Washington State University Modernization Initiative - ISG Prepared by: OCIO ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Washington State University
Modernization Initiative
Quality Assurance Assessment –
September 16, 2020 – October 15, 2020
Prepared by:
ISG
October 26, 2020
Copyright © 2020 Information Services Group, Inc. All Rights ReservedOctober 26, 2020
Stacy Pearson
Project Executive Sponsor and Vice President, Finance and Administration
Washington State University
Finance and Administration
PO Box 641046
Pullman, WA 99164-1045
Sue Langen
Deputy Director for Strategy & Management
Office of the Chief Information Officer
1500 Jefferson St SE
Olympia, WA 98504
Nicole Simpkinson
Assistant Director
Office of the Chief Information Officer
1500 Jefferson St SE
Olympia, WA 98504
Dear Ms. Pearson, Ms. Langen, and Ms. Simpkinson:
ISG has completed its Quality Assurance Assessment (the Assessment) of the Washington State
University (WSU) Modernization Initiative (the Project) for the period September 16, 2020
through October 15, 2020. This month, due to the way the days of the week fall on the
calendar, we extend the assessment period through Friday, October 16 to include reporting
prepared for the Project Management Office (PMO) meeting of Tuesday, October 20. The
timing of this assessment provides timely reporting to the WSU Modernization Initiative
Steering Committee, which convenes on October 28. The Assessment was completed in
accordance with the requirements of WSU and the State of Washington Office of the Chief
Information Officer (OCIO).
User Acceptance Testing Completed; Training Begins
During the assessment period, the Project Team continued User Acceptance Testing and Payroll
Compare 2 and began delivering training. As of October 16, UAT and Pay Compare 2 (i.e.
comparing Workday payroll results to current payroll results) were completed.
UAT
“Critical” and “high” priority UAT defects were resolved. Other UAT defects will be resolved as
the Project Team can address them, which may occur following go live. Higher priority defects
will be addressed first. Outstanding UAT defects are not considered to be a risk to go live.
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page iEnd-User Training
The Training Team has continued to conduct Teach Backs (i.e. trainer practice sessions),
maintain open enrollment, prioritize revisions to existing training or new training courses
identified in UAT, and conduct initial end user training sessions. Wave 3 training materials
(reference guides and videos) are complete with one open reference guide still outstanding
pending ADA review and final approval. Six newly identified training materials were approved
through Change Control. These reference guides will be prioritized and completed as resources
become available.
End user training became a source of concern from two perspectives. First, a set of trainers
were not prepared to deliver training. Second, a notable percentage of users who registered
for training sessions have not attended the sessions for which they were registered. WSU
Project Management plans to analyze end user attendance data to better understand and
quantify this anecdotal observation. We consider this a Project issue and therefore report this
as a finding.
Please see the Appendix to this report for further discussion of ISG’s observations and
recommendations regarding end-user training and preparation for go live.
Report Development
The Project Team completed 353 of 445 reports, or 79% of all reports planned for
development. Planned reports increased by 12 from the prior assessment period. All reports
classified as “critical” and “high” have been completed and accepted.
The Project Team subsequently evaluated the 92 reports classified as “medium” and “low” that
have yet to be developed to determine which, if any, are necessary for go live. The Team
identified 47 reports that qualified. Of these 47 reports, 43 are currently being worked as part
of a reporting sprint. Ten of the 43 are “blocked,” primarily due to the interim lack of
availability of a key person to address an outstanding item.
As noted previously, WSU Project Management anticipates that some reports will not be
completed by go live and has informed the Steering Committee that this will be the case. WSU
Project Management plans to provide more specifics to the Steering Committee at this month’s
meeting.
During discussions with ISG, central office users and AFOs expressed an interest in better
understanding as to which reports and dashboards will be available at go live and, for those
reports that will not be available then, the timing of their availability (i.e. when the Project
Team anticipates they will be available).
We recommend that the Project Team provide access to the significant inventory of reports
that have been developed and are available to the user community (i.e. provide access to
sample reports populated with representative data). We anticipate that many of the reports
the user community seeks are available, but they are unaware of them. We suggest that the
Project Team communicate to the community how these reports may be accessed.
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page iiWSU Project leadership has considered a reporting workshop but has concluded that resources
are not sufficient to support development and delivery prior to go live. The Project Team
should plan to conduct reporting workshops during Sustainment.
Position Budgeting
WSU confirmed the Position Budgeting approach during the assessment period. Resolution of
this approach has allowed several downstream, related activities to move forward.
Pay Compare Cycles
The Payroll Team completed execution of Pay Compare Cycle 2 during the last assessment
period.
Regarding a related matter, WSU Project leadership has developed plans to explain pay amount
changes, as slight as they may be, to employees whose paychecks will be of a different amount.
The objective of this proactive approach is to reduce the angst that may otherwise arise when
an employee discovers a change in paycheck amount.
Cutover Planning
Plans for the cutover dress rehearsal and role-to-position mapping (R2PM) load into the gold
tenant continued to be refined.
During discussion with ISG, AFOs indicated that they have found Project Team leadership very
responsive to questions regarding cutover but were vague or unsure if they had received a
checklist of items to complete in preparation for go live. Several indicated they are receiving
information piecemeal. They believe they would benefit from a checklist (or a reminder as to
where to find it on the Project website).
In our previous reports, we have recommended a departmental scorecard. During our
discussions this assessment period, we came to understand that this may be inconsistent with
WSU culture. Rather than a scorecard that is generally available, we modify our
recommendation to a checklist that a department may use internally to track its own progress
toward readiness for go live. This checklist should include key cutover activities and other key
dates or required activities to present a comprehensive outlook.
Integrations
Work continues on integrations but the remaining work appears manageable and not a threat
to go live.
Work on the Peoplesoft – OFM AFIRS integration crosswalk and testing continues but only two
operational journal sources remain outstanding. The State has agreed to allowing testing twice
a week through December. WSU Project Management does not consider this integration a
threat to go live.
The single remaining inbound Enterprise Integration Builder (EIB) – supported integration (the
gift calculator used by the Business Office) has moved into testing. The first production run will
be required on or about March 31, so it is also not considered a threat to go live.
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page iiiProgress retesting the scenarios of the myWSU Campus Solutions Student Accounts Receivable
integration is reported to be progressing well. Financial Team leadership is meeting daily with
the Controller’s Office to move the effort forward and is providing quantitative status reporting.
More than half of the scenarios have been reviewed and approved. Those that remain are
approximately 75% complete. Estimated remaining effort is limited (42 hours) with completion
projected to occur by the end of October.
The ALMA Patron integration is reported near completion with one limited effort revision
required to address a defect with a known resolution.
Controller’s Office Resources
Project leadership continues to work with the Controller’s Office to prioritize Project requests.
Requested items are being recorded in the Project’s Risk, Action Items, Issues, and Decisions
(RAID) log. Those that impact configuration are given highest priority.
During the assessment period, ISG met with the Controller and members of her staff. Topics
raised during those discussion have been logged and include loan accounting, cashiering, WSU’s
Point-of-Sale system, endowments, depreciation of building components, the integrations
noted above, banking, and interfund accounting.
The conversion of legacy ending balances to Workday opening balances is another topic raised
during our discussions. Adequacy of resources to complete this activity represents a key risk
that, if not completed timely, could threaten go live.
WSU Project leadership is aware of these topics and key risk. We anticipate that WSU Project
leadership will encourage assignment of the highest priority to the legacy-to-Workday balance
conversion and reconciliation.
Campus/College/Department Engagement
As the Project moves into the final months prior to go live, organizational change management
(OCM) and campus, college, and departmental engagement take on increasing importance. ISG
has noted that OCM is traditionally one of the high-risk areas of a project like the
Modernization Initiative.
During the assessment period, unit representatives were expected to enroll and participate in
training, refine local procedures as well as complete other tasks to prepare for the Workday go
live.
As these units continue to manage the unique challenges of the current environment,
participation in Workday-related tasks with the level of priority necessary for a successful
deployment are a challenge.
WSU Project leadership has communicated the need to assign go live preparation tasks a high
priority to senior University groups including the President’s Cabinet, the Deans, and AFOs.
As noted above, ISG met with a set of AFOs. In addition to observations regarding training that
were summarized above, the AFOs universally reported an interest in better understanding
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page ivnew business processes (e.g., “how we manage our business”) so they can understand them
and communicate them to their reports. Many but not all reported that they were pleased
with progress in their understanding of the FDM. Cutover activities and timing, and reporting
were also top of mind.
The AFOs complimented the Project functional team leads for their responsiveness.
As also noted previously, ISG recommends the scorecard or checklist approach that provides
unit representatives with an overview of the Project-related activities they should undertake.
The scorecard/checklist may also include links to the latest set of guidance and notices of
changes in guidance that may have occurred, so that the unit representative is updated
regarding these changes and can address them timely.
Sustainment Planning
WSU Project leadership has continued development of the Sustainment plan. This includes
development of Service Desk queues, criteria for escalation, and response assignments. The
plan calls for Project Team Business Analysts to field questions until the Central Business Office
gains sufficient proficiency to handle them. Response patterns vary by functional team.
Dashboard/reports to monitor response handling are presented in the Sustainment Strategy.
Service desk training development continues.
Prioritization
WSU Project leadership has and continues to prioritize project tasks. Leadership is also making
decisions regarding tasks that will not be completed prior to go live and/or will be completed
during Sustainment.
In our previous report, we suggested approaches that may assist in this process.
Project Status
The PMO Status Report for the week ending October 16 was reviewed during the October 20
PMO meeting. It classifies Core Financials, Training, and Integrations in “yellow” status. The
PMO reports the project in “yellow” status.
ISG continues to assess the Project overall in “yellow” status.
Project Activity
Project activities during the current assessment period have focused on:
• Conducting and wrapping up UAT and tracking and resolving defects;
• Completing Pay Compare Cycle 2;
• Completing preparation of most training materials;
• Enrolling trainees and planning for reporting of training progress;
• Preparing trainers;
• Updating the training tenant;
• Initiating end user training, assessing training delivery, and making adjustments in
training materials and delivery;
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page v• Mapping PeopleSoft transactions to Agency Financial Reporting System (AFRS) codes;
• Building out and testing reports including all remaining reports classified as of “high”
priority, and reviewing them with Advisory Groups;
• Moving remaining integrations toward completion;
• Responding to security set-up for training participants and planning for gold tenant
security load;
• Refining the approach to sustainment service desk support and delivering service desk
training;
• Refining R2PM gold tenant “load and review” approach;
• Finalizing the detailed cutover plan (including key cutover dates, times, and planned
durations);
• Reviewing and updating the Workday Deployment Readiness spreadsheet;
• Updating the Board of Regents, President’s Cabinet, and Deans regarding Project status
and risks, and the upcoming go live;
• Engaging with AFOs;
• Updating the Project website;
• Issuing the Project monthly newsletter, and preparing other communications;
• Planning for the Change Management Lead’s absence during maternity leave;
• Passing the Workday DA Cutover checkpoint (on October 19); and
• Updating and elaborating the Project Workplan.
Assessment Structure
This document is structured as follows:
1. Executive Summary
We summarize significant data points, progress toward the achievement of important
project activities or milestones, and our observations, findings, and recommendations
in this section. We also present a high-level dashboard overview.
2. Project Progress and Detailed Assessment by Project Management Area
As required by the OCIO and consistent with best practice, we present our initial
observations, findings, and recommendations organized by the ten practice areas of
project management as promulgated by the Project Management Institute. These ten
areas encompass the critical activities of a successful project.
3. Summary of Findings
We summarize findings from our assessment with corresponding recommendations.
This section will include new findings, as well as open and completed findings.
Thank you for this opportunity to serve WSU and the State of Washington.
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page viI attest that ISG has prepared this report independently. Please contact me with any questions
or comments.
Sincerely,
David Hemingson, Partner
ISG Public Sector
Email: isg_usa.highered@isg-one.com
Phone: (512) 231-9212
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page viiTable of Contents
EXECUTIVE SUMMARY ......................................................................................................................................... 1
Overview................................................................................................................................................ 1
Dashboard ............................................................................................................................................. 2
ASSESSMENT OF PROJECT PROGRESS ............................................................................................................ 4
Schedule ................................................................................................................................................ 6
Budget ................................................................................................................................................... 7
QUALITY ASSURANCE ASSESSMENT................................................................................................................ 8
PMBOK Practice Area 1: Integration Management .............................................................................. 9
PMBOK Practice Area 2: Scope Management .................................................................................... 12
PMBOK Practice Area 3: Schedule Management ............................................................................... 13
PMBOK Practice Area 4: Cost Management....................................................................................... 15
PMBOK Practice Area 5: Quality Management .................................................................................. 15
PMBOK Practice Area 6: Resource Management ............................................................................... 16
PMBOK Practice Area 7: Communication Management .................................................................... 18
PMBOK Practice Area 8: Risk Management ....................................................................................... 19
PMBOK Practice Area 9: Procurement Management ........................................................................ 19
PMBOK Practice Area 10: Stakeholder Management ........................................................................ 19
ASSESSMENT OF THE ACCURACY OF THE PROJECT’S TRACKING OF PROGRESS ......................... 24
RISK ASSESSMENT .............................................................................................................................................. 25
SUMMARY OF OBSERVATIONS ....................................................................................................................... 27
SUMMARY OF OPEN FINDINGS ....................................................................................................................... 29
ISG QUALITY ASSURANCE METHODOLOGY ............................................................................................... 30
APPENDIX .............................................................................................................................................................. 33
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page viiiQA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
Executive Summary
ISG Public Sector (ISG) presents this Quality Assurance (QA) Assessment Report for the
Washington State University (WSU or the University) Modernization Initiative for the period
September 16, 2020 through October 15, 2020 (the assessment period).
Overview
This is the twenty-sixth monthly QA Assessment Report presented by ISG in its role as QA
consultant for the WSU Modernization Initiative (the Project).
With respect to earlier QA Assessment Reports, we conclude that Project leadership continues
to consider the recommendations presented in the reports and is acting to address them.
The Test Phase began on December 1, 2019 and is scheduled for completion on October 30,
2020. The Deploy Phase begins on November 1, 2020. Go live at WSU is scheduled with
Human Capital Management (HCM) including Payroll on December 16, 2020 and with Financials
and Procurement processes activated on or about January 1, 2021.
Review of the recently updated Project Workplan indicates that the following key activities
deserve close monitoring: reporting; change management; data conversion planning; and
service desk and sustainment, particularly with regard to the central offices.
The resource/staffing plan that the Project team and the Deloitte consultants (the Project
Team) have found productive should, we suggest, be synchronized with the Project Workplan.
This synchronized set of information will be useful in (1) determining if staffing is sufficient, (2)
focusing staff resources on the most important tasks, and (3) alerting Project Management
regarding the potential to re-allocate assignments to Project staff with availability not only in
the short-term but over the remainder of the Project.
We conclude that Project status remains “yellow.”
ISG reports one issue that we classify as a finding.1 We make several observations, noting
several risks that will be monitored as the Project progresses.2 We will continue to monitor the
issue and these risks.
1
An issue is “a situation that is certain and that could affect Project success in a positive or negative manner.”
2
A risk is “an uncertain situation, the likelihood of the situation, and the impacts (which can be positive or
negative) that the occurrence of the situation would have on Project success.”
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 1QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
Dashboard
This dashboard presents an overview of our assessment of the Project and the ten Project
Management Book of Knowledge (PMBOK) practice areas as of October 15, 2020.
Project Status -- Focused Attention Required
Change since Last Findings &
Project Management Area Area Status
Assessment Observations
1. Integration Management Risks Updated
2. Scope Management Risk Updated
3. Schedule Management Risks Updated
4. Cost Management --
5. Quality Management --
6. Resource Management Risks Updated
7. Communication Management --
8. Risk Management --
9. Procurement Management --
10. Stakeholder Management Issue Identified, Risks
Updated
Findings &
Traditionally High-Risk Areas* Area Status
Observations
1. Change Management
2. Integrations/System Remediations
3. Reporting**
* Areas that have proven to be high-risk during the implementations of enterprise systems at research universities
like WSU.
** Generation of dashboards, analytics, queries, and reports needed for decision-making at all levels of the
University and for compliance with regulatory and other third-party reporting. This includes reporting that is
impacted by the replacement by Workday of current HCM and Financial data sources.
ISG Monitored Areas* Rationale
1. PMO Troika Variance from best practice
2. Inter-agency Agreements Criticality to project success
3. Lack of Critical Path Variance from best practice
* Areas monitored by ISG but not rising to a level that requires Project leadership’s attention at this time.
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 2QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
Legend
Assessment Status Change
Risks/issues being addressed
Neutral; risks/issues partially being addressed or newly listed
Risks/issues increasing
Area Status
Major finding likely to adversely impact project progress or outcome
Finding/issue requiring attention or observation/risk being addressed and monitored
No finding or observation requiring action at this time
Findings & Observations
Finding(s)/issue(s) noted
Finding(s)/issue(s) and observation(s)/risk(s) noted
Observation(s)/risk(s) noted
No finding or observation at this time
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 3QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
Assessment of Project Progress
The Project continues to operate in a work-from-home environment. Project leadership
anticipates this will continue through the remainder of the Project.
Project leadership is reviewing resource requirements as new activities are identified to assess
whether sufficient resources are available to address them. Project leadership recognizes that
requests for additional resources will outstrip resource availability as the Project goes live and is
working to balance the requests with Project resource availability. Although Project leadership
is re-allocating effort where possible to accommodate the most critical needs, when resources
are limited or not available, less critical activities are assigned to the Support (i.e. post go live)
Phase.
WSU’s Project Workplan indicates the following activities are among the tasks lagging:
• A series of decisions regarding accounting-related topics;
• Agency Financial Reporting System (AFRS) integration;
• Internal audit review and sign off of separation of duties in Workday;
• Report development;
• Performance testing;
• Training;
• Go Live Dress Rehearsal conversion; and
• Service Desk set-up activities.
ISG classifies the Project in “yellow” status.
The Project Team continues to:
• Develop deliverables corresponding to tasks in the Project Workplan;
• Execute Test Phase tasks; and
• Elaborate the Project Workplan.
Project Staffing
The Core Finance and Budget Lead resigned from WSU. A replacement candidate was
identified but declined WSU’s offer. The search for a replacement continues. Deloitte is
providing interim support. The absence of a lead in this key role represents a risk to the
Project.
The WSU Change Management Lead will soon be temporarily leaving the project on maternity
leave. This is a key position in an area that is traditionally high risk and therefore we strongly
support Project leadership’s plans to identify and transition in a replacement timely.
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 4QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
Deloitte Staffing Commitment
Deloitte’s original contract was fixed cost. Current services as part of the timeline extension
provided by Deloitte under the recently modified SOW are now paid on a time and material
basis.
Project leadership confirms that WSU measures Deloitte’s progress based on timely delivery of
quality deliverables. A comparison of the effort committed by Deloitte in its Statement of Work
(SOW) against actual hours applied was for monitoring purposes only and was provided in
response to a request from Project leadership. An unanticipated shortage of actual hours
applied, if it were to occur, may be cause for concern.
Deloitte’s commitment cumulatively throughout the Project substantially exceeds the
anticipated hours presented in the SOW.
Project Deliverables Status
The Deliverable Log was updated during the assessment period. The Deliverables Log indicates
that all Test, Deploy, and Support Phase Deliverable Expectation Documents (DEDs) have been
submitted to WSU for acceptance. All Test Phase DEDs have been accepted. Deliverable status
as of October 15, as reported on the Deliverables Log, indicates that the following have been
presented for WSU’s review:
• Payroll Comparison Completion deliverable;
• Completed Testing Scenarios;
• UAT Completion deliverable;
• Deployment Cut-over (Go Live) Plan; and
• Production Cut-over (Go Live) Plan.
The Updated Communications Plan deliverable has been substituted for the Training Schedule
deliverable. This substitution has been accepted by WSU.
Most deliverables reviewed by ISG have been of quality. In those instances when ISG has not
found the deliverables of quality, ISG has presented WSU with recommendations to bring the
deliverables to a leading practice standard.
Project deliverables are being classified consistent with guidelines in the Project Charter and
are being posted on a Deliverables Log accessible through the internal Project web site
maintained by Deloitte.
Project Workplan
Project leadership routinely updates the Project Workplan.
We recommend that the Project Team monitor the following activities closely: reporting,
service desk and sustainment, and knowledge transfer.
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 5QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
Project leadership should continue to review and elaborate tasks in the Project Workplan. Our
review of the Project Workplan indicates that the Support Phase requires additional
elaboration. We recommend that WSU review the Support Phase and consider approaches to
take on responsibility for operations and lessen dependency on consulting support.
Based on our assessment of the Project Workplan this period, we conclude that it accurately
reflects the status of the Project at this time.
Schedule
During the assessment period, the Project Team:
• Conducted and wrapped up UAT and is tracking and resolving defects;
• Completed Pay Compare Cycle 2;
• Completed preparation of most training materials;
• Enrolled trainees and planned for reporting of training progress;
• Prepared trainers;
• Updated the training tenant;
• Initiated end user training, assessed training delivery, and made adjustments in training
materials and delivery;
• Mapped PeopleSoft transactions to Agency Financial Reporting System (AFRS) codes;
• Built out and tested reports including all remaining reports classified as of “high”
priority, and reviewed them with Advisory Groups;
• Moved remaining integrations toward completion;
• Responded to security set-up for training participants and planned for gold tenant
security load;
• Refined the approach to sustainment service desk support and delivered service desk
training;
• Refined role-to-position-mapping (R2PM) gold tenant “load and review” approach;
• Finalized the detailed cutover plan (including key cutover dates, times, and planned
durations);
• Reviewed and updated the Workday Deployment Readiness spreadsheet;
• Updated the Board of Regents, President’s Cabinet, and Deans regarding Project status
and risks, and the upcoming go live;
• Engaged with AFOs;
• Updated the Project website;
• Issued the Project monthly newsletter, and prepared other communications;
• Planned for the Change Management Lead’s absence during maternity leave; and
• Passed the Workday DA Cutover checkpoint (on October 19).
The PMO:
• Updated the Project Workplan for current activity;
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 6QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
• Encouraged documentation of project decisions in the Risks, Actions, Issues and
Decisions (RAID) log; and
• Actively addressed risks including those identified in earlier QA reports.
We find that the Project Workplan is being updated on a timely basis. We will continue to
monitor the Project Workplan as the Project moves forward.
The Project Workplan presents a high-level timeline for the Project with estimated completion
dates. A “go live” of the Workday HCM is planned for 8 a.m. PST on December 16, 2020.
Workday Financial Management processes will be activated on January 1, 2021. The final phase
(i.e. the Support Phase) is estimated for completion in mid-March 2021.
Budget
The Project is operating with sufficient budget.
Project Management has provided ISG with a monthly project spend plan for the current fiscal
year and an updated report of actual expenses through September 2020. The report indicates
that budget tracking is current, that WSU had allocated a contingency that we consider
reasonable and prudent for the Project timeline, and that the Project was running an overall
positive variance, before consideration of the contingency.
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 7QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
Quality Assurance Assessment
ISG presents below its Quality Assurance Assessment for the time period September 16, 2020
through October 15, 2020 (the assessment period). We report our assessment of Project
performance for each of the ten Project Management Book of Knowledge (PMBOK) practice
areas:
1. Integration Management 6. Resource Management
2. Scope Management 7. Communication Management
3. Schedule Management 8. Risk Management
4. Cost Management 9. Procurement Management
5. Quality Management 10. Stakeholder Management
Each section below begins with a definition of the respective practice area.
Please refer to the final section of this report, ISG Quality Assurance Methodology, for a
description of the ISG Quality Assurance methodology that serves as the basis for this
Assessment.
On the following pages, ISG discusses the status of each of the ten Practice Management Book
of Knowledge (PMBOK) practice areas. As appropriate, we identify observations, findings, risks,
and issues and, for each observation or finding, we describe the impact, present our
recommendation and report status.
Risks and issues are defined consistent with PMBOK standards. A risk is “an uncertain situation,
the likelihood of the situation, and the impacts (which can be positive or negative) that the
occurrence of the situation would have on Project success.” An issue is “a situation that is
certain and that could affect Project success in a positive or negative manner.”
The OCIO requires WSU responses to issues raised in QA reports. We commend WSU for its
timely attention to both risks and issues, and for its transparency in presenting written
responses.
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 8QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
PMBOK Practice Area 1: Integration Management
Integration management includes the processes and activities needed to identify, define,
combine, unify, and coordinate the various processes and project management activities within
the project management process groups.
Discussion
UAT and Training in Virtual Environment
UAT successfully took place in a virtual environment, providing the Project Team with valuable
experience. Training is currently underway in the virtual setting.
Project Management has concluded that cutover will also occur in a virtual environment and
has directed the Project Team to prepare to conduct these activities in this manner.
Status
Given UAT has been completed and that training is underway in the virtual environment
without significant issue, we close this risk.
Coordination with Resources Outside Project
Timely project task completion is increasingly dependent upon successful integration with
resources not within the direct control of Project leadership. Examples include:
• University partners that report to Project leadership but are not Project Team
members (e.g., Controller’s Office, Human Resources);
• University partners that do not report to Project leadership (e.g., Advancement
[Gifts], Facilities [AIM integration], Information Technology Services [development
resources, OKTA implementation for Workday simultaneous with Workday go live],
Sponsored Projects [grants inception-to-date conversion], Student Affairs [student
time tracking]);
• WSU’s commercial partners (e.g., financial institutions); and
• WSU’s State agency partners.
Risk
Although these relationships are not new to the Project, they have become increasingly
important in completing key project tasks timely. While the Project Team has
successfully completed many tasks that are independent of these partners, the tasks
that remain have become proportionately more dependent on resources outside of the
Project per se. Actions resulting from the COVID 19 pandemic have impacted these
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 9QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
partners just as they have the Project Team but, in some cases, to a much more
significant degree, which further increases this risk.
The WSU Controller’s Office is currently handling fiscal year end activities. This has
limited the time available to address key project decisions and has the potential to place
an excessive burden on Controller’s Office personnel.
Recommendation
We recommend that Project Management continue to monitor these relationships, as
they have been, and be prepared to engage the Executive Sponsor, the Steering
Committee, and University leadership, as necessary, in encouraging timely completion
of tasks necessary and in some cases critical for Project success. Project Management
may also consider adding contingency time in the Project Workplan in recognition of the
uncertainties.
Status
Project Management is aware of this risk. The Project Executive Sponsor has indicated
her willingness to act as necessary. Project leadership has communicated the status of
these various open items to the Steering Committee and highlighted the need for close
coordination with other University components to complete them in a timely manner.
WSU Project Management has agreed to work with the Controller’s Office to help
prioritize Office activities to allow for sufficient Project support and to consider deferrals
of selected Project activities until the Support Phase.
ISG will continue to monitor progress toward completion.
University Operations Funding Reductions resulting from COVID-19 Impacts
WSU anticipates reduction in the availability of funding for University operations during the
next fiscal year, in part due to the impact of the COVID-19 pandemic. Although Project funding
is intact, WSU Project participants are likely to be impacted. The impacts may take various
forms but perhaps the most pervasive impact will be on campus, college, and central
administrators. These administrators are among those most impacted by the Project (e.g.,
testing, training, transition to new Workday-driven processes). They are also most likely to be
involved in assessing, planning for, and implementing changes resulting from COVID-19-related
wellness and safety protocols and reductions in University funding. These are competing
commitments.
Risk
Operational demands on University administrators’ time always competes with Project
demands. However, the incremental demands on their time associated with
implementing wellness and safety protocols and handling funding reductions when
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 10QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
combined with other impacts of COVID-19-related operational adjustments has the
potential to impact their availability to participate effectively in key Project activities.
Under “normal” circumstances, demands on administrators’ time for operational
support are typically from the administrator’s direct supervisor and have a more
immediate impact than Project demands. Operational demands therefore typically
receive higher priority. In an environment experiencing funding reductions, this
situation is likely to be even more prevalent, increasing Project risk.
Recommendation
We recommend that Project Management reiterate the significance of the
implementation in contributing to the streamlining of administrative operations and
therefore the need to place Project activities as a high priority to both the senior
University leadership and campus, college, and central unit leadership groups.
We also recommend that, as Project Management prepares plans for the remainder of
the Project, it allocates incremental time or contingency for task completion in
recognition of this additional administrative burden.
Status
The Project Team continues to engage Advisory Work Groups which include Area
Financial Officers to provide feedback, particularly as it relates to the FDM, security set-
up, and reporting.
Project Management is aware of this risk and will bear responsibility for coordinating
WSU’s response to funding reductions. Accordingly, Project Management is well
positioned to influence the associated messaging.
ISG will continue to monitor this risk.
Critical Path
Throughout the Project, ISG has observed that the identification and maintenance of a critical
path through the Project Workplan will provide Project leadership with insight that informs
scope and resource decisions. It will also allow Project leadership to monitor key, critical path
tasks and recognize the implication to completion slippage. Importantly, the critical path will
provide the Project Steering Committee and Project leadership with confidence that the
activities necessary to support Project go live can be completed by planned go live dates.
Review of the critical path document delivered by Deloitte indicates that it identifies important
tasks. However, it does not incorporate resource availability and does not provide Project
leadership and the PMO with information regarding slack time (if any) available to the Project,
which is the primary purpose of critical path analysis. Awareness of the slack time available is
important for the reasons noted above.
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 11QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
Risk
As the Project advances toward go live, Project Management will have less time to react
to changing circumstances and the need for task adjustments. In addition, delays in
decisions regarding scope and resources will potentially have greater significance.
Recognition of the critical path will inform these decisions.
Recommendation
Identify and maintain the critical path through the Project Workplan. Review the critical
path during PMO and Project Steering Committee meetings.
Status
Project Management is aware of this risk and agrees that recognition of the critical path
is a valuable tool in support of Project decision-making. ISG has observed the PMO
taking steps to address the root issue related to critical path, which is whether there is
sufficient resource to complete Project tasks and achieve a timely go live, and when
additional tasks are being considered (e.g., additional support for campuses, colleges
and central units) whether there are sufficient resources to accomplish successful go
live while supporting the additional tasks.
Observations regarding the Project Workplan are presented earlier in the “Project Workplan”
section of “Assessment of Project Progress.” Observations regarding end user community
engagement are presented in the Stakeholder Management section below.
PMBOK Practice Area 2: Scope Management
Scope management includes the processes required to ensure that the Project includes all the
work required, and only the work required, to complete the Project successfully.
Discussion
Internal Controls in Business Processes and Role Assignments
As noted in previous reports, the Deloitte SOW specifically carves out responsibility for internal
controls and compliance as a WSU task. Both are components of effective business processes
and roles. Business processes were reviewed during the Business Process Workshops and were
based on “best practice” processes found in Workday and provided by Deloitte. As “best
practices” processes they presumably reflect “best practice” internal controls. However,
responsibility for internal controls is clearly a WSU responsibility.
As the Project Team works through the process of assigning roles to positions, it will be
important for those making and reviewing the assignments to understand internal control
requirements.
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 12QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
Risk
Without an understanding of internal controls and clear assignment of internal control
review responsibilities, WSU risks establishing practices that are not effective and
representative of “best practice” and may subject WSU to violations of its fiduciary
responsibilities.
Recommendation
Although internal control and compliance responsibilities have always been in scope,
explicit inclusion of internal control and compliance responsibilities in the Project
Workplan is new and therefore analogous to scope expansion.
We recommend that Internal Audit review WSU-developed business processes and role
assignments to confirm that the proposals reflect appropriate internal controls.
Status
The Project Team and Internal Audit are meeting twice a month to review internal
controls. This review will allow any necessary adjustments resulting from the Internal
Audit review to be made prior to go live.
The Project Team has made the decision to preclude a transaction initiator from
approving transactions initiated by the same person. Configuration of Workday security
to support this decision establishes a substantial internal control that was not previously
present in the WSU legacy system.
Project Management has indicated that the Internal Auditor is nearing completion of
her review.
ISG will continue to monitor it through the next assessment at which time we anticipate
closing it.
PMBOK Practice Area 3: Schedule Management
Schedule management includes the processes required to manage the timely completion of the
Project.
Discussion
Resource Bottlenecks
The business analysts on the Project Team have the most detailed understanding of the
configuration of the new system. Demands on HCM and Finance team business analysts’ time
and attention are from many sources and, in many cases, Project Team resources have been
overcommitted. Prioritizing and coordinating these activities require the careful planning and
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 13QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
the integration of numerous tasks. Any project delay causes the business analyst activities to
stack on top of each other against a deadline and easily overcommit the time available.
Risk
Without prioritization and careful planning, business analyst effort can be applied
ineffectively, resulting in bottlenecks and delays in the completion of Project tasks.
Recommendation
As noted earlier, we recommend that the PMO estimate the effort associated with tasks
in the Project Workplan for all Project Team members (including Deloitte resources),
load resource availability, identify gaps in resource availability, and establish a critical
path through the duration of the project. We recommend that the PMO monitor team
member utilization to anticipate bottlenecks and take other actions necessary to avoid
recurrence of the same problems with resource utilization.
Status
Project leadership has developed and monitors “resource plans” over a rolling six-week
period. The Finance Team Lead has reviewed resource plans at a higher level through
the end of the implementation period and has indicated that she will extend the plans
through go live. The Finance Team Lead and the HCM Team Lead now routinely
estimate the effort required of Project resources on a week-by-week basis and adjust
assignments to level effort, in recognition of resource constraints. Project leadership
has cited several instances where this is the case in PMO meetings.
These plans will likely require update as a results of the departure of the Core Finance
Lead. (Please reference to Practice Area 6, Resource Management, for additional
discussion of the impact of the vacancy in this position.)
ISG will continue to monitor Project leadership’s approach to this recommendation.
Report and Integration Development
Report development efforts have proven to be challenging for the Project Team, as they are
traditionally for similar projects. Several integrations remain chronically outstanding.
Risk
Design, build, and unit test of reports and integrations are among the set of tasks
traditionally past due and/or represent a risk area.
Recommendation
Continue to monitor the pace of development. Assign priority to development of high
priority reports.
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 14QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
Exercise executive intervention with WSU Project partners (e.g., Controller’s Office,
Student Affairs) to address items blocking or impeding progress in completion of
outstanding high priority reports and integrations. As appropriate, apply additional
Project resources in support of resolution of outstanding operational decisions.
Status
Development of reports classified as “critical” and “high” has now been completed.
Ninety-two medium and low reports remained outstanding at the conclusion of the
assessment period. Project leadership reports that these have been prioritized within
these overall classifications and will be addressed in priority sequence. The Steering
Committee will be informed that some reports will not be available at go live.
PMBOK Practice Area 4: Cost Management
Cost management includes the processes involved in planning, estimating, budgeting, financing,
funding, managing, and controlling costs so that the Project can be completed within the
approved budget.
Discussion
Observations regarding the Modernization Initiative budget and spend plan are presented
earlier in the “Budget” section of “Assessment of Project Progress.”
Status
ISG has identified no reportable risks or issues in this area at this time.
PMBOK Practice Area 5: Quality Management
Quality management includes the processes and activities of the performing organization that
determine quality policies, objectives, and responsibilities so that the project will satisfy the
needs for which it was undertaken.
Discussion
WSU has incorporated a quality assurance process into its deliverable development process.
This process is documented in the Project Management Plan and has been accepted and put
into practice by the Project Team.
We have observed the Project Team continuing the cadence for Project deliverable definition
and acceptance for deliverables outlined in the Deloitte SOW and included in the Project
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 15QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
Workplan. In our assessment, the quality of DEDs, which we review following WSU’s review,
and adherence to the definitions has been mixed. With a few exceptions that we have noted in
our assessment reports, we have found the final products to be acceptable.
Status
ISG has identified no reportable risks or issues in this area at this time.
PMBOK Practice Area 6: Resource Management
Resource management includes the processes that organize, manage, and lead the Project
Team.
Discussion
ISG continues to find that WSU has staffed the team with a very professional Project Team. We
commend Project leadership for the high standards it has established and maintained.
Core Financials Lead Position Vacancy
The Core Finance and Budget Lead resigned. Deloitte is providing interim support.
Risk
A resignation in staff in any position at this late time in the Project exposes it to
considerable loss of knowledge. The resignation of the Core Financials Lead carries
increased risk given Project team member’s lead role.
Recommendation
Continue to pursue the current approach which provides for interim Deloitte support and
includes recruiting a replacement to support the effort. Interim support from the
Financials Lead and the Assistant Financials Lead will also be necessary.
Status
The initial recruitment of a replacement for the Core Financials Lead was unsuccessful and
the search for a replacement continued.
ISG will continue to monitor this risk.
Departmental Resource Availability
Campus and college representatives would like to remain apprised of plans for making the
transition to Workday as it relates to their specific areas of responsibility and, in particular, the
staff resource commitment required of their areas and the timing of those required
commitments. They also would like to understand their responsibilities and those the Project
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 16QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
Team will assume in terms of designing and realizing required changes to their area operations
and in terms of training.
The Project Team has analyzed the impact of Workday on departmental operations and
continues to be cognizant of campus, college, and other unit interests.
Risk
As Project Management recognizes, the Project is dependent upon resources outside
the Project Team to accomplish tasks in a timely manner and necessary to maintain the
Project schedule.
Recommendation
ISG recommends that the Project Team:
• Continue providing the WSU community with effective communication of Project
plans, activities, and decisions.
• Continue to develop project plans and communicate anticipated area resource
requirements and the timing of critical project activities including training, unit
change impact assessment, unit readiness, and unit transition to the Workday
environment. Develop and communicate plans for central unit, Project, and
college/campus transition support responsibilities.
• Establish an internal process to identify and resolve key user constraints or other
bottlenecks in the impacted WSU community (i.e., outside the Project Team). As
appropriate, engage institutional and departmental leadership and remind them
of their commitments to Project objectives and the benefits that achieving those
objectives will provide their departments. Monitor key user participation and, as
appropriate, identify alternative participants to spread the opportunity to
contribute to the Project more evenly across the user community.
Status
WSU has activated the Change Network and has provided the change agents with
monthly checklists of activities to prepare for the implementation. WSU continues to
update the WSU community as training (including the schedule of more than 425
training sessions) and other plans are developed. WSU is aware of the risk and is acting
to mitigate. ISG will continue to monitor.
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 17QA Assessment for the WSU Modernization Initiative
Washington State University
October 26, 2020
COVID-19 Impact
The COVID-19 pandemic has the potential to impact Project Team members and other
significant resources necessary for Project success.
Risk
A COVID-19 infection could incapacitate a member or members of the Project Team or
other significant resources necessary for Project success.
Recommendation
Continue to monitor the health and safety of Project Team members. Develop a
contingency plan in case a Project resource is incapacitated.
Status
Project Management is aware of this risk. ISG will continue to monitor it.
PMBOK Practice Area 7: Communication Management
Communications management includes the processes that are required to ensure timely and
appropriate planning, collection, creation, distribution, storage, retrieval, management, control,
monitoring, and the ultimate disposition of project information.
Discussion
The Project Team is maintaining project documentation in a reasonably effective and timely
manner. The Project Deliverables Log details planned due dates for Deliverable Expectation
Documents (DEDs) and the deliverables themselves, and review responsibilities for completed
and current Project phases. As documentation reviews are completed, acceptance is noted in a
timely manner.
In addition, the Project Team is maintaining the Modernization Initiative web site,
http://modernization.wsu.edu. In our assessment, the web site represents an excellent
orientation to the Project and provides an interested community member with an effective
means of understanding the Project, its future course, and setting expectations regarding the
impact of new business processes and the Workday software based on Project decisions. The
web site communicates events well into the future so that the WSU community can plan to
participate effectively in Project events (e.g., UAT, training).
Status
ISG has identified no reportable risks or issues in this area at this time.
Copyright © 2020 Information Services Group, Inc. All Rights Reserved
Page 18You can also read
