new mexico department of health - nm doit - beh… · web viewnew mexico department of health ....

NNEWEW M MEXICOEXICO D DEPARTMENTEPARTMENT OFOF H HEALTHEALTH

PPUBLICUBLIC H HEALTHEALTH D DIVISIONIVISION

BBILLINGILLING ANDAND E ELECTRONICLECTRONIC H HEALTHEALTH RRECORDECORD (BEHR) U (BEHR) UPGRADEPGRADE P PROJECTROJECT

PROJECT MANAGEMENT PLAN PROJECT MANAGEMENT PLAN (PMP)(PMP)

EXECUTIVE SPONSOR – JACK CALLAGHAN, PHD DIRECTOR, PUBLIC HEALTH DIVISION

BUSINESS OWNER – MAGGI GALLAHER, MD, MPH MEDICAL DIRECTOR, PUBLIC HEALTH DIVISION

PROJECT MANAGER – TAMMY JO MARTINEZ

ORIGINAL PLAN DATE: JULY 28, 2010REVISION DATE: N/A

REVISION: 1.0

REVISION HISTORY............................................................................................................................................ IV

PROJECT MANAGEMENT PLAN FOR BEHR UPGRADE PROJECT

PREPARING THE PROJECT MANAGEMENT PLAN..................................................................................................V

ABOUT THIS DOCUMENT.................................................................................................................................... V

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

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

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT................................................................................................11.2 FUNDING AND SOURCES...........................................................................................................................................11.3 CONSTRAINTS........................................................................................................................................................11.4 DEPENDENCIES.......................................................................................................................................................11.5 ASSUMPTIONS...................................................................................................................................................21.6 INITIAL PROJECT RISKS IDENTIFIED...........................................................................................................................2

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

2.1 STAKEHOLDERS......................................................................................................................................................32.2 PROJECT GOVERNANCE STRUCTURE...........................................................................................................................3

2.2.1 Describe the organizational structure – Org Chart.....................................................................................42.2.2 Describe the role and members of the project steering committee...........................................................42.2.3 Organizational Boundaries, interfaces and responsibilities.......................................................................6

2.3 EXECUTIVE REPORTING............................................................................................................................................6

3.0 SCOPE........................................................................................................................................................... 7

3.1 PROJECT OBJECTIVES..............................................................................................................................................73.1.1 Business Objectives....................................................................................................................................73.1.2 Technical Objectives..................................................................................................................................7

3.2 PROJECT EXCLUSIONS..............................................................................................................................................83.3 CRITICAL SUCCESS FACTORS.....................................................................................................................................8

4.0 PROJECT DELIVERABLES AND METHODOLOGY...............................................................................................8

4.1 PROJECT MANAGEMENT LIFE CYCLE..........................................................................................................................84.1.1 Project Management Deliverables.............................................................................................................94.1.2 Deliverable Approval Authority Designations............................................................................................94.1.3 Deliverable Acceptance Procedure...........................................................................................................10

4.2 PRODUCT LIFE CYCLE.......................................................................................................................................104.2.1 Technical Strategy...................................................................................................................................114.2.2 Product and Product Development Deliverables......................................................................................114.2.3 Deliverable Approval Authority Designations..........................................................................................124.2.4 Deliverable Acceptance Procedure...........................................................................................................12

5.0 PROJECT WORK........................................................................................................................................... 12

5.1 WORK BREAKDOWN STRUCTURE (WBS)..................................................................................................................125.2 SCHEDULE ALLOCATION -PROJECT TIMELINE..............................................................................................................135.3 PROJECT BUDGET.................................................................................................................................................145.4 PROJECT TEAM....................................................................................................................................................15

5.4.1 Project Team Organizational Structure....................................................................................................155.4.2 Project Team Roles and Responsibilities..................................................................................................15

5.6 PROJECT LOGISTICS.........................................................................................................................................165.6.1 Project Team Training..............................................................................................................................16

6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................16

6.1 RISK AND ISSUE MANAGEMENT..............................................................................................................................166.1.1 Risk Management Strategy......................................................................................................................16

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


6.1.2 Project Risk Identification........................................................................................................................176.1.3 Project Risk Mitigation Approach............................................................................................................176.1.4 Risk Reporting and Escalation Strategy...................................................................................................176.1.5 Project Risk Tracking Approach................................................................................................................176.1.6 ISSUE MANAGEMENT..............................................................................................................................18

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V...........................................................................................186.3 SCOPE MANAGEMENT PLAN..................................................................................................................................19

6.3.1 Change Control........................................................................................................................................196.4 PROJECT BUDGET MANAGEMENT............................................................................................................................19

6.4.1 Budget Tracking.......................................................................................................................................196.5 COMMUNICATION PLAN........................................................................................................................................20

6.5.1 Communication Matrix............................................................................................................................206.5.2 Status Meetings.......................................................................................................................................206.5.3 Project Status Reports..............................................................................................................................20

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS).....................................................................................206.6.1 Baselines..................................................................................................................................................216.6.2 Metrics Library.........................................................................................................................................21

6.7 QUALITY OBJECTIVES AND CONTROL..............................................................................................................216.7.1 quality Standards.....................................................................................................................................216.7.2 Project and Product Review AND ASSESSMENTS.....................................................................................236.7.3 Agency/Customer Satisfaction.................................................................................................................246.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS......................................................................................24

6.8 CONFIGURATION MANAGEMENT...................................................................................................................256.8.1 Version Control........................................................................................................................................256.8.2 Project Repository (Project Library).........................................................................................................25

6.9 PROCUREMENT MANAGEMENT PLAN............................................................................................................26

7. 0 PROJECT CLOSE........................................................................................................................................... 26

7.1 Administrative Close...................................................................................................................................267.2 Contract Close.............................................................................................................................................26

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


REVISION HISTORYREVISION HISTORY

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 July 28, 2010 Planning Version for PCC certification

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


PREPARING THE PROJECT MANAGEMENT PLANPREPARING THE PROJECT MANAGEMENT PLANThe 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 DOCUMENTABOUT THIS DOCUMENT

Project Oversight Process Memorandum – DoIT, July 2007Project Oversight Process Memorandum – DoIT, July 2007

“Project management plan” is a formal document approved by the executive sponsor and the Department and developed in the plan phase used to manage project execution, control, and project close.

The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost and schedule baselines.

A project plan includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management.

“Project manager” means a qualified person from the lead agency responsible for all aspects of the project over the entire project management lifecycle (initiate, plan, execute, control, close). The project manager must be familiar with project scope and objectives, as well as effectively coordinate the activities of the team. In addition, the project manager is responsible for developing the project plan and project schedule with the project team to ensure timely completion of the project. The project manager interfaces with all areas affected by the project including end users, distributors, and vendors. The project manager ensures adherence to the best practices and standards of the Department.

Project product” means the final project deliverables as defined in the project plan meeting all agreed and approved acceptance criteria.

“Product development life cycle” is a series of sequential, non-overlapping phases comprised of iterative disciplines such as requirements, analysis and design, implementation, test and deployment implemented to build a product or develop a service.

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


1.0 PROJECT OVERVIEW1.0 PROJECT OVERVIEW The Project Overview sets the stage for the details of the project and begins the “story” of the project and plan.

1.11.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECTEXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT The Department of Health (DOH) Public Health Division (PHD) is initiating this project to upgrade the existing Billing and Electronic Health Record (BEHR) system. The new version will move PHD toward compliance with the federal requirements of meaningful use, part of the American Recovery and Reinvestment Act (ARRA). In addition, moving towards meaningful use will allow PHD to be eligible for incentive payments offered by the federal government for adoption of electronic medical records included in ARRA. The BEHR system is the electronic medical record for all clinical services provided in public health offices. BEHR allows PHD to submit claims for services provided electronically and track compensation received for services performed supporting revenue recovery.

1.2 FUNDING AND SOURCES1.2 FUNDING AND SOURCES

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

APPROVERSAPPROVERS

General Appropriations Act of 2010, Laws 2010, Chapter 6, Section 4, Department of Health General Fund Appropriation.

$200,000 None Jack Callaghan, PhD

1.3 CONSTRAINTS1.3 CONSTRAINTSConstraints are factors that restrict the project by scope, resource, or schedule.

NNUMBERUMBER DDESCRIPTIONESCRIPTION

1 FY11 funds must be expended by June 30, 2012 and project must be completed in FY11

2 Upgrade will go live simultaneously for all end users – training of all end users must be completed 2 weeks prior to go live.

1.4 DEPENDENCIES1.4 DEPENDENCIESTypes include the following and should be associated with each dependency listed.

Mandatory dependencies are dependencies that are inherent to the work being done.

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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

NUMBENUMBERR

DESCRIPTIONDESCRIPTION TYPE M,D,ETYPE M,D,E

1 Practice Management upgrade must be completed before BEHR Upgrade Project can begin.

E

2 Sustained Funding for Project M

1.5 1.5 ASSUMPTIONSASSUMPTIONSAssumptions are planning factors that, for planning purposes, will be considered true, real, or certain.


1 Public Health Division will provide appropriate resources for the project teams

1.6 INITIAL PROJECT RISKS IDENTIFIED1.6 INITIAL PROJECT RISKS IDENTIFIEDIn 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 – Project will be at risk if all stakeholders are not engaged at the beginning of the project

Probability LLOWOW

Impact HIGHHIGH

Mitigation Strategy: Emphasize communication to all stakeholders to be sure they understand the benefits of a successful projectContingency Plan : This risk will be addressed during the planning phase so that necessary communication takes place throughout the project.

Risk 2

Description – Project will be at risk if the implementation vendor resources are not available

Probability LOWLOW

Impact HHIGHIGH

Mitigation Strategy: In the beginning of the project, work with vendor and agree upon a schedule.Contingency Plan: Review the schedule monthly with the vendor to address any scheduling issues.

Risk 3

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Description – Project will be at risk if the state withdraws the funding for cost containment purposes

Probability LOWLOW

Impact HHIGHIGH

Mitigation Strategy: Show how services will become more cost effective and the ability to generate revenue recovery if this project is completedContingency Plan : The contingency plan will be developed during the planning phase as part of the project management plan

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL 2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTURE

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 STAKEHOLDERS2.1 STAKEHOLDERSList 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.

NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

Jack Callaghan, PhD Executive Sponsor Public Health Division (PHD)

Director

Maggi Gallaher, MD, MPH Business Owner PHD Medical Director

PHD Staff Users of system PHD

Citizens of New Mexico Receive services in Public Health Offices

2.2 PROJECT GOVERNANCE STRUCTURE2.2 PROJECT GOVERNANCE STRUCTURE

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2.2.1 D2.2.1 DESCRIBEESCRIBE THETHE ORGANIZATIONALORGANIZATIONAL STRUCTURESTRUCTURE – O – ORGRG C CHARTHART

Jack Callahgan, PhDExecutive Sponsor

Steering Committee

IV&V Consultant

Maggi Gallaher, MD, MPH

Project Director

Tammy Jo Martinez

Project Manager

Vendor Contract Resources

Business Process Team

DOH Technical Team

2.2.2 D2.2.2 DESCRIBEESCRIBE THETHE ROLEROLE ANDAND MEMBERSMEMBERS OFOF THETHE PROJECTPROJECT STEERINGSTEERING COMMITTEECOMMITTEE

NNAMEAME GGROUPROUP RROLEOLE RRESPONSIBILITYESPONSIBILITY

Jack Callaghan, PhD NMDOH

Executive Project Sponsor

Steering Committee

Member

Participate in planning sessions ; Ensure project staff availability, funding, and

contract management Review and accept the initial risk assessment,

management plan, project plan, and budget Provide management review and accept

changes to project plan, contract or deliverables

Attend executive requirements reviews and resolve requirements problems

Empower the Project Director and the Project Manager

Communicate with the Department of Health Champion the project Contribute to lessons learned

Maggi Gallaher, NMDOH Project Facilitate Steering Committee Meetings

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MD, MPH

Director

Steering Committee

Member

Participate in planning sessions Ensure project staff availability, funding, and

contract management Review and accept the initial risk assessment,

management plan, project plan, and budget Appoint Committee and Team members Provide management review and accept

changes to project plan, contracts or deliverables

Ensure user and sponsor acceptance Attend executive requirements reviews and

resolve requirements problems Adjudicate any appeals relative to Steering

Committee decisions Cast the deciding vote where a consensus

cannot be reached by the Steering Committee Empower the Project Manager Communicate with the Executive Sponsor and

NMDOH Champion the project Contribute to lessons learned

Sean Pearson NMDOH

Agency CIO

Steering Committee

Member

Provide Information Technology guidance Attend and participate in meetings Review and accept deliverables Review presented documentation Balance larger picture versus details of project Review project funding and expenditures Champion the project

Robert Horwitz NMDOH

Division CFO and Deputy

Director

Steering Committee

Member

Provide PHD Financial/Program Support guidance

Provide PHD Bureau guidance Attend and participate in meetings Review and accept deliverables Review presented documentation Balance larger picture versus details of project Review project funding and expenditures Champion the project

Jane Peacock NMDOH

Division Deputy Director

Steering Committee

Member

Provide PHD Bureau guidance Attend and participate in meetings Review and accept deliverables Review presented documentation Balance larger picture versus details of project Review project funding and expenditures Champion the project

Barbara Hickok NMDOH Division Chief Nurse

Steering Committee

Member

Provide Clinical Services perspective Attend and participate in meetings Review and accept deliverables Review presented documentation Balance larger picture versus details of project Review project funding and expenditures

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Champion the project

Linda Monk NMDOH

Division Regional

Manager and Region

Representative

Steering Committee

Member

Provide Regional perspective Attend and participate in meetings Review and accept deliverables Review presented documentation Balance larger picture versus details of project Review project funding and expenditures Champion the project

Deborah Dickerson NMDOH

Project Manager

Advisory Steering

Committee Member

Develop initial management plan and project plan

Provide leadership for a coordinated project effort

Document project assumptions, constraints, and critical success factors

Conduct initial risk assessment Facilitate project meetings Assign tasks Manage schedule, budget and scope Develop detailed plans with project team for

risk, change, quality Ensure project consensus Manage expectations Report on project status Maintain issues log Maintain action items log Promote and practice change management Close-out action items Value teamwork, cooperation, and planning Champion the project Facilitate lessons learned process

2.2.3 O2.2.3 ORGANIZATIONALRGANIZATIONAL B BOUNDARIESOUNDARIES, , INTERFACESINTERFACES ANDAND RESPONSIBILITIESRESPONSIBILITIES

Use this section to describe any special considerations regarding contact between the project team, the project manager, and individuals from various organizations involved in the project: Boundary, interface and responsibilities at the interface

The BEHR Upgrade Project will work closely with the Department of Information Technology (DoIT) for contracting and amendment review and approval, project status reporting and technical oversight.

2.3 EXECUTIVE REPORTING2.3 EXECUTIVE REPORTINGThe Project Manager will communicate on a regular basis regarding all aspects of the BEHR Upgrade Project. To facilitate effective communication and provide accurate updates on progress, the Project Manager shall report on the Project in the following manner:

Project Meetings: Project meetings will be held bi-weekly to discuss the current activities, the schedule of future activities, prioritized risks and the status of project issues. Special focus will

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be given to those activities and action items that were planned, but not accomplished. If necessary meetings will held more frequently. The BEHR Upgrade Project Manager will facilitate these meetings. Steering Committee meetings will be held monthly to update the membership on status, schedule, and budget, and to receive direction on project issues or decisions.

Status Reporting: The BEHR Upgrade Project Manager will meet with the Executive Sponsor and Project Director on a bi-weekly basis or provide a written status report, to discuss the current activities, the schedule of future activities, prioritized risks and the status of project issues. Special focus will be given to those activities and action items that were planned, but not accomplished.

Monthly Progress Reporting to DoIT: The BEHR Upgrade Project Manager will submit monthly reports using the DoIT template.

Other Communications: The BEHR Upgrade Project Manager will use email, telephone calls, conference calls, and additional meetings and presentations to communicate with the vendor, project team, and other stakeholders as needed.

3.0 SCOPE3.0 SCOPE

3.1 PROJECT OBJECTIVES3.1 PROJECT OBJECTIVES3.1.1 B3.1.1 BUSINESSUSINESS O OBJECTIVESBJECTIVES


Bus. Objective 1 Alignment of BEHR toward meaningful use as defined by the HITECH Act.

Bus. Objective 2 Increase functionality and workflow of BEHR in order to prepare for interfacing with the state laboratory division’s Laboratory Information Management System (LIMS) as well as private laboratories

Bus. Objective 3 Increase revenue recovery by enhancing electronic claiming from BEHR

Bus. Objective 4 Train all public health office staff on the new version of BEHR.

3.1.2 T3.1.2 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


Tech. Objective 1 Requirement and configuration documents

Tech. Objective 2 Implement upgraded EHR application in test and training environment

Tech. Objective 3 Develop test plan and scripts. Execute test scripts in test environment. Track and fix defects.

Tech. Objective 4 Upgrade BEHR EHR application in production

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3.2 PROJECT EXCLUSIONS3.2 PROJECT EXCLUSIONSExclusions to the BEHR Upgrade Project include an upgrade to the v.11 note and the implementation of electronic lab ordering and result processes.

3.3 CRITICAL SUCCESS FACTORS3.3 CRITICAL SUCCESS FACTORSIdentify 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.

NUMBERNUMBER DESCRIPTIONDESCRIPTION

QUALITY METRICS 1 Data is converted properly from existing BEHR application

QUALITY METRICS 2 Billing interfaces are working properly and electronic claim submission is not interrupted

QUALITY METRICS 3 Vendor and end user testing is successful

QUALITY METRICS 4 Upgraded application supports the move toward “meaningful use” requirements

QUALITY METRICS 5 Independent verification and validation review will be conducted on all project deliverables.

4.0 PROJECT DELIVERABLES AND METHODOLOGY4.0 PROJECT DELIVERABLES AND METHODOLOGY

4.1 PROJECT MANAGEMENT LIFE CYCLE4.1 PROJECT MANAGEMENT LIFE CYCLE

Phase Summary of Phase Key Deliverables

Initiation This phase defines overall parameters of the project and established the appropriate project management and quality environment required to complete the project.

Project Charter, Initial Risk Assessment, High level schedule, Procurement Strategy, Approval for next phase

Planning This phase defines the exact parameters of the project and ensures all the pre-requisites for execution and control are in place.

Project Management Plan, Team members identified, Final scope statement, High level WBS, Resources identified, High level Schedule, Budget and Communication Plans, Roles and Responsibilities, Status reports,

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Approval for next phase

Implementation The phase configures and deploys the system.

Configuration Documentation, Testing Documentation, Training Documentation, Updated Project Schedule, Updated Budget, Risk Management Log, Issue Log, Status Report, Acceptance

Closeout The phase accesses the project and derives any lessons learned and best practices.

Post Implementation Review and Report, Administrative Close-Out

4.1.1 P4.1.1 PROJECTROJECT M MANAGEMENTANAGEMENT D DELIVERABLESELIVERABLES

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.

4.1.1.1 Project CharterDescription – The initial project deliverable plan will contain the Project Charter. This deliverable may be revised during planning phase.

Deliverable Acceptance Criteria – Sign-off by Project Sponsor or Project DirectorStandards for Content and Format – Use of DoIT Project Charter templateQuality Review -.Peer review for grammar and spellingKey project team members review for consensus

4.1.1.2 Project Management PlanDescription – The Project Management Plan will be the guide used throughout the Project. This plan will contain the following plans: Scope Management, Schedule Management, Budget, Risk Management, Communications, Change Management, Lessons Learned and Roles/Responsibilities of team members. This plan is an evolving document as new information will be added and existing information will be revised during initiation and planning phase.

Deliverable Acceptance Criteria – Approval by Project Team and Steering CommitteeSign-off by Project Sponsor or Project Director Standards for Content and Format – Use of DoIT Project Management Plan templateQuality Review – Peer review for grammar and spellingKey project team members review for consensusFinal review by Steering Committee, Project Director and Sponsor

4.1.2 D4.1.2 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONS

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.

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DDELIVERABLEELIVERABLE NNUMBERUMBER

DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))

DDATEATE AAPPROVEDPPROVED

PRJ-DEL-001 Project Charter Jack Callaghan, PhD


PRJ-DEL-002 Project Management Plan (PMP) Jack Callaghan, PhD


4.1.3 D4.1.3 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDUREDescribe the process that this project will use for the formal acceptance of all deliverables.

The Project Director and the project Sponsor will review and accept the project documents. There will be a formal acceptance and sign-off for the BEHR Upgrade Project Management Plan

4.2 PRODUCT LIFE CYCLE4.2 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

Configuration Review of requirements and detailed understanding of business need – both system and process. Workflow analysis issues resolved and initial system configuration.

System configuration

Testing Testing of configuration. Test plan and final acceptance

Conversion Preparation of specific data format for conversion.

Current production data in upgraded system

Training Training on system – both technical and process.

Training Documentation and tools. User list

Deployment Deployment of system to all trained users, both Agency and contracted Providers.

Deployment strategy. Shift to transition to production

Transition to Production Completed System Deployment and move to close-out Project.

Training materials.

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4.2.1 T4.2.1 TECHNICALECHNICAL S STRATEGYTRATEGY

Discuss the key technical strategies for achieving success in this project.

Certify system performance after test upgrade and migration to new version

Upgrade to production environment, configuration, testing and signoff

4.2.2 P4.2.2 PRODUCTRODUCT ANDAND P PRODUCTRODUCT D DEVELOPMENTEVELOPMENT D DELIVERABLESELIVERABLES

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 Configuration

Description- Configuration Deliverable Acceptance Criteria – Sign-off by Project Team Standards for Content and Format – MS Word, Excel, Visio, and Adobe PDFQuality Review – Reviewed by project team members, director, and sponsor for completeness

4.2.2.2 Testing

Description – Testing Plan Deliverable Acceptance Criteria – Sign-off by Project TeamStandards for Content and Format – MS Word, Excel, Visio, and Adobe PDFQuality Review – Reviewed by project team members, director, and sponsor for completeness

4.2.2.3 Conversion

Description – Data Conversion Deliverable Acceptance Criteria – Sign-off by Project TeamStandards for Content and Format – MS Word, Excel, Visio, and Adobe PDFQuality Review – Reviewed by project team members, director, and sponsor for completeness

4.2.2.4 Training

Description – Training Plan Deliverable Acceptance Criteria – Sign-off by Project TeamStandards for Content and Format – MS Word, Excel, Visio, and Adobe PDFQuality Review – Reviewed by project team members, director, and sponsor for completeness

4.2.2.5 Deployment

Description – Deployment Deliverable Acceptance Criteria – Sign-off by Project Team

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Standards for Content and Format – MS Word, Excel, Visio, and Adobe PDF

Quality Review – Reviewed by project team members, director, and sponsor for completeness

4.2.3 D4.2.3 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONSComplete 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.

DDELIVERABLEELIVERABLE NNUMBERUMBER

DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))

DDATEATE AAPPROVEDPPROVED

1 Configuration Project Director

2 Testing Plan Project Director

3 Data Conversion Project Director

4 Training Plan Project Director

5 Deployment Project Director

4.2.4 D4.2.4 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDUREDescribe the process that this project will use for the formal acceptance of all deliverables.

As part of the Deliverable Acceptance Procedure, the Project Team will review each of the deliverables. During the Project Team review period, any issues identified will be documented in the issue log and resolved if possible prior to the next step. After a deliverable is reviewed, a recommendation from the Project Team for acceptance will be sent to the Project Director for final sign-off.

5.0 PROJECT WORK5.0 PROJECT WORK

5.1 WORK BREAKDOWN STRUCTURE (WBS)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 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.

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IIDENTIFIERDENTIFIERWWORKORK P PACKAGEACKAGE DDESCRIPTIONESCRIPTION

DDEFINITIONEFINITION/ / OOBJECTIVEBJECTIVE

MMILESTONEILESTONE/ D/ DELIVERABLEELIVERABLE

1.0 Initiation Phase This phase defines overall parameters of the project and established the appropriate project management and quality environment required to complete the project

Project Charter, Initial Risk Assessment, High-level schedule, Approval for next phase.

2.0 Planning Phase This phase identifies the implementation approach, procurement method and establishes all necessary documentation.

Contract Amendment Negotiated and Executed, IV&V Contract Executed, Finalize PMP, Commit Resources. Approval for next phase.

3.0 Implementation Phase This phase deploys the upgraded system to a prepared set of users and positions on-going support and maintenance.

Confirm Schedule, Configuration, Testing, Training, and Deployment.

4.0 Closeout Phase This phase closes out the project and completes the Transition to Production.

Closeout report, Transition to Production document, Lessons Learned

5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE5.2 SCHEDULE ALLOCATION -PROJECT TIMELINEThe 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 Add MS Project plan?

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IIDENTIFIDENTIFIERER

TTASKASK/ / AACTIVITYCTIVITY NNAMEAME

RRESOURCEESOURCE NNAMEAME

MMILESTOILESTONENE (Y/N) (Y/N)

EEFFORTFFORT/ / DDURATIONURATION

SSTARTTART FFINISHINISH DDEPENDENTEPENDENT TTASKASK

1.0 Initiation Phase Project Director Project Team Steering Committee

Y

1 month 7/2010 7/2010 Confirm Funding

2.0 Planning PhaseProject Director Project Team Steering Committee

Y

1 month 7/2010 8/2010Execute Vendor Contract Amendment

3.0 Implementation Phase Project

Director Project Team Steering Committee

Vendor Resources

Y

10 months 8/2010 5/2011Completion of Planning Phase

4.0 Closeout PhaseProject Director Project Team Steering Committee

Vendor Resources

Y

1 month 5/2011 6/2011Completion of Implementation Phase

5.3 PROJECT BUDGET5.3 PROJECT BUDGETCosts 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).

DDESCRIPTIONESCRIPTION FY11FY11 FY12FY12Consulting Services IV&V

Implementation Vendor$20,000

$180,000

Hardware N/A

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Software N/A

TTOTALOTAL $200,000

5.4 PROJECT TEAM5.4 PROJECT TEAM5.4.1 P5.4.1 PROJECTROJECT T TEAMEAM O ORGANIZATIONALRGANIZATIONAL S STRUCTURETRUCTURE

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.


Project Director

Deborah Dickerson

Project Manager


Vendor Contract Resources

DOH Technical Team

5.4.2 P5.4.2 PROJECTROJECT T TEAMEAM R ROLESOLES ANDAND R RESPONSIBILITIESESPONSIBILITIES

List the team members, their role, responsibility and functional manager. Make sure to include a comprehensive listing including those from the organization managing the project, business members involved to ensure business objectives are met and the vendor members that may have a specific role.

RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL AAREAREA

Project Director To ensure business requirements are met and to provide project leadership


NMDOH PHD

Project Manager To provide project management

Tammy Jo Martinez NMDOH ITSD

DOH Technical resources

To provide technical leadership and provide project technical resources

TBD NMDOH

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RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL AAREAREA


To provide business process and program area leadership, and to provide project business process resources

TBD NMDOH PHD

Vendor Project Manager

To provide vendor leadership and project resources

Jan Frey MedNetwoRx

5.6 PROJECT LOGISTICS5.6 PROJECT LOGISTICSLogistics 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 P5.6.1 PROJECTROJECT T TEAMEAM T TRAININGRAINING

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.The BEHR Project Team will use tools available at NMDOH and the Implementation Vendor to work together. These tools include telephone calls, conference calls and web meetings. The Project Team will also use resident software packages such as MS Word, Excel, Visio, Project and Adobe PDF. Trainers, Regional Support Users and others will be identified and training provided for these resources.

6.0 PROJECT MANAGEMENT AND CONTROLS6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 RISK AND ISSUE MANAGEMENT6.1 RISK AND ISSUE MANAGEMENTPMBOK©:

Risk: “An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives.”

Issue: “A point or matter in question or dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements.”

Both Risks and Issues can significant impact a project’s success, and both should be handled in similar ways.

6.1.1 R6.1.1 RISKISK M MANAGEMENTANAGEMENT S STRATEGYTRATEGY

Provide a detailed explanation on the strategy for how risks are identified, analyzed/ quantified, mitigated, reported, escalated and tracked. Include the use of tools such as project management software, forms, and templates. A separate risk management plan may also be developed if needed for the project and included as an Appendix to this document. If that is the case, a high level summary of this plan needs to be included here with the specific reference.

Projects have many inherent risks associated with them. The technology itself, risks associated with introduction of new and/or innovative ideas, organizational change issues, internal project issues, external issues such as politics and the economy not to mention social concerns around the introduction of technology. The list of potential risks is almost limitless.

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Risk management is the process of identifying potential project risk, assessing the probability and severity of risk events, and planning appropriate responses. Risk management is a priority task on any IT project and is managed just like cost, schedule, scope and quality.

The best way to deal with a large amount of data/information is to categorize it in such a way that you can begin to understand the relationships between the data and start to see structure.

1. Risk Identification – The process of identifying potential risks and documenting the specific characteristics of each.

2. Risk Analysis – The process of determining the impact and likelihood of the identified risks. This process may employ both qualitative and quantitative techniques as deemed necessary to objectively evaluate potential risks to the project.

3. Risk Mitigation – The process of mitigating the possibility of the risk and assigning responsible individuals to identified risks. All identified risks will have appropriate mitigation strategies/plans. For those risks that are highly probable and have significant impact to the project will develop contingency plans.

4. Risk Monitoring and Control – The process of tracking, evaluating and responding to ongoing developments relative to project plans, risk mitigation plans and specific contingency plans. Risk management is an integral component of integrated project control. This is an ongoing process for the duration of the project and will be part of every project status meeting.

6.1.2 P6.1.2 PROJECTROJECT R RISKISK I IDENTIFICATIONDENTIFICATION This is the process of identifying potential risks and documenting the specific characteristics of each. The BEHR Upgrade Project Team will discuss the project risks on a periodic basis or as a specific risk occurs.

6.1.3 P6.1.3 PROJECTROJECT R RISKISK M MITIGATIONITIGATION A APPROACHPPROACH

The approach for the BEHR Upgrade Project will be the process of mitigating the possibility of the risk and assigning a responsible individual to monitor identified risks. All identified risks will have appropriate mitigation strategies/plans. For those risks that are highly probable and have significant impact to the project will develop contingency plans.

6.1.4 R6.1.4 RISKISK R REPORTINGEPORTING ANDAND E ESCALATIONSCALATION S STRATEGYTRATEGY

Once a risk is identified, the BEHR Upgrade Project Team will analyze the risk to determine the source, the probability it will happen and the impact to time, cost, quality and scope. An initial strategy may be laid out. Risks will be prioritized and assigned to a team member. The team member’s manager will be required to document the response to the potential risk and assumes responsibility for communicating and escalating to the appropriate parties.

6.1.5 P6.1.5 PROJECTROJECT R RISKISK T TRACKINGRACKING A APPROACHPPROACH

Potential risks will be tracked using a Risk Tracking Log.

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6.1.6 ISSUE MANAGEMENT6.1.6 ISSUE MANAGEMENT

6.1.6.1 Internal Issue Escalation and Resolution ProcessThis internal process is provided for issues that involve project resources, processes, procedures, or methodology that should be resolved within the Division that is responsible for managing the project without affecting the overall project schedule, cost, or quality. This process should be used for improving project processes as the project is executed and where the implementation of such improvements should not be postponed to Lessons Learned during Project Close.

When an issue is identified, most likely by the project team, it will be added to the Issue Tracking Log. An issue can also be identified by anyone affiliated with the project; however the project team will be primarily responsible for tracking issues through to resolution. The project team will review the issues list on a periodic basis. Issues which could negatively impact the project or require senior level participation will be brought to executive sponsor’s and project manager’s attention for resolution.

6.1.6.2 External Issue Escalation and Resolution ProcessThe external process is provided for issues that involve project resources, processes, procedures, or methodology that cannot be resolved within the Division that is responsible for managing the project without affecting the overall project schedule, cost, or quality.

The process for issue escalation and resolution for issues that cannot be addressed within NMDOH will be handled in the same manner as internal issues. If necessary, resources outside the agency maybe brought in to resolve the issue. If at any time it is apparent the issue needs escalation outside of NMDOH, the Project Sponsor will communicate with the resource and ask for assistance in resolving the issue.

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&VIndependent 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.

Independent Verification and Validation (IV&V) is a risk mitigation strategy designed to provide management with project oversight through an independent evaluation a project’s product and process quality. The project has adopted a low risk implementation strategy by upgrading an existing application with a well-established and tested version. The IV&V plan will be tailored to address the unique risks associated with the upgrade.

The IV&V plan will:

1. Evaluate and validate that products and deliverables of a given development phase fulfill the requirements and performance outcomes set forth in the scope and project plan.

2. Provide a “close-out” report to the Steering Committee at the end of project

Specific deliverables from the IV&V contract: IV&V Project Management Plan. Initial Review and Risk Assessment. Periodic Review Close-out Report

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6.3 SCOPE MANAGEMENT PLAN6.3 SCOPE MANAGEMENT PLANDescribe the process that is going to be used to manage the scope of the project. Make sure to address managing stakeholder expectations.

Most changes to scope are requests that add, change, or delete project objectives or deliverables. Changes in scope, if at all possible, will be avoided and any new objectives and/or deliverables deferred to a follow-on project. Any proposed changes in scope will be analyzed for impacts on the project including schedule, budget and quality. The findings will be presented to the Steering Committee for approval or rejection.

6.3.1 C6.3.1 CHANGEHANGE C CONTROLONTROL

6.3.1.1 Change Control ProcessChange Control establishes how change will be managed, including capturing, tracking, communicating, and resolving change. Due to much ambiguity regarding change, it is vital that we document and discuss the change process with the executive sponsor.

Project changes will follow a decision making process. These changes include modifications to scope, schedule, budget, and quality. Significant changes of these planning components will be reviewed and approved or disproved by the Steering Committee. If a modification or enhancement to the project has been identified, a change request form will be completed. The Steering Committee will review the request to determine impacts to scope, schedule, budget, quality and resources. The Steering Committee will recommend accepting the change, rejecting the change, or may request additional information. The request will be documented by the Project Manager and if the change is approved, appropriate changes will be made to the Project Management Plan and other project documentation.

6.3.1.2 Change Control Board (CCB)Insert a graphic or textual description identifying the Change Control Board (or function) for this project. The CCB may be an individual or group of individuals authorized to approve changes to the project plan.

During the course of the BEHR Upgrade Project, the Steering Committee will fill the role of the Change Control Board. A production-based Change Control Board is already established for the existing BEHR system and will resume their duties upon the successful implementation of the upgraded BEHR system.

6.4 PROJECT BUDGET MANAGEMENT6.4 PROJECT BUDGET MANAGEMENTCosts 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).

6.4.1 B6.4.1 BUDGETUDGET T TRACKINGRACKING

Costs estimates are the costs applied to an activity in a project by assigning resources with associated rates or fees. Resources may include equipment, material, technology, processing cycles, or people. The total cost is critical and should be consistent with the proposal and include breakouts per category as needed. The Project Manager will verify these cost estimates and proposed amounts with the actual billed amounts.

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6.5 COMMUNICATION PLAN6.5 COMMUNICATION PLANCommunication planning involves determining the information and communication needs of the stakeholders, executive sponsors, project team and others as needed. The communication plan needs to address who needs what information, when they will need it, how it will be given to them, and by whom. The complexity of the project may require a separate communication plan; however a high level summary of that plan will need to be included here and a reference made to the appropriate Appendix.

Communication will be effected through the distribution of Project Management deliverables as specified below. This PMP and any changes to it constitute one of the deliverables. Status Reports will be distributed as indicated below and for other communication needs, appropriate communication methods will be utilized.

Status, issues, and risks will also be discussed at regularly scheduled meetings preceded by the distribution of an agenda and followed by the distribution of meeting minutes or notes.

6.5.1 C6.5.1 COMMUNICATIONOMMUNICATION M MATRIXATRIX

Meetings Status Reports Other Communications

To Executive Sponsor Monthly Monthly As Needed

To Steering Committee Monthly Monthly As Needed

To Project Director Bi-Weekly Bi-Weekly As Needed

To Project Team Bi-Weekly Receive From Members

As Needed

To Stakeholders As Requested As Requested As Needed

6.5.2 S6.5.2 STATUSTATUS M MEETINGSEETINGS

Status Meetings with the core project team will be held on a weekly basis. This will include the project manager, project director and vendor project manager. Project Status will be the first agenda item. If needed, special meetings will be called to discuss and address issues.

6.5.3 P6.5.3 PROJECTROJECT S STATUSTATUS R REPORTSEPORTS

Project Status Reports will be distributed to the Project Sponsor and the Project Director and will be presented at each Steering Committee Meeting. As the project moves into implementation and the vendor is engaged, status reports will be required from the vendor as well as from BEHR Upgrade Project Resources. These status reports will be rolled up into the Steering Committee status report and reviewed at each meeting.

The monthly DoIT Status Report will be completed by the Project Manager and submitted per the DoIT process.

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)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

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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 B6.6.1 BASELINESASELINES

The Project Manager will meet with the Project Sponsor and Project Director to define the project metrics that will be used to control the project. At a minimum, metrics will be established for time (schedule), cost (budget) and scope (quality).

Project Area Category Measure

Schedule Milestone performance Milestone dates

Status reports, issue log, risk log, and other identified measures

Budget Financial performance Current and forecasted costs and maintaining budget

Quality Business Process Upgrade configuration and supporting business processes, data conversion, uninterrupted electronic claim submission

6.6.2 M6.6.2 METRICSETRICS L LIBRARYIBRARY

The reviewed metrics in various software programs will be versioned by date and saved to the Project Library.

6.7 QUALITY OBJECTIVES AND CONTROL6.7 QUALITY OBJECTIVES AND CONTROLQuality Management includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It includes all activities of the overall management function that determine the quality policy, objectives, quality assurance, quality control, and quality improvement, within the quality system. If a separate Quality Plan is used, include a high level summary in this document and refer to the appropriate appendix.

6.7.1 6.7.1 QUALITYQUALITY S STANDARDSTANDARDS

Describe the agency, industry or regulatory project performance standards that will be followed and assessed by the project. These quality standards will be used to assess whether the quality objectives were achieved.

Identify each of the project quality standards that are directly related to the project and not to the performance of the actual product and/or service. For each quality standard, identify the tracking tool or measure such as number of project reviews or Project Status.

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NNOO.. QQUALITYUALITY S STANDARDTANDARD TTRACKINGRACKING T TOOLOOL OROR M MEASUREEASURE

1 Project management plan approved and followed• PMP signed off by Steering

Committee• Project status reports

2 Certification to proceed to next phase by DoIT• Approval from DoIT Project

Certification Committee and release of funds

3 Project risks documented, mitigated and tracked • Risk Management Log

4 Project issues documented, tracked, and worked to resolution

• Issue Log

5 Project is within budget • Project status• Budget management

6 Independent Verification and Validation• Periodic reviews• Respond to identified issues and

risks

7 Project completed based on the original project scope and approved scope changes

• Project Management Plan• Change Control Process• Scope Management• Steering Committee Meeting

Decisions

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6.7.2 P6.7.2 PROJECTROJECT ANDAND P PRODUCTRODUCT R REVIEWEVIEW AND ASSESSMENTSAND ASSESSMENTS

Review Type Quality Standard Tools Reviewer Reports

Plans Plans are created with input from all project team members, approved by project team and the Steering Committee

Meetings, MS Project, Visio, and other software

Project TeamProject Director

Monthly or as presented

Milestones Milestones are met by date; reported to Steering Committee

MS Project Project DirectorSteering Committee


Meeting Minutes, Issues Log, Risk Log

Documents are up-to-date and accurate

MS Word versions of documents



Configuration/ Requirements

Configuration and Requirements are understood by all project team members; approved by Project Director

Various software packages


Workflow Analysis

Data Conversion Data conversion is understood by all project team members; approved by Project Director



Data Conversion Plan

Testing Test results verified by Project Team testing resources


Project Team Test Plan and acceptance testing report

Training Training is understood by all project team members; approved by Project Director

Various software packages Project Director

Training Plan

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6.7.3 A6.7.3 AGENCYGENCY/C/CUSTOMERUSTOMER S SATISFACTIONATISFACTION

The project manager should assess the on-going sense of the customer agency about how they feel the project is going, and how team members are acting on the project. This feedback would be helpful to the success of the project and the professional growth of the project team members.

Examples:

Areas of feedback When How Often

PHD user awareness Feedback from the NMDOH PHD employees and end-users

Monthly

Quality of communications; Productive meetings

Feedback during the various meetings

At Project Team meetings and Steering Committee meetings; other meetings when held

Manages project tasks; Achieving project tasks

Feedback from Project Sponsor, Steering Committee, Project Director

Monthly

Selected solution – business process, usability

Feedback from Project Sponsor, Steering Committee, Project Director, Project Team, Testers, Training Attendees, Deployment Users

Monthly and per phase of the project

6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESSHow the client takes procession of the product. Delivery of media; manuals; contracts; licenses; services agreements; configuration settings; status of patches to COTS products; in-house or vendor developed code; test cases, routines, and scripts; and other items required to operate the product.

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Deliverable Final Approval Process Customer Acceptance Criteria

Workflow Analysis & Configuration Project Team Review; Project Director sign-off

System set up per agreed upon configuration and work flow documents

Data ConversionProject Team Review; Project Director sign

Data successfully converted based upon agreed data conversion plan

Testing Project Team Review; Project Director sign

Testing environment set up and system tested for accuracy

Training Project Team Review; Project Director sign

Training completed based upon agreed training plan and training documents

6.8 CONFIGURATION MANAGEMENT6.8 CONFIGURATION MANAGEMENTConfiguration 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 V6.8.1 VERSIONERSION C CONTROLONTROL

Documents will be stored on the NMDOH SharePoint server in the BEHR Upgrade Project Folder. If a document needs to be changed or updated, the document must be saved and renamed. After changes or updates are made, the renamed document is saved to the project shared folder. Larger documents such as the Project Management Plan will be controlled by the revision history log. Entries will be made into the revision history log when changes are made. A copy of the Project Library will be placed on a PHD share drive on a monthly basis.

6.8.2 P6.8.2 PROJECTROJECT R REPOSITORYEPOSITORY (P (PROJECTROJECT L LIBRARYIBRARY))“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.

The BEHR Upgrade Project has a folder on a PHD share drive and on the NMDOH SharePoint server for all project documentation.

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6.9 PROCUREMENT MANAGEMENT PLAN6.9 PROCUREMENT MANAGEMENT PLANProjects often have some element of procurement, i.e. the requirement to purchase goods and/or services from outside the organization. The procedures to be used to handle these procurements should be included here. Activities such as a make-or-buy analysis; writing requirements; solicitation planning, evaluation and selection; inspection and acceptance; contract closeout should all be included.

The BEHR Upgrade Project will be accomplished using an amendment under the existing contract with Mednetworx. The procurement will follow the State Purchasing Department’s process and protocol.

The IV&V vendor will be procured executing a contract against a statewide price agreement.

7. 0 PROJECT CLOSE7. 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.

Project Close consists of administrative project activities and contractual project completion activities. It is important for the proper project closeout to complete both sets of activities. Administrative closeout activities complete the agency requirements for the NMDOH who is responsible for managing the project. This includes developing the lessons learned, processing the last of the invoices, and providing a transition plan for system and staff to the production mode. Contract closeout activities complete the contracting requirements, such as the formal acceptance of the project work products and final invoice processing. Required documentation and presentations will also be completed.

7.1 A7.1 ADMINISTRATIVEDMINISTRATIVE C CLOSELOSE

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

Administrative Close occurs at both the end of each phase and at the end of project. This closeout activity consists of verification that deliverables were met. Acceptance is formalized and phase activities are administratively closed out. The identification of closeout activities for the BEHR Upgrade Project will be the final deployment of the upgrade and the transition to production. The final closeout will include the completion of NMDOH documentation, the DoIT closeout report and a presentation to the DoIT Project Certification Committee for approval to formally close the project.

7.2 C7.2 CONTRACTONTRACT C CLOSELOSE

Contract close is similar to administrative close in that it involves product and process verification for contract close.

Contract closeout activities will include the verification of all contracting requirements, deliverables, and work products. It will also include confirming that all final invoices have been submitted for the Project.

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