executive sponsors: - cio.state.nm.us - e-citation... · web viewjan 22, 2014 · office of asset...

NNEWEW M MEXICOEXICO E-C E-CITATIONITATION P PROJECTROJECT

PROJECT MANAGEMENT PLAN PROJECT MANAGEMENT PLAN (PMP)(PMP)

EXECUTIVE SPONSORS:Tom Church, Cabinet Secretary Designate

Kathryn Bender, Deputy Secretary, Programs and Infrastructure Tamara P. Haas, Director, Office of Asset Management

Michael Sandoval, Director, Planning and Safety DivisionEric Roybal, Acting Chief Information Officer

BUSINESS OWNER: Michael Sandoval, Director, Planning and Safety Division

PROJECT ANALYST: Anthony Apodaca, Planning and Safety Division

ORIGINAL PLAN DATE: December 4, 2013REVISION DATE: January 15, 2014

REVISION: 1.1

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REVISION HISTORY...............................................................................................................................................III

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

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT 11.2 FUNDING AND SOURCES 11.3 CONSTRAINTS 11.4 DEPENDENCIES 11.5 ASSUMPTIONS 31.6 INITIAL PROJECT RISKS IDENTIFIED 3

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

2.1 STAKEHOLDERS 42.2 PROJECT GOVERNANCE STRUCTURE 5

2.2.1 Describe the organizational structure – Org Chart.....................................................................................52.2.2 Describe the role and members of the project steering committee..............................................................52.2.3 Organizational Boundaries, interfaces and responsibilities........................................................................6

2.3 EXECUTIVE REPORTING 7

3.0 SCOPE.....................................................................................................................................................................7

3.1 PROJECT OBJECTIVES 73.1.1 Business Objectives......................................................................................................................................73.1.2 Technical Objectives....................................................................................................................................7

3.2 PROJECT EXCLUSIONS 83.3 CRITICAL SUCCESS FACTORS8

4.0 PROJECT DELIVERABLES AND METHODOLOGY....................................................................................8

4.1 PROJECT MANAGEMENT LIFE CYCLE 84.1.1 Project Management Deliverables.............................................................................................................104.1.2 Deliverable Approval Authority Designations...........................................................................................104.1.3 Deliverable Acceptance Procedure............................................................................................................12

4.2 PRODUCT LIFE CYCLE 124.2.1 Technical Strategy......................................................................................................................................134.2.2 Product and Product Development Deliverables.......................................................................................134.2.3 Deliverable Approval Authority Designations...........................................................................................144.2.4 Deliverable Acceptance Procedure............................................................................................................16

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

5.1 WORK BREAKDOWN STRUCTURE (WBS) 175.2 SCHEDULE ALLOCATION -PROJECT TIMELINE 185.3 PROJECT BUDGET 185.4 PROJECT TEAM 20

5.4.1 Project Team Organizational Structure.....................................................................................................205.4.2 Project Team Roles and Responsibilities...................................................................................................20

5.5 STAFF PLANNING AND RESOURCE ACQUISITION 225.5.1 Project Staff................................................................................................................................................225.5.2 Non-Personnel resources...........................................................................................................................22

5.6 PROJECT LOGISTICS 235.6.1 Project Team Training...............................................................................................................................23

6.0 PROJECT MANAGEMENT AND CONTROLS..............................................................................................23

6.1 RISK AND ISSUE MANAGEMENT 236.1.1 RISK MANAGEMENT STRATEGY 236.1.2 Project Risk Identification..........................................................................................................................236.1.3 Project Risk Mitigation Approach..............................................................................................................236.1.4 Risk Reporting and Escalation Strategy.....................................................................................................246.1.6 ISSUE MANAGEMENT.............................................................................................................................24

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6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V 256.3 SCOPE MANAGEMENT PLAN 25

6.3.1 Change Control..........................................................................................................................................266.4 PROJECT BUDGET MANAGEMENT 26

6.4.1 Budget Tracking.........................................................................................................................................276.5 COMMUNICATION PLAN 27

6.5.1 Communication Matrix..............................................................................................................................276.5.2 Status Meetings..........................................................................................................................................276.5.3 Project Status Reports................................................................................................................................27

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) 286.6.1 Baselines.....................................................................................................................................................286.6.2 Metrics Library..........................................................................................................................................28

6.7 QUALITY OBJECTIVES AND CONTROL 286.7.1 quality Standards........................................................................................................................................286.7.2 Project and Product Review AND ASSESSMENTS...................................................................................296.7.3 Agency/Customer Satisfaction....................................................................................................................296.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS...........................................................................30

6.8 CONFIGURATION MANAGEMENT 306.8.1 Version Control..........................................................................................................................................316.8.2 Project Repository (Project Library).........................................................................................................31

6.9 PROCUREMENT MANAGEMENT PLAN 31

7. 0 PROJECT CLOSE..............................................................................................................................................32

7.1 Administrative Close.....................................................................................................................................327.2 Contract Close...............................................................................................................................................32

ATTACHMENTS.......................................................................................................................................................32

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REVISION HISTORYREVISION HISTORY

REVISION NUMBER DATE COMMENT

1.0 December 4, 2013 DOT E-Citation Project Revisions

1.1 January 15, 2014 Revisions for PCC Certification

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1.0 PROJECT OVERVIEW

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECTThe New Mexico E-Citation project is a multi-phase, multi-year program designed for the purpose of integrating the Traffic and Criminal Software (TraCS), utilized by Law Enforcement Agency (LEA) personnel for issuing electronic citations, with the Odyssey Court Case Management systems utilized by County Magistrate Courts in New Mexico. The proposed project will provide a seamless integration of the electronic citation data, issued from the TraCS software by law enforcement agencies, to the Odyssey Case Management system. The automation will eliminate redundant data entry, currently performed by court personnel, and reduce manual keystroke errors. The E-Citation project will improve the timeliness, completeness, uniformity, and integration of driver and vehicle information needed by the courts in New Mexico.

The E-Citation project supports New Mexico’s larger goal of collecting and sharing Traffic Safety Data with internal and external stakeholders, to identify priorities for National, State, Local, and Tribal highway safety programs.

1.2 FUNDING AND SOURCES

SOURCE AMOUNT ASSOCIATED RESTRICTIONS

APPROVERS

FFY14 Highway Safety Plan 14-HE-64-P03 TraCS Citation Adjudication Data Transfer

$200,000 Federal oversight and reporting

National Highway Traffic Safety Administration

1.3 CONSTRAINTS

NUMBER DESCRIPTION

1. Well Documented Dona Ana Methodologies and Strategies

2. Similar Business Rules utilized by both Dona Ana and Bernalillo Counties

3. “Buy-In” of Project Strategies and Objectives from all participants

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1.4 DEPENDENCIES 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

NUMBER DESCRIPTION TYPE M,D,E

1 Albuquerque Police Department Participation E

2 Bernalillo County Magistrate Court Participation E

3 Vendor with past Integration Experience to perform Tasks (University of Alabama in conjunction with AOC IT staff).

E

4 DoIT PCC approval of Project M

5 Contract Approval with Albuquerque Police Department to initiate project

M

6 Successful Data mapping and data integration methodologies utilized by Dona Ana County

D

1.5 ASSUMPTIONS

NUMBER DESCRIPTION

1. TraCS 10.05.xx software and the included Citation Forms can be configured with all Albuquerque City and Bernalillo County traffic ordinances.

2 Successfully connectivity between Bernalillo County Sheriff’s Office and Bernalillo Magistrate Court

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1.6 INITIAL PROJECT RISKS IDENTIFIED

Risk 1 Loss of Federal Grant Funds

Description - Federal Grant funds are needed to continue providing support the project

Probability: POSSIBLE Impact - HIGH

Mitigation Strategy: Business Owner is ensuring that the project meets all requirements for Federal Grant funds. DOT – Traffic Safety Bureau is reviewing available grant opportunities on a regular basis.Contingency Plan: The Project Analyst will present options for maintaining the project in its capacity at the time of loss of funds.

Risk 2 – Staff Turnover

Description -

Personnel changes can impact the adoption and maintenance of the proposed systems

Probability: EXPECTED Impact - HIGH

Mitigation Strategy: Where possible, lead resources and backup resources will be assigned to prevent losing system knowledge and incurring delays in the schedule.Contingency Plan: The timeline and possibly the scope of the project will be adjusted based on the available resources.

Risk 3 – Delay in approval of contracts for services

Description -The process for formulating and approving an IT services contract is complex and may take longer than expected

Probability: LIKELY Impact - MED

Mitigation Strategy: DOT will coordinate efforts for approving an IT services contract with DOT Management and DOIT to ensure procedures are in place to expedite approvals.Contingency Plan: The timeline and possibly the scope of the project will be adjusted based on the available resources.

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2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE

2.1 STAKEHOLDERS

NAME STAKE IN PROJECT ORGANIZATION

TITLE

Tom Church Overall Program Responsibility NM DOT Cabinet Secretary Designate

Kathryn Bender Program Administration Responsibility

NM DOT Deputy Secretary

Tamara P. Haas, P.E. Program Financial Responsibility NM DOT Director, Office of Asset Management

Michael Sandoval Program Administration NM DOT Director, Planning and Safety Division

Eric Roybal Quality Assurance Management and IT system administration

NM DOT Acting Chief Information Officer

Anthony Apodaca Project Analyst NM DOT Management Analyst

Dave Martinez Co-Project Analyst NM DOT Management Analyst

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2.2 PROJECT GOVERNANCE STRUCTURE2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART

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2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE

Steering Committee Member

Is chartered to provide governance over the direction and support of the project.Responsibilities include:

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

Business Owner The person within each of the participating Divisions who is responsible for all operations and management of any and all activities occurring within the division.Responsibilities include:

Maintain overall project direction and implementation Ensure staff availability Approve expenditure of funds Issue Resolution Empower Project Analyst

Project Analyst The persons within each of the participating divisions who must make all decisions related to the operation of the system, staffing assignments.Responsibilities include:

Ultimate project success. Diagnose potential problems Participate as “change” agents Develop realistic plans to deal with critical issues and execute

changes effectively Decision authority regarding system module set-up Reviews work of Consultant Project Team Support Member Assignments Determine System Administration roles Problem Solving Project Planning Project Budgeting Project Schedule Contract Management Training Plans Communicate with Project Team Support Members, Business

Owners and Steering Committee Contribute to lessons learned.

Project Team Support Members

Staff assigned to the project on an as needed basis.

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Responsibilities include: Define Business Requirements Module set-up input Functional Testing Scheduling of meetings and space Completion of assigned tasks Budget Tracking Purchasing and Processing Data Gathering Data Input System Administration Provide Resources as needed.

3.0 SCOPE

3.1 PROJECT OBJECTIVES3.1.1 BUSINESS OBJECTIVES

NUMBER DESCRIPTION

Business Objective 1 Increase efficiency and productivity

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

Business Objective 3 Lower the cost of government, more effective Electronic Records Administration Management

Business Objective 4 Improve service delivery to constituency

Business Objective 5 Reduce manual, paper-based Court Case Management processes, which contribute to high costs and overhead expenses.

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3.1.2 TECHNICAL OBJECTIVES

NUMBER DESCRIPTION

Technical Objective 1 Extract electronic citation information from New Mexico Law Enforcement Agencies’ TraCS-centralized databases for import to the corresponding Magistrate Court Odyssey Case Management System.

Technical Objective 2 Develop, configure and install network architecture connectivity and security between Law Enforcement Agencies and Magistrate Courts.

Technical Objective 3 Develop Reconciliation facilities in order to determine if all records were transmitted successfully, and to also create a process for retransmitting failed Transactions.

3.2 CRITICAL SUCCESS FACTORS

NUMBER DESCRIPTION

Quality Metrics 1 The project schedule, assigned tasks, resources and milestones are met.

Quality Metrics 2 Project does not exceed budget.

Quality Metrics 3 System integration in place that accurately tracks and reconciles e-citation information from the TraCS software module to the Odyssey Case Management System.

Quality Metrics 4 E-Citation data information is successfully electronically transferred to the Odyssey Case Management System utilizing a secure and encrypted network path.

Quality Metrics 5 Applicable DOT Legislative Performance Measures as stated in DOT FY15 Strategic Business and IT plan are met.

Quality Metrics 6 Data integrity is maintained between both systems

Quality Metrics 7 Staff is adequately trained

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4.0 PROJECT DELIVERABLES AND METHODOLOGY

4.1 PROJECT MANAGEMENT LIFE CYCLE

Phase Summary of Phase Key Deliverables

Initiating Main elements include: Authorize the project; Commit organization to project or phase; Set the overall direction; Define top-level project objectives; Secure necessary approvals and resources; Assign Project Manager; Integration Management.

Project Charter, Project Scope, Business Requirements, Assumptions, Constraints,

Planning Main elements include: Define Project scope; Refine Project objectives; define all required deliverables; Create frame for project schedule; Provide forum for information sharing between project team members; Define all required activities; Identify required skills and resources; Estimate work effort; Risk analysis and avoidance; Define and estimate all required costs; Obtain project funding approval; Communication Plan.

Project Plan, Critical success factors, Work Break Down Structures, Project Schedule

Executing Main elements include: Coordinate the resources, team development; Quality Assurance; Select subcontractors; Distribute Information; Work the plan.

Actual efforts, Project deliverables completion

Controlling Main elements include: Performance status reports,

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Manage team, stakeholders and subcontractors; Measure progress and monitor performance (overall, scope, schedule, costs and quality); Take corrective action if needed; Change request Management; Risk Management; Performance reports and Communications.

Corrective Actions, Measurement Metrics, Plan Change Request, Product Change Request, Risk Management, Issues Management

Closing Main elements include: Finalize activities; Administrative close out (gather, distribute, archive information to formalize project completion, acceptance/signoff, evaluation, member, appraisals, lessons learned); Contract close out (completion of the project contract including resolution of open items and final formal acceptance)

Deliverable Acceptance, Lessons Learned

4.1.1 PROJECT MANAGEMENT DELIVERABLES

Project Charter Certification Form Project Management Plan IV&V Contract & Reports IT Service Contracts Risk Assessment and Management Project Schedule Monthly Project Status Reports to DoIT Project Closeout Report

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4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

DELIVERABLE NUMBER

DELIVERABLE APPROVERS (WHO CAN APPROVE)

DATE APPROVED

PRJ-DEL-001 Project Management Plan (PMP) DOT E-Citation Executive Steering Committee

PRJ-DEL-002 DoIT Certification Monthly Reporting DOT E-Citation Executive Steering Committee

PRJ-DEL-003 Planning Phase: Maintain the Project Schedule and the Project Management Plan

DOT E-Citation Executive Steering Committee

PRJ-DEL-004 Planning Phase - Facilitate Project Status Meetings


PRJ-DEL-005 Planning Phase –Project Status Reporting


4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE

The DOT E-Citation Executive Steering Committee meets regularly to review and approve deliverables.

4.2 PRODUCT LIFE CYCLE To be developed during Implementation Phase of the E-Citation Project.

Phase Summary of Phase Key Deliverables

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4.2.1 TECHNICAL STRATEGY

AOC has worked with the University of Alabama to develop architecture used to send Citation data from Dona Ana County Sheriff’s Office (DASO) to Dona Ana Magistrate Court’s Odyssey case management system. This project seeks to use the same architecture in citation data transfer between Albuquerque Police Department (APD) and the Odyssey case management system to be used by the Bernalillo Magistrate Court.

4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES

4.2.2.1 Integration StrategyDescription:

Integration Strategy for developing data transfer from Albuquerque Police Department TraCS System to the Bernalillo County Magistrate Odyssey Case Management System

To be further developed with input from AOC.

To be further developed with input from AOC.Quality Review -

Will be performed by the Project Business Owner, Project Analyst and Project Team.

4.2.2.2 Proposed Data Mapping and Network/Security ConfigurationDescription –Data Mapping Documentation; Network and Security Methodology Strategy Documentation

Deliverable Acceptance Criteria – Documentation shall be provided in Microsoft Excel Format (Data Mapping) and Microsoft Word Format (Network and Security Strategy). DOT will have 15 days to review and accept documentation.Standards for Content and Format -

Clearly defined strategies to be developed with input from the AOC.

Quality Review –


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4.2.2.3 User Acceptance PlanDescription –User Acceptance Testing Scripts and Documentation

Deliverable Acceptance Criteria – Documentation shall be provided in Microsoft Word Format. DOT will have 15 days to review and accept documentation.Standards for Content and Format -

Clearly defined testing scripts identifying expected results and a methodology to deal with any test results that do not meet expected results.

Quality Review –


4.2.2.4 TraCS Testing Environment software configuration and documentation

Description –TraCS Testing Environment configuration for Albuquerque Police Department’s Business Requirements


Clearly defined configuration documentation.

Quality Review –


4.2.2.5 Installation, configuration of network and security computing infrastructure - Testing Environments

Description –Installation, configuration and testing of Albuquerque Police Department and Bernalillo County Magistrate Court network and security computing infrastructure.


Clearly defined configuration documentation.

Quality Review –

Will be performed by the Project Business Owner, Project Manager and Project Team.

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4.2.2.6 User Acceptance TestingDescription –User Acceptance Testing by Albuquerque Police Department and Bernalillo County Magistrate Court


Successful User Acceptance Testing identifying information tested, what types of users are performing the tests, results of the tests, issues identified during testing, and mitigation strategies to address user test scenarios where the system did not meet expectations.

Quality Review –


4.2.2.7 IT Operational TrainingDescription –IT Operational Training Albuquerque Police Department and Bernalillo County Magistrate Court


Clear and descriptive documentation and training for IT Personnel from both entities on how to operate and maintain integration services.

Quality Review –


4.2.2.8 Transition to ProductionDescription –Transition to Production


Good documentation and training for IT Personnel from both entities on how to transition the facilities to the production environment.

Quality Review –


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4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

DELIVERABLE NUMBER

DELIVERABLE APPROVERS (WHO CAN APPROVE)

DATE APPROVED

PRJ-DEL-001 Planning Phase: Integration Strategy for developing data transfer from Albuquerque Police Department TraCS System to the Bernalillo County Magistrate Odyssey Case Management System.

E-Citation Executive Steering Committee

PRJ-DEL-002 Planning Phase: Data Mapping Documentation; Network and Security Methodology Strategy Documentation


PRJ-DEL-003 Planning Phase: User Acceptance Testing Scripts and Documentation


PRJ-DEL-004 Implementation Phase: TraCS configuration (Testing Environment) for Albuquerque Police Department Business Requirements


PRJ-DEL-005 Implementation Phase: Installation, configuration and testing of Albuquerque Police Department and Bernalillo County Magistrate Court network and security computing infrastructure.


PRJ-DEL-006 Implementation Phase: User Acceptance Testing by Albuquerque Police Department and Bernalillo County Magistrate Court


PRJ-DEL-007 Implementation Phase: IT Operational Training Albuquerque Police Department and Bernalillo County Magistrate Court


PRJ-DEL-008 Implementation Phase: Transition to Production


4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE

The E-Citation Project Executive Steering Committee meets regularly to review and approve project deliverables. “Documentation shall be provided in Microsoft Word Format. DOT will have 15 days to review and accept documentation.”

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5.0 PROJECT WORK

5.1 WORK BREAKDOWN STRUCTURE (WBS)

Identifier Work Package Description Definition/Objective Milestone/Deliverable

Integration Strategy Documentation Develop an Integration Strategy Documentation

Data Mapping, Network Configuration and Security Methodology Strategy

Documentation Document infrastructure configuration requirements

Documentation

User Acceptance Test Plan

Documentation Document testing requirements Documentation

Configure TraCS Testing Environment

Software and Hardware Configuration

Develop and Configure Testing Environment

Hardware and Software Implementation

Configure Network and Security Testing Environment

Network and Security Configuration and Connectivity

Develop and Configure Testing Environment

Network and Security Implementation – Testing Environment

User Acceptance Testing

Validating Testing Results Conduct testing Execution of Testing Plan

IT Operational Training

Train IT Operational Staff Training Training Material

Transition to Production

Documentation Document Production Environment Configurations

Production Documentation

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5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE

Identifier Task/Activity Name

Resource Name

Milestone (Y/N)

Effort/ Duration

Start Finish

Integration Strategy Planning Vendor Y 1 month 2/2014 3/2014

Data Mapping, Network Configuration and Security Methodology Strategy

Planning Vendor Y 1 month 3/2104 4/2104

User Acceptance Test Plan Planning Vendor Y 1 month 4/2014 5/2014

Configure TraCS Testing Environment

Implementation Vendor Y 2 months 5/2014 7/2014

Configure Network and Security Testing Environment

Implementation Vendor Y 2 months 7/2014 9/2014

User Acceptance Testing Implementation Vendor Y 2 months 9/2014 11/2014

IT Operational Training Implementation Vendor Y 2 months 11/2014 1/2015

Transition to Production Implementation Vendor Y 1 month 2/2015 2/2015

5.3 PROJECT BUDGET

Identifier Work Package or Budget Category Cost

Integration Strategy 13,600Data Mapping, Network Configuration and Security Methodology Strategy 13,600User Acceptance Test Plan 13,600Configure TraCS Testing Environment 27,200Configure Network and Security Testing Environment

27,200

User Acceptance Testing27,200

IT Operational Training27,200

Transition to Production 13,600Hardware and Software Purchases 36,800TOTAL $200,000

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5.4 PROJECT TEAM5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE

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5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES

ROLE RESPONSIBILITY

Executive Steering Committee (ESC)

Meet at least once monthly Provide strategic direction and promote the vision for E-Citation

Project Advise project on policy issues Review, evaluate, and provide direction to the Project Director and

Project Team Members on implementation and deployment strategies Monitor the project progress Provide recommendations on issues escalated to the committee Assist in mitigating strategic project risks Direct the Business Owner on issues and risks Address, review, and approve all deliverables, such as project structure

and team activities Monitor the project activities, assuring adherence to the project plan Ensure involvement of participants in order to meet deadlines Review and approve expenditures of funds Represent the point of view of key stakeholders including external

agency executives

NM DOIT Provide project implementation oversight Ensure proper project management and cost reporting Certify and approve funding prior to each phase of the project

Project Director Monitor and report the activities of the Project Team, assuring adherence to the project plan, budget and schedule

Ensure involvement of participants in order to meet deadlines Ensure mitigation of project issues and risks Maintain a current copy of the project budget Facilitate development of Project Implementation Strategies Procure hardware and software Comply with approved IT Infrastructure policies & procedures Provide contract and Vendor oversight Assure Vendor deliverables meet the business & system requirements Monitor the project and contract to ensure delivery of complete,

accepted deliverables on schedule Advise the Vendor Team(s) on issues and risks Review and approve all Vendor documentation

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ROLE RESPONSIBILITY

Project Analyst Prepare Steering Committee meeting agenda and meeting materials Establish and maintain a coordinated project management plan that

includes all IT and non-IT tasks and activities necessary to fully execute the project and to achieve project goals

Report to ESC on project status, issues, budget, and activities Address, review, and submit deliverables to ESC from the Project

Team members Manage testing and validating proposed solution Serve as a contact for the Vendor Team Manager, review and accept

weekly status reports, project milestones, deliverables, and issues logs

Vendor(s) Ensure compliance with the Contract and the approved work plan. Develop and submit all deliverables as required by the Contract. Meet the Project schedule and milestones as defined in the Work Plan

and the Contract.

5.5 STAFF PLANNING AND RESOURCE ACQUISITION

5.5.1 PROJECT STAFF

Resource Cost EstimateEstimated Hours Availability Skill Set Work Product/Deliverable

TBD

5.5.2 NON-PERSONNEL RESOURCES

Resource Cost EstimateEstimated units/hours Availability Source Work Product/Deliverable

TBD

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5.6 PROJECT LOGISTICS5.6.1 PROJECT TEAM TRAINING

No special training is envisioned for team members at this time.

6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 RISK AND ISSUE MANAGEMENT

6.1.1 RISK MANAGEMENT STRATEGY

UNDER DEVELOPMENT 6.1.2 PROJECT RISK IDENTIFICATION

To ease the documentation and tracking of identified risks, a risk evaluation tool is used, built with an excel spreadsheet. This is the primary tool to be used to list and categorize project risks. The sequence of activity is as follows:

1. Risk Identification – The process of identifying potential risks and documenting the specific characteristics of each.

2. Risk Analysis – The process of determining the impact and likelihood of the identified risks. This process may employ both qualitative and quantitative techniques as deemed necessary to objectively evaluate potential risks to the project.

6.1.3 PROJECT RISK MITIGATION APPROACH

All identified risks will have appropriate mitigation strategies/plans. For those risks that are highly probable and have, significant impact to the project will develop contingency plans.

6.1.4 RISK REPORTING AND ESCALATION STRATEGY

Risk management is an ongoing process for the duration of the project and will be part of every project status meeting.

Risk identification is the responsibility of all members of the project team. The Project Director and Project Managers are responsible for tracking risks and for developing mitigation strategies and contingency plans that address the risks identified by the team.

The E-Citation project will follow a continuous risk management strategy. Risk will be assessed routinely to ensure that identified risks are being dealt with appropriately and that new risks are identified and dealt with as early as possible

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6.1.6 ISSUE MANAGEMENT

With any project, no matter how comprehensive the planning process, issues arise that need to be addressed. This section of the project management plan addresses how this process will be managed for the E-Citation project.

When the project team identifies an issue, it will be added to a document called E-Citation Project Issues.doc stored in the project library. An issue can also be identified by anyone affiliated with the project although the project team will be primarily responsible for tracking issues through to resolution. The project team will review the issues list twice a month. Issues, which could negatively affect the project, will be brought to E-Citation ESC attention. The process of tracking an issue is outlined here:

1) An issue is identified.2) It is added to the issue document, assigned an issue number with a brief explanation of

the issue and date entered.3) The issue is assigned to someone and potential action to be taken.4) As action is taken, it is noted with the issue.5) If possible, an estimated completion date is entered.6) Upon completion of an issue, the actual completion date is noted with the resolution.

Listed below are examples of how E-Citation issues may be resolved:

An issue may become a task added to the project plan with proper approval, if new, or within scope of the project.

An issue may be resolved by an action taken. A document may be created which resolves the issue. A new policy may be created which resolves the issue.

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

6.1.6.1 Internal Issue Escalation and Resolution Process

This process is under development.

6.1.6.2 External Issue Escalation and Resolution ProcessThis process is under development.

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6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V

Because of the Project Deliverables and limited software development, DOT will be requesting an IV&V Waiver for the E-Citation Project.

6.3 SCOPE MANAGEMENT PLANProject control is the mechanism by which the Project Analyst in conjunction with the project team assesses progress relative to the project plan. The project control process is implemented through a regular project status meeting. The meeting will be designed to identify variances from the project plan and to identify and initiate corrective actions where appropriate. Cost Control –The project director maintains a copy of the current budget and is to notify

the E-Citation ESC of budget variances as they are identified. Schedule Control – The project team is responsible for establishing and maintaining a

project schedule. The project team will assess the current project schedule status and report variances as they are identified. Additionally, the team will identify and implement the appropriate corrective actions to eliminate or minimize schedule variances.

Quality Management – E-Citation project quality management will be established for each deliverable based on the quality mechanisms of the responsible organization, and the E-Citation Quality Management Plan.

Risk Management – Risk management is an ongoing process of identification and assessment. Risk Assessment is included as part of the routine status process of the project. This maintains an awareness of risk and the associated risk assessment and monitoring tasks required to manage the project effectively.

These four parameters of the project are integrally linked and any significant change in one will likely cause changes in the others. Project control establishes the mechanism to routinely track and report on these parameters. If issues arise that result in significant variances in these parameters, the project team will prepare and submit a Project Change Request form through the Project Change Control process.

6.3.1 CHANGE CONTROL

6.3.1.1 Change Control ProcessA formal change control process is an essential component of a successful IT project. The key to controlling project change, is managing the impact to the project plan, budget, and implementation schedule.

Some changes are unavoidable – instances where changes have to be made to comply with legal, federal/state regulations, policy changes, compliance with changes in the business direction of

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the enterprise, or where technology may dictate change. Other non-essential changes can be avoided through management of a formal change control process.

Scope changes (sometimes referred to as scope creep) are the continual addition of functional enhancements to the product requirements throughout the project life cycle. Excessive scope changes are directly related to poorly defined product requirements and specifications. A well thought out change control process will assist the project management team in controlling “scope creep”.

Three (3) steps are necessary to control scope changes:

1. Establish the baseline product.2. Obtain agreement from the project “approvers”.3. Enforce a formal change control process.

6.3.1.2 Change Control Board (CCB)Insert a graphic or textual description identifying the Change Control Board (or function) for this project. The CCB may be an individual or group of individuals authorized to approve changes to the project plan.

In the event of a change request, the E-Citation Project Director will make recommendation to E-Citation Steering Committee for adoption of change request. The ESC will review the change request, validate funding is available for change-request; consult the DoIT Project Certification Committee for approval. If the ESC and the DoIT PCC bodies grant approval a change request will be processed with approval.

6.4 PROJECT BUDGET MANAGEMENTCosts estimates are the costs applied to an activity in a project by assigning resources with associated rates or fees. Resources can include equipment, material, technology, processing cycles, or people. The total cost is critical and should be consistent with the proposal; include breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or deliverable).

6.4.1 BUDGET TRACKING

Regular monthly DoIT reporting

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6.5 COMMUNICATION PLANCommunication planning involves determining the information and communication needs of the stakeholders, executive sponsors, project team and others as needed. The communication plan needs to address who needs what information, when they will need it, how it will be given to them, and by whom. The complexity of the project may require a separate communication plan; however a high level summary of that plan will need to be included here and a reference made to the appropriate Appendix.

Communication is fundamental to effective project management. The Communications Plan outlines the roles and responsibilities of participants in the dissemination, review and approval of project information. A communications plan that is well implemented will help manage expectations of the project, assure appropriate levels of communication with internal and external project stakeholders, provide relevant, accurate, consistent information at all times and help generate and sustain enthusiasm and support for the project.

The communication strategy covers all the informational needs of the project stakeholder community. Many will receive routine information about the project. Others will be able to visit the project website and obtain the specific information that they are seeking and all may receive ad hoc communication from the project team at any time depending on the need.

6.5.1 COMMUNICATION MATRIX

6.5.2 STATUS MEETINGS

The Executive Steering Committee (ESC) will meet at a minimum on a monthly basis in order to review project progress, deliverables/milestones, provide direction to the Project Director, and team. The Project Director is required to provide formal status reports to the ESC and will present the report during the ESC meetings. The Project Director is also required to report on the overall status of the project on a monthly basis, per standard DoIT procedures.

Specific requests for expenditure authorization should be forwarded to the ESC representatives for the agencies. If funding approval is an agenda item on the regular ESC meeting, the request and associated justification for spending should be circulated to committee members at least seven (7) days in advance of the ESC meeting. If funding approval is required in a timeframe that does not coincide with the ESC meeting schedule, it is the responsibility of the Project Director to send a request and justification directly to the ESC committee members. A reminder notice should be sent out after seven (7) days if there has been no response from ESC committee members. A final attempt to contact ESC members should be made at fourteen (14) days if there has been no response. Summary of any such action should be documented in team status reports and reported to the ESC at the next meeting.

6.5.3 PROJECT STATUS REPORTS

The Project Manager provides a weekly summary project status report to all Project Stakeholders.

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6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)The Project Analyst would like monthly reports

6.6.1 BASELINES

Project Area Category Measure

Planning Documentation Delivery of Products

Implementation Hardware and Software Configuration

Testing Environment - Hardware and Software installed and configured

Testing Testing Results Documented Testing Results

Training Training materials and sessions

Documentation and training sign in sheets

Production Hardware and Software Configuration

Hardware and Software installed and configured

6.6.2 METRICS LIBRARY

A project repository website currently exists as part of the TraCS Statewide Rollout Project. Approved and base-lined project documentation and deliverables will be accessible through the project library website currently located at www.corp.filesanywhere.com.

6.7 QUALITY OBJECTIVES AND CONTROL6.7.1 QUALITY STANDARDS

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http://www.corp.filesanywhere.com/

No. Quality Standard Tracking Tool or Measure

1 Effective Communication with STREOC, STRCC and external stakeholders

• Monthly and Quarterly status reports

• Post meeting notes and decisions to the NM Traffic Records website and repositoryUse the Issue Management and Risk Management forms

2 Superior Performance • Timely and effective execution of project schedule tasksSoftware deliverables will include Test Cases

3 Continuous Improvement • Perform Management Reviews

• Conduct audits with IV&VTake corrective action when required

6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS

Review Type Quality Standard Tools Reviewer Reports

Requirements

Plans

Milestones

Testing

6.7.3 AGENCY/CUSTOMER SATISFACTION

For the STRS DC project, the following table maps the key requirements for each stakeholder group to result in customer satisfaction:

CUSTOMER KEY REQUIREMENTS FOR CUSTOMER SATISFACTION

NMDOT Project meets work plan and schedule stays within

STREOC Membership Enhanced data lookup & reporting

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CUSTOMER KEY REQUIREMENTS FOR CUSTOMER SATISFACTION

STRCC Membership Increased data accuracy

Increased electronic transmission of data

Continuous improvement of existing systems

Increased and timely accessibility to data

Web application that facilitates the ability of agencies to submit traffic records data to a central location.

Recipient Agencies (DOT, AOC, MVD, DPS)

Compliance Monitoring

Research Organizations & Advocacy Groups

Enhanced data lookup & reporting

Increased data accuracy

Increased electronic transmission of data

Continuous improvement of existing systems

Increased and timely accessibility to data

Web application that facilitates the ability of agencies to receive traffic records data from a central location.

Data Center meets requirements and needs

6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESSThe project and product deliverables are listed and described in Sections 4.0 of this document. Each deliverable will follow a formal review process to ensure that it conforms to the initial definition.

6.8 CONFIGURATION MANAGEMENTConfiguration management is required to maintain project integrity and, specifically, to do the following:

Provide a disciplined and documented establishment of configuration items and control changes to them.

Ensure proposed changes are adequately assessed and responded to.

Ensure changes are approved by the appropriate organizations.

Prevent unauthorized changes from affecting the project.

Accomplish the timely and accurate incorporation of approved changes.

Ensure that accurate technical documentation is available to develop and maintain project outputs and deliverables.

Define the process for tracking documentation, software, and hardware throughout the

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development process.

The E-Citation Project Analyst together with the project team will establish the guidelines for configuration management on the E-Citation Project.

6.8.1 VERSION CONTROL

Led by the Project Analyst, the E-Citation Project Team will design and approve the file naming convention to be used for versioning all project documentation. Working versions as well as final, approved versions of documentation and deliverables will be maintained in the project repository. Each work product will be placed under configuration management once it has been “base-lined” or initially created. Versions of a work product are tracked from the original baseline.

The version number would consist of two levels with Level 1 indicating a major release number and Level 2 indicating a “point” release number. A point release would indicate a small subset of approved changes or updates to an existing deliverable or project documentation while a major release is a newly created or significantly updated work product.

6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)A project repository website currently exists as part of the TraCS Statewide Rollout Project. Approved and base-lined project documentation and deliverables will be accessible through the project library website currently located at www.corp.filesanywhere.com.

Project files will be copied from this website to an internal NMDOT server each quarter for backup and retention purposed.

6.9 PROCUREMENT MANAGEMENT PLAN

All purchases will follow the NMDOT Procedures and Policies, and the State of New Mexico Procurement Code.Resource Procurement MethodStaff

Project Manager Contractual - State Price AgreementNetwork Administrator NMDOT Staff Assigned - Contractual, State Price

AgreementReport Writer NMDOT Staff Assigned - Contractual, State Price

AgreementDBA NMDOT Staff Assigned - Contractual, State Price

AgreementSoftware

Distribution Database To be purchase by NMDOT via State Price Agreement, if existing resources are not available

Data Warehouse To be purchased by NMDOT via State Price Agreement

ETL To be purchased by NMDOT via State Price Agreement, if existing resources are not available

ESB To be purchased by NMDOT via State Price Agreement, if existing resources are not available

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http://www.corp.filesanywhere.com/

HardwareServers To be purchased by NMDOT via State Price

Agreement, if existing resources are not availableServices

IV&V To be contracted via State Price Agreement

7. 0 PROJECT CLOSE

7.1 ADMINISTRATIVE CLOSE

The administrative closure activities that the E-Citation Project will perform are the following:

Ensure all deliverables have been approved –Review each deliverable as specified in the project scope in this project management plan and acceptance forms.

Verify all project documentation has been completed and archived – Review the project repository and ensure all project documentation has been archived for required retention period.

Set up and conduct a “Project Review” meeting – This post mortem meeting will be conducted with the NMDOT to identify and review all lessons learned from the project team and stakeholders.

Verify formal acceptance has been written and delivered Reallocate resources – Ensure project staff is transferred from the project. Retain Project knowledge – Report Project closure to NM DOIT. Lessons Learned documented – Results of Project Management survey. DoIT Close Out Report – Complete and submit for approval through Change Control

Board and NMDOT PMO.

7.2 CONTRACT CLOSE

Contract close is similar to administrative close in that it involves product and process verification for contract close.

The, program analyst will review all project payments.

Retainage will be paid.

The contract will be closed.

Open purchase orders/s will be closed.

8. 0 ACRONYMS AND ABBREVIATIONS

CIO Chief Information OfficerES Executive SponsorITC Information Technology CommitteeDOIT Department of Information Technology

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PCC Project Certification CommitteePM Project Manager PMBF Program Management Business Function (for client)PMBOK Project Management Body of KnowledgePMI Project Management Institute.PMIT Project Manager of I.T. StaffPMP Project Management PlanQM Quality ManagementWBS Work Breakdown Structure

9. 0 TERMINOLOGY AND DEFINITIONSAssumptions

Planning factors, for planning purposes, will be considered true, real, or certain. Assumptions generally involve a degree of risk. They may be documented here, or converted to formal risks.

Baseline

A specification or product that has been formally reviewed and agreed upon that thereafter serves as the basis for further development, and that can be changed only through formal change control procedures. [IEEE-STD-610]

Configuration Management (CM)

A discipline applying technical and administrative direction and surveillance to identify and document the functional and physical characteristics of a configuration item, control changes to those characteristics, record and report change processing and implementation status, and verify compliance with specified requirements. [IEEE-STD-610]

Constraints

Factors that will (or do) limit the project management team’s options. Contract provisions will generally be considered constraints.

Dependencies, Discretionary

Dependencies defined by the project management team. They should be used with care and usually revolve around current Best Practices in a particular application area. They are sometimes referred to as soft logic, preferred logic, or preferential logic. This may also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.

Dependencies, Mandatory

Dependencies that are inherent to the work being done. In some cases, they are referred to as hard logic.

Dependency Item

A product, action, piece of information, etc., that must be provided by one individual or group to a second individual or group so they can perform a planned task.

Deliverable

Any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or part of a project that is subject to approval by the project sponsor or customer.

Formal Review

A formal meeting at which a product is presented to the end user, customer, or other interested parties for comment and approval. It can also be a review of the management and technical activities and of the progress of the project.

Lessons Learned

The learning gained from the process of performing the project. Lessons learned may be identified at any point

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during the execution of the project.

Pilot

A State Agency deemed a significant customer of the project.

Procurement Planning

Determining what to procure and when.

Product Scope

Features and functions that characterize a product or service.

Project Leader (Technical)

The leader of a technical team for a specific task, who has technical responsibility and provides technical direction to the staff working on the task.

Project Management

The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Project Management is also responsible for the oversight of the development and delivery of the architecture and software project.

Program

A group of related projects managed in a coordinated way. Programs include an element of ongoing work.

Program Director

Program Director shall mean a qualified person from the Procuring Agency responsible for all aspects of the Program or administration of this Agreement.

Project Agreement

The project agreement is used for the purposed of developing a formal document that produces a clearly defined problem statement, produce a clearly specified work statement, goals and performance measures, respective roles and responsibilities, understanding among all parties to reach consensus and ensure accountability.

Project Manager

The role with total business responsibility for an entire project. The individual who directs, controls, administers, and regulates a project. The project manager is the individual ultimately responsible to the customer.

Project Charter

A document issued by senior management that formally authorizes the existence of a project. It provides the project manager with the authority to apply organizational resources to project activities.

Project Management Plan

A formal, approved document used to guide both project execution and project control. 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. The Project Management Plan (PMP) is a project plan.

Project Schedule

A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. Software products such as ABT’s Workbench and Microsoft Project are tools used to develop project schedules.

Project Scope

The work that must be done to deliver a product with the specified features and functions.

Project Sponsor

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The individual that provides the primary sponsorship for an approved project. This individual will play a key role in securing funding, negotiating for resources, facilitating resolution of critical organizational issues, and approving key project deliverables.

Quality

The degree to which a system, component, or process meets specified requirements.

The degree to which a system, component, or process meets customer or user needs or expectations. [IEEE-STD-610]

Quality Management

The process of monitoring specific project results to determine if they comply with relevant standards and identifying ways to eliminate causes of product non-compliance.

Risk

Possibility of suffering loss.

Risk Management

An approach to problem analysis, which weighs risk in a situation by using risk probabilities to give a more accurate understanding of, the risks involved. Risk Management includes risk identification, analysis, prioritization, and control.

Risk Management Plan

The collection of plans that describes the Risk Management activities to be performed on a project.

Risk Management

Risk mitigation seeks to reduce the probability and/ or impact of a risk to below an acceptable threshold.

Scope Change

Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule.

Stakeholder

Individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion. They may also exert influence over the project and its results.

Standard

Mandatory requirements employed and enforced to prescribe a disciplined uniform approach to software development

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executive sponsors: - cio.state.nm.us - e-citation... · web viewjan 22, 2014 · office of asset...

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