ChildSupportEnforcementSystemReplacement(CSESR)Project

PROJECTMANAGEMENTPLAN
(PMP)

ExecutiveSponsor–SeanPearson,DeputyCabinetSecretary

ExecutiveBusinessOwner-StevenG.Smith,J.D.,CSEDDirector

ExecutiveBusinessSponsor-BetinaMcCracken,CSEDDeputyDirector

ExecutiveTechnologyOwner–SusanPentecost,CIO

HSDITProjectManager--HelenYackel

OriginalPlanDate:May21,2014

Version2.0Date:June10,2015

CSESR Project Management Plan

RevisionHistory

VersionNo. / Date / Author / SummaryofChanges
1.0 / 5/21/2014 / HSDITProjectManager / PlanningPMP
2.0 / 6/10/2015 / PMOTeam / Revisedtoincludeprojectsub-plansandplanningactivities

TableofContents

1.0Acronyms and Definitions

2.0Project Overview

2.1Executive Summary - Rationale for the Project

2.2Funding Sources

2.3Constraints

2.4Dependencies

2.5Assumptions

2.6Project Risks

3.0Project Authority and Organizational Structure

3.1Stakeholders

3.2Project Governance Structure

3.2.1Describe the organizational structure – Org Chart

3.2.2Describe the role and members of the project steering committee

3.2.3Organizational Boundaries, interfaces and responsibilities

3.3Executive Reporting

4.0Project Scope

4.1Project Objectives

4.1.1Business Objectives

4.1.2Technical Objectives

4.2Project Exclusions

4.3Critical Success Factors

5.0Project Deliverables and Methodology

5.1Project Management Life Cycle

5.1.1Project Management Deliverables

5.1.2Deliverable Approval Authority Designations

5.2Product Life Cycle

5.2.1Technical Strategy

5.2.2Product and Product Development Deliverables

6.0Project Work

6.1Work Breakdown Structure (WBS)

6.2Schedule allocation -Project Timeline

6.3Project Budget

6.4Project Team

6.4.1Project Team Organizational Structure

6.4.2Project Team Roles and Responsibilities

6.5Staff Planning and Resource Acquisition

6.6Project Logistics

6.6.1Project Team Training

7.0Project Management and Controls

7.1Risk Management Plan

7.2Issue Management Plan

7.3Independent Verification and Validation - IV&V

7.4Project Change Management Plan

7.5Project Budget Management

7.6Communications Plan

7.6.1Communication Matrix

7.6.2Status Meetings

7.6.3Project Status Reports

7.7Performance Measurement (Project Metrics)

7.7.1Baselines

7.7.2Metrics Library

7.8Security and Privacy Management Plan

7.9Quality Management Plan

7.9.1Quality Standards

7.9.2Project and Product Review and Assessments

7.9.3Agency/Customer Satisfaction

7.9.4Product Deliverable Acceptance Process

7.10Document Control and Maintenance Plan

7.10.1Version Control

7.10.2Project Repository

7.11Schedule Maintenance Plan

7.12Resource Management Plan

7.12.1Organizational Change Management Plan

7.13Requirements Management Plan

7.14Governance Plan

8.0Project Close

8.1Administrative Close

8.2Contract Close

9.0Appendices

9.1Appendix A - Budget Estimate

9.1.1Funding Source(s) Planning

9.1.2Budget by Major Deliverable or Type of Expense

9.1.3Budget by State Fiscal Year (SFY15-17)

9.2Appendix B - Project Planning Risks

9.3Appendix C - Independent Verification and Validation - IV&V

TableofTables

Table 1 - Acronyms and Definitions

Table 2 - Constraints

Table 3- Dependencies

Table 4- Assumptions

Table 5 - Critical Success Factors

Table 6 - Project Management Life Cycle

Table 7 - Deliverable Approval Authorities

Table 8 - Product Life Cycle

Table 9 - Funding Sources Planning

Table 10 - Budget by Major Deliverable or Type of Expense

Table 11 – PM Budget by SFY

Table 12 - Initial Project Risks Identified

Table 13 - Independent Verification and Validation

1.0AcronymsandDefinitions

AcronymsandDefinitionswhichareuniquetothisdocumentarelistedbelow

Term / Description
DED / DeliverableExpectationDocument
IEEE / InstituteofElectricalElectronicsEngineers
PMBOK / ProjectManagementBookofKnowledge
PMI / ProjectManagementInstitute
APD / AdvancedPlanningDocument

Table1-AcronymsandDefinitions

2.0ProjectOverview

AnautomatedchildsupportsystemisrequiredbytheFederalOfficeofChildSupportEnforcement(OCSE)tosupporttheNMChildSupportEnforcementDivision(CSED)businessandensurecompliancewithfederalandstatelawandregulationsinsupportofNewMexico’schildrenbyassistingparentswiththeirchildsupportresponsibilities.InMarch1998,thefederalgovernmentcertifiedNewMexico’sChildSupportEnforcementSystem(CSES).Today,CSESmaintainscaserecordsandaccountinformationonmorethan64,000activecases.Morethan$137.1MilliondistributedinchildsupportpaymentsviaCSES(including$14.6MillionforNavajoNation)Paymentsprovidedassistancewithchildrearingexpensesforover105,000NewMexicoandNavajoNationchildren.CSESallowstheStatetoconductautomatedmatcheswithnumerousdatasources,anditautomaticallygeneratesincomewithholdingnotices,driver’slicensessuspensionnotices,andnumerousothernoticestocustodialparents,non-custodialparents,andemployerswithoutrequiringcaseworkerintervention.

2.1ExecutiveSummary-RationalefortheProject

ThepurposeoftheChildSupportEnforcementSystemReplacement(CSESR)ProjectistofullyenhanceorreplacethecurrentChildSupportEnforcementSystem(CSES)inordertosupportCSEDandensurecompliancewithfederalandstatelawsandregulations.

Thecurrentchildsupportsystemhasbeeninoperationsince1998andisbasedontechnologyover20yearsold(itwasatransfersystem)andismaintainedinternallybyHSDITDstaff.CSESusesoldertechnologies(COBOL,VSAM,DB2andCICS)withseveralolderinterconnectedsubsystemsincludingbutnotlimitedtotheeCSES,eEmployerandeReportingWebPortals,formsprocessing(batchandusergenerated),andadocumentmanagementsystem.TheCSESapplicationcurrentlyoperatesonamainframeenvironmenthostedbytheDepartmentofInformationTechnology(DoIT).

TheDepartmentmanagestheprojectthroughaSharedProjectManagementOffice(PMO).ThisPMOwillmanagetwosystemintegratorstoreplacetheCSESandMMIS.Theprojectisexpectedtotakeuptosix(6)yearsduetothecomplexityoffederalrequirementsandtheextensivenatureoftheimplementationrequirements.

HSDexpectstoleveragethenewMasterClientIndexdevelopedforASPEN,thenewHSDEligibilitySystem,asanessentialfunctionforthenewChildSupportenforcementSystemReplacement(CSESR).AsingleWebPortalforbothclientsandprovidersmaybeincorporatedintotheASPENarchitectureratherthandevelopinganewportalforChildSupport.Wherepossible,businessandtechnologycomponentsmaybeleveragedfromASPENinsupportofthisreplacementproject.

ThepurposeofthisProjectManagementPlan(PMP)istodescribetheprocessesandactivitieswhichwillbeperformedthroughoutthelifeoftheCSESRProject. ThePMPtailorsindustry-standardprocessestotheCSESRcontexttosupportasuccessfulimplementation. ThePMPdefineshowtheprojectwillfunctionandservesastheprocessdisciplineadheredtobytheReplacementProjectsteams.

2.2FundingSources

RefertoAppendixAforfundinginformation.

2.3Constraints

ThefollowingconstraintslimittheCSESRProject:

Number / Description
1 / FundingrequestsapprovedfromtheStateandFederalpartners
2 / Completionoftheprojectwithinthefundingappropriationperiods
3 / AvailabilityofGeneralfundtopayfortheStateshareofthecosts
4 / Availabilityofresourcestodevelopsharedfunctionality
5 / AvailabilityofSMEresourcestoensurethatthereisnodegradingofexistingoperationalactivities
6 / Federalapprovaloffundsforexpenditure

Table2-Constraints

2.4Dependencies

Typesincludethefollowingandshouldbeassociatedwitheachdependencylisted.

  • Mandatorydependenciesaredependenciesthatareinherenttotheworkbeingdone.
  • D-Discretionarydependenciesaredependenciesdefinedbytheprojectmanagementteam. Thismayalsoencompassparticularapproachesbecauseaspecificsequenceofactivitiesispreferred,butnotmandatoryintheprojectlifecycle.
  • E-Externaldependenciesaredependenciesthatinvolvearelationshipbetweenprojectactivitiesandnon-projectactivitiessuchaspurchasing/procurement

Number / Description / Type(M,D,E)
1 / StateandFederalgateandfundingapprovalsthroughouttheproject / M
2 / Anappropriatesolutionwillbeevaluatedandrecommendedduringtheplanningphaseoftheproject. / M
3 / AqualifiedandexperiencedsystemsintegratorwillbeselectedthroughaRFPprocess(createanRFP,receiveproposals,evaluateproposals,selectPMOandcompletecontracting) / M
4 / AqualifiedandexperiencedIV&Vvendorwillbeselectedthroughanapprovedprocurement / M
5 / CSEDprogramandITstaffwillberequiredtoworkwithcontractPMOandintegratorstaffthroughouttheproject / M
6 / FederalcertificationoftheChildSupportEnforcementReplacementSystem / M
7 / TimelyreleaseandawardofallRFPsissuedtodevelopandimplementtheCSESR / M
8 / TimelynegotiationandexecutionofallcontractstodevelopandimplementtheCSESR / M
9 / TimelydevelopmentofinterfacesbetweeninternalHSDsystemsandexternalbusinesspartners’systems / M

Table3-Dependencies

2.5Assumptions

Thefollowingassumptionsapply:

Number / Description
1 / StateandFederalfundingwillbeavailabletosupporttheproject
2 / Decisionswillbemadeinatimelymannertosupporttheprojectschedule
3 / IndividualswithdifferentperspectiveswillworktogethertodefinerequirementsforbusinessandtechnicalsolutionsthatsupportandimprovetheChildSupportSystemandSubsystemsrequiredbyourstateandfederalpartners.
4 / Projectteammemberswillpossesstheappropriateandnecessarysubjectmatterexpertise.
5 / Contractorswillhavetherequiredknowledgeandskillsetsnecessarytosuccessfullymanage,design,build,test,andimplementthetechnicalsolution.
6 / Federal(OCSE)andState(DoIT)willapprovetheproject
7 / Anychangesinthecost,scopeorschedulesoftheReplacementProjectswillbecommunicatedtotheProjectStakeholdersinatimelymanner
8 / HSDwillreceiveresponsivebidsfromqualifiedcompaniestoallRFPsissuedonbehalfoftheCSESRProject

Table4-Assumptions

AdditionalprojectassumptionsaswellasapplicableStatedecisionsandanyconstraintswillbeincorporatedintothisplanaspartoftheongoingupdateprocess.

2.6ProjectRisks

InitialCSESRprojectrisksareidentifiedinAppendixB.

3.0ProjectAuthorityandOrganizationalStructure

TheProjectOrganizationdescribestherolesandresponsibilitiesoftheprojectteam.Italsoidentifiestheotherorganizationalgroupsthatarepartoftheprojectandgraphicallydepictsthehierarchicalconfigurationofthosegroups. Itexiststoclarifyinteractionwiththeprojectteam.

3.1Stakeholders

Stakeholdersareindividualsandorganizationsthatareactivelyinvolvedintheproject,orwhoseinterestsmaybepositivelyornegativelyaffectedasaresultofprojectexecutionorprojectcompletion. Theymayalsoexertinfluenceovertheprojectanditsresults.

CSESRindividualStakeholdersareidentifiedintheCSESRProjectCharterwhichcanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“CSESRSignedProjectCharter.”

3.2ProjectGovernanceStructure

3.2.1Describetheorganizationalstructure–OrgChart

Theproject’sgovernancestructureandrelatedorganizationalchartsaredescribedintheGovernancePlan.TheGovernancePlancanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“GovernanceManagementPlan.”

3.2.2Describetheroleandmembersoftheprojectsteeringcommittee

TheroleoftheExecutiveSteeringCommitteewillbetoassurethatHSDprioritiesaredefinedandthatstandardprocessesareinplaceforhigh-leveldecisionsandresolutionsforHSDpriorityprojects.TheExecutiveSteeringCommitteestructureandcompositionisincorporatedintheGovernancePlan.TheGovernancePlancanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“GovernanceManagementPlan.”

3.2.3OrganizationalBoundaries,interfacesandresponsibilities

TheCSESRProjectwillbeplannedandimplementedincoordinatedeffortwiththeMedicaidManagementInformationSystemReplacement(MMISR)Project. Thiscoordinatedeffortisplannedtoreducecostsandincreaseefficienciesbyleveragingtechnologiesandinfrastructures

3.3ExecutiveReporting

ExecutivereportingwillincludeMonthlyreportstotheExecutiveSteeringCommittee,toourFederalpartner(OCSE),andtotheDoITProjectOversightandComplianceBureauinadditiontootherreportsasrequired.

4.0ProjectScope

4.1ProjectObjectives

4.1.1BusinessObjectives

Number / Description
BusinessObjective1 / Establishatechnologicallycurrentchildsupportsystem:TheCSESsystemcurrentlyinuseisbasedon20+yearoldmainframetechnology. Asaresult,versatileandrobustdatabasesandapplicationsformanagingthecomplexitiesofcurrentinformationtechnologysystemsarenotflexible. TheCSESRprojectprovidestheNewMexicoChildSupportEnforcementDivisionanopportunitytoimplementasupportingsystemwithstandardarchitecture,alogically-structuredrelationaldatabase,up-to-datesecurityrequirements(includingIRSSafeguards),moreeasilymanagedformsprocessing,andanelectronicdocumentmanagementsystem.Inaddition,theFederalAdministrationforChildrenandFamilies(ACF)NationalHumanServicesInteroperabilityArchitecture(NHSIA)standardswillbeusedasaframeworktosupportintegratedeligibilitydeterminationandinformationsharingwillbeimplemented.
Number / Description
BusinessObjective2 / Improvecustomerservice:TheintentoftheChildSupportprogramistofacilitateandensurethetransferofincomeandsupportbetweenthenoncustodialparent(NCP)andcustodialparent(CP)tobenefittheirchildren. TheCSEDstaffandtheirstateandfederalpartnersareworkingtowardthismission,butwithautomatedsystemsupportthatisbothlimitedandoutdated,thesystemlackstheflexibilitytosupportclientsinthisageofweb-basedaccess,datastandardsandefficiencies.Thisinitiativewillexhaustthepossibilitiestoprovideaccesstoaccuratedataarchitecturestandards,andservicestobothinternalandexternalclients.
Number / Description
BusinessObjective3 / Maximizeintegrationwithotherstateandfederalsystems:TheNewMexicoChildSupportEnforcementDivisionistightlyboundtoprocessingbyotherHumanServicesDepartmentdivisionsandjudicialauthorities. OnekeytoincreasedchildsupportprogramefficiencywillbethepreparationforadditionalintegrationwiththeotherHSDDivisions(IV-A(TANF)andMedicaidPrograms)andnewintegrationswiththeChildren,YouthFamilyDepartmentFosterCareDivision(IV-E),theAdministrativeOfficeoftheCourts(AOC)systemandotherstateandfederalsystems.
Number / Description
BusinessObjective4 / Maximizeautomationofroutineprocessing:Inthepast25years,automatedsystemcapabilitieshaveexpandedtoprovidemorecomprehensivesupporttoautomateworkflowevents,generatedocuments,monitorchangingcasemanagementandfinancialmanagementconditions,handlecomplexlogicalprocesses,anticipatenextactions,andprovideclearinstructionstostaff. Incorporatingthesefeaturesintoanewsystemwillleadtosignificantproductivitygains.

4.1.2TechnicalObjectives

Number / Description
TechnicalObjective1 / ReplacetheagingCSESmainframewithamodernevent-drivenweb-basedsystemtoreducemanualinterventionandincreaseautomation.
Number / Description
TechnicalObjective2 / RepurposesharedHSDarchitecture,technologyandstandards.
Number / Description
TechnicalObjective3 / LeveragesupportresourcesacrossHSDtoeffectivelymaintainthesystemandsupportingarchitecture.
Number / Description
TechnicalObjective4 / Increaseintegrationandinterfaceeaseandefficiencieswithotherpartnersystems.
Number / Description
TechnicalObjective5 / EnhanceexistingservicesforHSDclientsthroughapplicationsandsecurewebportalsandthroughtheuseofacommonmasterclientindex(individualuniqueID).
Number / Description
TechnicalObjective6 / Complywithallprivacysecurityrequirementsandsafeguards(includingIRS).

4.2ProjectExclusions

None

4.3CriticalSuccessFactors

Number / Description
QualityMetric1 / ScheduleadherencetopreventimpactonProjectandStateandFederalrequirements
QualityMetric2 / DataconversionfromexistingCSESsystemandotherdatasourcessuccessfullyvalidated
QualityMetric3 / Interfaces(State,FederalandPrivatePartner)workasrequiredandelectronicdatatransmissionisaccurateanduninterrupted.
QualityMetric4 / PMO,IntegratorandHSDendusertestingcompletedpriortorolloutusingtestplans,testscriptsandvalidatedresults.
QualityMetric5 / Timelytransitionwithnocriticaltechnicalissuesoutstandingatendofproject.

Table5-CriticalSuccessFactors

5.0ProjectDeliverablesandMethodology

5.1ProjectManagementLifeCycle

Phase / SummaryofPhase / KeyDeliverables
Initiation / ObtainStateandFederalFundingApprovals;ProcureservicesforprojectPMO. /
  • ProjectCharter,InitialRiskAssessment,High-levelschedule
  • PMOContract
  • Specialappropriationoffunds

Planning / Assessbusinessandtechnologyneedsaswellasstateandfederalrequirementstoanalyzealternativeoptions,costs,andbenefitstodeterminethemostadvantageoussolutionfortheCSESreplacement. /
  • ProjectManagementPlan(PMP)andallotherrequiredprojectplans
  • MasterProjectScheduleandWBS
  • ApprovedTechnicalArchitecture
  • Specialappropriationoffunds

Implementation / Develop,implement,deployandtrainonsystem(s)tosupportNewMexico’sChildSupportEnforcementDivision(CSED). Decommissionlegacysystems. /
  • UpdatedPMPandSchedule
  • IV&VReports
  • TestingandTrainingDocumentation
  • TransfertoOperationsDocumentation

Closeout / Ensurethatallactivitiesoftheprojecthavebeenaddressedandproperclosureisattained /
  • ProjectClosureDocumentation
  • LessonsLearned

Table6-ProjectManagementLifeCycle

5.1.1ProjectManagementDeliverables

ProjectDeliverablesareworkproductsorartifactsthataredrivenbytheprojectmanagementmethodologyrequirementsandstandardprojectmanagementpracticesregardlessoftheproductrequirementsoftheproject.

5.1.1.1ProjectCharter
Description–
TheinitialProjectCharterwascompletedintheInitiationphasebutmaybeupdatedduringotherphases. / DeliverableAcceptanceCriteria-VerifyProjectCharterpreparedinaccordancewithrequiredDoITelements.
StandardsforContentandFormat–VerifydocumentincludesrequiredelementsasdefinedinDoITProjectCharterTemplate.
QualityReview–KeyprojectteammembersandDoITwillreviewandevaluate.
5.1.1.2PMOContractforCSESRandMMISR
Description–
Toassureprojectsuccessandreducerisk,thePMOContractwillrequirethatanexperiencedandqualifiedvendorleadandsupportmanagementactivitiesoftheprojectthroughoutthelifecycle. / DeliverableAcceptanceCriteria-Verifycontractispreparedinaccordancewithrequiredcontractstandards.
StandardsforContentandFormat–Verifydocumentincludesrequiredlanguageasrequiredforaprojectofthisscope.
QualityReview–ExecutiveSponsors,ExecutiveBusinessOwners,keyprojectteammembers,HSDGeneralCounsel,andDoITwillreviewandevaluate.
5.1.1.3ProjectManagementPlan(PMP)
Description–
TheProjectManagementPlanwillbetheguideusedthroughouttheProject. Thisplanwillcontainthefollowingplans:ScopeManagement,ScheduleManagement,Budget,RiskManagement,Communications,ChangeManagement,LessonsLearnedandRoles/Responsibilitiesofteammembers. Thisplanisanevolvingdocumentasnewinformationwillbeaddedandexistinginformationwillberevisedduringallprojectphases. / DeliverableAcceptanceCriteria-VerifyallPMPcomponentsarecapturedanddocumentsarepreparedinaccordancewithrequiredstandards.
StandardsforContentandFormat–VerifydocumentincludesrequiredelementsasdefinedinDoITProjectPMPTemplate.
QualityReview–ExecutiveSponsor,ExecutiveBusinessOwners,andkeyprojectteammembers.
5.1.1.4MasterProjectSchedule
Description–
ThePMOwilldevelopaMasterProjectScheduleforbothCSESRandMMISRprojectstodefineandtrackallactivitiesandresources. TheMasterProjectSchedulewillbereviewedandupdatedthroughoutthelifecycleoftheproject. / DeliverableAcceptanceCriteria-Verifyallprojectschedulecomponentsarecapturedanddocumentsarepreparedinaccordancewithrequiredstandards.
StandardsforContentandFormat–VerifydocumentisdevelopedinMSProjectandisfullyresourceloadedwithallrequiredelementsasdefinedbyHSD.
QualityReview–ExecutiveSponsors,BusinessOwners,keyprojectteammembers,PMOstaffwillreview.
5.1.1.5CSESRTechnicalArchitecture
Description–
ThePMOwilldeveloptheTARCdocumentstodefinethesystemdesignandtechnicalarchitectureforCSESR. TheTARCdocumentswillconsidercurrentHSDarchitectureaswellasplannedMMISRarchitectureandinfrastructuretobestsupportanenterpriseplan. / DeliverableAcceptanceCriteria-VerifyallTARCcomponentsarecapturedanddocumentsarepreparedinaccordancewithrequiredTARCelements.
StandardsforContentandFormat–VerifydocumentincludesrequiredelementsasdefinedinDoITtemplates.
QualityReview–ExecutiveSponsor,PMOtechnicalstaffandkeyprojectteammembersandwillreview.

5.1.2DeliverableApprovalAuthorityDesignations

Theprocessandauthoritiesforreviewingandapprovingcontractdeliverablesisdocumentedinthe“ReviewandApprovalProcessforDeliverableExpectationDocumentsandContractDeliverables”SupplementalDocumentwhichcanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“DED/Sub-TaskDeliverable/MilestoneForPaymentReviewProcess.”

DeliverableNumber / Deliverable / Approvers(Whocanapprove)
CSESR-DEL-001 / ProjectCharter,InitialRiskAssessment,High–levelschedule / ExecutiveSponsor,BusinessOwners,andKeyProjectTeamMembers
CSESR-DEL-002 / PMOContract / HSDCIO,CFO,GeneralCounsel,HSDDoITCabinetSecretaries,NMTRDandHSDContractsBureau.
CSESR-DEL-003 / ProjectManagementPlan / ExecutiveSponsors,BusinessOwners,KeyProjectTeamMembersandProjectCertificationCommittee
CSESR-Del-004 / MasterProjectSchedule / ExecutiveSponsors,BusinessOwners,KeyProjectTeamMembers
CSESR-DEL-005 / CSESRTechnicalArchitecture(TARC) / ExecutiveSponsors,KeyProjectTeamMembersandTARCCommittee

Table7-DeliverableApprovalAuthorities

5.2ProductLifeCycle

“Duringtheprojectmanagementlifecycle,agenciesshallselectandimplementaphaseproductdevelopmentlifecyclemethodologyapprovedbytheDepartment.”PROJECTOVERSIGHTPROCESSMemorandum

Phase / SummaryofPhase / KeyDeliverables
Planning / Assessbusinessandtechnologyneedsaswellasstateandfederalrequirementstoanalyzealternativeoptions,costs,andbenefitstodeterminethemostadvantageoussolutionfortheCSESreplacement. /
  • BusinessRequirementsDocument(BRD)
  • Federallyapprovedfeasibilitystudy,alternativesanalysis,costbenefitanalysis,andImplementationAdvancedPlanningDocument(IAPD)
  • Integrator(s)StatementofWork(SOW)
  • IntegratorRFP(s)

Implementation / Developandimplementinfrastructureandsystem(s)tosupportNewMexico’sChildSupportEnforcementDivision(CSED). /
  • SystemRequirementsDocument
  • DetailedSystemDesign(DSD)Document
  • TestDeliverables
  • DataConversion,ImplementationandTrainingExecutionDeliverables
  • DecommissioningDeliverables
  • FederalCertification

Closeout / Ensurethatallactivitiesoftheprojecthavebeenaddressedandproperclosureisattained. /
  • ProjectClosureRequiredDocumentation

Table8-ProductLifeCycle

5.2.1TechnicalStrategy

ThecompletetechnicalstrategyforthisprojectwillbedefinedduringthePlanningPhaseoftheCSESRprojectafteralternativesolutionshavebeenanalyzedandatechnicalsolutionisrecommended.

5.2.2ProductandProductDevelopmentDeliverables

ProductDeliverablesareworkproductsorartifactsthataredrivenbytheproductmanagementmethodologyrequirementsandstandardprojectmanagementpracticesregardlessoftheproductrequirementsoftheproject.

5.2.2.1CSESRBusinessRequirementsDocument(BRD)
Description–
BusinessRequirementDocument(BRD) / DeliverableAcceptanceCriteria-Verifyallbusiness,stateandfederalrequirementsarecaptured.
StandardsforContentandFormat-Defineandutilizestandardtoolstocreateandtrack.
QualityReview–ExecutiveSponsor,ExecutiveOwners,PMOexpertstaff,andprojectteammemberswillreviewtheBRD.
5.2.2.2CSESRIAPDandSupportingDocuments
Description–
IAPDandSupportingDocuments(Feasibilitystudy,alternativesanalysis,costbenefitanalysis,andImplementationAdvancedPlanningDocument(IAPD)) / DeliverableAcceptanceCriteria-Verifyalternativesidentifiedaremostadvantageoustoevaluateforfeasibilityandcostbenefitanalysis.
StandardsforContentandFormat–ValidatethatstandardOCSErequirementsandformatarefollowed.
QualityReview–ExecutiveSponsor,BusinessOwners,PMOandkeyprojectteammemberswillreviewDRAFTdocumentspriortoOCSEreviewofDRAFT. KeyPMOandprojectteammemberswillreviewFINALversionpriortoOCSE’sreviewforapproval.
5.2.2.3CSESRIntegratorStatementofWork(SOW)
Description–
CSESRIntegratorStatementofWork(SOW)tobeusedforRequestforProposal(RFP)andProcurement / DeliverableAcceptanceCriteria-Verifyallbusiness,stateandfederalrequirementsarecapturedfortheIntegratorSOW.
StandardsforContentandFormat-DefineandutilizestandardMSOfficetoolstocreatedocuments.
QualityReview–ExecutiveSponsor,ExecutiveOwner,PMOexpertstaff,keyprojectteammembers,DoIT,andOCSEwillreviewandevaluateIntegrator’sSOW.

6.0ProjectWork

6.1WorkBreakdownStructure(WBS)

TheWBS,includingaWBSDictionary,willbeamaintainedaspartoftheProjectMasterScheduleandcanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“WBSDictionary.”

6.2Scheduleallocation-ProjectTimeline

AProjectSchedulehasbeencompletedandcanbefoundintheProjectNotebookoftheDocumentLibrarywiththename “Master Project Schedule.” Below is a high-level estimated timeline.

6.3ProjectBudget

TheCSESRprojectbudgettables are inAppendixA.

6.4ProjectTeam

6.4.1ProjectTeamOrganizationalStructure

TheorganizationstructureoftheprojectteamincludingthePMOhasbeendefinedforthisProjectandisincludedintheGovernancePlanforthisProjectwhichcanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“GovernanceManagementPlan.”

6.4.2ProjectTeamRolesandResponsibilities

The Project Team members along with their roles and responsibilities are maintained in the “Resource Mgmt – Resource Roles Register” in the Document Library.AllpersonnelworkingontheplanningphaseareStateemployeesandareexperiencedintheirrespectivedisciplines. AdditionalsupportpersonnelwillbesuppliedbyCSED,ITD,andotherdepartmentsasnecessary.

6.5StaffPlanningandResourceAcquisition

StaffacquisitionandresourcemanagementisdocumentedintheResourceManagementPlanwhichcanbefoundintheDocumentLibraryinthe“01-ProjectNotebook”folder.

6.6ProjectLogistics

Logisticsdescribeshowtheprojectmanager,projectteam,thebusinessowner/customerandanyvendorresourceswillphysicallyworktogether.

6.6.1ProjectTeamTraining

ThePMOwillcreateandmaintainanOrganizationalChangeManagement(OCM)Plan. ThePlanwilldefinehowtheContractorwillleadtheorganizationalchangeactivitieswithHSD,tounderstandtheamountofsupportneededtoadequatelyaddressorganizationalchangemanagement.

TheOCMwillinclude:

  • Theamountofchangethatwillbecausedbythereplacementsystemsandthereadinessbyuserstoacceptchange.
  • Leadershiprolesandresponsibilitieswithinthechangemanagementteamandlocalmanagers.
  • Trainingneedsforstaffmigratingtothenewbusinessmodel.
  • TheimpactonHumanResourcessuchaschangesinjobdescriptionsandrequiredskillsets.
  • Short-termchangevs.long-termchange:assessingthosechangesthatcanbeimplementedimmediatelyandthosethatmustwaitforautomatedsupportimplementation.
  • Establishmentofacommunicationsnetworkforappropriatelycommunicatingthechangetothedifferentuseraudiencesatdifferentphasesoftheproject,aswellassharingthenewbusinessmodelandprocessestostaffandstakeholders.

InadditiontotheOCMPlantheCommunicationandTrainingPlanswillidentifyotherorientationandtrainingrequiredforprojectteams.

7.0ProjectManagementandControls

TheCSESRProjectandtheMMISRProjectshareasuiteofcommonprocessestomanagetheprojects.TheseprocessesaredocumentedinasetofplanscollectivelyreferredtoasthePMOSharedProjectManagementPlans.TheseplansarelocatedintheDocumentLibraryandinclude:

  • RiskManagementPlan
  • IssuesManagementPlan
  • IndependentVerificationandValidation–IV&V
  • ProjectChangeManagementPlan
  • ProjectBudgetManagement
  • CommunicationPlan
  • SecurityPrivacyManagementPlan
  • ScheduleManagementPlan
  • RequirementsManagementPlan
  • QualityManagementPlan
  • DocumentControlandMaintenancePlan
  • ResourceManagementPlan
  • OrganizationalChangeManagementPlan
  • GovernancePlan

7.1RiskManagementPlan

TheRiskManagementPlandescribestheprocessforidentifyingandmanagingrisksofalltypestotheCSESRProject. ThedetailedRiskManagementPlancanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“RiskManagementPlan.”Project planning risksarefoundinAppendixB.

7.2IssueManagementPlan

TheIssueManagementPlandescribestheprocessforidentifyingandmanagingissuesarisingduringtheplanningandexecutionoftheCSESRProject.ThedetailedIssueManagementPlancanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“IssueManagementPlan.”

7.3IndependentVerificationandValidation-IV&V

HSDwillidentifyandcontractaqualifiedIV&VcontractorfortheprojectduringtheplanningphaseoftheProject,priortoImplementationandtheSystemIntegratorbeingcontracted.SeeAppendixCforinformationregardinguseofIV&V.

7.4ProjectChangeManagementPlan

TheProjectChangeManagementPlandescribestheprocessforeffectivelymanagingchangestotheCSESRProject,includingscope,schedule,costandotherControlItemelements.Changeswillbemanagedbychangecontrolboards(CCBs)ateachofthethreelevelsofgovernance,consistentwiththechangeauthorityforthatgovernancelevelasdefinedintheGovernancePlan.ThedetailedProjectChangeManagementPlancanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“ProjectChangeManagementPlan.”

7.5ProjectBudgetManagement

TheCSESRprojectcostplansandfinancialtransactionsarecapturedinandreportedfromthefinancialmanagementsystemsuppliedandoperatedbythePMO,andthe MasterProjectBudgetPlanandFinancialSystemDocumentation.

7.6CommunicationsPlan

TheCommunicationsPlandescribesthecommunicationvehicles,media,andaudiencesfortheformalcommunicationpublishedtointernalandexternalstakeholdersduringthelifeoftheCSESRProject.ThisinformationissummarizedintheCommunicationsMatrixoftheCommunicationsPlan.ThedetailedCommunicationsPlancanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“CommunicationsPlan.”

7.6.1CommunicationMatrix

TheCommunicationMatrixisincludedintheCommunicationsPlan.

7.6.2StatusMeetings

Statusmeetingagendas,includingactionitems,decisionsmade,issuesraisedandresolved,arecoveredintheCommunicationsPlan.

7.6.3ProjectStatusReports

Thedefinitionoftheformatandcontentofweeklyandmonthlystatusreportshasbeencompletedandregularstatusreportinghasbegun.DistributionofweeklyandmonthlystatusreportsisdocumentedintheCommunicationsPlan.

7.7PerformanceMeasurement(ProjectMetrics)

AllperformancemeasureswillbeidentifiedintheQualityManagementPlanandtheassociatedQualityRegister.

7.7.1Baselines

AbaselinebudgetandschedulehavebeenconstructedfortheCSESRProjectandcanbefoundintheDocumentLibraryat:

  • BaselineSchedule:canbefoundintheProjectNotebookoftheDocumentLibrarywiththename “BaselineSchedule.”
  • BaselineBudget:canbefoundintheProjectNotebookoftheDocumentLibrarywiththename “BaselineBudget.”

7.7.2MetricsLibrary

Projectmetricswillbereportedmonthly. Allprojectdocuments,includingmetrics,willbelocatedintheDocumentLibrary.

7.8SecurityandPrivacyManagementPlan

TheSecurityandPrivacyManagementPlandescribestheapproachthePMOwilltaketomanageSystemsIntegrationactivitiestoassureappropriateandnecessaryprovisionsareincorporatedinthesolutionelementstoachievethenecessarylevelofprivacyasarticulatedinstateandfederalrequirementsandpolicies.ThedetailedSecurityandPrivacyManagementPlancanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“SecurityandPrivacyManagementPlan.”

7.9QualityManagementPlan

TheQualityManagementPlandescribestheprocessesandcontrolstoassurecompliancewithclientrequirementsandincludesQualityAssuranceandQualityControlstandards,methodsandpracticesthatwillbeemployedoverthelifeoftheCSESRProject.ThedetailedQualityManagementPlancanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“QualityManagementPlan.”

7.9.1QualityStandards

TheQualityManagementPlandefinesQualityManagementmetrics.ThePlanwilldefinequalitycontrolsandprocessestotrack,review,approveandprocesspaymentsforallprojectdeliverablesorworkproducts.

7.9.2ProjectandProductReviewandAssessments

TheProjectreviewswillfollowStatePCCandFederalOCSEgatereviewprocesses.

TheProduct(deliverables)reviewprocessesarefoundintheDEDandDeliverableReviewProcessSupplementalDocumentwhichcanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“DED/Sub-TaskDeliverable/MilestoneForPaymentReviewProcess”

7.9.3Agency/CustomerSatisfaction

TheChildSupportEnforcementDivision(CSED)isafullpartnerinthisprojectfromInitiationandcontinuestobeinvolvedthroughCloseout. Weeklymeetingsarebeingheldwithprojectteamtoreviewprogressandstatusofprojectactivities.CommunicationandOrganizationalChangeManagementPlanswilldefinecommunicationsandactivitiestoassurethatifanyconcernsorissuesarise,theyareimmediatelyaddressed.

7.9.4ProductDeliverableAcceptanceProcess

Theprocessandauthoritiesforreviewingandapprovingcontractdeliverablesisdocumentedinthe“DED/Sub-TaskDeliverable/MilestoneForPaymentReviewProcess“SupplementalDocumentwhichcanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“DED/Sub-TaskDeliverable/MilestoneForPaymentReviewProcess.”

7.10DocumentControlandMaintenancePlan

TheDocumentControlandMaintenancePlandescribestheauthorities,controls,standards,conventions,methodsandpracticesthatwillbeemployedtoassureintegrityofthedocuments,includingcontractualdeliverables,SupplementalDocuments,andotherdocument-typeworkproductsproducedduringthelifeoftheCSESRProject.ThedetailedDocumentControlandMaintenancePlancanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“DocumentControlandMaintenancePlan.”

7.10.1VersionControl

VersioningconventionsandaccessandupdatecontrolstodocumentsintheDocumentLibraryhavebeendefinedandcanbefoundintheDocumentControlandMaintenancePlanintheDocumentLibrary.

7.10.2ProjectRepository

AprojectrepositoryhasbeenimplementedusingSharePointtechnologyandisusedtostorealldocument-typeworkproducts.Accessanduseprocedures,permissions,andcontrolsaredocumentedintheDocumentControlandMaintenancePlan.

7.11ScheduleMaintenancePlan

ThedetailedprocessesformaintainingandpublishingtheprojectscheduleareprovidedintheScheduleMaintenancePlanwhichcanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“ScheduleMaintenancePlan”

7.12ResourceManagementPlan

Theprocess(es)formanagingavailabilityofresources,includingbusinessandprogramsubjectmatterexperts,ITsubjectmatterexperts,andotherstaffresourcesasrequiredduringthelifeoftheCSESRProjectisdocumentedintheResourceManagementPlancanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“Resource(Staff)ManagementPlan.”

7.12.1OrganizationalChangeManagementPlan

TheapproachformanagingtheorganizationalandbusinessprocesschangemanagementactivitiesisdescribedintheOrganizationalChangePlancanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“OrganizationalChangeManagementPlan.”

7.13RequirementsManagementPlan

AdetailedprocessformanagingbusinessandtechnicalrequirementsfromidentificationthroughdispositionisprovidedintheRequirementsManagementPlancanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“RequirementsManagementPlan.”

7.14GovernancePlan

Projectgovernanceistheprocessforassuringconformancewithprojectstandards,policies,andpracticesandfordecision-makinganddirection.AdetaileddescriptionoftheCSESRprojectgovernanceisprovidedintheGovernancePlancanbefoundintheProjectNotebookoftheDocumentLibrarywiththename“GovernanceManagementPlan.”

8.0ProjectClose

ClosingtheprojectswillbedetailedtowardtheendoftheCSESRProjectandwillbearticulatedinaProjectClosePlan. Activitiesintheplanwillincludebutnotbelimitedto:

  • Executionoffinallessonslearnedactivities
  • Identificationandstorageofdocumentstoberetainedpasttheendoftheprojects
  • Transitioningofstafffromtheprojects
  • CloseoutofprojectfinancialsincludingaFinalBudgetReport
  • FinalOpenIssuesReport
  • Operationalturnoverhasbeencompleted
  • Ensuringalldeliverableshavebeencompletedandapproved
  • Allcontractshavebeenclosedortransitionedtooperatingcontractstatus

8.1AdministrativeClose

AdministrativeCloseoccursatbothendofphaseandendofproject. Thisclosureconsistsofverificationthatobjectivesanddeliverablesweremet.Acceptanceisformalizedandphaseactivitiesareadministrativelyclosedout. Administrativeclosureoccursona“by-phase”basisinaccordancewiththeWBSandshouldnotbedelayedtoprojectend. Atthatpoint,theburdenofclosingistoogreatandauditsinaccurate.

Thespecificprojectcloseactivitiesforagivenprojectarecontingentontheproject’scomplexityandsize.PMOandHSDprojectmanagerswillworkwiththedesignatedrepresentativesofallthecontractsawardedandperformedinsupportoftheCSESRProjecttotailorProjectCloseprocedurestothespecificsoftheindividualcontract(s).

8.2ContractClose

Contractcloseissimilartoadministrativecloseinthatitinvolvesproductandprocessverificationforcontractclose.

9.0Appendices

9.1AppendixA-BudgetEstimate

ThecurrentFundingSourcefortheCSESRprojectisaPlanningAdvancedPlanning Document(PADP)TheProjectestimatesbelowincludeactualappropriationforSFY15andestimatesforSFY16.

9.1.1FundingSource(s)Planning Phase

PlanningCosts(non-recurring) / StateGeneralFunds(GF) / OtherStateFunds / FederalFunds(FF) / Totals
SFY15Appropriation / $527,300 / $1,023,700 / $1,551,000
SFY16(CurrentRequest) / $3,400,000 / $ 0 / $3,400,000
Totals / $527,300 / $3,400,000 / $1,023,700 / $4,951,000

Table9-FundingSourcesPlanning

9.1.2BudgetbyMajorDeliverableorTypeofExpense

Theestimated planningdeliverablesandexpensesarebelow.

Estimated Planning Deliverables and Expenses / Current Estimated Dates / Budget
State Fiscal Year 15
Deliverable Number 1: SFY15 Operational Readiness (PMO Setup) / 10/31/2014 / $223,153
Deliverable Number 2: SFY15 Complete Project Plans / 6/30/2015 / $223,153
Deliverable Number 3: SFY15 Ongoing Project Management (9 months - $30,107.91 per month) / Payments Monthly - Oct 2014 - June 2015 / $270,971
Deliverable Number 4: SFY15 NHSIA State Self-Assessment, Data Cleanup and Conversion Plan and Interface Plans / 6/30/2015 / $714,089
Total SFY15 / $1,431,366

Estimated Planning Budget continued.

State Fiscal Years 16-17
Deliverable Number 3: Ongoing Project Management / Payments Monthly - July 2015-September 2016) / $451,619
Deliverable Number 6: CSESR Project Planning and IAPD Activities / 1/31/2016 / $1,071,133
Deliverable Number 8: CSESR RFP Development and Procurement Support / 8/31/2016 / $1,071,133
Deliverable Number 4: Retainage NHSIA State Self-Assessment, Data Cleanup and Conversion Plan and Interface Plans / 4/30/2016 / $178,521
Deliverable Number 6: Retainage CSESR Project Planning and IAPD Activities / 1/31/2017 / $267,783
Deliverable Number 8: Retainage CSESR RFP Development and Procurement Support / 6/30/2017 / $267,783
IV&V (6 months starting 4/1/2016) / Payments Monthly starting 4/1/2016 / $210,000
Total SFY16-17 / $3,517,972
Total Estimated Planning Deliverables and Expenses (SFY15-17) / $4,949,338

Table10–Planning BudgetbyMajorDeliverableorTypeofExpense

9.1.3Budget by State Fiscal Year (SFY15-17)

PlanningCostEstimates
Description / SFY15 & Prior / SFY16 / SFY17 / Totals
Consulting Services - PMOVendor / $1,431,365 / $1,878,733 / $1,429,239 / $4,739,338
Consulting Services - IV&VVendor / $ 105,000 / $ 105,000 / $ 210,000
Hardware
Software
Total / $1,431,365 / $1,983,733 / $1,534,239 / $4,949,337

Table 11–PM Budget by SFY

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9.2AppendixB-ProjectPlanning Risks

ID / Category / Title / Risk Description / Status / Probability / Impact / Level of Control / Exposure / Priority / Opened By / Opened Date / Owner / Risk Response
22 / Financial / Project Funding / There is a risk the project will be impacted by a reduction in state or federal funding. CSESR Project is a multi-year project that requires extensive resources and funding. Initial project planning phase is funded and will be used to complete needs assessment, requirements, feasibility study, IAPD and RFP. Additional funding will be requested and required for the Implementation Phase. This risk is for both State and OCSE Federal Funding. / Open / 3 / 4 / 4 / 3 / High / Tom Wallace / 1/7/2015 / Sean Pearson / Accept
23 / Project Management / Resources / There is a risk that limitations in state resources impact the project. System replacement projects are long-term efforts that require the necessary quantity and quality of resources. Resources must be skilled and prepared to handle complexities of the processes. Resource challenges for quantity include transfers, retirement, job changes or replacement. Resource challenges for quality include necessary skills, proper training and clear direction in tasks. This risk is for State staff. / Open / 3 / 4 / 3 / 4 / High / Tom Wallace / 1/7/2015 / Betina McCracken / Accept
24 / Technical / CSES Operational Impacts / There is an operational risk if state or federal law changes require legacy system development. The CSES system is stable and impacts to basic operations are minimal, however, if state or federal legislative mandates are required during the planning or implementation phase, the CSESR project could be impacted by both resources shortages and impacts to current operations capabilities. / Open / 3 / 4 / 3 / 4 / High / Tom Wallace / 1/7/2015 / Cat Thomas / Accept
25 / Technical / Enterprise Challenge / There is a risk that HHS enterprise technical visions impacts the project. New Mexico's strategic Enterprise vision includes leveraging components and data across the HHS environment. This includes CSESR, MMISR and Aspen; Analysis and realization of these enterprise benefits could have project impacts. First, the time required to adequately scope and plan could impact the current project schedule; Second, the ability to share data and components across the enterprise may have data governance and ownership considerations; third, will the vendor community be responsive to these efforts. / Open / 3 / 4 / 3 / 4 / High / Tom Wallace / 1/7/2015 / Sean Pearson / Accept
27 / Project Management / CSESR IAPD Deliverable Due Date / The IAPD approval is the final milestone for completion of Deliverable 6. The date is at risk due to the potential for the largest item, the feasibility study to exceed planned date. This risk is tied to Risk 22 funding and the extended time maybe required to refine the CSESR Replacement cost. Replacement costs are also tied to the enterprise approach and framework solution that is in progress. / Open / 4 / 4 / 3 / 5.3 / High / Tom Wallace / 5/30/2015 / Tom Wallace / Accept

Table12-InitialProjectRisksIdentified

ARiskRegisterwillbemaintainedontheprojectSharePointsitethroughouttheproject.

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9.3AppendixC-IndependentVerificationandValidation-IV&V

IV&VwillbeincludedontheCSESRprojectconsistentwithFederalOCSErequirements.

Consistentwiththeprojectcharter,thetablebelowisintroducedtoclarifytheuseofIV&Vonbothrequiredandoptionalsystemchanges:

Project/ProductArea / Transition+
Enhancement
Include–Yes/No / Enhancements
Only
Include–Yes/No
ProjectManagement / Yes / Yes
QualityManagement / Yes / Yes
Training / Yes / No
RequirementsManagement / Yes / Yes
OperatingEnvironment / Yes / No
DevelopmentEnvironment / Yes / No
SoftwareDevelopment / Yes / Yes
SystemandAcceptanceTesting / Yes / Yes
DataManagement / Yes / No
OperationsOversight / Yes / No
BusinessProcessImpact / Yes / Yes

Table13-IndependentVerificationandValidation

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