New Mexico Department of Health
Health Assessment Tool (HAT) Project
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Katrina Hotrum, Deputy Secretary for Facilities
Business Owner/Project Director – Mikki Rogers, Director for Developmental Disabilities Supports Division
Project Manager – Lyndi Dittmer-Perry
Original Plan Date: September 23, 2009
Revision Date: February 3, 2010
Revision: 2.0
Project Management Plan for HAT Project
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 4
2.2.2 Describe the role and members of the project steering committee 4
2.2.3 Organizational Boundaries, interfaces and responsibilities 6
2.3 Executive Reporting 7
3.0 Scope 7
3.1 Project Objectives 7
3.1.1 Business Objectives 7
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 9
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 11
4.2.2 Product and Product Development Deliverables 11
4.2.3 Deliverable Approval Authority Designations 11
4.2.4 Deliverable Acceptance Procedure 12
5.0 Project Work 13
5.1 Work Breakdown Structure (WBS) 13
5.2 Schedule allocation -Project Timeline 13
5.3 Project Budget 14
5.4 Project Team 15
5.4.1 Project Team Organizational Structure 15
5.4.2 Project Team Roles and Responsibilities 15
5.6 PROJECT LOGISTICS 16
5.6.1 Project Team Training 16
6.0 Project Management and Controls 17
6.1 Risk and issue Management 17
6.1.1 Risk Management Strategy 17
6.1.2 Project Risk Identification 18
6.1.3 Project Risk Mitigation Approach 18
6.1.4 Risk Reporting and Escalation Strategy 18
6.1.5 Project Risk Tracking Approach 18
6.1.6 ISSUE MANAGEMENT 18
6.2 INDEPENDENT Verification And Validation - Iv&V 19
6.3 Scope Management Plan 19
6.3.1 Change Control 19
6.4 Project Budget Management 20
6.4.1 Budget Tracking 20
6.5 Communication Plan 20
6.5.1 Communication Matrix 20
6.5.2 Status Meetings 21
6.5.3 Project Status Reports 21
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) 21
6.6.1 Baselines 21
6.6.2 Metrics Library 22
6.7 QUALITY OBJECTIVES AND CONTROL 22
6.7.1 quality Standards 22
6.7.2 Project and Product Review AND ASSESSMENTS 24
6.7.3 Agency/Customer Satisfaction 25
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS 25
6.8 CONFIGURATION MANAGEMENT 26
6.8.1 Version Control 26
6.8.2 Project Repository (Project Library) 26
6.9 PROCUREMENT MANAGEMENT PLAN 26
7. 0 Project Close 26
7.1 Administrative Close 26
7.2 Contract Close 27
AttachmentS 27
Revision History
Revision Number / Date / Comment1.0 / September 23, 2009 / Planning Version
2.0 / February 3, 2010 / Implementation Version
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 iv of vi
Project Management Plan for HAT Project
1.0 Project Overview
1.1 Executive Summary- rationale for the Project
The Department of Health (DOH) Developmental Disabilities Supports Division (DDSD) will implement an electronic health assessment tool to better serve their client population. The current tool is paper-based and resource intensive. The functional outcome of a health assessment tool is to provide the provider/support team with guidance in determining the person’s need for further assessment and evaluation and to address identified health risks. It will also guide the team in determining the need for clinical and other professional services. General and individual-specific staff training would also be identified to address health risks and provide a foundation for health care management.
1.2 funding and sources
Source / Amount / Associated restrictions / Approvers /General Appropriation Act of 2009, Laws 2009, Chapter 124, Section 4, Subsection F, Department of Health General Fund Appropriation, Item 5. / $200,000.00 / None / Mikki Rogers
1.3 constraints
Constraints are factors that restrict the project by scope, resource, or schedule.
Number / Description /01 / Functional Requirements of a Validated Tool and System
02 / Usability of System by Program Area and Contracted Providers
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 /01 / Comprehensive Selection of System Vendor / M
02 / Successful Procurement of the Health Assessment Tool system / E
03 / Sustained Funding for Project / M
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Number / Description /01 / Development Disabilities Supports Division will provide appropriate resources for the project teams
02 / Selected system will meet the needs of the Division and the Providers.
03 / Technical aspects of the selected system will be approved.
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.
Description - The project will be at risk if all stakeholders are not engaged at the beginning of the project. / ProbabilityLow / Impact
High
Mitigation Strategy: Emphasize communication to all stakeholders to be sure they understand the benefits of a successful project.
Included updates to all levels of the organization and ensured appropriate stakeholders were included.
Contingency Plan: Continue with existing communication for remainder of the project and monitor level of engagement and changes of stakeholders.
Description - The project will be at risk if the state withdraws the funding for cost containment purposes. / Probability
Medium / Impact
High
Mitigation Strategy: Show how services will become more cost effective if this project is completed. Address class action lawsuit stipulations.
Continued to work with stakeholders to identify advantages of the investment into the system.
Contingency Plan: Continue to engage stakeholders in identifying advantages of the HAT system and the power of its data and data accuracy.
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 /Katrina Hotrum / Executive Sponsor / NMDOH / Deputy Secretary for Facilities
Mikki Rogers / Project Director / NMDOH / DDSD Director
Jennifer Thorne-Lehman / Procurement Manager / NMDOH / Deputy DDSD Director
Department of Health / Commitment to Consumer/Clients and Citizens of New Mexico to provide and oversee services to the Developmental Disable / NMDOH / Agency
Providers / Provide services to the Developmental Disable / Various / Various
Consumers/Clients / Receive services from the Department of Health and its Providers / n/a / n/a
Citizens of New Mexico / Care and concern for the consumers/clients and effectiveness of the Agency / n/a / n/a
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
Name / Group / Role / ResponsibilityKatrina Hotrum / NMDOH / Executive Project Sponsor
Steering Committee Member / § Participate
§ in planning sessions
§ ;
§ Ensure project staff availability, funding, and contract management
§ Review and accept the initial risk assessment, management plan, project plan, and budget
§ Provide management review and accept changes to project plan, contract or deliverables
§ Attend executive requirements reviews and resolve requirements problems
§ Empower the Project Director and the Project Manager
§ Communicate with the Department of Health
§ Champion the project
§ Contribute to lessons learned
Mikki Rogers / NMDOH / Project Director
Steering Committee Member / § Facilitate Steering Committee Meetings
§ Participate in planning sessions
§ Ensure project staff availability, funding, and contract management
§ Review and accept the initial risk assessment, management plan, project plan, and budget
§ Appoint Committee and Team members
§ Provide management review and accept changes to project plan, contracts or deliverables
§ Ensure user and sponsor acceptance
§ Attend executive requirements reviews and resolve requirements problems
§ Adjudicate any appeals relative to Steering Committee decisions
§ Cast the deciding vote where a consensus cannot be reached by the Steering Committee
§ Empower the Project Manager
§ Communicate with the Executive Sponsor and NMDOH
§ Champion the project
§ Contribute to lessons learned
Robert Mayer / NMDOH / Agency CIO, Steering Committee Member / § Provide Information Technology guidance
§ Attend and participate in meetings
§ Review and accept deliverables
§ Review presented documentation
§ Balance larger picture versus details of project
§ Review project funding and expenditures
· Champion the project
Jennifer Thorne-Lehman / NMDOH / Procurement Manager, Steering Committee Member / § Perform and report on the duties of the Procurement Manager
§ Attend and participate in meetings
§ Review and accept deliverables
§ Review presented documentation
§ Balance larger picture versus details of project
§ Review project funding and expenditures
§ Champion the project
Elizabeth Finley / NMDOH / Clinical Service Bureau Chief / § Provide Clinical Service Bureau perspective
§ Attend and participate in meetings
§ Review and accept deliverables
§ Review presented documentation
§ Balance larger picture versus details of project
§ Review project funding and expenditures
§ Champion the project
Scott Doan / NMDOH / DDSD Regional Manager, Region Representative; Steering Committee Member / § Provide Regional perspective
§ Attend and participate in meetings
§ Review and accept deliverables
§ Review presented documentation
§ Balance larger picture versus details of project
§ Review project funding and expenditures
§ Champion the project
Lee Ann Major
Provider Representative / ARCA / Provider Community Representative; Steering Committee Member / § Provide Provider perspective
§ Attend and participate in meetings
§ Review and accept deliverables
§ Review presented documentation
§ Balance larger picture versus details of project
§ Review project funding and expenditures
§ Champion the project
Lyndi Dittmer-Perry / NMDOH / Project Management Contractor
Advisory Steering Committee Member / · Develop initial management plan and project plan
· Provide leadership for a coordinated project effort
· Document project assumptions, constraints, and critical success factors
· Conduct initial risk assessment
· Facilitate project meetings
· Assign tasks
· Manage schedule, budget and scope
· Develop detailed plans with project team for risk, change, quality
· Ensure project consensus
· Manage expectations
· Report on project status
· Maintain issues log
· Maintain action items log
· Promote and practice change management
· Close-out action items
· Value teamwork, cooperation, and planning
· Champion the project
· Facilitate lessons learned process
2.2.3 Organizational Boundaries, interfaces and responsibilities
Use this section to describe any special considerations regarding contact between the project team, the project manager, and individuals from various organizations involved in the project: Boundary, interface and responsibilities at the interface