Crimevue Integrated Project Plan

EXHIBITL – Initial Integrated Project Plan_vFinal

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CRIMEvue Integrated Project Plan

CRIMEvue Project

InitialVersion

December 23, 2014

Revision History

Execution/Signature Block

The undersigned acknowledge they have reviewed and Approve the initial Integrated Project Management Plan for the CRIMEvue Project that covers the Initiation and Planning phase work. Updates will be made as the Project progresses. The Approval covers the standalone project control documents referenced herein. Changes to this Plan will be coordinated with and approved by the undersigned or their designated representatives.

Approvals

Table of Contents

1.Introduction

1.1Problem to Solve

1.2Project Purpose

1.3Reference to Other Applicable Documents

2.Scope of Work

2.1Overview

2.2Project Management/Governance

2.2.1Project Organization

2.2.2Roles and Responsibilities

2.3System Implementation

2.4Organizational Transition

2.5Deliverables

2.6Exclusions

2.7Dependencies

2.8Assumptions

2.9Benefits (updated after business case)

2.10Risk and Constraints

3.Project Schedule

3.1High Level Schedule

4.Project Management Plans

4.1Resource Management

4.2Project Change Management

4.3Issue and Decision Management

4.3.1Issue Management Process

4.3.2Identifying the Outstanding Issue for Resolution

4.3.3Documenting the Issue

4.3.4Resolving the Issue

4.3.5Recording the Resolution of the Issue

4.3.6Decision Management

4.4Communication Management – See sub-plan

4.5Quality Management - See sub-plan.

4.6Risk Management – see sub-plan.

4.7Procurement Management – see sub-plan.

4.8Requirements Management Plan

4.8.1Requirements Development

4.8.2Requirements Development

4.8.3Business Need and Project Objectives

4.8.4Stakeholder Needs

4.8.5Identifying the Stakeholder

4.8.6Collect and Document Needs

4.8.7Synthesize Stakeholder Needs

4.8.8Requirements Definition

4.8.9Transform Needs into High-Level Requirements

4.8.10Evaluate High-Level Requirements

4.8.11Validate High-Level Requirements & Prioritize

4.8.12Requirements Analysis

4.8.13Assign High-Level Requirements to Requirement Types

4.8.14Determine Requirements Organization

4.8.15Refine into Detailed Requirements

4.8.16Requirements Verification – Future Phase

4.8.17Requirements Change Management – Future Phase

4.8.18Requirements Documentation Standards

4.8.19Requirements Tools and Techniques

4.9Schedule Management

4.10Budget

Appendix A – Project Organization Chart

Appendix B – Contact List

Appendix C – Change Request

Appendix D – RACI Template

1.Introduction

The project management plan is a collection of plans which include scope, resources, schedule, change management, risk, communications, quality and process improvement, acceptance of deliverables, and budget, established to control the scope for the Oregon State Police CRIMEvueProject. This document is a foundation document for creating a common understanding and framework for project delivery among key stakeholders including the project team and project manager, the Legislative Fiscal Office (LFO) and the Department of Administrative Services (DAS), as well as State and Local Law Enforcement and regulatory stakeholders.

1.1Problem to Solve

The CRIMEvue database and LEDS message switch systems together are among the most mission critical systems operating 24 hours a day, seven days a week, 365 days a year, to ensure public safety under the stewardship of Oregon State Police (OSP). Every day, this critical system supports law enforcement and criminal justice entities in their performance of enforcement actions, aids prosecutors in the preparation and execution of criminal cases, guides court research of criminal history to arrive at appropriate sentencing outcomes, facilitates the recovery of missing persons, helps prevent unlawful firearm sales, and ties criminal justice systems together at the state and national levels through the exchange of data. Many Oregon non-criminal justice agencies utilize CRIMEvue data to perform applicant background checks for regulatory purposes such as employment, licensing or certification of personnel (either employed or volunteer) who work with children, seniors and other vulnerable persons. Other public safety regulatory uses include screening applicants for concealed handgun licensing and firearms purchase background checks.

The first component in this system, CRIMEvue, is a database repository with a set of application programs that maintain critical system-to-system interfaces and allows the processing of criminal and civil data collected by criminal justice and authorized non-criminal justice agencies in Oregon. This series of interfaces and databases serve as an electronic file cabinet for Oregon’s criminal justice information, providing up to the minute status of critical criminal justice record information. In some instances, it also serves as the means to provide county and statewide statistics for information such as concealed handgun licensing activity and specific arrest information tied to fingerprints. The CRIMEvue systems were procured and customized to fit the criminal justice system’s needs and was fully functional in 1996 (18 years ago). CRIMEvue provides data to the greater public safety community in Oregon, as well as, the FBI, the other 49 states, Canada, Mexico, Puerto Rico, Guam, and INTERPOL. Overall,CRIMEvue processes approximately 32 million transactions annually.

The second component of the system is the LEDS message switch, which acts as a message processor maintaining interfaces from Oregon’s criminal justice system, facilitating communications with the other states, territories and partner agencies such as The International Justice and Public Safety Network (Nlets), the FBI's Interstate Identification Index (III) and the National Crime Information Center (NCIC). This component is the means by which Oregon criminal justice agencies communicate and share records with each other locally and nationally. Additionally, the message switch directs the traffic to CRIMEvue and to other law enforcement agencies throughout the state, country, nationally and globally. There are approximately 330 million messages that pass through the switch each year. The table below illustrates the files maintained within CRIMEvue that are also exchanged through the message switch.

1.2Project Purpose

The purpose of the CRIMEvue Project is to replace legacy technology and make business process improvements that meet stakeholder needs and keep pace with technology.

1.3Reference to Other Applicable Documents

• Business & Technical Complexity Assessment
• OSPCharter
• OSP CRIMEvue Requirements Matrix,
• Enterprise Strategy Alignment
• Agency Strategic Alignment
• Agency Business Plan
• ORS Alignment
• CJIS Security Policy
• 166-300-0015(11) Document Retention
• 257-015-0000 Purpose of Rules
• 257-015-0010 Authority
• 257-015-0020 Law Enforcement Data System (LEDS) Advisory Committee
• 257-015-0030 Definitions
• 257-015-0040 LEDS Responsibilities
• 257-015-0050 User Responsibilities
• 257-015-0060 Information Access and Dissemination
• 257-015-0070 System Security and Privacy
• 257-015-0080 Criteria for Terminal Access to LEDS
• 257-015-0090 Criteria for Revocation of Terminal and Informational Access to LEDS
• 257-015-0100 Criteria for Computer Access to the LEDS Network
• 257-010-0010 Scope of System
• 257-010-0015 Definitions
• 257-010-0020 System Responsibilities
• 257-010-0025 Access to and Use of Criminal Offender Information
• 257-010-0030 Criminal Justice Research and Evaluation Projects
• 257-010-0035 Access by Individuals for Purpose of Review and/or Challenge or Obtaining Fingerprints
• 257-010-0045 Violation of Rules
• 257-010-0050 Rights of Appeal
• 257-010-0055 Firearm Instant Check System
• 257-010-0060 Mental Health Information Reporting to NICS
• ORS 181.725 CJIS Advisory Board
• ORS 181. 036 National Crime Prevention and Privacy Compact
• FBI CJIS Security Policy
• FBI NCIC, III and NFF Qualifications and Requirements

2.Scope of Work

2.1Overview

The scope of technology and business improvements includes the following programs:

OSP anticipates accomplishing the CRIMEvue Project with agency wide involvement and participation from approximately 36internal and external staff resources, leveraging the expertise of key stakeholders such as the CJIS Advisory Board membership, utilization of the procurement avenues for both personal services contracts as well as software services and any hardware. It is anticipated that the use of 36 staff will be possible since the project will require small percentages of their time over the life of the project. The culmination of these methods will be coordinated through the use of strong project governance, contracted project management and business analyst services during the project. Business analyst services will be minimal,if required, during the operations and maintenance part of the project. OSP will ensure compliance and reduce risk during the entire lifecycle of the CRIMEvue Project by adherence to the stage gate process for IT Project Oversight requirements and the use of a Quality Assurance Contractor.

The work of the CRIMEvue project scope falls into three categories:

1. Project Management/Governance
2. System Implementation
3. Organizational Transition

2.2Project Management/Governance

Project management and governance is the delivery structure around achieving the mission and goals of the project. The Project management approach for CRIMEvue will be refined as the solution vendor is procured and may be traditional waterfall, agile or a hybrid of traditional and agile project delivery approaches.

To facilitate the management of the project, the CRIMEvue team will use multiple committees to ensure communication and decision making is effective, timely and efficient.

• DAS Project Stage Gate – project risk and delivery approval
• Legislative Fiscal Office – project budgetary approval
• CJIS Advisory Committee – stakeholder identification and engagement, training and buy in
• OSP Project Steering Committee –oversight of project management, system delivery, procurement of COTS, and infrastructure hardware and implementation services, decision management

2.2.1Project Organization

High Level

Steering Committee

2.2.2Roles and Responsibilities

There are a number of governing bodies and roles needed for an effective and efficient decision making and delivery of a project. The Project will consist of a combination of State staff and contractors to achieve the project goals.

• Articulates the vision and provides overall direction and oversight to the project and ensures the project is in line with the program and department objectives.
• Forms the project Steering Committee and chairs the Steering Committee, ensuring collaboration, seeking project commitment and guidance from committee members.
• Reviews project progress, achievements, and issues.
• Facilitates Steering Committee decisions and actions on issues that cannot be resolved by the Project Manager
• Ensures that the managers of the organizational units most affected understand the project goals and benefits and are committed to the project.
• Ensures that budget and resources are provided to the project to meet its goals and objectives.
• Reviews and approves the Integrated Project Plan, including budget, and any adjustments, which delay milestone achievement.
• Reviews and approves the project evaluation and lessons learned report.
• Provide guidance and support to Project Manager(s) and Steering Committee on change management issues and their impact on the project

• Oversight of progress on strategic goals and any strategy modifications relative to the project goals;
• Review executive level project status updates including project issues and risks with Statewide impact;
• Monitoring achievement of major Project milestones;
• Directing State resources to accomplish strategic goals.
• The Steering Committee meets monthly.

1. Coordinate and communicate to and from the CRIMEvue Project team information among state criminal justice agencies.
2. Raise concerns, risks, issues, and provide an objective perspective for the CRIMEvue Project.
3. Ensure that in developing this project, data can be retrieved to support evaluation of criminal justice planning and programs, including, but not limited to, the ability of the programs to reduce future criminal conduct.
4. Make recommendations to the Project which establish methods and standards for data interchange and information access between criminal justice information systems, in compliance with the technology standards and policies of the Oregon Department of State Police.

• The Principal Project Manager will manage and coordinate the efforts of the other members of the Project Team.
• The Principal Project Manager will review and comment on all documents, reports, and deliverables in advance of submission to the Project boards for their review.

• Leading the development and delivery of foundational project management documents;
• Preparing the deliverables of the Project Manager Contractor;
• Organizing, managing, and controlling all aspects of the development and implementation effort;
• Presenting information as required to the Steering Committee;
• Coordinating formal communication with the Business Transition Lead, Project Team and others as defined in the communication plan.
• Facilitates the development of the project plan according to the project charter, i.e. plans for scope, staffing, communications, WBS, schedule, budget, change, issues, QA, and risk.
• Project oversight includes quality review of COTS Project Manager and Business Analysis deliverables and ensuring that the agency needs are met per the intent of the scope of work.
• Acquires staff and other resources through assignment negotiation, attaining and posting positions, or developing a plan to procure staff and other resources.
• Sets standards for project management including timeline and budget, scope, change, issue and risk management
• Serves as a point of escalation for issue resolution between vendors and business users
• Oversees contract and project closeout activities, and archives project information

• Maintainingaprojectschedule onthesoftware tasks, activities, and deliverables;

• EnsuringProjectcompliancewith applicable regulations;
• Development of the SI project plan according to the project charter, i.e. plans for scope, staffing, communications, WBS, schedule, budget, change, issues, QA, and risk.
• Acquiring staff and other resources through assignment negotiation, attaining and posting positions, or developing a plan to procure staff and other resources.
• Manage the technical implementation of COTS package

• Provides daily decision making for business analysis related operational process questions, organizational and legal impact assessments.
• Oversees accuracy and relevancy of system and operational requirements and participates in prioritizing requirements.
• Strives to get collaboration from internal and external stakeholders in field and buy in to conduct organizational transition work.
• Provides the leadership and vision aroundthe end state fore the Business Transition work, including analysis of the impact on the OSP environment, staff operations, internal politics, staff job classifications, culture, and policies.
• Validatesthe results of analysis of policies and operational procedures and in evaluating the impacts on policies of implementing the CRIMEvue system;
• Manages business resources across units and stakeholder management activities, training activities, testing acceptance and stakeholder communications.
• Validates future business workflow assessment, ensuring that processes are standardized and ensures communications around the new standard processes are effectively communicated to staff and management involvement.
• Provide advice and council to Project Manager(s) and Sponsor on organization transition issues and their impact on the project.

• Provides daily monitoring and guidance on approach and output on business transition activities related operational process questions, organizational and legal impact assessments.
• Guides team in defining accuracy and relevancy of change activities.
• Strives to get collaboration from internal and external stakeholders in field and buy in to conduct organizational impact and readiness assessments
• Oversees Business Transition Planning, including analysis of the impact on the OSP environment, staff operations, internal politics, staff job classifications, culture, and policies.
• Leads the review and analysis of policies and operational procedures and in evaluating the impacts on policies of implementing the CRIMEvue system;
• Monitors activities of business resources across units and stakeholder management activities, training activities, testing acceptance and stakeholder communications.
• Guides creation of future business workflow assessment, ensuring that processes are standardized and ensures communications around the new standard processes are effectively communicated to staff and management involvement.
• Provide advice and council to Project Manager(s) and Sponsor on Business Lead on organization transition issues and their impact on the project.

2.3System Implementation

The project has two key technology solution delivery phases: CRIMEvue system and Law Enforcement Message Switch(LEMS) and interface/integration.Initially, the decision was made to implement the CRIMEvue software changes, gain full acceptanceand ensure a stable environment prior to making any LEMS changes.Planningfor the LEMS can occur prior to the completion of CRIMEvue, however, due to the mission critical nature of the LEMS functions the two must not be executed in parallel.