ACME COMPANY

Enrollment & Claims
Platform Modernization

Monthly Program Update — Steering Committee

15 January 2027 Presented by C. Tyrrell, Program Manager

1

☰

Agenda

What We'll Cover Today

✓

Executive Summary

Overall program health and key message

✓

Decision Requested

One item for Steering Committee approval

✓

Schedule & Milestones

Phase progress and the road ahead

✓

Budget & Financials

Spend, forecast, and variance

✓

Risks, Issues & Quality

What's on watch and how we're tracking

✓

Resources & Change Control

Team status and governance activity

Enrollment & Claims Platform Modernization · ACME Company

2

🎯

Executive Summary

Program Health at a Glance

YELLOW

Data Conversion & Integration Build phases now underway. Program has completed Initiation, Requirements & Vendor Selection, and System Upgrade Validation. A high-severity data quality risk in the historical claims data (R-001) could extend the Data Conversion timeline if root-cause cleansing proves insufficient. Get-to-Green plan: complete data profiling ahead of schedule and hold a third Dry Run cycle in reserve. No milestone changes are being proposed this period.

37%

Schedule Complete

43%

Budget Spent

+2.1%

Forecast Variance

1

High-Severity Risk

Next Milestone: Data Conversion Sign-off — 16 March 2027

3

🤝

Decision Requested

Pre-approve contingency utilization of up to $150,000 for a third Data Conversion Dry Run cycle, should root-cause cleansing of historical claims data (R-001) prove insufficient ahead of the scheduled Dry Run 2.

WHY THIS MATTERS

✓

Protects the Data Conversion Sign-off milestone (16 Mar 2027)

✓

Contingency Reserve currently has $0.58M of $0.642M available — sufficient capacity

✓

No schedule impact if approved and invoked promptly; avoided cost if not needed

RECOMMENDATION: Approve

4

📅

Schedule

Program Timeline & Milestones

Project Kickoff

04 Aug 26

Requirements & Vendor Selection

03 Nov 26

System Upgrade Validated

05 Jan 27

Data Conversion Sign-off

16 Mar 27

Integration Build Complete

11 May 27

Testing / UAT Sign-off

10 Aug 27

Go-Live

24 Aug 27

Where We Are

The program has passed three consecutive gate milestones on schedule. Data Conversion and Integration Build are now running in parallel — the program's most execution-intensive stretch — with Testing entrance criteria being prepared alongside. The next gate, Data Conversion Sign-off, is 60 calendar days out.

5

📈

Schedule

Progress by Phase

1. Initiation & Requirements

100

2. System Upgrade

100

3. Data Conversion

16

4. Integration Build (Agile)

9

5. Testing (Functional-UAT)

5

6. Cutover & Hypercare

0

7. Change Mgmt & Training

37

8. Program Governance & Risk

42

KEY TAKEAWAY

Phases 1 & 2 are fully closed. Phases 3 & 4 have just opened and will ramp quickly over the coming weeks. Change Management and Governance run continuously in parallel across the whole program.

37%

OVERALL SCHEDULE COMPLETE

6

✓

Progress

Key Accomplishments This Period

✓

Staging security finding remediated

External penetration test flagged an outdated TLS configuration; patched and re-scanned clean.

M. Alvarez

✓

System Upgrade Validated milestone achieved

Phase 2 formally closed on schedule (05 Jan 2027), clearing the path for Conversion and Build.

M. Alvarez

✓

Data Conversion & Integration Build phases opened

Both workstreams entered execution in parallel this period.

T. McCormick / C. Tyrrell

✓

Architecture continuity established

Decision log created to cross-train the Business Analyst on architecture rationale.

J. Albert

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🏁

Look Ahead

Planned for Next Period

🕑

Begin Data Conversion mapping

Member/policy data mapping kickoff

T. McCormick

🕑

Begin Integration Build Sprint 1

Across all six integration tracks

6 Track Developers

🕑

Finalize offshore/onshore QA handoff

Awaiting onshore Test Lead sign-off

P. Sundaram / R. Whitfield

🕑

Monitor vendor SOW negotiation

Status: At Risk — contract in progress

W. Donnelly

Next Steering Committee gate: Data Conversion Sign-off review — 16 March 2027

8

💰

Financials

Budget & Financial Status

$7.062M

TOTAL BUDGET

Platform Upgrade

Integration Mid.

Internal Labor

QA Labor

Dev. Labor

Infrastructure

Training/Change

Contingency

$3.05M

Spent to Date (43%)

$7.21M

Forecast at Completion

+2.1%

Variance to Baseline

$0.58M

Contingency Remaining

Full variance is attributed to Internal Labor, reflecting Data Conversion Lead time held in reserve against R-001.

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⚠

Risks & Issues

Top Risks Requiring Attention

R-001

Historical claims data quality issues

Early profiling & automated cleansing rules underway ahead of Dry Run 2

Score 9 · High/High

Owner: T. McCormick

R-003

Vendor SOW negotiation delay

Backup vendor pre-qualified as contingency

Score 6 · Medium/High

Owner: W. Donnelly

R-002

Offshore/onshore QA coordination gaps

Daily overlap-hour standup in place

Score 4 · Medium/Medium

Owner: R. Whitfield

DEP-003

Platform vendor SOW must finalize before Environment Provisioning

Contract negotiation in progress

At Risk

Owner: W. Donnelly

10

🛡

Quality

Quality & KPI Dashboard

Metric	Target	Current Status
Schedule Performance Index (SPI)	≥ 0.95	On Track
Cost Performance Index (CPI)	≥ 0.95	On Track
Data Conversion Accuracy	≥ 99.5% record match	Not Yet Measurable — Dry Run 1 Pending
Critical/High Defect Escape Rate to UAT	≤ 5%	Not Yet Measurable — Build In Progress
Security Findings (Critical/High) at Go-Live	0	On Track — Staging Finding Remediated
Training Completion Rate	≥ 95% prior to Go-Live	Not Started — Scheduled Later Phases
Hypercare Severity-1 Incidents	≤ 2	Not Yet Applicable

11

👥

Team

Resource & Team Status

C. Tyrrell (PM)

100

J. Albert (Architect)

90

T. McCormick (Data Conv.)

100

M. Alvarez (Sys. Upgrade)

70

R. Whitfield (QA-Onshore)

65

P. Sundaram (QA-Offshore)

50

6 Integration Developers

80

Program team stands at 20 named resources across Program Management, Architecture, Data Conversion, System Upgrade, QA (onshore/offshore), six Integration Development tracks, Compliance/Audit, Procurement, Governance, Change Management, Training, and Customer Experience.

12

🔄

Governance

Change Control Summary

10/10

CHANGE REQUESTS
IMPLEMENTED

✓

Security, Performance & DR Testing added

Steering Committee approved — Testing phase scope

✓

SOX Control Impact Assessment & Compliance Testing

Steering Committee approved — updated WBS, PM Plan, RAIDD Log, Resource Register

✓

Offshore QA Coordination role & dual-shore model

PM-approved — added capacity ahead of Build ramp-up

All change requests to date have followed the program's tiered governance model (PM / PMO / Steering Committee) and are fully reflected in the WBS, PM Plan, RAIDD Log, and Resource Register.

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📋

Appendix

Steering Committee Roster

Name	Role	Voting
G. Whitfield	Executive Sponsor (VP of Operations)	Yes
A. Marchetti	CIO / VP of Information Technology	Yes
R. Castellano	VP, Underwriting	Yes
J. Boudreaux	VP, Claims Administration	Yes
S. Whitcombe	VP, Finance	Yes
N. Sharma	Chief Compliance Officer / General Counsel	Yes
S. Ryan	Director, PMO	Yes
C. Tyrrell	Program Manager (briefs the committee)	No

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Questions & Discussion

C. Tyrrell, Program Manager