CID Permitting and Inspections Replacement

CID Permitting and Inspections Replacement

PROJECT MANAGEMENT PLAN
(PMP)

Executive Sponsor – Robert Mike Unthank, Superintendent

Business Owner - Pat McMurray, CID Director and David Martinez Chief Information Officer

Project Manager – David Martinez

Original Plan Date: May 1, 2014

Revision Date: July8, 2015

Revision: 1.0

Project Management Plan for CID Permitting and Inspections

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

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 CID Permitting and Inspections

1.0 Project Overview

The Regulation and Licensing Department is using a legacy permitting and inspection system that does not meet the needs of the agency the construction industries division or the administrative services division. Moving to a modern solution deployed on modern and current technologies will streamline the business process both internally and to the client’s base of the permitting system. All business functions will be enhanced and many internal processed that are currently manual will be automated and streamlined. Ultimately the agency will have increased reporting and managerial tools for day to day operations. The administrative services division will have enhanced reporting and revenue reconciliation tools with a direct tie in to the share financial system. The general public will see a decrease in time to the certificate of occupancy on new development state wide.

1.1Executive Summary- rationale for the Project

The State of New Mexico Regulation and Licensing Department- Construction Industries Division seeks to upgrade its current Kiva software to the latest technology. The Contractor understands the State’s desire to upgrade to a modern solution and is pleased to offer the Contractor Automation platform as a solution for permitting, licensing, compliance, inspection management, and more.

Regulation and Licensing is proposing an upgrade of Kiva to Contractor Automation to meet your project requirements via a single, highly configurable solution designed to manage your permitting, licensing, compliance, and inspection processes. This COTS solution is built around a robust workflow manager that matches our established workflows to enforce our business rules and notify involved parties as tasks are assigned and completed. This allows the agency to streamline processes, reduce the time and effort to process permits and licenses, initiate and manage compliance cases, and conduct inspections.

Contractor Automation also makes it easier for contractors and residents to apply for permits, check the status of an application, estimate fees, and schedule inspections via a robust web portal. Contractor Automation also offers powerful Electronic Document Review technology, making it easier to do business with your customers and archive documents in the Document Management System.

The Regulation and Licensing Department will utilize the Chief Information officer and IT Business Analyst as dual project managers to manage the overall project. There will also be an Application Developer III, and Application Developer II assigned full time to the project. The IT Business Analyst and Application Developer I will also assist on the project. Other IT staff will also be involved in the software deployment and configuration. There will also be a team of existing Construction Industries staff assigned to the project to ensure the business needs of the division are being addressed and met accordingly. This team will be responsible for system configuration, testing, user acceptance, training and deployment leading to project closeout.

1.2 funding and sources

1.3 constraints

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

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

1.5 ASSUMPTIONS

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

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.

[Full Time NM Project Manager]

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 roleand members of the project steering committee

• David Martinez – IT Project Manager
• Vadra Baca – Co-IT Project Manager
• Chuck Slocter – IT Team Lead
• Chris Archuleta – Cid Team Lead
• Pat McMurray – CID Division Director
• Patrick Sandoval – Budget Manager
  

2.2.3 Organizational Boundaries, interfaces and responsibilities

A Contract will be entered into between RLD and the Vendor defining the project agreements made and the services being provided. There are three Project Managers (PM) – two for RLD IT and one from the Vendor. The PM from RLD IT works with the PM from the Vendor for overall coordination. Each will meet internally to define needs, plan and coordination of project execution. On a predefined schedule, PMs and project teams from both RLD and the vendor will meet to communicate and resolve needs regarding requirements, design, implementation, testing, expectations, timing, budget and issues as they arise.

2.3 Executive Reporting

Meetings will be conducted on a regular scheduled basis with RLD management team, the appropriate project teams and the Project Manager. Microsoft projectwill be used to maintain and update the project outline which will modified accordingly in these sessions. Project meetings will be set up to coincide with onsite vendor implementation and setup phases. Project status updates and project milestone completions will be delivered in outline format to RLD management and steering committee at weekly management staff meetings. RLD management will also be kept informed of project progress and major milestone or phase completions periodically throughout the life of the project.

3.0 Scope

3.1 Project Objectives

3.1.1 Business Objectives

3.1.2 Technical Objectives

3.2 Project exclusions

The following items are out of scope for this project.

• Data conversion from existing KIVA system to CID permitting system
• Integration with SHARE financials
• Full licensing creation for users to create permits or schedule inspections
• Network sizing, capacity analysis and performance considerations
• Disaster Recovery and Daily Backups. Backup procedures in place DR being implemented
• Hosting by third party agency will host all servers in RLD domain at state datacenter

3.3 Critical Success Factors

4.0 Project Deliverables and methodology

4.1 Project Management Life Cycle

• Communication Plan
• Escalation Plan
• Timelines deadlines
• Share Point project site

• To be Analysis Sessions
• To be Analysis Documents
• Build of test environment
• Report writing training
• Interface configuration

• Script build from to be documents
• UAT testing
• ADMIN Training
• APO data load
• PSI data load
• eMail notification setup