NMCD OMS REPLACEMENT Project – Project Management Plan

OMS REPLACEMENT PROJECT

PROJECT MANAGEMENT PLAN
(PMP)

Executive Sponsor – David Jablonski, Cabinet Secretary
Business Owner –Joe booker, Deputy Secretary of Corrections
Business Owner –Paul Pacheco, Deputy Secretary of Corrections

IT Leadership – Timothy Oakeley, Chief Information Officer;

Jerry Brinegar, Deputy chief Information Officer

Project Manager – Darlene Fitzpatrick, IT Project Manager
Original Plan Date: December 16, 2015
Revision Date: March 01, 2017

Revision: 3.0

Revision History

About This Document

Project Oversight Process Memorandum – DoIT, July 2007

1.0Project Overview

1.1Executive Summary- rationale for the Project

1.2funding 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 Success and QUALITY METRICS

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 Resource Acquisition

5.5.2 Internal resource Tasks

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 Goal

6.5.2 Communication Strategy

6.5.3 Internal Communication

6.5.4 External Communication

6.5.5 Internal Communication Matrix

6.5.6 Status Meetings

6.5.7 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 Agency/Customer Satisfaction

6.7.3 PRODUCT DELIVERABLE ACCEPTANCE PROCESS

6.8 CONFIGURATION MANAGEMENT

6.8.1 Version Control

6.8.2 Project Repository

6.9 PROCUREMENT MANAGEMENT PLAN

7. 0 Project Close

7.1 Administrative Close

7.2 Contract Close

AttachmentS

Acronyms and Abbreviations

Definitions

Revision History

Revision Number / Date / Comment
1.0 / December 16, 2015 / PMP Initial Draft
2.0 / February 17, 2016 / Updates for Planning phase certification and IVV input
2.1 / August 10, 2016 / Updates for One Page Business Case, and RFP Release
2.2 / December 15, 2016 / Updates for Full Business Case, leadership changes, IV&V contractor, links to RFP, budget report, risk and issue log and communication matrix, and reclassification of funding received in Chapter 101, Section 7(19) Laws of 2016.
3.0 / March 01, 2017 / Update for Project Manager and BerryDunn Roles and Responsibilities, Executive Sponsor, vendor contract information, IV&V vendor name change from POD, Inc. to RESPEC and IV&V personnel change.

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 implementation, 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.

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NMCD OMS REPLACEMENT Project – Project Management Plan

1.0Project Overview

In 2014, the agency completed an application and infrastructure assessment of the legacy PowerBuilder application. According to the assessment, a Commercial off-the-shelf application “is the best solution given the need for a more modern and robust OMS solution, cost savings, and the timeframe required to migrate from the PowerBuilder application.”[1]

The price of COTS solutions have changed and it is now feasible for NMCD to consider this as a viable option for an offender management system. These COTS solutions, designed to manage offenders from intake through release into the community, provide the Department the opportunity to implement all 17 modules, giving users the tools to more effectively manage the offender population and ultimately better address public safety.

In April, 2015, NMCD appeared in front of the Project Certification Committee (PCC) to request the initiation of the OMS REPLACEMENTproject, and the release of $250,000 to begin planning activities. This request was approved on April 28th, 2015 by DoIT Cabinet Secretary and State Chief Information Officer, Darryl Ackley.

In the May-June timeframe, a Request for Information (RFI) was written and issued with a deadline of 7/20/2015. The internal project team then scored the responses, selecting states to travel to in order to review the selected systems in their production environments. These visits will provide an opportunity for NMCD to talk to business units about their specific user experience and to discuss lessons learned by the agency during their implementation process. The first state scheduled is the Commonwealth of Virginia from 8/23/2015 to 8/27/2015. The second state visit is anticipated in the early October timeframe with the State of Arkansas.

In January and February 2016, NMCD held Fact-Finding and JRP sessions to gain input from APD and PPD on the desired requirements to me included in the OMS REPLACEMENT system. The requirements were prioritizedby the session participants as either mandatory, essential, and conditional and optional. As a result of the sessions,almost 1500 requirements were identified and incorporated into the RFP.

The NMCD completed a system review and has written and issued an RFP. The release date of the RFP was 07/18/2016with an anticipated award date in February 2017.

The proposed solution presents a unique opportunity for the NMCD to better serve the State of New Mexico. The following items listed below detail those services or needs not currently being addressed in the existing system:

  • Release inmates timely and accurately.
  • 100% automation of inmate good time calculation, instituting a method of modifying good time rules based on changing laws and reducing file audits
  • Provide ability for Probation and Parole to link directly with courts to provide pre-sentence, diagnostic, executive clemency and other reporting services
  • Provide system mobility to allow Probation and Parole officers the ability to conduct supervision contacts in the field daily
  • Send and receive all court sentencing data electronically
  • Notify office of the DA and victims of inmate releases via real-time processing rather than batch updates
  • Track offender program costs and report on program efficacy accurately, by fiscal year, to enable administrators to make better program decisions
  • Implement industry best practices for inmate restrictive housing and alternative placement scenarios
  • Allow real-time data sharing and collaboration with other public safety/justice entities and community partners
  • Improve inmate housing and transportation

1.1Executive Summary- rationale for the Project

The New Mexico Corrections Department (NMCD) has made the reduction of recidivism its’ top priority. The current more than 16-year old client-server offender management system is end-of-life, end-of-support, and needs to be replaced in order to support the changing business processes to accomplish this and other agency goals.

The offender management system must use new technology and design standards to streamline and improve business processes for end-users who manage and supervise offenders. The Agency’s direction to accomplish this is to purchase a Commercial-off-the-shelf (COTS) web system using current technologies. The complete offender management system (OMS) will have seventeen (17) unique modules as necessary components to manage inmates and offenders through the correctional system and will provide much-needed new functionality to support and improve the business process.

Providing one seamless web-based system for the management of inmates and offenders supports the state government initiatives relating to reducing the cost of government operations, improving customer service and increasing public safety. The ability to manage the application online, instead of pushing out updates to over a thousand computers will greatly reduce support and maintenance costs.

Based on previous project cycles of development and the inability to quickly provide the right business functionality to accomplish this goal, the Department has dedicated its’ efforts to implement a new OMS REPLACEMENT and will fully implement all application modules of the offender management system and transition them to a production environment as one cohesive system in a phased approach.

1.2funding and sources

Source / Amount / Associated restrictions / Approvers
Chapter 101, Section 7(22)
Laws of 2015 / $500,000.00 / Completion of an RFI, RFP, Project Management Plan and high-level project schedule and budget. / doit/DFA
Chapter 101, Section 7(22)
Laws of 2015 / $250,000.00 / Release to initiate the project, released April of 2015. / PCC
Chapter 101, Section 7(22)
Laws of 2015 / $250,000.00 / Release to initiate the project planning, released February of 2016. / PCC
Chapter 101, Section 7(19)
Laws of 2016 / $4,900,000.00 / $7.3M in funds were awarded for additional planning, and purchase of COTS OMS project, not enough to fund the entire project.In October 2016,as part ofthe special session 2016, SB8, Section 3 (b), $2.4M of this $7.3M was redirected to severance tax bond funds. / LFC
State of New Mexico Severance Tax Bonds,
Appropriations ID:
STB16D A2652 / $2,400,000.00 / Redirected funds awarded in Chapter 101, Section 7(10) per SB8, Section 3 (b) of special session 2016.
Bonds sold December 2016 funds released January 2017. / STATE BOARD OF FINANCE
State of New Mexico Severance Tax Bonds, Series 2016A / $35,000.00 / Awarded funds to for capital expenditures associated with the COTS OMS project. Funds released in October of 2016. / State board of Finance

1.3constraints

Constraints are factors that restrict the project by scope, resource, or schedule.

Number / Description
C-001 / Full future funding to procure an OMS REPLACEMENT application.
C-002 / Full project team staffing, by filling internal vacancies where possible and utilizing staff augmentation to implement an OMS REPLACEMENT application.
C-003 / The new offender management system must be a commercial-off-the-shelf system, not an internally developed or inherited system.

1.4dependencies

Types include the following and should be associated with each dependency listed.

  • M-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
DEP-001 / Successful certification by PCC to initiate the project. Completed 04/22/2015. / E
DEP-002 / Ability to successfully contract project management resources to complete Initiation and Planning activities and documentation. Completed 12/2015. / M
DEP-003 / Successful completion of RFI activities. Completed 10/2015. / D
DEP-004 / Successful completion and award of RFP so that the project may progress into the phases of project execution and implementation. RFP issued 07/18/2016. / M
DEP-005 / Successful certification by PCC to move the project into the planning phase. Completed 02/2016. / E
DEP-006 / Successful certification by TARC for project infrastructure. / E
DEP-007 / Successful certification by PCC to move the project into the implementation phase. / E
DEP-008 / Future legislative funding to procure an OMS REPLACEMENT application and complete future phases of project execution and implementation. / E

1.5 ASSUMPTIONS

Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.

Number / Description
A-001 / That contract resources can be successfully obtained in a timely fashion to meet the dependencies outlined above to meet the requirements of the initiation, planning and implementation phase.
A-002 / That all requirements contingent on legislative funding will be successfully completed and communicated appropriately.
A-003 / That future funding will be awarded to ensure the forward momentum of the project.

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.

This section of the document is being managed in the Risk and Issue Log. Located in the ATTACHMENTS section at the end of this document in a link that will direct you to the log. Click here to proceed there now.

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 / Title
David Jablonski / Executive Leadership / NMCD / CabinetSecretaryof Corrections
Joe Booker / Executive Leadership / NMCD / Deputy Secretary, Corrections
Paul Pacheco / Executive Leadership / NMCD / Deputy Secretary, Corrections
Phillipe Rodriguez / Budget Management / NMCD / Acting Director, Administrative Services Division
Jerry Roark / Business Division Leadership / NMCD / Director, Adult Prisons
Rose Bobchak / Business Division Leadership / NMCD / Director, Probation and Parole
Melissa Ortiz / Business Division Leadership / NMCD / Deputy Director, Adult Prisons
Anthony Romero / Business Division Leadership / NMCD / Deputy Director, Adult Prisons
Daniel Barela / Business Division Leadership / NMCD / Deputy Director, Probation and Parole
Timothy Oakeley / Information Technology / NMCD / Chief Information Officer
Jerry Brinegar / Information Technology / NMCD / Deputy Chief Information Officer
Darlene Fitzpatrick / Information Technology / NMCD / IT Project Manager
Cathy Catanach / Business / NMCD / Bureau Chief, Offender Management Services
Francine Garcia / Business / NMCD / Victim Services Administrator
NMCD Wardens, Deputy Wardens, Region Managers and District Office Supervisors / Business / NMCD / Statewide
Tony Ortiz / Statistical Analysis of NMCD data - Contractor for analysis for prison population projections and myriad other data projects. / New Mexico Sentencing Commission (NMSC) / Executive Director

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

The primary function of the Steering committee is to take responsibility for the feasibility, business case and the achievement of outcomes of the OMS REPLACEMENT project. The OMS REPLACEMENT Executive Steering Committee will monitor and review the project, as well as provide oversight of ongoing operations.

The Steering committee provides a stabilizing influence so organizational concepts and directions are established and maintained with a visionary view. The Steering committee provides insight on long-term strategies in support of legislative mandates. Members of the Steering committee ensure business objectives are being adequately addressed and the project remains under control. In practice,these responsibilities are carried out by performing the following functions:

  • Monitoring and review of the project at regular Steering committee meetings
  • Providing assistance to the project when required
  • Controlling project scope as emergent issues force changes to be considered, ensuring that scope aligns with the agreed business requirements of project owner, sponsor and key stakeholder groups
  • Resolving project conflicts and disputes, reconciling differences of opinion and approach
  • Formal acceptance of project deliverables
2.2.2.1 Approval Responsibilities

The Steering Committee is responsible for approving major project elements such as:

  • Prioritization of project objectives and outcomes as identified in the Project Charter
  • Budget, ensuring that effort, expenditures and changes are appropriate to stakeholder expectations
  • Schedule
  • Risk management strategies, ensuring that strategies to address potential threats to the project's success have been identified, estimated and approved, and that the threats are regularly re-assessed
  • Project management and quality assurance practices
2.2.2.2 Role of an Executive Steering Committee member

It is intended that the Steering Committee leverage the experiences, expertise, and insight of key individuals at organizations committed to building professionalism in project management. Steering Committee members are not directly responsible for managing project activities, but provide support and guidance for those who do. Thus, individually, Executive Steering Committee members should: