Billing System Replacement Project

PROJECT MANAGEMENT PLAN
(PMP)

Executive Sponsor – Donna Sandoval, Chief Financial Officer, Department of Information Technology
Business Owner - Donna Sandoval, Chief Financial Officer, Department of Information Technology
Project Manager – David Dikitolia, Sr. Project Manager, Department of Information Technology
Original Plan Date: January 10, 2018
Revision Date: 9/12/2018
Revision: 2.1

VINE3 Upgrade Project Management Plan

Revision History

1.0 Project Overview

1.1Executive Summary- rationale for the Project

1.2 funding and sources

1.3 constraints

1.4 dependencies

1.5 ASSUMPTIONS

1.6 Initial Project Risks Identified

2.0 Project Authority and Organizational Structure

2.1 Stakeholders

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

2.2.3 Organizational Boundaries, interfaces and responsibilities

2.3 Executive Reporting

3.0 Scope

3.1 Project Objectives

3.1.1 Business Objectives

3.1.2 Technical Objectives

3.2 Project exclusions

3.3 Critical Success Factors

4.0 Project Deliverables and methodology

4.1 Project Management Life Cycle

4.1.1 Project Management Deliverables

4.1.2 DeliverableApproval Authority Designations

4.1.3 Deliverable Acceptance Procedure

4.2 PRODUCT LIFE CYCLE

4.2.1 Technical Strategy

4.2.2 Product and Product Development Deliverables

4.2.3 Deliverable Approval Authority Designations

4.2.4 Deliverable Acceptance Procedure

5.0 Project Work

5.1 Work Breakdown Structure (WBS)

5.2 Schedule allocation -Project Timeline

5.3 Project Budget

Major Project Deliverable and Performance Measure

5.4 Project Team

5.4.1 Project Team Organizational Structure

5.4.2 Project Team Roles and Responsibilities

5.5 STAFF PLANNING AND Resource ACQUISITION

5.5.1 Project Staff

5.5.2 Non-Personnel resources

5.6 PROJECT LOGISTICS

5.6.1 Project Team Training

6.0 Project Management and Controls

6.1 Risk and issue Management

6.1.1 Risk Management Strategy

6.1.2 Project Risk Identification

6.1.3 Project Risk Mitigation Approach

6.1.4 Risk Reporting and Escalation Strategy

6.1.5 Project Risk Tracking Approach

6.1.6 ISSUE MANAGEMENT

6.2 INDEPENDENT Verification And Validation - Iv&V

6.3 Scope Management Plan

6.3.1 Change Control

6.4 Project Budget Management

6.4.1 Budget Tracking

6.5 Communication Plan

6.5.1 Communication Matrix

6.5.2 Status Meetings

6.5.3 Project Status Reports

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)

6.6.1 Baselines

6.6.2 Metrics Library

6.7 QUALITY OBJECTIVES AND CONTROL

6.7.1 quality Standards

6.7.2 Project and Product Review AND ASSESSMENTS

6.7.3 Agency/Customer Satisfaction

6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS

6.8 CONFIGURATION MANAGEMENT

6.8.1 Version Control

6.8.2 Project Repository (Project Library)

6.9 PROCUREMENT MANAGEMENT PLAN

7. 0 Project Close

7.1 Administrative Close

7.2 Contract Close

AttachmentS

Revision History

Revision Number / Date / Comment
1.0 / January 10, 2018 / PMP for Planning Certification
2.0 / January 17, 2018 / Modify Budget to include $25K for custom configuration and/or reporting as applicable. Updated Table of Contents page numbering
2.1 / September 12, 2018 / Populate applicable portions of the PMP in preparation for Implementation Certification
2.2 / September 25, 2018 / Changed 1st year project value from $305, 650 to $305,651

Revision: 1.01 of vi

VINE3 Upgrade Project Management Plan

1.0 Project Overview

Established in 2007, the New Mexico (NM) Department of Information Technology (DoIT) provides information technology (IT) leadership for the State, performs oversight for IT projects and procurements, and delivers enterprise IT services for the State’s executive agencies – with the goal of improving and streamlining the executive branch’s IT systems. DoIT currently provides the following technology services to executive branch agencies and to select external customers:

  • Application development (limited)
  • Enterprise email
  • Hosting (mainframe and private cloud)
  • Internet
  • Network (and associated security)
  • Public safety radio
  • SHARE (statewide human resources and financial system)
  • Voice communications
  • Wireless networking

DoIT staff aggregate usage and rate data to generate monthly invoices to approximately 450 client agencies for the services they use. Revenue generated through this process is used to recover the costs for DoIT staff and systems related to providing these essential services.

1.1Executive Summary- rationale for the Project

Currently DoIT relies upon the Smartcloud Cost Management (SCCM), previously known as Tivoli Usage Account Manager (TUAM), billing system to support this function. However, the SCCM system reached end of life (EOL) September 2018 and vendor support is no longer be available. The purpose of this project is to select and implement a replacement billing system to enable the billing process to continue accurately and without interruption. DoIT also expects to realize the following additional benefits through implementation of requirements not met by SCCM:

  • Enable DoIT staff to track payments via a direct interface with the Accounts Receivable module of the State Enterprise Resource Planning (ERP) system: SHARE;
  • Allow customers and DoIT staff to directly and more easily access detailed billing information in the system;
  • Enhance availability of information required to demonstrate DoIT compliance with Federal and State laws governing cost recovery; and
  • Improve the availability of billing-related reports and analytics via system capabilities and/or through an interface with a planned business intelligence capability for DoIT.

1.2 funding and sources

Source / Amount / Associated restrictions / Approvers
DoIT Equipment Replacement Fund (ERF) 96880 / $305,651.00 / funding will be sourced during fy19 / Estevan Lujan, Acting Cabinet Secretary, DOIT

1.3 constraints

Constraints are factors that restrict the project by scope, resource, or schedule.

Number / Description
1 / Billing System Replacementshall be implemented as soon as possible to minimize risk of running a mission critical function with an unsupported application.

1.4 dependencies

Types include the following and are associated with each dependency listed.

  • M-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 / Establish Cloud services state-wide price agreement (SPA) with a qualified vendor / E
2 / Establish system requirements / M
3 / document source and format of service feeder files / M
4 / research industry solutions / M
5 / perform proof of concept / D
6 / Establish funding source / M
7 / Establish vendor implementation/license contract / E
8 / Establish instance of application / m
9 / configure application / m
10 / test system / M
11 / perform user training / M
12 / transition to production / m

1.5 ASSUMPTIONS

Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.

Number / Description
1 / DoIT will have sufficient funds for procurement, configuration, maintenance, and operations of replacement billing system.
2 / The legacy billing system will continue to function after the September 30, 2018 end of life date in the event the replacement billing system is not implemented prior to that date.
3 / Contract will be executed in time to implement a replacement billing system as quickly as possible to minimize risk of running an unsupported application that serves a mission critical DoIT function.

1.6 Initial Project Risks Identified

This section identifiesand describes how each risk will be managed. It includes the steps that will be taken to maximize activity that will result in minimizing probability and impact of each risk.

Failure of new system to produce invoices.

Description –New system fails to produce computer generated invoices. / Probability - Low / Impact - Medium
Mitigation Strategy – Ensure all appropriate configuration and testing is completed.
Contingency Plan – While support will no longer be available for the existing billing system it will continue to function beyond the September 30, 2018 end of life date. Should the legacy system fail to operate beyond September 30, 2018 manual billing measures will be applied.

Failure of system to produce accurate invoices.

Description – Failure of the new system to produce complete and accurate invoices.
. / Probability –Medium / Impact- Medium
Mitigation Strategy – Both the existing and new billing systems will be run in parallel for at least 30 days to ensure invoices are complete and accurate.
Contingency Plan - Continue to run legacy billing system until new system is producing error free invoices.

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

The following is a list all of the major stakeholders in this project, and 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
Donna Sandoval / Executive Sponsor / DoIT / Chief Financial Officer
Vince Martinez / Steering Committee Member / DoIT / Managing Director, Operations
Susan Pentecost / Steering Committee Member / DoIT / Managing Director, Office of the CIO
Cassandra Hayne / Steering Committee Member / DoIT / Managing Director, SHARE
David Dikitolia / Project Manager / DoIT / Sr. Project Manager
Andrea Martinez / Project Team Lead / DoIT / Enterprise Billing Manager
Bob Bradbury / Project Team Member / DoIT / Rate Manager/ Analyst
Deborah Romero / Project Team Member / DoIT / Billing Team
Andre Lucero / Project Team Member / DoIT / Billing Team
Shahzad Shah / Application Support / DoIT / App Admin Team
Doug Torhan / Application Support / DoIT / App Admin
Team

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

Executive Sponsor

  • The Executive Sponsor –for this project is Donna Sandoval, DoIT Chief Financial Officer
  • Responsibilities:

Chair the Executive Steering Committee

Champion the project to DoIT staff and management

Ultimate authority and responsibility for project planning and successful execution

Work with members of the Executive Steering Committee to address issues, scope changes or other matters that might affect project progress or success

Executive Steering Committee

  • Additional members are:

Vince Martinez, Managing Director, Operations, DoIT

Susan Pentecost, Managing Director, Office of the Chief Information Officer (OCIO), DoIT

Cassandra Hayne, Managing Director, SHARE, DoIT

  • Responsibilities:

Work with Executive Sponsor to resolve escalated issues

Maintain oversight of project plans, progress, risks and decisions

Review and make decisions regarding requested changes to project scope

Work with Executive Sponsor to ensure adequate resources are available to the project

2.2.3 Organizational Boundaries, interfaces and responsibilities

The DoIT Project Manager will be the principal interface between the Steering Committee, Project Team, and Nicus. Responsibilities are as described below.

Project Manager

  • The manager for this project is Dave Dikitolia, a member of the Project Management Center of Excellence within the DoIT OCIO
  • Responsibilities:

Lead project planning and execution to deliver the chosen technology solution on time and on budget

Establish and manage a project team with the appropriate skills to complete the project

Report to the Executive Steering Committee on project progress, risks, issues and matters requiring Executive Steering Committee action

Prepare and deliver any presentations and documentation required for a certified project, if applicable

Manage any procurements required to execute the project

Project Team

  • The core project team comprises staff currently responsible for providing billing service that include, but is not limited to:billing system administration, feeder file validation, invoice generation, electronic invoice delivery, and billing issue resolution.
  • Responsibilities:

Draw upon subject matter expertise to execute project tasks, including service types, billing system feeder files, system requirements, billing system interfaces, external user access, reporting, education, outreach, and developing necessary procurement(s), and managing project execution to successfully deliver the desired solution;

Work with the project manager to identify and mitigate risks, to identify and resolve issues, and to complete discrete project tasks as assigned.

2.3 Executive Reporting

The DoIT Project Manager ensures regular and timely communications with the Executive Steering Committee. This includes, but is not limited to, the following:

  • Steering Committee Meetings once every two weeks to review project status, schedule, budget, risks/issues, and action items;
  • Monthly Project Certification Committee progress reports;
  • Immediate notification for any issues that represent a significant impediment to progress; and
  • Notifications as warranted by attainment of specific milestones.

3.0 Scope

3.1 Project Objectives

3.1.1 Business Objectives

Number / Description
Bus. Objective 1 / Collect accurate subscription and usage data for each service on a monthly basis.
Bus. Objective 2 / Ensure timely, reliable, and accurate billing of Department of Information Technology (DoIT) IT services to 350+ State agencies and entities.
Bus. Objective 3 / Provide a billing system portal allowing customers to review usage activity and billing detail.
Bus. Objective 4 / Ensure the billing system platform is properly maintained and supported.
Bus. Objective 5 / Recover costs for DoIT staff and systems related to IT service delivery.
Bus. Objective 6 / Provide interface to external Accounts Receivable system to track incoming service payments.
Bus. Objective 7 / Provide interface to future IT Financial Management Analytics/Business Intelligence systems.

3.1.2 Technical Objectives

Number / Description
Tech. Objective 1 / Perform automated feeder file input and validation where possible.

3.2 Project exclusions

The project does not include, nor does it require, any changes to feeder file content or format.

3.3 Critical Success Factors

The following are critical success factors for achieving success in this project. Metrics are key to understanding the ability of the project to meet the end goals of the Executive Sponsor and the Business Owner, as well as the ability of the project team to stay within schedule and budget. See also section 6.7 Quality Objectives and Controls.

Number / Description
Quality Metrics 1 / 10% reduction in the amount of time required for billing team to prepare, validate and submit monthly billing file.
Quality Metrics2 / 20% increase in the quality and accuracy of customer accessible reports.
Quality Metrics 3 / 10% increase in quality and accuracy of customer invoices.

4.0 Project Deliverables and methodology

4.1 Project Management Life Cycle

Phase / Summary of Phase / Key Deliverables
Initiation / Funding is requested by an agency for use in initial project setup activities such as defining governance, stakeholders, project objectives, high level scope, approach/phases, project charter, conducting research and analysis, procurement planning, developing Independent Verification and Validation (IV&V) plan and contract; developing initial project management plan with rough order magnitude estimates, etc. Note: Waiver of the IV&V requirement requires specific written approval by the DoIT Cabinet Secretary. /
  • Initiation Certification Form
  • Draft Project Charter
  • PCC Presentation

Planning / This request is for funds needed to complete all planning needed to successfully accomplish project (Phase objectives for projects following Agile, Iterative, Phased or hybrid methodologies) objectives. This could include activities such as procuring project manager or business analyst services to assist with planning, defining & baselining, scope, schedule, budget, quality metrics, requirements, business processes, procurement planning, communication plan, change management plan, risk/issue management plan, project management plan (PMP), technical planning, system design, security planning, business continuity/disaster recovery planning, etc. The PMP is a manifestation of planning on all aspects of the project and will serve as the basis to track and manage the project during subsequent phases. /
  • Draft Project Management Plan
  • Final Project Charter
  • Planning Certification Form
  • PCC Presentation
  • IV&V Waiver
  • Data Diagram
  • Process Flow Diagram
  • Governance Chart
  • Service Feeder File Data Diagrams

Implementation / This request is for funds needed to execute, track and manage actual work of the project/phase in accordance with plans. Typical activities could include JAD sessions, procurements (RFPs, contracts, etc.), contract and vendor management, build, buy, modify, configure, implement, testing, training, rollouts, transition to operations, etc. The project should have qualified PM structure to manage, track, monitor and report on progress. IV&V consultant should be actively engaged in the project /
  • Project Management Plan
  • Implementation Certification Form
  • PCC Presentation
  • IV&V Report (waived)
  • Approved TARC

Close / The termination or completion of the project. /
  • Closeout Certification Form
  • Lessons Learned
  • Final IV&V report (waived)
  • PCC Presentation

4.1.1 Project Management Deliverables

The following Project Deliverables are work products or artifacts that are driven by the project management methodology requirements and standard project management practices regardless of the product requirements of the project.

4.1.1.1 Project Charter
Description – The project charter is the document that formally authorizes a project. The project charter provides the project manager with the authority to apply organizational resources to project activities. / Deliverable Acceptance Criteria – Must meet acceptance of the Executive Steering Committee
Standards for Content and Format – Will use standard DoIT EPMO template.
Quality Review – Will be reviewed by the Enterprise Project Management Office (EPMO) and Billing SystemReplacement Project Manager, and Billing Team Manager.
4.1.1.2 Project Management Plan
Description – 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. / Deliverable Acceptance Criteria – Must meet acceptance of the Executive Steering Committee
Standards for Content and Format – Will use standard DoIT EPMO template.
Quality Review – Will be reviewed by the EPMO and Billing System Replacement Project Manager.
4.1.1.3 PCC Presentations
Description – Presentation developed to summarize essential elements related to Project Initiation, Planning, Implementation, or Closeout. / Deliverable Acceptance Criteria – Must meet acceptance of the Executive Steering Committee
Standards for Content and Format – Will use standard DoIT Project Oversight presentation elements.
Quality Review – Will be reviewed by EPMO, Billing System Replacement Project Manager, and Billing Team Manager.
4.1.1.4 Certification Request Forms
Description – Forms specifically tailored to provide specific information in request of Project Initiation, Planning, Implementation or Closeout. / Deliverable Acceptance Criteria – Must meet acceptance of the Project Certification Committee.
Standards for Content and Format – Will use standard DoIT EPMO template.
Quality Review – Will be reviewed by EPMO,Billing System Replacement Project Manager, and Billing Team Manager.
4.1.1.5 IV&V Reports
N/A / An IV&V waiver was requested and granted on 1/30/2018.
4.1.1.6 TARC Results
Description – Executive Steering Committee meeting agenda and minutes / Deliverable Acceptance Criteria – Must meet acceptance of the Executive Steering Committee and Project Certification Committee.
Standards for Content and Format – Will use standard DoIT EPMO template.
Quality Review – Will be reviewed by the EPMO, Billing System Replacement Project Manager, and Billing Team Manager.
4.1.1.7 Lessons Learned
Description – Executive Steering Committee meeting agenda and minutes / Deliverable Acceptance Criteria – Must meet acceptance of the Executive Steering Committee and Project Certification Committee.
Standards for Content and Format – Will use standard DoIT EPMO template.
Quality Review – Will be reviewed by the EPMO, Billing System Replacement Project Manager, and Billing Team Manager.
4.1.1.8Executive Steering Committee Meeting Agenda/Minutes
Description –Executive Steering Committee meeting agenda and minutes / Deliverable Acceptance Criteria – Must meet criteria of the Executive Steering Committee and Project Manager.
Standards for Content and Format –Will use standard DoIT EPMO template.
Quality Review – Will be reviewed by Billing System Replacement Project Manager.
4.1.1.9Project Team Meeting Agenda/Minutes
Description –Project Team meeting agenda and minutes / Deliverable Acceptance Criteria –Must meet needs as defined by the Project Team members and the Project Manager.
Standards for Content and Format - Will use standard DoIT EPMO template.
Quality Review - Will be reviewed by Billing System Replacement Project Manager and meeting participants.
4.1.1.10 Project Budget Report
Description – Project Budget report to identify spend by project phase and projected amount remaining. / Deliverable Acceptance Criteria –As defined the vendor contract.
Standards for Content and Format –Will use standard DoIT format.
Quality Review –Will be reviewed by the Executive Steering Committee and Billing System Replacement Project Manager.
4.1.1.11 Risk/Issue Log
Description – Project Risk/Issue Log to track Risk, Mitigation and Contingency plans. Issues will be tracked and assigned to a principle owner for resolution. / Deliverable Acceptance Criteria –Will be reviewed and accepted by the Project Steering Committee
Standards for Content and Format –Will use standard DoIT template.
Quality Review - Will be reviewed by the Executive Steering Committee, Billing System Replacement Project Manager and project team members.
4.1.1.12 Monthly PCC Report
Description – Deliver Monthly Project Certification Committee report due the 10th of every month. / Deliverable Acceptance Criteria –EPMO team will review and accept report.
Standards for Content and Format –Will use standard DoIT template.
Quality Review - Will be reviewed by the Executive Steering Committee, Billing System Replacement Project Manager and Billing Team Manager.
4.1.1.13 Requirements Traceability Matrix
Description – Requirements Traceability Matrix (RTM) will be developed to track requirements though each phase of the project life cycle. / Deliverable Acceptance Criteria –RTM will be reviewed and accepted by the Executive Steering Committee.
Standards for Content and Format –Will use standard DoIT template.
Quality Review - Will be reviewed by the Executive Steering Committee, Billing System Replacement Project Manager and Billing Team Manager.

4.1.2 Deliverable Approval Authority Designations

The following table lists the deliverables this project is to produce, and the person or persons who have authority to approve each deliverable.