NMDOT Forms Management Solution Project
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Tom Church, NMDOT Cabinet Secretary, Designate
Business Owner –Bruce Oakeley, NMDOT ISM Bureau Chief
Project Manager – Sal Hernandez, Integratus Solutions
Original Plan Date: December 13, 2013
Revision Date: January 2, 2014
Revision: 2.2
Revision History
1.0 Project Overview
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 Structure, 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
6.5 Communication Plan
6.5.1 Communication Matrix
6.5.2 Status Meetings
6.5.3 Project Status Reports
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)
6.7 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
6.8.2 Project Repository (Project Library)
7. 0 Project Close
7.1 Administrative Close
7.2 Contract Close
Revision History
Revision Number / Date / Comment1.0 / July 27th, 2007 / DoIT Project Management Plantemplate
2.0 / December 30th, 2013 / Initial creation of PMP from DoIT template
2.1 / January 2nd, 2014 / Revised to add rough scheduling and project task details
2.2 / January 3, 2014 / Revised to add Section 6 specifics and other content updates
2.3
1.0 Project Overview
The New Mexico Department of Transportation relies thoroughly on the forms catalog it presently has implemented within its agency. The information management practices around the usage of these documents are essential to the functioning of its business. There have been over three hundred forms identified as used for different areas within the agency.
These forms are currently created using an older methodology, which makes the information management practices cumbersome, manual-intensive and prone to human errors and delays. The manual process calls for forms to be printed and then delivered (via mail or fax) to the agency. The form submission process is decoupled from the process flow.
Furthermore, These forms reside on an aging system that requires it to be replaced before it begins todegrade service within the agency.
NMDOT has chosen to modernize and substantially improve the form submission process. Modernization Improvements will include digitizing the document submission process as well as improving the form submission lifecycle, this will reduce process times and errors. The intrinsic benefits include creating a more productive and responsive agency thereby increasing customer satisfaction.
1.2 funding and sources
Source / Amount / Associated restrictions / ApproversNM State Road Fund / $500,000
1.3 constraints
The following factors can potentiallyrestrict the project by scope, resource, or schedule.
Number / Description1 / Time – Project will need to be closed out by June 30th 2014
2 / Budget – Project not to exceed $500K
3 / Scope – Project scope need not exceed existing project estimates and increased scope be addressed/approved or denied by Project Steering Committee
4 / Software – Project technical deliverables need to be developed with Adobe LiveCycle software and related tools
5 / Resources- Project will need to be completed with a mix of NMDOT and Contractor resources
6 / Budget – Project cannot cause a dramatic shift in operational cost.
7 / Process – Project willadhere to applicable DoIT methodology
8 / Agency – Project will adhere to applicable NM State and NMDOT policies and regulations.
9 / Agency – Project technical deliverables to meet existing service agreements and response times.
10 / Infrastructure – Software must be configured and operate alongside existing NMDOT infrastructure without disrupting ongoing business service.
1.4 dependencies
- 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 / Active Directory - ENSURE A PROPER MANAGEMENT INTERFACE EXISTS FOR THE ACTIVE DIRECTORY MANAGEMENT as well as ensure content is up to date / m, e
2 / TRAINING - DELIVER PROPER DEVELOPMENT TRAINING for forms and portal developers / m
3 / INSTALLATION AND CONFIGURATION - Ensure the proper hardware, software and infrastructure is made available / m, e
4 / Organizational Buy-In - ENSURE executive and SME buy-in for new technology and process / M
5 / Technological - ENSURE proper implementation of TBD approach (Electronic v digital signitures) / M
6 / organizational - ENSURE Subject matter experts are excessible – both functional and technical SME’s are required / m
1.5 ASSUMPTIONS
Number / Description1 / All system users exist in NMDOT’s Active Directory. All system users are internal to the agency.
2 / Business rules for form data and routing relating to existing forms are known and fixed.
3 / Servers and client workstations meet or exceed the minimum requirements of the technology stack.
4 / The form templates will be developed using a proper common format. If such a format is not possible, then the form will be provided in an alternative format and will be served as fill and print forms.
5 / Project team will have access to functional and technical SMEs
1.6 Initial Project Risks Identified
[Risk 1 Active Directory]
Description – Active Directory entries are incorrect thus effecting formswith workflow / Probability EXPECTED / ImpactHIGHMitigation Strategy – 2 fold strategy Initial and On-going
- Initial – There is an initial effort to clean up Active Directory entries in bulk, especially for those Users/Groups identified as prospects for forms with workflow.
- On-going – An interface will be developed for the Human Resources department to actively monitor and update Active Directory entries. Major Events (Hire to Fire) will trigger anresource to update the Active Directory.
Contingency Plan
- Continuous efforts to clean up the Active Directory entries on a regular interval
[Risk 2 – Software Features]
Description - Features and capabilities of the product may be wrong, incomplete, or too complex and that may not satisfy the requirement. / Probability LOW / ImpactMediumMitigation Strategy
- Complex scenarios were given to Vendor during a Proof of Concept initiative when evaluating software.
- Additionally, ensure that all functionality is defined before development begins.
Contingency Plan
- Co-Develop more difficult scenarios with Vendor or engage them for support as needed
- Extend product, as needed with custom integration layers.
[Risk 3– Software Training]
Description –Resource training on software isinadequate or has not taken place / Probability LOW / ImpactMedium
Mitigation Strategy
- Training Plan to be developed for technical developers and support staff
- Engage Vendor for development as needed
Contingency Plan
- Engage Vendor for development or support as needed and engage in over-the-shoulder development until adequate training plan can be established.
[Risk 4 – End User Adoption]
Description – End users are slow to adopt forms development / Probability LOW / ImpactHIGHMitigation Strategy
- Continuously involve end users at the appropriate level of detail.
Contingency Plan
- Executive mandate of solution set
2.0 Project Authority and Organizational Structure
2.1 Stakeholders
name / Stake in Project / Organization / TitleBruce Oakeley / Responsible for the modernization of the Forms Portal and the replacement of the existing legacy system. / NMDOT / Information Systems Bureau Chief
Gilbert Archuleta / Key actor in regard to all forms relating to employee information / NMDOT / Human Resources Bureau Chief
Julie Atencio / Responsible for oversight of NMDOT forms, and managing changes and additions to NMDOT’s forms catalog. / NMDOT / Acting Inspector General
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
N/A
2.2.3 Organizational Boundaries, interfaces and responsibilities
Main communication interface is between Project Managers from Integratus Solutions (Contracting Vendor) and the assigned Team Leaders.. The primary methods utilized will be the Status Report/Briefing, ad-hoc meetings, electronic mail, and phone conversations. Interaction may occur directly between the technical components of all teams. However, overall task direction can only come from the Project Manager. Final decisions will be made at the Steering Committee or Executive Level.
2.3 Executive Reporting
Project status will be communicated to the Executive level on a weekly basis, reports will be at an aggregate level and outline any major risk and or issues. Executives can contact project management at any time for ad-hoc reporting as it relates to project status.
3.0 Scope
3.1 Project Objectives
3.1.1 Business Objectives
Number / DescriptionBus. Objective 1 / Reduce cost associated to support and maintenance of Legacy Forms Portal.
Bus. Objective 2 / Replace the manual-intensive Legacy Forms Portal with a modern more robust digitized form system.
Bus. Objective 3 / Reduce human errors and delays with an improved process and forms workflow.
Bus. Objective 4 / To provide electronic routing and signature for our agency’s most widely and frequently-used forms.
Bus. Objective 5 / Create a more productive and responsive agency by reducing form processing cycle times, thereby increasing customer satisfaction.
3.1.2 Technical Objectives
Number / DescriptionTech. Objective 1 / To put a solid framework in place for managing forms and form data, electronic or digital signatures, and reporting needs.
Tech. Objective 2 / Modernization of Legacy Forms Portal falls in line with agency effort to modernize systems.
Tech. Objective 3 / Minimize business impact and make transition to a new system as seamless as possible
Tech Objective 4 / Integrate new Forms portal into existing architecture
Tech Objective 5 / Create a mechanism for the Human Resources organization to manage Active Directory entries.
3.2 Project exclusions
Number of reports to be converted to digital workflow is not yet defined, during the planning phase the final number of conversion eligible reports will be defined and project plan will be adjusted accordingly.
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 / DescriptionCSF - 1 / Agreement on project scope, goals and timeline
CSF – 2 / manage scope and changes effectively
CSF – 3 / manage risks and issues to resolution/remidiation
CSF – 4 / Effecively Manage resources (right resource for the job)
CSF – 5 / Promote User involvement
CSF – 6 / Effectively manage project timeline
CSF – 7 / facilitate executive involvement
CSF – 8 / Remove political and technical barriers
CSF – 9 / quickly resolve technical break-fix
CSF – 10 / facilitate user acceptance
CSF – 11 / Effectively manage project budget
CSF – 12 / promote effective communications
4.0 Project Deliverables and methodology
4.1 Project Management Life Cycle
Phase / Summary of Phase / Key DeliverablesInitiation / Evaluation of business problem domain; research of potential solutions /
- Project Charter
- Project Scope
- Business Requirements – Business Case
- Assumptions
- Constraints
- Authorization to proceed with planning
Planning / Identification and documentation of specific business and technical requirements /
- Project Management Plan
- Critical success factors
- Work Break down Structures
- Project Schedule
- JAD Session
- System Requirements Specification,
Implementation / Installation of hardware and software for the solution; development of specific forms to implement workflow and e-signatures /
- Working installation of LiveCycle ES Server (test environment, production environment)
- LiveCycle forms Migration and Development
- End-user documentation
- End-user training
- Technician and form designer training
Closeout / Evaluation of new solution. /
- Deliverable or Product Acceptance
- Lessons Learned
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 Project Charter
Project Charter Document / Deliverable Acceptance Criteria – Follow NM DoIT Standards and review by project management and project business owners.Standards for Content and Format –NM DoIT Standards
Quality Review –Initial document creation followed by project management, executive and business owner review
4.1.1.2 Project Status Reports
Bi-weekly Project Status Reports, one to internal team members, and one to project stakeholders and oversight bodies. / Deliverable Acceptance Criteria - Follow NM DoIT Standards and review by project management and project business owners.Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by project management, executive and business owner review. Subsequently, reviewed by project team as a whole.
4.1.1.3 Risk Assessment Report
Initial Risk Assessment report, which will be reviewed and approved by all stakeholders. / Deliverable Acceptance Criteria - Follow NM DoIT Standards and review by project management and project business owners.Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by project management, executive and business owner review. Subsequently, reviewed by project team as a whole.
4.1.1.4 Business Continuity Plan
A specification describing what methods the project team will employ to ensure uninterrupted service to customers during the implementation phase. / Deliverable Acceptance Criteria - Follow NM DoIT Standards and review by project management and project business owners.Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by project management, executive and business owner review. Subsequently, reviewed by project team as a whole.
4.1.1.5 Project Operations and Support Plan
A document outlining the governance structure for the project, as well as team roles, responsibilities, and scheduling. / Deliverable Acceptance Criteria - Follow NM DoIT Standards and review by project management and project business owners.Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by project management, executive and business owner review. Subsequently, reviewed by project team as a whole.
4.1.1.6 Project Test Plan & Strategy
A document outlining the plan and strategies to be used to test functionality in the new system. / Deliverable Acceptance Criteria - Follow NM DoIT Standards and review by project management and project business owners.Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by project management, executive and business owner review. Subsequently, reviewed by project team as a whole.
4.1.1.7 Project Management Plan
Initial Project Management Plan, to be reviewed by all stakeholders and the PCC. / Deliverable Acceptance Criteria - Follow NM DoIT Standards and review by project management and project business owners.Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by project management, executive and business owner review.
4.1.2 Deliverable Approval Authority Designations
Deliverable Number / Deliverable / Approvers (Who can approve) / Date ApprovedPRJ-DEL-001 / Initiation - Project Initiation and Scope Focus Meetings / Bruce Oakeley
PRJ-DEL-002 / Initiation - Initiation Phase Certification Form / Bruce Oakeley
PRJ-DEL-003 / Initiation - Project Charter / Bruce Oakeley
PRJ-DEL-004 / Initiation - Initiation Phase Certification / Bruce Oakeley
PRJ-DEL-005 / Initiation - Form Evaluation and Enumeration / Bruce Oakeley
PRJ-DEL-006 / Initiation - Identification of forms for electronic workflow & signature / Bruce Oakeley
PRJ-DEL-007 / Initiation - Change Management process for implementation phase / Bruce Oakeley
PRJ-DEL-008 / Initiation - Identification of workflow end points for top 30 priority forms. / Bruce Oakeley
PRJ-DEL-009 / Initiation - Identification of workflow participant categories / Bruce Oakeley
PRJ-DEL-010 / Initiation - Project JAD Session / Bruce Oakeley
PRJ-DEL-011 / Initiation - System Requirement Specification (SRS) / Bruce Oakeley
PRJ-DEL-012 / Initiation - System Requirement Specification (SRS) Evaluation and Review - Round 1 / Bruce Oakeley
PRJ-DEL-013 / Initiation - Project Status Reports (Internal) / Bruce Oakeley
PRJ-DEL-014 / Initiation - Initial Risk Assessment Report / Bruce Oakeley
PRJ-DEL-015 / Initiation - Initial Business Continuity Plan / Bruce Oakeley
PRJ-DEL-016 / Initiation - Initial Project Communication Plan / Bruce Oakeley
PRJ-DEL-017 / Initiation - Initial Project Operations and Support Plan / Bruce Oakeley
PRJ-DEL-018 / Initiation - Initial Project Test Plan and Strategy / Bruce Oakeley
PRJ-DEL-019 / Initiation - Initial Project Management Plan / Bruce Oakeley
PRJ-DEL-020 / Initiation - Initial Active Directory Update Plan / Bruce Oakeley
PRJ-DEL-021 / Planning - Planning Phase Certification Form / Bruce Oakeley
PRJ-DEL-022 / Planning - Revise Project Management Plan / Bruce Oakeley
PRJ-DEL-023 / Planning - IV&V Selected and Contract Negotiated / Bruce Oakeley
PRJ-DEL-024 / Planning - Project Status Reports (Internal) / Bruce Oakeley
PRJ-DEL-025 / Planning - System Requirement Specification (SRS) Evaluation and Review - Round 2 / Bruce Oakeley
PRJ-DEL-026 / Planning - Technical Architecture Document / Bruce Oakeley
PRJ-DEL-027 / Planning - Revise Risk Assessment Report / Bruce Oakeley
PRJ-DEL-028 / Planning - Revise Business Continuity Plan / Bruce Oakeley
PRJ-DEL-029 / Planning - Revise Project Communication Plan / Bruce Oakeley
PRJ-DEL-030 / Planning - Revise Project Operations and Support Plan / Bruce Oakeley
PRJ-DEL-031 / Planning - Revise Project Test Plan and Strategy / Bruce Oakeley
PRJ-DEL-032 / Planning - Revise Active Directory Update Plan / Bruce Oakeley
PRJ-DEL-033 / Planning - Initial Cutover Plan / Bruce Oakeley
PRJ-DEL-034 / Planning - Evaluate Electronic or Digital Signature Solution / Bruce Oakeley
PRJ-DEL-035 / Planning - ELECTRONIC SIGNATURE - Signature Collection Plan Strategy / Bruce Oakeley
PRJ-DEL-036 / Planning - DIGITAL SIGNATURE - operations and support plan for digital sig. services. / Bruce Oakeley
PRJ-DEL-037 / Planning - Determine Active Directory fields needed for Live Cycle function / Bruce Oakeley
PRJ-DEL-038 / Planning - Determine which support staff will update non-GO portions of Active Directory / Bruce Oakeley
PRJ-DEL-039 / Planning - Technical Team Training / Bruce Oakeley
PRJ-DEL-040 / Implementation - Implementation Phase Certification Form / Bruce Oakeley
PRJ-DEL-041 / Implementation - Updated Project Management Plan / Bruce Oakeley
PRJ-DEL-042 / Implementation - IV&V Reports Submitted / Bruce Oakeley
PRJ-DEL-043 / Implementation - Technical Architecture Approved / Bruce Oakeley
PRJ-DEL-044 / Implementation - Project Status Reports (Internal) / Bruce Oakeley
PRJ-DEL-045 / Implementation - LiveCycle ES4 Server Installation and Configuration / Bruce Oakeley
PRJ-DEL-046 / Implementation - Active Directory Updates - Mass Update / Bruce Oakeley
PRJ-DEL-047 / Implementation - Active Directory Updates - District Level Updates / Bruce Oakeley
PRJ-DEL-048 / Implementation - ELECTRONIC SIGNATURE - Design / Develop web service interface for existing signature server / Bruce Oakeley
PRJ-DEL-049 / Implementation - Design / develop scripting to extract and rename guid-named forms from OIG form server / Bruce Oakeley
PRJ-DEL-050 / Implementation - Existing Form Migration / Bruce Oakeley
PRJ-DEL-051 / Implementation - New Form Development / Bruce Oakeley
PRJ-DEL-052 / Implementation - Workflow Development / Bruce Oakeley
PRJ-DEL-053 / Implementation - Implement Electronic or Digital Signature Solution / Bruce Oakeley
PRJ-DEL-054 / Implementation - Web Interface for Active Directory Organizational Maintenance / Bruce Oakeley
PRJ-DEL-055 / Implementation - End User Training for AD Web Interface / Bruce Oakeley
PRJ-DEL-056 / Close - Closeout Phase Certification Form / Bruce Oakeley
PRJ-DEL-057 / Close - Final IV&V Reports Submitted / Bruce Oakeley
PRJ-DEL-058 / Close - Project Closeout Report / Bruce Oakeley
PRJ-DEL-059 / Close - Lessons Learned / Bruce Oakeley
4.1.3 Deliverable Acceptance Procedure
Deliverables will be reviewed as follows