Project Management
The Florida PALM Project (Project) utilizes a robust Project Management Strategy in accordance with Florida Law. The Project employs a set of defined and repeatable project management processes to meet its cost, schedule, scope, and quality objectives. Project Management responsibilities for the Project are handled by the Project Management Office (PMO) Project Track.
Project Open Risks
The Project actively identifies and manages potential events that can adversely affect the Project’s ability to achieve its stated goals or objectives. The Project employs mitigation strategies to avoid Risks becoming Issues. Identification, tracking, and remediation of Risks is crucial to the Project’s success. Below, you will find the current list of Project Risks with a corresponding publish date. The list will be updated as Risks close or new Risks are identified.
Florida PALM Open Risks Log - 10/15/2024
Proviso
The Florida Legislature approves an annual General Appropriations Act (GAA). The GAA provides the budgetary outlay for the Project and describes criteria for the release of Project funds. View current and historical GAAs, including Proviso, and related Implementing Bills.
Contracts
The Florida PALM Project contracts with several vendors for software and services. View the procured contracts that support the planning and implementation of Florida PALM.
FLAIR Study
The Florida Accounting Information Resource subsystem (FLAIR) has been performing the state’s accounting and payroll functions for more than 30 years. During that time the State has made numerous modifications to FLAIR and developed additional resources to provide functions that FLAIR was never designed to provide, or simply could not.
In 2013, the Florida Legislature, through the 2013 General Appropriations Act (GAA) authorized the Department of Financial Services (DFS) to complete a study to:
- Prepare an inventory of all agency systems interfacing with FLAIR
- Assess the advantages and disadvantages of:
- Enhancing FLAIR (Option 1)
- Replacing FLAIR (Option 2)
- Replacing FLAIR and CMS (Option 3)
- Replacing FLAIR, CMS, MFMP and People First with a statewide ERP solution (Option 4)
- Assess the feasibility of implementing an Enterprise Resource Planning (ERP) system for the State of Florida
- Identify any specific changes needed in the Florida Statutes and the state’s financial business practices to facilitate the recommended option
- Prepare a Final Report that adheres to the requirements set forth in the 2013 GAA Proviso and section 287.0571(4), F.S.
This study, known as the FLAIR Study, provided the initial guidance for planning the Florida PALM Project (Project) and has continued to be a source of information to the Project.
FLAIR Study deliverables include:
- FLAIR Study Report
- FLAIR Study Cost Model
- Agency Business System Inventory Analysis
- Inventory of Agency Systems Interfacing with FLAIR
FLAIR Study References:
Business Case for Maintaining Agency Business Systems
In accordance with Proviso language in section 2317A of the 2016 General Appropriations Act (GAA), the Department of Financial Services (DFS) contracted with a third party consulting firm to complete the business case for maintaining any of the agency business systems identified in Attachment 2 of the March 31, 2014, Florida Department of Financial Services FLAIR Study, version 031, after the Florida Accounting Information Resource (FLAIR) subsystem and the Cash Management Subsystem (CMS) are replaced. Upon completion, the business case was submitted on November 1, 2016 to the Executive Office of the Governor, the President of the Senate, and the Speaker of the House of Representatives per Proviso.
At a minimum, the business case shall include:
- A detailed description of the functionality provided by the agency business system;
- Confirmation that the agency business system’s functionality is not planned to be included in the replacement of the FLAIR subsystem and CMS; and
- Documentation including federal and state law, rule, or policy, which validates that the agency is required to maintain the functionality currently provided by the agency business system instead of modifying its business processes.
Finalized Business Case Documents
- Business Case for Maintaining Agency Business Systems
- Business Case Updated Attachment 2
- Business Case for Maintaining Agency Business Systems Briefing