New Mexico Law Enforcement telecommunications System (NMLETS) Upgrade
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor -Secretary John Denko Jr.
Business Owner - Stephen Tapke, Deputy CIO
Project Manager – John Oliver
Original Plan Date: August 10th, 2009
Revision Date: January8th, 2010
Revision: 2.1
Project Management Plan for [Project Name]
Revision History
Preparing the Project Management plan
About This Document
Project Oversight Process Memorandum – DoIT, July 2007
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
AttachmentS
Revision History
Revision Number / Date / Comment1.0 / July 27th, 2007 / DoIT Project Management Office Revision
2.0 / August 10th, 2009 / Original
2.1 / January 8th, 2010 / Implementation Phase
2.2
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
“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.
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.
A project plan includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management.
“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.
Project product” means the final project deliverables as defined in the project plan meeting all agreed and approved acceptance criteria.
“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.
Revision: 1.0DoIT-PMO-TEM-0201 of vi
Project Management Plan for [Project Name]
1.0 Project Overview
Introduction
The New Mexico Law Enforcement Telecommunications System (NMLETS) is a store and forward telecommunications system providing access to national, state and local criminal justice information databases such as the FBI’s National Crime Information Center (NCIC) System and National Law Enforcement Telecommunications System (NLETS) to all local, state and federal criminal justice agencies in New Mexico. It is a client-server based system using high-speed data lines over a frame relay network using TCP/IP protocol. The system servers and message switch are located at the Department of Public Safety (DPS) Headquarters in Santa Fe and provide user access through Oracle based message transaction forms via a DPS developed web based front end application. NMLETS provides a database link to the New Mexico Criminal Justice Information System (NMCJIS) for purposes of processing all criminal history related administrative and user functions. The On-Line Certification application is a DPS developed, web-based program which provides all users to an on-line certification program and is linked to the NMLETS database to maintain certification data. This application also allows DPS administrative personnel to manage the program via an internal form. NMLETS also incorporates the On-Line Validation application which is used to conduct the FBI required validation process of all records entered into the NCIC by system users. NMLETS is considered to be the state’s most mission critical criminal justice information system.
Current State
The current version of NMLETS was established in 1998 and provides access to over 350 user agencies and approximately 6000 users. All users access NMLETS via agency based workstations and/or mobile data devices. Each non-DPS user agency is responsible for all hardware equipment accessing NMLETS and connection is provided through data circuits to the DPS network. Mobile devices are connected to NMLETS via local system servers which establish a direct-connect interface with the Law Enforcement Message Switch, or LEMS. The method of connection differs from agency to agency due mainly to the type (56k, T1, Internet, etc.) of circuit used to connect to DPS. This has a direct effect on the performance of the system at each user location. The direct-connect method, used to connect local agency CAD and mobile system servers, provides a much improved faster connection to NMLETS. An average of 25 new user agencies and an average of 65 mobile users are added to NMLETS.
DPS actually provides two versions of NMLETS, a secure and non-secure version to comply with the FBI’s CJIS Security Policy. User agencies not utilizing local security equipment devices (firewall) use the SSL version of NMLETS which uses the application to satisfy security requirements. Mobile device access security is conducted via secondary forms of authentication at the local user level. DPS also supports wireless handheld access to NMLETS which is being deployed at at least one agency.
DPS developed Oracle forms are used to generate all NMLETS transactions. There are approximately 60 forms that handle all entry, modification, modify, clear, cancel and locate functions as well as all administrative transactions within the production environment. DPS staff are responsible for the development and maintenance of existing and newly required forms and related database tables. NMLETS forms were updated to Oracle version 10g (an upgraded version or version 9i) within the last year.
New system servers were recently installed which provide a much more stable and dynamic system environment. Full primary and secondary (backup) server are employed to support the existing and future systems.
Future State
With the growth of federal and state programs and initiatives, the state’s criminal justice community is need of a system that will provide the core functions of a criminal justice information system as well as easily incorporate the functionality of future technology and capabilities with minimal operational and cost impact to the user community. These include such issues as future state and federal functions and files and enhanced backup and disaster and recovery interests. In addition to growth, DPS must be able to independently service and maintain all technical aspects of the application. Industry lifecycle for message switch systems is described as approximately 5 years. More agencies are exploring and implementing advanced technology such as the latest CAD and Mobile Data systems as well as wireless handheld devices. The new system must be able to support these initiatives as well as allow for the rapid growth of future interfaces and users.
Need
A criminal justice message switch solution which will incorporate the functionality of the existing system as well as provide the growth requirements for new transactions, capabilities and interface systems.
The diagram below represents a high-level depiction of the vision for the future NMLETS message switch processing environment.
1.1 Executive Summary- rationale for the Project
NMLETS represent the core backbone system which supports the criminal justice information system within New Mexico. As new functionality and programs are added as well as the rapid rate of growth of NMLETS, the existing system is quickly becoming inadequate in supporting the mission of the criminal justice community. With the FBI plans of implementing advanced NCIC functionality such as transmission of fingerprint and mug shot data, a system which can support this and other future technologies is critical to the criminal justice community. A system which will support any advanced systems and interfaces which user agencies choose to implement is also required.
1.2 funding and sources
Source / Amount / Associated restrictions / ApproversLaws of 2007, Chapter 28, Section 7, Item 030 / $3,000,000.00
1.3 constraints
Constraints are factors that restrict the project by scope, resource, or schedule.
Number / Description1 / Budget – Will selected vendor meet all requirements within apporpriated funding level.
2 / Procurement – Will the procurement process complete within planned project timeline.
3 / Contractual Process – will the contract approval process complete within Planned project timeline.
4 / Resources – Current State hiring freeze.
5 / Vendor responses – will a vendor repond meeting all established requirements.
6 / Funding ongoing maintenance
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 / can Defined requirements be met with existing BUDGET? / e
2 / Will DPS resources be availble when the project timeline requires. / d
3 / Certification Adherence / M
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Number / Description1 / DPS can develop a realistic RFP
2 / DPS will receive qualified vendor responses.
3 / Splitting the rfp award to two vendors will succeed
4 / all requirements are achievable
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.
[Procurement]
Description - Comments: The NMDPS is confident of the success of this project due to the preliminary research of similar systems replaced nationwide. The most significant risk of this project is the ability of the NMDPS to complete the entire phase within the timeframe defined within this certification request due to unknown delays in the development of RFP documents and contracting with the successful vendor. / Probability - High / Impact- highMitigation Strategy – produce complete, timely, and well defined plans, documents, requirements, and RFP.
Contingency Plan – extend deadline to ensure best possible solution is enacted.
[Requirements Adherence]
Description – Requirements not being fully met. / Probability - High / Impact - HighMitigation Strategy - Create, maintain, and enforce Requirements Traceability Matrix (RTM) from day 1.
Contingency Plan – Track and resolve RTM deviations immediately.
[Split RFP Award]
Description – Awarding the contract to two vendors will complicate the coordination of mobile to core systems. / Probability - Low / Impact - HighMitigation Strategy –Coordinate between vendors for successful interface between mobile and core systems.
Contingency Plan – Review current systems where both vendors currently interface and plan for recognized issues.
[MVD Interface]
Description – Coordination between NMLETS project replacement timeline and the project replacement currently underway for MVD. / Probability - High / Impact - HighMitigation Strategy –Coordinate with MVD to minimize timeline discrepancies between the two projects. Create alternatives for bridging the gap between production “go live” of the two systems.
Contingency Plan – Maintain current interface until new MVD system is available, advance interface development to meet NMLETS timeline.
2.0 Project Authority and Organizational Structure
The Project Organization describes the roles and responsibilities of the project team. It also identifies the other organizational groups that are part of the project and graphically depicts the hierarchical configuration of those groups. It exists to clarify interaction with the project team.
2.1 Stakeholders
List all of the major stakeholders in this project, and state why they have a 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 / TitleState of New Mexico, DPS / Owner and Administrating Agency / Information Technology Division (ITD)
Criminal Justice Community / Users / Law Enforcement, Courts, Correctional Agencies
Other Agencies / Users / Nationwide CJA’s
Citizens of New Mexico / Law Enforcement, Quality of Life / Statewide
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
Major Robert Shilling – NM NLETS CSO
Dolores Bainbridge – NM NCIC Coordinator
Art Trujillo – NMLETS business analyst
Stephen Tapke – Business Owner
2.3 Executive Reporting
The Steering committee will met bi-weekly and report to the Deputy CIO on project progress.
3.0 Scope
3.1 Project Objectives
3.1.1 Business Objectives
Number / DescriptionBus. Objective 1 / Procure a more modular solution with current technologies that can be managed, updated, and replaced without requiring wholesale replacement.
Bus. Objective 2 / Manage the risks of implementing and operating the new NMLETS environment while improving system and data integrity.
Bus. Objective 3 / Provide higher levels of NMLETS service with the ability to meet new, evolving requirements and user operational needs.
Bus. Objective 4 / Develop and manage a program that enables disaster recovery operations and improves on return-to-service timelines.
3.1.2 Technical Objectives
Number / DescriptionTech. Objective 1 / Provide open-systems-based architecture that is more reliable, flexible, and maintainable.
Tech. Objective 2 / Adhere to national standards for data exchange, security, and interfaces.
Tech. Objective 3 / Improve the quality and accessibility of information for users with tool-set standards, such as SQL and Open Database Connectivity (ODBC), and do so without the involvement of operators or specialists.
Tech. Objective 4 / Retain the necessary level of system security to protect users and information from unauthorized access.
Tech. Objective 5 / Provide client agencies with increased NMLETS access and functionality, as well as complete National Crime Information Center (NCIC) 2000 text- and image-based services to both fixed and mobile devices.
Tech. Objective 6 / Leverage best-of-breed components and commercial off-the-shelf (COTS) solutions to improve system supportability and cost.
3.3 Critical Success Factors
Identify the critical success factors for achieving success in this project.Metric are key to understanding the ability of the project to meet the end goals of the Executive Sponsor and the Business Owner, as well as the ability of the project team to stay within schedule and budget. See also section 6.7 Quality Objectives and Controls.
Number / DescriptionQuality Metrics 1 / Separation of Message Switch Services – Movement from a single, complex, and highly interrelated system of applications all operating in the same environment to a set of separate services (switching and applications) running on different platforms.
Quality Metrics 2 / Enhanced Data Exchanges – Coupled with the enhanced applications and communication, the establishment of an environment in which data is exchanged between systems and the application in a robust and flexible manner.
Quality Metrics 3 / Browser-Based Front-End Interface – Movement toward a Web-based user presentation and interface technology.
4.0 Project Deliverables and methodology
4.1 Project Management Life Cycle