Land Information Management System
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsors – Commissioners Patrick Lyons and Dennis Garcia
Business Owner – Larry Kehoe
Project Manager – TBD
Original Plan Date: November 30, 2010
Revision Date:
Revision:
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
4.1.2 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
Revision History
Revision Number / Date / Comment1.0 / November 30, 2010 / Original Document
Revision: 1.0DoIT-PMO-TEM-0201 of vi
Project Management Plan for [Project Name]
1.0 Project Overview
1.1 Executive Summary- rationale for the Project
The State Land Office (SLO) manages 13 million subsurface and 8 million surface acres held in trust for the beneficiaries of the State of New Mexico. These trust lands were conveyed to the state of New Mexico by two specific acts of Congress: the Ferguson Act of 1898, and the Enabling Act of 1910. The Acts identified beneficiaries and determined the amount of lands to be held in trust for each beneficiary. SLO is charged with optimizing revenue for the trust on these lands, while protecting the corpus of the trust for future generations.
In 1994 the Oil and Natural Gas Administration and Revenue Database (ONGARD) was implemented to administer revenues associated to oil, gas and minerals. In 1995, it was modernized to include leasing modules for surface related revenue streams, e.g., commercial, mining, and grazing leases, and rights of way.
Theland information management system (LIMS) project is a continuation of internal project initiatives and is considered one of the outcomes of the tri-agency ONGARD modernization project roadmap. The project is being approached and will be managed in multiple phases. Each phase will follow an agile and iterative project management methodology and development strategy which will address specific high level function point requirements: Planning, Data Grooming, Geospatial Land Management and Surface Lease Management
The implementation of LIMS will expand the surface land management portion of ONGARD to improve and accommodate the evolving needs of SLO. LIMS will address non-oil and gas resource management issues such as split estates and surface versus subsurface ownership, which directly affects distribution of revenue to the beneficiaries. In addition the system will allow for flexibility for surface leasing on less than a whole subdivision. Additional benefits of the surface and land information management system will include:
- Enhance GIS real-time editing and visual representation of the state lands, leases and other encumbrances;
- Real-time access to data through a GIS enabled environment which has been spatially enabled to include needed latitude and longitude GIS information, without a complex and time consuming data conversion process;
- Improvement to the land grid information used in recording state lands and lease boundary information, which is expanding to include coordinate information;
- Validate state trust land ownership information and establish searchable document index;
- Replacement and integration of the 100 + year old paper Tract Book system;
- Ability to receive survey information electronically and provide real time mapping access;
- Improve right-of-way application filing processes and map location information
- The ability to focus on available SLO acreage adjacent or near a specific lease, for additional lease and competitive marketing.
- Migrating existing surface lease management functionality from ONGARD;
- Enhance accounts payable, receivables, and business lease management reporting.
- Implement a more intuitive environment for lease creation, maintenance and historical archive;
- Improved detection of trespass on state trust lands, and more timely response to trespass issues which do arise;
- Tracking revenue of various kinds of delayed payments and rentals for renewable and economic development leases;
- Reduction of potential legal issues caused by conflicting or out-of-date information;
- Coordination with other government agencies, i.e., New Mexico GO-TECH, Bureau of Land Management, Office of the State Engineer and ONGARD Service Center;
- Constituent services such as online renewals, billings, applications and permitting as well as a real-time, interactive map of the land status.
1.2 funding and sources
Source / Amount / Associated restrictions / ApproversLaws of 2010, 2nd Special Session, Chapter 6, Section 7, Paragraphs 10 - 11. / $1,668.00 / SurfaceLand Management System
Total / $1,668.00
1.3 constraints
Number / Description1 / Available funding to complete project
2 / Availability of SLO and ONGARD personnel to support the project
3 / The Land Management System must be integrated with the ONGARD System to ensure the other ONGARD tri-agencies receive the data they need to meet their objectives.
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
1 / Project Manager will be hired / M
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Number / Description1 / SLO will use the existing technical infrastructure, including servers and toolsets.
2 / ONGARD has no significant changes to the database or functionality.
3 / Stakeholder participation and buy-in.
4 / Available SLO Staffing Both IT and division.
1.6 Initial Project Risks Identified
Risk 1
Description – Electronic capture/data entry of information associated with the 100+ year old tract book will be resource intense and time consuming. / Probability: High / Impact: HighMitigation Strategy: Outsource the initial capturing of the data and use internal resources to quality control the data.
Contingency Plan: Work with internal resources to capture the necessary information, plan the capture in incremental phases to allow the completion of existing duties.
Risk 2
Description – Business process changes and related training will not be fully adopted. / Probability:Medium / Impact: HighMitigation Strategy: Thorough Communications and Detailed Training Plan. Evaluate training and process changes in parallel with the incremental rollout of the system functions.
Contingency Plan: Create a Contingency Plan for additional training and Change Management activities, based on the results of early implementations.
Risk 3
Description – Change in leadership on the project will affect direction and schedule for the project / Probability:High / Impact:MediumMitigation Strategy: Thorough Communications Plan, identify the benefits and value of the project.
Contingency Plan: Continue to do business as usual.
Risk 4
Description – Interopability with existing ONGARD system processes and code may change during the development and implementation stages. / Probability: Low / Impact: HighMitigation Strategy: Work closely with the ONGARD Service Center to ensure any changes to the system are identified and changes to the LIMS projects are updated appropriately.
Contingency Plan: During the integration phase review the integration requirements and make adjustments as necessary. User testing is critical to the success.
Risk 5
Description – Risk of service interruption due to the strategy of incremental implementation of the current platform in parallel with production operations. / Probability: Low / Impact: HighMitigation Strategy: Use of separate development, test and production environments. Thorough coverage of test cases. Thorough testing before Release to production.
Contingency Plan: For each Release, provide a clear “backout” process, procedure and methodology. Implement configuration management through-out the project life cycle.
2.0 Project Authority and Organizational Structure
2.1 Stakeholders
Below is a list of all major stakeholders in this project, and whatroles they have at 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 / TitlePatrick Lyons / Executive Sponsor / SLO / Commissioner
Dennis Garcia / Executive Sponsor / SLO / Deputy Commissioner
Larry Kehoe / Sponsor / SLO/Assistant Commissioner of Surface Resources / Assistant Commissioner
Lucille Sisneros / Stakeholder/Business Owner / SLO / Records Manager
Anna Villa / Stakeholder/Business Owner / SLO / ROW Section Chief
Jim Jackson / Stakeholder/Business Owner / SLO / Grazing Director
Marry Dubose / Stakeholder/Business Owner / SLO / Grazing Section Cheif
Peggy Walton / Stakeholder/Business Owner / SLO / Commercial Director
Della Gutierrez / Sponsor / SLO / ASD Assistant Commissioner
Scott McDowell / Stakeholder/Business Owner / SLO / Appraiser
Del Bearden / Stakeholder/Business Owner / SLO / Management Analyst
Jamie Bailey / Stakeholder/Business Owner / SLO / O&G Division Director
Pete Martinez / Stakeholder/Business Owner / SLO / Units Manager
Joe Mraz / Stakeholder/Business Owner / SLO / Chief Geologist
Kurt McFall / Stakeholder/Business Owner / SLO / Royalty Division Director
Dallas Rippy / Sponsors / SLO / Commercial Assistant Commissioner
William Baillargeon / IT Owner / SLO / GIS Coordinator
Martin Davis / IT Owner / SLO / CIO
Gilda Martinez / IT Owner / SLO / IT Business Analyst
Tony Hoffman / Stakeholder/Business Owner / TRD/OSC / OSC Director
Lilly Martin / Stakeholder/Business Owner / TRD/OSC / Project Manager
2.2 Project Governance Structure
2.2.1 Describe the organizational structure – Org Chart
A steering committee will be responsible for the decisions associated to this project.
2.2.2 Describe the role and members of the project steering committee
The steering committee will provide guidance and direction on issues affecting the Project. Changes to the scope of the project, additional project resource requirements and project deliverables will require steering committee approval. The steering committee will advise the Project Director and Project Manager on major issues and oversee that the project goals, success factors, milestones and implementation timetable are being achieved.
Steering Committee Member Name / RoleCommissioner Patrick Lyons or designee / Executive Project Sponsor
Dennis Garcia & Larry Kehoe / Project Director
Robert Stranahan / Legal Oversight
Martin Davis / IT Oversight
Mary Dubose / Grazing Business Owner
Anna Villa / Rights of Way Business Owner
Lucille Sisneros / Records Management Business Owner
Dallas Rippy / Commercial Business Owner
2.2.3 Organizational Boundaries, interfaces and responsibilities
SLO is the responsible entity for this project. SLO was responsible for requesting and securing funding, ensuring sufficient resources, reviewing an identifying the requirements of the project, and ensuring the project meet the needs of SLO.
The steering committee will provide governance over the direction and support of the project. The steering committee is comprised of high level management from the SLO and has authority to ensure this project is appropriately staffed and continues to move forward. This will be done by participating in steering committee meetings, review of project documents, review and acceptance of deliverables, approving changes to the project plan or deliverables.
The stakeholder community is comprised of individuals or organizations whose interest may be impacted by the execution or completion of the project. They may also exert influence over the project and its results. Key stakeholders include SLO staff members from the areas of agricultural grazing, commercial, rights-of way and records management. In addition resources from IT as well as the ONGARDServiceCenterwill participate to ensure success.
2.3 Executive Reporting
Using the DoIT Project Status Template, the project manager shall submit an approved project status report on a monthly basis to the Project Director. The project manager will assist the Project Director in preparing summarized status presentations for the Project Sponsor and Steering Committee. There will be semi-monthly steering committee meetings which will serve as the requirement for monthly status reporting. The steering committee meetings will be facilitated by the Project Manager who will ensure the following:
- Meeting space is secured.
- Meeting notification is provided at least one week prior to the meeting.
- Meeting Agenda will be provided at least 24 hours prior to the meeting.
- Meeting materials will be provided in MS Word 2003 compatible documents, including Power Point.
- Meeting materials to include status on major milestones, review of any high level issues and risks, quality of deliverables as defined in the contracts; progress on deliverables and addressing any recommendations for actions.
3.0 Scope
3.1 Project Objectives
Implement a Land Information Management System to enhance state trust land ownership and surface resource lease management functionality not available in the ONGARD system by developing a geospatially and open-system architecture system.
The objectives of implementing the LIMS will continue to support the existing non-oil and gas revenue stream of $38 million to the state beneficiaries by providing the ability to seize new economic growth opportunities while protecting the corpus of the trust for future generations.
3.1.1 Business Objectives
Number / Description1 / Improve the land grid information used in recording state lands and lease boundary information.
2 / Address issues associated with split estates and surface versus subsurface ownership.
3 / Address parcels of less than a standard 40-acre subdivision.
4 / Address ownership changes due to exchanges, acquisitions or sales.
5 / Improve the detection of trespass on state trust lands and respond quicker to trespass issues.
6 / Provide flexibility to accommodate delayed payments and rentals for renewable and economic development leases.
7 / Provide real-time access to data through a GIS enable environment.
8 / Identify the exact location of a lease on a map to allow for additional leasing opportunities.
9 / Provide constituent services such as online renewals, billing and applications.
10 / Replace the 100 + year old manual ledger Tract Book system.
11 / Validate surface and subsurface ownership information to ensure revenue distribution to beneficiaries.
12 / Coordinate and share data with other government agencies, i.e., Bureau of Land Management, Office of State Engineer, New Mexico GO-TECH, and the ONGARDServiceCenter.
13 / Ability to receive survey information electronically and provide real time mapping access;
14 / Improve right-of-way application filing processes and map location information
15 / The ability to focus on available SLO acreage adjacent or near a specific lease, for additional lease and competitive marketing.
16 / Migrating existing surface lease management functionality from ONGARD;
17 / Enhance accounts payable, receivables, and business lease management reporting.
18 / Implement a more intuitive environment for lease creation, maintenance and historical archive;
3.1.2 Technical Objectives
Number / Description1 / The Land Management System will not adversely affect the ONGARD tri-agencies data requirements.
2 / SLO will work with the ONGARDServiceCenter to integrate data from the Land Management System to ONGARD and vice versa.
3 / The state ownership and leasing information will be available real-time via GIS without the need for the manual process used to get this information today.
4 / Security will be implemented to ensure limited access to add or update information.
5 / System documentation and user training will be provided at appropriate intervals throughout the project. At the end of the project final system and user documentation will be provided which will encompass the complete project.
3.2 Project exclusions
Number / Description1 / The ONGARD system will continue to operate for SLO Oil and Gas related activity.
3.3 Critical Success Factors
Number / Description1 / Break the project up into subprojects with clear requirements and deliverables. The subprojects may have dependencies on each other.
2 / At the end of each subproject user testing and acceptance will be completed and the functionality associated with the subproject will be implemented. Integration and data sharing with ONGARD will be part of a subproject, as applicable.
3 / Business processes are streamlined and manual processes are automated.
4 / End users are properly trained.
4.0 Project Deliverables and methodology
4.1 Project Management Life Cycle