ui modernization $3 - nm doit u… · web viewinitiative 16: call center staff augmentation....

UI MUI MODERNIZATIONODERNIZATION $3.5M $3.5M

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

EXECUTIVE SPONSOR – KEN ORTIZ

BUSINESS OWNER – KEN ORTIZ

PROJECT MANAGER – [INSERT NAME]ORIGINAL PLAN DATE: [INSERT DATE, SPELLED OUT]

REVISION DATE: [INSERT DATE, SPELLED OUT]REVISION: [INSERT NUMBER]

PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

RREVISIONEVISION H HISTORYISTORY.................................................................................................................................................................................................. IIIIII

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

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

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

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

1.1 Executive Summary- rationale for the Project...................................................................................................11.2 funding and sources..........................................................................................................................................11.3 constraints.........................................................................................................................................................11.4 dependencies....................................................................................................................................................11.5 ASSUMPTIONS...................................................................................................................................................11.6 Initial Project Risks Identified..........................................................................................................................2

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................2

2.1 Stakeholders......................................................................................................................................................22.2 Project Governance Structure...........................................................................................................................3

2.2.1 Describe the organizational structure – Org Chart.....................................................................................32.2.2 Describe the role and members of the project steering committee...........................................................32.2.3 Organizational Boundaries, interfaces and responsibilities.......................................................................3

2.3 Executive Reporting...........................................................................................................................................3

3.0 SCOPE........................................................................................................................................................... 3

3.1 Project Objectives.............................................................................................................................................33.1.1 Business Objectives....................................................................................................................................33.1.2 Technical Objectives..................................................................................................................................3

3.2 Project exclusions..............................................................................................................................................33.3 Critical Success Factors......................................................................................................................................4

4.0 PROJECT DELIVERABLES AND METHODOLOGY...............................................................................................4

4.1 Project Management Life Cycle.........................................................................................................................44.1.1 Project Management Deliverables.............................................................................................................44.1.2 Deliverable Approval Authority Designations............................................................................................54.1.3 Deliverable Acceptance Procedure.............................................................................................................5

4.2 PRODUCT LIFE CYCLE.........................................................................................................................................54.2.1 Technical Strategy.....................................................................................................................................54.2.2 Product and Product Development Deliverables........................................................................................64.2.3 Deliverable Approval Authority Designations............................................................................................64.2.4 Deliverable Acceptance Procedure.............................................................................................................6

5.0 PROJECT WORK............................................................................................................................................. 6

5.1 Work Breakdown Structure (WBS)....................................................................................................................65.2 Schedule allocation -Project Timeline...............................................................................................................75.3 Project Budget...................................................................................................................................................75.4 Project Team.....................................................................................................................................................8

5.4.1 Project Team Organizational Structure......................................................................................................85.4.2 Project Team Roles and Responsibilities....................................................................................................9

5.5 STAFF PLANNING AND Resource ACQUISITION.................................................................................................95.5.1 Project Staff...............................................................................................................................................95.5.2 Non-Personnel resources...........................................................................................................................9

5.6 PROJECT LOGISTICS.........................................................................................................................................10

REVISION: 1.0 DOIT-PMO-TEM-020 I OF VI


5.6.1 Project Team Training..............................................................................................................................10

6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................10

6.1 Risk and issue Management............................................................................................................................106.1.1 Risk Management Strategy......................................................................................................................116.1.2 Project Risk Identification........................................................................................................................116.1.3 Project Risk Mitigation Approach............................................................................................................116.1.4 Risk Reporting and Escalation Strategy...................................................................................................116.1.5 Project Risk Tracking Approach................................................................................................................116.1.6 ISSUE MANAGEMENT..............................................................................................................................11

6.2 INDEPENDENT Verification And Validation - Iv&V...........................................................................................116.3 Scope Management Plan.................................................................................................................................11

6.3.1 Change Control........................................................................................................................................126.4 Project Budget Management..........................................................................................................................12

6.4.1 Budget Tracking.......................................................................................................................................126.5 Communication Plan.......................................................................................................................................12

6.5.1 Communication Matrix............................................................................................................................126.5.2 Status Meetings.......................................................................................................................................126.5.3 Project Status Reports..............................................................................................................................12

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS).....................................................................................126.6.1 Baselines..................................................................................................................................................136.6.2 Metrics Library.........................................................................................................................................13

6.7 QUALITY OBJECTIVES AND CONTROL..............................................................................................................136.7.1 quality Standards.....................................................................................................................................136.7.2 Project and Product Review AND ASSESSMENTS.....................................................................................146.7.3 Agency/Customer Satisfaction.................................................................................................................146.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS......................................................................................14

6.8 CONFIGURATION MANAGEMENT...................................................................................................................156.8.1 Version Control........................................................................................................................................156.8.2 Project Repository (Project Library).........................................................................................................15

6.9 PROCUREMENT MANAGEMENT PLAN............................................................................................................15

7. 0 PROJECT CLOSE........................................................................................................................................... 15

7.1 Administrative Close...................................................................................................................................167.2 Contract Close.............................................................................................................................................16

AttachmentS..............................................................................................................................................................16

REVISION: 1.0 DOIT-PMO-TEM-020 II OF VI


REVISION HISTORYREVISION HISTORY

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 July 27th, 2007 DoIT Project Management Office Revision

2.0

2.1

2.2

REVISION: 1.0 DOIT-PMO-TEM-020 III OF VI


PREPARING THE PROJECT MANAGEMENT PLANPREPARING THE PROJECT MANAGEMENT PLAN

The workbook for preparation of the Project Management Plan is built around helping the project manager and the project team to use the Project Management Plan in support of successful projects. Please refer to it while developing this PMP for your project.

ABOUT THIS 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 IV 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.

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT The UI Modernization $3.5M project contains individual requests for the purpose of enhancing the New Mexico Department of Workforce Solutions Unemployment Insurance (UI) Call Center system and operations and the UI automated systems and software which support these mission critical business functions.

Declining federal funding over the past several years have severely limited our agency’s ability to address critical needs involved in providing acceptable service levels within the call center and business systems supporting our unemployment services. Even before the rapid increase in unemployment claims associated with the downturn in our economy our call center and associated systems struggled to keep pace with the daily, weekly, and quarterly processing loads. In many cases, our call volumes and processing loads have doubled since January of 2008. Federal and State responses to unemployment require DSW to make many business rule and computer system changes with very little time to respond. Examples of these changes include multiple extensions of UI benefits, implementation of debit and direct deposit payment options for claimants, additional federal or state changes to support stimulus initiatives, and other changes to assist those attempting to obtain unemployment services. We have been very challenged to keep our call center Interactive Voice Response and UI Claims systems compliant and lack both the processing power and human capital to support current levels of demand. Our systems became even more stressed with the downturn of the economy and the rapid increase in unemployment. Our current workload involves processing over 32,000 payments per week and having weekly interactions over the phone or Internet with each of these claimants. In addition, we are using the same computing resources to process over 40,000 employer wage payments each quarter along with numerous reports and inquiries. An upturn in the economy will provide some relief but reverting to “status quo” and our prior service and support levels is unacceptable and the citizens of New Mexico deserve much better.

Phase I funding requests are primarily being requested for the purpose of addressing near term or critical funding requests that will provide greater stability, flexibility, and system availability for our UI service-seekers. We strive to substantially reduce the busy signals and long call hold times our clients experience when calling our Contact Center.

Attached is a short summary of each initiative we would like to undertake; each directly supports the objectives set out in Federal guidelines for expenditures using the Unemployment Modernization funds. The major expenditures involve the upgrade of the DWS computer system that will provide improved system response time and stability for our UI Claims system that is heavily used by our Call Center, web users, and those claimants calling our Interactive Voice Response (IVR) system. The current UI system is not capable of being expanded without a processor upgrade. The system also uses outdated disk storage and tape backup technology and uses software no longer supported by the software vendor. Upgrading this equipment will significantly improve our ability to process the current workload and service our many web-enabled connections that we service on a seven-day week. Additional requests within this proposal involve implementing near-term enhancements to our Call Center and Interactive Voice Response systems that will reduce the call wait time and busy signals for the thousands of customers who contact us on a weekly basis. Other identified initiatives involve adding automated tools to monitor critical systems that provide UI services to our clients on a nearly continuous basis. We have also identified opportunities to improve the reliability of our UI

PAGE | 1


claims system and to replace some critical data center equipment related to disaster recovery and business continuity. Infrastructure equipment investment will be made to s replace some 15 – 20 year-old air conditioners, improving our electrical supply system, and adding a diesel generator to support our call center, critical network equipment, and data center. We also plan to make improvements that will further leverage the use of the Internet and phone that will make our services easier to access while trying to reduce the need for clients for walk-in or call-in assistance.

These funding requests have been carefully reviewed, prioritized, and researched in terms of meeting the intended criteria established for the Unemployment Insurance Modernization guidelines. In addition, we have reviewed this plan with the State of New Mexico Chief Information Officer to insure our plans are consistent with statewide plans, architecture and priorities.

1.2 FUNDING AND SOURCES1.2 FUNDING AND SOURCES

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

APPROVERSAPPROVERS

ARRA 2009 $3.5MIL ITC, PCC, TARC

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

NNUMBERUMBER DDESCRIPTIONESCRIPTION

1- GLOBAL CONSTRAINT

This project consists of 19 initiatives each having its own directive and in some cases deliverables. Each initiative has its own constraints all of which will be identified in this document. All initiatives have a common constraint that will be faced and that is the limited availability of in house resources. Most initiatives will start simultaneously with each initiative requiring in house staff participation. The limited resources will be stretched severely in performing their regular duties and also working on the ARRA funded projects.

2 – GLOBAL CONSTRAINT

Initiatives associated with *Professional Services consulting contracts are constrained to the amount of funding that is requested in the initial quote, time allotted within the contract and the deliverables defined within the scope of work. Should the contract require additional time, funds, the project manager will be required to submit a contract amendment to the PCC with justification and reasons for the request.

3 – GLOBAL Requisition and Procurement process requirement by the agency and State

PAGE | 2



CONSTRAINT Purchasing Division, DFA and DoIT.

Following is a list of the initiatives in the UI Modernization $3.5M project with associated constraints.

INITIATIVE 1:INITIATIVE 1: Enhanced UI Internet Initial Claims Application *(PS contract)


Constraint 1 Limited internal staff available to provide direction to the contractor.

Constraint 2 Participation by internal business staff in providing business rules, testing and quality assurance review.

Constraint 3 Global Constraints #2 & 3.

INITIATIVE 2:INITIATIVE 2: Existing Interactive Voice Response System (IVR) Replacement


Constraint 1 Limited technical internal staff.

Constraint 2 Global Constraint #3

INITIATIVE 3:INITIATIVE 3: Develop Alternative Trade Adjustment Assistance (ATAA)*(PS contract)


Constraint 1 Constrained by Contractor, schedule, abilities, staffing etc.

Constraint 2 Limited office space at DWS for contractor


PAGE | 3


IINITIATIVENITIATIVE 4: 4: DDIESELIESEL G GENERATORENERATOR I INSTALLATIONNSTALLATION


Constraint 1 Limited locations available for locating generator.

Constraint 2 Permit and Licensing requirements by city, county offices.

Constraint 3 Global Constraint 3

IINITIATIVENITIATIVE 5: 5: CCOOLINGOOLING S SYSTEMYSTEM R REPLACEMENTEPLACEMENT USINGUSING L LIEBERTIEBERT DS DS EEQUIPMENTQUIPMENT


Constraint 1 Production Control Bureau approval for temporarily modifying building by removing window panes on third floor.

Constraint 2 Crane requirement for third floor window pane removal.


INITIATIVE 6:INITIATIVE 6: DB2 Upgrade from Version 7 to Version 9

*(PS *(PS CONTRACTCONTRACT))


Constraint 1 Dependent on IBM

Constraint 2 No technical expertise in house.


IINITIATIVENITIATIVE 7: 7: FFIREWALLIREWALL ANDAND VPN E VPN EQUIPMENTQUIPMENT R REPLACEMENTEPLACEMENT



Constraint 2 Required DoIT participation and IP address configuration

Constraint 3 Limited technical staff

PAGE | 4


IINITIATIVENITIATIVE 8: 8: PPOWEROWER D DISTRIBUTIONISTRIBUTION U UNITNIT ANDAND U UNINTERRUPTEDNINTERRUPTED P POWEROWER SSUPPLYUPPLY (UPS) R (UPS) REPLACEMENTEPLACEMENT


Constraint 1 See Global constraint #3

IINITIATIVENITIATIVE 9: 9: PPURCHASEURCHASE S SYSTEMYSTEM T TOOLSOOLS



IINITIATIVENITIATIVE 10: 10: VVIDEOIDEO C CONFERENCINGONFERENCING E EQUIPMENTQUIPMENT FORFOR DWS F DWS FIELDIELD O OFFICESFFICES



IINITIATIVENITIATIVE 11: 11: UPGRADE IBM Z890 MAINFRAME UPGRADE IBM Z890 MAINFRAME



Constraint 2 Dependent on IBM & Mainline

INITIATIVE 12:INITIATIVE 12: MQ Workflow Design Fix*(PS *(PS CONTRACTCONTRACT))


Constraint 1 Constrained by Contractor, schedule, abilities, staffing etc.

Constraint 2 Limited office space at DWS for contractor


IINITIATIVENITIATIVE 13: 13: PC RPC REPLACEMENTEPLACEMENT ANDAND W WINDOWSINDOWS O OFFICEFFICE U UPGRADEPGRADE

PAGE | 5





INITIATIVE 14:INITIATIVE 14: Reemployment Services Information Technology


Constraint 1 Global Constraint 2 & 3


INITIATIVE 15:INITIATIVE 15: Scanning and Indexing of UI Claims Documents*(PS *(PS CONTRACTCONTRACT))



IINITIATIVENITIATIVE 16: 16: CCALLALL C CENTERENTER S STAFFTAFF A AUGMENTATIONUGMENTATION



IINITIATIVENITIATIVE 17: 17: TTECHNICALECHNICAL T TRAININGRAINING FORFOR UI S UI SUPPORTUPPORT S STAFFTAFF



IINITIATIVENITIATIVE 18: 18: TIWA BTIWA BUILDINGUILDING N NETWORKETWORK U UPGRADEPGRADE


Constraint 1 Constrained by limited availability of internal network staff.

Global Constraint 3

PAGE | 6


IINITIATIVENITIATIVE 19: 19: IIMPLEMENTMPLEMENT V VOICEOICE O OVERVER I INTERNETNTERNET P PROTOCOLROTOCOL (VOIP) (VOIP) ININ KKEYEY A AREAREA O OFFICESFFICES




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. 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

INITIATIVE 1:INITIATIVE 1: Enhanced UI Internet Initial Claims Application *(PS contract)


Dependency 1 Dependent on the contractor M

Dependency 2 Dependent on Business Unit M

Dependency 3 Dependent on IT UI Applications support group M

Dependency 4 Dependent on Procurement process M



Dependency 1 Internal technical staff. M


INITIATIVE 3:INITIATIVE 3: Develop Alternative Trade Adjustment Assistance (ATAA)*(PS contract)

PAGE | 7




Dependency 2 Dependent on Business staff M





Dependency 1 Dependent on Vendor M

Depencendy 2 Dependent on the contractor M

Dependency 3 Dependent on Permit & Licensing process M



Dependency 1 Dependent on IT support group M



*(PS *(PS CONTRACTCONTRACT))






PAGE | 8






















Dependency 3 Dependent on IBM & Mainline M

PAGE | 9


INITIATIVE 12:INITIATIVE 12: MQ Workflow Design Fix*(PS *(PS CONTRACTCONTRACT))














INITIATIVE 15:INITIATIVE 15: Scanning and Indexing of UI Claims Documents*(PS *(PS CONTRACTCONTRACT))






PAGE | 10
















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

INITIATIVE 1:INITIATIVE 1: Enhanced UI Internet Initial Claims Application


Assumption 1 Project manager will be available.

PAGE | 11





INITIATIVE 3:INITIATIVE 3: Develop Alternative Trade Adjustment Assistance (ATAA)









IINITIATIVENITIATIVE 6: 6: DB2 UDB2 UPGRADEPGRADE FROMFROM V VERSIONERSION 7 7 TOTO V VERSIONERSION 9 9






PAGE | 12














IINITIATIVENITIATIVE 12: 12: MQ WMQ WORKFLOWORKFLOW D DESIGNESIGN F FIXIX







PAGE | 13




IINITIATIVENITIATIVE 15: 15: SSCANNINGCANNING ANDAND I INDEXINGNDEXING OFOF UI C UI CLAIMSLAIMS D DOCUMENTSOCUMENTS















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.

PAGE | 14



Description - Probability Impact

Mitigation Strategy Contingency Plan
















PAGE | 15





















PAGE | 16



















INITIATIVE 19:INITIATIVE 19: Implement Voice Over Internet Protocol (VOIP) in Key Area Offices



PAGE | 17


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 SSTAKETAKE ININ P PROJECTROJECT OORGANIZATIONRGANIZATION TTITLEITLE

UI Claims Support The UI Claims support team is dependent on the UI Claims application. Currently the UI Claims is struggling with several technical issues. All issues are addressed within these initiatives

DWS

2.2 PROJECT GOVERNANCE STRUCTURE2.2 PROJECT GOVERNANCE STRUCTURE

PAGE | 18


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

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

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

2.3 EXECUTIVE REPORTING2.3 EXECUTIVE REPORTING

3.0 SCOPE3.0 SCOPE

3.1 PROJECT OBJECTIVES3.1 PROJECT OBJECTIVESINITIATIVE 1:INITIATIVE 1: Enhanced UI Internet Initial Claims Application3.1.1 B3.1.1 BUSINESSUSINESS O OBJECTIVESBJECTIVES


Bus. Objective 1 The benefit to the agency of offering easy-to-use access to services is huge. A reduction in call center calls and ultimately staffing, more hours of available services, less costly transactions, and improved customer service are all expected benefits from having robust web services.

3.1.2 T3.1.2 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


Tech. Objective 1 Make the existing Internet initial claims filing interface more robust and user-friendly


3.1.1 Business Objectives


Bus. Objective 1 Offer easy-to-use access to services and reduce Call Center calls. Provide more hours of available services and improve customer service with a robust web services.

PAGE | 19




Tech. Objective 1 Make the existing Internet initial claims filing interface more robust and user-friendly

INITIATIVE 3:INITIATIVE 3: Develop Alternative Trade Adjustment Assistance (ATAA)3.1.1 Business Objectives


Bus. Objective 1 Provide an automated process for ATAA functionality using the UI Claims application. The ATAA data will reside in the UI Claims application database and is therefore available for statistical purposes. The response to the client will be improved due to the automation



Tech. Objective 1 Develop Alternative Trade Adjustment Assistance (ATAA) functionality within the UI Claims application

INITIATIVE 4:INITIATIVE 4: Diesel Generator Installation



Bus. Objective 1 Eliminate or minimize possible hardware damage, data loss and down time of the IBM mainframe, servers and network equipment.



Tech. Objective 1 Provide continued and uninterrupted operation of the IBM Mainframe, servers, IVR system and network equipment

INITIATIVE 5:INITIATIVE 5: Cooling System Replacement using Liebert DS Equipment


PAGE | 20



Bus. Objective 1 Round-the-clock operation of cooling systems is crucial to our computer room operation, given the considerable heat produced by computer equipment operating in close proximity to one another.



Tech. Objective 1 Replace two old Liebert cooling systems with two new and upgraded Liebert DS cooling systems in the Computer Room




Bus. Objective 1 Upgrading to V9 will position the agency on a supported DB2 version and will provide increased system reliability and will enable DWS to take advantage of new IBM technology and will provide an inherent performance boost to the UI Claims application.



Tech. Objective 1 Upgrade the current version of DB2 database from version 7 to version 9. DB2 is the database software product Workforce Solutions uses to store UI Claims and UI Tax data.

INITIATIVE 7:INITIATIVE 7: Firewall and VPN Equipment Replacement



Bus. Objective 1 VPN provides secure access from remote locations to the Workforce Solutions network The Firewall provides security for the Workforce Solutions environment.

PAGE | 21




Tech. Objective 1 VPN is the ability to allow Workforce Solutions staff/business partners to enter into the department’s network environment in a secure manner while at a remote location.

Firewall protects DWS from outside intrusion, protects and isolates the Departments resources from malicious software, and controls all connectivity and level of access.

INITIATIVE 8:INITIATIVE 8: Power Distribution Unit and Uninterrupted Power Supply (UPS) Replacement



Bus. Objective 1 UPS will protect the computer room resources by taking over as a power resource during a commercial power failure and while the back up generator is initiated. This will prevent data loss and equipment failure.



Tech. Objective 1 Replace the Power Distribution Unit (PDU) and Upgrade the Uninterrupted Power Supply (UPS) System

INITIATIVE 9:INITIATIVE 9: Purchase System Tools3.1.1 Business Objectives


Bus. Objective 1 System performance monitoring tools provide the capability of monitoring how critical business processes are running - in real time - so we can better manage the availability and performance of the UI Claims application.



Tech. Objective 1 Purchase System Tools for monitoring the UI Claims application

PAGE | 22


INITIATIVE 10:INITIATIVE 10: Video Conferencing Equipment for DWS Field Offices3.1.1 Business Objectives


Bus. Objective 1 Objective is to expand our employee training via video conferencing capabilities.



Tech. Objective 1 Equip field offices with video conferencing equipment to enhance communications and extend training opportunities for staff and management

INITIATIVE 11:INITIATIVE 11: UPGRADE IBM Z890 MAINFRAME



Bus. Objective 1 The expected benefit of this upgrade will be a reduction in call duration for Customer Service Representatives and reduced time for claimants when performing self service transactions on-line or via the telephone. This upgrade is expected to provide adequate capacity through 2012.



Tech. Objective 1 Upgrade IBM Mainframe to a Z10 N01-Zseries Mainframe

INITIATIVE 12:INITIATIVE 12: MQ Workflow Design Fix3.1.1 Business Objectives



PAGE | 23




Tech. Objective 1 MQ Workflow is not properly closing out tasks and is creating duplicate entries causing system contention and performance issues during Claims peak hours – in addition to causing manual "reassignment" and cleanup of work items by supervisors and Claims staff.

INITIATIVE 13:INITIATIVE 13: PC Replacement and Windows Office Upgrade3.1.1 Business Objectives


Bus. Objective 1 Department of Workforce Solution employees are using old outdated PCs to support the needs of the UI Claimants.

These PCs are using Windows 2000 as the Operating system and using Office 2000 to create documents and spread sheets and need to be replaced.



Tech. Objective 1 Replacing 300 old desktop PCs and monitors.

INITIATIVE 14:INITIATIVE 14: Reemployment Services Information Technology 3.1.1 Business Objectives


Bus. Objective 1 Upgrade information technology equipment used by Workforce Transition field staff in multiple cities throughout the state.



Tech. Objective 1 Upgrade Field Computers - Workforce Solutions has staff in offices in many of the larger cities throughout the State. Communications lines and network equipment connect these offices to the TIWA building in Albuquerque and provide each office with access to systems such as the Virtual One Stop (NMVOSS), SHARE, and Unemployment Benefits, and email.

PAGE | 24



Many of the staff and resource room computers are five to seven years old outdated.

Upgrade Field Office Network – The network equipment used to connect field offices to the DWS network was purchased several years ago and is not capable of carrying data at broadband speeds and therefore results in very slow response times for field staff and clients.

Electronic Interface Between UI Claims and Virtual One Stop System – A custom-written interface to alert our Employment Services Division that an individual has filed for UI benefits and will automatically transfer key information to our New Mexico Virtual One Stop (NMVOSS) system that will enroll the individual in this system and initiate communications with our Employments Services staff.

INITIATIVE 15:INITIATIVE 15: Scanning and Indexing of UI Claims Documents3.1.1 Business Objectives


Bus. Objective 1 Implement technology that will capture the numerous supporting documents that are often filed along with unemployment claims.



Tech. Objective 1 DWS would like to acquire the ability to quickly index and store documents and relate these documents to an individual’s claim and make these attachments easily retrievable to staff in claims, adjudication, and appeals. Having the ability to query and store supplemental information will save time for DWS staff and improve the service levels we provide to claimants.

INITIATIVE 16:INITIATIVE 16: Call Center Staff Augmentation3.1.1 Business Objectives


Bus. Objective 1 Establish a source of funds that will permit the agency to augment current NMDWS call center staff to more quickly responded to

PAGE | 25



increased customer calls.



Tech. Objective 1 The New Mexico Department of Workforce Solutions Call Center does not have the capability to quickly ramp up for sudden increased call volumes generated as a result of large layoffs or peak periods such as termination of seasonal workers. Having the ability to add temporary staff or the ability to have a local call center provide staff augmentation will permit the agency to be more responsive in handling the spikes in call volumes we have recently experienced.

INITIATIVE 17:INITIATIVE 17: Technical Training for UI Support Staff



Bus. Objective 1 Improve the technical skills for the applications and technical support staff supporting the Unemployment Insurance systems



Tech. Objective 1 The benefit of this training is the system support staff will have the required knowledge to support our UI Claims application and also positions them for the upcoming UI Tax Reengineering project which will utilize the same software products and platform as the UI Claims application.

INITIATIVE 18:INITIATIVE 18: TIWA Building Network Upgrade3.1.1 Business Objectives


Bus. Objective 1 Improve the speed and capabilities of the internal network within the TIWA building; including delivery of data between the Unemployment Insurance systems and key users and the Call Center.

PAGE | 26




Tech. Objective 1 The primary benefit to our UI clients will be from our staff having improved response times when accessing the UI claims and TACS systems and therefore handling their inquiries and services in less time. This upgrade also allows our Call Center and support staff to serve more clients in a given period of time. Finally, by replacing end-of-life equipment, especially some of the more expensive and specialized network equipment with new devices we will reduce the amount of outages that would otherwise occur. The old equipment will be used for fail-over and redundancy to help reduce the number of single point failures in our network.

INITIATIVE 19:INITIATIVE 19: Implement Voice Over Internet Protocol (VOIP) in Key Area Offices3.1.1 Business Objectives





Tech. Objective 1 Upgrade IBM Mainframe to a Z10 E10-Zseries Mainframe

3.2 PROJECT EXCLUSIONS3.2 PROJECT EXCLUSIONS

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.

PAGE | 27




QUALITY METRICS 1 The benefit to the agency of offering easy-to-use access to services is huge. A reduction in call center calls and ultimately staffing, more hours of available services, less costly transactions, and improved customer service are all expected benefits from having robust web services. If this application results in 500 weekly claims being filed via the Internet we will see a reduction in Call Center talk time of 30,000 minutes for our Call Center customer service reps.



QUALITY METRICS 1 The agency would improve our service delivery by replacing the existing IVR with technology that can be maintained within the agency and menu options can be modified without software changes. The newer technology would provide increased account information to clients and therefore reduce the number of calls needed to be handled by our customer service representatives (CSR). We also desire to use this technology to confirm customer transactions by sending them an email, text message, or other form of electronic feedback to verify activities such as a filed claim, certification of claim, or similar alerts that will reduce calls to the call center and improve the quality of customer service. The new IVR system should result in a 20% reduction in need for claimants to talk with a CSR and also reduce hold time and talk time for those clients who do need CSR assistance.



QUALITY METRICS 1 Benefits of developing this functionality is it will provide an automated process using the UI Claims application. The ATAA data will reside in the UI Claims application database and is therefore available for statistical purposes. The response to the client will be improved due to the automation.

PAGE | 28




QUALITY METRICS 1 The generator will eliminate or minimize possible hardware damage, data loss and down time of the IBM mainframe, servers and network equipment.



QUALITY METRICS 1 These new Liebert cooling systems will provide an increased confidence and reliability level to the agency. The current cooling systems are old and are constantly under repair. It is typical for the current cooling systems to become inoperable at least three times a year. With the new cooling systems this potential for problems is alleviated.



QUALITY METRICS 1 Upgrading to the most current version has some significant benefits. First, we will now be at the current release level and will be able to have access to IBM’s support center to resolve technical issues that might arise. More importantly, version 9 contains many performance enhancements that will translate into faster response times for UI claimants accessing our systems via the telephone, Internet or UI Call Center. For example, the new software contains specific performance enhancements for the newer IBM mainframes that will provide an increase in performance of 10% when storing or retrieving data, which will have a positive affect on the UI Claims application.



QUALITY METRICS 1 Benefit provided by VPN is the ability to allow Workforce Solutions staff/business partners to enter into the department’s

PAGE | 29



network environment in a secure manner while at a remote location.

Benefit of the firewall is it will protect and isolate the Departments resources from malicious software, intrusion into the agencies network and controls all connectivity and level of access.



QUALITY METRICS 1 The benefit of a UPS would be its ability to take over provision of power to the computer room equipment at times when utility power is lost and the backup generator has not kicked in.



QUALITY METRICS 1 These tools will provide the System Programmer to monitor the system at a transaction level and identify where the transaction is stalling and the cause of the delay within the application. The tools will also provide the ability to monitor the growth of the database and also maintain the database by removing extraneous messages.



QUALITY METRICS 1 The benefit of using video conferencing involves using technology as a very cost-effective and productive method of communications or conducting business with our one-stop and Workforce Connection office management, staff, key vendors and perhaps clients without incurring the time and expense of travel.


PAGE | 30



QUALITY METRICS 1 The expected benefit of this upgrade will be a reduction in call duration for Customer Service Representatives and reduced time for claimants when performing self service transactions on-line or via the telephone. This upgrade is expected to provide adequate capacity through 2012.



QUALITY METRICS 1 Will enhance system performance; increase the system reliability, and system availability. In addition, this correction prepares the infrastructure to support the TAX system enhancement project for TAX system processes tasks and work items generated by other interfacing and dependant applications.



QUALITY METRICS 1 The replacement of these older PCs will improve the employees work space and improve the customer service level that these employees provide to UI Claimants.



QUALITY METRICS 1 The benefit of replacing this equipment is that our field staff and clients coming into the One Stop offices can have improved service levels using equipment that is capable of running modern software applications such as NMVOSS or office products such as Office 2008.

This equipment replacement will be a key factor when DoIT completes negotiations with broadband carriers to offer high-speed service throughout the state.

This interface is a key component in addressing a major component of Reemployment Services objectives and complying with federal requirements to engage those receiving UI benefits in seeking employment services.

PAGE | 31




QUALITY METRICS 1 Combining imaging with more self-service functions will move the agency more towards less paper-intensive business processes while putting more information about each claimant at the finger tips of our staff; all of which should improve the customer experience and result in an improvement in service delivery and reduction of internal costs.



QUALITY METRICS 1 Having the ability to add temporary staff or the ability to have a local call center provide staff augmentation will permit the agency to be more responsive in handling the spikes in call volumes we have recently experienced.



QUALITY METRICS 1 Having the ability to add temporary staff or the ability to have a local call center provide staff augmentation will permit the agency to be more responsive in handling the spikes in call volumes we have recently experienced.



QUALITY METRICS 1 The primary benefit to our UI clients will be from our staff having improved response times when accessing the UI claims and TACS systems and therefore handling their inquiries and services in less time. This upgrade also allows our Call Center and support staff to serve more clients in a given period of time. Finally, by replacing end-of-life equipment, especially some of the more expensive and specialized network equipment with new devices we will reduce the amount of outages that would otherwise occur. The old equipment will be used for fail-over and redundancy to help reduce

PAGE | 32



the number of single point failures in our network.



QUALITY METRICS 1 The major benefit of this initiative is the elimination of long distance phone charges being paid by UI claimants for filing initial unemployment claims or certifying for their weekly benefit payments. In addition, both claimants and staff making calls to the TIWA building in Albuquerque would not incur long distance costs that are currently being paid by the department. As stated above, this project has an estimated payback of less than three years. A sampling of our current long distance calls is:

January there were 80,254 calls totaling $17,935;

February there were 50,487 calls totaling $16,390;

March there were 39,297 calls totaling $13,840

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

PAGE | 33


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 [Deliverable 1 Name]Description - Deliverable Acceptance Criteria

Standards for Content and Format -

Quality Review -.

4.1.1.2 [Deliverable 2 Name]Description - Deliverable Acceptance Criteria -


Quality Review -

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.

DDELIVERABLEELIVERABLE NNUMBERUMBER

DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))

DDATEATE AAPPROVEDPPROVED

PRJ-DEL-001 Project Management Plan (PMP)

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.

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

PAGE | 34


4.2.1 T4.2.1 TECHNICALECHNICAL S STRATEGYTRATEGY

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

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 [Deliverable 1 Name]Description Deliverable Acceptance Criteria -


Quality Review -

4.2.2.2 [Deliverable 2 Name]Description - Deliverable Acceptance Criteria -


Quality Review -

4.2.3 D4.2.3 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.

PAGE | 35


DDELIVERABLEELIVERABLE NNUMBERUMBER

DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))

DDATEATE AAPPROVEDPPROVED

4.2.4 D4.2.4 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDURE

Describe the process that this project will use for the formal acceptance of all deliverables.

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.

Identifier Work Package Description Definition/Objective Milestone/Deliverable

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

PAGE | 36


Identifier Task/Activity Name

Resource Name

Milestone (Y/N)

Effort/ Duration

Start Finish Dependent Task

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).

Identifier Work Package or Budget Category Cost

Or..

Phase / Activity Associated Deliverables Estimated Budget

Umbrella Tasks

Phase 1Project Preparation & Planning

Project planProject Schedule

Phase 2

Phase 3

PAGE | 37


Phase / Activity Associated Deliverables Estimated Budget

Phase 4Project Closing

TOTALS

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.

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

5.5 STAFF PLANNING AND RESOURCE ACQUISITION5.5 STAFF PLANNING AND RESOURCE ACQUISITIONComplete the chart below identifying the project team members and details concerning their project commitment. Project staff should include State, Contract, Customer (Business Owner), or Vendor team members

PAGE | 38


5.5.1 P5.5.1 PROJECTROJECT S STAFFTAFF

Resource Cost Estimate

Estimated Hours Availability Skill Set Work Product/Deliverable

5.5.2 N5.5.2 NONON-P-PERSONNELERSONNEL RESOURCESRESOURCES

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

Resource Cost Estimate

Estimated units/hours Availability Source Work Product/Deliverable

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.

ResourceCost Estimate

Estimated Hours Availability Skill Set Work Product/Deliverable

PAGE | 39


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.

6.1.2 P6.1.2 PROJECTROJECT R RISKISK I IDENTIFICATIONDENTIFICATION



Risk 1



Risk 1


PAGE | 40



Risk 1



Risk 1



Risk 1



Risk 1



Risk 1



Risk 1



PAGE | 41


Risk 1



Risk 1



Risk 1



Risk 1



Risk 1



Risk 1



Risk 1

PAGE | 42




Risk 1



Risk 1



Risk 1



Risk 1

6.1.3 P6.1.3 PROJECTROJECT R RISKISK M MITIGATIONITIGATION A APPROACHPPROACH

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

6.1.5 P6.1.5 PROJECTROJECT R RISKISK T TRACKINGRACKING A APPROACHPPROACH

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.

PAGE | 43


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.

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.

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.

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.

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.

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

PAGE | 44


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

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.

6.5.1 C6.5.1 COMMUNICATIONOMMUNICATION M MATRIXATRIX

6.5.2 S6.5.2 STATUSTATUS M MEETINGSEETINGS

6.5.3 P6.5.3 PROJECTROJECT S STATUSTATUS R REPORTSEPORTS

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 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

Project Area Category Measure

6.6.2 M6.6.2 METRICSETRICS L LIBRARYIBRARY

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

PAGE | 45


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.

No. Quality Standard Tracking Tool or Measure

1 •

2 •

3 •

4 •

5 •

•

•

•

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

Review Type Quality Standard Tools Reviewer Reports

Requirements

Plans

Milestones

Testing

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

PAGE | 46


Agency awareness

Quality of communications

Manages project tasks

Productive Meetings

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.

Deliverable Final Approval Process Customer Acceptance Criteria

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

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.

6.9 PROCUREMENT MANAGEMENT PLAN6.9 PROCUREMENT MANAGEMENT PLAN

PAGE | 47


Projects 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.

7. 0 PROJECT CLOSE7. 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 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

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.

ATTACHMENTSATTACHMENTSAttachments are included for additional information, but are not formally considered part of the Project Plan for approvals and change management purposes. Examples

Acronyms, abbreviations and definitions

Technical glossary of IT terms

Project Work breakdown schedule

Project timeline

PAGE | 48


PAGE | 49