Kronos SHARE Integrated Time Keeping Solution

New Mexico Department of Health

Kronos – SHARE integrated time keeping solution

Project Management Plan

(This page has been left blank intentionality to facilitate two-sided printing.)

TABLE OF CONTENTS

Executive Summary

Introduction:

Background:

Project Definition:

Project Strategy:

Introduction:

Project Management Plan Purpose:

Project Management Policy:

PMP Standards:

Background

Pre-Project Activities:

Post-Project Plans:

Project Definition

Scope:

Milestones:

Budget:

Quality Baseline:

Governance:

Roles & Responsibilities

Risk Identification:

Procurement Approach:

Project Management Strategy

Change Management Plan:

Scope Management Plan:

Schedule Management Plan:

Quality Management Plan:

Communications Management Plan:

Risk Management Plan (RMP):

Issue Management Plan:

Appendix

A. Glossary

B. Work Breakdown Structure

C. MS Projects Schedule

D. Budget-Expenditure Report

E. Roles and Responsibilities

F. Risk Register I: Identification

G. Risk Register II: Analysis

H. Issue Log

Kronos – a SHARE integrated timekeeping solution

Project Management Plan (PMP)

Executive Summary

Introduction:

The purpose of this Project Management Plan is to provide a roadmap for the project team to successfully execute and deliver Kronos – SHARE integrated timekeeping solution to the Department of Health’s seven facilities.

Background:

The Offices of Facilities Management put together a team to document the current processes followed by the each facility for reporting time worked or leave taken and identify requirements for an electronic time keeping solution. This team was formed in 2007 and was comprised of representatives from each facility.

Kronos was recommended as the solution due to the fact Kronos is in use at New Mexico Behavioral Health Institute andSequoyahAdolescentTreatmentCenter. NMBHI integrated Kronos with SHARE during implementation of the SHARE system. A list of other pre- and post- project activities can be found in this section.

The purpose of the project is to provide DOH 24/7 Healthcare facilities the ability to manage workforce staff to provide for adequate staffing that meet necessary ratios as required by Federaland State Agencies. This will include workforce planning activities to ensure proper acuity (Patient to Staff Ratio) rates to maintain patient safety. Office of Facilities Management (OFM) will standardize procedures and policy across the facilities for using Kronos time keeper software.

Project Definition:

This section defines the scope, milestones, budget, quality baseline, project governance, roles and responsibilities, initial risk identification and procurement approach.

Project Strategy:

This section describes the strategy that will be used to manage the various components of the project. These components include change, scope, schedule, quality, human resources, communications, risks and issues management.

Introduction:

Project Management Plan Purpose:

/ The Project Management Plan (PMP) is the guide for implementing the project known as Kronos – SHARE integrated time keeping solution for the Department of Health’s (DOH) seven facilities. The PMP documents assumptions and decisions regarding communication, management process, execution and overall project control. The ultimate purpose of the PMP is to clearly define the roles, responsibilities, procedures and processes that will result in the project being managed such that it is completed on time, within budget, with the highest degree of quality and in a manner in which the stakeholder trust, support and confidence in the project will be maintained.
The PMP addresses all phases of the project life cycle and ensures that the project will be managed holistically and not incrementally as the project progresses over time. It is essential that the PMP establish the metrics by which the success of the project will be defined.

Project Management Policy:

/ Policy exists at the DOH Intranet site DOH PROJECT MANAGEMENT POLICY which states in part, “It is the policy of the New Mexico Department of Health (DOH) that all IT projects will be proposed, approved, planned and implemented in accordance with a project management methodology. All IT projects will be managed with sufficient formality by the DOH Information Technology Services Division (ITSD) to reasonably assure success.” The policy goes on to define several distinct phases as follows:

Origination;
Initiation;
Planning;
Execution and Control; and
Closing.

In respect to the Planning Phase, the policy goes on to state, “After initiation the project manager will convene a project management team to develop the project management plan including project timeline and budget. Depending on the size and complexity of the project, the project management plan may include a project schedule, budget, communications plan, risk management plan, quality management plan and transition to operations plan. IT projects certified by the Department of Information Technology (DoIT) are required to have Independent Verification and Validation (IV&V).”
The Execution and Control Phase component of the policy states, “Projects will be completed in accordance with the project plan. The project manager will report to the sponsor and other stakeholders. Projects will be monitored by the project manager to ensure compliance with the project management plan and to direct corrective action or approve changes. Corrective actions and changes will be controlled. DoIT-certified projects will submit monthly status reports to DoIT.”

PMP Standards:

/ The fundamental product of the Planning Phase is a Project Management Plan (PMP). This PMP is a “formal, approved document that defines how the project will be executed, monitored and controlled.” This PMP follows the guidelines set forth by the NM Department of Health (DOH) IT Services Division, which in turn are compatible with A Guide to the Project Management Body of Knowledge, (PMBOK Guide), Third Edition, Project Management Institute, Newton Square, Pennsylvania.

Background

Pre-Project Activities:

/ Prior to the initiation of this project, several related events or efforts have occurred. These include the following:

Activity

Date

Complete and submit forms for DoIT certification

/ March 2008

Complete Project charter

/ March 2008

Meet with SHARE project team

/ March 2008

DoIT certification presentation

/ March 2008

Post-Project Plans:

/ Subsequent to the closing of this project, several related events or efforts have been planned. These include the following:

Activity

Date

Evaluate additional Kronos modules for future acquisition

/ July 2009

Project Definition

Scope:

Purpose:

The purpose of the project is to implement Kronos Timekeeper v.6.0. This encompasses installation of badge swipe terminals at the NMDOH Facilities and configuration of Kronos software as a service. Kronos Timekeeper will integrate with SHARE to provide accurate time reports and leave balances. Polices and procedures will also be created as part of this project.

Objectives:

Successfully executing this PMP will result in the following objectives being met:

Ability to manage workforce staffing to provide for adequate staffing to meet necessary ratios
Standardize time keeping policies and procedures for Facility staff

Use of Kronos by Facilities’ Human resources staff

Decrease manual processing for time keeping and reporting into SHARE

Manage work schedules to plan effectively and reduce the amount of unnecessary overtime.

Deliverables:

Executing this PMP will also result in the deliverance of the following products and/or services:

Configure and test Kronos software as a service at six NMDOH facilities and the Los Lunas Community Program
Provide integration with SHARE for uploading employee time records and leave balance reconciliation

Install swipe terminals in each facility

Create and deliver User Training Manuals

Document new policies and procedures

Work Breakdown Structure (WBS)

In the Appendix of this document, “Work Breakdown Structure” (WBS),has been included that displays the organization of project activities around deliverables in a hierarchical manner.

Milestones:

Event:

Completion:

Initiation Phase / June 2008
Planning Phase
Design Phase
Construction Phase
Acceptance Phase
Deployment Phase
Closeout Phase / July 2008
August 2008
November 2008
December 2008
April 2009
May 2009

Budget:

The Steering Committee has developed a detailed budget and included it in the Appendix of this document (see Budget-Expenditure Report). A summary of the budget is included below:

Category:

Amount:

Staff: / $0
Contractual Services: / 268,750.00
Hardware: / 182,000.00
Software: / 323,000.00
Other:
Total: / $773,750.00

Quality Baseline:

/ To provide quality benchmarks or baselines, several products have been developed or will be developed as project deliverables. These baselines will be used to guide the Project Execution. These baseline products are listed below.

Requirements definition
Project Management plan
Implementation strategy
Phase gate review strategy
Acceptance deliverables
Independent Verification and Validation

Governance:

/ A hierarchical chart depicting “Project Governance” is included.

Roles & Responsibilities

/ This Plan defines the roles of the project members and their respective responsibilities in the “Role Responsibility Matrix” on page of the appendix.

Risk Identification:

/ During Project Planning, several potential events have been identified that have potential significant, negative impacts upon time, cost, quality, or scope. These risks are listed below.
Risks:

The creation of standard policies and procedures is important for the successful implementation of Kronos.
Availability of subject matter experts from OFM, DFA,ITSD
Network at NMBHI may not handle the addition of Kronos.
Network at FBMC may not handle the addition of Kronos.

The risks identified above will be managed according to the Risk Management Plan located in the following “Project Management Strategy”section, using the documents located in the Appendix G. During Project Execution, additional risks may arise. These newly identified risks will also be managed according to this strategy.

Procurement Approach:

/ The products or services required for the project are identified below and designated for purchase from the State Price Agreement, from a competitive proposal as a result of a Request for Proposals (RFP), or on a Sole Source basis.

Product or Service:

Procurement Method:

IV&V Contract

/ Statewide price agreement

Kronos – hw, sw, svcs
Peoplesoft integration

/ Working with SPD and DoIT
Statewide price agreement

Project Management Strategy

Change Management Plan:

/ Other project changes, though not as critical to project stability will follow a decision making process. These changes include modifications to scope, schedule, budget, and quality. Significant changes of these planning components will be reviewed and approved or disproved by the steering committee. If a modification or enhancement to the project has been identified, a change request form must be filled out. The Steering Committee will review the request to determine impacts to scope, schedule, budget, quality and resources. The committee will recommend accepting the change or rejecting the change and will provide supporting information for the decision. The request will be documented by the Project Manager and appropriate changes will be made to the Project Management Plan.

Scope Management Plan:

/ Most changes to scope are those requests that add, change, or delete project objectives or deliverables. Changes in scope, if at all possible, will be avoided and any new objectives and/or deliverables deferred to a follow-on project. Any proposed changes in scope will be analyzed for impacts on the projects including these areas: schedule, budget and quality. The findings will be presented to the Steering Committee for approval or rejection. .

Schedule Management Plan:

/ Subsequent to the approval of this PMP, aprojectschedule will be developed that expands the deliverables oriented milestones and the WBSincluded in the previous section, “Project Definition.” This scheduling effort may require changes to the milestones in accordance with the “Change Management Plan” included in this section.
Once the schedule has been approved, a baseline schedule will be created using MS Project. Once the baseline is established, the schedule will be modified as needed and as approved according to the “Change Management” plan included in this section.
At regularly scheduled Steering Committee Meetings and in regularly distributed Status Reports, the Project Manager will review actual progress in respect to the plan. In particular, tasks on the project’s Critical Path will be emphasized.

Quality Management Plan:

/ Quality Management is an important aspect of any project to ensure the product delivered is accepted and works as designed. There are number of ways that quality has been built into this project. The first is IV&V, which will verify the project meets it’s expected requirements through a third party evaluation of the project
The second is the change management process, which assures that any issues or changes that are made to the project are executed in a structured manner. The most important of these is the change control process to minimize the change of scope to the project and if scope does change it is done knowing the impact to the project.
The third process for quality management is the risk management plan which measures, mitigates and includes contingency plans for each risk.
Another part of the quality management plan is the Acceptance phase. This phase includes testing of configured hardware and software. A select group of stakeholders will be responsible for testing the functionality and providing feedback to the Steering Committee. The Steering Committee will provide guidance to the Project Director and Sponsor on accepting or rejecting the deliverables of the Acceptance Phase. If a recommendation for rejection is received, the Steering Committee will work with the Stakeholders, Project Manager and Vendor to provide corrective actions. Any corrective actions will be tested and approved again by the stakeholders. Once approval is obtained by Project Director and Sponsor, the project will move to the Implementation Phase.
At the end each phase of the project, lesson learned will be created. hese lessons learned will be incorporated into the next phase of the project and also be part of the project library which will be available for future projects to use.
Each phase of the project will undergo a review by the Steering Committee to ensure the project remains on time, on schedule and within budget. If the Steering Committee votes a no-go, the committee will recommend corrective action to address those areas of the project that do not meet the project deliverables.
All of these processes combined will create a product that has quality built in not tested in after the fact. This creates an environment minimizing the chaos that is normally a part of an IT implementation.

Communications Management Plan:

/ Communication will be effected through the distribution of Project Management deliverables as specified below. This PMP and any changes to it constitute one of the deliverables. Status Reports will be distributed as indicated below, using the format specified in the Appendix J of this document.
For other communication needs, Special Bulletins will be distributed as needed.
Status, issues, and risks will also be discussed at regularly scheduled project meeting on a monthly basis, preceded by the distribution of an Agenda and followed by the distribution of Meeting Notes.
Meetings / Status Reports: / Special Bulletins:
Executive Sponsor: / As needed / - / As Needed
Steering Committee: / Monthly / Monthly / As Needed
Project Director: / As needed / Weekly / As Needed
Technical Team: / Monthly / Monthly / As Needed
Business Process
Team / Monthly / Monthly / As Needed
Stakeholders: / As needed / - / As Needed

Risk Management Plan (RMP):

/ Information technology (IT) projects have many inherent risks associated with them. The technology itself, risks associated with introduction of new and/or innovative ideas, organizational change issues, internal project issues, external issues such as politics and the economy not to mention social concerns around the introduction of technology. The list of potential risks is almost limitless.
Risk management is the process of identifying potential project risk, assessing the probability and severity of risk events, and planning appropriate responses. Risk management is a priority task on any IT project and is managed just like cost, schedule, scope and quality. For this project, the Steering Committee has developed an approach that address the following questions:

As pertains to this project, what is a risk?
Can the various risks for this project be classified?
What generic strategies apply to this project’s risks?
Can these risks be rated?
How can these risks be “handled?”
How will these risks be tracked?
Who will manage the risks?

Strategy
Risk Identification – The process of identifying potential risks and documenting the specific characteristics of each.
Risk Analysis – The process of determining the impact and likelihood of the identified risks. This process may employ both qualitative and quantitative techniques as deemed necessary to objectively evaluate potential risks to the project.
Risk Mitigation – The process of mitigating the possibility of the risk and assigning responsible individuals to identified risks. All identified risks will have appropriate mitigation strategies/plans. For those risks that are highly probable and have significant impact to the project will develop contingency plans.
Risk Monitoring and Control – The process of tracking, evaluating and responding to ongoing developments relative to project plans, risk mitigation plans and specific contingency plans. Risk management is an integral component of integrated project control. This is an ongoing process for the duration of the project and will be part of every project status meeting.

Issue Management Plan:

/ With any project, no matter how comprehensive the planning process, issues will arise that need to be addressed. This section of the project management plan addresses how this process will be managed for the Kronos project.
When an issue is identified, primarily by the project team, it will be added to the issue log stored in the project library. An issue can also be identified by anyone affiliated with the project although the project team will be primarily responsible for tracking issues through to resolution. The project team will review the issues list twice a month. Issues, which could negatively impact the project, will be brought to executive sponsor’s attention for resolution.
The process of tracking an issue is below:
1)An issue is identified.
2)It is added to the issue document, assigned an issue number with a brief explanation of the issue and date entered.
3)The issue is assigned to someone and potential action to be taken.
4)As action is taken it is noted with the issue.
5)If possible, an estimated completion date is entered.
6)Upon completion of an issue the actual completion date is noted with the resolution.
Listed below are examples of how an issue can be resolved:
An issue can become a task added to the project plan with proper approval, if new, or within scope of the project.
It could be resolved by an action taken.
A document can be created which addresses the issue.
A resolution could create new issues that need to be addressed.
A new policy could be created which addresses the issue.

Appendix