defense industry adjustment supply chain map portal

DEFENSE INDUSTRY ADJUSTMENT SUPPLY

CHAIN MAP & PORTAL

PROJECT MANAGEMENT PLAN

(PMP)

EXECUTIVE SPONSOR – [BARBARA BRAZIL]

BUSINESS OWNER - [SAMANTHA LAPEN]

PROJECT MANAGER – [JULIA WISE]

ORIGINAL PLAN DATE: [OCTOBER 1, 2015]

REVISION DATE: [AUGUST 24, 2016]

REVISION: [2.0]

PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

REVISION: 1.0 DOIT-PMO-TEM-020 i OF vi

REVISION HISTORY ................................................................................................................................................ III

PREPARING THE PROJECT MANAGEMENT PLAN ................................................................................................... IV

ABOUT THIS DOCUMENT ...................................................................................................................................... IV

PROJECT OVERSIGHT PROCESS MEMORANDUM – DOIT, JULY 2007 ...................................................................................... IV

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

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT ...................................................................................................... 1 1.2 FUNDING AND SOURCES ............................................................................................................................................. 1 1.3 CONSTRAINTS .......................................................................................................................................................... 1 1.4 DEPENDENCIES ......................................................................................................................................................... 2 1.5 ASSUMPTIONS ..................................................................................................................................................... 2 1.6 INITIAL PROJECT RISKS IDENTIFIED .............................................................................................................................. 2

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE .............................................................................. 3

2.1 STAKEHOLDERS ........................................................................................................................................................ 3 2.2 PROJECT GOVERNANCE STRUCTURE ............................................................................................................................. 4

2.2.1 Describe the organizational structure – Org Chart ..................................................................................... 4 2.2.2 Describe the role and members of the project steering committee ............................................................ 5 2.2.3 Organizational Boundaries, interfaces and responsibilities ........................................................................ 5

2.3 EXECUTIVE REPORTING .............................................................................................................................................. 5

3.0 SCOPE .............................................................................................................................................................. 6

3.1 PROJECT OBJECTIVES ................................................................................................................................................ 6 3.1.1 Business Objectives ..................................................................................................................................... 6 3.1.2 Technical Objectives .................................................................................................................................... 6

3.2 PROJECT EXCLUSIONS ................................................................................................................................................ 7 3.3 CRITICAL SUCCESS FACTORS ....................................................................................................................................... 7

4.0 PROJECT DELIVERABLES AND METHODOLOGY ................................................................................................. 7

4.1 PROJECT MANAGEMENT LIFE CYCLE ............................................................................................................................ 7 4.1.1 Project Management Deliverables .............................................................................................................. 8 4.1.2 Deliverable Approval Authority Designations ............................................................................................. 9 4.1.3 Deliverable Acceptance Procedure ............................................................................................................ 10

4.2 PRODUCT LIFE CYCLE ......................................................................................................................................... 10 4.2.1 Technical Strategy ..................................................................................................................................... 11 4.2.2 Product and Product Development Deliverables ....................................................................................... 13 4.2.3 Deliverable Approval Authority Designations ........................................................................................... 13 4.2.4 Deliverable Acceptance Procedure ............................................................................................................ 15

5.0 PROJECT WORK .............................................................................................................................................. 15

5.1 WORK BREAKDOWN STRUCTURE (WBS) .................................................................................................................... 15 5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE ................................................................................................................ 16 5.3 PROJECT BUDGET ................................................................................................................................................... 18 5.4 PROJECT TEAM ...................................................................................................................................................... 20

5.4.1 Project Team Organizational Structure ..................................................................................................... 20 5.4.2 Project Team Roles and Responsibilities ................................................................................................... 20

5.5 STAFF PLANNING AND RESOURCE ACQUISITION.................................................................................................. 22 5.5.1 Project Staff ............................................................................................................................................... 22 5.5.2 Non-Personnel resources ........................................................................................................................... 22

5.6 PROJECT LOGISTICS ........................................................................................................................................... 22


REVISION: 1.0 DOIT-PMO-TEM-020 ii OF vi

5.6.1 Project Team Training ............................................................................................................................... 22

6.0 PROJECT MANAGEMENT AND CONTROLS ...................................................................................................... 23

6.1 RISK AND ISSUE MANAGEMENT ................................................................................................................................. 23 6.1.1 Risk Management Strategy ....................................................................................................................... 23 6.1.2 Project Risk Identification .......................................................................................................................... 23 6.1.3 Project Risk Mitigation Approach .............................................................................................................. 23 6.1.4 Risk Reporting and Escalation Strategy ..................................................................................................... 23 6.1.5 Project Risk Tracking Approach ................................................................................................................. 23 6.1.6 ISSUE MANAGEMENT ................................................................................................................................ 23

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V ............................................................................................. 23 6.3 SCOPE MANAGEMENT PLAN .................................................................................................................................... 24

6.3.1 Change Control .......................................................................................................................................... 24 6.4 PROJECT BUDGET MANAGEMENT.............................................................................................................................. 24

6.4.1 Budget Tracking ........................................................................................................................................ 24 6.5 COMMUNICATION PLAN .......................................................................................................................................... 25

6.5.1 Communication Matrix ............................................................................................................................. 25 6.5.2 Status Meetings ........................................................................................................................................ 25 6.5.3 Project Status Reports ............................................................................................................................... 25

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) ...................................................................................... 26 6.6.1 Baselines .................................................................................................................................................... 26 6.6.2 Metrics Library .......................................................................................................................................... 26

6.7 QUALITY OBJECTIVES AND CONTROL ................................................................................................................ 27 6.7.1 quality Standards ...................................................................................................................................... 27 6.7.2 Project and Product Review AND ASSESSMENTS ...................................................................................... 27 6.7.3 Agency/Customer Satisfaction .................................................................................................................. 27 6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS ....................................................................................... 28

6.8 CONFIGURATION MANAGEMENT ..................................................................................................................... 28 6.8.1 Version Control .......................................................................................................................................... 28 6.8.2 Project Repository (Project Library) ........................................................................................................... 28

6.9 PROCUREMENT MANAGEMENT PLAN .............................................................................................................. 29

7. 0 PROJECT CLOSE ............................................................................................................................................. 29

7.1 Administrative Close ..................................................................................................................................... 29 7.2 Contract Close .............................................................................................................................................. 29

ATTACHMENTS .................................................................................................................................................... 29


REVISION: 1.0 DOIT-PMO-TEM-020 iii OF vi

REVISION HISTORY

REVISION NUMBER DATE COMMENT

0.0 October 1, 2015 Original $100k funding for project initiation

1.0 January 22, 2016 Additional $472k funding for planning phase

2.0

3.0


REVISION: 1.0 DOIT-PMO-TEM-020 iv OF vi

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.


PAGE | 1

1.0 PROJECT OVERVIEW

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT

With a large defense industry sector, four military installations, three national laboratories, and three research universities, New Mexico has for decades been a willing and effective partner in preserving the security of the nation in peace and war. It has provided a solid foundation for current and future mission capabilities. But with this significant focus comes risk. As future reductions or cancellations in defense spending occur, New Mexico could be negatively impacted in terms of lost jobs and economic vitality, and critical Department of Defense (DOD) suppliers may be lost.

The New Mexico Economic Development Department (NMEDD) is proposing to complete a defense supply chain mapping study to identify workforce, technology, and product vulnerabilities in New Mexico and a pilot study to develop an adjustment and diversification strategy that can be implemented throughout the state. These studies, and the implementation of a unifying web portal, will serve as a foundation upon which the NMEDD can stimulate statewide cooperative efforts to reduce the exposure of New Mexico’s defense companies to cuts in defense spending.

1.2 FUNDING AND SOURCES

SOURCE AMOUNT ASSOCIATED

RESTRICTIONS

APPROVERS

U.S. DOD, OFFICE

OF ECONOMIC

ADJUSTMENT

$1,048,000 FOR USE ON

SUPPLY CHAIN

DATA SURVEY,

COMMUNICATION

WEB PORTAL

1.3 CONSTRAINTS

Constraints are factors that restrict the project by scope, resource, or schedule.

NUMBER DESCRIPTION

1. Balance of funding not yet certified will be required to complete project

deliverables and stay on schedule.


PAGE | 2

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. BALANCE OF FUNDING FOR IMPLEMENTATION E

2. EDO ENGAGEMENT D

3. SUPPLIER PARTICIPATION D

1.5 ASSUMPTIONS

Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.

NUMBER DESCRIPTION

1. CERTIFICATION EXPECTED AUGUST 24, 2016

2. EARLY ENGAGEMENT WITH EDO’S ACCOMPLISHED

3. ONGOING & ACTIVE ENGAGEMENT WITH SUPPLIERS WILL

ACHIEVE THE DESIRED PARTICIPATION RATE

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

Description -

Lack of response to survey

or program by Defense

suppliers

Probability Medium Impact SUPPLY CHAIN MAP AND

DATA ARE IMCOMPLETE

Mitigation Strategy: Comprehensive Communication and Outreach by

project team and use of EDO’s (Economic Development

Organizations) and regional organizations.

Contingency Plan Use of defense supplier databases for more targeted

outreach.


PAGE | 3

Risk 2

Description -

Lack of support and

participation by EDO’s

Probability Low Impact WEAKENS OUTREACH

AND DIVERSIFICATION BENEFITS

DEVELOPMENT

Mitigation Strategy: Early engagement with EDO’s

Contingency Plan Work with alternate organizations

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 TITLE

DEFENSE SUPPLIERS AFFECTED BY

CHANGES IN

DEFENSE BUDGETS

PRIVATE SECTOR

COMPANIES IN NM

U.S. DEPARTMENT OF

DEFENSE

KNOWLEDGE OF

SUPPLY CHAIN

ASSETS AND

AFFECTED BY LOSS

OF CRITICAL

WORKFORCE,

TECHNOLOGIES,

AND PRODUCTS

FEDERAL

GOVERNMENT

AGENCY

NM EDD BASIS FOR

ASSISTANCE

STRATEGIES

STATE AGENCY

TECHNOLOGY

RESEARCH

COMMERCIALIZATI

ON ASSISTANCE

3 FEDERAL LABS; 3

RESEARCH

UNIVERSITIES; 5


PAGE | 4

NAME STAKE IN PROJECT ORGANIZATION TITLE

COLLABORATIVE (TRC) PROGRAM APPOINTEES IN NM

EDO’S (ECONOMIC

DEVELOPMENT

ORGANIZATIONS)

REGIONAL

ASSISTANCE TO

COMPANIES

AFFECTED BY

DEFENSE CUTS

HTTP://FINANCENE

WMEXICO.ORG/RES

OURCES/GENERAL-

BUSINESS-

ASSISTANCE/REGIO

NAL-ECONOMIC-

DEVELOPMENT-

ORGANIZATIONS/

SUPPORT ASSETS ASSISTANCE

DELIVERY

SERVICES

2.2 PROJECT GOVERNANCE STRUCTURE

2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART

Project Manager

(Julia Wise)

Defense Industry Outreach Coordinator

(Lee Trussell)

Defense Industry Analysis Coordinator

(Betsy Gillette)

Web Portal Techaurnical Manager

(Laura Epstein)

Contract Program Coordinator

(Randy Wilson)

Administration

(NMEDD)


PAGE | 5

2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE

A Strategic Advisory Group (SAG) has been established to provide guidance to the Project

Manager and review the status of ongoing work activities as compared to the project plan and

direct any adjustments as necessary.

The SAG is comprised of:

NMEDD, Deputy Cabinet Secretary

New Mexico Department of Workforce Solutions, Cabinet Secretary

New Mexico Manufacturing Extension Partnership, Center Director

Sandia Science & Technology Park Development Corporation, CEO

New Mexico Tech, Vice President of Research

Los Alamos National Laboratory, Market Transition Program Manager

Air Force Research Laboratory, Technology Engagement Lead

NMSU Arrowhead Center, Director & CEO

2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES

NMEDD received funding for this project from the DoD’s Office of Economic Adjustment.

Julia Wise of the NMEDD’s Office of Science & Technology is the Project Manager,

responsible for all aspects of the project including performance of scope and objectives,

coordinating the activities of the project team, interfacing with the Project Steering Committee.

Randy Wilson, contract Program Coordinator, assists the Project Manager in these duties. He is

also responsible for managing the respective leads, also contractors, for Defense Industry

Outreach, Defense Industry Analysis, and Web Portal Development. The Project Steering

Committee is responsible for general guidance, fostering community participation, and

facilitating an alignment of state and local economic diversification and adjustment strategies.

2.3 EXECUTIVE REPORTING

Quarterly Strategic Advisory Group (SAG) meetings are held to facilitate communications,

guidance and review between the leadership group and the project team. Quarterly progress and

financial reports are submitted to the DoD’s Office of Economic Adjustment for their review.

Monthly progress and financial reports are submitted to DoIT for their review.


PAGE | 6

3.0 SCOPE

3.1 PROJECT OBJECTIVES

3.1.1 BUSINESS OBJECTIVES

NUMBER DESCRIPTION

Business Objective 1 The objectives of the Project are:

• Assessment of New Mexico’s defense ecosystem and

vulnerabilities to cuts in DoD spending.

Business Objective 2 • Identification of at-risk businesses within the defense supply

chain and the potential economic and strategic impact on

the state and nation.

Business Objective 3 • Analysis of industry clusters and other state assets that

might support the development of adjustment and

diversification strategies through workforce development,

strategic partnering, business assistance, technology transfer

and commercialization, and/or customer development.

Business Objective 4 • A central portal for networking and information gathering

and dissemination to enhance New Mexico’s ability to be

responsive to the needs of the state’s defense community.

Business Objective 5 • Increased awareness and greater collaboration among in-

state private sector, defense, and local government

stakeholders in developing community adjustment and

diversification strategies.

3.1.2 TECHNICAL OBJECTIVES

NUMBER DESCRIPTION

Technical Objective 1 A permanent New Mexico-focused web portal will be established to serve as the critical conduit for sharing information, leveraging assets, and facilitating social network mapping during the term of this project and in the future.

The site will feature:

Information on New Mexico’s defense industry and pertinent news and articles.

A data gathering tool in the form of an online survey for defense companies.

A calendar of relevant events.

Economic modeling.


PAGE | 7

NUMBER DESCRIPTION

Archives of completed supply chain studies and analyses.

Links to defense relevant organizations and resources, such as workforce training and matching.

3.2 PROJECT EXCLUSIONS

Not applicable.

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 DESCRIPTION

QUALITY METRICS 1 AN OPEN ARCHITECTURE PORTAL THAT ENABLES

OUTGOING COMMUNICATIONS OF EVENTS, MEETINGS

AND NEWS

A MEANS FOR RECEIVING AND UPLOADING SURVEY

DATA, STAKEHOLDER NETWORKING, AND

DISSEMINATION OF INFORMATION

QUALITY METRICS 2 SUCCESSCULLY ACCOMPLISH ALL EXPECTED OUTCOMES

AND GOALS OF THE PROJECT, NECESSARY TO MEET

GRANT REQUIREMENTS.

4.0 PROJECT DELIVERABLES AND METHODOLOGY

4.1 PROJECT MANAGEMENT LIFE CYCLE


PAGE | 8

Phase Summary of Phase Key Deliverables

Initiation Project Planning &

Management

Overall project management

ongoing for 18 months of

project: monthly status reports

to agency sponsor and

Department of Information

Technology, Project Charter,

Draft Project Management

Plan (PMP)

Planning Statewide Planning Outreach

Forums

Updated PMP

PMP Sub-Plans:

Communications

Risk Management

Project Schedule

Requirements Traceability

Matrix

Contracts

Report on 7 outreach forums

Implementation Asset & Supply Chain

Mapping

Report on Asset & Supply

Chain Mapping.

Development and launch of

website

Controlling (Monitoring) Monitoring the execution and

controlling, scope and quality

Status reports

Quality assurance

Closeout Project Closeout Website acceptance

Final mapping study report

DoIT closeout report

4.1.1 PROJECT MANAGEMENT DELIVERABLES

Project Deliverables are work products or artifacts that are driven by the project management

methodology requirements and standard project management practices regardless of the product

requirements of the project.


PAGE | 9

4.1.1.1 [Deliverable 1: Monthly Reports]

Monthly Reports on the status of

the project.

Deliverable Acceptance Criteria – reports received.

Standards for Content and Format - Based on DoIT format

Quality Review - Project Manager & DoIT

4.1.1.2 [Deliverable 2: Outreach Forum Report]

Report on the results of conducting

7 outreach forums throughout the

state

Deliverable Acceptance Criteria – reports received.

Standards for Content and Format – Location, date,

presentation materials, attendees identified.

Quality Review - Project Manager

4.1.1.3 [Deliverable 3: Closeout]

Final mapping study and closeout

reports.

Deliverable Acceptance Criteria - reports received.

Standards for Content and Format - Based on DoIT format

Quality Review – Project Manager & DoIT

4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

Complete the following table to identify the deliverables this project is to produce, and to name

the person or persons who have authority to approve each deliverable.

DELIVERABLE

NUMBER

DELIVERABLE APPROVERS (WHO

CAN APPROVE)

DATE

APPROVED

PRJ-DEL-001 Project Management Plan (PMP) Project Sponsor,

DoIT

PRJ-DEL-002 Project Charter Project Sponsor

PRJ-DEL-003 Contracts Project Manager

PRJ-DEL-004 Monthly Reports Project Manager

PRJ-DEL-005 Outreach Forum Report Project Manager


PAGE | 10

DELIVERABLE

NUMBER


CAN APPROVE)

DATE

APPROVED

PRJ-DEL-006 Project Schedule Project Manager

PRJ-DEL-005 Closeout Project Manager &

DoIT

4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE

The Contract Program Coordinator will prepare and submit deliverables to the Project Manager,

for quality review and approval, who will in turn submit deliverables #1, #2 and #5 to DoIT for

their review.

4.2 PRODUCT LIFE CYCLE

“During the project management lifecycle, agencies shall select and implement a phase product

development lifecycle methodology approved by the Department.” PROJECT OVERSIGHT

PROCESS Memorandum

Phase Summary of Phase Key Deliverables

Implementation Asset & Supply Chain

Mapping

4 web portal requirements

reports based upon the

ongoing results of an asset

and supply chain mapping of

New Mexico’s defense

ecosystem

Implementation SWOT Analysis 2 web portal requirements

reports based upon the results

of a SWOT analysis of New

Mexico’s defense ecosystem

Implementation Industry Cluster Analysis 2 web portal requirements

reports based upon the results

of a Industry Cluster analysis

of New Mexico’s defense

ecosystem

Implementation Website UI Design A UI design prototype that is

a non-functional, non-

working prototype that shows

the layout, flow and look and

feel of the UI


PAGE | 11

Implementation Website Database Design Design documentation for

database design

Implementation Website Implementation A deployed web portal into

the production environment

Implementation Website Maintenance Monthly report on the activity

and status of all logged

requests received from the

User Base

4.2.1 TECHNICAL STRATEGY

This project will have multiple components over an 18 month period: a) community

outreach to create awareness and foster participation, b) a statewide leadership group to

enhance collaboration, c) a web portal to support networking and information gathering

and dissemination, d) a map of the defense ecosystem in New Mexico, e) a SWOT

analysis of the defense industry supply chain, and f) a regional industry cluster analysis to

identify growth markets.

Contractual Support

All tasks will be overseen by the NMEDD with specific work tasks grouped into two

areas – Program Management and Program Implementation - and subcontracted through

state procurement procedures.

Community Outreach

Key to gathering complete and reliable information and developing effective statewide

strategies is making sure all relevant industry and other stakeholders are aware of the

project and encouraged to participate. Seven half-day forums will be conducted in

months four and five throughout the state. Each will be held in one of New Mexico’s

seven economic development districts. Invitees will include private sector defense supply

companies, community leaders, and local and state government officials. The program

will include: a) an introduction to the NMEDD team leading this project, b) an

explanation of the project’s goals, and c) a summary of project activities. The intended

outcomes of these events include: a) a more complete list of defense dependent

companies and other sources of information to pursue, and b) greater state-wide

participation in the project surveys and future strategy development.

To enhance connections with the State’s public workforce system, this activity will be

coordinated with the New Mexico Department of Workforce Solutions (DWS).

Statewide Leadership Group

The initial leadership group for this project includes the: Deputy Cabinet Secretary,

NMEDD; President & CEO, Sandia Science & Technology Park Development

Corporation; Center Director, New Mexico Manufacturing Extension Partnership; and


PAGE | 12

Cabinet Secretary, New Mexico Department of Workforce Solutions.

As a foundation upon which to grow this group, an organizational charter and change

management mechanism will be established. Then, a statewide social network analysis

will be conducted to determine who the key players are within the state’s defense

industry ecosystem for consideration in expanding the leadership group. The intended

outcome is a robust and inclusive leadership group that can facilitate an alignment of

state and local economic adjustment and diversification strategies.

Web Portal

Patterned after New England’s RADE Industry Commons website, developed with OEA

assistance, a permanent New Mexico-focused web portal will be established to serve as

the critical conduit for sharing information, leveraging assets, and facilitating social

network mapping during the term of this project and in the future. The site will feature: a)

information on New Mexico’s defense industry and pertinent news and articles; b) a data

gathering tool in the form of an online survey for defense companies; c) discussion

forums and webinars; d) a calendar of relevant events; e) economic modeling; f) archives

of completed supply chain studies and analyses; and g) links to defense relevant

organizations and resources, such as workforce training and matching.

Asset & Supply Chain Map

The NMEDD, with expertise provided by a consultant organization, will coordinate the

development of a database that maps and inventories the defense ecosystem in New

Mexico. The database will provide an understanding of the in-state dynamics of defense

contracting and the impact defense spending reductions might have on private sector

suppliers and communities.

A variety of approaches will be undertaken to maximize the completeness and utility of

the information. Federal databases, like the Federal Procurement Data System, will serve

as a starting point. Though it is recognized that Federal databases have local gaps in

information, they do offer an initial list of leads upon which to build information and

solicit additional leads. Leads will also be generated through the outreach events

mentioned above, the web portal, and interviews of involved organizations like New

Mexico’s Manufacturing Extension Program, Regional Development Corporation, New

Mexico’s DWS, the Economic Research & Analysis Bureau, university assistance

centers, and State Trade Adjustment Assistance Community College & Career Training

(TAACCCT) grantees.

With leads generated, the extensive field study will include face to face interviews,

database analyses, and technical reviews. Questions of the defense industry supply chain

such as who are they, what do they do, what do they manufacture, and where will be

answered. Questions of the asset chain such as what do they do, what resources are

available, and what new initiatives are planned will be answered.

SWOT Analysis

A “Strengths, Weaknesses, Opportunities, Threats” or SWOT analysis will be conducted

of New Mexico’s defense ecosystem. This analysis will lead to the identification of

industry areas that are the most conducive to economic diversification, consequently


PAGE | 13

serving as a springboard for future adjustment and diversification planning. The results of

the SWOT analysis, along with information provided by the comprehensive map of the

defense industry supply chain, will help identify where industry and communities should

focus their strategic competitiveness, supporting a better balance between defense and

commercial customers.

Industry Cluster Analysis

The results from the supply chain map and SWOT analysis will seed a series of regional

studies targeting industry clusters that are identified as strong growth markets for the

defense community. Through face to face interviews and data reviews of New Mexico’s

DWS, the Economic Research & Analysis Bureau, trade associations, technology leaders,

and business professionals, a tool will be created that supports future economic

adjustment strategies by identifying solutions and resources.

4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES

Product Deliverables are work products or artifacts that are driven by the product management

methodology requirements and standard project management practices regardless of the product

requirements of the project.

4.2.2.1 [Deliverable 1-4: Asset & Supply Chain Mapping


reports based upon the ongoing

results of an asset and supply

chain mapping of New


Deliverable Acceptance Criteria - Acceptance of reports by

project manager.

Standards for Content and Format - Comprehensive

data collection


4.2.2.2 [Deliverable 5-6: SWOT Analysis]


reports based upon the results of

a SWOT analysis of New



project manager.

Standards for Content and Format – Comprehensive data

collection


4.2.2.3 [Deliverable 7-8: Industry Cluster Analysis]


reports based upon the results of

an IC analysis of New Mexico’s

defense ecosystem


project manager.

Standards for Content and Format – Comprehensive data

collection


PAGE | 14


4.2.2.4 [Deliverable 9: Website UI Design]

A UI design prototype that is a

non-functional, non-working

prototype that shows the layout,

flow and look and feel of the UI

Deliverable Acceptance Criteria - Acceptance of prototype

by project manager.

Standards for Content and Format – User friendly,

professional layout and informational.


4.2.2.5 [Deliverable 10: Website Database Design]

Design documentation for

database design

Deliverable Acceptance Criteria - Acceptance of

documentation by project manager.

Standards for Content and Format – Includes NM’s defense

ecosystem and educates private sector suppliers and

communities.


4.2.2.6 [Deliverable 11: Website Implementation]

A deployed web portal into the

production environment

Deliverable Acceptance Criteria - Acceptance of web portal

by project manager.

Standards for Content and Format - a database that maps

and inventories the defense ecosystem in New Mexico

and provides an understanding of the in-state dynamics

of defense contracting and the impact defense spending

reductions might have on private sector suppliers and

communities.


4.2.2.7 [Deliverable 12: Website Maintenance]

Monthly report on the activity

and status of all logged requests

received from the User Base

Deliverable Acceptance Criteria – Project manager will

review report.

Standards for Content and Format – Website activity log and

requests.



PAGE | 15

4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

Complete the following table to identify the deliverables this project is to produce, and to name

the person or persons who have authority to approve each deliverable.

DELIVERABLE

NUMBER


CAN APPROVE)

DATE

APPROVED

1 Asset & Supply Chain Mapping Project Manager




5 SWOT Analysis Project Manager

6 SWOT Analysis Project Manager

7 Industry Cluster Analysis Project Manager

8 Industry Cluster Analysis Project Manager

9 Website UI Design Project Manager

10 Website Database Design Project Manager

11 Website Implementation Project Manager

12 Website Maintenance Project Manager

4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE

The Contract Program Coordinator will prepare and submit or make available for review

deliverables to the Project Manager, for quality review and approval.

5.0 PROJECT WORK

5.1 WORK BREAKDOWN STRUCTURE (WBS)

A WBS is a deliverable-oriented grouping of project elements that organizes and defines the total

work scope of the project. Describe the work activities that comprise the work breakdown

structure (WBS) or the work packages within the WBS. Identify the WBS element or other work


PAGE | 16

package identifier and provide a general description of the tasks or activities, the definition or

objectives, and the milestones and deliverables of each work package.

Use the chart below for highest level presentation, and provide a more detailed WBS as an

attachment to this project plan.

IDENTIFIER WORK PACKAGE DESCRIPTION DEFINITION/

OBJECTIVE

MILESTONE/

DELIVERABLE

0001234 Asset & Supply Chain Mapping Asset & Supply

Chain Map of

NM’s Defense

Ecosystem

Final Report

0000056 SWOT Analysis Strength’s,

Weaknesses,

Opportunities,

Threats Analysis

of NM’s Defense

Ecosystem

Final Report

0000078 Industry Cluster Analysis Industry Cluster

Analysis of NM’s

Defense

Ecosystem

Final Report

9101112 Web Portal Website UI

Design, Database

Design,

Implementation,

& Maintenance

Active Web

Portal

5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE

The project timeline is a high-level view of project activities with a focus on project milestones.

The project timeline does not replace the need for a detailed project schedule and it is to

highlight key events such as deliverable due dates and when go/no-go decisions are made.

The table below should provide a high level view of the project time line, or a summary-level

Gantt chart can be used to meet the timeline requirement.

Please provide a more detailed project schedule as an attachment to this plan


PAGE | 17

Major start, certification, and closeout dates are as follows:

12/17/15 Project Start

Ongoing 18 months Project Planning & Management

01/22/16 Planning Certification

03/31/16 Project Forums

08/24/16 Implementation Certification (requested)

06/30/17 Final Report

06/30/17 Project Closeout

Project status and schedule going forward are as follows:


PAGE | 18

5.3 PROJECT BUDGET

Costs estimates are the costs applied to an activity in a project by assigning resources with

associated rates or fees. Resources can include equipment, material, technology, processing

cycles, or people. The total cost is critical and should be consistent with the proposal; include

breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an

appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or

deliverable).

Phase / Activity Associated Deliverables Estimated

Budget

Umbrella Tasks

Phase 1 - 4

Project Planning &

Management (18

months)

Project plan

Project Schedule

Monthly Reports

$456,624

Phase 1

Project Forums

Completion and report on 7 outreach forums $109,331


PAGE | 19

Phase / Activity Associated Deliverables Estimated

Budget

Phase 1

Asset & Supply

Chain Mapping

Web portal requirements report based upon the ongoing results of an asset and supply chain mapping of New Mexico’s defense ecosystem

$36,405

Phase 2

Asset & Supply

Chain Mapping


$36,405

Phase 2

Website UI Design

A UI design prototype that is a non-functional, non-working prototype that shows the layout, flow and look and feel of the UI

$25,000

Phase 2

Website Database

Design

Design documentation for database design $15,000

Phase 3

Asset & Supply

Chain Mapping


$36,405

Phase 3

SWOT Analysis

Web portal requirements report based SWOT analysis of New Mexico’s defense ecosystem

$51,250

Phase 3

Industry Cluster

Analysis

Web portal requirements report based Industry Cluster analysis of New Mexico’s defense ecosystem

$51,250

Phase 3

Website

Implementation

A deployed web portal into the production environment $64,000

Phase 4

Asset & Supply

Chain Mapping


$36,405

Phase 4

SWOT Analysis

Web portal requirements report based SWOT analysis of New Mexico’s defense ecosystem

$51,250

Phase 4

Industry Cluster

Analysis

Web portal requirements report based Industry Cluster analysis of New Mexico’s defense ecosystem

$51,250

Phase 4

Website

Maintenance

Monthly report on the activity and status of all logged requests received from the User Base

$21,000

Phase 4

Project Closeout

Final mapping study report and DoIT closeout report $6,425

TOTALS $1,048,000


PAGE | 20

5.4 PROJECT TEAM

5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE

Insert a graphical Organization Chart here. The Organizational Structure (OS) is a hierarchical

configuration defining levels of program management and may identify all project personnel.

The OS should be simple and straightforward. Include role names and people’s names.

Consider identifying the core project team by shading their respective boxes on the chart. On

complex projects, consider using a second OS to identify core project team. The OS can also be

used for management reporting.

5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES








Project Manager

(Julia Wise)

Defense Industry Outreach Coordinator

(Lee Trussell)

Defense Industry Analysis Coordinator

(Betsy Gillette)

Web Portal Technical Manager

(Laura Epstein)

Contract Program Coordinator

(Randy Wilson)

Administration

(NMEDD)


PAGE | 21



ROLE RESPONSIBILITY NAME FUNCTIONAL

AREA

Project Manager Responsible for all aspects

of the project including

performance of scope and

objectives, coordinating

the activities of the project

team, interfacing with the

Project Steering

Committee

Julia Wise NMEDD

Program

Coordinator

Will assist the Project

Manager in the above

duties. He will also be

responsible for managing

the respective leads, also

contractors, for Defense

Industry Outreach, Defense

Industry Analysis, and

Web Portal Development

Randy Wilson Contractor

Defense Industry

Outreach

Coordinator

Responsible for project’s

outreach and

communications plan,

community involvement,

and stakeholder

recruitment

Lee Trussell Contractor

Defense Industry

Analysis

Coordinator

Responsible for projects

market research and

mapping plan, data

gathering and synthesis,

surveys, and analysis

Betsy Gillette Contractor

Web Portal

Technical

Manager

Responsible for website

design, database design,

website implementation,

and maintenance

Laura Epstein Contractor

Administrative

Support

Will assist the project team

administratively

Jennifer McGhee Contractor


PAGE | 22

5.5 STAFF PLANNING AND RESOURCE ACQUISITION

Complete the chart below identifying the project team members and details concerning their

project commitment. Project staff should include State, Contract, Customer (Business Owner),

or Vendor team members

5.5.1 PROJECT STAFF

Resource

Cost

Estimate

Estimated

Hours Availability Skill Set Work Product/Deliverable

FIXED PRICE

DELIVERABLES BASED

CONTRACT

5.5.2 NON-PERSONNEL RESOURCES

Use this section to list services or product (HW/SW and such) needed for project

Resource

Cost

Estimate

Estimated

units/hours Availability Source Work Product/Deliverable

FIXED PRICE

DELIVERABLES BASED

CONTRACT

5.6 PROJECT LOGISTICS

Logistics describes how the project manager, project team, the business owner/customer and any

vendor resources will physically work together. Include anything to do with moving or starting

resources. Training specifically related to project team members should be included here.

5.6.1 PROJECT TEAM TRAINING

Describe training if any needed by project team members. This is not to include training for end

users, system administrators or business owners; those should be handled within a training

document or part of the transition to operations planning.


PAGE | 23

Resource

Cost

Estimate

Estimated

Hours Availability Skill Set Work Product/Deliverable

NONE NEEDED

6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 RISK AND ISSUE MANAGEMENT

Risks are identified, mitigated against, reported, and tracked through monthly reporting by the

project team coordinator to the Project Manager & DoIT, quarterly reporting by the Project

Manager to the Strategic Advisory Group (Steering Committee), and quarterly reporting by the

Project Manager to the DoD’s Office of Economic Adjustment.

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

Independent Verification and Validation (IV&V) means the process of evaluating a system to

determine compliance with specified requirements and the process of determining whether the

products of a given development phase fulfill the requirements established during the previous

stage, both of which are performed by an organization independent of the development

organization. Describe the process that will be employed to meet IV&V requirements.

THIS REQUIREMENT WAS WAIVED ON JUNE 23, 2016


PAGE | 24

6.3 SCOPE MANAGEMENT PLAN










6.3.1 Change Control

6.3.1.1 Change Control Process

Changes are identified, mitigated discussed, reported, and tracked through monthly reporting by

the project team coordinator to the Project Manager & DoIT, quarterly reporting by the Project

Manager to the Strategic Advisory Group (Steering Committee), and quarterly reporting by the

Project Manager to the DoD’s Office of Economic Adjustment.

6.3.1.2 Change Control Board (CCB)

The Strategic Advisory Group (Steering Committee) will serve as the Project’s Change Control

Board.

6.4 PROJECT BUDGET MANAGEMENT

6.4.1 BUDGET TRACKING

The project has completed Initiation and Planning, and is seeking Certification for

Implementation. The actual expenditures through FY16 and forecast for FY17 are below. Note

that the contracts for this project are for fixed price for completion of deliverables. Actual

amounts billed will not vary from plan; only the timing of completion may impact actuals to

budget comparison.


PAGE | 25

BUDGET

Description FY15 FY16 FY17 FY18 Total

Staffing -

Internal

Consulting

Services

Project

planning &

management

services,

outreach

forums, and

closeout

$261,539 $310,841 $572,380

Consulting

Services

Asset &

supply chain

mapping,

analysis, &

web portal

$475,620 $475,620

Hardware/

Software

TOTAL $261,539 $786,461 $1,048,000

6.5 COMMUNICATION PLAN

Communications needs of the stakeholders, executive sponsors, and project team are met through

monthly reporting by the project team coordinator to the Project Manager & DoIT, quarterly

reporting by the Project Manager to the Strategic Advisory Group (Steering Committee), and

quarterly reporting by the Project Manager to the DoD’s Office of Economic Adjustment.

6.5.1 COMMUNICATION MATRIX

See above.

6.5.2 STATUS MEETINGS

See above.

6.5.3 PROJECT STATUS REPORTS

See above.


PAGE | 26

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)

The Project Manager and Executive Sponsor define the project metrics that will be used to

control the project. Each project will need to have an established metrics program. Metrics are

collected for measuring the progress of a project against its planned budget, schedule, resource

usage, and error rates, and of establishing a historical database, which will aid in planning and

forecasting future projects. At a minimum metrics must be established for time (schedule), cost

(budget) and quality.

6.6.1 BASELINES

Project Area Category Measure

Project Planning &

Management

Planning Ongoing 18 months beginning

12/17/15

Project Forums Planning Complete by 03/31/16

Project Closeout Closeout Complete by 06/30/17

Asset & Supply Chain

Mapping

Implementation Complete by 05/31/17

SWOT Analysis Implementation Complete by 05/31/17

Industry Analysis Implementation Complete by 05/31/17

Web Portal Implementation Implementation Complete by 06/30/17

All Budget (fixed price for

deliverables)

Not to exceed $1,048,000

All Quality Review & Approval by

Project Manager

6.6.2 METRICS LIBRARY

Not applicable.


PAGE | 27

6.7 QUALITY OBJECTIVES AND CONTROL

Quality management needs of the stakeholders, executive sponsors, and project team are met

through monthly reviews and reporting by the project team coordinator to the Project Manager &

DoIT, quarterly reviews and reporting by the Project Manager to the Strategic Advisory Group

(Steering Committee), and quarterly reporting by the Project Manager to the DoD’s Office of

Economic Adjustment.

6.7.1 QUALITY STANDARDS

NUMBER DESCRIPTION

QUALITY METRICS 1 AN OPEN ARCHITECTURE PORTAL THAT ENABLES OUTGOING

COMMUNICATIONS OF EVENTS, MEETINGS AND NEWS

A MEANS FOR RECEIVING AND UPLOADING SURVEY DATA,

STAKEHOLDER NETWORKING, AND DISSEMINATION OF

INFORMATION

QUALITY METRICS 2 SUCCESSFULLY ACCOMPLISH ALL EXPECTED OUTCOMES AND

GOALS OF THE PROJECT, NECESSARY TO MEET GRANT

REQUIREMENTS.

6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS

Project and product review and assessment needs of the stakeholders, executive sponsors, and

project team are met through monthly reviews and reporting by the project team coordinator to

the Project Manager & DoIT, quarterly reviews and reporting by the Project Manager to the

Strategic Advisory Group (Steering Committee), and quarterly reporting by the Project Manager

to the DoD’s Office of Economic Adjustment.

6.7.3 AGENCY/CUSTOMER SATISFACTION

This is a federally funded program, by the DoD’s Office of Economic Development (OEA).

Progress and financial status reports are prepared and submitted to OEA quarterly for their

review and acceptance.


PAGE | 28

6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS

The Contract Program Coordinator will prepare and submit deliverables to the Project Manager,

for quality review and approval, who will in turn submit deliverables #1, #2 and #5 to DoIT for

their review.

DELIVERABLE

NUMBER


CAN APPROVE)

DATE

APPROVED

PRJ-DEL-001 Project Management Plan (PMP) Project Sponsor,

DoIT

PRJ-DEL-002 Project Charter Project Sponsor

PRJ-DEL-003 Contracts Project Manager

PRJ-DEL-004 Monthly Reports Project Manager

PRJ-DEL-005 Outreach Forum Report Project Manager

PRJ-DEL-006 Project Schedule Project Manager

PRJ-DEL-005 Closeout Project Manager &

DoIT

6.8 CONFIGURATION MANAGEMENT

NOT APPLICABLE

Configuration Management determines how project information (files, reports, designs, memos,

documents, etc.) will be managed (tracked, approved, stored, secured, accessed, version control,

etc.) and owned by (e.g., Agency managing the project or the Customer). Standards and team

awareness are critical.

6.8.1 VERSION CONTROL

6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)

“Provide to the Department all project management and product deliverables. Deliverables shall include

but not limited to the project plan, project schedule, initial and periodic risk assessments, quality

strategies and plan, periodic project reports, requirements and design documents for entire project. The

lead agency must make available all deliverables in a repository with open access for the Department to

review” PROJECT OVERSIGHT PROCESS Memorandum.


PAGE | 29

6.9 PROCUREMENT MANAGEMENT PLAN

Two contracts totaling $1,048,000 have been executed to complete the work scope. Not

additional procurement will be required.

7. 0 PROJECT CLOSE

Project Close will always consist of administrative project activities and possibly contractual

project activities and an external vendor is employed. Completing both sets of activities is a

mandatory step in the project life cycle. Administrative activities complete the internal needs for

the Agency/Unit that is responsible for managing the project, such as lessons learned, recording

the last hours against the project, and providing transition for the staff to other assignments.

Contractual activities meet the contractual needs, such as executing a procurement audit and

formal acceptance of the project work products.

7.1 ADMINISTRATIVE CLOSE

Administrative Close occurs at both the end of phase and end of project. This closure consists of

verification that objectives and deliverables were met. Acceptance is formalized and phase

activities are administratively closed out. Administrative closure occurs on a “by-phase” basis in

accordance with the WBS and should not be delayed to project end. At that point, the burden of

closing is too great and audits inaccurate. The specific project close activities for a given project

are contingent on the project’s complexity and size. Project managers should work with the

project’s project management consultant to tailored Project Close procedures to compliment the

project’s objectives

7.2 CONTRACT CLOSE

Contract close is similar to administrative close in that it involves product and process

verification for contract close.

ATTACHMENTS

None; all information provided within.

defense industry adjustment supply chain map portal

Documents