GCB Gaming Central Monitoring System Replacement

PROJECT MANAGEMENT PLAN
(PMP)

Executive Sponsor – Jeff Landers, Chairman Gaming Control Board
Business Owner – Frank Baca, Acting Executive Director
Project Manager – Donovan Lieurance, IT Director
Original Plan Date: September 2012
Revision Date: September 2013
Revision: 2.0

Project Management Plan Gaming Central Monitoring System (GCMS)

Revision History

Agency Approval Signatures

Preparing the Project Management plan

About This Document

Project Oversight Process Memorandum – DoIT, July 2007

1.0 Project Overview

Executive Summary- rationale for the Project

1.2 funding and sources

1.3 constraints

1.4 dependencies

1.5 ASSUMPTIONS

1.6 Project Risks

Significant Risks and Mitigation Strategy

Risk 1: Inabilitytoimplement keyfunctional or architecturallysignificantperformance (orother non-functional) requirements.

Mitigation 1: Define business and technical requirements based on other jurisdictions who have implemented similar systems.

Mitigation 2: Hiring of additional support staff; Monitor closely the workload and personnel assignments. Utilize outside resources if budget will accommodate.

Risk 3: Additional funding for FY14 to complete project not approved

Mitigation 3: Utilize other agency funding.

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 management

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

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 Product and Product Development Deliverables

4.2.4 Deliverable Acceptance Procedure

5.0 Project Work

5.1 Work Breakdown Structure (WBS)

5.3 Project Budget

5.4 Project Team

5.4.1 Project Team Organizational Structure

5.4.2 Project Team Roles and Responsibilities

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

6.5.3 Project Status Reports

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)

6.6.1 Baselines

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

Revision History

Revision Number / Date / Comment
1.0 / September, 2012 / Planning Version for PCC certification
2.0 / September, 2013 / Implementation
2.1
2.2

Agency Approval Signatures

The signatures below indicate that this document details the current revision of Project Management Plan for the National Background Check Program.

New mexico Gaming Control board / signature / date
Project Director

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 Gaming Central Monitoring System (GCMS)

1.0 Project Overview

Executive Summary- rationale for the Project

The current central monitoring system, referred to as AEGIS is the 2nd iteration of the statutorily required (60-2E-43) Central System; both of which were procured via the request for proposal process. The current central monitoring system brought many enhancements that benefited the licensees of the Board. The most notable was support for the slot accounting system or SAS protocol and continued support of the legacy and proprietary F3-NM protocol.

The current central monitoring system has been in operation since mid-2004 and has not realized any hardware, operating system or database upgrades since that time(other than regular maintenance releases from the vendor). Although the agency is responsible for hardware maintenance, issues with more frequent failures and the replacement components is becoming more of an issue. Theagencyrecommendsamodernizationof thecurrent system toaddress these shortcomings.

As the future of the industry is focused on content and configuration downloading, the need for an updated and enhanced central monitoring system is paramount. Support for these enhancements will provide more options for patrons, increased profits for the licensees; thereby increasing revenue to the State..

1.2 funding and sources

Efforts are funded by the General Fund only.

Source / Amount / Associated restrictions
FY2014 COMPUTER ENHANCEMENT REQUEST / $2.5 million / CONTRACT AND IMPLEMENTATION
AGENCY FUNDING / $645,000 / MAINTENANCE

1.3 constraints

Number / Description
C-001 / approved funding request from the legislature
C-002 / Completion of the project within the funding appropriations period

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
D-001 / A systems integrator needs to be selected through a RFp process (create rfp, receive prposals, evaluate proposal, select Systems Integrator and complete contracting) / M
D-002 / un-interrupted continued operation of gaming venues during hardware replatforming to the new platform / E
D-003 / Replatforming needs to be completed by june 2014 for all licensees / E
D-004 / A test environment needs to be available to the project team in order to test functionality / M

1.5 ASSUMPTIONS

Number / Description
1 / The planning activities of GCB project manager and agency management must be closely integrated to ensure procurement activities and vendor implementation can be tightly coupled to achieve cohesive schedules.
2 / Systems coming from different vendors are able to communicate with each other as defined in the requirements.
3 / Gaming Control Board (GCB) will take the lead in performing the outreach needed to communicate, educate and engage the GCB downstream stakeholders, such as the Racetrack Operators and Non-Profit Distributors, necessary to make the overall project successful.

1.6 Project Risks

Significant Risks and Mitigation Strategy
Risk 1: Inabilitytoimplement keyfunctional orarchitecturallysignificantperformance (orother non-functional) requirements.
Mitigation 1: Define business and technical requirements based on other jurisdictions who have implemented similar systems.
Risk 2: Staff resource availability
Mitigation 2: Hiring of additional support staff; Monitor closely the workload and personnel assignments. Utilize outside resources if budget will accommodate.
Risk 3: Additional funding for FY14 to complete project not approved
Mitigation 3:Utilize other agency funding.

2.0 Project Authority and Organizational Structure

2.1 Stakeholders

name / Stake in Project / Organization / Title
Jeff Landers / Executive Sponsor / GCB / Board Chair
Gaming Control Board
Frank Baca / Co-Executive Sponsor
Business Owner / GCB / Acting Executive Director/General Counsel
Donovan Lieurance / Overall project planning and implementation management / GCB / Chief Information Officer (CIO)
Racetrack Licensees / For Profit Casino Operators / Licensee
Non-Profit Licensees / NOT For Profit Gaming Operators / Licensee
Non-Profit Distributors / Contract services for gaming machines and services to the Non-Profit Operators / Licensee

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 management

Name / Group / Role / Responsibility
Jeff Landers / GCB / Executive Sponsor
Steering Committee Member /
  • Attend and participate in meetings
  • Review presented documentation
  • Balance larger picture versus details of project
  • Review project funding and expenditures
  • Champion the project
  • Communicate with the Legislature

Frank Baca / GCB / Co-Executive Sponsor
Steering Committee Member /
  • Champion Program requirements
  • Attend and participate in meetings
  • Review presented documentation
  • Balance larger picture versus details of project
  • Review project funding and expenditures
  • Champion the project
  • Communicate with the Board and Legislature

Donovan Lieurance / GCB / Project Manager
Steering Committee Member /
  • Facilitate Steering Committee Meetings
  • Participate in planning sessions
  • Ensure project staff availability, funding, and contract management
  • Review and accept the initial risk assessment, management plan, project plan, and budget
  • Provide management review and accept changes to project plan, contract or deliverables
  • Appoint Committee and Team members
  • Attend executive requirements reviews and resolve requirements problems
  • Committee decisions
  • Communicate with the Vendor
  • Champion the project
  • Ensure user and sponsor acceptance
  • Contribute to lessons learned

Phil Thompson / GCB / Operations Manager
Steering Committee Member /
  • Provide Information Technology guidance
  • Attend and participate in meetings
  • Review and accept deliverables
  • Review presented documentation
  • Balance larger picture versus details of project
  • Review project funding and expenditures
  • Champion the project
  • Communicate with the Vendor

Johnny Montoya / GCB / Database Administrator
Steering Committee Member /
  • Provide Information Technology guidance
  • Attend and participate in meetings
  • Review and accept deliverables
  • Review presented documentation
  • Balance larger picture versus details of project
  • Review project funding and expenditures
  • Champion the project
  • Communicate with the Vendor

2.2.3 Organizational Boundaries, interfaces and responsibilities

This is a single-agency project. GCB is the key contributor to the success and ongoing support of the project goals. AContractwill be entered into between GCB and the Vendor defining the project agreements made and the services being provided. There are two Project Managers (PM) – one for the Agency and one from the Vendor. The PM from GCB works with the PM from the Vendor for overall coordination. Each will meet internally to define needs, plan and deliver project. At times, representatives from both (i.e. Business, Technical) will meet alongwith the PMs during appropriate forums to communicate and resolve needs regarding requirements, expectations, issues and timing.

While the project is structured to ensure management by appropriate leadership groups, communication is designed to be open and interactive between the levels of leadership. Various methods and timing for communication are being established to meet the needs of both agencies and stakeholders for the overall program as identified in 6.5 Communication Plan.

2.3 Executive Reporting

To facilitate effective communication and provide accurate updates on progress, the Project Manager shall report on the Project as highlighted in the Communication Plan and further described below:

  • Steering Committee meetings will be held monthly (or as requested by Project Manager) to update the membership on these topics and related deliverables, status, schedule, and budget, and to receive direction on project issues or decisions. A written status report, to discuss the current activities, the schedule of future activities, prioritized risks and the status of project issues.
  • Progress Reporting to DoIT:
  • Monthly Progress Reporting to DoIT: The GCB GCMSProject Manager will submit monthly reports using the DoIT template.
  • Quarterly Contract Reporting
  • Key Topic Meetings: Key topic meetings will be held to discuss needs and arrive at decisions, plan strategy, address prioritized risks and the status of key topics. The Project Manager will facilitate communication that clarifies results of these meetings to the appropriate audience.
  • Other Communications: The GCBGCMS Project Manager will use email, telephone calls, conference calls, and additional meetings and presentations to communicate with the vendor, project team, and other stakeholders as needed and as identified in 6.5 Communication Plan.

3.0 Scope

3.1 Project Objectives

3.1.1 Business Objectives

Number / Description
Business Objective 1 / Improvestaff productivity.
Business Objective 2 / Increasebusinessprocesstransparencyandperformance management.
Business Objective 3 / Reduce thecost for system maintenanceandfuturedevelopment.
Business Objective 4 / Improveconstituent (racetrack, non-profit & distributor licensees)satisfactionwith the gaming central monitoring system.

3.1.2 Technical Objectives

Number / Description
Technical Objective 1 / Intuitive,web-baseduserinterfaces. Automatedbusinessrulesandexceptionhandling.
Technical Objective 2 / Real-timeworkflowreporting
Technical Objective 3 / Maximize re-useofexistingapplicationassets.
Technical Objective 4 / Continued support for existing legacy protocol (F3-nm) and support for new upcoming industry adopted protocols.

4.0 Project Deliverables and methodology

4.1 Project Management Life Cycle

Phase / Summary of Phase / Key Deliverables
Initiation / This phase defines overall parameters of the project and established the appropriate project management and quality environment required to complete the project. / Project Charter, Initial Risk Assessment, High level schedule, Procurement Strategy, Approval for next phase
Planning / This phase defines the exact parameters of the project and ensures all the pre-requisites for execution and control are in place. / Project Management Plan, Team members identified, Final scope statement, Functional Requirements, High level WBS, High level Schedule, Budget and Communication Plans, Roles and Responsibilities, Status reports, Approval for next phase
Implementation / The phase configures and deploys the system. / Configuration Documentation, Testing Documentation, Training Documentation, Updated Project Schedule, Updated Budget, Risk Management Log, Issue Log, Status Report, Acceptance
Closeout / The phase accesses the project and derives any lessons learned and best practices. / Post Implementation Review and Report, Administrative Close-Out

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
Description – The initial project deliverable plan will contain the Project Charter. This deliverable may be revised during planning phase. / Deliverable Acceptance Criteria –
Sign-off by Project Manager
Standards for Content and Format –
Use of DoIT Project Charter template
Quality Review -.
Peer review for grammar and spelling
Key project team members review for consensus
4.1.1.2 Project Management Plan
Description – The Project Management Plan will be the guide used throughout the Project. This plan will contain the following plans: Scope Management, Schedule Management, Budget, Risk Management, Communications, Change Management, Lessons Learned and Roles/Responsibilities of team members. This plan is an evolving document as new information will be added and existing information will be revised during initiation and planning phase. / Deliverable Acceptance Criteria –
Approval by Steering Committee
Sign-off by Project Sponsorsand Project Director
Standards for Content and Format –
Use of DoIT Project Management Plan template
Quality Review –
Peer review for grammar and spelling
Key project team members review for consensus
Final review by Steering Committee, Project Director and Sponsor

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 Approved
PRJ-DEL-001 / Project Charter / Project Manager / 09/2012
PRJ-DEL-002 / Project Management Plan (PMP) / Project Manager / 10/2012
PRJ-DEL-003 / Project Management Plan (PMP) / Steering Committee / 12/2013

4.1.3 Deliverable Acceptance Procedure

The Project Director and the project Sponsor(s) will review and/or accept the project documents.

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 Deliverables
Initiation / Project approach and scope / Project Charter
Plan / Requirement development, initial budget allocations and sources documented / Project Management Plan
Define / Define functionaland process requirements. / Requirements documents and develop RFP
Design / Define Process flow, System design, System Architecture, Database Design / Vendor provided design based on RFP requirements
Build / Apply system documents to development activities; prepare training materials and transition to operations plan. / Vendor provided implementation schedule based on RFP requirements
Test / Integration testing and Implementation planning / System acceptance testing
Operational transition planning strategy
Deploy / Systems Deployed / Training and deploying product to users over a period of time
Close / Product is accepted / Closeout Documents

4.2.1Product 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.