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Washington State
Department of Corrections
Correctional Industries ERP Upgrade Project
Quality Assurance Follow-on Assessment Report
July 2019
July 22, 2019
2 CI ERP Upgrade Project Follow-on Assessment Report| July 2019
ISG Quality Assurance Team
Name Title Phone E-mail
Tom Boatright Principal & Engagement Manager 360.915.3965 Tom.Boatright@isg-nw,.com
Dillon Mullenix Principal & Lead Analyst 360.789.4947 [email protected]
Chad Stoker Technical Director & Technical Analyst 360.870.9302 [email protected]
Revision History
Revision Revision Date Name Notes
1.0 July 22, 2019 ISG Draft for Review and Approval
3 CI ERP Upgrade Project Follow-on Assessment Report| July 2019
Table of Contents
Executive Summary ...................................................................................................................................5
Assessment Period .................................................................................................................................5
Executive Summary Dashboard ..........................................................................................................6
Overall Status .........................................................................................................................................6
Reporting Period Accomplishments ...................................................................................................8
Closed Recommendations Summary .................................................................................................8
High Priority Recommendations ..........................................................................................................8
Detailed Assessment Matrix Assessment and Recommendations .................................................. 11
1.0 Project Integration Management .............................................................................................. 11
2.0 Project Scope Management ...................................................................................................... 12
3.0 Project Schedule Management ................................................................................................. 13
4.0 Project Cost Management ......................................................................................................... 14
7.0 Project Communications Management ................................................................................... 17
8.0 Project Risk Management ........................................................................................................... 18
Appendix A. ISG Discovery Interviews ................................................................................................. 21
Interviews ............................................................................................................................................. 21
Meetings Observed ............................................................................................................................ 21
Appendix B. ISG Discovery Documentation ....................................................................................... 22
Appendix C. ISG Framework Categories and Legend ..................................................................... 23
ISG QA Process Background and Approach ................................................................................. 23
ISG Qualitative Analysis System ........................................................................................................ 23
Appendix D. Project Background Summary ...................................................................................... 25
4 CI ERP Upgrade Project Follow-on Assessment Report| July 2019
July 22, 2019
Ms. Danielle Armbruster, Executive Sponsor
Mr. Scott Edwards, Business Sponsor
Department of Corrections – Correctional Industries
RE: Enterprise Resource Planning (ERP) Upgrade Project
Deliverable #2: Follow-on Assessment Report – July
Dear Danielle and Scott,
Integrated Solutions Group LLC (ISG) is pleased to provide this Follow-on Assessment Report for
July per the above referenced contract with Department of Corrections – Correctional
Industries to provide Quality Assurance (QA) services.
This Follow-on assessment report is based on the ERP Project Team and stakeholder activities
relative to the QA recommendations from the Initial Readiness Assessment (IRA) Report
provided in February as well as an assessment of new project activities and deliverables in
subsequent months.
This report identifies findings and recommendations that are based on the professional
experience and judgment of ISG’s consulting team. The report was prepared in an
independent manner. Project participants and stakeholders were consulted only for discovery
interviews, informational inquiries, and validation of facts and assumptions.
Thank you for the opportunity to provide QA services to the ERP project. Please let me know if
you have any questions or comments.
Regards,
Tom Boatright
Principal
Integrated Solutions Group, LLC
Cc: Lindsey Konrad
5 CI ERP Upgrade Project Follow-on Assessment Report| July 2019
Executive Summary The purpose of the Department of Corrections Correctional Industries (CI) Enterprise Resource
Planning (ERP) Upgrade project is to develop and execute a plan that results in a replacement
of CI’s Microsoft Great Plains 8 system with a modern ERP. The current system faces significant
support and business functionality challenges that were not addressable without a system
change. The need for a highly functional and scalable solution led to the decision by agency
leadership to prioritize and ultimately schedule this project for execution in 2019.
The project is nearing the commencement of its Pre-Implementation Analysis (PIA) phase. The
PIA phase is intended to execute an in-depth analysis of the envisioned solution for the
purposes of building a detailed plan for the subsequent full implementation phase of the ERP
Upgrade Project.
Integrated Solutions Group (ISG) was retained in late December of 2018 to conduct a project
Initial Readiness Assessment (IRA) Report as well as follow-on Quality Assurance reporting
services to the Project Executive and Business Sponsors as well as the Office of the Chief
Information Officer (OCIO). This report constitutes the fifth Follow-on Assessment Report and will
be followed by monthly QA assessments for the duration of the ERP project.
Assessment Period
The July Follow-on Assessment Report is based on QA findings gained from interviews,
documents reviewed and observations from June 21st through July 22nd.
This fifth follow-on report reflects the project team’s preparations for the initiation of the PIA
phase’s contracted support activities, namely the design and requirements gathering of the
platform as well as the Organizational Change Management (OCM) activities that will guide
the agency through the implementation. Both DXC (PIA) and Liberum (OCM) are actively
engaging in their contracted support activities this month. DXC is adding staff and identifying
the individuals that will be working to understand requirements and process flows in
preparation for a kickoff towards the end of July. Liberum is shadowing the CI project team to
come up-to-speed on the operation of the organization in anticipation of developing a
comprehensive OCM strategy for the project. The CI project team is working to ensure
appropriate staffing in key areas that have been shown to require additional support including
maintaining existing GP8 software and hardware solutions in the field and project coordination
activities.
The areas of emphasis in this reporting period remain focused on the foundational elements of
establishing the project controls for the project. The Project’s Charter, development of the
data migration strategy and finalization of the Risk Management Plan remain as the points of
emphasis in this reporting period. As the project prepares to move into the PIA phase, it is
important to finalize and establish these project controls.
Project Charter: The project team has drafted the Charter and it is in the final stages of
finalization. The next step is to ensure Sponsor and Steering Committee support through
6 CI ERP Upgrade Project Follow-on Assessment Report| July 2019
gathering appropriate signatures. It will be critical to actively update the Charter as
necessary throughout the project as more detailed information becomes clear.
Data Migration Strategy: Data management is an area of focus in terms of identifying
early risks and developing mitigation plans. As the PIA phase initiates, the project team
should focus on developing the framework and ensure alignment between DXC,
Liberum and the agency exists. Through development of the framework, data
management risks and risk mitigation plans can be identified early, ultimately reducing
the possibility of unanticipated requirements impacting projects scope, schedule and
budget.
Risk Management Plan: As the project enters the PIA phase, risk management becomes
paramount as an active and practiced project control. The project will face
heightened levels of risk identification in the PIA phase and will be required to have
active and mature risk management and mitigation processes in place.
ISG’s overall risk rating of the project increased slightly in the reporting period from a to a
rating of This rating indicates the project continues to mature and is making progress
towards being prepared to enter and exit the PIA phase of the project successfully.
The three (3) high priority recommendations open in this report represent ISG’s overall and
comprehensive position on how the project team can manage the PIA phase and reduce the
overall project risk.
Executive Summary Dashboard
ISG assessed the ERP Upgrade project using each of the ten (10) categories in the QA
Framework that aligns with the Project Management Institute (PMI) Project Management Body
of Knowledge (PMBOK) guidelines.
The quantitative assessment ratings by category and overall project rating for the ERP
Upgrade project are found below. Detailed assessment findings and recommendations by
category are found following the Executive Summary section of this report.
Overall Status
In July, the overall recommendations summary for the project is as follows:
• Closed Recommendations: No recommendations were closed in the reporting period.
• New Recommendations: Four (4) new recommendations were made during the reporting
period.
• Recommendation Status: Of the forty-eight (48) QA recommendations made to date,
thirty-eight (38) remain open, three (3) of which are High Priority.
7 CI ERP Upgrade Project Follow-on Assessment Report| July 2019
Figure 1: CI ERP Upgrade QA Dashboard
Historical view of Category Risk Ratings
ISG utilizes visual cues to indicate trending in each area’s risk impact assessment, where a
down arrow reflects a lowering risk. Trending is displayed for the current and previous month’s
assessment as well as the initial baseline assessment rating as shown below.
Impact Assessment
rating has decreased
from previous
reporting period
Impact Assessment
rating has not changed
from previous reporting
period
Impact Assessment
rating has increased
from previous
reporting period
Table 1: Risk Assessment Rating Trends
Management
Category
Impact
Trending1
Initial
Readiness May June July
Overall Project Rating
1.0 Integration
1 A downward arrow reflects a lower or improved risk rating.
8 CI ERP Upgrade Project Follow-on Assessment Report| July 2019
Management
Category
Impact
Trending1
Initial
Readiness May June July
2.0 Scope
3.0 Schedule
4.0 Cost
5.0 Quality
6.0 Human Resource
7.0 Communications
8.0 Risk
9.0 Procurement
10.0 Stakeholder
Reporting Period Accomplishments
• Contracts are fully executed for the PIA phase of the project tentatively scheduled to
kick-off in late July.
• The OCM vendor is in place and actively working to develop a comprehensive OCM
strategy for the project.
• With an outline in place for the schedule and deliverables of each team, detailed
enhancements of project controls are beginning to take shape.
• The D365 Development environment is established and being reviewed by CI staff.
• Additional resources have been added to the project team to support the increased
scope of tasks commensurate with a project of this size.
• Enterprise Resource Planning meetings have been established as a way to provide
more frequent updates about the status of the project.
Closed Recommendations Summary
No recommendations were closed during this reporting period.
High Priority Recommendations
Of the thirty-seven (38) open recommendations contained in this follow-on assessment report,
9 CI ERP Upgrade Project Follow-on Assessment Report| July 2019
ISG identified three (3) recommendations as High Priority that require immediate or near-term
activity to reduce overall risk. The high priority recommendations are provided below and are
also included in the Detailed Assessment Findings section that follows.
2. High Priority Recommendation: Initiate the Project Charter revision processes, to include
incorporation of key elements consistent with PMI best practices. The charter document
should reflect outputs of the PIA phase and be finalized and signed by the Executive
Sponsor or other person(s) authorizing the project to move forward.
17. High Priority Recommendation: Formalize a data migration strategy for key data points that
will be required for continuity of operations post go-live; include external stakeholders such
as OFM that are customers of CI data.
26. High Priority Recommendation: Develop a Risk Management Plan to include the following
elements.
o How are risks identified and raised?
o Qualitative Risk Analysis
o Quantitative Risk Analysis
o Plan Risk Responses
o Implement Risk Responses
Interpreting the Detailed Assessment Table
ISG’s process in developing the detailed assessment table in the follow-on assessment report
includes discovery interviews, project artifact reviews, and meeting attendance. Meeting
attendance includes project team meeting observations. Artifact review includes project
plans, project budget reports, status reports, deliverable documentation and project
management methodology, please refer to (Appendix A & B) for full list of interviewees and
deliverables reviewed. The following definitions are provided in relationship to the detailed
assessment table headings.
Category Assessments:
ISG provides an overall category narrative and then individual category assessment findings in
narrative form describing the current state. This information is gathered from key staff
interviews and documentation review and is specific to the ISG QA framework area being
assessed.
Impact Rating:
ISG assigns an impact rating that is based on our assessment findings being compared to
industry best practices, similar project benchmarking where appropriate and our consultants
experience. The rating system is a high, medium and low impact rating.
Recommendations:
Identifies ISG’s recommendations for moving the project closer to industry best practices and
10 CI ERP Upgrade Project Follow-on Assessment Report| July 2019
reducing risks. Implementation of the recommendation is delignated by a high, mid and low
priority implementation designation. This designation is intended to assist the project team in
determining ISG’s position on which recommendations to address in what general order.
Trend:
Indicates category risk rating from previous period with an upward arrow indicating increased
category risk, downward arrow meaning decreased and an equal’s sign indicating no
change.
11 CI Upgrade Project Follow-on Assessment Report| July 2019
Detailed Assessment Matrix Assessment and Recommendations
1.0 Project Integration Management
Assessment Report Observations Impact Recommendation
• The Project Charter was reviewed with the Steering
Committee and is nearing pre-PIA phase
completion. The PIA phase will inform the Charter
and the project team is committed to actively
incorporating critical learning and information
gathered in the PIA phase.
• Key assumptions and constraints are beginning to
present for the project and documenting them will
become important as the progress is made.
• A Stakeholder list is beginning to be developed.
Project leadership reports that ESC members have
begun to identify individuals that would be
appropriate for the responsibilities of Stakeholder
membership.
• DXC has finalized contract negotiations with CI and
the PIA contract has been signed.
• CI has established a common contractor image and
list of software for contracted staff engaged on the
ERP project to utilize during the project.
• Liberum has begun to shadow Lindsey’s work in an
effort to become fully immersed in all aspects of the
project before initiating their face-to-face
interactions for OCM.
• A weekly project team meeting has been
established and is beginning to evoke feedback
5
1. High Priority Recommendation: Initiate the Project
Charter revision processes, to include incorporation of
key elements consistent with PMI best practices. The
charter document should reflect outputs of the PIA
phase and be finalized and signed by the Executive
Sponsor or other person(s) authorizing the project to
move forward. The following elements should be
included in the next version of the charter.
o Measurable project objectives and related
success criteria
o High-level requirements
o Assumptions and constraints
o High-level risks
o Summary milestone schedule
o Summary budget
o Stakeholder list
o Project approval requirements (i.e. what
constitutes project success, who decides the
project is successful, and who signs off on the
project
o Assigned project manager, responsibility, and
authority level
3. Create a weekly-task review with each project team
that re-occurs weekly. Establish a check-list during the
meeting agenda so that each week, common areas of
12 CI Upgrade Project Follow-on Assessment Report| July 2019
Assessment Report Observations Impact Recommendation
and provide status updates to the key members in
attendance.
• A full accounting of detailed activities has not yet
been broken down in the project schedule for the
current vendors. The project team plans on
developing a fully integrated plan in the early stages
of the PIA engagement.
• ERP Project Control Log is being updated regularly
with risks and decisions. It is likely to be utilized more
frequently as the vendors onboard and the project
moves into the PIA phase and it is all centralized in
this single file.
• Microsoft Project may be missing the fields required
for comprehensively reporting on the progress of the
project. For example, recommendation 5 will require
additional fields of input that are not available in the
Microsoft Project software. It’s common for some
redundancy to occur during data entry in Microsoft
Project and other task-tracking platforms with
reporting and dashboarding capabilities.
review can be assessed.
4. Create a dashboard with status information derived
from the project’s activities, key meetings, and
stakeholder priorities. Metrics to include could be tasks
closed versus open and budgeted spending versus
actuals across FTE’s and Vendors alike.
5. Implement Story Points and/or “Value” to each task in
the project plan. Adding up the “Value” associated
with tasks can demonstrate earned value overall.
31. Evaluate the need for a Project Integration Tool, such
as Microsoft Project, to synchronize deliverables,
resources and milestones across project team
members.
38. Setup a collaboration process to improve information
flow and ensure review cycles occur and are efficient.
Visibility into project control documents and supporting
documents such as contracts will improve final
products.
2.0 Project Scope Management
Assessment Report Observations Impact Recommendation
• There appears to be strong alignment between DXC
and CI regarding the scope of the PIA engagement
as the requirements, business processes and key
functional areas are outlined at a high level in the
6. As the PIA takes shape, develop the Scope
Management Plan outlining the following elements.
o Requirements
o Scope Statement
13 CI Upgrade Project Follow-on Assessment Report| July 2019
Assessment Report Observations Impact Recommendation
SOW. A greater level of detail may become
necessary as DXC begins documenting configuration
requirements and user stories.
• The final “signed” SOW for DXC includes a list of tools
necessary for the work to commence. However, the
tools did not necessarily reference a particular version
which could be an issue if not clarified.
• It’s uncertain if DOC IT would be responsible for
providing the actual tools mentioned in the DXC
SOW. DOC’s IT department may need to be assessed
for their readiness to support and provide
governance for some of the tools mentioned.
4
o Work Breakdown Structure (WBS)
o Roles and Responsibilities
o Deliverables
o Sponsor Acceptance
o Scope Control
7. Review feedback from the OCM resource closely.
Identify areas that could increase scope or risk to the
project and work to mitigate or address them.
32. Consider identifying the critical elements of the Access-
based shadow systems that need to be included in the
future D365 implementation.
43. Consider creating a Business Requirements team that is
capable of clarifying and approving business
requirements during the PIA and implementation
phases of the project.
45. NEW: ISG recommends documenting a formal
Application Development Lifecycle process. This should
include documentation about refining CI’s technical
solution decision-making processes with an emphasis
on activities involving ticket tracking, conversion into
user-stories, documenting DevOps principles that will
be required to upgrade and deploy the solution post
go-live, and identifying the roles responsible for
approving each phase of the lifecycle.
3.0 Project Schedule Management
14 CI Upgrade Project Follow-on Assessment Report| July 2019
Assessment Report Observations Impact Recommendation
• The project schedule is anticipated to go through a
thorough review and will be updated now that the
vendors are being onboarded and task details are
beginning to take shape.
• Enabling the D365 environment in the shared tenant is
multifaceted and will require collaboration of CI,
WaTech and DOC IT as they all support various
services required to support the CI instance.
6
8. Develop a schedule management plan to increase the
probability of meeting project deadlines. The plan will
be important during project execution when issues arise
and decisions need to be made regarding schedule.
The schedule management plan should include the
following minimum elements:
o Schedule Development
o Schedule Control
o Schedule Changes
o The Project Schedule
9. Incorporate the schedule management plan in the
Integrated Project Management Plan and ensure
approval by the executive sponsor. Include DOC and
CI staff in a review of the Project Schedule before
finalization to ensure input is received and buy-in is
achieved.
46. NEW: ISG recommends requesting a project resource
be assigned from WaTech to represent, advise and
actively manage tasks related to enabling D365 in the
shared tenant environment in support of the project.
4.0 Project Cost Management
Assessment Report Observations Impact Recommendation
• ISG has not observed any cost challenges related to
IT hardware purchase, staffing considerations, or
vendor costs to date.
11. Develop Cost Management Plan including estimates,
budget and cost control methodologies so that when
the project moves into execution, costs can be
15 CI Upgrade Project Follow-on Assessment Report| July 2019
Assessment Report Observations Impact Recommendation
• There is an outstanding issue related to handhelds
and synchronization of data that could add some
costs depending on the level of configuration or
customization required to implement.
2
proactively managed.
12. Ensure each workstream lead reviews any cost impacts
as a result of hardware, software, services, resources or
architecture updates.
13. Ensure spending approvals are made within the DOC
spending governance process and approved by the
Steering Committee and/or Executive Sponsor.
5.0 Project Quality Management
Assessment Report Observations Impact Recommendation
• Data-migration strategy has been discussed, but the
formal documentation identifying the strategy has not
been completed and signed off on.
• A step toward establishing a formal sign-off process
was made as the Steering Committee members are
beginning to identify Stakeholders for the project as
well as approve a formal Decision-Making Matrix.
• Weekly team meetings are functioning well as a point
of synchronization and have been expanded to
include OCM and QA participants. This group is
engaging in key issues for the project and providing
clarification as needed to other stakeholders.
3
14. The project must plan for and complete the OCIO
Security Design Review processes required for the
migration to the Cloud.
15. Draft a formal decision regarding the project’s data
migration strategy to include pros and cons as well as
cost benefit analysis for each scenario.
16. High Priority Recommendation: Formalize a data
migration strategy for key data points that will be
required for continuity of operations post go-live;
include external stakeholders such as OFM that are
customers of CI data.
17. Develop a QMP to ensure quality objectives are
achieved for technical and application performance.
18. Develop a formal sign off process to
include appropriate stakeholders and user areas
indicating the application is ready for promotion to
the next gate.
16 CI Upgrade Project Follow-on Assessment Report| July 2019
Assessment Report Observations Impact Recommendation
33. Consider engaging a LEAN practitioner to review ERP
processes and use the information to inform the design
and implementation of the system.
6.0 Project Human Resource Management
Assessment Report Observations Impact Recommendation
• Many DXC resources have been identified and are
readying themselves to begin work within this reporting
period. DXC appears to be targeting between seven
and twelve staff for the PIA phase.
• The engagement manager for DXC will be transitioning
his work to a new person over the coming two months
as the PIA engagement begins. This does pose a risk to
the project as the outgoing engagement manager
was very familiar with CI and their business. Both DXC
and CI are taking reasonable steps to mitigate the risk
to the best of their ability.
• The OCM consultant, Liberum, has immediately
provided resources to supplement project
management activities during the reporting period.
• Identifying the architectural design of the solution from
both a networking and application point of view has
been assigned as a project deliverable.
• The project team is executing the plan to CI free up
key resources focus on D365 by allowing other
resources to focus on the maintenance and operations
of GP8.
5
19. Develop a Human Resource Management Plan with
a focus on activity estimating for resources, resource
management against assigned task(s) and how
resource “collisions” will be managed when they
present during the project.
20. Conduct capacity analysis with the goal of
determining optimal project staffing levels and
document impacts of “less than optimal” levels.
21. This project is not unlike most IT projects where certain
staff are critical and have knowledge beyond their
co-workers. Mitigating this risk by adding
documentation and/or shadowing can be invaluable
should key resources turn over or be removed from
the project.
47. NEW: Consider adding a technical Business Analyst to
facilitate documentation of technical requirements
for the handheld device and data synchronization
procedure. This piece of the architecture will be
included in the Security Design Review with the Office
of Cyber Security.
17 CI Upgrade Project Follow-on Assessment Report| July 2019
Assessment Report Observations Impact Recommendation
• CI’s technical resources will likely be required to
support and provide input into several daily issues that
will pop up due the nature of the age of the current
system, the relatively short time-frame it will continue to
be supported within CI, and the time it takes to learn all
aspects about the legacy platform. Ensuring there is
agreement on “freezing” the Great Plains 8 system as
the project progresses will be critical in maintaining
focus on the D365 system and not the Great Plains 8
system.
• The agency is actively seeking to fill its vacant Business
Solutions Manager position.
7.0 Project Communications Management
Assessment Report Observations Impact Recommendation
• CI leadership has established an “Enterprise Resource
Planning” (ERP) check-in meeting to ensure
stakeholders to the project are communicating with
Program and Project Managers and receiving regular
updates.
• Liberum, the OCM vendor, is working on
communication strategies and an overarching plan as
part of their engagement.
4
22. Develop an appropriately scaled Project
Communication Plan to ensure timely visibility into the
status of the project.
23. Incorporate “why(s)” into communication strategy
for staff that highlights the agencies reasoning for this
project.
24. Present project data, tasks, risks, issues, project
progress and status in a simple to understand
summary during project team and Steering
Committee meetings.
35. Consider establishing a SharePoint site with
18 CI Upgrade Project Follow-on Assessment Report| July 2019
Assessment Report Observations Impact Recommendation
appropriate access accounts for the team members
engaged in the project to collaborate on and share
documentation.
48. NEW: Create a workshop session with the IT vendors,
OCS, WaTech operations and the DOC cybersecurity
team to identify which components of the security-
design review each party will need to create content
for, and what the context and format of the content
will need to be. This workshop could also better inform
the product selection associated with Inventory
Tracking later in the project.
8.0 Project Risk Management
Assessment Report Observations Impact Recommendation
• A risk-log has been created, but a comprehensive Plan
has not yet been drafted and documented for review.
The components of a risk-management plan identified
in the recommendation have not been available for
review.
• There is some ambiguity about the level of Security
Design Review that will be required for the project.
Although this is somewhat common with new
architectures such as D365 in the shared tenant, the
project can mitigate the risk by being diligent to initiate
and ensure the necessary steps to complete the review
are making progress weekly.
7
25. High Priority Recommendation: Develop a Risk
Management Plan to include the following elements.
o How are risks identified and raised?
o Qualitative Risk Analysis
o Quantitative Risk Analysis
o Plan Risk Responses
o Implement Risk Responses
36. Document external dependencies, such as wireless,
that may have impact on scope, schedule or budget
for the project.
44. Cyber Security should initiate the security design
19 CI Upgrade Project Follow-on Assessment Report| July 2019
Assessment Report Observations Impact Recommendation
• The ERP Project Control Log being used to track CI’s
risks may need to be updated to reflect risks around
shared tenancy administration and identify mitigation
strategies to those concerns so that the
implementation phase of the project is not surprised by
a configuration change that’s needed, and must be
completed by the State’s Global Administrator.
• There appears to be a lack of documentation
concerning the shared tenant architecture in the State
of Washington which makes it difficult to know who is
responsible for which activities as it relates to
establishing and supporting an instance of D365.
• Delivering functionality to a new Dev, Test, and Prod
environment for the new ERP will likely break-down if
governance and training processes are not created.
review process prior to the PIA being completed so
that delays due to architectural approach or security
review process timelines do not occur.
9.0 Project Procurement Management
Assessment Report Observations Impact Recommendation
• Procurement activities were observed to be on track
during the reporting period.
• There was some shuffling of resources by DXC as they
identified exactly who would be placed on the project
for the PIA phase.
• The Investment Plan has been reviewed by the OCIO
and feedback is being provided to CI.
2
26. The Procurement Plan can be sized accordingly but
should exist within the Integration Project
Management Plan with a focus on how
procurements are conducted and monitoring. With
outside vendors, management of the SOW and
Master Contract will be key in managing scope,
schedule and budget.
10.0 Project Stakeholder Management
20 CI Upgrade Project Follow-on Assessment Report| July 2019
Assessment Report Observations Impact Recommendation
• Steering Committee members have been working
closely with CI project leadership to identify
Stakeholders to support decisions during the project.
• Liberum has begun their work and committed to being
involved in Stakeholder Management and developing
a plan in collaboration with CI.
2
27. The Stakeholder Plan can be sized accordingly but
should exist within the Integrated Project
Management Plan to validate it was considered and
evaluated. In this instance it could be included in the
Communication Plan, but if that is done, it should be
noted.
28. Evaluate and include external stakeholders and how
they will be involved in the project, their
communication needs and the cadence of that
communication.
21 CI Upgrade Project Follow-on Assessment Report| July 2019
Appendix A. ISG Discovery Interviews
ISG conducted interviews as an information gathering and validation process of the discovery
and assessment phase. Interview sessions were designed to gather information in relationship
to the ISG QA Framework. Interviewee questions were prepared in advance by the ISG team
assigning specific QA Framework questions to the roles of individuals being interviewed.
Interviews Meetings Observed
1. Danielle Armbruster
2. Scott Edwards
3. Lindsey Konrad
4. Al Soper
5. Alex Larsson
6. Glen Grover
7. David Schroetlin
8. Jennifer Renhard
1. ERP Check In
22 CI Upgrade Project Follow-on Assessment Report| July 2019
Appendix B. ISG Discovery Documentation
ISG has reviewed the following project documents in the assessment and discovery phase.
ISG’s assessment and findings are based in part on review of the documents reviewed.
Project Controls
1. ERP Upgrade Project Schedule 6-17-19 (*.mpp)
2. Project Org Chart
3. DXC Eclipse PIA Contract
4. Decision Document – ERP Connectivity
5. Project Issue Paper
6. Steering Committee Charter
7. ERP Project Control
8. Draft Project Management Plan
Communications & Reporting
None available at time of report
Organization Change Management
None available at time of report
23 CI Upgrade Project Follow-on Assessment Report| July 2019
Appendix C. ISG Framework Categories and Legend
ISG utilizes the following ten (10) areas within its assessment framework. Each of these areas
are assessed, and qualitatively and quantitatively described in the detailed assessment
report.
ISG utilizes the following quantitative system in our assessment process:
ISG QA Process Background and Approach
ISG’s process in developing the baseline assessment report included discovery interviews,
project artifact reviews, and meeting attendance. Meeting attendance included project
team meeting observations. Artifact review includes project plans, project budget reports,
status reports, deliverable documentation and project management methodology, please
refer to (Appendix A & B) for full list of interviewees and deliverables reviewed.
Within the baseline assessment detailed reporting tables that follow, the reader will find the
Assessment Categories and then both Qualitative and Quantitative assessment findings. The
Categories and Quantitative Analysis System is defined on the previous pages and the
Qualitative definition described below:
ISG Qualitative Analysis System
Assessment/Findings:
Describes ISG assessment findings in narrative and qualitative form. This information is
gathered from key staff interviews and documentation review and is specific to the
ISG QA framework area being assessed.
Expected Outcome:
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This area of the assessment report is intended to provide the reviewer with a high-level
definition of what is expected from the assessment area. ISG can provide additional
detail in these areas to include examples and templates in some cases for ESA
utilization.
Project Controls:
The program controls section lists PMI PMBOK and general industry best practices, and
program/project control techniques and tools. ISG can support this section with
examples and discussion of techniques and tools.
Recommendations:
For categories of the assessment framework that have assessment findings, ISG
includes recommendations. Recommendations are based on industry best practices
and practical ISG team experiences.
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Appendix D. Project Background Summary
DXC Eclipse (DXC) is being utilized to execute the PIA and full implementation phases of the CI
ERP Upgrade Project.
The PIA phase is intended to execute a detailed analysis of the requirements for implementing
Dynamics 365 and will conclude with project plans and controls being produced to manage
the full ERP implementation within CI. The PIA will be conducted over an eleven-week period
with the following high-level workstreams and objectives:
Pre-Implementation Analysis (PIA) of Dynamics 365 covering functional gap analysis for
the following functional areas:
• Financial Management
• Project Management and Accounting Human Resource Management
• Supply Chain Management
• Manufacturing
• Sales and Marketing
• Field Service
• Support
• Project Service
• Business Intelligence
• Additional Functionality - Third Party ISVs
Pre-Project Initiation Preparations:
The DXC and CI Project teams will develop the following core project control processes:
• Full Project Schedule
• Integrated Project Management Plan
• Project Kick-off Plan
Full Project Scope and Requirements process:
DXC and CI teams will conduct scope and business requirements analysis to identify the high-
level business processes and associated key requirements along with any potential gaps to
the standard Dynamics 365 solution. These key requirements will be captured through
workshops sessions with the key stakeholders and subject matter experts from CI and will serve
as foundational inputs to building the Scope, Schedule and Budget and associated controls
for the full implementation phase.
• Core Concept Training
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• Scope and Requirements Definition
• Custom Development Requirements
• Analysis and Reporting Development Plan
• Data Migration Plan
Upon completion of the PIA phase, the full implementation plans for utilizing Microsoft’s
Dynamic 365 solution to meet CI’s requirements will be understood, documented, planned
and CI will be ready to initiate the full implementation phase of the project.