Receive presentation on the upgrade status of the Infor System to the Software-as-a-Service (“SaaS”) Infor CloudSuite Management System. (No general fund impact) (Gerney)

Receive presentation on the upgrade status of the current Infor System to the Software-as-a-Service (“SaaS”) Infor CloudSuite Management (ICM) System.

In Support of All Goals (Internal Departments Only)

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, due to the overall project being 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 three of the functional areas of the system (Financial Services Management, Supply Chain Management, Technical) are green, however the Human Capital Management / Payroll functional area has been downgraded to yellow leading to an overall project status of yellow (indicating the project is in an at risk state).  The project is tracking yellow due to two identified issues. There are still a substantial number of differences in the payroll parallel related to data and system setup issues.  This primarily stems between differences in how pay codes and deductions codes are set up in the old system as compared to the new system. In addition, the new system handles certain calculations a little differently than the old system leading to reconciling differences.  The project team is hoping to have a resolution to the setup issues in the next couple of weeks.  In addition, there are concerns with the MICR font that is applied to checks.  The font is not as clear as it needs to be per bank standards.  The team is exploring options including performing maintenance on the check printer, using another MICR font vendor, or shifting check printing back to the MHC solution.  Currently, we do not expect either of these issues to affect the targeted go-live day of July 17th, 2023.

Since the last update to the Board the project team has completed System Integration Testing and User Acceptance Testing phases of the project.  End User Training is currently underway which is the last phase of the project prior to go-live activities.  
  Project Plan
Phase 1: Initiate & Planning (complete)
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 (complete)
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 (complete)

• 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 (in progress)

• System Integrated Testing (complete)
• User Acceptance Test (UAT) Execution and Issue Resolution (complete)
• Cutover Strategy (complete)
• Payroll Parallel Prep/Execute (in progress)
• End User Training (in progress)
• Cutover & Contingency Planning (Mid-June)
• Readiness Assessment (Mid-June)
• Go/No Go Sign Off (Early July)

Phase 5: Go-Live and Post Go-live Support (July 2023)

• Go-Live DMF#5/Cutover to Production
• Post Go-Live Support and Project Closure
• Project Closure

Cutover Strategy
Starting in mid-June the project team will perform a mock go-live.  This will consist of one last data migration prior to the final migration that will take place during the go-live cutover window.  Once the data migration is complete and post-migration tasks have been performed, the project team will review and verify the accuracy of the data and assess the readiness of the new system to move forward with the final cutover to production.  If its determined the system is ready for go-live the system will be taken offline July 7th in preparation for final cutover tasks.  The system will remain offline while the project team completes all final tasks until the new system is brought online on July 17, 2023.

Innovation & Technology Services, Department of Financial Services, Health & Human Resources, General Services, Human Resources, County Administrator's Office