· web viewjun 25, 2014 · cses ca gen upgrade (software upgrade) project management plan (pmp)...

CSES CA GCSES CA GENEN U UPGRADEPGRADE (S(SOFTWAREOFTWARE UPGRADEUPGRADE))

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

EXECUTIVE SPONSOR – SEAN PEARSON

BUSINESS OWNER – STEVEN G. SMITH

IT PROJECT MANAGER – TERESA HENKE

ORIGINAL PLAN DATE: JUNE 26, 2013REVISION: 3.1 JUNE 13, 2014

RREVISIONEVISION H HISTORYISTORY.................................................................................................................................................................................................... 331.0 PROJECT OVERVIEW...................................................................................................................................... 4

1.1 Executive Summary- rationale for the Project...............................................................................................41.2 funding and sources..........................................................................................................................................51.3 constraints.........................................................................................................................................................51.4 dependencies....................................................................................................................................................61.5 ASSUMPTIONS...................................................................................................................................................61.6 Initial Project Risks Identified..........................................................................................................................6

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................8

2.1 Stakeholders......................................................................................................................................................82.2 Project Governance Structure.........................................................................................................................10

2.2.1 organizational structure – Org Chart.......................................................................................................102.2.2 Describe the role and members of the project steering committee.........................................................102.2.3 Organizational Boundaries, interfaces and responsibilities.....................................................................11

2.3 Executive Reporting.........................................................................................................................................11

3.0 SCOPE......................................................................................................................................................... 11

3.1 Project Objectives...........................................................................................................................................113.1.1 Business Objectives..................................................................................................................................113.1.2 Technical Objectives................................................................................................................................11

3.2 Project exclusions............................................................................................................................................113.3 Critical Success Factors....................................................................................................................................12

4.0 PROJECT DELIVERABLES AND METHODOLOGY.............................................................................................12

4.1 Project Management Life Cycle.......................................................................................................................124.1.1 Project Management Deliverables...........................................................................................................134.1.2 Deliverable Approval Authority Designations..........................................................................................144.1.3 Deliverable Acceptance Procedure...........................................................................................................14

4.2 PRODUCT LIFE CYCLE.......................................................................................................................................144.2.1 Technical Strategy...................................................................................................................................144.2.2 Project and Product Deliverables.............................................................................................................154.2.3 Deliverable Acceptance Procedure...........................................................................................................16

5.0 PROJECT WORK........................................................................................................................................... 16

5.1 Work Breakdown Structure (WBS)..................................................................................................................165.2 Schedule allocation -Project Timeline.............................................................................................................165.3 Project Budget.................................................................................................................................................165.4 Project Team...................................................................................................................................................18

5.4.1 Project Team Organizational Structure....................................................................................................185.4.2 Project Team Roles and Responsibilities..................................................................................................19

5.5 STAFF PLANNING AND Resource ACQUISITION...............................................................................................195.5.1 Project Staff.............................................................................................................................................205.5.2 Non-Personnel resources.........................................................................................................................21

5.6 PROJECT LOGISTICS.........................................................................................................................................215.6.1 Project Team Training..............................................................................................................................21

6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................21

6.1 Risk and issue Management............................................................................................................................216.1.1 Risk Management Strategy......................................................................................................................216.1.2 Project Risk Identification........................................................................................................................21

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6.1.3 Project Risk Mitigation Approach............................................................................................................216.1.4 Risk Reporting and Escalation Strategy...................................................................................................226.1.5 Project Risk Tracking Approach................................................................................................................226.1.6 ISSUE MANAGEMENT..............................................................................................................................22

6.2 INDEPENDENT Verification And Validation - Iv&V...........................................................................................226.3 Scope Management Plan.................................................................................................................................22

6.3.1 Change Control........................................................................................................................................226.4 Project Budget Management..........................................................................................................................23

6.4.1 Budget Tracking.......................................................................................................................................236.5 Communication Plan.......................................................................................................................................23

6.5.1 Communication Matrix............................................................................................................................236.5.2 Status Meetings.......................................................................................................................................236.5.3 Project Status Reports..............................................................................................................................23

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS).....................................................................................236.6.1 Baselines..................................................................................................................................................246.6.2 Metrics Library.........................................................................................................................................24

6.7 QUALITY OBJECTIVES AND CONTROL..............................................................................................................246.7.1 quality Standards.....................................................................................................................................256.7.2 Project and Product Review AND ASSESSMENTS.....................................................................................256.7.3 Agency/Customer Satisfaction.................................................................................................................256.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS......................................................................................26

6.8 CONFIGURATION MANAGEMENT...................................................................................................................276.8.1 Version Control........................................................................................................................................276.8.2 Project Repository (Project Library).........................................................................................................27

6.9 PROCUREMENT MANAGEMENT PLAN............................................................................................................27

7. 0 PROJECT CLOSE........................................................................................................................................... 27

7.1 Administrative Close...................................................................................................................................277.2 Contract Close.............................................................................................................................................27Acronyms..........................................................................................................................................................28

ATTACHMENTS................................................................................................................................................. 27

Project Timeline

Project Schedule

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REVISION HISTORYREVISION HISTORY

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 June 26, 2013 Initial version for PCC Certification

2.0 August 28, 2013 Update for Implementation Phase

3.0 May 30, 2014 Update for Closeout Phase

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1.0 PROJECT OVERVIEW1.0 PROJECT OVERVIEW

This project plan will describe the Child Support Enforcement System (CSES) CA Gen Upgrade project.

As background for this project, CSES supports the Child Support Enforcement Division (CSED) Program. CSED is operated at a Federal level by the U.S. Department of Health and Human Services providing funding to states through Administration for Children and Families (ACF), Office of Child Support (OCSE). The Family Support Act of 1988 required each state to have in place an automated statewide child support system in effect by October 1, 1995. In addition the OCSE mandated an increased level of automated processing Personal Responsibility and Work Opportunity Reconciliation Act of 1996 (PRWORA) legislation and requirements.

The New Mexico Child Support Enforcement System (CSES) was fully implemented in 1998. Since that time the application developers have been using a computer-aided software engineering (CASE) tool, currently referred to as CA Gen. The tool is critical in reducing development time and costs by removing complexity, and allowing development of large scale enterprise transaction processing systems.

The current version of the CA Gen tool is v6.5 which was installed in March of 2005. CA Gen 6.5 version is no longer supported and requires a maintenance code upgrade to a fully supported standard, as well as supporting environmental configuration changes and software upgrades with associated Encyclopedia and environment maintained and hosted through New Mexico Department of Information Technology (DoIT).

In March 2011 an analysis and assessment was completed to provide The Human Services Department (HSD) and DoIT with a qualified assessment of potential issues, risks, remedial recommendations and plan for upgrading the currently unsupported CA Gen v6.5 to a newer supported version of CA Gen v.8.

Legislative Funding was approved through FY14 and HSD would like to begin project initiation activities with the contractor in July 2013. Analysis and Architecture Design activities will include a repeat assessment to validate any corruptions or issues for remediation prior to implementation of upgrade to begin in October 2013. The complete upgrade should be tested, deployed and complete by May 2014.

1.11.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECTEXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT HSD CSES currently uses an unsupported version of CA Gen software for Host Encyclopedia and workstation. The CA Gen 6.5 version is no longer supported and the risk of unsupported code in the environment is increasing.

Currently, the HSD Information Technology Division (ITD) supports the Child Support Enforcement System (CSES) legacy mainframe application which is hosted on the NM DoIT Enterprise mainframe MVS1 region. The application code and supporting processes are managed by HSD-ITD application developers using the CA Gen development tool. This tool is integral for current CSES application development and having an unsupported version poses a significant risk to the program, especially if the system were to encounter any production issues

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that require vendor assistance. Any amount of downtime could result in substantial Federal fines or sanctions.

HSD will contract with Jumar Solutions through Software House International (SHI) to upgrade the system. Jumar completed the CA Gen assessment in 2011 and has the expertise and experience to upgrade this software. The Human Services Department is requesting your consideration through approval of the Initiation and Planning phases of this project.

1.2 FUNDING AND SOURCES1.2 FUNDING AND SOURCESFunding for the CA Gen Upgrade is from legislative funds L2012, Chapter 19, Sec 7(15) and will expire on June 30, 2014. The completion date of the CA Gen Upgrade Contract is March 31, 2014.

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

APPROVERSAPPROVERS

STATE FUNDS L 2012, CHAPTER 19, SEC 7(15)

$187,000 FUNDING MUST BE EXPENDED BY JUNE 30, 2014

STATE PCC

FEDERAL FUNDS $363,000 ACF/OCSE

STATE PCC

1.3 CONSTRAINTS1.3 CONSTRAINTS

NNUMBERUMBER DDESCRIPTIONESCRIPTION

1 To avoid any issue with the HSD Income Support Division Automated System Program and Eligibility Network (ASPEN) Pilot release in July 2013, the execution phase of the CA Gen Upgrade will begin the second week in August 2013.

2 Resources and Change Management: HSD CSES Staff will be required to support the contractor during the CA Gen Upgrade. CSES Staff will be required to continue M&O operations of CSES and some CSES change requests. These changes will need to be managed during the deployment phase of the upgrade.

3 Funding is awarded through June 30, 2014. The completion of the CA Gen Upgrade is planned to complete in March 2014. Note, actual completion is May, 2014.

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1.4 DEPENDENCIES1.4 DEPENDENCIES

NUMBENUMBERR

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

1 OCSE APPROVAL OF MATCHING FUNDS (COMPLETE)

E

2 CERTIFICATION (COMPLETE) E

3 AVAILABILITY OF CSES AND NMDOIT STAFF TO CONDUCT REQUIRED ACTIVITIES (COMPLETE)

M

4 AVAILABILITY OF A DEVELOPMENT ENVIRONMENT WITH TRACE FUNCTIONALITY AND A TEST ENVIRONMENT DEDICATED TO THE UPGRADE (COMPLETE)

M

5 MODEL CLEANUP (COMPLETE) M

1.5 1.5 ASSUMPTIONSASSUMPTIONS


1 There will be adequate CSES and NMDoIT resources to support the planning and execution of this project, including the project manager, application developers, DBAs and QA resources.

2. Transition and change management plan acceptance for freezing production while CA Gen Upgrade is deployed to production (estimated for 1-2 weeks).

1.6 INITIAL PROJECT RISKS IDENTIFIED1.6 INITIAL PROJECT RISKS IDENTIFIED - -

Risk 1 - Loss of Key CSES Staff

Description – Loss of Key CSES Staff

Probability - Possible Impact - High

Mitigation Strategy - Reprioritize CSES staff assignments to assure required activities are completed as necessary. Cross training so that other staff can fill in as necessary.

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Contingency Plan: Cross training so that other staff can fill in as necessary or obtain additional resources to reduce the impact to the project.

[Risk 2 – Identify External Action Blocks that have missing source code]

Description – Missing Source Code for EABs (External Action Blocks)

Probability: Possible Impact : Medium

Mitigation Strategy: Analyze any active critical EAB (COBOL programs external to Cool Gen) to identify missing source members. If critical, reverse engineer EABs from load libraries.

Contingency Plan: Evaluation of EAB’s has been completed as pre-upgrade activity and no critical EAB’s were found without source code.

[Risk 3 – Lack of Experience and Knowledge of Access Gen ]

Description – Staff lack knowledge of new version of Access Gen (previously CA Gen)

Probability: Medium Impact : Medium

Mitigation Strategy: Propose Vendor walk HSD/DoIT through installation/download -- failure

Contingency Plan: Vendor support

[Risk 4 – Migration Path]

Description – Requires revised migration path and designated upgrade region

Probability: High Impact : High

Mitigation Strategy: Revise with model management

Contingency Plan: Workaround

[Risk 5 – Consistency/Clean up]

Description – Old Code and Code snippets exist in Dev and Test regions


Mitigation Strategy:

Contingency Plan: stop project until ASPEN Pilot releases.

[Risk 6 – Configuration Management Issue]

Description – Compiling non-Gen source code –


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[Risk 7 – DoIT Schedule Impacts]

Description – DoIT Mainframe Stabilization Project must be aligned with Project Plan or schedule may be impacted

Probability: Low Impact : High

Mitigation Strategy: Work with DoIT to ensure their upgrades don’t conflict with ours

Contingency Plan: vendor support

[Risk 8 – Budget risk]

Description – Additional dollars exist in the contingency funding bucket


Mitigation Strategy: Ensure any additional dollars spent are within budget

Contingency Plan: Budgeted contingency funds expense not to exceed 95%; current level 44.0%

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL 2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTURE

2.1 STAKEHOLDERS2.1 STAKEHOLDERS

NAMENAME SSTAKETAKE ININ P PROJECTROJECT OORGANIZATIONRGANIZATION TTITLEITLE

Sean Pearson Executive Sponsor HSD/ITD Chief Information Officer (CIO

Steven G. Smith Business Owner CSED Director

Patty Evans &

Leonard Perrault

NMDoIT Technical Sponsors NMDoIT IT Systems Manager

Database Administration

Ron Verhagen CSES Technical Sponsors HSD/ITD/CSES CSES Technical Supervisors

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NAMENAME SSTAKETAKE ININ P PROJECTROJECT OORGANIZATIONRGANIZATION TTITLEITLE

John Oliver ASB Bureau Chief HSD/ITD/CSES Bureau Chief

Teresa Henke ASB Deputy Bureau Chief & QA ManagerCSES IT Project Manager

HSD/ITD/CSES ASB Deputy Bureau Chief and QA Manager

Carol Thomas-Gravel

System Management Oversight HSD/ASB/CSES Deputy CIO

2.2 PROJECT GOVERNANCE STRUCTURE2.2 PROJECT GOVERNANCE STRUCTURE

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2.2.1 2.2.1 ORGANIZATIONALORGANIZATIONAL STRUCTURESTRUCTURE – O – ORGRG C CHARTHART

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

There is no project steering committee related to this project because it is a CSES maintenance and operations upgrade for a CSES development tool.

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

As the CSES Application is supported on the NM DoIT mainframe, DoIT systems and database staff will be involved through all activities of this upgrade to assure the upgrade plan is supported by current and future architecture plans for the operating system and database.

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2.3 EXECUTIVE REPORTING2.3 EXECUTIVE REPORTINGProject progress and issues will be reported through the chain of command to Executive Sponsors.

Monthly progress reporting to DoIT Project Oversight and Compliance Bureau as required.

3.0 SCOPE3.0 SCOPE

3.1 PROJECT OBJECTIVES3.1 PROJECT OBJECTIVES

3.1.1 B3.1.1 BUSINESSUSINESS O OBJECTIVESBJECTIVES


Bus. Objective 1 Eliminate the use of an unsupported tool for CSES development as this could place the Department at risk to support thousands of New Mexico constituents who rely on it for child support benefits.

3.1.2 T3.1.2 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


Tech. Objective 1 Eliminate the risk of using unsupported tools for the development and support of CSES and reducing system vulnerability to outages and failures.

Tech. Objective 2 Upgrade the CA Gen tool to provide current development functions as well as vendor support for tool fixes, changes or patches. Some of the new features are Simplification of upgrades and migrations, Z/OS compatibility, Z/OS dynamic link of RI triggers, Larger models and subsets, and Multi-row fetch/block fetch.

3.2 PROJECT EXCLUSIONS3.2 PROJECT EXCLUSIONSThis project is specifically focused on the CA Gen upgrade from version 6.5 to 8.0 and the license for maintenance and operations for the CA Gen tool from July, 2013 through June 30, 2014. No other activities are included in this project.

3.3 CRITICAL SUCCESS FACTORS3.3 CRITICAL SUCCESS FACTORS

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NUMBERNUMBER DESCRIPTIONDESCRIPTION

1 Execution and deployment of the CA Gen tool based on manufacturer’s specifications for optimal function and performance.

2 Completion of the CA Gen upgrade by May 31, 2014.

4.0 PROJECT DELIVERABLES AND METHODOLOGY4.0 PROJECT DELIVERABLES AND METHODOLOGY

4.1 PROJECT MANAGEMENT LIFE CYCLE4.1 PROJECT MANAGEMENT LIFE CYCLE Unless otherwise noted, deliverables are based on contract with SHI/Jumar.

Phase Summary of Phase Key Deliverables

Initiation Identify models, third-party tools, environments and components. Complete Requirements and Project Initiation Documents

Requirements & Project Initiation Documents

PCC Approvals

Planning Review and complete reassessment and model analysis to validate remediation and model upgrade. Complete design and implementation documents.

Project Management Plan

Design & Implementation Documentation

Updated Risk Assessment

PCC Approvals

Implementation Model cleanup. Execute, test, and deploy CSES Code into all test and production environments using the v8 upgraded software.

Differential Analysis and Report

Test Plans and Results

Issue Logs

Test Acceptance Documentation

Training & Documentation

Close out Post Implementation Review and Report, Administrative Close-Out.

Updated Technical Documentation

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Lessons Learned

Project Closure Meeting and Documentation

4.1.1 P4.1.1 PROJECTROJECT M MANAGEMENTANAGEMENT D DELIVERABLESELIVERABLES

4.1.1.1 Project Management Plan

Description:

The Project Management Plan will be the guide used throughout the Project. This plan will identify the overall project scope, high level schedule, budget, risks, communications plan, change management, Roles/Responsibilities of team members. This plan is an evolving document as new information will be added and existing information will be revised during initiation and planning phase.

Deliverable Acceptance Criteria:

Document should indicate the major project steps and estimated milestones.

Standards for Content and Format:

DoIT Project Management Plan template

Quality Review: This document will be reviewed and approved by Executive Sponsor, Project Sponsors and Project Managers

4.1.1.2 Detailed Work Plan/Schedule

Description:

Detailed schedule and work plan will include phases, milestones, deliverables and resources.

Deliverable Acceptance Criteria:

This document should indicate all major project tasks and milestones by phase. Each task should include start and finish dates, duration, percent work complete, prerequisites and resources.

Standards for Content and Format:

MS Project

Quality Review: This document will be reviewed and approved by Executive Sponsor, Project Sponsors and Project Managers

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4.1.2 D4.1.2 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONS

See Section 4.2.2 for the complete list of Deliverables with Approval Authority Designations.

4.1.3 D4.1.3 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDURE

The project team will review completed deliverables to validate that specifications and requirements and/or contract obligations have been satisfied. The team will determine whether to accept or reject the deliverable prior to payment approval of vendor invoices.

If the deliverable is rejected, the project team will inform the Project Manager, in writing, of the reason for the rejection, and actions required by the vendor before the deliverable is presented for acceptance again

4.2 PRODUCT LIFE CYCLE4.2 PRODUCT LIFE CYCLE

4.2.1 T4.2.1 TECHNICALECHNICAL S STRATEGYTRATEGY

The technical strategy for this upgrade includes:

Define all environment and application models, environments and constraints.

Re-assess the CA Model for upgrade and generate a report to define all remediation.

Complete remediation on all required objects.

Model cleanup and corruption fixes.

Execute upgrade in one dedicated Development region with full batch and trace functionality.

Execute upgrade in one dedicated Test Region; complete System Testing and fixes.

Execute upgrade in one UAT region; complete UAT testing and fixes.

Complete knowledge transfer and training.

Deploy into remaining development, test and production regions.

Complete post production validations.

4.2.2 P4.2.2 PROJECTROJECT ANDAND P PRODUCTRODUCT D DELIVERABLESELIVERABLES

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. Note: The contract start was delayed by three weeks, due to late signoff on the State side. After the first of the year, a

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two month delay happened as a result of several issues, the most significant one being issues with the upgrade to DB2 at NM DoIT.

Key Deliverables Standard Content and Format

Quality Review Final Date Due

Final Date Completed

Requirements & Project Initiation Documents

Content: project scope, method of approach, constraints assumptions, risk assessment, and required planning details for project.

Format : MS Word

Approval to be determined by Project Team.

July 11, 2013

7/23/13

Project Management Plan

Design & Implementation Documentation

Updated Risk Assessment

PM Plan & Design & Implementation & Updated Risk Assessment content to include all DoIT required components;

Format: MS Word and MS Project Schedule


August 6, 2013

8/23/13

Test Plans and Results

Issue Logs

Test Acceptance Documentation

Training & Documentation

Content: Test plans to include scenarios, staff members, test date, and results. Issue logs to include date, issues and resolutions. Training & documentation to cover major development and generation of code using CA Gen v8.

Format: Excel and MS Word as appropriate.


October 16, 2013

10/31/13

Updated Technical Documentation

Technical Documentation to include CA Gen technical details for v8.

Format: Excel or MS Word as appropriate.


February 11, 2014

4/23/13

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4.2.3 D4.2.3 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDURE

Deliverables will be accepted based on confirmation of performance by Project Team and concurrence by the ITD Project Manager. Approval by HSD Project Manager from ITD will be required prior to acceptance of any deliverables.

5.0 PROJECT WORK5.0 PROJECT WORK

5.1 WORK BREAKDOWN STRUCTURE (WBS)5.1 WORK BREAKDOWN STRUCTURE (WBS)One of the initial deliverables in the Initiation Phase is a detailed Project Plan and Schedule. This will include all details for the project activities and work packages. After its initial submission, the work plan will be maintained and updated through the project.

5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE5.2 SCHEDULE ALLOCATION -PROJECT TIMELINEThe CA Gen Project will begin July 2013 and was completed in May 2014.

The Project timeline is included as an appendix to this document.

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. The total cost is critical and should be consistent with the proposal; include breakdowns as needed. The costs will be matched with the actual billed amounts. Note: of the $550,000 appropriated, $547,943 was expended. (See breakdown below) $2,057.00 will revert.

Work Package or Budget Category Cost

CA Gen Software License Maintenance & Operations SFY ‘14 $103,559

Project Initiation $39,111

Analysis and Design $117,333

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Work Package or Budget Category Cost

Model Cleanup $24,258

Upgrade Execution $117,333

Quality Assurance and Testing $39,111

Deployment $39,111

CA Gen Upgrade Closeout Tasks $39,111

CA Gen Software Maintenance and Operations SFY ’15 Partial Payment

$29,016

TOTAL $547,943

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

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

RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL AAREAREA

Deputy CIO over Application Support and Project Management

Project Sponsor along with the CIO

Carol A. (Cat) Thomas-Gravel

ASB/PMB

Application Support Bureau Chief

Project Owner John Oliver ASB/CSES

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RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL AAREAREA

Application Support Deputy Bureau Chief and Project Manager

The Project Manager takes the lead on the planning development and oversight of execution of all project deliverables; managing the work of consultants, allocating and utilizing resources; and developing and maintaining project documentation.

Teresa Henke ASB/CSES

Supervisors Oversight of Developers/DBA on project upgrade

Ron Verhagen and Lisa Jaramillo

ASB/CSES

Developer – project team

Unit test upgrade of CA Gen software

Josh Gerstner ASB/CSES

QA Tester – project team

System test upgrade of CA Gen software

Marta Rodriguez ASB/CSES

Developer – project team

Perform analysis and upgrade of CA Gen Software

Contractors SHI/JUMAR

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

5.5.1 P5.5.1 PROJECTROJECT S STAFFTAFF

Resource Cost Estimate

Estimated Hours

Availability Skill Set

Work Product/Deliverable

Carol Thomas-GravelNot in project budget

2/wk 5% Management/Decisions N/A

Teresa HenkeNot in project budget

35/wk 75% Project Management PMP

Ron Verhagen Not in project budget

35/wk 90% Developer Code Generation

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Estimated Hours

Availability Skill Set

Work Product/Deliverable

Lisa JaramilloNot in project budget

20/wk 50% Developer Code cleanup/test

Josh GerstnerNot in project budget

30/wk 75% Developer Manage Host Encyclopedia

Marta Rodriguez Not in project budget

40/wk November – February

100% QA Test Engineer QA Testing according to plan

Contractors $415,367.81

40/wk 100% CA Gen code and model management

All contract deliverables

5.5.2 N5.5.2 NONON-P-PERSONNELERSONNEL RESOURCESRESOURCES


Estimated units/hours Availability Source Work Product/Deliverable

Updated PCs with Windows 7

$6,000 5@$1200 100% State Agency

PC update with 8.0 CA Gen workstation

Development and Test Environments

$24,258 1120 100% NM DoIT Code cleanup, Differential analysis and assessment, prioritizing workload, stabilizing environment with baseline models

CA Gen Software v. 8.0 $103,559 20 user licenses

100% State/Federal funding

Mainframe and workstations Gen 8.0

5.6 PROJECT LOGISTICS5.6 PROJECT LOGISTICS

5.6.1 P5.6.1 PROJECTROJECT T TEAMEAM T TRAININGRAINING

Contractor will provide informal coaching and training to development staff across multiple phases of this project. Contractor will provide formal half day coaching and education session for HSD prior to developers using new version in production environment.

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6.0 PROJECT MANAGEMENT AND CONTROLS6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 RISK AND ISSUE MANAGEMENT6.1 RISK AND ISSUE MANAGEMENT6.1.1 R6.1.1 RISKISK M MANAGEMENTANAGEMENT S STRATEGYTRATEGY

6.1.2 P6.1.2 PROJECTROJECT R RISKISK I IDENTIFICATIONDENTIFICATION

Risk identification happens throughout the project. The project manager, the project team and stakeholders are involved in the process. For this project, risks will be identified using the Qualitative/Quantitative Analysis Method. This method lists the risk in a matrix based upon impact and probability. This is the same method used by NM DoIT.

See Section 1.6 for preliminary risks identified.

6.1.3 P6.1.3 PROJECTROJECT R RISKISK M MITIGATIONITIGATION A APPROACHPPROACH

The response method used for the risk will be mitigation. Effort is made to reduce the probability, impact or both of an identified risk in the project before the risk event occurs.

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

Risks are communicated through a monthly status reporting process to NM DoIT and weekly project meetings with the team.

Risk will be assigned to the responsible working group. An effort will be made by that group to resolve the risk at that level. Depending on the priority of the risk, it may be escalated to the Project Manager. If the Project Manager and project team are unable to mitigate the risk, it will then be escalated to the Executive Sponsors for resolution.

6.1.5 P6.1.5 PROJECTROJECT R RISKISK T TRACKINGRACKING A APPROACHPPROACH

The Project Business Analyst is the risk manager. The project team keeps the top risks highly visible and tracks the effectiveness of the mitigation regularly. When the risks have been mitigated to an acceptable level, the newly risen risks will be kept track of. This project will use the NM DoIT Risk Management Process.

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6.1.6 ISSUE MANAGEMENT6.1.6 ISSUE MANAGEMENT

6.1.6.1 Internal Issue Escalation and Resolution Process

6.1.6.2 External Issue Escalation and Resolution ProcessThis project does not have an issues manager; the Project Manager oversees the issues and action items. The Project Manager monitors due dates and raises issues and action items to the Project Team.

Issues can be identified by any party involved with the project and communicated to the Project Manager. Issues will be assigned to the responsible individual or group for resolution. An effort will be made by that individual or group to resolve the issue at that level. Depending on the priority of the issue, it may be escalated to the Project Manager. If the Project Manager and project team are unable to resolve the issue, it will then be escalated to the Project Owner for resolution.

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

HSD ITD requested a waiver of IV&V for the CA Gen upgrade project. This is a software upgrade only. This waiver was granted.

6.3 SCOPE MANAGEMENT PLAN6.3 SCOPE MANAGEMENT PLANProject Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, and to complete the project successfully. For this project the primary tool to manage the scope will be to follow the project schedule and deliverables and also to define and control what is or is not included in the project.

6.3.1 C6.3.1 CHANGEHANGE C CONTROLONTROL

6.3.1.1 Change Control ProcessThis project will use CSED’s Change Control Process along with HSD’s Change Control Process to manage any changes related to the CA Gen Upgrade.

6.3.1.2 Change Control Board (CCB) This project will follow the Change Control Board process.

6.4 PROJECT BUDGET MANAGEMENT6.4 PROJECT BUDGET MANAGEMENT

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http://en.wikipedia.org/wiki/Work_breakdown_structure

6.4.1 B6.4.1 BUDGETUDGET T TRACKINGRACKING

Currently all project expenditures are tracked in the Project as well as the State of New Mexico Financial System (SHARE). Budget reports are made monthly as part of the HSD OCIO monthly reporting process.

6.5 COMMUNICATION PLAN6.5 COMMUNICATION PLANTwice weekly project meetings are held with the team. The Project Manager informs of project progress to date, including: challenges, accomplishments, updates on the work plan, and action items or tasks needed. Meeting minutes are taken and distributed. In between meetings, the Project Manager sends pertinent emails to supervisors and project staff as needed. The NM DoIT OCIO meeting is held monthly and the DoIT Project sponsor is informed of the project status, including budget updates, issues, risks, etc.

6.5.1 C6.5.1 COMMUNICATIONOMMUNICATION M MATRIXATRIX

N/A

6.5.2 S6.5.2 STATUSTATUS M MEETINGSEETINGS

See Section 6.5

6.5.3 P6.5.3 PROJECTROJECT S STATUSTATUS R REPORTSEPORTS

See Section 6.5

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

Compliance with the DoIT Project Oversight Memorandum and Project Certification Memorandum

Quality Completed and approved PCC Documents

Cost impact to State Agency Budget Documentation and approval of budget

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Evaluate Impact to daily operations

Schedule Approved Project Plan

Evaluate impact to existing processes

Quality Approved Project Documentation

State Procurement Process and Time Frame

Quality Approved Project Documentation

Project Funding Budget Expenditure of funds by Due Date

Qualified Staff Resource Certifications and verified experience

Updated Equipment Resource Project Plan completed

Stakeholders identified Resource All agencies impacted are involved

Business Owners involved Resource All agencies impacted are involved

Change Management Process Quality Adherence to change management process

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 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

No. Quality Standard Tracking Tool or Measure

1 Agency guidelines for completion of project DoIT Requirements and Process

2 Legal guidelines for procurement State Procurement Process

3 Secure programs and processes Security Standards

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No. Quality Standard Tracking Tool or Measure

4 Adherence to State and Federal Regulations FTI, HIPAA StandardsAgency Directives

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 IRS Security Requirements

Manual development Development Supervisor

Requirements Document

Plans PMBOK Project plan and schedule

Business Owner Completed Project Plan

Milestones PMBOK Project plan and schedule

Business Owner Completed Project Plan

Testing IEEE Manual test QA testers QA test plan

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

Agency Awareness Customer Agency Awareness is an ongoing process throughout the life of the project.

Weekly with Team and Business, and IT Information Sharing meetings bi-weekly

Quality of Communication The quality and level of communication is effective and meets expectations.


Manages Project Task The project management team works well with all team members and is accessible when needed.


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Productive Meetings The meetings are productive and meet expectations.


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

Project Initiation Technical/project approval Meets technical and QA standards and additional success factors

Analysis and Architecture Design Technical/project approval Meets technical and QA standards and additional success factors

Upgrade Execution Technical/project approval Meets technical and QA standards and additional success factors

Quality Assurance and Testing Technical/project approval Meets technical and QA standards and additional success factors

Deployment Technical/project approval Meets technical and QA standards and additional success factors

Project Closure Technical/project approval Meets technical and QA standards and additional success factors

6.8 CONFIGURATION MANAGEMENT6.8 CONFIGURATION MANAGEMENT

6.8.1 V6.8.1 VERSIONERSION C CONTROLONTROL

All project documentation, code, and data will be versioned and kept in the Project Library located on the HSD network according to State and Federal retention schedules.

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

The Project deliverables will be stored in a variety of media and available for updating as necessary. The storage location will be in a shared drive system accessible by HSD-ITD authorized staff until the SharePoint tool is available for use, and then the storage will be on SharePoint.

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6.9 PROCUREMENT MANAGEMENT PLAN6.9 PROCUREMENT MANAGEMENT PLANProcurement of all professional services will follow standard processes for State Price Agreement or General Services Agreement contracts.

All software and hardware procurement will follow standard procedures for obtaining the requisition, purchase order and accompanying approval processes.

7. 0 PROJECT CLOSE7. 0 PROJECT CLOSE7.1 A7.1 ADMINISTRATIVEDMINISTRATIVE C CLOSELOSE

This final Project plan is part of the Administrative Close documents.

7.2 C7.2 CONTRACTONTRACT C CLOSELOSE

The close will consist of verification that the objectives and deliverables were met. Acceptance is formalized and Project Management activities are administratively closed out. A Project Closeout Report will be developed as well as Lessons Learned.

ATTACHMENTSATTACHMENTS Acronyms, abbreviations and definitions

Project timeline

Project Schedule

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ACRONYMS

ACRONYM Definition

ACF Administration for Children and Families

ASPEN Automated System Program and Eligibility Network

CA Gen A computer-aided software engineering (CASE) tool, currently referred to as CA Gen

CASE computer-aided software engineering

CSED Child Support Enforcement Division

CSES Child Support Enforcement System

HSD The Human Services Department

OCIO Office of the Chief Information Officer

OCSE Office of Child Support

PRWORA Personal Responsibility and Work Opportunity Reconciliation Act of 1996

RI Triggers Referential Integrity Triggers

Z/OS A 64-bit operating system for mainframe computers, produced by IBM

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CA Gen Upgrade Timeline (FINAL)

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CA GEN UPGRADE PROJECT PLAN (FINAL)

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