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
Revision Number / Date / CommentJuly 27th, 2007 / DoIT Project Management Office Revision
1.0 / May 1, 2014 / Revision for PCC Certification
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
Source / Amount / Associated restrictionsFY13 / $186,200 / Extended thru FY17
FY14 Salary Savings / $692,806 / Expended
FY15 Salary Savings / $599,773 / Expended
FY16 Other Expenditure Savings / $19,272
1.3 constraints
Constraints are factors that restrict the project by scope, resource, or schedule.
Number / Description1 / For Budgetary reasons, the project must deliver the first 8 deliverables by June 30, 2015.
2 / The Current version of the Software is 7.3.3.3.3.3.
3 / The Current version of Citizen Access and Mobile Office is 7.3.3.3.0.
4 / A total of seventeen (17) Record types are identified in the scope of this project.
5 / A total of nine (9) Record types will be implemented for ACA as part of the scope of this project.
6 / A total of 5 prototypes will be implemented during the analysis phase.
7 / A total of 30 EMSE Scripts will be developed as part of the scope of this project
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 / RLD Internal Busines process / M
2 / CID Internal Business Process / M
3 / Department of Information Technology Project Oversight Committee approval of Project certification phases to support on-going project effort / M
4 / System Scaled to meet RLD need accounting for future growth / M
5 / Infrastructure scalability / M
6 / Adequately defined business processes / M
7 / Manual processes clearly defined and set up as checklist workflows / D
8 / Contract Approval and purchase for software and maintenance / E
9 / Project team staffing in CID and IT adequate and sustained / M
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Number / Description1 / Vendor will deliver and honor project obligations
2 / Adequate budget will be available
3 / Staff is trained properly on the operation of the system to ensure continued success of the program.
4 / Funds will be secured to hire external Project Manager.
5 / Vacant positions identified on project team will be adequately filled.
6 / Business process will be clearly defined prior to software configuration.
7 / Staff is trained properly on the operation of the system to ensure continued success of the program.
8 / Vendor will continue to support software and release upgrades/patches on a regular basis.
9 / Data will be easily converted and without corruption or loss.
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]
Description –The lack of a full time PM puts risk on the overall management and schedule of the project. This is due to funding limitations. / Probability / ImpactMitigation Strategy: The migration strategy is to utilize the IT Business Analyst as much as possible to assist in Project Management duties wherever possible. Furthermore all IT FTE are currently filled allotting more time for the Project Management duties by the CIO and the IT Business Analyst.
Contingency Plan: Co Management by CIO and IT Business Analyst
2.0 Project Authority and Organizational Structure
2.1 Stakeholders
name / Stake in Project / Organization / TitleRobert Unthank / Overall Program / RLD / Superintendent
Pat McMurray / Overall Program / RLD / CID Director
David Martinez / Overall Program / RLD / CIO
Alexis Lotero / Overall Program / RLD / CFO, ASD Director
Patrick Sandoval / Overall Program / RLD / Budget Manager
2.2 Project Governance Structure
2.2.1 Describe the organizational structure – Org Chart
Role / Responsibility / Name / Functional AreaProject Manager / Oversight of Project / David Martinez/Vadra Baca / Project Management
CIO / Project certification / David Martinez / RLD IT
IT Project Lead / Oversight of project / Chuck Slocter / RLD IT
CID Project Lead / CID project team management, business requirement definition, Project phase sign off / Chris Archuleta / RLD CID
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
Number / DescriptionBus. Objective 1 / Improve the efficiency of business processes and service delivery through use of information technology.
Bus. Objective 2 / Streamline reporting requirements for businesses and individuals.
Bus. Objective 3 / Real-time inspection data processing for remote staff.
Bus. Objective 4 / More Efficient Inspection Management and Scheduling
Bus. Objective 5 / Implement ContractorAutomation to allow various departments to provide the citizens with enhanced services (online permitting, inspection scheduling, and status tracking) via the internet with ContractorCitizen Access (ACA), decreasing the need for face to face interaction
Bus. Objective 6 / Increase the availability of, and access to, pertinent information by appropriate users through single system/database
Bus. Objective 7 / Increase the availability of, and access to, pertinent information by appropriate users through single system/database
Bus. Objective 8 / Enhance functionality offered by current solutions to further develop and improve business processes
3.1.2 Technical Objectives
Number / DescriptionTechnical Objective 1 / Migration from an Oracle based system to a SQL based system that runs on Microsoft operating systems and database platforms
Technical Objective 2 / Web based system. Public, internal staff, and field staff platforms will all be web based systems maintained and deployed at the server level.
Technical Objective 3 / Data will be converted with an existing data migration model in place as Bernalillo county recently went through a similar upgrade from their KIVA system to contractorautomation. Their migration was the same existing permitting system to the same COTS application utilizing the same vendor.
Technical Objective 4 / IT staff will work with CID staff to identify the critical business and work with vendor to implement them and train to maintain and implement future business rules or new business practices as they arise.
Technical Objective 5 / IT Architecture – ensure system aligns with enterprise wide IT architecture.
Technical Objective 6 / System Integration - Application servers such as web and database servers as well as document storage servers will be connected to existing SAN maintained by RLD IT staff.
Technical Objective 7 / Redundancy – System will be configured into disaster recovery plan being implemented by RLD IT staff and will have full server and data mirroring.
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
Number / DescriptionQuality Metrics 1 / Project does not exceed budget or require additional funding by the agency.
Quality Metrics 2 / The project schedule, assigned tasks and milestones are met within applicable timeframes.
Quality Metrics 3 / Work flow and internal business procedures are incorporated and clearly met.
Quality Metrics 4 / System is secure and stable both internally and to external cliental.
Quality Metrics 5 / Staff is adequately trained to maintain operability of the system
Quality Metrics 6 / Managerial reporting is enhanced for work flow and financial purposes.
Quality Metrics 7 / Travel and downtime of field staff is minimized by enhanced reporting and mapping of inspection locations.
Quality Metrics 8 / Time to public’s certificate of occupancy is reduced.
4.0 Project Deliverables and methodology
4.1 Project Management Life Cycle
Phase / Summary of Phase / Key DeliverablesInitiate / During initiate, the project manager of the delivery team will kick-off the project, validate the scope, facilitate the logistic, and initiate the project plan /
- Communication Plan
- Escalation Plan
- Timelines deadlines
- Share Point project site
Analyze / The CID project team will conduct the analysis of permit types and requirements and define the architecture and design of the solution. The requirements include business requirements, functional requirements, and infrastructure requirements. /
- To be Analysis Sessions
- To be Analysis Documents
- Build of test environment
- Report writing training
- Interface configuration
Build / In Build, the IT team and the vendor will actually build the proposed system. It includes the installation, development, and configuration, and testing of components and sub-systems comprising the proposed solution. The CID team and IT team will configure the software to the permitting and business needs of the division and RLD. /
- Script build from to be documents
- UAT testing
- ADMIN Training
- APO data load
- PSI data load
- eMail notification setup