[insert project name] - … · web view16/12/2009 · business owner/project director – mikki...

DDEPARTMENTEPARTMENT OFOF H HEALTHEALTH

CCASEASE M MANAGEMENTANAGEMENT S SYSTEMYSTEM

PPROJECTROJECT

PPROJECTROJECT C CHARTERHARTER F FOROR C CERTIFICATIONERTIFICATION

EXECUTIVE SPONSOR – KATRINA HOTRUM, DOH DEPUTY SECRETARY

BUSINESS OWNER/PROJECT DIRECTOR – MIKKI ROGERS, DIRECTOR, DOH DEVELOPMENTAL DISABILITIES SUPPORTS DIVISION

PROJECT MANAGER – LYNDI DITTMER-PERRY, PMP

ORIGINAL PLAN DATE: DECEMBER 2, 2009

REVISION DATE: DECEMBER 2, 2009

REVISION: 1.0

TABLE OF CONTENTSTABLE OF CONTENTSTABLE OF CONTENTS.............................................................................................................................................. I

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

1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT.................................................................................................11.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT.........................................................11.3 PROJECT CERTIFICATION REQUIREMENTS................................................................................................................ 1

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

2.1 AGENCY JUSTIFICATION...................................................................................................................................... 22.2 BUSINESS OBJECTIVES........................................................................................................................................ 42.3 TECHNICAL OBJECTIVES...................................................................................................................................... 42.4 IMPACT ON ORGANIZATION................................................................................................................................. 42.5 TRANSITION TO OPERATIONS............................................................................................................................... 5

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

3.1 DELIVERABLES.................................................................................................................................................. 63.1.1 Project Deliverables.............................................................................................................................. 63.1.2 Product Deliverables............................................................................................................................. 7

3.2 SUCCESS AND QUALITY METRICS...................................................................................................................... 7

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

5.0 BUDGET ESTIMATE...........................................................................................................................................8

5.1 FUNDING SOURCE(S)......................................................................................................................................... 85.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE.............................................................................................95.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE..............................................................................................9

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE..............................................................................9

6.1 STAKEHOLDERS............................................................................................................................................ 96.2 PROJECT GOVERNANCE PLAN..................................................................................................................... 106.3 PROJECT MANAGER................................................................................................................................... 10

6.3.1 PROJECT MANAGER CONTACT INFORMATION.....................................................................................106.3.2 PROJECT MANAGER BACKGROUND.....................................................................................................11

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES............................................................................................116.5 PROJECT MANAGEMENT METHODOLOGY..............................................................................................................13

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

8.0 DEPENDENCIES...............................................................................................................................................14

9.0 ASSUMPTIONS...............................................................................................................................................14

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY.........................................................................................14

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING.................................................................................15

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

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

I

14.0 Project Charter Certification Approval Signature...........................................................................................18

II

Revision History

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 December 2, 2009 Initial Version

III

PROJECT CHARTER: DOH CASE MANAGEMENT SYSTEM

1. PROJECT BACKGROUND1. PROJECT BACKGROUND

1.1 E1.1 EXECUTIVEXECUTIVE S SUMMARYUMMARY - -RATIONALERATIONALE FORFOR THETHE PROJECTPROJECT 1.1 E 1.1 EXECUTIVEXECUTIVE S SUMMARYUMMARY - -RATIONALERATIONALE FORFOR THETHE PROJECTPROJECT

The Department of Health (DOH) is initiating a project to implement a case management system to better serve their client population. There is no current system, and data and processes vary by Division, Bureau, and Provider. The functional outcome of a case management system is to provide a single database for client encounters. It will also increase efficiency and consistency, enhance the quality of care and safety for the client, and provide more immediate information for the Programs and Agency.

1.2 S1.2 SUMMARYUMMARY OFOF THETHE FOUNDATIONFOUNDATION PLANNINGPLANNING ANDAND DOCUMENTATIONDOCUMENTATION FORFOR THETHE PROJECTPROJECT

This project involves introducing an Internet-based system to establish a single database for client encounters. Health information will be entered directly into the system by DOH staff and contracted providers.

Recommended Solution – The recommended solution is to build on the fact that DDSD providers have access to the Internet and provide them with Internet-based technology to enter, track and share health related information on clients.

Alternatives Considered – Currently no comprehensive case management system or shared paper-based processes are being used for this function. Alternative evaluation presents a challenge in terms of complying with HIPAA security and privacy and general protection of health related information as well as challenges associated with accurate distribution of electronic files.

Implementation Approach – It is assumed that the result of this project would be a SaaS solution and all resources associated, with the possible exception of the first level help desk support would be the responsibility of the vendor including system implementation.

1.3 P1.3 PROJECTROJECT C CERTIFICATIONERTIFICATION R REQUIREMENTSEQUIREMENTS

CRITERIA YES/NO EXPLANATION

Project is mission critical to the agency Yes The acquisition and implementation of a case management system will improve planning efforts and service levels by capturing client needs, demographics, costs, services, and outcomes.

PAGE 1


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

Yes The actual cost of the project is not yet known. It is estimated to be in excess of $500,000.

Project impacts customer on-line access Yes The solution is proposed to be Internet-based.

Project is one deemed appropriate by the Secretary of the DoIT

No

Will an IT Architecture Review be required? Yes The Case Management System will be a SaaS solution.

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS

2.1 A2.1 AGENCYGENCY J JUSTIFICATIONUSTIFICATION

NUMBERNUMBER DESCRIPTIONDESCRIPTION

Department of Health Fiscal Year 10 Strategic Plan

DOH Individual Objective 5: Ensure quality developmental disabilities services and improved outcomes for New Mexicans with developmental disabilities.DOH Strategy: Improve planning efforts through establishment of a data management system that captures client needs, demographics, costs, services and outcomes.

It is the goal of the New Mexico Department of Health to reduce health disparities. In the Developmental Disabilities Supports program area, the goal of promoting independence and quality of life for consumers with developmental disabilities involves the following strategies and performance measures:

1. Strategy: Provide information and support to consumers, parents, and guardians that support timely access to services and promote self advocacy and self-determination. Measure: Percent of consumers participating in developmental disabilities community service program who report that services helped them maintain or increase independence. Target 93%. Rationale: The systemic method to screen consumers for various health risks, maintain that data in electronic format and track changes over time will enable the DIVISION to support consumers and their parents/guardian to access health services in a timely fashion and advocate

PAGE 2


NUMBERNUMBER DESCRIPTIONDESCRIPTIONpro-actively for appropriate healthcare.

2. Strategy: Complete Developmental Disabilities Supports Division activities related to disengagement from the Jackson lawsuit. Measure: Percent of Jackson requirements from the plan of action and Appendix A to the joint stipulation completed. Target: 100%. Rationale: Disengagement from the Jackson Lawsuit, in part, depends upon demonstration of continuous quality improvement on specific aspects of the annual Community Practice Review (CPR). Findings from recent CPR “audits” indicate a need to improve in the area of healthcare coordination. The system requested through this RFP will enable us to better meet health related needs of class members.

3. Strategy: Improve provider accessibility, quality, and stability by clarifying performance expectations, increasing training and technical assistance, and strengthening contract management. Rationale: The requested health risk screening tool will enable providers to improve the quality of supports provided.

Because this request pertains to New Mexico’s Developmental Disabilities Home and Community Based Medicaid Waiver program, the following Assurance to the Centers for Medicare and Medicaid Services (CMS) also apply to this project: “There is continuous monitoring of the health and welfare of waiver participants and remediation actions are initiated when appropriate.”

1. The Level of Care of enrolled participants is reevaluated at least annually or as specified in the approved waiver.

2. The processes and instruments described in the approved waiver are applied to the Level of Care determinations.

3. The state monitors Level of Care decisions and takes action to address inappropriate Level of Care determinations.

4. Service plans address all participants’ assessed needs (including health and safety risk factors) and personal goals, either by the provision of waiver services or through other means.

5. The state monitors service plan development in accordance with its policies and procedures and takes appropriate action when it identifies inadequacies in service plan development.

6. Service Plans are updated/revised at least annually or when warranted by changes in waiver participant needs.

PAGE 3


NUMBERNUMBER DESCRIPTIONDESCRIPTION7. Services are delivered in accordance with the service

plan, including the type, scope, amount, duration, frequency specified in the service plan.

8. There is continuous monitoring of the health and welfare of waiver participants and remediation actions are initiated when appropriate.

2.2 B2.2 BUSINESSUSINESS O OBJECTIVESBJECTIVES


BUSINESS OBJECTIVE 1

Single database for tracking overall health related data per client.


Enhance quality of client care and safety through improved documentation.


Increase consistency and standardization of client care.


Real-time data analysis and reporting; tracking of health related data per client, per provider; management-related reports, tracking, trending, and retrospective analysis.

2.3 T2.3 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


TECHNICAL OBJECTIVE 1

Requirements and technical design documents.


Procurement, evaluation and selection of Internet-based, SaaS solution.


Testing for operational readiness and user assurance acceptance of prototype of the case management system.


Training and implementation of case management system.

2.4 I2.4 IMPACTMPACT ONON O ORGANIZATIONRGANIZATION

AREAAREA DESCRIPTIONDESCRIPTION

END USER Will be required to begin entering data into an Internet-based application rather than completing paper forms.

BUSINESS Will change to require electronic data entry, tracking and report

PAGE 4



PROCESSES generation. Client tracking and compliance requirements will be streamlined and much timelier. Will require some workflow/business process engineering.

IT OPERATIONS AND STAFFING

Impact will be small. IT staff will coordinate support with the vendor. The DOH Information Technology Services Division (ITSD) helpdesk will be the first line of support for this system.

2.5 T2.5 TRANSITIONRANSITION TOTO O OPERATIONSPERATIONS


PRELIMINARY OPERATIONS LOCATION AND STAFFING PLANS

DOH policy requires a Transition to Operations document be created as part of each project and these plans will be addressed in the document.

DATA SECURITY, BUSINESS CONTINUITY

This will be analyzed to make sure that the system meets the DOH and DoIT standards. The DOH Chief Security Officer will assist the project team.

MAINTENANCE STRATEGY

DOH policy requires a Transition to Operations document be created as part of each project which includes a maintenance strategy.

INTEROPERABILITY It is currently expected that this system will not be integrated with any other system. It will be an optional requirement for this system to be HL7 compliant.

RECORD RETENTION This system will meet the requirements of the NMAC.

CONSOLIDATION STRATEGY

Currently there is not a case management system in DOH, so there is not an existing consolidation strategy. As other DOH programs implement case management it will be done on the chosen platform.

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

PAGE 5


3.1 D3.1 DELIVERABLESELIVERABLES

3.1.1 P3.1.1 PROJECTROJECT D DELIVERABLESELIVERABLES

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 addresses with the financial aspects of the project, as well as other topics that indicate the level of planning that has gone into the project.

Project Management Plan “Project Management Plan” is a formal document approved by the executive sponsor and the Department and developed in the planning 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 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.

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

For all projects that require DoIT oversight, the lead agency project manager shall submit an agency approved project status report on a monthly basis.

PAGE 6


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

3.1.2 P3.1.2 PRODUCTRODUCT D DELIVERABLESELIVERABLES

Requirements Documents The requirements documents will be completed during the planning phase. Detailed requirements will need to be included in the RFP.

Design Documents The vendor will be required to deliver a design document that includes the collection of clinical elements, other data elements, tracking of data over time and generation of reports.

Systems Specifications The system to be acquired will be a SaaS solution. System specifications may impact software needed on the desktop to connect with the vendor site. This will be determined during the planning phase. The document will also cover how DOH’s desktop computers must be configured to access the vendor site.

Systems Architecture As a SaaS solution, the architecture will reflect the connectivity from the DOH locations to the vendor site for the DOH staff. Contracted service providers will access the system via their own internet connection.

System and Acceptance Testing

Contracted service providers and DOH staff will be involved in testing the system abilities to meet the requirements and design documents.

Operations requirements The transition to operations and application support plan is included in the project deliverables.

3.2 S3.2 SUCCESSUCCESS ANDAND QUALITY METRICS QUALITY METRICS


QUALITY METRICS Quality metrics will be addressed during the planning phase and included in the project management plan.

4.0 SCHEDULE ESTIMATE4.0 SCHEDULE ESTIMATE

Initiation December 2009 Prepare and present

PAGE 7


project certification documentation – initiation phase

Initiate project structure

Prepare schedule for RFP process

Manage the RFP preparation process

Planning February 2010 Prepare and present project certification documentation – planning phase

Finalize project structure

Publish RFP

Implementation April 2010 Prepare and present project certification documentation – implementation phase

Manage vendor selection

Manage vendor contracting preparation

Complete vendor contracting process

Implementation of system

Closeout June 2011 Prepare and present project certification documentation – closeout phase

Closeout activities

5.0 BUDGET ESTIMATE5.0 BUDGET ESTIMATE

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

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

Laws of 2009, HB2 Sec 4, Subsection F, Department of Health General Fund Appropriation, Item 5, Page

$300,000 None.

PAGE 8


SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

151 & 152

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

ITEMITEM COST ESTIMATECOST ESTIMATE

To be determined during the planning phase.

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

PHASESPHASES PLANNEDPLANNED CERTIFICATIONCERTIFICATION

DATEDATE

AMOUNT TO BEAMOUNT TO BE REQUESTEDREQUESTED

INITIATION: December 2009 $75,000

PLANNING: February 2010

IMPLEMENTATION: April 2010

CLOSEOUT: June 2011

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL 6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTURE

6.1 STAKEHOLDERS6.1 STAKEHOLDERS

NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

Katrina Hotrum Project Sponsor Department of Health Deputy Secretary

Mikki Rogers Business Owner Department of Health Developmental Disabilities Supports Division (DDSD) Director

DDSD Staff Users of system. Will benefit from ability to analyze data.

DOH DDSD

PAGE 9


NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

PHD Children’s Medical Services & Families First Staff

Users of system. Will benefit from ability to analyze data.

DOH PHD

Contracted Service Providers

Users of system. Will benefit by being able to eliminate paper forms and to get meaningful reports.

Various Contracted Service Providers

6.2 PROJECT GOVERNANCE PLAN6.2 PROJECT GOVERNANCE PLAN

PAGE 10


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

Lyndi Dittmer-Perry, PMP

Contract Project Manager - POD, Inc.

505-228-4455 [email protected]

6.3.2 PROJECT MANAGER BACKGROUND6.3.2 PROJECT MANAGER BACKGROUND

Lyndi Dittmer-Perry is a certified Project Management Professional (PMP) with extensive project management experience. She has a thorough knowledge of healthcare informatics and New Mexico state government business processes. She has extensive experience in requirements development and business process improvement. Her management and communication skills are outstanding.

Ms. Dittmer-Perry has successfully managed several projects for the Department of Health including a disease surveillance system project, an e-learning project, and a practice management and electronic health record project. She has led multiple vendor selection processes including RFP development, identification of selection criteria, vendor demonstrations, site surveys, evaluations and market assessments. Her knowledge, skills and experience are an excellent match to the needs of this project.

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

RROLEOLE RRESPONSIBILITYESPONSIBILITY

Executive Project Sponsor

The Executive Sponsor is the point person for the project within the highest level of the Department of Health. The responsibilities of the 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 Project Director Provide management review and accept changes to

project plan, contract or deliverables Attend executive requirements reviews and resolve

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

PAGE 11

mailto:[email protected]

mailto:[email protected]



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 the project Contribute to lessons learned

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,

quality Ensure project consensus Manage expectations Report on project status Maintain issues log Maintain action items log Promote and practice change management

PAGE 12



Close-out action items Value teamwork, cooperation, and planning Champion the project Facilitate lessons learned process

Advisory Committee The Advisory Committee is chartered to provide advice regarding the direction and support of the project and is chaired by the Project Director. The Advisory Committee member responsibilities include:

Attend and participate in meetings Review deliverables Review presented documentation Balance larger picture and details of project against the

future use of the system for the Agency Champion the project Contribute to lessons learned

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 details 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 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 M MANAGEMENTANAGEMENT M METHODOLOGYETHODOLOGY

The certification methodology outlined by the Department of Information Technology (DoIT) is the appropriate methodology for this project. Each phase of the project will produce a set of deliverables and documents for review and acceptance. Each phase will be certified by DoIT

PAGE 13


before proceeding into the next phase. At the end of each phase, a decision will be made whether to continue further with the project or not.

7.0 CONSTRAINTS7.0 CONSTRAINTS


1 FY10 funds must be expended by June 30, 2010.

2 Schedule may be limited by time to complete procurement process.

8.0 DEPENDENCIES8.0 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.

NUMBENUMBERR

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

1 Procurement must be completed by June 30, 2010, to keep project on schedule.

M

9.0 ASSUMPTIONS9.0 ASSUMPTIONS


1 The system deployed as a result of this project will be a SaaS solution.

2 All DOH technical requirements for a SaaS solution will apply and be the sole responsibility of the vendor.

3 All participating contracted service providers and DOH staff will be able to access the system through the Internet.

4 The participating Programs in this Project are DDSD as the lead and CMS and Families First as additional users.

PAGE 14


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

Risk 1

Description - The project will be at risk if all stakeholders are not engaged at the beginning of the project.

Probability Low

Impact High

Mitigation Strategy: Emphasize communication to all stakeholders to be sure they understand the benefits of a successful project.Contingency Plan: This risk will be addressed during the planning phase so that necessary communication takes place throughout the project.

Risk 2

Description - The project will be at risk if the state withdraws the funding for cost containment purposes.

ProbabilityMedium

Impact High

Mitigation Strategy: Show how services will become more cost effective if this project is completed.Contingency Plan: The contingency plan will be developed during the planning phase as part of the project management plan.

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING

Meeting 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.

Steering Committee Meetings will be held monthly. The scribe will be assigned by the Project Director. The Monthly Steering Committee meeting minutes will be posted to the electronic document library in the project folder and e-mailed to attendees.

PAGE 15


Advisory Committee Meetings will be held quarterly. The scribe will be assigned by the Project Director. The Quarterly Advisory Committee meeting minutes will be posted to the electronic document library in the project folder and e-mailed to attendees.

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.

Special reports will be provided at the request of the Project Management Contract Administrator or the Project Director.

Steering Committee will approve deliverables acceptance with sign off documents being archived in the physical project library in the Project Manager’s office.

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, the 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

The following check list is based on Exhibit A of the OCIO IV&V Contract Template, and the Information technology template. It is included here to provide a high level of the type of IV&V accountability the project envisions:

Project/Product Area Include Yes/No

Project Management Yes

Quality Management Yes

PAGE 16


Training No

Requirements Management Yes

Operating Environment No

Development Environment No

Software Development No

System and Acceptance Testing Yes

Data Management No

Operations Oversight No

Business Process Impact Yes

PAGE 17


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

SIGNATURESIGNATURE DATEDATE

EXECUTIVE SPONSOREXECUTIVE SPONSOR

BUSINESS OWNERBUSINESS OWNER

PROJECT MANAGERPROJECT MANAGER

14.0 PROJECT CHARTER CERTIFICATION APPROVAL 14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURESIGNATURE

SIGNATURESIGNATURE DATEDATE

DOIT / PCC APPROVALDOIT / PCC APPROVAL

PAGE 18