NMDGF Alternate Data Site and Upgrade

NMDGF Alternate Data Site and Upgrade

PROJECT MANAGEMENT PLAN
(PMP)

Executive Sponsor – Russ Verbofsky

Business Owner –Russ Verbofsky

Project Manager – Russ Verbofsky

Original Plan Date: April 6, 2015

Revision Date: April 6, 2015

Revision: 1.0

Project Management Plan for NMDGF Alternate Data Site and Upgrade

Revision History

Preparing the Project Management plan

About This Document

Project Oversight Process Memorandum – DoIT, July 2007

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 Deliverable Approval 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

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 / April / Original
2.0
2.1
2.2

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: 1.0DoIT-PMO-TEM-0201 of vi

Project Management Plan for NMDGF Alternate Data Site and Upgrade

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.

1.1Executive Summary- rationale for the Project

The purpose of the special funding request is for New Mexico Department Game and Fish (NMDGF) to develop an alternate data site/center physically/geographically separate from their Santa Fe building in order to continue information system operations if there is an issue at either site which have caused a systems outage. The information systems consist of the NMDGF Internet website, online sales system used by the public to purchase fishing/hunting/trapping licenses, and the vendor sales system used by vendors (e.g. Walmart, mom and pop shops) to sell fishing/hunting/trapping licenses to the public.

The plan is to mirror the system components (e.g. servers, network devices) used to run the aforementioned systems located at the NMDGF Santa Fe building and place them at the Department of Information Technology’s (DoIT) Simms building data center. The funds will purchase the hardware, software, maintenance plans, and contract staff to configure the network components based on the design. If there is an issue at either site such as a power outage, HVAC issue, data circuit/connectivity outage, hardware/software failure; NMDGF Information Systems Division (ISD) will be able to switch operations from one site to the other site and have the systems continue operating.

The benefits include significantly reducing the amount of systems outage time and allowing NMDGF, public, and vendors the ability to continue the purchase/selling of hunting/fishing/trapping licenses by locals and tourists so they can enjoy New Mexico natural resources. In addition, for vendors, people coming into their store to purchase a license usually purchase other items and thus supporting New Mexico small businesses and the overall New Mexico economy. From a NMDGF perspective, this will provide the public assurance that we take their hunting/fishing/trapping pleasures along with their free time seriously and they are able to buy and use a license when it is convenient for them. For NMDGF and the vendor relationships, this will help keep these relationships solid and show NMDGF is here to help their business.

1.2 funding and sources

Source / Amount / Associated restrictions / Approvers
Game protection fund / $350k / NMDGF CFO, Director, LFC

1.3 constraints

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

Number / Description
1 / COMPLETE PROJECT BEFORE FIRST OF SEPT IN PREPARATION OF LICENSE YEAR CHANGES.

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 / resources are avialble to configure and implement system / M
2 / funds are available to procure equipment / M

1.5 ASSUMPTIONS

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

Number / Description
1 / hardware and software will be available to procure with little lead time.
2 / Suffecient rack space is available at Doit

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

Other Priority projects impacting resources / Probability Possible / Impactmedium
Mitigation Strategy Managing other projects and coordinating with director
Contingency Plan Slip schedule

Risk 2

Adequate in-house knowledge and experience / Probability Low / ImpactMedium
Mitigation Strategy Provide training opportunities
Contingency Plan Bring on board contractors with the skill set from firms with state purchasing agreements.

Risk 3

Procurement lead times / Probability Possible / Impactmedium
Mitigation Strategy Procure items as early as possible
Contingency Plan Slip schedule

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
Alexa Sandoval / Business owner / NMDGF / Director
Russ Verbofsky / PM/CIO / NMDGF / CIO
Elaine Jaramillo / Key Project team member / NMDGF / Ops Chief
Stan Sisneros / Key Project team member / NMDGF / Lead apps developer

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

Role / Responsibility
Operations Chief / Server and network configuration and implementation
Lead Apps Developer / Applications installed and running successfully on all servers. System failover.
PM/Architect / Design of system, procurement of all equipment, management of professional services, management of schedule and budget.

2.2.3 Organizational Boundaries, interfaces and responsibilities

The key interface between the organizations is between the Project Manager from DoIT and the Project Manager and the assigned Team Leaders. The primary methods utilized will be the Status Report/Briefing, ad-hoc meetings, e-mail, and phone conversations.The overall task direction can only come from the Project Manager. Final decisions will be made at the Steering Committee level.

2.3 Executive Reporting

3.0 Scope

3.1 Project Objectives

3.1.1 Business Objectives

Number / Description
Bus. Objective 1 / PROVIDE THE PUBLIC AND VENDORS A SYSTEM WHICH IS AVAILABLE 24X7X365 TO PUCHASE LICENSES AND ACCESS DEPARTMENT INFORMATION.
Description / The public needs to access NMDGF information and to purchase licenses at any time and place without having to visit NMDGF offices during business hours.
Rationale / The State Game Commission wants the public to use our natural resources without being restricted to NMDGF business hours and locations.
Acceptance/Fit Criteria / Licenses can be purchased and information accessed from any internet device and location at any time and location.

3.1.2 Technical Objectives

Number / Description
Tech. Objective 1 / INCREASE SYSTEM RELIABILITY TO 99.99%
Parent Requirement # / Business Requirement 1
Description / Increase our website, online sales, and vendor sales web applications to a level of 99.99% to ensure we are providing the public has access at any time or place.
Rationale / Ensures we are providing an adequate level of reliability to serve the public while allowing for minimal downtime for maintenance.
Source / Program P719; Objective 7 / Source Document / 2013-2018 NMDGF Strategic Plan
Acceptance/Fit Criteria / Collect matrixes of downtime and calculate it with the overall time to develop a percentage.

3.2 Project exclusions

3.3 Critical Success Factors

Identify the critical success factors for achieving success in this project.Metric 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 / System is avaialble 24x7x365 with a minimum 99.99% relability.

4.0 Project Deliverables and methodology

4.1 Project Management Life Cycle

Phase / Summary of Phase / Key Deliverables
Planning / Architectural Design and plan / Project Charter, Certification Form, PMP, Systems Architecture, Risk assessment, Project Schedule
Phase 1 / Establish redundancy at DoIT using existing servers. Virtualize servers at Santa Fe using existing Dell Server / Establish alternate site at DoIT
Phase 2 / Replace physical servers at Santa Fe with Blade Servers and move storage to SAN. Use phase 1 Virtual Servers to build virtual servers on blade servers. Move Phase 1 virtual server to test domain. / Upgraded servers at Santa Fe.
Phase 3 / Replace physical servers at DoIT with Blade Servers and move storage to SAN. Install Datto device to keep Santa Fe and DoIT in sync. / Replace physical servers at DoIT.
Close / Validate functionality and failover is successful. / Reliability metrics.

4.1.1 Project Management Deliverables

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 Planning Milestone

Finalized system architecture and bill of materials. Draft and approval planning documents with DoIT: Project charter, PMP, architecture design, risk assessment, and schedule. / Deliverable Acceptance Criteria – Approval of steering committee and DoIT
Standards for Content and Format –Documentation approval signatures
Quality Review – CIO and DoIT PMO to verify documentation is complete.

4.1.1.2 Phase 1 System/Milestone

Established alternate site at DoIT supporting the website, online sales, and vendor sales systems. / Deliverable Acceptance Criteria – Successfully failover the website, online sales, and vendor sales systems from Santa Fe to DoIT and continue operations.
Standards for Content and Format -Demo of the failover capability.
Quality Review – CIO to verify the failover is successfully occurring.

4.1.1.3 Phase 2 System/Milestone

Replace physical servers at Santa Fe with Blade Servers and move storage to SAN. Use phase 1 Virtual Servers to build virtual servers on blade servers. Move Phase 1 virtual server to test domain. / Deliverable Acceptance Criteria – Successfully access the website, online sales, and vendor sales systems from Santa Fe.
Standards for Content and Format -Demo successfully connectivity to website, online sales, and vendor sales systems via Santa Fe.
Quality Review – CIO to verify successfully connections to website, online sales, and vendor sales systems via Santa Fe.

4.1.1.4 Phase 3 System/Milestone

Replace physical servers at DoIT with Blade Servers and move storage to SAN. Install Datto device to keep Santa Fe and DoIT in sync. / Deliverable Acceptance Criteria – Successfully access the website, online sales, and vendor sales systems from DoIT.
Standards for Content and Format -Demo successfully connectivity to website, online sales, and vendor sales systems via DoIT.
Quality Review – CIO to verify successfully connections to website, online sales, and vendor sales systems via DoIT.

4.1.1.5 Closing Milestone

Systems has been fully upgraded and successfully operating. / Deliverable Acceptance Criteria – Successfully access the website, online sales, and vendor sales systems from DoIT and Santa Fe. Verify failover and operations can continue for one site.
Standards for Content and Format -Demo successfully connectivity to website, online sales, and vendor sales systems via DoIT and Santa Fe. Demo operations continue with one site down.
Quality Review – CIO to verify successfully connections to website, online sales, and vendor sales systems via DoIT and Santa Fe. Validates operations continue with one site down.

4.1.2 Deliverable Approval Authority Designations

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

Deliverable Number / Deliverable / Approvers (Who can approve) / Date Approved
1 / Project Charter / CIO, DoIT PMO, CFO, Director
2 / Project Management Plan (PMP) / CIO, DoIT PMO, CFO, Director
3 / Certification Funds / CIO, DoIT
4 / Systems Architecture / CIO, DoIT
5 / Risk Assessment and management / CIO / 4/1/2015
6 / Project Schedule / CIO / 4/1/2015
7 / Project Closeout Report / CIO

4.1.3 Deliverable Acceptance Procedure

Upon successful completion of each phase, the CIO will review the work completed and verify its completeness and validate its functionality before moving to the next phase.

4.2 PRODUCT LIFE CYCLE

“During the project management lifecycle, agencies shall select and implement a phase product development lifecycle methodology approved by the Department.” PROJECT OVERSIGHT PROCESS Memorandum

4.2.1 Technical Strategy

The key strategies for achieving success in the project is to use existing equipment to create an alternate data site to keep operations performing while the other site is being upgraded. Use virtualization software (VMWare) to replace physical servers which will reduce rack space and power requirements. In addition, the virtual machines can be booted and restored within a short amount of time compared to a physical server plus resources can be shared and modified on the fly with virtual machines. Remove the servers from local storage to a Network Accessed Storage (NAS) will allow for data growth and manageability. Once one site is upgraded and bought online, the other site will be bought down and upgraded to mirror the other site. By using the Datto replication device, the virtual machines at each site will be kept in sync and can failover from one to the other within a short amount to no downtime.