PED IT Transformation:
Strategic Plan and Pilot Project
Public Education Department
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Secretary Hanna Skandera
Business Owner – John Kraman, CIO
Project Manager – Lisa Hamilton
Original Plan Date: 2016
Revision: Initial Release
Project Management Plan for [Project Name]
Revision History iii
Preparing the Project Management plan iv
About This Document iv
Project Oversight Process Memorandum – DoIT, July 2007 iv
1.0 Project Overview 1
1.1 Executive Summary- rationale for the Project 1
1.2 funding and sources 1
1.3 constraints 1
1.4 dependencies 1
1.5 ASSUMPTIONS 2
1.6 Initial Project Risks Identified 2
2.0 Project Authority and Organizational Structure 3
2.1 Stakeholders 3
2.2 Project Governance Structure 4
2.2.1 Describe the organizational structure – Org Chart 5
2.2.2 Describe the role and members of the project steering committee 5
2.2.3 Organizational Boundaries, interfaces and responsibilities 5
2.3 Executive Reporting 6
3.0 Scope 6
3.1 Project Objectives 6
3.1.1 Business Objectives 6
3.1.2 Technical Objectives 7
3.2 Project exclusions 8
3.3 Critical Success Factors 8
4.0 Project Deliverables and methodology 8
4.1 Project Management Life Cycle 8
4.1.1 Project Management Deliverables 8
4.1.2 Deliverable Approval Authority Designations 10
4.1.3 Deliverable Acceptance Procedure 10
4.2 PRODUCT LIFE CYCLE 10
4.2.1 Technical Strategy 10
4.2.2 Product and Product Development Deliverables 10
4.2.3 Deliverable Approval Authority Designations 11
4.2.4 Deliverable Acceptance Procedure 14
5.0 Project Work 14
5.1 Work Breakdown Structure (WBS) 14
5.2 Schedule allocation -Project Timeline 16
5.3 Project Budget 16
5.4 Project Team 17
5.4.1 Project Team Organizational Structure 18
5.4.2 Project Team Roles and Responsibilities 18
5.5 STAFF PLANNING AND Resource ACQUISITION 19
5.5.1 Project Staff 19
5.5.2 Non-Personnel resources 20
5.6 PROJECT LOGISTICS 20
5.6.1 Project Team Training 20
6.0 Project Management and Controls 21
6.1 Risk and issue Management 21
6.1.1 Risk Management Strategy 21
6.1.2 Project Risk Identification 21
6.1.3 Project Risk Mitigation Approach 21
6.1.4 Risk Reporting and Escalation Strategy 21
6.1.5 Project Risk Tracking Approach 21
6.1.6 ISSUE MANAGEMENT 21
6.2 INDEPENDENT Verification And Validation - Iv&V 22
6.3 Scope Management Plan 22
Change Control Process 23
6.4 Project Budget Management 24
6.4.1 Budget Tracking 24
6.5 Communication Plan 27
6.5.1 Communication Matrix 27
6.5.2 Status Meetings 28
Please refer to the Matrix 29
6.5.3 Project Status Reports 29
Please refer to the Matrix 29
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) 29
6.6.1 Baselines 29
6.6.2 Metrics Library 30
6.7 QUALITY OBJECTIVES AND CONTROL 30
6.7.1 quality Standards 30
6.7.2 Project and Product Review AND ASSESSMENTS 31
6.7.3 Agency/Customer Satisfaction 31
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS 31
6.8 CONFIGURATION MANAGEMENT 32
6.8.1 Version Control 32
6.8.2 Project Repository (Project Library) 32
6.9 PROCUREMENT MANAGEMENT PLAN 32
7. 0 Project Close 32
7.1 Administrative Close 33
7.2 Contract Close 33
AttachmentS 33
Revision History
Revision Number / Date / Comment1.0 / July 27th, 2007 / DoIT Project Management Office Revision
2.0 / 09/15/2016 / PED CIO IT
2.1 / 09/26/2016 / PED to PCC
Preparing the Project Management plan
The workbook for preparation of the Project Management Plan is built around helping the project manager and the project team to use the Project Management Plan in support of successful projects. Please refer to it while developing this PMP for your project.
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: 1.0 DoIT-PMO-TEM-020 i of vi
Project Management Plan for [Project Name]
1.0 Project Overview
The Project Overview sets the stage for the details of the project and begins the “story” of the project and plan.
1.1 Executive Summary- rationale for the Project
The New Mexico Public Education Department (PED) Chief Information Office & Division of Information Technology (CIO-IT) has grown in size and complexity as a team, but it has not developed the systems, processes, and skills that it requires. The main goal of the PED IT Transformation: Strategic Plan and Pilot Project is to establish a Chief Information Office with the management systems needed to deliver on its obligations to program leaders, districts, schools, and the public in support of PED’s strategic mission. A key part of this transformation is the development of a secure, agile operational data store and data dashboard to aggregate multiple academic source system results to inform data-driven decision making at the state and district level.
1.2 funding and sources
Source / Amount / Associated restrictions / Approvers /STATE APPROPRIATION / $2,192,360.00 / to be expended by july 30, 2017
1.3 constraints
Constraints are factors that restrict the project by scope, resource, or schedule.
Number / Description /1 / Timeframe to accomplish the requisite steps needed to actualize this project is narrow.
2 / Decisions not made in timely manner.
3 / District and school participation and fidelity of use.
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 / COntracts signed by start date / M
2 / support of executive team remains consistent / M
3 / Hire and Contract Staff / m
4 / PCC reviews / M
5 / Funding Requests / M
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Number / Description /1 / Stakeholder participation and buy-in.
2 / Stakeholders will make decisions in a timely manner to support the project schedule.
3 / Individuals with different requirements and perspectives will work together to ensure project targets and outcomes are achieved.
4 / Project Team members will be assigned and allowed to spend the proper amount of their time to complete their assigned tasks within a reasonable timeframe.
5 / The communication plan and timeline will be followed.
6 / Unanticipated priority work that occurs outside of the scope of this project will be completed by the IT staff who are not principals in this project.
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.
Risk 1
Description – Contracts not finalized by needed start date. / Probability: low / Impact: HighMitigation Strategy: Minimize impact by starting work without contractor.
Contingency Plan: Use of PED and PED IT staff
Risk 2
Description – Enterprise Level Focus Changes / Probability: low / Impact: HighMitigation Strategy: Identify a smaller but significant scope for the project.
Contingency Plan: Conduct project within a segment Enterprise Architecture Framework.
2.0 Project Authority and Organizational Structure
The Project Organization describes the roles and responsibilities of the project team. It also identifies the other organizational groups that are part of the project and graphically depicts the hierarchical configuration of those groups. It exists to clarify interaction with the project team.
2.1 Stakeholders
List all of the major stakeholders in this project, and state why they have a stake. . Stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion. They may also exert influence over the project and its results.
name / Stake in Project / Organization / Title /Hanna Skandera / Sponsor / PED / Secretary
John Kraman / Project Director / PED IT / Chief Information Officer PED
Lisa Hamilton / Project Manager / PED IT / Data Quality and Analysis Bureau Chief
Tomas Aguirre / Stakeholder / PED IT / Network and Infrastructure Bureau Chief
Richard Trujillo / Stakeholder / PED IT / Data Collection and Reporting Bureau Chief
Executive Team / Stakeholders / PED / Representative of the senior PED Leadership
Advisory Committee / Stakeholders / PED, Districts and State Charters / Representative of the senior PED program management, District and State Charter Representatives/SMEs for data collection, analysis and reporting.
Samatha Lapin / Stakeholder / Contractor / President, POD, Inc.
Philip Heimes / Stakeholder / Contractor / EASOL
Brian Richardson / Stakeholder / Contractor / UPD, Consulting
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
The project steering committee will articulate agency IT and Data needs across PED’s divisions. They will receive direction from the Executive team through the CIO, Deputy Secretaries, and Secretary. They will engage with each other, the PED project manager, the Organizational Assessment Project Manager, the Real-time Data Project Manager, the data governance committee and as needed with the advisory committee and technical leads.
2.2.3 Organizational Boundaries, interfaces and responsibilities
The IT Organizational Transformation Project includes; all work associated with planning, designing, building, and implementing the project for New Mexico Public Education Department’s IT Division. This includes requirements gathering, gathering input from all divisions that IT serves, conceptual and technical design and coding work, server configuration, testing, troubleshooting, and deployment of the projects systems across the organization. This also includes training manuals and materials associated with the project.
Not included in the scope of this project are: ongoing help desk and/or service support, or hardware/software upgrades.
2.3 Executive Reporting
Please refer to the communication matrix (section 6.5) for specifics regarding the Executive steering committee and project status reports.
3.0 Scope
3.1 Project Objectives
3.1.1 Business Objectives
Number / Description /Business Objective 1 / Conduct a comprehensive assessment of the CIO-DIT’s organizational structure and key processes.
Rationale / Identify current state in order to conduct a gap analysis for future state architecture.
Acceptance Criteria / Completion of Gap Identification
Business Objective 2 / Conduct a data diagnostic on the technology and data fixes required to institutionalize the process transformations identified during comprehensive diagnosis.
Rationale / Ensure that redundant, outdated, or inefficient systems and related processes are eliminated or streamlined.
Acceptance Criteria / Improved data processes and systems that are more cost effective for the PED and districts.
Business Objective 3 / Support the CIO-DIT’s planning and implementation of its data governance function.
Rationale / There is a tangible cost to both PED and NM Schools districts with respect to data clean-up efforts after they are submitted to the STARS system. Data governance will define rules and processes that are more cost effective in terms of staff FTE for both PED and districts.
Acceptance Criteria / Time spent on post submission validation will decrease during the course of the pilot project.
Business Objective 4 / Help develop the CIO-DIT project management function.
Rationale / Agency adoption of project management principles will prevent money and time from being spent on projects that do not meet agency and stakeholders needs.
Acceptance Criteria / Projects will be delivered on-time, on-budget and will meet a standard of quality as defined by user acceptance criteria.
Business Objective 5 / Facilitate prioritization and decision making with the CIO-DIT on which state/PED priorities and identify functions to re-engineer based on best opportunities for efficiency gains both at the state, district, and charter levels.
Rationale / Ad-hoc project management and prioritization does not allow for resources to be strategically allocated to major initiatives. Furthermore, ad-hoc processes are confusing to users who would receive better service by formal, articulated processes.
Acceptance Criteria / A formal, enterprise level Project Management System will be in place by the end of the project.
Business Objective 6 / Project will gather requirements to develop the data validation tool based on the recommended enterprise architecture requirements.
Rationale / Current structure requires manual processes to aggregate multiple data sources into one source that can be used for reporting and decision making.
Acceptance Criteria / Delivery of a scalable operational data store that supports data use and reporting requirements at multiple levels within the State’s school system (e.g. classroom, school, LEA, SEA).
3.1.2 Technical Objectives
Number / Description /Technical Objective 1 / Support multiple source data transformation services (both import and export) at multiple levels within the State’s school system (e.g. school, LEA, SEA).
Technical Objective 2 / Deliver a scalable operational data store that supports data use and reporting requirements at multiple levels within the State’s school system (e.g. classroom, school, LEA, SEA).
Technical Objective 3 / Provide a flexible data dashboard that supports the needs of various users.
Technical Objective 4 / Provide an OER learning content repository to support blended personalized learning.
Technical Objective 5 / Offer a secure API transaction layer to support interoperability across platforms and applications.
3.2 Project exclusions