Project Management Plan for BEHR Upgrade Project
New Mexico Department of Health
Public Health Division
Billing and Electronic Health Record (BEHR) Upgrade Project
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Jack Callaghan, PhD
Director, Public Health Division
Business Owner – Maggi Gallaher, MD, MPH
Medical Director, Public Health Division
Project Manager – Deborah Dickerson
Original Plan Date: august 25, 2010
Revision Date: N/A
Revision: 1.0
Revision History iv
Preparing the Project Management plan v
About This Document v
Project Oversight Process Memorandum – DoIT, July 2007 v
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 3
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 6
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 9
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 12
4.2.4 Deliverable Acceptance Procedure 12
5.0 Project Work 12
5.1 Work Breakdown Structure (WBS) 12
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 16
6.1 Risk and issue Management 16
6.1.1 Risk Management Strategy 16
6.1.2 Project Risk Identification 17
6.1.3 Project Risk Mitigation Approach 17
6.1.4 Risk Reporting and Escalation Strategy 17
6.1.5 Project Risk Tracking Approach 17
6.1.6 ISSUE MANAGEMENT 18
6.2 INDEPENDENT Verification And Validation - Iv&V 18
6.3 Scope Management Plan 19
6.3.1 Change Control 19
6.4 Project Budget Management 19
6.4.1 Budget Tracking 19
6.5 Communication Plan 20
6.5.1 Communication Matrix 20
6.5.2 Status Meetings 20
6.5.3 Project Status Reports 20
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) 20
6.6.1 Baselines 21
6.6.2 Metrics Library 21
6.7 QUALITY OBJECTIVES AND CONTROL 21
6.7.1 quality Standards 21
6.7.2 Project and Product Review AND ASSESSMENTS 23
6.7.3 Agency/Customer Satisfaction 24
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS 24
6.8 CONFIGURATION MANAGEMENT 25
6.8.1 Version Control 25
6.8.2 Project Repository (Project Library) 25
6.9 PROCUREMENT MANAGEMENT PLAN 26
7. 0 Project Close 26
7.1 Administrative Close 26
7.2 Contract Close 26
Revision History
Revision Number / Date / Comment1.0 / July 28, 2010 / Planning Version for PCC certification
1.5 / August 25, 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 v of vi
Project Management Plan for BEHR Upgrade Project
1.0 Project Overview
1.1 Executive Summary- rationale for the Project
The Department of Health (DOH) Public Health Division (PHD) is initiating this project to upgrade the existing Billing and Electronic Health Record (BEHR) system. The BEHR system is the electronic medical record for all clinical services provided in public health offices. BEHR allows PHD to submit claims for services provided electronically and track compensation received for services performed supporting revenue recovery.
The new version will move PHD toward compliance with the federal requirements of meaningful use, part of the American Recovery and Reinvestment Act (ARRA). In addition, moving towards meaningful use will allow PHD to be eligible for incentive payments offered by the federal government for adoption of electronic medical records included in ARRA.
The BEHR system was initially implemented in 2007 with all the DOH public health offices using BEHR since early 2008. This is the first major upgrade since the initial implementation.
1.2 funding and sources
Source / Amount / Associated restrictions / Approvers /General Appropriations Act of 2010, Laws 2010, Chapter 6, Section 4, Department of Health General Fund Appropriation. / $200,000 / None / Jack Callaghan, PhD
1.3 constraints
Number / Description /1 / FY11 funds must be expended by June 30, 2011 and project must be completed in FY11
2 / Upgrade will go live simultaneously for all end users – training of all end users must be completed 2 weeks within to go live.
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 / Practice Management upgrade must be completed before BEHR Upgrade Project can begin. / E, M
2 / Sustained Funding for Project / M
1.5 ASSUMPTIONS
Number / Description /1 / Public Health Division will provide appropriate resources both monetary and personnel for the project.
1.6 Initial Project Risks Identified
Risk 1
Description – Project will be at risk if all stakeholders are not engaged at the beginning of the project / ProbabilityLow / Impact
Medium
Mitigation Strategy: Emphasize communication to all stakeholders to be sure they understand the benefits of a successful project and will commit the required resources determined during planning. This is being managed as part of the project team and with regular communication with staff at the public health offices.
Contingency Plan: This is addressed as part of the communication plan.
Risk 2
Description – Project will be at risk if the implementation vendor resources are not available / Probabilitylow / Impact
High
Mitigation Strategy: Contract with the implementation vendor must be negotiated and executed in September 2010. Weekly meetings with the vendor have been established. Once the contract is executed, a detailed project plan will be completed with committed resources assigned.
Contingency Plan: Review the schedule monthly with the vendor to address any scheduling issues.
Risk 3
Description – Project will be at risk if the state withdraws the funding for cost containment purposes / Probabilitylow / Impact
High
Mitigation Strategy: Show how services will become more cost effective and the ability to generate revenue recovery if this project is completed. Commitment from the DOH PHD management must continue to financially support project.
Contingency Plan: There is no contingency plan. If funding is cut or no longer available, project will not be viable. There may be some opportunity to reduce costs with implementation that would be explored.
2.0 Project Authority and Organizational Structure
2.1 Stakeholders
name / Stake in Project / Organization / Title /Jack Callaghan, PhD / Executive Sponsor / Public Health Division (PHD) / Director
Maggi Gallaher, MD, MPH / Project Director / PHD / Medical Director
PHD Staff / Users of system / PHD
Citizens of New Mexico / Receive services at Public Health Offices
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 / ResponsibilityJack Callaghan, PhD, PHD Director / NMDOH / Executive Project Sponsor
Steering Committee Member / § Ensure project staff availability, funding, and contract management
§ Approve project charter
§ 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
Maggi Gallaher, MD, MPH, PHD Medical Director / 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 Project 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
Sean Pearson / 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
Robert Horwitz / NMDOH / Division CFO and Deputy Director
Steering Committee Member / § Provide PHD Financial/Program Support guidance
§ Provide PHD Bureau 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
Jane Peacock / NMDOH / Division Deputy Director
Steering Committee Member / § Provide PHD Bureau 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
Barbara Hickok / NMDOH / Division Chief Nurse
Steering Committee Member / § Provide Clinical Services 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
Linda Monk / NMDOH / Division Regional Manager and 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
Deborah Dickerson / NMDOH / Project Manager
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
The project director will be primarily responsible for interfacing with Public Health office staff and the project manager will be primarily responsible for the administration and interface with the implementation vendor.
2.3 Executive Reporting
The Project Manager will communicate on a regular basis regarding all aspects of the BEHR Upgrade Project. To facilitate effective communication and provide accurate updates on progress, the Project Manager shall report on the Project in the following manner: