State’s career-technical EDUCATION (cte) online resource environment
(SCORE)
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Dr. Veronica Garcia
Business Owner – Robert Piro
Project Manager – Brian Salter
Original Plan Date: November 2009
Revision Date: January 2010
Revision: Initial Release
Revision History
Preparing the Project Management plan
About This Document
Project Oversight Process Memorandum – DoIT, July 2007
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 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 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 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
AttachmentS
Revision History
Revision Number / Date / Comment1.0 / February 24th 2010 / DoIT Project Management Office Revision
2.0 / March 17th 2010 / DoIT Architecture Review
2.1
2.2
1.0 Project Overview
1.1 Executive Summary- rationale for the Project
The strategy of the Career-Technical and Workforce Education Bureau (CTWEB) is to develop an electronic environment that integrates all elements of technical assistance for its New Mexico grantees who receive the Federal Carl D. Perkins grant (Perkins). The CTWEB wishes to use technology to enhance its services; make data accessible internal to CTWEB as well as externally to interested stakeholders (public school districts, two-year postsecondary institutions, charter schools, and state educational institutions); and develop strategies and recommendations to further stakeholders’ Career-Technical Education program goals.
Technical assistance in a variety of formats have existed within the bureau for many years, until 2008 the bureau did not have a computerized grant application for eligible local educational agencies (LEA’s) to access Perkins project planning resources. There are many benefits of an electronic environment that make finding information easily accessible for LEA professionals and state level staff in assisting grant sub-recipients in their efforts to implement career-technical education. The CTWEB’s goal with this project expands the current application format to include all aspects of technical assistance to its stakeholders.
Information to be integrated into the electronic environment to support technical assistance includes grant applications (including revisions) for every set-aside of the federal grant (Basic Instructional, Tech Prep, Reserve and Leadership), evaluation rubrics, monitoring documents, follow up action plans, performance measures and reporting (including corrective action plans), financial reports via a status of grants and formula calculations for awards, and an archive of correspondence. Delivery methods for presentations, video (static and dynamic), archive video and sound, etc., via a web-based system is also sought to be included.
1.2 funding and sources
Source / Amount / Associated restrictions / ApproversCarl D. Perkins Act / $441,756.16 / None / Dr. Melissa W. Lomax, CTWEB Bureau Chief
Austin Buff, PED CFO
1.3 constraints
Constraints are factors that restrict the project by scope, resource, or schedule.
Number / Description1. / Funding – Carl D. Perkins Leadership funds available to support the total project cost is $450,16.
2. / Timeline – CTWEB seeks utilize the finished product beginning January 2011.
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
1 / Funding – Establish and maintain budget authority for Perkins Federal Leadership funds throughout project duration. / e
2 / Certification- Achieve project certification and release of funds through NM DoIT. / e
3 / Human resources- Availability of appropriate program area expertise, IT technical personnel, and project management resources. / D
4 / Program support-Continued involvement of program area experts and management teams, as needed. / m
5 / Technical and infrastructure support- The Project is dependent upon the PED networks and DoIt Network Operations Center. / m
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Number / Description1 / Adequate funds are budgeted to support the SCORE project.
2 / Public Education Department Bureaus (CTWEB, IT and ASD) supports the project.
3 / The Department of Information Technology and the State of New Mexico support the project.
4 / The program and technical resources identified during the planning and execution process are allocated or procured for the project.
5 / Project resources identified in the initial planning and any subsequent updates participate with the full approval of their supervisors and will champion the project.
6 / The Project Manager is empowered and supported through all the phases 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.
[Risk 1 Score Standards Change]
The Federal expectations on which the Basic Grant and Tech Prep application is based could be merged. / ProbabilityPossible / Impact
Medium
Mitigation Strategy - Accept
The PED project staff will be empowered to accommodate the necessary changes in the application.
Contingency Plan
Build flexibility into the system to accommodate such changes.
[Risk 2 - Availability of resources]
Availability of technical and functional resources is a risk. / ProbabilityPossible / Impact
Medium
Mitigation Strategy – Transfer / Mitigate
During the planning phase resource requirements for the project were identified based on tasks and deliverables. Availability will be ensured through effective communication with the functional and technical areas.
Contingency Plan
Analyze alternate resources and mechanisms like training multiple people to provide for contingencies.
[Risk 3 – Schedule Slippages]
Actual project execution could not proceed as per schedule / ProbabilityPossible / Impact
Low
Mitigation Strategy – Mitigate
Prepare schedule estimates in consideration with risks and issues identified early on. Nonetheless, schedules made at the planning stage are estimates. These may be affected by issues or risks through the project. In the event, such issues will be addressed on a case to case basis after analyzing the underlying causes.
Contingency Plan
Analyze the impact of initial risks and issues on project schedules and costs. Consider alternatives during schedule planning. Take necessary actions to ensure minimum deviation from plans. Perform contract amendments as necessary.
[Risk 4 - Scope Creep]
Scope change or creep is a risk. / ProbabilityLikely / Impact
Medium
Mitigation Strategy – Mitigate
Prepare scope statement and get approval from the project team, project sponsor and the steering committee. Use communication strategy to emphasize scope deliverables and create awareness on the same. Assign added scope items to subsequent phases available only if funding is provided.
Contingency Plan
Monitor the project throughout all phases at PM level and team level to help identify and address issues. Escalate when ever necessary and have proper control and change management procedures.
All risks will be tracked in the SCORE risk log.
2.0 Project Authority and Organizational Structure
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 / TitleDr. Melissa Lomax / Project oversight and continuity with Agency mission and goals. / PED / CTWEB, Bureau Chief
Mr. Robert Piro / Project oversight and continuity with Agency mission and goals. / PED / Information Technology, Assistant Secretary
Mr. Brian Salter / Project coordination and direction for Agency resources. / PED / Information Technology, IT Business Analyst
Mr. Eric Spencer / Project coordination and direction for Agency resources. / PED / CTWEB, Staff Manager
Mr. Tony Korwin / Project coordination and direction for Agency resources. / PED / CTWEB, Staff Manager
Mr. Terry Davenport / Complete assigned procurement tasks on schedule and within budget. / External / Procurement Manger
Project Team / Improved Technical Assistance to the Carl D. Perkins grantees in the State of New Mexico.
Complete assigned project tasks on schedule and within budget. / PED and External / Project Team
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
Role / Responsibilities / Participant(s)Project Sponsor /
- Ultimate decision-maker and tie-breaker
- Provide project oversight and guidance
- Review/approve some project elements
Mr. Robert Piro
Steering Committee /
- Commits department resources
- Approves major funding and resource allocation strategies, and significant changes to funding/resource allocation
- Resolves conflicts and issues
- Provides direction to the Project Manager
- Review project deliverables
Mr. Eric Spencer
Mr. Tony Korwin
Mr. Brian Salter
Mr. T. Davenport
Project Manager /
- Manages project in accordance to the project plan
- Serves as liaison to the Steering Committee
- Receive guidance from Steering Committee
- Supervises timelines/processes
- Consults with Vendor
- Implement overall project direction
- Lead team members toward project objectives
- Handle problem resolution
- Keeps informed of the project budget
Project Participants /
- Understand the user needs and business processes of their area
- Act as consumer advocate in representing their area
- Communicate project goals, status and progress throughout the project to personnel in their area
- Review and approve project deliverables
- Creates or helps create work products
- Coordinates participation of work groups, individuals and stakeholders
- Provide knowledge and recommendations
- Helps identify and remove project barriers
- Assure quality of products that will meet the project goals and objectives
- Identify risks and issues and help in resolutions
Mr. Tony Korwin
Mr. Brian Salter
Subject Matter Experts /
- Lend expertise and guidance as needed
(Possible focus groups to guide input, i.e. secondary, postsecondary and REC entity representatives)
2.2.3 Organizational Boundaries, interfaces and responsibilities
The table below identifies the major communications deliverables and methods, who receives it, the frequency of distribution and responsible party.Deliverable/ Communication / Recipient / Delivery Method / Frequency / Responsible Party
SCORE Project Status / Funding Source / Written / Mid-project/end- project/ Upon Request / CTWEB Bureau Chief
DoIT Monthly Project Report / DoIT / Email / Monthly / PED Project Manager
IV&V Reports / DoIT, Executive Sponsor, Steering Committee / Email / Monthly / IV&V Vendor
Weekly Project Status / Project Team Members/Project Director / Email/Face-to-Face / Weekly / Project Team Members
Project Team Meeting / Project Team Members/Project director / Face-to-Face / Weekly / Project Team Members/Project Manager
Steering Committee Meeting / Committee Members / Face-to-Face / Bi-Monthly / Project Team Members/Project Manager
Special Communication / As needed / As needed / As needed / As needed
2.2.4 Organizational responsibilities
The table below identifies the major project deliverables and responsible parties. The budget is to be developed through the Planning phase.Application / Owner / User / Fund Source / Budget
Public Web Site / PED/CTWEB / PED/CTWEB/Perkins Grantees / Perkins Grant / $54,463
Restricted-Access Administration Website / PED/CTWEB / PED/CTWEB / Perkins Grant / $37,891
Grant Application Modules (Basic) / PED/CTWEB / PED/CTWEB/Perkins Grantees / Perkins Grant / $68,856
Grant Application Modules (Tech Prep) / PED/CTWEB / PED/CTWEB/Perkins Grantees / Perkins Grant / $42,367
Grant Application Modules (HSTW/RESERVE) / PED/CTWEB / PED/CTWEB/Perkins Grantees / Perkins Grant / $42,421
Monitoring & Communication Module / PED/CTWEB / PED/CTWEB/Perkins Grantees / Perkins Grant / $47,149
Financial Controls Module (Status of Gants) / PED/CTWEB / PED/CTWEB/Perkins Grantees / Perkins Grant / $56,852
2.3 Executive Reporting
All documentation for the SCORE System Project will reside in a project document library created on the SharePoint System.
The meeting times and distributions of the meeting minutes for the Project will be as follows:
- Project Team Meetings will be on a regular schedule. Currently the team meets weekly and will continue the same throughout the execution process. The project team meeting agendas and minutes will be posted in the paper-based and electronic document libraries by the Project Manager.
- Steering Committee Meetings will continue to meet weekly. The Steering Committee meeting minutes will be posted to the electronic document library in the Project folder on the CTWEB shared drive and distributed to the members in the succeeding meeting for approval.
- Special Session Meetings may be called at the request of the Project Director or Project Manager. A range of issues may require a special meeting of a team, committee or subset. These meetings will be scheduled to accommodate the majority of attendees. The minutes from these meetings will be posted in the project library.
3.0 Scope
3.1 Project Objectives
3.1.1 Business Objectives
Number / DescriptionBus. Objective 1 / Improves the ability for teachers, faculty, administrators, and career guidance and academic counselors (secondary and post secondary) to access quality CTE information.
Bus. Objective 2 / Facilitates coordination and information sharing both internal and external to the participating organizations.
Bus. Objective 3 / Enhances the ability and effectiveness of State level staff to perform technical assistance, and local staff to improve student achievement.
Bus. Objective 4 / Facilitates coordinated improvement efforts among the State and LEA’s.
3.1.2 Technical Objectives
Number / DescriptionTechnical objective 1 / Provides high levels of data security.
Technical objective 2 / Provides an open, flexible, reliable technology base for the future.
Technical objective 3 / Facilitates the electronic capture of data at its source.
Technical objective 4 / The system must be a low cost, interoperable and leverages new or existing technologies.
Technical objective 5 / Interoperability (easy import, export or integration) with New Mexico PED information systems.
Technical objective 6 / Timely system updates reflecting policy changes at both the federal state levels.
Technical objective 7 / 99.99% system up time.
3.2 Project exclusions
1. The SCORE project will not include any data other than that defined in the scope.
2. The project aims to have a Carl D. Perkins grant administration system that creates a data repository. Any kind of analysis of the stored data will be beyond the scope of the project.
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 / DescriptionQuality metrics 1 / Transition from various paper based application/reporting processes across the State to an electronic process which would provide more varied options to New Mexico Perkins grantees.
Quality metrics 2 / Increased the Department’s ability to understand the wants and needs of New Mexico career-technical education system regarding education program development.
Quality metrics 3 / Project objectives were translated to systems and implemented.
Quality metrics 4 / The product deliverables adhere to the scope.
4.0 Project Deliverables and methodology
4.1 Project Management Life Cycle
Phase / Summary of Phase / Key DeliverablesInitiation / Develop scope and high level objectives of project / Project Charter, Business Objectives, Project Scope
Planning / Functional and technical planning. Work Breakdown Structure, Project Schedule and Budget estimates, Risk identification and mitigation strategy planning, Resource planning. IV&V contract. Requirements, System Analysis, Design. / Project Management Plan,
Project Schedule, IV&V Contract.
Requirements Definition, System Design, Hardware and Software Architecture
Implementation
(Execution and Control) / Development, Test, Pilot, Deploy. Monitor and Control, Change Management, Risk Management, Issue Management. / Product Development, Test, Pilot, System Documents, Status Reports, IV&V reports.
Business Continuity Plan, Application Support Plan
Closing / System Acceptance, Transition to Operations, Closeout Procedures, Transition for support to PED. / Deliverable and Product Acceptance, Closeout Documents.
Transition to Operations.
4.1.1 Project Management Deliverables