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ELECTRONIC STATEWIDE TRANSPORTATION IMPROVEMENT PROGRAM (ESTIP)
PROJECT MANAGEMENT PLAN (PMP)
EXECUTIVE SPONSOR – MARCOS TRUJILLO, ACTING PROJECT OVERSIGHT DIVISION DIRECTOR
BUSINESS OWNER – REBECCA MAES, PROJECT OVERSIGHT DIVISION, STAFF MANAGER
PROJECT MANAGERS – REBECCA MAES, MELISSA HERRERA, ROSEANN RICE AND KIMBERLY GONZALES, PROJECT OVERSIGHT DIVISION
NMDOT IT PROJECT MANAGER – JOANN GIRARD
ORIGINAL PLAN DATE: MAY 10, 2017REVISION DATE: AUGUST 15, 2017
REVISION: 1.4
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REVISION HISTORY.............................................................................................................................................. 4
1.0 PROJECT OVERVIEW...................................................................................................................................... 5
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT................................................................................................51.2 FUNDING AND SOURCES...........................................................................................................................................51.3 CONSTRAINTS........................................................................................................................................................61.4 DEPENDENCIES.......................................................................................................................................................61.5 ASSUMPTIONS...................................................................................................................................................71.6 INITIAL PROJECT RISKS IDENTIFIED...........................................................................................................................7
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................9
2.1 STAKEHOLDERS......................................................................................................................................................92.2 PROJECT GOVERNANCE STRUCTURE.........................................................................................................................11
2.2.1 Describe the organizational structure – Org Chart..................................................................................112.2.2 Describe the role and members of the project steering committee.........................................................122.2.3 Organizational Boundaries, interfaces and responsibilities.....................................................................12
2.3 EXECUTIVE REPORTING..........................................................................................................................................14
3.0 SCOPE......................................................................................................................................................... 14
3.1 PROJECT OBJECTIVES............................................................................................................................................153.1.1 Business Objectives.................................................................................................................................153.1.2 Technical Objectives................................................................................................................................15
3.2 PROJECT EXCLUSIONS............................................................................................................................................163.3 CRITICAL SUCCESS FACTORS...................................................................................................................................16
4.0 PROJECT DELIVERABLES AND METHODOLOGY.............................................................................................17
4.1 PROJECT MANAGEMENT LIFE CYCLE........................................................................................................................174.1.1 Project Management Deliverables..........................................................................................................184.1.2 Deliverable Approval Authority Designations..........................................................................................224.1.3 Deliverable Acceptance Procedure..........................................................................................................22
4.2 PRODUCT LIFE CYCLE.......................................................................................................................................224.2.1 Technical Strategy...................................................................................................................................244.2.2 Product and Product Development Deliverables.....................................................................................244.2.3 Deliverable Approval Authority Designations..........................................................................................254.2.4 Deliverable Acceptance Procedure..........................................................................................................25
5.0 PROJECT WORK........................................................................................................................................... 26
5.1 WORK BREAKDOWN STRUCTURE (WBS)..................................................................................................................265.2 SCHEDULE ALLOCATION -PROJECT TIMELINE..............................................................................................................265.3 PROJECT BUDGET.................................................................................................................................................285.4 PROJECT TEAM....................................................................................................................................................29
5.4.1 Project Team Organizational Structure...................................................................................................295.4.2 Project Team Roles and Responsibilities..................................................................................................29
5.5 STAFF PLANNING AND RESOURCE ACQUISITION................................................................................................295.5.1 Project Staff.............................................................................................................................................305.5.2 Non-Personnel resources.........................................................................................................................30
5.6 PROJECT LOGISTICS.........................................................................................................................................305.6.1 Project Team Training.............................................................................................................................30
6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................30
6.1 RISK AND ISSUE MANAGEMENT..............................................................................................................................306.1.1 Risk Management Strategy.....................................................................................................................31
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6.1.2 Project Risk Identification........................................................................................................................316.1.3 Project Risk Mitigation Approach............................................................................................................316.1.4 Risk Reporting and Escalation Strategy...................................................................................................316.1.5 Project Risk Tracking Approach...............................................................................................................326.1.6 ISSUE MANAGEMENT..............................................................................................................................32
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V...........................................................................................336.3 SCOPE MANAGEMENT PLAN..................................................................................................................................336.4 PROJECT BUDGET MANAGEMENT............................................................................................................................34
6.4.1 Budget Tracking......................................................................................................................................346.5 COMMUNICATION PLAN........................................................................................................................................34
6.5.1 Communication Matrix............................................................................................................................346.5.2 Status Meetings.......................................................................................................................................356.5.3 Project Status Reports.............................................................................................................................36
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) SEE SECTION 3.3........................................................366.7 QUALITY OBJECTIVES AND CONTROL..............................................................................................................36
6.7.1 quality Standards....................................................................................................................................366.7.2 Project and Product Review and Assessments.........................................................................................376.7.3 Agency/Customer Satisfaction................................................................................................................376.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS......................................................................................38
6.8 CONFIGURATION MANAGEMENT...................................................................................................................386.8.1 Version Control........................................................................................................................................386.8.2 Project Repository (Project Library).........................................................................................................38
6.9 PROCUREMENT MANAGEMENT PLAN............................................................................................................38
7. 0 PROJECT CLOSE........................................................................................................................................... 38
7.1 Administrative Close...................................................................................................................................387.2 Contract Close............................................................................................................................................39
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REVISION HISTORY
REVISION NUMBER DATE COMMENT
1.0 March 31, 2017 Original internal NMDOT draft
1.1 May 10, 2017 Updates from review with EcoInteractive & RESPEC.
1.2 May 30, 2017 Minor update to reflect NMDOT org changes.
1.3 July 11, 2017 Minor updates to reflect team member addition, updates to accepted deliverables & issue management processes (Section 6.1.6).
1.4 August 15, 2017 Minor updates from PCC Implementation review.
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1.0 PROJECT OVERVIEW
The electronic Statewide Transportation Improvement Program (eSTIP) will replace an existing, obsolete STIP management database, and manual tracking spreadsheets, with a functional interactive web-based system that meets all NMDOT and FHWA requirements. The project will be implemented within 6 months from the time the contract has been executed and has been certified through PCC. All historical NMDOT STIP data in the current NMDOT Oracle STIP application will be migrated to the new system for reference purposes.
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT This project will create a system that will enable the NMDOT to accurately compile, and electronically submit, the Statewide Transportation Improvement Program (STIP) report to the Federal Highway Administration (FHWA). The system will replace the current Statewide Transportation Improvement Program Oracle database and the associated STIP/Work Program application, which is obsolete, and does not allow access by external agencies who utilize and review the STIP, or by the general public, to view the current year STIP. This limitation requires a number of manual spreadsheet-based processes to exchange information with partner agencies and the FHWA, reducing efficiency. The new eSTIP system will enable more timely and accurate collection and processing of planning and project data. The system will be web-based and will include both a public-facing website and a secured user interface for use by the NMDOT and external planning partners, collectively referred to as MPO(s) or RTPO(s).
The new system will provide for the development of the electronic Statewide Transportation System Program reports for electronic submittal to Federal agencies so that they can more effectively allocate federal funds for statewide transportation projects. The new system will also provide a GIS mapping component that will allow users to easily view Project locations on a map. Both internal and external users will be able to enter, sort, and filter data in custom views to analyze information as desired.
The eSTIP will meet the federal requirements pursuant to: 23 CFR 450.
1.2 FUNDING AND SOURCES
SOURCE AMOUNT ASSOCIATED RESTRICTIONS
APPROVERS
NMDOT/FHWA SPNR
$156,000 Rebecca Maes
NMDOT STATE $44,000 Rebecca Maes
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SOURCE AMOUNT ASSOCIATED RESTRICTIONS
APPROVERS
ROAD FUND
TOTAL: $200,000
1.3 CONSTRAINTSConstraints are factors that restrict the project by scope, resource, or schedule.
NUMBER DESCRIPTION
1. ADEQUATE RESOURCES
2. STATE REQUIREMENTS FOR OVERSIGHT AND PROJECT DELAYS
3. DELAYS IN PROCESSING CONTRACTS AND PURCHASING
4. GOLIVE REQUIRED ON OR BEFORE START OF NEW FEDERAL FISCAL YEAR (2018), ON OCTOBER 1, 2017.
1.4 DEPENDENCIESTypes include the following and should be associated with each dependency listed.
M-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. DOIT OVERSIGHT COMMITTEE APPROVAL M
2. CONTRACT APPROVALS AND PURCHASES E
3. FUNDING FOR SOFTWARE AND MAINTENANCE M
4. DESIGN AND INFRASTRUCTURE DEPENDENCIES M
5. DATA CONVERSIONS M
1.5 ASSUMPTIONS
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Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
NUMBER DESCRIPTION
1. ADEQUATE BUDGET WILL BE AVAILABLE
2. ADEQUATE STAFFING LEVELS
3. STAFF WILL BE TRAINED ON THE USE OF SOFTWARE
4. VENDOR WILL PROVIDE UPDATES
5. DATA WILL BE EASILY CONVERTED
6. SOFTWARE WILL INTEGRATE WITH OTHER SYSTEM SOFTWARE, WHERE FEASIBLE. FOR THOSE SYSTEMS THAT WILL BE INTEGRATED AS PART OF A SUBSEQUENT PHASE, AND WHERE FEASIBLE, FORWARD COMPATIBILITY REQUIREMENTS WILL BE INCORPORATED INTO THIS PHASE.
7. THE TECHNICAL SOLUTION WILL BE BASED ON ECOINTERACTIVE’S COTS SOLUTION
8. A COMPLETE, MEASURED ROUTE NETWORK FOR THE STATE WILL BE PROVIDED BY NMDOT TO CONTRACTOR.
1.6 INITIAL PROJECT RISKS IDENTIFIED
Risks will be tracked and monitored throughout the entire project life-cycle. Risks may be contractual or technological. Risks may also come in the form of specification ambiguity, technical uncertainty, technical obsolescence, or new technology. Technical risks often occur because a problem is harder to visualize or solve than we originally thought. This risk can be attributed to several factors such as the size and complexity of the project, resource issues, new software versions, client acceptance and management, subcontractor reliability, or problematic source materials.
Risks come and go throughout the project life-cycle. Each risk identified will be tracked with a contingency plan or course of action, tracked in the project risk log and updated on a regular basis in the monthly status report. Risk will be identified during the Planning Phase of the project.
RISK 1: Esri R&H environment being developed in parallel
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Description – Esri Roads & Highways (R&H) production system will not be live in production prior to this system’s GoLive
Probability HIGH Impact MEDIUM
Mitigation Strategy:Work with contractor and Arnold project team to ensure this system is compatible with R&H conventions, data model and formatting requirements prior to GoLive. Import current approved LRS via shapefile, or other approved method, prior to October 1 GoLive.
Identify target date, post-GoLive, for implementation of live interface to R&H, or for consumption of yearly approved LRS extracted from R&H.Contingency Plan: Depending on timing and capabilities of R&H, and the needs of the eSTIP system to support a more frequent interface, establish business processes and SOPs to consume a yearly extract of the approved LRS from R&H.
RISK 2: Interface capabilities to other NMDOT systems
Description – Other internal NMDOT applications, such as P6 (Primavera) may not be able to support a live interface to eSTIP
Probability MEDIUM Impact MEDIUM
Mitigation Strategy: Early in planning, identify technical constraints with the desired list of applications to be interfaced, and confirm the requirements.Contingency Plan: Should any of the application interfaces be unachievable due to either technical constraints or timing, identify alternative methods to extract and exchange data between the systems, and develop business processes and SOPs to perform the data exchanges.
RISK 3: Federal Rules or Requirement Changes
Description – Additional federal rules or reporting changes related to MAP-21, FAST Act or new legislation may occur during project timeline.
Probability MEDIUM Impact MEDIUM
Mitigation Strategy:Identify potential impact of rules changes as they are announced and make determination whether any requirements will need to be addressed during the project timeline. Where possible, defer new requirements to a later phase.Contingency Plan: If this occurs and the required federal timeline for implementation is during the project timeline, team will evaluate via the project Change Request process.
RISK 4: Aggressive schedule
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Description – Project implementation timeline is targeted for 6 calendar months and has a target GoLive date on or before October 1, 2017. There is little to no pad in the schedule.
Probability MEDIUM Impact MEDIUM
Mitigation Strategy:Identify potential impact of requirement changes that result in significant development effort or risk. Identify contingencies or alternative approaches for higher-risk requirements.Contingency Plan: Consider phasing in or implementing alternative approaches for requirements that introduce significant development or timing risk.
Should a critical requirement be identified that must be implemented that will push the schedule beyond Oct 1, 2017, develop mitigation plan to backfill FFY2018 data where necessary.
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE
2.1 STAKEHOLDERSThe following is a list of the major stakeholders, and their stake in this project.
NAME STAKE IN PROJECT ORGANIZATION TITLE
Marcos Trujillo Executive Sponsor NMDOT Acting Division Director
Rebecca Maes Program administrative responsibility
NMDOT Project Oversight Division, Staff Manager (STIP)
Melissa Herrera Project management NMDOT Project Oversight Division, Project Manager
Roseann Rice Project management NMDOT Project Oversight Division, Project Manager
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NAME STAKE IN PROJECT ORGANIZATION TITLE
Kimberly Gonzales Project management NMDOT Project Oversight Division, Project Manager
Joann Girard IT Project Manager NMDOT IT Project Manager
Jeff Woodman Technical Oversight & Review NMDOT IT Apps Bureau Chief
Todd Howell Technical Oversight & Review NMDOT GIS Supervisor
MPOs/RTPOs External Stakeholder – dependent system
Various N/A
Data Management Bureau
(Yolanda Duran)
External Stakeholder – system dependencies (LRS)
NMDOT Chief, Data Management Bureau
Technical
(John Brown)
External Stakeholder – system dependencies (Primavera – P6)
NMDOT IT Apps Supervisor
Rodolfo Monge-Oviedo
External Stakeholder and user for approval workflow
FHWA Planning &Program Development Team Leader
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Project Business OwnerRebecca Maes
Project Team MemberProgram managers, test MPO stakeholders & FHWA approver
Vendor PM & Tech Staff
Technical Review DoIT / NMDOT Tech Staff (Apps, GIS)
Project ManagersMelissa Herrera, Roseann Rice, Kimberly Gonzales, Jo Girard
Executive SponsorMarcos Trujillo
Business Operations Review Team:MPO’s agency coordinator StaffPOD Project Management Staff
2.2 PROJECT GOVERNANCE STRUCTURE2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART
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2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE
ROLE RESPONSIBILITY NAME FUNCTIONAL AREA
EXECUTIVE SPONSOR
OVERSIGHT OF PROJECT
MARCOS TRUJILLO
PROJECT OVERSIGHT DIVISION
CIO PROJECT CERTIFICATION
BRUCE OAKELEY
IT
BUSINESS OWNER
OVERSIGHT OF PROJECT AND EXTERNAL STAKEHOLDER INPUT
REBECCA MAES PROJECT OVERSIGHT DIVISION (STIP)
IT PROJECT MANAGER
OVERSIGHT OF IT PROJECT DELIVERABLES
JOANN GIRARD INFORMATION TECHNOLOGY
IT TECHNICAL REVIEW
OVERSIGHT & TECHNICAL REVIEW OF IT PROJECT DELIVERABLES
JEFF WOODMAN INFORMATION TECHNOLOGY
2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES
The eSTIP is primarily utilized and edited by the Project Oversight Division STIP team within the NMDOT. However, the eSTIP is relied on by a host of other systems to integrate data within the entirety of the NMDOT. The project team will be working with representatives from departments reliant on the eSTIP to support their business needs in order to identify all required data elements are migrated and tested appropriately.
ROLE RESPONSIBILITY
Executive Project Sponsor
The point person will be the highest level of NMDOT. Responsibilities include:
Champion Project Consider changes facing the organization and its impacts Responsible for finding budget to complete project Participate in planning sessions Ultimate project responsibility
Steering Committee Tasked with overall direction and support of the project
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ROLE RESPONSIBILITY
Participate in meetings Review and provide comment on documentation provided by
project team. Review project funding and its sources
Business Owner Person responsible to the participating entities that make decisions related to the operation of the project.
Problem Solving Reviews/approves work of vendors Participate in changes to project Diagnose potential problems on project Determine roles of IT personnel Ultimate project success Budget Planning Project Schedule Training Plans Contract Management Ensure communications between vendor and project owner. Ensure communications to external stakeholders
Project Team Members
Staff assigned to Project. Define Business needs Scheduling of meetings System Administration Testing Purchasing and processing Data integrity Data input
Technical Staff (NMDOT and Vendor)
Staff assigned to defining infrastructure requirements and providing support to project indefinitely.
NMDOT Duties for Data Exports and Interfaces Include: System infrastructure Specifications Integration of other NMDOT systems Data backups Storage requirements Data Migration support
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ROLE RESPONSIBILITY
Network connectivity
Vendor Duties for Hosted System Include: Integration of other NMDOT systems Data backups Storage requirements Security Data Migration support Systems install and updates Network connectivity Provide test/development environments System maintenance System reporting Disaster recovery Anti-virus protection
2.3 EXECUTIVE REPORTINGThe Project Managers will be responsible for creating periodic internal reports for NMDOT stakeholders, including executive management, and will assist in preparing materials for presentation to DoIT and the PCC. The Project Managers will work in conjunction with the Business Owner, Technical Leads and the vendor personnel to gather data for these reports.
3.0 SCOPE
NMDOT has divided the overall work into a series of deliverables/tasks, under 2 separate contracts. The implementation contract (Contract 60-0140, with EcoInteractive, Inc) encompasses items 1-8 below. The IV&V contract (Contract 70-0101, with RESPEC) encompasses item 9 below.
Deliverable 1 – Initial business analysis & kickoff Deliverable 2 - Project management Deliverable 3 – System requirements & design documentation Deliverable 4 – System configuration Deliverable 5 – System development & deployment Deliverable 6 – Training Deliverable 7 – Ongoing SaaS – Maintenance & Technical Support Deliverable 8 – Ongoing SaaS
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Deliverable 9 – IV&V
3.1 PROJECT OBJECTIVES3.1.1 BUSINESS OBJECTIVES
NUMBER DESCRIPTION
BUSINESS OBJECTIVE 1 Increased efficiency and productivity through a well-managed planning, programming and tracking system
BUSINESS OBJECTIVE 2 Optimize business process, decreasing number of steps, saving time
BUSINESS OBJECTIVE 3 Lower the cost of government by having a more efficient work activity process tracking
BUSINESS OBJECTIVE 4 Improve reporting capability to executive management and to FHWA/FTA
BUSINESS OBJECTIVE 5 Substantial NMDOT business process improvements are achievable through a new planning and programming system available to sub-recipients of FHWA funds and FHWA approvers
BUSINESS OBJECTIVE 6 Provide a planning and programming system for tracking of projects to ensure that current data is utilized in the decision-making process for the Agency’s Long-Term Plan to ensure a State of Good Repair.
3.1.2 TECHNICAL OBJECTIVES
NUMBER DESCRIPTION
TECHNICAL OBJECTIVE 1
Provide an externally hosted, web-based application and database which provides the capacity for 24/7 access for up to 200 concurrent users
TECHNICAL OBJECTIVE 2
Provide capability to meet business, functional and technical requirements via configurability of the base product offering, and minimize need for custom development to minimize implementation and maintenance cost and risk.
TECHNICAL OBJECTIVE 3
Provide capability for role-based secure access to application workflows and data, and meet current NMDOT standards for password security.
TECHNICAL OBJECTIVE 4
Meet current NMDOT standards for data security, including access, transfer, backup and retention.
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3.2 PROJECT EXCLUSIONSIn particular, the following items are out of scope for this Project:
None noted at this time.
3.3 CRITICAL SUCCESS FACTORSThe following metrics identify the critical success factors for achieving success in this project.
NUMBER DESCRIPTION
QUALITY METRICS 1
Project does not exceed budget
QUALITY METRICS 2
The project schedule, assigned tasks, contract deliverables and milestones are met within project plan
QUALITY METRICS 3
System can provide reports
QUALITY METRICS 4
System is secure and stable
QUALITY METRICS 5
Staff is trained to maintain and system is operable
QUALITY METRICS 6
Data integrity is maintained
QUALITY METRICS 7
Authorized secure users are trained in system usage
4.0 PROJECT DELIVERABLES AND METHODOLOGY
4.1 PROJECT MANAGEMENT LIFE CYCLE
Phase Summary of Phase Key Deliverables
Initiation Initial Business Analysis & Kickoff Report, Action/Risk/Issue Log
Planning Project Management PMP, Schedule
Weekly & ESC meeting notes
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Implementation System Requirements & Design Documentation
System Configuration
System Development & Deployment
Training
IV&V
Baseline SaaS with migrated agency data
Technical meeting notes
SaaS data exchange feature access
Updates to Baseline SaaS instance with NMDOT approved changes
Draft SaaS with all approved changes and migrated data for final NMDOT review & approval
Production SaaS
Production Readiness Review
Online tutorials & user guides
Train-the-trainer
IV&V Reports
Closing Final billing/reporting Final Reports
Post-Close Ongoing SaaS – Maintenance & Support Per contract
4.1.1 PROJECT MANAGEMENT DELIVERABLES
4.1.1.1 Communication PlanDescription Defines the messages, communication
channels, frequency and target audience of project communications
Deliverable Acceptance Criteria Mutually agreed upon Communication Plan
Standards for Content and Format Documented within PMP
Quality Review Reviewed in meeting between vendors and NMDOT project management
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4.1.1.2 Escalation PlanDescription Method, procedure and process to follow
should issues arise that requires escalation
Deliverable Acceptance Criteria Mutually agreed upon Escalation Plan
Standards for Content and Format Documented within PMP
Quality Review Reviewed in meeting between vendors and NMDOT project management
4.1.1.3 Timeline ScheduleDescription A Timeline Schedule with specific dates for
each deliverable within a NMDOT provided template or as agreed upon between EcoInteractive and NMDOT project managers.
Deliverable Acceptance Criteria Mutually agreed upon baseline Timeline schedule
Updated Timeline schedule through Implementation Phase (GoLive)
Standards for Content and Format Approved Project Plan template
Quality Review NMDOT staff reviewing the draft deliverable and providing comments and suggested revisions on the timeline. NMDOT comments will be synthesized and compiled into one document by the NMDOT and provided to EcoInteractive who will update the document and provide the updated draft.
Schedule will be maintained live through closure of the implementation phase of the project.
4.1.1.4 Initial Business Analysis and KickoffDescription The Team will conduct a two-phase Project
Kickoff. The first kickoff will be conducted remotely, and will lock down logistical details for overall project management of the project, including such items as communications, meeting
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cadences, required and optional stakeholders, iteration methodology, etc.
The second kickoff will be an on-site business analysis meeting, including inputs from stakeholders, as well as a more extensive project kickoff meeting.
The purpose of the kickoff meetings is to discuss specifics such as project process and planning, detailed schedule, deliverables and other particulars important to project success. The Project Plan will be finalized and delivered during this phase.
Deliverable Acceptance Criteria Signed off document(s)
Standards for Content and Format Contractor/NMDOT/DoIT Template(s)
Quality Review NMDOT staff will review the draft deliverables and provide comments and suggested revisions.
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4.1.1.5 System Requirements & Design DocumentationDescription The Contractor will provide access to the
baseline SaaS, after importing NMDOT’s data.
Technical meeting notes from subsequent iterative review meetings will document all configuration and customization decisions identified and approved by NMDOT.
Deliverable Acceptance Criteria Approved technical meeting notes and tracking list.
Standards for Content and Format Contractor/NMDOT/DoIT Template(s)
Quality Review NMDOT staff will conduct user acceptance testing during Testing Phase.
4.1.1.6 System Configuration & DeploymentDescription The Contractor will provide access and
configure the baseline SaaS (“draft SaaS”), including approved NMDOT customizations and data, for on-going iteration and review.
Technical meeting notes from the iterative review meetings will document all configuration and customization decisions identified and approved by NMDOT.
The finalized draft SaaS will provide NMDOT the ability to perform final User Acceptance Testing (UAT) testing prior to GoLive.
Upon approval of the draft SaaS, the Contractor shall provide access to the Production SaaS, which includes all final approved NMDOT configurations, customizations and migrated data.
Deliverable Acceptance Criteria Fully functional draft and Production systems functioning for NMDOT users.
Standards for Content and Format ProjectTracker SaaS UI and functionality
Quality Review NMDOT staff will conduct iteration review
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throughout configuration phase and user acceptance testing during Testing Phase
4.1.1.7 Training Description The Contractor will provide online
manual & user guides accessible through the SaaS, and customized for NMDOT, as required.
The Contractor shall provide on-site and/or remote support for train-the-trainer training for key NMDOT staff.
Deliverable Acceptance Criteria Completed training of end users and IT, reported in Status Report.
Standards for Content and Format Training will be held in Classroom and/or online.
Quality Review Customized training materials will be provided to assist the trainees in retaining the information.
4.1.1.8 System Go-Live – Production Readiness Review & ClosureDescription The Contractor will participate and provide
meeting notes and input for NMDOT to hold a Production Readiness Review and Project Closure Meeting to include:
- Review of any remaining open issues and their associated resolution plans
- Review of functionality within the Production environment
- Confirmation of the GoLive date for the system, including on-boarding of both NMDOT and External Agency users
- Identification of Lessons Learned for the project
- Final review of overall project schedule and budget performance
Deliverable Acceptance Criteria Signed off ‘Completion of Deployment’
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Standards for Content and Format NA
Quality Review Validation of the system by NMDOT Staff
4.1.1.9 IV&V ReportsDescription IV&V initial, interim and closeout reports, as
detailed in Contract #60-0114
Deliverable Acceptance Criteria Execution of each report
Standards for Content and Format DoIT Template(s)
Quality Review Draft review amongst NMDOT/Contractor prior to report submission.
4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
All deliverables shall be reviewed by applicable NMDOT staff for completeness, accuracy, timeliness, quality and adherence to content and format standards as described in section 4.1.1. Rebecca Maes, Business Owner, shall be the approver for each deliverable.
4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE
The NMDOT will use a project milestone document and the deliverables described in the executed contract. The NMDOT project managers and business owner will sign off on all completed deliverables in the contract.
4.2 PRODUCT LIFE CYCLE “The following is the phase product development lifecycle methodology approved by the Department.
Phase Summary of Phase Key Deliverables
Initiate During initiate, the project manager of the delivery team will kick off the project, validate the scope, facilitate the logistics and initiate the project plan.
Communication Plan
Escalation Plan
Project Management Plan
Timeline Schedule
Analysis/Kickoff The delivery team will conduct the analysis of
Business Analysis & Kickoff Meetings
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DOT’s requirements and identify potential areas of focus and customization.
Project Documentation
Baseline SaaS Standup with NMDOT Data
Build & Configuration The delivery team will utilize an iterative approach to identify, document and approve required NMDOT customizations and configurations. This iterative phase includes the development, configuration and testing of changes to components and sub-systems comprising the draft SaaS solution.
System Requirement & Design Documentation (see Section 6.1.6 for more detail)
Software Configuration
Draft SaaS
Train The delivery team will train the key NMDOT staff following a train-the-trainer approach.
On-line user guides/manuals customized for NMDOT will be accessible via the SaaS system.
On-line user guides & manuals
Training materials developed for train-the-trainer sessions, as required
Deploy The delivery team will migrate final approved NMDOT configurations, customizations and data to the Production SaaS environment and conduct the system roll out for successfully “Go-Live”
System Go-Live
Project Readiness Review & Closure Documentation
Close The project team ensures that every detail of the project has been addressed and proper closure is attained.
Project Closure
Project Archival Activities
Follow-up Activities
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4.2.1 TECHNICAL STRATEGY
This project will be subdivided into smaller, more manageable phases and sub-phases, during which the contractor and NMDOT will review the deliverables from one phase before commencing the next. This allows the Project Team to closely monitor the progress of a project and to ensure the needs and expectations of our customers are met.
The Analysis phase will help ensure the design put in place for NMDOT will scale appropriately to meet long term needs. A thorough analysis of infrastructure, business requirements, and functional requirements is done. Based on the analysis, the contractor identifies areas of the baseline implementation that may be impacted, and structures the Build & Configuration Phase to further refine and identify the technical requirements and design specifications of the work to be completed.
The Build & Configuration phase constitutes the iterative development and configuration of the baseline SaaS to address unique NMDOT requirements. The phase starts with a COTS SaaS implementation into which NMDOT business data has been migrated. The emphasis is to achieve maximum results with standard COTS configured software solutions. This procedure provides greater scalability, reduced time of development, easy maintenance, and reduced cost. During iteration, the COTS solution is refined to address NMDOT business and functional requirements, as identified during review of each component. Each software feature is tested and iterative checks are made to ensure that requirements/design are correctly translated into the implementation.
Near the end of the Build & Configuration phase, final UAT testing will be conducted on the entire system, including migrated NMDOT data, to ensure no additional gaps remain and all gating issues for GoLive have been addressed. Testing validates all the use cases and functional requirements of the system.
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 Populated Production SaaSDescription The product deliverable will be a fully populated and configured Production SaaS that incorporates NMDOT–required data along with customization and/or configuration changes to the Baseline SaaS, from which the NMDOT can manage their STIP and long-range plan, and produce reports for internal and external entities.
Deliverable Acceptance Criteria – Successful UAT will determine acceptance criteriaStandards for Content and Format – The Production SaaS system will be populated with existing NMDOT data and the Baseline SaaS will be customized/configured per final approved NMDOT requirements.Quality Review – NMDOT will develop a random sampling plan and implement the plan to verify accuracy of migrated data, and will fully test functionality per final approved requirements.
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4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
The following table identifies the deliverables this project is to produce, and names the person or persons who have authority to approve each deliverable.
DELIVERABLE NUMBER
DELIVERABLE APPROVERS (WHO CAN APPROVE)
DATE APPROVED
IVV-1 Initial report Rebecca Maes 6/5/17
IVV-2 Interim bi-monthly status reports (2)
Rebecca Maes #1: 7/5/17
IVV-3 Closeout report Rebecca Maes
Eco-1 Initial business analysis & kickoff Rebecca Maes #1: 5/4/17
Eco-2 Project management Rebecca Maes
Eco -3 System requirements & design documentation
Rebecca Maes
Eco -4 System configuration Rebecca Maes
Eco -5 System development & deployment Rebecca Maes
Eco -6 Training Rebecca Maes
Eco -7 Ongoing SaaS – Maintenance & Technical Support
Rebecca Maes Monthly review & approval
Eco -8 Ongoing SaaS Rebecca Maes
4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE
Vendor shall submit deliverable artifacts to project team for review and approval, and correct any issues preventing approval. Upon approval of deliverable, business owner shall provide formal signoff of the deliverable to the vendor. The implementation contract stipulates monthly invoicing to maintain ongoing SaaS support through the entirety of the initial implementation and stand-up of the system (a targeted 6 calendar month period). Invoice approvals shall follow the terms of the implementation contract, which include approvals of completed or partial project deliverables provided during each month. The IV&V contract follows a standard deliverable-based format. Invoices cannot be paid until each report deliverable is approved by the business owner.
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5.0 PROJECT WORK
5.1 WORK BREAKDOWN STRUCTURE (WBS)Overall project WBS will be structured per the phased deliverables outlined in Section 4.1.1. See that section for additional detail.
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINEA high-level schedule for the project is shown below, along with baseline start and end dates for each scheduled activity. The project schedule shall be kept live throughout the project to measure progress toward completion of each deliverable as well as the overall project. The live schedule updates shall be archived in the project repository.
Weeks following contract initiation
1--4 5--8 9--1213--16
17--20
21--24
Infrastructure Set-up
Implement NMDOT web format "look and feel"
Implement NMDOT brand name and URL
Implement STIP Project Module
User Profile Manager
Responsive and user friendly search tools
Project Management
Electronic TIP/Project Submission
Review & Notification of Electronic Submission
Adoption Manager Tool
Customize flexible, dynamic reports
Financial Constraints Reporting
Automated data sharing
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Weeks following contract initiation
1--4 5--8 9--1213--16
17--20
21--24
On-line tutorials
Implement Obligation Tracking Module
Implement automated nightly import of FMIS data
Implement obligation reports
Implement Document Tracking Module
Document upload and viewing tools
Implement Public Web Site Module
Public web site pages
Public mobile device web pages
Implement ProjectTracker GIS Module
Web GIS screens, tools, and for mapping projects
Interactive map reports
Data sharing with internal GIS systems
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5.3 PROJECT BUDGETPhase / Activity Associated Deliverables Estimated
BudgetInitiation Initial business analysis & kickoff N/A
Planning Project management N/A
Initiation System requirements & design documentation N/A
Implementation System configuration N/A
Implementation System development & deployment N/A
Implementation Training N/A
Implementation Ongoing SaaS – Maintenance & Technical Support N/A
Initiation - Close Ongoing SaaS (6 monthly payments of $14,454.69) $86,728.14
Post-Close Ongoing SaaS – Remainder, Year 1 (6 monthly payments of $14,454.69)
$86,728.14
Post-Close Ongoing SaaS –Year 2 (12 monthly payments of $14,671.51)
$176,058.12
Post-Close Ongoing SaaS –Year 3 (12 monthly payments of $14,891.57)
$178,698.84
Post-Close Ongoing SaaS –Year 4 (12 monthly payments of $15,114.96)
$181,379.52
Implementation IV&V $24,145.31
TOTALS $733,738.07
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5.4 PROJECT TEAM5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE
See Section 2.2.1.
5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES
ROLE RESPONSIBILITY NAME FUNCTIONAL AREA EMAIL PHONE
Project Sponsor Oversight of Project Marcos Trujillo Project Oversight Division [email protected]
505-827-5148
Project Manager Work with vendor Melissa Herrera Project Oversight Division [email protected]
505-827-0660
Project Manager Work with Vendor Roseann Rice Project Oversight Division [email protected]
505-827-1615
Project Manager Work with Vendor Kimberly Gonzales
Project Oversight Division [email protected]
505-827-1614
Business Owner, Project Manager
Work with vendor Rebecca Maes Project Oversight Division, STIP
505-476-3785
IT Apps Technical Oversight Jeff Woodman IT Apps Bureau [email protected]
505-827-5289
NMDOT GIS Technical Review & Support
Todd Howell GIS [email protected]
505-827-5453
IT Project Manager IT Project Process, PCC Coordination
Joann Girard IT PMO [email protected]
505-470-0194
Project Manager (EcoInteractive)
Work with DOT Anne Happel Project Management, SaaS Implementation
530-750-5321
Project Manager (EcoInteractive)
Work with DOT Evan Scarisbrick
Project Management, SaaS Implementation
530-750-5324
IV&V Independent oversight
Joel Matek IV&V [email protected]
505-934-0787
IV&V Independent oversight
Denise Brickley IV&V [email protected]
505-507-3404
5.5 STAFF PLANNING AND RESOURCE ACQUISITIONResource planning is detailed below. Note that project staff reflects only the 6 month period through end of implementation and GoLive.
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5.5.1 PROJECT STAFF
Resource Cost EstimateEstimated Hours Availability Skill Set Work Product/Deliverable
Rebecca Maes 6 months 40% Business process Project management
Joann Girard 6 months 20% Project management Project management
Roseann Rice 6 months 40% Project management, software testing
Project management
Melissa Herrera 6 months 40% Project management, software testing
Project management
Kimberly Gonzales 6 months 40% Project management, software testing
Project management
EcoInteractive $86,728.14 500 hours Vendor System configuration, data migration and training.
RESPEC (IV&V) $24,145.31 6 months 15% IV&V IV&V
5.5.2 NON-PERSONNEL RESOURCES
Services or products (HW/SW) needed for project
Resource Cost EstimateEstimated units/hours Availability Source Work Product/Deliverable
N/A
5.6 PROJECT LOGISTICS
5.6.1 PROJECT TEAM TRAINING
Resource Cost EstimateEstimated Hours Availability Skill Set Work Product/Deliverable
EcoInteractive Upon request Technical experts
Training will be part of contract deliverables and cost is included.
6.0 PROJECT MANAGEMENT AND CONTROLS
6.1 RISK AND ISSUE MANAGEMENTNMDOT characterizes risks and issues as follows:
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- 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 significantly impact a project’s success, and both should be handled in similar ways.
6.1.1 RISK MANAGEMENT STRATEGY
Risks will be tracked and monitored throughout the entire project life-cycle. Risks may be contractual or technological. Risks may also come in the form of specification ambiguity, technical uncertainty, technical obsolescence, or new technology. Technical risks often occur because a problem is harder to visualize or solve than originally thought. This risk can be attributed to several factors such as the size and complexity of the project, resource issues, new software versions, client acceptance and management, subcontractor reliability, or problematic source materials.
Risks come and go throughout the project life-cycle. Each risk identified will be tracked with a contingency plan or course of action and updated on a regular basis in the bi-weekly as-needed risk/issue log updates, as well as the monthly ESC meetings.
All tracked project risks will be maintained in a project risk log, which will be updated as-needed through the life of the project, and version-controlled in the project repository.
6.1.2 PROJECT RISK IDENTIFICATION
A risk evaluation tool has been built within an Excel spreadsheet. This is the primary tool to be used to list and categorize project risks. The sequence of activity is as follows; Risk Identification, the process of identifying potential risks and commenting the specific characteristics of each, followed by periodic monitoring and execution of mitigations and/or contingencies when required.
6.1.3 PROJECT RISK MITIGATION APPROACH
All identified risks will have appropriate mitigation strategies/plans. For those risks that are highly probable and have significant impact to the project, the project team will develop contingency plans.
6.1.4 RISK REPORTING AND ESCALATION STRATEGY
Risk monitoring and control will be part of every project status meeting. Risk identification will be the responsibility of all members of the project team. The Business Owner and Project Managers will be responsible for tracking risks and for developing mitigation strategies and contingency plans that address the risks identified by the team.
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This project will follow a continuous risk management strategy. Risk will be assessed routinely to ensure that identified risks are being dealt with appropriately and that new risks are identified and dealt with as early as possible.
6.1.5 PROJECT RISK TRACKING APPROACH
Section 1.5 lists initial risks identified for the project. For current risks, refer to the project risk log, tracked separately from this document, following procedures detailed above.
6.1.6 ISSUE MANAGEMENT
Issues will be discussed during the bi-weekly status meetings, and ad-hoc interim meetings, and will be tracked in the project meeting minutes. Action items and issues in the meeting minutes are considered high-priority, and will be addressed in the near term, often prior to the next status meeting. Meeting notes will be reviewed and updated at each meeting to note resolution of items or further updates or actions required. Any items not addressed in the on-gong meeting notes will be added to the EcoInteractive issue ticketing system for later prioritization.
NMDOT will roll up all action items and implementation decisions into a consolidated spreadsheet for easier tracking by internal DOT team members. The decision log will be utilized as a Requirements Traceability Matrix (RTM) for the project, and will be utilized during UAT to confirm implementation. Additional RTM detail may be created outside of the decision log, but will be referenced in the log for completeness.
EcoInteractive will provide a help & support email alias for NMDOT at [email protected]. Issues can either be emailed to the EcoInteractive project managers, or to the NMDOT eSTIP help alias for tracking.
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. Issues will follow an on-going monitoring process. Issues which cannot be resolved within the project team, or which require external resources to close, will be escalated to the appropriate level of management within each respective organization. Issues which are unable to be resolved via a simple escalation to management will be escalated to the Executive Steering Committee for assistance, which may involve senior management, at its discretion.
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
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project without affecting the overall project schedule, cost, or quality. Issue management and escalation will follow a similar escalation schema as described in Section 6.1.6.1.
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&VRESPEC is the vendor providing Independent Verification and Validation (IV&V) for the Project. Number, content and format guidelines of reports are detailed in the project’s IV&V contract.
6.3 SCOPE MANAGEMENT PLANThe scope of the project was negotiated with EcoInteractive and included in the professional services contract. It is the responsibility of the Project Managers to ensure all deliverables are being completed and meet the appropriate standards to enable approval. The Project Managers and Business Owner will meet bi-weekly to discuss project scope and determine if any changes will be necessary and require an amendment to the contract. Any change to the approved project scope will follow change control process described below. This will also address managing stakeholder expectations.
6.3.1 Change ControlIf there are any changes that are requested to the project in terms of scope, time or cost, a change request will be issued. A Change Request form will be created by EcoInteractive’s Project Manager and provided to the NMDOT Business Owner. Depending on the size and/or scope of the change it may be necessary to amend the contract. Changes requiring an amendment to the contract will require approval of the Executive Steering Committee and Project Sponsor.
6.3.1.1 Change Control ProcessThe vendor Project Manager(s) shall conduct an impact analysis to determine the impact of the change on scope, time and cost of the project. The change request and impact analysis will be used in determining if the change request can be achieved. For an approved change request, the vendor Project Manager will deliver an initial response on the Change Request form that will include the following:
Estimated date by which change will be completed if approved Change request number High level assessment of the impact of the change (anticipated price impact, anticipated
schedule impact), and consequential changes to the Scope of Work Requested approvals from specified project team members.
The Change Request form will include the following information:
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Date submitted Change category Description of change Events that made change necessary/desired.
The vendor Project Manager may use their own Change Request format, should one exist, as long as it includes the information above. If one does not exist, they may use the NMDOT standard format, if desired.
6.3.1.2 Change Control Board (CCB)The project shall follow a two-level CCB schema. The Executive Steering Committee (ESC) will function as the CCB for the project, for any changes that may require an amendment to the contract(s). Less significant changes, including minor adjustments to deliverable timelines and content, may be approved by a CCB composed of the Business Owner and Project Managers.
- Any change which increases the overall cost of the project will require approval by the ESC-level CCB.
- CCB discussion and decisions shall be documented in meeting minutes for the ESC-level CCB
- Discussion and approval/disapproval of less significant changes by the Business Owner and Project Managers shall be documented either in meeting minutes or via email
- Changes to downstream documentation, requirements and training docs and schedule, for example, shall be made once a change is approved.
6.4 PROJECT BUDGET MANAGEMENT
6.4.1 BUDGET TRACKING
The budget will be tracked by the Project Manager and budget tracking updates will be provided on a monthly basis utilizing excel spreadsheets and the SHARE financial system. Monthly budget reporting to DoIT will be managed by the IT Project Manager and verified by the Business Owner/Project Managers. Project budget cost estimates are available in Table 5.3.
6.5 COMMUNICATION PLANCommunication planning will utilize the matrix detailed in this section.
6.5.1 COMMUNICATION MATRIX
Communication Type
Objective of Communication
Medium Frequency Audience Owner Deliverable
Initial Logistical Kickoff Meeting
Introduce the project team and the project.
- Conference Call
Once - Project Team Vendor Project
- Meeting Minutes- PMP
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Review project objectives and management approach.
Manager - Issue tracking system & other documentation templates as needed
Business Analysis & Project Kickoff
In-depth review of business processes & needs across all stakeholders. Formal project kickoff across full project team.
- Face to Face Once - Project Sponsor- Project Team- Stakeholders
Vendor Project Manager
- Meeting Minutes- Baseline project schedule- Updated PMP
Project Team Meetings
Review status of the project with the team.
- Face to Face- Conference Call
Bi-Weekly - Project Team Project Managers
- Meeting Minutes- Updated Project Schedule & issue/risk log
IT Project Reports
Report the status of the project including activities, progress, costs and issues.
- Email Bi-Weekly
Monthly (ESC Report)
- Business Owner- IT Leadership
IT Project Manager
- Project Status Report
ESC Project Status Reports
Report the status of the project including activities, progress, costs and issues.
Conference call and email
Monthly - Project Sponsor- Project Team
Business Project Manager
- Project Status Report- Project Schedule
DoIT Monthly Status Reports
Report the status of the project, including progress, cost, performance to budget and risk.
Email Monthly - DoIT- PCC - General Public
IT Project Manager
Monthly Report
External stakeholder updates
Report progress and solicit input from stakeholders as project proceeds
Conference call or email
Monthly External Stakeholders
Business owner
Meeting Minutes
6.5.2 STATUS MEETINGS
EcoInteractive will host a bi-weekly project status call via teleconference with NMDOT. During the call, the project team will discuss the status report, project progress, and proposed resolution to issues and action items. Additional ad-hoc calls will be scheduled as needed, to address specific topics.
EcoInteractive will host a thirty minute Executive Steering Committee call monthly, which may occur during a portion of the normal bi-weekly project status call timeslot, if desired. During the call, the vendor Project Manager and Business Owner will discuss project status, including performance to schedule and budget, major issues and any ESC-level change requests.
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6.5.3 PROJECT STATUS REPORTS
See Section 6.5.1.
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) See Section 3.3.
6.7 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.
6.7.1 QUALITY STANDARDS
Quality Management is an important aspect of any project to ensure that the product delivered is accepted and works as designed. Each functional organization is responsible for the quality of its contribution to the project and will apply its internal quality standards to project products and services. The project team will assess the project’s products and services based on the standards established by the functional organizations represented on the project.
There are number of ways that quality has been built into this project. The first is IV&V, which will make sure the project meets expected requirements through a third party evaluation of the project. The second is the integrated project control process and change control process, which assure that any changes made to the project are executed in a structured manner. The change control process minimizes change of scope to the project and, if scope does change, it is done with a clear understanding of impact to the project. The third process for quality management is the risk management plan, which measures, mitigates and includes contingency plans for each risk.
The project team will create lessons learned at the end of the project. These lessons learned will be incorporated into subsequent phases, if any, of the project and be part of the project library that will be available for future projects to use.
All of these processes combined will create a product with quality that is built in, not tested in after the fact, and will provide an environment that maximizes opportunities to control quality.
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No. Quality Standard Tracking Tool or Measure
1 Project phase is completed by the established finish date. Project ScheduleProject Status
2 Project is completed within budget. Project CharterProject Status
3 Monthly project reviews show contractors deliver requirements specified in the contract by due dates.
Vendor ContractCustomer ApprovalsProject Schedule
4 Project issues are resolved and documented within specified time limits, or extensions are justified.
Issue Tracking
5 Project will be completed based on the original project scope and approved scope changes.
Project CharterProject PlanChange Request(s)
6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS
Review Type Quality Standard Tools Reviewer Reports
Requirements Project is completed within budget.
Contract deliverables Project Manager
Produced by vendor
Plans All plans must meet contract deliverables
Scope of work by vendor
Project Manager
Produced by vendor
Milestones Project phase is completed by the established finish date.
Contract Deliverables Project Manager
Project schedule from vendor
Testing Execution of User Acceptance Testing (UAT).
Use cases and requirement tracking list
Project Manager
Produced by Project Manager
6.7.3 AGENCY/CUSTOMER SATISFACTION
The project manager should assess the on-going sense from customer agencies and business units about the project and its adherence to committed processes and standards.
Areas of feedback When How OftenAgency awareness Business Owner Meetings MonthlyQuality of communications Project Steering committee meetings MonthlyManages project tasks Project Steering committee meetings Monthly
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6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS
The NMDOT Chief Information Officer will take delivery of any required 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 for the project. The NMDOT CIO will take delivery of such products only after the product deliverables have been accepted by the NMDOT Business Owner.
6.8 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 VERSION CONTROL
A methodology for version control of the configuration changes and customizations shall be documented as part of the business procedures and policies created in this project.
6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)
A project repository, consisting of a shared server with multiple folders will be developed by NMDOT staff members as a means to provide a central repository for all project documentation and deliverables.
6.9 PROCUREMENT MANAGEMENT PLANAll procurement for project goods and services must be performed under the guidance and direction of New Mexico State Procurement Statues and the code of federal rule associated with the federal funding source.
7. 0 PROJECT CLOSEProject 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 the end of the project implementation phase, after GoLive, and upon transition to maintenance and support. This closure consists of verification that objectives
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and deliverables were met. Acceptance is formally provided via a signed letter of acceptance for each deliverable accepted at or before project GoLive. Administrative closure is not considered final until the Project Closure Plan is finalized by the project team, and the project GoLive acceptance letter is signed by the Business Project Manager. The Project Closure Plan encompasses final project lessons learned and documents procedures for on-going maintenance and support both internally to NMDOT and when interfacing with the vendor. Final closure also encompasses transition to closure at the next available PCC meeting.
7.2 CONTRACT CLOSE
Contract close is similar to administrative close in that it involves product and process verification for contract close. Once the Business Project Manager has verified all remaining contractual deliverables for the maintenance and support phase are complete, and approved via a formal letter of approval, Contract Close may proceed. Once the final invoice is paid, a Notice to Close will be generated and sent to the Project Oversight Division (POD). Upon receipt of the Notice to Close, POD staff will reconcile the project and close it in the federal FMIS system and SHARE financials.
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