Victim Information and Notification Everyday version 3
(VINE3) Upgrade
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Estevan Lujan, Deputy Cabinet Secretary, Department of Information Technology
Business Owner - Estevan Lujan, Deputy Cabinet Secretary, Department of Information Technology
Project Manager – David Dikitolia, Sr. Project Manager, Department of Information Technology
Original Plan Date: December 5th, 2017
Revision Date: N/A
Revision: 1
VINE3 Upgrade Project Management Plan
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 / December 5th, 2017 / PMP for Planning Certification
2.0 / December 14th, 2017 / Updating Deliverable Due Dates
2.1
2.2
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: 1.01 of vi
VINE3 Upgrade Project Management Plan
1.0 Project Overview
The New Mexico Department of Information Technology (DoIT) under agreement with the Governor’s office is charged with administration of the State’s Victim Information and Notification Everyday (VINE) system. DoIT is responsible for management of the annual license agreement for maintenance and operations, addressing performance issues, coordinating response to user issues/requests, recommend system enhancements, and recovering cost through annual billing of the following agencies:
- Children Youth and Families Department (CYFD),
- New Mexico Corrections Department (NMCD),
- Department of Public Safety (DPS), and
- Department of Homeland Security and Emergency Management (DHSEM).
The VINE system provides automated notifications to registered parties related to the release and/or transfer status of incarcerated offenders who are located at the State Penitentiary, CYFD facilities, Albuquerque’s Metro Detention Center or any one of the county jails located in New Mexico. The system’s primary objective is to promote the safety and peace of mind of New Mexico crime victims. VINE was implemented in 2013 as an integral part of Governor Martinez’s victim advocacy program. VINE currently serves 20,000 individuals who register to track incarcerated individuals, providing email, telephone and/or text notifications whenever an individual is transferred from one facility to another or is released. Every 15 minutes VINE receives inmate status data from each facility and transmits notifications to affected registrants throughout the State of New Mexico. The system also provides information on victim services, assistance, and advocacy programs to aid in recovery.
Appriss hosts, maintains and operates the VINE system, requiring minimal system support from the participating state and local entities. The Appriss VINE system is currently deployed and used in 48 of 50 states nationwide. The State of New Mexico is in need of upgrading the current version of VINE to VINE3.
1.1Executive Summary- rationale for the Project
The current VINE system has some constraints that limit services provided to crime victims:
- Notifications only occur for offenders housed within the State of New Mexico. If an inmate is transferred out of state, the victim no longer receives notifications;
- Victim support services are only available by searching in a scrollable page within VINE. Victims are not able to search by service type, location, or other criteria;
- VINE does not offer offender search and registration via Interactive Voice Response (IVR). Victims who do not have access to a computer, network, and/or may otherwise be computer illiterate are unable to perform automated offender registration; and
- The current version of VINE is scheduled to reach end of life by June, 2020.
Appriss is replacing VINE with VINE3, which will provide some important new features, including:
- Expanded capability for victims and other stakeholders to track offenders regardless of location within the United States;
- Enhanced ability to locate appropriate victim services and support;
- Improved registration and notification process for crime victims and other stakeholders with the addition of IVR capabilities; and
- Improved data analytics and reporting capabilities that will provide improved insight regarding system effectiveness and track geographic areas that are maximizing the use of VINE3 while providing the ability to identify geographic areas where more education and outreach is needed to increase utilization.
Appriss requires all customers to migrate from the current technology to VINE3 no later than June 2020. As this is a hosted (off premises) solution, the vendor will perform all required programmatic and equipment changes at their site. However, given the new VINE3 capabilities, victim advocates state-wide must be retrained and the state must perform outreach to victim service organizations who wish to include their information in the system’s new service locator. The migration from VINE to VINE3 will require planning and coordination involving DoIT VINE project managers, victim advocates, state and local agencies that upload data to the VINE system, Appriss technical and training personnel, and victim service providers.
The VINE3 upgrade project supports Goal 1 identified in State of New Mexico Information Technology Strategic Plan FY17 – FY19; Deliver of High Quality Government Services that Will Benefit Constituents and Support Economic Development. With this upgrade the State of New Mexico will provide the following constituent benefits:
- Increase nation-wide tracking and notification for incarcerated offenders within the first year of deployment to better serve and support crime victims,
- Increase number of victims using the VINE3 system through use of the IVR registration system,
- Increase incidence of victims successfully using the VINE3 system to search and locate victim service providers, and
- Sustain the VINE solution as a tool to effectively serve New Mexico crime victims and mitigate re-victimization.
A significant portion of the VINE to VINE3 occurs off site as this is an off-premise solution that is hosted by Appriss at their facilities in Louisville, Kentucky.
1.2 funding and sources
Source / Amount / Associated restrictions / ApproversVictims of Crime Act (VOCA) grant award 2016-VA-GX-0064 though Crime Victims Reparation Commission (CVRC) / $580,290.00 / Must be fully expended no later than September 30th, 2018 / Darryl Ackley, Cabinet Secretary, DOIT
DoIT Enterprise and/or Program Support funds / $19,710.00 / Must be fully expended no later than September 30th, 2018 / Darryl Ackley, Cabinet Secretary, DOIT
1.3 constraints
Constraints are factors that restrict the project by scope, resource, or schedule.
Number / Description1 / VINE3 upgrade must be completed no later than September 30th, 2018 due to funding source expiration.
2 / Contract with Appriss must be established no later than February 15th, 2018 to complete upgrade by June 30th, 2018. Otherwise, Appriss may have to reschedule the VINE3 upgrade to later in the year due to commitments to other states.
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 / Timely completion of Grant funding agreement between DoIT and CVRC no later than january 15th, 2018 / E
2 / Projected schedule requires establishment of Appriss contract no later than February 15th, 2018. / E
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Number / Description1 / DoIT and CVRC will successfully execute sub-grant agreement to ensure adequate funding for Appriss contract.
2 / DoIT will provide adequate funding for State personnel to travel for education and outreach.
3 / Contract will be executed in time to retain upgrade schedule provided by Appriss.
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.
Inability to execute VINE3 upgrade
Description –Inability to execute VINE3 upgrade resulting in loss of automated notification by June, 2020. / Probability - Low / Impact - HighMitigation Strategy – Continue to develop acceptable contract/sub-agreement between DoIT and CVRC to secure project funding source.
Contingency Plan – Pursue C2 legislative funding appropriation.
Loss of proposed implementation time frame
Description –Inability to keep present schedule quoted by Appriss due to delayed contract agreement/signatures. / Probability - High / Impact- MediumMitigation Strategy – Project team will develop contract in parallel to other efforts including establish of sub-grant agreement and project certification requirements.
Contingency Plan - Negotiate new upgrade schedule with Appriss to be completed prior to termination of funding source.
Lack of Service Provider Contacts
Description - If the project fails to obtain the target number of victim service providers to register support information into the VINE3 system, then crime victims may not find the support services needed to help them recover. / Probability – Medium / Impact - HighMitigation Strategy - Begin research to identify victim service providers early in the transition. Leverage contacts available through existing service providers to reach new providers.
Contingency Plan - Leverage Education and Outreach initiative to establish additional victim service provider contacts.
Lower than expected offender registration
Description - If the project fails to obtain the target number of new registrations against incarcerated individuals, then any number of crime victims may be subject to re-victimization. / Probability – Medium / Impact- HighMitigation Strategy - Identify all victim advocates (police, district attorneys, victim advocates, etc.) and increase awareness of system capability through targeted awareness and training on the use of the system. Work towards press release through the Governor’s office to state-wide awareness of VINE3 system.
Contingency Plan –Identify additional contacts by researching State, County and Municipal websites.
2.0 Project Authority and Organizational Structure
The Project Organization describes the roles and responsibilities of the project team. It also identifies the other organizational groups that are part of the project and graphically depicts the hierarchical configuration of those groups. It exists to clarify interaction with the project team.
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 / TitleEstevan Lujan / Executive Sponsor / DoIT / Deputy Cabinet Secretary
Frank Zubia / Steering Committee Member / CVRC / Director
Donna Sandoval / Steering Committee Member / DoIT / Chief Financial Officer
Susan Pentecost / Steering Committee Member / DoIT / Managing Director, Office of the CIO
David Dikitolia / Project Manager / DoIT / Sr. Project Manager
Bernadette Garcia / VINE Program Manager / DoIT / Business Analyst
Francine Garcia / Project Team Member / New Mexico Corrections Department / Victim Co-ordinator
Donna Richmond / Project Team Member / Department of Public Safety / SAKI Co-ordinator
Deborah Gallegos / Project Team Member / Children, Youth, and Families Department (CYFD) / IT Operations Bureau Chief
Greg Nelson / Project Team Member / CYFD / Perfor-mance and Policy Bureau Chief
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
Executive Sponsor
- The Executive Sponsor –for this project is Estevan Lujan, DoIT Deputy Cabinet Secretary
- Responsibilities:
Chair the Executive Steering Committee
Champion the project to DoIT staff and management
Ultimate authority and responsibility for project planning and successful execution
Work with members of the Executive Steering Committee to address issues, scope changes or other matters that might affect project progress or success
Executive Steering Committee
- Additional members are:
Frank Zubia, Director, Crime Victims Reparation Commission (CVRC)
Donna Sandoval, Chief Financial Officer, DoIT
Susan Pentecost, Managing Director, Office of the Chief Information Officer (OCIO), DoIT
- Responsibilities:
Work with Executive Sponsor to resolve escalated issues
Maintain oversight of project plans, progress, risks and decisions
Review and make decisions regarding requested changes to project scope
Work with Executive Sponsor to ensure adequate resources are available to the project
2.2.3 Organizational Boundaries, interfaces and responsibilities
The DoIT Project Manager will be the principal interface between the Steering Committee, Project Team, and Appriss. Responsibilities are as described below.
Project Manager
- The manager for this project is Dave Dikitolia, a member of the Project Management Center of Excellence within the DoIT OCIO
- Responsibilities:
Lead project planning and execution to deliver the chosen technology solution on time and on budget
Establish and manage a project team with the appropriate skills to complete the project
Report to the Executive Steering Committee on project progress, risks, issues and matters requiring Executive Steering Committee action
Prepare and deliver any presentations and documentation required for a certified project, if applicable
Manage any procurements required to execute the project
Project Team
- The core project team comprises staff currently responsible for providing VINE administration, victim advocacy, or victim services.
- Responsibilities:
Draw upon subject matter expertise to execute project tasks, including defining education, outreach requirements, developing necessary procurement(s), and managing project execution to successfully deliver the desired solution
Work with the project manager to identify and mitigate risks, to identify and resolve issues, and to complete discrete project tasks as assigned
2.3 Executive Reporting
The DoIT Project Manager ensure regular and timely communications with the Executive Steering Committee. This includes, but is not limited to, the following: