Workday "1 Washington" update: transformation layer nearing completion, testing and agency readiness spotlighted
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Summary
Program leaders told the Technology Services Board that the 1 Washington Workday effort has a strengthened governance and testing approach; the transformation layer is roughly 70% complete with early performance validation and a targeted early‑to‑mid‑May delivery, while agency readiness and funding remain key near‑term risks.
State and vendor representatives updated the Technology Services Board on the 1 Washington enterprise Workday program, saying structural decisions and new governance have produced a stronger execution framework but that agency readiness, testing and funding remain near‑term concerns.
Kathleen (WATEC oversight) said the program's health indicators remain red but the trajectory is positive since a reboot and leadership changes in December; she said a PMO schedule baseline and a disciplined testing strategy are essential for success. Program staff reported the transformation layer's build is about 70% complete and that early performance validation is under way.
Melissa Lassoux, the program's recently hired executive program director, emphasized three early priorities: building a dedicated team, setting a sustainable pace for a multiyear program and ensuring agency readiness before broad rollouts. Deloitte executive sponsor Walt Sowell said Deloitte is now embedded in every workstream, helping refine schedules, testing and technical rearchitecture.
Board members and program staff discussed incremental delivery of capabilities — for example, implementing intelligent document processing as a targeted capability rather than a single, large procurement — and how that approach can create early wins while allowing phased decommissioning of legacy systems.
Program leaders cautioned that testing and agency‑level validation will likely reveal remediation gaps that could affect schedules. They said they are limiting change requests to items critical for go‑live and working with the Office of Financial Management and the governor's office through a steering committee to manage resources and priorities.