PERA Board/Committee Minutes and Investment Contract Document Imaging System
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Terry Slattery
Business Owner – Greg Portillos
Project Manager – Gabriel D. Baca
Original Plan Date: Wednesday, April 30, 2008
Revision Date:
Revision:
Project Management Plan for PERA Document Imaging System
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 1
1.3 constraints 1
1.4 dependencies 2
1.5 ASSUMPTIONS 2
1.6 Initial Project Risks Identified 2
2.0 Project Authority and Organizational Structure 3
2.1 Stakeholders 3
2.2 Project Governance Structure 4
2.2.1 Describe the organizational structure – Org Chart 4
2.2.2 Describe the role and members of the project steering committee 4
2.2.3 Organizational Boundaries, interfaces and responsibilities 4
2.3 Executive Reporting 5
3.0 Scope 5
3.1 Project Objectives 5
3.1.1 Business Objectives 5
3.1.2 Technical Objectives 5
3.2 Project exclusions 6
3.3 Critical Success Factors 6
4.0 Project Deliverables and methodology 6
4.1 Project Management Life Cycle 6
4.1.1 Project Management Deliverables 7
4.1.2 Deliverable Approval Authority Designations 7
4.1.3 Deliverable Acceptance Procedure 8
4.2 PRODUCT LIFE CYCLE 9
4.2.1 Technical Strategy Error! Bookmark not defined.
4.2.2 Product and Product Development Deliverables 9
4.2.3 Deliverable Approval Authority Designations 10
4.2.4 Deliverable Acceptance Procedure 11
5.0 Project Work 11
5.1 Work Breakdown Structure (WBS) 11
5.2 Schedule allocation -Project Timeline 12
5.3 Project Budget 13
5.4 Project Team 14
5.4.1 Project Team Organizational Structure 14
5.4.2 Project Team Roles and Responsibilities 14
5.5 STAFF PLANNING AND Resource ACQUISITION 16
5.5.1 Project Staff 16
5.5.2 Non-Personnel resources 16
5.6 PROJECT LOGISTICS 17
5.6.1 Project Team Training 17
6.0 Project Management and Controls 17
6.1 Risk and issue Management 17
6.1.1 Risk Management Strategy 18
6.1.2 Project Risk Identification 18
6.1.3 Project Risk Mitigation Approach 18
6.1.4 Risk Reporting and Escalation Strategy 18
6.1.5 Project Risk Tracking Approach 18
6.1.6 ISSUE MANAGEMENT 18
6.2 INDEPENDENT Verification And Validation - Iv&V 18
6.3 Scope Management Plan 18
6.3.1 Change Control Error! Bookmark not defined.
6.4 Project Budget Management 18
6.4.1 Budget Tracking Error! Bookmark not defined.
6.5 Communication Plan 19
6.5.1 Communication Matrix 19
6.5.2 Status Meetings 19
6.5.3 Project Status Reports 19
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) 19
6.6.1 Baselines 19
6.6.2 Metrics Library Error! Bookmark not defined.
6.7 QUALITY OBJECTIVES AND CONTROL 20
6.7.1 quality Standards 20
6.7.2 Project and Product Review AND ASSESSMENTS 21
6.7.3 Agency/Customer Satisfaction 21
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS 22
6.8 CONFIGURATION MANAGEMENT 22
6.8.1 Version Control 22
6.8.2 Project Repository (Project Library) 22
6.9 PROCUREMENT MANAGEMENT PLAN 23
7. 0 Project Close 23
7.1 Administrative Close 23
7.2 Contract Close 23
AttachmentS 23
Revision History
Revision Number / Date / Comment1.0 / July 27th, 2007 / DoIT Project Management Office Revision
2.0
2.1
2.2
Preparing the Project Management plan
The workbook for preparation of the Project Management Plan is built around helping the Project Manager and the project team to use the Project Management Plan in support of successful projects. Please refer to it while developing this PMP for your project.
About This Document
Project Oversight Process Memorandum – DoIT, July 2007
“Project management plan” is a formal document approved by the executive sponsor and the Department and developed in the plan phase used to manage project execution, control, and project close.
The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost and schedule baselines.
A project plan includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management.
“Project Manager” means a qualified person from the lead agency responsible for all aspects of the project over the entire project management lifecycle (initiate, plan, execute, control, close). The Project Manager must be familiar with project scope and objectives, as well as effectively coordinate the activities of the team. In addition, the Project Manager is responsible for developing the project plan and project schedule with the project team to ensure timely completion of the project. The Project Manager interfaces with all areas affected by the project including end users, distributors, and vendors. The Project Manager ensures adherence to the best practices and standards of the Department.
Project product” means the final project deliverables as defined in the project plan meeting all agreed and approved acceptance criteria.
“Product development life cycle” is a series of sequential, non-overlapping phases comprised of iterative disciplines such as requirements, analysis and design, implementation, test and deployment implemented to build a product or develop a service.
Revision: 1.0 DoIT-PMO-TEM-020 iv of vi
Project Management Plan for PERA Document Imaging System
1.0 Project Overview
1.1 Executive Summary- rationale for the Project
PERA currently does not have an automated process, to aid in researching and retrieving historical PERA Board and Committee Meeting Minutes. The current manual process is very time consuming, as users must search page by page through hard copy records to find information they are seeking. Many of the records can contain in excess of several thousands of pages, each of which must be read to find the information desired. Thus the records request, staff requests and Board and Committee requests take several days to weeks to research, find and provide to the requestor. There currently is not plan in place in the event of a manmade or natural disaster, which PERA will be able to recover the vital information these files contain. This project will be a great benefit to all PERA staff members and customers, as PERA will be able to provide information to all parties in an efficient and timely manor. PERA staff will be given access to content searches, web based retrieval and access to provide information upon request in several different formats. This system expansion will also provide a disaster recovery solution that will benefit all parties in the event of any disaster, by creating multiple copies of records in accordance with State Records Center rules. This system will also give the ability for multiple users to access the information concurrently, which currently can not be done.
1.2 funding and sources
Source / Amount / Associated restrictions / Approvers /Laws 2008, Chapter 3, Section 5(40) / $230,000.00 / N/A
1.3 constraints
Number / Description /1 / The conversion of information will only contain the PERA Board and Committee Meeting Minutes, as well as the Investment Sections Contract files. All other information is out of scope for this project.
2 / The set up and testing of two document classes, one for the Board and Committee Meeting Minutes and the other for the Investment Contracts.
3 / This project will not exceed the $230,000.00 budgeted amount.
1.4 dependencies
· 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
Number / Description / Type M,D,E /1 / Purcahse of hardware / m
2 / purachse of software / m
3 / release of funds / m
1.5 ASSUMPTIONS
Number / Description /1 / Funding will be released and project will be approved.
2 / Users will provide real working information, which will lead to the creation of proper indexes and database fields.
3 / Management and Users will support the testing and implementation process.
1.6 Initial Project Risks Identified
FUNDING
Funding is not released / Probability 50 % / Impact – Project will not take place
Mitigation Strategy – Provide all necessary information for project success.
Contingency Plan -- If the funding is not released, we will provide more justification as needed.
DOCUMENT CONVERSION
Description -Improper indexing of converted information / Probability 2% / Impact failure to retrieve infomation
Mitigation Strategy – Audit all paper files to insure that proper indexing, scanning and conversion processes are successful. Work with users to insure all paper files are complete and in satisfactory condition.
Contingency Plan -- Utilize PERA permanent staff to reconvert missing information.
2.0 Project Authority and Organizational Structure
2.1 Stakeholders
name / Stake in Project / Organization / Title /Terry Slattery
PERA Director / Executive Sponsor / PERA Administration / PERA Director
Jane Clifford
Executive Assistant / Project Initiator / PERA Administration
Dominic Garcia
Deputy Director / Project Initiator / PERA Investments
Greg Portillos
CIO / Information Systems Project Initiator / PERA IS / CIO
Mark Sanchez
PERA Records Manager / Records and Information Manager / PERA Records Section
Gabriel D. Baca
IT Systems Manager 3 / Information Systems Technician / PERA IT
PERA Staff / Functioning System
PERA Customers / Functioning System
2.2 Project Governance Structure
2.2.1 Describe the organizational structure – Org Chart
2.2.2 Describe the role and members of the project steering committee
The members of the Steering Committee for this project are an integral part of the project team. These members include Jane Clifford and Dominic Garcia, Greg Portillos along with the PERA Executive Staff. Their role in this project is to insure that the project does not exceed the original scope, budgeted amount, as well as to insure system functionality based on the original requirements. Each member of this committee has given valuable input into the requirements for this system, and the functionality it should provide to PERA staff.
2.2.3 Organizational Boundaries, interfaces and responsibilities
The project team shall coordinate with the Project Manager to insure that all communication is evenly distributed to all involved parties. It is imperative to have an open line of communication and cooperation, which will ensure the project team, meets all deadlines while providing a satisfactory product. It is the individual responsibility of all team members to meet deadlines, provide input and complete all schedule tasks as assigned by the team. If any member can not meet any requirements it is their responsibility to communicate with the team for assistance.
2.3 Executive Reporting
The Project Manager will be providing detailed status reports to PERA executive staff as major mile stones are accomplished. There will also be an open line of communication from the Project Manager and team to executive staff as required throughout the life of this project. Detailed reports will be provided for review as major milestones are accomplished.
3.0 Scope
3.1 Project Objectives
3.1.1 Business Objectives
Number / Description /Bus. Objective 1 / To provide PERA staff electronic access to vital agency records.
Bus. Objective 2 / To provide alternative methods for providing information to the public as required by law.
Bus. Objective 3 / Conversion of vital agency records.
Bus. Objective 4 / To create a disaster recovery copy of vital agency records, in the event of a manmade or natural disaster.
Bus. Objective 5 / To organize agency records into a comprehensive and standard format.
3.1.2 Technical Objectives
Number / Description /Tech. Objective 1 / Providing electronic access to vital agency records.
Tech. Objective 2 / Provide a database to mange index and vital information for image retrieval.
Tech. Objective 3 / Provide a web application to search, retrieve and research agency records.
Tech. Objective 4 / Provide content based searches to search for key words in all images.
Tech. Objective 5 / Provide users access to create CD’s or DVD’s to provide PERA staff and the public with information requested through records requests.
Tech. Objective 6 / Provide security to all documentation to insure all information is protected and can not be modified.
3.2 Project exclusions
The project will be limited to the accepted project scope, and all deliverables included. All records series not listed in the original scope will be excluded from the conversion process for this project.
3.3 Critical Success Factors
Number / Description /Quality Metrics 1 / Creation of a comprehensive index structure
quality metrics 2 / delivery and testing of all hardware
quality metrics 3 / user acceptance and testing of all delivered applications and hardware
4.0 Project Deliverables and methodology
4.1 Project Management Life Cycle
Phase / Summary of Phase / Key DeliverablesHardware Implementation / Connecting all hardware components, and testing of hardware components to validate delivery / Set up of hardware, testing of hardware
Software Implementation / Installation of all software / Installation of all software components, testing of base software components.
Software Configuration / Software configuration / Configuring and testing all software, in accordance with project scope
User Acceptance / User Testing and Acceptance / Users will be trained and will use delivered application to verify that all requirements were met and functioning.
4.1.1 Project Management Deliverables
4.1.1.1 Hardware Installation
Description – Hardware installation and delivery into the PERA secured environment / Deliverable Acceptance Criteria – All hardware has been delivered to PERA, installed and tested for basic functionStandards for Content and Format – Hardware will be required to meet all network and hardware standards as required by PERA IT staff and management.
Quality Review – PERA IT staff will verify equipment functionality, base operating system and join all equipment to the PERA network.
4.1.1.2 Software installation
Description – Software installation and testing / Deliverable Acceptance Criteria – Software has been installed and tested to validate functionality. Software should be reporting no errors for acceptance.Standards for Content and Format – Software will be required to meet all PERA IT standards for installation and documentation.
Quality Review – PERA IT staff will verify the basic functionality of the system, as well as to review all log files to make sure there are no errors and that the applications are functioning properly
4.1.1.3 Application Configuration
Description – Application configuration as per user and project requirements / Deliverable Acceptance Criteria – Software has been configured and tested to validate functionality. Software should be reporting no errors for acceptance, after the configuration changes.Standards for Content and Format – Software will be required to meet all PERA IT standards for installation and documentation.
Quality Review – PERA IT staff will verify the basic functionality of the system, as well as to review all log files to make sure there are no errors and that the applications are functioning properly
4.1.1.4 Documentation
Description – Documentation / Deliverable Acceptance Criteria – Documentation must be provided for the set up of Hardware and Software. Additional documentation must also be provided for the functionality and administration of the delivered applications.Standards for Content and Format – Documentation must be provided from all parties in a paper format, as well as in an electronic format.
Quality Review – PERA IT staff will verify that all documentation is complete and detailed.
4.1.2 Deliverable Approval Authority Designations
Deliverable Number / Deliverable / Approvers (Who can approve) / Date Approved /PRJ-DEL-001 / Project Management Plan (PMP)
PRJ-DEL-002 / Hardware installation and testing / Greg Portillos
PRJ-DEL-003 / Software installation and testing / Gabriel D. Baca/Greg Portillos
PRJ-DEL-004 / Software configuration and testing / Gabriel D. Baca/Greg Portillos
PRJ-DEL-005 / User acceptance / User group, project team and Greg Portillos
PRJ-DEL-006 / Documentation / Gabriel D. Baca
4.1.3 Deliverable Acceptance Procedure
All deliverables will be verified by the IT staff, as well as the project executive. PERA standard procedures for accepting the hardware and software will be utilized. The Project Manager will have all procedures tested and validated, and prepare a report to the project executive for review and approval. PERA IT staff will not approve any work completed by a contractor until it meets all PERA IT standards. In the event that the product is not delivered satisfactory the contractor shall be held to the terms and conditions of their contract.