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WASHINGTON STATE EMPLOYMENT SECURITY DEPARTMENT
WISPR
Document Revision History
Version Number
Date Description
1.0.0 9-22-08 First draft1.1.0 11-13-08 Corrections to first draft1.1.1 11-14-08 Corrections to RELATIONSHIP WITH OTHER PLANS1.2.0 11-17-08 Reordering of Communications Management and QA
Addition of Appendix A1.2.1 2-12-09 Update personnel changes
EMPLOYMENT SECURITY DEPARTMENT WISPR PROJECTPROJECT MANAGEMENT PLAN
Table of Contents
PLAN OVERVIEW......................................................................................................................................................1
SCOPE STATEMENT............................................................................................................................................2OUT OF SCOPE STATEMENT.............................................................................................................................3PROJECT GOALS AND OBJECTIVES.................................................................................................................3PROJECT ASSUMPTIONS....................................................................................................................................5PROJECT RISKS...................................................................................................................................................6
BUSINESS RATIONALE.........................................................................................................................................6POTENTIAL OPPORTUNITY IDENTIFICATION................................................................................................7PROJECT IMPACTS.................................................................................................................................................8CRITICAL SUCCESS FACTORS............................................................................................................................9RELATIONSHIP WITH OTHER PLANS..............................................................................................................10PROJECT OVERSIGHT ANALYSIS.....................................................................................................................10STATE AND AGENCY STANDARDS.................................................................................................................18ACQUISITION REQUIREMENTS........................................................................................................................18
ORGANIZATION CHART.....................................................................................................................................19ROLES AND RESPONSIBILITIES........................................................................................................................19
WORK PLAN..............................................................................................................................................................26
PREVENTIVE MEASURES.................................................................................................................................42APPENDIX A : WISPR PROJECT LOG...................................................................................................................43
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PLAN OVERVIEW
PROJECT STATEMENT
States and other grantees administering multiple United States Department of Labor (USDOL) grants are currently required to produce separate performance reports by using different forms, definitions, instructions, and submission procedures.
Grantees administering formula or statewide reserve funds under the following USDOL programs must utilize the report formats, individual record specifications, and submission procedures to certify performance results on a quarterly basis:
Wagner-Peyser Employment Service/Jobs for Veterans State Grants, which include the following:
Wagner-Peyser Act Program Jobs for Veterans Programs (including the Local Veterans’ Employment Representative (LVER) and Disabled Veterans’ Outreach Programs (DVOP))
Workforce Investment Act (WIA) Title I Programs, which include the following: WIA Title IB Adult Program WIA Title IB Dislocated Worker Program (including individuals receiving services financially assisted by WIA section 134(a)(1)(A) – rapid response) WIA Title IB Youth Program National Emergency Grant Program (WIA Title ID section 173)
Trade Adjustment Assistance (TAA) Program
In addition, the WIA Title IB 15% statewide activities, which are authorized under WIA section 134(a), that are included in this quarterly report are those program activities that involve the enrollment of individuals eligible to receive WIA Title IB services (e.g., adult, dislocated worker, or youth). Conversely, if state or local activities do not involve the enrollment of individuals to receive services, performance information is not included in the WISPR System.
The Workforce Investment Streamlined Performance Reporting (WISPR) project will establish a single, streamlined reporting and recordkeeping system for the State of Washington Workforce system.
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PROJECT SCOPE
SCOPE STATEMENT
The WISPR project will produce:
1) The Workforce Investment Streamlined Performance Reporting (WISPR) system,
2) The Workforce Investment Standardized Record Data (WISRD) electronic file format,
3) Employer Services Report (ETA Form 9131) - quarterly report on services to employer customers,
4) Workforce Investment Performance Report (ETA Form 9132) - quarterly reports on Services to Job Seeker Customers,
5) Eligible Veterans and Transitioning Service Members Service Report (ETS Form 9133) - Wagner-Peyser Employment Services unique participant records where the individual received one or more services financially assisted from either the Wagner-Peyser Act or Jobs for Veterans (DVOP/LVER) Programs and,
6) Electronic submission of all quarterly reports directly to ETA’s Enterprise Business Support System (EBSS).
The Workforce Investment Streamlined Performance Reporting (WISPR) documents (ETA Forms 9131, 9132 and 9133) have been approved by OMB (1205-0469) and may be viewed in its entirety on the web site below:
This approval marks the beginning of several changes to workforce reporting. These forms will be for use by all grantees administering Wagner-Peyser, Veterans Employment and Training Service, Workforce Investment Act Title IB, National Emergency Grants, and Trade Adjustment Assistance programs funded by the United States Department of Labor (USDOL). The primary purpose of this new reporting system is to:
Establish a standardized set of data elements, definitions, and specifications that can be used to describe the characteristics, activities, and outcomes of job seeker and employer customers served through the One-Stop delivery system;
Facilitate the collection and reporting of valid, consistent, and complete information on job seekers and employer customers in order to support the overall management, evaluation, and continuous improvement of workforce programs at the local, state, and federal levels; and
EMPLOYMENT SECURITY DEPARTMENT WISPR PROJECTPROJECT MANAGEMENT PLAN
Reduce duplicate record keeping by allowing grantees administering multiple USDOL-funded workforce programs to utilize a single set of data specifications and formats to report on a job seeker’s and employer’s interaction with the One-Stop delivery system.
OUT OF SCOPE STATEMENT
The Workforce Investment Act Standardized Record Data (WIASRD) currently used to report WIA activity is also used to produce various ad hoc reports. Although the WISPR data file could be used to produce ad hoc reports, the WISPR Project is limited to only those items contained in the scope statement. However the WISPR Project Oversight Committee reserves the right to include additional data elements in the WISPR data file that may be utilized under another project to produce ad hoc reports.
The WISPR project will identify areas of potential training through the release of Issue Briefs but will not be providing training or technical assistance to end users.
PROJECT GOALS AND OBJECTIVES
The WISPR project has the following goals and objectives:
The goal of this project is to align the State of Washington with the federal goal of establishing a single, integrated system for collecting and reporting standardized quarterly performance data for seven federally funded workforce programs to the U.S. Department of Labor.
Objective 1: Establish and Develop Workforce Investment Streamlined Performance Reporting
(WISPR) System.
○ Use the United States Department of Labor Employment and Training Administration (DOLETA) Data Preparation and Reporting Handbook to develop/institutionalize the WISPR system.
○ Designate the WISPR Coordinator as the overall project manager for tracking major project milestones, deliverables and overall business planning and communications management.
○ Designate the WISPR business analyst (WBA) as the writer of business and functional requirements, tester for all reports, and final approver for each recommendation.
○ Designate the WISPR business analyst as the tester for the file format.○ Designate the Information Technology Services Division (ITSD) programmer as the chief
architect and final approver of the file.○ Designate the WISPR Project Team (WPT) as the final approver of the business
requirements for all reports.○ Designate the ITSD programmer as the chief architect and final approver of the protocols
required to pull data from internal and external sources into the WISRD file.○ All Services, Knowledge & Information Exchange System (SKIES) Application changes are
identified, prioritized, developed, and implemented according to priority.
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○ Identify WISPR software and hardware environment.
○ Construct database in WISPR environment.
○ Designate the ITSD programmer as the chief architect and the ITSD Program Manager as the final approver of the WISPR database.
Objective 3: Develop Workforce Investment Standardized Record Data (WISRD) file format.
○ Use the WORKFORCE INVESTMENT STANDARDIZED RECORD DATA (WISRD) LAYOUT to create the DOL-mandated electronic file format within which data will be amassed to populate the ETA quarterly performance reports.
○ Designate the WISPR business analyst as the tester for the file format.○ Designate the ITSD programmer as the chief architect and final approver of the WISRD file.
Objective 4: Develop ETA Reports 9131, 9132, 9133 file formats.
○ Use Workforce Investment Streamlined Performance Reporting (WISPR) System Attachment C to create the DOL-mandated electronic file format within which data will be amassed to populate the ETA quarterly performance reports.
○ Designate the WISPR business analyst as the tester for the file format.○ Designate the ITSD programmer as the chief architect and final approver of the WISRD file.
Objective 5: Provide technical assistance to program administrators, supervisors, and line staff.
○ Develop a business and communication plan for central and direct service delivery staff.○ Use meetings, teleconferences and/or emails to communicate with program staff during the
development process and in advance of the implementation process.○ Develop and distribute technical assistance tools (desk aides, technical guides) to assist
program staff in their transition from reporting under the current system to reporting under the WISPR system.
○ Consult key program staff during the development and implementation process to identify technical assistance needs.
Objective 6: Transmit ETA Forms 9131, 9132, 9133 and WISRD to DOL on a timely quarterly basis.
○ Successfully achieve Objectives 1-4 (dependencies).○ Develop the system for ETA Forms 9131-33 to be viewed by designated central and local
area staff at the statewide and WDA level.
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○ Establish a multi-division process for constructing the WISRD data file, conducting quality assurance checks, and populating and transmitting the ETA reports to DOL on an ongoing, quarterly basis beginning after June 2009.
○ Designate the Assistant Commissioner, WorkSource Standards and Integration Division as the final approver of all three ETA reports and WISRD data file in collaboration with the WISPR coordinator.
○ Designate Employment and Career Development Division (ECDD), Automated Business Systems and Performance as the transmitter of approved ETA reports and WISRD data file.
Objective 7: Develop systems for access to employer and applicant data.
○ Develop systems for authorized users to view statewide and local area employer and applicant data used in producing the required reports.
○ Ensure appropriate security protocols are established.
PROJECT ASSUMPTIONS
1. The U.S. Department of Labor, Employment and Training Administration Workforce Investment Streamlined Performance Reporting (WISPR) system approved by OMB (1205-0469) is scheduled for a potential implementation date of July 1, 2009. WISPR features a set of aggregate reports for capturing services to employers and job seeker customers, including a special aggregate report on services to the nation’s eligible veterans and transitioning service members. Reporting requirements are available from DOLETA WISPR website.
2. Washington State Workforce partners will utilize the U.S. Department of Labor (DOL) Employment and Training Administration (ETA) Workforce Investment Streamlined Performance Reporting (WISPR) system.
3. Effective dedicated project management team comprised of a project coordinator/manager, program representation, field representation, business analyst, and IT technical staff will be selected to design, develop, and implement the WISPR system.
4. Employment and Career Development Division (ECDD), Information Technology Services Division (ITSD) and WorkSource Standards and Integration Division (WSID) managers commit necessary resources and budget for both project deliverables and post project support.
5. Existing report experts are identified, are available, and have the support of their superiors to share information with the business requirements and programming team.
EMPLOYMENT SECURITY DEPARTMENT WISPR PROJECTPROJECT MANAGEMENT PLAN
6. There will continue to be cooperation from peripheral stakeholders whose programs, data and applications may be affected by the implementation of the WISPR system.
7. A timely, methodical and strategic approach to the design, documentation, and testing effort on the part of the business requirements and programming team is required.
8. Long term post implementation support is identified and secured.
9. Deliverables will be completed in a timely manner.
10. State reporting requirements will be completed through another project.
11. Changes to the requirements by DOLETA during this project will impact the project’s schedule. Therefore, depending on the complexity of change, programming to meet these changes may not occur in order to meet the project’s deliverable date.
PROJECT RISKS
1. DOL may require data that is not currently collected or reported.
2. Data storage requirements may exceed capacity.
3. Necessary software developed by DOLETA vendor(s) may not be available as planned.
4. Adequate staffing and/or monetary resources may not be available to complete the project within the time limits.
5. Changes to Service, Knowledge & Information Exchange System (SKIES) and other data collection systems may not be completed within the established time limits.
6. Reporting requirements for State measures may not alter the project scope.
7. Training for staff may not be available in all areas and with all stakeholders.
BUSINESS RATIONALE
To help all Washington state citizens succeed in the global economy; to support Washington’s economy by providing excellent service and information to internal and external customers; and to assist in making data driven decisions require up to date and accurate data. The data collection and quarterly reporting requirements contained within the proposed WISPR system will replace the current reporting requirements of the following 7 ETA programs:
o Wagner-Peyser Employment Service, o Jobs for Veterans State Grants – DVOP and LVER, o WIA Adult, o WIA Dislocated Worker, o WIA Youth,
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o National Emergency Grants, o Trade Adjustment Assistance.
These programs currently require the state to produce 11 separate quarterly reports and record submissions. The WISPR system will:
1. Establish a standardized set of data elements, definitions, and specifications that can be used to describe the characteristics, activities, and outcomes of job seeker and employer customers served through the Workforce delivery system;
2. Facilitate the collection and reporting of valid, consistent, and complete information on job seekers and employer customers in order to support the overall management, evaluation, and continuous improvement of workforce programs at the local, state, and federal levels; and
3. Reduce duplicate record keeping by allowing grantees administering multiple USDOL-funded workforce programs to utilize a single set of data specifications and formats to report on a job seeker’s and employer’s interaction with the Workforce delivery system.
The reporting and record keeping requirements contained in this project are designed to strengthen the various program performance reporting systems into a single streamlined reporting structure. This comprehensive reporting structure features a set of uniform quarterly report formats for capturing services to employer and job seeker customers across programs, including a special report on services to the nation’s veterans, other eligible persons, and transitioning service members. A standardized set of data elements that includes information on participant demographics, types of services received, and performance outcomes based on a set of common measures defined consistently across programs are key components of this reporting structure.
In March 2005 DOLETA announced its intent to implement a set of common measures for a number of workforce programs. These six common measures were designed to promote service integration, establish uniform performance accountability, enhance program effectiveness, and measure the success of the workforce development system. The WISPR system takes advantage of federal common measure definitions when establishing reporting metrics from various data sources.
This WISPR system will be used to respond more quickly and effectively to the management information needs of Congress, the Administration, State officials, and the general public. As WISPR produces an unduplicated count of participants exiting Washington State Workforce system, data users will enjoy access to unique records emulating Common Measure standards.
POTENTIAL OPPORTUNITY IDENTIFICATION
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Establishment of the WISPR system will produce a fixed data file with unduplicated exiters. The WISPR data file may be accessed to allow state performance reports and other management information reports to be generated. It will also allow program enhancements as a result of data validation and best practices evaluations. The fixed nature of the data file will be invaluable for training purposes as data will not change with time allowing multiple session utilizing the same data sets. Capturing and storing data in this manner will allow users to examine the details used in generating federal, state and local reports.
PROJECT IMPACTS
The current practice of report generation involves staff from three Employment Security divisions, the Workforce Training and Education Coordinating Board and the State Board for Community & Technical Colleges. Data collection involves SKIES, Go2WorkSource, Tax Information System (TAXIS), Wage Record Interchange System (WRIS), Federal Employment Data Exchange System (FEDES), and the National Student Clearinghouse (NSC).
Under current practice data is collected and managed on personal computers and mainframe applications. Because of the size of the WISPR data file, the application must be capable of performing the complex calculations required. Oversight of the WISPR system resides with Employment Security Department, WorkSource Standards and Integration Division, System Performance Unit. It will become necessary to hire a WISPR Coordinator who will also act as the Project Manager, a WISPR Business Analyst (WBA), and a WISPR Programmer (WIT). Project support will require a quarter time position.
WORKSOURCE STANDARDS AND INTEGRATION DIVISION (WSID) IMPACTS
STAFFING
○ One FTE for the WISPR Coordinator was requested and approved through the 2008/2009 budget process.
○ .25 FTE for system performance evaluation and support was also requested and approved through the 2008/2009 budget process.
○ WSID will continue to provide oversight at the management level.
POLICY
○ WSID Standards and Policy Unit will need to review and update State Workforce policies ensuring agreement to USDOLETA Workforce policies.
INFORMATION TECHNOLOGY DIVISION (ITSD) IMPACTS
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STAFFING
o Two FTE’s were requested and approved through the 2008/09 budget process.o ITSD has re-organized to form a single reporting team to better meet the reporting
needs of WISPR as well as the Employment and Career Development Division (ECDD) and WorkSource Standards and Integration Division (WSID).
TECHNICAL SUPPORT REQUIRED
o Database Administrators from the Enterprise Applications Support unit.o Server Administrators from the Network Services unit.o Programmers from the WorkSource Technology Solutions unit.o IT Project Management services from the WorkSource Technology Solutions
unit.
ARCHITECTURE
o Server Acquisitiono Data Storage Acquisitiono License Acquisitiono Preparation of Hardware Test and Production Platforms
EMPLOYMENT & CAREER DEVELOPMENT DIVISION (ECDD) IMPACTS
STAFFING
○ One FTE for a WISPR Business analyst was requested and approved through the 2008/09 budget process.
○ .5 FTE WISPR Business analyst was requested and approved through the 2007/08 budget process.
○ .25 FTE SKIE Application Business analyst from Automated Business Systems Unit.
○ .25 FTE Go2WorkSource.com Application Business analyst.
CRITICAL SUCCESS FACTORS
1. This document, referred to as the WISPR Project Management Plan, and all documents/ deliverables referenced in the Table of Contents have been approved by ECDD, ITSD and WSID as signified by signature on the cover page of this document.
2. Selection of an effective dedicated project management team comprised of a project coordinator/manager, program representation, field representation, business analyst, and IT technical staff to design, develop, and implement the WISPR system.
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3. Commitment of resources and budget by ECDD, ITDS and WSID managers for both project deliverables and post project support.
4. Securing of fully staffed and supported IT reporting team.
5. Existing report experts are identified, are available, and have the support of their superiors to share information with the business requirements and programming team.
6. Cooperation from peripheral stakeholders whose programs, data and applications may be affected by the implementation of the WISPR system.
7. A methodical and strategic approach to the design, documentation, and testing effort on the part of the business requirements and programming team.
8. Long term post implementation support identified and secured.
9. Deliverables will be completed in a timely manner.
RELATIONSHIP WITH OTHER PLANS
The WISPR system relies upon other data collection systems in order to populate its data fields. The SKIES and Go2WorkSource.com transactional systems must be modified to capture new data fields required by WISPR Reporting. There are a number of projects targeted for this year in the SKIES and WorkSource Management Information System (WSMIS). These projects will be impacted as scarce resources are pulled from these areas to attend to the requirements of WISPR system.
The WISPR Project will need to work with other business integration planning projects identified through WISD and ECDD operational planning.
POLICY REQUIREMENTS
PROJECT OVERSIGHT ANALYSIS
STATE POLICY
The WISPR system will send a complete data set to DOLETA on a quarterly basis. Within the data set are new items not currently collected and/or reported. There are requirements to modify the start and end dates of a reporting episode by including self service qualifying services. These changes will drive policy decisions to line up with the reporting matrix required by DOLETA. Therefore state policy will need to be reviewed and perhaps changed insuring the policies in place will allow required Business requirements and Functional requirements to correctly reflect full implementation of Common Measures in the data collection process.
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SEVERITY & RISK LEVEL CRITERIA AND OVERSIGHT
Severity is rated on four categories: impact on citizens, visibility to the public and Legislature, impact on state operations, and the consequences of doing nothing. The risk criteria measure the impact of the project on the organization, the effort needed to complete the project, the stability of the proposed technology, and the agency preparedness.
HOW TO USE THE SEVERITY AND RISK MATRIX
In general, the highest level evaluation in a category determines the severity or risk level for that category. For example, a project or investment that meets one or more of the criteria (bulleted items) within the "high" category results in a high rating for that category, even though it may also meet several in the medium or low categories.
The following paragraphs evaluate the severity and risk of the WISPR project. High, Medium and Low ratings for this project are shaded in the matrix below.
SEVERITY LEVEL CRITERIA
The severity matrix assesses the proposed project’s impact on citizens and state operations, its visibility to stakeholders, and the consequences of project failure.
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Categories
LevelsImpact on
ClientsVisibility Impact on State
OperationsFailure or Nil
Consequences
High Direct contact with citizens, political subdivisions, and service providers – including benefits payments and transactions.
Highly visible to public, trading partners, political subdivisions and Legislature.
Likely subject to hearings.
System processes sensitive / confidential data (e.g. medical, SSN, credit card #’s).
Statewide or multiple agency involvement / impact.
Initial mainframe acquisitions or network acquisitions.
Inability to meet legislative mandate or agency mission.
Loss of significant federal funding.
Medium Indirect impacts on citizens through management systems that support decisions that are viewed as important by the public.
Access by citizens for information and research purposes.
Some visibility to the Legislature, trading partners, or public the system / program supports.
May be subject to legislative hearing.
Multiple divisions or programs within agency.
Potential failure of aging systems.
Low Agency operations only.
Internal agency only.
Single division. Improve or
expand existing networks or mainframes with similar technology.
Loss of opportunity for improved service delivery or efficiency.
Failure to resolve customer service complaints or requests.
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RISK LEVEL CRITERIA
The risk matrix measures the impact of the project on the organization, the effort needed to complete the project, the stability of the proposed technology, and agency preparedness.
Categories
Levels
Functional Impact on Business
Processes or Rules
Development Effort &
Resources
Technology Capability & Management
High Significant change to business rules.
Replacement of a mission critical system.
Multiple organizations involved.
Requires extensive and substantial job training for work groups.
Over $5 million. Development and
implementation exceeds 24 months.*
Requires a second decision package.
* Clock starts after feasibility study or project approval and release of funding.
Emerging. Unproven. Two or more of the
following are new for agency technology staff or integrator, or are new to the agency architecture: programming language; operating systems; database products; development tools; data communications technology.
Requires PKI certificate. Complex architecture –
greater than 2 tier.
Minimal executive sponsorship.
Agency uses ad-hoc processes.
Agency and/or vendor track record suggests inability to mitigate risk on project requiring a given level of development effort.
Medium Moderate change to business rules.
Major enhancement or moderate change of mission critical system.
Medium complexity business process (es).
Requires moderate job training.
Under $5 million but over agency delegated authority.
12 to 24 months for development and implementation *
* Clock starts after feasibility study or project approval and release of funding.
New in agency with 3rd party expertise and knowledge transfer.
One of the technologies listed above is new for agency development staff.
Executive sponsor knowledgeable but not actively engaged.
System integrator under contract with agency technical participation.
Agency and/or vendor record indicates good level of success but without the structure for repeatability.
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Categories
Levels
Functional Impact on Business
Processes or Rules
Development Effort &
Resources
Technology Capability & Management
Low Insignificant or no change to business rules.
Low complexity business process (es).
Some job training could be required.
Within agency delegated authority.
Under 12 months for development and implementation.*
* Clock starts after feasibility study or project approval and release of funding.
Standard, proven agency technology.
Strong executive sponsorship.
Agency and vendor have strong ability to mitigate risk on a development project.
Project staff uses documented and repeatable processes for tracking status, problems, and change.
Agency or vendor is CMM Level 3 equivalent or above.
PROJECT APPROVAL AND OVERSIGHT MATRIX
The level of approval and oversight required on a given project is determined through an assessment of project risk and severity:
High Severity 2 2 3
Medium Severity 1 2 2
Low Severity 1 1 1
Low Risk Medium Risk High Risk
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The outcome of the evaluation indicates that the WISPR Project is a “Level 1” Project (the lowest risk).
OVERSIGHT DEFINITION
Level 1: Investments at this level are overseen by agency management and staff according to the IT policies, procedures, and practices of that agency, consistent with ISB IT investment policies and standards. It is at the agency’s discretion whether to invite the DIS MOST consultant to key meetings, whether to provide the consultant with written reports, and whether to include a Level 1 project in the agency’s portfolio.
NOTE: Level 1 investments subject to section 902 of the state’s biennial budget are treated as Level 3s.
Level 2: DIS oversight of investments at this level is performed by DIS MOST staff, as appropriate. The specific activities required of an agency and the extent of DIS MOST staff involvement under Level 2 oversight are determined collaboratively between the two parties. These typically depend on several factors, including, but not limited to: the experience of the agency with similar investments; the effect of legislative or public opinion in the event of negative media coverage; the interest of specific ISB members (e.g., effect on an ISB legislative member’s district); essentially, the criteria contained in the severity/risk matrix.
For all Level 2 investments, the agency shall develop the appropriate type and quality of project management documentation and materials commensurate with the project’s severity and risk. Should the agency and DIS MOST staff determine that the project requires DIS oversight, at a minimum; the agency shall provide copies of the project status reports, and key project documents and materials to its MOST consultant and invite the consultant to attend all steering committee and key project status meetings. The agency shall include all Level 2 investments in its IT portfolio, whether or not the projects are under DIS oversight.
NOTE: Level 2 investments subject to section 902 of the state’s biennial budget are treated as Level 3s.
Level 3: Investments at this level are subject to full ISB oversight, which includes DIS MOST staff written reports to the ISB, periodic status reports to the ISB by the agency director and staff, and submission of other reports as directed by the ISB.
At this level, the agency shall provide copies of key project documents, including the feasibility study, project external quality assurance reports, project management plans, risk management plans, change management plans, and closeout and evaluation reports to its MOST consultant as staff to the Board. The consultant
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participates in all steering committee and project status meetings. The agency shall include all Level 3 investments in its IT portfolio.
OVERSIGHT LEVELS
Having determined the risk and severity associated with a proposed project, it will be assigned the appropriate level of approval and oversight with the following general requirements.
Justification & Approval Decision
Feasibility Study and Project Management Approach/Execution
Oversight
Level 3 Agency director approval.
DIS executive review and comment.
ISB approval.
Agency presents feasibility study to ISB.
Prototype required at discretion of ISB.
Private sector participation encouraged or required.
ISB oversight required.
External QA required.
ISB audit as necessary.
Other ISB discretionary actions as needed.
Reported as part of portfolio.
Justification & Approval Decision
Feasibility Study and Project Management Approach/Execution
Oversight
Level 2 Agency executive approval.
DIS Director review and approval.
Agency executive approval.
DIS consultation.
Internal or external QA at agency discretion.
DIS and agency determine oversight required
ISB oversight optional.
Reported as part of portfolio.
Level 1 Agency executive approval with option of DIS consultation.
Agency-defined methods.
Internal QA at agency determination.
Agency may report project as part of portfolio.
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Requirements at Different Levels of Oversight
Level 1 Level 2 Level 3
Feasibility Study Agency discretion Recommended Required
Approval Level Agency Internal DIS Director (may recommend full ISB oversight)
ISB
Investment Plan Recommended Required Required
Quality Assurance Agency discretion Internal or external (agency discretion)
External required
In Portfolio Agency discretion Required Required
Oversight Agency discretion Level of MOSTD staff involvement dependent on project and consultation with agency
ISB
Project Reporting and Status
Agency discretion Agency provides copies of key written reports to MOSTD staff
MOSTD staff provides written reports to ISB. Agency sponsor and staff provide periodic status reports to ISB
Key Meeting Participation by MOSTD Staff
Agency discretion MOSTD staff invited to steering committee and project status meetings
MOSTD staff participates in steering committee and key project status meetings
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STATE AND AGENCY STANDARDS
The hardware, software, tools and technology are compliant with agency technical direction. We are using a clustered approach to the hardware solution with powerful processors and ample memory on each server. This approach to architecture secures a high availability, high performing platform. We are putting the data on separate SAN storage devises consistent with our enterprise approach for data storage. The technology chosen utilizes mainstream proven technology with SQL2005 databases and using Microsoft Reporting Services for the development and publishing of Reports. Reports will be published on our enterprise Virtual Servers or VMware. Technical specifications are available upon request.
ACQUISITION REQUIREMENTS
It is the policy of the Office of Workforce Security (OWS) to assure accuracy, uniformity, and comparability in the reporting of statistical data derived from State employment service operations through State adherence to Federal definitions of reporting items, use of specified formats, observance of reporting due dates, and regular verification of reporting items. Employment Security Department (ESD) is the administrator of Workforce Investment Act Title 1B and Title III, (WIA) and Wagner-Peyser (WP) funds. ESD is also the statewide manager of other programs associated with employment and training funds, as well as additional state and federal funding sources for specific employment services programs. ESD has the responsibility to ensure that goals set as a condition of receiving the funds are achieved.
With the implementation of the Workforce Investment Streamlined Performance Reporting system, which includes labor exchange performance measures, data collection and reporting requirements and ultimately the establishment of expected levels of performance, there will be a more complete story that will aid Congress, the States, the business community and other partners and stakeholders in assessing the value of labor exchange services for our customers.
The WISPR Project is within the authority of Employment Security in its oversight of the Washington state Workforce system. The WorkSource Standards and Integration Division is responsible for the administration of federal pass-through grants that are to provide Adult, Dislocated Worker and Youth services to clients within each of the Workforce Development Areas. Planning and Policy also design discretionary and special programs working in concert with various stakeholders including the Workforce Training and Education Coordinating Board.
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ORGANIZATION
ORGANIZATION CHART
WISPR Project Oversight Committee
Program ManagersECDD, ITSD, WSID
WISPR ProjectTeam
WISPR ProjectDevelopment Team
ROLES AND RESPONSIBILITIES
The WISPR project encompasses a number of programs administered by several Workforce grantees. Oversight for this project resides with the Washington State Employment Security Department, WorkSource Standards and Integration Division, Assistant Commissioner. WISPR Project Oversight Committee (WPOC) will oversee the project’s goals, milestones, budget, and product deliverables. Responsibility for providing to the WISPR Project Oversight Committee recommendations for: policy revision, issue management, process definitions, process deliverables and for successful project completion will be entrusted to the WISPR Project Team (WPT). Ensuring the timely and successful completion of jointly-negotiated project deliverables and timeline will be the responsibility of the Project Manager.
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EMPLOYMENT SECURITY DEPARTMENT WISPR PROJECTPROJECT MANAGEMENT PLAN
The Executive Sponsor of the WISPR Project is the Assistant Commissioner for WorkSource Standards and Integration Division. Along with the Executive sponsor, Deputy Assistant Commissioners from Employment and Career Development Division, Information Technology Services Division, WorkSource Standards and Integration Division, a Program Manager from each of the divisions and a representative from Workforce Training and Education Coordinating Board (WTECB) were chosen to form the WISPR Project Oversight Committee (WPOC). A working group was selected as the WISPR Project Team (WPT)
The WPT members were carefully chosen to include a balance of field staff, programmers, staff with business knowledge and staff with technical expertise. A subset of the WPT is the Project Development Team. Members of the Project Development Team are the WISPR Coordinator, WISPR Business Analysts, and ITSD Application Architects.
Members of the WISPR Project Oversight Committee are:
Kathy DiJulio, Executive Sponsor, Assistant Commissioner, WorkSource Standards and Integration Division; James Hu, Senior Researcher, Workforce Training and Education Coordinating Board;Rachel Johnston, SKIES/Go2WorkSource.com Business Manager, Automated Business Systems and Performance,
Employment and Career Development Division; Gary Kamimura, Program Manager, Performance and Evaluation Unit, WorkSource Standards and Integration Division;Julie Meyer, WorkSource Technology Solutions Manager, Information
Employment & Career Development Division; Doric Olson, Director, Automated Business Systems and Performance, Employment and Career Development Division; Bill Pruett, Deputy Assistant Commissioner, Business Applications,
Information Technology Services Division;Jennifer Thornton, Deputy Assistant Commissioner, WorkSource Standards and Integration Division.
Members of the Project Managers Subcommittee are:
Rachel Johnston, SKIES/Go2WorkSource.com Business Manager, Automated Business Systems and Performance,
Employment and Career Development Division; Gary Kamimura, Program Manager, Performance and Evaluation Unit, WorkSource Standards and Integration Division;Julie Meyer, WorkSource Technology Solutions Manager, Information
Technology Services Division.
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WISPR Project Team members are:
Cheryl Boldt, ECDD, Wagner Peyser, Employment Programs;Nancy Burkhart, ECDD, WISPR Business analyst;M’Lissa Carson, ECDD, WISPR Business analyst;Jay Clark, WSID, WISPR Coordinator;Larry Clark. ECDD, Performance;Phil Degon, WSID, System Performance;Cheryl Flynn, ITSD, Administrative Assistant;Kathy Gross, representing Olympic WDC, SKIES Power user;Ted Halstead, WSID, System Performance;James Hu, WTECB, Senior Researcher ;Tom Leedy, representing North Central WDA, SKIES Power user; Bob Lencioni, ITSD, SKIES Applications Architect;Robert Lord, WSID, System Performance;Leslye Miller, WISD, Standards and Policy;Dawna Settle, ITSD, SKIES Applications;Terry Westmark, representing Pacific Mountain WDC, SKIES Power user.
NAME CONTACT INFORMATION AREA(S) of RESPONSIBILITY
Cheryl Boldt – Wagner Peyser
Employment Programs, Employment & Career Development Division,Employment Security Dept.(360) 438-3136 [email protected]
Provide program knowledge, expertise and potential business process impacts.
Nancy Burkhart – WISPR Business Analyst
Business Systems Unit, Employment & Career Development Division,Employment Security Dept. (360) [email protected]
Develop the business requirements and document system requirementsSet priorities and due dates on assignmentsTest and validate all reporting modules before they are released into production.
M’Lissa Carson – Business Systems Unit, Develop the business
EMPLOYMENT SECURITY DEPARTMENT WISPR PROJECTPROJECT MANAGEMENT PLAN
WISPR Business Analyst
Employment & Career Development Division,Employment Security Dept. (360) [email protected]
requirements and document system requirementsSet priorities and due dates on assignmentsTest and validate all reporting modules before they are released into production.
WISPR Project Manager.Establish and maintain two-way contact and communication with DOL and WDAs.Execute data-sharing agreements.Organize and facilitate WISPR team meetings.Oversee the jointly-negotiated project deliverables and timeline.
Larry Clark – ECDD Performance
Automated Business Systems and Performance,Employment & Career Development Division,Employment Security Dept.(360) 438-4629 [email protected]
Provide knowledge and expertise for performance measures for ECDD - State and Governor’s GMAP.
Provide program knowledge and expertise.Provide expertise on program validation.
James Hu – Senior Researcher
Workforce Training and Education Coordinating Board(360) [email protected]
WIARSD production.Provide program knowledge and expertise.Provide expertise on program validation.
Rachel Johnston – SKIES Business Manager
Systems Management Automated Business Systems & PerformanceEmployment & Career Development Division,Employment Security Dept.(360) 438- [email protected]
Identify appropriate ECDD resources throughout the project.Oversee the project’s goals, milestones, budget, and product deliverables.Resolve issues accompanied by Issue Briefs and/or Decision papers.
Identify appropriate WSID resources throughout the project.Oversee the project’s goals, milestones, budget, and product deliverables.Resolve issues accompanied by Issue Briefs and/or Decision papers.
Tom Leedy – SKIES Power user
North Central WDA, WorkSource Central Basin, Moses Lake Employment Security Dept.(509) [email protected]
Provide program knowledge, expertise and potential business process impacts.
EMPLOYMENT SECURITY DEPARTMENT WISPR PROJECTPROJECT MANAGEMENT PLAN
Bob Lencioni – Information Technology Lead and Consultant
Business Applications Unit Information Technology Services Division,Employment Security Dept.(360) 438- [email protected]
Provide technical expertise on pre-project reporting for the TAPR.Provide technical information on the specifications on how the TAPR report is derived for the purpose of WISPR report design.Develop estimates.Meet deliverable timelines.Assist in project schedule development.Complete impact statements for change requests.
Business Applications Unit Information Technology Services Division,Employment Security Dept.(360) 438- [email protected]
Identify appropriate IT resources throughout the project.Actively communicates with the Project Manager on all matters impacting the project’s success.Commit resources on agreed upon time frames. Commit to project processes and controls.Serve as an initial escalation point to the project manager for issues with IT deliverables and expectations.Assist in project schedule development.Oversee the project’s goals, milestones, budget, and product deliverables.Resolve issues accompanied by Issue Briefs and/or Decision papers.
EMPLOYMENT SECURITY DEPARTMENT WISPR PROJECTPROJECT MANAGEMENT PLAN
Deputy Assistant Commissioner
Employment & Career Development Division,Employment Security Dept.(360) [email protected]
milestones, budget, and product deliverables.Resolve issues accompanied by Issue Briefs and/or Decision papers.
Doric Olson – Director
Automated Business Systems and Performance,Employment & Career Development Division,Employment Security Dept.(360) 438-4810 [email protected]
Oversee the project’s goals, milestones, budget, and product deliverables.Resolve issues accompanied by Issue Briefs and/or Decision papers.
Bill Pruett – Deputy Assistant Commissioner
Business Applications, Information Technology Services DivisionEmployment Security Dept.(360) [email protected]
Oversee the project’s goals, milestones, budget, and product deliverables.Resolve issues accompanied by Issue Briefs and/or Decision papers.
Dawna Settle – Information Technology Specialist
Business Applications Unit Information Technology Services Division,Employment Security Dept.(360) 438- [email protected]
Meet deliverable timelines.Assist in project schedule development.Complete impact statements for change requests.Code WISPR business requirements while working directly with the WISPR business analyst.
EMPLOYMENT SECURITY DEPARTMENT WISPR PROJECTPROJECT MANAGEMENT PLAN
2. The WISPR Business analysts will provide an estimate for writing Business Requirements and Testing.
3. The WISPR Business analysts will map WISPR data requirements with available data sources.
4. The WISPR Business analysts will write Business Requirements and Functional Requirements.
WORK PLAN
APPROACH
1. Requirement walkthroughs will be conducted by business analysts with IT staff. Requirements will be individually signed off and frozen. Any changes to requirements are then subject to change control and the change management process
2. WISPR data requirements requiring changes to SKIES application will be identified and submitted to SKIES Control Change Board for action.
3. SKIES application changes developed and tested.
4. Upon review and approval of Functional Requirements, the Project Development Team will provide estimates for the development of the WISPR database.
5. ITSD will build the Employer data structures, Participant data structures, develop file structures, build a view of the structure and develop testing.
6. ITSD will load data for business testing.
7. Business testing will be conducted by ECDD and WISD staff.
8. Upon review and approval of Functional Requirements, the Project Development Team will provide estimates for the development of Workforce Investment Standardized Record Data (WISRD), ETA reports 9131, 9132, and 9133.
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9. ITSD will write technical specifications and develop WISRD, ETA reports 9131, 9132, and 9133.
10. ITSD will develop WISRD test and conduct business testing and evaluation with ECDD WISPR staff.
11. ITSD will develop tests for ETA 9131, ETA 9132, and ETA 9133 and conduct business testing and evaluation with ECDD WISPR staff.
12. Test WISPR data and reports with DVRS software.
13. ITSD will test WISRD file transfer, ETA 9131 file transfer, ETA 9132 file transfer, and ETA 9133 file transfer.
14. ITSD will rework and retest if necessary.
15. Completed WISPR reports will be submitted to WSID, System Performance for approval.
16. WISPR WISRD and ETA reports 9131, 9132, and 9133 transmitted to DOLETA by ITSD staff.
17. DOLETA verifies receipt of WISPR data files with WSID WISPR staff.
RESOURCE REQUIREMENTS
TECHNICAL REQUIREMENTS
Developers will be provided the necessary tools and technology to develop and test reports, processing and loads:
Microsoft SQL Server Transact SQL (T-SQL)Reporting Services Oracle SQLASP.NET VB.NETReporting Services HTML.
Team Foundation will be used by developers for source control and migration.
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The IT and business analysts will maintain a collaborative project schedule for requirements, development, testing and deployment using Microsoft Project.
Testing incidents will be fully documented and tracked in Track Record.
Microsoft Project 2007 will be used to manage the WISPR project more efficiently and effectively. Better time control and richer analytics will allow for easy report and information communicated in various formats according to the needs of stakeholders.
TRAINING REQUIREMENTS
Training will need to be provided in MS Project for tracking purposes. Candidates should include the WISPR Coordinator and staff from WorkSource Standards and Integration Division; System Performance Unit. MS Access and SQL training will need to be available for those querying the WISPR data file. The WISPR Business Analyst will need updated training in the following areas: Business Analysis for the IT Professional, Business Analyst Role in the Software Development Life Cycle, and Use Cases.
Training for field staff and central staff may need to be conducted as SKIES is updated and new data elements are added. New training methodologies should not be necessary as business currently has processes for training that could be utilized. A training plan will need to be developed by ECDD and WISD staff as training needs are identified.
FACILITIES REQUIREMENTS
WISPR will require a workspace for the WISPR Coordinator, WISPR Business Analyst, WISPR IT programmer and administrative support.
Work Stations with required licensing will be purchased for IT Reporting Staff.
The WISPR Project should not require additional staff within the current Workforce system.
EQUIPMENT AND MATERIALS REQUIREMENTS
Architecture has been purchased:
4 Servers Database LicensingSAN Storage Devises Operating System LicensingTeam Foundation Server (TFS) TFS licensing
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MANAGEMENT CONTROL PLAN
PROCEDURES
CHANGE MANAGEMENT
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STAKEHOLDERS AND VESTED INTERESTS
The following table provides a list of the primary stakeholders that have an interest in this project.
ORGANIZATION INTEREST/ROLE
Workforce Training and Education Coordinating Board (external)
WIA Annual Report WIA Federal and State
Performance measures
WIA Administration, WorkSource Standards
and Integration Division (internal)
WIA Annual Report WIA Federal and State
Performance measures Youth measures Validation
Washington Workforce Association (external) WIA Annual Report WIA Federal and State
WorkSource Executive Oversight Committee (internal and external)
Workforce statistical reporting WISPR reporting
U.S. Department of Labor ProTECH (external)
WISPR reporting Validation
U.S. Department of Labor Region 6 (external) WISPR reporting Validation
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EMPLOYMENT SECURITY DEPARTMENT WISPR PROJECTPROJECT MANAGEMENT PLAN
COMMUNICATIONS MANAGEMENT
The purpose of the WISPR Project Communication Plan is to provide an overall framework for managing and coordinating the wide variety of communications that will directly or indirectly take place as part of the WISPR Project. It addresses communicators, audiences, messages, communication channels, feedback mechanisms and message timing. Such a framework will ensure the WISPR Project provides relevant, accurate, consistent information to all stakeholders.
Audience Message Method/Channel
Timing/Frequency
Project Development Team
Details, coordination of deliverables.
Team meetings, emails, task - related meetings, phone
Regularly scheduled team meetings; bi-weekly; and as needed.
Core Project Team Details; task-related, project progress
Team Meetings, task-related meetings, individual meetings, emails, phone
Regularly scheduled team meetings; bi-weekly
Project Oversight Committee
Policy-related issues, Program progress
Groundwork via email, consensus work via team meetings
Regularly scheduled monthly meetings; and as needed.
Team Meetings, task-related meetings, individual meetings, emails, phone
As needed.
Stakeholders - internal
Project overview, project progress, Policy and process impacts
Specific email- news releases, Group meeting, phone, web site
At start-up and then as major milestones are achieved.
Audience Message Method/Channel
Timing/Frequency
Stakeholders - external
Project overview, project progress Policy and process
Group meeting(s), emails, phone, web site
At start-up, then every 3 months and within 3 weeks of
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impacts go-live.
1. The WISPR Project Charter designates the WISPR Project Manager as the communication plan developer and establishes the lines of communication, methods of communication, as well as the frequency of communication.
2. The WPT will be responsible for providing to the WPOC recommendations for: policy revision, issue management, process definitions, process deliverables, and for successful project completion.
3. The WISPR Project Team will meet bi-weekly or more frequently, if necessary, at the discretion of the WISPR Coordinator. Program managers will be copied on all meeting notices and agendas.
4. The business and technical team will meet at least weekly or more, if necessary, during development to provide status updates and coordinate development and testing efforts.
5. The business and technical team will use version control for business, functional and technical requirements. The technical team will use version control documentation for all forms.
6. Status reports will be presented by the WISPR coordinator to the agency’s Senior Leadership Team at regularly-scheduled WorkSource Standards & Integration Division GMAP sessions.
7. Status reports may also be presented by the WISPR coordinator or WSID program manager, upon request, to the WorkSource Executive Oversight Committee at its quarterly meetings.
8. Status reports may also be presented by the WISPR coordinator or ECDD program manager, as requested, to the SKIES Change Control Board at its scheduled meetings.
9. Status reports and other communications will be provided by the WISPR coordinator to other internal and external stakeholders, as appropriate, via meetings, teleconferences, e-mail with copies furnished to program managers.
10. Communications with stakeholders during the development and testing phases will be facilitated through existing web site platforms, conference calls, and e-mail distributions lists. Communications with stakeholders during the implementation phase will be facilitated through in-person training sessions as well as the aforementioned platforms.
11. The WISPR Project Manager will notify stakeholders of transition from current reporting systems to WISPR.
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CONTINGENCY PLANNING
If WISPR is unable to come up on schedule, upon direction from the WPOC, the WISPR Coordinator shall petition DOLETA for a waiver of reporting requirements.
DOCUMENT MANAGEMENT
1. WISPR-related policy and technical documents issued by DOL will be delivered to the WISPR team by the WISPR coordinator and subsequently maintained/retained by the WISPR coordinator.
2. WISPR team meeting project management tool (e.g., tasks, deadlines, etc.) will be developed and maintained by the WISPR coordinator.
3. WISPR team meeting minutes will be recorded and maintained by the WISPR coordinator and posted to the WISPR web site.
4. Issue briefs and decision papers will be developed by a designated team member and forwarded to the appropriate audience and/or decision-making level by the WISPR Coordinator. Copies of finalized Issue Briefs will be posted to the WISPR web site.
5. Issue briefs and decision papers versioning control will be determined by the WISPR Project Issue Log status code. Issue Brief footers will contain the author’s name, status code and date the status code is applied.
6. WISPR Project change management documentation will be maintained by the WISPR coordinator.
7. Data sharing agreements will be maintained by the WISPR coordinator.
8. Forms and documents in electronic format will be stored on the WISPR coordinator’s PC, and on agency hard drive H. Copies of these documents may be requested from the WISPR coordinator.
ISSUE MANAGEMENT
The following is a graphical representation of the Issue Management Process. Issue forms will be completed for all assigned issues. All issues will be tracked in the issue log.
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(See Appendix A)1. Project issues will be managed at the WISPR Project Team level by consensus.
2. If the WISPR Project Team is unable to resolve an issue, it will be elevated to the ECDD, ITSD, and WSID program manager level.
3. If the associated ECDD, ITSD, and WSID program managers are unable to resolve an issue, it will be elevated to the WISPR Project Oversight Committee for resolution.
4. If the WISPR Project Oversight Committee is unable to resolve an issue, it will be elevated to the project’s executive sponsor (WSID Assistant Commissioner), who will consult counterparts in WTECB, ECDD and ITSD if necessary.
5. Issues that are elevated beyond the WISPR Project Team will be accompanied by Issue Briefs and, if necessary, Decision Papers.
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PROBLEM MANAGEMENT
1. Project issues will be managed at the WISPR Project Team level by consensus.
2. If the WISPR Project Team is unable to resolve an issue, it will be elevated to the ECDD, ITSD, and WSID program manager level.
3. If the associated ECDD, ITSD, and WSID program managers are unable to resolve an issue, it will be elevated to the WISPR Project Oversight Committee for resolution.
4. If the WISPR Project Oversight Committee is unable to resolve an issue, it will be elevated to the project’s executive sponsor (WSID Assistant Commissioner), who will consult counterparts in WTECB, ECDD and ITSD if necessary.
5. Issues that are elevated beyond the WISPR Project Team will be accompanied by Issue Briefs and, if necessary, Decision Papers.
6. Issue Briefs will be numbered consecutively and maintained by the WISPR Coordinator using the WISPR Project Issue Log.
7. Resolutions of Issue Briefs will be logged for follow up activity. The WISPR Coordinator shall monitor issue resolutions until completed and update the WISPR Project Issue Log.
PROJECT PERFORMANCE METRICS TRACKING
A project schedule will be developed using MS Project to track deliverables and dates of accomplishment.
RISK MANAGEMENT
The WISPR Coordinator is responsible for identifying risks. If the WISPR Coordinator is unable to mitigate the risk after careful analysis, it will be presented to the WPT as a potential issue and follow the established procedure.
EMPLOYMENT SECURITY DEPARTMENT WISPR PROJECTPROJECT MANAGEMENT PLAN
QUALITY ASSURANCE
The WISPR Project will replace the current fragmented reporting process with one integrated reporting system. The Office of Management and Budget (OMB) and other Federal agencies developed a set of common performance measures to be applied to certain Federally-funded employment and training programs with similar strategic goals. Common measures are an integral component of ETA’s performance accountability system. The value of common measures is the ability to describe in a similar manner the core purposes of the workforce system and replace the current reporting requirements of 7 ETA programs that currently produce 11 separate quarterly reports and record submissions.
Quality Assurance is built into the WISPR Project Schedule with check points established throughout project life span. Developers and testers will use the normal process for their unit including peer to peer data check, user acceptance and agency standards.
QUALITY CHECKPOINTS
Assignment Assigned to Reviewed By
1.1 Develop Project CharterProject Manager
WPT
1.3 WISPR Charter approvalProject Manager
WPOC
2.1 Report preparation information shared by current preparers with WISPR team.
WDT WPT
3.1 Obtain data sharing agreements Project Manager
WPT
4.1 Review & Map data sources for WIASRD w/ Carl WBA WPT
4.2 Review ETA 9002 & Vets 200 Series w/ Guang WBA WPT
4.3 Review and Map TAPR w/ Bob WBA WPT
5.1 Project business plan developedProject Manager
EMPLOYMENT SECURITY DEPARTMENT WISPR PROJECTPROJECT MANAGEMENT PLAN
10.8 Business testing WBA ECDD Manager
11.1.Confirm with DOL software has been updated to accommodate new file structure
Project Manager
WSID Manager
11.2. Determine where software should reside for validation process
WIT ITSD Manager
11.3 Apply software to appropriate hardware ITSD WSID
11.3.1 Dev test DOL WSID
11.3.2 Business test WSID WSID Manager
11.4 Review results through validation process WSID WSID AC12.1 Notified WTECB of transition timelines for WIASRD Project
ManagerWPOC
12.1.1 Approval of transition (okay to go) WPOC WSID AC
12.2 Notified LMEA of transition timelines for ETA 9002 & Vets 200 series
Project Manager
WPOC
12.2.1 Approval of transition (okay to go) WPOC WSID AC
12.3 Notified ITSD of transition timelines for TAPR Project Manager
WPOC
12.3.1 Approval of transition (okay to go) WPOC WSID AC
12.4 Test WISRD file transfer WIT ITSD Manager
13.1 WISRD transmitted to DOLETA (October 2009) WIT ITSD Manager
13.1.1 Verification received by DOLETAWIT
Project Manager
13.2 ETA Forms 9131-9132-9133 transmitted to DOLETA (October 2009)
WIT ITSD Manager
13.2.1 Verification received by DOLETA WITProject Manager
Completed Project approved by WPOC WPT WPOC
QUALITY ASSESSMENTS & REVIEWS
Quality assessment responsibility remains with the WISPR Oversight Committee to monitor and review the process of the project. In addition, each Program Manager is responsible for making quality assessments and reviewing the project schedule that affects their area of responsibility.
CORRECTIVE ACTION
Testing of WISPR components may indicate a need for rework. Each unit is responsible for rework being completed according to the WISPR Project timetable. They will follow the current practices of mitigation, resolution, and/or remediation.
PREVENTIVE MEASURES
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DOLETA provides Data Reporting and Validation Software (DRVS) that require pre-submission validation and post submission validation. ITSD and WSID staff will employ this software to verify accuracy of WISPR data.
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Appendix A: WISPR Project Issue Log
Issue
No.
IssueDate
Severity
Originator
Issue Title Type of IssueEx., Business,
TechnicalTraining, Testing
Priority
No.
AssignedTo
Date Due
Date Resolved
Status
Severity Codes: 1 – Fatal, if not resolved Status Codes: A – Analysis Underway 2 – May impact Scope / Budget N – Analysis Not Begun
3 – Required for documentation E – Evaluated, Awaiting Decision X – Cancelled
