Project Closure Checklist s1
Project Closeout Report
Project Name / IVR Upgrades/Enhancements / Date / 4/22/09Executive Sponsor / Terry Othick / Lead Agency / NMDWS
Project Manager / Tomas Taylor / Agency Code
Project Description (Provide a brief description and purpose for this project)
The purpose of this project was to implement and re-design IVR functionality to meet the changing business needs of the public and come into compliance of newly enacted state and federal legislative changes that relate directly to unemployment. In addition, our goal was to create a better call mapping process, in which each call is skill based specific and all inquiry calls are separated by issue to specific CSRs. In addition, new laws govern the notification of payment deadlines and the stopping of payments by providing proper claimant notification. In addition, the IVR had old, outdated and twilighted hardware/software that needed to be upgraded to ensure support and business continuity. The previous software version was 2.2 and needed to be upgraded to 2.4 as the next supported version. Also, UI Claims have been working with the same hardware since 2001 and needed an overhaul, upgrade and to replace old parts. This project was in compliance with all Federal DOL statues as a result of the funding coming from USDOL Supplementary Budget Request funding streams.
Schedule and Budget
Planned Start Date / 8-15-07 / Actual Start Date / 10-15-07
Planned End Date / 10-15-08 / Actual End Date / 12-12-09
Planned Cost: (Budget) / $271,000 / Actual Cost: (Total) / $165,857
§ Professional Services / Coding, menus and script changes / § Professional Services
§ Hardware / New Server / § Hardware
§ Software / Software upgrade to 2.4 from 2.2 / § Software
§ Network / n/a / § Network
§ Other / n/a / § Other
Appropriation History (Include all Funding sources, e.g. Federal, State, County, Municipal laws or grants)
Fiscal Year
/ Amount / Funding Source(s)FY08 / $165, 857 / USDOL IT Supplemental Budget Request
Scope Verification /
Requirements Review
/ Yes / No /Explanation/Notes
/Were the project objectives (expected outcomes) accomplished? / X / The original plan included a comprehensive switch over to VOIP and a true redundant platform.
Were all Deliverables submitted and accepted? / x
Did the IV&V vendor verify that all deliverables met the requirements? / IV&V Waived
Have all contracts been closed? / x
Have all final payments been made (i.e., invoices paid) / x
Has adequate knowledge transfer been completed? / x
Transition to Operations: (Describe agency plan to migrate project solution to production. Include DoIT impact if different than previous report)
This project solution was migrated to production by running version 2.2 and 2.4 in a parallel fashion before final switch over. The new servers that were installed were built on site and all new acculab cards installed. Once the hardware installation was complete on the production servers, they were ran and tested on the UI/IVR test environment. Once the health checks were done on the test environment, they were installed into production and ran along side the old equipment. There was a seamless impact to the claimants and a minimal impact to the CSRs.
Maintenance/Operations
/ Yes / No /
Explanation/Notes
Are there recurring maintenance/operational costs for the product/service? / x / $ 65,000 per YearAre there any recommended enhancements or updates? / x / See attached
Funding source for maintenance/operational costs? (Describe) UI Base Grant Funds 4089
Business Performance Measures (Complete for all phases)
Comments:
Phases / Completion Date / Goals/Objectives / Amount / Results
Initiation:
/ 10/15/07 / Start the contract and procurement procedures. / $25,000 / Completed all contracts, SOWs and deliverable datesPlanning:
/ 10/15/07 / Determine what areas of the IVR needed enhancements based on current business needs, develop the SOWs and project timelines. Also developed plans for a long term VOIP solution. / $ / All SOWs and enhancements were identified. However there were multiple budgetary delays using the different funding streams. Some funds were Federal technology SBR and some was Reed Act, which was never used.Implementation: / 12/12/09 / To create separate queues for each call specific type and route them for call routing. In addition, change some scripting to meet legislative changes. / $165,857 / Each item on the SOW was implemented and tested and delivered with the exception of the VOIP platform as the additional Reed Act Funds earmarked for IVR were reallocated.
Closeout: / 06/17/09 / To finalize this project / $165,857
Lessons Learned
1. Contract Vehicle: Negotiate, prior to development of SOW a contract vehicle that covers both Professional Services and Maintenance to avoid bureaucratic delays in implementing necessary enhancements.
2. Keep a weekly tab on all funding streams (Reed Act) to ensure the money is not reallocated and project plans have to be changed mid-stream.
3. Due to budget and speed of implementation, the training was not as detailed as needed. Need to ensure that all hands on and class room training is not compromised.
IT System Analysis
On this document, or as an attachment, provide a summary response, including changes, to the following IT infrastructure topics relating to this project:· Describe or estimate this project’s impact on the Enterprise/DoIT infrastructure.
o Hardware – NMDWS successfully installed and implemented a new IVR application box to replace the antiquated ten year old current box. In addition, NMDWS installed new acculab cards, drivers and disk space. As a result of the hardware upgrade, we added additional TI inbound spans for accepting the increase of call volume for the certification Sunday Line. The impact was our ability to replace old equipment and add additionally needed telecommunications infrastructure.
o Network (Include Diagram) {See attached old IVR Infrastructure vs. new IVR infrastructure}
o Software / Applications – NMDWS and FDGS successfully upgraded to the latest version of CIC Interactive Intelligence from 2.2 to 2.4. The software upgrade was necessary to ensure maintenance continuity. This also gave NMDWS the ability to record all calls, move phone lines, detailed reporting and better call routing.
o Where is this system hosted?
§ If not hosted at DoIT Data Center what is your strategy to host at DoIT Data Center: (When, Why?) The system is hosted at NMDWS third floor server room. NMDWS is solely responsible for the hardware and certain back up procedures. We also manage, monitor and maintain call traffic, hardware and telecom infrastructure.
§ DoIT Migration Collaboration
· Summarize your collaboration with DoIT on moving this project from initialization through close (full production). Identify points of contact, dates of discussions, and results.
First POC- Michael Baca \ Second Point of Contact \ Ron Martinez Third Point of Contact Gabe Cisneros
The overall collaboration was smooth, well detailed and fully supported. During the project I was given specific details, always had my calls returned and issues resolved. The committee that reviewed the presentation was professional, asked tough, but valid questions and fully supported the imitative.
The results was a project that took a long time due to procurement and contractual issues, but has proven to be a worth while project and had benefited the agency and the public.
· Provide Application Architecture Schematic
Business Continuity Strategy
On this document, or as an attachment, provide a summary response, including changes, of your business Continuity Strategy.· Emergency and Disaster Management –
IVR/Call Center
The purpose of the IVR and Call Center is to ensure claimants can file an unemployment insurance claim and/or certify each week for benefits.The UI Claims system Call Center is an Internet based system where the public can file a claim or complete their weekly certifications on-line when the UI Claims system is operational after disaster.
In the event the entire system and building (including IVR) are not available the Call Center operations can resume at a replacement site. All claims taking and certifications will become a manual process until system is restored at original site or alternative site.
· Call Center staff will be deployed to following offices for in person claims taking: Albuquerque Office 501 Mountain Road N.E., 333 Rio Rancho Dr NE, Suite LL 100 Rio Rancho, NM 87124, and 2904 Rodeo Park Drive East, Suite 300, Santa Fe, N.M. 87505, and 226 South Alameda St. Las Cruces, N.M.
· Advise field offices that two (2) options will be given to the job seekers for unemployment insurance benefits.
. 1. Call one of the telephone numbers identified for claims taking.
2. Field office staff will take paper applications from the job seeker. (If telephone lines are not operational, paper applications will be the only option.)
.
· When UI Claims application is functioning after disaster, UI Claims can operate in normal manner, at original site or a replacement site. Customer Service Representatives can also work remotely from home, including telecommunicating because the UI Claims system is Web-based.
In the event only the UI Claims computer system (including IVR) is down, the Call Center Supervisors or Staff Manager will initiate the following action in the following order:
· If there are no call-backs from previous day, staff can be deployed to other areas to assist with skills set and within AFSCME contract regulations.
· Work on other system available, Word, Excel, ICON etc.
· Review paper work; prepare follow-up calls to claimants.
A training or refresher course presentation prepared on specific functions of the Call Center
· Business Resumption
Listed below are the procedures that are identified as mandatory in the Disaster/Recovery Planning Guide.
Frequent Backup of Program and Data Files -- All text and data files on the departmental system are backed up daily via Tivoli and StorServer. Every day, all data on the departmental system is backed up and taken off-site.
Appropriate Off-Site Storage -- The location of all our off-site storage is the Albuquerque Workforce Development Center office 501 Mountain Road N.E. which is approximately 2 miles from the TIWA building
· Operational Recovery Planning
NMDWS's disaster recovery teams will consist of the following groups:
1. Management Team
2. Emergency Response Team
3. Operations Team
4. Administrative Team
Security Strategy (Application and Data Security Process, Plan, or Standard)
The purpose of the New Mexico Department of Workforce Solutions (NMDWS) Security Program is to develop and administer policy directives for network computer security. The purpose of this program is to establish a set of administrative guidelines to set the technical direction for protecting state and agency data and infrastructure.
The NMDWS Security Program is designed to meet the following objectives:
· Support NMDWS business requirements with the highest quality practical methods
· Reduce both legal and security risks meeting all compliance requirements
· Define protection for NMDWS maintained shared assets
· Define limited and consistent level of protection for agency resources
· Provide consistent policies, procedures and directives to all departments within NMDWS
· Identify employee’s responsibilities for compliance and protection of information.
· Define training for employees in maintaining security
· Implement a protect and proceed policy
· Security awareness
Project Sign Off
The signatures below certify that this project has been completed in accordance to the specified budget, schedule, scope, and achieved the intended outcome.
Stakeholders / Name: Signature / Date
Executive Sponsor
(or Designee)
Lead Agency Head
(or Designee)
CIO IT Lead
Project Manager
This is a controlled document; this version supersedes all other versions.
Revision: 8/20/08 Page 7 of 7