1. Project eMerge Status Update
COIT – Budget Subcommittee
February 20, 2009
Project eMerge Status Update

2. Description
Deploy a Human Resources Information System using a secure and robust technical platform for mission critical systems that:
Integrates core business systems
Eliminates manual and redundant business processes
Provides enhanced services to active, retired and potential workforce

3. Accomplishments
Hired 26 FTE – actively recruiting 3 technical positions
Launched project website –
Completed Pre-Implementation Phase
Commenced implementation Phase I
Hosted Project Kick Off event
Created CCSF / Ciber Project Charter
Completed first round functional training
Chartered and kicked off forums - Recruitment, Time and Labor, Position Management

4. Project Health Summary
Project Attribute
Deliverable
Planned*
Actual
Status
Start
End
Schedule
Policy Database - Charter, Admin Code, Civil Service Rules, MOUs
06/23/08
10/31/08
10/10/08
Department Head Meetings - Project Goals & Alignment
9/22/08
12/26/08
Conduct remote time entry device analysis
08/26/08
12/31/08
8/26/08
Infrastructure Build Out - Pre-Production Environments
01/01/08
10/23/08
Fit Gap Sessions
05/01/08
07/31/08
08/18/08
Fit Gap Report
6/19/08
6/27/08
12/4/08
Determine Operational Support Structure
6/30/08
9/30/08 G Y G R R R R
*Based on Statement of Work Project Schedule

5. Project Health Summary cont’d
Project Attribute
Status
Comments
Overall Schedule
Projected Phase I go-live – 02/2010; evaluation of included functionality for Phase I will be necessary
Scope
Increase in scope due to Disaster Service Work Program and Absence Management requirements
Cost
Expenditures within approved budget
Overall Y Y G Y

6. Critical Milestone Schedule - Phase 1
Feb 09
Mar
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan 10
Pre-production environments available 27
Fit/Gap Analysis complete
Initial Data Conversion (Prototype I) 1
Development Coding/Unit Testing 28
Expanded Conversion (Prototype II & III)
Performance/Production Environments 5
Expanded Conversion (Prototype IV) 2
User Acceptance Testing 6
Performance Testing 17
Parallel Testing 29
End User Training (Develop/Deliver
Go/No-Go Decision
Final Implementation Phase 1 (Go-Live) 7 20

7. Critical Milestone Schedule by Quarter - Phase II and III
Q3 FY09
Q4 FY09
Q1 FY10
Q2 FY10
Q3 FY10
Q4 FY10
Q1 FY11
Q2 FY11
Q3 FY11
Q4 FY11
Final Implementation Phase 1 (Go-Live)
Phase II (Time & Attendance)
Phase III (Training, Performance Management, Workers Compensation)

8. Issues & Risks Risk Description Triggers High Level Mitigation Plan
Impact - Cost, Scope, Time
City Computer Hosting Center relocation from OMP to an undetermined location
Timing of move conflicts with planned project milestones, so that project staff is unable to progress to the next stage of work
Adjust schedule so it does not directly conflict with project requirements for production infrastructure environment schedule
Time
Potential inability to maintain enterprise level infrastructure – i.e. network inter-connectivity, application security, control and standardization
DT develops operational support plan that exposes vulnerabilities in network and data security, interconnectivity and business continuity
Develop a strong partnership with DT and partner in developing standards, i.e. Service Level Agreements, training
Cost, Scope, Time
Political imperatives result in a loss of project sponsorship
Reallocation of funds from project
Communicate and engage project sponsors; meet with supervisors to enlist support; prepare alternate plans with associated risks.
Scope, Cost

9. Issues & Risks cont’d Risk Description Triggers
High Level Mitigation Plan
Impact - Cost, Scope, Time
Inability to control functional scope
Stakeholders request additional functionality; lack of detail within original functional requirements; software out-of-box functionality does not meet expectations.
Analyze and better define current requirements; work with project management and Executive Steering Committee to define what is in scope for the project vs. post-production
Scope, Time
End user concerns about security and confidentiality
Media and external events
Data breach
Union resistance
Encrypt sensitive data; limit access to info on reports; limit use of, and access to, SSN; work with COIT to create a City wide policy stopping the use of SSN
Scope

10. Issues & Risks cont’d Risk Description Triggers
High Level Mitigation Plan
Impact - Cost, Scope, Time
Loss of jobs blamed on the new system
Scheduled layoffs
Communicate with Executive Steering Committee and key stakeholders to ensure that layoff communications are on focused on budgetary constraints and not tied to eMerge
Benefits realization
New software will force “current” policy compliance
Example – New system enforces vacation accrual cap for departments who previously did not track hours accrued per employee
As discrepancies are identified, project team will inform DHR what the system will enforce. DHR will determine how they address discrepancies with departments and unions in meet and confers.
Reduction of multi-year budget funding commitment
Citywide budget deficit; Enterprise departments decide to stop support through funding
Monitor CCSF fiscal environment for budget impacting changes; provide ongoing reporting on project expenditures; maintain departments involvement in process; keep Executive Steering Committee and Board of Supervisors engaged
Cost, Scope

11. Issues and Risks cont’d
Risk Description
Triggers
High Level Mitigation Plan
Impact - Cost, Scope, Time
Failure of legacy systems to remain operational
Fatal crash of any of the systems for any reason, including disaster
Create a disaster response plan for existing system; retain SMEs to support existing legacy systems; assess viability to support/replace the existing infrastructure; work with the Controller’s Office to review the contingency plan specifically for payroll
Cost, Scope, Time
Lack of union involvement, commitment, adoption
Grievance of other type of complaint voiced from employee to union; union(s) make decision to stop or reduce support of the project
Ensure unions are involved and committed to project; define and execute pro-active change management plan targeted to union leadership; monitor and survey union feedback on project; present the expected service model to unions, including revised roles and responsibilities.