new mexico - nm doit · web viewdec 19, 2007 · new mexico statewide traffic records system...

New Mexico Statewide Traffic Records SystemIgnition Interlock Data Analysis

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

EXECUTIVE SPONSORS

Department of Transportation

RHONDA G. FAUGHT, P.E., CABINET SECRETARYNM DEPARTMENT OF TRANSPORTATION

PATRICIO GUERRERORTIZ, DEPUTY SECRETARYTRANSPORTATION PLANNING & DESIGN NM DEPARTMENT OF TRANSPORTATION

MUFFET FOY CUDDY, DIVISION DIRECTORTRANSPORTATION PLANNING DIVISION, NM DEPARTMENT OF TRANSPORTATION

ROBERT ASHMORE, CHIEF INFORMATION OFFICER NM DEPARTMENT OF TRANSPORTATION

MICHAEL R. SANDOVAL, DIRECTORTRAFFIC SAFETY BUREAU, NM DEPARTMENT OF TRANSPORTATION

BUSINESS OWNER SANDRA MARTINEZ, PROGRAM DIRECTOR

TRAFFIC SAFETY BUREAU, NM DEPARTMENT OF TRANSPORTATION

PROJECT MANAGER – GEOFFREY ESCANDON, BENCY AND ASSOCIATES

ORIGINAL PLAN DATE: DECEMBER 5, 2007

REVISION DATE:

REVISION:

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

ABOUT THIS DOCUMENT................................................................................................................................... IV

PROJECT OVERSIGHT PROCESS MEMORANDUM – DOIT, JULY 2007 IV

1.0 PROJECT OVERVIEW...................................................................................................................................... 5

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT 5INTRODUCTION 5CURRENT STATE 5

Manufacturers and Service Centers....................................................................................................................5FUTURE STATE81.2 FUNDING AND SOURCES 101.3 CONSTRAINTS 101.4 DEPENDENCIES 101.5 ASSUMPTIONS 111.6 INITIAL PROJECT RISKS IDENTIFIED 11

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE...........................................................................15

2.1 STAKEHOLDERS 152.2 PROJECT GOVERNANCE STRUCTURE 16

2.2.1 Describe the organizational structure – Org Chart...................................................................................162.2.2 Describe the role and members of the project steering committee.........................................................162.2.3 Organizational Boundaries, interfaces and responsibilities.....................................................................17

2.3 EXECUTIVE REPORTING 17

3.0 SCOPE......................................................................................................................................................... 18

3.1 PROJECT OBJECTIVES 183.1.1 Business Objectives and Technical Objectives..........................................................................................18

3.2 PROJECT EXCLUSIONS 193.3 CRITICAL SUCCESS FACTORS 19

4.0 PROJECT DELIVERABLES AND METHODOLOGY.............................................................................................21

4.1 PROJECT MANAGEMENT LIFE CYCLE 214.1.1 Project Management Deliverables...........................................................................................................224.1.2 Deliverable Approval Authority Designations..........................................................................................244.1.3 Deliverable Acceptance Procedure...........................................................................................................24

4.2 PRODUCT LIFE CYCLE 244.2.1 Technical Strategy...................................................................................................................................254.2.2 Product and Product Development Deliverables......................................................................................254.2.2.2 Ignition Interlock Data Storage...........................................................................................................264.2.2.3 Automated Data Load.........................................................................................................................264.2.2.4 Ignition Interlock Reporting.................................................................................................................264.2.2.5 Develop Database Exports from Ignition Interlock to Approved Entities...........................................274.2.2.6 Pilot Agency Using the IIDA Web Application.....................................................................................274.2.3 Deliverable Approval Authority Designations..........................................................................................274.2.4 Deliverable Acceptance Procedure...........................................................................................................28

5.0 PROJECT WORK........................................................................................................................................... 29

5.1 WORK BREAKDOWN STRUCTURE (WBS) 295.2 SCHEDULE ALLOCATION -PROJECT TIMELINE 30

5.3 PROJECT BUDGET 315.4 PROJECT TEAM 32

5.4.1 Project Team Organizational Structure....................................................................................................325.4.2 Project Team Roles and Responsibilities..................................................................................................32

5.5 STAFF PLANNING AND RESOURCE ACQUISITION 345.5.1 Project Staff.............................................................................................................................................345.5.2 Non-Personnel resources.........................................................................................................................35

5.6 PROJECT LOGISTICS 35IIDA IT Support Team Members.......................................................................................................................35Procurement Plan............................................................................................................................................355.6.1 Project Team Training..............................................................................................................................36

6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................37

6.1 RISK AND ISSUE MANAGEMENT 376.1.1 Risk Management Strategy......................................................................................................................376.1.2 Project Risk Identification........................................................................................................................376.1.3 Project Risk Mitigation Approach............................................................................................................376.1.4 Risk Reporting and Escalation Strategy...................................................................................................386.1.5 Project Risk Tracking Approach................................................................................................................386.1.6 Issue Management..................................................................................................................................38

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V 386.3 SCOPE MANAGEMENT PLAN 396.4 PROJECT BUDGET MANAGEMENT 40

FY05..................................................................................................................................................................406.4.1 Budget Tracking.......................................................................................................................................41

6.5 COMMUNICATION PLAN 416.5.1 Communication Matrix............................................................................................................................426.5.2 Status Meetings.......................................................................................................................................456.5.3 Project Status Reports..............................................................................................................................45

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) 45Ignition Interlock Data Analysis Project Metrics...............................................................................................45PERFORMANCE GOALS:....................................................................................................................................45

6.7 QUALITY OBJECTIVES AND CONTROL 466.7.1 Quality Standards....................................................................................................................................466.7.2 Project and Product Review and Assessments.........................................................................................466.7.3 Agency/Customer Satisfaction.................................................................................................................466.7.4 Product Deliverable Acceptance Process..................................................................................................476.7.4.1 Project/Product Deliverable Presentation.............................................................................................47

6.8 CONFIGURATION MANAGEMENT 476.8.1 Version Control........................................................................................................................................486.8.2 Project Repository (Project Library).........................................................................................................48

6.9 PROCUREMENT MANAGEMENT PLAN48

7. 0 PROJECT CLOSE........................................................................................................................................... 50

7.1 Administrative Close...................................................................................................................................507.2 Contract Close.............................................................................................................................................507.3 Attachments...............................................................................................................................................50

7.3.1 ACRONYMS AND ABBREVIATIONS 507.3.2 Terminology and Definitions 51

PROJECT MANAGEMENT PLAN FOR IGNITION INTERLOCK DATA ANALYSIS

REVISION HISTORYREVISION HISTORY

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

REVISION: 10.0 DOIT-PMO-TEM-020 I OF VI

PROJECT MANAGEMENT PLAN FOR IGNITION INTERLOCK DATA ANALYSIS

ABOUT THIS DOCUMENTABOUT THIS DOCUMENT

PPROJECTROJECT O OVERSIGHTVERSIGHT P PROCESSROCESS M MEMORANDUMEMORANDUM – D – DOOIT, JIT, JULYULY 2007 2007

“Project management plan” is a formal document approved by the executive sponsor and the Department and developed in the plan phase used to manage project execution, control, and project close.

The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost and schedule baselines.

A project plan includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management.

“Project manager” means a qualified person from the lead agency responsible for all aspects of the project over the entire project management lifecycle (initiate, plan, execute, control, close). The project manager must be familiar with project scope and objectives, as well as effectively coordinate the activities of the team. In addition, the project manager is responsible for developing the project plan and project schedule with the project team to ensure timely completion of the project. The project manager interfaces with all areas affected by the project including end users, distributors, and vendors. The project manager ensures adherence to the best practices and standards of the Department.

Project product” means the final project deliverables as defined in the project plan meeting all agreed and approved acceptance criteria.

“Product development life cycle” is a series of sequential, non-overlapping phases comprised of iterative disciplines such as requirements, analysis and design, implementation, test and deployment implemented to build a product or develop a service.

REVISION: 10.0 DOIT-PMO-TEM-020 II OF VI

1.0 PROJECT OVERVIEW1.0 PROJECT OVERVIEW

1.1 E1.1 EXECUTIVEXECUTIVE S SUMMARYUMMARY- - RATIONALERATIONALE FORFOR THETHE P PROJECTROJECT

IINTRODUCTIONNTRODUCTION

Ignition Interlock devices are electronic breath alcohol analyzers that measure a driver’s breath alcohol concentration (BAC) and prevent the vehicle from starting if the driver blows a BAC which exceeds a preset level.

Since July 1999, New Mexico judges had the option of allowing the installation of Ignition Interlock devices making limited licenses (for work and school) available for convicted offenders. In June 2002, New Mexico law changed to require that Ignition Interlock devices be installed on all vehicles of convicted repeat DWI and aggravated DWI offenders. In 2003 the Ignition Interlock License Act was passed allowing DWI offenders the ability to obtain a interlock license that allows them to drive an interlocked vehicle anywhere unless convicted of vehicular homicide or causing great bodily injury.

In 2005, the NM Legislature passed a number of DWI-related laws designed to help reduce DWI in the state. The most far-reaching of these new laws requires that all first-time convicted DWI offenders install interlock devices on the vehicles that they drive for a period of one year. The law increased the time Ignition Interlock devices must remain installed on vehicles of those convicted on 2nd and subsequent DWI offenses (2nd-time offenders for 2 years, 3rd-time offenders for 3 years, and 4th-time offenders for life). This new law also applies to juveniles.

In October 2004, The Traffic Safety Bureau (TSB) entered into an agreement with the Administrative Office of the Courts (AOC) to research, design and develop an Ignition Interlock Database (IIDB). Project management and software engineering practices were established and implemented. The research, design, and development of the IIDB were completed in September 2004. An interface with a manufacturer was developed and enabled the electronic transmission of data to the IIDB. Basic web queries and statistical reports were developed.

In September 2005, the IIDB project was transitioned from AOC to New Mexico Department of Transportation. The database was setup and a FTP site was established to allow the electronic transmission of data from approved manufacturers. This project was completed and closed out on October 2006. In October 2006, the DOIT certified and approved the Ignition Interlock Data Analysis Project (IIDA) Phase 0. A Project Manager was hired in November 2006 to complete Phase 0. Phase 0 was completed in June 2007. The next step for the project is to obtain Certification and begin implementation in October 2007.

CCURRENTURRENT S STATETATE

Manufacturers and Service Centers

There are seven manufacturers licensed to distribute interlock devices in New Mexico with (52) fixed site service centers. The service centers are notified directly by the courts; or the prospective client presents a court order or notification from probation or parole at time of install. Service centers must monitor the device at least every (60) days and provide record keeping and reporting as detailed in the NMAC 18.20.11. The monitoring reports generated by the service centers vary by manufacturer and may not be fully understood or utilized by the courts or compliance officers. The communication between service centers and compliance offices may be stronger in some courts than others.

THIS IS A CONTROLLED DOCUMENT, REFER TO THE DOCUMENT CONTROL INDEX FOR THE LATEST REVISION REVISION: 1.0 DOIT-PMO-TEM-030

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Motor Vehicle Division

The MVD issues Ignition Interlock Licenses to individuals who qualify. An Ignition Interlock license is available to all persons whose drivers’ licenses have been revoked for a violation of the Implied Consent Act, first offense, subsequent offense or a refusal. It is required for anyone whose license is revoked or denied for a DWI conviction. This license requires that you have an approved ignition interlock device installed in any vehicle you will be driving. Due to 2007 legislation, the MVD has begun monitoring those under implied consent revocations with an interlock license.

Courts / Probation & Parole

Compliance offices within the courts, probation and parole vary in resources and protocols for monitoring interlocked offenders. The compliance offices utilize the reports generated from the servicing of ignition interlock devices by the service providers to monitor the compliance of interlocked court ordered offenders. It is at the discretion of the court to revoke probation and/or enhance the non-compliant offender’s sentence within the guidelines established by the courts.

NMDOT

In September 2005, the IIDB project was transitioned from AOC to New Mexico Department of Transportation. The database was setup and a FTP site was established to allow the electronic transmission of data from approved manufacturers. The databases were converted from MYSQL to Oracle. Manufacturers continue to send in their data per Administrative Rule and State statute on a regular basis. NMDOT/IT department is currently working on obtaining resources to complete the data load processes. Data has been loaded from 2004 through 2005. The web application has been converted to Oracle tools and is currently available on the internal network. Figure 1 depicts the Current State of the project.


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Figure 1: Ignition Interlock: Current State


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FFUTUREUTURE S STATETATE

The IIDA project at NMDOT will create a statewide Ignition Interlock system that will a) allow automated data submissions from manufacturers, b) allow stakeholders and customers the ability to monitor Ignition Interlock offender compliance with court ordered and administrative ordered installation of an ignition interlock device in their vehicle, and c) allow any type of statistical analysis on the data. The system will be implemented with procedures, staffing and resources that ensure stable continuous operation. Standards may be implemented to allow for consistent data monitoring and reporting practices. Deploying the web application will allow for monitoring of high BAC and other violations occurring in the utilization of the installed device. The project will be conducted in three phases which are:

Implementation Phase 1 – Automated Data Capture & Database Population & IIDA Records Repository

Implementation Phase 2 – IIDA Reporting

Implementation Phase 3 - Web Application Pilot and Data Exports

These Phases are described in Figure 2 – Future Sate Diagram.


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Figure 2: Ignition Interlock: Future State


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1.2 1.2 FUNDINGFUNDING ANDAND SOURCESSOURCES

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

APPROVERSAPPROVERS

Section 164, alcohol countermeasures

$300,000 None NMDOT TSB

1.3 C1.3 CONSTRAINTSONSTRAINTS

NNUMBERUMBER DDESCRIPTIONESCRIPTION

CNST-1 NM Ignition Interlock Administrative Rule and State statute: 18.20.11

CNST-2 NM Department of Transportation IT Infrastructure and Resources.

1.4 D1.4 DEPENDENCIESEPENDENCIES

Types include the following and should be associated with each dependency listed. Mandatory dependencies are dependencies that are inherent to the work being done. D- Discretionary dependencies are dependencies defined by the project management team. This may

also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.

E-External dependencies are dependencies that involve a relationship between project activities and non-project activities such as purchasing/procurement

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

MDEP-1 Project must be certified by the DoIT M

MDEP-2 IV&V services must be part of the project M

MDEP-3 STRS – II Data Analysis project must be certified in Q4 2007 and approved for release of funds.

M

DISCDEP-1 Database, application servers and webservices will be maintained and supported in house with the NMDOT/IT staff.

D

DISCDEP-2 Project Manager will be hired and housed at the NMDOT/TSB D

EXDEP –1 Availability of Federal Grant Funding E

EXDEP-2 Accuracy and timeliness of data submitted electronically by multiple manufacturers from outside of state IT networks.

E

1.5 A1.5 ASSUMPTIONSSSUMPTIONS


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NNUMBERUMBER DDESCRIPTIONESCRIPTION

ASM-1 Ignition Interlock device manufacturers are able and willing to transmit all collected data electronically via the Internet.

ASM-2 NM Department of Transportation is capable of receiving, and storing all interlock device data within a completely automated IT solution that is connected to the Internet.

ASM-3 Customers of Ignition Interlock Data Analysis, both internal and external to the NM Department of Transportation, may access Ignition Interlock Data Analysis resources via the Internet per their assigned permissions.

1.6 I1.6 INITIALNITIAL P PROJECTROJECT R RISKSISKS I IDENTIFIEDDENTIFIED

Loss of a Key Stakeholder

Description - Support from key stakeholders impacts future funding of the project.

Probability – Low Impact – Med

Mitigation Strategy - Engage stakeholders with the progress of the project, as appropriate.

Contingency Plan - The project may not continue without support from key stakeholders, or loss of funding.

Change of Administration

Description – Changes of Administration require education of new administration on project activities, etc which is time consuming. They also may not be as supportive of project as previous administrator.

Probability - Low Impact – High

Mitigation Strategy - Each participating agency signs a Memorandum of Understanding with NM DOT – TSB.

Contingency Plan - The Program Manager will schedule appointments to re-aquaint the new administrators on the goal, scope, and previous agreements involved with the project.

Manufacturer’s inability to deliver data in a timely manner

Description – Inability or non compliance in sending data on a regular basis to the IIDB will cause reporting to be incomplete and inaccurate.

Probability - Medium Impact – High

Mitigation Strategy – Publish to all participating Manufacturers the rules and specifications for data submission. Assign Point of Contact to monitor Manufacturer compliance.

Contingency Plan - Assign Point of Contact to monitor Manufacturer compliance, work with Manufacturers in the event of non-compliance


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Loss of Federal Grant Funds

Description – Federal Grant funds will support establishing the resources needed to support the project.

Probability - Low Impact - High

Mitigation Strategy - Project Manager 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 Manager will present options for maintaining the project in its capacity at the time of loss of funds.

Unfilled positions required to establish the IIDA support

Description – FTE positions (TOOL Nos.) or contractual positions must be available in order to hire personnel.

Probability - High Impact - High

Mitigation Strategy - Program Director will coordinate with DOT to determine available FTE positions to hire, and assist with the recruitment and contracting of personnel as soon as possible.

Contingency Plan - The timeline and possibly the scope of the project will be adjusted based on the available resources.

New Technology required to implement the IIDA

Description – Using technologies that are new to the DOT platform create gaps in adoption and maintenance of the solution being proposed.

Probability – Med Impact - High

Mitigation Strategy – Target existing tools in the DOT platform and avoid new technologies where possible.

Contingency Plan - Provide for and arrange training for current staff. Conduct internal cross-training, and document process and procedures for maintaining the IIDAA.

Team turnover

Description – Personnel changes can impact the adoption and maintenance of the proposed system.

Probability - High 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 - Documentation throughout the development of the project will maintain essential knowledge until the re-assignment of responsibilities to new or alternate personnel.

Availability of existing IT members for project tasks


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Availability of existing IT infrastructure for project tasks.

Description – The assembled project team does not include those responsible for the required infrastructure.

Probability - High Impact – Med

Mitigation Strategy - The Project Managers should identify and secure support from all DOT staff that are responsible for essential infrastructure.

Contingency Plan - The Project Manager will identify possible solutions residing outside of the DOT IT infrastructure.

Delay in approval of a contract for services

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

Probability – Med 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.

Data Quality

Description – Inaccurate or invalid data could cause delays in having the database available for querying.

Probability - Med Impact – Med

Mitigation Strategy - Develop procedures of validation and establish methods for correction and cleansing of data.

Contingency Plan - Develop standard processes with each device manufacturer for resolving data issues.

Legal Risks

Description – Ignition Interlock data may be used in court.

Probability – High Impact - High

Mitigation Strategy – DOT Legal staff should be consulted to properly define the source of truth, such that it may be clearly defined and understood by users of the Ignition Interlock Data Analysis system.

Contingency Plan - Requestors of data will be properly and clearly informed of the source of truth of Ignition Interlock data.


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2.0 PROJECT AUTHORITY AND ORGANIZATIONAL 2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTUREThe Project Organization describes the roles and responsibilities of the project team. It also identifies the other organizational groups that are part of the project and graphically depicts the hierarchical configuration of those groups. It exists to clarify interaction with the project team.

2.1 S2.1 STAKEHOLDERSTAKEHOLDERS

NAME STAKE IN PROJECT ORGANIZATION TITLE

Muffet Foy Cuddy Project Business Sponsor Transportation Programs

Division Director

Robert Ashmore DOT CIO Information Technology Division

Chief Info. Officer

Michael Sandoval Project management / Functional Business Expert

Traffic Safety Bureau

Director

Sandra Martinez Project management / Functional Business Expert/Business Program Mgr

Traffic Safety Bureau

Program Director

Patricia Lobato IT Program manager Information Technology Division

Chief of Planning Support

Jolyn Sanchez Functional Business Expert Traffic Safety Bureau

TSB Ignition Interlock Program Manager


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2.2 P2.2 PROJECTROJECT G GOVERNANCEOVERNANCE S STRUCTURETRUCTURE

2.2.1 D2.2.1 DESCRIBEESCRIBE THETHE ORGANIZATIONALORGANIZATIONAL STRUCTURESTRUCTURE – O – ORGRG C CHARTHART

Figure 3: Ignition Interlock Data Analysis Project Organization

2.2.2 D2.2.2 DESCRIBEESCRIBE THETHE ROLEROLE ANDAND MEMBERSMEMBERS OFOF THETHE PROJECTPROJECT STEERINGSTEERING COMMITTEECOMMITTEE


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The New Mexico Statewide Traffic Records Coordinating Committee (STRCC) is comprised of multiple agencies involved in traffic records initiation, storage, transmission, and dissemination. The STRCC's mission is to establish a Statewide Traffic Records System (STRS) Model involving a multi-departmental effort, to facilitate the sharing of traffic records information, address quality issues, and jointly implement solutions.

The STRCC members represent state agencies involved in various aspects of traffic records systems. The STRCC agency representation includes, but is not limited to, the Taxation & Revenue Department/Motor Vehicle Division, New Mexico Department of Transportation Department, the Judiciary, state and local law enforcement agencies, Department of Health, and the U.S. Department of Transportation.

2.2.3 O2.2.3 ORGANIZATIONALRGANIZATIONAL B BOUNDARIESOUNDARIES, , INTERFACESINTERFACES ANDAND RESPONSIBILITIESRESPONSIBILITIES

The key interface between NMDOT and Organizations external to NMDOT is a registration process to grant controlled access to the web application with the NMDOT / TSB. At this time, participating agencies may include Probation Services, NM Motor Vehicles Division, and other research organizations.

Ignition Interlock service providers in New Mexico are licensed by the NMDOT / TSB and are required to provide interlock data to the NMDOT as specified in NMAC 18.20.11. Currently, interlock service data is provided via FTP, and the future state will provide web-services for data submission.

2.3 E2.3 EXECUTIVEXECUTIVE R REPORTINGEPORTING

Using the DoIT Project Status Template, the lead agency project manager shall submit an agency approved project status report on a monthly basis to the NMDOT TSB Director. In addition, the II Data Analysis Project Manager will present an update at the monthly STRCC and quarterly STREOC meetings.


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3.0 SCOPE3.0 SCOPE

3.1 P3.1 PROJECTROJECT O OBJECTIVESBJECTIVES

3.1.1 Business Objectives and Technical Objectives

Number Description

Business Objective 1 Support NM Ignition Interlock Administrative Rule and State statute:

18.20.11.20. B.4 – Download all recorded information from the device and prepare a report in the format described by the Bureau. This report will include all attempts to tamper with the device, attempts to avoid taking a random test, and attempts to circumvent the device, total number of events recorded by the data recorder since the last service visit and the number of vehicle starts.

Part 18.20.11.21.B.5 – shall within five (5) business days of a service visit, report to the appropriate authorities, in the format prescribed by the Bureau to include any evidence of circumventing, removing or tampering with a device, any failure to appear for a service visit within the five (5) day warning period, the failure of six (6) initial breath tests within a period of three (3) hours and the failure of ten (10) initial breath tests or retests in any thirty (30) day period.

Technical Objective 1 Resolve data load issues: Evaluate issues with the data load processes and automate the process to the extent possible.

Technical Objective 2 FTP Functional Review: Capture and document issues resulting from testing the Ignition Interlock FTP software to support continuous improvement on the project.

Technical Objective 3 Oracle Data Integrator ease of use: Evaluate using the Oracle Data Integrator tool to load and manipulate data from the various databases. Provide technical training. Make a recommendation on Oracle Data Integrator or another tool of choice.

Business Objective 2 Improve Customer Service: Capture Ignition Interlock data to improve the quality, accuracy, integrity, timeliness, completeness, consistency and accessibility for the Traffic Safety Bureau, Probation and Parole Officers, DWI Coordinators, Compliance Officers, the Courts and other government and research agencies (monitoring and compliance agencies).

Technical Objective 4 IIDA Web Application : Implement an IIDA Web application for monitoring clients with an Ignition Interlock device installed


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Business Objective 3 Enhance quality of operations and data sharing: Capturing electronic Ignition Interlock data from the offender, through the manufacturer, and storing the data in a centralized database for New Mexico agencies that share, monitor, and report Ignition Interlock data and perform any type of statistical analysis.

Technical Objective 5 Records Retention: Define and implement a record retention, archiving and backup strategy for Ignition Interlock data, compliant with NMDOT protocol.

Technical Objective 6 Security: Implement the appropriate security necessary to safeguard Ignition Interlock data, compliant with NMDOT protocol.

Technical Objective 7 Implement Standardization: Establish a standard data exchange model to insure consistent and accurate data is being collected on offender usage throughout the installation period of their Ignition Interlock device.

Technical Objective 8 System Documentation: Provide updated system documentation, including System Administrative guide

Business Objective 4 Business process performance: Monitor data submission process, quality of data and error correction, and manufacturer performance.

Technical Object 9 Implement Management Reports: Provide regular reports documenting data completeness and quality per manufacturer.

3.2 P3.2 PROJECTROJECT EXCLUSIONSEXCLUSIONS

There are no project exclusions at this time.

3.3 C3.3 CRITICALRITICAL S SUCCESSUCCESS F FACTORSACTORS

Identify the critical success factors for achieving success in this project. Metric are key to understanding the ability of the project to meet the end goals of the Executive Sponsor and the Business Owner, as well as the ability of the project team to stay within schedule and budget. See also section 6.7 Quality Objectives and Controls.


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NUMBER DESCRIPTION

QUALITY METRICS 1 IIDA Software Usability: The ETL tool, currently Oracle Data Integrator, is a fundamental piece, and potential bottleneck, of the IIDA system. It’s ease of use and reliability directly impacts the required resources and availability of IIDA data to stakeholders.

QUALITY METRICS 2 DOT resources: DOT must provide adequate technical staffing and system resources for a timely and successful implementation of IIDA.

QUALITY METRICS 3 Participation of Manufacturers: The manufacturers' complete and accurate data is required to quality and value the IIDA, both to DOT and to consumers from other agencies.

QUALITY METRICS 4 Support of the IIDA Web Application by users: Fulfilling the various statutes related to DWI and Ignition Interlock, the successful adoption of the IIDA Web Application reduces the amount of staff and resources required to assist various agencies that are consumers of Ignition Interlock data.


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4.0 PROJECT DELIVERABLES AND METHODOLOGY4.0 PROJECT DELIVERABLES AND METHODOLOGY

4.1 P4.1 PROJECTROJECT M MANAGEMENTANAGEMENT L LIFEIFE C CYCLEYCLE

Phase Summary of Phase Key DeliverablesInitiating Processes Recognizing that the project

should begin and committing to do so.

Project Charter, Project Scope, Business Case, Assumptions, Constraints, Authorization to proceed with planning

Planning Processes Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address.

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

Controlling Processes Ensuring that project objectives are met by monitoring and measuring progress and taking corrective action when necessary.

Performance/Status Reports, Corrective Action, Measurement Metrics, Plan Change Requests, Product Change Request, Risk Management, Issues Management

Executing Processes Coordinating people and other resources to carry out the plan.

Actual efforts, Project Deliverables, as described in the PMP, and their completion

Closing Processes Formalizing acceptance of the project and bringing it to an orderly end.

Deliverables Acceptance, Lessons Learned


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4.1.1 P4.1.1 PROJECTROJECT M MANAGEMENTANAGEMENT D DELIVERABLESELIVERABLES

4.1.1.1 Maintain and update the Project Management Plan

Description – The Project Management Plan is the overall formal, approved document used to govern the project’s planning, scope, execution and control from initiation through closure.

IIDA-DEL-1

Deliverable Acceptance Criteria – Acceptance criteria for this maintenance and updates to the project management plan includes validation of the scope, WBS, risk assessment, deliverables and schedule to align with the business objectives outlined in the ITEA Framework.

Standards for Content and Format – The plan will utilize the DOIT-PMP Project Plan Template with any tailoring approved by the DOIT-PMO.

Quality Review – Internal TSB Program Management review and approval, DOT PMO review and approval, DoIT certification board review and approval.

4.1.1.2 Maintain and update Project Schedule

Description – A Gantt Chart representation showing planned dates for the activities, tasks and milestones from the Work Breakdown structure of the IIDA Project.

IIDA-DEL-2

Deliverable Acceptance Criteria –Schedule changes will be reviewed for WBS completeness, resource over-allocations, and milestone dates in compliance to the Governor’s performance review, Executive Order and alignment with the IT Consolidation project schedule.

Standards for Content and Format – MS Project will be used to generate the Gantt Chart view of the project including dates, resources and task durations.

Quality Review – DOT TSB Program Management, PMO, and CIO review and comment on the schedule until it meets deadline expectations and quality standards.


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4.1.1.3 Project Status Reports

Description – A project status report detailing tasks, milestones and deliverables completed for the month, what is planned for the next month.

IIDA-DEL-3

Deliverable Acceptance Criteria – The project status will be reviewed for format completeness, timeliness and compliance to the DOIT Project Status Template.

Standards for Content and Format – The plan will utilize the DOIT-PMP Project Status Template with any tailoring approved by the DOIT-PMO.

Quality Review – Quality review of this deliverable will be conducted by the TSB Program Director.

4.1.1.4 On-line Project Repository

Description – Continue to maintain the project documentation by posting to the website that is the centralized location for all project management documentation throughout the project life cycle.

IIDA-DEL-4

Deliverable Acceptance Criteria – Continue to maintain the website with copies of documents collected to plan, execute, control and close the project.

Standards for Content and Format – Upload all final copies of project documents such as sign-offs, specifications, change logs, issue logs, etc. These documents should be arranged into categories and kept updated throughout the life cycle. The website must be archived and available for 7 years (per New Mexico State statute) after project closure to enable project audits and reviews to be conducted.

Quality Review – Periodic reviews during the project with the Project Manager, IV&V consultant, TSB Program Director.


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4.1.2 D4.1.2 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONS

DDELIVERABLEELIVERABLE NNUMBERUMBER

DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))

DDATEATE AAPPROVEDPPROVED

IIDA-DEL-1 Project Management Plan (PMP) updates

DOIT, DOT/TSB, DOT-CIO, NMDOT/IT Program Manager

IIDA-DEL-2 Project Schedule updates DOT/TSB, DOT-CIO, NMDOT/IT Program Manager

IIDA-DEL-3 Project Status Reports DOT/TSB, NMDOT/IT Program Manager

IIDA-DEL-4 On-line Project Repository & Documentation

DOT/TSB, NMDOT/IT Program Manager

4.1.3 D4.1.3 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDUREThis project will utilize the approved NM - DOIT Deliverable Acceptance Form, CIO-PMO-FOR-047 for each of the project deliverables. The Project Manager will determine the review and approval timeframes. Issues identified during the deliverable acceptance process will follow the Issue Escalation Process defined in a later section of this Project Management Plan.

4.2 PRODUCT LIFE CYCLE4.2 PRODUCT LIFE CYCLE

Phase Summary of Phase Key Deliverables

Implementation Phase One Automate data capture from manufacturers, loading data into the databases and securing the databases

Ignition Interlock Data Capture,Ignition Interlock Data Storage, Automated Data Load

Implementation Phase Two Internal Reporting (NMDOT TSB only) for manufacturer compliance, compliance for offender installing the ignition interlock device, monitoring of

Ignition Interlock Reporting


21

offender usage.

Implementation Phase Three External Reporting and data exports for compliance for offender installing the ignition interlock device, monitoring of offender usage, and analysis via web applications.

Develop Database Exports from Ignition Interlock to Approved Entities,Pilot Agency Using the IIDA Web Application

4.2.1 T4.2.1 TECHNICALECHNICAL S STRATEGYTRATEGY

The IIDA is supported by the following key technical strategies to achieve success:

Standards – use the data exchange standards currently in place for electronic transfer from Manufacturers to the FPT server.

Software – Maintain the IPSWITCH software for data exchange

Security – DOT standard security will be applied to this project.

Records Management - Release of information will be appropriately granted in accordance with the following law:

Link to web site: http://www.law.cornell.edu/uscode/html/uscode18/usc_sec_18_00002725----000-.html

ETL Tool - Continue to use the Oracle Data Integrator tool to maintain the IIDA application. Reporting - Use Oracle Application developer tools to write the reports

Data Exchange - develop a standard data exchange methodology for exporting data from the II databases to approved agencies

Web Development - additional development for the web application will use the NMDOT/IT standard Oracle development tools.

4.2.2 P4.2.2 PRODUCTRODUCT ANDAND P PRODUCTRODUCT D DEVELOPMENTEVELOPMENT D DELIVERABLESELIVERABLES

4.2.2.1 Ignition Interlock Data Capture

Description – Maintain and provide updates to the standard data exchange model to insure consistent and accurate data is being collected from the manufacturers on offender usage. Capture all of the manufacturer

Deliverable Acceptance Criteria – Maintain and provide updates to the standard data exchange model created in Phase 0 of the project and determine that all of the data has been collected from each manufacturer through end of year 2007.

Standards for Content and Format – N/A


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data through 2007.

IIDA-DEL-5

Quality Review – Team peer review, DOT, Program Manager, NMDOT/IT Program Manager, NMDOT/IT Program Manager

4.2.2.2 Ignition Interlock Data Storage

Description –Complete loading all the data received from manufacturers from 2004, 2005 and 2006 and 2007.

IIDA-DEL-6

Deliverable Acceptance Criteria – Testing criteria that will be developed by NMDOT.

Standards for Content and Format – Report developed showing all datasets received and loaded.

Quality Review – Team peer review, DOT Program Manager, NMDOT/IT Program Manager

4.2.2.3 Automated Data Load

Description – Implement automation of data loads, to the extent possible, within DOT procedures of systems and security.

IIDA-DEL-7

Deliverable Acceptance Criteria – Automated processing of manufacturer supplied data, identification of unacceptable data, and data correction procedures.

Standards for Content and Format – Documented with user procedures and developed using Oracle and other departmental standards.

Quality Review – Team peer review, DOT Program Manager, NMDOT/IT Program Manager

4.2.2.4 Ignition Interlock Reporting

Description – Develop and implement reporting from the II

Deliverable Acceptance Criteria – Testing criteria that will be developed by NMDOT.


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database.

IIDA-DEL-8

Standards for Content and Format – The published New Mexico forms will be used as a standard to which each form will be reviewed for accuracy.

Quality Review – Team peer review, Program Manager, NMDOT/IT Program Manager

4.2.2.5 Develop Database Exports from Ignition Interlock to Approved Entities

Description – Provide automated information exports to monitoring agencies, compliance agencies and entities performing analysis.

IIDA-Del-9

Deliverable Acceptance Criteria – Testing criteria will be developed to ensure data exports between II database and entities contain correct information.


Quality Review - Team peer review, TSB Training team, Project Manager and TSB Program Director, NMDOT/IT Program Manager

4.2.2.6 Pilot Agency Using the IIDA Web Application

Description – Select a Pilot Agency to exercise and provide feedback on the IIDA web application functionality.

IIDA-Del-10

Deliverable Acceptance Criteria – One state agency will be selected to use the Ignition Interlock web application in the field to monitor compliance.


Quality Review - Project Manager, Pilot Agency, Program Director, NMDOT/IT Program Manager

4.2.3 D4.2.3 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONS

Complete the following table to identify the deliverables this project is to produce, and to name the person or persons who have authority to approve each deliverable.


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DDELIVERABLEELIVERABLE NNUMBERUMBER

DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))

DDATEATE AAPPROVEDPPROVED

IIDA-DEL-1 Project Management Plan (PMP) updates

DOIT, DOT/TSB, DOT-PMO, NMDOT/IT Program Manager

IIDA-DEL-2 Project Schedule updates DOT/TSB, DOT-PMO, NMDOT/IT Program Manager

IIDA-DEL-3 Project Status Reports DOT/TSB, NMDOT/IT Program Manager

IIDA-DEL-4 On-line Project Repository & Documentation


IIDA-DEL-5 Ignition Interlock Data Capture DOT/TSB, NMDOT/IT Program Manager

IIDA-DEL-6 Ignition Interlock Data Storage DOT/TSB,NMDOT/IT Program Manager

IIDA-DEL-7 Automated Data Load DOT/TSB, NMDOT/IT Program Manager

IIDA-DEL-8 Ignition Interlock Reporting DOT/TSB, NMDOT/IT Program Manager

IIDA-DEL-9 Develop database exports from Ignition Interlock to approved entities


IIDA-DEL-10 Select Pilot Agency for exercising the Web Application and providing feedback.


4.2.4 D4.2.4 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDURE


25

This project will utilize the approved NM - DOIT Deliverable Acceptance Form for each of the project deliverables. Software deliverables will include Test Cases. The Project Manager will determine the review and approval timeframes. Issues identified during the deliverable acceptance process will follow the Issue Escalation Process defined in a later section of this Project Management Plan.


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5.0 PROJECT WORK5.0 PROJECT WORK

5.1 W5.1 WORKORK B BREAKDOWNREAKDOWN S STRUCTURETRUCTURE (WBS) (WBS)

Identifier Work Package Description Definition/Objective Milestone/Deliverable

Ii1.1 Project Management The IIDA project manager will be the primary point of contact for the project participants and will be responsible for meeting project requirements including schedule, quality deliverables, performance, and reporting requirements.

IIDA-DEL-1IIDA-DEL-2IIDA-DEL-3

Ii1.2 Data Exchange Maintain and provide updates to the standard data exchange model to insure consistent and accurate data is being collected from the manufacturers on offender usage. Capture all of the manufacturer data through 2007.

IIDA-DEL-5

Ii1.3 Data Capture and Load

Complete loading all the data received from manufacturers from 2004, 2005 and 2006 and 2007. Implement automation of data loads, to the extent possible, within DOT procedures of systems and security.

IIDA-DEL-6 IIDA-DEL-7

Ii1.4 Record Repository Continue to maintain the project documentation by posting to the website that is the centralized location for all project management documentation throughout the project life cycle.

IIDA-DEL-4

Ii1.5 Reports Develop and implement reporting from the II database.

IIDA-DEL-8

Ii1.6 Exports Provide automated information exports to monitoring agencies, compliance agencies and entities performing analysis.

IIDA-DEL-9

Ii1.7 Pilot Agency Select a Pilot Agency to exercise and provide feedback on the IIDA web.

IIDA-DEL-10


27

Figure 4: Work Breakdown Structure

5.2 S5.2 SCHEDULECHEDULE ALLOCATIONALLOCATION -P -PROJECTROJECT T TIMELINEIMELINE


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5.3 P5.3 PROJECTROJECT B BUDGETUDGET

Costs 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).

Phase / Activity Associated Deliverables Estimated Budget for FFY2007 - FFY2008


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Implementation - Ignition Interlock Data Analysis

Implementation 1 - Data Capture & Database Population & IIDA Records Repository

Implementation 2 - IIDA Reporting

Implementation 3- Web Application Pilot and Data Exports

IV & V

$300,000

5.4 P5.4 PROJECTROJECT T TEAMEAM

5.4.1 P5.4.1 PROJECTROJECT T TEAMEAM O ORGANIZATIONALRGANIZATIONAL S STRUCTURETRUCTURE

Figure 5: Organizational Structure

5.4.2 P5.4.2 PROJECTROJECT T TEAMEAM R ROLESOLES ANDAND R RESPONSIBILITIESESPONSIBILITIES

The IIDA project manager will be the primary point of contact for the project participants and will be


30

responsible for meeting project requirements including schedule, quality deliverables, performance, and reporting requirements. The Project Manager reports directly to Sandra Martinez, the Program Director.

Role Responsibilities Name(s) Functional Area

TSB Program Manager

Ensure that quality control procedures are correctly carried out, validating the work performed.

Sandra Martinez, Program Director

NMDOT / TSB

NMDOT/IT Resource Manager

Manage day-to-day project activities within the DOT IT producing the project deliverables for the NMDOT/IT staff

Patricia Lobato, NMDOT/IT Program Manager

NMDOT

Ignition Interlock Program Manager

Manage communications and activities involving participating manufacturers.

Jolyn Sanchez, Ignition Interlock Program Manager

NMDOT / TSB

IIDA Project Manager

Manage day-to-day project activities, ensuring project deliverables are completed.

Geoff Escandon, Contractor

Bency and Associates

Team Member – IT System Administrator

Create, maintain and administer hardware resources.

Alfred Lopez, NMDOT Systems Manager

NMDOT

Team Member - Application Developer

Develop the IIDB web application test environment, installing and configuring the IIDB Web interface and reporting.

Create, maintain and administer application IDs, passwords and distribution of reports. Monitor Manufacturers compliance with data exchange.

To be contracted TBD

Team Member - DBA

Configure hardware and software on IIDB server.

James Alley, NMDOT DBA

NMDOT


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Role Responsibilities Name(s) Functional Area

Team Member - IIDB Programmer

Lead programmer for developing all the reporting. Coordinates formal testing. Configures ETL tool and data load scripts.

To be contracted TBD

Subject Area Experts

Provide expert knowledge and assist with process development for existing DOT systems and resources.

Eric Chavez NMDOT

The NMDOT acts as the administrative function for the IIDA project. They ensure that the project team meets the STRS Strategic plan’s goals and objectives for the IIDA project and conducted in accordance with the project’s Federal Grant obligations.

5.5 STAFF PLANNING AND R5.5 STAFF PLANNING AND RESOURCEESOURCE ACQUISITION ACQUISITION

Complete the chart below identifying the project team members and details concerning their project commitment. Project staff should include State, Contract, Customer (Business Owner), or Vendor team members

5.5.1 P5.5.1 PROJECTROJECT S STAFFTAFF

Resource Cost Estimate

Estimated Hours Availability Skill Set

Work Product/Deliverable

TSB Program Manager5% Program

ManagementIIDA-DEL-1IIDA-DEL-2IIDA-DEL-3

NMDOT/IT Resource Manager

10% Program Management


Ignition Interlock Program Manager

10% Project Management

IIDA-DEL-5IIDA-DEL-8

IIDA Project Manager50% Project

Management, Information Systems Management

IIDA-DEL-1IIDA-DEL-2IIDA-DEL-3IIDA-DEL-4IIDA-DEL-5


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Estimated Hours Availability Skill Set


System Administrator10% System

Administration


Application Developer50% Application

ProgrammingIIDA-DEL-8IIDA-DEL-10

DBA25% Database

Administration


IIDB Programmer25% Database

ProgrammingIIDA-DEL-6IIDA-DEL-7IIDA-DEL-8IIDA-DEL-9

Subject Area Experts10% IIDA-DEL-8

IIDA-DEL-9IIDA-DEL-10

5.5.2 N5.5.2 NONON-P-PERSONNELERSONNEL RESOURCESRESOURCES


Estimated units/hours Availability Source


Application/Database Servers

$20K 100% IIDA-DEL-6IIDA-DEL-7IIDA-DEL-8IIDA-DEL-9IIDA-DEL-10

5.6 PROJECT LOGISTICS5.6 PROJECT LOGISTICS

Manufacturers

The II Data Analysis Project Manager will work directly with the Ignition Interlock Program Manager to coordinate communications and activities with all participating manufacturers.

IIDA IT Support Team Members

The IT support team will consist of a Project Manager, Programmer, DBA, System Administrator, and a Application Designer. The IIDA Project Manager will be responsible for coordinating the


33

manufactures calls regarding sending in Ignition Interlock data and coordinating with the user to determine reporting requirements. DOT will be responsible for the day to day operations of the databases; the web application and the ignition interlock applications for loading and reporting data.

Procurement 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 AgreementSystem Administrator Application server and network support - NMDOT

Staff – Assigned Application Developer Application Programming – to be contractedDBA Database administration - NMDOT Staff –

Assigned IIDB Programmer Database Programming – to be contracted

SoftwareETL Tool Oracle Data Integrator license - to be purchase by

NMDOT via State Price Agreement, if existing resources are not available

Database Oracle standard license - to be purchased by NMDOT via State Price Agreement

Web Application Tool Oracle Application Express license - to be purchased by NMDOT via State Price Agreement, if existing resources are not available

HardwareApplication/Database Server One blade server to be purchased by NMDOT via

State Price Agreement.Services

IV&V to be contracted via State Price Agreement

5.6.1 P5.6.1 PROJECTROJECT T TEAMEAM T TRAININGRAINING

There is no expected training required, beyond training for end users, system administrators or business owners, which will be handled within a training document or part of the transition to operations planning.


34

6.0 PROJECT MANAGEMENT AND CONTROLS6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 R6.1 RISKISK ANDAND ISSUEISSUE M MANAGEMENTANAGEMENT

6.1.1 R6.1.1 RISKISK M MANAGEMENTANAGEMENT S STRATEGYTRATEGY

Project Risk Management includes the processes concerned with identifying, analyzing, and responding to project risk. It includes “maximizing the results of positive events and minimizing the consequences of adverse events”.1

The Risk Management Strategy for this IIDA Project ensures that project risks are properly identified, analyzed, documented, mitigated, monitored and controlled. Risk Management is a critical success factor for implementation of the IIDA project.

6.1.2 P6.1.2 PROJECTROJECT R RISKISK I IDENTIFICATIONDENTIFICATION

The risks for this project will be documented in Section 5.5 of the IIDA Project Management Plan. Risk identi-fication is an iterative process and will be included as an agenda topic for the monthly STRCC meetings.

The key risk areas identified for the Ignition Interlock Database project are: Strategic (S) – risks relating to the purpose and outcomes of the project. Financial (F) – risks relating to the project costs, funding sources, cost/benefit analysis Resource (R) – risks relating to availability and skill sets of the project resources Project Management (PM) - risks relating to the project management team’s relevant experience Technology (T) – risks relating to the technology platforms involved in the project

Change Management / Operational Risk (CM) – risks relating to user involvement with and acceptance of the project.

6.1.3 P6.1.3 PROJECTROJECT R RISKISK M MITIGATIONITIGATION A APPROACHPPROACH

Each identified risk for IIDA project will be categorized and have one of the following risk responses:2

Negative Risks

1. Avoidance – Eliminating the threat of risk by eliminating the cause

2. Mitigation (controlling) – Reducing the expected value of a risk by reducing its impact or probability

3. Acceptance – “If it happens, it happens”

4. Transfer (allocation) – Assigning the risk to someone else by subcontracting or buying insurance

Positive Risks

1. Exploit – Increasing the opportunity by making the cause more probable

2. Enhance – Increasing the expected time, quality or monetary value of a risk by increasing its

1 Project Management Institute Standards Committee, a Guide to the Project Management Body of Knowledge, 1996. p 111.

2 Risk Management Tricks of the Trade for Project Managers, Rita Mulcahy, PMP, 2003, p.157


35

probability or impact of occurrence

3. Accept – “If it happens, it happens”

4. Sharing – Retaining appropriate opportunities or parts of opportunities instead of attempting to transfer them to others

6.1.4 R6.1.4 RISKISK R REPORTINGEPORTING ANDAND E ESCALATIONSCALATION S STRATEGYTRATEGY

This program will use the DoIT template for risk reporting and issue logs.

6.1.5 P6.1.5 PROJECTROJECT R RISKISK T TRACKINGRACKING A APPROACHPPROACH

The tracking of each project risk will be initially documented on the DoIT Risk Report Form. Project status meetings will include a review of the project risks determining whether the mitigation strategy is working and if the risk needs to be escalated. This documentation will be maintained in the project library, discussed in section 5.17.2 Project Repository (Project Library) section.

6.1.6 I6.1.6 ISSUESSUE M MANAGEMENTANAGEMENT

6.1.6.1 Internal Issue Escalation and Resolution Process

Issues that involve project resources, processes, procedures, or methodology will be resolved within the NMDOT. Stakeholders on the project may submit an Issue Description and Resolution Form, DOIT-PMO-FOR – 050 to document an issue. The key purpose in having an issue escalation and resolution process is to use it for improving project processes as the project is executed versus waiting until lessons learned are discussed during project closure.

5. Issue Escalation and Resolution Process

Issues within this project will be discussed during the weekly project status meetings. Any issues that cannot be resolved by the IIDA Project Manager with the project team will be escalated between the TSB Program Director, NMDOT CIO for successive approval.

6.1.6.2 External Issue Escalation and Resolution ProcessThe same escalation and resolution process steps shown in Figure 10 will be used for external issues relating to the IIDA Project. The only difference between the internal and external escalation and resolution processes would be the level of involvement of the management team from a particular agency or stakeholder organization to handle issues that involve project resources, processes, procedures, or methodology that cannot be resolved within NMDOT.

6.2 INDEPENDENT V6.2 INDEPENDENT VERIFICATIONERIFICATION A ANDND V VALIDATIONALIDATION - I - IVV&V&VThe II Data Analysis Project will engage an independent IV&V FFY Q1, 2008. The IV&V contractor will review project processes and deliverables, attend meetings as required (Kick-off meetings, Steering Committee Meetings, Project Team Meetings) and provide a monthly report to NMDOT.


36

Risks have initially been documented in project management plan, are posted to the project repository website and are reviewed and tracked on a regular basis with the project steering committees. The IV&V contractor will deliver an initial risk assessment as part of their IV&V plan.

Independent Verification and Validation on the II Data Analysis project will provide project oversight through an independent evaluation of the products and process quality of the project. An IV&V plan will be developed to provide the following deliverables:

1. Initial Risk Assessment.2. Initial Status Report to disclose the effectiveness of project management and whether project activities

are meeting the objectives set forth by the NMDOT.3. Interim reporting for each project based on project schedule and project deliverables.4. Final end-of-contract assessment, “close-out” report.

For the II Data Analysis project, IV&V functionality will be incorporated once an IV&V vendor has been selected and a contract signed.

The scope of activity for IV&V will include the following tasks that will be more discretely defined in the contract scope of work.

Become familiar with the II Data Analysis Project through review of application documenta-tion, project documentation, and meeting minutes.

As required, interview IIDA team members to answer questions raised during the initial dis-covery phase of the engagement

Review Project Management Plan (PMP) and provide feedback as appropriate.

Prepare an overall IV&V project assessment on a monthly basis for the NMDOT and the State CIO.

o Final format and outline to be defined with the assistance of the IV&V contractor after the engagement is initiated

o Concurrence on IV&V reporting and format will be obtained from DOITo This will be an IV&V only report—most status will be reported in the normal manner

to the DOIT PMO per the standard spreadsheet. As required, escalate issues to the Traffic Records Office as they are discovered.

Logistics assumptions for the IV&V engagement follow:

IV&V consultant(s) will participate on a part time basis

IV&V consultant(s) will work onsite at TSB unless otherwise authorized

IV&V consultant will work directly with the project team and will report to the IIDA project director who will provide guidance and clarity on task and workload assignments for IV&V.

6.3 S6.3 SCOPECOPE M MANAGEMENTANAGEMENT P PLANLAN

6.3.1 CHANGE CONTROL

6.3.1.1 Change Control Process

A formal change control process has been established on the IIDA Project to manage changes including


37

capturing, tracking, communicating, and resolving them. The focus areas that will specifically be monitored for change are those changes relating to:

Scope,Time,Cost,Quality, and Stakeholder expectations.

The NMDOT will serve as the Change Control Board for the IIDA project. The TSB will have a role to approve changes that do not involve scope changes.

6.3.1.2 Change Control Board (CCB)

The Change Control Board for this project is a cross section of management representatives impacted by the IIDA Project. The NMDOT is authorized to approve changes to the II Data Analysis Project plan. The Change Control Board’s primary responsibilities are:

Meet on an as needed basis for IIDA project review. Review all proposed changes submitted formally via Project Change Requests. Approve changes that are objectively beneficial to the overall success of the II Data Analysis

project. Review, discuss and approve budget requests for the IIDA Project.Change Control Board:

o DOT IT CIO Robert Ashmoreo TSB Director Michael Sandovalo Program Manager Sandra Martinezo IT Program Manager Patricia Lobato

6.4 P6.4 PROJECTROJECT B BUDGETUDGET M MANAGEMENTANAGEMENT

BBUDGETUDGET

Comments: Based on estimated requirements

FY05FY05 FY06 FY07 FY08 FY09

Staff - Internal

Consulting Services

$154,000 $121,000 $260,000

IV&V $10,000

Hardware $15,000

Software $15,000

TTOTALOTAL $154, 000 $121, 000 $300, 000


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6.4.1 B6.4.1 BUDGETUDGET T TRACKINGRACKING

The IIDA Project Manager from the NMDOT TSB will track and maintain the budget for the Project. Budget status is reported on a monthly basis to the NMDOT and the DOIT.

6.5 C6.5 COMMUNICATIONOMMUNICATION P PLANLAN

The IIDA Project Manager and the stakeholders of the project continue to communicate on a regular basis regarding all facets of the IIDA Project and implementation issues as they arise. To facilitate effective communication and provide accurate estimates of progress, the Project team for this project will do the following to report on the project:

Status Meetings: Status meetings for each participating IIDA team will be held bi-weekly to discuss the current activities, the schedule of activities coming up, prioritized risks and the sta-tus of open project issues. Special focus will be given to those activities and action items that were planned, but not accomplished.

Weekly Progress Reporting: The II Data Analysis Project Manager will meet with the Pro-gram Director on a weekly basis to discuss the current activities, the schedule of activities coming up, prioritized risks and the status of open project issues. Special focus will be given to those activities and action items that were planned, but not accomplished.

Monthly Progress Reporting to Committees: The II Data Analysis Project Manager will present an update at the monthly STRCC and quarterly STREOC meetings.

Reports, Posting, and Distribution: The Project Manager will write and post a project status report to the Files Anywhere Project repository website on a monthly basis detailing the cur-rent activities, the schedule of activities coming up, prioritized risks and the status of open project issues.

Other Communications: The Project manager will use email, conference calls, and tele-phone calls to communicate with the project team.


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6.5.1 C6.5.1 COMMUNICATIONOMMUNICATION M MATRIXATRIX

CommunicationWHERE

ElementWHAT/WHY

FrequencyWHEN

ResponsibilityBY WHOM

AudienceFOR WHOM

Media/FormatHOW

Distribution

IIDA Project Plan Guiding document for II Data Analysis product and services delivery

Life Cycle IIDA Project Manager

Stakeholders, Team Members

Presentation, MS Word, MS Project

Project website

IIDA Project Sched-ule

Identify work elements, deliv-erables, assignments, con-straints

Weekly IIDA Project Manager

Team Members MS Project Project Wide

IIDA Project Deliver-ables and Acceptance

Presentation of Deliverables for Acceptance

Upon Comple-tion

Project Manager Designated Ap-provers

DOIT Deliver-able Acceptance Form

IIDA Project Deliver-ables and Acceptance

Review and Acceptance of De-liverables

Upon Comple-tion

TSB Program Di-rector

Stakeholders, Team Members

Deliverables Report

Project Wide

IV& V Report Review of project activities and compliance to project management processes. Re-quired by DoIT.

Monthly IV&V Consultant DoIT, Executive Sponsor, NM-DOT CIO, TSB Director, TSB Program Man-ager, NMDOT PMO

MS Word, email

DoIT Project Status Report

Communicate project status using DoIT Template

Monthly IIDA Project Manager NMDOT PMO

IIDA Project Status Report

Communicate project accom-plishments, plans, work in progress, Issues, Risks, finan-cial performance

Monthly IIDA Project Manager NMDOT, TSB

Director, TSB Program Manager, NMDOT PMO

Presentation, MS Word, MS Project

Project website

THIS IS A CONTROLLED DOCUMENT, REFER TO THE DOCUMENT CONTROL INDEX FOR THE LATEST REVISION

REVISION: 1.0 DOIT-PMO-TEM-030

40

CommunicationWHERE

ElementWHAT/WHY

FrequencyWHEN

ResponsibilityBY WHOM

AudienceFOR WHOM

Media/FormatHOW

Distribution

Individual Status Re-port

Communicate individual ac-complishments, plans, work in progress, Issues/Risks, per-sonal plans

Weekly Team Members IIDA PM, NM-DOT Resource Manager

Verbal, MS Word

Project website

Task Status Update Project Plan, Schedule and status

Weekly IIDA Project Manager

TSB Program Manager

Verbal, Individ-ual Status Re-port

II Data Analysis Project Task Assign-ments

Initiate work elements Per Schedule IIDA Project Manager

Team Members MS Project Re-port, MS Word, e-mail

Project Docu-mentation

Technical Processes and Standards

Define quality deliverables As Needed IIDA Project Manager

Team Members MS Word, LEA IT Team Meet-ing

Project website,e-mail

Administrative Pro-cesses and Standards

Establish efficiency, consis-tency, professionalism, in-crease effectiveness

As Needed TSB Program Di-rector

IIDA Project Manager, Team Members

MS Word, Man-ual

Project website, e-mail

II Data Analysis Scope Change

Communicate decisions, changes to Work Breakdown Structure (WBS)

As Approved IIDA Project Manager

Change Control Board, Team Members, DoIT

Project Change Request

Change Control Board Meeting

Project Management Processes and Stan-dards

Establish consistency, effi-ciency, improve product and services delivery

As Needed NMDOT PMO Project Man-agers, Team Members

MS Word Project Stan-dards Docu-mentation

Risk Tracking Log Communicate Risks and asso-ciated actions

Ongoing IIDA Project Manager

All Team Mem-bers

Risk Report Form

Via Risk Man-agement Process

Project Documentation Updates

Communicate notable addi-tions, or changes to the Project Documentation

As needed IIDA Project Manager

Team Members E-mail IIDA Project Website

THIS IS A CONTROLLED DOCUMENT, REFER TO THE DOCUMENT CONTROL INDEX FOR THE LATEST REVISION

REVISION: 1.0 DOIT-PMO-TEM-030

41

6.5.2 S6.5.2 STATUSTATUS M MEETINGSEETINGS

Project status meetings will be held regularly to discuss the current activities, the schedule of activities coming up, prioritized risks and the status of open project issues. Special focus will be given to those activities and action items that were planned, but not accomplished.

6.5.3 P6.5.3 PROJECTROJECT S STATUSTATUS R REPORTSEPORTS

The project manager will write a project status report using the DoIT template and post to the project repository (project library) on a monthly basis detailing the current activities, the schedule of activities coming up, prioritized risks and the status of open project issues.

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)

6.6.1 Baselines

IIGNITIONGNITION I INTERLOCKNTERLOCK D DATAATA A ANALYSISNALYSIS P PROJECTROJECT M METRICSETRICS

The strategic metric to which the IIDA Project will be measured, is stated by the Department of Transportation, Traffic Safety Bureau:

a) Place the Ignition Interlock data repository into full production with 100% of the manufacturer data loaded by the end of the project.

b) Have the Ignition Interlock project fully funded and resources available.c) 100% participation of approved manufacturers.(Measured by monthly transmission of data)d) 90% of reporting activities completed by end of FFY09.e) An agency piloting the web application for the purpose of monitoring ignition interlock

installs.

PERFORMANCE GOALS:PERFORMANCE GOALS:

The strategic metric to which the IIDA Project will be measured, is stated by the Department of Transportation, Traffic Safety Bureau:

a) fund a statewide Ignition Interlock data repository and ensuring data becomes available to stakeholder agencies so they can monitor Ignition Interlock initial compliance;

b) provide resources to the operating agency of the Ignition Interlock database to ensure a successful and timely transition, from development and testing, to fulltime operation;

c) support activities that will lead to the legal admissibility of electronic Ignition Interlock data, increasing authorized access to Ignition Interlock data and reports by appropriate authorities, and assuring the continuous improvement of data quality; and

d) Develop strategies to expand the use of Ignition Interlock data by piloting the web application with one approved agency.


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6.7 QUALITY OBJECTIVES AND CONTROL6.7 QUALITY OBJECTIVES AND CONTROL

6.7.1 Q6.7.1 QUALITYUALITY S STANDARDSTANDARDS

PPOLICYOLICY OOBJECTIVEBJECTIVE

Effective Communication with STREOC, STRCC and external stakeholders (See Section 4.1)

Present on a monthly and quarterly basis

Make good decisions on formality

Use the Issue management and risk management forms

Superior Performance Timely and effective execution

Software deliverables will include Test Cases.

Continuous Improvement Perform management reviews

Conduct audits with IV&V

Take corrective action when required

6.7.2 P6.7.2 PROJECTROJECT ANDAND P PRODUCTRODUCT R REVIEWEVIEW ANDAND A ASSESSMENTSSSESSMENTS

The project deliverables are listed and described in Section 4.2 of this document. Each deliverable will follow a formal review process to ensure that it conforms to the initial definition. Reviewers include but are not limited to the NMDOT, CIO Subcommittee, Program Manager, and the IV&V consultant for completeness and acceptance.

6.7.3 A6.7.3 AGENCYGENCY/C/CUSTOMERUSTOMER S SATISFACTIONATISFACTION

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

CCUSTOMERUSTOMER KKEYEY R REQUIREMENTSEQUIREMENTS FORFOR C CUSTOMERUSTOMER S SATISFACTIONATISFACTION

NMDOT Project meets work plan and schedule stays within budget; with project status communicated on a regular basis.

Office of the Governor/DWI Coordinator

NM State Legislature

NM Department of Local Government/DWI Coordinators

State and Local Courts

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


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CCUSTOMERUSTOMER KKEYEY R REQUIREMENTSEQUIREMENTS FORFOR C CUSTOMERUSTOMER S SATISFACTIONATISFACTION

to monitor ignition interlock compliance.

Probation & Parole

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 monitor ignition interlock compliance.

Ignition Interlock Manufactures Software meets needs

6.7.4 P6.7.4 PRODUCTRODUCT D DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCESSROCESS

Product deliverables will be presented to NMDOT as the host agency. Acceptance of the product deliverables will be based on Quality Objectives and Controls above, and presented as follows:

6.7.4.1 P6.7.4.1 PROJECTROJECT/P/PRODUCTRODUCT D DELIVERABLEELIVERABLE P PRESENTATIONRESENTATION

Implementation Phase 1 (IIDA-DEL-5,IIDA-DEL-6,IIDA-DEL-7) - The database will be loaded with all of the ignition interlock data and test cases will be performed to enable acceptance of the database.

Implementation Phase 2 (IIDA-DEL-8) – Reports will be developed and made accessible by the customer.

Implementation Phase 3 (IIDA-DEL-9, IIDA-DEL-10) – Exports and web application pilot. - The web application will be provided via an URL provided to registered customers. Data exports will be provided as requested.

6.8 CONFIGURATION MANAGEMENT6.8 CONFIGURATION MANAGEMENT

Configuration 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 out-puts and deliverables.

Define the process for tracking documentation, software, and hardware throughout the devel-opment process.


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The IIDA Project Manager together with the project team will establish the guidelines for configuration management on the IIDA Project. The Change Control Board (CCB) is responsible for reviewing and approving these guidelines.

6.8.1 V6.8.1 VERSIONERSION C CONTROLONTROL

Led by the Project Manager, the IIDA 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.

A suggested file naming convention for this program would be as follows:

<IIDA>_<Document Type>_V<Version>Example: IIDA_ProjMgmtPlan_V1.2

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 P6.8.2 PROJECTROJECT R REPOSITORYEPOSITORY (P (PROJECTROJECT L LIBRARYIBRARY))

A project repository website currently exists as part of the II Data Analysis 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 PLAN6.9 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 AgreementSystem Administrator Application server and network support - NMDOT

Staff – assignedApplication Developer Application Programming – to be contractedDBA Database administration - NMDOT Staff –

Assigned IIDB Programmer Database Programming – to be contracted

SoftwareETL Tool Oracle Data Integrator - To be purchase by NMDOT

via State Price Agreement, if existing resources are not available

Database Oracle Database Standard - To be purchased by


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

NMDOT via State Price AgreementWeb Application Tool Oracle Application Express - To be purchased by

NMDOT via State Price Agreement, if existing resources are not available

HardwareApplication Server One blade server - To be purchased by NMDOT via

State Price Agreement, if existing resources are not available

ServicesIV&V To be contracted via State Price Agreement


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7. 0 PROJECT CLOSE7. 0 PROJECT CLOSEThe Project Close activities will include administrative project activities and project agreement/contractual project activities. Completing both sets of activities is a mandatory step in the project life cycle. Administrative activities complete the internal needs for the TSB Project Director who is responsible for managing the project, such as project management survey, lessons learned, recording the last hours against the project, and providing transition for the staff to other assignments. Contractual activities meet the contractual needs, such as executing a procurement audit and formal acceptance of the project work products.

7.1 A7.1 ADMINISTRATIVEDMINISTRATIVE C CLOSELOSE

The administrative closure activities that the IIDA Project will perform are the following. It is expected that the IV&V consultant will have an active role in administrative closure of the project.

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 – IV&V consultant will assist in this task.Reallocate resources – Ensure project staff is transferred from 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 NM-

DOT PMO.

7.2 C7.2 CONTRACTONTRACT C CLOSELOSE

The, program director, will review all project payments.

Retainage will be paid.

The contract will be closed.

Open purchase orders/s will be closed.

7.3 A7.3 ATTACHMENTSTTACHMENTS

7.3.1 A7.3.1 ACRONYMSCRONYMS ANDAND A ABBREVIATIONSBBREVIATIONS

CIO Chief Information OfficerBob Ashmore

ES Executive SponsorMuffet Foy Cuddy

ITC Information Technology CommitteeDOIT Department of Information TechnologyPCC Project Certification CommitteePM Project Manager PMBF Program Management Business Function (for client)PMBOK Project Management Body of Knowledge


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PMI Project Management Institute.PMIT Project Manager of I.T. StaffPMP Project Management PlanQM Quality ManagementWBS Work Breakdown Structure

7.3.2 T7.3.2 TERMINOLOGYERMINOLOGY ANDAND D DEFINITIONSEFINITIONS

Assumptions

Planning factors that, 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 during the execution of the project.

Pilot Agency

A State Agency that is deemed a significant customer of the Ignition Interlock data.

Procurement Planning


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Determining what to procure and when.

Product Scope

The 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. Under the terms of this Agreement the Program Director shall be Sandra Martinez or designated representative.

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

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.


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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 id 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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