Consent-General Government # 19.
Board of Supervisors
Innovation and Technology Services
- Meeting Date:
- 04/04/2023
- Brief Title
- Receive update on the status of the Infor CloudSuite Implementation
From:
Lee Gerney, Chief Technology Officer, Innovation and Technology Services Department
Staff Contact:
Duazong Her, ERP Manager, Innovation and Technology Services Department
Supervisorial District Impact:
Countywide
Subject
Receive and file report on the upgrade status of the current Infor System to the Software-as-a-Service (“SaaS”) Infor CloudSuite Management (ICM) System. (No general fund impact) (Gerney)
Recommended Action
Receive and file report on the upgrade status of the current Infor System to the Software-as-a-Service (“SaaS”) Infor CloudSuite Management (ICM) System.
Strategic Plan Goal(s)
 |
In Support of All Goals (Internal Departments Only) |
Reason for Recommended Action/Background
The staff report will provide a brief background on the project, an overall status update, and a breakdown of milestones and status.
Background
The Board of Supervisors considered the Infor CloudSuite Migration project over the course of 2021 and provided the final approval to move forward on August 31, 2021. The project kicked off in October 2021. On September 13, 2022, Staff presented a status report and recommended extending system go live date from January 2023, to July 2023, because the overall project was behind schedule due to resource constraints and the technical complexity of the new system. The Board of Supervisors approved the project extension on September 27, 2022.
Status Update
The project status for each of the functional areas of the system (Human Capital Management / Payroll, Financial Services Management, Supply Chain Management, Technical) is green, leading to an overall project status of green (indicating the project is in a healthy state).
As reported to the Board of Supervisors via the March 7th meeting, all functional area project teams have started User Acceptance Testing (UAT) which will be the main focus point until late April. Concurrently, all project teams are preparing for End User Training which will start at the conclusion of User Acceptance Training. While User Acceptance Training has surfaced various issues that need to be addressed, none of the issues carry enough severity to impact the project schedule or risk any additional delays. The project team is finalizing the cutover strategy and plan which will be completed in the next couple of weeks. A mock cutover is scheduled for June 19th to walk through the planned tasks that will be performed during the go-live window. The current system will be taken offline on July 8th at which point the final system migration and post migration clean up tasks will take place. The new system will go-live July 17th, 2023.
User Acceptance Testing focuses on:
Background
The Board of Supervisors considered the Infor CloudSuite Migration project over the course of 2021 and provided the final approval to move forward on August 31, 2021. The project kicked off in October 2021. On September 13, 2022, Staff presented a status report and recommended extending system go live date from January 2023, to July 2023, because the overall project was behind schedule due to resource constraints and the technical complexity of the new system. The Board of Supervisors approved the project extension on September 27, 2022.
Status Update
The project status for each of the functional areas of the system (Human Capital Management / Payroll, Financial Services Management, Supply Chain Management, Technical) is green, leading to an overall project status of green (indicating the project is in a healthy state).
As reported to the Board of Supervisors via the March 7th meeting, all functional area project teams have started User Acceptance Testing (UAT) which will be the main focus point until late April. Concurrently, all project teams are preparing for End User Training which will start at the conclusion of User Acceptance Training. While User Acceptance Training has surfaced various issues that need to be addressed, none of the issues carry enough severity to impact the project schedule or risk any additional delays. The project team is finalizing the cutover strategy and plan which will be completed in the next couple of weeks. A mock cutover is scheduled for June 19th to walk through the planned tasks that will be performed during the go-live window. The current system will be taken offline on July 8th at which point the final system migration and post migration clean up tasks will take place. The new system will go-live July 17th, 2023.
User Acceptance Testing focuses on:
- Process-Specific Testing (Workflows)
- Security Role Validation
- Data Validation & Readiness
- Continued Super User Training
- Report Testing
- 3rd Party Integration Testing
- End-Use Buy-In
Detailed Milestone Progress Status
Completed
Phase 1: Initiate & Planning Phase Accomplishments
The PMO team completed the planning for the project and produced the following deliverables to ensure alignment with RPI and the Yolo County Leadership and Project Team on project structure, governance, and execution:
Completed
Phase 1: Initiate & Planning Phase Accomplishments
The PMO team completed the planning for the project and produced the following deliverables to ensure alignment with RPI and the Yolo County Leadership and Project Team on project structure, governance, and execution:
- Project Initiation
- Project Management Plan
- Stakeholder Analysis
- Project
- Issues Management Plan
- Risk Management Plan
- Staffing Plan
- Communication Strategy
- Testing Strategy
- Training Strategy
- Organizational Change Management Plan
- Knowledge Transfer Assessment Plan
- Project Work Plan
- Project Kickoff
- Provisioning of the Multi-Tenant Environments
- Tenant/Product Line Strategy
- Technical Development Strategy
- RICE Strategy/Plan
Phase 2 - Analyze & Design Phase Accomplishments
The Functional and Technical Project Teams conducted a series of meeting and workshops to gain an understanding of Yolo County’s current business processes and identify/document the requirements for the future state business processes and technical development for integration, reporting, automation, security, and data conversions:
- Current State Assessment and Requirements Review
- Super User Training/Enablement and Design Review
- Future State Design
- Technical Design Discussions/Workshops:
- Configuration Console Design
- Workflow/Process Automation Design
- Interface/Integration Design
- Conversion Design
- Security Roles Review
- Report Review/Design
- Testing Plan
- Data Validation Strategy
- Initial Design Complete
Phase 3: Build & Develop Phase Accomplishments
- Technical Development (includes initial unit testing by developer):
- Configuration Console Development
- Workflow/Process Automation Development
- Interface/Integration Development
- Conversion Development
- Security Roles Development
- Report Development
- Application Configuration
- Unit Test/Conference Room Pilot Test Plan & Scripts Preparation
- Unit Testing/CRP
- System Integrated Test Scripts
Phase 4: Verify & Empower Phase Accomplishments
- System Integrated Test Execution and Issue Resolution
- Second round of System Integrated Test (SIT#2)
- SIT#2 Payroll Parallel Prep/Execute
In-Progress
Phase 4: Verify & Empower Phase (In-Progress)
Phase 4: Verify & Empower Phase (In-Progress)
- End User (User Acceptance) Test Scripts
- User Acceptance Test (UAT) Execution and Issue Resolution
- UAT Payroll Parallel Prep/Execute
- End User Training Documentation
- Cutover Strategy
- Technical Development (includes initial unit testing by developer):
- Workflow/Process Automation Development
- Interface/Integration Development
- Conversion Development
- Security Roles Development
- Report Development
- End User Training
- Cutover & Contingency Planning
- Readiness Assessment (Go-Live Preparedness)
- Go/No Go Sign Off
Coming Soon
Phase 5: Go-Live and Post Go-live Support Phase (Not Started, Coming Soon)
Phase 5: Go-Live and Post Go-live Support Phase (Not Started, Coming Soon)
- Go-Live DMF#5/Cutover to Production
- Post Go-Live Support and Project Closure
- Project Closure
Collaborations (including Board advisory groups and external partner agencies)
Innovation & Technology Services, Department of Financial Services, Health & Human Resources, General Services, Human Resources, County Administrator's Office.
Fiscal Impact
No Fiscal Impact
Fiscal Impact (Expenditure)
- Total cost of recommended action:
- $
- Amount budgeted for expenditure:
- $
- Additional expenditure authority needed:
- $
- On-going commitment (annual cost):
- $
Source of Funds for this Expenditure
- General Fund
- $0
Attachments
Form Review
| Inbox | Reviewed By | Date |
|---|---|---|
| Lee Gerney | Lee Gerney | 03/22/2023 10:26 AM |
- Form Started By:
- jrowe
- Started On:
- 10/14/2022 04:44 PM
- Final Approval Date:
- 03/28/2023