project charter for certification...department of health administrative services division (asd) –...

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EXECUTIVE SPONSOR – LYNN GALLAGHER

CHIEF INFORMATION OFFICER – TERRY REUSSER

BUSINESS OWNER - ROD SKIVER

PROJECT MANAGER – GINA ROMERO

ORIGINAL PLAN DATE: APRIL 27, 2016

REVISION DATE: MAY 9, 2016

REVISION: 1.1

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TTAABBLLEE OOFF CCOONNTTEENNTTSS ABOUT THIS PROJECT CHARTER DOCUMENT ................................................... ERROR! BOOKMARK NOT DEFINED.

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

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

1.1 EXECUTIVE SUMMARY ‐RATIONALE FOR THE PROJECT 1 1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT 2 1.3 PROJECT CERTIFICATION REQUIREMENTS 2

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

2.1 AGENCY JUSTIFICATION 3 2.2 BUSINESS OBJECTIVES 4 2.3 TECHNICAL OBJECTIVES 4 2.4 IMPACT ON ORGANIZATION 5 2.5 TRANSITION TO OPERATIONS 5

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

3.1 DELIVERABLES 6 3.1.1 Project Deliverables ..................................................................................................................................... 6 3.1.2 Product Deliverables ................................................................................................................................... 7

3.2 SUCCESS AND QUALITY METRICS 9

4.0 SCHEDULE ESTIMATE ................................................................................................................................... 10

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

5.1 FUNDING SOURCE(S) 12 5.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE ‐ 12 5.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE ERROR! BOOKMARK NOT DEFINED.

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

6.1 STAKEHOLDERS 13 6.2 PROJECT GOVERNANCE PLAN 14 6.3 PROJECT MANAGER 14

6.3.1 PROJECT MANAGER CONTACT INFORMATION ......................................................................................... 14 6.3.2 PROJECT MANAGER BACKGROUND ............................................................ Error! Bookmark not defined.

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES 14 6.5 PROJECT MANAGEMENT METHODOLOGY 14

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

8.0 DEPENDENCIES ............................................................................................................................................ 18

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

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY ....................................................................................... 19

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING ................................................................................ 21

12.0 INDEPENDENT VERIFICATION AND VALIDATION ‐ IV&V.............................................................................. 22

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13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES ................................................................................. 22

14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE ........................................................................ 23

Revision History

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1.0 April 27, 2016 Initial Charter

1.1 May 9, 2016 Charter with Executive Management Changes

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The project background section is meant to provide the reviewer with a picture of the development of the project from inception to its being submitted for certification.

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The New Mexico Department of Health (NMDOH) provides health education, prevention, intervention, rehabilitative, and transition services to all New Mexico residents. While delivery of these often lifesaving services is dependent upon our professional staff of 3,200+ employees statewide, NMDOH’s staff depend upon a wide variety of information systems deployed across eight program areas—Administrative Services Division (ASD), Public Health Division (PHD), Epidemiology and Response Division (ERD), Scientific Laboratory Division (SLD), Office of Facilities Management (OFM – Comprised of seven healthcare facilities), Developmental Disabilities Support Division (DDSD), Division of Health Improvement (DHI), and Medical Cannabis Program (MCP) to provide this array of services and achieve the agency’s mission.

NMDOH’s vision is to streamline and reposition its network infrastructure technology to support a dynamic enterprise system; a solution to leverage NMDOH’s limited resources while maximizing efficiencies by simplifying NMDOH business processes. Remaining status quo will continue to severely compromise agency operations by limiting how staff is able to respond to the critical and often time sensitive care of clients and patients.

The Vision

As a unified, state-level agency serving children, youth, adults, and families in all communities in New Mexico, NMDOH’s service structure encompasses and integrates the eight program areas. In addition, NMDOH incorporates three of the New Mexico Information Technology (IT) strategic plan domains—Constituent Services, Justice, and Education. This distinctive organizational structure provides the ideal setting for our information technology strategic vision—a secure, durable, enterprise web-based information system that will incorporate the information needs of each of the program areas.

A secure, durable, mobile, enterprise system:

Provides an integrated IT system to meet all NMDOH program needs now and the apparent future - Eliminates disparate technology silos. Facilitates efficient and timely data sharing. Ensures data integrity. Reduces operational support & maintenance and minimizes the reliance on outside resources.

Improves delivery of services through common and consistent technologies - Provides a common method of data transport for NMDOH services. Staff can perform duties in the field more effectively, efficiently, accurately and securely by accessing the system via the more consistent and reliable infrastructure.

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Improve software development - Allows for quicker turnaround time from development to deployment. This will enable NMDOH to keep pace with emerging federal, state and local government data reporting requirements.

Increases information exchange with external entities - Enables other agencies to gain more secure and efficient access to NMDOH services and allows providers to directly enter services in a timelier fashion.

NMDOH will follow a multi-year phased project, deploying mitigation and remediation elements on a regular basis throughout the project. Projects will be defined on a state fiscal year basis based on funding.

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NMDOH selected this project as a mission-critical priority based on alignment with the NMDOH FY16 IT Strategic Plan. NMDOH received a network assessment, performed by Advanced Network Management, with assistance from Cisco, in January of calendar year 2015. Their findings indicated there were at least 137 network devices that are or will be End Of Life (EOL), or unsupported, within 24 months of the assessment date. This initiative will include the development of a five year road map to achieve project objectives.

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

CRITERIA YES/NO

EXPLANATION

Project is mission critical to the agency Yes The New Mexico Department of Health (NMDOH) provides health education, prevention, intervention, rehabilitative, and transition services to all New Mexico residents. NMDOH’s staff depend upon a wide variety of information systems deployed across eight program areas— (ASD), (PHD), (ERD), (SLD), (OFM), (DDSD), DHI), and (MCP) to provide this array of services and achieve the agency’s mission. An updated network infrastructure is critical to achieving the interoperability required for agencies and providers to directly enter services more readily, efficiently and securely.

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

Yes IT anticipated budget is currently $6,130,000 over a phased five year project. The portion of IT funding allotted to NMDOH under this project for Phase 1 is $500,000.00 from anticipated C2 funding.

Project impacts customer on-line access Yes Upgrades network from legacy to a more robust system, which will enhance on-line constituent experience.

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Project is one deemed appropriate by the Secretary of the DoIT

Yes This project directly aligns with Goal 2 – Strategy 2.4 and Goal 3 – Strategy 3.1 of the DoIT FY17-FY19 Strategic Plan to optimize efficiency via continuous process improvement, maintain a high quality agile infrastructure and to fully leverage IT investments through effective development, implementation, resource optimization and management of IT Technical Services.

Will an IT Architecture Review be required?

Yes This will be determined after the Planning Phase of the Project.

22..00 JJUUSSTTIIFFIICCAATTIIOONN,, OOBBJJEECCTTIIVVEESS AANNDD IIMMPPAACCTTSS The justification and objectives section relates the project to the purpose of the lead agency and describes the high level business and technical objectives for the project. The section also includes a high level review of the impact to the organization, and of the concerns for transition to operations.

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

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AGENCY 0665 DEPARTMENT OF HEALTH DoIT FY17-FY19 Strategic Plan

Goal 2 – Strategy 2.4

GOAL 2 - Optimize efficiency via continuous process improvement, maintain a high quality agile infrastructure. Strategy 2.4 - The State will leverage enterprise expanded broadband telecommunications in New Mexico to increase bandwidth available via fiber or digital microwave to rural agency sites, tele-health sites, public safety and public education institutions.

Goal 3 – Strategy 3.1

Goal 3 – Fully leverage IT investments through effective development, implementation, resource optimization and management of IT Technical Services.

Strategy 3.1 – An effective statewide IT Enterprise Architecture will be established to support public entities with their mission-based applications, providing a strong foundation of standards and best practices across the IT life cycle

NMDOH FY14-FY16 Strategic Plan - Goal 1

Goal 1- Information Technology must drive efficient delivery of high quality government services that will benefit constituents and support economic development.

Goal 4 Goal 4 - Reduce the cost of government operations through effective development, implementation and

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management of IT technical and application architectures, programs and services.

Goal 5

Goal 5 - Ensure that public health and health services provided by the New Mexico Department of Health are understandable, accessible and valued.

Goal 7

Goal 7 - Ensure that technology supports timely, data-driven decisions; public information and education; and improves business operations.

Goal 8 Goal 8 - Continuous improvement in information technology and resource optimization.

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Business Objective 1 IMPROVE TECHNOLOGY - Upgrade legacy Wide Area Network (WAN) infrastructure to support the health, safety, and well-being of the children, youth, adults, and families in the state of New Mexico.

Business Objective 2 IMPROVE VALUE - Deliver improved network application services to meet all NMDOH program needs in a manner that is cost-effective by reducing operational support and maintenance costs thru newer technology.

Business Objective 3 IMPROVE QUALITY - Processes supported by the upgraded infrastructure will improve and as a direct result, will provide a more qualitative delivery of services through common and consistent technologies. This elimination of disparate technology silos will enable NMDOH to keep pace with emerging technology requirements.

Business Objective 4 IMPROVE RESPONSIVENESS - Increase information exchange with external entities enabling other agencies and providers to gain faster, secure and efficient access to NMDOH services to meet business needs. Improve software development by facilitating turnaround time from development to deployment which is necessary for meeting federal, state and local government data reporting requirements.

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Technical Objective 1 Deliver unbiased recommendations spanning technologies and proposed solution designs, processes required, and implications for existing resources

Technical Objective 2 Implement selected and approved remediation measures including the upgrade of network cabling to a CAT6 standard in those offices that have not yet been addressed.

Technical Objective 3 Implement secure, wireless network connectivity where required. The current solution under consideration is the Cisco Meraki offering.

Technical Objective 4 Upgrade the Wide Area Network/Local Area Network (WAN/LAN) hardware infrastructure in those offices that have not yet been addressed. This would include replacing all of the CAT3 and CAT5 cabling in the NMDOH network, while, also, replacing all the Cisco 2600 and 2800 series router and all the non-Cisco/EOL Cisco switches with Cisco 2921, with a 48 port POE switch blade, and

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NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN a Cisco 2960 X series switch (which has a lifetime hardware warranty) in those locations that go beyond the router standard.

Technical Objective 5 Procure and implement an infrastructure management system that includes asset management.

Technical Objective 6 Implement security and management tools including Active Directory (AD) redesign.

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The impacts on the organization are areas that need to be addressed by the project through its planning process. They may not be internal project risks, but they can impact the success of the project’s implementation.

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End user End users (agencies and providers) will experience increased efficiencies regarding network application response time with improved data transport speed and reliability.

Business Processes Department staff will be able to perform their duties in the field more efficiently, accurately and securely by communicating over an improved network infrastructure. NMDOH increasingly is required to share/exchange data with external entities; the infrastructure upgrade would allow improved information exchange with external entities found at the federal, state and local levels.

It Operations and staffing

Introduction of implementation schedule will be executed by current internal NMDOH staff. Training for infrastructure monitoring tools will utilize a Train the Trainer strategy for internal data center staff.

Other There may be up to 1 hour of planned downtime required during hardware installation and configuration for each instance of installation during Phase 1 of the project.

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The transition to operations areas include items that are asked in the certification form to assure that the project has accounted or will account for these matters in its planning and requirements specifications.


Preliminary Operations location and staffing plans

The network infrastructure upgrade will have no impact on the existing operations location and staffing plans already in place for NMDOH.

Data Security, Business Continuity

The project will have no impact on current data security and business continuity plans that are already in place for NMDOH.

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Maintenance Strategy The existing maintenance strategy will be extended to include new systems and functionality.

Interoperability An updated network infrastructure will improve interoperability thru standardization of newer technology; allowing the ability of other agencies and providers to gain access to NMDOH services more readily, efficiently and securely.

Record retention The project will prepare the department with the necessary infrastructure in order to better adhere to the department’s record retention policies as it relates to activities and electronic document management systems.

Consolidation strategy A consolidation strategy will be considered and developed if applicable to the project.

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In its efforts to move from the high level business objectives to the desired end product/service the project team will need to deliver specific documents or work products. The State of New Mexico Project Management Methodology distinguishes between the project and the product.

Project Deliverables relate to how we conduct the business of the project. Product Deliverables relate to how we define what the end result or product will be, and trace our stakeholder requirements through to product acceptance, and trace our end product features and attributes back to our initial requirements

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This initial list of project deliverables are those called for by the IT Certification Process and Project Oversight memorandum, but does not exhaust the project deliverable documents

Project Charter The Project Charter for Certification - sets the overall scope for the project, the governance structure, and when signed is considered permission to proceed with the project. The Project Charter for Certification is used to provide the Project Certification Committee with adequate knowledge of the project and its planning to certify the initiation phase of the project.

Certification Form The Request for Certification and Release of Funds form - is submitted when a project goes for any of the certification phases. It deals with the financial aspects of the project, as well as other topics that indicate the level of planning that has gone into the project. Many of the questions have been incorporated into the preparation of the project charter.

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Project Management Plan Project Management Plan - is a formal document approved by the executive sponsor and the Department and developed in the plan phase used to manage project execution, control, and project close. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost and schedule baselines. A project plan includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management.

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. The Department requires all projects subject to oversight to engage an independent verification and validation contractor unless waived by the Department.

IT Service Contracts The Department of Information Technology and the State Purchasing Division of General Services have established a template for all IT related contracts.

Risk Assessment and Management

The DoIT Initial PROJECT RISK ASSESSMENT template which is meant to fulfill the following requirement:

“Prepare a written risk assessment report at the inception of a project and at end of each product development lifecycle phase or more frequently for large high-risk projects. Each risk assessment shall be included as a project activity in project schedule.” Project Oversight Process memorandum.

Project Schedule A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. The defacto standard is Microsoft Project.

Monthly Project Status Reports to DoIT

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

Project Closeout Report This is the Template used to request that the project be officially closed. Note that project closure is the last phase of the certification process.

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Planned Deliverables by Project Phase

Phase 1 Summary of Phase Key Deliverables

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Initiation – Phase 1 Complete Project Initiation Documents. Submit documentation for State and Federal funding approvals.

Business Case (Delivered)

Submit PCC Initiation documents (Project Certification Form, Initiation Planning Project Charter, Draft Project Management Plan, PowerPoint Presentation)

Request waiver of the IV & V requirement by written approval of the Secretary of DoIT

Obtain PCC Initiation and Planning approval

Planning – Phase 1 Planning phase will focus principally on required project planning work with the goal to plan all project processes and activities to ensure project success and create comprehensive set of plans for State and Federal approval.

Final Project Management Plan (PMP), Final Business Requirements, Budget, Schedule, Communication Plan, Risk Assessment and other Technical Documents.

Finalize vendor contract for USAC Grant Application Assistance to Augment State Funding with Federal Funding.

Design & Implementation

C2 Network Infrastructure Upgrade Procurement and Contract

Implementation – Phase 1

Hardware and Software is installed, configured, tested and deployed into operation.

Updated PMP and Schedule

Implementation and Migration Documentation

Test Plans and Results

Issue Logs

Test Acceptance Documentation

NMDOH staff Training & Documentation

Closeout Phase – Phase 1

Post Implementation Review and Report, Administrative Close-Out.

Updated Technical Documentation

Lessons Learned

Project Closure Meeting and Documentation

Planned Deliverables by Project Phase

Phase 2-5 Summary of Phase Key Deliverables

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Initiation Submit documentation for State and Federal funding approvals.

Submit PCC Initiation documents

Update Project Management Plan and PowerPoint Presentation

Request waiver of the IV & V requirement by written approval of the Secretary of DoIT

Obtain PCC approval

Planning Planning phase will focus principally on required project planning work with the goal to plan all project processes and activities to ensure project success and create comprehensive set of plans for State and Federal approval.

Update Project Management Plan (PMP), Final Business Requirements, Budget, Schedule, Communication Plan, Risk Assessment and other Technical Documents.

Finalize vendor contracts (TBD)

Design & Implementation

C2 Network Infrastructure Upgrade Procurement and Contract

Implementation Hardware and Software is installed, configured, tested and deployed into operation.

Updated PMP and Schedule

Implementation and Migration Documentation

Test Plans and Results

Issue Logs

Test Acceptance Documentation

NMDOH staff Training & Documentation

Closeout Phase Post Implementation Review and Report, Administrative Close-Out.

Updated Technical Documentation

Lessons Learned

Project Closure Meeting and Documentation

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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.

Number Description

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Number Description

Quality Metrics 1 Performance to Scope - product deliverables adhere to the scope.

Quality Metrics 2 Performance to Budget.

Quality Metrics 3 Performance to Schedule.

Quality metrics 4 Performance to Quality of Deliverables - Transition from current legacy network system to a newer integrated technology network system that can be statistically analyzed.

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

Project Phase

Phase 1

Start Date Completion

Date

Goals

It is important to note, this project consists of 1-5 iterative phases corresponding to

project years 1 thru 5

Initiating – Phase 1

May 11, 2016 May 31, 2016 Initiate project with the Project Certification Committee (PCC). Project initiation does not require release of any funding for FY16. Define Business Requirements. Determine project goals and deliverables. Begin development of Project Management Plan.

Planning - Phase 1

May 31, 2016 July 30, 2016 Finalize Business Requirements. Finalize project management plan, budget, schedule, communication plan, risk assessment, and other documents.

Beginning July1, 2016, finalize contract with eFinity services (through Acro under the Statewide Price Agreement) for grant application assistance funding from the Federal Communications Commission (FCC), through the Universal Service Administration Company (USAC) Rural Healthcare Program, to augment State funding with Federal funding which was

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initiated in 2015. Conduct procurement for network infrastructure upgrade.

Implementing – Phase 1

August 1, 2016 February 28, 2017

Hardware/Software Acquisition and Configuration –documentation, configuration, build, test and deploy

Close-out – Phase 1 May 1, 2017 June 30, 2017 Support and project close-out

It is important to note, this project consists of 1-5 iterative phases corresponding to

project years 1 thru 5

Initiating – Phase 2-5

TBD TBD Initiate project with the Project Certification Committee (PCC). Project initiation does not require release of any funding for FY16. Define Business Requirements. Determine project goals and deliverables. Begin development of Project Management Plan.

Planning - Phase 2-5

TBD TBD Finalize Business Requirements. Finalize project management plan, budget, schedule, communication plan, risk assessment, and other documents.

Beginning July1, 2016, finalize contract with eFinity services (through Acro under the Statewide Price Agreement) for grant application assistance funding from the Federal Communications Commission (FCC), through the Universal Service Administration Company (USAC) Rural Healthcare Program, to augment State funding with Federal funding which was initiated in 2015. Conduct procurement for network infrastructure upgrade.

Implementing - Phase 2-5

TBD TBD Hardware/Software Acquisition and Configuration –documentation, configuration, build, test and deploy

Close-out – Phase 2-5

TBD June 30, 2021 Support and project close-out

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Within the Project Charter budgets for the project can only be estimated. Original budgets requested in appropriations or within agency budgets are probably not the numbers being worked with at project time. Funding sources are asked for to help evaluate the realism of

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project objectives against funding, and the allocation of budget estimates against project deliverables.

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SSOOUURRCCEE AAMMOOUUNNTT AASSSSOOCCIIAATTEEDD RREESSTTRRIICCTTIIOONNSS

Computer Enhancement Fund from 2016 Legislative Budget Bill

$500,000 NONE

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PPRROOPPOOSSEEDD MMAAJJOORR DDEELLIIVVEERRAABBLLEE SSCCHHEEDDUULLEE AANNDD PPEERRFFOORRMMAANNCCEE MMEEAASSUURREESS

MMAAJJOORR PPRROOJJEECCTT DDEELLIIVVEERRAABBLLEE AANNDD

PPEERRFFOORRMMAANNCCEE MMEEAASSUURREE

Budget DDUUEE DDAATTEE PPRROOJJEECCTT

PPHHAASSEE

Initiate project with the Project Certification Committee (PCC). Project initiation does not require release of any funding for FY16.

(Internal NMDOH resources only)

$0.00 May 2016 Initiation

Business Process Analysis – Business Case complete (Internal NMDOH resources only)


IV & V - Request waiver of the IV & V requirement by written approval of the Secretary of DoIT (Internal NMDOH resources only)


Finalize business requirements, project management plan, budget, schedule, communication plan, risk assessment, TAR, and other documents. Conduct procurement for network infrastructure upgrade. (Internal NMDOH resources only) Phase 1

$0.00 July 2016 Initiation/Planning

Finalize contract with eFinity services (through Acro under the Statewide Price Agreement) for grant application assistance funding from the Federal Communications Commission (FCC), through the Universal Service Administration Company (USAC) Rural Healthcare Program, to augment State funding with federal funding which

$25,000 July 2016 Initiation/Planning

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was initiated in 2015

Hardware/Software Acquisition - Phase 1 $475,000 August, 2016 Implementation

Configuration Documentation, Testing Plan and Scripts, Training Documentation, Updated Project Plan - Phase 1

TBD February, 2017 Implementation

Post Implementation Review and Report, Administrative Close-Out for Phase 1

(Internal NMDOH resources only)

$0.00 June, 2017

Closeout – Phase 1

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Name Stake in Project Organization Title

NMDOH – State Employees

Users of existing network infrastructure NMDOH NMDOH Staff

Lynn Gallagher Executive Sponsor NMDOH Secretary, Designate

Terry Reusser CIO NMDOH IT Chief, Information Officer

Paula Morgan Deputy CIO NMDOH IT Deputy Information Officer

Leif Gregory Security Officer NMDOH IT Chief Information Security Officer

Gene Lujan Project Director NMDOH - IT Chief, Project Management Bureau

Rod Skiver Business Owner NMDOH - IT Chief, Production Services Bureau

Gina Romero Project Management NMDOH – IT Project Manager, Project Management Bureau

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

Name Stake in Project Organization Title

Lynn Gallagher Executive Sponsor NMDOH Secretary, Designate

Terry Reusser CIO NMDOH IT Chief Information Officer

Paula Morgan Deputy CIO NMDOH IT Deputy Information Officer

Leif Gregory Security Officer NMDOH IT Chief Information Security Officer

Gene Lujan Project Director NMDOH - IT Chief, Project Management Bureau,

Rod Skiver Business Owner NMDOH - IT Chief, Production Services Bureau

Gina Romero Project Manager NMDOH – IT Project Manager, Project Management Bureau

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66..33..11 PPRROOJJEECCTT MMAANNAAGGEERR CCOONNTTAACCTT IINNFFOORRMMAATTIIOONN

NNAAMMEE OORRGGAANNIIZZAATTIIOONN PPHHOONNEE ##((SS)) EEMMAAIILL

GINA ROMERO

NMDOH 505 476-1650 [email protected]

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Role Responsibilities

Executive Sponsor

Project Owner Serves as enterprise-level champion for implementation Acts as catalyst to obtain resources and commitment from all levels of the Enterprise Assists in the resolution of issues that cannot be resolved at the agency level and escalates as

necessary to remove business-related barriers Establishes project direction and priority as they relate to the Enterprise IT Strategic Plan Makes high level decisions required during implementation, including major changes in scope

or approach

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Monitors project progress on milestones and objectives based on periodic status reports

Performs executive review at the end of each phase and at project closure

CIO Serves as agency-level champion for implementation Acts as catalyst to obtain resources and commitment from all levels of IT Assists in the resolution of issues that cannot be resolved at the business owner level and

escalates as necessary to remove business-related barriers Establishes project direction and priority as they relate to the Agency Strategic Plan Makes agency-level decisions required during implementation, including changes in scope or

approach that relate to the Agency Monitors project progress on milestones and objectives based on periodic status reports Performs agency reviews at the end of each phase and at project closure

Project Director

Serves as Bureau-level champion for implementation Acts as catalyst to obtain resources and commitment from all levels of IT Assists in the resolution of issues that cannot be resolved at the business owner level and

escalates as necessary to remove business-related barriers Establishes project direction and priority as they relate to the Agency Strategic Plan Makes Bureau-level decisions required during implementation, including changes in scope or

approach that relate to the Agency Monitors project progress on milestones and objectives based on periodic status reports Performs reviews at the end of each phase and at project closure

Security Officer

Manages the Security Operations Center (SOC) team and the security applications, appliances, controls and systems

Develops and maintains IT security policy, procedures, standards, and guidance consistent with Departmental and Federal compliance requirements

Manages the Security Incident Response Team (SIRT) including response plans, staff training and incident response activities

Ensures that all information systems are functional and secure and are in alignment with the NMDOH IT Strategic Plan

Develops Disaster Recovery Planning, including plan documentation, back-up management, data protection, and data recovery testing

Responsible for network and application vulnerability assessments, change control, business continuity planning, data privacy, and risk assessment practices

Project Owner

Participates in planning sessions Reviews and accepts the initial risk assessment, management plan, project plan and budget Facilitates resourcing and staffing of project as necessary to implement project tasks. Provides business expertise for functional area Provides status updates as needed Provides oversight during the project, ensuring progress meets business needs Assists in the resolution of issues that cannot be resolved at the project manager level and

escalates as necessary As required, reviews and approves major project scope or approach changes Contribute to lessons learned

Project Manager

Leadership:

Forms project team and leads it to successfully accomplish the project's objectives Assigns tasks to project members Holds team members accountable for meeting project objectives and escalates issues as needed

Planning

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Defines project objectives and develops project charter (including objectives, scope, budget, timing, deliverables)

Works with Team to develop project Risk/Issue Log, Communication Plan, Change Control Plan

Works with Team to develops Project Schedule, which reflects the critical tasks, dependencies, and resources to complete the tasks

As applicable, identifies vendors and leads contract development and finalization process

Communication:

Serves as the central point of contact for the project Develops and drives the execution of the project Communications Plan to communicate with

all key project stakeholders. Facilitates communication among project stakeholders Maintains open communication with Project Team members, updates Risk/Issue log, provides

updates to Project Schedule, and status reports. Uses other project management communication tools as needed

Informs the Business Owners, Secondary Sponsors, and Executive Sponsor of completion of major milestones and of critical issues and obtains Business Owner’s, Secondary Sponsors’, and Executive Sponsor’s support and escalation when appropriate

Organizes and facilitates meetings, records and communicates meeting results to stakeholders

Monitoring and Controlling

Monitors implementation and drives task completion as needed Identifies, documents, and manages project risks Anticipates issues and problems that may jeopardize successful project completion and takes

effective corrective action to prevent or resolve the problem and/or escalates as necessary Identifies, researches, documents, and manages critical issues Manages changes in scope through a formal change process Uses decision gates to periodically review and assess project, and if necessary, recommend

changes to project Tracks progress on project tasks, compares with planned progress If project falls behind, identifies and implements appropriate corrective action At project closure, gathers lessons learned and obtains final signoff from Executive Sponsor

and Secondary Sponsors

Team Member

Participates in meetings and/or leads functional tasks, which could include technical tasks, problem solving, data gathering, reporting documentation, training, and other related project activities

Actively shares business and/or technical knowledge, participates in discussions, and provides status updates

Serves as the representative of his or her area Informs the Project Manager when situations arise which could affect the completion of their

tasks or tasks within their oversight as Team Member As liaison, maintains contact with other agency members to keep them apprised of the project Shares feedback from other agency members with the Project Team and/or Project Manager Monitors progress to foresee problems that may jeopardize successful project completion and

takes effective corrective action to prevent or resolve the problems, including escalation as needed

Maintains documentation of key project activities under their oversight, including agendas and minutes for Workgroups for which they are responsible

Uses best effort to complete assigned tasks within the timeframes established by the Project Manager

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Steering Committee Member

The Steering Committee is chartered to provide governance over the direction and support of the project and is chaired by the Project Director. The Steering Committee member responsibilities include: Attend and participate in meetings Review and accept deliverables Review presented documentation Balance larger picture versus detail of project Review project funding and expenditures Champion the project Contribute to lessons learned

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The project methodology will be initiated by establishing a Project Management Plan. The Project Managers will monitor the project utilizing project management process in conformance with the Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition standards and best practices. The Project Managers will be responsible for the overall project management and will work with a vendor’s Project Manager (PM) to coordinate the following activities:

Monitor deliverable status. Develop, maintain, and meet approved project schedules. Present written status of the schedule, deliverables, issue resolution, risk mitigation, and

action items per the project management tool descriptions below. Identify potential delays or issues that may impact scope, cost, or schedule as soon as

they become aware of the problem. Track, analyze, and resolve all material issues resulting from the delivery of the network

infrastructure upgrade. Coordinate and confirm the project work plan and facilitate issue resolution. Participate in all project working sessions and management meetings. Review and approve status reports and communication prior to distribution of all

deliverables.

NMDOH is managing and coordinating these activities with ongoing, regularly scheduled internal team meetings. The team is comprised of NMDOH data professionals who meet bi-weekly to review progress on internal and subcontractor deliverables, and who raise issues and provide recommendations to the NMDOH executive team to implement policy changes if needed to support best practices.

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C01 BUDGET – Failure to receive funding would mean the project could not move forward -

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NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN resulting impact could be 40% failure of the network infrastructure.

C02 SCHEDULE – Completion of the project within the funding appropriation periods.

C03 TIMELY ACCESS TO RESOURCES – Delays in procurement and contracting processes can negatively impact project progress.

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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

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN TTYYPPEE MM,,DD,,EE

D1 Contract Approvals. M

D2 Procurement of network hardware/software systems. M

D3 Training of support staff. M

D4 PCC reviews. M

D5 Funding Requests. M

D6 Adoption of network monitoring tools and processes. E

D7 Contractors fulfill all project tasks and deliverables on time. E

D8 Implementation Reporting. E

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A1 Funding is approved.

A2 Stakeholder participation and buy-in.

A3 Project leadership will have adequate time for project planning activities.

A4 Stakeholders will make decisions in a timely manner to support the project schedule.

A5 Individuals with different requirements and perspectives will work together to project completion.

A6 Project Team members will be assigned and allowed to spend the proper amount of their time to complete their assigned tasks within a reasonable timeframe.

A7 The project management plan will be followed.

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10.1.1 Risk Management Strategy

The Project management plan will be entered into Microsoft Project and monitored weekly for issues/risks. The following table will be used to rate the issue/risk. The weekly project report will include the risk identification schema as shown below.

10.1.2 Project Risk Identification

10.1.3 Project Risk Mitigation Approach

Risk Description Impact Levels:

Very High High Medium Low Very Low

Probability Levels: 1 2 3 4 5

Certain 1

Expected 2

Likely 3

Possible 4

Unlikely 5

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We will follow the Risk Management Process as suggested by DoIT on page 27 of the PMP Workbook.

10.1.4 Risk Reporting and Escalation Strategy

The monthly project report will include issue/risk identification for each item. Risk are escalated as required if criticality increases.

10.1.5 Project Risk Tracking Approach

We will follow the Risk Tracking Log as suggested by DoIT on page 28 of the PMP Workbook.

10.1.6 ISSUE MANAGEMENT

We will follow the Risk/Issue Management Log template as suggested by DoIT on page 28 of the PMP Workbook to include:

10.1.6.1 Internal Issue Escalation and Resolution Process

An internal process will be identified for issues that involve resources, project resources, processes, procedures, or methodology that should be resolved within the NMDOH IT division that is responsible for managing the project without affecting the overall project schedule, cost, or quality.

10.1.6.2 External Issue Escalation and Resolution Process

An external process will be identified for issues that involve project resources, processes, procedures, or methodology that cannot be resolved within the NMDOH IT division that is responsible for managing the project without affecting the overall project schedule, cost, or quality.

Risk 1

Funding not obtained

Probability: Possible Impact:: High - Project would be deferred until funded. As of January 2015, at least 137 network devices will be End Of Life (EOL) or unsupported within 24 months of this assessment date which poses a potential continuity threat to network services provided.

Mitigation Strategy: Limit scope to maintenance and support of existing systems funded currently by NMDOH General Funds. Contingency Plan: Seek alternate funding sources and re-apply for C2 funding next fiscal year.

Risk 2

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Reliance on outsourced resources to accomplish project goals

Probability: Expected Impact: High - Outside consultants bring industry expertise and best practices. Costs are increased.

Mitigation Strategy: All critical tasks assigned to state personnel. Closely monitor and manage outside contractor teams and associated costs. Contingency Plan: Make sure internal staff is trained and capable of completing long term support and administration. Hire contractors for only short term needs.

Risk 3

Staff resource availability –Loss/Illness of core team members

Probability: Possible Impact: High - Could cause missed deadlines

Mitigation Strategy: Determine “key” personnel and develop back-up plans if that person left. Archive detailed requirements documents so new staff can step in more readily. Contingency Plan: Closely monitor contract and staffing changes to preempt long term staffing vacancies.

1111..00 CCOOMMMMUUNNIICCAATTIIOONN PPLLAANN FFOORR EEXXEECCUUTTIIVVEE RREEPPOORRTTIINNGG

All documentation for the C2 NIU Project will reside in a project document library created on the SharePoint System.

Deliverable/ Communication

Recipient Delivery Method

Frequency Responsible Party

DoIT Monthly Project Report

DoIT Written/e-mail Monthly Project Manager

Weekly Project Status

Project Team Members/Project Business Owner

Email/Face-to-Face/conference call

Weekly Project Team Members

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Steering Committee/Executive Sponsor Meeting

Executive Sponsors

Face-to-Face Every other month (or as needed)

IT Project Manager/Business Owner

Special Communication

As needed As needed As needed As needed

1122..00 IINNDDEEPPEENNDDEENNTT VVEERRIIFFIICCAATTIIOONN AANNDD VVAALLIIDDAATTIIOONN -- IIVV&&VV

NMDOH is requesting a waiver from DoIT for contracted IV & V validation. Quality Assurance of this project will be executed internally by NMDOH Operations staff according to best practices following as a minimum:

• Project Management Plan

• Status Reporting

• Risk Management Strategy

• Project Management

• Project/Product Deliverables

• Use of Project Management Body of Knowledge (PMBOK)

• Use of Systems Engineering Body of Knowledge (SEMBOK)

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SSIIGGNNAATTUURREE DDAATTEE

EEXXEECCUUTTIIVVEE SSPPOONNSSOORR

BBUUSSIINNEESSSS OOWWNNEERR

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PPRROOJJEECCTT MMAANNAAGGEERR

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