GEMS 2.0 DETAILED Requirements
30 KB Posted
- Attached to
- RFI GEMS 2. 0
- Solicitation number
- 98000-GTA-EPMO-RFI-FY22-201
- Issued by
- Georgia
About this file
This is a detailed requirements document for GEMS 2.0 (Government Enterprise Management System), a state technology investment management and project assurance platform, developed for a state's Government Technology Agency (GTA) and participating state agencies. The system encompasses multiple lifecycle phases including Planning, Pre-Procurement, Procurement, Awarded, Project Assurance, and Dashboard functions. The GEMS 2.0 platform is designed to streamline technology investment submissions, procurement reviews, business case evaluations, project oversight, and Critical Project Review (CPR) processes across state agencies. Key functional requirements include the ability for agencies and GTA staff to submit and update technology investments, assign review resources with defined deadlines, retrieve and manage procurement packages and business cases, generate review letters with GTA CTO approval and digital signatures, track exemption requests, manage IV&V (Independent Verification and Validation) vendor engagements, and facilitate CPR activities including agenda management, health reporting, and post-CPR communications. Phase 1 implementation focuses on core procurement and investment submission workflows, investment pipeline visibility across multiple stakeholder roles (Executive Directors, CTOs, CISOs, procurement officers, and agency business owners), and foundational dashboard capabilities.
The requirements encompass comprehensive project tracking and reporting functionality including budget monitoring (planned vs. actual spend), schedule performance indices, risk and issue management, change request workflows, and Key Performance Indicator (KPI) tracking from perspectives of IV&V vendors, agencies, and GTA oversight. The system must support flexible dashboard customization and reporting with filtering, sorting, and drilling capabilities by project, program, agency type, and cloud hosting environment. Critical features include date-stamped data entries with change tracking, role-based access controls and security protocols, notifications based on EPMO-defined thresholds, document repository integration, support for external file uploads (Word, Excel, CSV, PDFs, project schedules in .mpp format), and public-facing transparency views. The platform must provide responsive help desk support, intuitive user interface design for end-user adoption, and administrative functions for user and agency management including license tracking and CPR attendance calendars.
Text of this file
GEMS 2.0 Master Requirements
| Story ID | Priority | System Wide (Y/N) | Lifecycle Phase | As a <type of user> | I want to <perform some task> | So that I can <achieve some goal> | Acceptance Criteria | Notes |
| 1 | 1 | Planning | Agency / GTA EPMO | Submit a new investment | I can get my procurment reviewed | Ability to obtain submission confirmation ID | Needs to automatically update the pipeline | |
| 1.1 | 1 | Pre-Procurement | Agency / GTA EPMO | Update an existing investment | I can add new or changed information | Ability to obtain update confirmation | Needs to automatically update the pipeline | |
| 1.11 | 2 | Pre-Procurement | GTA EPMO | Retrieve Procurement Package | So I can upload them to Teams, GTA - Collaboration (or applicable document repository) | Ability to access files in designated location | ||
| 1.12 | 3 | Planning | Agency Project Manager | Complete an agency Exemption Request | Obtain approval for a requested exemption from state policy | Ability to obtain Exemption form & submit for review & approval | This may not be needed | |
| 1.13 | 2 | Planning | Agency | Submit business case | Review observations and update recommendations provided by GTA review team before posting | Receipt of business case Review Letter and/or recommendations | Maybe multiple iterations, maybe a GTA EPMO template or APD | |
| 1.14 | 2 | Pre-procurement | Agency Procurement Officer | Update business case with new information for review | Obtain GTA review letter before sending to OPB with budget request | Obtain business case Review Letter and/or recommendations | ||
| 1.15 | 2 | Pre-Procurement | GTA EPMO | Retrieve business case | So I can upload them to Teams, GTA - Collaboration (or applicable document repository) | Ability to access files in designated location | ||
| 1.16 | 2 | Planning | Agency Procurement Officer | Submit Procurement Package | Review observations and update recommendations provided by GTA review team before posting | Obtain Procurement Review Letter and/or recommendations | May be multiple iterations | |
| 1.17 | 2 | Pre-procurement | Agency Procurement Officer | Update new versions of procurement documents for review | Review observations and update recommendations provided by GTA review team before posting | Obtain Updated Procurement Review Letter and/or updated recommendations | May be multiple iterations | |
| 1.18 | 2 | Planning | Agency | Submit IT Temporary Staffing Approval Request form for review | Review Terms & Conditions and Deliverables to receive GTA review & approval | Obtain Updated Procurement Review Letter and/or updated recommendations | ||
| 1.19 | 3 | Planning | Agency Procurement Officer | Submit Sole Source for review | Review Terms & Conditions and Deliverables to receive GTA review & approval | Obtain Updated Procurement Review Letter and/or updated recommendations | ||
| 2 | 1 | Planning | GTA Executive Director | View all technology investments in the state pipeline | Analyze trends and allocate resources | View, sort, & drill on date ranges of tech investments, by agency &/or program | ||
| 2.1 | 1 | Pre-procurement | GTA GETS | View all technology investments that involve cloud hosting | Analyze trends and allocate resources | View, sort, & drill on date ranges of tech investments that are cloud hosted | ||
| 2.11 | 1 | Pre-procurement | GTA EPMO | Assign reviewers to a business case review | Produce a DRAFT business case Review letter for approval by GTA CTO | Assign review resources & set a deadline for task completion | Currently tracked in the Pipeline Excel spreadsheet | |
| 2.12 | 1 | Pre-procurement | GTA EPMO | View all technology business cases in the state pipeline | Analyze trends and allocate resources | See business cases by reviewer & deadline for task completion | Currently tracked in the Pipeline Excel spreadsheet | |
| 2.13 | 1 | Pre-procurement | GTA EPMO | Assign reviewers to a procurement review | Produce DRAFT Procurement Review Letter for approval by GTA CTO | Assign review resource & set a deadline for task completion | Currently tracked in the Pipeline Excel spreadsheet | |
| 2.14 | 1 | Pre-procurement | GTA EPMO | View all procurement documents in the state pipeline | Analyze trends and allocate resources | See Procurements by reviewer & deadline for task completion | Currently tracked in the Pipeline Excel spreadsheet | |
| 2.15 | 1 | Pre-procurement | GTA EPMO | Notify submitter of the completed business case Review status | Provide business case review Letter notification so that it can be logged and sent to submitter | Finalize letter and send notification(s) | Currently tracked in the Pipeline Excel spreadsheet | |
| 2.16 | 1 | Planning | GTA CTO | View all business cases that need CTO approval | Analyze trends, allocate resources, review & approve review letters | View, sort, & drill on date ranges of tech investments. Provide approval & digital signature | Clarify whether CTO needs to sign off on business cases. Could be a workflow. | |
| 2.17 | 1 | Planning | GTA CTO | Approve submitted/updated procurement documents | Analyze trends, allocate resources, review & approve review letters | View, sort, & drill on date ranges of tech investments. Provide approval & digital signature | ||
| 2.18 | 1 | Planning | GTA CISO | View all technology investments in the state pipeline | Analyze trends and allocate I.S. resources | View, sort, & drill on date ranges of tech investments, by agency &/or program | Could be multiple employees | |
| 2.19 | 3 | Pre-procurement | Agency Project Manager | Facilitate completion of an agency Exemption Request | Obtain approval for a requested exemption from state policy | Obtain Exemption form & submit for review & approval | May not be needed | |
| 2.2 | 1 | Planning | DOAS Agency Sourcing | View all technology investments in the state pipeline | Analyze trends and allocate resources | View, sort, & drill on date ranges of tech investments, by agency &/or program | Could be multiple people | |
| 2.21 | 3 | Planning | Vendor Project Manager | View all technology investments in the state pipeline | Analyze trends and allocate resources | View, sort, & drill on date ranges of tech investments, by agency &/or program | Clarify the process to mandate that vendors use a state email address | |
| 2.22 | 3 | Planning | GTA EGAP | View/Approve all agency Exemption Requests in the state pipeline | Analyze trends and allocate resources | View, sort, & drill on date ranges of agency Exemption Requests, by agency &/or program | May not be needed | |
| 2.23 | 1 | Planning | OPB Leadership | View all technology investments in the state pipeline | Analyze trends and allocate resources | View, sort, & drill on date ranges of tech investments, by agency &/or program | ||
| 2.24 | 1 | Planning | Agency Business Owner | View all technology investments for a specific agency in the pipeline | Analyze trends and allocate resources | View, sort, & drill on date ranges of tech investments, by agency &/or program | ||
| 2.25 | 1 | Planning | SMO | View all technology investments for a specific agency in the pipeline | Analyze trends and allocate resources | View, sort, & drill on date ranges of tech investments, by agency &/or program | ||
| 3 | 2 | N | Project Assurance Planning | Agency Business Owner | Answer questions about complexity, criticality cost, risks of the project | Communicate project information to EPMO | Answers questions and determine what level of project assurance is needed based on State requirements | This would replace the Project Assurance Tier acceptance excel spreadsheet. |
| 3.1 | 2 | N | Project Assurance Planning | GTA EPMO | GTA EPMO needs to be informed that a PA pre-assessment has been completed | Assess the investment for project assurance tier | Assigned appropriate level of oversight. Assurance tier assigned | |
| 3.11 | 3 | N | Project Assurance Planning | GTA EPMO | Draft PA Notification letter | Get GTA OC review and submit for CIO Office | Office of Comm provide edits and comments provided | |
| 3.12 | 3 | N | Project Assurance Planning | GTA Executive Director | Review PA notification letters | Send to Agency Head | Letter signed and sent to Agency head and saved in repository | Executive Director's office should include CIO Office. Executive Admin, Office of Communications |
| 3.13 | 2 | N | Project Assurance Planning | GTA EPMO | Notified of business case | Provide can estimate cost of IV&V and Draft IV&V SON Business content | Notify agency of IV&V cost for budgeting purposes. Provide SON for Agency input | Email to Individual or update status on Dashboard |
| 3.14 | 2 | N | Project Assurance Planning | GTA EPMO | Notified of Procurements documents | Review input to draft IV&V SON | Draft IV&V SON and update status in tool | Email to Individual or update status on Dashboard |
| 3.15 | 3 | N | Project Assurance IVV | Agency Business Owner | Review and Add Business content to IV&V SON Draft | Provide Business content to GTA for SON Draft | Business approval of SON Draft and update status in tool | These steps may be outside of system. Status in the system updated. Note: business case is input for the SON Background |
| 3.16 | 3 | N | Project Assurance IVV | GTA EPMO | Review IV&V SON and incorporate edits from EPMO, Agency Bus Owner | Provide business content of IV&V SON to GTA Procurement | Notification and Procurement status updated in tool | These steps may be outside of system. Status in the system updated. |
| 3.17 | 3 | N | Project Assurance IVV | GTA Procurement | GTA Procurement wants to be notified of status of the SON | Incorporate Procurement language so that Procurement can plan their workload | Check the status of SON at anytime | |
| 3.18 | 3 | N | Project Assurance IVV | GTA EPMO | Receive information on IV&V award (from external communications or within system) | |||
| Schedule IV&V onboarding with GTA and Agency Service Agreement and PO are Setup | Onboarding completed and status updated as completed | |||||||
| 3.19 | 1 | Y | Project Assurance CPR | GTA EPMO | Review CPR reporting history for all active projects. | Recommend candidate projects for monthly agenda | Confirm Executive Director approval of agenda | Currently tracking in the CPR Forecast file |
| 3.2 | 2 | N | Project Assurance CPR | GTA Executive Director | Review candidate projects for monthly CPR | Approve monthly CPR agenda | Confirmed monthly CPR agenda | Currently tracking in the CPR Forecast file |
| 3.21 | 2 | Y | Project Assurance | GTA EPMO | Oversight lead needs to enter and access health information at any time. | Oversight lead can provide comments on project health at any time if anything changes. Oversight Lead can access health information from Agency and IV&V at any time. | Project health information is more up to date. Oversight Lead can assess whether there are concerns that need escalation or awareness of Leadership | This is for the EPMO team to give their own status (need to decide if this is for overall health or by KPI) |
| 3.22 | 2 | N | Project Assurance CPR | GTA EPMO | Oversight Lead provides CPR prep notes prior to EMPO CPR prep meeting for projects on the agenda. | EPMO Leadership can review key points for discussion for CPR preparation | Key points and questions provided based on assessment of EPMO, IV&V and Agency perspectives. Question available for GTA and Agency Leadership prior to meeting. | Note: Oversight Lead status entry field and CPR Prep notes entry field? Maybe same oversight notes but flagged when it is to be used for CPR Prep notes? Should be separate entry field for CPR Prep notes/questions only used when project is flagged for CPR. Questions should be communicated to agency. Oversight notes can indicate if GTA agrees or have different or additional comments on the project health |
| 3.23 | 1 | Y | Project Assurance IVV | IV&V Vendor | Provides project health information per assigned project for each KPI including supporting commentary, graphs, charts | Provide project health observations and recommendations to Agency and project health status to GTA Leadership, Agency Leadership, and other stakeholders | IV&V Dashboard report can be produced with up to date information as needed | Could be multiple IV&V resources entering data |
| 3.24 | 1 | Y | Project Assurance | Agency | Agency should enter and access project health information based on same KPIs as IV&V (defined by EPMO), Issues, Risks and commentary | Provide project health information from the perspective of Agency at any time | Project health information can be more up to date from Agency perspective. | This may be overlap under GEMS row 10 |
| 3.25 | 1 | Y | Project Assurance | Agency | Agency should be able to attach project documentation like schedule, issues, risks logs, budget. | Provide project documents that support ratings and for further assessment | Access to project documents by EPMO for further assessments such as schedule analysis or review of Issues/Risks by EPMO Oversight. | As changes to documents occur |
| 3.26 | 1 | Y | Project Assurance | GTA Executive Director | Review active project health at any time from perspectives of GTA oversight, IV&V and agency perspective | GTA Leadership can access project health information at any time to prepare for meetings or as information when needed | Exec Dir and GTA Leadership has access to project health information, reports on demand. | Note: GTA perspective can be used to show if we agree or have other commentary on the health of the project. GTA comments can be provided as prep notes for Leadership. Not intended to replace the prep meetings. Will replace the prep template |
| 3.27 | 2 | N | Project Assurance CPR | GTA Executive Director | GTA Leadership review CPR topics for discussion for each project on agenda for CPR | Be prepared for CPR discussions | Key points and questions provided based on assessment of EPMO, IV&V and Agency perspectives. CPR Questions/topics for discussion available for GTA and Agency Leadership prior to the meeting. | |
| 3.28 | 3 | N | Project Assurance | Agency | Enter Agency Critical Project Review (CPR) questions/topics for discussion | Prepare to discuss the questions/topics at the meeting | Agencies are notified of questions/topics prior to CPR meeting | Agency notification may happen in the system, via email or other notification |
| 3.29 | 2 | N | Project Assurance CPR | GTA EPMO | Set Optional KPIs that may apply to a project. | To facilitate discussions about optional KPIs and if they apply to project | The tool has pre-set optional KPIs set by EPMO at beginning of the project | Example. If internal development, vendor management probably not applicable so optional vendor mgt kpi not applicable and agency questionnaires not applicable. |
| 3.3 | 1 | N | Project Assurance IVV | IV&V Vendor | IV&V Vendor needs to be able to enter all key elements of data required by GTA dashboard template. Enter each element once during an assessment. | Provide up to date information when there are changes to project status. | All Key fields are entered often as changes occur. No changes can be made after IV&V reporting is due | Note: merge with #18 |
| 3.31 | 1 | N | Project Assurance IVV | IV&V Vendor | Enter subjective input and override objective assessments. Allow IV&V vendor to change the color of the KPI's. | IV&V can provide subjective expertise when objective assessment does not reflect IV&V's actual independent assessment. Override due to anomalies. |
IV&V is able to include descriptions of objective and subjective comments.
| Suggested requirement: GTA should set weights for KPIs for objective assessments | ||||||||
| 3.32 | N/A | N/A | Project Assurance IVV | IV&V Vendor | EPMO Issue policies or guide to agencies for agencies to update certain project documents at least weekly | Allow IV&V to have access to more up to date information and assess schedule, issue impacts on more frequent basis | Updates are provided at least weekly and IV&V assessments can be done on key project documents at least weekly. | GTA should set policy for agencies to update schedules at least weekly. GTA should consider how to integrate schedules into tool to get almost live status of schedule. |
| 3.33 | 3 | Y | Project Assurance IVV | IV&V Vendor | Tool should support standard metrics (set by GTA). Should track baselines and actuals at least for schedules, budgets, scope | Assess consistent metrics across all projects and the tool can monitor key thresholds and baseline changes sending notifications or flags when key metrics change | GTA EPMO should set standards for scheduling, issues, risks, budgets and project. May want to apply different weights for the various KPI's | |
| 3.34 | 3 | Y | Project Assurance IVV | IV&V Vendor | Use more objective historical data and less subjective input to determine trend rating | Trend is based on historical ratings with the ability to override. Override should consider subjective future forecast. | Trend is automatically generated based on objective ratings and override is allowed to focus on future outlook | Trend is "where is it going" not what has happened. Should trend rating consider future forecast? Should future forecast be based on subjective assessment? |
| 3.35 | 1 | Y | Project Assurance IVV | IV&V Vendor | The tool should provide web based access to the tool. Must be easy to review the data. | So that IV&V and other consultants that may need access can easily access the tool | Need to define easy | |
| 3.36 | 3 | Y | Project Assurance IVV | IV&V Vendor | The tool should provide workflow of the deliverable tracking allowing the Deliverable acceptance form approvals by agency, invoicing and payment status to be reflected in the tool. | IV&V, EPMO, Agency can see the status of deliverable | IV&V Deliverable status is available by IV&V, Agency and EPMO to reconcile or determine if there are delays in getting approvals and payments. | This will track status only, not actual documents. Currently being tracked in an excel spreadsheet by each of vendor. |
| 3.37 | 3 | Y | Project Assurance IVV | IV&V Vendor | The tool should provide workflow of invoicing and payment status | EPMO can reconcile against external tracking. | EPMO to reconcile or determine if there are delays in getting approvals and payments. | Currently tracked in the Master Invoice log |
| 3.38 | 3 | N | Project Assurance IVV | IV&V Vendor | The tool should present the help text for each KPI as a prompt when entering KPI assessment information as a guide | So that IV&V can be prompted of the help text easily without searching for the criteria in a different place. | IV&V opens KPI and the criteria guidelines for that KPI is easily presented on that same page | |
| 3.39 | 3 | N | Project Assurance IVV | IV&V Vendor | Present the last ratings information each time IV&V opens the screen so that assessment begins with the last assessment. Not from a blank space. | Makes the entry process easier and more fluid from each assessment period to the next. Sometimes the ratings may not change or minimal change. | IV&V opens KPI or field to enter and the last entry is presented for editing | There should be a change prior to being submitted |
| 3.4 | 2 | N | Project Assurance IVV | IV&V Vendor | The tool should allow tracking of recommendations. Info should be entered only once. | So IV&V can provide information on the acceptance and possible effectiveness of the recommendations made to agencies. | IV&V and EPMO has access to all recommendations provided on the project. Can tracked recommendations accepted by the agency to show value or those not accepted if the project health declines. May also provide input for EPMO lessons learned repository | Flag which recommendations pull through to the dashboard. Currently tracked in an Excel spreadsheet. |
| 3.41 | 3 | N | Project Assurance IVV | IV&V Vendor | IV&V vendor can enter notes prior to their performance review | Comments can be used as input for performance review | Performance reviews are stored in the project documents | Ability to upload examples |
| 3.42 | 3 | N | Project Assurance IVV | GTA EPMO | Include performance notes/comments for the IV&V vendor reviews | Assess performance and create a final performance report | Performance reviews are stored in the project documents | Ability to upload examples |
| 3.43 | 2 | N | Project Assurance IVV | IV&V Vendor | For agile projects, IV&V wants to be able to capture agile metrics over time to examine success indicators from a higher level over the duration of an agile project rather than just viewing these metrics wholly from a single iteration | Requires more discussion. EPMO to determine metrics to measure Agile project performance. May need new dashboard for just Agile. | ||
| 4 | 1 | Project Assurance CPR | GTA EPMO | Create a CPR binder | Distribute electronic binder to the Core Group | Binder distributed to the Core Group | ||
| 4.1 | 3 | Project Assurance CPR | GTA EPMO | Generate post CPR letter | Distribute letter to Agency heads | Letter sent to Agency head | Same process a project notification | |
| 4.11 | 2 | Project Assurance CPR | GTA EPMO | Track CPR Action items | Can create the post CPR Letter | Letter sent to Agency head | ||
| 4.12 | 3 | Project Assurance CPR | GTA EPMO | Pre-set calendar for the years events | Availability for Agency PM's and IV&V can set upcoming dates | Calendar is viewable | ||
| 4.13 | 3 | Project Assurance CPR | GTA EPMO | Forecast projects to attend the CPR meetings | To propose CPR Agenda | Agenda approved | ||
| 5 | 1 | Project Assurance | Agency / GTA EPMO | Enter an overview of the approved project. | ||||
| See a narrative explaining the purpose, cost, and duration of the project. | Project description documented. | Triggered by project gets awarded | ||||||
| 5.1 | 1 | Project Assurance | Agency / GTA EPMO | Edit an overview of the approved project. | See a narrative explaining the purpose, cost, and duration of the project. | Project description documented. | Triggered by project gets awarded | |
| 5.11 | 1 | Y | Project Assurance | Agency / GTA EPMO | Ability to upload external data files | Add project documents that are not created in GEMS 2.0 to the project repository. | Ability to upload MS Word, Excel, .CSV & .PDFs at a minimum | Possible System Requirement |
| 5.12 | 1 | Project Assurance | Agency / EPMO | Enter, Attach or Extract Project name |
Monitor project performance via metrics Pertinent project data captured and maintained in the application for trending and historical trends. Project Team:
Business Owner Project Manager
CIO
PMO Lead QA Lead Vendor PM Project Sponsor Development Lead
IV&VPM
| 5.13 | 1 | Project Assurance | Agency / EPMO | Generate or Enter Project unique ID | Monitor project performance via metrics | Pertinent project data captured and maintained in the application for trending and historical trends. | ||
| 5.14 | 1 | Project Assurance | Agency / EPMO | Enter Project-to-date Planned Spend | Monitor project performance via metrics | Pertinent project data captured and maintained in the application for trending and historical trends. | (Agile or Waterfall or Hybrid) | |
| 5.15 | 1 | Project Assurance | Agency / EPMO | Enter Project-to-date Actual Spend | Monitor project performance via metrics | Pertinent project data captured and maintained in the application for trending and historical trends. | ||
| 5.16 | 1 | Project Assurance | Agency / EPMO | Enter Estimated Funds Needed To Complete Project | Monitor project performance via metrics | Pertinent project data captured and maintained in the application for trending and historical trends. | ||
| 5.17 | 1 | Project Assurance | Agency / EPMO | Enter Project Schedule SPI | Monitor project performance via metrics | Pertinent project data captured and maintained in the application for trending and historical trends. | ||
| 5.18 | 1 | Project Assurance | Agency / EPMO | Enter Percent Complete | Monitor project performance via metrics | Pertinent project data captured and maintained in the application for trending and historical trends. | ||
| 5.19 | 1 | Project Assurance | Agency / EPMO | Attach/Upload Project Schedule | Monitor project performance via metrics | Pertinent project data captured and maintained in the application for trending and historical trends. | mpp, .csv | |
| 5.2 | 1 | Project Assurance | Agency / EPMO | Enter Baseline Start | Monitor project performance via metrics | Pertinent project data captured and maintained in the application for trending and historical trends. | Are agencies using this today? | |
| 5.21 | 1 | Project Assurance | Agency / EPMO | Enter Actual Start | Monitor project performance via metrics | Pertinent project data captured and maintained in the application for trending and historical trends. | Are agencies using this today? | |
| 5.22 | 1 | Project Assurance | Agency / EPMO | Enter Baseline Finish | Monitor project performance via metrics | Pertinent project data captured and maintained in the application for trending and historical trends. | Are agencies using this today? | |
| 5.23 | 1 | Project Assurance | Agency / EPMO | Enter Actual Finish | Monitor project performance via metrics | Pertinent project data captured and maintained in the application for trending and historical trends. | Are agencies using this today? | |
| 5.24 | 1 | Project Assurance | Agency / EPMO | Enter Current Development Backlog | Monitor project performance via metrics | Pertinent project data captured and maintained in the application for trending and historical trends. | ||
| 5.25 | 1 | Project Assurance | Agency / EPMO | Attach or Upload Current Development Backlog | Monitor project performance via metrics | Pertinent project data captured and maintained in the application for trending and historical trends. | ||
| 5.26 | 1 | Project Assurance | Agency / EPMO | Enter, Attach or Extract | Monitor project performance via metrics | Pertinent project data captured and maintained in the application for trending and historical trends. | ||
| 5.27 | 1 | Project Assurance | Agency / EPMO | Enter project risks | Evaluate the impact of the risks | Pertinent project data captured and maintained in the application for trending and historical trends. | ||
| 5.28 | 1 | Project Assurance | Agency / EPMO | Attach project Risks | Evaluate the impact of the risks | Pertinent project data captured and maintained in the application for trending and historical trends. | ||
| 5.29 | 1 | Project Assurance | Agency / EPMO | Enter project Issues | Evaluate the impact of the issues | Pertinent project data captured and maintained in the application for trending and historical trends. | ||
| 5.3 | 1 | Y | Agency / GTA EPMO | All data entries are date stamped | Track changes over time | View month over month comparisons are visable | Possible System Requirement | |
| 5.32 | 2 | Project Assurance | Agency / GTA EPMO | Enter Status comments | To inform project manager or EPMO by entering specific comments about the project status and track and respond to comments | Ability to see comments, author and date / time entered | ||
| 5.33 | 1 | Project Assurance | Agency / EPMO | Attach project Issues | Evaluate the impact of the issues | Ability to enter and view Risks by: |
Risk identification, in the form of a risk name or identification number and date Risk description Risk category, Operations, Budget, Schedule, etc.
Risk likelihood Risk analysis Risk mitigation Risk priority Risk ownership Risk status, Open, In Progress, Closed
5.344 1 Project Assurance Agency / EPMO Evaluate the impact of the issues Issues are maintained in the system Issues by:
Issue Number Status Issue Description Category Priority Assigned to Raised by Open Date Closed Date Comments
5.35 3 Project Assurance Agency / GTA EPMO Enter change requests Monitor stakeholder approval and project impact (e.g. Scope, Schedule or Budget) for escalation. Ability to enter change requests and their status are displayed. Include a field for Submitted: The change has been submitted to be reviewed by approving parties.
Approved: The approvers have confirmed the change to be completed.
In Progress: The change required is in progress.
Pending Close: The change has been completed and is being communicated.
Closed: The change request is complete and all stakeholders have been notified.
5.36 3 Project Assurance Agency / GTA EPMO Edit any change requests Ability to access and modify change requests. Include a field for Submitted: The change has been submitted to be reviewed by approving parties.
Approved: The approvers have confirmed the change to be completed.
In Progress: The change required is in progress.
Pending Close: The change has been completed and is being communicated.
Closed: The change request is complete and all stakeholders have been notified.
| 5.37 | 1 | Y | Project Assurance | Agency Project Team | Input project information (assessments, questionnaires, ad hoc requests, etc.) | Obtain holistic project information | Agency resources can enter data directly or answer assessments to populate key fields. | |
| 5.38 | 1 | Y | Project Assurance | Agency / EPMO | Share and store project (assessments, questionnaires, ad hoc requests, etc.) data | So I can see KPI trends over time. Real-time reporting should enable us to customize, filter, and format reports and dashboards based on our most important criteria. | KPI trends are displayed over time. | Possible System Requirement |
| 5.39 | 1 | Project Assurance | Agency / EPMO | Have the application trigger alerts or warnings based on EPMO defined thresholds. (For example, SPI drops below .9, open risk past due date, actual project-to-date spend exceeds planned project-to-date spend.) | Can focus our attention on the most important tasks; spot issues early and course-correct by prioritizing important tasks. | Example: Risks due date is exceeded, SPI drops below .9, etc. | ||
| 5.4 | 1 | Y | Dashboards | GTA EPMO | Customize reports and dashboards so the software should be flexible in adapting to both our organization’s projects and processes as well as the agency's way of working. | Processes change and information displayed may require changes in the future. | Easy customization by EPMO to change reports and dashboards. | |
| 5.41 | 2 | Project Assurance | Agency / EPMO | Provide and receive feedback on project status | Have the ability to share updates, hold discussions, openly share feedback, and make topical announcements. EPMO can share files on the go, discuss roadblocks, give feedback via task comments, and get real-time notifications on project developments. | Chat-like feature to interact with agency resources. | ||
| 5.42 | 1 | Y | General | Agency / EPMO | Contact user support/help desk | Resolve application issues quickly. | Vendor has responsive help desk. | |
| 5.43 | 1 | Y | General | Agency / EPMO | Have the software designed to be easy to use | Get better user acceptance of and willingness to actively support and participate in using the application. | End-user buy-in. | |
| 5.44 | 1 | Y | General | GTA EPMO | Have a solution where it is easy to assign security access privileges and has existing security protocols (Access Controls/Permissions) | Restrict data by individual, role or agency | GTA admin function is easy to maintain. | |
| 5.45 | 1 | Y | Project Assurance | GEMS Administrator | Enter/Delete/Edit users (questionnaire recipients). Assumption is first and last name, role, agency, IV&V vendor name and email. | Populate application with users | GTA admin function is easy to maintain. | This may apply across the system |
| 5.46 | 1 | Y | Project Assurance | GTA EPMO | Enter/Delete/Edit agencies | Maintain a current inventory of state agencies using the application. | GTA admin function is easy to maintain. | |
| 5.47 | 1 | Project Assurance | GTA EPMO | Enter/Edit Agencies attending CPR, Date of CPR and overall status color rating | Track CPR attendance and health rating over time. | Display CPR attendance in calendar view with health status. | ||
| 5.48 | 1 | Y | Project Assurance | Agency / GTA EPMO | Enter/Edit project status: Active, On-hold, Testing, Complete, etc. | See current statuses and group by status. | Confirm status is displayed. | |
| 5.49 | 1 | Y | Dashboards | Agency / GTA EPMO | Choose what data to display by selecting a date picker (calendar with start/end select). Also need the ability to "freeze" data so changes can no longer be made. Month-end for CPR for example. | View project information by week, calendar month, ad hoc periods. | Different data is displayed based on schedule criteria selected. | |
| 5.5 | 1 | Y | Project Assurance | Agency / GTA EPMO | Insert a timestamp that indicates when the status was last updated. The "Status Updated" field isn't editable. | See when the last update was performed. | Timestamp updated whenever a change is saved. | |
| 5.51 | 1 | Project Assurance | Agency / GTA EPMO | Have the ability to copy all project properties in order to create a similar separate project that may have similar attributes. | Save time by reducing the time to create a new project | Copy a project with new name and verify content. | ||
| 5.52 | 1 | Agency / GTA EPMO | Must be able to add/edit the project Governor's Initiatives | Can change initiatives when Governor changes out | Can display on Dashboard | |||
| 5.53 | 1 | GEMS Administrator | Be able to edit/view active licenses | Know how many licenses are currently active | Ability to reassign licenses | |||
| 6 | 1 | General | Agency / EPMO | Add Governor's risks to a project | Compile data into a portfolio report | Verify that data has been updated | Could pull high risks into the Governor's Overview | |
| 6.1 | 1 | Y | General | Agency / EPMO | Add/update project data to the database | Compile data into a portfolio report | Verify that data has been updated | |
| 6.11 | 1 | General | Agency / EPMO | Run a project portfolio spreadsheet | Distribution via a subscription to an executive team member | Report is able to be filtered | May be an active project dashboard | |
| 6.12 | 1 | Y | General | GTA EPMO | Add new project to the database | Compile data into a portfolio report | Verify that data has been updated | |
| 7 | 1 | Y | Dashboards | Multi-Agency and/or Public | View total budget, by Project, by program, by type, and by Agency, for active and pipeline projects. | Get an overview of budget allocated per agency per project and number of projects under GTA oversight | View, sort, & drill on date ranges of all active projects by agency, duration and phase | |
| 7.1 | 1 | Dashboards | Multi-Agency and/or Public | View Project timeline with overall health KPI status for selected time interval | Get an overview of project timeline and overall progress of the project | Start date, end date, KPI color with the ability to filter based on dates selected | ||
| 7.11 | 1 | Dashboards | Multi-Agency and/or Public | View projects by phase and overall health status (Color) | Get an overall performance of that project | View, sort, & drill on date ranges of all active projects by agency, duration and phase | ||
| 7.12 | 1 | Dashboards | Multi-Agency and/or Public | View total budget vs. Actual spend by Project, by program, by type, and by Agency, for active and pipeline projects. | Get high level view of project’s financial performance and efficiency | View, sort, & drill on date ranges of all active projects by agency, duration and phase | ||
| 7.13 | 1 | Dashboards | Multi-Agency and/or Public | View all the KPI ratings evaluated by (IV&V and agencies), by project, program or agency | Get high level view of project and team performance | View, sort, & drill all active projects by agency | ||
| 7.15 | 1 | Dashboards | Multi-Agency and/or Public | View all the active and pipeline project details such as PM name, IV &V vendor, Implementation vendor etc. | Get the project details if needed | View, sort, & drill all active projects by agency | May be limited for the public view | |
| 7.16 | 1 | Dashboards | Multi-Agency and/or Public | View projects and pipeline that are cloud hosted | Get details about which cloud environment the application is hosted on | View, sort, & drill by agencies and cloud hosting environments and number of application on each cloud environment | ||
| 7.17 | 1 | Dashboards | Multi-Agency and/or Public | Access for public viewing | Enable the public to view project information (transparency) | Public can view project information | ||
| 7.18 | 1 | Dashboards | Multi-Agency and/or Public | Enter additional information for the Governors report | In order to have risks show in a dashboard | Governor's report will go away once the dashboard is set. | ||
| 7.19 | 1 | Y | Dashboards | Multi-Agency and/or Public | Be able to use a link to get to project documents | |||
| 7.2 | 1 | Y | Dashboards | GTA Administration | Set up notifications when certain fields change | Send emails to certain users regarding project updates | ||
| 7.21 | ||||||||
| 7.22 | 1 | Y | Dashboards | Agency / EPMO | Export project information (Excel, pdf, Word, csv) | Create dashboards and reports. | Users can extract data via multiple methods | |
| 7.23 | 1 | Y | Project Assurance | GTA EPMO | Group and sort projects by agency, type, program, vendor, etc. | View program/portfolio level performance | Sort, group projects by multiple methods. |
Phase 1 Requirements
| Story ID | Priority | System Wide (Y/N) | Lifecycle Phase | As a <type of user> | I want to <perform some task> | So that I can <achieve some goal> | Acceptance Criteria | Notes |
| 1 | 1 | Planning | Agency / GTA EPMO | Submit a new investment | I can get my procurement reviewed | Ability to obtain submission confirmation ID | Needs to automatically update the pipeline | |
| 1.1 | 1 | Pre-Procurement | Agency / GTA EPMO | Update an existing investment | I can add new or changed information | Ability to obtain update confirmation | Needs to automatically update the pipeline | |
| 2 | 1 | Planning | GTA Executive Director | View all technology investments in the state pipeline | Analyze trends and allocate resources | View, sort, & drill on date ranges of tech investments, by agency &/or program | ||
| 2.1 | 1 | Pre-procurement | GTA GETS | View all technology investments that involve cloud hosting | Analyze trends and allocate resources | View, sort, & drill on date ranges of tech investments that are cloud hosted | ||
| 2.11 | 1 | Pre-procurement | GTA EPMO | Assign reviewers to a business case review | Produce a DRAFT business case Review letter for approval by GTA CTO | Assign review resources & set a deadline for task completion | Currently tracked in the Pipeline Excel spreadsheet | |
| 2.12 | 1 | Pre-procurement | GTA EPMO | View all technology business cases in the state pipeline | Analyze trends and allocate resources | See business cases by reviewer & deadline for task completion | Currently tracked in the Pipeline Excel spreadsheet | |
| 2.13 | 1 | Pre-procurement | GTA EPMO | Assign reviewers to a procurement review | Produce DRAFT Procurement Review Letter for approval by GTA CTO | Assign review resource & set a deadline for task completion | Currently tracked in the Pipeline Excel spreadsheet | |
| 2.14 | 1 | Pre-procurement | GTA EPMO | View all procurement documents in the state pipeline | Analyze trends and allocate resources | See Procurements by reviewer & deadline for task completion | Currently tracked in the Pipeline Excel spreadsheet | |
| 2.15 | 1 | Pre-procurement | GTA EPMO | Notify submitter of the completed business case Review status | Provide business case review Letter notification so that it can be logged and sent to submitter | Finalize letter and send notification(s) | Currently tracked in the Pipeline Excel spreadsheet | |
| 2.16 | 1 | Planning | GTA CTO | View all business cases that need CTO approval | Analyze trends, allocate resources, review & approve review letters | View, sort, & drill on date ranges of tech investments. Provide approval & digital signature | Clarify whether CTO needs to sign off on business cases. Could be a workflow. | |
| 2.17 | 1 | Planning | GTA CTO | Approve submitted/updated procurement documents | Analyze trends, allocate resources, review & approve review letters | View, sort, & drill on date ranges of tech investments. Provide approval & digital signature | ||
| 2.18 | 1 | Planning | GTA CISO | View all technology investments in the state pipeline | Analyze trends and allocate I.S. resources | View, sort, & drill on date ranges of tech investments, by agency &/or program | Could be multiple employees | |
| 2.2 | 1 | Planning | DOAS Agency Sourcing | View all technology investments in the state pipeline | Analyze trends and allocate resources | View, sort, & drill on date ranges of tech investments, by agency &/or program | Could be multiple people | |
| 2.23 | 1 | Planning | OPB Leadership | View all technology investments in the state pipeline | Analyze trends and allocate resources | View, sort, & drill on date ranges of tech investments, by agency &/or program | ||
| 2.24 | 1 | Planning | Agency Business Owner | View all technology investments for a specific agency in the pipeline | Analyze trends and allocate resources | View, sort, & drill on date ranges of tech investments, by agency &/or program | ||
| 2.25 | 1 | Planning | SMO | View all technology investments for a specific agency in the pipeline | Analyze trends and allocate resources | View, sort, & drill on date ranges of tech investments, by agency &/or program | ||
| 5.4 | 1 | Y | Dashboards | GTA EPMO | Customize reports and dashboards so the software should be flexible in adapting to both our organization’s projects and processes as well as the agency's way of working. | Processes change and information displayed may require changes in the future. | Easy customization by EPMO to change reports and dashboards. | |
| 5.42 | 1 | Y | General | Agency / EPMO | Contact user support/help desk | Resolve application issues quickly. | Vendor has responsive help desk. | |
| 5.43 | 1 | Y | General | Agency / EPMO | Have the software designed to be easy to use | Get better user acceptance of and willingness to actively support and participate in using the application. | End-user buy-in. | |
| 5.44 | 1 | Y | General | GTA EPMO | Have a solution where it is easy to assign security access privileges and has existing security protocols (Access Controls/Permissions) | Restrict data by individual, role or agency | GTA admin function is easy to maintain. | |
| 5.49 | 1 | Y | Dashboards | Agency / GTA EPMO | Choose what data to display by selecting a date picker (calendar with start/end select). Also need the ability to "freeze" data so changes can no longer be made. Month-end for CPR for example. | View project information by week, calendar month, ad hoc periods. | Different data is displayed based on schedule criteria selected. | |
| 6 | 1 | General | Agency / EPMO | Add Governor's risks to a project | Compile data into a portfolio report | Verify that data has been updated | Could pull high risks into the Governor's Overview | |
| 6.1 | 1 | Y | General | Agency / EPMO | Add/update project data to the database | Compile data into a portfolio report | Verify that data has been updated | |
| 6.11 | 1 | General | Agency / EPMO | Run a project portfolio spreadsheet | Distribution via a subscription to an executive team member | Report is able to be filtered | May be an active project dashboard | |
| 6.12 | 1 | Y | General | GTA EPMO | Add new project to the database | Compile data into a portfolio report | Verify that data has been updated | |
| 7 | 1 | Y | Dashboards | Multi-Agency and/or Public | View total budget, by Project, by program, by type, and by Agency, for active and pipeline projects. | Get an overview of budget allocated per agency per project and number of projects under GTA oversight | View, sort, & drill on date ranges of all active projects by agency, duration and phase | |
| 7.1 | 1 | Dashboards | Multi-Agency and/or Public | View Project timeline with overall health KPI status for selected time interval | Get an overview of project timeline and overall progress of the project | Start date, end date, KPI color with the ability to filter based on dates selected | ||
| 7.11 | 1 | Dashboards | Multi-Agency and/or Public | View projects by phase and overall health status (Color) | Get an overall performance of that project | View, sort, & drill on date ranges of all active projects by agency, duration and phase | ||
| 7.12 | 1 | Dashboards | Multi-Agency and/or Public | View total budget vs. Actual spend by Project, by program, by type, and by Agency, for active and pipeline projects. | Get high level view of project’s financial performance and efficiency | View, sort, & drill on date ranges of all active projects by agency, duration and phase | ||
| 7.13 | 1 | Dashboards | Multi-Agency and/or Public | View all the KPI ratings evaluated by (IV&V and agencies), by project, program or agency | Get high level view of project and team performance | View, sort, & drill all active projects by agency | ||
| 7.15 | 1 | Dashboards | Multi-Agency and/or Public | View all the active and pipeline project details such as PM name, IV &V vendor, Implementation vendor etc. | Get the project details if needed | View, sort, & drill all active projects by agency | May be limited for the public view | |
| 7.16 | 1 | Dashboards | Multi-Agency and/or Public | View projects and pipeline that are cloud hosted | Get details about which cloud environment the application is hosted on | View, sort, & drill by agencies and cloud hosting environments and number of application on each cloud environment | ||
| 7.17 | 1 | Dashboards | Multi-Agency and/or Public | Access for public viewing | Enable the public to view project information (transparency) | Public can view project information | ||
| 7.18 | 1 | Dashboards | Multi-Agency and/or Public | Enter additional information for the Governors report | In order to have risks show in a dashboard | Governor's report will go away once the dashboard is set. | ||
| 7.19 | 1 | Y | Dashboards | Multi-Agency and/or Public | Be able to use a link to get to project documents | |||
| 7.2 | 1 | Y | Dashboards | GTA Administration | Set up notifications when certain fields change | Send emails to certain users regarding project updates | ||
| 7.22 | 1 | Y | Dashboards | Agency / EPMO | Export project information (Excel, pdf, Word, csv) | Create dashboards and reports. | Users can extract data via multiple methods | |
| 1.11 | 2 | Pre-Procurement | GTA EPMO | Retrieve Procurement Package | So I can upload them to Teams, GTA - Collaboration (or applicable document repository) | Ability to access files in designated location | ||
| 1.13 | 2 | Planning | Agency | Submit business case | Review observations and update recommendations provided by GTA review team before posting | Receipt of business case Review Letter and/or recommendations | Maybe multiple iterations, maybe a GTA EPMO template or APD | |
| 1.14 | 2 | Pre-procurement | Agency Procurement Officer | Update business case with new information for review | Obtain GTA review letter before sending to OPB with budget request | Obtain business case Review Letter and/or recommendations | ||
| 1.15 | 2 | Pre-Procurement | GTA EPMO | Retrieve business case | So I can upload them to Teams, GTA - Collaboration (or applicable document repository) | Ability to access files in designated location | ||
| 1.16 | 2 | Planning | Agency Procurement Officer | Submit Procurement Package | Review observations and update recommendations provided by GTA review team before posting | Obtain Procurement Review Letter and/or recommendations | May be multiple iterations | |
| 1.17 | 2 | Pre-procurement | Agency Procurement Officer | Update new versions of procurement documents for review | Review observations and update recommendations provided by GTA review team before posting | Obtain Updated Procurement Review Letter and/or updated recommendations | May be multiple iterations | |
| 1.18 | 2 | Planning | Agency | Submit IT Temporary Staffing Approval Request form for review | Review Terms & Conditions and Deliverables to receive GTA review & approval | Obtain Updated Procurement Review Letter and/or updated recommendations | ||
| 1.12 | 3 | Planning | Agency Project Manager | Complete an agency Exemption Request | Obtain approval for a requested exemption from state policy | Ability to obtain Exemption form & submit for review & approval | This may not be needed | |
| 1.19 | 3 | Planning | Agency Procurement Officer | Submit Sole Source for review | Review Terms & Conditions and Deliverables to receive GTA review & approval | Obtain Updated Procurement Review Letter and/or updated recommendations | ||
| 2.19 | 3 | Pre-procurement | Agency Project Manager | Facilitate completion of an agency Exemption Request | Obtain approval for a requested exemption from state policy | Obtain Exemption form & submit for review & approval | May not be needed | |
| 2.21 | 3 | Planning | Vendor Project Manager | View all technology investments in the state pipeline | Analyze trends and allocate resources | View, sort, & drill on date ranges of tech investments, by agency &/or program | Clarify the process to mandate that vendors use a state email address | |
| 2.22 | 3 | Planning | GTA EGAP | View/Approve all agency Exemption Requests in the state pipeline | Analyze trends and allocate resources | View, sort, & drill on date ranges of agency Exemption Requests, by agency &/or program | May not be needed |
Phase Descriptions
| Name | Description (include triggers, etc.) |
| Planning | From conception of idea for a project to inception |
| Pre-procurement | Receive Business Case and Procurement Documents |
| Procurement | Procurement posted, State-wide contact, or Staff Augmentation |
| Awarded | Supplier awarded contract |
| Project Assurance | Covers Project Oversight, CPR, and IVV services |
| Project Start | When project moves from Pipeline to Active |
| Dashboards | Stakeholder views of the data, includes printable reports and exports |
| General | Anything not fitting within the current EPIC identifications |
| Current GEMS | Currently a function in GEMS |
| Document Repository | Archive and current data and files |
| Project Assurance Planning | Planning activities regarding PA |
| Project Assurance CPR | Project assurance activities with regards to CPR activities |
| Project Assurance IVV | Project assurance activities with regards to IVV vendors |
Other files
| File | Type | Posted |
|---|---|---|
| RFI Completion | — | |
| GEMS 2.0 Addendum 1 | — | |
| GEMS 2.0 Supplier Q&A | — | |
| GEMS 2.0 Scope of Work | — | |
| GEMS 2.0 | — |
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