Project Management Plan for e-reporting
Carve Your Path
(CYP)
Electronic Student Management System
(ESMS)
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsors: Secretaries Veronica Garcia & Peter White
Business Owners: Tom Dauphinee & Tashina Banks Moore
Project Managers: Joel Nudi, Tom Dauphinee, Steve Oizumi & Suzan Reagan
Original Plan Date: March 11, 2008
Revised Plan Date: May 13, 2008
Revision: 3.1
Revision History iv
1.0 Project Overview 1
1.1 Executive Summary- rationale for the Project 1
1.2 funding and sources 2
1.3 constraints 2
1.4 dependencies 2
1.5 ASSUMPTIONS 3
1.6 Initial Project Risks Identified 4
2.0 Project Authority and Organizational Structure 5
2.1 Stakeholders 5
2.2 Project Governance Structure 6
2.2.1 Describe the organizational structure – Org Chart 7
2.2.2 Describe the role and members of the project steering committee 7
2.2.3 Organizational Boundaries, interfaces and responsibilities 9
2.3 Executive Reporting 11
3.0 Scope 12
3.1 Project Objectives 12
3.1.1 Business Objectives 12
3.1.2 Technical Objectives 12
3.2 Project exclusions 13
3.3 Critical Success Factors 13
4.0 Project Deliverables and methodology 14
4.1 Project Management Life Cycle 14
4.1.1 Project Management Deliverables 15
4.1.2 Deliverable Approval Authority Designations 16
4.1.3 Deliverable Acceptance Procedure 17
4.2 PRODUCT LIFE CYCLE 17
4.2.1 Technical Strategy 17
4.2.2 Product and Product Development Deliverables 18
4.2.3 Deliverable Approval Authority Designations 19
4.2.4 Deliverable Acceptance Procedure 19
5.0 Project Work 19
5.1 Work Breakdown Structure (WBS) 19
5.2 Schedule allocation -Project Timeline 20
5.3 Project Budget 21
5.4 Project Team 22
5.4.1 Project Team Organizational Structure 22
5.4.2 Project Team Roles and Responsibilities 22
5.5 STAFF PLANNING AND Resource ACQUISITION 24
5.5.1 Project Staff 24
5.5.2 Non-Personnel resources 24
5.6 PROJECT LOGISTICS 25
5.6.1 Project Team Training 25
6.0 Project Management and Controls 26
6.1 Risk and issue Management 26
6.1.1 Risk Management Strategy 26
6.1.2 Project Risk Identification 26
6.1.3 Project Risk Mitigation Approach 26
6.1.4 Risk Reporting and Escalation Strategy 26
6.1.5 Project Risk Tracking Approach 27
6.1.6 ISSUE MANAGEMENT 27
6.2 INDEPENDENT Verification And Validation - Iv&V 28
6.3 Scope Management Plan 29
6.3.1 Change Control 29
6.4 Project Budget Management 30
6.4.1 Budget Tracking 31
6.5 Communication Plan 31
6.5.1 Communication Matrix 31
6.5.2 Status Meetings 32
6.5.3 Project Status Reports 32
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) 32
6.6.1 Baselines 32
6.7 QUALITY OBJECTIVES AND CONTROL 33
6.7.1 quality Standards 33
6.7.2 Project and Product Review AND ASSESSMENTS 33
6.7.3 Agency/Customer Satisfaction 33
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS 34
6.8 CONFIGURATION MANAGEMENT 34
6.8.1 Version Control 35
6.8.2 Project Repository (Project Library) 35
6.9 PROCUREMENT MANAGEMENT PLAN 35
7. 0 Project Close 35
7.1 Administrative Close 35
7.2 Contract Close 36
Glossary 37
Attachments 38
Revision History
Revision Number / Date / Comment1.0 / February 11, 2009 / Planning Phase Certification
2.0 / March 11, 2009 / Combined Planning Phase Certification
2.1 / March 13, 2009 / Reviewed document for submission
3.1 / May 13, 2009 / Implementation Certification Request
.
Revision: 1.0 DoIT-PMO-TEM-020 iv of vi
Project Management Plan for e-reporting
1.0 Project Overview
1.1 Executive Summary- rationale for the Project
The “Carve Your Path / Electronic Student Management System” project will provide a free one stop shop resource of college and career exploration information to PED & HED students and parents by providing a web-based solution that is interoperable and enables students as early as sixth grade to plan their future in higher education and the workforce.
Based on industry best practices along with the goals, needs and feedback provided by the 2006 New Mexico First town hall, College Outreach Roundtable and Middle School Outreach Campaign, HED & PED developed and defined the following criteria necessary:
· Marketing efforts should be focused on a web-based High School, College and career planning system.
· The tool responds to economic needs of the state.
· The “One-Stop-Shop” user interface will be a convenient place for multiple programs and initiatives to converge in an online environment.
· The system meets the requirements for consolidation and goals of the state IT Strategic Plan.
· Must be accessible to all current or prospective students and residents of New Mexico.
· A single integrated portal that provides core features such as:
o Single sign-on capabilities in a secure online environment requiring the use of a secured user id and password.
o The ability to identify, track and record student career interests.
o Electronic 11th-Grade Assessment preparation and delivery.
o K-12 roadmaps that lead and measure a student’s progress through the system’s functionality and activities in a logical order that culminate with the student arriving at their chosen college or career destination.
o A lifelong electronic portfolio to support student’s future education and employment goals.
o Integrated ACT/SAT test prep and recording capabilities.
o Electronic [common] admissions application capabilities to New Mexico higher education institutions.
o Electronic academic transcripts delivery to include high school to high school, high school to state agency, high school to college, and college to college.
o Student and Adult learner resume development capabilities.
o Capabilities to provide or support the delivery of financial aid information on federal and state grants, scholarships, work study and student loans including the capabilities to provide and/or integrate electronic applications associated with each program.
o The capabilities to upload, store, retrieve and update academic and career related documents.
· The ability to link to external websites and/or return pre-determined student support services and/or program information to the student.
· On demand training related to the tools, features, and functionality for regional and state level users and administrators.
· There is collaboration with the Department of Workforce Solutions (DWS).
· The DWS career exploration tools will use information reflective of New Mexico specific local labor markets.
This project is being design and implemented by the New Mexico Public Education Department and Higher Education Department in coordination with the New Mexico Department of Workforce Solutions. The results of this project will be integrated with similar works performed by these sister agencies.
1.2 funding and sources
Fiscal Year / Source / Amount / Associated restrictions / Approver/s /FY08 / Federal College Access Challenge Grant, Gen Fund, College Success Network / $ 485,500 / None
FY09 / Federal College Access Challenge Grant, Gen Fund, College Success Network / $ 555,350 / None
FY09 & FY10 / HB 2 Appropriations / $1,500,000 / None
1.3 constraints
Number / Description /1 / Willingness of data providers to partner with PED/HED for electronic information exchange could be a constraint, but to date this initiative has been well received by PED, HED, DWS & DoIT.
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 / Funding –Secure and maintain federal BT Grant funds and State Appropriation throughout project duration. / e
2 / Certification- Achieve project certification and release of funds through NM DoIT. / e
3 / Human resources- Availability of appropriate program area expertise, IT technical personnel, and project management resources. / m
4 / Program support-Continued involvement of program area experts and management teams, as needed. / m
5 / Technical and infrastructure support- The Project is dependent upon the PED, HED & DWS networks as well as the DoIT Network Operations Center & Applications Support. / m
1.5 ASSUMPTIONS
Number / Description /1 / Adequate funds are available or secured to support the CYP/ESMS project.
2 / The Higher Education Department, Public Education Department, Department of Workforce Solutions and external partners support the project.
3 / The Department of Information Technology and the State of New Mexico support the project.
4 / The program and technical resources identified during the planning and execution process are allocated or procured for the project.
5 / Project resources identified in the initial planning and any subsequent updates participate with the full approval of their supervisors and will champion the project.
6 / The Project Managers are empowered and supported through all the phases of the project.
1.6 Initial Project Risks Identified
[Risk 1 - Funds]
CYP could lose their grant funding. / Probability
Unlikely / Impact
High
Mitigation Strategy – Avoid
Executive sponsor and co-Department sponsors will consider various streams of funding to support the CYP project through all its phases.
Contingency Plan
Reduce external resources wherever possible. Consider training internal staff on technologies as part of initial contingency planning.
[Risk 2 – CYP standards change]
The Federal expectations on which CYP is based could be changed / ProbabilityUnlikely / Impact
High
Mitigation Strategy - Accept
The CYP project staff will be empowered to accommodate the necessary changes in the application.
Contingency Plan
Build flexibility into the system to accommodate such changes. Provide the support staff with good systems documentation and training on the system.
[Risk 3 - Availability of resources]
Availability of technical and functional resources is a risk. / ProbabilityPossible / Impact
Medium
Mitigation Strategy – Transfer / Mitigate
During the planning phase resource requirements for the project were identified based on tasks and deliverables. Availability will be ensured through effective communication with the functional and technical areas.
Contingency Plan
Analyze alternate resources and mechanisms like training multiple people to provide for contingencies or hire external resources.
[Risk 4 – Schedule Slippages]
Actual project execution could not proceed as per schedule / ProbabilityLikely / Impact
Low
Mitigation Strategy – Mitigate
Prepare schedule estimates in consideration with risks and issues identified early on. Nonetheless, schedules made at the planning stage are estimates. These may be affected by issues or risks through the project. In the event, such issues will be addressed on a case to case basis after analyzing the underlying causes.
Contingency Plan
Analyze the impact of initial risks and issues on project schedules and costs. Consider alternatives during schedule planning. Take necessary actions to ensure minimum deviation from plans.
[Risk 5 - Scope Creep]
Scope change or creep is a risk. / ProbabilityLikely / Impact
Medium
Mitigation Strategy – Mitigate
Prepare scope statement and get approval from the project team, project sponsor and the steering committee. Use communication strategy to emphasize scope deliverables and create awareness on the same. Assign added scope items to subsequent phases available only if funding is provided.
Contingency Plan
Monitor the project throughout all phases at PM level and team level to help identify and address issues. Escalate when ever necessary and have proper control and change management procedures.
All risks will be tracked in the Carve Your Path / Electronic Student Management System Risk log.
2.0 Project Authority and Organizational Structure
2.1 Stakeholders
name / Stake in Project / Organization / Title /Peter White / Improved public service to the higher education students of the State of New Mexico. / Higher Education Department / Secretary
Veronica Garcia / Improved service to the public education students (especially the 11th Grade) of the State of New Mexico. / Public Education Department / Secretary
Austin Buff / Project oversight and continuity with Agency mission and goals. / Public Education Department / IT Director
Tashina Banks Moore / Project oversight and continuity with Agency mission and goals. / Higher Education Department / Financial Aid Director
Executive Steering Committee / Improved public service to the students of the State of New Mexico.
Project oversight and continuity with Agency mission and goals. / State of New Mexico
Project Team / Improved public service to the students of the State of New Mexico.
Complete assigned project tasks on schedule and within budget. / State of New Mexico & External
Citizens of New Mexico, including special populations, tribal governments and members. / Improved public service to the students of the State of New Mexico. / External
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
Member / Role DescriptionExecutive Project Sponsor / The Executive Sponsor is the point person for the project within the highest level of the Higher Education Department. 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
· 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 Director / The 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