executive sponsor – jane peacock - nm doit - n… · web view... and in many cases the agency...

NMSIISNMSIISNNEWEW M MEXICOEXICO S STATEWIDETATEWIDE I IMMUNIZATIONMMUNIZATION I INFORMATIONNFORMATION S SYSTEMYSTEM

HHOSTINGOSTING, M, MAINTENANCEAINTENANCE ANDAND S SUPPORTUPPORT

PPROJECTROJECT C CHARTERHARTER F FOROR C CERTIFICATIONERTIFICATION

NNEWEW M MEXICOEXICO D DEPARTMENTEPARTMENT OFOF H HEALTHEALTH

IIMMUNIZATIONMMUNIZATION P PROGRAMROGRAM S SERVICESERVICES

EXECUTIVE SPONSOR – JANE PEACOCK

PROJECT DIRECTOR – DANIEL BURKE

PROJECT MANAGER – PAULA MORGAN

ORIGINAL PLAN DATE: JANUARY 22, 2014

REVISION DATE: N/A

REVISION: 1.0

ABOUT THIS PROJECT CHARTER DOCUMENTABOUT THIS PROJECT CHARTER DOCUMENT

PPERMISSIONERMISSION TOTO PLANPLAN THETHE PROJECTPROJECT ANDAND SETTINGSETTING THETHE GOVERNANCEGOVERNANCE STRUCTURESTRUCTURE

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.

PPROJECTROJECT CERTIFICATIONCERTIFICATION I INITIALNITIAL PHASEPHASE DOCUMENTATIONDOCUMENTATION

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.

I 1. PROJECT BACKGROUND | PUBLIC HEALTH DIVISION

TABLE OF CONTENTSTABLE OF CONTENTSABOUT THIS PROJECT CHARTER DOCUMENT........................................................................................................ I

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

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

1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT 11.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT 21.3 PROJECT CERTIFICATION REQUIREMENTS 2

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS....................................................................................................3

2.1 AGENCY JUSTIFICATION 32.2 BUSINESS OBJECTIVES 32.3 TECHNICAL OBJECTIVES42.4 IMPACT ON ORGANIZATION 52.5 TRANSITION TO OPERATIONS 5

3.0 PROJECT/PRODUCT SCOPE OF WORK............................................................................................................ 6

3.1 DELIVERABLES 63.1.1 Project Deliverables...................................................................................................................................63.1.2 Product Deliverables..................................................................................................................................9

3.2 SUCCESS AND QUALITY METRICS 9

4.0 SCHEDULE ESTIMATE..................................................................................................................................... 9

5.0 BUDGET ESTIMATE...................................................................................................................................... 11

5.1 FUNDING SOURCE(S) 115.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE - 125.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE 12

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE...........................................................................13

6.1 STAKEHOLDERS 136.2 PROJECT GOVERNANCE PLAN 146.3 PROJECT MANAGER 14

6.3.1 PROJECT MANAGER CONTACT INFORMATION........................................................................................146.3.2 PROJECT MANAGER BACKGROUND ........................................................................................................14

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES146.5 PROJECT MANAGEMENT METHODOLOGY 17

7.0 CONSTRAINTS............................................................................................................................................. 17

8.0 DEPENDENCIES............................................................................................................................................ 17

9.0 ASSUMPTIONS............................................................................................................................................ 18

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY........................................................................................18

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING................................................................................19

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V..............................................................................20

II 1. PROJECT BACKGROUND | PUBLIC HEALTH DIVISION

13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES.................................................................................21

14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE........................................................................21

III 1. PROJECT BACKGROUND | PUBLIC HEALTH DIVISION

Revision History

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 January 22, 2014

IV 1. PROJECT BACKGROUND | PUBLIC HEALTH DIVISION

PROJECT CHARTER NMSIIS-NM STATEWIDE IMMUNIZATION INFORMATION SYSTEM 1

1. PROJECT BACKGROUND1. PROJECT BACKGROUND

EEXECUTIVEXECUTIVE S SUMMARYUMMARY - -RATIONALERATIONALE FORFOR THETHE PROJECTPROJECT

The vision of the New Mexico Department of Health (DOH) is a healthier New Mexico.

The mission of DOH is to promote health and wellness, improve health outcomes, and assure safety net services for all people in New Mexico.

The mission of the Public Health Division of DOH is to work with individuals, families, and communities in New Mexico to achieve optimal health. We provide public health leadership by assessing health status of the population, developing health policy, sharing expertise with the community, assuring access to coordinated systems of care and delivering services to promote health and to prevent disease, injury, disability and premature death.

This project focuses on the mission of the Immunization Program. This is to protect New Mexico’s children and adults from vaccine-preventable diseases. It is also the goal of the New Mexico Department of Health to reduce health disparities, addressing different racial/ethnic groups in a conscious effort to reduce health disparities.

A key component of the success of this effort is The New Mexico Department of Health’s (NMDOH) Immunization Registry (New Mexico Statewide Immunization Information System NMSIIS). The NMSIIS application provides the ability for health and medical practices to enter immunization data and analyze and track immunization activity for individuals from birth to death throughout New Mexico. In addition, its data are used to evaluate the effectiveness of the statewide Immunization Program, determine the need for new programs, and identify underserved populations.

Currently, the NMDOH operates a customized version of the Wisconsin Immunization Registry (WIR) system. New Mexico adopted the New York State version of the WIR system for its implementation of NMSIIS (2009). Significant modifications have been made to the NMSIIS since it was implemented. In 2012, a major upgrade was implemented to enable automated data exchange through HL7 processing.

NMDOH is seeking qualified entities to host, maintain and support its existing Immunization Registry (New Mexico Statewide Immunization Information System NMSIIS) or a replacement Immunization Registry. New Mexico’s current version of NMSIIS has functionality and maintenance issues. Therefore, the Department will consider proposals that replace the existing NMSIIS if the change results in improved functionality, maintenance and support operations. The NMDOH will consider proposals that demonstrate improved functionality, lower support

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and maintenance costs and reduced time that NMDOH staff would devote to maintenance and support issues.

The New Mexico Statewide Immunization Information System (NMSIIS) project will have a direct impact on helping the NM DOH achieve Goal 1, Goal 5 and Goal 6 of its FY14 Strategic Plan. By tracking all Immunizations administered in New Mexico, the NMDOH will improve Health Outcomes for the People of New Mexico by allowing for better decision making. An improved and integrated NMSIIS application will provide better information to all stakeholders with regard to the health of the citizens of New Mexico and provide a technology that supports timely, data-driven decisions and improves business operations for better financial tracking of Vaccines.

SSUMMARYUMMARY OFOF THETHE FOUNDATIONFOUNDATION PLANNINGPLANNING ANDAND DOCUMENTATIONDOCUMENTATION FORFOR THETHE PROJECTPROJECT

The Mexico Statewide Immunization Information System (NMSIIS) registry is based off of the Wisconsin Immunization Registry (WIR) software system and is currently maintained and supported under a contract that was awarded to HP Enterprise Services, LLC. The current contract will expire on March 31, 2014. HP Enterprise Services, LLC has been supporting the New Mexico enhanced version of the WIR application since 2009.

The Department of Health is in the process of publishing a competitive Request for Proposal (RFP). New Mexico’s current version of NMSIIS is both old and costly to maintain. Therefore, the NMDOH is willing to entertain proposals that in addition to hosting, maintenance and support services include replacing the current version of NMSIIS with a modern immunization information system employing a service-oriented architecture. The NMDOH is open to a proposal that justifies a more recently developed IIS through evidence demonstrating improved functionality, lower support and maintenance costs and reduced time NMDOH staff would devote to maintenance and support issues.

1.3 P1.3 PROJECTROJECT C CERTIFICATIONERTIFICATION R REQUIREMENTSEQUIREMENTS

Does the project fit into the criteria for certification? Which and how?

CRITERIA YES/NO EXPLANATION

Project is mission critical to the agency Yes Current support and maintenance contract ends on March 31, 2014. NMDOH is seeking qualified entities to host, maintain and

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support the existing NMSIIS or provide a replacement Immunization Registry.

Project cost is equal to or in excess of $100,000.00

Yes Project Management and IV&V estimate $300,000. Total cost of project is unknown.

Project impacts customer on-line access Yes Health care providers and other entities that provide immunizations within New Mexico.

Project is one deemed appropriate by the Secretary of the DoIT

TBD

Will an IT Architecture Review be required? Yes Will entail continued maintenance of a current SaaS implementation or potential for new system architecture.

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS2.0 JUSTIFICATION, OBJECTIVES AND IMPACTSThe justification and objectives section relates the project to the purpose of the lead agency and describes the high-level business and technical objectives for the project. The section also includes a high-level review of the impact to the organization, and of the concerns for transition to operations.

2.1 A2.1 AGENCYGENCY J JUSTIFICATIONUSTIFICATION

IDENTIFY AGENCY MISSION, PERFORMANCE MEASURE OR STRATEGIC GOALS TO BE ADDRESSED THROUGH THIS PROJECT

NUMBERNUMBER DESCRIPTIONDESCRIPTION

Dept of HealthFY14 Strategic Plan

Goal 1: Improve Health Outcomes for the people of New Mexico

Goal 5: Ensure that Technology Supports Timely, Data-Driven Decisions; Public Information; and, Improves Business Operations

Goal 6: Improve Fiscal Accountability

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2.2 B2.2 BUSINESSUSINESS O OBJECTIVESBJECTIVES

USE THE FOLLOWING TABLE TO LIST MEASURABLE BUSINESS OBJECTIVES


Business Objective 1 Improve Adult Immunizations administration and tracking. Expanded access in health care settings Standing orders, provider reminder systems, assessment

and feedback in provider settings. Patient reminder systems and education.

Business Objective 2 Provide education to VFC providers about the benefits of submitting immunizations electronically to NMSIIS

Business Objective 3 Provide technical assistance to VFC providers that want to begin to submit immunizations electronically to NMSIIS.

Business Objective 4 Provide training to Public Health Division staff on correct entry of client and immunization information so that data can be successfully incorporated into NMSIIS.

Business Objective 5 Incorporate immunization information from the Billing and Electronic Health Record into NMSIIS.

Business Objective 6 Improved tracking and reporting of vaccine inventory.

2.3 T2.3 TECHNICALECHNICAL O OBJECTIVESBJECTIVES

NUMBERNUMBER DESCRIPTION DESCRIPTION

Technical Objective 1 An improved and integrated NMSIIS application will provide better information to all stakeholders with regard to the health of the citizens of New Mexico.

Technical Objective 2 Implement a more recently developed IIS with improved functionality, lower support and maintenance costs and reduced time devoted to maintenance and support issues.

Technical Objective 3 Develop and provide technical training for the provider community.

Technical Objective 4 Complete Requirements and Configuration documentation and Time Line for NMSIIS application.

Technical Objective 5 Implement NMSIIS in test environment.

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NUMBERNUMBER DESCRIPTION DESCRIPTION

Technical Objective 6 Develop test plan and scripts for NMSIIS. Execute test scripts in test environment. Track and fix defects.

Technical Objective 7 Implement NMSIIS in production.

Technical Objective 8 Ensure secure integration not only for storing and exchanging information but also for coordinating the full life-cycle of provider support of the health care recipient and vendor(s).

2.4 I2.4 IMPACTMPACT ONON O ORGANIZATIONRGANIZATION

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.

AREAAREA DESCRIPTIONDESCRIPTION

END USER - Provider There will be potential changes for providers in utilizing and reporting immunization information. As part of the project and on-going management, it will be important to provide provider training to minimize the operational impact.

END USER – Health Care recipient

Improved access, timeliness and accuracy of client immunization information.

BUSINESS PROCESSES

New technologies require new business process for Providers as well as DOH staff. This will require the development of new business processes to ensure information is collected and disseminated securely and at appropriate levels.

IT OPERATIONS AND STAFFING

Operations and staffing will be determined as part of the Planning phase. The project intention is to have the overall system(s) hosted by the vendor(s).

2.5 T2.5 TRANSITIONRANSITION TOTO O OPERATIONSPERATIONS

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.

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AREAAREA DESCRIPTIONDESCRIPTION

PRELIMINARY OPERATIONS LOCATION AND STAFFING PLANS

The current NMSIIS application is a vendor hosted system. Staffing changes will be evaluated with the award to the pending RFP.

DATA SECURITY, BUSINESS CONTINUITY

DOIT and DOH security standards will be adhered to, and system backup plans and business continuity plans will be developed.

INTEROPERABILITY The interoperability of NMSIIS is a key component to the functionality of this effort.

RECORD RETENTION Must follow all State record retention requirements for DOH employees.

CONSOLIDATION STRATEGY

It is believed that technology exists in the market that addresses the core needs of this environment. An RFP is scheduled to be published within the first 2 months of 2014, and a preferred vendor will be selected by the review committee.

3.0 PROJECT/PRODUCT SCOPE OF WORK3.0 PROJECT/PRODUCT SCOPE OF WORK 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

3.1 D3.1 DELIVERABLESELIVERABLES

3.1.1 3.1.1 PPROJECTROJECT D DELIVERABLESELIVERABLES

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

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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.

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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.

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3.1.2 P3.1.2 PRODUCTRODUCT D DELIVERABLESELIVERABLES

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

Requirements Document The requirements document will be complete during the Implementation phase. This will include the configuration changes that will be included in this project.

Design Document The design document will be complete during the implementation phase. This will include the configuration changes that will be included in this project.

Systems Specifications The current NMSIIS application is a SaaS solution. System specifications of the awarded RFP vendor may impact software/hardware needs. This will be determined during the planning phase.

Systems Architecture Any changes required will be documented in the Planning phase.

System and Acceptance Testing

Implementation vendor and DOH staff will be involved in the testing of the application’s functionality. Test plans will be created and followed during testing. This includes verifying data integrity.

Operations requirements The transition to operations and application support plan will be updated.

3.2 S3.2 SUCCESSUCCESS ANDAND QUALITY METRICS QUALITY METRICS

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 Data integrity is maintained throughout the project and verified once the implementation is complete.

QUALITY METRICS 2 Data is converted properly from existing NMSIIS application if necessary.

QUALITY METRICS 3 Immunizations and other system interfaces are working properly and

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electronic data exchange is functioning properly.

QUALITY METRICS 4 Implementation vendor and end user testing are successful by developing a test plan and test scripts.

QUALITY METRICS 5 Independent verification and validation review will be conducted on all project deliverables.

QUALITY METRICS 6 Requirements captured, documented and tracked throughout the project are met.

4.0 SCHEDULE ESTIMATE4.0 SCHEDULE ESTIMATE

The schedule estimate is requested to provide the reviewers with a sense of the magnitude of the project and an order of magnitude of the time required to complete the project. In developing the schedule estimate, certification timelines and state purchasing contracts and procurement lead times are as critical as vendor lead times for staffing and equipment delivery. Project metrics include comparisons of actual vs. target date. At the Project Charter initial phase, these times can only be estimated.

Phase Start Date Activities complete by certification dateINITIATION January 2014 Prepare and present project certification

documentation – initiation phase Initiate project structure

PLANNING April 2014 Prepare and present project certification documentation – planning phase

Prepare and present Project Management Plan for certification

Prepare high-level schedule Finalize project structure Negotiate and execute IV&V contract Implementation vendor contract

amendment negotiated Procure necessary contract resources and

systems.

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IMPLEMENTATION July 2014 Prepare and present project certification documentation – implementation phase

Prepare and present updated Project Management Plan – implementation phase

Technical Architecture approved Manage implementation vendor contracting

preparation Execute implementation vendor contract

amendment Implementation application Vendor contract administration IV&V Reports Submitted

CLOSEOUT August 2015 Prepare and present project certification documentation – closeout phase

Lessons learned Closeout activities Final IV & V Report Project Closeout Presentation

5.0 BUDGET ESTIMATE5.0 BUDGET ESTIMATE

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.

5.1 F5.1 FUNDINGUNDING S SOURCEOURCE((SS))

This project is funded by the Immunization Program of the Public Health Division. Funding will be provided from federal grant and operational monies.

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SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

PPHF Grant # IH23IP000577-01

Project ID: DOHIZSIIS1201TBD

Expires August 2014

DOHIM1401 $300,000 Expires Dec. 2014

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5.2. B5.2. BUDGETUDGET B BYY M MAJORAJOR D DELIVERABLEELIVERABLE OROR T TYPEYPE OFOF EXPENSEEXPENSE – –

BBUDGETUDGET

DESCRIPTIONCost Estimate FY14 FY15

STAFF - INTERNAL

Project Manager

Consulting Services

Project Manager

IV&V

Implementation Vendor(s)

$200,000

$100,000

TBD

Software/Hardware

NMSIIS Software/Hardware

TBD

TTOTALOTAL

5.3 B5.3 BUDGETUDGET B BYY P PROJECTROJECT P PHASEHASE OROR C CERTIFICATIONERTIFICATION P PHASEHASE

PHASESPHASES PLANNED CERTIFICATION DATEPLANNED CERTIFICATION DATE AMOUNT TO BEAMOUNT TO BE REQUESTED**REQUESTED**

INITIATION January 2014 $300,000

PLANNING April 2014 TBD

IMPLEMENTATION July 2014 TBD

CLOSEOUT August 2015 0

** Amounts listed at certification phases are likely to be modified at Planning Phase certification

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6.0 PROJECT AUTHORITY AND ORGANIZATIONAL 6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTURE

6.1 STAKEHOLDERS6.1 STAKEHOLDERS

Stakeholders should be a mix of agency management and end users who are impacted positively or negatively by the project.

NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

DOH Immunization Program

System Users NMDOH

Health Care Providers

System Users

Health Care consumer

Recipients of immunizations in New Mexico.

Terry Reusser NMDOH Chief Information Officer ITSD, NMDOH CIO

Jane Peacock Executive Sponsor PHD, NMDOH PHD Director

Dan Burke Project Director PHD, NMDOHImmunization Program Manager

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6.2 PROJECT GOVERNANCE PLAN

A diagram of the organization structure including steering committee members, project manager and technical/business teams would be helpful.

6.3 PROJECT MANAGER6.3 PROJECT MANAGER

6.3.1 PROJECT MANAGER CONTACT INFORMATION6.3.1 PROJECT MANAGER CONTACT INFORMATION

NAMENAME ORGANIZATIONORGANIZATION PHONE #(S)PHONE #(S) EMAILEMAIL

Paula Morgan NMDOH Information Technology

Services Division

505-827-2556 [email protected]

6.3.2 PROJECT6.3.2 PROJECT MANAGER BACKGROUND MANAGER BACKGROUND

Paula Morgan is an IT Staff Manager for the Application Support Bureau of the Information Technology Services Division within the Department of Health. Paula brings over 20 years in project management, Information Technology and related experience. Paula has successfully implemented IT projects of varying sizes in both the public and private sectors. She is an effective team leader with strength in communications, leadership and building relationships and team effort.

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES

RROLEOLE RRESPONSIBILITYESPONSIBILITY

Executive Sponsor Executive Sponsor is the point person for the project within the highest level of the Department of Health. The responsibilities of the

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Jane Peacock, PHD Division

DirectorTerry Reusser,

CIO

Steering Committee

Daniel BurkeProject Director

Paula MorganProject Manager

DOH Technical Staff

Implementation Contractor

IV&V Consultant

Business Process Team



Executive Sponsor include: Participate in planning sessions Ensure project staff availability, funding and contract

management Review and accept the initial risk assessment, management

plan, project plan and budget Appoint Business Manager Provide management review and accept changes to project

plan, contract or deliverables Attend executive requirements reviews and resolve

requirements problems. Empower the Business Manager Communicate with the Department of Health Champion the Project Contribute to lessons learned

Project Director The Project Director is the person who makes the business case for the project. The responsibilities of the Project Director include:

Participate in planning sessions Ensure project staff availability, funding and contract

management Review and accept the initial risk assessment, management

plan, project plan and budget Appoint Committee and Team members Provide management review and accept changes to project

plan, contracts or deliverables Ensure user and sponsor acceptance Attend executive requirements reviews and resolve

requirements problems Adjudicate any appeals relative to Steering Committee

decisions Cast the deciding vote where a consensus cannot be reached

by the Steering Committee Empower the Project Manager Communicate with the Executive Sponsor and Department of

Health Champion on the Project Contribute to lessons learned

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Project Manager The Project Manager’s primary responsibility is to manage the project. This role must not get too involved in the business or technical details of the project. The Project Manager responsibilities include:

Develop initial management plan and project plan Provide leadership for a coordinated project effort Document project assumptions, constraints and critical

success factors Conduct initial risk assessment Facilitate meetings Assign tasks Track schedules Develop detailed plans with project team for risk, change and

quality Ensure project consensus Manage expectations Report on project status Maintain issues log Maintain action items log Promote and practice change management Close-out action items Value teamwork, cooperation and planning Champion the project Facilitate lessons learned process

Steering Committee Member

The Steering Committee is chartered to provide governance over the direction and support of the project and is chaired by the Project Director. The Steering Committee member responsibilities include:

Attend and participate in meetings Review and accept deliverables Review presented documentation Balance larger picture versus detail of project Review project funding and expenditures Champion the project Contribute to lessons learned

Project Team Member The Project Team member is an important role in that it is the link between the vision and the reality of the project. The Project Team

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members’ responsibilities include: Attend and participate in meetings Participate in the planning process Accomplish and provide deliverables Represent specific area(s) (e.g., technical, clinical, process,

etc.) for the overall project as assigned Report progress, issues, etc. Champion the project Contribute to lessons learned

6.5 P6.5 PROJECTROJECT MANAGEMENTMANAGEMENT M METHODOLOGYETHODOLOGY

The Department of Information Technology certification process is built around a series of certification gates: Initiation, Planning, Implementation and Closeout. Each of these phases/gates has a set of expected documents associated with it. The gates and the associated documents make up the certification methodology.

For some projects such a framework might be sufficient, where for some projects the solution development life cycle (SDLC) with plan, define, design, build, close might be more appropriate.

Put most simply how is the project to be structured into a methodology or framework and where do the project and product deliverables fit into this roadmap?

7.0 CONSTRAINTS7.0 CONSTRAINTS


1An RFP for the continued support and/or replacement of the current NMSIIS application is due for release in first quarter of 2014.

2Funding for continued support of NMSIIS application will be costly until the improved version of NMSIIS is implemented into Production.

8.0 DEPENDENCIES8.0 DEPENDENCIESTypes include the following and should be associated with each dependency listed.

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M - 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

1The success of this project is dependent on the release of the NMSIIS support and maintenance RFP.

M

2All associated vendors of the NMSIIS application will need to cooperate to assure success of the project.

E

3 Pending Sole Source contract to continue maintenance and support of current NMSIIS application.

E

9.0 ASSUMPTIONS9.0 ASSUMPTIONS


1The planning activities of DOH project manager must be closely integrated to the coordination of the NMSIIS application and all other efforts associated with the PPHF grant.

2Systems coming from different vendors are able to communicate with each other as defined in the requirements.

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY

Risk 1Description - Project will be at risk if all stakeholders are not engaged at the beginning of the project

Probability LLOWOW

Impact HHIGHIGH

Mitigation Strategy: Emphasize communication to all stakeholders to be sure they understand the benefits of a successful project.

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Contingency Plan: This risk will be addressed during the planning phase so that necessary communication takes place throughout the project.

Risk 2

Description - Project will be at risk if the implementation vendor resources are not available

Probability LLOWOW

Impact HHIGHIGH

Mitigation Strategy: In the beginning of the project, work with vendor and agree upon a schedule.Contingency Plan: Review the schedule monthly with the vendor to address any scheduling issues.

RRISKISK 3 3

Description – Project will be at risk if Maintenance and support of current NMSIIS application expires prior to implementation of new NMSIIS version.

Probability Low

ImpactHIGH

Mitigation Strategy: Sole Source contract currently being pursued.Contingency Plan: Minimal to no enhancements will be made to current application during transition period.

Risk 4

Description - Project will be at risk if the contract/procurement process takes an excessive amount of time

Probability MMEDIUMEDIUM

Impact HHIGHIGH

Mitigation Strategy: Emphasize the lengthy and convoluted contract and procurement process to the vendor and project participants. Emphasize the need for quick responses to requests for contract and scope of work reviews and signoffs. Contingency Plan: The contingency plan will be developed during the planning phase as part of the project management plan.

RRISKISK 5 5Description – It is possible that key stakeholders in DOH will retire or vacate current positions during the life of this project.

Probability MMEDIUMEDIUM

Impact MMEDIUMEDIUM

Mitigation Strategy: Cross training will assure continued services.Contingency Plan: Attempt to double fill positions prior to current stakeholder retiring so knowledge transfer can occur.

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11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTINGMeeting agendas, minutes, and supporting documentation will be provided using the following software packages: Microsoft Word, Excel, PowerPoint, Outlook and Project. Every attempt will be made to publish the meeting minutes in a timely fashion and no later than 2 days prior to the next regularly scheduled meeting. Any meeting called should have an agenda, attempt to start and finish on time. The time allocated to each agenda topic will vary depending on the depth of issues to be covered. Items not able to be covered within the meeting time and accepted to be postponed may be added to the next standing meeting’s agenda or may require a special meeting.

The meeting times and distributions of the meeting minutes for the project are as follows:

Project Team Meetings will be on a regular schedule. The scribe will be assigned by the Project Manager. The project team meetings will be posted in the electronic document libraries by the Project Manager.

Special Session Meetings may be called at the request of the Project Director or Project Manager. A range of issues may require a special meeting of a team, committee or subset. These meetings will be scheduled to accommodate the majority of attendees. The minutes from these meetings will be posted in the document library and e-mailed to all attendees.

Status reports will be used to track progress and issues. Project Team members will provide status reports as requested by the Project Manager. These reports will be in addition to such reports prepared upon request and by other contractors. Monthly DoIT status reports will be submitted by the Project Manager.

Issues and risk management and resolution help to resolve those issues or risks not anticipated during planning process. Issues or risks should be reported at the earliest possible time so that corrective action and risk mitigation can be developed to address with the issue or risk. The corrective action should address both the immediate need and the underlying cause of the issue or risk. The Project Manager will keep an issue and risk tracking log and will work with the Project Team for corrective action.

The Project Manager will maintain an action item list. This action item list identifies the action item, the reference item, the responsible party, solution, and the due and completion dates. Updates may also be reflected in meeting minutes.

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V

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

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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 Y

Quality Management Y

Training Y

Requirements Management Y

Operating Environment Y

Development Environment N

Software Development N

System and Acceptance Testing Y

Data Management Y

Operations Oversight Y

Business Process Impact N

13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES

SIGNATURESIGNATURE DATEDATE

EXECUTIVE EXECUTIVE SPONSOR(S)SPONSOR(S)

PROJECT DIRECTORPROJECT DIRECTOR

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PROJECT MANAGERPROJECT MANAGER

14.0 PROJECT CHARTER CERTIFICATION APPROVAL 14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURESIGNATURE

SIGNATURESIGNATURE DATEDATE

DOIT / PCC APPROVALDOIT / PCC APPROVAL

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