New Mexico Department of Cultural Affairs
Cultural Resources
Information Systems
Project
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Joe R. Valdez, DCA CIO
Business Owner – Katherine Slick, HPD Director
Business Owner - Sam Cata, HPD Deputy Director
DCA Project Manager – Bill Doleman – ARMS Program Manager
NMCRIS Project Manager – Reuben Villanueva
Original Plan Date: November 5, 2008
Revision Date: December 12, 2008
Revision: 0.5
Project Management Plan for NMCRIS
Revision History 1
Preparing the Project Management plan 1
About This Document 1
Project Oversight Process Memorandum – DoIT, July 2007 1
1.0 Project Overview 1
1.1 Executive Summary- rationale for the Project 1
1.2 funding and sources 1
1.3 constraints 1
1.4 dependencies 1
1.5 ASSUMPTIONS 1
1.6 Initial Project Risks Identified 1
2.0 Project Authority and Organizational Structure 1
2.1 Stakeholders 1
2.2 Project Governance Structure 1
2.2.1 Describe the organizational structure – Org Chart 1
2.2.2 Describe the role and members of the project steering committee 1
2.2.3 Organizational Boundaries, interfaces and responsibilities 1
2.3 Executive Reporting 1
3.0 Scope 1
3.1 Project Objectives 1
3.1.1 Business Objectives 1
3.1.2 Technical Objectives 1
3.2 Project exclusions 1
3.3 Critical Success Factors 1
4.0 Project Deliverables and methodology 1
4.1 Project Management Life Cycle 1
4.1.1 Project Management Deliverables 1
4.1.2 Deliverable Approval Authority Designations 1
4.1.3 Deliverable Acceptance Procedure 1
4.2 PRODUCT LIFE CYCLE 1
4.2.1 Technical Strategy 1
4.2.2 Product and Product Development Deliverables 1
4.2.3 Deliverable Approval Authority Designations 1
4.2.4 Deliverable Acceptance Procedure 1
5.0 Project Work 1
5.1 Work Breakdown Structure (WBS) 1
5.2 Schedule allocation -Project Timeline 1
5.3 Project Budget 1
5.4 Project Team 1
5.4.1 Project Team Organizational Structure 1
5.4.2 Project Team Roles and Responsibilities 1
5.5 STAFF PLANNING AND Resource ACQUISITION 1
5.5.1 Project Staff 1
5.5.2 Non-Personnel resources 1
5.6 PROJECT LOGISTICS 1
5.6.1 Project Team Training 1
6.0 Project Management and Controls 1
6.1 Risk and issue Management 1
6.1.1 Risk Management Strategy 1
6.1.2 Project Risk Identification 1
6.1.3 Project Risk Mitigation Approach 1
6.1.4 Risk Reporting and Escalation Strategy 1
6.1.5 Project Risk Tracking Approach 1
6.1.6 ISSUE MANAGEMENT 1
6.2 INDEPENDENT Verification And Validation - Iv&V 1
6.3 Scope Management Plan 1
6.3.1 Change Control 1
6.4 Project Budget Management 1
6.4.1 Budget Tracking 1
6.5 Communication Plan 1
6.5.1 Communication Matrix 1
6.5.2 Status Meetings 1
6.5.3 Project Status Reports 1
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) 1
6.6.1 Baselines 1
6.6.2 Metrics Library 1
6.7 QUALITY OBJECTIVES AND CONTROL 1
6.7.1 quality Standards 1
6.7.2 Project and Product Review AND ASSESSMENTS 1
6.7.3 Agency/Customer Satisfaction 1
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS 1
6.8 CONFIGURATION MANAGEMENT 1
6.8.1 Version Control 1
6.8.2 Project Repository (Project Library) 1
6.9 PROCUREMENT MANAGEMENT PLAN 1
7. 0 Project Close 1
7.1 Administrative Close 1
7.2 Contract Close 1
AttachmentS 1
Revision History
Revision Number / Date / Comment0.1 / November 5, 2008 / Original NMCRIS PMP
0.2 / November 19, 2008 / Changes per Status meetings
0.3 / December 4, 2008 / Updating the draft
0.4 / December 10, 2008 / Sections 1.0; 1.1; Constraint #6; Assumptions; Dependencies; Risks; Boundaries; p.17 needs assessment description; 4.1.1 acceptance criteria; 4.2.1 Technical Strategy; 5.1; 5.3; 5.4.2; 5.5.1; 5.6.1; 6.2;
0.5 / December 11, 2008 / Project goals, p.13; 4.1.3; 4.2; 4.2.1;5.6;
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
1. “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.
2. 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.
3. A project plan includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management.
4. “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.
5. Project product” means the final project deliverables as defined in the project plan meeting all agreed and approved acceptance criteria.
6. “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.
NMCRIS PMP v.0.4 20081210 Page 3 of 63
Project Management Plan for NMCRIS
1.0 Project Overview
The Historical Preservation Division (HPD) of the Department of Cultural Affairs is charged with the preservation of New Mexico’s heritage of historic buildings and districts, archaeological sites, and cultural landscapes. The preservation of New Mexico's historic treasures has enormous impacts on the social and economic well-being of New Mexicans. It underlies the state's vigorous heritage tourism industry and builds healthier local communities.
• The Historic Preservation Division's many activities include:
– Identifying and recording prehistoric and historic places, nominating them to the National Register of Historic Places and the State Register of Cultural Properties, and maintaining records of those places to be used for planning and research.
– Administering tax-credit, low-interest loan, easement, and grant programs to provide preservation incentives.
– Providing preservation-related technical assistance to agencies, local governments, and private owners.
– Administering preservation laws and assisting other agencies and local governments in developing preservation regulations and ordinances.
– Developing educational programs about New Mexico's past and about the value of preserving our heritage.
HPD’s automated support is the Archeological Resource Management System (ARMS). This application is an Oracle based deployment featuring geospatial information in the form of shape files and graphical information system (GIS) tabular data.
1.1 Executive Summary- rationale for the Project
The ARMS application has passed its useful life. The GIS technology is ARC View 3.3. Many GIS applications in the State of NM utilize ARC GIS 9.2, and ARC GIS 9.3 is available. The ARMS application does not support HPD’s needs to document and track architectural information. HPD also has a backlog of information to key enter into ARMS and to scan into the system. The backlog has resulted from variances in staffing budget to complete data entry, and HPD is seeking a more automated modality for quality control of incoming data and commitment of that data to the database. The ARMS application does not support HPD’s login/logout system for documents submitted by HPD and DCA end users.
As a result of the current automated process limitations, New Mexico heritage information is not properly recorded, and archeological and architectural sites are at risk. Land developers and others also incur additional expenses, paying for duplicate surveys. Hardcopy materials received and awaiting scanning into a system are at risk of water, fire or other damage.
HPD interfaces, manually and via automated means, with external clients. HPD supports students doing archeological or architectural and historical field work. The primary users of HPD processes and applications include the Bureau of Land Management (BLM) and the U.S. Forest Service. The Forest Service is in progress for deployment of an upgraded application of its own, and an upgrade to the HPD ARMS and manual processes would have to synchronize with the Forest Service’s advancements in automation.
A new NMCRIS solution will addresses both the automated and manual process needs of HPD. The objective is to deploy a web-based data acquisition and query application to augment current system functionality, preserving DCA’s intellectual capital where possible. The new approach will improve processes for tracking inputs (the login/logout process) to NMCRIS via a centralized database. Tabular and geospatial (GIS) information will accommodate new architectural database functionality. The new application vision encompasses automated storage for documents scanned into the system. A desired system outcome of the application is a more automated intake and quality control flow of information.
1.2 funding and sources
Project Item / Source / Amount / Associated restrictions / Approvers /Project Management Services
Contract ID#: 09 505 1000 0028 / State General Fund (?) / not to exceed $119,970.99 / STATE COMPUTER SYSTEMS ENHANCEMENTS FUND / dOit
System Needs Assessment Services
Contract ID#: 09 505 1000 0013 / State General Fund (?) / not to exceed $43,455.69 / STATE COMPUTER SYSTEMS ENHANCEMENTS FUND / DOIT
IV&V Services
Contract ID#: / State General Fund (?) / STATE COMPUTER SYSTEMS ENHANCEMENTS FUND / DOIT
1.3 constraints
Constraints are factors that restrict the project by scope, resource, or schedule.
Number / Description /1. / Customization of ADA Section 508 may not have budget
2. / Hardware software design to allow public facing system and provide high security level.
3. / For an RFP (if necessary) DFA will not issue a PO for two months (if deliverable contract is to start on or after May 1, 2009).
4. / DFA is closes books in May due to fiscal year close out activities. Need to plan around this. Contract must be ready in April for Implementation/Delivery.
5. / During the session (Jan. 19th -Mar. 13th?), it will be hard to garner approval attention for an RFP.
6. / Further completion of the PMP is dependent upon Assessment As-Is activities.
7. / The State of NM has not adopted ESRI GIS 9.3
8. / Vendors do not have access to State of NM applications with project budget and expense information. Vendors must rely on State of NM project team members to provide this information.
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 /MDEP-001 / Implementation contract must be approved. / E
MDEP-002 / IV&V contract must be approved. / E
MDEP-003 / Assignment of qualified project manager / M
MDEP-004 / Data conversion and mapping from existing database’s to new database. / M
MDEP-005 / Infrastructure design and availability / E
MDEP-006 / Certification of system / M
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Number / Description /Assumption 001 / Business subject-matter-experts from DCA will be available when needed for the implementation of the project.
Assumption 002 / A technical IT resource from DCA will be available a minimum of 50% of their time for the transfer of knowledge during the implementation
Assumption 003 / Data will be converted from a Hierarchical database to a relational database.
Assumption 004 / Architectural data will be converted from a hierarchical database to a relational database. ( The NMCRIS tabular database is currently a relational Database)
Assumption 005 / DCA is responsible for procuring servers required for implementation.
Assumption 006 / DCA is responsible for all licensing costs.
Assumption 007 / A minimum of 3 experienced in house users and out users are required for verification of data once it has been converted or re-written.
Assumption 008 / DCA will provide access to the server environments to contracts staff with PC and monitors.
Assumption 009 / Data will be easily migrated, without corruption and without data loss.
Assumption 010 / Adequate staffing levels with proper skill set and availability to ensure the system will perform as expected.
Assumption 011 / System will integrate with the DoIT infrastructure.
Assumption 012 / Business requirements will have a minimal change over the life cycle of the project.
Assumption 013 / Project will be consistent with DCA IT plan, State of NM architectural standards and the State IT strategic plan.
Assumption 014 / The State will probably want to go with ARC GIS 9.2 instead of ARC GIS 9.3
1.6 Initial Project Risks Identified
In this section identify and describe how each risk will be managed. Include the steps that will be taken to maximize activity that will result in minimizing probability and impact of each risk.
Risk 1: Schedule VaRiance
Description – more time and effort needed than estimated. / Probability: Medium / Impact: MediumMitigation Strategy: Slack time built into schedule. Close interval monitoring of critical path tasks.
Contingency Plan:
Risk 2: Survey Returns
Description – Agencies do not return surveys within time allowed. / Probability: Expected / Impact:HighMitigation Strategy: Close interval monitoring of HPD Group survey returns. Provide respondents with clear instructions and expectations for completion, establish “Help” contact for questions or support, pro-active email reminders during return window.
Contingency Plan: Agency survey return not received before Draft Report will be gathered and added during Final Report review and revision period.
Risk 3: Agency Availability
Description – Agency Primary rep unable to attend interview meetings with Contractor within in estimated time frame. / Probability: Expected / Impact : HighMitigation Strategy: Several dates available for agency reps to choose from. 2-4 wks lead time. Identify alternate for each Primary attendees who can attend if Primary is unable.
Contingency Plan: Agency input will be gathered by email and phone, if Agency Primary or Alternate unable to attend Interview meeting.
Risk 4: Resource Availability
Description – State Resource availability (Developers, IT Support) / Probability: Likely / Impact HighMitigation Strategy Initiate knowledge transition plan for Bill Doleman. Establish availability schedule and factor into MS Project. Fast track project tasks where possible. Establish project work desk at Bataan building for sustained access to DCA staff early on. Plan for availability and process known potential delays (the session; DFA FY closing activities in May/June). Assign non-project duties away from Bill Doleman so that he can focus on project related tasks until his retirement on 12/31/08.
Contingency Plan Escalate via the governance paths for resolution.
Risk 5: data migration and dataase design