elee cctt rroo n niic d ggraanntt … · project management, performance measures, financial...

EELLEECCTTRROONNIICC GGRRAANNTT MMAANNAAGGEEMMEENNTT AANNDD

PPEERRFFOORRMMAANNCCEE SSYYSSTTEEMM ((EEGGMMPPSS))

PPRROOJJEECCTT CCHHAARRTTEERR FFOORR CCEERRTTIIFFIICCAATTIIOONN

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: [1.1]

i

AABBOOUUTT TTHHIISS PPRROOJJEECCTT CCHHAARRTTEERR DDOOCCUUMMEENNTT

PPEERRMMIISSSSIIOONN TTOO PPLLAANN TTHHEE PPRROOJJEECC TT AANNDD SSEETTTTIINNGG TTHHEE GGOOVVEERRNNAANNCCEE SSTTRRUUCCTTUURREE

The Project Charter provides the project manager and project team with permission to proceed

with the work of the project, within the scope delineated in this document. The Project Charter

should be the outcome of a number of documents that went into the pre-planning for the project,

and in many cases the agency IT Plan, Business Case for appropriations, Federal funding requests

and the like.

Project sponsors sign the Project Charter signifying that they have agreed to the governance

structure for guiding the direction for the further planning of the project, discovery and defining

the requirements, acquiring necessary resources, and within that context the statement of work

for any related contracts including a contract for the Independent Validation and Verification.

The Project Charter is also the foundation for the creation of the project management plan, and

much of the thinking and writing for this charter will be immediately usable for that project

management plan.

PPRROOJJEECCTT CCEERRTTIIFFIICCAATTIIOONN IINNIITTIIAALL PPHHAASSEE DDOOCCUUMMEENNTTAATTIIOONN

The Project Charter is also used within the State of New Mexico IT Project Certification process

as evidence of the project’s worthiness for the Initial Phase certification. The Initial Phase

certification is especially critical to many state and agency projects because of its related release

of the initial funds required for the project.

Initiation Phase funding is requested by an agency for use in developing project phases,

developing Independent Verification and Validation (“IV&V”) plan and contract; address

project review issues and/or to develop an overall project management plan. Note: Waiver of

the IV&V requirement requires specific written approval by the Secretary of the DoIT.

DoIT “Project Certification” Memorandum July 2, 2007

The Project Charter and the Request for Certification Form are meant to provide a

comprehensive picture of the project’s intention and initial planning, that includes the project’s

place in the context of the State of New Mexico’s IT Strategic Plan, Enterprise Architecture, and

DoIT project oversight process. See “IT Project Oversight Process” Memorandum July 5th

2007 on the OCIO-DoIT web site.

ii

TTAABBLLEE OOFF CCOONNTTEENNTTSS

ABOUT THIS PROJECT CHARTER DOCUMENT .......................................................................................................... I

TABLE OF CONTENTS .............................................................................................................................................. II

1. PROJECT BACKGROUND ..................................................................................................................................... 1

1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT ...................................................................................................... 1 1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT ........................................................... 1 1.3 PROJECT CERTIFICATION REQUIREMENTS ...................................................................................................................... 2

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS ...................................................................................................... 2

2.1 AGENCY JUSTIFICATION ............................................................................................................................................. 2 2.2 BUSINESS OBJECTIVES ............................................................................................................................................... 3 2.3 TECHNICAL OBJECTIVES ............................................................................................................................................. 3 2.4 IMPACT ON ORGANIZATION ....................................................................................................................................... 4 2.5 TRANSITION TO OPERATIONS ...................................................................................................................................... 5

3.0 PROJECT/PRODUCT SCOPE OF WORK ............................................................................................................... 5

3.1 DELIVERABLES ......................................................................................................................................................... 6 3.1.1 Project Deliverables ..................................................................................................................................... 6 3.1.2 Product Deliverables.................................................................................................................................... 7

3.2 SUCCESS AND QUALITY METRICS ............................................................................................................................ 8

4.0 SCHEDULE ESTIMATE ........................................................................................................................................ 8

5.0 BUDGET ESTIMATE ........................................................................................................................................... 9

5.1 FUNDING SOURCE(S) ................................................................................................................................................ 9 5.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE - .............................................................................................. 10 5.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE .................................................................................................. 10

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE ............................................................................. 11

6.1 STAKEHOLDERS ................................................................................................................................................. 11 6.2 PROJECT GOVERNANCE PLAN ............................................................................................................................ 12 6.3 PROJECT MANAGER ........................................................................................................................................... 12

6.3.1 PROJECT MANAGER CONTACT INFORMATION .......................................................................................... 12 6.3.2 PROJECT MANAGER BACKGROUND .......................................................................................................... 13

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES .................................................................................................. 13 6.5 PROJECT MANAGEMENT METHODOLOGY .................................................................................................................... 14

7.0 CONSTRAINTS ................................................................................................................................................ 14

8.0 DEPENDENCIES ............................................................................................................................................... 15

9.0 ASSUMPTIONS ............................................................................................................................................... 15

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY ......................................................................................... 15

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING .................................................................................. 16

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V ................................................................................ 16

iii

13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES ................................................................................... 18

14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE .......................................................................... 18

iv

Revision History

RREEVVIISSIIOONN NNUUMMBBEERR DDAATTEE CCOOMMMMEENNTT

1.0 March 4, 2016 Baseline version

1.1 July 6, 2016 Updates from Planning

PROJECT CHARTER ELECTRONIC GRANT MANAGEMENT AND PERFORMANCE SYSTEM 1

PAGE 1

11.. PPRROOJJEECCTT BBAACCKKGGRROOUUNNDD

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 Federal Transit Administration (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, 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 Federal Transit Administration (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/TransitandRailDivision2014FactSheetPacket1206

13.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.

11..22 SSUUMMMMAARRYY OOFF TTHHEE FFOOUUNNDDAATTIIOONN PPLLAANNNNIINNGG AANNDD DDOOCCUUMMEENNTTAATTIIOONN FFOORR TTHHEE PPRROOJJEECCTT

A grants management system specifically designed for subrecipients of 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

http://dot.state.nm.us/content/dam/nmdot/Transit_Rail/TransitandRailDivision2014FactSheetPacket120613.pdf

http://dot.state.nm.us/content/dam/nmdot/Transit_Rail/TransitandRailDivision2014FactSheetPacket120613.pdf


PAGE 2

of the unique needs and challenges faced by state transit offices, as well as both current and emerging

FTA requirements.

11..33 PPRROOJJEECCTT CCEERRTTIIFFIICCAATTIIOONN RREEQQUUIIRREEMMEENNTTSS

CRITERIA YES/NO EXPLANATION

Project is mission critical to the agency Yes Critical to agency and

subrecipients of federal

transit funds

Project cost is equal to or in excess of

$100,000.00

Yes First year cost $186,000

Project impacts customer on-line access Yes Customers are

subrecipients of federal

transit funds

Project is one deemed appropriate by the

Secretary of the DoIT

Yes DoIT approved

Will an IT Architecture Review be required? No Solution will be externally

hosted. (Hosting

exception approved by

DoIT, March, 2015.)

22..00 JJUUSSTTIIFFIICCAATTIIOONN,, OOBBJJEECCTTIIVVEESS AANNDD IIMMPPAACCTTSS

22..11 AAGGEENNCCYY JJUUSSTTIIFFIICCAATTIIOONN

The project will focus on implementing a new grants management system for reporting and invoicing

and shall include the applications and services required to support the Transit and Rail Division’s

statewide federal transit grant programs and activities, using Panther International’s BlackCat Grant

Management System. This will enable NMDOT to achieve the following strategic goals:

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN

NMDOT 1 Provide a web-based application and database customizable to meet current

and emerging state-wide requirements.

NMDOT 2 Provide 24/7 access and have a capacity of 150 concurrent users including

sub-grantees and the NMDOT’s Transit and Rail Division staff.

NMDOT 3 Provide a web-based application and database which shall include all

aspects of grant awards, reporting, and invoicing for FTA, Sections 5303,

5305, 5309, 5310, 5311, 5339 and other funded programs.


PAGE 3


NMDOT 4 Provide a web-based application and database which shall allow data entry

and reporting on operations profiles to include Disadvantaged Business

Enterprises compliance, Drug and Alcohol Policy compliance, Title VI

requirements, and other reports and processes as required.

NMDOT 5 Provide a web-based application and database which shall include

functions for National Transit Data Base (NTD) reporting.

NMDOT 6 Develop and implement a transit asset management system that is able to

plan and prioritize capital investment in order to measure safety and state

of good repair.

22..22 BBUUSSIINNEESSSS OOBBJJEECCTTIIVVEESS

USE THE FOLLOWING TABLE TO LIST MEASURABLE BUSINESS OBJECTIVES


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.

22..33 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


PAGE 4


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.

22..44 IIMMPPAACCTT OONN OORRGGAANNIIZZAATTIIOONN

The impacts on the organization are areas that need to be addressed by the project through its

planning process. They may not be internal project risks, but they can impact the success of the

project’s implementation.

AARREEAA DDEESSCCRRIIPPTTIIOONN

END USER Internal users will be required to learn and adopt the new system for

use in daily workflow management of grants, payments, reporting

and research.

In addition, external users (sub-grantees) will be required to learn and

use the new system for use in applying for yearly grant applications.

BUSINESS

PROCESSES The new system will have a substantial impact on existing paper and

spreadsheet based business processes, allowing for automating and

streamlining many process steps.

New business processes will be developed to allow external users to

interact with the system.

IT OPERATIONS AND

STAFFING There will be minimal impact to this area as the solution will be

hosted externally. A process to receive and archive regular data

exports for use with other business units may be required to be

developed.

OTHER N/A


PAGE 5

22..55 TTRRAANNSSIITTIIOONN TTOO OOPPEERRAATTIIOONNSS

The transition to operations areas include items that are asked in the certification form to assure

that the project has accounted or will account for these matters in its planning and requirements

specifications.

AARREEAA DDEESSCCRRIIPPTTIIOONN

PRELIMINARY

OPERATIONS

LOCATION AND

STAFFING PLANS

Project management, scope of work adjustments and testing will

ensure the new system is ready to go live. The system will be

externally hosted.

DATA SECURITY,

BUSINESS

CONTINUITY

Security parameters for data will be built into system to include any

information that is deemed confidential by law or is required to be

viewed only by users with specific role-based permissions.

MAINTENANCE

STRATEGY Annual maintenance agreement from vendor. Specific deliverables

will be in a binding contract agreement.

INTEROPERABILITY The system will be externally hosted and will not interface directly to

other NMDOT systems and applications. The system shall interface

with the FTA’s Transportation Electronic Award and Management

(TEAM) program and the planned replacement system: Transit Award

Management System (TrAMS), where allowed.

RECORD RETENTION Retention policies will be built into new system.

CONSOLIDATION

STRATEGY The system will consolidate the existing paper and spreadsheet

method of submitting monthly invoices into an electronic grant

management system and will and replace manual processes for

completing management of grants and federal reporting.

33..00 PPRROOJJEECCTT//PPRROODDUUCCTT SSCCOOPPEE OOFF WWOORRKK

In its efforts to move from the high level business objectives to the desired end product/service

the project team will need to deliver specific documents or work products. The State of New

Mexico Project Management Methodology distinguishes between the project and the product.

Project Deliverables relate to how we conduct the business of the project. Product Deliverables

relate to how we define what the end result or product will be, and trace our stakeholder

requirements through to product acceptance, and trace our end product features and attributes

back to our initial requirements


PAGE 6

33..11 DDEELLIIVVEERRAABBLLEESS

33..11..11 PPRROOJJEECCTT DDEELLIIVVEERRAABBLLEESS

This initial list of project deliverables are those called for by the IT Certification Process and

Project Oversight memorandum, but does not exhaust the project deliverable documents

Project Charter The Project Charter for Certification sets the overall scope

for the project, the governance structure, and when signed is

considered permission to proceed with the project. The

Project Charter for Certification is used to provide the

Project Certification Committee with adequate knowledge

of the project and its planning to certify the initiation phase

of the project

Certification Form The Request for Certification and Release of Funds form is

submitted when a project goes for any of the certification

phases. It deals with the financial aspects of the project, as

well as other topics that indicate the level of planning that

has gone into the project. Many of the questions have been

incorporated into the preparation of the project charter

Project Management Plan . “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.

plan.”

IV&V Contract & Reports “Independent verification and validation (IV&V)” means the

process of evaluating a project to determine compliance with

specified requirements and the process of determining whether

the products of a given development phase fulfill the

requirements established during the previous stage, both of

which are performed by an organization independent of the lead

agency. Independent verification and validation assessment

reporting. The Department requires all projects subject to

oversight to engage an independent verification and validation

contractor unless waived by the Department.

IT Service Contracts The Department of Information Technology and the State

Purchasing Division of General Services have established a

template for all IT related contracts.


PAGE 7

Risk Assessment and

management

The DoIT Initial PROJECT RISK ASSESSMENT template

which is meant to fulfill the following requirement:

“Prepare a written risk assessment report at the inception of

a project and at end of each product development lifecycle

phase or more frequently for large high-risk projects. Each

risk assessment shall be included as a project activity in

project schedule.” Project Oversight Process memorandum

Project Schedule A tool used to indicate the planned dates, dependencies, and

assigned resources for performing activities and for meeting

milestones. The defacto standard is Microsoft Project

Monthly Project Status

Reports to DoIT

Project status reports. For all projects that require Department

oversight, the lead agency project manager shall submit an

agency approved project status report on a monthly basis to the

Department.

Project Closeout Report This is the Template used to request that the project be

officially closed. Note that project closure is the last phase

of the certification process

33..11..22 PPRROODDUUCCTT DDEELLIIVVEERRAABBLLEESS

The product deliverable documents listed here are only used for illustration purposes

Scoping Document The contractor shall deliver a Scoping Document, based on

the business analysis meeting which will include roles and

responsibilities, and identify workflow processes and

security requirements.

Project Management Plan The contractor shall deliver a PMP per DoIT format.

Additional on-going project deliverables include weekly

status reports, monthly Executive Steering Committee

reports, meeting minutes and other project artifacts.

Systems Requirement

Specifications

The contractor shall deliver an SRS which fully describes

all NMDOT-specific requirements.

JAD Session The contractor shall conduct a JAD session to finalize

NMDOT-specific requirements and design elements and

provide an output summary of the session


PAGE 8

Systems Design

Documentation

The contractor shall deliver design documentation which

includes design elements as identified in the SRS and JAD

session

Data Migration The contractor shall migrate existing agency data and

provide all data mapping scripts and procedures.

System, Beta and Acceptance

Testing

The contractor will provide the use cases to test the system.

The use cases are drawn from the SRS requirements. The

users will test system functionality, performance, reporting

accuracy and response times.

Training The contractor will provide a training plan to address

training needs for all users as well as the training materials,

including the training presentations, system guides, user

manuals and standard operation procedures.

33..22 SSUUCCCCEESSSS AANNDD QQUUAALLIITTYY MMEETTRRIICCSS

Metric are key to understanding the ability of the project to meet the end goals of the Executive

Sponsor and the Business Owner, as well as the ability of the project team to stay within

schedule and budget.


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 System is secure and stable

QUALITY METRICS 5 Staff is trained to maintain and system is operable

QUALITY METRICS 6 Data integrity is maintained.

44..00 SSCCHHEEDDUULLEE EESSTTIIMMAATTEE

A schedule will be developed with Panther International when the detailed project scope is

finalized. The anticipated date to complete all deliverables in the contract and move to

production is October, 2016. An estimated schedule is listed below:


PAGE 9

PPHHAASSEESS EESSTTIIMMAATTEEDD SSCCHHEEDDUULLEE DDAATTEE

Initiation April, 2016

Planning July - August 2016

Implementation September 2016 - January 2017

Closing January/February 2017

55..00 BBUUDDGGEETT EESSTTIIMMAATTEE

Within the Project Charter budgets for the project can only be estimated. Original budgets

requested in appropriations or within agency budgets are probably not the numbers being worked

with at project time. Funding sources are asked for to help evaluate the realism of project

objectives against funding, and the allocation of budget estimates against project deliverables.

Please remember to include agency staff time including project managers as costs.

55..11 FFUUNNDDIINNGG SSOOUURRCCEE((SS))

SSOOUURRCCEE AAMMOOUUNNTT AASSSSOOCCIIAATTEEDD

RREESSTTRRIICCTTIIOONNSS

NMDOT/Federal Transit

Administration Section

5309 funds

$35,000

NMDOT State Road

Fund $8,750



5311 administration

funds

$92,250

TBD from above sources $50,000 Option 1: $40,000



5309 funds and $10,000

NMDOT State Road

Fund


PAGE 10

SSOOUURRCCEE AAMMOOUUNNTT AASSSSOOCCIIAATTEEDD

RREESSTTRRIICCTTIIOONNSS

Option 2: $50,000



5311 administration

funds

55..22.. BBUUDDGGEETT BBYY MMAAJJOORR DDEELLIIVVEERRAABBLLEE OORR TTYYPPEE OOFF EEXXPPEENNSSEE --

IITTEEMM CCOOSSTT EESSTTIIMMAATTEE DDUUEE DDAATTEE PPRROOJJEECCTT PPHHAASSEE

IV&V $30,000 March 2016 –

November 2016

Initiation - Close

Initial business

analysis

$15,000 April, 2016 Initiation

Project Management $0 May, 2016 Planning

System Requirements

and Design

Documentation

$0 June, 2016 Planning

System development

and Configuration

$0 September, 2016 Implementation

System Deployment

Staging

$0 August, 2016 Implementation

System Testing and

Acceptance

$0 September, 2016 Implementation

Training $0 October, 2016 Implementation

FY17 Maintenance

and Support

$141,000 (includes

all project planning &

implementation)

October, 2016 Closeout

55..33 BBUUDDGGEETT BBYY PPRROOJJEECCTT PPHHAASSEE OORR CCEERRTTIIFFIICCAATTIIOONN PPHHAASSEE

PPHHAASSEESS PPLLAANNNNEEDD CCEERRTTIIFFIICCAATTIIOONN

Initiation March 2016


PAGE 11

PPHHAASSEESS PPLLAANNNNEEDD CCEERRTTIIFFIICCAATTIIOONN

Initiation March 2016

Planning July 2016

Implementation July 2016

Closing February 2017

66..00 PPRROOJJEECCTT AAUUTTHHOORRIITTYY AANNDD OORRGGAANNIIZZAATTIIOONNAALL

SSTTRRUUCCTTUURREE

66..11 SSTTAAKKEEHHOOLLDDEERRSS

Stakeholders should be a mix of agency management and end users who are impacted positively

or negatively by the project.

NNAAMMEE SSTTAAKKEE IINN PPRROOJJEECCTT OORRGGAANNIIZZAATTIIOONN TTIITTLLEE

Frank Sharpless Overall program 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


PAGE 12

66..22 PPRROOJJEECCTT GGOOVVEERRNNAANNCCEE PPLLAANN

66..33 PPRROOJJEECCTT MMAANNAAGGEERR

66..33..11 PPRROOJJEECCTT MMAANNAAGGEERR CCOONNTTAACCTT IINNFFOORRMMAATTIIOONN

NNAAMMEE OORRGGAANNIIZZAATTIIOONN PPHHOONNEE ##((SS)) EEMMAAIILL

Delilah Garcia NMDOT Transit &

Rail Division

505-490-7856 [email protected]

Joann Girard NMDOT IT 505-827-5340 [email protected]

Project Director

Dave Harris

Project team member

5 program managers

and test grantees

Technical Review

DoIT / NMDOT Tech

Staff

Project Manager

Delilah

Garcia/Joann Girard

Executive Sponsor

Frank Sharpless

Business Operations Review

Team:

Grantee’s agency coordinator Staff

TSD Program Management Staff

Planning and TSD Finance Staff


PAGE 13

66..33..22 PPRROOJJEECCTT MMAANNAAGGEERR BBAACCKKGGRROOUUNNDD

66..44 PPRROOJJEECCTT TTEEAAMM RROOLLEESS AANNDD RREESSPPOONNSSIIBBIILLIITTIIEESS

RROOLLEE RREESSPPOONNSSIIBBIILLIITTYY

Executive Project

Sponsor

The point person will be the highest level of NMDOT.

Responsibilities include:

Champion Project

Consider changes facing the organization and its impacts

Responsible for finding budget to complete project

Participate in planning sessions

Ultimate project responsibility

Steering Committee Tasked with overall direction and support of the project

Participate in meetings

Review and provide comment on documentation provided by

project team.

Review project funding and its sources

Business

Owners/Project

Managers

Person responsible to the participating entities that make decisions

related to the operation of the project.

Problem Solving

Reviews work of Consultants

Participate in changes to project

Diagnose potential problems on project

Determine roles of IT personnel

Ultimate project success

Budget Planning

Project Schedule

Training Plans

Contract Management

Ensure communications between vendor and project owner.

Project Team

Members

Staff assigned to Project.


PAGE 14

RROOLLEE RREESSPPOONNSSIIBBIILLIITTYY

Define Business needs

Scheduling of meetings

System Administration

Testing

Purchasing and processing

Data integrity

Data input

Technical Staff Staff assigned to defining infrastructure requirements and providing

support to project indefinitely.

Duties Include:

System infrastructure Specifications

Data backups

Storage requirements

Security

Network connectivity

System reporting

Disaster recovery

66..55 PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT MMEETTHHOODDOOLLOOGGYY

The Project will be structured using a mixture of process-based and agile approaches. In

addition, project reporting structures will be adjusted to meet timelines and phase gates defined

by the PCC.

77..00 CCOONNSSTTRRAAIINNTTSS


1 Adequate resources

2 State requirements for oversight and project delays

3 Timing to process contracts


PAGE 15

88..00 DDEEPPEENNDDEENNCCIIEESS

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

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN TTYYPPEE MM,,DD,,EE

1. Project Certification Committee approval M

2. Contract approvals and purchases E

3. Funding for software maintenance M

4. Design and infrastructure dependencies M

5. Application environment creation E

6. Software management E

99..00 AASSSSUUMMPPTTIIOONNSS


1. Adequate budget will be available

2. Adequate staffing levels

3. Staff will be trained on the use of software

4. Vendor will provide updates

5. Data will be easily converted

6. Software will integrate with federal reporting systems, if allowed

1100..00 SSIIGGNNIIFFIICCAANNTT RRIISSKKSS AANNDD MMIITTIIGGAATTIIOONN SSTTRRAATTEEGGYY

Risk 1


PAGE 16

Description -

Delay in implementing a

new grant management and

transit asset management

system will impact

NMDOT’s ability to

manage federal transit

grants accurately and

efficiently

Probability Medium Impact HHIIGGHH

Mitigation Strategy

Communicate project plan, deadlines and key deliverables clearly

during kickoff meeting with contractor

Contingency Plan

Ensure existing processes can be used through anticipated project

timeline.

1111..00 CCOOMMMMUUNNIICCAATTIIOONN PPLLAANN FFOORR EEXXEECCUUTTIIVVEE RREEPPOORRTTIINNGG

The Project Managers will be responsible for creating periodic internal reports for NMDOT

stakeholders and will assist in preparing materials for presentation to DoIT and the PCC. The

Project Managers will work in conjunction with the Business Owner, Technical Lead and the

vendor to gather data for these reports.

1122..00 IINNDDEEPPEENNDDEENNTT VVEERRIIFFIICCAATTIIOONN AANNDD VVAALLIIDDAATTIIOONN -- IIVV&&VV

IV&V focus depends upon the type of project, with various emphases on project and product

deliverables.

The following check list is based on Exhibit A of the OCIO IV&V Contract Template, and the

Information technology template. . It is included here to provide a high level of the type of

IV&V accountability the project envisions:

Project/Product Area Include

Yes/No

Project Management Yes

Quality Management Yes

Training Yes

Requirements Management Yes

Operating Environment Yes

Development Environment Yes

Software Development Yes


PAGE 17

System and Acceptance Testing Yes

Data Management Yes

Operations Oversight Yes

Business Process Impact Yes


PAGE 18

1133..00 PPRROOJJEECCTT CCHHAARRTTEERR AAGGEENNCCYY AAPPPPRROOVVAALL SSIIGGNNAATTUURREESS

SSIIGGNNAATTUURREE DDAATTEE

EEXXEECCUUTTIIVVEE SSPPOONNSSOORR

BBUUSSIINNEESSSS OOWWNNEERR

PPRROOJJEECCTT MMAANNAAGGEERR

1144..00 PPRROOJJEECCTT CCHHAARRTTEERR CCEERRTTIIFFIICCAATTIIOONN AAPPPPRROOVVAALL

SSIIGGNNAATTUURREE

SSIIGGNNAATTUURREE DDAATTEE

DDOOIITT // PPCCCC AAPPPPRROOVVAALL

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