Washington State Department of Corrections

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

mailto:Tom.Boatright@isg-nw,.com

mailto:[email protected]


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


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


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


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.


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.


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,


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


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



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


• 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



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



• 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


• 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

http://www.projectengineer.net/process-groups/project-execution/



• 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


• 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.



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


• 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.



• 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


• 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



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


• 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



• 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


• 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



• 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.


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


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


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:


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.


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


• 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.

Washington State Department of Corrections

Documents

Transcript of Washington State Department of Corrections