DATE
|Project Governance |
|Project Name |Retirement Information Online (RIO) Enhancement |
|Date |01/25/2017 |
|Lead Agency |Public Employees Retirement Association of NM |
|Other Agencies |None |
|Executive Sponsor |Greg Trujillo |
|Agency Head |Wayne Propst |
|Agency CIO/IT Lead |Greg Portillos |
|Project Manager |Greg Portillos |
|Project Abstract (Provide a brief description and purpose for this project) |
|In FY15 PERA utilized a pension administration vendor (Linea) with extensive knowledge in state wide pension administration system |
|implementations and assessments to review the Retirement Information Online (RIO) system. Linea has determined that the RIO system is |
|meeting the requirements based on PERA rules and can be enhanced, rather than replacing the system, which would cost between 13.5 million |
|to 20 million. Linea has recommended a three pronged approach that consists of making enhancements to the RIO system, addressing data |
|integrity issues and improving business processes. In FY17 PERA received a C2 request for 4200.0 to enhance the mission critical RIO |
|system. |
|New functionality has been implemented in jClarety which is the framework that RIO is based on. Since RIO is ten years old and major |
|functionality has not been implemented, PERA will review and implement this new functionality. The business processes that are in place |
|have not had any major improvements since implementation. PERA will consult with a pension administration system consultant Linea that has |
|extensive experience and knowledge with business process improvement and design a plan to modernize and improve required processes. Some |
|data issues exist from the original conversion and as a result of edits not being enforced for employers reporting member contributions. |
|PERA will work with a data consulting firm that has extensive experience in pension administration systems data to assess and |
|systematically fix data based on business rules. |
|The objectives for these enhancements will be to implement new functionality based on the new technology, implement business processes |
|improvements that will enhance data integrity, and review data and systematically fix data based on business rules. All three components |
|will greatly improve customer service. |
|Planned Start Date |September 5, 2016 |Planned End Date |August 13, 2018 |
|Amount Requested this Certification |$ 2,042,300 |
|Amount Previously Certified |$ 2,157,700 |
|Remaining Appropriation not Certified |$ 0 |
|Total Appropriated Amount |$ 4,200,000 |
|Certification History (Include any previous project or phase certifications and this request) |
|Date |Amount |Funding Source(s) (use specific citations to laws, grants, etc.) |
|7//27/16 – Initiation & |$ 2,157,700 |Laws 2016, CH 11, Section 7(11) |
|Planning | | |
|1/11/17 – Implementation|$2,042,300 |Laws 2016, CH 11, Section 7(11) |
|Phase (This request) | | |
|Total: |$4,200,000 | |
|Appropriation History (Include all Funding sources, e.g. Federal, State, County, Municipal laws or grants) |
|Fiscal Year |Amount |Funding Source |
|FY17 |$4,200,000 |Laws 2016, CH 11, Section 7(11) |
| | | |
|Proposed Major Deliverable Schedule and Performance Measure |
|Major Project Deliverable and Performance Measure |Budget |Due Date |Project Phase |
|Project Management |850,000 |06/30/2018 |Planning |
|SHARE System Analysis |0 |12/01/2016 |Implementation |
|Business Process Improvement |350,000 |07/01/2017 |Implementation |
|Data Cleansing and Data Governance |831,300 |04/01/2018 |Implementation |
|Independent Validation & Verification |97,500 |06/30/2018 |Implementation |
|Customer Relationship Management Software |990,000 |06/30/2108 |Implementation |
|User Interface HTML5 Struts 2.3 |914,210 |02/15/2017 |Implementation |
|Total: |4,033,010 | | |
|Budget |
|Comments: |
| |Description |FYxx & Prior |FY17 |FY18 |FYxx |Total |
|Staff - Internal | | | | | | |
|Consulting Services|Project Management, BPI| |584,960 |615,040 | |1,200,000 |
| |Data Cleansing Data | | | | | |
| |Governance, | | | | | |
| |IV&V | |592,300 |239,000 | |831,300 |
| |CRM | | | | | |
| |UI Upgrade | | | | | |
| | | |54,000 |43500 | |97,500 |
| | | | |990,000 | |990,000 |
| | | | |914,210 | |914,210 |
|Hardware | | | | | | |
| Software | | | | | | |
|Total | | |1,231,260 |2,801,750 | |4,033,010 |
|IT System Analysis (On this document, or as an attachment, provide a summary description of the technical architecture) |
| Software Architecture |
|The RIO system utilizes a three tier architecture with a presentation layer, application layer and data access layer. The presentation |
|layer is Microsoft Internet Information Server and the application layer is IBM Websphere with java code, and the data access layer is |
|Microsoft SQL server for both data and document images. |
|Hardware Architectures |
|The RIO system utilizes blade servers in a chassis connected with fiber channel to a storage area network (SAN). Two chassis with blade |
|servers and a SAN are located in the PERA Santa Fe data center and one chassis with blade servers and a SAN is located in the Albuquerque |
|Disaster Recovery/Business Continuity (DR/BC) data center. |
|This architecture was presented to and approved by the Technical Architecture Review Committee on January 12, 2017. |
|Independent Verification & Validation (Include Status of IV & V Process) |
| |
|FusionSTO was selected as an IV&V vendor and they have been submitting IV&V reports to the PERA Executive Director and DoIT EPMO. |
|FusionSTO has provided an overall status as yellow due to the fact that PERA has not requested the additional funds for certification. |
|Also some documentation is missing from the repository and these need to be kept up to date. |
|Significant Risks and Mitigation Strategy |
|Risk 1: Hewlett Packard ENTERPRISE (HPE) merger with CSC could cause a change in HPE staffing including their commitment to the pension |
|administration system business. |
|Mitigation 1: Commitment with HPE on long term agreement to complete project. |
|Risk 2: Customer Relationship Management software has not been used in the pension administration system implementations. |
|Mitigation 2: Start with one workflow and confirm the software and workflow will work before attempting the overall CRM system. |
|Interoperability (Describe If/how this project interfaces with existing systems/Applications) |
|The RIO System interfaces will not be changing. |
| |
|Transition to Operations: (Describe agency plan to migrate project solution to production. include agency plans to fund and maintain this |
|project after deployment. ) |
|PERA IT staff will test the RIO system within the test environment. If IT discovers any problems, HPE and IT will work together to resolve|
|the issue. Once the system is running in the test environment, PERA staff will test the application to ensure the functionality. If PERA |
|staff encounters problems with the system, the problem will be reported to PERA IT. If the problem is with the PERA environment, PERA IT |
|will resolve the problem internally and if need be enlist HPE’s assistance. If the problem that PERA staff finds is in the business code, |
|then an incident report will be raised and HP will work on resolving the problem. PERA IT does not have access to the code, so business |
|code problems need to be addressed by HP. Once the test system has received user acceptance, work will begin in the production environment|
|and this same process will be repeated for the migration to production. PERA staff will also review all documentation prior to project |
|completion. |
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