Voice Upgrade ProjectProject Management PlanVersion 1.0

Executive Sponsor: Vincent Martinez, Cabinet Secretary & State Chief Information Officer

Business Sponsor: Jason Johnson, Deputy State CIOTechnical Sponsor: Lorenzo Ornelas, Acting Managing

Director, Enterprise Services/ Communications

Project Lead: Sharla Hernandez, Manager, Voice Communications

Release Date: November 21, 2019

REVISION HISTORYVERSION DATE DESCRIPTION

0.1 11/7/2019 Initial draft1.0 11/15/2019 Certification version

CONTENTS

1.0 OVERVIEW.......................................................................................................................................1

2.0 PROJECT GOVERNANCE & ORGANIZATION......................................................................................8

3.0 COMMUNICATIONS.......................................................................................................................14

4.0 MANAGEMENT PROCESSES...........................................................................................................16

5.0 IV&V...............................................................................................................................................29

1.0 OVERVIEW1.1 PROJECT SUMMARY

1.1.1 PROJECT GOALS & SCOPE

Established in 2007, the Department of Information Technology (DoIT) provides core technology to State of New Mexico (NM) executive agencies. These services include traditional voice communications, which encompass:

Analog, digital, and voice over internet protocol (VoIP) telephone services Voicemail Toll and toll-free long-distance services Conference calling and audio conferences Basic unified communications services (e.g., voicemail via email, fax on demand, direct

inward dial, ring desk to mobile)

This segment also includes basic call center services, including Automatic Call Distribution (ACD), Integrated Voice Response (IVR), predictive dialing and speech recognition. Using their own help desk/call enter staff, agencies employ these technologies primarily to manage inbound call handling in support of programmatic and business needs.

DoIT provides these services through four technology platforms: Fujitsu, Mitel, Avaya, and Cisco. The Fujitsu platform, which is used for approximately half of the existing stations, is past both end of life (EOL) and end of service (EOS). This poses a substantial risk to the State as a significant component failure could result in a major voice communications outage of indefinite duration. The Mitel platform is used for 400 small voice systems statewide, of which DoIT operates 80. While Mitel is a low-cost solution, it offers limited functionality and interoperability with the State’s voice network. Additionally, the Mitel lease expires at the end of June 2020, and can be extended only month-to-month from that point – making this solution more expensive to sustain.

The goal of the Voice Upgrade Project is to reduce the risk to the State that a substantial voice communications outage could interrupt service delivery by State agencies, while simultaneously improving the feature set and maintainability of the voice communications infrastructure. Current funding will enable DoIT to replace approximately 10,000 stations, focusing initially on the Fujitsu platform.

1.1.2 TECHNICAL APPROACH

Current Environment

DoIT operates approximately 20,000 stations using four platforms. In addition to the Fujitsu and Mitel platforms introduced above, these include:

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1. Cisco: Currently used for approximately 1055 stations serving 8 agencies, Cisco is the most recent addition to the DoIT voice architecture. While Cisco offers a more robust feature set, comparable to that of Avaya, it is not suitable for some buildings around the state with older wiring.

2. Avaya: Used for the remaining stations, the Avaya platform is reliable, offers a relatively robust feature set, and has no fixed end of life. Avaya can be used in buildings with older (e.g., CAT III) wiring.

DoIT maintains and operates the voice system through a combination of DoIT staff and contractor support.

Planned Solution

DoIT will execute the Voice Upgrade Project in two phases:

Phase I – Fujitsu Replacement: planned for completion by June 30, 2021, assuming current funding is sufficient to replace the platform entirely. DoIT will migrate toward a more consolidated architecture comprising Avaya and Cisco technology.

Phase II – Mitel Replacement: to be undertaken after the Fujitsu platform is completely replaced, and when funds are available.

Phase I work will encompass:

Completing inventory of existing Fujitsu assets, and identifying the locations and agencies served. (Work being performed by DoIT Voice Communications team.)

Performing site surveys of all locations using Fujitsu equipment. Recommending which existing stations should move to the Cisco platform and which to

Avaya, to develop an updated voice architecture. Documenting specific hardware and software requirements, based upon the approved

architecture, and procuring the required technology. Updating the project work plan to provide a detailed approach to replacing and

configuring the new Cisco cores and affected stations; Completing the upgrade in the three stages:

Complete Simms Building, Santa Fe, upgrade: » Configure the Cisco or Avaya core; » Replace the Fujitsu platform and all associated handsets;

Transition from Tiwa Building to Oso Grande Data Center, Albuquerque:» Configure the Cisco or Avaya core at the Oso Grande Data Center,

Albuquerque; » Replace all stations associated with the Fujitsu platform now at Tiwa;

Complete Jerry Apodaca Education Building, Santa Fe, upgrade:» Upgrade or replace the existing Avaya platform for this facility; » Replace the Fujitsu platform and all associated stations with Cisco or

Avaya. Testing the implemented technology, including both system testing by the vendor and

supporting DoIT acceptance testing, as needed.

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DoIT is exploring three possible service/solution delivery models:

Traditional capital expenditure (CAPEX) model in which DoIT would purchase the hardware and software, and the vendor would install, configure, test, and maintain the solution;

Operational expenditure (OPEX)/on premises – i.e., managed service, subscription – model in which vendor would provide all services, hardware and software, would install the solution in State buildings, would sustain them through life of agreement, and would charge DoIT a monthly fee for the full solution and services; and

OPEX/off premises – the same service model as described for on premises OPEX; however, in this scenario the vendor would host the system in its own data center(s).

 Project Management. The project will be planned and managed by DoIT staff, with the support of a contractor. DoIT is preparing this contract and expects to award it by the end of December 2019.

Project Execution. DoIT plans to contract with a vendor under the existing DoIT Telephony Equipment, Software and Related Services price agreement. Vendor services will include the items listed above, plus post-implementation maintenance and operation (M&O) support that includes moves, adds and changes; license maintenance and upgrades; and management support for the voice system. DoIT is exploring both capital expenditure (CAPEX) and operational expenditure (OPEX) models for the work. DoIT plans to award the contract for this work in December 2019.

If required to enable installation of the recommended voice technology, DoIT may contract with a third party to upgrade wiring in one or more buildings.

1.1.3 DELIVERABLES

Project Management Deliverables

Following are the planned key project management deliverables by phase.

PHASE PROJECT MANAGEMENT DELIVERABLE

INITIATION Project CharterProject Management Plan (PMP) (initial)Risk AssessmentPlanning Certification Request

PLANNING Project Management Plan (final)Implementation Certification RequestContracts

Project Administration Support Technical Design, Implementation and M&O Independent Verification and Validation (IV&V) (if

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PHASE PROJECT MANAGEMENT DELIVERABLE

required)

IMPLEMENTATION Certification Updates or Change Requests (as needed)Contracts

Wiring Installation (if required)

CLOSEOUT Lessons LearnedCloseout Certification

Table 1.1: Project management deliverables by project phase

Product Deliverables

Following are the planned key product deliverables by phase.

PHASE PRODUCT DELIVERABLE

PLANNING Voice Solution Architecture and DesignTechnical Architecture Review Committee (TARC) Documents

IMPLEMENTATION Fully Tested and Operational Voice Solution (replacing approximately 10,000 Fujitsu stations and associated technology)

Table 1.2: Product deliverables by project phase

1.1.4 MASTER BUDGET AND SCHEDULE SUMMARY

Funding

The Legislature authorized DoIT to use $6,298,715 from the Equipment Replacement Fund (ERF) beginning in State Fiscal Year (FY) 2020 for this project. Table 1.3 presents Voice Upgrade Project funding to date.

SOURCE AMOUNT RESTRICTIONS

Laws of 2019, SB 280, Section 61 $6,298,715 FY 2020-2023

TOTAL $6,298,715

Table 1-3: Voice Upgrade Project funding through SFY 2020

Budget Summary

The following table summarizes planned project expenditures of existing funds. Appendix C will be used to capture a detailed summary of projected costs for the voice upgrade solution as planning is completed.

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CATEGORY DESCRIPTION FY 2020 FY 2021 FY 2022 TOTALProject Management Services

Project administration and management support, contract documents, certification documents

$50,000 $50,000 $0 $100,000

Other Services Wiring installation (if required)

$20,000 $30,000 $0 $50,000

IV&V   $20,000 $10,000   $30,000Hardware, Software & Installation Services

Site surveys, solution design, hardware and software procurement, installation, testing

$2,500,000 $3,618,715 $0 $6,118,715

TOTALS $2,590,000 $3,708,715 $0 $6,298,715

Table 1.4: Project budget summary – current funding

Schedule Summary

Although the current funding is available through June 30, 2022, DoIT is targeting project completion by June 30, 2021, to minimize the risk of a voice communications failure that affects service delivery by State agencies. Should DoIT and the selected vendor encounter issues that delay project completion – e.g., schedule delays to accommodate agency schedules, wiring requirements, procurement delays – the team will update the project work plan to reflect these changes and to ensure completion within FY 2022.

Figure 1.1 presents a high-level schedule for the voice upgrade project. The selected vendor will work with the DoIT team to define a detailed work plan for remaining planning phase activities and for implementation once the site surveys are complete.

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Figure 1.1: High-level Voice Upgrade Project schedule

1.1.5 ASSUMPTIONS AND CONSTRAINTS

Plans for the Voice Upgrade Project reflect the following assumptions and constraints.

Assumptions

Agencies will be responsible for any wiring upgrades required to handle new technology. Existing procurement vehicles can be used to procure all hardware, software and

installation services required for project. Required hardware can be delivered in time to meet aggressive installation schedule. Additional funds will be appropriated to enable full replacement of both the Fujitsu

platform (Phase I) and the Mitel platform (Phase II). Agency schedules will not preclude timely project completion.

Constraints

Phase I solution implementation scope limited to funding currently appropriated. Some buildings the State owns or leases have insufficient wiring to accommodate

Internet Protocol (IP) telephones or, where agencies require digital phones, require expensive Phybridge IP Power Over Ethernet (POE) adapters, thus constraining the choice of technology platform that can be used in these facilities.

1.2 DOCUMENT OVERVIEWThe Voice Upgrade Project Management Plan (PMP) is intended to guide day-to-day project planning, management and execution activities. The intended users are the project lead, project team members, supporting vendors, oversight staff and executives, and external stakeholders.

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The remainder of the PMP comprises the following sections: Section 2 – Project Governance and Organization : Describes the overall governance structure,

associated roles and responsibilities, and the project team structure and resource requirements.

Section 3 – Communications : Identifies key project stakeholders, and lays out the communication plan and processes for core project communications, both internal and external to DoIT.

Section 4 – Management Processes : Presents core project management tools, processes, and controls required to effectively manage the project throughout its life.

Section 5 – Independent Verification & Validation : Describes how IV&V will be used for this project.

The document is designed to be readily updated throughout the project life, incorporating detailed project schedule, budget, financial reporting, stakeholder and other rapidly changing information in the appendices or via links to the project library (referenced in the appendices when used). Elements to be included are:

Acronyms and Definitions Voice Upgrade Project Detailed Work Plan Budget and Financial Status Project Stakeholders Project Risk Matrix Action Item List Issues List Project Library Guidelines Project Metrics

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2.0 PROJECT GOVERNANCE & ORGANIZATION 2.1 GOVERNANCE The Voice Upgrade Project governance structure is designed to establish clearly defined paths and project participation by DoIT executive managers, and project team members from DoIT and selected contractors. Section 2.1.1 summarizes the overall governance structure. Section 2.1.2 provides more specific information about the DoIT Certified Project Executive Steering Committee (ESC).

2.1.1 GOVERNANCE STRUCTURE

The key participants and organizations comprising the Voice Upgrade Project governance structure (shown in Figure 2.1) are:

Project Executive Sponsor : Acts as project champion, within DoIT and externally; chairs DoIT Certified Project ESC.

Executive Steering Committee : Provides oversight for DoIT and addresses risks or issues that might prevent

project success; Ensures resource availability for project; and Maintains awareness of project plans and status throughout project life cycle.

Project Business Sponsor : Provides oversight and guidance related to project execution, with focus on how project addresses DoIT management, communication and governance requirements, as well as end user needs.

Project Technical Sponsor : Provides oversight and guidance related to project execution, with focus on technical solution selection, procurement, design and implementation; provides technical staff to support project.

Project Lead : Project technical and management lead.

Project Team : DoIT and contractor staff directly responsible for planning and executing this project.

Vendor : As part of overall project team, the vendor technical team is responsible for performing site surveys, detailed implementation planning, hardware and software procurement, installation and testing.

IV&V Contractor : If used, will provide IV&V services focused on discrete complex and/or higher risk aspects of the Voice Upgrade Project, reporting directly to the Project Business Sponsor.

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Figure 2.1: Voice Upgrade Project governance structure

2.1.2 DOIT CERTIFIED PROJECT ESC

In August 2019, DoIT established the DoIT Certified Project ESC to provide executive oversight for all DoIT certified projects, including the Voice Upgrade Project. The purpose of the ESC is to:

Ensure that all executive team members and selected management team members are aware of DoIT certified projects that are underway;

Provide project leads regular access to ESC members to review project status, to escalate issues or actions requiring executive team involvement, to share ideas and plans, to ensure adequate resources for projects;

Provide another level of expert input into projects; and

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Enable the ESC members to make informed decisions regarding priorities, technical approach, communications and investments in the portfolio of certified projects.

The ESC meets on the third Tuesday of each month. The lead for each certified project addresses, at a minimum:

Project accomplishments; Progress in relation to approved budget and schedule; Any issues or risks that could undermine project success and/or that need escalation to

the ESC for consideration; and Updates regarding key technology choices, technical or management approach, or

customer requirements.

The DoIT ESC members are:

Secretary and State CIO – ESC Chair; Deputy Secretary; Deputy State CIO; Administrative Services Division (ASD) Director; General Counsel; State Chief Information Security Officer (CISO); and Director, Oversight and Compliance.

The Director, Oversight and Compliance, develops the ESC agenda and reporting template, helps plan and facilitate the meetings, and documents and disseminates meeting notes, including action items, to all participants.

2.2 PROJECT TEAM

2.2.1 ORGANIZATION

The Voice Upgrade Project team comprises a combination of DoIT Enterprise Services (ES) voice communications staff, who will divide their time between ongoing operational responsibilities and the Voice Upgrade Project; contractor project administration support; and vendor staff. Figure 2.2 illustrates the planned project team structure.

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Figure 2.2: Voice Upgrade Project team

2.2.2 ROLES AND RESPONSIBILITIES

ROLE RESPONSIBILITY

Project Lead Provides overall leadership of project planning and execution, including: Defining and implementing governance; Interacting with stakeholders; Overseeing project planning and performance; Ensuring project management discipline; Developing and leading project team – ensuring timely availability

of needed resources; Ensuring appropriate and compliant procurement of key services

and assets; Actively managing issues and risks to ensure timely, cost-effective

delivery of targeted results; Ensuring liaison with and coordination with other NM agencies,

other government agencies, and other DoIT vendors, contractors and/or common carriers to enable project to proceed; and

Participating in efforts to obtain additional funding required for project completion.

Project Management Support

Supports project by: Developing key project management plans and artifacts;

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ROLE RESPONSIBILITY

Developing project certification requests and presentations; Tracking project finances and ensuring proper accounting for

project funds; Developing draft contracts for project-related services; Preparing purchase requests for project-related hardware and

software; Performing day-to-day project management activities, such as

planning meetings, facilitating meetings, producing meeting notes, tracking action items and issues;

Maintaining the project risk log, and supporting risk identification and mitigation;

Supporting coordination of project team member activities; Maintaining up-to-date project work plan; Establishing and maintaining the project library; Regularly updating key project artifacts, such as the PMP; and Developing project-related communications.

Technical Lead Works directly with Project Lead, the vendor and other team members to provide technical leadership of project planning and executing, including: Providing day-to-day technical leadership; Identifying and ensuring resolution of technical issues; Actively participating in project risk management; Ensuring appropriate and compliant procurement of key services

and assets; Actively managing issues and risks to ensure timely, cost-effective

delivery of targeted results; Working with vendor and project team members to develop

project schedule; Providing on-site support and coordination as required for site

surveys and implementation activities; Gathering information and responses to questions for vendor team

members; and Planning and leading DoIT testing of implemented solutions; and Ensuring liaison with and coordination with other NM agencies,

vendors, and contractors to enable project to proceed.

Technical Support & Test Team

Participates in technical execution of project, including: Coordinating and facilitating site surveys; Participating in design reviews and procurement development; Conducting DoIT testing of implemented solution; Participating in risk and issue management; Completing assigned action items to enable the project to proceed

timely; and Responding to requests for information for vendor team members.

Vendor Project Manager

Directs vendor efforts and serves as primary point of contact (POC) for DoIT.

Has authority to make specified decisions on behalf of vendor, and has direct access to executive management to solve problems

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ROLE RESPONSIBILITY

beyond direct authority. Responsible for:

Participating in meetings with DoIT (and other customer organizations);

Maintaining project-related communications with DoIT and project team members;

Managing efforts of vendor staff and coordinating those activities with NM DoIT;

Issuing status reports covering project status, milestones achieved, action items, planned activities, risks;

Measuring project progress against agreed schedule, and resolving any deviations;

Actively managing risks; Monitoring project resources to ensure they are available as

scheduled and in accordance with contract; Reviewing and administering agreed-upon change control

procedures; and Responding timely to issues related to project progress.

Vendor Project Team

Executes Voice Upgrade Project planning and implementation activities to deliver fully tested, operational solutions in accordance with contract.

Table 2.3: Project team roles and responsibilities

2.2.3 RESOURCE LEVELS

The project lead role for the Voice Upgrade project will require approximately 25 percent of that individual’s time. The technical lead will be committed to the project nearly full time. Other DoIT staff assigned to this project will share time between ongoing operational responsibilities and Voice Upgrade Project tasking. The amount of time each team member must dedicate to Voice Upgrade Project activities will vary throughout the project life cycle. The project lead and technical lead will estimate time requirements for each team member in accordance with the detailed project schedule. The project lead and technical lead are responsible for ensuring that each project team member is aware of his/her responsibilities, of the time allocated for them to perform those tasks, and of the appropriate process for raising issues with task completion and/or conflicting requirements between operations and project responsibilities.

The vendor project manager is responsible for determining the vendor team’s resource requirements, and for ensuring adequate availability of appropriately skilled staff to complete work within agreed-upon timelines.

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3.0 COMMUNICATIONS3.1 STAKEHOLDERS The Voice Upgrade Project will affect stakeholders in approximately 50 State agencies and organizations, including technical points of contact as well as a wide range of end users. The project team will maintain a current of project stakeholders (Appendix D) throughout the project life.

3.2 EXECUTIVE REPORTINGThe project lead will communication with the project’s executive, technical and business sponsors, as well as with the DoIT Certified Project ESC, through a combination of meetings and written reports. These will include, at a minimum:

Monthly presentation to DoIT Certified Project ESC, using approved template, to review project progress against plan, issues requiring escalation, project-related risks, and technical developments and approach;

Weekly meetings with technical and/or business sponsors to discuss project progress and status; Additional oral or written status reports as requested by executive leadership.

The project lead also will complete a Monthly Office of the CIO (OCIO) Report in the DoIT-provided template, and will submit this report to the DoIT Oversight and Compliance team not later than the 10 th day of each month. This executive-level report on project status and progress is used to inform executives responsible for project certification, as well as to populate the public-facing Enterprise Project Portfolio Dashboard.

3.3 PROJECT TEAMThe project lead and technical lead will meet weekly with project team members – including representatives of vendors and, if appropriate, of other agencies involved in the Voice Upgrade project at a given time. The project and technical leads will use these meetings to maintain awareness of project status, workload, issues, action items and communications. These meetings also provide an opportunity to solicit new ideas from team members, and to brainstorm solutions to concerns or problems.

The project lead also will use these meetings, at least once a month, to address risk management requirements, including reviewing the project risk matrix, verifying that open risks are being worked, following up on risk mitigation plans, and identifying new risks and associated responsibilities.

The project management support contractor will document meeting notes concisely, in the form of updated action items, issues and risk matrices. The updated documents (or tool, if a project management tool is used) will be circulated to team members, and will be posted in the project library as part of the current PMP.

3.4 COMMUNICATIONS PLAN

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The project lead will work with team members and the DoIT Public Information Officer (PIO) to plan appropriate recurring communications to key stakeholder groups during the project life. The team will draft messages, coordinate their review and release, and follow up to obtain feedback from recipients in accordance with the DoIT communications plan and processes, currently in development.

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4.0 MANAGEMENT PROCESSES4.1 CORE PROCESSES & TOOLSThis section presents the core processes, tools and controls that will be used to manage the Voice Upgrade Project throughout its life.

4.1.1 ACTION ITEM MANAGEMENT

An action item is a discrete task that must be accomplished by an individual or the team. Over the course of a project – especially a large, complex, long-term project – many action items will arise that are necessary to sustain project progress. Tracking and managing action items formally throughout the project life is an important element of successful project management.

The project team will maintain a comprehensive list of open action items for the project, including an action item identifier, action item name/description, date created, date resolution is due, owner, and status. The project lead, or project management support staff, will work with the vendor to adopt a single tracking tool for action item management, and will collaborate on identifying, addressing and tracking action items throughout the project life. A current list may be stored in a shared directory as part of the project library, or may appear in an Appendix to this plan (if using hard copy).

As noted in Section 3, the team will review open action items at weekly team meetings. Every team member is responsible for:

Identifying action items and documenting them in the chosen tool; Taking steps to complete assigned action items by the due date; and Reporting on open action items during weekly team meetings, at a minimum.

4.1.2 ISSUE MANAGEMENT

An issue is a problem that can impair a project’s progress or the ability to complete the project successfully. Action items that aren’t addressed appropriately or timely may become issues. Similarly, a risk that isn’t mitigated or avoided may become an issue. As with action items, many issues may arise over the course of a project. For a project to be successful – and to be effectively managed – it’s critical to acknowledge, track and actively manage issues.

The project team will maintain a comprehensive list of unresolved issues associated with the Voice Upgrade Project. For each issue, the team will track an issue identifier, issue name/description, date identified, target resolution date, owner, and status. Issues may require escalation to the ESC for resolution, or may require action by an external stakeholder. The project technical lead, or project management support staff, will work with the vendor to adopt a single tracking tool for issue management, and will collaborate on identifying, addressing and tracking issues throughout the project life. A current issue list may be stored in a shared directory as part of the project library, or may appear in an Appendix to this plan (if using hard copy).

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Again, the team will review open issues – and will identify new issues – at weekly team meetings. Every team member is responsible for:

Maintaining awareness of issues that could affect the project overall or execution of that team member’s responsibilities;

Recognizing, identifying and documenting issues in the chosen tool; Taking steps to resolve issues and/or identify an approach to resolve an issue by the

target date; Reporting on work related to assigned issues during the project team meetings; and Participating in team brainstorming to devise creative, effective solutions.

4.1.3 RISK MANAGEMENT

A project risk is an uncertain event or condition that could adversely affect achievement of one or more project objectives.1 A strong risk management discipline is essential to successful project management. A comprehensive understanding of and plan to address risks is a sign of project management strength – not a sign of weakness.

For the Voice Upgrade Project, the project lead – working with the technical lead and the project management support contractor – will implement the following risk management practices:

Adopt a risk management and reporting matrix/tool that captures risk name/description, type, probability of occurrence, degree of impact, triggers, mitigation approach, mitigation owner, contingency plan, and status.

In collaboration with project team members and DoIT executives, perform an initial project risk assessment and develop plans to mitigate or avert those risks.

Throughout the project life, continue a structured risk management program that includes identifying new risks and developing appropriate responses, as well as monitoring the status of previously identified risks and mitigation activities.

Escalate risks to executive team members and/or to other stakeholders as required to mitigate or avoid the risks.

Involve external stakeholders as necessary in the risk management process. Ensure that risk management is addressed as a formal part of the team meetings at least

once/month throughout the project life.

A current risk management matrix may be stored in a shared directory as part of the project library, or may appear in an Appendix to this plan (if using hard copy).

Every team member is responsible for:

Identifying and documenting risks when they arise; Actively working to develop and implement risk mitigation plans for assigned risks; Reporting on risk-related activities during risk management discussions; and Working with other team members to help understand the potential impact of risks and to

define creative approaches to mitigate or avoid realizing risks.

4.1.4 STAFF MANAGEMENT 1 Project Management for Industrial Designers, Wiley, Creative Commons

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Over the project life, numerous staff may be part of the project team at various times, depending upon the project duration, technical or project management requirements, and similar factors. Additionally, team members drawn from DoIT operations staff – within the Voice Communications team or from elsewhere in DoIT – may be assigned to this project only part-time. This raises the challenge of ensuring that team members fully understand the expectations and commitments associated with their participation – and that their managers (outside the project team) also understand these points.

This subsection addresses basic management requirements related to three key points in the staff management life cycle:

On-boarding new team members; Managing team member work on the project; and Knowledge transfer/off-boarding team members.

On-Boarding Team Members

The project lead (and technical lead) will ensure that any time a new team member joins the project, the following actions are taken, at a minimum:

New individual is introduced to other team members not later than the next weekly project status meeting (preferably in person);

New individual is assigned a project supervisor or sponsor, depending on the new individual’s position, to help orient the new individual to the project, to introduce other staff, to show the individual where project resources can be found, and to ensure the individual has access to an agreed-upon set of relevant resources (e.g., PMP, status report, project calendar);

Project lead or technical lead will follow up with individual within 10 business days of their arrival to ensure the individual has read the assigned project information and to answer questions;

Project lead or technical lead will ensure that the new individual has appropriate work space and supplies, including office supplies, computer, printer access, email address, network access, badge and any other items essential to the new person’s role.

Project Work Assignment and Commitments

The project lead and technical lead will ensure that the new team member:

Is assigned a clearly defined project team role, and that the specific duties, expectations and deadlines associated with that role are fully explained;

Is shown a project organization chart that illustrates where their role fits into the overall project team and governance structure;

Is made aware of expectations related to meeting participation; action item, issue and risk management; working within the project team; working with external stakeholders; and work hours;

Is made aware of project time commitment if individual is not assigned to project full time – e.g., what percent of individual’s time or number of hours are required on project, on what days or cycle that work must be accomplished; and

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Receives a documented list of these expectations – in the form of an evaluation plan or in a list that will be provided to the individual’s supervisor to use in the formal evaluation process.

If an individual is not assigned to the project full time, the project lead also will ensure that the individual’s formal supervisor is aware of the project expectations and commitments, and that an agreement is established about the division of time, reporting, and accountability for work.

Knowledge Transfer/Off-Boarding Project Staff

As staff leave the project, it’s essential that appropriate hand-off occurs so that knowledge is captured and/or transitioned to other team members, and so that any project-related artifacts, tools, or equipment also are returned and accounted for. Beyond that, a team member’s departure provides an opportunity for the project lead or other supervisory staff to learn from the individual’s experience on the project.

As staff leave the project, the project lead and/or technical lead will ensure that:

Team members are made aware of the individual’s planned departure, the date of the departure, and who will assume those responsibilities (if applicable);

Any project assets the individual holds are identified and returned to the project supervisor or lead in advance of the individual’s departure;

The departing individual briefs whoever is taking over their responsibilities, and also the supervisor and/or project lead, regarding all on-going work, deadlines, status, issues, concerns, etc. in advance of the individual’s planned departure date;

The departing individual works with the project team to ensure all documents are stored in the project library and are clearly identifiable (i.e., in appropriate directory, correctly named and versioned); and

The departing team member has an opportunity to speak with the project lead, the supervisor, and/or other the project team regarding observations and lessons learned that might help the project team make future improvements.

4.1.5 PROJECT CERTIFICATION

The project lead is responsible for ensuring all artifacts required for project certification are completed, submitted for review by the DoIT Oversight and Compliance team, and presented as required to meet project certification requirements. These documents include:

Monthly OCIO report (due not later than the 10th of each month until the project is formally closed out by the Project Certification Committee);

TARC documents on the overall voice upgrade design, including: Presentation TARC request Updated security questionnaire Architecture design documentation

Project certification change requests, as needed to reflect changes to project scope, budget and/or timeline – and presentations to accompany these requests

Project closeout certification documents:

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Lessons learned Project closeout certification request Presentation

4.1.6 LIBRARY

The project lead is responsible for ensuring that a dedicated directory is established on shared storage accessible only to project team members, and that this repository is appropriately structured to efficiently store and retrieve documentation associated with all phases of the Voice Upgrade Project. The library will be structured using a taxonomy addressing the full project scope and life cycle, and files will be named and stored in accordance with that taxonomy and with a prescribed naming convention.

The project management support staff will ensure that the repository remains up to date, that all documents are dated and versioned using a standard naming convention, that documents are correctly stored in the library, and that new staff joining the team understand how to correct use the library to store and retrieve documentation. The project lead or project management support staff will ensure that the taxonomy, naming conventions, and any additional information regarding specific roles, responsibilities and timing for library maintenance are added as an appendix to this PMP.

4.2 PROCUREMENT, CONTRACTS & AGREEMENTSThe Voice Upgrade Project is dependent upon vendor support to plan and implement the voice technical solution, as well as for selected services – such as project management support – to enable project execution. Additionally, the Voice Upgrade Project team may be required to procure components needed to upgrade infrastructure and/or technology.

4.2.1 Procurement

Project staff seeking to procure equipment, technology or other infrastructure components are required to comply with NM State Procurement Code and to use DoIT forms and processes to complete each procurement.

The technical lead, and the project management support staff, will ensure that every procurement request is reviewed in context of a master list of planned project expenditures required for authorized work on the Voice Upgrade Project. Only items that are part of the budget for approved work will be procured. Project management support staff will ensure that all procurement requests are tracked, are correctly completed, and are approved by the Project Lead and other required DoIT staff – and that funds are certified and available for the purchase – before a procurement using Voice Upgrade funding is executed.

Project management support staff also will verify receipt of every item authorized for purchase, and will work with the DoIT asset management team to ensure items are appropriately accounted for.

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Project management support staff will ensure that all procurement documents related to the Voice Upgrade Project are appropriately named and stored in the Voice Upgrade Project Library so that they are readily available throughout the project life.

4.2.2 Contracts

Vendor

The project lead and technical lead are responsible for ensuring that all vendor contracts for Voice Upgrade Project planning and implementation services, and for associated technology and other components, comply with the State Procurement Code. The project lead and/or technical lead will work with the DoIT executive team and with the DoIT General Counsel to ensure each contract is thoroughly reviewed prior to submitting the contract for signature.

The project lead, and the project management support staff, will verify that adequate funds are certified – and that the project is certified for the correct phase of the life cycle – before submitting a contract for signature.

Following contract award, the project lead shall ensure that an individual within the DoIT project team is assigned responsibility for administering the contract throughout its life, including:

Maintaining awareness of all contracted responsibilities, work products and tasks for which the vendor is responsible, including those documented in any contract amendments;

Tracking work progress and delivery to ensure completion in accordance with schedule and quality requirements (working in collaboration with project technical and management staff);

Reviewing and verifying the correctness of vendor invoices before authorizing payment; Ensuring that vendor invoices, once verified and correct, are paid timely; Documenting any changes to scope, timelines or deliverables in amendments as required

by contract terms and conditions, and ensuring such amendment(s) are reviewed for technical, business and legal sufficiency before submitting them for signature;

Tracking contract expenditures versus budget, and ensuring that any discounts or other pricing factors are correctly applied, if applicable;

Ensuring that timely and informative status reports are provided and are reviewed by project staff;

Coordinating any DoIT project team responsibilities for reviewing draft deliverables to ensure that DoIT complies with contracted timelines to provide feedback and/or deliverable acceptance or rejection;

Coordinating and collaborating in efforts to resolve any issues that arise through the contract life; and

Performing all activities required to fully close out the contract upon its completion, including verifying all payments are complete and ensuring that all written deliverables and associated contract management documents are stored in the project library.

Additionally, the project lead is responsible for ensure that any required amendments are developed and executed to ensure the continued availability of the applicable DoIT Price Agreement used for this project. The project lead will work with DoIT executive staff, members

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of the new Biz Ops organization, and the Oversight and Compliance team to ensure that any required amendment(s) are developed and reviewed, that the process is fairly and correctly executed, and that the amendment is executed before expiration of the existing price agreement.

Other Professional Services

The project lead plans to contract for project management support services for this project. The project lead will coordinate with DoIT executive staff to determine the most efficient way to procure these services, will provide input to the statement of work, and will participate in contract review activities. This, and any other professional services contract deemed necessary for the Voice Upgrade Project, will comply with State Procurement Code, and will be subjected to review by the Oversight and Compliance team and by the DoIT General Counsel before being submitted for signature. The project lead is responsible for ensuring that any funds used for professional services contracts are budgeted and certified for this purpose in advance of submitting a contract for signature.

As with the vendor contract(s), the project lead will ensure that a project team member is assigned responsibility for administering each professional services contract throughout its life.

4.2.3 Agreements

Interagency Agreements

Should any interagency agreements be required to execute the Voice Upgrade Project, the Project Lead will work with the DoIT General Counsel to establish a template for interagency agreements related to the project. The project lead, or assigned staff, will use this template as the starting point for developing any required agreement(s). Once content is drafted for a specific agency, the project lead and technical lead will review the draft, will ensure that the draft agreement is reviewed by the DoIT General Counsel, and will verify that all required changes are made prior to submitting the agreement for signature.

The project lead will ensure that a member of the project team is assigned responsibility for monitoring interagency agreements to ensure that all commitments are understood and met, to recommend updates as required to meet evolving project needs or timelines, and to ensure that agreements remain in force for the period required. This individual also is responsible for ensuring that the signed agreement is stored in the Voice Upgrade Project Library.

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Service Level Agreements

The project lead and/or technical lead may work with the DoIT General Counsel to establish a template for service level agreements (SLAs) related to voice communications operations. Such an SLA will cover, at a minimum:

Responsibilities; Service response times; Escalation procedures; Planned outages; Monthly or annual service fees, if applicable.

The project team will develop, execute, manage and store any required SLAs using a process consistent with that used for other agreements and contracts.

4.3 PROJECT CONTROLS

4.3.1 SCOPE (REQUIREMENTS)

The project lead is responsible for ensuring that project requirements are documented for the Voice Upgrade Project. Once requirements are documented, the project lead will ensure that they are accurately and completely reflected in the associated vendor contract(s). Throughout the project life, the technical lead will work with the project management support staff - as well as with responsible technical team members – to track and manage requirements.

Customer team members, DoIT team members or vendor staff may request requirements changes or additions during the project life. The project lead will ensure formal review of each requested requirement change prior to any change being undertaken. The vendor may not consider a change to be authorized unless the vendor has formal written approval from the DoIT project lead.

Customer-initiated changes that affect the DoIT vendor contract must be submitted in writing by an authorized customer manager. These written requests must include, at a minimum:

A brief statement of the requested requirement change or addition; The rationale for the change or addition; Anticipated impact – technical, cost, performance – of the change; and Criticality rating (using a scale agreed upon among the project team).

The vendor project manager will similarly present any requests for changes that the vendor team identifies.

The project lead and technical lead will work with the project management support staff to track all such requests, and to ensure that each is considered in the next project team meeting – or at a project change management meeting specifically convened for this purpose, that a decision is taken or that follow-up action is requested, that any follow-up actions are tracked and completed, and that a final decision is formally documented and communicated for each request. Changes

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requiring contract amendments will not be considered effective until the amendment is completed.

The technical lead also will ensure that requirements changes affecting the high-level and detailed solution designs are reflected in those design documents throughout the project life.

The project management support staff will track requirements changes over the project life, and will ensure that all requests and associated documentation are stored in the Voice Upgrade Project Library.

4.3.2 SCHEDULE

The project lead, working with the project management support staff, is responsible for ensuring that a comprehensive project work plan exists for both vendor tasks and DoIT tasks. The project and technical leads will document the DoIT work plan to address activities including, at a minimum:

Project management-related tasks – e.g., periodic risk assessments, reporting, project certification timelines, funding requests, development of project library;

Procurement-related tasks – e.g., steps required to develop and award the vendor contract; to develop and execute any required amendment(s) to the applicable DoIT price agreement; to develop and execute additional vendor and/or professional services contracts;

Communications-related tasks – including on-going communications with external stakeholders and deadlines for periodic stakeholder communications, meetings of the DoIT ESC, and hearings or major meetings related to the project; and

Planning-related tasks – including identification and prioritization of technical installation activities, obtaining any approvals required to enable technical work to proceed.

Schedule Baselines

The project lead and technical lead will work with the vendor to confirm the vendor work plan at contract award, at which point the vendor – and the project team – will establish this as the baseline technical work plan. Following the site surveys and completion of the voice upgrade design and architecture, the vendor will work with DoIT to update that work plan and to add the detail for the entire implementation phase. Once DoIT accepts the detailed work plan, the new version will become the baseline schedule against which work from that point in the project is measured, and will be incorporated in this PMP.

The baselined schedules will be named and numbered to reflect their version, and will be retained in the project library.

If the vendor seeks to change the work plan, the vendor will present the requested changes, their rationale and impact to the project lead and/or technical lead for consideration. Once changes are agreed to, the vendor will update the work plan and will create an updated baseline identifiable by version number and date. If DoIT seeks to change the vendor work plan, the DoIT project lead,

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and/or technical lead, will work with the vendor to identify the needed changes, their impact and rationale, and to ensure the baseline schedule is updated and version-controlled.

If DoIT seeks to change the DoIT portion of the work plan, the project lead will ensure that a comparable process is followed to discretely identify the needed change(s), their impact and the rationale for the change; will update the work plan as agreed upon with the vendor and/or other project team members; and will maintain an identifiable, version-controlled updated baseline for the DoIT schedule.

Schedule Status

The vendor team is responsible for updating the status of the agreed-upon work plan for their planning and implementation activities weekly, or at a frequency agreed upon with the DoIT project lead. Status updates must be sufficiently frequent to allow continued accurate awareness of project status, and to enable rapid identification of any issues, slowdowns or barriers that could impede project success. The vendor will report on schedule status during weekly (or other recurring) project status meetings.

The DoIT project management support staff will work with DoIT and other project team members to monitor progress of work against the DoIT portions of the Voice Upgrade Project work plan, and will update the status weekly. The project management support staff, working collaboratively with project technical team members, will report on DoIT work plan status during weekly project team meetings. For any delayed work, the responsible team member(s) will explain the reason for the delay, steps that will be taken to get the work back on schedule, and any impact on other planned work.

4.3.3 BUDGET/COST

The project lead, working with the project management support staff and DoIT ASD, will document all funds associated with the Voice Upgrade Project throughout its life, including:

Pending funding requests (e.g., through capital improvement, Enterprise Replacement Fund, C2);

Appropriated funds – including source, appropriation amount, appropriation effective date, expiration date;

Certified funds – including certification phase (initiation, planning, implementation, closeout), certification date, and amount certified;

Project budget , including: High-level budget showing the total anticipated Voice Upgrade Project cost by

major category (i.e., hardware, software, other infrastructure or assets, vendor services, professional services, travel, any staff charged directly to project);

Detailed budget by phase, showing the full cost build-up by major category for planning and implementation of the Voice Upgrade Project Phases I and II;

Project expenditures – showing project expenditures by category and phase to date, updated monthly.

The project lead will report on the project financial status at DoIT ESC meetings and in the Monthly OCIO Report (required for certified projects). The project team also will use this

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information to validate procurement requests, to assess project health (cost vs. schedule), to support project certification requests and updates, as a basis for additional funding requests, and to meet various ad hoc reporting requirements.

4.3.4 CHANGE CONTROL

DoIT is planning an organization-wide change management process that will be used to vet and manage proposed changes to the technologies DoIT uses to deliver services to the enterprise, including those used for the voice communications system. Until this process and the associated tools are implemented, the Voice Upgrade Project team will use existing Enterprise Services processes – and the controls identified above – to monitor and make decisions about technology changes related to the voice communications architecture. Additionally, the Voice Upgrade Project team may use vendor-provided configuration management mechanisms if any are available as part of the selected vendor’s services. Once the DoIT process is implemented, the Voice Upgrade Project will use that process and the associated tools to accomplish change control.

4.3.5 QUALITY ASSURANCE/DELIVERABLE ACCEPTANCE

Voice Communications Solution

The voice communications vendor contract will require testing of installed technologies, including testing of capacity and coverage of the resulting system. In addition to this, the DoIT Voice Upgrade Project team will lead additional quality assurance testing of all technology and software implemented for the voice communications solution.

The DoIT technical lead and the technical support and testing team may use vendor-provided test plans and test cases, or may independently develop and execute testing or other types of testing to ensure the quality of the delivered solution. The technical lead is responsible for documenting the test plan for each portion of the voice communications upgrade solution, including test strategy, test cases, timeline, test team members and roles, issues identified through testing, and evidence of remediation.

In addition to test reporting from the vendor, the DoIT project team must present evidence that the solution is fully tested and operationally ready before the project lead presents the deliverable for executive acceptance.

Written Deliverables

Written deliverables for the Voice Upgrade Project may be originated by the solution vendor, by the DoIT project team, by the project management support contractor, or – if additional contracts are awarded – by other contractors associated with the project over its life.

For contractor-generated deliverables, the responsible Voice Upgrade Project contract administrator (appointed by the project lead) will maintain a list of all planned written deliverables, their draft and final due dates, and the DoIT technical or management lead for that deliverable. The contract administrator will work with the project lead and the DoIT deliverable

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lead to identify who should review each written deliverable in advance of the due date for the draft.

When a draft deliverable is received, the contractor administrator will log deliverable receipt and will disseminate the deliverable and a comment/response matrix (using DoIT template) to each identified reviewer, along with clear instructions regarding the deadline for submitting comments. Each reviewer will review the document, and will provide all comments on the comment/response matrix. The contract administrator or the technical/management lead will consolidate all reviewer comments, and will meet with the review team members to rationalize conflicting comments, to ensure all comments are appropriate, and to ensure all comments are clearly stated.

The contract administrator will deliver the final comment/response matrix to the contractor not later than the comment due date (according to the contract terms). If necessary, the contractor may request to meet with the project team to review the comments and/or the contractor’s intended responses. The contractor will update the written deliverable, and also will fill in the “response” portion of the comment/response matrix to indicate what action – if any- was taken to address the DoIT comment. The contractor will deliver the final deliverable and the completed comment/response matrix not later than the final deliverable due date (according to the contract).

The contract administrator and project technical or management lead for the deliverable will review the final deliverable and matrix to ensure that DoIT comments were completely and appropriately addressed. If they were, the contract administrator will notify the project lead that the deliverable can be accepted formally, and will provide a letter for the project lead’s signature that indicates the deliverable is accepted.

If the final deliverable does not adequately address DoIT comments, the contract administrator and project technical or management lead will document the shortcomings, will notify the Project Lead of the issues, and will notify the contractor that the deliverable is not accepted. The Contractor will be given a fixed period of time to address the outstanding issues and to submit the revised final deliverable. If that deliverable is acceptable, the contract administrator will prepare the acceptance letter for the project lead’s signature. If it is not, the Project Lead will work with DoIT executive staff and the General Counsel to determine next steps.

The contract administrator will ensure that each version of the deliverable is stored in the Voice Upgrade Project Library, and that the final, accepted deliverable is clearly indicated.

If members of the DoIT project team generate written deliverables, the project team will use a similar process to vet the draft deliverable. In this case, the project lead will identify which team members – or other staff – should participate in the review.

4.3.6 PERFORMANCE/METRICS

The project lead and technical lead will work with the vendor and with other project team members to define meaningful metrics to evaluate project execution and solution effectiveness. Initially, the project will assess:

Adherence to project schedule

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Deliverable quality Implementation of enhanced functionality to support agency mission delivery Adoption of enhanced functionality by agencies Percent of Fujitsu installed base replaced with fully tested and functional Avaya or Cisco

technology (Phase I) Percent of Mitel installed base replaced with fully tested and functional Avaya or Cisco

technology (Phase II)

Before the Voice Upgrade Project, Phase I, completes Planning phase activities, the project lead will ensure that updated performance metrics are reviewed by all team members and the vendor, that the DoIT executive team is aware of and approves these metrics, that the PMP is updated to reflect the metrics, and that an appropriate data gathering and reporting mechanism is in place to capture performance and results.

4.4 PROJECT CLOSEOUTThe project lead will close out the Voice Upgrade Project at the end of Phase I, unless Phase II funds are available. If Phase II has commenced or is ready to commence, project closeout will not occur until Phase II is complete.

The Voice Upgrade Project team (project management support staff, project lead, technical lead), will perform closeout activities that include, at a minimum:

Verifying that all work and deliverables required under the vendor contract for one or both phases were received and accepted;

Ensuring that all vendor invoices for one or both phases were received, verified, corrected – if necessary – and paid;

Conducting a lessons learned discussion with the entire project team – DoIT, vendor, customer – and capture those insights in a lessons learned document that can inform work on subsequent projects and that will be part of the ultimate Closeout certification documentation;

Ensuring that accounting for all project funds is complete; Ensuring that the Voice Upgrade Project Library contains all required project-related

documentation for one or both phases; and Documenting project performance and results for one or both phases in terms of the

approved performance and quality metrics.

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5.0 IV&VThe project team is deliberating upon the role for IV&V in the Voice Upgrade Project. If contracted for, the IV&V would focus on:

Planned approach for prioritizing and implementing replacement technology; Technical review of test planning and/or execution; Quality of proposed voice design/architecture; and/or Effectiveness of project procurement and financial management.

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