Project Charter:New Mexico Interagency Behavioral Health Purchasing Collaborative
Data Warehouse Phase II
FINAL
New Mexico Interagency Behavioral Health Purchasing Collaborative
Data Warehouse Phase II
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Linda Roebuck, CEO Behavioral Health Collaborative
Business Owner –Teresa Gomez, Acting Deputy CEO Behavioral Health Collaborative
Technical Sponsor – Brian Pietrewicz, Acting CIO, HSD ITD
State Project Manager – Teresa Henke
Project Manager – Chris Neitzey
Original Plan Date: April 14, 2010
Revision Date: Decmeber 8, 2010
Revision: 2.6
Project Charter:New Mexico Interagency Behavioral Health Purchasing Collaborative
Data Warehouse Phase II
Revision History
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 Organizational Structure
2.2.2 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 Deliverable Approval Authority Designations
4.2 Project Management Deliverables
4.3 Technical Deliverables
4.4 IV&V Deliverables
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 Product and Process Quality Assurance
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 / Comment1.0 / July 27th, 2007 / DoIT Project Management Office Revision
2.0 / April 14, 2010 / First Draft
2.1 / 9/9/2010 / Updated for Phase II
2.2 / 9/10/2010
2.3 / 9/17/2010 / Updated with corrections based on discussions with Teresa
2.4 / 10/12/2010 / Updated Logo; updated with revised schedule information; updated with revised steering committee representation and the org charts. Once Amendment is approved, will update with revised budget information.
2.5 / 11/5/2010 / Updated to incorporate Amendment 1 for additional PM support through April, additional deliverable for review of POC Data Model and potential additional interviews. Updated with current timeline view.
2.6 / 12/8/2010 / Updated budget/financials to better align within the planning/implementation phases; updated timeline chart; inserted new schedule file
1.0 Project Overview
1.1 Executive Summary- rationale for the Project
The need for behavioral health services in New Mexico is increasing, as is the need to effectively manage these services through the use of appropriate metrics. Access to data trends and statistics is crucial for not only decisions that affect the health services, but also to establish attainable performance measurements for these services. Currently, the data that is used to make critical decisions associated with behavioral health services is located in multiple systems. Unfortunately, this makes for inefficient management of information and complicates the decision-making process. To help solve this problem, a Behavioral Health Data Warehouse has been developed. This system will allow for more effective management of behavioral health programs, with consideration to the ever-increasing demands for service. A data warehouse also provides the capability to make better decisions based upon trends and statistics.
The Interagency Behavioral Health Purchasing Collaborative (Collaborative) was created during the 2004 Legislature to allow most state agencies and entities involved in behavioral health treatment and recovery to work as one in an effort to improve mental health and substance abuse services in New Mexico. This cabinet-level group represents 15 agencies and the New Mexico State Governor’s Office. The Collaborative has built a data warehouse which currently contains data from the previous Statewide Entity (SE), ValueOptions New Mexico (VONM) and will eventually contain data on behavioral health clients served by many of the Collaborative Agencies. This data will ultimately be used for decision support, federal reporting, legislative inquiries and the Governor’s Performance and Accountability Contract, as well as ad hoc reports and other as yet undefined requests.
The Behavioral Health Data Warehouse project has been designed to be completed in three phases, all treated as separate projects. Phase One,completed in January, 2010, consists of the receipt of four (4) years of behavioral health data from ValueOptions New Mexico (VONM).VONM was the contracted Statewide Entity (SE) and collected all the Collaborative data from 7/1/05 through 6/30/09 when their contract ended.
This document addresses Phase Two which will be the implementation of ongoing data feeds from the new SE, OptumHealth New Mexico (OHNM) whose contract runs from 7/1/09 through 6/30/13. Also in Phase Two we will obtain historical and ongoing data from Medicaid and create standard reports for Collaborative Stakeholders.
Phase Three of the Data Warehouse will be proposed as the implementation of a business intelligence tool for Collaborative Stakeholders to create their own queries and reports. Phases Two and Three will be treated as separate projects.
1.2 funding and sources
Source / Amount / Associated restrictions / ApproversState Outcome Measurement & Management System (SOMMS) Funds from the Drug and Alcohol Services Information System (DASIS); Federal dollars associated with substance abuse reporting / $200,000 / None / BHSD Financial Officer
1.3 constraints
Constraints are factors that restrict the project by scope, resource, or schedule.
Number / DescriptionTimeline: There is no control over the quality of the data received. The reconciliation of the data could affect the timeline.
Infrastructure Support: The project is dependent upon the network support resources available from HSD-ITD and other Collaborative member agencies.
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
Dependent upon federal monetary awards. / E
Dependent upon purchase of appropriate hardware and software. / E
Dependent upon purchased hardware and software being installed and configured properly. / M
Dependent upon full cooperation of OptumHealth New Mexico / M
Dependent upon continued availability of state resources during a monetary crisis and hiring freeze / M
Dependent upon Collaborative member agencies defining their priority reporting needs as well as the Collaborative as a whole defining its overall priorities. / D
Dependent upon specific expertise being available when needed. / D
1.5 ASSUMPTIONS
NUMBER / DESCRIPTIONThere will be adequate resources for the implementation phase of this project, including the Project Manager, Business Analyst, the ETL developer, a technical lead/application developer, and technical staff.
The project team will have the proper software and hardware tools to accomplish essential and necessary tasks.
The DoIT will approve the project.
The subject matter experts will be ready and available on schedule.
OHNM’s and Medicaid’s data will be similar in structure to those anticipated.
Assume that the vendors will stay in business and that their key technical staff will remain in place.
1.6 Initial Project Risks Identified
Listed below are the initial high risks identified for the project. All project risks will be maintained by the Project Manager in the Project Cadence Workbook that is stored in a common project repository. This will be updated and maintained on a frequent basis throughout the life of the project.
# / Risk / Rating / Mitigation Plan / Notes/Comments1 / Data Quality from the OHNM and Medicaid resources is uncertain and data may not be compatible with the requirements as defined for the Data Warehouse Project, negatively impacting the Project Schedule and ultimate Project success. / 0.5225 / ~~ Have a consistent contractor who is handling the development of the requirements as well as the development of the ETL solution.
~~ It will be important for the initial and ongoing data downloads from all sources (e.g. OptumHealth and Medicaid) to assure quality data is received that is compatible/reconciled with the Data Warehouse requirements.
~~ Data dictionaries should be crosschecked to be certain all data fields are well matched. / ~~ The Project has included in the POD contract the services of a business analyst to assist with the development of business requirements for ETL, data quality and reconciliation for the data received from the SE during this phase of the Project
~~ POD contract finalized on 7/27/2010; kick-off meeting with POD held on 8/4/2010.
~~ A knowledgeable and experienced business analyst is under contract to assist with development of business requirements.
9/22: No additional updates; this activity will be more prevelant during the actual design and develop stages.
2 / Policies and procedures related to access to and use of data in the Data Warehouse may be incomplete, unclear and/or not well communicated to all stakeholders, resulting in misunderstandings among stakeholders, negative perceptions about the value of the Data Warehouse and less than optimal use of the data. / 0.4125 / Phase II is likely more complex and requires data decisions and updated policies and procedures.
~~ The Project should work with the Steering Committee to finalize appropriate access to the data and identify tools to access the Phase I data.
~~ Data sources from other entities should be researched, both historical and current, e.g. UNM, DOH, etc.
~~ Clear policies and procedures should be developed and published regarding access to the Data Warehouse data sets. / 9/22: This risk should be discussed at the first Steering Committee Meeting so that it is on the radar.
9/29: This has been discussed in the 9/29 meeting; will be an additional topic at the next meeting.
3 / Failure of OHNM to develop and implement an internal project plan in support of the HSD Data Warehouse Project requirements may result in dealys in the Project Schedule and/or an unsuccessful Project. / 0.3325 / ~~ Engage OHNM with the data requirements process
~~ Meet with OHNM and agree on common goals
~~ Obtain input from OHNM during the planning process and input to the project schedule
~~ Obtain their commitment to the plan / 9/29: Will request letter of direction and also ask for a copy of their plan to validate and verify against the master plan.
4 / If there is a change in Statewide Entity, the current SE's response to our Phase II Requirements could be strained if they begin to slow down operations, or let staff go, etc. / 0.3325 / ~~ The RFP process and readiness will take a minimum of a year.
~~ Begin working with OptumHealth in implementing regular data feeds as early as possible in Phase II. / 9/22: no additional updates
9/29: changed probability to possible - given the change in the schedule pushing their need for support further out.
Risks will be ranked utilizing a standardized ranking methodology for probability and impact. The table below shows the values that are used for the computations where the rating is determined by the Probability * Impact.
Probability / ImpactCertain (.95) / Very High (.95)
Expected (.75) / High (.75)
Likely (.55) / Medium (.55)
Possible (.35) / Low (.35)
Unlikely (.15) / Very Low (.15)
Overall ranking of the risks will be categorized as follows:
•Minimum Risk – Acceptable
•Some risks – Monitor at PM/Team Level
•High Risks – Active monitoring and ongoing Contingency/Mitigation activity
•Show Stoppers – Active participation with steering committee to mitigate
Detailed mitigation and contingency strategies will only be developed by the risk owner for all risks with a ranking of High or Show Stopper.
2.0 Project Authority and Organizational Structure
2.1 Stakeholders
name / Stake in Project / Organization / TitleUS Department of Health and Human Services (HHS) / Federal financial participation. Expectations related to federal reporting requirements. / Substance Abuse and Mental Health Services Administration (SAMHSA)
New Mexico Legislature/Governor / Governor’s/legislative performance measures. Funding allocation.
New Mexico Behavioral Health Collaborative / Data driven decision making. Resource allocation. / Cabinet secretaries from member agencies.
Consumers of Behavioral Health Services / Improved behavioral healthdata for advocacy and system improvement. / Behavioral Health Planning Council, Local Collaboratives
Linda Roebuck / Executive Sponsor / New MexicoInteragency Behavioral Purchasing Health Collaborative / Chief Executive Officer
Teresa Gomez / Business Owner / New Mexico Behavioral Health Collaborative / Deputy Chief Executive Officer
Brian Pietrewicz / Technical Sponsor / Human Services Department-Information Technology Division (HSD-ITD) / Interim Chief Information Officer
Teresa Henke / State Project Manager / HSD-ITD / State Project Manager
Chris Neitzey / Project Manager / POD, Inc / Project Manager
Mark Pitcock
Mike Estrada
Jeff Tintsman
Karen Northfield
Teresa Henke
Carol Thomas-Gravel / Collaborative Data Warehouse Steering Committee / MAD
NMCD
CYFD
BHSD
HSD – ITD
HSD - ITD
2.2 Project Governance Structure
2.2.1 Organizational Structure
2.2.2 Role and Members of the project steering committee
The Steering Committee consists of management grade personnel. It is responsible for overseeing the progress of the project and responding to any strategic problems as they arise. The committee is involved from project planning and initiation including development of the project definition in concurrence with the Project Manager. Once the project is initiated, the committee actively reviews the project’s progress. In addition, the Committee will negotiate through delicate diplomatic areas of the project.
The Executive Sponsors consists of:
Executive Sponsors: Linda Roebuck, CEO BH Collaborative; Teresa Gomez, Deputy BHC CEO, and Brian Pietrewicz, Acting CIO HSD/ITD.
The Steering Committee consists of the following members:
Management Leads: Carol Thomas-Gravel, HSD-ITD; Teresa Henke, HSD-ITD; Mark Pitcock, MAD; Mike Estrada, NMCD; and Jeff Tintsman, CYFD
Project Manager: Chris Neitzey, POD Inc.
2.2.3 Organizational Boundaries, interfaces and responsibilities
The joint state agencies making up the Behavioral Health Collaborative that directly contribute funds to the SE and who are key stakeholders for the data warehouse are HSD (MAD, BHSD), CYFD, NMCD (Corrections), DOH, and ALTSD. The key participants are at management level, program/business representatives and data/technical representatives. In addition to the management level participants, the Collaborative has formed subcommittees which enable effective communications with member agency management and program staff. The Data Warehouse is part of the Administrative Contracts Subcommittee of the Behavioral Health Collaborative.
The roles of the subcommittees are as follows:
- Act as subject matter experts for the participating state agencies under the Collaborative
- Collect business requirements from program staff in order to accurately specify business requirements.
- Attend meetings as necessary.
2.3 Executive Reporting
The Steering Committee of the Collaborative Data Warehouse Project meets monthly for up to one and a half hours. Other committees meet on regular intervals based on their project tasks. At each meeting the Project Manager informs the Steering Committee of project progress to date, including: challenges, accomplishments, updates on the work plan, and action items or tasks needed. Meeting minutes are taken and distributed at the next meeting. In between meetings, the Project Manager sends pertinent emails to project staff and committee members as needed. This process will be summarized on a monthly basis to distribute to the Executive Sponsors, Collaborative stakeholders as appropriate, and to the Department of Information Technology.
For all projects that require Department oversight, the lead agency project manager shall submit an agency approved project status report on a monthly basis to the Department.
Group / Frequency / Method of CommunicationOCIO / Monthly report / Through HSD CIO to NM DoIT
Executive Sponsors / As needed / Written and Face to Face
Steering Committee / Monthly / Written and Face to Face
Data Modeling Group / Weekly / Written and Face to Face
Technical Group / Weekly / Written and Face to Face
3.0 Scope
3.1 Project Objectives
3.1.1 Business Objectives
Description:- Business Objective One
Rationale / The Behavioral Health Collaborative contracts with the SE whose contract is finite. It is important for the state to have a copy of the data the SE collects, and to ensure that the reports are accurate.
Acceptance/Fit Criteria / Data requirements agreed upon; incremental monthly data feeds from OHNM, and one data feed of historic data from Medicaid; Reconciliation of OHNM data reports and the reports from the state.
Description:
- Business Requirement Two
Rationale / Demonstrate potential analytical tools and reporting capabilities
Acceptance/Fit Criteria / A tool to facilitate collection of user reporting needs and analytical tools for Stakeholders.
3.1.2 Technical Objectives
Parent Requirement # / N/ADescription / Build an ETL process to utilize SSIS packages and stored procedures. Design a reporting database to support analytic and reporting needs.
Rationale / Using the standard MS SQL server suite of tools, import and incrementally load data into a SQL server database.
Source / n/a / Source Document / N/A
Acceptance/Fit Criteria / Develop POC analytic cubes and reports utilizing SSIS and SSRS; present tools to end user for evaluation and critique.
Validate data feeds received and processed in a timely fashion.
3.2 Project exclusions
The initial vision of this project included the implementation of an Information System for the BH Collaborative. That system was to include, not only a Data Warehouse, but also the implementation of SharePoint to create a mechanism for secure file sharing across the Collaborative, a reporting module within SharePoint to make available standard reports to the Collaborative, and to provide a mechanism to collect the Governor’s BH Performance Measures. In FY2008, as part of the HSD IT Plan, a request was made for funding the BH Collaborative IT system; and although the OCIO supported the request, the legislature didn’t approve funding for the project. Therefore, given the limited funds, and the unexpected transition of Statewide Entities (VONM to OptumHealth), it is critical that the BH Collaborative implement the Data Warehouse to house the last four years of BH Collaborative data VONM collected and to collect the SE and Medicaid data going forward.