Exhibit 3- Program-Management-Plan - 12.8.23.pdf

FL WINS

Program Management Plan

Version: 600

Date: October 16, 2023

Author: FL WINS Program Management Office

Submitted To: FloridaCommerce

Exhibit 3 Program Management Plan

(updated)

Department of Economic Opportunity Page i of vi

FL WINS Program Management Plan

Revision History

DATE VERSION DESCRIPTION AUTHOR

10/28/2022 001 Program Management Plan - Development Draft

Version 001

Tara Kyvik and Rick

Hawks (with supporting authors)

11/18/2022 002 Feedback Received from DEO Kent Whittington

11/29/2022 003 Select Content Revisions per DEO Review Drew Evers

11/29/2022 004 N/A – Version Number Skipped N/A

12/14/2022 005 - 007 DEO Revisions Kent Whittington

12/14/2022 008 Select Content Revisions per DEO Review Drew Evers

1/25/2023 009

Select Content Revisions to Component Plans of

PgMP per Stakeholder Feedback.

(Communication Plan, Testing Management Plan, Configuration Management Plan, Data

Governance Plan, Decision Management Plan, Procurement and Contract Management Plan, Project Change Management Plan, Systems

Change Management Plan)

Steven Jones

2/1/2023 010 Reconcile edits from the ESC deck, plus to date updates Kent Whittington

2/9/2023 100 Versioned 100 due to approval Kimberly Watts

3/7/2023 101

Updated roadmap graphic on page 6 of 69 to reflect approved version and updated caption placement to precede graphic. Updated Author to BSTA Contractor (previously said North Highland).

Consolidated 12/14/2022 DEO revisions to single row in Revision History table. Updated revision 009 Author. Fixed pagination. Refreshed Table of Contents.

February 2023 updates.

Drew Evers, Kelsea

Gustavson, Tara

Kyvik, Jane

Matthews, Kimberly

Watts

3/10/2023 200 Versioned 200 following approval Kimberly Watts

3/10/2023 201 Updates broken links. Program functions, roles, and responsibilities table is now Attachment V.

Kimberly Watts

4/4/2023 300 Versioned 300 following approval Kimberly Watts

4/21/2023 301 April PgMP updates per feedback from IV&V. BSTA Contractor

Department of Economic Opportunity Page ii of vi

DATE VERSION DESCRIPTION AUTHOR

5/5/2023 302 Made minor edits to the roles and responsibilities table

Program Directors and BSTA

Contractor

5/5/2023 400 Versioned 400 following approval Kimberly Watts

6/2/2023 401 Updated scope to reflect approval of PCR 10022 Tara Kyvik

6/16/2023 500 Versioned 500 following approval Kimberly Watts

10/6/2023 502 Updating PgMP to align with 2023/2024 Schedule

IV-B

Erica Puckett

10/16/2023 600 Finalized review and alignment of 23/24 Schedule

IV-B

Jackie Schaffer

Modifications to the approved baseline version (100) of this artifact must be made in accordance with the Attachment B – FL WINS Artifact Management Standards.

Quality Review History

DATE REVIEWER COMMENTS

10/28/2022 Drew Evers Preliminary Draft Review

11/29/2022 Drew Evers Secondary Draft Review of Select Edits

12/14/2022 Drew Evers Secondary Draft Review of Select Edits

2/17/2023 Tara Kyvik General QC Review

3/2/2023 Tara Kyvik Confirmation of February updates

3/22/2023 Kelsea Gustavson, Tara Kyvik

Confirmation of March Updates

4/21/2023 Kimberly Watts Quality Check Review

5/24/2023 Kimberly Watts Quality Check Review

10/12/2023 Jackie Schaffer FY 23/24 Schedule IV-B alignment draft review for approval

Department of Economic Opportunity Page iii of vi

Table of Contents

Section 1: Executive Summary

Section 2: Overview

2.1 Program Description

2.2 Program Management Approach

2.3 Program Success Criteria

2.4 Program Assumptions and Constraints

2.5 Program Summary Timeline

2.6 Program Oversight

2.7 Component Plans

Section 3: Program Scope

3.1 Program Phases

3.2 Anticipated Projects

3.2.1 Project Roadmap

3.3 Work Products Produced Through all Project Phases

3.4 In-Scope Systems

3.5 Out-of-Scope Items

Section 4: Program Structure for Stakeholders on teams and workgroups

4.1 Program Roles and Responsibilities

4.2 Stakeholders

4.2.1 Internal Stakeholders

4.2.2 External Stakeholders

Section 5: Program Governance

5.1 Program Governance Scope

5.2 Governance Organization

5.2.1 Structure and Membership

5.2.2 Interaction and Communication

5.3 Governance Process

5.3.1 Committee and Workgroup Operations and Workflow

5.3.2 Standard Meetings

Department of Economic Opportunity Page iv of vi

5.3.3 Issue Management and Escalation

5.3.4 Continuous Improvement

5.4 Governance Planning

5.4.1 Decision Scoring Criteria

5.4.2 Available Tools and Templates

Section 6: Program Standards, Tools, Templates, and Procedures

6.1 Governing Standards

6.2 Primary Tools

6.2.1 Standard Productivity Tools

6.2.2 FL WINS Repository

6.2.3 FL WINS Project Portfolio Management

6.3 Templates

6.4 Procedures

Section 7: Master Program Schedule

Section 8: Component Plans

8.1 Artifact Management Standards

8.2 Communication Plan

8.3 Configuration Management Plan

8.4 Data Governance and Management Development Plan

8.5 Decision Management Plan

8.6 Financial Management Plan

8.7 Issues Management Plan

8.8 Knowledge Transfer Plan

8.9 Lessons Learned Management Plan

8.10 Organizational Change Management Plan

8.11 Procurement and Contract Management Plan

8.12 Project Change Management Plan

8.13 Quality Management Plan

8.14 Requirements Management Plan

8.15 Resource Management Plan

8.16 Risk Management Plan

8.17 Schedule Management Plan

Department of Economic Opportunity Page v of vi

8.18 System Change Management Plan

8.19 Testing Management Plan

8.20 Stakeholder Management Plan

Section 9: Reporting and Metrics

9.1 Reporting Overview

9.1.1 Administrative Program and Project Communications

9.2 Metrics Overview

9.2.1 Program and Project Status

9.2.2 Analysis and Corrective Actions

9.2.3 Benefits Realization Plan

Section 10: Data Security Plan Strategy

10.1 Introduction

10.2 Scope

10.3 Roles and Responsibilities

10.3.1 Information Security Manager (ISM)

10.3.2 Computer Security Incident Response Team (CSIRT)

10.3.3 Chief Technology Officer

10.3.4 Privacy Officer

10.4 Standards and Best Practices

10.5 Incident Reporting Process

10.6 Privacy

10.6.1 Encryption

10.7 Security Training

10.7.1 Security Testing

10.8 Risk Management

10.9 Reporting

10.10 Security Controls and Policy

10.11 Data Sharing

10.12 Perimeter Protection

Section 11: Appendices

11.1 Appendix A – FL WINS Success Criteria (FY 2022-23)

11.2 Appendix B – Capacity Planning for Operational Work Plan

Department of Economic Opportunity Page vi of vi

11.3 Appendix C – Glossary of Terms and Acronyms

Table of Exhibits

Exhibit 2-1: FL WINS Summary Timeline

Exhibit 2-2: Summary of the Component Plans

Exhibit 3-1: FL WINS Program Components

Exhibit 3-2: FL WINS Program Scope and Standard Program Phases

Exhibit 3-3: FL WINS Project Phases

Exhibit 5-1: Three-Tier Governance Model

Exhibit 5-2: FL WINS Governance Framework

Exhibit 5-3: Governance Roles and Responsibilities

Exhibit 5-4: Governance Communication Tools

Exhibit 5-5: Committee and Workgroup Operations

Exhibit 5-6: Decision Scoring Criteria Matrix

Exhibit 9-1: Project Reporting Requirements and Frequency

Exhibit 9-2: Performance Metrics

Exhibit 9-3: Status Rating Criteria

Exhibit 9-4: Benefits Realization Process

Exhibit 11-1: FL WINS Success Criteria

Exhibit 11-2: Glossary of Terms and Acronyms

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SECTION 1: EXECUTIVE SUMMARY

The FL WINS Program Management Plan (PgMP) describes the scope, structure, and management method for the FL WINS Program (Program) and its projects and activities. This PgMP is a living document; as such, it is updated as conditions change or as directed by the FloridaCommerce and on behalf of the Workforce Partners. Workforce Partners include FloridaCommerce, Florida Department of Children and Families (DCF), Florida Department of Education (DOE), the Reimagining Education and Career Help Office (REACH), Florida Digital Service (FL[DS]), and CareerSource Florida (CSF). The workforce partners that house systems and programs that service individuals Statewide are referenced as “core” workforce partners and include FloridaCommerce, DCF, and DOE.

This PgMP is reviewed quarterly for updates, if no event occurs to drive a change before then.

Changes to the plan are made in accordance with Attachment M – Project Change Management Plan and Attachment B – Artifact Management Standards.

FL WINS Program teams use this document to:

▪ Establish the Program’s governance framework

▪ Update the FL WINS Program’s roadmap

▪ Establish program standards to promote consistency in the management of the Program and its projects

▪ Provide the templates and standard operating procedures (SOPs) to bring consistency in how standards are applied

▪ Provide the planning and management necessary for successful outcomes and realization of benefits

▪ Monitor and control the work of the Program

▪ Report on the Program

▪ Promote the consistent management of artifacts

▪ Establish a framework for data governance

▪ Promote the security of data associated with the planning, analysis, testing, and implementation of FL

WINS

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SECTION 2: OVERVIEW

The purpose of the FL WINS PgMP is to establish standardization in project management processes executed by FL WINS project teams and to facilitate the integrated processes essential to the successful execution of the Program.

The PgMP provides the approach, standards, and processes for component plans (such as Project Change Management) required to manage current and future FL WINS projects, meet customer expectations, and keep appropriate stakeholders informed and involved with Program progress.

The PgMP and its key integrated processes support:

▪ Effective communication of Program and project information among the various FL WINS stakeholders, including the Workforce Partners, FL WINS governance participants, FL WINS contractors, the Independent Verification and Validation (IV&V) contractor, and other State oversight organizations

▪ Effective management of the complex risks and issues that arise because of the requirements and priorities of the various stakeholders

▪ Effective engagement of the individual stakeholders and FL WINS project teams to gain the necessary decisions on expected outcomes, project plans, and key deliverables

▪ Coordination of the numerous FL WINS projects and stakeholders by creating the framework to gain support, resolve conflicts, and direct the various teams

▪ Assessment of whether the outputs or outcomes of the component projects and activities contribute to the outcomes and benefits identified for the Program

▪ Promotion of continuous alignment of the Workforce Partners and FL WINS project teams

2.1 PROGRAM DESCRIPTION

Key elements of the FL WINS Program are summarized in this section. The approved FL WINS Program Charter is incorporated by reference in Attachment A.

The Program is responsible for the development and implementation of a consumer-first workforce system, ie FL WINS. To achieve the Reimagining Education and Career Help (REACH) Act’s goal of developing a “one-workforce strategy” consumer-first workforce system, the Program seeks to improve coordination among Workforce Partners and the delivery of workforce-related services to Floridians. Key features include:

▪ Preservation of existing Core Workforce Partner’s case management systems with integration through a data integration solution, accessible by each Workforce Partner that enables referrals from entity to entity while allowing for the most minimal impact to existing case management systems.

▪ Creation of a public-facing customer portal that includes a common intake form to minimize duplicate data entry and maximize the services provided by Workforce Partners.

▪ Enhance analytics and outcomes-based performance measurements to ensure that increased accountability, streamlining of services, universal access to Programs and services is provided to empower individuals to make informed decisions on options to meet their needs through the no-wrong-door approach.

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To move from the Core Workforce Partner systems current state to the anticipated future integrated state, the Program impacts business processes and technology capabilities at all Workforce Partner agencies. Separate from the FL WINS Program, each Workforce Partner must modernize their respective applications and systems to the minimum standards allowable to integrate with FL WINS. To meet this requirement, each Workforce Partner agency must:

▪ Evaluate requirements for system changes to meet minimum standards required by the Program

▪ Secure resources to achieve these updates according to the Program’s timeline

2.2 PROGRAM MANAGEMENT APPROACH

The program management approach described in the PgMP is based on industry standards and lessons learned from other programs. It is consistent with the State of Florida IT Project Management and Oversight Rule as it employs mostly traditional project management standards and practices, especially for the Initiation, Planning, and Closeout stages of a project. Agile ways of working are incorporated as necessary to allow for the most flexible approach to implement this Program and projects. The expectations of this hybrid approach are described in the appropriate component plans (e.g., Attachment R – Schedule Management Plan).

2.3 PROGRAM SUCCESS CRITERIA

The Schedule IV-B for Workforce Partner Systems Modernization, Fiscal Year 2023-24 identifies multiple criteria that must be realized for the Program to be considered a success. This table is in Appendix A, and Program Management Team members review and update it at least annually and as appropriate.

2.4 PROGRAM ASSUMPTIONS AND CONSTRAINTS

Assumptions are factors in the planning process considered to be true. Plans are inaccurate when assumptions are untrue, so it is important to confirm or correct assumptions. Attachment A – Program Charter identifies several assumptions and constraints in the categories of procurement, governance, partnership, and technology. They are included below along with additional assumptions and constraints that influence planning decisions. Program Management Team members review and update the assumptions and constraints at least annually and as appropriate.

Procurement Assumptions and Constraints

▪ Program success depends on procurement of the following contractors being completed or initiated no later than December 31, 2024.

› Customer Portal Project (CP) – in progress

› Independent Verification and Validation (IV&V) - complete

› Workforce Integration Management project (WIM) – in progress

› Business Process Re-engineering (BPR) and Transformational Change Management (TCM) -complete

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Governance Assumptions and Constraints

▪ Governance establishment, execution, and support from Workforce Partners’ executive leadership on the overall program is critical to program success. The Workforce Integration Management (WIM) project will assist in executing and monitoring the governance model defined and approved for the Program.

▪ The WIM and Business Planning and Communications are primarily composed of non-technical projects that help the organization create a framework for coordinating and implementing the changes in strategy, policy, organization, business operations, and technology needed to transition to the desired target state. These projects will have a cross-department and program-wide approach. They should be undertaken as soon as possible and continue in conjunction with the Business & Technology Projects.

▪ The Program Management Team was established in the initial Program Management Plan and further elaborated in subsequent versions. Roles and responsibilities are established for Program Sponsors from each Workforce Partner Agency, who lead the Program Management Team. Each Workforce Partner Agency is supported with a Program Manager. Escalations within the Program Management Team, and up/down to other tiers, are led by two Program Directors – one from the REACH office and one from FloridaCommerce.

▪ This project category is focused on establishing the governance model and structural processes which will guide Workforce Partner systems integration projects to support this inter-agency initiative. This will include standards for setting priorities, project management, decision-making, issue escalation and resolution, cross departmental information technology and legal and policy collaboration and alignment, and tracking progress against expectations.

Key assumptions used to develop the detail for the WIM, Business and Technology projects include:

▪ Vendor shall adhere to state protocols, processes, and other key requirements in development of requirements, scope of work, and mobilization (and will make optimization recommendations as necessary)

▪ Procured vendors on the FL WINS Program are not expected to participate in any other procurement negotiations.

▪ Standardization of some business and technology procedures across agencies will be established to streamline processes and align priorities.

▪ Vendor shall adhere to state requirements (including the use of the Project Management Institute’s Project Management Body of Knowledge (PMBOK)) in the development of the program charter and standards.

▪ State will provide dedicated resources in the business and technology areas to support overall program objectives for management in connection with vendor(s) and/or contractors.

▪ Each Workforce Partner is represented in multiple areas of the Program’s governance structure to provide the most collaborative and aligned vision for the future state. —

▪ Vendor shall provide integrated programmatic reporting (overall program and individual project statuses, risks, issues, etc.) to provide leadership (and other key stakeholders) with information required to make business decisions.

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› This is currently being handled by monthly status reporting and through the Transformational Change Management Office. When the Program Management Office (PMO) re-release of procurement closes in fall 2023, the expectation is to have the PMO manage the programmatic reporting on a more frequent basis than monthly.

Partnership Assumptions and Constraints

▪ A known constraint is establishing and maintaining a shared vision among the Workforce Partners.

This is a critical dependency for the long-term success of the Program, as different visions could arise among Workforce Partners that could hinder the success of the Program. Crucially, Workforce Partners must agree on a shared vision from the start and sustain it throughout the life of the Program and its related projects.

▪ The FL WINS PMO must establish and maintain the risk management and resources of the Program.

The FL WINS PMO assists in establishing overall change management requirements.

▪ Program Management Team members must work with each Workforce Partner agency through the Transformational Change Management vendor to establish a Change Management and Communication Plan that will be a living document and updated as the Program matures. The plan helps ensure the Program’s goals and objectives are clearly defined and communicated throughout the life of the Program. Program success is critically dependent on the level of engagement and effort from all Workforce Partner agencies, stakeholders, and other supporting contractors.

▪ Workforce Partner agencies will appoint adequate subject matter experts to participate and/or serve roles (as necessary) in the establishment and ongoing responsibilities of the data governance and enterprise architecture functions.

▪ Legal and policy experts representing the Workforce Partners and programs are integral to the success of FL WINS. Establishing and maintaining the Legal Policy Workgroup is critical for the Program’s initiation and success in ensuring accurate, timely, and consistent interpretation of all new and existing laws, regulations, and policies relevant to system design and development throughout the Program. The Legal Policy Workgroup must assist in other relevant activities as needed.

▪ Information Technology subject matter experts representing the Workforce Partners and specific focal areas are integral to the success of FL WINS. Establishing and maintaining a shared technological vision is required for relevant system design and implementation of the future state solution.

▪ Fluctuating position vacancies could result in uneven levels of engagement among Workforce Partners and stakeholders.

Technology Assumptions and Constraints

▪ Based on the current state technology assessment of each Workforce Partner system, some systems operate on modern technology platforms while others operate on aging technology platforms. To avoid potential constraints to the Program’s success, some business and technical systems in the Workforce Partner agencies must be maintained/consolidated, retired/replaced, or improved.

▪ Establishing and developing IT Operations and Management functionality includes aspects for data governance, system architecture governance, and IT shared services. The technology portions of the Program include several groups and teams responsible for many project tasks needed to achieve interoperability of shared data and services.

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▪ The business value and technical quality (BV/TQ) of these current state systems has been assessed.

However, in the past year the Business Process Reengineering project validated in-scope programs and applications and found the original assessment to be incomplete. To ensure that the BV/TQ of each in scope program and system is accurate, there are ongoing efforts to conduct gap analyses and to ensure that the FL WINS Program accounts for other Workforce Partner modernization efforts. This is a continuous and ongoing initiative throughout the life of the Program.

▪ Technology future state solution should be determined and agreed upon by all Workforce Partner Information Technology Core Team members.

Overarching Assumptions and Constraints

It is assumed:

▪ The FL WINS Program continues to receive the required appropriations.

▪ Program team members, including Workforce Partners, subject matter experts, current and future solution providers, and FL WINS contractors, are available when needed.

▪ All work is completed according to the approved schedule(s) and dependencies are proactively communicated and managed.

▪ Workspace, meeting rooms, system permissions, and necessary equipment (e.g., Wi-Fi, audio/visual devices, office space, access to FL WINS Repository) are available when needed.

The Program is constrained by:

▪ The availability of funding. While the program is appropriated $250 million in total, the program must request, and be granted, spending authority beyond the $25 million authorized for FY 2022-23.

▪ Funding deadlines. FloridaCommerce has been appropriated $250 million in General Revenue funds that utilize the U.S. Treasury, State Fiscal Recovery Fund (SFRF), as authorized by the American Rescue Plan Act of 2021. SFRF funds may be used to cover eligible costs incurred during the period that began on March 3, 2021, and ends on December 31, 2024. All funds must be obligated by December 31, 2024, and must be expended by December 31, 2026.

› There is a $10 million setback in the $250 million appropriated, the Program must maintain that there is $240 million to be obligated by 12/31/2024.

▪ The availability and diverse locations of resources. The FL WINS Program is comprised of state employees from five different workforce partners and consultants from multiple firms all mostly working from different locations. This impacts the ability for impromptu discussion and collaboration.

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2.5 PROGRAM SUMMARY TIMELINE

Exhibit 2 1: FL WINS Summary Timeline, below, presents a high-level view of the Program’s primary activities.

Exhibit 2-1: FL WINS Summary Timeline

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2.6 PROGRAM OVERSIGHT

The FL WINS Program is subject to several layers of federal, state, and program-level oversight. Below is a list of key oversight bodies and the nature of their oversight:

▪ Federal – Oversight related to their respective interests in the in-scope business process and system updates

› US Department of Labor

› Centers for Medicare and Medicaid Services (CMS)

› US Department of Agriculture

▪ State

› Executive Office of the Governor

− REACH Office – Required by Section 14.36(3)(e), F.S., to oversee the Workforce Development Information System (also known as FL WINS)

− Office of Policy and Budget (OPB) – Performed as part of their Planning and Budgeting authority under Chapter 216, F.S.

› Florida Department of Management Services (DMS)

− Florida Digital Service – Required by Section 282.0051(1)(d), F.S., to perform project oversight of all state agency IT projects with costs of $10 million or more

› Florida Legislature – Performed as part of their Planning and Budgeting authority under Chapter 216, F.S.

▪ Program

› IV&V contractor – Required by administrative rule Chapter 60GG-1, F.A.C. to perform independent verification and validation of program and project activities

› FL WINS Program Governance bodies – Executive and senior-level oversight of program and project performance

› FL WINS PMO – Routine program and project management oversight

› FL WINS Continuing Oversight Team – Required by Section 287.057(26)(a), F.S. to monitor contracts meeting certain thresholds, report on deficient contract performance that substantially affects successful completion, and changes in contract scope or cost

2.7 COMPONENT PLANS

Exhibit 2-2: Summary of the Component Plans, below, lists the component management plans that support the FL WINS Program and are incorporated by reference. The component plans are stored on the FL WINS Central Repository.

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Exhibit 2-2: Summary of the Component Plans

PLAN NAME

ATTACHMENT

IDENTIFIER

DESCRIPTION

Artifact Management Standards

B

Establishes the deliverable and artifact management standards, processes, and templates required to efficiently manage the Program’s artifacts.

Communication Plan

C

Provides a high-level overview of the Transformational Change Management entity’s Change Management and Communication (CMC) Plan. The plan serves as a guide for how messages are distributed to audiences, groups, and stakeholders impacted by the FL WINS transformation.

Configuration Management Plan

D

Addresses the management of configuration items (i.e., software, hardware, and documentation) associated with the Program.

Data Governance and Management Development Plan

E

Outlines the approach and plan for the establishment and implementation of FL WINS data governance and data management.

Decision Management Plan

F

Defines how the Program makes the necessary decisions on expected outcomes, project plans, and key deliverables for the duration of FL WINS.

Financial Management Plan

G Establishes the process and procedures the Program uses to plan, manage, and control project costs.

Issues Management Plan

H Provides an overview of how an issue is identified, logged, and tracked, including roles and responsibilities for each area.

Knowledge Transfer Plan

I

Outlines the knowledge transfer activities that occur throughout the solution integration and deployment phases of the Program.

Lessons Learned Management Plan

J

Provides an overview of the lessons learned process, including how to log a lesson learned and the roles and responsibilities for each element of the process.

Organizational Change Management Plan

K

Describes how the Transformational Change Management entity’s Change Management and Communication Plan sets the overall framework to execute program-level and project-level organizational change activities.

Procurement and Contract Management Plan

L

Involves activities covering the entire life cycle of the procurement process from initial procurement strategy and planning, through the execution of a procurement, leading to the ongoing management of an active contract.

Project Change Management Plan

M Describes the process for managing changes to scope, schedule, and/or cost at the Program level and project level.

Quality Management Plan

N Documents the necessary information for planning, managing, and controlling the quality of the Program.

Requirements Management Plan

O Describes the requirements identification, traceability, and maintenance processes for the Program.

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PLAN NAME

ATTACHMENT

IDENTIFIER

DESCRIPTION

Resource Management Plan

P Defines the planning and management of resources for the duration of the Program.

Risk Management Plan

Q Establishes the approach the Program uses to identify, analyze, and manage risks.

Schedule Management Plan

R

Defines how the schedule is managed throughout the Program’s life cycle. The plan provides guidance and sets expectations for schedule policies and procedures for planning, developing, managing, executing, and controlling the schedule.

System Change Management Plan

S

Provides a systematic approach to managing changes made to a product or system. The purpose is to ensure that all changes are documented, that services are not unnecessarily disrupted, and that all affected stakeholders and end users are informed of the changes.

Testing Management Plan

T

Describes the overall technical and management approach, resources, and milestones for all intended test activities associated with development, validation, implementation, and operational testing.

Stakeholder Management Plan

U

Describes the method for identifying stakeholders and the approaches for planning, managing, and controlling stakeholder engagement over the life of the Program.

Program Functions, Roles, and Responsibilities

V

Identifies stakeholders who have specific roles and responsibilities for the known governing bodies, workgroups, and project teams within the Program. Outlines the general roles and responsibilities for individuals relative to FL WINS program functions.

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SECTION 3: PROGRAM SCOPE

FL WINS is a multiyear program that employs a range of strategies, including modernization, integration, and coordination of information systems; realignment of program oversight; data-driven and performance based decision-making; programmatic reform; and the adoption of new solutions, aimed at reimagining the state’s workforce development system and driving toward a “no-wrong-door-entry” strategy. FL WINS is an innovative, consumer-first workforce development system that seeks to provide Floridians with improved access to workforce programs and services, enhance transparency and accountability of workforce programs, and promote self-sufficiency through interoperable systems and shared integrated data.

The main components, as described in Exhibit 3 1: FL WINS Program Components are:

▪ Customer Portal

▪ Common Intake Form

▪ Integrated Data Solution

Exhibit 3-1: FL WINS Program Components

The scope of the Program is identified by phase. Each phase is described below in detail. In addition, the five known project areas that are currently in scope for the Program are listed, described, and designated with an anticipated delivery methodology.

3.1 PROGRAM PHASES

Exhibit 3 2: FL WINS Program Scope and Standard Program Phases, below, lists the scope and description of each phase.

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Exhibit 3-2: FL WINS Program Scope and Standard Program Phases

PROGRAM PHASE DESCRIPTION

Phase 1: Program Definition Start Date: 7/21/2021 End Date: 12/31/2022

The Program Definition Phase of the FL WINS Program is where the team progressively elaborates goals and objectives of the Program and includes Program Formulation and Program Planning.

Deliverables:

▪ Feasibility Study

▪ Program Charter

▪ Program Management Plan

▪ Program Roadmap

▪ Initial Risk Identification Workshop

▪ Program Governance Plan

Procurements:

▪ Workforce Innovation Management, Business Support and Technical Advisory/PMO contractor

▪ IV&V contractor

▪ Business Process Re-engineering contractor

▪ Transformational Change Management contractor

Phase 2: Program Delivery Start Date: 1/1/2023 End Date: 12/31/2026

Stages:

▪ Design/develop

▪ Testing and readiness

▪ Cutover and post go-live

Each stage may be repeated multiple times, depending on the complexity of the project. This phase includes:

▪ Component Authorization Planning

▪ Component Oversight & Integration

▪ Component Transition to Operations and Closure

Deliverables:

▪ Project Solutions Standards

▪ Requirements

▪ Business Process Re-engineering

▪ Solution Design

▪ Solution Development/Configuration Testing

▪ Training Materials and User Training

▪ Deployment documentation

Procurements:

▪ Workforce Innovation Management, Business Support and Technical Advisory/PMO contractor Customer Portal contractor

▪ Others (including staff augmentation resources)

Phase 3: Program Closure Start Date: TBD End Date: 12/31/2026

Objectives:

▪ Acknowledgement of the Program’s completion, with a final

Program Sponsor sign-off/acceptance of deliverables and benefits

▪ Assessment of the Program’s success

▪ Identification/documentation of best practices

▪ Sharing of lessons learned with other projects and programs

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Exhibit 3 3: FL WINS Project Phases, below, describes the scope and description of each project phase.

Exhibit 3-3: FL WINS Project Phases

PROJECT PHASE DESCRIPTION

Initiation The first step in establishing a project. Includes:

▪ Acquiring team members (including contractor procurements, if needed)

▪ Project kickoffs

▪ Establishing interim tools and processes

▪ Preliminary discussions on approved approaches, templates, and standards

FL WINS projects will start upon written authorization from FloridaCommerce (e.g., via an approved task order or other written authorization). Reporting (e.g., status reporting, CRAIDL) will start at project start.

Planning Establishes the framework for the standards, methodologies, and templates used throughout the project. Includes:

▪ Educating the project team on how these elements are applied to each specific project

▪ Establishing a baseline project schedule that runs through the Transition Phase

▪ Creating the various component plans that govern the program management aspects of each project

▪ Defining specific benefits to be achieved by the project

Execution Delivery of each project. Includes:

▪ Finalization and documentation of requirements

▪ Completion of the System Development Life Cycle (SDLC)

▪ Provision of leadership and support throughout the development process

▪ Governance and management for all projects within the Program

Monitor and Control

Includes processes for managing quality, scope/schedule/budget, status reporting, risks, and issues. These activities are performed for the Program and the individual projects.

Transition Moves the project from contractor-managed to Workforce Partner management under the newly negotiated and signed contracts. Includes:

▪ Review and approval of transition plans from the incoming and outgoing contractors

▪ Identification of risks and mitigation planning

▪ Monitoring of operations

Closeout Final phase of each project. Includes:

▪ Assisting with the transition of the operations and contract monitoring to the Workforce Partners

▪ Gathering lessons learned to ensure future programs are successful

▪ Archiving project data, artifacts, reports, and deliverables in the central FL WINS

Repository

▪ Ensuring the Program Management Center of Excellence (PMCoE) is current

▪ Transferring knowledge between the FL WINS team and Workforce Partner staff, including FloridaCommerce approval of the contractor’s Knowledge Transfer Plan deliverable

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3.2 ANTICIPATED PROJECTS

Exhibit 3-3: FL WINS Project Phases, above, serves as a roadmap of the in-scope initiatives necessary to establish the modernized FL WINS business framework. Due to the complexity of changes inherent in realizing the Program’s vision and the level of effort they require; this

Program needs committed engagement and ongoing support from all Workforce Partners and a variety of contractors with a wide spectrum of specialties. Additionally, Workforce Partner stakeholders, both internal and external, are needed for the transformation of business processes and technologies necessary for successful project completion.

3.2.1 PROJECT ROADMAP

This scope listed in the roadmap is high-level, and additional details are included in the schedule for the FL WINS Program. Individual project scopes must be developed as the Program progresses. Separate individual project charters, schedules, and other requirements must also be established.

The five project areas and their primary components include:

▪ Workforce Integration Management

› Workforce Integration Project Management

› Vendor Procurement

› Workforce Integration Governance

› Legal and Policy Workgroup

▪ Business Planning and Communications

› Enterprise Communications Strategy

› Target Operations and Business Process Re-engineering

› Transformational Change Management

▪ IT Operations and Management

› Establishment of Enterprise Data Governance

› Enterprise Architecture

› IT Shared Services Organization

▪ Data Interoperability Solution

› Data Integration Solution

› Analytics and Reporting Data

› State Partner Integration

› College Integration

▪ Customer Portal

› User Experience Design

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› Single Sign-On – Shared Account

› Shared Intake/Application

› Fully Integrated Customer Portal

3.3 WORK PRODUCTS PRODUCED THROUGH ALL PROJECT PHASES

Various work products are produced throughout many of the project phases. This section lists examples of these work products.

▪ Weekly Status Reports

▪ Monthly Status Reports

▪ CRAIDL (Changes, Risks, Actions, Issues, Decisions, Lessons Learned) Report

▪ Meeting Agendas and Meeting Minutes

▪ Change Control Request Artifacts including Impact Analysis and Sign-off

▪ Project Closeout Report (Closeout Phase Only)

3.4 IN-SCOPE SYSTEMS

As of the approval date of this PgMP, the following business areas and/or software systems are in-scope for the Program.

▪ FloridaCommerce Employ Florida System

▪ FloridaCommerce RECONNECT/Reemployment Assistance System

▪ FloridaCommerce Workforce Information Database (WIDb)

▪ FloridaCommerce OSST System

▪ DCF Self Service Portal (SSP)

▪ DCF HopeFlorida

▪ DOE Division of Vocational Rehabilitation Case Management System (AWARE)

▪ DOE Division of Blind Services Case Management System (AWARE)

▪ DOE Employment Meets Opportunity Portal (EMOP)

▪ DOE Division of Early Learning – Enhanced Field System (EFS)

▪ DOE Florida College Systems and School Districts (partial integration)

▪ DOE Career and Adult Education

▪ CareerSource Florida – representing multiple Local Workforce Development Boards and systems.

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3.5 OUT-OF-SCOPE ITEMS

Effective project management requires a project to stay within scope so that its original goals can be achieved. The same is true for the FL WINS Program. Below are items considered out of scope for the Program.

▪ Decision Making - Making decisions related to projects and systems not identified as in-scope for the Program

▪ Definition of Business Rules or other Details - Defining the business rules or other functional or technical details for projects or systems not identified as in-scope for the Program

▪ Execution - Executing programs or projects not directly related to the Program

▪ Desktop Services and FloridaCommerce Network Infrastructure - Providing technical support services that are not specifically part of an identified project under the Program

▪ Training – Providing training not directly related to the Program and its projects

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SECTION 4: PROGRAM STRUCTURE FOR STAKEHOLDERS ON

TEAMS AND WORKGROUPS

In accordance with Section 14.36, F.S., the REACH Office is responsible for oversight, facilitation, and coordination of all Workforce Partner agencies essential to implementing a consumer-first workforce system.

FloridaCommerce is the budget authority for the FL WINS Program with the fiduciary responsibility to procure contractors and monitor the contractual requirements of the executed contracts ensuring deliverables and measures comply with Procurement of Personal Property and Services, per Chapter 287, F.S.

The FL WINS Program and its component projects meet the requirements for oversight per the Florida Information Technology Project Management and Oversight Standards in Chapter 60GG-1, F.A.C. Thus, the FL WINS Program is subject to oversight from FL[DS] and an IV&V contractor.

4.1 PROGRAM ROLES AND RESPONSIBILITIES

This section is intended to identify stakeholders who have specific roles and responsibilities within the Program. Attachment V – Functional Program Roles and Responsibilities, Program Functions, Roles, and Responsibilities, lists the general roles and the responsibilities for individuals relative to FL WINS Program functions. These roles and responsibilities are influenced by the following expectations:

▪ Most of the design/build work is conducted by contractors and staff augmentation resources.

▪ Workforce Partners’ subject matter experts (SMEs) are engaged as needed.

▪ Workforce Partner Program Managers are dedicated full time to the FL WINS Program and have responsibilities between the governance tiers.

Specific governance roles and responsibilities for workgroups, teams, and individuals within these groups are discussed in Section 5, Program Governance.

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4.2 STAKEHOLDERS

This section lists initial Program stakeholders. A comprehensive Stakeholder Register will be built as part of Attachment U – Stakeholder Management Plan and maintained in the FL WINS Central Repository.

4.2.1 INTERNAL STAKEHOLDERS

▪ The REACH Office in the Executive Office of the Governor

▪ FloridaCommerce

▪ Florida Department of Children and Families

▪ Florida Department of Education

▪ CareerSource Florida

▪ The Florida Digital Service

▪ Agency Program Areas

▪ FL WINS Governance Member

▪ FL WINS PMO

▪ FL WINS Workgroups/Project Teams

▪ FL WINS Contractors

▪ End-users of Existing Workforce Information Systems

4.2.2 EXTERNAL STAKEHOLDERS

▪ Executive Office of the Governor's Office of Policy and Budget

▪ The Florida Legislature

▪ The Department of Management Services

▪ The Florida Digital Service

▪ External End-users of Existing Workforce Information Systems

▪ Independent Verification and Validation Contractor

▪ End-users of Existing Workforce Information Systems

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SECTION 5: PROGRAM GOVERNANCE

Governance refers to the structure, processes, tools, and templates that enable effective decision-making through a hierarchy of groups that provide analysis and recommendations.

Effective governance enables management control of complex transformations by creating accountability at the right levels throughout the organization. Governance, executed effectively, controls the variables inherent in any large-scale transformation.

The goal of the FL WINS Program is to integrate existing departmental systems to allow for interoperability between multiple stakeholders and the Workforce Partners. To reach this goal, there must be a clear, robust, and repeatable decision-making framework to allow for the successful governing of the Program.

5.1 PROGRAM GOVERNANCE SCOPE

Exhibit 5-1: A three-tiered governance structure was approved on December 19, 2022, by the

FL WINS Program’s Executive Steering Committee, that has representation from the six

Workforce Partner Agencies involved in this initiative. The Three-Tier Governance Model, below, shows the system to facilitate the decision-making processes involved with the Program.

The committee, sponsors, teams and/or Program Workgroups at each tier fulfill a critical role in providing information, advice, recommendations, and decisions to effectively guide and oversee the Program. These Governance bodies are decision-making and solution-oriented entities with representation from Workforce Partners, other impacted agency stakeholders, and contractors

(as appropriate). The FL WINS Program’s three-tiered governance structure includes an escalation path based on impacts to scope, schedule, budget, and quality. Defined thresholds place responsibility of change control within appropriate tiers.

Exhibit 5-1: Three-Tier Governance Model

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5.2 GOVERNANCE ORGANIZATION

This section outlines three vital aspects of the FL WINS governance framework: (1) structure and membership, (2) roles and responsibilities, and (3) interactions and communications.

Exhibit 5-2: FL WINS Governance Framework, below, illustrates the framework.

5.2.1 STRUCTURE AND MEMBERSHIP

▪ Tier 3 – FL WINS Executive Steering Committee (ESC)

› This tier represents executive-level governance that uses recommendations and information from Tier 2 to make decisions.

› It is chaired by the REACH Director.

› The REACH FL WINS Program Director serves as a non-voting member (liaison) of the ESC that collaborates within Tier 2 to bring Agenda items to the ESC for decision making.

▪ Tier 2 – The FL WINS Executive Program Sponsors and Program Management Team

› The Executive Program Sponsors have discussion and analysis responsibility related to operational project decisions and are the final decision maker for Tier 2 related decisions.

› For those items that need escalation, the REACH FL WINS Program Director will work with the Executive Program Sponsors to escalate items to the ESC for a decision to be made at the ESC’s next publicly noticed meeting.

› The Program Management Team has discussion and analysis responsibility related to operational project decisions and is the final decision maker for Tier 1.

› The Program Management Team may refer items to the Program Workgroups in Tier 1 for advice and input to provide a comprehensive recommendation.

▪ Tier 1 – Project Teams, Program Workgroups (PWG), and FL WINS Program Management Office (PMO)

› The governance structure begins at the project level with the FL WINS PMO, including the Program Managers and Project Team Owners.

› Before escalating items to the Program Management Team, the FL WINS PMO works with Project Managers and Program Workgroups to get advice and input.

› The FL WINS PMO also assesses items and escalates them to Tier 2 of governance based on prescribed decision scoring criteria.

› The FL WINS PMO works with the workgroups to formulate the recommendations before escalating to additional tiers of governance; however, any level/governance tier may refer these topics to an ad hoc workgroup.

› The FL WINS PMO facilitates the material development and management of the governance processes. This includes facilitating the circulation of items and artifacts between the governance levels and PWGs to achieve a resolution.

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Exhibit 5-2: FL WINS Governance Framework

5.2.1.1 GOVERNANCE ROLES AND RESPONSIBILITIES

Defining the roles and responsibilities establishes a chain of command and helps ensure the process for accountability and decision-making is accurately followed. Exhibit 5-3: Governance Roles and Responsibilities

Exhibit 5-3: Governance Roles and Responsibilities

TIER LEVEL TEAM NAME MEMBERS TEAM OVERVIEW

Tier 3 Executive Steering Committee (ESC)

REACH Director, Chair, EOG Core Workforce Partner Agency Secretary, FloridaCommerce Core Workforce Partner Agency Secretary, DCF

▪ Serves as ultimate decision-making authority for FL WINS Program

▪ Engages in matters that cannot be resolved by the Executive Program Sponsors or the Program Management Team

▪ Responsible for decisions impacting program

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Core Workforce Partner Agency Commissioner, DOE Workforce Partner Agency State Chief Information Officer, FL[DS]

Workforce Partner Agency President and

CEO, CSF

activities aligned to the strategy including scope, budget, timelines, or quality changes (decision scoring metric used)

▪ Engages groups across all Governance tiers, including Program Workgroups and Program SMEs, to inform the decision-making process

Tier 3 Executive Steering Committee

REACH FL WINS Program Director, liaison

▪ Serves as a non-voting member of the Executive Steering Committee

▪ Serves as liaison and facilitates the Executive Steering Committee meeting

Tier 2 Executive Program Sponsors

▪ FloridaCommerce Deputy Secretary for Division of Workforce Services

▪ FloridaCommerce Chief Technology Officer

▪ REACH Deputy Director

▪ Serves as final decision maker in Tier 2, responsible for issues elevated by the Program Management Team

▪ Collaborates with FL WINS Program Directors on agenda items for escalation to Tier 3

▪ Responsible for contractor management issues that impact scope, budget, schedule, or quality

▪ Engage Workforce Partner Program Sponsors on any relevant topics when input is needed

▪ Maintain decision-making authority for program or project operational decisions that will interrupt or impact day-to-day program or project activities that cannot be resolved by the Program Management Team

Tier 2 Workforce Partner Program Sponsors (This group will be convened by the Executive Program Sponsors monthly.)

▪ DCF Assistant Secretary for Economic Self- Sufficiency

▪ FloridaCommerce Deputy Secretary, Division of Workforce Services

▪ DOE Career and Adult Education Chancellor

▪ DOE Director of Division of Blind Services

▪ Maintains decision-making authority for program or project operational decisions that will interrupt or impact their agency’s day-to-day program or project activities that cannot be resolved by the Program Management Team

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▪ DOE Director of Vocational Rehabilitation

▪ FL[DS] Representation

▪ CSF Representation

Tier 2 FL WINS Program Directors ▪ REACH FL WINS Program Director

▪ Serves as decision maker for Tier 1

▪ Collaborates with Executive Program Sponsors for agenda items going to Tier

3 (REACH FL WINS

Program Director)

▪ Collaborates daily with FloridaCommerce FL WINS Program Director, for agenda items moving to decision makers on Tier 2 for resolutions

▪ Serves as issue escalation point for Workforce Partners

▪ Interacts with all three Governance tiers to ensure transparency and effective communication

Tier 2 FL WINS Program Directors FloridaCommerce FL WINS Program Director

▪ Serves as decision maker for Tier 1

▪ Collaborates daily with REACH FL WINS Program Director, for agenda items moving to decision makers on Tier 2 for resolutions

▪ Serves as issue escalation point for contractors

▪ Interacts with all three Governance tiers to ensure transparency and effective communication

Tier 2 FL WINS…