eelleeccttrroonniicc ggrraanntt … egmps/nmdot eg… · electronic grant management and...

EELLEECCTTRROONNIICC GGRRAANNTT

MMAANNAAGGEEMMEENNTT AANNDD

PPEERRFFOORRMMAANNCCEE SSYYSSTTEEMM ((EEGGMMPPSS))

PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT PPLLAANN

((PPMMPP))

EXECUTIVE SPONSOR – [FRANK SHARPLESS, TRANSIT AND RAIL DIVISION

DIRECTOR]

BUSINESS OWNER - [DAVE HARRIS, TRANSIT AND RAIL DIVISION, TRANSIT

MANAGER]

PROJECT MANAGER – [DELILAH GARCIA, TRANSIT AND RAIL DIVISION AND JO

GIRARD, INFORMATION TECHNOLOGY]

ORIGINAL PLAN DATE: [JULY 6, 2016]

REVISION DATE: [N/A]

REVISION: [1.0]

ELECTRONIC GRANT MANAGEMENT AND PERFORMANCE SYSTEM (EGMPS)

REVISION: 1.0 DOIT-PMO-TEM-020 i OF vi

REVISION HISTORY ................................................................................................................................................ IV

PREPARING THE PROJECT MANAGEMENT PLAN ................................................................................................... IV

ABOUT THIS DOCUMENT ...................................................................................................................................... IV

PROJECT OVERSIGHT PROCESS MEMORANDUM – DOIT, JULY 2007 ...................................................................................... IV

1.0 PROJECT OVERVIEW ......................................................................................................................................... 1

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT ...................................................................................................... 1 1.2 FUNDING AND SOURCES ............................................................................................................................................. 2 1.3 CONSTRAINTS .......................................................................................................................................................... 2 1.4 DEPENDENCIES ......................................................................................................................................................... 2 1.5 ASSUMPTIONS ..................................................................................................................................................... 3 1.6 INITIAL PROJECT RISKS IDENTIFIED .............................................................................................................................. 3

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE .............................................................................. 4

2.1 STAKEHOLDERS ........................................................................................................................................................ 4 2.2 PROJECT GOVERNANCE STRUCTURE ............................................................................................................................. 4

2.2.1 Describe the organizational structure – Org Chart ..................................................................................... 4

............................................................................................................................................................................. 5 2.2.2 Describe the role and members of the project steering committee ............................................................ 5 2.2.3 Organizational Boundaries, interfaces and responsibilities ........................................................................ 6 Panther International will configure and implement a Web-based Electronics Grants Management and Performance System (eGMPS) using its commercial off-the-shelf software (COTS) software, trademarked as


REVISION: 1.0 DOIT-PMO-TEM-020 ii OF vi

BlackCat Grant Management System. The eGMPS will allow the NMDOT staff to plan, evaluate, and administer up to 150 users which will include sub-grantees of the Federal Transit Administration grants and the NMDOT’s Transit and Rail Division staff. ....................................................................................................... 6

2.3 EXECUTIVE REPORTING .............................................................................................................................................. 6

3.0 SCOPE .............................................................................................................................................................. 6

3.1 PROJECT OBJECTIVES ................................................................................................................................................ 6 3.1.1 Business Objectives ..................................................................................................................................... 6 3.1.2 Technical Objectives .................................................................................................................................... 7

3.2 PROJECT EXCLUSIONS ................................................................................................................................................ 7 3.3 CRITICAL SUCCESS FACTORS ....................................................................................................................................... 7

4.0 PROJECT DELIVERABLES AND METHODOLOGY ................................................................................................. 7

4.1 PROJECT MANAGEMENT LIFE CYCLE ............................................................................................................................ 8 4.1.1 Project Management Deliverables .............................................................................................................. 9 4.1.2 Deliverable Approval Authority Designations ........................................................................................... 13 4.1.3 Deliverable Acceptance Procedure ............................................................................................................ 14

4.2 PRODUCT LIFE CYCLE ......................................................................................................................................... 14 4.2.1 Technical Strategy ..................................................................................................................................... 15 4.2.2 Product and Product Development Deliverables ....................................................................................... 16 4.2.3 Deliverable Approval Authority Designations ........................................................................................... 16 4.2.4 Deliverable Acceptance Procedure ............................................................................................................ 16

5.0 PROJECT WORK .............................................................................................................................................. 17

5.1 WORK BREAKDOWN STRUCTURE (WBS) .................................................................................................................... 17 5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE ................................................................................................................ 17 5.3 PROJECT BUDGET ................................................................................................................................................... 18 5.4 PROJECT TEAM ...................................................................................................................................................... 19

5.4.1 Project Team Organizational Structure ..................................................................................................... 19 5.4.2 Project Team Roles and Responsibilities ................................................................................................... 19

5.5 STAFF PLANNING AND RESOURCE ACQUISITION.................................................................................................. 20 5.5.1 Project Staff ............................................................................................................................................... 20

5.6 PROJECT LOGISTICS ........................................................................................................................................... 22 5.6.1 Project Team Training ............................................................................................................................... 22 5.6.1 Resource .................................................................................................................................................... 22

6.0 PROJECT MANAGEMENT AND CONTROLS ...................................................................................................... 22

6.1 RISK AND ISSUE MANAGEMENT ................................................................................................................................. 22 6.1.6 ISSUE MANAGEMENT ................................................................................................................................ 23

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V ............................................................................................. 24 6.3 SCOPE MANAGEMENT PLAN .................................................................................................................................... 24

6.3.1 Change Control .......................................................................................................................................... 24 6.4 PROJECT BUDGET MANAGEMENT.............................................................................................................................. 25 6.5 COMMUNICATION PLAN .......................................................................................................................................... 25 6.7 QUALITY OBJECTIVES AND CONTROL ................................................................................................................ 26

6.7.2 Project and Product Review AND ASSESSMENTS ...................................................................................... 27 6.7.3 Agency/Customer Satisfaction .................................................................................................................. 27 6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS ....................................................................................... 27

6.8 CONFIGURATION MANAGEMENT ..................................................................................................................... 27 6.8.2 Project Repository (Project Library) ........................................................................................................... 27

6.9 PROCUREMENT MANAGEMENT PLAN .............................................................................................................. 27


REVISION: 1.0 DOIT-PMO-TEM-020 iii OF vi

7. 0 PROJECT CLOSE ............................................................................................................................................. 28

7.1 ADMINISTRATIVE CLOSE .......................................................................................................................................... 28 7.2 CONTRACT CLOSE ................................................................................................................................................... 28


REVISION: 1.0 DOIT-PMO-TEM-020 iv OF vi

RREEVVIISSIIOONN HHIISSTTOORRYY

RREEVVIISSIIOONN NNUUMMBBEERR DDAATTEE CCOOMMMMEENNTT

1.0 July 2016 Baseline

2.0

2.1

2.2

PPRREEPPAARRIINNGG TTHHEE PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT PPLLAANN

The workbook for preparation of the Project Management Plan is built around helping the project

manager and the project team to use the Project Management Plan in support of successful

projects. Please refer to it while developing this PMP for your project.

AABBOOUUTT TTHHIISS DDOOCCUUMMEENNTT

PPrroojjeecctt OOvveerrssiigghhtt PPrroocceessss MMeemmoorraanndduumm –– DDooIITT,, JJuullyy 22000077

“Project management plan” is a formal document approved by the executive sponsor and the

Department and developed in the plan phase used to manage project execution, control, and

project close.

The primary uses of the project plan are to document planning assumptions and decisions,

facilitate communication among stakeholders, and documents approved scope, cost and

schedule baselines.

A project plan includes at least other plans for issue escalation, change control,

communications, deliverable review and acceptance, staff acquisition, and risk management.

“Project manager” means a qualified person from the lead agency responsible for all aspects

of the project over the entire project management lifecycle (initiate, plan, execute, control,

close). The project manager must be familiar with project scope and objectives, as well as

effectively coordinate the activities of the team. In addition, the project manager is

responsible for developing the project plan and project schedule with the project team to

ensure timely completion of the project. The project manager interfaces with all areas

affected by the project including end users, distributors, and vendors. The project manager

ensures adherence to the best practices and standards of the Department.


REVISION: 1.0 DOIT-PMO-TEM-020 v OF vi

Project product” means the final project deliverables as defined in the project plan meeting all

agreed and approved acceptance criteria.

“Product development life cycle” is a series of sequential, non-overlapping phases comprised

of iterative disciplines such as requirements, analysis and design, implementation, test and

deployment implemented to build a product or develop a service.


PAGE | 1

11..00 PPRROOJJEECCTT OOVVEERRVVIIEEWW

A grants management system specifically designed for subrecipients of Federal Transit

Administration (FTA) grant programs will allow users to leverage current and historical data, as

well as improve processes related to grant making, project management, performance measures,

financial tracking, and data analysis.

The Transit and Rail Division currently utilizes a spreadsheet to collect critical data and invoice

all subrecipients in lieu of a grants management system since the deactivation of the prior web-

based system in June of 2012.

The Transit and Rail Division has reviewed their options of what a “grants management system”

should look like and is taking a pro-active approach to implement a system that is able to

accommodate NMDOT, federal and sub-grantee requirements, reduce the risk of errors and

increase the effectiveness of state and federal requirements.

Panther International, the selected vendor, has successfully implemented grant management

systems to 11 state transit offices across the country, which has allowed them to develop a

detailed understanding of the unique needs and challenges faced by state transit offices, as well

as both current and emerging FTA requirements.

11..11 EEXXEECCUUTTIIVVEE SSUUMMMMAARRYY-- RRAATTIIOONNAALLEE FFOORR TTHHEE PPRROOJJEECCTT

The New Mexico Department of Transportation’s (NMDOT) Transit and Rail Division

administers over $30 million annually in transit grants from the FTA throughout the State. The

NMDOT provides federal and state regulatory oversight and compliance of rural transit systems.

Federal transit grants are provided for capital, operations, and administration of rural transit

systems, and performance measures are monitored. Under Moving Ahead for Progress in the

21st Century (MAP-21) and Fixing America's Surface Transportation (FAST) Act the federal

transportation funding legislation, a federal requirement for receiving these funds is to collect

and analyze performance data as per the National Transit Database (NTD), as well as await

further federal guidance on additional reporting requirements related to safety and asset

management to ensure activities are data-driven and performance based.

The Electronic Grant Management and Performance System (eGMPS) will replace a prior, non-

active, on-line reporting and invoicing system, and shall include the applications and services

required to support the Transit and Rail Division’s statewide federal transit grant programs and

activities. eGMPS shall develop reports that are consistent with FTA reporting systems and

programs, and must have a capacity of 150 concurrent users including sub-grantees and the

NMDOT Transit and Rail Division’s staff. Information on the existing transit systems is

available at: http://dot.state.nm.us/content/dam/nmdot/Transit_Rail/TransitandRailDivisionLegPacket2016.pdf. eGMPS will

satisfy a new requirement for transit asset management by FTA, as well as a new reporting

requirement to promote accountability. FTA’s goal of improved transit asset management is to

implement a strategic approach for assessing needs and prioritizing investments for bringing the

nation’s public transit systems into a state of good repair under 49 U.S.C. Section 5326 / MAP-

21 Section 20019.

http://dot.state.nm.us/content/dam/nmdot/Transit_Rail/TransitandRailDivisionLegPacket2016.pdf


PAGE | 2

11..22 FFUUNNDDIINNGG AANNDD SSOOUURRCCEESS

SSoouurrccee FFYY1177 AAssssoocciiaatteedd

rreessttrriiccttiioonnss AApppprroovveerr FFYY1188 FFYY1199 FFYY2200 TToottaall

NMDOT/Federal

Transit

Administration

Section 5309 funds

$68,000 N/A Dave Harris $20,000 $20,000 $10,000 $118,000

NMDOT State Road

Fund $19,000 N/A Dave Harris $5,000 $5,000 $7,000 $36,000

NMDOT/Federal

Transit

Administration

Section 5311

$74,432.61 N/A Dave Harris $136,433 $136,433 $144,432 $491,731.61

NMDOT/Federal

Transit

Administration

Section 5311 (For

IV&V)

$19,244.39 N/A Dave Harris $19,244.39

NMDOT/Federal

Transit

Administration

Section 5309 (For

IV&V)

$10,000 $10,000

TOTAL $190,677 $161,433 $161,433 $161,432 $674,975

11..33 CCOONNSSTTRRAAIINNTTSS

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN

1 Federal Transit Administration requirements

2 Adequate resources

3 State requirements for oversight and project delays

4 Timing to process contracts

11..44 DDEEPPEENNDDEENNCCIIEESS

Types include the following and should be associated with each dependency listed.

Mandatory dependencies are dependencies that are inherent to the work being done.

D- Discretionary dependencies are dependencies defined by the project management team. This may also

encompass particular approaches because a specific sequence of activities is preferred, but not mandatory

in the project life cycle.

E-External dependencies are dependencies that involve a relationship between project activities and non-

project activities such as purchasing/procurement


PAGE | 3

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN TTYYPPEE MM,,DD,,EE

1. Vendor on-going software support M

2. NMDOT business process M

3. Project Certification Committee approval M

4. Contract approvals and purchases E

5. Data migration D

6. Design and infrastructure dependencies M

7. Application environment creation E

8. Software management E

11..55 AASSSSUUMMPPTTIIOONNSS


1. Vendor will honor contractual obligations

2. Adequate budget is available

3. Adequate staffing levels with proper skill sets necessary to ensure the system will

perform at level expected.

4. Staff is trained properly on the operation of the system to ensure continued

success of the program.

5. Vendor will continue to support software and release upgrades/patches on a

regular basis.

6. Business requirements will have minimal change over the life cycle of the

project.

11..66 IINNIITTIIAALL PPRROOJJEECCTT RRIISSKKSS IIDDEENNTTIIFFIIEEDD

Staff Turnover

Probability Very Low Impact LOW

Mitigation Strategy: Hire and train new NMDOT employees

Contingency Plan: Hire a third party contractor to complete the

work

Contractor declares Probability Low Impact HIGH


PAGE | 4

bankruptcy Mitigation Strategy: Software Source Code to be kept by an

escrow agent with NMDOT as the authorized recipient of this

Source Code

Contingency Plan: Monthly data transfer

Contractor Resources

Probability Low Impact MEDIUM

Mitigation Strategy: Contractor to add additional resources to

the project

Contingency Plan: Contractor to hire additional staff to

complete the project

22..00 PPRROOJJEECCTT AAUUTTHHOORRIITTYY AANNDD OORRGGAANNIIZZAATTIIOONNAALL

SSTTRRUUCCTTUURREE

22..11 SSTTAAKKEEHHOOLLDDEERRSS

NNAAMMEE SSTTAAKKEE IINN PPRROOJJEECCTT OORRGGAANNIIZZAATTIIOONN TTIITTLLEE

Frank Sharpless Project Sponsor NMDOT Division Director

Dave Harris Program

administrative

responsibility

NMDOT Transit and Rail Division,

Transit Manager

Delilah Garcia Project management NMDOT Transit and Rail Division,

Project Manager

Joann Girard IT project

management

NMDOT IT Project Manager

22..22 PPRROOJJEECCTT GGOOVVEERRNNAANNCCEE SSTTRRUUCCTTUURREE

22..22..11 DDEESSCCRRIIBBEE TTHHEE OORRGGAANNIIZZAATTIIOONNAALL SSTTRRUUCCTTUURREE –– OORRGG CCHHAARRTT


PAGE | 5

22..22..22 DDEESSCCRRIIBBEE TTHHEE RROOLLEE AANNDD MMEEMMBBEERRSS OOFF TTHHEE PPRROOJJEECCTT SSTTEEEERRIINNGG CCOOMMMMIITTTTEEEE

RROOLLEE RREESSPPOONNSSIIBBIILLIITTYY NNAAMMEE FFUUNNCCTTIIOONNAALL AARREEAA

Transit Manager Oversight of Project Dave Harris Transit and Rail Division

CIO Project Certification Eric Roybal Information Technology (IT)

Project Manager Oversight of Project

Deliverables

Delilah Garcia Transit and Rail Division

IT Project

Manager

Oversight of IT Project

Deliverables

Jo Girard Information Technology

User Testing Develop User

Acceptance Testing

T&R Staff and

Subgrantees

Transit and Rail Division

Project Director

Dave Harris

Project Team Members

5 program managers

and test subgrantees

Technical Review

DoIT / NMDOT Tech Staff

Project Managers

Delilah Garcia/Joann

Girard

Executive Steering

Committee

Frank Sharpless

Business Operations Review Team

Grantee’s agency coordinator Staff

TSD Program Management Staff

Planning and TSD Finance Staff


PAGE | 6

22..22..33 OORRGGAANNIIZZAATTIIOONNAALL BBOOUUNNDDAARRIIEESS,, IINNTTEERRFFAACCEESS AANNDD RREESSPPOONNSSIIBBIILLIITTIIEESS

Panther International will configure and implement a Web-based Electronics Grants

Management and Performance System (eGMPS) using its commercial off-the-shelf software

(COTS) software, trademarked as BlackCat Grant Management System. The eGMPS will allow

the NMDOT staff to plan, evaluate, and administer up to 150 users which will include sub-

grantees of the Federal Transit Administration grants and the NMDOT’s Transit and Rail

Division staff..

22..33 EEXXEECCUUTTIIVVEE RREEPPOORRTTIINNGG

Meetings will be conducted with NMDOT Management and Project Teams on a regularly

scheduled basis. Whiteboard sessions outlining project task and resource assignment schedules

and agendas are conducted throughout the process. Project Team meetings will be scheduled to

coincide with Panther’s Implementation/Design Team for on-site implementation sessions with

frequency and length of those meetings to be defined. Project status updates reports will be

verbally communicated to Executive Steering Committee, Project Director, and Project

Managers conducted at bi-weekly staff meetings. NMDOT management will be kept informed

on progress of the project periodically throughout the project life cycle. Special oral and written

Project Management and IV&V Reports will be given on project progress to all directors and

managers.

33..00 SSCCOOPPEE

33..11 PPRROOJJEECCTT OOBBJJEECCTTIIVVEESS

33..11..11 BBUUSSIINNEESSSS OOBBJJEECCTTIIVVEESS


Business Objective 1 Increased efficiency and productivity through a well-managed invoicing

and tracking system

Business Objective 2 Optimize business process, decreasing number of steps, saving time

Business Objective 3 Lower the cost of government by having a more efficient work activity

process tracking

Business Objective 4 Improve reporting capability to executive management and to FTA

Business Objective 5 Substantial NMDOT business process improvements are achievable

through a new grants management system that is available to

subrecipients of FTA grant funds

Business Objective 6 Provide a grants management system for tracking of asset condition to

ensure that current data is utilized in the decision-making process to

ensure a State of Good Repair.


PAGE | 7

33..11..22 TTEECCHHNNIICCAALL OOBBJJEECCTTIIVVEESS


Technical Objective 1 Provide an externally hosted, web-based application and database

which provides the capacity for 24/7 access for up to 150 concurrent

users

Technical Objective 2 Provide capability to meet business, functional and technical

requirements via configurability of the base product offering, and

minimize need for custom development to minimize implementation

and maintenance cost and risk.

Technical Objective 3 Provide capability for role-based secure access to application

workflows and data, and meet current NMDOT standards for password

security.

Technical Objective 4 Meet current NMDOT standards for data security, including access,

transfer, backup, and retention.

33..22 PPRROOJJEECCTT EEXXCCLLUUSSIIOONNSS

There are no project exclusions at this point.

33..33 CCRRIITTIICCAALL SSUUCCCCEESSSS FFAACCTTOORRSS


Quality Metrics 1 Project does not exceed budget

Quality Metrics 2 Project schedule, assigned tasks & milestones are met within project plan

Quality Metrics 3 System can provide reports

Quality Metrics 4 System is secure and stable and meets uptime requirements

Quality Metrics 5 Staff is trained to maintain and system is operable

Quality Metrics 6 Data integrity is maintained.

44..00 PPRROOJJEECCTT DDEELLIIVVEERRAABBLLEESS AANNDD MMEETTHHOODDOOLLOOGGYY

NMDOT will use Panther’s BlackCat Grant Management System as the industry standard in

implementing similar projects within other state DOT’s. The NMDOT will develop a schedule

of deliverables with the vendor in order to determine milestone dates on completion of the


PAGE | 8

customization of the electronic grants management and performance system. The project will be

subdivided in smaller, manageable phases with completion of one phase before commencing the

next phase.

44..11 PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT LLIIFFEE CCYYCCLLEE

PPHHAASSEE SSUUMMMMAARRYY OOFF PPHHAASSEE KKEEYY DDEELLIIVVEERRAABBLLEESS

Initiate During the Initiation Phase,

the project manager of the

delivery team will kick-off the

project, validate the scope,

facilitate the logistics and

initiate the project plan.

Project Kickoff Discussion

Communication Plan

Project Schedule

Product Demonstration

Plan In the Planning Phase, the

delivery team will conduct the

analysis of DOT’s

requirements and define the

architecture and design of the

solution. The requirements

include business requirements,

functional requirements and

technical requirements.

Ensure objectives of the

Project are successfully

accomplished within scope

schedule, and budget

Development of the

Project Management Plan

Develop

In the Development Phase, the

delivery team will actually

configure the proposed

system. It includes the

installation, development and

configuration and testing of

components and sub-systems

comprising the proposed

solution.

Joint Application Design

(JAD) Session

System Requirement

Specification (SRS)

Document

System Design Document,

as identified in the SRS


PAGE | 9

and JAD

Configure in accordance

with the SRS and System

Design

Configure specific reports

for grant tracking

Storage and retrieval of

specified document

Deploy & Test In this phase, the delivery

team ports the system from a

Test environment to

Production environment and

conduct the system roll out for

successfully “Go-Live”

Data Migration

System Go-Live

System Testing

User Beta Testing

User Acceptance Test

Train In this phase, the delivery

team will train the subject

matter experts of each group

for the end user training. The

delivery team will also train

admin staff to prepare them

for the system maintenance

and the application support

Training Plan and

Documentation

Training – on-site and

remotely

Close In this phase, the delivery

team ensures that every detail

of the project has been

addressed and proper closure

is attained.

Project Closure

Project Review Meeting

44..11..11 PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT DDEELLIIVVEERRAABBLLEESS

4.1.1.1 Communication Plan

Description Defines the messages, communication

channels, frequency and target audience of

project communications

Deliverable Acceptance Criteria Agreed Communication Plan in the meeting

Standards for Content & Format NMDOT Communication Plan Template or

Meeting Minutes


PAGE | 10

Quality Review Reviewed in meeting between Panther and

NMDOT project management

4.1.1.2 Escalation Plan

Description Method, procedure and process to follow

should issues arise that requires escalation

Deliverable Acceptance Criteria Agreed Escalation Plan in the meeting will be

documented

Standards for Content and Format Meeting Minutes



4.1.1.3 Timeline Schedule and Project Management Plan

Description A timeline schedule with specific dates for

each deliverable within a NMDOT provided

template or as agreed upon between the

Panther and NMDOT project managers.

Deliverable Acceptance Criteria Agreed timeline schedule in the meeting will

be distributed

Standards for Content and Format Panther’s Project Plan template

Quality Review NMDOT staff will review the draft deliverable

and provide comments, suggestions, and

revisions on the timeline. NMDOT comments

will be created and compiled into one

document and will be distributed to Panther.

Panther will update the document and provide

the updated draft.

4.1.1.4 JAD & System Requirement Specification (SRS) Document

Description A business, functional, and technical session to

define the functional requirements as collected

from business users within the scope of the

project will be used for the customization

required of the electronic grants management

and performance system (eGMPS)

Deliverable Acceptance Criteria Signed off document

Standards for Content and Format NMDOT Approved SRS Template


PAGE | 11







the updated draft.

4.1.1.5 Technical Architecture Definition (TAD)

Description Technical Architecture Document (TAD)

describes the specification and configuration of

the system on infrastructure level for the NM

DoIT Technical Architecture Review

Committee (TARC)

Deliverable Acceptance Criteria Signed off document

Standards for Content and Format NMDOT Approved TAD Template







the updated draft.

4.1.1.6 Off-The-Shelf Software (COTS) Installed

Description Install an off-the-shelf software for an

electronic grants management and performance

system

Deliverable Acceptance Criteria Ensure all the installed services and software

are running

Standards for Content and Format Installations as per Panther’s best practices

Quality Review NMDOT Staff verifying the installed

components


PAGE | 12

4.1.1.7 Configured Electronic Grants Management and Performance System (eGMPS)

Description Configure and customize the electronic grants

management and performance system to reflect

NMDOT work activities and reporting

requirements

Deliverable Acceptance Criteria Unit Tested Components, reported in Status

Report

Standards for Content and Format Per approved SRS, Design and Test

documentation

Quality Review NMDOT staff will conduct the soundness

check

User Acceptance Testing will be performed

during Testing Phase

4.1.1.8 Data Migration

Description Panther will construct a process to migrate the

existing NMDOT’s data into the new system

and, upon NMDOT’s review and approval,

deploy the approved data and system

customizations to the Production environment.

Deliverable Acceptance Criteria NMDOT Staff to perform quality check of data

migrated

Standards for Content and Format Per migration report

Quality Review Migration report will be reviewed

Verification check by NMDOT IT Staff

User Acceptance Testing will be performed in

Testing Phase

4.1.1.9 Define User Acceptance Testing (UAT)

Description Maintains a list of the issues and changes

identified during the Testing

Deliverable Acceptance Criteria Reported in Status Report

Standards for Content and Format Panther’s tracking system


NMDOT Project managers


PAGE | 13

4.1.1.11 Completed Training

Description Provide the end-user training that will include

the basic operational procedures for:

Navigating within the grants management

system

Search for data

Develop reports

Provide the training for system

administration (IT and Application

administrators) personnel on the

maintenance, operations, and

troubleshooting aspects of the new solution

Deliverable Acceptance Criteria Completed training of end users and IT,

reported in Status Report.

Standards for Content and Format Training will be held in Classroom and/or

online.

Quality Review The training material will be provided to assist

the trainees in retaining the information.

Standards for Content and Format Panther Reference Guide Template



44..11..22 DDEELLIIVVEERRAABBLLEE AAPPPPRROOVVAALL AAUUTTHHOORRIITTYY DDEESSIIGGNNAATTIIOONNSS

DDEELLIIVVEERRAABBLLEE

NNUUMMBBEERR DDEELLIIVVEERRAABBLLEE AAPPPPRROOVVEERRSS ((WWHHOO

CCAANN AAPPPPRROOVVEE)) DDAATTEE

AAPPPPRROOVVEEDD

PRJ-DEL-001 Initial Business Analysis Dave Harris

PRJ-DEL-002 Project Management Plan (PMP) Dave Harris

PRJ-DEL-003 System Requirement and Design

Documentation

Dave Harris

PRJ-DEL-004 Technical Architecture Document

(TAD)

Dave Harris

PRJ-DEL-005 System Development Configuration Dave Harris


PAGE | 14

DDEELLIIVVEERRAABBLLEE

NNUUMMBBEERR DDEELLIIVVEERRAABBLLEE AAPPPPRROOVVEERRSS ((WWHHOO

CCAANN AAPPPPRROOVVEE)) DDAATTEE

AAPPPPRROOVVEEDD

PRJ-DEL-006 System Deployment Dave Harris

PRJ-DEL-007 System Testing and Acceptance Dave Harris

PRJ-DEL-008 Training Dave Harris

PRJ-DEL-009 Maintenance and Technical Support Dave Harris

PRJ-DEL-010 Ongoing Maintenance and Technical

Support

Dave Harris

44..11..33 DDEELLIIVVEERRAABBLLEE AACCCCEEPPTTAANNCCEE PPRROOCCEEDDUURREE

The NMDOT will use a project milestone document and the deliverables described in the

executed contract. The NMDOT Project Managers will sign off on all completed deliverables in

the contract.

44..22 PPRROODDUUCCTT LLIIFFEE CCYYCCLLEE

PPHHAASSEE SSUUMMMMAARRYY OOFF PPHHAASSEE KKEEYY DDEELLIIVVEERRAABBLLEESS

1- Initiation Project team formation and

project kickoff

Initial Business Analysis

Kick-off meeting

2- Planning Detailed planning of project

activities

Project Management

Activities:

Project and Resource

Plan

4 - Implementation Detailed requirement & design

development, and

configuration/testing of the

application. Final training of

users.

Scoping and Design

System Requirements

and Design

Documentation

Activities:

Joint Application

Design (JAD) session

System Requirements

Documentation

System Design

Document

Technical Architecture

Design (TAD)


PAGE | 15

System Development and

Configuration:

Security

Grant Pre-Award,

Application and Award

Functions

Track Annual Awards

Store and Retrieve

Documents

System Deployment:

Licensing

Data Migration

System Testing and

Acceptance:

System Testing

User Beta Testing

User Acceptance Test

(UAT)

Training:

Training Plan and

Documentation

Training

4 - Closure Project Closure

44..22..11 TTEECCHHNNIICCAALL SSTTRRAATTEEGGYY

This project will be subdivided into small, more manageable phases, at the end of which Panther

International, Inc. and NMDOT will review the deliverables from one phase before commencing

the next. This allows the Project Team to closely monitor the progress of a project and to ensure

the needs and expectations of our customers are met.

More specifically, during the technical implementation of the project, it will be identified in the

phases of Analysis, Configure, and Test.

The Analyze phase will help ensure that the design put in place for NMDOT that will scale

appropriately to meet their long term maintenance management needs. A thorough analysis of

infrastructure, business requirements, and functional requirements is done. Based on the analysis,

Panther defines the Technical Architecture Specifications and Solution Design Specifications of

the system.

The Configure phase constitutes the installation of software and the development and

configuration of the components. The build starts with an off-the shelf product called BlackCat

Grant Management System and not from scratch. The emphasis is to achieve maximum results

with configuration. This procedure provides greater scalability, reduced time of development,

easy maintenance, and reduced cost. During build, every component is unit tested and iterative


PAGE | 16

prototyping checkpoints are scheduled with the customer to ensure that requirements are

correctly translated into the design.

Testing phase is also divided into different areas that include component testing, integration

testing, and user acceptance testing. Component testing validates each component of the system

is functioning. Integration testing validates that various subsystems and external systems

interface with the electronics grants management system software as defined in the requirements.

The User Acceptance Testing validates all the use cases and business functional and technical

requirements of the system.

44..22..22 PPRROODDUUCCTT AANNDD PPRROODDUUCCTT DDEEVVEELLOOPPMMEENNTT DDEELLIIVVEERRAABBLLEESS

4.2.2.1 BlackCat Grant Management System

Description –

The product deliverable will be

an electronic grants

management and performance

system

Deliverable Acceptance Criteria – Successful UAT will

determine acceptance criteria

Standards for Content and Format – The electronic

grants management and performance system.

Quality Review – NMDOT will develop a random

sampling plan and implement the plan to verify

accuracy of data migration. A comprehensive test of

all forms, workflows, fields and reports will be

conducted to verify accuracy of implementation to

approved requirements and design.

4.2.2.2 Performance Reports

Description –grants

management system’s will

contain a set of reports on

performance indicators

Deliverable Acceptance Criteria – Report updates

correctly for the time period specified

Standards for Content and Format – NMDOT will

determine parameters for report

Quality Review – Audits will be conducted of data from

reports.

44..22..33 DDEELLIIVVEERRAABBLLEE AAPPPPRROOVVAALL AAUUTTHHOORRIITTYY DDEESSIIGGNNAATTIIOONNSS

As described in Section 4.1.2.

44..22..44 DDEELLIIVVEERRAABBLLEE AACCCCEEPPTTAANNCCEE PPRROOCCEEDDUURREE

The NMDOT Transit and Rail Division will be provided with a UAT protocol to test the system.

UAT will identify issues with using the system and will be utilized to address issues with the

BlackCat Grant Management System. When the UAT is completed, the NMDOT Transit and

Rail Division will make a recommendation to the Executive Steering Committee for acceptance.

A formal acceptance letter will be signed with Panther after each successful deliverable.


PAGE | 17

55..00 PPRROOJJEECCTT WWOORRKK

55..11 WWOORRKK BBRREEAAKKDDOOWWNN SSTTRRUUCCTTUURREE ((WWBBSS))

As described in Section 5.2.

55..22 SSCCHHEEDDUULLEE AALLLLOOCCAATTIIOONN --PPRROOJJEECCTT TTIIMMEELLIINNEE

Project Phase Due Date Milestone/Deliverable

Initiation 8/1/2016 Initial Business Analysis

• Kick-off meeting

Planning 9/1/2016 Project Management Activities:

• Project and Resource Plan Update

Implementation 10/1/2016 System Requirements and Design Documentation Activities:

• Joint Application Design (JAD) session

• System Requirements Documentation

• System Design Document

• Technical Architecture Design (TAD)

Implementation 11/1/2016 System Development and Configuration:

• Security

• Grant Pre-Award, Application and Award Functions

• Track Annual Awards

• Store and Retrieve Documents

Implementation 12/1/2016 System Deployment:

• Licensing

• Data Migration


PAGE | 18

Implementation 1/2/2017 System Testing and Acceptance:

• System Testing

• User Beta Testing

• User Acceptance Test (UAT)

Implementation 1/29/2017 Training:

• Training Plan and Documentation

• Training

Closeout 1/29/2017 Customer Acceptance, transition to operations

55..33 PPRROOJJEECCTT BBUUDDGGEETT

Phase / Activity Associated Deliverables Estimated

Budget/Cost

FY 17

FY 18 FY 19-20

Initiation Initial Business Analysis

Kick-off meeting

$5,572

Planning Project Management Activities:

Project and Resource Plan

$5,572

Implementation System Requirements and Design

Documentation Activities:

Joint Application Design

(JAD) session

System Requirements

Documentation

System Design Document

Technical Architecture

Design (TAD)

$22,286

Implementation System Development and

Configuration:

Security

Grant Pre-Award, Application

and Award Functions

Track Annual Awards

Store and Retrieve

Documents

$13,929


PAGE | 19

Phase / Activity Associated Deliverables Estimated

Budget/Cost

FY 17

FY 18 FY 19-20

Implementation System Deployment:

Licensing

Data Migration

$2,786

Implementation System Testing and Acceptance:

System Testing

User Beta Testing

User Acceptance Test (UAT)

$2,786

Implementation Training:

Training Plan and

Documentation

Training

$2,786

Closeout Customer Acceptance, transition to

operations

$0

IV&V Independent Verification and

Validation

$29,244.39

Contingency $50,000 $50,000 $100,000

Maintenance and

Technical

Support

$55,716 $111,433 $222,865

TOTALS* *Includes GRT $190,677 $161,433 $322,865

55..44 PPRROOJJEECCTT TTEEAAMM

55..44..11 PPRROOJJEECCTT TTEEAAMM OORRGGAANNIIZZAATTIIOONNAALL SSTTRRUUCCTTUURREE

See Section 2.2.1

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ROLE RESPONSIBILITY NAME FUNCTIONAL AREA

Program Manager Oversight of Project Delilah Garcia Transit and Rail Division

Team Member Work with vendor Marcy Eppler Transit and Rail Division

Team Member Work with vendor Deborah Bach Transit and Rail Division


PAGE | 20

ROLE RESPONSIBILITY NAME FUNCTIONAL AREA

Team Member Work with vendor Selected

Subgrantees

Transit Agency End

Users

IT Project

Manager

IT Project Process Jo Girard IT PMO

IT Technical

Team

SMEs As required IT Apps and DBAs

Vendor Project

Manager

Oversight of Vendor

Project Deliverables

and Budget

TBD Application Development

Vendor Technical

Team

Application

configuration

TBD Application Development

IV&V Independent

validation

TBD IV&V (Burger, Carroll &

Associates, Inc)

55..55 SSTTAAFFFF PPLLAANNNNIINNGG AANNDD RREESSOOUURRCCEE AACCQQUUIISSIITTIIOONN

55..55..11 PPRROOJJEECCTT SSTTAAFFFF

ROLE RESPONSIBILITIES

Executive Steering

Committee (ESC)

Meet at least once monthly

Provide strategic direction and promote the vision for Enterprise

Content Management

Advise project on policy issues

Review, evaluate, and provide direction to the Project Director

and Project Team Members on implementation and deployment

strategies

Monitor the project progress

Provide recommendations on issues escalated to the committee

Assist in mitigating strategic project risks

Represent the point of view of key stakeholders including

technology-enabled customers and state government executives

NM DOIT Provide project implementation oversight

Ensure proper project management and cost reporting

Certify and approve funding prior to each phase of the project

Project Sponsor Provide strategic direction

Advise project on policy issues

Review, evaluate, and provide direction to the Project Director

and Project Team Members on implementation and deployment

strategies


PAGE | 21


Monitor the project progress

Assist in mitigating strategic project risks

Program Director Report to ESC on project status, issues, budget, and activities

Prepare Steering Committee meeting agenda and meeting

materials

Review and approve expenditures of funds

Approve business process reengineering

Monitor and report the activities of the NMDOT Project Team,

assuring adherence to the project plan, budget and schedule.

Project Managers

(Business, IT and

Vendor)

Ensure involvement of participants in order to meet deadlines

Ensure mitigation of project issues and risks

Maintain a current copy of the project budget

Prepare the contract for professional services from Vendor

Procure software for NMDOT

Comply with approved IT Infrastructure policies & procedures

Lead Business Process Reengineering efforts

Facilitate defining document metadata and setting up document

taxonomy

Plan system interfaces and document migration processes

Manage testing and validating NMDOT electronics grants

management and performance system (eGMPS)

Provide contract and Vendor oversight

Ensure Vendor deliverables meet the business & system

requirements

Monitor the project and contract to ensure delivery of complete,

accepted deliverables on schedule

Serve as a contact for the Vendor Team Manager, review and

accept weekly status reports, project milestones, deliverables, and

issues logs

Establish and maintain a coordinated project manual that includes

all IT and non-IT tasks and activities necessary to fully execute

the project and to achieve project goals

Address, review, and submit deliverables to vendor from the

NMDOT Project Team members

Monitor the project activities, assuring adherence to the project

plan

Advise the Vendor Team(s) on issues and risks

IT Specialists

(Programmers,

NMDOT System

Experts and

Provide IT subject matter expertise

Work with Project Manager to determine hardware, software,

network and technical requirements.

Work with Project Director to define technical system interface


PAGE | 22


Developers) requirements.

Provide IT perspective and guidance for technology issues

Contractor Ensure compliance with the Contract and the approved work plan.

Develop and submit all deliverables as required by the Contract.

Meet the Project schedule and milestones as defined in the Work

Plan and the Contract.

55..66 PPRROOJJEECCTT LLOOGGIISSTTIICCSS

55..66..11 PPRROOJJEECCTT TTEEAAMM TTRRAAIINNIINNGG

See Training Deliverables in Section 5.2.

55..66..11 RREESSOOUURRCCEE

Resource Cost Estimate

Estimated Hours Availability Skill Set

Panther Per Contract n/a Upon request Technical experts

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66..11 RRIISSKK AANNDD IISSSSUUEE MMAANNAAGGEEMMEENNTT

66..11..11 RRIISSKK MMAANNAAGGEEMMEENNTT SSTTRRAATTEEGGYY

Risks will be identified, monitored and tracked on an ongoing basis for the project. Risks will be

logged and scored based on the probability of occurrence and impact (severity) on the project if

the risk occurs.

66..11..22 PPRROOJJEECCTT RRIISSKK IIDDEENNTTIIFFIICCAATTIIOONN

A risk evaluation tool has been built within an Excel spreadsheet. This is the primary tool to be

used to list and categorize project risks. The sequence of activity is as follows; Risk

Identification – The process of identifying potential risks and commenting the specific

characteristics of each.

66..11..33 PPRROOJJEECCTT RRIISSKK MMIITTIIGGAATTIIOONN AAPPPPRROOAACCHH

All identified risks will have appropriate mitigation strategies/plans. For those risks that are

highly probable and have significant impact to the project will develop contingency plans.


PAGE | 23

66..11..44 RRIISSKK RREEPPOORRTTIINNGG AANNDD EESSCCAALLAATTIIOONN SSTTRRAATTEEGGYY

Risk monitoring and control will be part of every project status meeting. Risk identification will

be the responsibility of all members of the project team. The Project Director and Project

Managers will be responsible for tracking risks and for developing mitigation strategies and

contingency plans that address the risks identified by the team.

This project will follow a continuous risk management strategy. Risk will be assessed routinely

to ensure that identified risks are being dealt with appropriately and that new risks are identified

and dealt with as early as possible.

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RISK LEVEL MITIGATION COMMENT

Insufficient

funding

Low Prioritize each agency’s

funding request and

develop contingency

plans to allocate funds

Insufficient funding allocation means that

either some agencies requesting funds will

receive $0 or agencies will not have enough

to purchase software, hardware and

implementation services.

Agency

Resource

availability

High Ensure stakeholders are

involved and support the

project team members

Lack of resources to complete project

activities can lead to delays in project

schedule.

Extended

timeline

caused by

state

approval

process

High Plan for State requirements for oversight as well as

the procurement process provide numerous

opportunities for project delays.

66..11..66 IISSSSUUEE MMAANNAAGGEEMMEENNTT

66..11..66..11 IINNTTEERRNNAALL IISSSSUUEE EESSCCAALLAATTIIOONN AANNDD RREESSOOLLUUTTIIOONN PPRROOCCEESSSS

NMDOT Project team will work together to address and provide a resolution to any issues that

may come up during the project.

66..11..66..22 EEXXTTEERRNNAALL IISSSSUUEE EESSCCAALLAATTIIOONN AANNDD RREESSOOLLUUTTIIOONN PPRROOCCEESSSS

NMDOT Project team will work with vendor to address and provide a resolution to any issues

that may come up during the project. With any project, no matter how comprehensive the

planning process, issues arise that need to be addressed.

When the project team identifies an issue, it will be added to the project issues tracking tool. An

issue can also be identified by anyone affiliated with the project, although the project team will


PAGE | 24

be primarily responsible for tracking issues through to resolution. The project team will review

the issues weekly, or more frequently during critical project timelines such as pre-deployment.

Issues, which could negatively affect the project, will be brought to the project ESC attention

according to the change control process in section

The process of tracking an issue is outlined here:

1. An issue is identified.

2. It is added to the issue tracking system, assigned an issue number with a brief explanation

of the issue and date entered.

3. The issue is assigned to someone and potential action to be taken.

4. As action is taken, it is noted with the issue.

5. If possible, an estimated completion date is entered.

6. Upon completion of an issue, the actual completion date is noted with the resolution.

Listed below are examples of how an issue can be resolved:

An issue can become a task added to the project plan with proper approval, if new, or

within scope of the project.

It could be resolved by an action taken.

A document can be created which addresses the issue.

A resolution could create new issues that need to be addressed.

A new policy could be created which addresses the issue.

The project team is primarily responsible to resolve issues or follow-up to be sure action is being

taken to resolve an issue.

66..22 IINNDDEEPPEENNDDEENNTT VVEERRIIFFIICCAATTIIOONN AANNDD VVAALLIIDDAATTIIOONN -- IIVV&&VV

The IV&V vendor was selected from the statewide price agreement (40-000-14-00106 AN). The

IV&V vendor will develop a complete IV&V plan in conjunction with the project team.

66..33 SSCCOOPPEE MMAANNAAGGEEMMEENNTT PPLLAANN

The scope of the project as negotiated with Panther International and included in the professional

services contract will be the responsibility of the Project Manager to ensure that all deliverables

are being completed. The Project Manager and Project Director will meet weekly to discuss

project scope and determine if any changes will be necessary and require an amendment to the

contract. Any change to the approved project scope will follow change control process describe

below. This will also address managing stakeholder expectations.

66..33..11 CCHHAANNGGEE CCOONNTTRROOLL

66..33..11..11 CCHHAANNGGEE CCOONNTTRROOLL PPRROOCCEESSSS

The scope of the project as negotiated with Panther International, Inc. included in the

professional services contract will be the responsibility of the Project Manager to ensure that all

deliverables are being completed. The Project Manager and Project Sponsor will meet weekly to

discuss project scope and determine if any changes will be necessary and require an amendment


PAGE | 25

to the contract. Any change to the approved project scope will follow change control process

describe below. This will also address managing stakeholder expectations.

66..33..11..22 CCHHAANNGGEE CCOONNTTRROOLL BBOOAARRDD ((CCCCBB))

The CCB for this project will be the Project Director who is responsible for project delivery

within budget and is authorized to approve changes to the project plan.

66..44 PPRROOJJEECCTT BBUUDDGGEETT MMAANNAAGGEEMMEENNTT

66..44..11 BBUUDDGGEETT TTRRAACCKKIINNGG

The budget will be tracked by the Project Manager and updates provide to the Project Sponsor

utilizing excel spreadsheets and all drawdowns will be tracked in SHARE financial system.

66..55 CCOOMMMMUUNNIICCAATTIIOONN PPLLAANN

The Executive Steering Committee will meet at a minimum on a monthly basis in order to

review project progress, deliverables/milestones, provide direction to the Project Director, and

team.

Specific requests for expenditure authorization should be forwarded to the ESC representatives.

If funding approval is an agenda item on the regular ESC meeting, the request and associated

justification for spending should be circulated to committee members at least seven (7) days in

advance of the ESC meeting. If funding approval is required in a timeframe that does not

coincide with the ESC meeting schedule, it is the responsibility of the Project Director to send a

request and justification directly to the ESC members. Summary of all action shall be

documented in team status reports and reported to the ESC at the next meeting.

66..66 PPEERRFFOORRMMAANNCCEE MMEEAASSUURREEMMEENNTT ((PPRROOJJEECCTT MMEETTRRIICCSS))

NUMBER DESCRIPTION

Quality Metrics 1 Project does not exceed budget

Quality Metrics 2 The project schedule, assigned tasks and milestones are met within

project plan

Quality Metrics 3 System can provide reports

Quality Metrics 4 All NMDOT data is successfully migrated into Panther’s electronic

grants management system’s platform

Quality Metrics 5 System is secure and stable

Quality Metrics 6 Staff is trained to maintain and system is operable

Quality Metrics 7 Data integrity is maintained.


PAGE | 26

66..77 QQUUAALLIITTYY OOBBJJEECCTTIIVVEESS AANNDD CCOONNTTRROOLL

Quality Management is an important aspect of any project to ensure that the product delivered is

accepted and works as designed. Each functional organization is responsible for the quality of its

contribution to the project and will apply its internal quality standards to project products and

services. The project team will assess the projects products and services based on the standards

established by the functional organizations represented on the project.

There are number of ways that quality has been built into this project. The first is IV&V, which

will make sure the project meets its expected requirements through a third party evaluation of the

project. The second is the integrated project control process and change control process, which

assure that any changes that are made to the project are executed in a structured manner. The

most important of these is the change control process to minimize the change of scope to the

project and if scope does change, it is done knowing the impact to the project. The third process

for quality management is the risk management plan, which measures, mitigates and includes

contingency plans for each risk.

The project team will also create lessons learned at the end of the project and among phases as

needed. In-phase lessons learned will be incorporated into the next phase of the project, where

applicable, and be part of the project library that will be available for future projects to use. All

of these processes combined will create a product that has quality that is built in, not tested in

after the fact. This will provide an environment that maximizes opportunities to control quality.

NO. QUALITY STANDARD TRACKING TOOL OR

MEASURE

1 Project phase is completed by the established finish date. Project Schedule Project Status

2 Project is completed within budget. Project Charter Project Status

3 Monthly project reviews show contractors deliver requirements specified in the contract by due dates or pay penalties.

Vendor Contract Final Customer Acceptance

4 Project issues are resolved and documented within 10 calendar days of identification or extensions are justified.

Issues Tracking

5 Project will be completed based on the original project scope and approved scope changes.

Project Charter Project Plan Control Change Request


PAGE | 27

66..77..22 PPRROOJJEECCTT AANNDD PPRROODDUUCCTT RREEVVIIEEWW AANNDD AASSSSEESSSSMMEENNTTSS

REVIEW TYPE QUALITY STANDARD TOOLS REVIEWER REPORTS

Requirements Project is completed within budget.

Contract deliverables

Project Manager

Produced by vendor

Plans All plans must meet contract deliverables

Scope of work by vendor

Project Manager

Produced by vendor

Milestones Project phase is completed by the established finish date.

Contract Deliverables

Project Manager

Updates to Project Plan

Testing Execution of User Acceptance Testing (UAT).

System Test Scripts procedure. for User Acceptance Testing (UAT).

Project Manager

Produced by Vendor

66..77..33 AAGGEENNCCYY//CCUUSSTTOOMMEERR SSAATTIISSFFAACCTTIIOONN

AREAS OF FEEDBACK WHEN HOW OFTEN

Agency awareness Business Owner Meetings Monthly

Quality of communications ESC Steering committee meetings Monthly

Manages project tasks ESC Steering committee meetings Monthly

66..77..44 PPRROODDUUCCTT DDEELLIIVVEERRAABBLLEE AACCCCEEPPTTAANNCCEE PPRROOCCEESSSS

The NMDOT Chief Information Officer will take delivery of media; manuals; contracts;

licenses; services agreements; configuration settings; status of patches to COTS products; in-

house or vendor developed code; test cases, routines, and scripts; and other items required for the

project. The NMDOT CIO will take delivery of such products only after the product

deliverables have been accepted by the Project Director (or designee).

66..88 CCOONNFFIIGGUURRAATTIIOONN MMAANNAAGGEEMMEENNTT

66..88..22 PPRROOJJEECCTT RREEPPOOSSIITTOORRYY ((PPRROOJJEECCTT LLIIBBRRAARRYY))

A project repository, consisting of a shared server with multiple folders will be developed by

NMDOT staff members as a means to provide a central repository for all project documentation

and deliverables.

66..99 PPRROOCCUURREEMMEENNTT MMAANNAAGGEEMMEENNTT PPLLAANN

All procurement for project goods and services must be performed under the guidance and

direction of New Mexico State Procurement Statues.


PAGE | 28

77.. 00 PPRROOJJEECCTT CCLLOOSSEE

77..11 AADDMMIINNIISSTTRRAATTIIVVEE CCLLOOSSEE

Administrative Close occurs at both the end of each phase and at the end of project. This

closeout activity consists of verification that deliverables were met. Acceptance is formalized

and phase activities are administratively closed out. The identification of closeout activities for

the eGMPS Project will be the final deployment and the transition to production. The final

closeout will include the completion of eGMPS documentation, the DoIT closeout report and a

presentation to the DoIT Project Certification Committee for approval to formally close the

project.

77..22 CCOONNTTRRAACCTT CCLLOOSSEE

Contract close is similar to administrative close in that it involves product and process

verification for contract close.