Project Report Mycalpays

21ST CENTURY PROJECT
SPECIAL PROJECT REPORT 3
Prepared By:
State of California
State Controllers Office
21st Century Project Office
710 Riverpoint Court, Suite 150
West Sacramento, CA 95605
State of California
st
21 Century Project - MyCalPAYS
Special Project Report 3
Table of Contents
1
2
3
EXECUTIVE PROJECT APPROVAL TRANSMITTAL CHANGE .................................................................1

PROJECT SUMMARY PACKAGE ...................................................................................................................2
PROPOSED PROJECT CHANGE......................................................................................................................9
3.1
PROJECT BACKGROUND/SUMMARY ............................................................................................................9
3.2
PROJECT STATUS .........................................................................................................................................9
3.3
REASON FOR PROPOSED CHANGE ................................................................................................................9
3.4
PROPOSED PROJECT CHANGE ....................................................................................................................10
3.5
IMPACT OF PROPOSED CHANGE ON THE PROJECT ......................................................................................10
3.6
FEASIBLE ALTERNATIVES CONSIDERED ....................................................................................................11
3.7
IMPLEMENTATION PLAN ............................................................................................................................11
4
UPDATED PROJECT MANAGEMENT PLAN ..............................................................................................13
4.1
PROJECT MANAGER QUALIFICATIONS .......................................................................................................13
4.2
PROJECT MANAGEMENT METHODOLOGY .................................................................................................14
4.3
PROJECT ORGANIZATION...........................................................................................................................14
4.4
PROJECT PRIORITIES ..................................................................................................................................17
4.5
PROJECT PLAN...........................................................................................................................................18
4.5.1
PROJECT SCOPE .........................................................................................................................................18
4.5.2
PROJECT ASSUMPTIONS .............................................................................................................................19
4.5.3
PROJECT PHASING .....................................................................................................................................20
4.5.4
PROJECT SCHEDULE ..................................................................................................................................20
4.6
PROJECT MONITORING ..............................................................................................................................21
4.7
PROJECT QUALITY.....................................................................................................................................21
4.8
CHANGE MANAGEMENT ............................................................................................................................21
4.9
AUTHORIZATION REQUIRED ......................................................................................................................21
5
UPDATED RISK MANAGEMENT PLAN......................................................................................................23
6
UPDATED ECONOMIC ANALYSIS WORKSHEETS ..................................................................................25
6.1
EXISTING SYSTEM/BASELINE COST WORKSHEET .....................................................................................26
6.2
PROPOSED ALTERNATIVE COST WORKSHEET (ONE TIME AND CONTINUING)...........................................26
List of Tables
Table 1. MyCalPAYS Functionality............................................................................................................................18
Table 2. Procurement Timeline ...................................................................................................................................20
Table 3. Special Project Report Comparison...............................................................................................................25
Table 4. SFY 2009/10 Contract Services.....................................................................................................................29
List of Figures
Figure 1. 21st Century Project Organization ................................................................................................................15
Figure 2. 21st Century Project Governance Structure .................................................................................................16
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1. Executive Project Approval Transmittal

Change
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2. Project Summary Package
Revised May 7, 2009
Page 1
INFORMATION TECHNOLOGY PROJECT SUMMARY PACKAGE
SECTION A: EXECUTIVE SUMMARY

2
1.
Project Summary Package

Submittal Date
05/07/2009
FSR
2.
SPR
Type of Document
Project Number
0840-70
3.
Project Title
Project Acronym
21 Century Project
TFC
4.
5.
Submitting Department
Reporting Agency
6.
Project Objectives
PSP Only
Other:
X
st
Estimated Project Dates

Start
End
May 2004
TBD
State Controllers Office
st
The 21 Century Project will replace existing statewide human resource

management systems with a fully integrated solution. Functionality will
include Personnel Administration, Organizational Management, Time
Management, Benefits Administration, Payroll, Finance/Controls,
Reporting, and Employee/Manager Self Service.
Major Milestones
Procurement Milestones identified in
Section 4.5.4, Table 2.
Est Complete
Date
November 2009
The new system will enable the state to improve management processes
and fulfill payroll and reporting obligations accurately and on time.
Further, the new system will transition the state from a transaction-based
system to an enterprise database system that supports the business
demands of state government.
PIER
(TBD)
Key Deliverables
(TBD)
7.
Proposed Solution
The systems integrator will configure and implement SAP to meet the business needs of the state.
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Page 2
SECTION B: PROJECT CONTACTS

Project #
Doc. Type
0840-70
SPR 3
Executive Contacts
First Name
Last Name
State Controller
John
Chiang
Executive Sponsor
Jim
Lombard
Budget Officer
Tom
Yowell
CIO
David
Dawson
Area
Code
Phone #
916
375-6651
jlombard@sco.ca.gov
916
322-5320
tyowell@sco.ca.gov
916
327-8299
ddawson@sco.ca.gov
Ext.
Area
Code
Fax #
E-mail
Direct Contacts
First Name
Last Name
Area
Code
Phone #
Primary contact
Susan
Bolin
916
375-6033
sbolin@sco.ca.gov
Project Manager
Cheryl
Hotaling
916
375-6042
chotaling@sco.ca.gov
Revised May 7, 2009
Ext.
Area
Code
Fax #
E-mail
Page 3
INFORMATION TECHNOLOGY PROJECT SUMMARY
SECTION C: PROJECT RELEVANCE TO STATE AND/OR DEPARTMENTAL PLANS

1.
2.
3.
What is the date of your current Operational Recovery Plan (ORP)?

What is the date of your current Agency Information Management
Strategy (AIMS)?
For the proposed project, provide the page reference in your current
AIMS and/or strategic business plan.
Date
Date
Project #
Doc. Type
0840-70
SPR 3
Doc.
Page #
4.
May 2008
August 2008
60
Is the project reportable to control agencies?

If YES, CHECK all that apply:
X
a) The project involves a budget action.
Yes
X
No
b) A new system development or acquisition that is specifically required by legislative mandate or is subject to
special legislative review as specified in budget control language or other legislation.
X
c) The estimated total development and acquisition cost exceeds the departmental cost threshold and the project
does not meet the criteria of a desktop and mobile computing commodity expenditure (see SAM 4989
4989.3).
d) The project meets a condition previously imposed by Finance.
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Page 4
SECTION D: BUDGET INFORMATION

Project#
0840-70
Doc. Type SPR 3
Budget Augmentation
Required?
No
Yes
If YES, indicate fiscal year(s) and associated

amount:
2003-04
$947,964
2004-05
2005-06
$3,796,507
$10,219,173
2004-05
2005-06
2006-07
2007-08
$34,599,655
$17,954,711
2008-09
$19,628,949
2009-10
$32,001,749
PROJECT COSTS
1.
2.
3.
4.
Fiscal Year
One-Time Cost
Continuing Costs
TOTAL PROJECT BUDGET
2003-04
SOURCES OF FUNDING
5.
General Fund
6.
Redirection
7.
Reimbursements
8.
Federal Funds
9.
Special Funds
10. Grant Funds
11. Other Funds
12. PROJECT BUDGET
2008-09
2009-10
1,410,907
0
$1,410,907
4,916,822
0
$4,916,822
11,583,922
0
$11,583,922
34,684,697
1,119,958
$35,804,655
16,203,561
2,928,751
$19,132,312
14,277,821
5,351,128
$19,628,949
25,930,493
7,404,623
$33,335,116
109,008,223
16,804,460
$125,812,683
0
462,943
947,964
0
1,120,315
944,085
399,422
2,453,000
0
1,364,749
1,010,562
1,372,767
7,835,844
18,076,716
1,205,000
571,285
2,420,812
13,530,842
9,940,300
1,177,601
493,784
546,773
6,973,854
11,715,605
0
1,161,001
6,752,343
16,759,391
1,333,367
1,036,000
0
14,206,358
56,492,012
6,663,975
6,164,681
4,739,774
51,752,241
$4,916,822
$11,583,922
$35,804,655
$19,132,312
$19,628,949
$33,335,116
$125,812,683
$1,410,907
2006-07
2007-08
TOTAL
PROJECT FINANCIAL BENEFITS

13. Cost Savings/Avoidances
14. Revenue Increase
$
$
$
$
$
$
$
$
$
$
$
$
Note: The totals in Item 4 and Item 12 must have the same cost estimate.
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SECTION E: VENDOR PROJECT BUDGET

Vendor Cost for FSR Development (if applicable)
Vendor Name
Project #
Doc. Type
0840-70
SPR 3
VENDOR PROJECT BUDGET

1.
2.
3.
4.
5.
6.
Fiscal Year
Primary Vendor Budget
Independent Oversight Budget
IV&V Budget
Other Budget
TOTAL VENDOR BUDGET
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
75,000
1,680,408
92,500
23,478,741
352,503
2,510,524
1,092,362
467,832
10,000,000
935,972
258,315
333,315
181,000
1,861,408
226,590
319,090
554,152
24,385,396
1,106,187
4,709,073
2,261,157
2,728,989
3,687,978
14,623,950
TOTAL
$35,989,265
$4,696,577
$0
$8,275,379
$48,961,221
-------------------------------------------------(Applies to SPR only)-------------------------------------------------PRIMARY VENDOR HISTORY SPECIFIC TO THIS PROJECT

7.
8.
9.
10.
Primary Vendor
Contract Start Date
Contract End Date (projected)
Amount
(TBD)
November 2009
(TBD)
(TBD)
PRIMARY VENDOR CONTACTS

Vendor
First Name
Last Name
Area
Code
Phone #
Ext.
Area
Code
Fax #
E-mail
11. (TBD)
12.
13.
Revised May 7, 2009
Page 6
SECTION F: RISK ASSESSMENT INFORMATION

Project #
Doc. Type
0840-70
SPR 3
RISK ASSESSMENT
Has a Risk Management Plan been developed for this

project?
Yes
X
No
General Comment(s)
The Risk Management Plan will be refined and will be updated in SPR 4.
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3. Proposed Project Change
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Proposed Project Change

3.1
Project Background/Summary
The State Controllers Office (SCO) is responsible for issuing pay to employees of
the state civil service, California State University and Judicial Council. There are
currently over 150 departments and 24 California State University campuses in the
State of California. The state workforce is comprised of approximately 294,000
employees, represented by 21 state civil service bargaining units and ten California
State University bargaining units. Employees are located throughout California and
in other states, and range from elected officials, managers and supervisors, and
higher education faculty, to rank and file workers in a variety of occupations.
In May 2004, the Department of Finance approved the Feasibility Study Report for
the 21st Century Project. The Feasibility Study Report established that the existing
Human Resource Management System (HRMS)/Payroll System operated by the
State Controllers Office were outdated and did not meet the needs of todays
government. Based on this approval, the SCO initiated a two-phased procurement
process. The purpose of the first procurement was to select a commercial off the
shelf (COTS) software product to support the states human resource management
needs.
In April 2005, the software procurement was finalized and SAP was selected as the
COTS software for the States new HRMS/Payroll System, MyCalPAYS.
The second phase of the procurement process began in May 2005 with the release
of a request for proposal for system integrator services. The objective of the
procurement was to secure the services of an experienced integrator to implement
the SAP solution. In June 2006, a contract was awarded to BearingPoint to provide
system integration services for the 21st Century Project. As the prime contractor,
BearingPoint had overall responsibility for implementing the solution.
3.2
Project Status
In January 2009, the State terminated the contract with BearingPoint for failure to
meet contractual commitments. The SCO, working in conjunction with its
stakeholders, has developed a go-forward strategy to complete the implementation
of MyCalPAYS. The go-forward strategy is documented in this Special Project
Report. The detailed procurement strategy is documented in the Information
Technology Procurement Plan (ITPP) that was submitted and approved by the
Department of General Services in February 2009.
3.3
Reason for Proposed Change
BearingPoint was unable to meet its contractual commitments for delivering the
MyCalPAYS system; therefore the State terminated the contract. The State needs to
move forward with securing a new systems integrator to deliver the MyCalPAYS
system.
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3.4
Proposed Project Change
The go-forward strategy includes the following major changes:

The scope of MyCalPAYS is being revised to include only the configuration,

customization and deployment for the States civil service employees. (The
configuration, customization and implementation for CSU employees will be
addressed as a separate project.)
The deferral of the CSU employee population will require that the legacy
systems remain operational until the second project is completed.
The infrastructure for MyCalPAYS will continue to be located at the Department of

Technology Services (DTS). Once fully deployed and the warranty period is
completed, SCO staff will maintain and operate MyCalPAYS, as originally
envisioned.
This SPR documents the revised schedule and budget for the remainder of State
Fiscal Year (SFY) 2008/09 and the estimated budgetary needs for SFY 2009/10.
The costs and schedule for the development/implementation period will be an
outcome of the procurement process that is currently underway. After the
procurement process has been completed, the State Controllers Office will submit
another SPR (SPR 4) that will document and request approval for all estimated
project costs and savings through one full year of maintenance and operations.
3.5
Impact of Proposed Change on the Project
The termination of the systems integration contract will result in a delay to the
implementation of MyCalPAYS. The proposed schedule of implementation of
MyCalPAYS in SPR 2 included pilot implementation commencing in September
2009, with statewide implementation completed during June 2010.
The project currently estimates that a new systems integrator will be on-board in
November 2009. The estimated completion date of the project will be dependent
upon the work plan provided by the selected systems integrator, and will be
influenced by the amount of re-use of project accelerators by the new systems
integrator (such as system blueprint/design, configuration previously completed, and
custom objects that were previously developed).
The total project costs will also be impacted, due in part to the schedule delay as
well as potentially higher system integration costs to complete the project. In
addition, costs savings originally estimated will be delayed due to the schedule
delay. Originally projected cost savings will also be impacted due to the scope
change to include only the civil service population as part of this project. The legacy
systems will need to remain operational until the transition of the California State
University employee population is completed, which will be managed as a separate
project.
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The revised project costs and savings for the total project will be included in SPR 4,
which will be submitted after the procurement is completed. Revised costs through
SFY 2009/10 are included in this SPR.
3.6
Feasible Alternatives Considered
The SCO considered the following alternatives:

Alternative 2: Conduct the Re-Procurement under the Provisions of PCC 12102
Under this alternative, the State would acquire system integration services to
complete the project under the standard IT procurement model. This alternative was
not selected because conducting the procurement using the traditional model would
take longer. The re-procurement of system integration services for the 21st Century
Project needs to be completed as expeditiously as possible to allow the State to
maintain its investment in the project artifacts that have been completed to date, and
in the State staff that have been working on the project. The longer it takes to secure
a new integrator, the more likely it is that State staff will leave the project, taking with
them the expertise that has been gained over the past two years. The PCC 6611
process will allow the procurement process to be completed in a shorter time period
than the traditional process, which will protect the States investment while also
resulting in the best value solution.
In addition, this project is unique in that the State is looking to acquire a system
integrator to complete an in-progress project. The State is also seeking ways to
reduce the complexity of the systems and reduce custom development while still
meeting critical business needs. Simplification of the system configuration will result
in lower implementation costs as well as lower on-going maintenance costs. The
negotiation process of PCC 6611 will enable the State and the Bidders to validate
and further refine final specifications and explore business process changes to
reduce custom enhancements to simplify the system and/or reduce project risks,
while taking into account and leveraging to the extent possible the work completed
to date.
Alternative 3: Award System Integration Services via a Non-Competitive Bid Process
Under this alternative, the State would acquire system integration services to
complete the project using a non-competitive bid justification. This alternative was
not selected because there are multiple suppliers who can provide these services,
and competition should result in the best value solution.
3.7
Implementation Plan
The revised implementation plan will be provided as part of SPR 4, which will be
submitted after the procurement is completed.
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4. Updated Project Management Plan
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Updated Project Management Plan

4.1
Project Manager Qualifications
In July 2008, the SCO appointed an Acting SCO Project Manager for the 21st
Century Project; this appointment became permanent in January 2009. The SCO
Project Manager has over 20 years Information Technology experience covering
project management, independent project oversight, software development, largescale systems acquisition and integration, independent verification and validation
and quality assurance. She is a certified Project Management Professional (PMP)
since 1999 and is skilled in the disciplines of project management and software life
cycle management. She offers significant experience in the management of largescale systems acquisition and integration projects, establishing project management
offices, and negotiation and relationship management. She also has an in-depth
knowledge of Project Management Body of Knowledge (PMBOK); the Institute of
Electrical and Electronics Engineers (IEEE) standards for project management and
software development , the Software Engineering Institutes (SEI) Capability Maturity
Model Integration (CMMI) and the State of California Information Technology Project
Oversight Framework (IT Framework).
The SCO Project Manager has worked for four different departments in 20 years in
increasingly responsible and technical positions, including managing large statewide
IT projects. She has also worked as a consultant for over seven years on over 30
technology contracts in numerous roles of the project management process. The
contract values ranged from a couple million dollars to contracts over $50 million
dollars. Her extensive experiences in State technology contracts demonstrates her
proven ability to meet project objectives, ensure effective operations, anticipate
deviations, and provide oversight and leadership to successfully manage the 21st
Century Project.
In addition to her IT leadership and management experience, the SCO Project
Manager also possesses subject matter knowledge related to the State of
Californias legacy human resources systems, gained during her 15 years working
for the State Controllers Office in both the program and technology areas.
In SPR 2, we reported that the SCO was evaluating the existing project governance,
leadership, management, and organization. Consideration was given to what
industry and public sector have defined and required as experience and role
responsibilities. The SCO recognizes the importance of providing expertise with both
the private and public sector implementations. The SCO will ensure that experienced
state project management is in place with experience in project management, state
processes and requirements. In furtherance of this assurance, State Controllers
Office has contracted with a project management advisory team who bring specific
SAP HR/Payroll system integration experience to contribute to the successful
completion of the project. The State Controllers Office has secured the services of
two project managers experienced in system definition, configuration, customization,
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implementation, and schedule and deliverable management. The responsibilities of

these contractors will complement those of the SCO Project Manager. These
consultants have a proven track record for successfully delivering SAP solutions.
In addition, the SCO executed a contract for project management office consultants
to supplement the 21st Century Projects project management office specifically in
the areas of scheduling, procurement support, risk, issue, change control, and cost
management.
4.2
Project Management Methodology
The Project Management Office (PMO) has the responsibility for daily project
operations, including project deliverables that support the project management
methodology. This ensures the methodology provides both the structure to
successfully manage the project and the experience needed to leverage prior project
successes. Using standard industry practices and methodologies, the project
approach includes the following elements:
Clearly defined project objectives and scope;
Comprehensive work plans tied to deliverable templates;
Continual attention to achievement of project benefits;
Quality and risk review analysis; and
Project standards compatible with the Project Management Body of

Knowledge and the Statewide Information Management Manual (SIMM)
project management guidelines and framework.
The PMO has existing project management plans (e.g., risk management, issue
management, deliverable management, and cost management). The PMO, with the
support of the project management office support consultants, will be revising these
plans over the next several months, to ensure that all project management plans are
fully up to date and reflect the go-forward management approach prior to the onboarding of the new systems integrator.
4.3
Project Organization
The Project Organization structure is depicted in Figure 1.
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Figure 1. 21st Century Project Organization
The 21st Century Project State project team is organized into nine (9) areas:
Project Planning Office: Manages the day to day operations of the

project such as on boarding, vendor contracts, budgeting, recruiting, and
facilities management
Functional Workstream: Represents the functional complement of SAP

HR/Payroll areas addressed by the project, including configuration.
Organizational Change Management Workstream: Supports project

internal and external communication, workforce transition, deployment,
and end-user training, and liaison with labor.
Technology Infrastructure Workstream: Responsible for

implementation and operation of project software and hardware, and the
security configuration and validation activities associated with the
implementation and maintenance of the SAP systems (e.g., CUA, BI,
Portal, user roles/authorizations, and structural authorizations).
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RICEF Workstream: Responsible for extraction of legacy data for loading

to SAP, and the full development life-cycle activities for SAP custom
objects.
Testing: Responsible for the coordination of testing activities.
Quality Assurance: Responsible for the coordination and validation of

quality assurance activities.
Project Advisors: Serves as a component of the Project Leadership

Team to provide guidance and expertise to the SCO Project Manager,
Project Director, Project Sponsor and individual Project Teams regarding
SAP large project implementations as well as HR/Payroll product
knowledge to assist with the completion of the MyCalPAYS project.
Project Management Office Support: Provides project management

support in the areas of risk management, issue management, cost
management, schedule management, document management, and
project status reporting.
The 21st Century Project is governed by a series of committees and teams that are
tasked to assist with providing strategic direction and management project.
State Controller
Steering Committee
(SCO,OCIO, DOF, DGS, DPA & SPB)
Project
Leadership
PMO
Business
Standardization
Committee (BSC)
Business
Transformation
Council (BTC)
Org. Change
Management Team
TEAMWORK
Functional &
Integration Teams
Agency/Dept.
Support Teams
Figure 2. 21st Century Project Governance Structure
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Steering Committee: A project Steering Committee has been established

to provide executive oversight and leadership for the 21st Century Project.
It is the responsibility of the Steering Committee to set strategic business
direction for the project, review the project high level milestones, enforce
Bidder contract management, address statewide project issues and
impacts, and provide input on major scope or financial issues. Members of
this Steering Committee include the State Controllers Office (Chair),
Department of Personnel Administration, State Personnel Board, Office of
the State CIO, Department of Finance and Department of General
Services.
Project Leadership: In addition to the Steering Committee, the State

maintains a Project Leadership team. The Project Leadership Team
addresses the operating issues of the project, staff, Bidders, agencies and
departments. The Project Leadership Team actively communicates to
internal and external stakeholders, manages Bidder performance,
provides operational direction and decision-making for the project, and
provides leadership and direction to the project teams. The Project
Leadership Team is comprised of the Project Executives, Project
Manager, and Project Advisors.
Business Transformation Council (BTC): The BTC provides direction

for key business related issues that will affect the way the State operates
as it transitions to a new system. This group strives for innovation in
business and supports best practice optimization. The BTC group is
comprised of SCO leadership and representation from the Department of
Personnel Administration, State Personnel Board, Office of the State CIO
(OCIO), and representation from departments and agencies.
Business Standardization Committee (BSC): The BSC deals with

issues that directly affect the configuration of the new system. The BSC
provides guidance and recommendations to the project teams regarding
potential opportunities for standardizing business practices. The goal of
the BSC is to meet business requirements within State guidelines and limit
enhancements to the system that will incur significant support costs for the
future. The BSC is comprised of SCO leadership and members include
PPSD business content experts, Department of Personnel Administration,
State Personnel Board, and the OCIO, and other key stakeholders.
The Project Organizational Structure will be updated in SPR 4 to include system

integration staff, and any other auxiliary consultant staff that are identified to be
necessary for the development and implementation phases of the project.
4.4
Project Priorities
The project priorities have been revisited. Based on the change to limit the project
scope to the civil service employee population, the Project Scope has been updated
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from Constrained to Accepted. Project management decisions are guided by

these priorities.
Schedule
Scope
Resources
Improved
Accepted
Accepted
Constrained means that the factor cannot be changed.

Accepted means the factor is somewhat flexible to the project circumstance.
Improved means that the factor can be adjusted.
4.5
Project Plan
The revised project plan will be provided as part of SPR 4, which will be submitted
after the procurement is completed.
4.5.1 Project Scope
The project scope has been modified to include only the civil service employee
population. The functionality to be delivered is included in Table 1:
Table 1. MyCalPAYS Functionality
SAP Module/Sub-module Area
Personnel Administration
Full functionality
Organizational Management
Full Functionality
Time Management
Time and attendance, Time
Evaluation & CATS
Benefits Administration
Full functionality for Sect. 125
plans, limited for Health plans
Payroll
Full functionality
Revised May 7, 2009
Description of Functionality
Single repository for employee master data maintenance
and reporting
Standardized process for employee life-cycle events
Manage Social Security number confidentiality (PERNR)
Streamline process for validating HR/Payroll data elements
Consistent organizational management hierarchies for
reporting and security
All State positions except CSU
Structure for supporting workflow opportunities
Cross Application Timesheets (CATS) for monthly, semimonthly and bi-weekly Payrolls
Ability to interface with various department/agency specific
time capture systems
Support Positive and Negative time capture
Manage and maintain benefit/deduction plans
Support employee enrollment process for sect. 125 plans
Interface with CalPERS system for Health Plans
Support qualifying event processing for employee life-cycle
event
Streamlined payroll system eliminating daily payrolls
Support for monthly, semi-monthly and bi-weekly payroll
cycles, and retroactive payroll accounting
FMLA and Disability Workbench
Direct deposit/notification and hardcopy check printing
BSI multi-jurisdiction tax processing all employees
Support for concurrent employment
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SAP Module/Sub-module Area
Description of Functionality
SAP Portal
ESS/MSS functionality (via internet
and intranet)
ESS - View and update specific employee data (banking,

address and dependents)
ESS - View and print payroll remittances
MSS - View employee key information and time approvals
Integrate with existing Financial system (e.g. GL, cost
centers, funds management)
Support for future FI$Cal implementation
Accounts Receivable for collection of employee
overpayments and loan repayments
Accounts Payable for Third Party Remittance
Develop and implement minimal number of workflows to
support Organizational Structure maintenance (e.g.
create/change/delimit organizational units, jobs, positions)
Develop and implement Adobe Interactive Forms to facilitate
the OM workflows
Support statewide reporting capabilities
Integration with SAP and legacy systems for consolidated
reporting when required
Integration with 3rd party tools (e.g. MS Excel and Word)
Finance/Controls
Organizational setup to external
Financial System
Workflow/Adobe Interactive Forms
Reporting
Business Intelligence, SAP
Delivered and Custom Reports
4.5.2 Project Assumptions

The go-forward strategy and timeline in this SPR are based on the following
assumptions:
The Department of General Services will:

o approve the request to conduct the procurement under the
provisions of PCC 6611.
o expedite procurement reviews in accordance with the accelerated
schedule.
o provide staff to perform negotiations as required in the PCC 6611
process within accelerated schedule
Additional funding, requested in a Finance Letter, for SFY 2009/10 will

be approved.
The State expects to leverage knowledge and implementation

experience, pre-defined major phases and tasks, standard templates
and best practices gained from experience implementing ERP software
in projects across a wide client base. For this reason, California requires
the system integrator to implement the proposed solution using SAPs
Solution Manager and Accelerated SAP (ASAP) methodology.
Revised May 7, 2009
Page 19
State of California
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4.5.3 Project Phasing

In order to reduce project risks, the implementation approach shall include, at a
minimum, two (2) pilots. The first pilot group will be the State Controllers Office.
The second pilot group employee population to be implemented should include
no more than 10,000 employees. The detailed implementation schedule will be
developed in conjunction with the system integrator after contract award.
In addition to the departmental phasing, the project will also be phasing the
Employee Self Service/Management Self Service roll-out. While the specific
phasing strategy will be determined after contract award, the SCO anticipates
that roll-out to all employees will not occur as part of the departmental
implementation; rather some functionality may be used by departmental staff to
complete required functions (e.g., departmental timekeepers) and the roll-out to
the whole employee population would occur after statewide departmental
deployment.
4.5.4 Project Schedule
The procurement timeline is provided in Table 2. Procurement Timeline. The
Project Schedule for development and implementation will be provided as part
of SPR 4, after the procurement is completed.
Table 2. Procurement Timeline
Step
SCO Develop Request for Proposal and Submit to DGS
DGS Review/Approval of Procurement Plan
Post Pre-Solicitation Release Notice on Contracts Register
DGS Review/Approval of Request for Proposal
DGS Post Request for Proposal on Contracts Register
Bidders Conference
Bidders Submit Draft Stage I Proposals
Bidders Submit Final State I Proposals
Stage I Contracts Awarded
Stage I Awardees perform due diligence / confidential discussions
Stage I Awardees submit cost/benefit analysis
Bidders finalize Stage II Proposals
Bidders submit Proposals including costs
Evaluation of Proposals including costs
Negotiations / Revisions to Final Proposals if needed / Contract
Finalized
SCO Finalize Evaluation and Selection Report and Submit to DGS
DGS Review/Approval of Evaluation and Selection Report
Develop SPR and gain internal SCO approvals
Project Approvals (SPR, Section 11)
Contract Start
Revised May 7, 2009
Estimated Dates
Feb 2009
Feb 2009
Feb 18, 2009
Feb 26 Mar 12, 2009
Mar 13, 2009
Mar 23, 2009
Apr 7, 2009
Apr 23, 2009
Apr 30, 2009
May 4 Jul 23, 2009
May 21, 2009
Jul 27 Aug 6, 2009
Aug 7, 2009
Aug 10 - Aug 21, 2009
Aug 24 Sep 18, 2009
Sep 21 Sep 25, 2009
Sep 28 Oct 2, 2009
Sep 21 Oct 16, 2009
Oct Nov 2009
Nov 30, 2009
Page 20
State of California
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4.6
Project Monitoring
The 21st Century Project maintains consistent project monitoring via the project
governance structure described in Section 4.3. Project Organization.
As reported in SPR 3, KPMG was contracted to provide independent oversight and
independent verification and validation services for the project. In January 2009, the
SCO ended the KPMG contract in an effort to preserve funding during the replanning effort. The SCO plans to acquire independent consultant oversight services
for the development and implementation phase of the project. We expect these
services to begin at approximately the same time as the new system integrator
services. During the replanning/reprocurement phase, the Office of the State CIO
(OCIO) has assigned a full-time staff member to provide on-site project review and
monitoring. The SCO expects that, due to the complexity and criticality of this
project, the OCIO will retain an on-site presence through the development and
implementation phases of the project.
4.7
Project Quality
The Projects quality approach will be refined in conjunction with the other project
management plans over the next several months, and will be updated in SPR 4.
4.8
Change Management
The Projects change management approach will be refined in conjunction with the
other project management plans over the next several months, and will be updated
in SPR 4.
4.9
Authorization Required
The SCOs executive management and project sponsor approval has been obtained
and funding authorization is being requested through the budget process. Additional
funding for SFY 2009/10 has been requested through the Finance Letter process.
Revised May 7, 2009
Page 21
State of California
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5. Updated Risk Management Plan
Revised May 7, 2009
Page 22
State of California
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5
Updated Risk Management Plan
The Projects risk management approach and plan will be refined in conjunction with the
other project management plans over the next several months, and will be updated in
SPR 4.
Revised May 7, 2009
Page 23
State of California
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6. Economic Analysis Worksheets
Revised May 7, 2009
Page 24
State of California
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6
Updated Economic Analysis Worksheets
SPR 2 identified a total of $178,671,658 project costs. For purposes of this SPR, we are
only estimating project costs through SFY 2009/10. Table 3 provides a comparison
between SPR 2 and SPR 3 for SFY 2003/04 SFY 2009/10.
Once the procurement for system integration services is completed, and system
integration costs and project schedule are known, the SCO will submit SPR 4 which will
include revised costing for the remainder of the project.
Table 3. Special Project Report Comparison
One Time Project Costs
SPR 2
(through FY 2009/10)
Staff (Salaries & Benefits)

Hardware Purchase
Software Purchase/License
Telecommunications
Contract Services
Software Customization
Project Management
Project Oversight
IV&V Services
Other Contract Services
TOTAL Contract Services
Data Center Services
Agency Facilities
Other
Total One-time IT Costs
39,221,833
915,251
4,297,629
6,308
0
64,803,327
2,215,824
5,624,705
0
4,864,959
77,508,815
2,622,522
5,841,615
4,863,187
135,277,160
SPR 2
(through FY 2009/10)
3,203,224
0
Continuing IT Project Costs

Hardware Lease/Maintenance
Software
Maintenance/Licenses
Telecommunications
Contract Services
Agency Facilities
Other
Total Continuing IT Costs
Total Project Costs
Revised May 7, 2009
3,920,732
544,320
602,946
13,262,424
0
127,530
21,661,176
156,938,336
SPR 3
Variance
38,729,320
1,061,771
7,692,433
0
35,989,265
2,215,824
4,696,577
0
6,059,555
48,961,221
3,324,252
5,385,584
3,853,642
109,008,223
SPR 3
(492,513)
146,520
3,394,804
(6,308)
0
(28,814,062)
0
(928,128)
0
1,194,596
(28,547,594)
701,730
(456,031)
(1,009,545)
(26,268,937)
Variance
0
0
(3,203,224)
0
4,958,115
0
0
11,846,345
0
0
16,804,460
125,812,683
1,037,383
(544,320)
(602,946)
(1,416,079)
0
(127,530)
(4,856,716)
(31,125,653)
Page 25
State of California
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6.1
Existing System/Baseline Cost Worksheet
The Existing System/Baseline Cost Worksheet was updated to remove SFY

2010/11, to conform to the Proposed Alternative Cost Worksheet. Out years will be
included in SPR 4, once the procurement is completed and the overall project
schedule is known.
6.2
Proposed Alternative Cost Worksheet (One Time and Continuing)
Based on a recently completed expenditure audit, we have updated the Proposed

Alternative Cost Worksheet for SFYs 2004/05 through 2006/07 to reflect actual
project costs. This SPR only includes cost projections through SFY 2009/10. SPR 4,
which will be submitted after the system integration procurement is completed, will
include updated full project costs and estimated savings.
SFY 2007/08
For SFY 2007/08, we have updated costs to reflect actual costs. When SPR 2 was
submitted in 2008, SFY 2007/08 was in-progress. Revised SFY 2007/08 costs are
based on actual expenditures. $40.3 million was approved in SPR 2 for SFY
2007/08; approximately $20.8 million will be disencumbered from the BearingPoint
and State Personnel Board contracts and reverted Although a contract was
executed with the State Personnel Board, it was determined that the contract was
not needed.
SFY 2008/09
For SFY 2008/09, we have updated costs to reflect our revised estimates, based on
the current status of the project. Funding is retained to support continuing software
license/maintenance fees for SAP COTS and supporting SAP software products.
Key changes include:
Reduction in State Staff costs, due to the hiring freeze.
Reduction in planned Software Customization costs due to the termination of

the BearingPoint contract.
Reduction in planned Project Oversight costs due to the cancellation of the

KPMG contract.
Reduction in travel and training due to budget constraints.
SFY 2009/10
For SFY 2009/10, we have updated costs to reflect our revised estimates, based on
the current status of the project. Our funding assumptions are detailed below.
Revised May 7, 2009
Page 26
State of California
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Staff Salaries (and Benefits)

Proposed staffing costs are based on the current year staffing model approved in the
SFY 2008/09 project budget. In the SPR 2, project staffing in SFY 2009/10 was
scheduled to reduce by 14.7 PYs as the new system was deployed. Due to contract
termination and postponement of the systems implementation, project staffing for
SFY 2009/10 will be retained with funding for the additional positions beginning in
January 2010. PYs for SFY 2009-10 are 87.7 one-year limited-term PYs, 14.5 SCO
redirected PYs, 6.0 PYs for DPA, 1.0 PY for DGS and 1.0 PY for OCIO will be
established within their respective departments with funding requested in Consulting
and Professional Services-Interdepartmental. The SCO will reimburse these
departments for associated staffing costs via Interagency Agreements with DPA and
OCIO.
Estimated costs for overtime and temporary help are based on the approved SFY
2008/09 project budget. Overtime and temporary help funding will be used to meet
unexpected peaks in workload and help ensure that dates for key project activities
and milestones are achieved.
Funding is included in 9/10 for SAP annual license and maintenance fees for COTS,
Adobe/ProdPak, and DB2.
Operating Expenses
Funding for general expense, communications, printing, training, and travel are
based on revised project staffing for SFY 2009-10. In-State travel expenses are
required to send project staff to SAP training. The majority of classes are offered
only in San Francisco, which requires additional funding to support associated travel
costs. In-State travel funding is also included for deployment and training efforts,
which will require travel to departments within Sacramento, San Francisco and Los
Angeles. Whenever possible, the project will bring an SAP trainer on-site to reduce
associated travel costs.
Out-of-State travel expenses are requested to support business and technical staff
attendance at SAP conferences. Travel costs will be used for SAP-sponsored
conferences that provide best practices to implement, upgrade, customize, and
manage the new system. The SAP conferences allow project staff to receive
specialized training, advance information regarding SAP offerings (e.g., new
versions, upgrades), and networking opportunities with other SAP users. Project staff
have the opportunity to attend collaborative forums where technology and business
challenges are addressed, and attend interactive presentations on system security,
end-user training, business process integration, etc.
Facilities and Data Center Costs
There are no requested changes to facilities and data center costs.
Revised May 7, 2009
Page 27
State of California
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Contract Services
Contract costs are detailed below:
System Integrator
$10.0 million is projected in SFY 2009/10 for the new system integrator (11/09
6/10). This is based on average billings of $1.5 million per month for seven months.
It is anticipated that contract execution will occur in November 2009.
Technical Support Services
The SCO will seek senior SAP technical architect services to supplement the project
technical team. While the selected systems integration services vendor will provide
technical SAP support, the State will require direct services to review
recommendations of the system integration services vendor and advise the State
directly.
Project Management Support Services
The SCO executed a contract for Project Management Support Services in March
2009. The PMO consultants supplement the project management office, specifically
in the areas of scheduling, procurement support, risk, issue, change control, and
cost management.
Organization Change Management Support Services
The SCO will seek consultant services to supplement the Project Organizational
Change Management team. The intent is to secure the services of those with
expertise in the areas of organizational change management, workforce transition,
end-user training, and stakeholder management/marketing. It is also expected that
the selected consultant will have experience with organizational change
management for large scale, public sector clients.
Revised May 7, 2009
Page 28
State of California
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Table 4. SFY 2009/10 Contract Services

CONTRACTS - DETAIL
INTERNAL CONTRACTS
DPA
DGS (SI Contract Support)
DGS Contract Support Fees
SPB
OCIO
Total Internal Contracts
EXTERNAL CONTRACTS
Software Maintenance and Licenses
PO/IV&V
Project Management Advisory Team
Technical Support
PMO Support
OCM Support
Total External Contracts
SPR 3
518,000
162,000
0
0
104,000
784,000
10,000,000
1,319,000
936,000
1,108,000
297,000
1,000,000
500,000
15,160,000
Continuing Existing Costs (Project Phase-out)

Estimated cost savings will be impacted due to the scope change to include only civil
service employees as part of this project. As stated in Section 3, California State
University employees will be handled as a separate project. As such, legacy systems
will not be decommissioned upon completion of this project. Staffing reductions are
not reflected for technology or program staff for SFY 2008/09 and 2009/10; however
in SPR 4, we will evaluate the savings associated with the implementation of the civil
service employee population.
Revised May 7, 2009
Page 29
EXISTING SYSTEM/BASELINE COST WORKSHEET

All costs to be shown in whole (unrounded) dollars.
Department: State Controller's Office
Revised: 05/07/2009
Project: 21st Century Project

FY 2003-04
PYs
Amts
FY 2004-05
PYs
Amts
FY 2005-06
PYs
Amts
FY 2006-07
PYs
Amts
29.8
29.8
31.6
31.3
FY 2007-08
PYs
Amts
FY 2008-09
PYs
Amts
SUBTOTAL
PYs
Continuing Information
Technology Costs
Staff (salaries & benefits)
2,481,848
2,481,848
2,784,514
29,738
29,738
Software Maintenance/Licenses
29,139
29,139
43,075
Contract Services
23,446
21,446
272,181
2,562,860
2,586,370
2,606,643
Agency Facilities
201,150
201,150
Other
190,720
190,720
Total IT Costs
29,738
2,769,224
31.7
29,738
2,817,169
26.4
2,655,306
29,738
29,738
43,675
44,175
45,673
620,277
741,188
23,146
2,768,475
2,906,899
2,845,037
213,300
211,275
213,975
177,861
202,240
200,320
202,880
180.6
168,640
29.8
5,518,901
29.8
5,540,411
31.6
6,151,691
31.3
6,642,984
31.7
6,956,024
26.4
5,945,401
180.6
215.4
13,760,362
205.0
13,926,739
203.0
14,179,277
205.0
14,291,448
207.6
14,403,619
210.0
14,520,667
1246.0
Continuing Program Costs:

Staff
Other
2,638,523
3,246,425
3,166,737
3,196,982
3,227,227
3,258,787
Total Program Costs
215.4
16,398,885
205.0
17,173,164
203.0
17,346,014
205.0
17,488,430
207.6
17,630,846
210.0
17,779,454
1246.0
TOTAL EXISTING SYSTEM COSTS
245.2
21,917,786
234.8
22,713,575
234.6
23,497,705
236.3
24,131,414
239.3
24,586,870
236.4
23,724,855
1426.6
Economic Analysis Worksheets
EXISTING SYSTEM/BASELINE COST WORKSHEET

Revised: 05/07/2009

Subtotal
FY 2009-10
FY 2010-11
PYs
Amts
PYs
Amts
180.6
15,989,909
26.4
2,655,306
PYs
FY 2011-12
Amts
PYs
FY 2012-13
Amts
PYs
FY 2013-14
Amts
PYs
Amts
PYs
Continuing Information
Technology Costs
Staff (salaries & benefits)
Contract Services
Agency Facilities
Other
Total IT Costs
0.0
0.0
0.0
29,738
234,876
45,673
1,701,684
23,146
16,276,284
2,858,723
1,218,711
177,861
1,155,520
180.6
0.0
178,428
168,640
36,755,412
26.4
5,959,087
0.0
85,082,112
212.4
14,637,715
0.0
0.0
0.0
0.0
0.0
207.0
0.0
0.0
207.0
1458.4
Continuing Program Costs:

Staff
1246.0
Other
18,734,681
3,290,347
Total Program Costs
1246.0
103,816,793
212.4
17,928,062
0.0
0.0
0.0
0.0
1458.4
TOTAL EXISTING SYSTEM COSTS
1426.6
140,572,205
238.8
23,887,149
0.0
0.0
0.0
0.0
1665.4
PROPOSED ALTERNATIVE:
MyCalPAYS
Revised: 05/07/2009
All Costs Should be shown in whole (unrounded) dollars.

FY 2003-04
PYs
FY 2004-05
Amts
PYs
FY 2005-06
Amts
PYs
FY 2006-07
Amts
PYs
FY 2007-08
Amts
PYs
FY
Amts
2008-09
PYs
Amts
One-Time IT Project Costs

21.5
Hardware Purchase
919,272
24.7
1,869,820
36.9
2,345,353
92.1
7,233,412
96.1
8,866,391
88.1
7,871,778
22,800
129,657
398,290
354,118
156,906
6,058,679
1,633,754
Telecommunications
23,478,741
2,510,524
Project Management
1,107,912
75,000
1,680,408
92,500
352,503
1,092,362
467,832
226,590
554,152
1,106,187
1,153,245
Contract Services
Project Oversight
IV&V Services
Agency Facilities
Other
258,315
181,000
333,315
1,861,408
319,090
24,385,396
4,709,073
2,728,989
1,528,044
128,563
856,132
811,053
86,400
49,120
941,343
114,594
802,563
131,903
665,837
283,617
1,239,904
375,155
817,765
2,048,236

21.5
1,410,907
24.7
4,916,822
36.9
11,583,922
92.1
34,684,697
96.1
16,203,561
0.0
0.0
0.0
0.0
0.0
88.1
0.0
14,277,821
0
1,119,958
1,259,711
1,259,711
Telecommunications
Contract Services
0
0
0
0
0
0
0
0
0
0
0
0
1,669,040
4,091,417
Agency Facilities
Other

Total Project Costs
0.0
0.0
0.0
0.0
1,119,958
0.0
2,928,751
21.5
1,410,907
24.7
4,916,822
36.9
11,583,922
92.1
35,804,655
96.1
19,132,312
2,481,848
29.8
2,481,848
31.7
2,784,514
31.3
2,768,099
31.8
0
0.0
88.1
5,351,128
19,628,949
Continuing Existing Costs

Information Technology Staff
29.8
Other IT Costs
3,037,053
3,058,563
3,367,178
3,873,629
2,817,169
31.8
4,138,856
2,817,169
4,138,856
Total Continuing Existing IT Costs
29.8
5,518,901
29.8
5,540,411
31.7
6,151,692
31.3
6,641,728
31.8
6,956,025
31.8
6,956,025
Program Staff
194.3
12,845,362
191.5
12,838,181
189.5
13,305,834
188.5
13,234,636
188.5
13,234,636
188.5
12,910,878
Other Program Costs

Total Continuing Existing Program Costs
2,469,523
3,077,425
3,000,582
2,988,278
2,988,278
3,249,796
194.3
15,314,885
191.5
15,915,606
189.5
16,306,416
188.5
16,222,914
188.5
16,222,914
188.5
16,160,674
1140.8
Total Continuing Existing Costs
224.1
20,833,786
221.3
21,456,017
221.2
22,458,108
219.8
22,864,642
220.3
23,178,939
220.3
23,116,699
1327.0
TOTAL ALTERNATIVE COSTS
245.6
22,244,693
246.0
26,372,839
258.1
34,042,030
311.9
58,669,297
316.4
42,311,251
308.4
42,745,648
1686.4
INCREASED REVENUES
PROPOSED ALTERNATIVE:
MyCalPAYS
Revised: 05/07/2009
All Costs Should be shown in whole (unrounded) dollars.

PYs
Subtotal
Amts
FY 2009-10
PYs
FY 2010-11
PYs
Amts
Amts
FY 2011-12
PYs
Amts
FY 2012-13
PYs
Amts
FY 2013-14
PYs
Amts
One-Time IT Project Costs

359.4
29,106,026
102.2
9,623,294
0.0
0.0
0.0
1,061,771
7,692,433
0
0
Telecommunications
Hardware Purchase
0.0
Contract Services
25,989,265
10,000,000
Project Management
1,107,912
1,107,912
Project Oversight
3,760,605
935,972
IV&V Services
3,479,489
2,580,066
34,337,271
14,623,950
3,323,792
460
Agency Facilities
4,553,812
831,772
Other
3,002,625
851,017


359.4
0.0
83,077,730
102.2
0.0
25,930,493
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0
0
3,639,380
1,318,735
Telecommunications
Contract Services
5,760,457
6,085,888

Agency Facilities
Other
Total Project Costs
0.0
9,399,837
0.0
7,404,623
0.0
0.0
0.0
0.0
359.4
92,477,567
102.2
33,335,116
0.0
0.0
0.0
0.0
16,150,647
31.8
2,817,169
0.0
0.0
0.0
0.0
Continuing Existing Costs

Information Technology Staff
186.2
Other IT Costs
21,614,135
Total Continuing Existing IT Costs
186.2
37,764,782
Program Staff
1140.8
78,369,527
Other Program Costs

Total Continuing Existing Program Costs
4,138,856
31.8
188.5
17,773,882
6,956,025
0.0
0.0
0.0
0.0
12,910,878
0.0
0.0
0.0
0.0
3,249,796
1140.8
96,143,409
188.5
16,160,674
0.0
0.0
0.0
Total Continuing Existing Costs
1327.0
133,908,191
220.3
23,116,699
0.0
0.0
0.0
0.0
TOTAL ALTERNATIVE COSTS
1686.4
226,385,758
322.5
56,451,815
0.0
0.0
0.0
0.0
INCREASED REVENUES
0.0
ECONOMIC ANALYSIS SUMMARY


FY 2003-04
PYs
FY 2004-05
Amts
PYs
FY 2005-06
Amts
PYs
Revised: 05/07/2009
FY 2006-07
Amts
PYs
FY 2007-08
Amts
PYs
FY 2008-09
Amts
PYs
SUBTOTAL
Amts
PYs
Amts
EXISTING SYSTEM
Total IT Costs
Total Program Costs
Total Existing System Costs
29.8
5,518,901
29.8
5,540,411
31.6
6,151,691
31.3
6,642,984
31.7
6,956,024
26.4
5,945,401
180.6
36,755,412
215.4
16,398,885
205.0
17,173,164
203.0
17,346,014
205.0
17,488,430
207.6
17,630,846
210.0
17,779,454
1246.0
103,816,793
245.2
21,917,786
234.8
22,713,575
234.6
23,497,705
236.3
24,131,414
239.3
24,586,870
236.4
23,724,855
1426.6
140,572,205
21.5
1,410,907
24.7
4,916,822
36.9
11,583,922
92.1
35,804,655
96.1
19,132,312
88.1
19,628,949
359.4
92,477,567
224.1
20,833,786
221.3
21,456,017
221.2
22,458,108
219.8
22,864,642
220.3
23,178,939
220.3
23,116,699
1327.0
133,908,191
245.6
22,244,693
246.0
26,372,839
258.1
34,042,030
311.9
58,669,297
316.4
42,311,251
308.4
42,745,648
1686.4
226,385,758
(11.2)
(3,659,264)
(23.5)
(10,544,325)
(75.6)
(34,537,883)
(77.1)
(17,724,381)
(72.0)
(19,020,793)
(259.8)
(85,813,553)
PROPOSED ALTERNATIVE
Total Project Costs
Total Cont. Exist. Costs
Total Alternative Costs
COST SAVINGS/AVOIDANCES
MyCalPAYS
(0.4)
Increased Revenues
(326,907)
0
Net (Cost) or Benefit
(0.4)
(326,907)
(11.2)
(3,659,264)
(23.5)
(10,544,325)
(75.6)
(34,537,883)
(77.1)
(17,724,381)
(72.0)
(19,020,793)
(259.8)
(85,813,553)
Cum. Net (Cost) or Benefit
(0.4)
(326,907)
(11.6)
(3,986,171)
(35.1)
(14,530,496) (110.7)
(49,068,379)
(187.8)
(66,792,760)
(259.8)
(85,813,553)
(259.8)
(85,813,553)
ALTERNATIVE #1
Total Project Costs
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
22,713,575
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Increased Revenues
0.0
0.0
0.0
22,713,575
0.0
0.0
0.0
0.0
0.0
0.0
22,713,575
0.0
22,713,575
0.0
22,713,575
0.0
22,713,575
0.0
22,713,575
Total Project Costs
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Increased Revenues
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
22,713,575
22,713,575
ALTERNATIVE #2
22,713,575
ECONOMIC ANALYSIS SUMMARY


SUBTOTAL
PYs
FY 2009-10
Amts
PYs
FY 2010-11
Amts
PYs
Revised: 05/07/2009
FY 2011-12
Amts
PYs
FY 2012-13
Amts
PYs
FY 2013-14
Amts
PYs
TOTAL
Amts
PYs
Amts
EXISTING SYSTEM
Total IT Costs
180.6
36,755,412
26.4
5,959,087
0.0
0.0
0.0
0.0
207.0
42,714,499
1246.0
103,816,793
212.4
17,928,062
0.0
0.0
0.0
0.0
1458.4
121,744,855
1426.6
140,572,205
238.8
23,887,149
0.0
0.0
0.0
0.0
1665.4
164,459,354
359.4
92,477,567
102.2
33,335,116
0.0
0.0
0.0
0.0
461.6
125,812,683
1327.0
133,908,191
220.3
23,116,699
0.0
0.0
0.0
0.0
1547.3
157,024,890
1686.4
226,385,758
322.5
56,451,815
0.0
0.0
0.0
0.0
2008.9
282,837,573
(259.8)
(85,813,553)
(83.8)
(32,564,666)
0.0
0.0
0.0
0.0
(343.6)
(118,378,219)
(259.8)
(85,813,553)
(83.8)
(32,564,666)
0.0
0.0
0.0
0.0
(343.6)
(118,378,219)
(259.8)
(85,813,553)
(83.8)
(32,564,666)
0.0
0.0
0.0
0.0
(343.6)
(118,378,219)
Total Program Costs

Total Existing System Costs
PROPOSED ALTERNATIVE
Total Project Costs
MyCalPAYS
Increased Revenues
ALTERNATIVE #1
Total Project Costs
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
22,713,575
0.0
22,713,575
0.0
0.0
0.0
0.0
0.0
0.0
Increased Revenues
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
22,713,575
0.0
0.0
0.0
0.0
0.0
0.0
22,713,575
0.0
22,713,575
0.0
0.0
0.0
0.0
0.0
0.0
22,713,575
Total Project Costs
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
ALTERNATIVE #2

0.0
0.0
0.0
0.0
0.0
0.0
0.0
Increased Revenues
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
PROJECT FUNDING PLAN

All Costs to be in whole (unrounded) dollars
Revised: 05/07/2009
FY
PYs
TOTAL PROJECT COSTS
2003-04
FY
Amts
PYs
2004-05
FY
Amts
PYs
2005-06
FY
Amts
PYs
2006-07
FY
Amts
PYs
2007-08
FY
Amts
PYs
21.5
1,410,907
24.7
4,916,822
36.9
11,583,922
92.1
35,804,655
96.1
19,132,312
13.5
462,943
13.5
1,120,315
13.5
1,364,749
14.5
1,205,000
14.5
1,177,601
88.1
2008-09
Amts
PYs
19,628,949
359.4
69.5
RESOURCES TO BE REDIRECTED
Staff
Funds:
Existing System
Other Fund Sources
TOTAL REDIRECTED RESOURCES
13.5
462,943
13.5
1,120,315
13.5
1,364,749
14.5
1,205,000
14.5
1,177,601
0.0
69.5
One-Time Project Costs
8.0
947,964
11.2
3,796,507
23.4
10,219,172
77.6
33,479,697
81.6
15,025,960
88.1
14,277,821
289.9
Continuing Project Costs
0.0
0.0
0.0
0.0
1,119,958
0.0
2,928,751
0.0
5,351,128
0.0
8.0
947,964
11.2
3,796,507
23.4
10,219,172
77.6
34,599,655
81.6
17,954,711
88.1
19,628,949
289.9
ADDITIONAL PROJECT FUNDING NEEDED
TOTAL ADDITIONAL PROJECT FUNDS NEEDED BY

FISCAL YEAR
21.5
1,410,907
24.7
4,916,822
36.9
11,583,922
92.1
35,804,655
96.1
19,132,312
88.1
19,628,949
359.4
Difference: Funding - Costs
TOTAL PROJECT FUNDING
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Total Estimated Cost Savings
0.0
0.0
0.0
0.0
0.0
0.0
0.0
PROJECT FUNDING PLAN

All Costs to be in whole (unrounded) dollars
SUBTOTALS
PYs
TOTAL PROJECT COSTS
359.4
FY
Amts
PYs
92,477,567
2009-10
FY
Amts
PYs
2010-11
FY
Amts
PYs
2011-12
FY
Amts
PYs
2012-13
FY
Amts
PYs
102.2
33,335,116
0.0
0.0
0.0
0.0
14.5
1,333,367
0.0
0.0
0.0
0.0
RESOURCES TO BE REDIRECTED
Staff
69.5
5,330,608
Funds:
Existing System
Other Fund Sources
TOTAL REDIRECTED RESOURCES
69.5
5,330,608
14.5
1,333,367
0.0
0.0
0.0
0.0
289.9
77,747,122
47.1
24,597,126
9.4
0.0
0.0
0.0
0.0
9,399,837
33.6
7,404,623
43.0
0.0
0.0
0.0
TOTAL ADDITIONAL PROJECT FUNDS NEEDED BY

FISCAL YEAR
289.9
87,146,959
80.7
32,001,749
52.4
0.0
0.0
0.0
TOTAL PROJECT FUNDING
95.2
ADDITIONAL PROJECT FUNDING NEEDED

One-Time Project Costs
Continuing Project Costs
359.4
92,477,567
33,335,116
52.4
0.0
0.0
0.0
Difference: Funding - Costs
0.0
(7.0)
52.4
0.0
0.0
0.0
Total Estimated Cost Savings
0.0
0.0
0.0
0.0
0.0
0.0
2013-14
Amts
ADJUSTMENTS, SAVINGS AND REVENUES WORKSHEET

(DOF Use Only)
Revised: 05/07/2009

FY
PYs
Annual Project Adjustments
2003-04
FY
Amts
PYs
2004-05
FY
Amts
PYs
2005-06
FY
Amts
PYs
2006-07
FY
Amts
PYs
2007-08
Amts
FY
2008-09
PYs
Amts
One-time Costs
Previous Year's Baseline
0.0
8.0
947,964
11.2
3,796,507
23.4
10,219,172
77.6
(A) Annual Augmentation /(Reduction)
8.0
947,964
3.2
2,848,543
12.2
6,422,665
54.2
23,260,525
4.0
33,479,697
(B) Total One-Time Budget Actions
8.0
947,964
11.2
3,796,507
23.4
10,219,172
77.6
33,479,697
81.6
15,025,960
88.1
14,277,821
0.0
0.0
0.0
0.0
0.0
1,119,958
0.0
2,928,751
(C) Annual Augmentation /(Reduction)
0.0
0.0
0.0
0.0
1,119,958
0.0
1,808,793
0.0
2,422,377
(D) Total Continuing Budget Actions
0.0
0.0
0.0
0.0
1,119,958
0.0
2,928,751
0.0
5,351,128
Total Annual Project Budget Augmentation

/(Reduction) [A + C]
8.0
947,964
3.2
2,848,543
12.2
6,422,665
54.2
24,380,483
4.0
6.5
1,674,238
0.0
0.0
0.0
0.0
0.0
(18,453,737)
81.6
6.5
15,025,960
(748,139)
Continuing Costs
(16,644,944)
[A, C] Excludes Redirected Resources

Total Additional Project Funds Needed [B + D]
Annual Savings/Revenue Adjustments
Cost Savings
Increased Program Revenues
0.0
0
0
0
0
ADJUSTMENTS, SAVINGS AND REVENUES WORKSHEET

(DOF Use Only)

FY
PYs
Annual Project Adjustments
2009-10
FY
Amts
PYs
2010-11
FY
2011-12
FY
Amts
PYs
2012-13
FY
Amts
PYs
Amts
PYs
24,597,126
9.4
0.0
0.0
(9.4)
0.0
0.0
0.0
0.0
2013-14
Amts
One-time Costs
88.1
(A) Annual Augmentation /(Reduction)

(B) Total One-Time Budget Actions
(41.0)
14,277,821
10,319,305
47.1
(37.7)
(24,597,126)
47.1
24,597,126
9.4
0.0
0.0
5,351,128
33.6
5,351,128
43.0
33.6
9.4
(7,404,623)
(D) Total Continuing Budget Actions
33.6
5,351,128
43.0
(2,053,495)
Total Annual Project Budget Augmentation

/(Reduction) [A + C]
(7.4)
Continuing Costs
(C) Annual Augmentation /(Reduction)
10,319,305
(28.3)
(32,001,749)
(43.0)
0.0
(52.4)
(2,053,495)
0
(2,053,495)
0.0
0.0
0.0
(2,053,495)
0
(2,053,495)
0.0
0.0
0.0
0.0
0.0
0.0
0.0
[A, C] Excludes Redirected Resources

Total Additional Project Funds Needed [B + D]
Annual Savings/Revenue Adjustments
Cost Savings
Increased Program Revenues
0.0
0
0
0.0
0
0
0.0
(2,053,495)
(2,053,495)

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21ST CENTURY PROJECT

SPECIAL PROJECT REPORT 3

Special Project Report 3

EXECUTIVE PROJECT APPROVAL TRANSMITTAL CHANGE .................................................................1

Revised May 7, 2009

Special Project Report 3

1. Executive Project Approval Transmittal

Revised May 7, 2009

Special Project Report 3

2. Project Summary Package

Revised May 7, 2009

INFORMATION TECHNOLOGY PROJECT SUMMARY PACKAGE

SECTION A: EXECUTIVE SUMMARY

Project Summary Package

Estimated Project Dates

State Controllers Office

The 21 Century Project will replace existing statewide human resource

Revised May 7, 2009

INFORMATION TECHNOLOGY PROJECT SUMMARY PACKAGE

SECTION B: PROJECT CONTACTS

Revised May 7, 2009

INFORMATION TECHNOLOGY PROJECT SUMMARY

SECTION C: PROJECT RELEVANCE TO STATE AND/OR DEPARTMENTAL PLANS

What is the date of your current Operational Recovery Plan (ORP)?

Is the project reportable to control agencies?

d) The project meets a condition previously imposed by Finance.

Revised May 7, 2009

INFORMATION TECHNOLOGY PROJECT SUMMARY PACKAGE

SECTION D: BUDGET INFORMATION

If YES, indicate fiscal year(s) and associated

PROJECT FINANCIAL BENEFITS

Revised May 7, 2009

INFORMATION TECHNOLOGY PROJECT SUMMARY PACKAGE

SECTION E: VENDOR PROJECT BUDGET

VENDOR PROJECT BUDGET

-------------------------------------------------(Applies to SPR only)-------------------------------------------------PRIMARY VENDOR HISTORY SPECIFIC TO THIS PROJECT

PRIMARY VENDOR CONTACTS

Revised May 7, 2009

INFORMATION TECHNOLOGY PROJECT SUMMARY PACKAGE

SECTION F: RISK ASSESSMENT INFORMATION

Has a Risk Management Plan been developed for this

Revised May 7, 2009

Special Project Report 3

3. Proposed Project Change

Revised May 7, 2009

Special Project Report 3

Proposed Project Change

Reason for Proposed Change

Revised May 7, 2009

Special Project Report 3

Proposed Project Change

The go-forward strategy includes the following major changes:

The scope of MyCalPAYS is being revised to include only the configuration,

The infrastructure for MyCalPAYS will continue to be located at the Department of

Impact of Proposed Change on the Project

Special Project Report 3

Feasible Alternatives Considered

The SCO considered the following alternatives:

Revised May 7, 2009

Special Project Report 3

4. Updated Project Management Plan

Revised May 7, 2009

Special Project Report 3

Updated Project Management Plan