NMDOT Performance Dashboard

PROJECT MANAGEMENT PLAN
(PMP)

Executive Sponsor – Tom Church/Tamara P. Haas
Business Owner - Tamara P. Haas, Division Director
Project Manager – Phillip Montoya/Joann Girard/Ann Lutz
Original Plan Date: November 28, 2017
Revision Date: February 8, 2018
Revision: 1.3

Project Management Plan for Performance management dashboards

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

Business Representatives should be available during the course of the project for

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)

6.7 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

AmendmentS

Revision History

Revision Number / Date / Comment
1.0 / November 28, 2017 / Initial Draft
1.1 / January, 24, 2017 / Minor revisions from planning.
1.2 / February 1, 2018 / Minor revisions from review.
1.3 / February 8, 2018 / Minor revisions from review

Revision: 1.0DoIT-PMO-TEM-0201 of vi

Project Management Plan for Performance management dashboards

1.0 Project Overview

1.1 Executive Summary- rationale for the Project

The NMDOT Mission is to provide a safe and efficient transportation system for the traveling public, while promoting economic development and preserving the environment of New Mexico. In order to provide a safe and efficient transportation system, the NMDOT is responsible for preserving and maintaining our pavements and bridges.

The Performance Dashboard is a tool that will assist NMDOT in determining where improvements are needed by being able to view pavement and bridge conditions on a map. In addition to having conditions of all roads available geospatially, the Performance Dashboard will also provide updated metrics for pavements and bridges to show the number of structurally deficient bridges, the number of scour critical bridges as well as the number of bridges that are due for inspection in the next month and to be able to show this type of data statewide, by district as well as by road type. The Performance Dashboard will be able to show the different performance measures that were established as part of the annual budget process as well as show the system condition as required by FHWA regulations (23 CFR 490) for the Interstate, non-Interstate National Highway System as well as the non-National Highway System.

The ability to show performance measures by different road classifications by District, as well as to the detail required by FHWA, will allow NMDOT to consistently view the status of each performance measure and progress to meeting the performance targets for each measure. The NMDOT has several performance measures in our Agency strategic plan that are reported on a quarterly basis. The performance measure dashboard will also provide up to date information on maintenance activities that will provide critical information to District Engineers in planning work activities and managing their budget in order to ensure the state highway system is being maintained within the performance targets established.

The implementation services center on the infrastructure Condition Analytics for Pavement and Bridges.

The goal is to have the ROLTA OneView™ customized to implement45 KPIs with connections to four source systems; that will focus on Bridges, Pavement and Maintenance Management functional areas.

1.2 funding and sources

Source / Amount / Associated restrictions / Approvers
NMDOT Federal State planning and research (SP&R) funds / $539,524.87 / None / Tamara P. Haas
Phillip Montoya

1.3 constraints

Number / Description
C01 / 45 KPIs from functional areas as Bridges, Pavement & Maintenance
C02 / 4 Source systems: Agile (PMS MMS), BMS, Roads & Highways and ArcGISfor Geospatial data,andExcel (CSV format) for Contract Maintenance
C03 / System must be live in production no later than March 2018 to allow time to set performance targets to report to FHWAby May 2018
C04 / Adequate resources
C05 / Timing to process contracts
C06 / State requirements for oversight and project delays

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
M01 / Landscape availability (Hardware setup) / M
M02 / GIS Data availability / M
M03 / Project certification committee approval / m
M04 / Contract approvals and purchases / e
M05 / Funding for software maintenance / m
M06 / Design and infrastructure dependencies / m
M07 / Application environment creation / e
M08 / Software management / e

1.5 ASSUMPTIONS

Number / Description
A01 /

Business Representatives should be available during the course of the project for

Finalizing the KPIs
Signing off Use Cases
Clarifications sought
Performing the UAT
Signing off the UAT
Project closure
A02 / NMDOT IT team will be available for technical discussions related to availability, access for source systems etc.
A03 / Project will be completed within defined timeline
A04 / Project scope will not change.
A05 / Project staffing resources will be available as they are needed.
A06 / Proposed budget is sufficient to complete project
A07 / Dedicated project team members remain in their current roles.

1.6 Initial Project Risks Identified

The project has identified the following risks.

RISK 1: VPN Connectivity needed to configure environment

Description -
VPN Connectivity for accessing the source systems can be made available only during NMDOT permitted hours i.e. NMDOT Business hours. / Probability High / ImpactMedium
Mitigation Strategy
Database dump of possible source systems like Agile, BMS & Excel sheet are provided to Rolta Offshore team so that team can do initial setup and configuration activities based on this data dump imported environment. Adjust offshore team work hours and scheduling of task items to accommodate restrictions, as needed.
Contingency Plan
Not Applicable

RISK 2: GIS data availability for Pavement data

Description -
GIS Data availability within Pavement functional area / ProbabilityMedium / ImpactHigh
Mitigation Strategy
It is recommended to have frequent communication between NMDOT GIS team and Rolta GIS team. These communication or meetings would help understand what is expected by Rolta GIS team and what can be made available as per the Project schedule.
Review placement of pavement data versus current GIS data to identify inconsistencies.
Contingency Plan
Rolta Team have proposed to send Lead GIS engineer at Onsite for 1 week to explain details about GIS Data requirement for the identified list of KPIs for Pavement area and finalizing the scope w.r.t. Project schedule depending upon GIS data availability. This scope identification may include explaining sample data creation for few routes, views creation etc. that are required for Configuration to NMDOT GIS Team.

RISK 3: Esri R&H Implementation occurring in parallel

Description – ESRI Roads & Highways (R&H) production system will not be live in production prior to this system’s Go-Live / Probability: Medium / Impact: Medium
Mitigation Strategy: Work with contractor and ARNOLD project team to ensure this system is compatible with R&H conventions, data model and formatting requirements prior to GoLive. Import current approved LRS via shapefile, or other approved method prior to Go Live.
Identify target date, post Go Live for implementation of live interface to R&H, or for consumption of yearly approved LRS extracted from R&H.
Contingency Plan: Depending on timing and capabilities of R&H, and the needs of the performance dashboard system to support a more updated LRS, establish business process and SOPs to consume a yearly extract of the approved LRS from R&H.

RISK 4: Design feasibility for connection to source systems

Description -
Other internal NMDOT applications such as the Pavement Management System, Maintenance Management System, and Bridge Management system may not be able to support a live interface to the Rolta OneView software. / ProbabilityMedium / Impact Medium
Mitigation Strategy
Early in planning, identify technical constraints with the desired list of applications to be interfaced, and confirm the requirements.
Contingency Plan
Should any of the application interfaces be unachievable due to either technical constraints or timing, identify alternative methods to extract and exchange data between the systems, and develop business processes and SOPs to perform the data exchanges.

RISK 5: Timing for establishment of hardware landscape

Description –
External Hosting environment of the application will take time to establish / Probability Medium / Impact Very High
Mitigation Strategy
Early in planning, identify technical constraints with the server and license requirements to host the application with an external hosting provider.
Contingency Plan
Should issues arise with external hosting of the application, work with Rolta to identify alternate solutions for the number of servers and the requirements for data processing.

2.0 Project Authority and Organizational Structure

2.1 Stakeholders

name / Stake in Project / Organization / Title
tom church / champion / nmdot / Secretary
tamara p. haas / owns the project. is responsible for the benefits / nmdot / executive sponsor
tamara p. haas / monitors project progress / nmdot / business owner
phillip montoya / project delivery / nmdot / project manager
nmdot / end users of data / nmdot / district engineers, designers, engineers
JOann girard / it project management / nnmdot / it project manager
Ann Lutz / IT Project Management / NMDOT / IT Project Manager

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

The Executive Steering Committee (ESC) is the primary escalation point and is responsible for the overall success of the engagement, tracking of the engagement ROI and review of the program with respect to defined goals.

ESC members are listed in Section 5.4.2.

Rolta’s Account Manager will coordinate with the NMDOT Business Project Manager to run the regular activities of the ESC. The key responsibilities of the ESC include:

  • Laying down the goals of the engagement.
  • Reviewing progress of the engagement against the project goals.
  • Reviewing priorities and providingdirection, guidance and support to the project team. Resolvingany issues that might have significant impact on engagement scope, costs and schedule that are unable to be resolved by the project team.

2.2.3 Organizational Boundaries, interfaces and responsibilities

The Performance Dashboard is primarily utilized by the Asset Management & Planning Division, Executive Management and Engineering Personnel within the NMDOT for performance target reporting and analysis. The Performance Dashboard relies on 4 key internal NMDOT systems to integrate data and provide a cohesive presentation of the data. The project team will be working with subject matter experts responsible for each of the input systems, as well as the NMDOT user community to identify all required data elements are migrated and tested appropriately. The NMDOT business and IT project managers, as well as the vendor project managers will coordinate communication amongst the project sub-teams to ensure cohesiveness and adherence to project plan and requirements.

Role / Responsibility
Executive Project Sponsor / The point person will be the highest level of NMDOT. Responsibilities include:
  • Champion Project
  • Consider changes facing the organization and its impacts
  • Responsible for finding budget to complete project
  • Participate in planning sessions
  • Ultimate project responsibility

Executive Steering Committee (ESC) / Tasked with overall direction and support of the project
  • Participate in meetings
  • Review and provide comment on documentation provided by project team.
  • Review project funding and its sources

Business Owner / Person responsible to the participating entities that make decisions related to the operation of the project.
  • Problem Solving
  • Reviews/approves work of vendors
  • Participate in changes to project
  • Diagnose potential problems on project
  • Determine roles of IT personnel
  • Ultimate project success
  • Budget Planning
  • Project Schedule
  • Training Plans
  • Contract Management
  • Ensure communications between vendor and project owner.
  • Ensure communications to external stakeholders

Project Team Members / Staff assigned to Project.
  • Define Business needs
  • Scheduling of meetings
  • System Administration
  • Testing
  • Purchasing and processing
  • Data integrity
  • Data input

Technical Staff (NMDOT and Vendor) / Staff assigned to defining infrastructure requirements and providing support to project indefinitely.
NMDOT Duties for Data Exports and Interfaces Include:
  • System infrastructure Specifications
  • Integration of other NMDOT systems
  • Data backups
  • Storage requirements
  • Data Migration support
  • Network connectivity
Vendor Duties for Hosted System Include:
  • Integration of other NMDOT systems
  • Data backups
  • Storage requirements
  • Security
  • Data Migration support
  • Systems install and updates
  • Network connectivity
  • Provide test/development environments
  • System maintenance
  • System reporting
  • Disaster recovery
  • Anti-virus protection

2.3 Executive Reporting

The Executive Sponsor will receive communications from the Business Owner on the overall status of the project. This will include major milestones that have been completed and any major issues that may prevent the project from achieving its goals.

The Business Owner will receive communications from the Project Manager on the overall project plan and status. This will include communication when resource scheduling is to occur and when assignments are complete.

The Project Executive Steering Committee will receive its communications from the Vendor and Business Project Managers on the status of their work and related tasks. This will include detailed status about completed work and work that is scheduled for them in the future.

The Vendor Project Manager f will issue a weekly status report. This status report will be reviewed by the NMDOT Business PM,who will be responsible for communicating status up through the NMDOT project organization.

All project reporting, including monthly DoIT project status reporting, will be shared electronically with Executive Sponsors and the project team.

3.0 Scope

3.1 Project Objectives

The Project is established to implement the Rolta OneView application and software for the Performance Management Program. Theseimplementation services center on the Infrastructure Condition Analytics for Pavement and Bridges.

•The OneView design is being established to accommodate 50 KPIs with connections tofour source systems across bridge management and pavement management to import source data.

•OneView is built using SAP Technology platforms

•The project team will deliver the KPIs in NMDOT defined webpages focused on the Pavement and Bridge functional areas.

3.1.1 Business Objectives

Number / Description
Business Objective 1 / performance dashboard THAT PROVIDES TRANSPARENCY FOR NMDOT EXEcuTIVE STAFF on websitE
Business Objective 2 / optimize business process, decreasing number of steps, saving time
Business Objective 3 / lower the cost of government by having a more efficient work activity reporting
business objective 4 / improve reporting capability to executive management and to fhwa
business objective 5 / provide a performance reporting system for tracking asset condition to ensure that current data is utilized in the decision-making process to ensure a state of good repair

3.1.2 Technical Objectives

Number / Description
NM-TECH-01 / Performance Dashboard solution is able to connect identified source systems.
NM-TECH-02 / Data is refreshed in Performance Dashboard per BSD reporting frequency
NM-TECH-03 / Data made available in Performance Dashboard matches with data in identified source systems data per the KPI Logic defined in BSD Documents.
NM-TECH-04 / Improve accuracy and availability of transportation performance management data to comply with federal requirements
NM-TECH-05 / Provide an externally hosted, web-based application which provides the capacity for 24/7 access for up to 50 concurrent users
NM-TECH-06 / Provide capability to meet business, functional and technical requirements via configurability of key performance indicators
NM-TECH-07 / Provide capability for role-based secure access to application workflows and data, and meet NMDOT standards for password security

3.2 Project exclusions

Functional scope for the Project is identified and defined in Business System Design (BSD) documents that are listed in section 4.1. Any other KPIs or source systems apart from what is defined in these BSD documents is excluded from the current scope of the Project. If any new source or new KPIs are identified during configuration or UAT phase, they will be evaluated via the Change Management process.