MVD System Modernization
(Dragonfly)
Project Charter For Certification
Executive Sponsor – john Monforte
Business Owner – Mark Williams
Project Manager – Contract PM Team
Original Plan Date: 08/21/2013
Revision Date:
Revision:
table of contents
table of contents i
1. project background 1
1.1 Executive Summary -rationale for the project 1
1.2 Summary of the foundation planning and documentation for the project 2
1.3 Project Certification Requirements 2
2.0 Justification, Objectives and impacts 2
2.1 Agency Justification 2
2.2 Business Objectives 3
2.3 Technical Objectives 4
2.4 Impact on Organization 5
2.5 Transition to Operations 5
3.0 Project/Product Scope of Work 6
3.1 Deliverables 6
3.1.1 Project Deliverables 6
3.1.2 Product Deliverables 8
3.2 Success and QUALITY METRICS 9
4.0 Schedule Estimate 10
5.1 Funding Source(s) 11
Appropriation History (Include all Funding sources, e.g. Federal, State, County, Municipal laws or grants) 11
Fiscal Year 11
5.2. Budget By Major Deliverable or Type of expense – 12
6.0 Project Authority and Organizational Structure 12
6.1 STAKEHOLDERS 12
6.2 PROJECT GOVERNANCE PLAN 13
6.3 PROJECT MANAGER 13
6.3.1 PROJECT MANAGER CONTACT INFORMATION 13
6.3.2 PROJECT MANAGER BACKGROUND 14
6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES 14
6.5 Project management Methodology 16
7.0 Constraints 17
8.0 Dependencies 17
9.0 Assumptions 17
10.0 Risks and mitigation 17
11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING 18
12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V 20
13.0 Project Charter Agency Approval Signatures 21
14.0 Project Charter Certification Approval Signature 21
Revision History
Revision Number / Date / CommentOriginal / 08/21/2013
ii
Project Charter [Project name] 12
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
The Agency faces a situation today in which its driver and vehicle licensing system is aged and increasingly challenged to meet current and future business demands. New Mexico’s Taxation and Revenue Department (TRD), and in particular its Motor Vehicle Division (MVD), has a large investment in a number of interrelated driver, vehicle, administrative control, licensing and registration, and revenue processing information systems. Over time, pressure to maximize the utility and interoperability of these systems and to reduce costs has increased dramatically. These common demands have led to an industry and nationwide movement to increase systems interoperability under a technology architecture that is more modularized and reduces reliance on expensive, highly proprietary service offerings.
The Agency is committed to moving forward with the reengineering and replacement of its current systems with a drivers and vehicles solution that is customer-centric and that provides enhanced access and integration with other State and Federal databases. It is highly desirable that the new solution provide the Agency and its Motor Vehicle Division with the ability to manage technical and business requirements with user-configurable data items and modular application code so as to allow quick and cost-effective adaptation to MVD’s changing business needs.
In October 2009 the Agency published RFP# 00-333-00-06348, Motor Vehicle Division Driver and Vehicle Licensing System Reengineering Project, “to replace the legacy system currently used by the MVD and implement a modern customer-centric commercial-off-the-shelf (COTS) driver and vehicle system.” At the conclusion of that RFP process a contract was awarded on April 7, 2010 to Saber Software, Inc. (HP). In May of 2011 that contract was terminated by the Agency.
In July 2011 the Agency issued RFI#10-333-00-10249 to gather information to help the Agency determine the most advantageous way to move forward with replacement of MVD’s legacy Driver and Vehicle systems and with the implementation of a modern, customer-centric Driver and Vehicle system. The information gathering initiated by that RFI continued through October 2012.
A second RFP was issued early in 2013, RFP#30-333-12-12463. Responses to that RFP were aligned with one of two approaches: 1) COTS system, and 2) COTS software for Customer-Relationship-Management (CRM) and Rules Engine with custom development of MVD functions in and on the CRM platform. TRD is still in the process of completing this RFP.
1.2 Summary of the foundation planning and documentation for the project
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 / Y
Project cost is equal to or in excess of $100,000.00 / Y
Project impacts customer on-line access / Y
Project is one deemed appropriate by the Secretary of the DoIT / Y
Will an IT Architecture Review be required? / Y
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
The Vision of the TRD is to promote the State’s overall efforts to improve the lives of New Mexicans by providing a fair and efficient system of tax administration that is consistent and responsive to the people and to protect public safety through effective administration of motor vehicle laws.
The Mission of the Department is to administer and enforce, with fairness warranting the public’s confidence, New Mexico’s taxation and revenue laws and motor vehicle code through a system that efficiently and securely delivers quality customer services.
Motor Vehicle Division Purpose and Mission Statement
The Purpose of the Motor Vehicle Division (MVD or TRD-MVD) is to:
• License commercial and non-commercial drivers;
• Register, title, and license commercial and non-commercial vehicles and boats;
• License auto dealers and title service companies;
• Contract with private partners who provide selected MVD services; and
• Assure that MVD work is performed in accordance with the Motor Vehicle Code (Chapter 66, NMSA 1978).
The Mission of MVD is ‘Outstanding service to the motoring public--every customer, every transaction, every time’.
IDENTIFY AGENCY MISSION, PERFORMANCE MEASURE OR STRATEGIC GOALS TO BE ADDRESSED THROUGH THIS PROJECT
Number / Description /TRD Strategic goal / Provide outstanding customer service in motor vehicle operations – every customer, every transaction, every time, and assess the results.
2.2 Business Objectives
Use the following table to list measurable business objectives
Number / Description /Business Objective 1 / Replace the antiquated, fragile MVD system with a robust, reliable system via an on-time, on-budget project delivery.
Business Objective 2 / Expand electronic government (self-serve model).
Business Objective 3 / Lead customers to lower-cost service channels.
Business Objective 4 / Balance customer facing with centralized processing services.
Business Objective 5 / Expedite paperless processing.
Business Objective 6 / Simplify business rules
Business Objective 7 / Provide a solution capable of supporting the Visionary Business Model developed by MVD and ITD in 2012.
Business Objective 8 / Provide all the requirements previously developed for RFP #30-333-00-12463
Business Objective 9 / Provide higher levels of MVD service with the ability to meet new, evolving requirements and operational needs.
Business Objective 10 / Provide the ability to decrease the average time per transaction in the Field Office by 20%.
2.3 Technical Objectives
Number / Description /Technical Objective 1 / Provide a solution capable of immediately, or with only slight modification, support the Visionary Business Model developed by MVD and ITD in 2012.
Technical Objective 2 / Provide all the technical requirements included in the previous RFP #30-333-00-12463.
Technical Objective 3 / Procure a more modular solution with current technologies that can be managed, updated, and replaced without requiring wholesale replacement.
Technical Objective 4 / Adhere to national standards for data exchange, security, and interfaces.
Technical Objective 5 / Provide open-systems-based architecture (SOA compliant) that is more reliable, flexible, and maintainable.
Technical Objective 6 / Manage the risks of implementing and operating the new motor vehicle environment while improving system and data integrity.
Technical Objective 7 / Develop and manage a program that enables disaster recovery operations and improves on return-to-service time lines.
Technical Objective 8 / Improve the quality and accessibility of information for users with toolset standards, such as Structured Query Language (SQL) and Open Database Connectivity (ODBC), and do so without the involvement of operators or specialists.
Technical Objective 9 / Where required in the RFP, fully integrate existing capital and hardware infrastructure that currently exists.
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 / Description /End user / Reduce the amount of training time needed to use the more user intuitive web interface. Reduction of errors during data entry of customer\vehicle information. Quantum improvement in tracking of audit information and user interaction with the system for error resolution.
Business Processes / COTS packages embed best practice processes in the workflow of the product, making transition to newer, more efficient processes as easy as installing the next version of the COTS software.
It Operations and staffing / Purchase of Level 3 support from the vendor, ensures that a minimum number of State IT personnel need to remain to support ongoing operations and support of Dragonfly.
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 / Description /Preliminary Operations location and staffing plans / All hardware and software will be hosted in the Simms Enterprise Data Center.
Data Security, Business Continuity / Disaster Recovery ‘hot site’ has been purchased with the base system. The details regarding the location of this site have not yet been determined.
Maintenance Strategy / Level 3 support purchased from the vendor, includes Vendor-provided services for continual upgrade of the COTS modules of the system as new versions of existing installed modules.
Interoperability / The RFP mandates interoperability between Dragonfly and existing COTS packages and specific hardware previously purchased by TRD\MVD.
Record retention / All actions in the system are subject to audit tracking. Archiving of data is available, but the details of archiving of data are not yet available.
Consolidation strategy / N/A.
3.0 Project/Product Scope 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 will include the standard DoIT-required project deliverables outlined below. TRD\MVD may decide to add some additional project deliverables, such as a more detailed Organizational Change and Communications Plan.
3.1 Deliverables
3.1.1 Project Deliverables
This initial list of project deliverables are those called for by the IT Certification Process and Project Oversight memorandum, but does not exhaust the project deliverable documents
Project Charter / The Project Charter for Certification sets the overall scope for the project, the governance structure, and when signed is considered permission to proceed with the project. The Project Charter for Certification is used to provide the Project Certification Committee with adequate knowledge of the project and its planning to certify the initiation phase of the projectCertification Form / The Request for Certification and Release of Funds form is submitted when a project goes for any of the certification phases. It deals with the financial aspects of the project, as well as other topics that indicate the level of planning that has gone into the project. Many of the questions have been incorporated into the preparation of the project charter
Project Management Plan / . “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. plan.”
IV&V Contract & Reports / “Independent verification and validation (IV&V)” means the process of evaluating a project to determine compliance with specified requirements and the process of determining whether the products of a given development phase fulfill the requirements established during the previous stage, both of which are performed by an organization independent of the lead agency. Independent verification and validation assessment reporting. The Department requires all projects subject to oversight to engage an independent verification and validation contractor unless waived by the Department.
IT Service Contracts / The Department of Information Technology and the State Purchasing Division of General Services have established a template for all IT related contracts.
Risk Assessment and management / The DoIT Initial PROJECT RISK ASSESSMENT template which is meant to fulfill the following requirement:
“Prepare a written risk assessment report at the inception of a project and at end of each product development lifecycle phase or more frequently for large high-risk projects. Each risk assessment shall be included as a project activity in project schedule.” Project Oversight Process memorandum
Project Schedule / A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. The defacto standard is Microsoft Project
Monthly Project Status Reports to DoIT / Project status reports. For all projects that require Department oversight, the lead agency project manager shall submit an agency approved project status report on a monthly basis to the Department.
Project Closeout Report / This is the Template used to request that the project be officially closed. Note that project closure is the last phase of the certification process
3.1.2 Product Deliverables
The exact format of the product deliverables has not yet been established. When possible, DoIT templates will be employed. When DoIT templates are not compatible with the agile methodology employed by the Vendor, other formats will be negotiated, agreed to with TRD personnel, and DoIT will be notified.