Campaign finance information System
PROJECT MANAGEMENT PLAN
(PMP)
Executive SPONSOR – Mary Herrera and NM State Legislators
Business Owner- DON Francisco Trujillo ii
Project Manager – JoseHernandez
Original Plan Date: April 6, 2009
Revision Date:
Revision: Version 1.0
Project Management Plan for Campaign Finance Information system
Revision History
Preparing the Project Management plan
About This Document
Project Oversight Process Memorandum – DoIT, July 2007
1.0 Project Overview
1.1 Executive Summary- rationale for the Project
1.2 funding and sources
1.3 constraints
1.4 dependencies
1.5 ASSUMPTIONS
1.6 Initial Project Risks Identified
2.0 Project Authority and Organizational Structure
2.1 Stakeholders
2.2 Project Governance Structure
2.2.1 Describe the organizational structure – Org Chart
2.2.2 Describe the role and members of the project steering committee
2.2.3 Organizational Boundaries, interfaces and responsibilities
2.3 Executive Reporting
3.0 Scope
3.1 Project Objectives
3.1.1 Business Objectives
3.1.2 Technical Objectives
3.2 Project exclusions
3.3 Critical Success Factors
4.0 Project Deliverables and methodology
4.1 Project Management Life Cycle
4.1.1 Project Management Deliverables
4.1.2 Deliverable Approval Authority Designations
4.1.3 Deliverable Acceptance Procedure
4.2 PRODUCT LIFE CYCLE
4.2.1 Technical Strategy
4.2.2 Product and Product Development Deliverables
4.2.3 Deliverable Approval Authority Designations
4.2.4 Deliverable Acceptance Procedure
5.0 Project Work
5.1 Work Breakdown Structure (WBS)
5.2 Schedule allocation -Project Timeline
5.3 Project Budget
5.4 Project Team
5.4.1 Project Team Organizational Structure
5.4.2 Project Team Roles and Responsibilities
5.5 STAFF PLANNING AND Resource ACQUISITION
5.5.1 Project Staff
5.5.2 Non-Personnel resources
5.6 PROJECT LOGISTICS
5.6.1 Project Team Training
6.0 Project Management and Controls
6.1 Risk and issue Management
6.1.1 Risk Management Strategy
6.1.2 Project Risk Identification
6.1.3 Project Risk Mitigation Approach
6.1.4 Risk Reporting and Escalation Strategy
6.1.5 Project Risk Tracking Approach
6.1.6 ISSUE MANAGEMENT
6.2 INDEPENDENT Verification And Validation - Iv&V
6.3 Scope Management Plan
6.3.1 Change Control
6.4 Project Budget Management
6.4.1 Budget Tracking
6.5 Communication Plan
6.5.1 Communication Matrix
6.5.2 Status Meetings
6.5.3 Project Status Reports
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)
6.6.1 Baselines
6.6.2 Metrics Library
6.7 QUALITY OBJECTIVES AND CONTROL
6.7.1 quality Standards
6.7.2 Project and Product Review AND ASSESSMENTS
6.7.3 Agency/Customer Satisfaction
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS
6.8 CONFIGURATION MANAGEMENT
6.8.1 Version Control
6.8.2 Project Repository (Project Library)
6.9 PROCUREMENT MANAGEMENT PLAN
7. 0 Project Close
7.1 Administrative Close
7.2 Contract Close
AttachmentS
Revision History
Revision Number / Date / Comment1.0 / April 6, 2009 / Campaign Finance Information System Project Management Plan (CFIS)
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: 1.0DoIT-PMO-TEM-0201 of vi
Project Management Plan for Campaign Finance Information system
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 purpose of this project is to design, develop and implement the Campaign Finance Information System (CFIS) to replace the currently installed Political Finance Reporting System (PFRS) to be more user friendly, increase functionality, enhance administrative support and to make this immediately accessible to the public.
For the Bureau of Elections and Ethics Administration, the purpose of this effort is to increase public confidence in the conduct of elections and the electoral process; to assist local election officials through ongoing education and training; to educate and ensure compliance with governmental ethics laws by persons subject to their provisions; to improve the management of reports and other documents filed by reporting entities; to successfully implement electronic filing of campaign finance reports; to improve access to records; and to adopt administrative rules and regulations and internal procedures.
1.2 funding and sources
Source / Amount / Associated restrictions / ApproversHouse Bill 2, Laws of 2008, Section 7, Item 19 / $176,500.00 / Since the Project is a custom built application that will have impact across the state the sos will provide the complete architecture including network, security, e-mail and system dependencies / PCC-Project Certification Committee, DFA, Executive Sponsor-Mary Herrera, Business owner-Don Francisco Trujillo II
1.3 constraints
Constraints are factors that restrict the project by scope, resource, or schedule.
Number / Description1 / $176,500.00 in funding is approved for project upon delivery of required documents as specified by the Department of Information Technology Cabinet Secretary State Chief Information Officer
2 / Timely submission of IT Project Certification for PCC approval and certification
3 / In house application developer capability of meeting deadlines and developing new Campaign Finance Information System application
4 / Project must be fully operational no later than July 1, 2009
5 / Training for the Secretary of State Office Project Team, County Clerks,Candidates, Lobbyists and Political Action Committees (PAC) before the October 2009Bi-Annual Report is due
6 / Bi-Annual Report due October 12, 2009. All incumbents, lobbyists, candidates and political action committees with an open account must report finances
1.4 dependencies
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
Number / Description / Type M,D,E
1 / Complete project Charter defining scope / M
2 / Develop Project Management Plan / m
3 / PCC Approval Gate and Agency Presentations / m
4 / Purchasing equipment and software to house new application / d,e
5 / The support from the department of information technolgy assisting the secretary of state’s staff in the pursuit of the management of this project and consultation to make this project a success by identifying barriers that would increase the risks of this project / d,e
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Number / Description1 / New Campaign Finance Information System (CFIS) will be completed by July 1, 2009
2 / Certifications will be approved at each phase of the project
3 / Adequate personnel resources will be available to perform work
4. / Testing by SOS personnel of new CFIS application before July 1, 2009
5. / Training will be provided to SOS Project Team of new CFIS application tentatively for the month of August 2009
1.6 Initial Project Risks Identified
In 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 Providing Deliverables to Department of Information Technology
Description- Preparing and gathering Documents by management and project manager for certification process of TARC and PCC review / Probability 75 percent / ImpactCertification of Project Management Plan and release of fundsMitigation Strategy -The Office of the Secretary of State has created a Project Management Team and Steering Committee to provide guidance, leadership and develop strategies to produce the deliverables required for this project. Understand and follow DoIT’s Project Certification Timeline and Gates process. Request support from assigned DoIT consultant.
Contingency Plan
- Review and Revise the original CFIS Project Charter
- Develop a Project Management Plan and Scope of Change Status Report for the Campaign Finance Information System
- Identify all deliverables that are associated with this project
- Prepare CFIS Project Schedule using Project Management Software (preferably GANT chart style)
- Gather and Develop all identified deliverables for the TARC and PCC presentations
- Set up a date for testing and training of new Campaign Finance Information System.
- Invite designated parties to participate in the testing phase of the new application.
- Document and produce a user guide of all electronic functions by June of 2009.
- Implement recommendations submitted by participants.
Risk 2 Developing CFIS Application Internally
Description –Designing in house CFIS Oracle based application / Probability 75 per cent / ImpactUtilizing best practices and supporting in house applicationMitigation Strategy–Develop a Business Continuity and Disaster Recovery plan specific for this new CFIS application.
Contingency Plan
- Identify SOS IT staff roles in assisting the developer
- Input from the Bureau of Elections Ethics personnel in the design stage of the project
- Assist developer in documentation, system testing methodology and user defined functionality and developing final output of reports
- Develop and Independent Validation and Verification contract to analyze, identify risks, develop Risk Management Plan, and provide technical advice of CFIS in house application
- Identify short and long term application backup support plan in the event in house developer is no longer available or moves on
- Develop proper documentation and design of CFIS application
- Develop Training Plan for IT staff supporting this new application
- Develop periodic scheduled User Acceptance Testing of CFIS application
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 Stakeholders
List 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 / TitleMary Herrera / Project Sponsor/Users / SOS / Secretary of State
Don Francisco Trujillo II / Business Owner / SOS / Deputy Secretary of State
New Mexico State Legislators / Project Sponsor / SOS / New Mexico Legislators
County, District and State wide (Executive Branch) Judicial Candidates / Users / Candidates / New Mexico candidates and office holders
Lobbyists / Users / Lobbyists Employer / New Mexico Lobbyists
Political Action Committees (PACs) / Users / Various / New Mexico Political Action Committee
Members of the Media / Reporters / New Mexico Media affiliated / Media
Jose Hernandez / IT Project Management Support / SOS / Project Manager
Patricia Lemus / Lead Technical Support / SOS / Business Analyst
Tessa Jo Mascarenas / Ethics Administrative Support / SOS / Ethics Administrator
Tracey Littrell / Ethics Administrative Support / SOS / Ethics Administrator
Brad Allen / CFIS Application Developer / SOS / Database Administrator
2.2 Project Governance Structure
2.2.1 Describe the organizational structure – Org Chart
2.2.2 Describe the role and members of the project steering committee
Mary Herrera Executive Project Sponsor
Don Francisco Trujillo II Business Owner
Kelli Fulgenzi Interim IT Director/BOE Administrator
Jose Hernandez Project Manager
PCC Project Certification Committee
AJ Salazar Elections Director
Brad Allen Database Administrator
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
The new Campaign Finance Information Reporting system will not interface with any other State application system. This is a standalone in house developedOracle database system that will include a search engine. This application will be supported internally byIT staff with the guidance of the Oracle Database developer and accessible by Candidates, PACS, and Lobbyist through a secure website. Due to the timeliness and budget constraints of this project, the Office of the Secretary of State decided to proceed with the development of the new Campaign Finance Information System internally.
2.3 Executive Reporting
3.0 Scope
3.1 Project Objectives
3.1.1 Business Objectives
Number / DescriptionBusiness Objective 1 / To provide a user friendly Campaign Finance Information System (CFIS) via the internet to all candidates, lobbyists and political action committees reporting financial information
Business Objective 2 / To provide upon request to media representatives and public inquiries a complete CFIS data file in a standard format
Business Objective 3 / To allow the Secretary of State’s Office IT staff full administrative and support of the new Campaign Finance Information System (CFIS)
3.1.2 Technical Objectives
Number / DescriptionTech. Objective 1 / Major technical objective is to redesign and develop a Campaign Finance Information System that will allow candidates, lobbyists, political action committees, media and the public to input data, create reports or search capabilities utilizing an Oracle database structure
Tech. Objective 2 / The ability to maintain and enhance the new CFIS application in-house without depending on third party resources
3.2 Project exclusions
Due to time constraints an exemption request for the Independent Verification and Validation requirement of the Campaign Finance Information System project shall be submitted.
3.3 Critical Success Factors
Identify the critical success factors for achieving success in this project.Metric are key to understanding the ability of the project to meet the end goals of the Executive Sponsor and the Business Owner, as well as the ability of the project team to stay within schedule and budget. See also section 6.7 Quality Objectives and Controls.
Number / DescriptionQuality Metrics 1 / Project must be completed and in production by JULY 1, 2009
Quality metrics
2 / Acceptance of IT project certification timeline and gates process
Quality metrics
3 / Application developer providing code, complete system architectural design diagrams including network, security, email, system dependencies user requirements documentation
Quality Metrics 4 / Provide required documentation on the project to include: Complete Project Management Plan Project Schedule; Identify key milestones, transitions, testing and training plan
4.0 Project Deliverables and methodology
4.1 Project Management Life Cycle
Phase / Summary of Phase / Key DeliverablesInitiation Phase Certification / Overall scope of the Campaign Finance Information System, governance plan, performance measures, business and technical objectives / Project Charter and Certification
Planning Phase / Manage project execution, control and close. Document planning assumptions and decisions, facilitate communication among stakeholders, document approved scope, cost and schedule baselines / Project Management Plan and Certification of PMP, Detail System Design-Statement of Work, Detail Technical Assessment- hardware, software and telecommunication requirements
Implementation Phase / Quality Assurance Testing, User Acceptance Supportand Programming Development / Present an Independent Validation and Verification report, Quality Assurance Plan and Results Report of prior phase deliverables submitted with certification request
Closeout Phase Certification / Deployment of the Campaign Finance Information System / Project Closeout Report
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.
1. Project Management Plan
2. Detailed System Design
3. Detailed Technical Assessment
4. Programming Development
5. Quality Assurance Testing
6. User Acceptance Support
7. Deployment
4.1.1.1 Mission Critical
Description –New Campaign Finance Information System web based application that is user friendly and readily accessible via the internet / Deliverable Acceptance Criteria:Project is mission critical to the Secretary of State Office; Project cost is equal to or in access of $100,000.00;
Project impacts customer on-line access;
Project is one deemed appropriate by the Secretary of the DoIT
Standards for Content and Format –Feedback from the UCLA California Voter Project and Law Center; Legislators; Reporters
Quality Review -Comply with the Campaign Reporting Act (Sections 1-19-26 NMSA 1978) as it reads at the time of the signing of the project charter
4.1.1.2 Architectural Design
Description –Project impacts customer on-line access and disruptions resulting from inadequate technical security / Deliverable Acceptance Criteria –Project is an internet based-on-line system available to all candidates, political action committees, lobbyists and citizens of the State of New MexicoStandards for Content and Format –Provide architectural plan and secure certificate credentials for a secure website
Quality Review –Comply with DoIT Office of Security Policies and Procedures on defining metrics and practices for secured websites
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.