EDR in the News
EDR’s First Year is a Success!
We successfully completed the first year of the 66-month EDR Project and are on target to exceed our projected revenue of $65 million. We accomplished this through early initiatives designed to increase efficiencies and effectiveness in our compliance programs.
We attribute our success during this first year to many key elements which are present in most successful projects:
- Extensive Planning
- Clear Scope
- Realistic Budget
- Effective Schedule Management
- Strong Focus on Organizational Change Management
We believe the EDR Project will give us the opportunity to provide better service, reduce taxpayer burden, and make significant progress toward reducing the Tax Gap. Overall, the project goals align with our organizational goals.
We strategically planned the project for a few years prior to kick off. We understand that a critical component to a successful large project includes identifying and resolving well-defined business problems. We began this effort with a business problem analysis study before the feasibility study report to ensure we had measurable, clearly-defined business objectives that would help close the tax gap, and address our system limitations.
We often hear about other large IT projects that fail. Many fail because they assumed too much risk, did not have well-defined business problems that everyone understood, and/or did not use a contract model that effectively aligned the goals of the State and Solution Provider.
We believe the EDR Project will continue to succeed because:
- The EDR Project modernizes our systems and processes. It does not include a full system replacement.
- The EDR Project uses a phasing strategy for the roll-out of all new solution components. The phasing strategy is designed to slowly implement the components in steps, with each step building on the previous steps.
- The EDR Project uses a benefits based payment model. This means that payments to the contractor are based on the benefits that the state receives. If the state does not receive benefits, the contractor does not receive payments.
We implemented an Organizational Change Management Program to obtain critical stakeholder buy-in to support the success of the EDR Project.