PROJECT MANAGEMENT PLAN (PMP) - NM DoIT...2017/09/27 · CYFD goals for the future, including...

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PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT PPLLAANN ((PPMMPP))

EXECUTIVE SPONSOR – MONIQUE JACOBSON, CYFD

EXECUTIVE SPONSOR – IRENE LUETTGEN, ITD

PROGRAM SPONSOR – RAYMOND VIGIL, ECS

WADS MANAGER (INTERIM) – JEFFREY CREECY, ITD

PROJECT MANAGER – MELISSA BARELA, ITD

.

ORIGINAL PLAN DATE: OCTOBER 22ND, 2014

REVISION DATE: SEPTEMBER 13, 2017

REVISION: 7.0

PROJECT MANAGEMENT PLAN FOR CYFD ENTERPRISE CONTENT MANAGEMENT

REVISION: 7.0 DOIT-PMO-TEM-020 i OF vi

REVISION HISTORY ............................................................................................................................................ III

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 .................................................................................................. 1 1.2 FUNDING AND SOURCES ............................................................................................................................................. 2 1.3 CONSTRAINTS .......................................................................................................................................................... 3 1.4 DEPENDENCIES ......................................................................................................................................................... 3 1.5 ASSUMPTIONS ......................................................................................................................................................... 4 1.6 INITIAL PROJECT RISKS IDENTIFIED .............................................................................................................................. 4

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE ............................................................................ 6

2.1 STAKEHOLDERS ........................................................................................................................................................ 6 2.2 PROJECT GOVERNANCE STRUCTURE ............................................................................................................................. 8

2.2.1 Describe the organizational structure – Org Chart ..................................................................................... 9 2.2.2 Describe the role and members of the project steering committee ............................................................ 9

2.3 EXECUTIVE REPORTING ............................................................................................................................................ 10

3.0 SCOPE ......................................................................................................................................................... 10

3.1 PROJECT OBJECTIVES .............................................................................................................................................. 10 3.1.1 Business Objectives ................................................................................................................................... 10 3.1.2 Technical Objectives .................................................................................................................................. 10

3.2 PROJECT EXCLUSIONS .............................................................................................................................................. 10 3.3 CRITICAL SUCCESS FACTORS ..................................................................................................................................... 11

4.0 PROJECT DELIVERABLES AND METHODOLOGY ............................................................................................. 11

4.1 PROJECT MANAGEMENT LIFE CYCLE .......................................................................................................................... 11 4.1.1 Project Management Deliverables ............................................................................................................ 12 4.1.2 Deliverable Approval Authority Designations ........................................................................................... 12 4.1.3 Deliverable Acceptance Procedure ............................................................................................................ 13

4.2 PRODUCT LIFE CYCLE .............................................................................................................................................. 14 4.2.1 Technical Strategy ..................................................................................................................................... 15 4.2.2 Product and Product Development Deliverables ....................................................................................... 15 4.2.3 Deliverable Approval Authority Designations ........................................................................................... 16 4.2.4 Deliverable Acceptance Procedure ............................................................................................................ 17

5.0 PROJECT WORK ........................................................................................................................................... 19

5.1 WORK BREAKDOWN STRUCTURE (WBS) .................................................................................................................... 19 5.2 SCHEDULE ALLOCATION ‐PROJECT TIMELINE ................................................................................................................ 20 5.3 PROJECT BUDGET ................................................................................................................................................... 21 5.4 PROJECT TEAM ...................................................................................................................................................... 22

5.4.1 Project Team Organizational Structure ..................................................................................................... 22 5.4.2 Project Team Roles and Responsibilities ................................................................................................... 22

5.5 STAFF PLANNING AND RESOURCE ACQUISITION ............................................................................................................ 24 5.5.1 Project Staff ............................................................................................................................................... 24 5.5.2 Non‐Personnel resources ........................................................................................................................... 26

5.6 PROJECT LOGISTICS ........................................................................................................................................... 28 5.6.1 Project Team Training ............................................................................................................................... 28


REVISION: 7.0 DOIT-PMO-TEM-020 ii OF vi

6.0 PROJECT MANAGEMENT AND CONTROLS .................................................................................................... 28

6.1 RISK AND ISSUE MANAGEMENT ................................................................................................................................. 28 6.1.1 Risk Management Strategy ....................................................................................................................... 28 6.1.2 Project Risk Identification .......................................................................................................................... 28 6.1.3 Project Risk Mitigation Approach .............................................................................................................. 28 6.1.4 Risk Reporting and Escalation Strategy ..................................................................................................... 28 6.1.5 Project Risk Tracking Approach ................................................................................................................. 28 6.1.6 ISSUE MANAGEMENT ................................................................................................................................ 28

6.2 INDEPENDENT VERIFICATION AND VALIDATION ‐ IV&V ............................................................................................. 29 6.3 SCOPE MANAGEMENT PLAN .................................................................................................................................... 29 6.4 PROJECT BUDGET MANAGEMENT .............................................................................................................................. 30

6.4.1 Budget Tracking ........................................................................................................................................ 31 6.5 COMMUNICATION PLAN .......................................................................................................................................... 31

6.5.2 Status Meetings ........................................................................................................................................ 32 6.5.3 Project Status Reports ............................................................................................................................... 32

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) ...................................................................................... 32 6.6.1 Baselines .................................................................................................................................................... 32 6.6.2 Metrics Library .......................................................................................................................................... 33

6.7 QUALITY OBJECTIVES AND CONTROL ................................................................................................................ 33 6.7.1 quality Standards ...................................................................................................................................... 33 6.7.2 Project and Product Review AND Assessments ......................................................................................... 33 6.7.3 Agency/Customer Satisfaction .................................................................................................................. 33 6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS ....................................................................................... 33

6.8 CONFIGURATION MANAGEMENT ..................................................................................................................... 35 6.8.1 Version Control .......................................................................................................................................... 35 6.8.2 Project Repository (Project Library) ........................................................................................................... 35

6.9 PROCUREMENT MANAGEMENT PLAN .............................................................................................................. 35

7. 0 PROJECT CLOSE ........................................................................................................................................... 35

7.1 Administrative Close ..................................................................................................................................... 35 7.2 Contract Close .............................................................................................................................................. 35

ATTACHMENTS ................................................................................................................................................. 35


REVISION: 7.0 DOIT-PMO-TEM-020 iii OF vi

RREEVVIISSIIOONN HHIISSTTOORRYY

RREEVVIISSIIOONN NNUUMMBBEERR DDAATTEE CCOOMMMMEENNTT

8.0 September 21, 2017 Risks Updated based on evaluation/revisions accompanying PCC.

7.0 September 13, 2017 Updated for Implementation Certification and Implementation phase kickoff.

6.0 April 12, 2017 Updated personnel changes, timeline, budget, risks.

5.0 June 6, 2016 Update on Timeline, Budget, Steering and Formatting

4.0 January 6, 2016 Revision of Management per Reorganization

3.0 December 15, 2015 Revision supporting Implementation Certification

2.0 May 15th, 2015 Revision supporting change order for Planning

1.0 October 22nd, 2014 Original DoIT PMO Document


REVISION: 7.0 DOIT-PMO-TEM-020 iv OF vi

PPRREEPPAARRIINNGG TTHHEE PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT PPLLAANN

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.

AABBOOUUTT TTHHIISS DDOOCCUUMMEENNTT

PPRROOJJEECCTT OOVVEERRSSIIGGHHTT PPRROOCCEESSSS MMEEMMOORRAANNDDUUMM –– DDOOIITT,, JJUULLYY 22000077

“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.


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11..11 EEXXEECCUUTTIIVVEE SSUUMMMMAARRYY-- RRAATTIIOONNAALLEE FFOORR TTHHEE PPRROOJJEECCTT

CYFD ECS program staff, working with CYFD’s Information Technology Department (ITD), identified program needs to manage content, documents and images, which are standalone processes or supplement other web-based CYFD systems.

Traditionally, Document Management Systems (DMS) only include core capabilities of document management. ECM encompasses a larger feature suite (see visual below) such as image-processing (capture), workflow, records management, and the latest integration framework. Given the expanding business needs around content, documents and business process management, marketing and products have evolved from DMS to ECM, less and less providers brand their systems as DMS only.

CYFD intends to purchase a web-based Commercial-Off-The-Shelf (COTS) software solution that meets Foundational content management needs of the Early Childhood Services (ECS) Division, but scales to potentially meet CYFD goals for the future. The Offeror(s) selected will provide a mix of software and services to CYFD, including requirements gathering, design, configuration, development and installation, knowledge transfer, training and testing. CYFD will contract for a combination of software and services based on goals and funding options. The CYFD ECM for ECS project initiative will target the following business needs:

• Scale Program knowledge sharing and replace niche, silo solutions • Reduce cost through efficiency and effectiveness • Enable employees to provide better service to CYFD clients • Reduce risk by easing compliance to standards

The current CYFD document management processes rely on shared drives and isolated, niche, software solutions or documentation is stored in hard copy format only. The current processes and tools result in:

Duplication and inefficient use of physical and electronic storage resources Lack of visibility and accessibility within and across program areas Inability to effectively scale volume, users, and business practices Sole reliance on manual processes for Records Lifecycle Management including retention, disposal and

legal holds An Enterprise Content Management solution for CYFD’s Early Childhood Services will:

Improve business workflow

• Reduced number of paper-passes for routine actions

• Provide users with a more consolidated and collaborative view and experience

Improve traceability, visibility and security

• Minimize duplication and misplaced content

• Centralize storage and ensure uniformity of records within and across programs

• Better manage Records Management Lifecycle (i.e., seal, hold, retention and disposal

Maximize Investments


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• Provide foundation to enable software interfaces

Updated information for Implementation (September 2017)

Children, Youth & Families Department (CYFD) will implement a web-based, Enterprise Content Management (ECM), Commercial-Off-The-Shelf (COTS) software solution.

For initial installation and implementation in Fiscal Year (FY) 2018, CYFD is targeting features and specific use cases within the Early Childhood Services (ECS) Program.

CYFD will implemented OnBase by Hyland as their COTS ECM solution. The OnBase product suite is built on a single database, code base and content repository. OnBase is a COTS browser-based solution, proving web interface for users to capture, search and locate files supporting the ability to locate files by multiple metadata index elements. Additional modules extend from the same platform. In FY18, CYFD expects to implement integration with Microsoft Office and Microsoft Outlook and use the OnBase mobile application suite. The CYFD ECM for ECS initiative targets the following people, process and tool goals:

• Improve Business Workflow o Reduce number of paper-passes for routine actions o Provide users with a more consolidated and collaborative view and experience

• Improve Traceability, Visibility and Security o Minimize duplication and misplaced content o Centralize storage and ensure uniformity of records within and across programs o Better manage Records Management Lifecycle

• Maximize Investments o Provide foundation to enable software interfaces o Increase user engagement by integrating systems

In addition to the FY18 ECS implementation, the ECM solution was evaluated to help ensure scalability to meet CYFD goals for the future, including additional users and use cases in ECS as well as in other program and administrative areas at CYFD. CYFD anticipates additional ECM needs across the organization and expects Hyland OnBase to be the preferred solution. With that in mind, the ECM OnBase software solution and server, network and security architecture as well as the operations and support plans, processes and procedures are being developed with scalability in mind. Additional projects and/or project phases will be explored as CYFD program and program areas have resource (budget and personnel) availability.

11..22 FFUUNNDDIINNGG AANNDD SSOOUURRCCEESS

SSOOUURRCCEE AAMMOOUUNNTT AASSSSOOCCIIAATTEEDD

RREESSTTRRIICCTTIIOONNSS AAPPPPRROOVVEERRSS

Race to the Top – Early Learning Challenge Grant CFDA Number: 84.412A Funded by the US Department of Education Funding Authorized by the American Recovery and Reinvestment Act of 2009

$27,400.00

Restricted to Child Care related activities and administration.

CYFD Early Childhood Services, PCC


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SSOOUURRCCEE AAMMOOUUNNTT AASSSSOOCCIIAATTEEDD

RREESSTTRRIICCTTIIOONNSS AAPPPPRROOVVEERRSS

General Fund July 1, 2014 – October 31, 2014 November 1, 2014 – June 30, 2015

$55,360.00 $111,020.00

General Fund: 06700 State Fiscal Year 2015 General Fund

ITS, PCC

Federal Fund FY16 May 2015 change 7/1/15 through 12/1/15 October 2015 change 12/1/15 through 4/1/16 April 2016 change 4/1/16 Through 3/31/17

$69,900.00 $55,920.00 $190,000.00

Federal Fund: State Fiscal Year 2016 Grant: Child Care Development G-1501NMCCDF


Federal Fund: FY 2017 FY 2018

$42,066.50 $55,866.50 = $97,933.00

Federal Fund: State Fiscal Year 2017 and 2018 Grant: Child Care Development G-1501NMCCDF


Federal Fund FY18 Implementation, Closeout

$2,194,687.00

Federal Fund: State Fiscal Year 2018 Grant: Child Care Development G-1501NMCCDF


FY19 Maintenance/Support Est. $169K To-Be-Confirmed CYFD Early Childhood Services, PCC

11..33 CCOONNSSTTRRAAIINNTTSS

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN

1 Funding availability and timing

2 Priorities and existing staff availability

3 Scope: Target RFP Scope and Project planning will focus on foundation for Early Childhood Services vs. advanced features and other programs; active vs. inactive files.

11..44 DDEEPPEENNDDEENNCCIIEESS

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

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

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


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NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN TTYYPPEE MM,,DD,,EE

1 CYFD Program Area Technical and Business staff available to ITD and Potential Vendor/RFP Team

M

2 Enterprise systems at CYFD are stable and available for process and/or data interfaces (manual or automatic)

D

3 External federal and state entities support project, tasks, timeline and funding including but not limited to DoIT, PCC, SRCA, Contract Procurement, GSD/SPD, and funding agencies.

E

4 Multi Protocol Label Switching (MPLS) to Metropolitan Optical Ethernet (MOE) Project D

6 AirWatch Project Deployment

• Will delay or remove Mobile application deployment if needed

D

11..55 AASSSSUUMMPPTTIIOONNSS Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.


1 No issues with funding or contracts

2 Executive management will not change priorities

3 Assigned staff for both ITD and Program Areas are committed to the project

11..66 IINNIITTIIAALL PPRROOJJEECCTT RRIISSKKSS IIDDEENNTTIIFFIIEEDD Probability and Impact -- Probability should be measured as the likelihood of that the risk will occur. Impact should be measured in terms of deviations from the schedule, effort, or costs from the schedule if risks occur.

Probability Levels: Certain, Expected, Likely, Possible, Unlikely

Impact Levels: Very High, High, Medium, Low, Very Low

Risk 1 – Planning

Description – Potential scope Probability LLIIKKEELLYY Impact MMEEDDIIUUMM HHIIGGHH


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exceeds capabilities within timeline, resources/funding while still ensuring quality (success).

Mitigation Strategy – Project teams will undergo requirements gathering early (feasibility review) to allow time for ECM education and prioritization of use cases and features, with a focus on finite scope definition prior to RFP. Project will be narrowed by one program area, business process use case and ECM feature-set to help ensure success. Business, technical and vendor team will continually evaluate priority users, use case and features to prioritize based on critical path possibilities. Complex feature-sets, as needed will be tabled for future consideration. SMEs will be established to champion efforts and proactively and reactively engage end users. Contingency Plan - Non-critical requirements will be removed from critical path and implemented at a future date. Budget contingency also planned.

Risk 2 – Resource Risk

Description – Breadth of software solution hinders success of training and adoption

Probability LLIIKKEELLYY Impact MMEEDDIIUUMM

Mitigation Strategy - Project will be narrowed by program, business process use case and ECM feature-set to help ensure success. Complex feature-sets, as needed will be tabled for future consideration. Business and Technical SMEs will be established within the ECS program area (as well as IT) to champion efforts and proactively and reactively engage end users. Contingency Plan - Consider additional funding for training resources or utilize CYFD Training resources. Budget contingency also planned.

Risk 3 – Organizational Risk

Description – Resources redirected or agency priorities changed including but not limited to Contract and Internal (State FTE) Resources redirected, attrition or agency priorities changed

Probability MMEEDDIIUUMM Impact HHIIGGHH

Mitigation Strategy – Executive management and project management will need to have a clear understanding of the project deliverables and commit to the project and the resources required. Available resources across portfolio will need to be closely monitored. Contingency Plan - Any change to resource or priority will directly impact deliverables and timeline. Both would need to be renegotiated if either changed.

Risk 4 – Internal Risk

Description – Internal funding for project may not be received timely


Mitigation Strategy – CYFD will work closely with their federal partners to ensure project funds are made available to ITD in a timely manner. Contingency Plan - Any change to funding availability will directly impact deliverables and timeline. Both would need to be renegotiated if either changed.

Risk 5 – Internal and External Risk

Description – Federal funding for project may not be extended for the life of the project or for long term support.


Mitigation Strategy – CYFD will work closely with their federal partners to ensure project funds are made available to ITD in a timely manner and for the life of the project. CYFD will anticipate funding concerns and consider other funding options. Contingency Plan - Any change to funding availability will directly impact deliverables and timeline. Both would need to be renegotiated if either changed. Funding for ECM recurring fees have been estimated and budget is anticipated by ECS.


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Risk 6 – Technology Risk

Description – Master (meta) data sources, such as EPICS, are not completed and accessible for data migration

Probability VVEERRYY LLOOWW Impact MMEEDDIIUUMM

Mitigation Strategy – CYFD ITD and Program units work cohesively across ECM and other Web Application Development teams to closely monitor dependent system cross-over and projects’ status. Contingency Plan - Program Area data unit establishes alternative processes and resources to enter master entity data into ECM.

Risk 7 – Technology Risk

Description – Server, desktop or peripheral hardware is not received and deployed in timely fashion.

Probability LLOOWW Impact MMEEDDIIUUMM

Mitigation Strategy – Pending architecture project deployments i.e. AirWatch will be monitored closely. Contingency Plan - In the event of architecture delays, timeline will shift. Feature timeline rollouts i.e. mobile access will be rescheduled based on architecture dependencies.

Risk 8 – External Risk

Description – RFP Expire or Award Protest Applicable

Probability LLOOWW Impact LLOOWW

Mitigation Strategy – CYFD ITD and ASD working collaboratively and proactively with State Purchasing to ensure compliance Contingency Plan - Protests disputes/appeals will be addressed as needed with state purchasing. Cancellation decisions would result in a pause, cancellation or different award of the ECM project.

Risk 9 – External Risk

Description – Compressed implementation timeline due to initiating/planning delays, especially procurement

Probability LLOOWW Impact LLOOWW

Mitigation Strategy – CYFD will monitor timeline, resource, quality and scope constraints closely and is planning for limitations in scope, if needed, given the timeline constraint. Additionally, CYFD Program and IT are executing a deep dive on use cases, documents, data and personnel to ease design work to be performed by the ECM Vendor. Budget contingency also planned, possibly allowing, for additional resources. Contingency Plan - Use cases and/or feature sets will be tabled for future consideration. Requirements will be continually evaluated and reprioritized. Additional resources may be added to compensate for timeline constraints.

22..00 PPRROOJJEECCTT AAUUTTHHOORRIITTYY AANNDD OORRGGAANNIIZZAATTIIOONNAALL SSTTRRUUCCTTUURREE

22..11 SSTTAAKKEEHHOOLLDDEERRSS

NNAAMMEE SSTTAAKKEE IINN PPRROOJJEECCTT OORRGGAANNIIZZAATTII

OONN TTIITTLLEE

Monique Jacobson CYFD efficiency and effectiveness in systems supporting employees, management in

CYFD CABINET


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NNAAMMEE SSTTAAKKEE IINN PPRROOJJEECCTT OORRGGAANNIIZZAATTII

OONN TTIITTLLEE

providing client centered service and meeting federal and state mandates

SECRETARY

John Jaramillo CYFD efficiency and effectiveness in systems supporting employees, management in providing client centered service and meeting federal and state mandates

CYFD Administrative Services Division Director

Irene Luettgen CYFD efficiency and effectiveness in systems supporting employees, management in providing client centered service and compliance with DoIT and CYFD ITD standards

CYFD CIO/DIRECTOR

ITD

Alejandra Rebolledo - Rea

CYFD compliance with Early Childhood Services (ECS) Program area policy and federal and state mandates

CYFD DIRECTOR

ECS (INTERIM)

Subject Matter Experts (SME) - Program and Program Support areas; i.e. Raymond Vigil, ECS Data Manager, and Leighann Tingwall, AS for ECS Background Checks Supervisor

CYFD compliance with Program area policy and federal and state mandates

CYFD SMES


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22..22..11 DDEESSCCRRIIBBEE TTHHEE OORRGGAANNIIZZAATTIIOONNAALL SSTTRRUUCCTTUURREE –– OORRGG CCHHAARRTT

Information Technology Change Control Committee (CCC) Structure

Draft CCC To Be Developed

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SSTTEEEERRIINNGG CCOOMMMMIITTTTEEEE MMEEMMBBEERR RROOLLEE TTIITTLLEE

Irene Luettgen

Project Exec. Sponsor, Steering Committee Chair

CIO

Alejandra Rebolledo - Rea Steering Committee Member Early Childhood Services Division Director (Interim)

John Jaramillo Steering Committee Member Administrative Services Division Director

Ad hoc members, as required, who are leaders of specific business processes or departments. For this project, PM, Managers and SMEs, e.g. Raymond Vigil, ECS Data Manager, and other expert end users

Program Sponsor and Subject Matter Experts (SMEs)

Various

Executive StaffCIO

Information Technology Change Control Committee

Deputy Director – Applications DevelopmentDeputy Director ‐ Operations

Protective Services

Juvenile Justice

Early Childhood

Behavioral Health

Program Areas

Information Technology

Human Resources

Office of the Secretary

Administrative Services

Program Support

Office of the General Counsel

Finance


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22..33 EEXXEECCUUTTIIVVEE RREEPPOORRTTIINNGG

The Project Manager reports to the CYFD Information Technology Web Applications Development Manager and to the CYFD IT CIO. The CYFD IT CIO reports to Executive sponsors of the project. Project reporting, including weekly status reports and monthly DoIT project status reporting, can be shared electronically with Executive sponsors and project teams as appropriate and are stored in the project’s portfolio library.

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NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN Business Objective 1 Improve Program and Program Support efficiency and effectiveness statewide by

providing a web based system that allows for document access and associated ECM features that will help assure the health and safety of children in child care.

Target is to prevent misplacement or loss of important provider files.

Business Objective 2 Provide enterprise level solutions by:

Providing accessibility for all users based on their security role Leveraging centralized data organization and a strong content search engine that

utilizes indexing to associate files Comprehensive view of site (field and facility) and client content.

Business Objective 3 Optimize Agency Resources/Costs by:

Improving staff productivity as defined by the Program Improving management visibility into the content and as part of the workflow Reducing paper and files (and increasing electric and hard copy).

33..11..22 TTEECCHHNNIICCAALL OOBBJJEECCTTIIVVEESS


Technical Objective 1 Optimize retrieval (search/index) by organizing data consistently using best practice taxonomy and system design relevant to CYFD business needs.

Technical Objective 2 Select solution is scalable, offering advanced features like retention management and workflow and is capable of addressing the bulk of CYFD’s Electronic Content Management business and technical needs so that the solution is a fit for other programs and future projects, beyond the foundation laid by Early Childhood services.

Technical Objective 3 Optimize Agency Resources/Costs

Well managed electronic and physical document and paper storage

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Targeted scope and project planning will prioritize foundation vs. advanced features and active vs. inactive files. Additional features and inactive files will be considered after foundational features and active files show some successful implementation.

33..33 CCRRIITTIICCAALL SSUUCCCCEESSSS FFAACCTTOORRSS

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN Quality Metrics 1 Support the agency’s mission of enhancing the safety, dignity and well-being of children

youth and families in New Mexico by;

Improving efficiency and effectiveness in systems, supporting employees and management in providing client centered service

Quality Metrics 2 Software selected is scalable, addressing the bulk of CYFD’s ECM needs, but satisfies the immediate needs of Early Childhood services.

Quality Metrics 3 Software selected adheres to CYFD IT standards, policies and procedures.

44..00 PPRROOJJEECCTT DDEELLIIVVEERRAABBLLEESS AANNDD MMEETTHHOODDOOLLOOGGYY

44..11 PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT LLIIFFEE CCYYCCLLEE

PPHHAASSEE SSUUMMMMAARRYY OOFF PPHHAASSEE//DDEELLIIVVEERRAABBLLEESS Initiation & Planning Feasibility Study

Requirements Gathering, Business Process Analysis Program Inventory and Cleanup Initiation & Planning Certification Project Charter, original Project Management Plan RFP Development and Process Implementation Certification Pre-Implementation Tasks; Scoping, Inventories, Cleanup

Implementation & Controlling Final Scoping/Requirements/Fit-Gap Sessions Final Business Process Analysis Support and Operation operating process development Risk Assessment, Issue Logging and Monitoring Change Control and Quality Management Order Software/Hardware and Install Design/Configure Testing/Validation Training/Education Deployment(s) including Pilot Run, Go-Live/Rollouts

Closeout Procurement and Financial Closure Final Product Acceptance Signoff Handoff to Program Users and IT Maintenance Lessons Learned discussion and documentation Final Documentation and Archival of Project Documents


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44..11..11 PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT DDEELLIIVVEERRAABBLLEESS

4.1.1.1 Project Management – Initiating & Planning Description – Initiating & Planning Project Management, Develop a Project Management Plan, project schedule, requirements definition and requirements traceability matrix, Project Scope, schedule and budget Risk/ Issue management plan, Resource management plan, Communication management plan, and Requirements management plan.

Deliverable Acceptance Criteria - Approval by Executive Management, Project Managers. Key project team members review for consensus. Standards for Content and Format - Use of DoIT Project Management Plan and supporting document templates. Quality Review – Steering Committee, Technical Lead and Business Analyst can provide peer review.

4.1.1.2 Project Management – Implementation & Control Description Scoping/Requirements/Fit-Gap Sessions, Business Process Analysis documents, Risk Assessment and Issue Logs, Change Control and Quality Management, Budget and Procurement Documents, Design/Configuration and Integration Documentation Links, Testing and Acceptance documents, Training document Links, Deployment(s) and Go-Live/Rollout documentation.

Deliverable Acceptance Criteria - Approval by Executive Management, Project Managers. Key project team members review for consensus. Standards for Content and Format - Use of DoIT Project Management Plan and supporting document templates. Quality Review – Steering Committee, Business Analyst, IV and V Lead and/or Solution Vendor Project Manager can provide peer review.

44..11..22 DDEELLIIVVEERRAABBLLEE AAPPPPRROOVVAALL AAUUTTHHOORRIITTYY DDEESSIIGGNNAATTIIOONNSS

DDEELLIIVVEERRAABBLLEE AAPPPPRROOVVEERRSS ((WWHHOO CCAANN AAPPPPRROOVVEE)) DDAATTEE AAPPPPRROOVVEEDD

I. Initiating & Planning

1. Feasibility Study 2. Project Charter, Initial Plan 3. RFP Development, Process, and

Evaluation 4. Contract Finalized and Award 5. Pre-Implementation Tasks

Program Area (Business) 6. Pre-Implementation Tasks IT 7. Implementation Certification

CIO Deputy Director Apps Dev Program Area Project Lead DoIT - PCC (where applicable)

1. 06/30/20142. 10/31/2014 3. 07/01/2017 4. pending


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II. Implementation & Controlling

1. Final Scoping/Requirements/Fit-Gap Sessions

2. Final Business Process Analysis 3. Risk Assessment, Issue Logging

and Monitoring 4. Change Control and Quality

Management 5. Software Purchase and Services

o Design/Configure o Testing/Validation o Training/Education o Data Migrations o Deployment(s), Go-

Live/Rollouts

CIO Deputy Director Apps Dev Program Area Project Lead

1.

III. Closeout

1. Procurement and Financial Closure

2. Final Product Acceptance Signoff 3. Handoff to Program Users and IT

Maintenance 4. Lessons Learned discussion and

documentation 5. Final Documentation and Archival

of Project Documents


44..11..33 DDEELLIIVVEERRAABBLLEE AACCCCEEPPTTAANNCCEE PPRROOCCEEDDUURREE

DDEELLIIVVEERRAABBLLEE FFIINNAALL AAPPPPRROOVVAALL PPRROOCCEESSSS CCUUSSTTOOMMEERR AACCCCEEPPTTAANNCCEE CCRRIITTEERRIIAA

Initiating & Planning

Feasibility Study Project Charter, Schedule RFP Development, Process,

Approval, Award Program Inventory and

Retention Policy Review Implementation

Certification Pre-Implementation Tasks

Program Area (Business) Pre-Implementation Tasks

IT

Review and Approve CIO Deputy Director Apps Dev Program Area Project Lead DoIT - PCC (where applicable)

Meet ITD, DoIT and Program Area standards


PAGE | 14

Implementation and Control

Final Scoping/Requirements/Fit-Gap Sessions

Final Business Process Analysis

Risk Assessment, Issue Logging and Monitoring

Change Control and Quality Management

Software Purchase and Services

• Design/Configure • Testing/Validation • Training/Education • Data Migrations • Deployment(s),

Go-Live/Rollouts

Review and Approve CIO Deputy Director Apps Dev Program Area Project Lead

Meet ITD, DoIT and Program Area standards and vendor signoff processes

Closeout

Procurement and Financial Closure

Final Product Acceptance Signoff

Handoff to Program Users and IT Maintenance

Lessons Learned discussion and documentation

Final Documentation and Archival of Project Documents


Meet ITD, DoIT and Program Area standards and vendor signoff processes

44..22 PPRROODDUUCCTT LLIIFFEE CCYYCCLLEE PPHHAASSEE SSUUMMMMAARRYY OOFF PPHHAASSEE && DDEELLIIVVEERRAABBLLEESS Initiation & Planning Feasibility Study

Requirements Gathering, Business Process Analysis Program Inventory and Cleanup Initiation & Planning Certification RFP Development and Process Implementation Certification Pre-Implementation Tasks Program Area (Business) Pre-Implementation Tasks IT

Implementation Final Scoping/Requirements/Fit-Gap Sessions Final Business Process Analysis Risk Assessment, Issue Logging and Monitoring Software Purchase and Services

Design/Configure Testing/Validation Training/Education


PAGE | 15

Data Migrations Deployment(s), Go-Live/Rollouts

Closeout Procurement and Financial Closure Final Product Acceptance Signoff Handoff to Program Users and IT Maintenance Lessons Learned discussion and documentation Final Documentation and Archival of Project Documents

44..22..11 TTEECCHHNNIICCAALL SSTTRRAATTEEGGYY

Planning target allowing for appropriate server, desktop and peripheral resources and funding but also to leverage existing architecture as much as possible.

RFP requirements include evaluation of solutions based on interoperability with existing CYFD server, desktop and software environments and technologies.

44..22..22 PPRROODDUUCCTT AANNDD PPRROODDUUCCTT DDEEVVEELLOOPPMMEENNTT DDEELLIIVVEERRAABBLLEESS

4.2.2.1 Feasibility Study

Description: Gather, analyze, compare and prioritize technical and functional requirement. Work with no less than 6 vendors for comparative analysis to gauge feasibility and provide written findings.

Deliverable Acceptance Criteria: Approval by Program Project Team, Project Managers, Technical Project Team.

Standards for Content and Format: Industry standard requirements checklists and comparison matrix.

4.2.2.2 Project Documentation and Certification – Initiation & Planning

Description: Project Certification – Implementation Phase documentation, in accordance with NM Department of Information Technology (DoIT) guidelines, including, but not limited to new and updated: Certification form, Presentation, Project Management Plan and Project Charter, timeline, PowerPoint presentation, Technical Architecture, Risk Assessment plan and status reports.

Deliverable Acceptance Criteria: Approval by Agency, State Purchasing, DoIT and selected vendor(s). Standards for Content and Format: Use of State Purchasing and DoIT Templates.

4.2.2.2 – Project RFP Documentation and Process

Description: RFP documentation, in accordance with CYFD Contract Policies and Procedures

Deliverable Acceptance Criteria: Approval by Agency, State Purchasing, DoIT and selected vendor(s).


PAGE | 16

including, but not limited to: Final Requirements, Pre-Proposal Conference Agenda, Q&A, and Statement of Work, Services contracts and status reports. Conduct meetings, e-mail discussions and teleconferences to gather information related to ECM RFP documentation.

Standards for Content and Format: Use of State Purchasing and DoIT Templates and Processes

4.2.2.3 Project Documentation and Certification – Implementation

Description: Project Certification – Implementation Phase documentation, in accordance with NM Department of Information Technology (DoIT) guidelines, including, but not limited to new and updated: Certification form, Presentation, Project Management Plan and Project Charter, timeline, PowerPoint presentation, Technical Architecture, Risk Assessment plan and status reports.

Deliverable Acceptance Criteria: Approval by Agency, State Purchasing, DoIT and selected vendor(s).

Standards for Content and Format: Use of State Purchasing and DoIT Templates and Processes

44..22..33 DDEELLIIVVEERRAABBLLEE AAPPPPRROOVVAALL AAUUTTHHOORRIITTYY DDEESSIIGGNNAATTIIOONNSS



Feasibility Study CIO Deputy Director Apps Dev Deputy Director Operations Program Area Project Lead

6/30/2014

Project Certification (Initiation & Planning)

CIO Deputy Director Apps Dev Program Area Project Lead PCC

10/31/2014

Requirements and RFP Documentation and Process

CIO Deputy Director Apps Dev Program Area Project Lead State Purchasing

02/25/2016 (RFP)

Technical Architecture Review Committee Documentation and Presentation

CIO Deputy Director Apps Dev Program Area Project Lead State Purchasing DoIT

Upcoming 09/14/2017


PAGE | 17

Pre-Implementation Tasks Program Area (Business)

CIO Deputy Director Apps Dev

Program Area Project Lead

State Records and Archives Center

Pre-Implementation Tasks IT



State Records and Archives Center

Implementation





Software Purchase and Services Design/Configure Testing/Validation Training/Education Data Migrations

Deployment(s), Go-Live/Rollouts



PCC

Closeout




Lessons Learned (Retrospective) discussion and documentation


CIO Deputy Director Apps Dev Program Area Project Lead PCC

44..22..44 DDEELLIIVVEERRAABBLLEE AACCCCEEPPTTAANNCCEE PPRROOCCEEDDUURREE

DDEELLIIVVEERRAABBLLEE FFIINNAALL AAPPPPRROOVVAALL PPRROOCCEESSSS

CCUUSSTTOOMMEERR AACCCCEEPPTTAANNCCEE CCRRIITTEERRIIAA


PAGE | 18


Feasibility Study, Project Certification (Initiation & Planning), Requirements and RFP Documentation and Process, Technical Architecture Review Committee Documentation and Presentation, Pre-Implementation Tasks Program Area (Business), and Pre-Implementation Tasks IT


Meet ITD and Program Area standards

Project Certification (Implementation)

Review and Approve CIO Deputy Director Apps Dev Program Area Project Lead DoIT


Implementation





Software Purchase and Services Design/Configure Testing/Validation Training/Education Data Migrations Deployment(s), Go-Live/Rollouts


Meet ITD and Program Area standards and vendor signoff agreement

Closeout





PCC Presentation and Certification


Review and Approve CIO Deputy Director Apps Dev Program Area Project Lead PCC

Meet ITD, DoIT/PCC and Program Area standards


PAGE | 19

55..00 PPRROOJJEECCTT WWOORRKK

55..11 WWOORRKK BBRREEAAKKDDOOWWNN SSTTRRUUCCTTUURREE ((WWBBSS))

WWOORRKK PPAACCKKAAGGEE IITTEEMM DDEEFFIINNIITTIIOONNSS,, OOBBJJEECCTTIIVVEESS AANNDD DDEELLIIVVEERRAABBLLEESS

I. Initiation & Planning

1.1 Feasibility Study Technical and Functional Requirements

1.2 Certification – Initiation & Planning

Project Documentation and Certification Package Certification Meeting

1.3 RFP Development and Process

RFP documentation including, but not limited to: Final Requirements, Pre-Proposal Conference Agenda, Q&A, and Statement of Work, and Award

1.4 Certification – Implementation

Project Documentation and Certification Package and Certification Meeting with PCC including TARC

1.5 Pre-Implementation Tasks Program Area (Business)

User, role/permission, devices, use case, metadata, document types, records management, reporting needs inventory, fit-gap sessions and cleanup. Resource, budget, communication and support plans.

1.6 Pre-Implementation Tasks IT Architecture, resource, budget, communication and support plans.

II. Implementation

2.1 Final Scoping/Requirements/Fit-Gap Sessions and Business Process Analysis

Scoping meetings with Program users to verify Technical and Functional Requirements, and hold Fit-Gap Sessions and Business Process Analysis discussions.

2.2 Software Purchase and Services Implementation

Design/Configure Testing/Validation Training/Education Data Migrations Deployment(s), Go-

Live/Rollouts

Verify requirements and quantities and modules, complete contract and monitor delivery and installations. This may include Program installations of scanner hardware and software.

Configure software with CYFD’s unique metadata such as indices and retention management requirements; and Develop any custom integrations.

Validate design, configurations to ensure they work for the Program users as scoped.

Training/Education for Administrators and Power Users (“Train the Trainers”); Preparing class schedules, software environments and logins, and materials

Schedule and verify acceptable production environments, logins and ability to work with the new system.


PAGE | 20

III. Monitoring and Controlling (Project and CYFD Management work throughout the project, shown as part of Implementation Phase in most sections of this Project Management Plan).

3.1 Risks and Issues Assessment

Risk Assessment and Issue Logging throughout the project.

3.2 Quality and Change Control Monitoring and Controlling of Quality, Change Control and additional Purchases, Steering and Project meetings and status reporting

3.3 IV and V Independent Validation and Verification (IV and V) Contracted third party vendor monitoring and reporting throughout the project.

IV. Closeout

4.1 Procurement and Financial Closure

Creation and administration of Procurement and Financial Closure

4.2 Final Product Acceptance Signoff


4.3 Handoff to Program Users and IT Maintenance


4.4 Lessons Learned discussion and documentation


4.5 PCC Presentation and Certification

PCC Project Closeout Presentation and Certification

4.6 Final Documentation and Archival of Project Documents

Final Project Documentation and Archival of Project Documents

55..22 SSCCHHEEDDUULLEE AALLLLOOCCAATTIIOONN --PPRROOJJEECCTT TTIIMMEELLIINNEE

PPHHAASSEE//TTAASSKK TTIIMMEELLIINNEE

Initiation & Planning

Feasibility Study 05/01/2014 – 06/30/2014

Certification – Initiation and Planning 07/01/2014 – 10/31/2014

RFP Development and Process and Program inventory 11/01/2014 – 12/01/2015

RFP Approval, Award and Implementation Certification 12/01/2015 – 09/31/2017

Pre-Implementation Tasks Program Area (Business) 01/01/2017 – 10/01/2017

Pre-Implementation Tasks IT 01/01/2017 – 10/01/2017

Implementation

Final Scoping/Requirements/Fit-Gap Sessions and Business Process Analysis

Oct 1, 2017 – June 30, 2018


PAGE | 21

PPHHAASSEE//TTAASSKK TTIIMMEELLIINNEE Software Purchase and Services Implementation

Design/Configure Testing/Validation Training/Education Data Migrations Deployment(s), Go-Live/Rollouts

Project Management: Timeline, Scope, Budget and Quality management Vendor Management: ECM, IV&V, hardware/software, data export, back scanning

Closeout






June – July 2018

55..33 PPRROOJJEECCTT BBUUDDGGEETT

PPHHAASSEE AASSSSOOCCIIAATTEEDD DDEELLIIVVEERRAABBLLEESS EESSTTIIMMAATTEEDD

BBUUDDGGEETT

Initiating & Planning Feasibility Study Requirements Gathering, Business Process Analysis Program Inventory and Cleanup Initiation, Planning and Implementation Certification RFP Development and Award Evaluation Process Contract Process IV&V Contract Pre-Implementation Program Area Pre-Implementation IT

$607,533.00

Implementation Final Scoping/Requirements/Fit-Gap Sessions Final Business Process Analysis Risk Assessment, Issue Logging and Monitoring IV&V Change Control and Quality Management Software Purchase and Services Implementation

o Design/Configure o Testing/Validation o Training/Education o Data Migrations o Deployment(s), Go-Live/Rollouts

Project Management: Timeline, Scope, Budget and Quality management

Vendor Management: ECM, IV&V, hardware/software, data migration, back scanning

$2,194,687.00

Closeout Procurement and Financial Closure Final Product Acceptance Signoff Handoff to Program Users and IT Maintenance

Incl Above.


PAGE | 22

PPHHAASSEE AASSSSOOCCIIAATTEEDD DDEELLIIVVEERRAABBLLEESS EESSTTIIMMAATTEEDD BBUUDDGGEETT

Lessons Learned (Retrospective) discussion and documentation


Maintenance/Support with ECM Vendor

Maintenance/Support for FY19 Maintenance/Support for FY19 est. $169K

55..44 PPRROOJJEECCTT TTEEAAMM

55..44..11 PPRROOJJEECCTT TTEEAAMM OORRGGAANNIIZZAATTIIOONNAALL SSTTRRUUCCTTUURREE

55..44..22 PPRROOJJEECCTT TTEEAAMM RROOLLEESS AANNDD RREESSPPOONNSSIIBBIILLIITTIIEESS

PPRROOJJEECCTT

TTEEAAMM

MMEEMMBBEERR

RROOLLEE TTIITTLLEE

Irene Luettgen Project Strategy /Steering; Executive Sponsor CIO

Jeffrey Creecy Department Manager Manager Web Apps Dev (Interim)

Melissa Barela Project Manager - The Project Manager (PM) is responsible for establishing the ECM solution project plan and coordinating a variety of resources necessary to ensure a

Project Manager


PAGE | 23

successful ECM implementation and roll-out. The Project Manager will work closely with the other ECM roles, internal and external team members to define the solution, allocate resources, resolve issues, recognize risks, and ensure a complete solution is delivered.

The Project Manager’s tasks may generally include, but are not limited to the following standard areas of Project Management:

• Initiation, Planning, RFP writing and oversight

• Scope Management

• Schedule Management

• Cost Management

• Quality Management

• Human Resource Management, including delegating tasks to the BA and Technical Developer and Vendor

• Communications Management

• Risk Management

• Procurement Management

• Stakeholder Management

• Implementation

• Testers and Test plan management

• Training oversight

• Close-out

Various members of the CYFD ITD Operations Team

Technical Lead - The ECM Technical Developer/ECM System Administrator plays a key role in the success of ECM solutions during implementation and in long-term support of the solution. Technical Developers/Software System Administrators are responsible for collaborating with the ECM vendor’s technical support and CYFD’s, IT web administrators, systems and database architects, and Operations and Help Desk support team members, to ensure system uptime, database and systems security and the growth of the corporate ECM strategy as new user groups and programs come on board. In order to be successful, an in-house Developer/System Administrator needs a strong technical understanding of the chosen ECM’s functionality.

Web Developer, Operations Team

Business Analyst (starting October)

Business Analysis - The Business Analyst (BA) understands and guides the development of business processes in an Enterprise Content Management (ECM) solution. Through their understanding of the existing environment, they help identify areas for efficiency gain and compliance to requirements, working with Subject Matter Experts (SMEs) and end users. Because of their ability to influence solution strategy, they require a broad understanding of the product capabilities, as well as the best practices for business process mapping. The IT BA will work on the software solution selected, and provide data and business process information gathering and system configuration. This position will work with different functional groups, lead technology

Business Analyst


PAGE | 24

assessments to develop business use cases, identify and document functional requirements and map process flows, as well as configure COTS (Commercial Off-The-Shelf) and custom solutions and deliver training and documentation. The IT Business Analyst will work with internal teams and external vendors to ensure that solutions are meeting the business requirements and being delivered in a cost effective, efficient and accurate manner. The BA acts as the customers’ advocate to IT in order to ensure that problems are resolved effectively and quickly. The BA may also assist the CYFD and Vendor project managers in the creation of project task plans and coordinating internal and external resources.

Program Area - Project Managers and SMEs, i.e. Raymond Vigil, ECS Data Manager, and other expert end users

Program Sponsor and Subject Matter Experts (SMEs) provide requirements within scope, testing, training, user support expertise and final approvals

Various

Selected Vendor roles

Project Manager, Technical Integrator, Business Analyst Various

55..55 SSTTAAFFFF PPLLAANNNNIINNGG AANNDD RREESSOOUURRCCEE AACCQQUUIISSIITTIIOONN

55..55..11 PPRROOJJEECCTT SSTTAAFFFF

RREESSOOUURRCCEE CCOOSSTT EESSTTIIMMAATTEE

EESSTTIIMMAATTEEDD HHOOUURRSS

AAVVAAIILLAABBIILLIITTYY SSKKIILLLL SSEETT WWOORRKK PPRROODDUUCCTT


PAGE | 25





Project Manager (Contractor)

$607,533.00 7800 hours Yes Technical Acumen

Business Acumen Requirements

Gathering & Analysis

Project Planning and Management

Feasibility Study Project Certification – Initiating & Planning RFP Development and Process, Award Project Certification - Implementation

Program Area SMEs

Each Program to determine based on skill sets available


Yes Technical Acumen

CYFD Business Acumen

Vendor Evaluation & Selection: Ownership of business requirements and weight and ranking of feature requirements.

Program Support SMEs





Vendor Evaluation & Selection Ownership of business requirements and weight and ranking of feature requirements. Supporting CYFD, DoIT and State Purchasing policies and Processes.

Management Team





Resource plans, OLA/SLAs (Operational and Service Level Agreements)

Implementation – Estimated

Project Manager (Contractor)

$140K 1650



Vendor Solution Acumen

Scoping/Requirements/Fit-Gap Sessions



Create Contract Order Software/Hardware and oversee Installation

Training

Deployment(s) , Go-Live/Rollouts

Closure

Business / Technical Analyst (Contractor)

$123K 1470 Yes Technical Acumen


Business Process Analysis

Testing

Training

Reporting


PAGE | 26




Management Team

Existing staff 250 Yes Technical Acumen


Resource plans, OLA/SLAs


Staff – Internal IT

Existing staff 600 Yes Technical Acumen


Web Infra, Sys Admin, DBA, Network, Security, EPICS export

Staff – Internal Program (Business) Primary

Existing staff 600 400 = 1000

Yes Business Acumen Data UnitSMEs

Staff – Internal Program (Business) Secondary

Existing staff 500 Yes Business Acumen Users receiving training/education

55..55..22 NNOONN--PPEERRSSOONNNNEELL RREESSOOUURRCCEESS

RREESSOOUURRCCEE

CCOOSSTT EESSTTIIMMAATTEE


AAVVAAIILLAABBIILLIITTYY SSOOUURRCCEE WWOORRKK PPRROODDUUCCTT


PAGE | 27



$13,800.00 N/A YES Pod/RESPEC IV&V (tentative) moved to implementation


FY 15 $193,780.00

FY16

$154,574.26

FY17

$164,725.40

800 (completed)1960 (completed) 1960 (completed) 310 (ends Sept)

YES

Implementation

Services FY18

$1,148,822.95

PM = 1650 hours (starts Oct, incl. above in personnel resources) BA/TA = 1470 hours Vendor = 1293 hours $48,000 in training certification (flat) And $38786.00 edrawer migration (flat) IV&V = $4,3000 (flat) e-drawer export = $est $20,000.00 Remainder is contingency

Yes TEK, ECM Vendor, POD, Backlog Scanning TBD

Project Management Contractor; Bus/Tech Analyst Contractor, IV&V and Vendor (Databank/Hyland) Implementation Services

- Discovery - Configuration - Training/Educati

on - Deployment - Project

Management - Entity Data

Migration - E-drawer Data

Migration IV&V reports Edrawer data extract Business Analysis Backlog scanning (tentative)

Hardware FY18

$568,429.35

N/A Yes TBD/Various/SPA Servers, Devices

Software FY18

$533,301.09

N/A Yes ECM Vendor(Databank/Hyland)

Modules, Licenses, Maintenance

Maintenance/Support


PAGE | 28

Maintenance/Support with ECM Vendor

FY19 est. $169K

N/A Yes ECM Vendor(Databank/Hyland)

Vendor Databank/Hyland

Maintenance/Support for FY19

55..66 PPRROOJJEECCTT LLOOGGIISSTTIICCSS For initiating and planning steering committee, project manager, program support and program area project team will work together both in person and virtually as needed.

Implementation team, including vendor, logistics will be identified in planning and early implementation phase.

55..66..11 PPRROOJJEECCTT TTEEAAMM TTRRAAIINNIINNGG

AAUUDDIIEENNCCEE TTRRAAIINNIINNGG TTYYPPEE Initiation & Planning noneImplementation - 270 Databank/Hyland training/education hours

- $48,000 in System and Workflow Administration certification training.

- End User training plan to be developed in concert with Vendor, ECS Data Unit and IT

66..00 PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT AANNDD CCOONNTTRROOLLSS

66..11 RRIISSKK AANNDD IISSSSUUEE MMAANNAAGGEEMMEENNTT

66..11..11 RRIISSKK MMAANNAAGGEEMMEENNTT SSTTRRAATTEEGGYY

A risk management plan will be created for this project. Refer to 1.6 for initial Risks and to Monthly DoIT reports.

66..11..22 PPRROOJJEECCTT RRIISSKK IIDDEENNTTIIFFIICCAATTIIOONN

Project risk will be accessed at the implementation phase level.

66..11..33 PPRROOJJEECCTT RRIISSKK MMIITTIIGGAATTIIOONN AAPPPPRROOAACCHH

Project risk will be reviewed and mitigated at the implementation phase level.

66..11..44 RRIISSKK RREEPPOORRTTIINNGG AANNDD EESSCCAALLAATTIIOONN SSTTRRAATTEEGGYY

Project risk will be reported and reviewed at the implementation phase level.

66..11..55 PPRROOJJEECCTT RRIISSKK TTRRAACCKKIINNGG AAPPPPRROOAACCHH

Project risk for scope, budget, timeline and quality will be identified and tracked at the implementation phase level.

66..11..66 IISSSSUUEE MMAANNAAGGEEMMEENNTT

Scope

The CYFD IT management team and project manager will follow predefined scope, timeline, budget and quality procedures in reviewing all changes to determine if the changes are in the requirements (scope of work) and how each change should be handled. Accepted changes will be scheduled. Non-accepted changes will be documented for future work and will be reviewed after the project is implemented.

Internal Support


PAGE | 29

Implementation planning will include evaluation of existing Program level and IT level helpdesk policies and procedures to be used for issue escalation and resolution.

6.1.6.1 Internal Issue Escalation and Resolution Process

Scope


Internal Support


6.1.6.2 External Issue Escalation and Resolution Process

Product

A tool and process will be identified and developed to track all change control product items for implementation and will be included in vendor contracts.

Internal Support


66..22 IINNDDEEPPEENNDDEENNTT VVEERRIIFFIICCAATTIIOONN AANNDD VVAALLIIDDAATTIIOONN -- IIVV&&VV

An IV&V professional services contract will be developed by the CYFD CIO, executed by a contracted vendor for all implementation project milestones, meeting with the project team. The vendor will create the necessary reports per DoIT guidelines as defined in the IV&V contract and as guided by Exhibit A of the IT Services and IT IV&V templates checklist in the DoIT Project_ Charter_For_Certification_Workbook.doc, section 12, found here on the DoIT site: http://www.doit.state.nm.us/docs/project_oversight/proj_mgmt_templates/Project_Charter_For_Certification_Workbook.doc. This guideline lists a number of items that could be monitored through this IV&V process as appropriate for this project.

66..33 SSCCOOPPEE MMAANNAAGGEEMMEENNTT PPLLAANN

6.3.1 CHANGE CONTROL

6.3.1.1 Change Control Process

Scope



PAGE | 30

Product

A tool and process will be identified and developed to track all change control product items for implementation.

6.3.1.2 Change Control Board (CCB) Within the Children Youth and Families Department (CYFD), the high level governance body is the Senior Staff - directors of the Program Areas and Program Support areas, deputy secretary and the Cabinet Secretary. This body approves the overall direction and mission of the Agency. The Information Technology Change Control Committee (ITCCC) implements the specified policies.

The Information Technology Change Control Committee (ITCCC) meets on a monthly basis to discuss the various on-going IT projects and their statuses.

Information Technology Change Control Committee (CCC) and Project Status Communication Structure

Draft CCC To Be Developed

66..44 PPRROOJJEECCTT BBUUDDGGEETT MMAANNAAGGEEMMEENNTT

IITTEEMM CCOOSSTT EESSTTIIMMAATTEE MMAAJJOORR DDEELLIIVVEERRAABBLLEESS TTIIMMEEFFRRAAMMEE

Initiation & Planning, Controlling

$607,533.00 Feasibility Study Project Certification – Initiating

& Planning RFP Development and Process Project Certification -

Implementation

May 1, 2014 – Sept 30, 2017

Implementation, Controlling & Closeout

$2,194,687.00 Final Scoping/Requirements/Fit-Gap

Oct 1, 2017 –

June 30, 2018

Executive StaffCIO

Information Technology Change Control Committee

Deputy Director – Applications DevelopmentDeputy Director ‐ Operations

Protective Services

Juvenile Justice

Early Childhood

Behavioral Health

Program Areas

Information Technology

Human Resources

Office of the Secretary

Administrative Services

Program Support

Office of the General Counsel

Finance


PAGE | 31

IITTEEMM CCOOSSTT EESSTTIIMMAATTEE MMAAJJOORR DDEELLIIVVEERRAABBLLEESS TTIIMMEEFFRRAAMMEE Sessions



IV&V Change Control and Quality

Management Software Purchase and Services

Implementation o Design/Configure o Testing/Validation o Training/Education o Data Migrations o Deployment(s), Go-

Live/Rollouts Project Management: Timeline,

Scope, Budget and Quality management

Vendor Management: ECM, IV&V, hardware/software, data migration, back scanning

66..44..11 BBUUDDGGEETT TTRRAACCKKIINNGG

PPRROOJJEECCTT AARREEAA CCAATTEEGGOORRYY MMEEAASSUURREE

Initiating & Planning Timeline and Task Completion Review against target dates and actual

Initiating & Planning Budget Review against budget & actual

Initiating & Planning Quality See section 6.7.3

66..55 CCOOMMMMUUNNIICCAATTIIOONN PPLLAANN

6.5.1 Communication Matrix

The project manager reports to the CYFD Information Technology Web Applications Development Supervisor and indirectly to the Deputy Director of ADS Development, reporting to the CIO. The CYFD CIO reports to Executive sponsors of the project. All project reporting, including monthly DoIT project status reporting, and weekly ITD/ECS reporting will be shared electronically with Executive sponsors and project teams and include Steering Committee meetings once implementation begins.

Communication

Agency Awareness Written Status Reports and General Project Management Meeting

Weekly


PAGE | 32

Quality of Communications Written Status Reports and General Project Management Meeting

Weekly

Manages Project Tasks Written Status Reports and General Project Management Meeting

Weekly

Steering Committee Status, Planning and Issues Meeting Monthly or as needed

Working Team Meetings With Program and Program Support SMEs, Business Analyst, PM

As needed for planning (Scope, Timeline, Budget, Quality) and Weekly Status Reports and daily stand-up meetings during critical stages like testing, training, and roll-out.

66..55..22 SSTTAATTUUSS MMEEEETTIINNGGSS Additional Status Meeting schedules will be defined for Implementation phase.

66..55..33 PPRROOJJEECCTT SSTTAATTUUSS RREEPPOORRTTSS Additional Project Status reporting needs will be defined for Implementation phase.

66..66 PPEERRFFOORRMMAANNCCEE MMEEAASSUURREEMMEENNTT ((PPRROOJJEECCTT MMEETTRRIICCSS))

66..66..11 BBAASSEELLIINNEESS

PPRROOJJEECCTT AARREEAA CCAATTEEGGOORRYY MMEEAASSUURREE

Initiating & Planning Timeline and Task Completion Review against target dates and actual.

Initiating & Planning Budget Review against budget & actual

Initiating & Planning Quality See section 6.7.3

VVEENNDDOORR SSEELLEECCTTIIOONN AANNDD IIMMPPLLEEMMEENNTTAATTIIOONN QQUUAALLIITTYY MMEETTRRIICCSSNNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN

Quality Metrics 1 Support the agency’s mission of enhancing the safety, dignity and well-being of children youth and families in New Mexico by;

Improving efficiency and effectiveness in systems, supporting employees and management in providing client centered service

Quality Metrics 2 Software selected is scalable, addressing the bulk of CYFD’s ECM needs.

Quality Metrics 3 Software selected adheres to CYFD IT standards, policies and procedures.


PAGE | 33

66..66..22 MMEETTRRIICCSS LLIIBBRRAARRYY

66..77 QQUUAALLIITTYY OOBBJJEECCTTIIVVEESS AANNDD CCOONNTTRROOLL

66..77..11 QQUUAALLIITTYY SSTTAANNDDAARRDDSS

Implementation: RFP and Award requirements and contracts will include definitions and processes delivery and product review and assessments.

66..77..22 PPRROOJJEECCTT AANNDD PPRROODDUUCCTT RREEVVIIEEWW AANNDD AASSSSEESSSSMMEENNTTSS

Implementation: RFP and Award requirements and contracts will include definitions and processes delivery and product review and assessments.

66..77..33 AAGGEENNCCYY//CCUUSSTTOOMMEERR SSAATTIISSFFAACCTTIIOONN

AARREEAASS OOFF FFEEEEDDBBAACCKK WWHHEENN HHOOWW OOFFTTEENN

Initiation & Planning

Agency Awareness Written Status Reports and General Project Management Meeting

Weekly

Quality of Communications Written Status Reports and General Project Management Meeting

Weekly

Manages Project Tasks Written Status Reports and General Project Management Meeting

Weekly

Steering Committee Status, Planning and Issues Meeting Monthly or as needed

Working Meetings With Program and Program Support SMEs

As needed – with weekly team meetings during development

Implementation

RFP and Award requirements and contracts will include definitions and processes for customer feedback.

66..77..44 PPRROODDUUCCTT DDEELLIIVVEERRAABBLLEE AACCCCEEPPTTAANNCCEE PPRROOCCEESSSS

DDEELLIIVVEERRAABBLLEE FFIINNAALL AAPPPPRROOVVAALL PPRROOCCEESSSS CCUUSSTTOOMMEERR AACCCCEEPPTTAANNCCEE CCRRIITTEERRIIAA


Feasibility Study Review and Approve CIO Deputy Director Apps Dev Program Area Project Lead



PAGE | 34

Project Certification (Initiation & Planning)



Requirements and RFP Documentation and Process



Project Certification (Implementation)



Technical Architecture Review Committee Documentation and Presentation



Electronic Imaging Retention and Disaster Recovery Plans



Implementation

Scoping/Requirements/Fit-Gap Sessions

Business Process Analysis



Order Software/Hardware and Install

Design/Configure/Develop

Testing

Training

Deployment(s) , Go-Live/Rollouts



Closeout


PAGE | 35






Review and Approve CIO Deputy Director Apps Dev Program Area Project Lead PCC


66..88 CCOONNFFIIGGUURRAATTIIOONN MMAANNAAGGEEMMEENNTT

66..88..11 VVEERRSSIIOONN CCOONNTTRROOLL

RFP and Award and Contract requirements will include requirements for vendors to provide version controlled solutions.

For any CYFD development efforts, a formal version control product (Subversion) is used for all software developed and deployed to the production environment.

66..88..22 PPRROOJJEECCTT RREEPPOOSSIITTOORRYY ((PPRROOJJEECCTT LLIIBBRRAARRYY))

A project library is created and maintained for this project and will be added to the CYFD’s Project Management Portfolio.

66..99 PPRROOCCUURREEMMEENNTT MMAANNAAGGEEMMEENNTT PPLLAANN Software, Vendor Services, Professional Services, Maintenance & Support and Server, Desktop and Peripherals contracts will be tracked and managed through the regular contract management processes and follow Agency, State Purchasing and DoIT process and protocol.

77.. 00 PPRROOJJEECCTT CCLLOOSSEE 77..11 AADDMMIINNIISSTTRRAATTIIVVEE CCLLOOSSEE

Formal closure of project milestones will be documented in the:

Project plan document(s) created/managed by CYFD for this project Lessons Learned Document DoIT Closeout Report

77..22 CCOONNTTRRAACCTT CCLLOOSSEE

Formal closure of the contracts will follow Agency and State Purchasing policy/procedure.

AATTTTAACCHHMMEENNTTSS NNOONNEE AATT TTHHIISS TTIIMMEE

PROJECT MANAGEMENT PLAN (PMP) - NM DoIT...2017/09/27 · CYFD goals for the future, including...

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