New Mexico Permitting System Upgrade
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Secretary Gorden E. Eden
Business Owner – Ron Burton, Acting DPS CIO
Project Manager – Major Ron Cordova
Original Plan Date: February 1, 2012
Revision Date:
Revision: 2.0
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 / February 6th, 2012 / New Mexico Permitting System Upgrade
2.1
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
The Project Overview sets the stage for the details of the project and begins the “story” of the project and plan.
1.1 Executive Summary- rationale for the Project
The primary MTPD mission is to enforce commercial vehicle regulations. The DPS-MTPD fulfills this mission through a variety of means, one of which is to provide trip permits, oversize/overweight permits to commercial carriers that operate on our highways. These permits must be issued in a timely fashion to not hinder travel on our roadways. The NM Permitting system is the primary system for providing the permits to commercial carriers.
The overriding objective of this project is to replace the current ACS (vendor) permitting system with one that provides advanced technologies, improves system response time and accurate and timely permits to carriers.
1.2 funding and sources
Source / Amount / Associated restrictions / ApproversFederal Motor carrier safety administration FFY 11 commercial vehicle information systems and networks (CVISN) / $400,000.00
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.
5 / Requirements – will a vendor repond meeting all established requirements.
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 / 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.
[Risk 1 Name]
Description - 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.
[Risk 2 Name]
Description - Requirements not being fully met. / Probability High / ImpacthighMitigation Strategy - Create, maintain, and enforce Requirements Traceability Matrix (RTM) from day one
Contingency Plan - Track and resolve RTM deviations immediately.
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 / TitleMotor Carriers / End users / Various / Various
DPS Technical Services Division / Administrative oversight, auditing, user liaison / DPS / Various
Motor Vehicle Division / Key interface agency / TRD – MVD / Various
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
Maj. Ron Cordova – Project Manager
John Oliver – DPS Project Manager
Vince McKenney – MTD support analyst
Ron Burton – Business Owner
2.2.3 Organizational Boundaries, interfaces and responsibilities
Use this section to describe any special considerations regarding contact between the project team, the project manager, and individuals from various organizations involved in the project: Boundary, interface and responsibilities at the interface
2.3 Executive Reporting
The Steering committee will met monthly and report to the acting CIO on project progress.
3.0 Scope
3.1 Project Objectives
3.1.1 Business Objectives
Number / DescriptionBusiness Objective 1 / Provide & issue timely and accurate permits
Business Objective 2 / Provide internet access to motor carriers to order and print OS/OW permits
Business Objective 3 / Provide internet access to third party vendors to order and print OS/OW permits
Business Objective 4 / Provide electronic means to route motor carriers across NM utilizing a mapping technology
Business Objective 5 / Provide means to MTP officers to issue permits via the internet to motor carriers during traffic stops
Business Objective 6 / Provide user computer based training and certification testing
Business Objective 7 / Provide means and procedures for NMDOT to approve “mega” loads permits through the NM permitting system
Business Objective 8 / Provides means for permits to have axle weights spacings and descriptions of loads on permits
3.1.2 Technical Objectives
Number / DescriptionTechnical Objective 1 / Replace outdated software
Technical Objective 2 / Utilize mapping software
Technical Objective 3 / Utilize routing software
Technical Objective 4 / Improve response time
Technical Objective 5 / Provide test environment for DPS staff
Technical Objective 6 / Provide optional 24 x 7 vendor application support
Technical Objective 12 / Provide interfaces to NMTRD- EFILE System
3.2 Project exclusions
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 / State REvenue-
Increase revenues collected by tax collection, expeditious OS/OW Permit Issuance for motor carriers. Identify motor carriers that are not compliant with the NM Weight Distance Tax.
Quality Metrics 2 / Commercial vehicle safety-
Identify commercial vehicles and carriers that do not have proper authority or may be operating in an Out-of-Service condition.
Quality Metrics 3 / Administration:
Permit issuance with reduced human intervention and permit issuance via the internet. This reduction in human intervention will expedite permit issuance and reduce the time for permit issuance.
4.0 Project Deliverables and methodology
4.1 Project Management Life Cycle
Phase / Summary of Phase / Key DeliverablesInitiation / Evaluate the current and future environment.
Identify other systems nationwide that have recently been deployed and are fully functional.
Develop the system requirements.
Prepare the documents, including specifications and the RFP, and subsequent contract(s). / Initiation Cert
Charter
RFP
Proposal Scoring Summary and Finalist Recommendation
Vendor Contract(s)
IV&V Contract
Initiate Project Management Plan
Planning / Award contract for system
Design and Discovery
Finalize schedule / Planning Cert
Project Management Plan completion
Finalize Technical Strategy
TARC Presentation
Create Requirements Traceability Matrix
Controlling / Install/configure System / Implementation Cert
Status Reports
Change Requests
Hardware delivery
Execution / Deploy / System Acceptance Testing
Core System Deployment
Standard interface(s) migration
End user roll-out
Closeout / Accept System
Document requirements acceptance / Close-out Cert
4.1.1 Project Management Deliverables
Project Deliverables are work products or artifacts that are driven by the project management methodology requirements and standard project management practices regardless of the product requirements of the project.
4.1.1.1 [Contract Initiation and Planning]
Description –Project Charter
RFP
Contracts
Final Project plan Document
Final Project schedule / Deliverable Acceptance Criteria
Standards for Content and Format -
Quality Review -.
4.1.1.2 [Design Specification]
Description –Final System Design Document
Final Test Plan Document
Final Training Plan Document / Deliverable Acceptance Criteria -
Standards for Content and Format -
Quality Review -
4.1.1.3 [Complete System Acceptance]
Description –As-Built document to NMDPS
Maintenance and Support Plan to NMDPS / Deliverable Acceptance Criteria -
Standards for Content and Format -
Quality Review -
4.1.2 Deliverable Approval Authority Designations
Complete the following table to identify the deliverables this project is to produce, and to name the person or persons who have authority to approve each deliverable.
Deliverable Number / Deliverable / Approvers (Who can approve) / Date ApprovedPRJ-DEL-001 / Project Management Plan (PMP) / Ron Cordova
PRJ-DEL-002 / Project Schedule / Ron Cordova
PRJ-DEL-003 / Design Document / Ron Cordova
PRJ-DEL-004 / Test Plan / Ron Cordova
PRJ-DEL-005 / Training Plan / Ron Cordova
PRJ-DEL-006 / As-Built Document / Ron Cordova
PRJ-DEL-007 / Maintenance and Support Plan / Ron Cordova
4.1.3 Deliverable Acceptance Procedure
Upon review by DPS project team members, the project manager will accept project management deliverables based on the team recommendation.
4.2 PRODUCT LIFE CYCLE
“During the project management lifecycle, agencies shall select and implement a phase product development lifecycle methodology approved by the Department.” PROJECT OVERSIGHT PROCESS Memorandum
Phase / Summary of Phase / Key DeliverablesPlanning / 2/2012 / Evaluate the current and future environment assessments.
Develop the system.
Potential Vendor demonstrations.
Prepare the documents, including specifications and the RFP.
RFP Release / 4/2012 / RFP
RFP Responses Evaluation / 5/2012 / Vendor Selection
Contract / 6/2012 / Award contract for system
Implementation / 08/2012 / Deploy NMLETS
Closeout / 12/2012 / Test, migrate users and sign off on project.
4.2.1 Technical Strategy
DPS is pursuing a Commercial off the Shelf Solution (COTS). DPS will not restrict vendors on what they can propose in the RFP. DPS requirements and preferences will be illustrated, however. After contract award, the selected vendor(s) will initiate a design and discovery phase with DPS to finalize the configuration. Each vendor’s solution must address the following:
- System Architecture
- Proprietary Solutions
- Cost
- Supportability
- System Design
- Business Continuity
4.2.2Product and Product Development Deliverables
Product Deliverables are work products or artifacts that are driven by the product management methodology requirements and standard project management practices regardless of the product requirements of the project.
4.2.2.1 [Deliverable 1 Name]
Description / Deliverable Acceptance Criteria -Standards for Content and Format -
Quality Review -
4.2.2.2 [Deliverable 2 Name]
Description - / Deliverable Acceptance Criteria -Standards for Content and Format -
Quality Review -
4.2.3 Deliverable Approval Authority Designations
Complete the following table to identify the deliverables this project is to produce, and to name the person or persons who have authority to approve each deliverable.
Deliverable Number / Deliverable / Approvers (Who can approve) / Date Approved4.2.4 Deliverable Acceptance Procedure
Describe the process that this project will use for the formal acceptance of all deliverables.
5.0Project Work
5.1 Work Breakdown Structure (WBS)
A WBS is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Describe the work activities that comprise the work breakdown structure (WBS) or the work packages within the WBS. Identify the WBS element or other work package identifier and provide a general description of the tasks or activities, the definition or objectives, and the milestones and deliverables of each work package.
Use the chart below for highest level presentation, and provide a more detailed WBS as an attachment to this project plan.
Identifier / Work Package Description / Definition/Objective / Milestone/Deliverable5.2Schedule allocation -Project Timeline
The project timeline is a high-level view of project activities with a focus on project milestones. The project timeline does not replace the need for a detailed project schedule and it is to highlight key events such as deliverable due dates and when go/no-go decisions are made.
The table below should provide a high level view of the project time line, or a summary-level Gantt chart can be used to meet the timeline requirement.
Please provide a more detailed project schedule as an attachment to this plan
Identifier / Task/Activity Name / ResourceName / Milestone (Y/N) / Effort/
Duration / Start / Finish / Dependent Task
5.3 Project Budget