executive sponsor – jason cornwell, deputy secretary · web view2021/03/25 · artifacts...

New Mexico Department of Health

Electronic Pharmacy Prescription Processing

Project Management Plan

Executive Sponsor – Jason Cornwell, Deputy SecretaryChief Information Officer - Terry Reusser

Business Owner – Derek WheelerProject Manager – Jeff Esquibel

Original Plan Date: March 11, 2021Revision Date: Revision: 0.0

TABLE of CONTENTS

1.0 Project Overview....................................................................................................................................1

1.1 Executive Summary- Rationale for the Project...................................................................................11.2 Funding and Sources...........................................................................................................................11.3 Constraints...........................................................................................................................................11.4 Dependencies.......................................................................................................................................21.5 Assumptions........................................................................................................................................31.6 Initial Project Risks Identified.............................................................................................................4

2.0 Project Authority and Organizational Structure................................................................................5

2.1 Stakeholders........................................................................................................................................52.2 Project Governance Structure..............................................................................................................7

2.2.1 Describe the organizational structure – Org Chart.....................Error! Bookmark not defined.2.2.2 Describe the role and members of the project steering committee..............................................72.2.3 Organizational Boundaries, interfaces and responsibilities........................................................8

2.3 Executive Reporting............................................................................................................................9

3.0 Scope........................................................................................................................................................9

3.1 Project Objectives................................................................................................................................93.1.1 Business Objectives......................................................................................................................93.1.2 Technical Objectives..................................................................................................................10

3.2 Project Exclusions.............................................................................................................................103.3 Critical Success Factors.....................................................................................................................11

4.0 Project Deliverables and Methodology..............................................................................................11

4.1 Project Management Life Cycle........................................................................................................114.1.1 Project Management Deliverables.............................................................................................124.1.2 Deliverable Approval Authority Designations...........................................................................154.1.3 Deliverable Acceptance Procedure............................................................................................16

4.2 Product Lifecycle...............................................................................................................................164.2.1 Technical Strategy......................................................................................................................194.2.2 Product and Product Development Deliverables......................................................................194.2.3 Deliverable Approval Authority Designations...........................................................................194.2.4 Deliverable Acceptance Procedure............................................................................................24

5.0 Project Work........................................................................................................................................24

5.1 Work Breakdown Structure (WBS)...................................................................................................245.2 Schedule Allocation -Project Timeline.............................................................................................285.3 Project Budget...................................................................................................................................305.4 Project Team......................................................................................................................................31

5.4.1 Project Team Organizational Structure.....................................................................................315.4.2 Project Team Roles and Responsibilities...................................................................................31

5.5 Staff Planning and Resource Acquisition..........................................................................................325.5.1 Project Staff................................................................................................................................325.5.2 Non-Personnel resources...........................................................................................................33

5.6 Project Logistics................................................................................................................................345.6.1 Project Team Training...............................................................................................................34

6.0 Project Management and Controls....................................................................................................35

6.1 Risk and issue Management..............................................................................................................356.1.1 Risk Management Strategy.........................................................................................................356.1.2 Project Risk Identification..........................................................................................................356.1.3 Project Risk Mitigation Approach.............................................................................................356.1.4 Risk Reporting and Escalation Strategy....................................................................................356.1.5 Project Risk Tracking Approach................................................................................................366.1.6 ISSUE MANAGEMENT.............................................................................................................36

6.2 Independent Verification And Validation - IV&V............................................................................366.3 Scope Management Plan...................................................................................................................36

6.3.1 Change Control..........................................................................................................................366.4 Project Budget Management.............................................................................................................37

6.4.1 Budget Tracking.........................................................................................................................376.5 Communication Plan.........................................................................................................................37

6.5.1 Communication Matrix..............................................................................................................376.5.2 Status Meetings..........................................................................................................................376.5.3 Project Status Reports................................................................................................................38

6.6 Performance Measurement (Project Metrics)....................................................................................386.6.1 Baselines....................................................................................................................................386.6.2 Metrics Library..........................................................................................................................38

6.7 Quality Objectives and Controls.......................................................................................................386.7.1 quality Standards.......................................................................................................................386.7.2 Project and Product Review AND ASSESSMENTS...................................................................396.7.3 Agency/Customer Satisfaction...................................................................................................396.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS...........................................................39

6.8 Configuration Management...............................................................................................................406.8.1 Version Control..........................................................................................................................406.8.2 Project Repository (Project Library).........................................................................................40

6.9 Procurement Management Plan.........................................................................................................40

7. 0 Project Close........................................................................................................................................40

7.1 Administrative Close.....................................................................................................................407.2 Contract Close..............................................................................................................................40

Attachments................................................................................................................................................41

Revision History

Revision Number Date Comment

0.1 March 11, 2021 Program and DoIT review

DOH Electronic Pharmacy Prescribing Processing Project Plan PPAGEAGE 11 OFOF 5151

1.0 Project Overview

1.1 Executive Summary- Rationale for the Project The New Mexico Department of Health (NMDOH) is an agency with 3,500+ dedicated professionals who provide services to New Mexicans across the state including the operation of six facilities statewide. Of those facilities, New Mexico Behavioral Health Institute (NMBHI), Fort Bayard Medical Center (FBMC), New Mexico Rehabilitation Center (NMRC), Turquoise Lodge (TLH), and New Mexico Veterans Home (NMVH) operate in-house pharmacies and Sequoya Adolescent Treatment Center (SATC) outsources their pharmacy operations. Services and support span the continuum of care from primary prevention, health promotion, behavioral health and rehabilitation services, to long term care for the most vulnerable citizens. Pharmacy prescription management and processing is vital in providing safe and efficient patient care and improves revenue by reducing denial of reimbursements. The agency’s mission is to, “Promote health and wellness, improve health outcomes, and assure safety net services for all people in New Mexico.”

Related to pharmacy activities, there are currently several disparate systems at facilities related to pharmacy prescriptions and order processing. The New Mexico Behavioral Health Institute (NMBHI) and the New Mexico Rehabilitation Center (NMRC) utilize the Wellsky WORx application and have manual paper processes for Medication Administration Records (MAR). Turquoise Lodge Hospital (TLH) and the Fort Bayard Medical Center (FBMC) both use the QS/1 application is the Pharmacy Management System. However, TLH uses a hosted version of the software, while FBMC is hosted internally by NMDOH. Both of these facilities in addition to Sequoyah Adolescent Treatment Center use a third-party software (QuickMAR) for their Medication Administration Records. The New Mexico Veterans Home (NMVH) utilizes RX30 as their pharmacy system and SATC outsources their pharmacy operations to an outside vendor, using yet another software application. This results in inefficient, inconsistent and ineffective methods for managing Pharmacy resources and operations. The objective is to implement a single a web-based, cloud hosted application that will include multiple solutions for medication dispensing, billing, reconciliation, patient insurance eligibility, and inventory processes at all Department of Health (DOH) facilities. These features will assist in reducing revenue loss caused by the lack of functionality in current applications and increase patient safety through the reliability that an electronic application provides. Additionally, the individual applications at the different facilities lack the capacity to communicate with each other.

A web-based cloud hosted application, independent of multiple physical locations across the state, provides single point upgrade and maintenance, removes hardware costs of local pharmacy applications and allows for easier interchange of on-call staff between facilities. Currently there is a high reliance on the state’s physical network(s) at the individual facilities. Switching to a single web-based application reduces the need for local hardware, maintenance and support for each facility.

The Electronic Pharmacy Prescribing Processing (EPPP) project will result in a web-based application, hosted in the cloud, independent of multiple physical locations across the state, provides single point upgrade and maintenance, removes hardware costs of local pharmacy systems and allows for easier interchange of on-call staff between facilities. Currently there is a high reliance on the state’s physical network(s) at the different facilities. Switching to a single web-based system reduces the need for local hardware, maintenance and support for each facility.


1.2 Funding and Sources

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

APPROVERSAPPROVERS

Laws 2020, Chapter 83, Section 4 (90)

$ 443,265 Department of Finance and Administration (DFA)

1.3 ConstraintsThe following constraints are factors that restrict the project by scope, resource, or schedule.

NNUMBERUMBER DDESCRIPTIONESCRIPTION

1 Must comply with Federal Substance Use-Disorder Prevention that Promotes Opioid Recovery and Treatment for Patients and Communities (SUPPORTS) Act, January 1, 2021.

2 Must comply with NMAC 16.19.20.42, all controlled substance prescriptions in New Mexico must be electronically prescribed, effective April 1, 2021.

2 Must be interoperable with DOH facilities.

3 Must interface with DOH billing systems.

4 Must receive state funding for system development.

5 Must comply with HIPAA for privacy and security of private health information.

6 Must gather all documentation and logic for system development as required by state and Federal guidelines.

7 Must exercise strong Project Management to meet state and Federal guidelines.

8 Must have internal resources to support and conduct the project work.

9 Must involve internal and external stakeholders for successful project



completion.

1.4 DependenciesTypes 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

NUMBENUMBERR

DESCRIPTIONDESCRIPTION TYPE M, D, ETYPE M, D, E

1 The release of project funding depends on receiving Project Certification Committee (PCC) reviews and approvals throughout the project life cycle.

M, D, E

2 DOH facilities must comply with the New Mexico Board of Pharmacy rules and regulations regarding internal e-prescribing.

M, E

3 Meeting project schedule depends on a strong Project Management team, insuring establishment of the project and implementation teams and establishment and control of roles/responsibilities, clear scope of work, and project timelines.

M, D

4 Project success is dependent upon documentation of issues and corrective actions taken.

M, D

5 Project success is dependent upon Subject Matter Experts (SMEs) and agency partners working with the implementation vendor.

M, D

1.5 Assumptions


Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.


1 The development of the web-based system assumes the funding will be available to complete the project.

2 The development of the web-based system assumes that vendor contract will be in place during the project lifecycle.

3 Implementation vendor will deliver on a timely basis and develop system in compliance with state and Federal standards and requirements.

4 Agencies, facilities and individuals with different requirements and perspectives will work together to ensure project targets and outcomes are achieved.

5 All project management team members will be in place through the completion of the project

6 Funding requests will be approved and managed per defined Department of Financial Administration requirements.

7 DOH will deliver all required documentation to the implementation vendor for system development.

8 DOH is committed to the provision of an appropriate infrastructure to sustain current business operations, address new business initiatives, and advance major initiatives.

1.6 Initial Project Risks Identified

Risk 1 – FundingDescription – If DOH does not receive funding DOH will not be able to comply with state and federal statutes.

Probability - MEDIUMMEDIUM Impact - H - HIGHIGHMitigation Strategy – Work with DOH internal funding sources to begin a phased approach for the project.Contingency Plan – The Chief Information Officer (CIO) and Facilities Management will seek alternate funding sources.

Risk 2 – Compliance with Federal SUPPORT Act


Description – DOH will face penalties for non-compliance with the Federal SUPPORT Act for electronic prescribing of controlled substance prescriptions under Medicare Part D.

Probability - HHIGHIGH Impact - HHIGHIGH

Mitigation Strategy – Begin a phased project approach to meet critical compliance deadlines.Contingency Plan – Work with Federal authorities to define agreements to assist the state with compliance efforts using a phased approach.

Risk 3 – Compliance with State StatuteDescription – DOH must comply with NMAC 16.19.20.42, all controlled substance prescriptions in New Mexico must be electronically prescribed by April 1, 2021.

Probability - MEDUIMMEDUIM Impact - MMEDIUMEDIUM

Mitigation Strategy – have the ScriptSure system in place for external pharmacy e-prescribing.Contingency Plan – with the approval of the PCC planning request will use contracted vendor to implement the technology for e-prescribing for internal pharmacists and work with State authorities for a phased approach for compliance.

Risk 4 - BillingDescription – DOH must have the ability to track inventory and medication costs; Insurance verification to reduce non-

Probability - LOWLOW Impact – MEDUIMMEDUIM

Mitigation Strategy – Begin a phased approach to implement the full suite of medication fulfillment and reporting tools.


reimbursable costs Contingency Plan - with the approval of the PCC planning request will use contracted vendor to implement the technology for fulfillment of medication orders, billing, and reporting including cost reporting and inventory.

Risk 5 – Limited DOH staff resourcesDescription – Limited DOH staff resources

Probability - MMEDIUMEDIUM Impact – MEDIUMMEDIUMMitigation Strategy – Keep project team engaged and active, with regular meeting identifying goals and accomplishments. Complete participation is necessary including project sponsor, SME’s, IT Application support team, project management and Finance.Contingency Plan – Identify backup personnel that can fill in when primary project team members are unavailable.

2.0 Project Authority and Organizational Structure

2.1 Stakeholders

NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

Jason Cornwell Executive Sponsor DOH Deputy Secretary

Terry Reusser CIO DOH/Information Technology Services Division(ITSD)

CIO

Derek Wheeler Business Owner DOH Facilities Fiscal Offer

Jeff Esquibel Project Manager DOH/ITSD Project Manager

Rosanna Dill Project Management Office (PMO)

DOH/ITSD PMO Bureau Chief

Yvette Quintana Application Support DOH/ITSD Application Development


NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

Support Bureau (ADSB) Bureau Chief

Facility Administrators:

Timothy Sheilds

Jose Gurolla

Carmella Sandoval

Shauna Hartley

Derek Wheeler

Tod Winder

Responsible for Division and meeting legislative requirements

DOH Facilities Administrators

Pharmacists

Dan Smith, NMBHI

Joanna Yeh, NMRC

TBD, TLH

Greg Dmore, NMVH

TBD, FBMC

Responsible for daily operations of pharmacies

DOH Facilities Pharmacist

Facilities Pharmacy Techs, Nursing, Doctors

End User – beneficiaries of easier access to information

DOH Facilities Clinical Support

Shaun Huel Implementation Vendor BDM IT Solutions Inc.

Controller

John Frail Implementation Vendor BDM IT Solutions Inc.

Customer Relations

2.2 Project Governance Structure


2.2.2 Describe the role and members of the project steering committee

The Executive Sponsor operates as the Chair of the Project Steering Committee and is the point person for the project within DOH.

Responsibilities include:

Championing the project;

Considering potential changes facing the organization and assesses the organizational impact;

Deciding which changes will be instituted, communicates priorities and provides resources to ensure success;

Creating an environment that enables changes to be made on time and within budget;

Participating in planning sessions; and

Chairing the Steering Committee.

The Steering Committee provides governance over the direction and support of the project.


The responsibilities of the Steering Committee Members include:

Attending and participating in Steering Committee Meetings;

Reviewing and providing comment on presented documentation;

Balancing larger picture versus details of the project;

Reviewing project funding and expenditures;

Championing the project; and

Contributing to lessons learned.

Steering Committee membership is included in the Project Organizational Chart depicted on the previous page of this document.

2.2.3 Organizational Boundaries, interfaces and responsibilities

Use this section to describe any special considerations regarding contact between the project team, the project manager, and individuals from various organizations involved in the project: Boundary, interface and responsibilities at the interface level.

The key interfaces between the organizations involved in and supporting the Electronic Pharmacy Prescription Processing are those between the Project Sponsor, DOH CIO, PMO Bureau Chief, ADSB Bureau Chief, Facility Administrators, pharmacists, clinical director, and ITSD Support staff.

The methods of communications utilized on the project will include:

Status reports and briefings;

Standing team or committee meetings;

Ad-hoc meetings;

Electronic mail;

Distribution of meeting minutes; and

Phone conversations.

Interaction may occur directly between the technical components of all teams. Final decisions will be made at the Steering Committee level as required. Project communications and plans will be fully detailed in the Electronic Pharmacy Prescription Processing Communications Plan.

2.3 Executive ReportingThe Electronic Pharmacy Prescription Processing Project Manager will ensure regular and timely communications with the Executive Steering Committee (ESC).

Steering Committee Meetings once a month or as directed to review project status, schedule, budget, risks/issues, and action items;


The Electronic Pharmacy Prescription Processing Project Manager will meet with the Executive Sponsor, Business Owner, and Project Director to discuss any issue that represents a significant impediment to progress.

The Project Manager will submit an agency-approved Project Status Report to the Department of Information Technology (DoIT) and DOH on a monthly basis.

3.0 Scope

3.1 Project Objectives3.1.1 Business Objectives

NUMBERNUMBER DESCRIPTIONDESCRIPTION

Business Objective 1 Comply with Federal and State mandates for electronic prescribing of controlled substance prescriptions (EPCS) requirement for both Inpatient and Outpatient programs.

Business Objective 2 Increase patient safety by having access to electronic drug-interaction technology.

Business Objective 3 Increase revenue potential through the ability to verify patient insurance eligibility.

Business Objective 4 Have a prescription drug order entry mechanism with specific functionality to permit profile maintenance for hospitalized inpatients nursing home residents, discharged patients, and outpatients to reduce medication errors.

Business Objective 5 Have a pharmacy application able to interface with financial reconciliation applications to properly manage adjudication.

Business Objective 6 Track medication inventory, revenue and expenses through application reporting tools

Business Objective 7 Electronically process medication orders, and maintain patient Medication Administration Records (MAR), and supporting diagnosis.


3.1.2 Technical Objectives


Technical Objective 1 Replace current vendor application(s) with a single web-based hosted system.

Technical Objective 2 Allows for bi-directional interoperability with electronic health record (eHR) and Financial applications

Technical Objective 3 The ability to electronically document the transfer of prescriptions from one pharmacy to another in compliance with Board of Pharmacy and Drug Enforcement Administration (DEA) regulations

Technical Objective 4 Secure, cloud hosted solution allows pharmacist to access off-site after hours

3.2 Project ExclusionsThe project excludes ePrescibing to external pharmacies.


3.3 Critical Success FactorsThe following are critical success factors for achieving success in this project.


Quality Metric 1 Implement BDM IT solutions pharmacy solution within 9 months of project initiation.

Quality Metric 2 Decrease the time necessary to enter and process medication orders

Quality Metric 3 Electronic record of all patient medication that can be shared and interfaced with EHR system

Quality Metric 4 Improved inventory, billing, and revenue and expense reporting.

Quality Metric 5 Improve patient safety

4.0 Project Deliverables and Methodology

4.1 Project Management Life Cycle

Phase Summary of Phase Key Deliverables

Initiation Define the scope, schedule, and budget for performance, including business benefits to be achieved.

Project Certification Committee (PCC) Initiation Phase Certification Request and associated Presentation

Draft Project Charter

Planning Develop the strategy for delivering on the goals and objectives of the project and all key planning documents.

Identify key project team members and form Project Team.

Develop Work Breakdown

PCC Planning Phase Certification Request and associated Presentation

Finalize Project Charter

Project Management Plan


Structure, estimation of costs and time, identify resources and manpower.

Implementation Execute the project using the methodology established and documented in the Project Management Plan to monitor and control the project.

PCC Implementation Phase Certification Request and associated Presentation

Updated Project Management Plan

Closeout Project comes to a close, with product and services ready for use.

Contracts are terminated, and project teams dissolved.

All invoices are paid.

Lessons Learned Report

PCC Closeout Phase Certification Request and associated Presentation

PCC Closeout Presentation

4.1.1 Project Management Deliverables

4.1.1.1 DOH-EPPP-DEL-001 – Project CharterDescription – The project charter is the document that formally authorizes a project. The project charter provides the project manager with the authority to apply organizational resources to project activities.

Deliverable Acceptance Criteria – Must meet acceptance of the Executive Sponsor and the Project Certification Committee (PCC).

Standards for Content and Format –DoIT template.Quality Review – Reviewed and approved by DOH CIO.

4.1.1.2 DOH-EPPP-DEL-002 – Project Management Plan

Description – The Project Management Plan (PMP) is a formal document approved by the Executive Sponsor, the DOH

Deliverable Acceptance Criteria – All areas of the PMP completed with sufficient levels of detail to convey complete understanding of the effort to stakeholders.

Standards for Content and Format –DoIT template.


CIO and DoIT. The PMP is developed during the Plan Phase of the project, and is utilized to manage project execution, control, and project close.

The primary uses of the PMP are to document planning assumptions and decisions, facilitate communication among stakeholders, and to document the approved scope, cost and schedule. The PMP includes and/or integrates by reference other related plans for issue escalation, change control, communications, deliverable review and acceptance, risk management, environment management, business continuity, testing, training and operational support plans

Quality Review – Reviewed and approved by DOH CIO

4.1.1.3 DOH-EPPP-DEL-003 – Certification Request Forms and Presentations

Description – Forms and presentations tailored to provide specific information to the Project Certification Committee as the project progress through the Initiation, Planning, Implementation or Closeout phases.

Deliverable Acceptance Criteria – Must obtain acceptance of the PCC.

Standards for Content and Format –DoIT templates for requests.Quality Review – Reviewed and approved by DOH CIO and DOH-EPPP Business Owner.

4.1.1.4 DOH-EPPP-DEL-004 – Monthly Project Status Reports to DoIT


Description – 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 DoIT.

Deliverable Acceptance Criteria: All areas of the Project Status Report Form completed with enough levels of detail to convey complete understanding of project status to governance.

Standards for Content and Format: Completed to DoIT Standards.Quality Review – Reviewed and approved by DOH CIO.

4.1.1.5 DOH-EPPP-DEL-005 –Project Schedule

Description – Schedule is the key project management tool by which the Project will be managed. The Project Schedule contains all project key tasks, activities and milestones. Tasks and activities are defined with durations and deliverables, predecessor tasks, and the deliverable(s) associated with that task where they exist.The Project Schedule also contains an accurate calendar.

Deliverable Acceptance Criteria: All Project Tasks, Milestones, and Deliverables detailed, with durations, predecessors, and resources entered.

Standards for Content for the Project Schedule is developed consistent with Best Practice Project Management Standards (PMBOK) and DoIT requirements mat: Completed to DoIT Standards.Quality Review – DOH-EPPP Business Owner and DOH CIO.

4.1.1.6 DOH-EPPP -DEL-006 - ESC Meeting Agenda/MinutesDescription – ESC meeting agenda and minutes

Deliverable Acceptance Criteria – Must meet criteria of the ESC.Standards for Content and Format – Will use PM template.Quality Review – Project ESC.

4.1.1.7 DOH-EPPP -DEL-007 - Project Team Meeting Agenda/Minutes

Description – Project Team meeting agenda and minutes

Deliverable Acceptance Criteria – Must meet needs as defined by the Project Team members and the Project Manager.Standards for Content and Format - Will use PM template.


Quality Review - Will be reviewed by Project Team Leads.

4.1.1.08 DOH-EPPP -DEL-008 - Project Budget and Expenditures Report

Description – Project Budget report to identify spend by fiscal year and projected amount remaining.

Deliverable Acceptance Criteria – Must meet criteria of the Project Sponsor, Project Owner and Project Director.

Standards for Content and Format – Will use PM template.

Quality Review – Will be reviewed by DOH-EPPP Project Owner and DOH CIO.

4.1.1.09 DOH-EPPP -DEL-009 - Risk/Issue Log

Description – Project Risk/Issue Log to track Risk, Mitigation and Contingency plans. Issues will be tracked and assigned to a principle owner for resolution.

Deliverable Acceptance Criteria – Will be reviewed and accepted by the Project Steering Committee.

Standards for Content and Format – Will use standard DoIT template.

Quality Review - Will be reviewed by Business Owner and Project Director.

4.1.1.10 DOH-EPPP -DEL-010 – Lessons Learned

Description – Document lessons learned during course of entire project.

Deliverable Acceptance Criteria – Will be reviewed and accepted by the Project Steering Committee.

Standards for Content and Format – Will use standard DoIT template.

Quality Review - Will be reviewed by the Business Owner and DOH CIO.

4.1.2 Deliverable Approval Authority Designations

The following table identifies the deliverables this project is to produce and lists the person or persons who have authority to approve each deliverable.


DDELIVERABLEELIVERABLE NNUMBERUMBER

DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))

DDATEATE A APPROVEDPPROVED

DOH-EPPP-DEL-001

Project Management Charter DOH CIO and Business Owner

May, 2018

DOH- EPPP -DEL-002

Project Management Plan (PMP) DOH CIO and Business Owner

DOH- EPPP -DEL-003

PCC Certification Request Forms & Presentations

DOH CIO and Business Owner

DOH- EPPP -DEL-004

Monthly Project Status Reports to DoIT

DOH CIO

DOH- EPPP -DEL-005

Project Schedule Business Owner and DOH CIO

DOH- EPPP -DEL-006

Executive Steering Committee (ESC) Meeting Agenda/Minutes

Business Owner and DOH CIO

DOH- EPPP -DEL-0097

Project Team Meeting Agenda/Minutes

Project Team Members

DOH- EPPP -DEL-008

Project Budget and Expenditures Report


DOH- EPPP -DEL-009

Risk/Issue Log Executive Steering Committee (ESC)

DOH- EPPP -DEL-010

Lessons Learned ESC

4.1.3 Deliverable Acceptance ProcedureProject deliverables will be reviewed and accepted by the business owner after review by the team and the DOH Project Management Office (PMO). Additional approvals from the Project certification committee where applicable

4.2 Product LifecycleThe DOH intends to utilize Project Management methodology which is tailored to suit the DOH needs. DOH’s product life cycle strategy is to incorporate the following phases: Discover and Prework, Mobilize, Adapt, Deploy and Support. The table below documents the process and anticipated Key Deliverables.


Phase Summary of Phase Key Deliverables

Project Initiation The Contractor shall be on-site for 1 day to conduct and participate in meetings with stakeholders, including a kickoffmeeting to initiate the project, introduce project teammembers and roles, validate project management approach,review requirements and operating environment.

Project Kick-off and introduction of DOH Project Team and vendor resources.

Project Management The Contractor shall provide a goals and objectives document identifying the workflow and timeline.

Project schedule Change Management Quality Assurance Plan Risk Management Plan Data Conversion &

Migration Plan Requirements

Management & Traceability Plan

Testing Management Plan & Issue/Bug Log

Training Plan Scope Management Plan Communications Plan

Requirements Analysis The Contractor shall conduct research, and requirements gathering, in conjunction with the Pharmacy Project team, resulting in a Requirements Traceability Matrix (RTM). The RTM must contain all the requirements in the Request for Proposal and include any otherrequirements identified during the research and gathering.

Requirements Traceability Matrix (RTM)

System Analysis

Design The Contractor shall develop and submit system design modifications, adapted for DOH, documentation. Portions of theapplication that shall be customized for the initial release of the application must

Business and Technical Requirements


be included.

Performance Measures and Reporting

The Contractor's hosted Solution shall provide ability to meet peak performance requirement of not less than 50 simultaneous users with a peak up to 75 simultaneous users. System availability should be at 99.9%. Peak usage times would be during normal business hours.

Performance Measures

Training Plans Testing Management

Plan Reporting

User & System Security Contractor shall implement configurable role-based access to control user access to Pharmacy system functionality, reports, and data. TheContractor shall work with the State to define mutually agreed upon user roles and associated access rights.

Security configuration

Training

Interoperability The Contractor shall provide real-time Hl7 messaging, including bidirectionalmessages for billing and claim information, and patient demographics.

HL7 Interfaces

Hosting The Contractor shall build and implement three (3) hosted environmentsfor use by the Procuring Agency:

User Acceptance Testing(UAT)

Training Production

Hosting environment setup

System Implementation to UAT environment

The Contractor shall establish, populate and maintain a UATEnvironment on the hosting site with test data. The UATenvironment should be a mirror image of Production to perform accurate testing, but all patient demographics or identifiable information must be scrambled

Establish and populate the UAT Environment.


or de-identified.

Training Environment The Contractor shall establish and populate a Training Environment on the hosting site with test data. The environment should be a mirror image of Production to have real training scenarios, but all patient identifiable information must be scrambled or de-identified.

Establish and populate the Training Environment.

GO-LIVE Establish and validate the production environment on the hosting platform

• Notify Pharmacy Staff to freeze the legacy systems

• Resolve any issues identified by testing team

Production GO-LIVE

GO-LIVE Support

M&S Support Contractor shall support and maintain the 3 DOH environments according to the approved architecture design.

Ongoing M&S

Cloud Hosting Support Amazon AHS Cloud Hosting/Management Services

Ongoing Support for Amazon AHS Cloud Hosting/ Management Services

4.2.1 Technical StrategyImplement a comprehensive web-based cloud hosted system that includes multiple solutions for the many disparate dispensing, billing, reconciliation, and inventory processes at the DOH facilities can assist in reducing revenue loss caused by their lack in current application systems, and increase patient safety through the reliability an electronic system provides. The Contractor shall instantiate, configure, test and deploy to production their pharmacy system for use at DOH facilities in accordance with the contract Scope of Work.

The following is a general description of the activities to be undertaken by theContractor: specific requirements are set out in the description of Deliverables below:

Provide user access to web-based, cloud hosted Software as a Service (SAAS) Establish a Requirements Traceability Matrix with DOH Project Team Provide on-going Project Management for the project Establish functional and all other mandatory requirements Design Application Modifications


Develop Application Modifications Instantiating of environments Set up User Acceptance Testing, Train and onboard DOH Staff Manage Production releases Manage hosted server environments.

DOH has entered into a General Service Contract with BDM IT Solutions for the implementation of the Electronic Pharmacy Prescription Processing System.

4.2.2 Product and Product Development Deliverables

The following Product Deliverables are work products or artifacts that are driven by the product management methodology requirements and standard project management practices regardless of the product requirements of the project.

4.2.2.1 DOH-EPPP-DEL-101 – Project Initiation

Description – Implementation Contractor will be required to be on-site or video conference for one day to meet with stakeholders and hold a kick-off meeting.

Deliverable Acceptance Criteria: Contractor submits minutes to DOH Project Manager.

Standards for Content and Format: Format will be agreed to by DOH and the awarded vendor.

Quality Review –

1st Review: DOH Project Manager and DOH Business Owner.2nd Level Review: CIO

4.2.2.2 DOH-EPPP-DEL-102 – Project Management

Description – Vendor project manager will provide a goals and objectives document identify the workflow and timeline; submit a preliminary detailed work plan; and deliver weekly status reports.

Deliverable Acceptance Criteria: Contractor submits minutes to DOH Project Manager.


Quality Review –

1st Review: DOH Project Manager and DOH Business Owner.2nd Level Review: CIO


4.2.2.3 DOH-EPPP-DEL-103- Requirements AnalysisDescription – Implementation Contractor shall conduct research, and requirements gathering, in conjunction with the pharmacy project team, resulting in aRequirements Traceability Matrix (RTM). The RTM must contain all the requirements in the Request for Proposal the Contractor indicated was part of the application and include any other requirements identified during the research and gathering and agreed by the Contractor.

Deliverable Acceptance Criteria: Conveys a clear understanding of business process, business flows and external inputs and outputs.


Quality Review –

1st Review: DOH EPPP Business Owner and DOH CIO.2nd Level Review: ESC

4.2.2.4 DOH-EPPP-DEL-104 – System Design

Description – Implementation Contractor shall develop and submit system design modifications, adapted for DOH, documentation. Portions of the application that shall be customized for the initial release of the application must be included. The design based on the research and requirements from Deliverable 103.

Deliverable Acceptance Criteria: Conveys a clear understanding of business process, business flows and external inputs and outputs for system design.


Quality Review –


4.2.2.5 DOH-EPPP-DEL-105 – Performance Measures and Reporting

Description – The Contractor’s hosted Solution shall provide ability to meet peak performance use requirement

Deliverable Acceptance Criteria: Reports conveys a clear understanding of system performance.



of not less than 50 simultaneous users with a peak up to 75 simultaneous users. System availability should be at 99.9%. Peak usage times would be during normal business hours 8AM to 5PM M-F. Contractor shall provide monthly reporting for outages and dashboard statistics on system availability and peak usage times

Quality Review –


4.2.2.6 DOH-EPPP-DEL-106 – User and System Security

Description – Implementation of configurable role-based access to control user access to Pharmacy system functionality, reports and data.Establishment of protocols that will verify the identity to authenticate all of the System’s human users before allowing them to use its capabilities to prevent access to inappropriate or confidential data or services.Compliance with the DOH user password rules.Configure the system to enforce complex passwords for all user and Administrator Accounts in accordance with DOH Statewide User Account and Password Policy.Develop a detailed Logical Security Design and protocols for Pharmacy system computer and network systems.

Deliverable Acceptance Criteria: Contains sufficient detail to clearly convey user and system security information needed for the EPPP system.


Quality Review –

1st Review: DOH EPPP Business Owner and DOH CIO.

2nd Level Review: ESC


4.2.2.7 DOH-EPPP-DEL-107 – Interoperability

Description – The Contractor shall provide real-time Hl7 messaging, including bi-directional messages for billing and claim information, and patient demographics.

Deliverable Acceptance Criteria: Health Level 7(HL7))messaging complies with national and DOH standards.


Quality Review –


4.2.2.8 DOH-EPPP-DEL-108 – Hosting Requirements and Setup

Description – The vendor will build and implement three (3) environments for use including user acceptance testing, training and production.

Deliverable Acceptance Criteria: Verification of the environments and technical specifications.


Quality Review –


4.2.2.9 DOH-EPPP-DEL-109 – System Implementation to Test Environment

Description – Establish, populate, test and maintain a Test Environment on the hosting site with test data. The test environment should be a mirror image of Production during UAT to perform accurate testing, but all patient demographics or identifiable information must be scrambled or de-identified. Vendor will be available to testers during User Acceptance Testing.

Deliverable Acceptance Criteria: Verification of test environment and de-identified / scrambled data.


Quality Review –

1st Review: DOH EPPP Business Owner and DOH CIO.2nd Level Review: ESC.

4.2.2.10 DOH-EPPP-DEL-110 -Training and Materials


Description – establish and populate a Training Environment on the hosting site with test data. The test environment should be a mirror image of Production to have real training scenarios, but all patient demographics or identifiable information must be scrambled or de-identified. Develop training materials and training plan..

Deliverable Acceptance Criteria: Verification of training materials and training completion.


Quality Review –


4.2.2.11 DOH-EPPP-DEL-111 – Production Go-LiveDescription - establish and validate the production environment on the hosting platform using test data. Notify Pharmacy Staff to freeze the legacy systems. Resolve any issues from testing.

Deliverable Acceptance Criteria: Verification of production environment, completion of testing issues and de-identified / scrambled data. Training materials and plan meet agency approval


Quality Review –



4.2.3 D4.2.3 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONS

The following table identifies the deliverables this project is to produce, and names the person or persons who have authority to approve each deliverable

DDELIVERABLEELIVERABLE NNUMBERUMBER

DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))

DDATEATE A APPROVEDPPROVED

DOH-EPPP-DEL-101

Project Initiation Business Owner and DOH CIO

DOH-EPPP-DEL-102

Project Management Business Owner and DOH CIO

DOH-EPPP-DEL-103

Requirements Analysis Business Owner and DOH CIO

DOH-EPPP-DEL-104

System Design Business Owner and DOH CIO

DOH-EPPP-DEL-105

Performance Measures and Reporting


DOH-EPPP-DEL-106

User and System Security Business Owner and DOH CIO

DOH-EPPP-DEL-107

Interoperability Business Owner and DOH CIO

DOH-EPPP-DEL-108

Hosting Requirements and Setup Business Owner and DOH CIO

DOH-EPPP-DEL-109

System Implementation to Test Environment


DOH-EPPP-DEL-110

Training and Materials Business Owner and DOH CIO

DOH-EPPP-DEL-111

Production Go-Live Business Owner and DOH CIO

4.2.4 Deliverable Acceptance ProcedureThe Vendor will submit documentation for the deliverable and a request for approval to the Project Manager. The PM and the team will review the completed work for completion, quality and suitability and make an approval recommendation to the business owner. Business owner will approve or return for additional work. On approval, vendor can submit an invoice for payment.DOH Electronic Pharmacy Prescribing Processing Project Plan PPAGEAGE 2626 OFOF 5151

5.0 Project Work

5.1 Work Breakdown Structure (WBS)The table presented below identifies the anticipated Work Breakdown Structure (WBS) to be followed during the Electronic Pharmacy Prescription Processing Project; therefore, the table will be updated as the project progresses. The table is subject to change and will most likely incorporate vendor-proven methodologies utilized in similar project deployments.


Identifier Work Package Description Definition/Objective Milestone/Deliverable

1.0 Project Management and Control

Risk, Issues and Action Item Management, Documentation Management, Scope Control, Status Reporting, Steering Committee Meetings

Status Reports, Steering Committee Meetings, Risk, Issues and Action Items

2.0 Technology Install latest version of Electronic Pharmacy Prescription Processing software in the TEST EnvironmentEnsure difference of no greater than one release between Development, Test, QA and Production environmentsInstall Electronic Pharmacy Prescription Processing Project Replacement Versions as they are releasedMaintain Environments

Installed Software and Documentation (where applicable)

3.0 Initiation Phase Finalize Scope; Develop Project Scope; Schedule and Budget documentation; Set up Document Management Repository; Conduct Kick-Off Meeting; Technology Planning; Change Management Planning

Project Initiation Proposal, SharePoint, Schedule, Kick-Off Meeting

4.0 Plan Phase Business Requirements Definition Plan,

Prepare for Business Requirements Definition Sessions

Requirements Definition Plan, Project Management Plan, Define Session Schedules, and Participants

Implementation Request and PCC Presentation


5.0 Implementation Phase Collect Business Requirements

Comprised of Design, Build, and Test Activities

Conduct Business Requirement Gathering Meetings

Completion of Design – Business Requirements Definition Report Sign-Off

Completion of Build – Unit Testing CompletedCompletion of Test-End to End Process Testing Complete

5.1 Design Activities Train Business Process Requirements Definition Participants in methodology and products to be implemented.

Conduct Requirements Definition Sessions; Prepare Business Requirements Report; Finalize and present to Steering Committee for Approval

Core Team Orientation TrainingBusiness Requirements (Design Document) approved by Steering Committee

5.2 Build Activities Software configuration, data conversion, report development.

Testing Environment Ready.Configuration, Data Conversion,Reports; Testing Strategy and Plan

5.3 Test Activities Unit Testing: Training Materials Developed; Module Testing; User Acceptance and End to End Process Testing;

Unit, Module and Process Test Results.End User Quality Assurance Sign-off


6.0 Deployment Phase Support Staff Training, Train the Trainer Training, End User Training;

Go/No Go Review; Production Cutover;

Lessons Learned Analysis;

Project Close-out

Support Staff, Trainer and End User Training Completed

Production Authorization;Cut Over;Lessons Learned Analysis, Project Close-Out

7.0 Closeout Phase Conduct Lessons Learned Review and Prepare Report;

Submit Closeout Request and Presentation to PCC

Lessons Learned Report PCC Closeout Request, and Presentation

5.2 Schedule Allocation -Project Timeline The following project timeline is a high-level view of project activities with a focus on project milestones. It provides a high-level view of the project timeline. The schedule will be finalized after the implementation vendor contract is executed.

Identifier Task/Activity Name Resource Name

Milestone (Y/N)

Effort/ Duration

Start Finish Dependent Task

1 Develop PCC Initiation/Planning Request and Supporting Documents

Project Manager N 1 week 2/1/2021 2/25/2021

2 Develop Support Contracts

DOH PMO Y 8 weeks 1/25/2021 3/31/2021

3 Project initiation Implementation Vendor

Y 4 weeks Estimated 4/1/2021 or at contract execution

Estimated 1 month

from start date

4 Project Management

Implementation Vendor

Y 7 Months

Estimated 4/1/2021

or 4 weeks from

contract execution

Estimated 7 Months from start

date

2


5 Requirement Analysis


Y 6 weeks Estimated 5/15/2021 or 6 weeks

from contract

execution

Estimated 6 weeks

from start date

3

6 Design Implementation Vendor

Y 2 Months

Estimated 5/15/2021 or 6 weeks

from contract

execution

Estimated 2 months

from start date

4

7 Performance Measures and Reporting


Y 3 Months

Estimated 6/1/2021

or 8 weeks from

contract execution

Estimated 3 months

from start date

5

8 User & System Security


Y 3 Months

Estimated 6/30/2021

or 12 weeks

from contract

execution

Estimated 3 months

from start date

6

9 Interoperability Implementation Vendor

Y 4 months

Estimated 7/15/2021

or 14 weeks

from contract

execution

Estimated 4 months

from start date

7

10 Hosting Setup Implementation Vendor

Y 2 months

Estimated 8/15/2021

or 18 weeks

from contract

execution

Estimated 2 months

from start date

8

11 System Implementation to Test


Y 5 months

Estimated 7/15/2021

or 14 weeks

from contract

execution

Estimated 5 months

from start date


12 Training and Materials


Y 10 days Estimated 8/15/2021

or 18 weeks

from contract

execution

Estimated 5 months

from start date

11 Go Live Implementation Vendor


or 16 weeks

from contract

execution

Estimated 12/2021

1-12

12 Go Live Support Implementation Vendor


or 16 weeks

from contract

execution

Estimated 45 days

from GO-LIVE date

11

5.3 Project Budget

Phase / Activity Associated Deliverables Estimated Budget

Phase 1 Project InitiationProject ManagementRequirement AnalysisDesignPerformance Measures & ReportingUser & System SecurityInteroperabilityIV&V

$15,827$ 60,711$43, 595$48,652$40,126

$44, 46830,000

Phase 2 InteroperabilityHosting SetupIV&V

$144,846$21,277$60,000

Phase 3Implementation

System Implementation to TESTSystem Implementation to Training

$ 9,251$23,655

Phase 4Go-Live

Production Go-Live $20,969


Phase / Activity Associated Deliverables Estimated Budget

Phase 5 Maintenance & SupportHosting Services

$1,562,264$285,920

Project Total $ 2,411,921

Project Contingency Amount $ 0

GRAND TOTALS $ 2,411,921

5.4 Project Team


5.4.1 Project Team Organizational Structure

5.4.2 Project Team Roles and Responsibilities

RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL A AREAREA

DOH Project Manager

Monthly Management Status Report and Plan

Jeff Esquibel Project Management Office

Business Owner Business process oversight and deliverable approval

Derek Wheeler Facility Director

DOH Financial Lead

Oversite of project financial aspects

Roberta Vigil Facilities Fiscal Officer

Facility Administrators & Pharmacists

Business Process Definition Designs

TBD Facility Administrators


RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL A AREAREA

DOH SMEs & Testers

Training Products, Testing Products

TBD TBD

DOH Testers Training Products, Testing Products

TBD TBD

Vendor Project Manager


TBD, BDM IT Solutions

Vendor Project Management Office

Pharmacy Lead Business Process Definition Designs, Configuration, Deployment, Training Products, Testing Products

Dan Smith Pharmacy

Pharmacy Support Team

Business Process Definition Designs, Configuration, Deployment, Training Products, Testing Products

TBD Pharmacy

Application Support


TBD Vendor Management Support

Application Support


TBD ITSD

5.5 Staff Planning and Resource AcquisitionThe chart below identifies the project team members and details concerning their project commitment.


5.5.1 Project Staff

ResourceCost Estimate

Estimated Hours Availability Skill Set Work Product/Deliverable

Project ManagerJeff Esquibel

$ 0 1120 80% Project Management; Strategic Planning


DOH Business LeadDerek Wheeler

$ 0 200 20% Business Owner Business Process Definition Designs, Configuration, Training Products, Testing Products

DOH SMEsTBD

$ 0 ? hours split across multiple resources

Subject Matter Experts

Business Process Definition Designs

DOH TestersTBD

$0 ? hours split across multiple resources

Testers Training Products, Testing Products

DOH Application SupportTBD

$0 ? hours split across multiple resources

Technical Deployment (Security, migrations, access, etc.)


5.5.2 Non-Personnel Resources

RRESOURCEESOURCE CCOSTOST E ESTIMATESTIMATEEESTIMATEDSTIMATED

HOURSHOURS AAVAILABILITYVAILABILITY SSOURCEOURCEWWORKORK P PRODUCTRODUCT//

DDELIVERABLEELIVERABLE


Per contract deliverables

1120 100% BDM Vendor

Monthly Project Management Status Report and Plan


Per contract deliverables

1120 100% BDM Vendor


IV&V Vendor Per contract deliverables

224 20% TBD Business Process Definition Designs, Configuration, Deployment, Training Products, Testing Products

5.6 Project LogisticsThe Project Manager, team and implementation vendor will be working remotely and will use a video conferencing tools to meet and conduct workgroups. If necessary, agency team members may meet at the DOH Runnels Building, 1190 S. St. Francis, Santa Fe, New Mexico. If the implementation vendor is required on-site, vendor organization approvals will be necessary prior to any on-site meetings.

5.6.1 Project Team Training The Contractor shall develop training plans as per DOH-EPPP-DEL-110.


ResourceCost Estimate

Estimated Hours Availability Skill Set Work Product/Deliverable

DOH Business Lead $0 TBD 1 FTE High-level experience

“DOH-EPPP-DEL-110

DOH SMEs $0 TBD TBD High-level experience

“DOH-EPPP-DEL-110

DOH Testers $0 TBD TBD High-level experience

“DOH-EPPP-DEL-110

6.0 Project Management and Controls

6.1 Risk and issue ManagementIn general, for this project, risks will be tracked by the Project Manager on behalf of the team. Risks will be part of the regular reporting from the Project Manager to the business owner and steering committee. Risk treatment strategies will be developed within the team and proposed to the business owner/steering committee for action approval.

6.1.1 Risk Management Strategy

In general, for this project, risks will be tracked by the Project Manager on behalf of the team. Risks will be part of the regular reporting from the Project Manager to the business owner and steering. Risk treatment strategies will be developed within the team and proposed to the business owner/steering committee for action and approval.

6.1.2 Project Risk Identification

Some project risks have already been identified. See 1.6 above. Anyone on the project team can identify a new risk for recording by the Project Manager. Additionally, anyone on the team can report an issue around a risk materializing.

6.1.3 Project Risk Mitigation Approach

Risks can be managed by acceptance, avoidance, sharing or reduction. The project team will perform an initial assessment of each risk and recommend an approach for managing it to the business owner for approval. Materialized Risks (issues) will be reviewed as needed to confirm the management approach is working or recommend a direction change

6.1.4 Risk Reporting and Escalation Strategy

Risks will be reported to the business owner and steering committee as part of regular reporting, or sooner via direct if risk management requires it.

Risks of “Likely” or higher probability or “Medium” or higher impact will be presented at the monthly Steering Committee meetings. The contingency plans for each will be discussed, as will the mitigation plans.


6.1.5 Project Risk Tracking Approach

Risks will be tracked by the Project Manager in a log available to the team in the Project Library.

6.1.6 ISSUE MANAGEMENT

6.1.6.1 Internal Issue Escalation and Resolution Process

Like risks, anyone on the team can report an issue to the Project Manager for tracking. Team members should try to resolve issues within the team first. Issues can be escalated through the Project Manager to the business owner/project sponsor or to the vendor team as appropriate.

6.1.6.2 External Issue Escalation and Resolution ProcessIssues needing external escalation will be escalated by the Project Manager to the business owner for further management escalation as needed.

6.2 Independent Verification and Validation - IV&VDOH is in the process of contracting with an IV&V Vendor.

6.3 Scope Management PlanThe scope is well defined and the Electronic Pharmacy Prescribing Process has been implemented and proven by many other State agencies. The contract is a fixed price. The team and the project manager will track any scope changes necessitated by either a schedule constraint or an unforeseen effect of executing the contract deliverables.

6.3.1 C6.3.1 CHANGEHANGE C CONTROLONTROL

6.3.1.1 Change Control Process

This project Scope is well defined and proved by other state agency implementations. Changes to task schedule/task content will be resolved at the project team level unless escalation to management/business owner is needed.

6.3.1.2 Change Control Board (CCB)

The ESC will serve as the CCB, who will make a final determination on any Change Item.


6.4 Project Budget Management

6.4.1 B6.4.1 BUDGETUDGET T TRACKINGRACKING

For this project, budget will be tracked based on contract deliverable completion and acceptance.

6.5 Communication Plan

6.5.1 Communication Matrix

The following matrix will be updated once team is fully assembled including vendor staff.

Audience Topic Information Venue / Media Frequency Purpose

Project Team Project Execution / Status

Core team project accomplishments, project progress, issues and challenges

Project Team Lead Meeting / Individual Team Meeting

Daily For your acknowledgement (FYA)

Project Team Status High-level project status / progress (Weekly Highlights)

Electronic Mail Weekly For your Information (FYI) / FYA

Project Team Project Execution

Issues and challenges Electronic Meeting

Weekly FYA

Project Team Status Detailed project progress

Status Report (written document)

Weekly FYI / FYA

ESC Status Overview of project progress, risks and issues

Electronic Meeting / e-mail report

Monthly FYA / FYI

6.5.2 Status Meetings

It is expected the project team will meet at least once a week for overall status and coordination. Additional short standup meetings will occur as a given deliverable is being worked.


6.5.3 Project Status Reports

The project will provide the monthly status reports to DoIT for the PCC requirements. The project manager will provide regular reports to the ESC electronically. The reporting will be reviewed in steering committee meetings,

6.6 Performance Measurement (Project Metrics)

6.6.1 B6.6.1 BASELINESASELINES

PPROJECTROJECT S SCHEDULECHEDULE SSCHEDULECHEDULE OONN OROR AHEADAHEAD

Project Budget Budget Under

Project Scope Scope Control 0 Change Orders

Project Schedule Schedule On or ahead

6.6.2 M6.6.2 METRICSETRICS L LIBRARYIBRARY

6.7 Quality Objectives and Controls Quality will be monitored as part of contract deliverable acceptance and testing.

6.7.1 6.7.1 QUALITYQUALITY S STANDARDSTANDARDS

The following list includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It includes all activities of the overall management function that determine the quality policy, objectives, quality assurance, quality control, and quality improvement, within the quality system.


No. Quality Standard Tracking Tool or Measure

1 Standards defined by Pharmacy and Clinical SME’s TBD2 The Project Management Quality Standards as defined by

the Project Management Body of Knowledge (PMBOK)Quality will be monitored as part of the deliverable acceptance and testing

3 NM Board of Pharmacy regulations Quality will be measures based on pharmacy Board Regulations

4 Industry standard for a Cloud Hosting Environment Quality based on KLAS standards

5 HIPPA Privacy and Security HIPAA 1996

6.7.2 P6.7.2 PROJECTROJECT ANDAND P PRODUCTRODUCT R REVIEWEVIEW AND ASSESSMENTSAND ASSESSMENTS


Review Type Quality Standard Tools Reviewer Reports

Requirements NM Statutes; Workflows modeled in product;Maintenance and Materials Management Industry Best Practice

Microsoft (MS)-Visio, MS-Excel, MS-Word,

Facility Director, ESC

Business Process Requirements Report

Plans PMBOKDoIT

MS-Word, MS-Project

DOH CIOFacility Director

PMP, Change Management Communications Training;Test Strategy and Plan

Milestones PMBOKDoIT

MS-Project Facility Director; ESC

Status ReportsESC Presentations

Testing PMBOKDoIT

MS-Word

MS-Excel

DOH CIOFacility Director

Status Reports

Test Strategy and Plan

Use CasesTest Results

6.7.3 A6.7.3 AGENCYGENCY/C/CUSTOMERUSTOMER S SATISFACTIONATISFACTION

Customer and Agency satisfaction will be assessed on an on-going basis by the project manager and team. Weekly (Stakeholder) and Monthly (DoIT) Status reports, Steering Committee Meetings, presentations, and frequent updates to agencies and customer groups will be the primary mechanisms by which the team will communicate progress, goals and objectives, and identify issues and benefits.

Project reporting metrics will provide primary feedback on schedule and budget performance, and we will coordinate efforts with initiatives wherever synergy and common interests exist.

The project manager will meet with the Business Owner on a bi-weekly basis to ensure project performance is meeting expectations, and with the DOH Executive Sponsor and others on a monthly basis to ensure customer and agency satisfaction.


6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESSUpon each deliverable’s completion, the implementation vendor will submit deliverable documentation as defined in the contract scope of work, to the project manager and Business Owner for review, approval and acceptance. Acceptance will result in a signed deliverable acceptance form.

6.8 Configuration ManagementArtifacts directly related to the Electronic Pharmacy Prescription Processing will be managed and maintained by the Implementation Vendor. Contract deliverable documents will be provided by the vendor for placement in the project repository.

6.8.1 Version Control

The project team will agree on what will constitute major/ minor document revisions based on best practice and fit for the document type. Code revisions will be managed by the vendor.

6.8.2 Project Repository (Project Library)

The primary project library is a Microsoft SharePoint site specific to this project.

6.9 Procurement Management PlanThe primary procurement for this project is a contract with BDM IT Solutions vendor. The contract will be managed by the Project Manager.

7. 0 Project Close7.1 Administrative Close

The team, including the vendor will ensure all transition to operations activities have been completed including training, knowledge transfer, documentation and DOH Clinical staff are actively using the Electronic Pharmacy Prescription Processing.

The team will compile, and document lessons learned from the project, and work to ensure relevant items are incorporated into processes for future projects.

The team will ensure project artifacts not needed for continuing work are archived appropriately and retained per state records policy.

7.2 C7.2 CONTRACTONTRACT C CLOSELOSE


Once all contract deliverables are complete, approved and signed off on by the program, contractors will submit final invoices to DOH for processing. Once all invoices are paid, the purchase order is administratively closed, and the contract and purchase order are filed.
