CYFD
Enterprise Content Management
(ECM)
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Yolanda Berumen-Deines
Executive Sponsor– Damien Aragon, ITD
Deputy Director Applications Development– Vicki Gallegos, ITD
Project Manager – Melissa Barela, ITD
.
Original Plan Date: October 22nd, 2014
Revision Date: October 22nd, 2014
Revision: 1.0
Project Management Plan for CYFD Enterprise Content Management
Revision History
Preparing the Project Management plan
About This Document
Project Oversight Process Memorandum – DoIT, July 2007
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
4.1.2 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 / Comment1.0 / October 22nd, 2014 / Original DoIT PMO Document
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 CYFD Enterprise Content Management
1.0 Project Overview
1.1Executive Summary- rationale for the Project
In 2011, CYFD initiated the project to consolidate multiple CYFD systems to an enterprise web based system, Enterprise Provider Information Constituent Services (EPICS). As part of the EPICS implementation process, CYFD’s Information Technology Department (ITD), working with CYFD program areas, identifiedprogram needs to manage content, especially documents and images. Additionally, CYFD program providers and program support have continued to request technology solutions to solve document management and advanced Enterprise Content Management (ECM) needs.
Traditionally, Document Management Systems (DMS) only include core capabilities of document management. ECM encompasses a larger feature suite (see visual below) such as image-processing (capture), workflow, records management, and the latest integration framework. Given the expanding business needs around content, documents and business process management, marketing and products have evolved from DMS to ECM, less and less providers brand their systems as DMS only.
CYFD evaluated developing ECMS features within EPICS and has concluded that timeline, features and cost goals would be better served by selecting a vendor and solutions who already specialize in ECM features. CYFD envisions ECM as a complement to the Enterprise portfolio at CYFD. CYFD’s primary enterprise solution, EPICS will drive data structure in the ECM solution supporting CYFD’s technology goals while meeting the business needs of Program Areas as well as Program Support.
CYFD is requesting permission to proceed with the Initiation and Planning phase for the CYFD ECMProject, including:
- Request for Proposal (RFP) Development and Process including solution selection
- Requirements Gathering for Enterprise level solution
- Requirements Gathering for ECM Phase I
- Planning for ECM Phase I
1.2 funding and sources
Source / Amount / Associated restrictions / ApproversRace to the Top – Early Learning Challenge Grant
CFDA Number: 84.412A
Funded by the US Department of Education
Funding Authorized by the American Recovery and Reinvestment Act of 2009 / $27,400.00 / Restricted to Child Care related activities and administration. / CYFD Early Childhood Services
General Fund / $55,360.00 / General Fund: 06700 State Fiscal Year 2015 General Fund / ITS
General Fund / $111,020.00 / General Fund: 06700 State Fiscal Year 2015 General Fund / ITS
1.3 constraints
Number / Description1 / Funding availability and timing
2 / Timeline and Scope definitions will be constrained when process is highly dependent on master/meta data in other source systems
3 / Priorities and existing staff availability
4 / Scope: Target RFP Scope and Project planning will focus on foundation vs. advanced features and active vs. inactive files.
1.4 dependencies
Types include the following and should be 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 / CYFD Program Area Technical and Business staff available to ITD and Potential Vendor/RFP Team / M
2 / Enterprise system, EPICS, at CYFD is stable and available for process and/or data interfaces (manual or automatic) / D
3 / External federal and state entities support project, tasks, timeline and funding including but not limited to DoIT, PCC, SRCA and funding agencies. / E
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Number / Description1 / No delays or issues with funding
2 / Executive management will not change priorities
3 / Assigned staff for both ITD and Program Areas will not leave during project
1.6 Initial Project Risks Identified
Risk 1 – Planning
Description – Potential scope exceeds capabilities within timeline, resources/funding while still ensuring quality (success). / Probability Likely / ImpactMEDIUM HIGHMitigation Strategy – Project teams will undergo requirements gathering early (feasibility review) to allow time for ECM education and prioritization of use cases and features, with a focus on finite scope definition prior to RFP. Project phases will be narrowed by program area, business process use case and ECM feature-set to help ensure success. Complex feature-sets, such as workflow and interfaces are not targeted for early phases.
Contingency Plan - Non-critical requirements will be removed from critical path and implemented at a future date.
Risk 3 – Resource Risk
Description – Breadth of software solution hinders success of training and adoption / Probability Likely / ImpactMediumMitigation Strategy - Project phases will be narrowed by program, business process use case and ECM feature-set to help ensure success. Complex feature-sets, such as workflow and interfaces are not targeted for early phases. Business and Technical SMEs will be established within program area (as well as IT) to champion efforts and proactively and reactively engage end users.
Contingency Plan - Consider additional funding for training resources.
Risk 4 – Organizational Risk
Description – Resources redirected or agency priorities changed / Probability Medium / ImpactHIGHMitigation Strategy – Executive management and project management will need to have a clear understanding of the project deliverables and commit to the project and the resources required.
Contingency Plan - Any change to resource or priority will directly impact deliverables and timeline. Both would need to be renegotiated if either changed.
Risk 5 – Internal Risk
Description – Internal funding for project may not be received timely / Probability Medium / ImpacthighMitigation Strategy – CYFD will work closely with their federal partners to ensure project funds are made available to ITS in a timely manner.
Contingency Plan - Any change to funding availability will directly impact deliverables and timeline. Both would need to be renegotiated if either changed.
Risk 6 – External Risk
Description – Federal funding, if planned, for project may not be received timely. / Probability Medium / ImpacthighMitigation Strategy – CYFD will work closely with their federal partners to ensure project funds are made available to ITD in a timely manner.
Contingency Plan - Any change to funding availability will directly impact deliverables and timeline. Both would need to be renegotiated if either changed.
Risk 7 – Technology Risk
Description – Master (meta) data sources, such as EPICS, are not completed and accessible. / Probability VeryLow / ImpactMEDIUMMitigation Strategy – CYFD ITD and Program units work cohesively across ECM and EPICS teams to closely monitor dependent system cross-over and projects’ status.
Contingency Plan - Program Area data units establish alternative processes and resources to manage master data across systems and/or ECM target scope changes to focus on processes and data not dependent on another master system, as needed within timeline.
Risk 8 – Technology Risk
Description – Server, desktop or peripheral hardware is not received and deployed in timely fashion. / Probability low / ImpactMEDIUMMitigation Strategy – CYFD ITD units work cohesively to anticipate resource needs.
Contingency Plan - Timeline will shift.
2.0 Project Authority and Organizational Structure
2.1 Stakeholders
name / Stake in Project / Organization / TitleYolanda Berumen-Deines / CYFD efficiency and effectiveness in systems supporting employees, management in providing client centered service and meeting federal and state mandates / cyfd / cabinet secretary
Jennifer Padgett / CYFD compliance with federal and state mandates / cyfd / deputy cabinet secretary
Damien Aragon / CYFD efficiency and effectiveness in systems supporting employees, management in providing client centered service and compliance with DoIT and CYFD ITD standards / cyfd / cio
Steve Hendrix / CYFD compliance with Early Childhood Services (ECS) Program area policy and federal and state mandates / cyfd / director
ECS
Jared Rounsville / CYFD compliance with Protective Services (PS) Program area policy and federal and state mandates / cyfd / director
PS
Sandra Stewart / CYFD compliance with Juvenile Justice (JJS) Program area policy and federal and state mandates / CYFD / director
JJS
Daphne Rood-Hopkins / CYFD compliance with Office of Community Outreach and Behavioral Health (OCOBH) Program area policy and federal and state mandates / CYFD / director
OCBHD
Subject Matter Experts (SME) - All Program and Program Support areas (TBD) / CYFD compliance with Program area policy and federal and state mandates / CYFD / SME
2.2 Project Governance Structure
2.2.1 Describe the organizational structure – Org Chart
Information Technology Change Control Committee (CCC) Structure
2.2.2 Describe the role and members of the project steering committee
Steering Committee Member / Role / TitleDamien Aragon / Project Strategy / CIO
Vicki Gallegos / Project Strategy / Deputy Director Apps Dev.
Deborah Gallegos / Project Strategy / Deputy Director Operations
Melissa Barela / Project Manager / Project Manager
Program Area - Project Managers, Data Units, Users (as needed) / SMEs / Various
2.3 Executive Reporting
The project manager reports to the CYFD Information Technology, Deputy Director of ADS Development, reporting to the CIO. The CYFD CIO reports to Executive sponsors of the project. All project reporting, including monthly DoIT project status reporting, will be shared electronically with Executive sponsors and project teams.
3.0 Scope
3.1 Project Objectives
3.1.1 Business Objectives
Number / DescriptionBusiness Objective 1 / Improve Program and Program Support efficiency and effectiveness statewide:
- A web based system allowing for document access and associated ECM features will help assure the health and safety of children in child care.
Business Objective 2 / Provide enterprise level solutions:
- Improving accessibility for all users
- Leverage centralized data organization and solution knowledge around an Enterprise suite
- Comprehensive view of site (field and facility) and client content
Business Objective 3 / Optimize Agency Resources/Costs
- Improve staff productivity
- Improve management visibility
- Reduce paper and files (electric and hard copy)
3.1.2 Technical Objectives
Number / DescriptionTechnical Objective 1 / Optimize retrieval (search/index) by organizing data consistently using best practice taxonomy and system design relevant to CYFD business needs.
Technical Objective 2 / Select solution(s) capable of addressing the bulk of CYFD’s Electronic Content Management business and technical needs.
Technical Objective 3 / Optimize Agency Resources/Costs
- Well managed electronic and physical document and paper storage
3.2 Project exclusions
Target scope and project planning will prioritize foundation vs. advanced features and active vs. inactive files.
3.3 Critical Success Factors
Number / DescriptionQuality Metrics 1 / Support the agency’s mission of enhancing the safety, dignity and well-being of children youth and families in New Mexico by;
- Improving efficiency and effectiveness in systems, supporting employees and management in providing client centered service
Quality Metrics 2 / Software selected is scalable, addressing the bulk of CYFD’s ECM needs.
Quality Metrics 3 / Software selected adheres to CYFD IT standards, policies and procedures.
4.0 Project Deliverables and methodology
4.1 Project Management Life Cycle
Phase / Summary of Phase/DeliverablesInitiation & Planning / Feasibility
Certification – Initiation & Planning
RFP Process
Certification - Implementation
Implementation / TBD
Closeout / TBD
4.1.1 Project Management Deliverables
4.1.1.1 Project Management – Initiating & Planning
Description –Initiating & Planning Project ManagementDevelop a Project Management Plan, project schedule, requirements definition and requirements traceability matrix
Project Scope, schedule and budget
Risk/ Issue management plan
Resource management plan
Communication management plan
Requirements management plan. / Deliverable Acceptance Criteria- Approval by Executive Management, Project Managers. Key project team members review for consensus.
Standards for Content and Format - Use of DoIT Project Management Plan and supporting document templates.
4.1.2 Deliverable Approval Authority Designations
Deliverable / Approvers (Who can approve) / Date ApprovedInitiating & Planning
Project Management Plan / CIO
Deputy Director Apps Dev
Deputy Director Operations
Program Area Project Lead
Implementation
To be defined during this phase of Planning, will provide upon Certification for Implementation.
4.1.3 Deliverable Acceptance Procedure
Deliverable / Final Approval Process / Customer Acceptance CriteriaInitiating & Planning
Project Management Plan / Review and Approve
CIO
Deputy Director Apps Dev
Deputy Director Operations
Program Area Project Lead / Review and Approve
CIO
Deputy Director Apps Dev
Deputy Director Operations
Program Area Project Lead
Implementation
To be defined during this phase of Planning, will provide upon Certification for Implementation.
4.2 PRODUCT LIFE CYCLE
Phase / Summary of Phase & DeliverablesInitiation & Planning / Feasibility
Certification – Initiation & Planning
RFP Process
Certification - Implementation
Implementation / TBD
Closeout / TBD
4.2.1 Technical Strategy
- Planning will target phased approaches allowing for appropriate server, desktop and peripheral resources and funding.
- RFP requirements will include evaluation of solutions based on interoperability with existing CYFD server, desktop and software environments and technologies.
4.2.2Product and Product Development Deliverables
4.2.2.1 Feasibility