New MexicoState Immunization Information System (NMSIIS) interoperability project

PROJECT MANAGEMENT PLAN
(PMP)

Executive Sponsor – Dr. Maggi Gallaher, Acting Public Health Division Director
Business Owner – Kevin Bersell, Immunization Program Manager
Project Manager – Tim Elsbrock, Project Manager
Original Plan Date: July 13th, 2011
Revision Date: October 13th, 2011
Revision: 1.1

Project Management Plan for [Project Name]

Revision History

1.0 Project Overview

1.1 Executive 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

4.1.3 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

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)

6.6.2 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

Revision History

Revision Number / Date / Comment
1.0 / July 27th, 2007 / Initial version
1.1 / August 11, 2011 / Updated budget numbers
1.2 / October 13, 2011 / Implementation update

Revision: 1.0DoIT-PMO-TEM-0201 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 purpose of this project is to support developing electronic interfaces between the New Mexico Statewide Immunization Information System (NMSIIS) and health care providers in the state.NMSIIS is a registry that tracks immunization records for doses administered within New Mexico.

These interfaces will allow providers’ Electronic Health Records (EHR) systems to electronically submit immunization data to NMSIIS, and to query NMSIIS for the immunization status of patients.Interfacing these systems will improve the completeness of immunization records for New Mexico residents by;

  • decreasing the number of children that receive too many or too few immunizationsbecause a provider/family did not have a complete record;
  • reduce keying errors for manually entering immunizations and;
  • reduce the time required for reporting immunizations to NMSIIS.

This project will also drive compliance to the Health Information Technology for Economic and Clinical Health (HITECH) act by helping immunization providers satisfy meaningful use criteria and is funded by agrant from the CDC. This is a nationwide initiative as other states have received money from this grant program to build interfaces for their immunization registries.

1.2 funding and sources

Source / Amount / Associated restrictions / Approvers
Department of Health and Human Services Grant Number 1U66IP000422-01 / $1,057,800 / Changes to CDC approved budget need to be submitted to CDC for approval. / Maggi Gallaher

1.3 constraints

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

Number / Description
#1 / This project is limited to immunization data. No other record type will be handled.
#2 / This project is limited to organizations that provide immunization within the state of New Mexico. This project does not deal with any record type or data element other than immunization related data.
#3 / The project must work within the funding timeline of the CDC grant which is currently set to end 8/21/2012

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
E-1 / The project requires that the immunization providers work with NMSIIS and devote the resources needed to build the interfaces within the allotted term of the grant. The terms of the grant apply to DOH only and the only pressure borne by the providers is meeting meaningful use. Moreover, the immunization providers are a mix of large and small, for profit and non profit, entities. The project is dependent on all these entities working to help DOH meet the terms of the grant.
M-2 / The terms of the grant stipulate that the interfaces be operating bi-directionally by the end of the grant period. However, the primary vendor of the NMSIIS is HP. They, in turn, are working to align the needs of several states in their release of the HL7 2.5, which is the required HL7 version for bidirectional functionality between NMSIIS and the immunization provider. As such, NMSIIS is dependent on HP to deliver HL7 2.5 functionality in a timeframe that will allow for DOH to meet he the terms of the grant.

1.5 ASSUMPTIONS

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

Number / Description
A-1 / DOH is assuming that the providers will want to send immunization data to satisfy meaningful use requirements to the degree that they will allocate all necessary resources to achieve said interoperability within the terms of the grant under which DOH much work.
A-2 / DOH is assuming that the providers outbound messages will largely meet the NMSIIS message specifications and little if any code translations will need to be done by NMSIIS.
A-3 / The DOH Information Technology Services Division assumes that the program will lead the outreach effort to the providers to include scheduling meetings, first and subsequent engagements with the pilot sites.

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 - Lack of engagement from providers

Description – Immunization providers do not engage sufficiently to meet the terms of the grant. / Probability - Likely / Impact- High
Mitigation Strategy – There is money in the grant to help the providers defray system development costs. If the providers are slow to engage, then DOH can offer this money in support of their efforts. The providers also have reason to achieve the interoperability as it will help them satisfy meaningful use.
Contingency Plan - The grant will allow us to change pilot sites, so the project could change pilot sites in an effort to meet the terms of the grant. This would mean replacing the pilot sites designated in the grant application with another provider site that is more prepared to commit the required resources.

Risk 2 - Technological skill set

Description – The effort to interface, both one-directional and then bi-directional, will be a challenge for DOH in general. The skill sets required are being built as we complete this project. It is possible that the project could be delayed, or the terms of the grant not met, if DOH is unable to complete the technological aspect of the project. / Probability - Likely / Impact- Medium
Mitigation Strategy – The project is already working with NMHIC to complete the interface work for Presbyterian Health Services and ABQ Health partners. DOH could further leverage their technical abilities to build additional interfaces.
Contingency Plan - Work with NMHIC or otherwise outsource. Could also contract for additional in-house expertise.

Risk 3–HL7 2.5.1

Description – The bidirectional interfaces required by the end of the grant period are predicated on HP delivering the HL7 2.5.1 functionality in NMSIIS. HP is developing this functionality for several states in addition to New Mexico, and several of those states are also in receipt of this grant. This is now slated to be delivered in October of 2010. If delivery of this functionality slips, the project schedule will slip as well. / Probability - Moderate / Impact- Medium
Mitigation Strategy – The project can work on all other aspect of the interfaces to give HP time to deliver the HL7 2.5.1 functionality.
Contingency Plan - Should this functionality be delayed, it is likely that the CDC will ease the terms of the grant, either in schedule or required functionality or both, to accommodate the slip by HP. As stated previously, New Mexico is not the only grantee working with this risk within this timeline.

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
Maggi Gallaher, MD, MPH / Executive Sponsor / Public Health Division (PHD) / Acting DIrector
Kevin Bersell / Business Owner / PHD/Immunization Program / Acting NMSIIS Manager
Immunization Program Staff / Users/Supporters of NMSIIS / PHD/Immunization Program / N/A
Dave Perry and Matt Berlin
New Mexico Health Information Exchange (NMHIC) / NMHIC performs a partner role in that they will interface the larger providers such as Presbyterian. / LCF Research / NMHIC CIO
All immunization providers across New Mexico / The NMSIIS interoperability project will impact all the providers as they attempt to comply with meaningful use and also as they try to share their data with NMSIIS. / Various / 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 / Responsibility
Maggi Gallaher, MD, MPH / NMDOH / Acting PHD Division Director
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

Kevin Bersell, NMSIIS Program Manager / NMDOH / Business Owner
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

Michael Snouffer, Application Support Bureau Chief / NMDOH / 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

Jane Cotner / NMDOH / Immunization Program 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

TBD, External stakeholder / TBD / TBD /
  • 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

Tim Elsbrock / 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

As mentioned in risk and assumption sections above, this project relies heavily on the input from external organizations to help DOH meet the terms of the grant. It is the responsibility of the NMSIIS program to engage the providers, on a regular and ongoing basis, so that they are brought along the interface development process that will result in an operable interface being developed. ITSD can only consult on the technical aspect of the effort, commonly agreed to activities within such a consultativeengagement are as follows; requirements gathering, building of GAPS documentation, system configuration, system training, system testing, technical consultation with the providers and end –user support.

3.0 Scope

3.1 Project Objectives

3.1.1 Business Objectives

Number / Description
Business Objective #1 / 40% of all immunization administered statewide will be entered into the registry via Health Level 7 (HL7) interface at the end of the project.
Business Objective #2 / Reduce errors due by reducing manual and redundant date entry, and improve efficiency by automating immunization data entry and retrieval, with real time bidirectional interfaces between immunization provider EHR systems and the NMSIIS system.

3.1.2 Technical Objectives

Number / Description
Technical Objective 1 / Utilizing the HL7 messaging protocol, the NMSIIS interoperability project will interface with immunization providers to attain a one directional feed of doses administered into the NMSIIS registry, and by 2012 be able to send bidirectional message, so immunization providers can view, from within their EHR system, the immunization history of a client prior to administering additional immunizations. This will also assure that clients receive the recommended dose and schedule for each immunization.
Technical Objective 2 / Build fully automated bidirectional interfaces between NMSIIS and the pilot providers EHR systems

3.2 Project exclusions

The project is excluding immunization providers that are not designated as a pilot site. Other providers, may be included, but only if time and resources are available and only after all pilot sites are completed. These other providers are not part of the project scope.

The project is limited to immunization specific data.

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 / Immunization providers will spend less time doing double data entry into NMSIIS
Quality Metrics 2 / HL7 interfaces are working properly and electronic records reliably flow into NMSIIS

4.0 Project Deliverables and methodology

4.1 Project Management Life Cycle

Phase / Summary of Phase / Key Deliverables
Initiation / This phase defines overall parameters of the project and establishes the appropriate project management and quality environment required to complete the project. / Project Charter, initial risk assessment, high level schedule, procurement strategy, approval for next phase
Planning / This phase defines the exact parameters of the project and ensures all the pre-requisites for execution and control are in place. / Project Management Plan, Team members identified, final scope statement, high level WBS, resources identified, high level schedule, budget and communication plans, roles and responsibilities, status reports, approval for next phase
Execution and Control / This phase implements the product the project was commissioned to deliver including all testing and go-live support.
Control of a project overlaps with all phases of a project and the key elements to control are: scope, schedule, and budget. / Scope under control, updated project schedule, updated budget, maintained risk management log, maintained issue log, status report, product of the project, acceptance
Close out / This phase wraps up the project and shares any lessons learned and best practices to be applied to future projects. / Post implementation review and report, lessons learned, administrative close-out

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.