Closeout

Request for Project Closeout Certification Form

All Certified Projects Must Follow NM State Policies and Procurement Code

1.  Project Governance /

Project Name

Project Short Name(s)

/ Cultural Atlas of New Mexico
Date / 8/23/2017
Lead Agency / New Mexico Department of Cultural Affairs (DCA)
Other Agencies

Executive Sponsor

/ Veronica N. Gonzales, Cabinet Secretary
Agency Head / Veronica N. Gonzales, Cabinet Secretary
Agency CIO/IT Lead / Doug Patinka
Project Manager / Doug Patinka
2.  Project Abstract
(Provide a brief description and purpose for this project.)
Cultural Atlas of New Mexico is a project to implement a location-based, mobile-optimized hybrid web app that will highlight the state's cultural resources—architectural gems, historic sites, public art, museums, and major festivals—by linking data sets from across DCA divisions into an intuitive and attractive map-based application that will facilitate discovery and exploration of our state's remarkable heritage. The project will include creation of a standards-based API, allowing access to DCA data sets and enhancement of data records
3a. Scope Verification

Requirements Review

/ Yes / No /

Explanation/Notes

Were the project objectives (expected outcomes) accomplished? / x
Were all Deliverables submitted and accepted? / x
Did the IV&V vendor verify that all deliverables met the requirements? / x
Have all contracts been closed? / x
Have all final payments been made (i.e., invoices paid) / x
Have all project documents/records been appropriately stored for future reference? / x
Has adequate knowledge transfer been completed? / x
3b. Major Project Deliverables and Performance Measures Met
Major Project Deliverable and Performance Measure

(Include an explanation if deliverable or performance measure was not met.)

/ Budget /

Date

/

Project Phase

Data Management/Assessment Document / 9/2015 / Planning
Analysis and Design Document / 44,500 / 5/30/16 / Planning
Data Import/CMS / 9,250 / 4/1/2016 / Implementation
IV&V Reporting / 12,997 / All
App Development/Testing / 31,000 / 6/30/2016
App Launch / 2,500 / 11/21/16 / Implementation
4a. Certification History
Cert. Date / Cert. Amount / Funding Source(s) – Funding Total Amount
(Cite the specific laws, grants, etc. and total amount.)
3/25/2015
(Initiation) / 0 / Laws 2014, Ch. 63, Section 7 (12)
10/28/2015
(Planning) / 60,000 / Laws 2014, Ch. 63, Section 7 (12)
1/22/2016
(Implementation) / 60,000 / Laws 2014, Ch. 63, Section 7 (12)
Total / 120,000
4b. RFP / Contract History
(List all RFP’s and contracts issued for the project.)
List RFP and Contract
(Purpose and/or Description) / Contract
Number / Compensation
Amount or NA / %
Complete
Software development/licensing / 505-15-1001 / 99,500.00 / 100%
RFP (Software development/licensing) / 505-15-001 / 100%
FustionSTO (IV&V) / 505-16-023 / 12,997.00 / 100%
NM Highlands University (Internship) / MOU / 9,465.85 / 100%
Software Value Added Reseller (Task/File Management Tools) / 536.65 / 100%
122,499.50
5. Schedule and Budget
Planned Start Date / March 2015 / Actual Start Date / March 25, 2015
Planned End Date / July 2016 / Actual End Date / November 2016
Planned Cost: (Budget) / $128,100.00 / Actual Cost: (Total) / $122,499.50
§  Professional Services / $110,000.00 / §  Professional Services / $112,497.00
§  Hardware / §  Hardware
§  Software / §  Software / $536.65
§  Network / §  Network
§  Content Development / $10,000 / §  Content Development / $9,465.85
§  Marketing / $8,100 / §  Marketing
6a. Independent Verification & Validation

(Include summary of the last IVV Report or Risk Management Summary Report.)

The soft release of the app was planned for a November 16, 2016 launch event during the New Mexico Association of Museums 2016 Annual Conference. A marketing and communications plan was created with a tag line of “Find Your Place”. A series of marketing activities were accomplished with existing resources and budget. Funding for paid advertising activities has been identified, many can be recommended, if resources are available. DCA will have statistics available through Google Analytics for evaluating the use of the app. The app was released through iTunes on November 22, 2016.
6b. Lessons Learned
For DCA the most important lesson learned through this project was the value of working concurrently on content development and administrative tasks. We began the project with a great deal of effort spent on analyzing our existing data sets and planning the content of the mobile app. In so doing, we did not focus on executing an RFP for design/development and developing the scopes of work for the various contracts.
Though this had the effect of strengthening the project, it also meant that we fell behind in the contracting process.
The most significant goals of the project – in essence realizing organizational change – were not wholly accomplished. Though the department has made numerous advances, organizational change of the type described in the project planning documents remains elusive. One key reason for this unrealized goal is the stalled development of an organizational unit within DCA IT's office to develop and support new applications and mobile products. The unit has been effectively eliminated through a combination of attrition, reduction in force, and slowed rate of hiring. Resources have been realigned to maintenance of operations.
Future projects will see organizational realignment prior to the initiation.
7. Transition to Operations
Yes / No /

Explanation/Notes

Are there recurring maintenance/operational costs for the product/service? / X / $24,000 per Year
Are there any recommended enhancements or updates? / X / See notes below
Summary of agency plan to support project solution in production.
As a result of the initial RFP, DCA entered into a maintenance agreement with the app developer. Maintenance and Operations of the technical infrastructure will be through contract with the vendor.
Much content development was done in house, and DCA will continue to build on those assets as staff resources are available.
Summary of agency plans to fund the maintenance and Operations of this project.
DCA will cover cost of support and maintenance with existing operational budget. From the outset we have intended to seek operational support from outside entities – these include other government entities as well as private organizations. We are currently in discussions to secure funds from a local non-profit to support the ongoing operation of the app. At the same time, we are developing and seeking new partnerships for expansion and long-term maintenance.

Recommended Enhancements or Updates

DCA is committed to investment in the development of mobile technologies as part of its efforts to disseminate information about the art and history of the state and to create engaging experiences for its audiences. Much like DCA's web sites, the Cultural Atlas of New Mexico is intended for use outside of DCA facilities. We have identified two significant enhancements that will improve the experience of the Cultural Atlas and better allow DCA to connect with its users:

Notifications

The Cultural Atlas of New Mexico app was not developed to support an existing communications effort, and, for this reason, had no ongoing publishing effort. Though we have begun to develop a strategy that utilizes television and social media, it is not fully integrated with the app.

In future releases, we will seek to incorporate a mechanism for pushing alerts to users about changes to the app, so that we might highlight upcoming events or news about the places featured.

Search

The app's information design is structured in a way that was intended to facilitate discovery based on themes or types of information. Though it allows for grouping by tags or other means, it does not include a search feature.

In a future release we will seek to incorporate search.

We are not presently seeking funding from the state to support these enhancements.

Revision: 6/18/13

Page 2