Defense Industry Adjustment SUPPLY CHAIN MAP AND PORTAL
Project Charter For Certification
Executive Sponsor – [Barbara Brazil]
Business Owner - [Insert Name]
Project Manager – [Patricia Knighten
Original Plan Date: [October 1, 2015]
Revision Date: [September 9, 2015]
Revision: [0.0]
About This Project Charter DOCUMENT
Permission to plan the projec t and setting the governance structure
The Project Charter provides the project manager and project team with permission to proceed with the work of the project, within the scope delineated in this document. The Project Charter should be the outcome of a number of documents that went into the pre-planning for the project, and in many cases the agency IT Plan, Business Case for appropriations, Federal funding requests and the like.
Project sponsors sign the Project Charter signifying that they have agreed to the governance structure for guiding the direction for the further planning of the project, discovery and defining the requirements, acquiring necessary resources, and within that context the statement of work for any related contracts including a contract for the Independent Validation and Verification.
The Project Charter is also the foundation for the creation of the project management plan, and much of the thinking and writing for this charter will be immediately usable for that project management plan.
Project certification Initial phase documentation
The Project Charter is also used within the State of New Mexico IT Project Certification process as evidence of the project’s worthiness for the Initial Phase certification. The Initial Phase certification is especially critical to many state and agency projects because of its related release of the initial funds required for the project.
Initiation Phase funding is requested by an agency for use in developing project phases, developing Independent Verification and Validation (“IV&V”) plan and contract; address project review issues and/or to develop an overall project management plan. Note: Waiver of the IV&V requirement requires specific written approval by the Secretary of the DoIT.
DoIT “Project Certification” Memorandum July 2, 2007
The Project Charter and the Request for Certification Form are meant to provide a comprehensive picture of the project’s intention and initial planning, that includes the project’s place in the context of the State of New Mexico’s IT Strategic Plan, Enterprise Architecture, and DoIT project oversight process. See “IT Project Oversight Process” Memorandum July 5th 2007 on the OCIO-DoIT web site.
table of contents
About This Project Charter DOCUMENT
table of contents
1. project background
1.1 Executive Summary -rationale for the project
1.2 Summary of the foundation planning and documentation for the project
1.3 Project Certification Requirements
2.0 Justification, Objectives and impacts
2.1 Agency Justification
2.2 Business Objectives
2.3 Technical Objectives
2.4 Impact on Organization
2.5 Transition to Operations
3.0 Project/Product Scope of Work
3.1 Deliverables
3.1.1 Project Deliverables
3.1.2 Product Deliverables
3.2 Success and QUALITY METRICS
4.0 Schedule Estimate
5.0 Budget Estimate
5.1 Funding Source(s)
5.2. Budget By Major Deliverable or Type of expense -
5.3 Budget By Project Phase or Certification Phase
6.0 Project Authority and Organizational Structure
6.1 STAKEHOLDERS
6.2 PROJECT GOVERNANCE PLAN
6.3 PROJECT MANAGER
6.3.1 PROJECT MANAGER CONTACT INFORMATION
6.3.2 PROJECT MANAGER BACKGROUND
6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES
6.5 Project management Methodology
7.0 Constraints
8.0 Dependencies
9.0 Assumptions
10.0 Significant Risks and Mitigation Strategy
11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING
12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V
13.0 Project Charter Agency Approval Signatures
14.0 Project Charter Certification Approval Signature
Revision History
Revision Number / Date / Comment1.0 / August 14, 2007 / Original DoIT PMO Document
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1. project background
The project background section is meant to provide the reviewer with a picture of the development of the project from inception to its being submitted for certification.
1.1 Executive Summary -rationale for the project
With a large defense industry sector, four military installations, three national laboratories,andthreeresearchuniversities,NewMexicohasfordecadesbeenawilling and effective partner in preserving the security of the nation in peace and war. It has provided a solid foundation for current and future mission capabilities. But with this significant focus comes risk. As future reductions or cancellations in defense spending occur, New Mexico could be negatively impacted in terms of lost jobs and economic vitality, and critical DOD suppliers may belost.
NMEDD is proposing to complete a defense supply chain mapping study to identify workforce, technology, and product vulnerabilities in New Mexico and a pilot study to develop an adjustment and diversification strategy that can be implemented throughout the state. These studies willserveasafoundationuponwhichtheNMEDDcanstimulatestatewidecooperative efforts to reduce the exposure of New Mexico’s defense companies to cuts in defense spending.
1.2 Summary of the foundation planning and documentation for the project
NMEDDhas receivedfinancialassistance from Dept. of Defense, Office of Economic Adjustment (OEA) to complete in 18 months a defense supply chain mapping study that will identify workforce, technology, and product vulnerabilities in New Mexico to develop an adjustment and diversification strategy that can be implemented throughout thestate.
Theoverarchinggoalofthisstudy istoprovidethestateanditscommunitiesabetter understanding of the regions and industries that could be adversely affected by cuts in DODspendingsothatadjustmentanddiversificationstrategiescanbeputinplace.
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Project Charter [Project name]1
The objectives of this effortinclude:
1)AnassessmentofNewMexico’sdefenseecosystemandhowitmightbeimpacted by cuts in DODspending.
2)Identificationofat-riskbusinesseswithinthedefensesupplychainandthe resulting economic and/or strategic impact on the state and/or nation.
3)Ananalysisofindustryclustersandotherstateassetsthatmightsupportthe development of adjustment and diversification strategies through workforce development, strategic partnering, business assistance, technology transfer and commercialization, and/or customerdevelopment.
4)Increasedawarenessamongin-stateprivatesector,defense,andlocalgovernment stakeholders of New Mexico’s vulnerability to cuts in defense spending so that greater collaboration is fostered when developing community adjustment and diversificationstrategies.
5)Acentralconduitfornetworkingandinformationgatheringanddisseminationto enhance New Mexico’s ability to be responsive to the needs of the defense community in thestate.
1.3 Project Certification Requirements
Does the project fit into the criteria for certification? Which and how?
CRITERIA / YES/NO / EXPLANATIONProject is mission critical to the agency / Yes / Obligations to meet federal grant funds awarded to NM
Project cost is equal to or in excess of $100,000.00 / Yes / $495, 00 is planned
Project impacts customer on-line access / Yes / Customer are affected companies and communities
Project is one deemed appropriate by the Secretary of the DoIT
Will an IT Architecture Review be required? / NO
2.0 Justification, Objectives and impacts
The justification and objectives section relates the project to the purpose of the lead agency and describes the high-level business and technical objectives for the project. The section also includes a high level review of the impact to the organization, and of the concerns for transition to operations.
2.1 Agency Justification
NM EDDComplete a defense supply chain mapping study that will identify workforce, technology, and product vulnerabilities in New Mexico and a pilot study to develop an adjustment and diversification strategy that can be implemented throughout thestate.
Theoverarchinggoalofthesestudiesistoprovidethestateanditscommunitiesabetter understanding of the regions and industries that could be adversely affected by cuts in DODspendingsothatadjustmentanddiversificationstrategiescanbeputinplace.
2.2 Business Objectives
the following table LISTS measurable business objectives
Number / DescriptionBusiness Objective 1 / The objectives of this effortinclude:
1)AnassessmentofNewMexico’sdefenseecosystemandhowitmightbeimpacted by cuts in DODspending.
2)Identificationofat-riskbusinesseswithinthedefensesupplychainandthe resulting economic and/or strategic impact on the state and/ornation.
3)Ananalysisofindustryclustersandotherstateassetsthatmightsupportthe development of adjustment and diversification strategies through workforce development, strategic partnering, business assistance, technology transfer and commercialization, and/or customerdevelopment.
4)Increasedawarenessamongin-stateprivatesector,defense,andlocalgovernment stakeholders of New Mexico’s vulnerability to cuts in defense spending so that greater collaboration is fostered when developing community adjustment and diversificationstrategies.
5)Acentralconduitfornetworkingandinformationgatheringanddisseminationto enhance New Mexico’s ability to be responsive to the needs of the defense community in thestate.
2.3 Technical Objectives
Number / DescriptionTechnical Objective 1 / Patterned after New England’s RADE Industry Commons website,9 developed with OEA assistance, a permanent New Mexico-focused web portal will be established to serve as the critical conduit for sharing information, leveraging assets, and facilitating social network mapping during the term of this project and in the future. Thesitewillfeature:a)informationonNewMexico’sdefenseindustryandpertinent newsandarticles;
b)adatagatheringtoolintheformofanonlinesurveyfordefense companies;
c) discussion forums and webinars; d) a calendar of relevant events;
e) economicmodeling;
f)archivesofcompletedsupplychainstudiesandanalyses;and
g)linkstodefenserelevantorganizationsandresources,suchasworkforcetraining andmatching.
2.4 Impact on Organization
The impacts on the organization are areas that need to be addressed by the project through its planning process. They may not be internal project risks, but they can impact the success of the project’s implementation.
Area / DescriptionEnd user / areas and Descriptions TBD during project Planning
Business Processes
It Operations and staffing
Other
2.5 Transition to Operations
The transition to operations areas include items that are asked in the certification form to assure that the project has accounted or will account for these matters in its planning and requirements specifications.
Area / DescriptionPreliminary Operations location and staffing plans / areas and Descriptions TBD during project Planning
Data Security, Business Continuity
Maintenance Strategy
Interoperability
Record retention
Consolidation strategy
3.0 Project/ProductScope of Work
In its efforts to move from the high level business objectives to the desired end product/service the project team will need to deliver specific documents or work products. The State of New Mexico Project Management Methodology distinguishes between the project and the product.
Project Deliverables relate to how we conduct the business of the project. Product Deliverables relate to how we define what the end result or product will be, and trace our stakeholder requirements through to product acceptance, and trace our end product features and attributes back to our initial requirements
3.1 Deliverables
The deliverable listed here are initial high level plan. Detail project scope and deliverables will be firmed up during Planning phase
3.1.1 Project Deliverables
1.Project Charter
2. Project Management Plan – including Scope, Schedule, Budget and approach
3.. Plan for Supply Chain Map Study
A comprehensive asset and supply chain map that inventories and assesses New Mexico’s defense ecosystem.
- Hire a Project Manager
- Develop communications plan
- Conduct outreach and
3.1.2 Product Deliverables
The product deliverable documents listed here are initial high level plan. Detail project scope and deliverables will be firmed up during Planning phase.
- Develop data mining and collection requirements
- Develop portal design
- Initiate statewide communications and awareness meetings
- Complete data mining and collection
3.2Success and QUALITY METRICS
Number / DescriptionQuality Metrics 1 / An open architecture portal that enables outgoing communications of events, meetings and news
A means for receiving and uploading survey data
Quality Metrics 2 / Successcully accomplish all expected outcomes and goals of the project, NECESSARY TO meet grant requirements.
4.0 Schedule Estimate
The schedule estimate is requested to provide the reviewers with a sense of the magnitude of the project and an order of magnitude of the time required to complete the project. In developing the schedule estimate, certification timelines and state purchasing contracts and procurement lead times are as critical as vendor lead times for staffing and equipment delivery. Project metrics include comparisons of actual vs. target date. At the Project Charter initial phase, these times can only be estimated. Project Schedule will be developed and firmed up during Planning Phase.
5.0 Budget Estimate
Within the Project Charter budgets for the project can only be estimated. Original budgets requested in appropriations or within agency budgets are probably not the numbers being worked with at project time. Funding sources are asked for to help evaluate the realism of project objectives against funding, and the allocation of budget estimates against project deliverables.
Please remember to include agency staff time including project managers as costs.
5.1 Funding Source(s)
Source / Amount / Associated restrictionsOffice of Economic Adjustment / $495,000.00 / For use on Supply chain data survey, communication portal
5.2. Budget By Major Deliverable or Type of expense -
Item / Cost Estimate / .tBD During Planning
5.3Budget By Project Phase or Certification Phase
6.0 Project Authority and Organizational Structure
6.1 STAKEHOLDERS
Stakeholders should be a mix of agency management and end users who are impacted positively or negatively by the project.
name / Stake in Project / Organization / TitleDEFENSE SUPPLIERS / AFFECTED BY CHANGES IN DEFENSE BUDGETS / DEFENSE SUPPLIERS/COMPANIES IN NM
Dept. of DEFENSE / Knowledge of supply chain assets
NM EDD / basis for assistance strategies / State Agency
TECHNOLOGY RESEARCY COLLABORATIVE (TRC) / COMMERCIALIZATION PROGRAM ASSISTANCE / TRC: 3 Federal labs; 3 RESEARCH UNIVERSITIES; 5 APPOINTEES in NM
EDO’s (Economic Development Organizations) / regional assistance to companies affected by defense cuts /
SUPPORT ASSETS / ASSISTANCE DELIVERY SERVICES
6.2 PROJECT GOVERNANCE PLAN
Organization Structure to be developed during planning phase of project
6.3 PROJECT MANAGER
6.3.1 PROJECT MANAGER CONTACT INFORMATION
name / Organization / Phone #(s) / EmailPATRICIA KNIGHTEN / NM EDD/Office of Science and Technology / 505-918-5974 /
Contract PROJECT MANAGER / IT PRICE AGREEMENT CONTRACTOR / TBD
6.3.2 PROJECT MANAGER BACKGROUND
Patricia M. Knighten,Manager, Of the Office of Science and Technology
EXPERIENCE & EDUCATION
28 years experience in business development, project and program management in technology industries
Masters Certificate: Project Management, Villanova University
BS, Logistics Management, Weber State University
Engineering courses & internships, University of Dayton, US Air Force, Wright Patterson AFB / New Mexico State University, School of Civil Engineering, US Dept. of Agriculture
CURRENT ROLE:
NEW MEXICO ECONOMIC DEVELOPMENT DEPT.(NMEDD)2014 to Present
Manager, Of the Office of Science and Technology
Responsible for leading and executing the necessary programs and activities required to meet NMEDD’s Science and Technology initiatives, and to enable and encourage start-up, relocation and growth of technology -based industries leading to job creation in the state. The focal point for leveraging the State’s technological strength, determining the State’s commercial advantage, and collaborating to secure a vibrant technology based industry base, including:
-Formulating, executing and monitoring the implementation of the NMEDD Science and Technology (S & T) Plan;
-Establish and manage operations for the Technology Research Collaborative (TRC) to accelerate the commercialization of technology developed in the State;
-Principal liaison with research institutions in the state, to include Sandia National Laboratories, Los Alamos National Laboratory, Air Force Research Laboratory, state research universities, and city and county economic development offices in order to accomplish the goals and objectives of the NMEDD S & T plan;
-Internal co-ordination with NMEDD divisions’ programs and other relevant State departments;
-External coordination and partnering with state research centers and institutions, science and technology parks, industrial developments, incubators, accelerators, and co-working facilities, and established technology/industry associations in New Mexico to support innovation and technology transfer that leads to job creation;
-Building relationships with the private sector so that technology-based companies have a contact inside the State government who understands their needs and can interface on issues that affect their interests and prosperity.
6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES
Role / ResponsibilityContract Project Manager / Assist in detailed project planning; requirements development, communications planning
Technical Manager / Design of data and communication portal
6.5 Project management Methodology
The Department of Information Technology certification process is built around a series of certification gates: Initiation, Planning, Implementation and Closeout. Each of these phases/gates has a set of expected documents associated with it. The gates and the associated documents make up the certification methodology.
For some projects such a framework might be sufficient, where for some projects the solution development life cycle (SDLC) with plan, define, design, build, close might be more appropriate.
Put most simply how is the project to be structured into a methodology or framework and where do the project and product deliverables fit into this roadmap?
7.0 Constraints
Number / DescriptionTBD / Will be determined during Initiation Phase once Project Manager is on board
8.0 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
TBD / Will be determined during Initiation Phase once Project Manager is on board
9.0 Assumptions
Number / DescriptionTBD / Will be determined during Initiation Phase once Project Manager is on board
10.0 Significant Risksand Mitigation Strategy
Risk 1
Description -Lack of response to survey or program by Defense suppliers / Probability Medium / Impactsupply chain map and data are imcomplete
Mitigation Strategy Comprehensive Communication and Outreach by project team and use of EDO’s (Economic Development Organizations) and regional organizations.
Contingency Plan Use of defense supplier databases for more targeted outreach.
Risk 2
Description -Lack of support and participation by EDO’s / Probability Low / ImpactWeakens outreach and diversification benefits development
Mitigation Strategy Early engagement with EDO’s
Contingency Plan Work with alternate organizations
11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING
This is a key element to be accomplished during the planning phase.
12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V