12866_Attachment A_ProjectCharter_VehReg.pdf

Updated on: 4/23/24 Author: CA/ES Version 4

Commercial Vehicle Registration

Replacement Project

Project Charter

Commercial Vehicle Registration Replacement Project – Project Charter

Contents Project Description

PRODUCT SCOPE

IN SCOPE

ON THE LINE (PARTIALLY IN SCOPE AND/OR TBD)

EXCLUSIONS (OUT OF SCOPE)

Project Objectives

Budget

Resources

Project Organizational Structure

Milestones

Risks

CONSTRAINTS (LIMITATIONS AND RESTRICTIONS)

Stakeholders

Steering Committee Members

Business Project Team

Sponsor Signatures

Acronym Library

Version Description Author / Editor Completion Date

Draft Initial draft Cheralynn/Elisabeth 7‐18‐23

Draft Planning team review Planning Team Members

8‐3‐23

1 Sponsor Review No changes needed 8/25/2023

2 Project Team and Sponsor changes Project Team 11/20/2023

3 Project Team changes Project Team 3/13/2024

4 Changes made per EIS suggestions Project Team 4/23/2024

Project Description Currently, the Oregon Department of Transportation (ODOT) uses a customized modules within the Carrier Information Computer System (CICS) to complete International Registration Plan

(IRP), International Fuels Tax Agreement (IFTA), motor carrier operating authority and commercial vehicle registration transactions. CICS operates on the International Business

Machine Corporation (IBM) Mainframe and was modified in 1999 to support IRP and again in

2002 to support IFTA functions.

The above system solutions are part of the ODOT legacy systems that are outdated, inefficient, labor‐intensive, nonintegrated, and are unable to keep up with business and technology needs.

Because of its age and the use of an obsolete computer language (Common Business Oriented

Language‐COBOL), the system is difficult to maintain and upgrade, and increasingly difficult to find developer resources when needed. Inadequate system documentation has added to the difficulty of programming code changes and systems maintenance.

The Commerce and Compliance Division (CCD) will implement a more versatile and modern enterprise‐level platform that will encompass IRP, IFTA, motor carrier operating authority, and commercial vehicle registration functions.

Some anticipated capabilities of the new system include, but are not limited to:

Performing all commercial motor vehicle registration and IFTA reporting/licensing functions

Providing 24/7/365 self‐service, online access to carriers to complete registration and fuels tax reporting transactions.

Utilizing the same customer profile for processing commercial motor vehicle registration and IFTA applications and transactions; establishing a single source of truth.

Real‐time vehicle data exchange with Enforcement and Safety applications.

Providing system audit functionality to select and track IRP and IFTA audits.

Tracking plate inventory to enable outsourcing, if and when implemented.

Importing IRP Vehicle Data into the IFTA Tax Report.

Generating email/SMS/mail correspondence as selected by customer or their agent, i.e., commercial motor vehicle registration notifications, IFTA license renewal notifications, carrier account delinquencies, suspensions, and revocations.

IRP and IFTA Clearinghouse vehicle and financial data exchanges as required to maintain compliance.

Generating scheduled and ad hoc reports; enabling the ability to share vehicle, owner, and jurisdiction data for both internal and external partners.

Ability to adapt to other mileage‐based features that may be required in the future.

PRODUCT SCOPE

IN SCOPE

Replacement of system used to collect/share required IRP and Commercial vehicle data and issue vehicle plates, stickers, and credentials.

Replacement of system used to collect/share required IFTA account data and issue licenses/decals.

Migration of existing commercial vehicle registration data.

Decommissioning commercial vehicle registration and IFTA tax reporting functions from the

Mainframe.

Real‐time data exchange and connections to internal and external systems.

Replacement of system used to administer the PRISM Program.

Creation of robust audit reporting and tracking functionality.

Replacement of system used to administer financial responsibility functions.

Establishment of mechanisms to share vehicle real‐time data with Enforcement, Safety, and other credentialing applications used by CCD.

Replacement of system used to collect and distribute fees and taxes associated with services provided by CCD.

Transponder assignment and maintenance.

Issuance of Oregon Trusted Carrier Partner Program credentials.

Farm vehicle registration and plate issuance (currently a DMV function).

Interstate exemptions (hobby, non‐profit charitable, tribal)

ON THE LINE (PARTIALLY IN SCOPE AND/OR TBD)

Allowing truck service agents to conduct transactions on behalf of the Motor Carrier.

Allowing third party agents to complete registration and licensing activities on behalf of

ODOT.

Medium Duty – pending any legislative change that might occur

Interstate Contracts/Code Purchasing

Hazmat and Tow

EXCLUSIONS (OUT OF SCOPE)

Weight Mile Tax (WMT) Admin.

Build a homegrown system

Bond

Passenger Vehicle Registration

Project Objectives

1. Greater access for motor carriers to complete (24/7, 365 days a year) commercial vehicle registration and IFTA reporting/payments.

2. Customers will receive timely messages related to their commercial vehicle registration and IFTA reporting/payment transactions through automated system notifications utilizing real‐time messaging options (I.e. email vs. Mail).

3. Reduce operating costs by implementing an off the shelf COTS solution that will replace the existing aging mainframe system.

4. Reduce the amount of staff time required to support commercial vehicle registration and IFTA reporting/payment transactions.

5. Processes will be streamlined resulting in operational efficiencies. This may include, but is not limited to, reducing and/or eliminating non‐value‐added process steps such as data entry, imaging, excess review, etc., completed by ODOT staff.

6. Expand data sharing capabilities with internal and external stakeholders.

7. Simplify the process for motor carriers by minimizing the amount of information that needs to be provided (only request what is required and/or cannot be obtained in other ways).

8. Ensure that CCD receives accurate registration and fuel use data and revenues from carriers.

9. Improve customer satisfaction by reducing wait time to receive registration credentials.

10. Outsource maintenance freeing staff time to focus on other Divisional priorities.

11. Maintain ability to exchange data and remain in compliance with Federal and State requirements.

12. Reduce the opportunity for error by implementing automated data validations.

13. Increase ability to efficiently and effectively meet changing customer and industry needs.

14. Decrease phone queue wait time: shifting to user‐friendly self‐service system for customers to complete their transactions will decrease the number of calls to the call center.

15. Meet the goals established in ODOT’s Strategic Action Plan.

Budget

The preliminary budget for this project is $12,004,231. This budget estimate is based on both market research and a request for information from vendors in the industry. When the project goes out for a request for proposal this budget will be revised. As more information is obtained, this figure will be updated. State Highway Funds will be the primary funding source for the project. CCD applied for the Federal Motor Carrier Safety Administration’s (FMSCA) High Priority ‐ Innovative Technology Deployment (HP‐ITD) Grant in 2024, 2025. CCD will also apply for Federal Motor Carrier Safety Assistance Program (MCSAP) grant funds to replace the State Highway funds used on the project. If any grant effort should fail, CCD will supplement the expenses.

Project Budget – High Level Snapshot

Team / Resource Costs (* Resource costs are estimate)

Rotational Resources for data migration and testing

Development & IT Teams

$1,359,231

Expenses (*Costs are estimated)

Software (COTS solution) System Design and Implementation Costs $5,000,000

COTS Solution – 5‐year Maintenance and Support $4,250,000

Hardware/Network Configuration $20,000

Contractors & Consultants (*Costs have been updated to actual

Contractors & Consultants o Change Management Consultant o Independent Quality Management Services

Total Consultant Costs:

$650,000 $725,000

$1,375,000

Total Estimated Project Budget $12,004,231

Resources It is expected that the Project Sponsors and Steering Committee will provide the human resources needed to keep the project on schedule. This includes internal staff resources, but also limited duration positions, consultants and contractors as needed.

Role Name Estimated Number

Project Sponsors Travis Brouwer Amy Ramsdell

Steering Committee Amy Ramsdell Carla Phelps Elisha Brackett Audrey Lawson Michelle Bowlin Jenny Galvin Nick Hopper

Business Project Team Joe Archer Jennifer Bergeson Alex Boen Michelle Bowlin Cheralynn Abbott‐ Pivotal Resources (Organizational Change Management Consultant) Elisabeth Swan ‐ ‐ Pivotal Resources (Organizational Change Management Consultant) Leah Cisneros Russell Davis Jared Fitzgibbon Jenny Galvin Darcy Halter Nick Hopper Ken Oke Don Welch Gian Olsen Danielle Hamm Don Welch

Business Solution Owners Nick Hopper Michelle Bowlin

Project Managers Danielle Hamm Don Welch

Project Planning Team Michelle Bowlin 7

Danielle Hamm Don Welch Joe Archer Cheralynn Abbott‐ Pivotal Resources (Organizational Change Management Consultant) Elisabeth Swan‐ Pivotal Resources (Organizational Change Management Consultant) Nick Hopper

Internal and External Stakeholder Groups

TBD

20 +/‐

Commerce & Compliance Application Services Manager

Joe Archer 1

Development Team Unknown at this point 3+

Organizational Change Management Consultant

Pivotal Resources 2 +/‐

Quality Assurance (iQMS) Contracted out when applicable TBD

Project Organizational Structure

Milestones

The following key milestones have been established for the project, and Project Managers will establish intermediate milestones that will be shared with the appropriate groups and/or individuals. Dates for all tasks/activities will be kept in the Microsoft project plan (MS Project).

These milestones are included in the Project Plan.

Milestone Expected Completion

Status

Approval from ODOT Tech and Data Council Q2 2023 Complete

Launch of the Project (Steering Committee established and provides initial scope for the project)

Q2 2023 Complete

Establish Business Project team Q2 2023 Complete

Team charters with roles and responsibilities Q2 2023 Complete

Stage Gate 1 Endorsement – Origination and Initiation

Q1 2024 In Progress

S

Stage Gate 2 Endorsement – Resource and Solution.

Planning and Analysis (must be done before we issue vendor/system RFP)

Q4 2024 In Process

Business Requirements to be completed by Q4 2024 In Progress

Functional Requirements to be completed by Q4 2024 In Progress

Establish External Project Advisory Committee Q4 2024 Not Started

Secure Funding (ITD Grant) Application Q4 2024 Not started

Solicit for a COTS Q2 2025 Not started

Data Migration Documentation (and associated business process changes) Completed

Q2 2025 Not started

Intent to Award for COTS Q3 2025 Not started

Stage Gate 3 Endorsement‐ Implementation Planning (must be approved before a solution contract can be signed)

Q3 2026 Not started

Execute Contract and Notice to Proceed Q2 2026 Not started

System Configuration Q2 2026 Not started

Changes to Oregon Administrative Rules Q2 2027 Not started

Testing and Pilots Q2 2027 Not started

Training Q2 2027 not started

Go live Q3 2027 not started

Risks A project risk log has been started and will be managed by the project manager(s). The type of information collected on the log includes:

Date logged

Who identified it (Source)

Whether it is a risk or issue

Risk title

Description of the risk or issue

Probability and impact ratings

Status

Owner

Planned Response (Avoid, Accept, Mitigate)

Planned Resolution Date

Description of the Response

Contingency Plan

The document will be reviewed monthly at the business team project meetings to ensure risks are being reviewed routinely. The risk log will be maintained in the project TEAMs site for all project team members to access and review as necessary beyond the business team meetings.

Below is a preliminary list of the project risks identified to‐date. A full risk log will be submitted as part of Stage Gate 2.

No.

Date Logged

Description of Risk

1 7/3/23

If access to Subject Matter Experts is not sufficient (business, CCAD and/or other), the Project schedule could be impacted and the probability of realizing project objectives will be reduced.

2 7/3/23 Procurement processes are delayed causing the project to fall behind schedule.

3 7/3/23 If training for internal and external users is inadequate, it will affect the success of the implementation and could minimize benefits realization.

4 7/3/23

System connections are missed and/or not re‐configured causing loss of data and/or inability to accurately report the collection of fees and taxes.

6 7/3/23

If Organizational Change Management (OCM) at the organization and user levels is not implemented effectively, the potential operating efficiencies and customer service improvements may be negatively impacted.

7 7/10/23 Changing priorities as a result of ODOT budget cuts occur resulting in insufficient funds for this project.

8 7/10/23

Vendor certification (IRP and IFTA) with FMCSA representatives doesn't occur, CCD will be out of compliance with program requirements and/or is delayed, resulting in go‐live being delayed.

9 7/10/23

If existing data is unreliable and not resolved before system implementation, problems that exist today will continue to plague the

Division in the future.

10 7/10/23 Falling out of compliance with either IRP or IFTA requirements if problems occur during system implementation and data transfers.

CONSTRAINTS (LIMITATIONS AND RESTRICTIONS)

The project constraints are (in order of flexibility – least to most): What will be done (Scope), When (Schedule), and for How Much (Budget / Resources).

Implementation of this project is targeted for a go‐live date of Q2 2027.

The preliminary budget for this project is $12,004,231. As more information is obtained, this figure may be updated. This includes the cost of the solution, staff hours on the project and consultant support.

Resources, both ODOT staff and/or consulting support, are vital to the success of the project. The agency has limitations in place on the hiring of new staff.

ASSUMPTIONS

Timeline assumes the mainframe system remains in caretaker status as needed until replaced and will continue to be operational for CCD’s business needs.

Internal and external stakeholders, including customers, will accept and adopt this solution.

The Steering Committee, Business Solution Owner, and Systems Manager will ensure we have the dedicated human resources we need to make this project successful.

We have the time needed to ensure a successful implementation.

We will have the budget needed to fund the project; either through ITD grants or from the Commerce and Compliance budget.

A pilot with a small number of carriers will be completed in advance of full implementation.

Stakeholders

Both internal and external stakeholders have been identified for the project. Anybody that is impacted by the project, directly or indirectly, was identified as a stakeholder. Specific to this project, we have the following categories of stakeholders:

Team members – examples include sponsors, members of the Business Project Team, and members of the Steering Committee.

Groups that provide inputs to the commercial vehicle registration and/or IFTA processes.

Groups that rely on outputs from commercial vehicle registration and/or IFTA processes.

Groups that will be users of the system.

Groups whose work will significantly change because of the new system.

Stakeholder management is the responsibility of the Project Managers in consultation with the

Business Project team, Project Sponsors, and Business Process Change consultant. If a new stakeholder is identified, the appropriate individuals will be notified and a determination of their connection to the project and engagement strategy will be made.

Our strategy is to maintain good relationships with all stakeholders through ongoing engagement and two‐way communication. Not all groups will be engaged in the same way and groups having greater impact on the success of project will be prioritized. Ways in which we might engage stakeholder groups include, but are not limited to:

Sharing regular information about project goals, progress, and intended outcomes.

Soliciting input on various topics as appropriate.

Working collaboratively to solve issues that may impact adoption of the new system and/or anticipated benefits.

Agendas, along with notes from meetings with stakeholder groups, will be documented and published, as appropriate, to the internal and/or external project website. Next steps will be captured in the meeting notes and issues that come up will be discussed with the Project

Sponsors, Business Owner or Business project team as appropriate.

A completed Stakeholder Registry will be submitted as part of Stage Gate 2.

Steering Committee Members Name Title Member/Resource Status

Travis Brouwer Assistant Director for Revenue, Finance and Compliance

Sponsor

Amy Ramsdell CCD Administrator Sponsor

Carla Phelps Roadside Safety & Enforcement Branch Manager

Member

Nick Hopper Commercial Vehicle Licensing & Services Branch Manager

Member

Elisha Bracket Business Operations Manager Member

Audrey Lawson ITD Program Manager Member

Danielle Hamm CCD Business PM Resource

Joe Archer Providing Manager Resource

Jenny Galvin Commercial Vehicle Tax Programs Branch Manager

Resource

Michelle Bowlin Commercial Vehicle Licensing & Services Accounts Manager

Resource

Jared Fitzgibbon Motor Carrier Service Technical Coordinator Resource

Cheralynn Abbott & Elisabeth Swan

Change Management Consultant Resource

Don Welch IT PM Resource

Sven Johnson Tax Program Analyst Resource

Matt Ausec EIS‐P3 SIPM (none voting member) Advisor/Oversight

Business Project Team Name Title Member/Resource Status Danielle Hamm CCD Business PM Member Don Welch IT PM Member

Nick Hopper Commercial Vehicle Licensing & Services Branch Manager

Member

Michelle Bowlin Commercial Vehicle Licensing & Services Accounts Manager

Member

Joe Archer Providing Manager Member Ken Oke Safety and Compliance Coordinator Member Jenny Galvin Commercial Vehicle Tax Programs Branch

Manager Member

Jared Fitzgibbon Motor Carrier Service Technical Coordinator Member

Darcy Halter Vehicle Registration Analyst Member Jennifer Bergeson Commercial Vehicle Licensing Services

Program Coordinator Member

Russell Davis Service Center Office Lead Member Leah Cisneros Commercial Vehicle Licensing and Authority

Compliance Manager Member

Gian Olsen CCD Business Analyst Member

Alex Boen Motor Carrier Enforcement Officer Member

Cheralynn Abbott Change Management Consultant Member Elisabeth Swan Change Management Consultant Member Audrey Lawson ITD Program Manager Resource Sven Johnson Tax Program Analyst Member

Sponsor Signatures

Amy Ramsdell __________________________________________

Travis Brower __________________________________________

Amy RAMSDELL (May 15, 2024 10:02 PDT)

Travis BROUWER (May 15, 2024 10:16 PDT) https://secure.na3.documents.adobe.com/verifier?tx=CBJCHBCAABAAy2ctKRchZtBa0LO3wz3IAR5nzKpqW6_9 https://secure.na3.documents.adobe.com/verifier?tx=CBJCHBCAABAAy2ctKRchZtBa0LO3wz3IAR5nzKpqW6_9

Acronym Library

CCAD Commerce and Compliance Applications Development

CCD Commerce and Compliance Division

CICS Carrier Information Computer System

COBOL Common Business Oriented Language

COTS Custom Off the Shelf

DEQ Department of Environmental Quality

DMV Oregon Driver and Motor Vehicle Services

FMCSA Federal Motor Carrier Safety Administration

HP‐ITD High Priority ‐ Innovative Technology Deployment

IBM International Business Machine Corporation

IFTA International Fuels Tax Agreement

IRP International Registration Plan

IT Information Technology

ITD Innovative Technology Deployment

MCSAP Motor Carrier Safety Assistance Program

MS Project Microsoft Project

OCM Organizational Change Management

ODOT Oregon Department of Transportation

PMP Project Management Plan

POP Policy Option Package

PRISM Performance Registration Information Systems Management

QA Quality Assurance

RFP Request for Proposal

SaaS Software as a Service

SAFER Safety and Fitness Electronic Records

SAP Strategic Action Plan

SMS Short Message System

TBD To Be Determined

TPA Third Party Agents

US United States

WMT Weight Mile Tax

Vehicle Reg | Project Charter Signature Request Final Audit Report 2024-05-15

Created: 2024-05-15 (Pacific Daylight Time)

By: Danielle HAMM (Danielle.HAMM@ODOT.Oregon.gov)

Status: Signed

Transaction ID: CBJCHBCAABAAy2ctKRchZtBa0LO3wz3IAR5nzKpqW6_9

"Vehicle Reg | Project Charter Signature Request" History Document created by Danielle HAMM (Danielle.HAMM@ODOT.Oregon.gov) 2024-05-15 - 9:01:09 AM PDT- IP address: 167.131.0.194

Document emailed to Amy RAMSDELL (Amy.J.RAMSDELL@odot.oregon.gov) for signature

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Agreement completed.

2024-05-15 - 10:16:27 AM PDT