· web viewnew mexico department of health. developmental disabilities supports division. family...

NNEWEW M MEXICOEXICO D DEPARTMENTEPARTMENT OFOF H HEALTHEALTH

DDEVELOPMENTALEVELOPMENTAL D DISABILITIESISABILITIES S SUPPORTSUPPORTS DDIVISIONIVISION

FFAMILYAMILY I INFANTNFANT T TODDLERODDLER K KEYEY IINFORMATIONNFORMATION D DATAATA S SYSTEMYSTEM (FIT-KIDS) (FIT-KIDS)

UUPGRADEPGRADE P PROJECTROJECT

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

EXECUTIVE SPONSOR – CATHY STEVENSON Acting Director, Developmental Disabilities Supports Division

BUSINESS OWNER – ANDREW GOMM Program Manager, Family Infant Toddler Program

PROJECT MANAGER – MICHAEL SNOUFFER

ORIGINAL PLAN DATE: AUGUST 2, 2011REVISION DATE: N/A

REVISION: 1.0

PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

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

PREPARING THE PROJECT MANAGEMENT PLAN................................................................................................. IV

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

PROJECT OVERSIGHT PROCESS MEMORANDUM – DOIT, JULY 2007.................................................................................... IV

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

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT....................................................................................................11.2 FUNDING AND SOURCES...........................................................................................................................................11.3 CONSTRAINTS........................................................................................................................................................11.4 DEPENDENCIES.......................................................................................................................................................11.5 ASSUMPTIONS...................................................................................................................................................11.6 INITIAL PROJECT RISKS IDENTIFIED...........................................................................................................................2

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................2

2.1 STAKEHOLDERS......................................................................................................................................................22.2 PROJECT GOVERNANCE STRUCTURE...........................................................................................................................3

2.2.1 Describe the organizational structure – Org Chart.....................................................................................32.2.2 Describe the role and members of the project steering committee...........................................................32.2.3 Organizational Boundaries, interfaces and responsibilities.......................................................................3

2.3 EXECUTIVE REPORTING............................................................................................................................................3

3.0 SCOPE........................................................................................................................................................... 3

3.1 PROJECT OBJECTIVES..............................................................................................................................................33.1.1 Business Objectives....................................................................................................................................33.1.2 Technical Objectives..................................................................................................................................3

3.2 PROJECT EXCLUSIONS..............................................................................................................................................33.3 CRITICAL SUCCESS FACTORS.....................................................................................................................................4

4.0 PROJECT DELIVERABLES AND METHODOLOGY...............................................................................................4

4.1 PROJECT MANAGEMENT LIFE CYCLE..........................................................................................................................44.1.1 Project Management Deliverables.............................................................................................................44.1.2 Deliverable Approval Authority Designations............................................................................................54.1.3 Deliverable Acceptance Procedure.............................................................................................................5

4.2 PRODUCT LIFE CYCLE.........................................................................................................................................54.2.1 Technical Strategy.....................................................................................................................................54.2.2 Product and Product Development Deliverables........................................................................................64.2.3 Deliverable Approval Authority Designations............................................................................................64.2.4 Deliverable Acceptance Procedure.............................................................................................................6

5.0 PROJECT WORK............................................................................................................................................. 6

5.1 WORK BREAKDOWN STRUCTURE (WBS)....................................................................................................................65.2 SCHEDULE ALLOCATION -PROJECT TIMELINE................................................................................................................75.3 PROJECT BUDGET...................................................................................................................................................75.4 PROJECT TEAM......................................................................................................................................................8

5.4.1 Project Team Organizational Structure......................................................................................................85.4.2 Project Team Roles and Responsibilities....................................................................................................9

5.5 STAFF PLANNING AND RESOURCE ACQUISITION..................................................................................................95.5.1 Project Staff...............................................................................................................................................95.5.2 Non-Personnel resources...........................................................................................................................9

5.6 PROJECT LOGISTICS.........................................................................................................................................10

REVISION: 1.0 DOIT-PMO-TEM-020 i OF vi


5.6.1 Project Team Training..............................................................................................................................10

6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................10

6.1 RISK AND ISSUE MANAGEMENT..............................................................................................................................106.1.1 Risk Management Strategy......................................................................................................................116.1.2 Project Risk Identification........................................................................................................................116.1.3 Project Risk Mitigation Approach............................................................................................................116.1.4 Risk Reporting and Escalation Strategy...................................................................................................116.1.5 Project Risk Tracking Approach................................................................................................................116.1.6 ISSUE MANAGEMENT..............................................................................................................................11

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V...........................................................................................116.3 SCOPE MANAGEMENT PLAN..................................................................................................................................11

6.3.1 Change Control........................................................................................................................................126.4 PROJECT BUDGET MANAGEMENT............................................................................................................................12

6.4.1 Budget Tracking.......................................................................................................................................126.5 COMMUNICATION PLAN........................................................................................................................................12

6.5.1 Communication Matrix............................................................................................................................126.5.2 Status Meetings.......................................................................................................................................126.5.3 Project Status Reports..............................................................................................................................12

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS).....................................................................................126.6.1 Baselines..................................................................................................................................................136.6.2 Metrics Library.........................................................................................................................................13

6.7 QUALITY OBJECTIVES AND CONTROL..............................................................................................................136.7.1 quality Standards.....................................................................................................................................136.7.2 Project and Product Review AND ASSESSMENTS.....................................................................................146.7.3 Agency/Customer Satisfaction.................................................................................................................146.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS......................................................................................14

6.8 CONFIGURATION MANAGEMENT...................................................................................................................156.8.1 Version Control........................................................................................................................................156.8.2 Project Repository (Project Library).........................................................................................................15

6.9 PROCUREMENT MANAGEMENT PLAN............................................................................................................15

7. 0 PROJECT CLOSE........................................................................................................................................... 15

7.1 Administrative Close...................................................................................................................................167.2 Contract Close.............................................................................................................................................16

ATTACHMENTS................................................................................................................................................. 16

REVISION: 1.0 DOIT-PMO-TEM-020 ii OF vi


REVISION HISTORYREVISION HISTORY

REVISION NUMBER DATE COMMENT

1.0 August 2, 2011 Planning Version for PCC certification

REVISION: 1.0 DOIT-PMO-TEM-020 iii OF vi


PREPARING THE PROJECT MANAGEMENT PLAN

The workbook for preparation of the Project Management Plan is built around helping the project manager and the project team to use the Project Management Plan in support of successful projects. Please refer to it while developing this PMP for your project.

ABOUT THIS DOCUMENT

Project Oversight Process Memorandum – DoIT, July 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: 1.0 DOIT-PMO-TEM-020 iv OF vi


1.0 PROJECT OVERVIEW The Project Overview sets the stage for the details of the project and begins the “story” of the project and plan.

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT The Department of Health (DOH) Development Disabilities Supports Division (DDSD) is initiating this project to upgrade the existing Family Infant Toddler Key Information Data System (FIT-KIDS). The new version will move DDSD into compliance with the federal requirements of US Department of Education Office of Special Education Programs (OSEP) and the Federal Individuals with Disabilities Education Act, Part C (IDEA, Part C). The FIT-KIDS system is the electronic record for all IDEA Part C early intervention services provided in the State of New Mexico. FIT-KIDS allows DDSD to electronically process claims for services provided by provider agencies throughout the State of New Mexico, and track compensation received for services performed supporting revenue recovery.

The FIT-KIDS system was initially implemented in January 2008 with all the Family Infant Toddler Program Early Intervention Provider agencies using FIT-KIDS since its inception. This is the first major upgrade since the initial implementation.

1.2 FUNDING AND SOURCES

SOURCE AMOUNT ASSOCIATED RESTRICTIONS

APPROVERS

PR/Award Number H393A090125ACFDA/SUBPROGRAM NO. 84.393APL 105-17/111-5 Individuals with Disabilities Education Act/American Recovery & Reinvestment Act

Program Title: Special Education – Grants For Infants and Families “Recovery Funds”

$306,850.00 None Cathy Stevenson

1.3 CONSTRAINTSConstraints are factors that restrict the project by scope, resource, or schedule.

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NUMBER DESCRIPTION

1 ARRA funds must be expended by September 30, 2011 and project must be completed by that date.

1.4 DEPENDENCIESTypes 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

NUMBER

DESCRIPTION TYPE M,D,E

1 Mandatory Federal guidelines for data collection of race and ethnicity must be met before the upgrade can be implemented.

M,E

1.5 ASSUMPTIONSAssumptions are planning factors that, for planning purposes, will be considered true, real, or certain.

NUMBER DESCRIPTION

1 Resources from DDSD will be available for the duration of the project.

1.6 INITIAL PROJECT RISKS IDENTIFIEDIn this section identify and describe how each risk will be managed. Include the steps that will be taken to maximize activity that will result in minimizing probability and impact of each risk.

[Risk 1 Name]

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

ProbabilityLOW

Impact HIGH

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

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

[Risk 2 Name]

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

Probability LOW

Impact HIGH

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

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE

The 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 STAKEHOLDERSList all of the major stakeholders in this project, and state why they have a stake. . Stakeholders are 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.

NAME STAKE IN PROJECT ORGANIZATION TITLE

Cathy Stevenson Executive Sponsor Developmental Disabilities Supports Division (DDSD)

Acting Director

Andrew Gomm Project Director DDSD Program Manager

Family Infant Toddler Program

Users of system DDSD

Family Infant Toddler Program Early Intervention Provider Agencies

Users of system

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NAME STAKE IN PROJECT ORGANIZATION TITLE

DOH Office of Internal Audit

Users of system

DOH Division of Health Improvement

Users of system

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

2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE

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

Participate in planning sessions Ensure project staff availability, funding and contract management Review and accept the initial risk assessment, management plan, project plan and budget Appoint Project Director Provide management review and accept changes to project plan, contract or deliverables

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Cathy StevensonExecutive Sponsor

Andrew GommProject Director FIT-KIDS User Group

Interagency Coordinating Council

(ICC)

Vendor Contract Resources

Michael SnoufferProject Manager

Project Team


Attend executive requirements reviews and resolve requirements problems. Empower the Project Manager Communicate with the Department of Health Champion the Project

Contribute to lessons learned

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

Participate in planning sessions Ensure project staff availability, funding and contract management Review and accept the initial risk assessment, management plan, project plan and budget Appoint Committee and Team members Provide management review and accept changes to project plan, contracts or deliverables Ensure user and sponsor acceptance Attend executive requirements reviews and resolve requirements problems Adjudicate any appeals relative to Steering Committee decisions Cast the deciding vote where a consensus cannot be reached by the Steering Committee Empower the Project Manager Communicate with the Executive Sponsor and Department of Health Champion on the

Project


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

Develop initial management plan and project plan Provide leadership for a coordinated project effort Document project assumptions, constraints and critical success factors Conduct initial risk assessment Facilitate meetings Assign tasks Track schedules Develop detailed plans with project team for risk, change and quality Ensure project consensus Manage expectations Report on project status Maintain issues log Maintain action items log Promote and practice change management Close-out action items Value teamwork, cooperation and planning Champion the project

Facilitate lessons learned process

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Project Team MemberThe Project Team member is an important role in that it is the link between the vision and the reality of the project. The Project Team members’ responsibilities include:

Attend and participate in meetings Participate in the planning process Accomplish and provide deliverables Represent specific area(s) (e.g., technical, clinical, process, etc.) for the overall project as

assigned Report progress, issues, etc. Champion the project


2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES

Use this section to describe any special considerations regarding contact between the project team, the project manager, and individuals from various organizations involved in the project: Boundary, interface and responsibilities at the interface

2.3 EXECUTIVE REPORTINGThe Project Manager will communicate on a regular basis regarding all aspects of the FIT-KIDS Upgrade Project. To facilitate effective communication and provide accurate updates on progress, the Project Manager shall report on the Project in the following manner:

Project Meetings: Project meetings will be held regularly to discuss the current activities, the schedule of future activities, prioritized risks and the status of project issues. Special focus will be given to those activities and action items that were planned, but not accomplished. If necessary meetings will held more frequently. The FIT-KIDS Upgrade Project Manager will facilitate these meetings. FIT-KIDS user’s group meetings will be held monthly to update the membership on status, schedule, and budget, and to receive direction on project issues or decisions.

Status Reporting: The FIT-KIDS Upgrade Project Manager will meet with the Executive Sponsor and Project Director on a bi-weekly basis or provide a written status report, to discuss the current activities, the schedule of future activities, prioritized risks and the status of project issues. Special focus will be given to those activities and action items that were planned, but not accomplished.

Other Communications: The FIT-KIDS Upgrade Project Manager will use email, telephone calls, conference calls, and additional meetings and presentations to communicate with the vendor, project team, and other stakeholders as needed.

3.0 SCOPE

3.1 PROJECT OBJECTIVES

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3.1.1 BUSINESS OBJECTIVES

NUMBER DESCRIPTION

Bus. Objective 1 The upgrade of FIT-KIDS will move DDSD into compliance with federal OSEP guidelines and IDEA Part C regulations.

Bus. Objective 2 Increase functionality and workflow of FIT-KIDS by enhancing data collection to meet child and family outcomes.

Bus. Objective 3 Increase revenue recovery by enhancing electronic claiming from FIT-KIDS.

Bus. Objective 4 Train all Family Infant Toddler Program Early Intervention Provider Agency staff on the new version of FIT-KIDS.

3.1.2 TECHNICAL OBJECTIVES

NUMBER DESCRIPTION

Tech. Objective 1 Requirement and configuration documents completed.

Tech. Objective 2 Implement upgraded FIT-KIDS application in test environment.

Tech. Objective 3 Develop test plan and scripts. Execute test scripts in test environment. Track and fix defects.

Tech. Objective 4 Upgrade FIT-KIDS application in production.

3.2 PROJECT EXCLUSIONSNone.

3.3 CRITICAL SUCCESS FACTORSIdentify 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.

NUMBER DESCRIPTION

QUALITY METRICS 1 Data are converted and migrated from existing FIT-KIDS system.

QUALITY METRICS 2 Billing interfaces are working properly and electronic claim submission is not interrupted.

QUALITY METRICS 3 Implementation vendor and end user testing are successful by

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NUMBER DESCRIPTION

developing a test plan and test scripts.

4.0 PROJECT DELIVERABLES AND METHODOLOGY

4.1 PROJECT MANAGEMENT LIFE CYCLE

Phase Summary of Phase Key Deliverables

Initiation This phase defines overall parameters of the project and established the appropriate project management and quality environment required to complete the project.

Project Charter, High level schedule, Procurement Strategy

Planning This phase defines the exact parameters of the project and ensures all the pre-requisites for execution and control are in place.

Project Management Plan, Team members identified, Final scope statement, Resources identified, High level Schedule, Budget and Communication Plans, Roles and Responsibilities, Status reports,

Implementation The phase configures and deploys the system.

Configuration Documentation, Testing Documentation, Training Documentation, Updated Project Schedule, Updated Budget, Issue Log, Status Report, Acceptance

Closeout The phase accesses the project and derives any lessons learned and best practices.

Post Implementation Review and Report, Administrative Close-Out

4.1.1 PROJECT MANAGEMENT DELIVERABLES

Project Deliverables are work products or artifacts that are driven by the project management methodology requirements and standard project management practices regardless of the product requirements of the project.

4.1.1.1 [Deliverable 1 Name]Description - The initial project deliverable plan will contain the Project Charter. This deliverable may be revised during planning

Deliverable Acceptance Criteria –Sign-off by Project Sponsor or Project DirectorStandards for Content and Format – Use of DoIT Project Charter template

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phase. Quality Review –Peer review for grammar and spellingKey project team members review for consensus

4.1.1.2 [Deliverable 2 Name]Description - The Project Management Plan will be the guide used throughout the Project. This plan will contain the following plans: Scope Management, Schedule Management, Budget, Risk Management, Communications, Change Management, Lessons Learned and Roles/Responsibilities of team members. This plan is an evolving document as new information will be added and existing information will be revised during initiation and planning phase.

Deliverable Acceptance Criteria – Approval by Project Team and Steering CommitteeSign-off by Project Sponsor or Project DirectorStandards for Content and Format – Use of DoIT Project Management Plan templateQuality Review – Peer review for grammar and spellingKey project team members review for consensusFinal review by Project Director and Sponsor

4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

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.

DELIVERABLE NUMBER

DELIVERABLE APPROVERS (WHO CAN APPROVE)

DATE APPROVED

PRJ-DEL-001 Project Charter Cathy StevensonAndrew Gomm

PRJ-DEL-002 Project Management Plan (PMP) Cathy StevensonAndrew Gomm

4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE

The Project Director and the project Sponsor will review and accept the project documents. There will be a formal acceptance and sign-off for the FIT-KIDS Upgrade Project Management Plan.

4.2 PRODUCT LIFE CYCLE “During the project management lifecycle, agencies shall select and implement a phase product development lifecycle methodology approved by the Department.” PROJECT OVERSIGHT PROCESS Memorandum

Phase Summary of Phase Key Deliverables

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Requirements Requirements established Joint Application Design Sessions

Requirements Documentation

Requirements Validation Document Refinement and

Updates Submission of

Requirements Agency Approval

Configuration Design, test and implement configuration.

Configured Environment

Race and Ethnicity Enhancements and Reports

Development, testing and deployment of race and ethnicity enhancements and reports.

Modify FIT-KIDS to Accept Federally Required Race and Ethnicity Categories

Modify FIT-KIDS to report on Federally Required Race and Ethnicity Categories

System Test User Acceptance Test Deployment

Federal Performance and Billing Enhancements and Reports

Development, testing and deployment of performance and billing enhancements and reports.

User Interface Modifications and Enhancements

Administrative Enhancements

Billing Enhancements Billing and Management

Reports Federal Annual

Performance Report System Test User Acceptance Test Deployment

End User Training Training on system. Training Tools User Training

User Manual Develop and deliver user manual.

User Manual for Entire FIT-KIDS Application Including Enhancements

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4.2.1 TECHNICAL STRATEGY

Certify system performance after test upgrade and migration to new version

Upgrade to production environment, configuration, testing and signoff

4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES

Product Deliverables are work products or artifacts that are driven by the product management methodology requirements and standard project management practices regardless of the product requirements of the project.

4.2.2.1 RequirementsDescription - Requirements Deliverable Acceptance Criteria –

Sign-off by Project Director Standards for Content and Format –MS Word, Excel, Visio, Adobe PDF Quality Review –Reviewed by project team members, director, and sponsor for completeness.

4.2.2.2 ConfigurationDescription - Configuration Deliverable Acceptance Criteria –


4.2.2.3 Race and Ethnicity Enhancements and ReportsDescription - Race and Ethnicity Enhancements and Reports

Deliverable Acceptance Criteria –Sign-off by Project Director Standards for Content and Format –MS Word, Excel, Visio, Adobe PDF Quality Review –Reviewed by project team members, director, and sponsor for completeness.

4.2.2.4 Federal Performance and Billing Enhancements and ReportsDescription - Federal Performance and Billing Enhancements and Reports

Deliverable Acceptance Criteria –Sign-off by Project Director Standards for Content and Format –MS Word, Excel, Visio, Adobe PDF Quality Review –Reviewed by project team members, director, and sponsor for completeness.

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4.2.2.5 End User TrainingDescription - End User Training Deliverable Acceptance Criteria –


4.2.2.6 User ManualDescription – User Manual Deliverable Acceptance Criteria –


4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

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.

DELIVERABLE NUMBER

DELIVERABLE APPROVERS (WHO CAN APPROVE)

DATE APPROVED

1 Requirements Project Director 8/5/11

2 Configuration Project Director 8/12/11

3 Race and Ethnicity Enhancements and Reports

Project Director 8/19/11

4 Federal Performance and Billing Enhancements and Reports

Project Director 9/1/11

5 End User Training Project Director 9/15/11

6 User Manual Project Director 9/30/11

4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE

Describe the process that this project will use for the formal acceptance of all deliverables.

The deliverables and acceptance process is detailed in contract number 00-665-00-59916A3 with the selected vendor, MAXIMUS Consulting Services, Inc.

Deliverable 1. Requirements

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Based on Joint Application Design Sessions, the contractor will develop and submit detailed Functional Design Documents for modifications and enhancements to the existing system. When deemed acceptable, the FIT program will sign of on the Functional Design Documents.

Deliverable 2. Environment Configuration

The FIT program will review and approve the application environment configuration deliverable document.

Deliverable 3. Race and Ethnicity Enhancements and Reports

The FIT program will conduct user acceptance testing on the race and ethnicity enhancements and reports and authorize in writing that the contractor to move the enhancements and reports into production when they are deemed acceptable.

Deliverable 4. Federal Performance and Billing Enhancements and Reports

The FIT program will conduct user acceptance testing on the federal performance and billing enhancements and reports and authorize in writing that the contractor to move the enhancements and reports into production when they are deemed acceptable.

Deliverable 5. Training

The FIT program will sign off on the training tools, plan and schedule and acknowledge in writing that the user training has been completed.

Deliverable 6. User Manual

The FIT program will acknowledge in writing the acceptance of the FIT-KIES User’s Manual.

5.0 PROJECT WORK

5.1 WORK BREAKDOWN STRUCTURE (WBS)A WBS is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Describe the work activities that comprise the work breakdown structure (WBS) or the work packages within the WBS. Identify the WBS element or other work package identifier and provide a general description of the tasks or activities, the definition or objectives, and the milestones and deliverables of each work package.

Use the chart below for highest level presentation, and provide a more detailed WBS as an attachment to this project plan.

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Identifier Work Package Description Definition/Objective Milestone/Deliverable

1.0 Initiation Phase This phase defines overall parameters of the project and established the appropriate project management and quality environment required to complete the project

Project Charter, Initial Risk Assessment, High-level schedule, Approval for next phase.

2.0 Planning Phase This phase identifies the implementation approach, procurement method and establishes all necessary documentation.

Contract Amendment Negotiated and Executed, IV&V Contract Executed, Finalize PMP, Commit Resources. Approval for next phase.

3.0 Implementation Phase This phase deploys the upgraded system to a prepared set of users and positions on-going support and maintenance.

Confirm Schedule, Configuration, Testing, Training, and Deployment.

4.0 Closeout Phase This phase closes out the project and completes the Transition to Production.

Closeout report, Transition to Production document, Lessons Learned

5.2 SCHEDULE ALLOCATION - PROJECT TIMELINEThe project timeline is a high-level view of project activities with a focus on project milestones. The project timeline does not replace the need for a detailed project schedule and it is to highlight key events such as deliverable due dates and when go/no-go decisions are made.

The table below should provide a high level view of the project time line, or a summary-level Gantt chart can be used to meet the timeline requirement.

Please provide a more detailed project schedule as an attachment to this plan

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Identifier Task/Activity Name Resource Name

Milestone (Y/N)

Effort/ Duration

Start Finish Dependent Task

1.0 Initiation Phase Project Director Project Team

2.0 Planning Phase Project Director Project Team

3.0 Implementation Phase

Project Director Project Team Vendor Resources

Y3 months 7/2011 9/2011 Completion

of Planning Phase

4.0 Closeout Phase Project Director Project Team Vendor Resources

Y1 month 10/2011 11/2011 Completion

of Implementation Phase

5.3 PROJECT BUDGETCosts 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

Requirements Joint Application Design Sessions Requirements Documentation Requirements Validation Document Refinement and Updates Submission of Requirements Agency Approval

$30,685.00

Environment Configuration

Configure Environment $15,342.50


Modify FIT-KIDS to Accept Federally Required Race and Ethnicity Categories

Modify FIT-KIDS to report on Federally Required Race and Ethnicity Categories

System Test User Acceptance Test Deployment

$76,712.50

Federal Performance and Billing Enhancements

User Interface Modifications and Enhancements Administrative Enhancements Billing Enhancements Billing and Management Reports

$122,740.00

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Andrew GommProject Director

FIT-KIDS User Group

Vendor Contract Resources

Michael SnoufferProject Manager

Project Team


Phase / Activity Associated Deliverables Estimated Budget

and Reports Federal Annual Performance Report System Test User Acceptance Test Deployment

Training Training Tools User Training

$30,685.00

User Manual User Manual for Entire FIT-KIDS Application Including Enhancements

$30,685.00

TOTALS $306,850.00

5.4 PROJECT TEAM5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE

Insert a graphical Organization Chart here. The Organizational Structure (OS) is a hierarchical configuration defining levels of program management and may identify all project personnel. The OS should be simple and straightforward. Include role names and people’s names. Consider identifying the core project team by shading their respective boxes on the chart. On complex projects, consider using a second OS to identify core project team. The OS can also be used for management reporting.

5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES

List the team members, their role, responsibility and functional manager. Make sure to include a comprehensive listing including those from the organization managing the project, business members involved to ensure business objectives are met and the vendor members that may have a specific role.

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ROLE RESPONSIBILITY NAME FUNCTIONAL AREA

Project Director To ensure business requirements are met and to provide project leadership

Andrew Gomm NMDOH DDSD

Project Manager To provide project management

Michael Snouffer NMDOH ITSD

FIT Program project team

To provide business process and program area leadership, and to provide project business process resources

NMDOH DDSD

FIT-KIDS Users Group

To provide business process and program area leadership, and to provide project business process resources

FIT program early intervention provider agencies

Vendor Project Manager

To provide vendor leadership and project resources

MAXIMUS

5.5 STAFF PLANNING AND RESOURCE ACQUISITIONComplete 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 PROJECT STAFF

Resource Cost EstimateEstimated Hours Availability Skill Set Work Product/Deliverable

MAXIMUS $306,850.00 Deliverables based

Currently hosting and maintaining system

Requirements Environment Configuration Race and Ethnicity

Enhancements and Reports Federal Performance and

Billing Enhancements and Reports

Training User Manual

5.5.2 NON-PERSONNEL RESOURCES

Use this section to list services or product (HW/SW and such) needed for project

Resource Cost Estimate

Estimated units/hours Availability Source Work Product/Deliverable

No additional hardware or software needed for the project.

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5.6 PROJECT LOGISTICSLogistics describes how the project manager, project team, the business owner/customer and any vendor resources will physically work together. Include anything to do with moving or starting resources. Training specifically related to project team members should be included here.The FIT-KIDS Project Team will use tools available at NMDOH and the Implementation Vendor to work together. These tools include telephone calls, conference calls and web meetings. The Project Team will also use resident software packages such as MS Word, Excel, Visio, Project and Adobe PDF.

5.6.1 PROJECT TEAM TRAINING

Describe training if any needed by project team members. This is not to include training for end users, system administrators or business owners; those should be handled within a training document or part of the transition to operations planning.

6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 RISK AND ISSUE MANAGEMENTPMBOK©:

Risk: “An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives.”

Issue: “A point or matter in question or dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements.”

Both Risks and Issues can significant impact a project’s success, and both should be handled in similar ways.

6.1.1 RISK MANAGEMENT STRATEGY

Provide a detailed explanation on the strategy for how risks are identified, analyzed/ quantified, mitigated, reported, escalated and tracked. Include the use of tools such as project management software, forms, and templates. A separate risk management plan may also be developed if needed for the project and included as an Appendix to this document. If that is the case, a high level summary of this plan needs to be included here with the specific reference.Projects have many inherent risks associated with them. The technology itself, risks associated with introduction of new and/or innovative ideas, organizational change issues, internal project issues, external issues such as politics and the economy not to mention social concerns around the introduction of technology. The list of potential risks is almost limitless.

Risk management is the process of identifying potential project risk, assessing the probability and severity of risk events, and planning appropriate responses. Risk management is a priority task on any IT project and is managed just like cost, schedule, scope and quality.

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The best way to deal with a large amount of data/information is to categorize it in such a way that you can begin to understand the relationships between the data and start to see structure.

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

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

3. Risk Mitigation – The process of mitigating the possibility of the risk and assigning responsible individuals to identified risks. All identified risks will have appropriate mitigation strategies/plans. For those risks that are highly probable and have significant impact to the project will develop contingency plans.

4. Risk Monitoring and Control – The process of tracking, evaluating and responding to ongoing developments relative to project plans, risk mitigation plans and specific contingency plans. Risk management is an integral component of integrated project control. This is an ongoing process for the duration of the project and will be part of every project status meeting.

6.1.2 PROJECT RISK IDENTIFICATION

This is the process of identifying potential risks and documenting the specific characteristics of each. The FIT-KIDS Upgrade Project Team will discuss the project risks on a periodic basis or as a specific risk occurs.

6.1.3 PROJECT RISK MITIGATION APPROACH

The approach for the FIT-KIDS Upgrade Project will be the process of mitigating the possibility of the risk and assigning a responsible individual to monitor identified risks. All identified risks will have appropriate mitigation strategies/plans. For those risks that are highly probable and have significant impact to the project will develop contingency plans.

6.1.4 RISK REPORTING AND ESCALATION STRATEGY

Once a risk is identified, the FIT-KIDS Upgrade Project Team will analyze the risk to determine the source, the probability it will happen and the impact to time, cost, quality and scope. An initial strategy may be laid out. Risks will be prioritized and assigned to a team member. The team member’s manager will be required to document the response to the potential risk and assumes responsibility for communicating and escalating to the appropriate parties.

6.1.5 PROJECT RISK TRACKING APPROACH

Potential risks will be logged.

6.1.6 ISSUE MANAGEMENT

6.1.6.1 Internal Issue Escalation and Resolution ProcessThis internal process is provided for issues that involve project resources, processes, procedures, or methodology that should be resolved within the Division that is responsible for managing the project without affecting the overall project schedule, cost, or quality. This process should be

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used for improving project processes as the project is executed and where the implementation of such improvements should not be postponed to Lessons Learned during Project Close.When an issue is identified, most likely by the project team, it will be logged. An issue can also be identified by anyone affiliated with the project; however the project team will be primarily responsible for tracking issues through to resolution. The project team will review the issues list on a periodic basis. Issues which could negatively impact the project or require senior level participation will be brought to executive sponsor’s and project manager’s attention for resolution.

6.1.6.2 External Issue Escalation and Resolution ProcessThe external process is provided for issues that involve project resources, processes, procedures, or methodology that cannot be resolved within the Division that is responsible for managing the project without affecting the overall project schedule, cost, or quality.

The process for issue escalation and resolution for issues that cannot be addressed within NMDOH will be handled in the same manner as internal issues. If necessary, resources outside the agency maybe brought in to resolve the issue. If at any time it is apparent the issue needs escalation outside of NMDOH, the Project Sponsor will communicate with the resource and ask for assistance in resolving the issue.

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&VIndependent Verification and Validation (IV&V) means the process of evaluating a system 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 development organization. Describe the process that will be employed to meet IV&V requirements.

As the FIT-KIDS upgrade project is a continuation of the successful FIT Integrated Medical Billing Project, DOH will submit an IV&V waiver request.

6.3 SCOPE MANAGEMENT PLANDescribe the process that is going to be used to manage the scope of the project. Make sure to address managing stakeholder expectations.Most changes to scope are requests that add, change, or delete project objectives or deliverables. Changes in scope, if at all possible, will be avoided and any new objectives and/or deliverables deferred to a follow-on project. Any proposed changes in scope will be analyzed for impacts on the project including schedule, budget and quality. The findings will be presented to the project team for approval or rejection.

6.3.1 CHANGE CONTROL

6.3.1.1 Change Control ProcessChange Control establishes how change will be managed, including capturing, tracking, communicating, and resolving change. Due to much ambiguity regarding change, it is vital that we document and discuss the change process with the executive sponsor.

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Project changes will follow a decision making process. These changes include modifications to scope, schedule, budget, and quality. Significant changes of these planning components will be reviewed and approved or disproved by the project team. If a modification or enhancement to the project has been identified, a change request form will be completed. The project team will review the request to determine impacts to scope, schedule, budget, quality and resources. The project team will recommend accepting the change, rejecting the change, or may request additional information. The request will be documented by the Project Manager and if the change is approved, appropriate changes will be made to the Project Management Plan and other project documentation.

6.3.1.2 Change Control Board (CCB)Insert a graphic or textual description identifying the Change Control Board (or function) for this project. The CCB may be an individual or group of individuals authorized to approve changes to the project plan.During the course of the FIT-KIDS Upgrade Project, the project team will fill the role of the Change Control Board.

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

6.4.1 BUDGET TRACKING

Costs estimates are the costs applied to an activity in a project by assigning resources with associated rates or fees. Resources may include equipment, material, technology, processing cycles, or people. The total cost is critical and should be consistent with the proposal and include breakouts per category as needed. The Project Manager will verify these cost estimates and proposed amounts with the actual billed amounts.

6.5 COMMUNICATION PLANCommunication planning involves determining the information and communication needs of the stakeholders, executive sponsors, project team and others as needed. The communication plan needs to address who needs what information, when they will need it, how it will be given to them, and by whom. The complexity of the project may require a separate communication plan; however a high level summary of that plan will need to be included here and a reference made to the appropriate Appendix.Communication will be effected through the distribution of Project Management deliverables as specified below. This PMP and any changes to it constitute one of the deliverables. Status Reports will be distributed as indicated below and for other communication needs, appropriate communication methods will be utilized.

Status, issues, and risks will also be discussed at regularly scheduled meetings preceded by the distribution of an agenda and followed by the distribution of meeting minutes or notes.

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6.5.1 COMMUNICATION MATRIX

Meetings Status Reports Other Communications

To Executive Sponsor Monthly Monthly As Needed

To Project Director Bi-Weekly Bi-Weekly As Needed

To Project Team Bi-Weekly Receive From Members

As Needed

To Stakeholders As Requested As Requested As Needed

6.5.2 STATUS MEETINGS

Status Meetings with the core project team will be held on a weekly basis. This will include the project manager, project director and vendor project manager. Project Status will be the first agenda item. If needed, special meetings will be called to discuss and address issues.

6.5.3 PROJECT STATUS REPORTS

Project Status Reports will be distributed to the Project Sponsor and the Project Director and will be presented at each Steering Committee Meeting. As the project moves into implementation and the vendor is engaged, status reports will be required from the vendor as well as from FIT-KIDS Upgrade Project Resources.

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)The Project Manager and Executive Sponsor define the project metrics that will be used to control the project. Each project will need to have an established metrics program. Metrics are collected for measuring the progress of a project against its planned budget, schedule, resource usage, and error rates, and of establishing a historical database, which will aid in planning and forecasting future projects. At a minimum metrics must be established for time (schedule), cost (budget) and quality.

6.6.1 BASELINES

Project Area Category MeasureSchedule Milestone performance Milestone dates

Status reports, issue log, risk log, and other identified measures

Budget Financial performance Current and forecasted costs and maintaining budget

Quality Business Process Upgrade configuration and

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supporting business processes, data conversion, uninterrupted electronic claim submission

6.6.2 METRICS LIBRARY

The reviewed metrics in various software programs will be versioned by date and saved to the Project Library.

6.7 QUALITY OBJECTIVES AND CONTROLQuality Management includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It includes all activities of the overall management function that determine the quality policy, objectives, quality assurance, quality control, and quality improvement, within the quality system. If a separate Quality Plan is used, include a high level summary in this document and refer to the appropriate appendix.

6.7.1 QUALITY STANDARDS

Describe the agency, industry or regulatory project performance standards that will be followed and assessed by the project. These quality standards will be used to assess whether the quality objectives were achieved.

Identify each of the project quality standards that are directly related to the project and not to the performance of the actual product and/or service. For each quality standard, identify the tracking tool or measure such as number of project reviews or Project Status.

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No. Quality Standard Tracking Tool or Measure

1 Project management plan approved and followed• PMP signed off by

project team• Project status

reports

2 Certification to proceed to next phase by DoIT

• Approval from DoIT Project Certification Committee and release of funds

3 Project risks documented, mitigated and tracked • Risk Management Log

4 Project issues documented, tracked, and worked to resolution • Issue Log

5 Project is within budget • Project status• Budget management

6 Project completed based on the original project scope and approved scope changes

• Project Management Plan

• Change Control Process

• Scope Management• Project Team

Meeting Decisions

6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS

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Review Type Quality Standard Tools Reviewer Reports

Requirements Requirements are created with input from all project team members, approved by project team

Meetings, MS Project, Visio, and other software

Project TeamProject Director

Monthly or as presented

Plans Plans are created with input from all project team members, approved by project team

Meetings, MS Project, Visio, and other software

Project TeamProject Director

Monthly or as presented

Milestones Milestones are met by date; reported to project team

MS Project Project Director Monthly or as presented

Testing Test results verified by Project Team testing resources

Various software packages

Project Team Test Plan and acceptance testing report

6.7.3 AGENCY/CUSTOMER SATISFACTION

The project manager should assess the on-going sense of the customer agency about how they feel the project is going, and how team members are acting on the project. This feedback would be helpful to the success of the project and the professional growth of the project team members.

Examples:

Areas of feedback When How OftenAgency awareness Feedback from the NMDOH FIT

program employees and early intervention provider agencies

Monthly

Quality of communications Feedback during the various meetings

At Project Team meetings and other meetings when held

Manages project tasks Feedback from Project Sponsor, Steering Committee, Project Director

Monthly

Productive Meetings Feedback from Project Sponsor, Project Director, Project Team, Testers, Training Attendees, Deployment Users

Monthly and per phase of the project

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6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESSHow the client takes procession of the product. Delivery of media; manuals; contracts; licenses; services agreements; configuration settings; status of patches to COTS products; in-house or vendor developed code; test cases, routines, and scripts; and other items required to operate the product.

Deliverable Final Approval Process Customer Acceptance Criteria

Requirements Project Team Review; Project Director sign-off

Requirements documents agreed to

Environment Configuration Project Team Review; Project Director sign

System set up per agreed upon configuration and work flow documents


Project Team Review; Project Director sign

Enhancements and reports pass user acceptance testing and placed into production

Federal Performance and Billing Enhancements and Reports

Project Team Review; Project Director sign

Enhancements and reports pass user acceptance testing and placed into production

End User Training Project Team Review; Project Director sign

Training completed based upon agreed training plan and training documents

User Manual Project Team Review; Project Director sign

User manual agreed to

6.8 CONFIGURATION MANAGEMENTConfiguration Management determines how project information (files, reports, designs, memos, documents, etc.) will be managed (tracked, approved, stored, secured, accessed, version control, etc.) and owned by (e.g., Agency managing the project or the Customer). Standards and team awareness are critical.

6.8.1 VERSION CONTROL

Documents will be stored in shared directories on the NMDOH network in the FIT-KIDS Upgrade Project Folder. If a document needs to be changed or updated, the document must be saved and renamed. After changes or updates are made, the renamed document is saved to the project shared folder.

6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)“Provide to the Department all project management and product deliverables. Deliverables shall include but not limited to the project plan, project schedule, initial and periodic risk assessments, quality strategies and plan, periodic project reports, requirements and design documents for entire project. The lead agency must make available all deliverables in a repository with open access for the Department to review” PROJECT OVERSIGHT PROCESS Memorandum.

The FIT-KIDS Upgrade Project has a folder on a DDSD share drive and on the NMDOH network for all project documentation.

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6.9 PROCUREMENT MANAGEMENT PLANProjects often have some element of procurement, i.e. the requirement to purchase goods and/or services from outside the organization. The procedures to be used to handle these procurements should be included here. Activities such as a make-or-buy analysis; writing requirements; solicitation planning, evaluation and selection; inspection and acceptance; contract closeout should all be included.The FIT-KIDS Upgrade Project will be accomplished using an amendment under the existing contract with MAXIMUS Consulting Services. The procurement will follow the State Purchasing Division’s process and protocol.

7. 0 PROJECT CLOSEProject Close will always consist of administrative project activities and possibly contractual project activities and an external vendor is employed. Completing both sets of activities is a mandatory step in the project life cycle. Administrative activities complete the internal needs for the Agency/Unit that is responsible for managing the project, such as 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. Project Close consists of administrative project activities and contractual project completion activities. It is important for the proper project closeout to complete both sets of activities. Administrative closeout activities complete the agency requirements for the NMDOH who is responsible for managing the project. This includes developing the lessons learned, processing the last of the invoices, and providing a transition plan for system and staff to the production mode. Contract closeout activities complete the contracting requirements, such as the formal acceptance of the project work products and final invoice processing. Required documentation and presentations will also be completed.

7.1 ADMINISTRATIVE CLOSE

Administrative Close occurs at both the end of phase and end of project. This closure consists of verification that objectives and deliverables were met. Acceptance is formalized and phase activities are administratively closed out. Administrative closure occurs on a “by-phase” basis in accordance with the WBS and should not be delayed to project end. At that point, the burden of closing is too great and audits inaccurate. The specific project close activities for a given project are contingent on the project’s complexity and size. Project managers should work with the project’s project management consultant to tailored Project Close procedures to compliment the project’s objectivesAdministrative Close occurs at both the end of each phase and at the end of project. This closeout activity consists of verification that deliverables were met. Acceptance is formalized and phase activities are administratively closed out. The identification of closeout activities for the FIT-KIDS Upgrade Project will be the final deployment of the upgrade and the transition to production. The final closeout will include the completion of NMDOH documentation, the DoIT closeout report and a presentation to the DoIT Project Certification Committee for approval to formally close the project.

7.2 CONTRACT CLOSE

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Contract close is similar to administrative close in that it involves product and process verification for contract close.Contract closeout activities will include the verification of all contracting requirements, deliverables, and work products. It will also include confirming that all final invoices have been submitted for the Project.

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