€¦ · web viewtraining training sessions will be held to train business, system administrators...

SSTATETATE OFOF N NEWEW M MEXICOEXICO F FLEETLEET GGLOBALLOBAL P POSITIONOSITION S SYSTEMSYSTEMS (GPS) (GPS)

PPROJECTROJECT C CHARTERHARTER F FOROR C CERTIFICATIONERTIFICATION

EXECUTIVE SPONSOR – ED BURCKLE, CABINET SECRETARY

BUSINESS OWNER – JAMES CHAVEZ, DEPUTY DIVISION DIRECTOR

PROJECT MANAGERS – KAREN BALTZLEY, GSD

TBD, Vendor

ORIGINAL PLAN DATE: MAY 12, 2014

REVISION DATE: MAY 15, 2014

REVISION: 1.2

TABLE OF CONTENTSTABLE OF CONTENTSTABLE OF CONTENTS.............................................................................................................................................. I

1. PROJECT BACKGROUND.....................................................................................................................................1

1.1 EXECUTIVE SUMMARY........................................................................................................................................ 11.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT.........................................................41.3 PROJECT CERTIFICATION REQUIREMENTS................................................................................................................ 5

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS......................................................................................................5

2.1 AGENCY JUSTIFICATION...................................................................................................................................... 62.2 BUSINESS OBJECTIVES........................................................................................................................................ 62.3 TECHNICAL OBJECTIVES...................................................................................................................................... 72.4 IMPACT ON ORGANIZATION................................................................................................................................. 92.5 TRANSITION TO OPERATIONS............................................................................................................................. 10

3.0 PROJECT/PRODUCT SCOPE OF WORK.............................................................................................................11

3.1 DELIVERABLES................................................................................................................................................ 113.1.1 Project Deliverables............................................................................................................................ 113.1.2 Product Deliverables........................................................................................................................... 13

3.2 SUCCESS AND QUALITY METRICS.................................................................................................................... 14

4.0 SCHEDULE ESTIMATE......................................................................................................................................14

5.0 BUDGET ESTIMATE.........................................................................................................................................15

5.1 FUNDING SOURCE(S)....................................................................................................................................... 155.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE -.........................................................................................155.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE.............................................................................................15

Major Project Deliverable and Performance Measure................................................................................16Due Date.................................................................................................................................................... 16Project Phase.............................................................................................................................................. 16

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE............................................................................16

6.1 STAKEHOLDERS.......................................................................................................................................... 166.2 PROJECT GOVERNANCE PLAN..................................................................................................................... 176.3 PROJECT MANAGER................................................................................................................................... 17

6.3.1 PROJECT MANAGER CONTACT INFORMATION.....................................................................................176.3.2 PROJECT MANAGER BACKGROUND.....................................................................................................17

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES............................................................................................186.5 PROJECT MANAGEMENT METHODOLOGY..............................................................................................................18

7.0 CONSTRAINTS................................................................................................................................................18

8.0 DEPENDENCIES...............................................................................................................................................18

9.0 ASSUMPTIONS...............................................................................................................................................19

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY.........................................................................................19

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING.................................................................................19

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V...............................................................................20

I

13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES...................................................................................21

14.0 Project Charter Certification Approval Signature...........................................................................................21

II

REVISION HISTORYREVISION HISTORY

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 May 12, 2014 Original Project Charter Document

1.1 May 14, 2014 Schedule Update

1.2 May 15, 2014 Change to Budget (100 devices to begin prject)

III

PROJECT CHARTER [] 1

1. PROJECT BACKGROUND1. PROJECT BACKGROUND

1.1 E1.1 EXECUTIVEXECUTIVE S SUMMARYUMMARY

The Transportation Services Division (TSD) of the General Services Department manages short-term and long term vehicle leasing programs that provide safe, fuel efficient and economical transportation for state employees. TSD purchases passenger vehicles that meet or exceed federal Corporate Average Fuel Economy (CAFE) standards to contribute to reducing greenhouse gas emissions. The Motor Pool garage is staffed with highly trained ASE certified mechanics that are available for maintaining state vehicles.

TSD has been tasked with acquisition and installation of a GPS system for the purpose of assisting in increasing overall fleet efficiencies; establishing more vehicle and driver accountability; and safeguarding employee’s safety thru the installation of GPS devices in state vehicles. GSD TSD anticipates an 18 to 30 percent increase to overall fleet operations by increasing efficiency of routes and reducing idle time.

The Agency objective is to acquire, install and activate a GPS system(s) on an initial 500 state vehicle located throughout the state that will identify usage, habits and opportunities to improve overall performance objectives. Vehicle Fleet Performance will be compared to existing costs per mile data on vehicle operations drilled down to the individual vehicle. The only associated risk is capital expenditure used to acquire hardware. GSD TSD anticipates an 18 to 30 percent increase to overall fleet operations by increasing efficiency of routes, fuel consumption reductions and reducing idle time.

TSD is in the process of evaluating several SaAS web-based GPS Systems that will be hosted and managed off-site. Data will be secured by the selected vendor. As a web based platform, all software will reside on GPS servers. Technology requirements will be to run on platforms utilizing a mix of Linux based Open Source software and commercial SQL database servers, Mapping and Geocoding/Reverse/GIS products. The State’s fleet’s data will be managed by the vendor with their proprietary software. See Attachment A for vendor responses to Technical questions previously asked by the GSD.

This technology has already been implemented by the County of Bernalillo, City of Albuquerque, State of New Mexico Regulation and Licensing Department. GSD has met with the County of Bernalillo to learn from their experience with GPS software and lessons learned. A very successful TSD State Fleet pilot project was implemented during the spring of 2013. Devices were installed on 30 vehicles and were conducted for a three (3) month period.

This project can be considered to be of very low risk and impact to the State based on the following components;

Other State of New Mexico public entities are already using this technology,

TSD conducted a pilot project and have technical knowledge of how this system will fit into their business needs,

PAGE 1


The Governor’s Office has approved the GPS policy and initiative

TSD Agency Customers are requesting this technology be implemented in Fleet Vehicles

Software procured will be SaAS and will be hosted in secured vendor environment

System is designed as a web-based system with managed Security Roles

GSD will have full oversight authority for the management of this software based on NMAC 1.5.3.31 and installation of hardware GPS devices will be done in-house

TSD has management authority of State Rule NMAC 1.5.3 Administrative Use of State Vehicles. Global Positioning System has been included in 1.5.3.31 (verbiage referenced below) and is pending final approval.

1.5.3.31 GLOBAL POSITION SYSTEMS – GPS:

A. GPS will be used to monitor vehicle locations, operations and ensure road safety compliance (speed) and for the purpose of improving fleet efficiency while promoting driver and vehicle safety;

(1) TSD will establish statewide vehicle alerts which may result in vehicle abuse or complaints to the agency.

(2) TSD will provide oversight of vehicle monitoring and data reporting.

(3) each agency that is assigned a state vehicle that has a GPS device installed in it is to have access to track and run reports within the GPS tracking system.

(4) All costs associated with the use of GPS by agencies will be billed by TSD using its existing system. Costs will flow through and be identified as an “add on”.

B. Each agency will monitor the vehicles assigned to their department to identify and document (establishing alerts) any unusual patterns or activity associated with specific GPS unit numbers;

(1) each agency will be responsible for its own policy on informing their employees on the use of the GPS system including their use in determining disciplinary actions. Reports displaying violations will be deemed as a matter of an employee’s personnel file and therefore not subject to requests for public information thereby being exempt from the Public Information Act. GPS activity is not to be used by a supervisor as a substitute for monitoring employees, but is a source of additional help;

(2) each vehicle’s travel data must be consistent with the work assignment of the employee operating the vehicle. GPS data is to be retained for the current year plus the previous year for retention purposes;

(3) agencies that allow for commuting must still report these vehicle activities to TSD.

PAGE 2

http://www.generalservices.state.nm.us/uploads/FileLinks/5906ffa0dc484e2b9bf620f539e7ca84/1_5_3amend_Complete7162013_1.pdf

http://www.generalservices.state.nm.us/uploads/FileLinks/5906ffa0dc484e2b9bf620f539e7ca84/1_5_3amend_Complete7162013_1.pdf


C. It is the agency’s responsibility to ensure that all personnel actions associated with the use of the GPS are in accordance to their specific rules and regulations;

(1) It is desirable that each vehicle that has a GPS device installed will have a decal displayed in the interior clearly identifying that a GPS unit is installed and that all activity including speed and location will be monitored;

(2) each agency is to establish their own alerts identifying behaviors such as speeding, hours of operation, route information, idling time, locations where vehicles travel outside their respective assigned areas, etc.;

(3) tampering with any GPS equipment is prohibited and offending employees may be subject to disciplinary action;

The project’s focus and goal will be directed to the following milestones;

1) define new business processes for TSD and Customer Agency Fleet Coordinator staff

2) define and assign security roles for TSD and Customer Agency staff

3) define required reports, tracking and alarm elements and requirements

4) implement GPS Tracking and Monitoring software

5) install GPS Tracking units into identified fleet vehicles

6) test software (reporting, tracking, monitoring, alarming) and Security roles

7) training (TSD Business Admin and Account Managers, TSSB System Admin, Agency Users)

8) close out

The project will focus on the following processes:

PROCESS DESCRIPTION

Defining new business process for TSD and Customer Agency Fleet Coordinator

Conduct discovery sessions to define To-Be business processes for TSD and Customer Agency Fleet Coordinator staff as impacted by implementing GPS Tracking software and vehicle devices.

Security roles and permissions Identify, configure and deploy user and admin security roles for GSD staff and Customer Agency Fleet Coordinator staff Add appropriate security for state employees to access Self Service eBenefits data.

GPS Tracking software, portal and vehicle devices

Deploy system, portal functionality to facilitate the administration and viewing of Fleet GPS devices.

PAGE 3


User Acceptance Testing Testing of reports, tracking, monitoring and alarming will be conducted by TSD and named pilot agencies.

Training Training sessions will be held to train Business, System Administrators and customer agency end-users.

Close Out Close out Project

1.2 S1.2 SUMMARYUMMARY OFOF THETHE FOUNDATIONFOUNDATION PLANNINGPLANNING ANDAND DOCUMENTATIONDOCUMENTATION FORFOR THETHE PROJECTPROJECT

Transportation Services Division began reviewing GPS Tracking product solutions in late 2012. This review and needs assessment began taking place as a result of customer agency requests to implement this technology along with an ever changing role of telematics within the non-commercial segment of fleets. More and more private and public fleets are taking advantage of the benefits associated with the use of GPS. This has become more prevalent as the prices continue to decrease and the benefits outweigh the associated costs of having a GPS system in place. The project has become a 4th Floor initiative for GSD.

TSD has a critical business requirement to implement tracking and alarming software to provide for improved management, utilization and increased operational efficiencies of the use of State Fleet vehicles. The software will also give TSD a tool and reporting mechanism to use as a confirmation and audit tool when responding to reports of State vehicle abuse from public and or private entities. This software will also be used to safeguard employees well-being by alerting staff when an employee has spent too much time in a specific hazardous location.

A GPS policy was been submitted to the Governor’s Office and was approved on August 20, 2013. Once the draft language for Fleet Rule 1.5.3.31 is approved by the Governor’s Office the NMAC Rule 1.5.3 will be amended to reflect the use and management of GPS Tracking software on State Fleet vehicles.

TSD is an enterprise entity and collects revenues thru Vehicle Lease costs charged to State Agencies. Funding for the initial deployment, device replacements and recurring monthly monitoring charges will be provided through a slight increase to the lease rates charged for Fleet vehicles. All costs will be passed through to the TSD user agencies for expense recovery. Hardware will be prorated over a 36 month time frame.

TSD and other GSD staff have conducted product demonstrations with GPS leading industry vendors by conducting a 90 day pilot project by installing GPS devices on State Fleet vehicles. These systems tested reporting, alerts, geofencing, alarms and monitoring capabilities/functionality. Staff has attended seminars and conferences related to this subject and have interviewed other users of this technology.

PAGE 4


TSD will install up to 100 devices during the planning phase of this project and will install subsequent devices as installations can be schedule with availability of cars.

1.3 P1.3 PROJECTROJECT C CERTIFICATIONERTIFICATION R REQUIREMENTSEQUIREMENTS

Does the project fit into the criteria for certification? Which and how?

CRITERIA YES/NO EXPLANATION

Project is mission critical to the agency Yes To increase operational efficiencies

Project cost is equal to or in excess of $100,000.00

Yes Monthly monitoring of usage

Project impacts customer on-line access Yes Each TSD Agency customer will monitor their fleet operations

Project is one deemed appropriate by the Secretary of the DoIT

Yes

Will an IT Architecture Review be required? Yes

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS

Transportation Services Division (TSD) through the Transportation Services Act Chapter 15 Article 8 NMSA 1978 along with 1.5.3 Administrative Use of State Vehicles is responsible for ensuring that vehicles operating in the state fleet are operating at efficient levels and that drivers are adhering to safe operational practices. By incorporating this GPS technology with existing fleet management and fuel data, TSD will be able to transform the way we manage our fleet which should result in increased efficiencies driven by fuel reductions; idle time reductions; reduction in total miles driven and even in an associated reduction in staff overtime. This technology also has the ability to conduct engine diagnostics that can alert our mechanical staff of potential issues before major damage can occur.

This technology will impact all users in savings associated with vehicle fleet operations discussed above. In due time the mere placement of this technology; knowing where our vehicles are and how they are driven; may lead to a reduction in our property liability and vehicle insurance.

There will be a positive impact to TSD operations not only from a gained efficiencies perspective but a positive impact to business processes and increased ability to respond to abuse reports and complaints with findings that can be substantiated. The impact to customers will be minimal as this is a system that they have been requesting be implemented.

PAGE 5


2.1 A2.1 AGENCYGENCY J JUSTIFICATIONUSTIFICATION

IDENTIFY AGENCY MISSION, PERFORMANCE MEASURE OR STRATEGIC GOALS TO BE ADDRESSED THROUGH THIS PROJECT

NUMBERNUMBER DESCRIPTIONDESCRIPTION

1 THE MISSION OF THE TRANSPORTATION SERVICES DIVISION IS "Our mission is to help our customers get to their destination on time and cost effectively with safe, dependable transportation." This is right in line of what we hope to accomplish with the installation of the GPS sytem.

2 PERCENT OF PASSENGER VEHICLE LEASED REVENUE TO EXPENSES.

3 PERCENT INCREASE IN SHORT TERM VEHICLE USE. AS VEHICLES ARE MORE CLOSELY MONITORED MORE SHORT TERM LEASING OPERATIONS CAN BE ESTABLISHED BY MOVING LONG TERM LEASED VEHICLES INTO THESE OPERATIONS.

2.2 B2.2 BUSINESSUSINESS O OBJECTIVESBJECTIVES

Use the following table to list measurable business objectives


BUSINESS OBJECTIVE 1

REDUCE OVERALL COST PER MILE OF FLEET (THIS IS REFLECTED IN BOTH FUEL AND MAINTENANCE COST)


REDUCE THE NUMBER OF SPEED RELATED VEHICLE ABUSE COMPLAINTS


REDUCE TOTAL FLEET MILES TRAVELED BY ESTABLISHING MORE PRECISE ROUTES


REDUCE STATE’S LIABILITY BY KNOWING WHEREABOUTS OF EMPLOYEES WORKING IN SENSATIVE/HAZARDOUS SITUATIONS

PAGE 6


2.3 T2.3 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


TECHNICAL OBJECTIVE 1

IMPLEMENT A THIN-CLIENT, WEB-BASED GPS SYSTEM THAT IS COMPATIBLE WITH THE MAJOR BROWSERS (IE 10+, CHROME V29+, MOZILLA FIREFOX V23+, SAFARI V5+.)


IMPLE MENT A SAAS SYSTEM THAT IS STATE OF THE ART AND BASED ON INDUSTRY BEST PRACTICE STANDARDS


IMPLEMENT A SYSTEM THAT IS SCALABLE AND IS ABLE TO INTEGRATE TO THE FLEETFOCUS SYSTEM AND WEX FUEL SYSTEM USING VARIOUS FORMATS OF APPLICATION PROGRAMMING INTERFACES (APIS) IF APIS ARE PULLED THROUGH HTTPS, THEN SSL ENCRYPTION WILL BE APPLIED.


IMPLEMENT A SYSTEM THAT PROVIDES SECURE HTTPS TRANSPORT AND SECURE REPOSITORY FOR DATA BEING COLLECTED FROM GPS HARDWARE AND PUSHED TO CUSTOMER SCREENS IN VARIOUS FORMATS


IMPLEMENT A SYSTEM THAT IS HOSTED OFF-SITE IN A SECURE ENVIRONMENT WITH ONSITE DATABASE AND WEB SERVER REDUNDANCY, DEFINED BACKUP SCHEDULES, RECOVERY TESTING AND ALTERNATE DISASTER RECOVERY LOCATION(S) THAT ARE SOC2 AND ISO CERTIFIED

TECHNICAL OBJECTIVE 6 IMPLEMENT A SYSTEM THAT UTILIZES GOOGLE MAPS

FOR CUSTOMER‐FACING MAPS, SATELLITE IMAGERY AND TRAFFIC OVERLAYS AND REVERSE GEOCODING ACTIVITIES


IMPLEMENT A SYSTEM THAT CAN ACCOMMODATE MULTIPLE USERS THAT CAN BE PERMISSIONED AND SPLIT USING EITHER GROUPS OR A HIERARCHY IN ORDER TO ALLOW FOR MULTIPLE ENTITIES (DIVISIONS, REGIONS, ETC.) TO UTILIZE A SINGLE ACCOUNT THRU THE USE OF SECURE AUTHENTICATION


IMPLEMENT A SYSTEM THAT REQUIRES MINIMAL BANDWIDTH TO COMMUNICATE THE VEHICLE STATUS AND REPORTS TO THE DASHBOARD AND GOOGLE MAPS LOAD QUICKLY

TECHNICAL IMPLEMENT A SYSTEM THAT CAN BE ACCESSED FROM

PAGE 7



OBJECTIVE 9 ANY STANDARD COMPUTER CONFIGURATION AND OR MOBIL DEVICE INCLUDING TABLETS, IPADS, IPHONES, ANDROID, ETC, AND PROVIDE FREE MOBILE APPS FOR THESE DEVICES

TECHNCIAL OBJECTIVE 10

IMPLEMENT A SYSTEM THAT PROVIDES UNLIMITED PHONE‐AND WEB‐BASEDTRAINING AND SUPPORT ON A 7 X 24 BASIS, FOR UNLIMITED USERS, AND UNLIMITED ACCESS TO THE WEB‐BASED SOFTWARE.


IMPLEMENT A SOFTWARE THAT IS HIGHLY CONFIGURABLE TO MEET THE NEEDS OF AGENCY BUSINESS PROCESS REQUIREMENTS. SOME EXAMPLES OF THIS CONFIGURATION INCLUDE: INDIVIDUAL USERS CAN PERSONALIZE THEIR

DASHBOARDS TO BEST SUPPORT THEIR JOB FUNCTIONS.

CUSTOM ATTRIBUTES TO CONFIGURE SPECIFIC DATA ITEMS AND ASSIGN THEM TO VEHICLES, LANDMARKS, USERS, DRIVERS, HIERARCHY NODES, AND TRIPS AND STOPS.

HIERARCHY ADMINISTRATION THAT WILL DELIVER TIMELY INFORMATION ACROSS ALL OF THE DIFFERENT DIVISIONS, BRANCHES, AND SEPARATE BUSINESS UNITS

EMAIL/SMS RECIPIENTS OF REPORTS/ALERTS AT EACH HIERARCHY NODE ONCE, AND THEN EASILY SCHEDULE REPORTS/ALERTS TO RUN FOR THE APPROPRIATE VEHICLES, SENT TO THE APPROPRIATE INDIVIDUALS


ENSURE THAT STATE DATA IS OWNED BY STATE AND RETAINED ONLINE FOR REQUIRED PERIOD OF TIME AS DEFINED BY THE STATE. SYSTEM IS CAPABLE OF PROVIDING SEVERALIMPORT/EXPORT TOOLS TO UPLOAD/DOWNLOAD .CSV FILES FOR VARIOUS PURPOSES (E.G. LANDMARKS, USERS,DRIVERS, HIERARCHIES, REPORTS, ETC.) ON AN AS NEEDED BASIS


PROCURE SERVICES WITH VENDOR WHO SUPPORTS A 2ND DAY AIR REPLACEMENT FOR FAULTY GPS TRACKING DEVICE IF DEVICE IS STILL UNDER WARRANTY. FOR DEVICES THAT ARE NO LONGER UNDER WARRANTY, A REPLACEMENT UNIT WILL BE SENT SAME OR NEXT DAY

PAGE 8


NUMBERNUMBER DESCRIPTIONDESCRIPTIONVIA USPS

2.4 I2.4 IMPACTMPACT ONON O ORGANIZATIONRGANIZATION

The impacts on the organization are areas that need to be addressed by the project through its planning process. They may not be internal project risks, but they can impact the success of the project’s implementation.

AREAAREA DESCRIPTIONDESCRIPTION

END USER THIS SYSTEM WILL GIVE INDIVIDUAL CUSTOMERS DIRECT ACCESS TO THEIR AGENCY DATA AND GIVE THEM THE ABILITY TO ANALYZE VEHCILE USE DATA TO ENHANCE OPERATIONS.

BUSINESS PROCESSES

THE IMPLEMENTATION OF THIS GPS SYSTEM WILL GIVE TSD IMPROVED OVERSIGHT OF THE STATE FLEET WHILE ENSURING THAT VEHICLES ARE USED APPROPRIATELY. IT WILL PROVIDE EMPLOYEE SAFETY FEATURE BY TRACKING THEIR WHEREABOUTS IN SAFETY SENSITIVE SITUATIONS. TSD WILL HAVE ACCESS TO REAL-TIME DATA WHICH GIVE TSD GREATER VIEW INTO THE DRIVING HABITS AND USE OF STATE VEHICLES. THE DATA WILL PROVIDE ENGINE DIAGNOSTIC DATA THAT WILL ALERT VEHICLE MAINTENACE OF VEHICLE MECHANICAL OR SAFETY CONCERNS. THE SYSTEM WILL ALLOW THE MONITORING OF THE USE OF SEAT BELTS, HARD BREAKING, SHARP STEERING, ETC.

IT OPERATIONS AND STAFFING

THERE WILL BE MINIMAL IMPACT TO GSD TECHNICAL STAFF AS THIS IS A COTS SYSTEM, HOSTED BY THE VENDOR.

OTHER

2.5 T2.5 TRANSITIONRANSITION TOTO O OPERATIONSPERATIONS

The transition to operations areas include items that are asked in the certification form to assure that the project has accounted or will account for these matters in its planning and requirements specifications.

PAGE 9


AREAAREA DESCRIPTIONDESCRIPTION

PRELIMINARY OPERATIONS LOCATION AND STAFFING PLANS

SYSTEM ADMINISTRATOR, TSD MECHANICS WILL INSTALL AND MAINTAIN TRACKING DEVICES, IN-HOUSE PROJECT MANAGER, OUTSIDE IV&V CONSULTANT. TSD ACCOUNT MANAGERS WILL TRACK AND ANALYZE DATA ON AN ONGOING BASIS TO MONITOR VEHICLE UNDER UTILIZATION

DATA SECURITY, BUSINESS CONTINUITY

IMPLEMENT SECURITY ROLES, DEFINE RETENTION REQUIREMENTS, SET UP BATCH PROCESS FOR DATA EXTRACT TO GSD SERVERS ON A MONTHLY BASIS, REVIEW AND DOCUMENT VENDOR DISASTER RECOVERY PROCESS/POLICIES/PROCEDURES. A COPY OF ALL USER DATA IS KEPT FRESH AT ALL TIMES ON REDUNDANT DATABASE SERVERS FOR EACH PRODUCTION SERVER(S), AND NIGHTLY REFRESHES ARE PERFORMED TO OTHER SERVERS TO ENSURE DATABASE CONSISTENCY AND THE VALIDITY OF THE BACKUPS WILL BE A REQUIREMENT

MAINTENANCE STRATEGY

THE SYSTEM IS HOSTED BY THE VENDOR AND THEY WILL BE TOTALLY RESPONSIBLE FOR THE MAINTENANCE OF THE APPLICATION AND DATABASE. TRACKING DEVICES WILL COME WITH A 3YEAR WARRANTY AND RECOVERY COSTS RATES WILL INCLUDE SUFFICIENT AMOUNT FOR EQUIPMENT REFRESH OF DEVICES

INTEROPERABILITY THIS SYSTEM WILL BE FULLY INTEGRATED INTO THE EXISTING FLEET VEHICLE MAINTENANCE SYSTEM AND WEX FUEL CARD SYSTEM AFTER INITIAL IMPLEMENTATION AND GO-LIVE DEPLOYMENT AND AS FUNDING PERMITS.

RECORD RETENTION THREE (3) YEARS. AN AGREEMENT WITH THE VENDOR WILL BE ESTABLISHED TO MANAGE THE DELETION OF RECORDS IN ACCORDANCE WITH THE SRAC NMAC RULE FOR TSD

CONSOLIDATION STRATEGY

THIS CENTRALIZED SYSTEM WILL BE MANAGED BY GSD TSD AND THEIR FLEET CUSTOMERS. TSD WILL HAVE FULL OVERSIGHT OF THE IMPLEMENTATION OF GPS DEVICES, THE VEHICLES THAT WILL BE EQUIPPED WITH THESE DEVICES, AND THE IMPLEMENTATION OF ALARMS AND ALERTS

PAGE 10


3.0 PROJECT/PRODUCT SCOPE OF WORK3.0 PROJECT/PRODUCT SCOPE OF WORK

In its efforts to move from the high level business objectives to the desired end product/service the project team will need to deliver specific documents or work products. The State of New Mexico Project Management Methodology distinguishes between the project and the product.

Project Deliverables relate to how we conduct the business of the project. Product Deliverables relate to how we define what the end result or product will be, and trace our stakeholder requirements through to product acceptance, and trace our end product features and attributes back to our initial requirements

3.1 D3.1 DELIVERABLESELIVERABLES

3.1.1 P3.1.1 PROJECTROJECT D DELIVERABLESELIVERABLES

This initial list of project deliverables are those called for by the IT Certification Process and Project Oversight memorandum, but does not exhaust the project deliverable documents

Project Charter The Project Charter for Certification sets the overall scope for the project, the governance structure, and when signed is considered permission to proceed with the project. The Project Charter for Certification is used to provide the Project Certification Committee with adequate knowledge of the project and its planning to certify the initiation phase of the project

Certification Form The Request for Certification and Release of Funds form is submitted when a project goes for any of the certification phases. It deals with the financial aspects of the project, as well as other topics that indicate the level of planning that has gone into the project. Many of the questions have been incorporated into the preparation of the project charter

Project Management Plan . “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. plan.”

PAGE 11


IV&V Contract & Reports “Independent verification and validation (IV&V)” means the process of evaluating a project 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 lead agency. Independent verification and validation assessment reporting. The Department requires all projects subject to oversight to engage an independent verification and validation contractor unless waived by the Department.

IT Service Contracts The Department of Information Technology and the State Purchasing Division of General Services have established a template for all IT related contracts.

Risk Assessment and management

The DoIT Initial PROJECT RISK ASSESSMENT template which is meant to fulfill the following requirement:

“Prepare a written risk assessment report at the inception of a project and at end of each product development lifecycle phase or more frequently for large high-risk projects. Each risk assessment shall be included as a project activity in project schedule.” Project Oversight Process memorandum

Project Schedule A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. The defacto standard is Microsoft Project

Monthly Project Status Reports to DoIT

Project status reports. For all projects that require Department oversight, the lead agency project manager shall submit an agency approved project status report on a monthly basis to the Department.

Project Closeout Report This is the Template used to request that the project be officially closed. Note that project closure is the last phase of the certification process

3.1.2 P3.1.2 PRODUCTRODUCT D DELIVERABLESELIVERABLES

DELIVERABLE DESCRIPTION

PAGE 12


Project Organization and Planning

Project Plan and schedule Resource Requirements Weekly and Monthly Reports

Design and Build Configuration, Reports and Workflow

Requirements Document Configuration Design Reports and Workflow Design Process Flow Documentation Configure and Build

System and Acceptance Testing

Test Plan Defect Tracking Logs Test Scripts for Testing Cycles System Testing User Acceptance Testing

Project Knowledge Transfer and Training

Training Materials Training Delivery Knowledge Transfer to GSD Team

Go-Live Implementation Implementation Plan and Schedule Implementation Issues Tracking Log Production cut-over

Support and Project Close-out

On-site Support Off-site Support Transition Plan Close-out Report

3.2 S3.2 SUCCESSUCCESS ANDAND QUALITY METRICS QUALITY METRICS

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.


QUALITY METRICS - 1 PLUG AND PLAY TECHNOLOGY – GATHERING AND TRANSMISSION OF REAL-TIME DATA

QUALITY METRICS - 2 PLUS OR MINUS MILES PER HOUR BASED ON ACTUAL OPERATIONAL SPEED

QUALITY METRICS - 3 ABILITY TO IDENTIFY IDLE TIME

QUALITY METRICS - 4 OVERALL SAVINGS OF OPERATIONAL COSTS ASSOCIATED WITH FLEET

QUALITY METRICS - 5 ABILITY TO IDENTIFY POTENTIALLY HAZARDOUS

PAGE 13



WORKING CONDITIONS AND INCREASED SAFETY OF STATE EMPLOYEES (IE, A PROBATIONAL OFFICER VISITNG A PAROLEE)

SUCCESS METRIC - 1 INCREASE FUEL EFFECIENCIES OF 20-25%

SUCCESS METRIC -2 INCREASED EFFECIENCIES OF EXISTING FLEET. DATA COMPARATIVE ANALYIS AGAINST EXISTING OPERATIONAL EFFECIENCES

SUCCESS METRIC - 3 REDUCTION IN VEHICLE ABUSE COMPLIANTS PRIMARILARLY ASSOCIATED WITH SPEEDING

SUCCESS METRIC - 4 ABILITY TO PERFORM REAL-TIME ENGINE DIAGNOSTICS RESULTING IN REDUCTION OF MAINTENANCE COSTS

4.0 SCHEDULE ESTIMATE4.0 SCHEDULE ESTIMATE

A full project schedule will be provided in the Project Management Plan. This project is anticipated to take approximately 10-12 months to fully implement and install devices in 500 vehicles.

5.0 BUDGET ESTIMATE5.0 BUDGET ESTIMATE

PAGE 14


5.1 F5.1 FUNDINGUNDING S SOURCEOURCE((SS))

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

P609, FUND 365 $376,000.00 NONE

5.2. B5.2. BUDGETUDGET B BYY M MAJORAJOR D DELIVERABLEELIVERABLE OROR T TYPEYPE OFOF EXPENSEEXPENSE - -

ITEM COST ESTIMATEDESCRIPTION UNIT FY15 FY16 FY17 FY18 FY19

Staff – Prof Svcs (IV&V)

$ 40.0

Hardware Qty 500 @$312/ea

GPS Devices

$ 156.0 -0- -0- -0- -0-

Software Monthly Monitoring Fee @$30/mo

$ 180.0 $180.0 $180.0 $180.0 $180.0

5.3 B5.3 BUDGETUDGET B BYY P PROJECTROJECT P PHASEHASE OROR C CERTIFICATIONERTIFICATION P PHASEHASE

PPROPOSEDROPOSED M MAJORAJOR D DELIVERABLEELIVERABLE S SCHEDULECHEDULE & &

PPERFORMANCEERFORMANCE M MEASUREEASURE

Major Project Deliverable and Performance Measure

Budget Due Date Project Phase

Initiation and Procurement $0.00 6/21/2014 Initiation

Project Planning, IV&V $110,000 3/30/2015 Planning

Project Implementation, Deployment $266,000.00 12/30/2014 Implementation

Close Out $0.00 3/30/2015 Close-out

Total $376,000.00

PAGE 15


6.0 PROJECT AUTHORITY AND ORGANIZATIONAL 6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTURE

6.1 STAKEHOLDERS6.1 STAKEHOLDERS

Stakeholders should be a mix of agency management and end users who are impacted positively or negatively by the project.

NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

ED BURCKLE EXECUTIVE SPONSOR GSD OFFICE OF THE SECRETARY

CABINET SECRETARY

EXECUTIVE AGENCY FLEET CUSTOMERS TSD AGENCY CUSTOMERS

JAMES CHAVEZ BUSINESS OWNER AND PROJECT DIRECTOR

TRANSPORTATION SERVICES DIVISION

DEPUTY DIVISION DIRECTOR

KAREN BALTZLEY PROJECT MANAGER AND GSD CIO

GSD TECHNOLOGY & SYSTEM SUPPORT

GSD CIO

ANNETTE ROYBAL BUSINESS ADMINISTRATOR

TRANSPORTATION SERVICES DIVISION

BUREAU CHIEF, MOTOR POOL

ROBERT VIGIL MECHANIC TRANSPORTATION SERVICES DIVISION

LEAD MECHANIC

PAGE 16


6.2 PROJECT GOVERNANCE PLAN6.2 PROJECT GOVERNANCE PLAN

6.3 PROJECT MANAGER6.3 PROJECT MANAGER

6.3.1 PROJECT MANAGER CONTACT INFORMATION6.3.1 PROJECT MANAGER CONTACT INFORMATION

NAMENAME ORGANIZATIONORGANIZATION PHONE #(S)PHONE #(S) EMAILEMAIL

KAREN BALTZLEY GSD TSSB 505-469-6926 [email protected]

VENDOR TBD

6.3.2 PROJECT MANAGER BACKGROUND6.3.2 PROJECT MANAGER BACKGROUND

Additional information will be provided when vendor is selected.

PAGE 17


6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES

RROLEOLE RRESPONSIBILITYESPONSIBILITY

Ed Burckle Executive Sponsor

James Chavez Project Director

Annette Roybal Business Owner

Robert Vigil Lead Mechanic

Karen Baltzley PM and GSD CIO

Janet Resnick Application Developer

Flaviano Prosperini Application Developer

Heather Burke System Administrator

Ruby Vigil Business Administrator

TSD Account Managers

Agency Liaison

6.5 P6.5 PROJECTROJECT MANAGEMENTMANAGEMENT M METHODOLOGYETHODOLOGY

The project will be built around certification gates: Initiation, Planning, Implementation and Closeout.

7.0 CONSTRAINTS7.0 CONSTRAINTS


1 PCC APPROVAL OF GPS PROJECT

2 TIMELY INSTALLATION OF GPS DEVICES IN 500 VEHICLES

8.0 DEPENDENCIES8.0 DEPENDENCIES

Types include the following and should be associated with each dependency listed. Mandatory dependencies are dependencies that are inherent to the work being done. D- Discretionary dependencies are dependencies defined by the project management team. This may

also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.

PAGE 18


E-External dependencies are dependencies that involve a relationship between project activities and non-project activities such as purchasing/procurement

NUMBENUMBERR

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

1 CONTRACT TO BE AWARDED BY JULY 15, 2014 E

2 ADEQUATE STAFFING RESOURCES M

3 IMPLEMENTATION OF GPS POLICY INTO RULE D

4 PCC APPROVAL OF GPS PROJECT E

9.0 ASSUMPTIONS9.0 ASSUMPTIONS


10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY

Risk 1

Description - Probability Impact

Mitigation Strategy Contingency Plan

Risk 2

Description - Probability Impact

Mitigation Strategy Contingency Plan

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING

A communication plan will be provided when vendor is selected

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V

PAGE 19


Project/Product Area Include –Yes/No

Project Management No

Quality Management No

Training Yes

Requirements Management Yes

Operating Environment Yes

Development Environment No

Software Development No

System and Acceptance Testing Yes

Data Management No

Operations Oversight No

Business Process Impact No

PAGE 20


13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES

SIGNATURESIGNATURE DATEDATE

EXECUTIVE SPONSOREXECUTIVE SPONSOR

BUSINESS OWNERBUSINESS OWNER

PROJECT MANAGERPROJECT MANAGER

14.0 PROJECT CHARTER CERTIFICATION APPROVAL 14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURESIGNATURE

SIGNATURESIGNATURE DATEDATE

DOIT / PCC APPROVALDOIT / PCC APPROVAL

PAGE 21

€¦ · web viewtraining training sessions will be held to train business, system administrators...

Documents