the amounts per gate, still separating costs for staffing, vendors, hardware, and software (object or sub-object level) into individual lines items.

Maintenance funding should not be included as part of the project budget. It should be described in section 27. The total cost for 5 years of maintenance should be listed in block 3 of the cover sheet.}

To reflect the currently available updated information of the core financials subproject, this section is amended from the approved OneWa Investment Plan from December 20, 2019, located on the Office of the Chief Information Office IT Dashboard for the OneWashington Project. The OneWa Subproject-Core Financials, Phase 1A, Gate 4 Technology Budget is published on the IT Dashboard for the OneWashington Project along with the OCIO certification letter and the OFM approval letter for the Information Technology Pool project funding.

Note: DOL also have technology budgets related to the OneWa. See IT Dashboard for the OneWashington Project.

Note: WSDOT will have a technology budgets related to the OneWa. See IT Dashboard for the OneWashington Project.









Separate Appendix of to the OneWa Core Financial Subproject Investment Plan

Appendix A: Risk register, attached Appendix B: Issue register, attached


• Appendix A: Risk Register from 5/11/2020

ID Date Logged Risk Description Score Risk Response Risk

Owner Notes/Comments

R0054 01/16/2020

Partner agencies require clear and timely budget instructions in order to develop their individual agency requests for OneWa, which will be culminated into a comprehensive programmatic ask to encompass all of the cost of implementation. The success of the budget instructions is contingent on agency partner interpretation and articulation of agency needs. Inadequate agency responses could result in insufficient resourcing to support agencies during the ERP implementation of phase 1a and 1b, causing significant barriers of stakeholder buy in of ERP, delayed productivity post ERP go-live and operational inefficiencies of system utilization

15

The OneWa program will work with OFM Budget Office to develop the FY2021-23 Budget Instructions for agencies, which should be released in April 2020 and includes: - The creation of the budget instructions - Developing timelines for agencies, including key dates - Building out the processes, such as work groups with agencies, answering FAQs, compiling all agencies requests, and approvals

Budget Manager

2/6/2020: A kick-off meeting with OneWa FY2021-23 Budget team conducted on 1/16/2020 and initial work plan developed. OneWa Budget Manager met with OFM Budget on 1/31/2020 to discuss the proposed timeline and process. A Budget Advisory Committee is being established. 2/13/2020: Advisory Committee members have been identified. The biennial budget request categories have been identified. Meetings are currently taking place with the budget manager & key stakeholders/team members to move the process along. 2/20/2020: upcoming white boarding strategy planning session within the next week 4/23/20: Budget AC is currently in development, Draft charter has been formed. Waiting on Nona feedback for Budget AC. Meetings set on a weekly basis with PMO, Tech and OFM budget to track development and build project schedule. 5/7/20: Budget instructions are drafted. Awaiting artifacts from BPM and COA. Internal reviews set for Program and BOs

R0051 11/22/2019

WSDOT funding needs to support modifications of its existing systems and related interfaces during OneWa Phase 1(a) with go live on July 2022 for the replacement of AFRS and the Phase 1(b) go live that anticipates the inclusion of WSDOT on July 2023; these funding details need to be included in the 2021–23 biennial budget request. Inadequate time/due diligence between WSDOT and the OneWa program to assess the disposition of each interface and/or the identification of any temporary new interfaces would likely result in a grossly underestimated budget request, causing actual costs greatly exceed budget for WSDOT interfaces.

12

1. Include Interface Strategy deliverable in the SI RFP and incorporate specific instructions that this deliverable should include the strategy in general terms but also focuses attention of complex areas such as WSDOT; 2. One Washington Tech Team should work with WSDOT over May – July to walk through the impact of the Phase 1(a) and Phase 1(b) approach to define initial disposition of interfaces, the identification of potential new temporary interfaces, and the determine of potential resource needs that would be included in the 2021–23 biennial budget request.

CTO

12/17/2019: met & concluded technical risks for WSDOT will need progressive elaboration to create actionable responses; risk identified underlying issue with program's approach to developing strategic partnerships with key state agencies, new issue logged - Issue I0012. 1/2/2020: WSDOT participating in software evaluation, likely not enough info to understand all impacts of OneWa on TRAINS replacement - may impact program ability to make timely decision; risk was reassessed during meeting 2/6/2020: follow-up with Thomas; WSDOT will need to put in a request in the FY2021-23 budget request if OneWa is not able to fit their needs in time for the TRAINS end-of-life 2/11/2020: Thomas broke risk down into two separate risks (WSDOT Interface Identification & Delay to WSDOT’s Decision to Launch Process to Re-implement CGI)

R0078 04/22/2020

Remote working arrangements impact the successful formation of team dynamics at the beginning of implementation. This could lead to a lack of team trust thus impacting successful start of implementation

12 Business

Ops Manager

5/7/20: Plan in development by Business Operations. July timeframe for team dynamix strategy plan

R0072 03/16/2020

The OneWa program does not fully understand our agency partners’ usage of the WEBI reporting tool; thus, there is a potential that required interfaces could be undercounted and/or agency reporting needs are not fully understood by the program.

12

1. Began communicating with agencies about this risks of using WEBi to create undocumented interfaces, such as the being a topic of discussion at data governance and data stewards meetings. 2. Use metrics to identify which agencies are pulling large amounts of data on daily basis, such as DSHS pulling a WEBI report to create an agency data warehouse. 3. Create approaches to how to limit or mitigate this from happening in the future ERP solution.

OFM IT

3/18/2020: risk logged 3/30/2020: the OFM enterprise data management team has pulled a report on WEBI usage to help identify which agencies may be using WEBI as an undocumented interface 4/9/2020: Integrations staff member analyzing this risk for what agencies are using WEBI for


R0035 02/11/2019

The program and agencies will not have the resources to effectively prepare for the new system, including the identified “non-technology dependent” initiatives, causing potential delays in system implementation and confusing/inefficient operations within the new enterprise system.

9

Estimate resource requirements based upon preferred option and schedule; work with business owners to identify approach to filling resource gaps. ERP expert advisor is supporting the program in creating resource loaded planning documents to understand and plan for state staff need.

PMO Manager

10/17/2019: ISG-PS and state staff leadership have engaged in framework building to understand state staff ramp up need to successfully push forward project timeline.

R0041 10/30/2019

WaTech roadmap initiatives may divert required resources in WaTech and OFM IT shop. Overall, competing priorities would dilute the pool of resources and could create resource constraints that could impact the schedule/budget.

9 Communicate and negotiate with WaTech (Steve Lovaas) to delay Migration to MaaS Go-Live or add additional contract staff to balance the resource load

CTO

10/31/2019: Internal OFM staff reviewed WaTech services and impacts on OneWa Program on 10/24/19; continue conversation going forward on next steps. 11/18/2019: the program presented to the OCIO/WaTech. The meeting resulted in positive discussion about the program’s impacts and understanding of roles. 12/12/2019: note that this risk is very similar to Risk #28: "The program will compete for resources against other mission critical projects" 12/27/2019: leverage PMO to allow for increased participation from other agencies, such as WSDOT & L&I 4/6/2020: OneWa created tracker for external projects with dependencies, working with WaTech & OFM IT; reoccurring meetings established with WaTech PM

R0048 12/02/2019

If the due diligence process does not ensure that the software vendor that is selected meets essential business requirements, there may be gaps in the state ability to meet all critical business functions (WAC/RWC). Given the length of the software contract, the state may have to implement additional software solutions and create numerous workarounds to meet its mandated legal requirements.

9

1. Ensure software demos and documents will meet all critical business needs (business requirements), including the minimum requirements that software vendors must satisfy 2. Leverage SI methodology to review all critical business needs 3. Have Traceability Matrix for SI deliverable Contingency: If any essential business requirements cannot be met by the potential software vendor, a decision will be escalated through the governance process, such as potentially developing workarounds, submitting for a rule changes, and/or procuring a "bolt-on" system to meet requirements of missing functionality.

Program Director

12/2/2019: Due diligence process should assure selected software will meet critical business requirements.

R0056 01/21/2020

The OneWa program has not identified all statue and policy changes needed for paving the way for ERP implementation. If the program does not triage and edit Statute and agency partner policies related to ERP implementation, this could lead to legal challenges by agency partners.

9 Leverage advisory committees during use case/requirements gathering sessions for SW vendor

Program Director

03/5/20: The QA/OCIO risk mitigation plan developed by the PMO will address this risk. Further conversations are needed with Matthew M to further flesh out

R0075 04/22/2020 Will the SI response to 100% remote work impact the timely start of implementation in October 2020 6 Program

Director 5/7/20: SI RFP has provisions that direct SI partners to provide tools to address Covid19. Need to examine SI responses.


R0023 09/30/2019

The ability to replace AFRS for DSHS, HCA, and DCYF is dependent on OFM Statewide Accounting receiving funding to develop a new Cost Allocation System (CAS) to process Medicaid payment allocations using the NEW chart of accounts format. Implementing the new CAS system by the time the new chart of accounts is implemented in the One WA system is on the critical path for Finance scope. Otherwise, three agencies (DSHS, HCA, and DCYF) would not have a means to allocate costs related to Medicaid payments recorded in the new One WA system. This would delay the replacement of AFRS.

8

Need to ensure that this impact is clearly described when OFM requests funding to replace the existing Cost Allocation System (CAS) with a version that uses the NEW chart of accounts format. (Note that there may be a separate funding request to build a temporary CAS replacement using the CURRENT AFRS chart of accounts format.)

Finance SME

The One WA supplemental DP included a funding request to replace the CAS system. Additional funding will likely need to be requested in the 21-23 biennial DP for FY2021 activity related to this need. 12/31/2019: risk was reopen in order to monitor through Legislative approval of Supplemental DPs

R0028 02/11/2019

The implementation of an ERP system will fundamentally change the jobs of many state employees. Any changes to the work carried out by state employees requires discussions with Organized Labor. Any lack of involvement with Organized Labor could significantly delay progress.

8

Organized Labor should be apprised of potential changes that are a result of the ERP implementation. Therefore, the program will work with State HR to ensure labor discussions occur as soon as feasible. The program will invite and encourage a State HR representative to participate in program meetings regularly.

Program Director

10/31/2019: The risk is being mitigated via communication with State HR. 12/9/2019: re-categorized from budget to OCM

R0030 02/11/2019

Business process transformation will impact many different user roles, leading to end users that resist the change or are fearful of the perceived impacts of the changes within their existing role which would lead to active resistance and preventing the successful implementation of the ERP system.

8

Comprehensive OCM plan will include a communication plan a stakeholder engagement plan, a resistance management plan, and a training plan. Engage appropriate stakeholder groups and provide close communications with agencies to alleviate concerns.

OCM Director

10/31/2019: OCM Advisory Committee in place and working on issues as they arise. OCM vendor is Deloitte and owns the Communications Plan and will communicate the transformation information to agencies. 12/9/2019: re-categorized from budget to OCM and reassigned risk to Emily

R0038 04/12/2019

The program will compete for resources against other mission critical projects in OFM and across the state enterprise. This may lead to a shortage of the skills and expertise needed for success to be unavailable, impacting the schedule first, then the budget and then the scope.

8

1. The program contracted with expertise to assist with developing the detail that agencies need to inform their technical roadmap. 2. Project Governance bodies will assist in establishing priorities with the first set of agencies. Contingency: If expert resources are unavailable at critical points in the project, it has been raised that contract resourcing might be leveraged or the scope/schedule might also be adjusted. Note: Each situation is unique and will be analyzed accordingly.

Program Director

10/30/2019: Complete negotiations and onboard SaaS contracting and implementation experts during second quarter FY 2020: 1) Procurement 18-2000 - Deloitte for organizational change management expertise, started in 9/9/19; 2) Procurement 19-200 - Plante Moran for SaaS procurement assistance services, started in 9/9/19; 3) Procurement 19-400 - Information Services Group for expert advisement in SaaS services, started in 9/9/19; 4) Hackett Group for expert advisement in benchmarking, started in 10/23/19; 5) A Special Assistant Attorney General (SAAG) to oversee the state’s interests in our contract negotiations, start date est. FEB20. Next check-in will be SAAG Contract closure. 2/20/2020: SAAG contract is closed and will be starting shortly; program is working with other agencies for shared resources; OneWa is a state priority; IT resources may continue have resource shortages during implementation - set follow-up in early April

R0045 11/22/2019

Inability to complete the re-design of chart of accounts (COA) by the beginning of implementation of core financial, which is currently schedule for 10/1/2020. The inability to complete the redesign of the COA will likely result in additional re-work during and/or post-implementation.

8

Completion of the chart of accounts allows agencies to begin using the re-designed system commencing July 2022. Contingency: Accept risk by using the existing COA and minimizes advantages of re-design.


12/2/2019: Planning to re-design chart of accounts is progressing.


R0059 01/21/2020

TRAINS pull from 11 major applications and requires more than 60 integration feeds. This may result in WSDOT having unique data conversion requirements. Not properly accounting for the unique data conversion requirements of WSDOT (transportation budget) could delay project implementation of TRAINS replacement and generate project costs. This same risk of the complicated nature of data conversion holds true for all agency partner systems and interfaces. Operating without vendor support if TRAINS replacement is not timely or integrations are not complete.

8

1. Update data conversion, data governance, and data management strategies 2. WSDOT tech team has asked to be involved earlier (both tech & data advisory committees)

CTO 2/6/2020: this risk was assessed

R0065 04/22/2020

Risk to project timely startup due to delays in state staffing and onboarding may cause delays in start up activities. This risk encompasses all state staff positions related to the implementation phase of the project (Finance, OFM IT)

8 Work against program schedule for recruiting and onboarding new staff to meet SI

Business Ops

Manager

4/23/20: As of May 16, OFM has provided green light to project hiring. Position descriptions can be time sensitive. 5/7/20: Project Coordinator, Tech and BA with HR w/ salary. Finance Lead PD with Lizzy for review. Brian T working on PDS for finance SMES. Data base steps from PD to onboarding is live. Business Ops sharepoint site.

R0061 02/11/2020

If the apparent successful vendor identified from the SaaS acquisition activity is determined to be at risk of addressing a credible amount of the business needs of WSDOT, then WSDOT will need to begin the process of securing funding and initiating acquisition activities for services and/or software to address the coming suspension of vendor support for the existing version of CGI software (i.e. TRAINS). The challenge for One Washington and WSDOT is to obtain enough information in the SaaS acquisition process to ascertain clearly if WSDOT needs to initiate a separate process or fully align with the software service selection through the One Washington acquisition process.

6

1. Confer with WSDOT to ensure One Washington understands the definition of “credible amount of WSDOT’s business needs” and those factors that bear on WSDOT ability to make the decision to fully align with One Washington or address their needs separately 2. Identify areas and timing for follow up for the apparent successful vendor for SaaS services to address WSDOT needs 3. Facilitate the additional discovery process to support WSDOT and One Washington decision-making

Program Director

2/11/2020: new risk based on Thomas breaking down previous WSDOT risk into two separate risks, new assessment and risk owner 2/12/2020: Matthew met with WSDOT to find out who from WSDOT will be leading this effort and is awaiting a response; also asked about their unique needs in order to make an informed decision. There is a follow-up meeting next Tuesday and will know more after software selection (2/26). note: WSDOT sends a rollup of AFRS data (like universities); large amounts of financial data; and legacy system end of life in 2023. 03/5/20: Meeting held on 3/4/20 with WSDOT representation to begin understanding details of risk and to gather more information Reoccurring meetings will be established between WSDOT and PMO.

R0063 03/04/2020

Agency partner initiation for implementation is scheduled for Jan 2021 go live. If agency partners & program have not identified all integrations to be built, or decommissioned this could lead large scale schedule delays for implementation of ERP finance module

6

1. Clearly define scope and develop work plan for integrations readiness 2. Present the integrations readiness project to BO and advisory groups to collect additional risks/issues related to integrations work

CTO

03/05/20: Integrations will never be complete, as agencies will continue to build/modify applications that require interfaces, ongoing process and lessen impact on agencies. Should consider a threshold for completing a certain amount of this work before the 1/2021 completion date

R0064 03/04/2020

Agencies have concerns that a mid-biennium go-live will create additional work for their agencies (systems and processes – reporting) – need to acknowledge these impacts and help identify ways to minimize the impacts on agencies > need to consider the impacts on TRAINS versus the additional amount of work needed (have acknowledged agencies feelings about the mid-biennia go-live but need more assessment on the actual impacts in regards the work) – risk now because the risk isn’t fully understood

6 PMO Manager

03/05/20: More work is needed on forming this risk. Setting checkpoint for next meeting

R0068 03/16/2020

Several agencies lack documentation needed for their interfaces with state enterprise systems, not complete and/or lacks significant details. Without this crucial information, there could be significant impacts on the overall program timeline or system implementation schedule and costs.

6

1. Build time into the detailed integrations readiness plan to work closely with agencies for understanding the details needed for the implementation of a new ERP solution, such as documenting primary keys for data (which has been an ongoing issue with HRMS Gaps that did not have values unique IDs for each row).

OFM IT

3/18/2020: risk logged 4/9: All agencies have responded to Tech team data submission. 4 agencies have responded saying that they have additional data needing to be submitted. These 4 agencies are large to medium sized.


R0067 03/13/2020

The program does not have a detailed understanding of the activities (such as design, config, test, deploy, BP, etc.) for the entire lifecycle of the project. This lack of detailed knowledge could result in scoping challenges as well as resource constraints at the agency and program level

4 PMO Manager

R0076 04/22/2020

Reliance on state's SharePoint collaboration site (and its constraints) may impact the effectiveness and efficiency of contracted resources due to the state requirement to have a state email address and laptop to access the states network. This is specific to SI onboarding

9 Sharepoint Admin

4/23/20: Needs follow up from program management on direction. Bringing back next meeting. 5/7/20: Basecamp is in place now as a collaboration tool.

R0079 04/22/2020 Continual delays in the selection of the ASB ERP vendor may result in delays to the successful launch of the implementation phase

12 Continually work with Procurement vendor to understand potential impacts to schedule of delaying announcement

Program Director

4/23/20: Cant issue SI RFP until ASB ERP Vendor is selected and announced. This could impact the project schedule related to SI onboarding.

R0071 04/22/2020

Agencies outside of the SGN who need to access the ERP system may not be able to access the ERP system if the security design of the system does not incorporate their need.

15 OFM IT 5/7/20: Reviewed by committee

R0081 04/22/2020 Due to delays in software vendor selection by the program, the SAR/TIG documents may not have enough information for second draft completion. This could lead to delays in technical schedule

6 CTO 5/7/20: Tech team working with stakeholders on 2 draft of SAR and TIG. Progress being made.


Appendix B: Issue Register from 5/11/2020

ID Date Logged Issue Description Priority Score Issue Owner Response Plan Notes / Comments

I0009 03/06/2020

Covid 19 continues to spread throughout western Washington. If institutional closures and personnel absences continue as Covid 19 spreads, this will result in negative impacts and work stoppage on project schedule, scope and budget.

12 PMO Manager

Program is examining VPN and telework capabilities for all program staff. Program is also examining staff responsibilities in case of an absence due to Covid 19. Program is also examining the dependencies outside of internal team members such as partner agency resources

3/20/20: Patching limited resourcing for IT PM with Dan W and Randy Doyle. Timing of recruitment may be impacted by Covid-19. Cross training is being sought by PMO to address potential absence due to illness of staff resources. Zoom licenses being sought by business operations for large scale external meetings and internal program meetings. Complete state reliance on VPN could overload WATECHs server capacity. Internet bandwidth also limited,

I0010 03/06/2020

The OneWa Program has received feedback from agency partners that communications both in frequency and content are not being received by the correct points of contact or are not being disseminated down to all impacted stakeholders.

6 OFM Director

Program is developing comprehensive communications plan and revamping agency points of contact Program is also developing a robust stakeholder engagement plan Program is undergoing website re-design OneWa program working closer with OFM Communications to ensure continuity of messaging

03/5/20: Issue Logged

I0019 04/24/2020

The ASB ERP Vendor announcement is delayed. This has resulted in key stakeholder concern/confusion pertaining to the next steps in this milestone

8 OCM Director

5/7/20: Matthew Meacham's talking points around the 18 to 24 month period that is average for ERP implementation is easing stakeholder concerns. Place back on the risk register.

I0017 04/10/2020

The integrations readiness project requires staffing vacant and new positions. After the first round of hiring, the team was only able to fill 1 of 3 vacant positions, with 2 new positions becoming available in July 2020. This has already caused a delay to Informatica training. Due to the recent COVID-19 outbreak, OFM HR has stated that they will not on-board new employees until 5/16/2020 at the earliest. The integrations project team is still in its planning stage and expects to have a integration plan complete by the end

12 OFM IT

1. Build multiple rounds of hiring into project schedule, including time after integration plan is developed and the start of next FY to reevaluate the team composition. 2. Evaluate options for leveraging existing data management staff to assist with the integrations work but would require additional training but could be helpful in other areas within the first phase of this work. Contingency: If integration team is not

4/10/2020: Moved from risk register to issue log; the integration had one new hire start last week (4/1) and conducted three interviews; they were also looking at internal hires/transfers to fill positions; need to identify triggers to bring on contractor support to include cost estimates; 5 vacant positions still unfilled and COVID-19 and OFM HR has stated that the earliest start for new hires is 5/16 4/13/2020: One candidate from


of May. However, without enough qualified staff hired, on-boarded, and trained by the mid-June start date, the project will likely not have enough resources to complete the integrations readiness plan by January 2021.

staff to complete the integrations readiness work to migrating select agencies to standard interfaces by MM-DD-2020, OneWa will leverage contractor support to complete the integration development work by January 2021

previous interviews is moving forward to next phase. A BA was assigned to 50% support to integration team this week and current plan is to have 1.5 FTEs dedicated by mid-May. OFM IT is undergoing restructuring with internal teams, they will continue to provide M&O support but will start to learn the integrations team tools. The skill assessments and training will take some time but based on team's analysis and assessments, not all of the integration work will be interface development so we believe that the work can be spread throughout the team. 4/27/2020: the integrations team conducted an internal hire for integration developer beginning 5/1 and is pushing back on incoming requests for integrations work, stating they will not use OneWa funded positions for non-OneWa related integrations work. 5/7/20: Randy is concerned over a possible hiring freeze due to budget shortage. May 1 internal hire for accounting developer.