ZCo Project Drive QA Monitoring April, 2018 Report ProjectDrive ZCo Consulting © ZCo Consulting LLC 2018 All rights reserved. Agenda             The Good News! ERP Solution Perspective Preparing for Change Tracking Project Progress Infor’s Weekly Project Status Observations Project Spending Project Governance ERP Project Organization Benefits Expectations Conclusions Appendices ZCo Consulting ProjectDrive Page 2 © ZCo Consulting LLC 2018. All rights reserved. THE GOOD NEWS! ZCo Consulting ProjectDrive Page 3 © ZCo Consulting LLC 2018. All rights reserved. The Good News  The project is team is successfully meeting its plans for rolling out the Enterprise Asset Management components of the new solution.   These initial successful rollouts include Work Order Automation for the Sanitary Department and the Print Shop. This initial success includes integration with the County’s Infrastructure Asset ‘System of Record’, the Geographical Information System. ZCo Consulting ProjectDrive Page 4 © ZCo Consulting LLC 2018. All rights reserved. The News The County’s Third Party Assurance contractor begins this week.  The County is close to contracting a Project Director who will focus entirely on leading and guiding the project through to its conclusion. This individual should be the person reporting to the Council on a quarterly basis.  The Executive Steering Committee has added the Chief of Staff as a member.  ZCo Consulting ProjectDrive Page 5 © ZCo Consulting LLC 2018. All rights reserved. Reporting  The team is now providing a monthly report to the Council regarding progress, status, significant risks, Infor contracted deliverable progress, a budget update, any additional contracting, and staffing needs. ZCo Consulting ProjectDrive Page 6 © ZCo Consulting LLC 2018. All rights reserved. The Rollout of Enterprise Asset Management The recent scheduling and document management changes have little or no impact on the Enterprise Asset Management (EAM - mainly work order management) component of the new ERP solution.  The EAM Team is maintaining its forward progress and overall project pace.  It appears as if the EAM solution will rollout as planned (8 separate rollouts)  ZCo Consulting ProjectDrive Page 7 © ZCo Consulting LLC 2018. All rights reserved. ERP SOLUTION PERSPECTIVE ZCo Consulting ProjectDrive Page 8 © ZCo Consulting LLC 2018. All rights reserved. The County’s Enterprise-Wide Solution General Information Flow Time & Attendance (WFM) Purchasing Mgmt Work Order Mgmt Assets Payroll Mgmt Expense Mgmt Contract Mgmt Supply Chain Mgmt Human Resources WorkForce Mgmt Mgmt Enterprise Asset Mgmt) County GIS Talent Mgmt CRM Pilot - HHS Grants Budget Mgmt Projects Accounting Financial Mgmt Perf Mgmt Harris Real Property Revenue Mgmt OnBase – External to ERP (Document Management) Legacy Historical Data Repository (External to ERP) All shades of blue are within ProjectDrive the scope of the new solution - ROLLOUTS ZCo Consulting Page 9 © ZCo Consulting LLC 2018. All rights reserved. Updated ERP Architecture • • REV • External to ERP Agenda Mgmt, while not in the scope of the ERP implementation, it is entirely dependent on receiving appropriately reviewed and approved Contracts, Vendor Orders, Statements of Work, Quotes, and License Agreements. Agenda Mgmt’s current packet documents are sourced by the legacy document management platform. Agenda Mgmt becomes a critical path element if an alternate Doc Mgmt solution is selected. ZCo Consulting ProjectDrive Page 10 © ZCo Consulting LLC 2018. All rights reserved. Rollouts OPEN ENTROLMENT TIME CAPTURE • • • • • Twenty rollouts First three in Mar/Apr are ok None in August Seven in September! Seven more in December! • Three very visible, very exposed • • • • • PAYCHECK Open Enrollment Capturing Time for Pay First Paycheck The Alligator in the swamp: Budget Prep Dark Green – Latest Schedule Revision ZCo Consulting ProjectDrive Page 11 © ZCo Consulting LLC 2018. All rights reserved. Planned Rollouts There are 20 rollouts, each requiring education and training to assure the County staff will accept the new environment.  Many of the rollouts are virtually on top of each other, adding complexity to scheduling and placing increased pressure on resources who will be working on multiple Workstreams (such as IT and Fiscal personnel).  ZCo Consulting ProjectDrive Page 12 © ZCo Consulting LLC 2018. All rights reserved. PREPARING FOR CHANGE ZCo Consulting ProjectDrive Page 13 © ZCo Consulting LLC 2018. All rights reserved. A Scope of Work Question Almost a month ago, we noticed a discrepancy in the expectations of Infor regarding the extent of its training responsibilities (its Statement of Work versus its Deliverables list – as reflected in the Infor Master Work Plan).  The following rollouts do not have any planned training (preparation & delivery) due to this discrepancy: Budget Prep, Expense Mgmt, Strategic Sourcing & Contracts, & Learning Mgmt,  ProjectDrive Source: Infor Contract/SoW and the Infor Master Plan ZCo Consulting Page 14 © ZCo Consulting LLC 2018. All rights reserved. TRACKING PROJECT PROGRESS ZCo Consulting ProjectDrive Page 15 © ZCo Consulting LLC 2018. All rights reserved. Project Progress Trend Feb % Master Project Plan Phase Name March % April % Complete Complete Complete Feb Target Finish Mar Target Finish Apr Target Finish ZCo Comment Cuyahoga County ERP Project Plan PHASE 0A - PROJECT MANAGEMENT 63% 68% 70% 01/29/19 01/24/19 01/24/19 Completion doesn't match latest completion date 17% 100% 69% 19% 0% 38% 100% 69% 31% 0% 61% 100% 72% 32% 0% 02/19/19 12/19/17 12/26/18 08/14/18 01/11/19 01/07/19 12/19/17 03/27/19 04/02/19 01/11/19 01/04/19 Ends before Core Supply Chain 12/19/17 03/27/19 04/02/19 04/10/19 deferred completion, no match in proj mgmt PHASE 1D - ENTERPRISE ASSET MANAGEMENT (8 Rollouts) PHASE 1E - CORE SUPPLY CHAIN PHASE 1F - CONTRACT MANAGEMENT & STRATEGIC SOURCING PHASE 2A - CORE INFOR HCM and PAYROLL 30% 59% 0% 14% 41% 72% 0% 28% 44% 72% 0% 30% 10/24/18 01/28/19 11/28/18 02/11/19 10/25/18 03/15/19 11/28/18 02/11/19 10/23/18 04/03/19 virtually no progress in past month 11/28/18 02/08/19 PHASE 2B - TALENT MANAGEMENT (now 2 rollouts?) PHASE 0B - CHANGE MANAGEMENT AND LEARNING PHASE 0C - INFOR CLOUDSUITE PROVISIONING PHASE 1A - CORE INFOR FINANCIALS (2 Rollouts) PHASE 1B - dEPM BUDGET (d=Dynamic) PHASE 1C - EXPENSE MANAGEMENT 13% 20% 22% 11/06/18 10/23/18 12/21/18 PHASE 2C - INFOR WORKFORCE MANAGEMENT 9% 16% 16% 02/12/19 02/04/19 02/04/19 Very little progress in past month PHASE 2D - LEARNING MANAGEMENT SYSTEMS 0% 0% 0% 02/01/19 02/01/19 02/01/19 PHASE 2E - HR SERVICES DELIVERY 0% 0% 0% 10/29/18 10/29/18 10/29/18 44% 54% 57% TOTAL • • • • Source: Project Team’s Feb, Mar, Apr Master Plans Most significant anomaly/disconnect: the Fiscal Workstream is showing very little progress in the past 3 months Supply Chain (Purchasing) keeps changing target date Overall, it is difficult to measure % complete since County efforts and work product are not included in the Master Plan. ZCo Consulting ProjectDrive Page 16 © ZCo Consulting LLC 2018. All rights reserved. INFOR’S PROJECT WEEKLY STATUS REPORT ZCo Consulting ProjectDrive Page 17 © ZCo Consulting LLC 2018. All rights reserved. Is the Project Maintaining Pace? Legend: • Green: On Track, No Significant Issues • Yellow: Issues Emerging, Potential Schedule Impact, Being Managed. • Red: Significant Issues Exist, May Impact Project Milestones. The bottom line: • The yellow line items with a horizontal trend arrow are continuing to have some issues and potential schedule impact, thus requiring attention. • A downward arrow suggests a more urgent need for mitigation. A yellow downward arrow suggest movement to a red condition.ZCo Consulting ProjectDrive Page 18 © ZCo Consulting LLC 2018. All rights reserved. Deliverable Review/Approval Payment ID DDD# Deliverable Name Submitted Date Age (in days) Planned County Review Date 1A-30 1C-03 1D-21 1D-26 1D-28 1D-33a 1D-38a 2A-16a 2A-17a 2A-19 2A-21 DDD-62 DDD-35 DDD-53 DDD-58 DDD-60 DDD-65 DDD-70 DDD-44 DDD-47 DDD-51 DDD-53 Unit Tested Application Report RTM SOW RICE Conversions TDD SOW RICE Conversions Code SOW RICE Reports Code IST Scripts – Wave 1&5 UAT Scripts – Wave 1&5 Executed CRP - Payroll GHR System Design Document FDDs - Conversions TDDs - Conversions 4/17/2018 4/3/2018 4/16/2018 4/16/2018 4/16/2018 4/13/2018 4/13/2018 3/6/2018 3/27/2018 3/28/2018 3/28/2018 1 n/a* 2 2 2 3 3 31 16 15 15 TBD 5/7/2018 4/20/2018 4/20/2018 4/20/2018 4/20/2018 4/20/2018 TBD** 4/20/2018 4/20/2018 4/20/2018 • Source: Infor Project Report Wk Ending 4/13/18 • Even if still have time to planned sign-off date, that would be a month between delivery and approval. • Conference Room Pilot for Payroll is now a month and a half since completion. ZCo Consulting ProjectDrive Page 19 © ZCo Consulting LLC 2018. All rights reserved. Weekly Project Logs  Infor tracks Significant Risks, Issues, Decisions, and Change Orders, updating progress and status each week.       Five New and Overdue Risks were reported. Eight New and Overdue Issues were reported. One New Decision was reported. Twelve Infor Change Orders have been generated; one is in process, two cancelled, and the rest approved (most are zero dollar). The Change Log is in the Appendix. Workstream customizations are tracked; the most significant is Fiscal with 18 customizations and Supply Chain with 6. No other Workstream has customizations (yet). ZCo Consulting ProjectDrive Page 20 © ZCo Consulting LLC 2018. All rights reserved. A Consolidated Weekly Project Status Report The County project manager should include County specific pages to the Infor Weekly Status Report such as Work Product Status and the Resource Staffing Outlook.  The Master Plan should include all County tasks and updated weekly with regard to % complete.  The County’s Issues and Risks that are assigned to County personnel with target dates should be included. ZCo Consulting  ProjectDrive Page 21 © ZCo Consulting LLC 2018. All rights reserved. OBSERVATIONS ZCo Consulting ProjectDrive Page 22 © ZCo Consulting LLC 2018. All rights reserved. Project Governance       Lines of Management and control of the project continue to be ‘fuzzy’ leading to miscommunication, incomplete or misleading project position, pace, and status. Executive Steering Committee (ESC) is Re-Energized and Re-Focused ESC could still do more empowering and delegating. The Prior Project Director has not been replaced. There once was a weekly ‘Project Management Office’ (PMO) meeting every Tuesday. During the transition to the interim County Project Leadership, this meeting ceased. When a PMO is reconstituted and meets weekly, the ZCo Consulting ESC can meet less frequently. Page 23 ProjectDrive © ZCo Consulting LLC 2018. All rights reserved. Project Management    The County has not effectively ‘paired’ up team leadership with Infor team leaders. The Project never filled the ‘Project Administrator’ position, currently multiple department admins are sharing the duties. A project organization chart clearly designating lines of responsibility and scope of accountability should be maintained. ZCo Consulting ProjectDrive Page 24 © ZCo Consulting LLC 2018. All rights reserved. Project Planning     The Master Plan does not include County deliverables throughout. The Master Plan has not been summarized and used for progress/status reporting (thus, one version of the truth) [corrective action is underway] Critical Path elements are not apparent in the Master Plan, particularly non-ERP activities such as the Harris Project, History Data Repository and external interfaces such as Document Management. Some of the Workstream teams have their own project plans which are not ‘folded’ into the master plan thus making it difficult to link critical path elements [in process]. ZCo Consulting ProjectDrive Page 25 © ZCo Consulting LLC 2018. All rights reserved. County Staffing    The County was supposed to establish backfill personnel for personnel who were assigned to the project – very little has occurred. The County is working on a departmental staffing plan so staff will know/understand the timing of their being required to participate in the project thus allow personnel to plan vacations and other time off. The Council should expect the County staffing plan to be included in the April Monthly Report. An example taken from the past week’s Infor Status report is provided in the Appendix. ZCo Consulting ProjectDrive Page 26 © ZCo Consulting LLC 2018. All rights reserved. Peer Staffing    The original intent of the project was to have a ‘peer’ County team leaders working fulltime with Infor module experts. The County has fallen short in accomplishing the need for fulltime team leaders for major product modules. Three Workstreams (Expense Mgmt, Contract Mgmt, and Learning Mgmt) will be starting within the next two months. None of these Workstreams have a team leader identified (whether contractor of County). ZCo Consulting ProjectDrive Page 27 © ZCo Consulting LLC 2018. All rights reserved. PROJECT SPENDING ZCo Consulting ProjectDrive Page 28 © ZCo Consulting LLC 2018. All rights reserved. Project Planned Spending - 2018 Annual Software Support Charge Consulting Charges       Source: Project Team Monthly Report as of March, 2018 The major spend is on consulting (Infor & Third Parties) Expected monthly spend will be about $1MM from April to through to December The exception in November is the Software Annual Support Charge. The Council should expect the Monthly report to track actuals at this granularity at a minimum. ZCo Consulting This chart requires updates to show shift of spend into 2019. Page 29 ProjectDrive © ZCo Consulting LLC 2018. All rights reserved. Which Workstreams Will Cost the Most? • • • • The Workstreams have been grouped for some clarity. The costs use the Infor Deliverables SOW as a representative of all project personnel. related charges as a % of total. Distribution of all charges will follow the Infor. Deliverables plan with the exception of Project Mgmt which is a fixed fee monthly. Largest: Finance, Budget, & Expense Mgmt (Core Financials), most complex. Human Resource & Payroll Related are even at 17% ZCo Consulting ProjectDrive Source: Infor Stmt of Work Page 30 © ZCo Consulting LLC 2018. All rights reserved. Maintaining Project Pace • • • • Source: 04/24/18 Project Budget Model Single largest driver of spend is Infor Deliverables Payments As the project progresses, actual spend should meet planned spend, thus indicating project pace is being maintained. Current actual is lagging behind planned (as of 3/30/18). ProjectDrive ZCo Consulting Page 31 © ZCo Consulting LLC 2018. All rights reserved. PROJECT GOVERNANCE ZCo Consulting ProjectDrive Page 32 © ZCo Consulting LLC 2018. All rights reserved. Transition Condition Successful shift in Executive Sponsorship; co-chairs have replaced the Chief Information Officer who is now on unpaid leave.  County Executive is now represented by Chief of Staff being a member.  Two of the largest ‘end-users’ of the new system remain without representation on the Steering Committee: HHS and the Sheriff.  ZCo Consulting ProjectDrive Page 33 © ZCo Consulting LLC 2018. All rights reserved. ERP PROJECT ORGANIZATION ZCo Consulting ProjectDrive Page 34 © ZCo Consulting LLC 2018. All rights reserved. Implementation Project Org Cuyahoga County ERP Transformation Project Organization Chart Executive Sponsors/Steering Team Stakeholders: S Jordan, M Carroll, D Dykes, D Kennedy, M Dever, S Rourke; Project Directors: C Nappi, Infor- J Murrin County Executive Office A. Budish; S Jordan Project Management Office Project Directors: C Nappi; J Murrin Project Managers – County Core Team Leads Advisory Council, Legal, External: SherwinWilliams; MetroHealth Project Administrator Fiscal Agency HR Purchasing Public Works DoIT Change Mgmt. Lead Lead Lead Lead Lead Lead Lead BODD Payroll Contracts Assets/Inv Vendors Facilities Item Master Work Order OBM Treasury HHS Talent Core Comp. Grants Benefits Projects Infrastructure Integrs/ Reports Legacy SAP Security Legacy MR Sys Admin/DBA Legacy Data Warehouse Training – HR Communications Conv. Subject Matter Experts Multiple ProjectDrive Source: Jun, 2017 Quarterly Report ZCo Consulting Page 35 © ZCo Consulting LLC 2018. All rights reserved. The Org’s Metamorphosis        The original organization structure established a Project Management Office (PMO) with the project teams reporting to the PMO. The PMO has disappeared and the various project teams have tended to report vertically into ‘silos’. Agency representation has only just now begun (after the design activities). Purchasing was originally a separate team but is now ‘folded’ into the Fiscal team. Budgeting is ‘folded’ into the Fiscal team. Project administration duties are now shared across multiple individuals. Many seem to think the ERP Support Organization is now the project’s organization. ZCo Consulting ProjectDrive Page 36 © ZCo Consulting LLC 2018. All rights reserved. DoIT’s ERP Support Org • Planning for the support of the ERP System once in place is a good thing, but… ZCo Consulting ProjectDrive Page 37 © ZCo Consulting LLC 2018. All rights reserved. Project Org Suggestions Cuyahoga County ERP Transformation Project Organization Chart Executive Sponsors/Steering Team Stakeholders: S Jordan, M Carroll, D Dykes, D Kennedy, M Dever, S Rourke; Project Directors: C Nappi, Infor- J Murrin County Executive Office A. Budish; S Jordan Contract Project Director Project Management Office Project Directors: C Nappi; J Murrin Project Managers – County Core Team Leads Infor Advisory Council, Legal, External: SherwinWilliams; MetroHealth Project Administrator Project Management Office Budget Fiscal Agency HR Purchasing Public Works DoIT Change Mgmt. Lead Lead Lead Lead Lead Lead Lead BODD Payroll Contracts Assets/Inv Vendors Facilities Item Master Work Order OBM Treasury HHS Talent Core Comp. Grants Benefits Projects Infrastructure Integrs/ Reports Legacy SAP Security Legacy MR Sys Admin/DBA Legacy Data Warehouse Training – HR Communications Conv. Subject Matter Experts Multiple ProjectDrive Source: Jun, 2017 Quarterly Report ZCo Consulting Page 38 © ZCo Consulting LLC 2018. All rights reserved. BENEFITS EXPECTATIONS ZCo Consulting ProjectDrive Page 39 © ZCo Consulting LLC 2018. All rights reserved. Limitations of Achieving ERP Benefits When Replacing Existing Automation BASELINE • • A – drop in performance due learning curve effect (2-3 months) B – overall stabilization period (6 months) C – getting back to pre-Go-Live baseline (4 months) Bottom-line, it will likely be a full year before overall performance increases above the existing baseline for Fiscal & HR. When automating manual processes (such as Work Orders and Dispatch), performance increases will occur much sooner. ProjectDrive Source: Deloitte & Touche Survey, 2000 ZCo Consulting Page 40 © ZCo Consulting LLC 2018. All rights reserved. Achieving ERP Benefits Implement 1-2 Yrs  Software Runs  Data has been Converted  Initial Training is Complete  Testing is Complete  Interfaces Work  System is Accepted Stabilize 6 Mos  Smooth Culture Clash  Provide Learning Curve Time  Enable Super-users emergence  Align Organizations  Enable Process evolution  Conduct Spot Training  Continue Data Cleansing  Continue Change Management Imbed 12 Mos  Enhance/Add Functionality  Make Process Improvements; more Streamlining  Realign Organization as Needed  Extend to Systems Beyond ERP  Extend use of Analytical Tools Benefits Begin Transform 1-2 Yrs  Leverage Human & Financial Capital  Redefine Strategies  Focus on New, Additional Services  Focus on Customer Service  Develop New Channels to Market Page 41 ZCo Consulting ProjectDrive Benefits accrue earlier for manual processes that are automated The County should begin recognizing benefits about 18 months after© ZCo the Consulting lastLLCgo 2018. line All rights reserved. CONCLUSIONS ZCo Consulting ProjectDrive Page 42 © ZCo Consulting LLC 2018. All rights reserved. Conclusions   The project is nearing a major ‘Tipping Point’ regarding its schedule. Several potential changes in scope and resources can only be ‘balanced’ by delaying the project further. The recent readjusting of the schedule is now planning on 7 of the 20 rollouts in September and 7 of the 20 rollouts in December. The County is faced with a critical need for internal resources during those months and commitment for attendance at ‘just in time’ training. ZCo Consulting ProjectDrive Page 43 © ZCo Consulting LLC 2018. All rights reserved. Schedule Impact of Latest Project Re-Plan The project has no more slack from a scheduling perspective.  The team cannot delay HR any more if they still want Open Enrollment to be using the new system.  If Fiscal delays once more to the end of the calendar year, the 3 month lag of implementing Payroll will push Payroll rollout to the end of the first quarter in 2019.  ZCo Consulting ProjectDrive Page 44 © ZCo Consulting LLC 2018. All rights reserved. Spend Impact of Latest Re-Plan Any more delays will increase the Infor contract amount. As long as the team concurs with the concept of allocating post go live to operating funding, the allocated ceiling for spend should be able to absorb the increases.  Implementing Payroll before Fiscal will create significant ‘throw away’ interfaces to the existing financial system which will cost more.  ZCo Consulting ProjectDrive Page 45 © ZCo Consulting LLC 2018. All rights reserved. Reconstitute the Project Management Office (PMO)    The project has fallen into a ‘silo’ approach to leading the project and cross-team communications is slipping. The once-active PMO for the project should be reconstituted immediately. Membership:     Chairs: County Project Manager & Infor Project Manager Workstream Team Leaders (County) Change Management Team Leader (County) County IT Development Team Leader   ProjectDrive Infrastructure, Conversion Development, Interface Development, Reports Development, Workflow Development Advisory – County CTO, County Acting CIO ZCo Consulting Page 46 © ZCo Consulting LLC 2018. All rights reserved. Focus on Major Rollouts     The number of rollouts (20) and the structure of the Master Project Plan tends to obfuscate the highly visible rollouts that effect the majority of County employees: Open Enrollment and Payroll. The project teams reporting should be focused on the components of the financial modules that must be in place to enable Open Enrollment and Payroll. The portions of the Core HR solution that provides Open Enrollment and Paychecks should be clearly identified in the project outlook monthly report. Example from the Master Plan follows… ZCo Consulting ProjectDrive Page 47 © ZCo Consulting LLC 2018. All rights reserved. Example of Rollout Focus Task Name % Complete Start Finish CORE INFOR FINANCIALS 57% Wed 7/5/17 Mon 11/5/18 1A - CONFIGURATION AND DEVELOPMENT PART 1 69% Wed 7/5/17 Thu 6/7/18 1A - TESTING and QUALITY ASSURANCE Part 1 14% Thu 1/4/18 Fri 8/10/18 1A - PROJECT ACTIVATION Part 1 0% Mon 5/7/18 Wed 9/12/18 1A - POST PRODUCTION SUPPORT Part 1 0% Thu 9/6/18 Mon 11/5/18 ProjectDrive ZCo has moved the line items in the HCM/Payroll portion of the workplan to show each portion together so their ‘Activation Dates’ can be mapped. ZCo Consulting Page 48 © ZCo Consulting LLC 2018. All rights reserved. Options Facing the Team for Document Management Options Project Impact  Provide a feed from ERP to the legacy document management solution.  No schedule impact. No increase in Licensing. Needs a minor utility program to provide the connectivity. Fiscal accrues benefits.  Replace the existing product and use the replacement tool for the ERP solution. Obtain a standalone solution for just the ERP solution – from Infor.  Untenable – the State uses the product and requires HHS to continue its use.  Project delay of up to 9mos – 12 months for acquisition, development, implementation. Significant cost. Less impact on schedule and cost than the Infor solution. Potential ‘throw away’ approach. Fiscal benefits are delayed process.   Obtain a standalone solution for just the ERP system – open solicitation.  ZCo Consulting ProjectDrive Page 49 © ZCo Consulting LLC 2018. All rights reserved. Document Management Solution The team is finishing its analysis of options to address document management.  A decision should be available in their April Report.  ZCo Consulting ProjectDrive Page 50 © ZCo Consulting LLC 2018. All rights reserved. Major Risk to the Project The team is aware of the risk of not being able to accurately and completely migrate the existing employee master data from the legacy system to Infor.  Over the coming few months, contractor assistance is required and the dedication of selected HR personnel to review, correct, and validate the data migration.  The details regarding data conversion risks are included in the Appendix.ZCo Consulting  ProjectDrive Page 51 © ZCo Consulting LLC 2018. All rights reserved. OCM (Training) Issue County & Infor at odds regarding extent of Infor effort in developing training material and delivering the training.  This is a contract interpretation question.  Given there are 20 ‘Rollouts’, presumably different training is required 20 times.  Infor is contending the Deliverables schedule lists four.  Infor is estimating the extent of a change order that will be significant (near 7 digits).  ZCo Consulting ProjectDrive Page 52 © ZCo Consulting LLC 2018. All rights reserved. APPENDICES AL . 5.311%? 0 Consulting Page 53 200 Consulting LLC 2018. All rights reserved. Appendix Contents Project Accounting (repeat from March report)  A Serious Risk – 1  A Serious Risk – 2  Change Order Log  Fiscal Customizations Log  Need for ESC Expansion  Example Staffing Plan  ZCo Consulting ProjectDrive Page 54 © ZCo Consulting LLC 2018. All rights reserved. Project Accounting      The County restates its year-end financials to accrual, thus depreciating its assets. The ERP Project, once completed will be treated as an asset annually. For a computer system implementation to be fully accurate in term of valuing the asset, the costs for internal personnel charges should be allocated to the asset. In other words the total cost of the new system would be greater than the contracted spending. Conversely, by allocating the 2019 ERP costs that are currently extended throughout the year for software charges and ERP support charges, to operating costs, the project costs will be reduced. ZCo Consulting ProjectDrive Page 55 © ZCo Consulting LLC 2018. All rights reserved. A Serious Risk - 1 ID 24 • • • • • Entered Date 11/22/2017 Key Risks Data Extract, Clean-up, Transformation Resource Assigned Tom Petek Resolution Date Ongoing Description/Mitigation Probability Risk that – for any given go-live – needed data extract, clean-up, and transformation activities will not be complete in time for SIT, UAT and/or Go-Live 75% The team is aware that this risk is the County’s responsibility. While there are a number of legacy sources of data that must by ‘cleaned-up’, extracted, and transformed (for the loading into Infor databases and tables, the most problematic and critical path element is the current HR Employee Master data (existing SAP system). The IT Department is woefully short of resources to complete the County responsibilities in support of the ERP system over the coming months. The need for loading data into the Infor system will quickly become critical path elements. Rather than focusing on hiring IT management personnel and future ERP support staff, perhaps contract resources would be more appropriate at this time as a fill during IT’s staff acquisition cycle. ZCo Consulting ProjectDrive Page 56 © ZCo Consulting LLC 2018. All rights reserved. A Serious Risk - 2 ID 40 • • • • Entered Date 3/8/2018 Key Risks SAP HR Data Resource Resolution Assigned Date Kiran Vasudevan IMMEDIATE Description/Mitigation Probabil ity County has determined that extract of Employee Master level data from SAP does not match what is displayed on SAP screens. There may be a programming issue with the extract. The team is aware that this risk is the County’s responsibility. While there are a number of legacy sources of data that must by ‘cleaned-up’, extracted, and transformed (for the loading into Infor databases and tables, the most problematic and critical path element is the current HR Employee Master data (existing SAP system). The County is trying to develop a technology approach to extracting the HR data – impending delays are due to priority struggles, existing contracting, time to hire, much less spending funds on a ‘throw-away’ technology solution. The SAP extraction risk is probably best solved with Ocham's razor (AKA the "law of parsimony") problem-solving principle. This principle suggests that, when presented with competing hypothetical answers to a problem, one should select the one that makes the fewest assumptions. In other words, rather than dragging out a technical approach, it would be much simpler, and probably have a much higher success rate, if the County brought in enough labor to manually transfer the data from the SAP screens to Infor. ZCo Consulting ProjectDrive Page 57 © ZCo Consulting LLC 2018. All rights reserved. Change Orders CO # Change Order Description Date Submitted CO Value Status Approver(s) Due Date Approved 01 CRM – Revise Deliverable and Payment Schedule 11/1/2017 $0 Approved 02 Phase Shift – EAM: Earlier implementation 11/3/2017 $0 Approved Armond Budish ESC 03 Phase Shift – SCM / FN: Revised implementation plan 11/3/2017 $0 Approved ESC Approved 04 Phase Shift – Talent Acquisition: Earlier implementation GIS – EAM Interface/Integration 11/22/2017 $0 Approved ESC Approved Approved ESC Approved 01/08/2018 $0 Approved ESC Approved 07 Consolidation DDD-21, 22, and 23 into single deliverable Learning Management DDD Verbiage revision 01/08/2018 $0 Approved ESC Approved 08 DDD-19 Revision 01/08/2018 n/a Cancelled ESC Withdrawn 09 FN/SCM additive RICE Items Funding 2/23/2018 Verbally approved; need signed copy ESC Approved 10 Acceptance Process 2/23/2018 $202,575 of Phase 99 funds; $209,400 funded by offsets against Infor deliverables no longer needed; 2 “Pool” low complexity and 1 “Pool” medium complexity interface n/a Cancelled ESC Withdrawn 11 OCM Revisions: approach; Deliverable and Payment Schedule Staff Augmentation 2/28/2018 $87,000 credit to County for other work Targeted resources for County specific assignments Approved ESC Approved In Process ESC TBD 05 06 12 01/02/2018 4/6/2018 One “Pool” complex interface Approved ZCo Consulting ProjectDrive Page 58 © ZCo Consulting LLC 2018. 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Fiscal - Customizations Payment ID 1A-30 DDD# Deliverable Name Status 62 In Progress Percent Complete 50% In Progress Submitted Date Plan Date Approved Date 4/17/2018 Invoice Amount $26,600.00 90% 4/13/2018 $20,900.00 1A-32 64 Unit Tested Application Report (SOW) 1A Part 1 IST Schedule 1A-33 65 IST Scripts In Progress 15% 6/1/2018 $25,600.00 1A-34 66 Configured IST Environment In Progress 15% 6/1/2018 $26,300.00 Item 1A-47 - ENHANCEMENT - Add DMS Link to Approval Workflow Item 1A-48 - WORKFLOW - AP Invoice with notification Item 1A-193 - ENHANCEMENT - Adjusting Grant Contract Funding (FN Part 2) Item 1A-208 - REPORT - Custom FB240 to include comments Item 1A-316 - REPORT - Beginning Fund Balance, Net Changes, Ending Fund Balance Item 1A-318 - REPORT - Cash by FundSubFund Item 1A-264 - BL – Deferred Inflow Cash Basis (FN Part 2) Item 1A-284 - AR – Recognize Rev Cash Basis (FN Part 2) Item 1A-20 - WORKFLOW - GL Journal Entry Approval Item 1A-47 - ENHANCEMENT - Add DMS Link to Approval Workflow Item 1A-48 - WORKFLOW - AP Invoice Auto Cancel with notification Item 1A-193 - ENHANCEMENT - Adjusting Grant Contract Funding Item 1A-208 - REPORT - Custom FB240 to include comments ON HOLD 10% TBD $4,050.00 In Progress 90% 4/18/2018 $20,250.00 6/29/2018 $1,620.00 4/20/2018 $1,620.00 RICE FDD RICE FDD RICE FDD RICE FDD RICE FDD RICE FDD RICE FDD RICE FDD RICE TDD RICE TDD RICE TDD RICE TDD RICE TDD ProjectDrive In Progress 10% 4/20/2018 $375.00 In Progress 10% 4/20/2018 $375.00 6/29/2018 n/a 6/29/2018 n/a In Progress 50% 5/4/2018 $19,584.00 ON HOLD 10% TBD $9,720.00 In Progress 10% 5/4/2018 $48,600.00 Not Started 7/20/2018 $3,888.00 Not Started 5/4/2018 $3,888.00 ZCo Consulting Page 59 © ZCo Consulting LLC 2018. All rights reserved. Need for Executive Steering Committee Member Expansion     The current key members are focused on the departments that are mainly responsible for establishing, entering, and maintaining the information/data in the various components of the system. Thus, the key members represent the ‘custodians’ of the system’s data. The major ‘users’ of the data do not have representation. Users are the individuals who a) receive checks, b) enroll in their benefits, c) enter time clocks, d) enter into work orders, issue purchase requisitions, approve receipts and work product, manage department costs/budgets, ZCo Consulting ProjectDrive Page 60 © ZCo Consulting LLC 2018. All rights reserved. Example Staffing Plan ZCo Consulting ProjectDrive Page 61 © ZCo Consulting LLC 2018. All rights reserved.