CYFD SHARE Receivables
Project Charter For Certification
Executive Sponsor – Renada Peery-Galon, ASD Director/CFO
Business Owner –David Holmes, SHARE Systems Manager
Project Manager – John Prihoda
Original Plan Date: October 31, 2012
Revision Date:
Revision: 1.1
About This Project Charter DOCUMENT
Permission to plan the projec t and setting the governance structure
The Project Charter provides the project manager and project team with permission to proceed with the work of the project, within the scope delineated in this document. The Project Charter should be the outcome of a number of documents that went into the pre-planning for the project, and in many cases the agency IT Plan, Business Case for appropriations, Federal funding requests and the like.
Project sponsors sign the Project Charter signifying that they have agreed to the governance structure for guiding the direction for the further planning of the project, discovery and defining the requirements, acquiring necessary resources, and within that context the statement of work for any related contracts including a contract for the Independent Validation and Verification.
The Project Charter is also the foundation for the creation of the project management plan, and much of the thinking and writing for this charter will be immediately usable for that project management plan.
Project certification Initial phase documentation
The Project Charter is also used within the State of New Mexico IT Project Certification process as evidence of the project’s worthiness for the Initial Phase certification. The Initial Phase certification is especially critical to many state and agency projects because of its related release of the initial funds required for the project.
Initiation Phase funding is requested by an agency for use in developing project phases, developing Independent Verification and Validation (“IV&V”) plan and contract; address project review issues and/or to develop an overall project management plan. Note: Waiver of the IV&V requirement requires specific written approval by the Secretary of the DoIT.
DoIT “Project Certification” Memorandum July 2, 2007
The Project Charter and the Request for Certification Form are meant to provide a comprehensive picture of the project’s intention and initial planning, that includes the project’s place in the context of the State of New Mexico’s IT Strategic Plan, Enterprise Architecture, and DoIT project oversight process. See “IT Project Oversight Process” Memorandum July 5th 2007 on the OCIO-DoIT web site.
table of contents
About This Project Charter DOCUMENT
table of contents
1. project background
1.1Executive Summary -rationale for the project
1.2 Project Certification Requirements
2.0 Justification, Objectives and impacts
2.1 Agency Justification
2.2 Business Objectives
2.3 Technical Objectives
4.0 Schedule Estimate
5.0 Budget Estimate
5.1 Funding Source(s)
5.2. Budget By Major Deliverable or Type of expense -
6.0 Project Authority and Organizational Structure
6.2 PROJECT GOVERNANCE PLAN
6.3.1 PROJECT MANAGER CONTACT INFORMATION
10.0 Significant Risks and Mitigation Strategy
13.0 Project Charter Agency Approval Signatures
14.0 Project Charter Certification Approval Signature
Revision History
Revision Number / Date / Comment1.1 / October 31, 2012 / Original DoIT PMO Document
1
Project Charter [Project name]1
1. project background
The project background section is meant to provide the reviewer with a picture of the development of the project from inception to its being submitted for certification.
1.1Executive Summary -rationale for the project
The PeopleSoft Accounts Receivable Module was installed as part of the original SHARE implementation. However, it is only being utilized by a small group of state agencies. This project will expand the use of Accounts Receivable for the Children, Youth, and Families Department. Currently, CYFD uses the Joint Accounting System (JAS) instead of the SHARE Accounts Receivable Module to account for overpayments made to foster care and childcare providers. JAS is a legacy system that is no longer supported and there are concerns regarding how long the system can remain functional. The current SHARE Accounts Receivable Module does not allow CYFD to set-up the foster care and child care providers. CYFD is unable to enter providers as customers in SHARE. These foster and childcare providers are paid to provide care for CYFD clients (children). SHARE is not currently set up to account for multiple clients (children) that are often attached to one provider.
The objective of this implementation effort of the Accounts Receivable Module for CYFD will be to focus on implementing basic functionality needed to the receivables process regarding recording and maintaining payments, managing open receivables with customers through statements, dunning letters and invoices. It is anticipated that the implementation will be a “vanilla” implementation. CYFD’s objectives for the Accounts Receivable implementation will focus on:
- Creating integration with the CYFD FACTS System
- Creating Accounts Receivable Reports
- Providing knowledge transfer to the State’s functional and technical support teams on Accounts Receivable configuration and functionality
- Training of CYFD staff
- Validation and updating the Accounts Receivable Cookbook
1.2Project Certification Requirements
Does the project fit into the criteria for certification? Which and how?
CRITERIA / YES/NO / EXPLANATIONProject is mission critical to the agency / YES
Project cost is equal to or in excess of $100,000.00 / YES
Project impacts customer on-line access / YES
Project is one deemed appropriate by the Secretary of the DoIT / YES
Will an IT Architecture Review be required? / NO / AR is already implemented in SHARE
2.0 Justification, Objectives and impacts
The justification and objectives section relates the project to the purpose of the lead agency and describes the high level business and technical objectives for the project. The section also includes a high level review of the impact to the organization, and of the concerns for transition to operations.
2.1 Agency Justification
IDENTIFY AGENCY MISSION, PERFORMANCE MEASURE OR STRATEGIC GOALS TO BE ADDRESSED THROUGH THIS PROJECT
Number / DescriptionAgency
JUSTIFICATION 1 / SHARE is part of the DoIT statewide strategy to reduce the cost and complexity of information technology operations through an Enterprise model. It has imposed standardization in methodologies and adoption of best practices for IT activities as well as agency business processes. The DoIT Fiscal Year 2011 – 2013 Information Technology Strategic Plan includes the following goals:
- To identify and develop multi-agency service delivery applications. Improve the value of the IT investment through enterprise models that improve and streamline the executive branch’s information technology systems
- Establish interagency common business function collaboration
2.2 Business Objectives
Use the following table to list measurable business objectives
Number / DescriptionBusiness Objective 1 / Take advantage of available SHARE AR functionality
business objective 2 / Eliminate limited functionality of legacy JAS software
BUSINESS OBJECTIVE 3 / Interface to CYFD FACTS System
BUSINESS OBJECTICE 4 / Improved reporting and analysis
2.3 Technical Objectives
Number / DescriptionTechnical Objective 1 / Expand the functionality of the current SHARE PeopleSoft ERP software
Technical Objective 2 / Increased financial controls and regulatory compliance
4.0 Schedule Estimate
The schedule estimate is requested to provide the reviewers with a sense of the magnitude of the project and an order of magnitude of the time required to complete the project. In developing the schedule estimate, certification timelines and state purchasing contracts and procurement lead times are as critical as vendor lead times for staffing and equipment delivery. Project metrics include comparisons of actual vs. target date. At the Project Charter initial phase, these times can only be estimated.
Project Phase / Start Date / CompletionDate / Goals
Initiating / Nov. 15, 2012 / Jan. 31, 2013 / Define Business Requirements. Determine project goals and deliverables, Begin development of Project Management Plan. Perform software functionality assessment. Prepare and conduct workshops.
Planning / Nov. 15, 2012 / Jan. 31, 2013 / Completion of Project Management Plan and Project Schedule. Define requirements, fit-gap, and business processes. Functional and technical design.
Implementing I / Feb. 1, 2013 / Mar. 31, 2013 / Configuration/reports. Develop & test interface program. Unit testing.
Implementation II and Closing / TBD / TBD / Training. Convert JAS. UAT and regression testing. DoIT Closure Report andLessons Learned Post Mortem.
5.0 Budget Estimate
Within the Project Charter budgets for the project can only be estimated. Original budgets requested in appropriations or within agency budgets are probably not the numbers being worked with at project time. Funding sources are asked for to help evaluate the realism of project objectives against funding, and the allocation of budget estimates against project deliverables.
Please remember to include agency staff time including project managers as costs.
5.1 Funding Source(s)
Source / Amount / Associated restrictionsLaws of 2012, Chapter 19, Section 4 (House Bill 2 General Appropriations Act) / $150,000.00
TBD / $155,000.00 / TBD
5.2. Budget By Major Deliverable or Type of expense -
Item / Cost Estimate / .Consulting Services / $301.198.91
Contingency / $3,801.09
TOTAL BUDGET / $305,000.00
6.0 Project Authority and Organizational Structure
6.2 PROJECT GOVERNANCE PLAN
A diagram of the organization structure including steering committee members, project manager and technical/business teams would be helpful.
6.3 PROJECT MANAGER
6.3.1 PROJECT MANAGER CONTACT INFORMATION
name / Organization / Phone #(s) / EmailTBD
10.0 Significant Risksand Mitigation Strategy
Risk 1
Description -Reliance on outsourced resources to accomplish project goals / Probability:Expected / Impact: Outside consultants bring industry expertise and best practices. Costs are increased.
Mitigation Strategy All critical tasks assigned to state personnel. Closely monitor and manage outside contractor teams. Monitor costs closely.
Contingency Plan: Monitor situation closely and utilize all functionality available. Hire contractors for only short term needs.
Risk 2
Description - Staff resource availability / Probability: Possible / Impact : Schedule will be delayed, costs may increase and project may not receive the thought and testing required for smooth transition into production/implementation.Mitigation Strategy: Hiring of additional support staff
Probability: Possible
Contingency Plan: Monitor closely the workload and personnel assignments. Utilize outside resources if budget will accommodate.
Risk 3
Description - Maintaining project focus as a priority / Probability: Possible / Impact: MediumNeed to limit focus to AR only and avoid temptation to expand functionality.
Mitigation Strategy: Limit configuration of expanded functionality to only those enhancements needed to replace customizations previously created
Contingency Plan: Obtain additional funding to expand scope to include additional functionality.
Risk 4
Description – Additional funding for FY14 to complete project not approved / Probability: Possible / Impact: HighMitigation Strategy: Utilize other agency funding
Contingency Plan: Obtain additional funding
13.0 Project Charter Agency Approval Signatures
signature / dateExecutive Sponsor
Business Owner
Project Manager
14.0 Project Charter Certification Approval Signature
signature / dateDoIT / PCC Approval
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