DPS-7 / Espanola,NM

DPS-7 / Espanola,NM

E-911 Upgrade

PROJECT MANAGEMENT PLAN
(PMP)

Executive Sponsor – WAYNE Sowell

Business Owner –Kimberly Clark

Project Manager – Gerald Keene

Original Plan Date: March 11, 2014

Revision Date:

Revision:

1.0 Project Overview

1.1 Executive Summary- Background for the Project

1.2 dependencies

1.3 Project Risks Identified

2.0 Project Authority and Organizational Structure

2.1 Stakeholders

2.2 Executive Reporting

3.0 Scope

3.1 Project Objectives

4.0 Project Deliverables and Schedule

4.1 Project LIFE CYCLE

4.1.1 Technical Strategy

5.1 Deliverables and Schedule allocation -Project Timeline

5.2 Project Budget

6.0 Project Management and Controls

6.1 Risk and issue Management

6.1.1 Risk Management Strategy

6.1.2 Project Risk /Issue Identification

6.1.3 Project Risk/Issue Mitigation Approach

6.1.4 Risk/Issue Reporting and Escalation Strategy

6.1.5 Project Risk/Issue Tracking Approach

6.2 INDEPENDENT Verification And Validation - Iv&V

6.3 Scope Management Plan

6.3.1 Change Control

6.4 Project Budget Management

6.4.1 Budget Tracking

6.5 Communication Plan

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)

6.6.1 Baselines

6.7 CONFIGURATION MANAGEMENT

6.7.2 Project Repository (Project Library)

6.8 PROCUREMENT MANAGEMENT PLAN

7. 0 Project Close

7.1 Administrative Close

7.2 Contract Close

AttachmentS

1.0 Project Overview

The New Mexico Enhanced 911 Act (Section 63-9D-1 et. seq. NMSA 1978) was signed into law in 1989, and amended in 1990, 1992, 1993, 2001 and 2005. The Act provides a mechanism for municipalities, counties and Native American Tribes and Pueblos to purchase 911 equipment, to provide training, and to pay for network and database costs necessary to operate E-911 systems in their jurisdictions. The State E-911 Program office is housed within the Local Government Division (LGD) of the New Mexico Department of Finance and Administration (DFA).

The enabling legislation provides funding for 911 through a surcharge in the amount of $0.51 billed to each subscriber access line by a telecommunications company, and each active number for a commercial mobile radio service subscriber who has a billing address that is in New Mexico. There is an exception for subscribers receiving reduced rates pursuant to the Low Income Telephone Service Assistance Act.

Carriers remit the surcharges to the Taxation and RevenueDepartment (TRD), where they are deposited into the Enhanced 911 Fund, which is administered by LGD. Monies in the fund are expended in accordance with the Enhanced 911 Act and do not revert to the general fund.

The LGD works with local government entities and local representatives to assure appropriate use of public funds, and to strengthen local governments’ ability to better serve New Mexico communities and to improve quality of life. The state E-911 program administers the fund and provides technical support to Public Safety Answering Points (PSAPs) and local government entities.

The LGD E-911 staff andPSAPs,along with the Department of Information Technology (DoIT),set criteria for E-911 equipment, network, and related services through a competitive bid process. A committee of PSAP managers and technical staff evaluate multiple E-911 equipment and service vendors that meet these criteria for contracting and placement on the statewide price agreement. Individual PSAPs may then select from the vendors, and be assured that their purchases will be compatible with the state system. LGD’s E-911 program managers review all proposed funding requests prior to purchase to assure they meet the state E-911 criteria and are consistent with prices set in the statewide price agreement. Funding requests are presented to the New Mexico Board of Finance (BOF) for final approval.

In each PSAP area, a municipality or a county is designated by the local governing bodies to serve as the fiscal agent for the area’s PSAP and E-911 grant. Except for training and occasional other expenditures, invoices for E-911 equipment purchases, equipment maintenance, E-911 network, consulting, etc., are sent directly to LGD where they are reviewed and approved for payment on behalf of the local government. LGD approves payment after confirmation from the PSAP that the equipment or services were received and acceptable. LGD reports E-911 grant expenditures to local fiscal agents for inclusion in their fiscal reports.

Title 10 Chapter 6 Part 2 Section 11 of New Mexico Administrative Code (10.6.2.11 NMAC) defines the specific items eligible for funding:

• The cost of necessary E-911 equipment including costs associated with purchase, lease, installation of said equipment as well as furniture, training, and maintenance, with the exception of computer aided dispatch (CAD), mobile and portable radio equipment, and logging recorder maintenance;
• Network, database and services;
• Addressing, including equipment, software, maintenance on same, and labor costs (based upon demonstrated need and the availability of funds);
• Training course registration for 911 telecommunicators and GIS personnel;
• Travel mileage and/or per diem for 911 telecommunicators and GIS personnel to attend training (with prior approval from LGD);and
• Mapping equipment and network for wireless Phase I and Phase II, and cost recovery for wireless service providers.

In New Mexico, as in the rest of the nation, the State E-911 fund pays for only a minor part of the cost to operate a PSAP. Local governments make up the difference with funds from other revenue sources.

1.1 Executive Summary- Background for the Project

New Mexico State Police District Seven (DPS-7) submitted a request and vender quote to the DFA/LGD to approve an upgrade to their current 911 call-taking equipment. The 911 equipment that DPS-7 currently has was installed in 2008, and they have had no hardware updates since that time. Due to the limited availability of refurbished parts, maintenance options for this PSAP are limited due to end of life designation for the ANI/ALI controller.

The DPS-7 PSAPin Espanola, New Mexico E-911 PSAP is a three (3) position operation.

On February 19, 2013, the BOF approved the DPS-7 E-911 PSAP funding request for equipment upgrades in the amount of $149,952.91.

1.2 dependencies

Types include the following and should be associated with each dependency listed.

• Mandatory dependencies are dependencies that are inherent to the work being done.
• D- Discretionary dependencies are dependencies defined by the project management team. This may also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.
• 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. / Ensure fully executed grant amendmentfor DPS-7 E-911 / M
2. / Ensure Technical Architectural Review Committee (TARC) approval / M
3. / Ensure Project Certification Committee (PCC) approval / M
4. / Ensure vendor chosen has a current statewide price agreement / M
4. / Ensure vendor chosen has availability to install project according to project deadlines. / E
4. / Authorize the vendor to proceed with the project / M

1.3 Project Risks Identified

In this section identify and describe how each risk will be managed. Include the steps that will be taken to maximize activity that will result in minimizing probability and impact of each risk.

Site Readiness Issues

Description –A project can be delayed due to site readiness delays (construction or a site move) / Probability – Low. Most projects do not have site readiness issues. / Impact – Severe. A construction delay can have a severe impact on the project schedule.
Mitigation Strategy – Agencies are required to certify site readiness.
Contingency Plan –Delay the project until the site is ready.

System Failure before Project Completion

Description –Prior to completion of the project, a system failure can occur / Probability –Moderate. Some systems are beyond the manufacturer’s recommended lifetime before upgrade occurs. / Impact– Severe. Could create the need to divert calls to the back-up PSAP.
Mitigation Strategy – Upgrade systems on a five year replacement cycle, if funding allows
Contingency Plan - Alert back-up PSAP to the possibility of the need to divert 911 calls.

2.0 Project Authority and Organizational Structure

DFA/LGD

Directors Office- Executive Sponsor and final authority for all project issues.

E-911 Program Managers - Program and Project Management. The E-911 Program Manager will provide project management at the State level.

DoIT

EPMO- Oversight and assistance

TARC- Technical Architecture Review and Certification

PCC- Project Certification Committee

DPS-7PSAP

PSAP Supervisor-Business Owner/ End User

PSAP Operators- End Users

Vender

Performs upgrade using on-site Project Management.

2.1 Stakeholders

List all of the major stakeholders in this project, and state why they have a stake. Stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion. They may also exert influence over the project and its results.

name / Stake in Project / Organization / Title
DPS Dispatch Supervisor / Supervise staff using the new 911 equipment and software / Local Government PSAP / PSAP Manager
PSAP staff will operate the new 911 equipment and software / Local Government PSAP / Telecommunicator
First responders will receive location information obtained through the 911 equipment and software. / Local Government / Police, Sheriff, Fire Chief, EMS
ISC / Responsible for successful installation and training on the new equipment/software. / Equipment Vendor / Vendor Project Manager and Technicians
Responsible for providing public safety to constituents. / Municipal and County elected officials / Various
DPS, DFA, DoIT, GSD / State Agencies involved in project delivery. / State Agencies such as DoIT, DFA and GSD / Various
Citizens and Visitors / Ultimately the primary receiver of 911 services. / Public

2.2Executive Reporting

Monthly Project Reports will be submitted to DFA and the DPS Communications Director by the local PSAP Manager and the Vendor. DFA will report monthly to DoIT.

3.0 Scope

3.1 Project Objectives

Number / Description
Objective 1 / Replace aging E-911 equipment with new hardware and software.
Objective 2 / Install new equipment in a seamless transition from the existing equipment, maintaining continuous operation of the PSAP.
Objective 3 / Complete the project within the approved budget and timeframe.

4.0 Project Deliverables and Schedule

4.1Project LIFE CYCLE

4.1.1 Technical Strategy

Discuss the key technical strategies for achieving success in this project. Please include Technical Architecture Diagram and Specification details in Appendix 1.

Today’s E-911 network handles the in-bound side of the emergency response system providing the equipment and network at a local PSAP necessary to locate in-bound callers. The in-bound side of the system is funded by the E-911 fund. The out-bound side of the emergency response system includes Computer Aided Dispatch (CAD), radio towers and network, and emergency responders. The out-bound side is not supported through the E-911 fund.

The in-bound E-911 network provides call taking interoperability among PSAPs. PSAPs today can transfer calls seamlessly from one center to another. Next Generation provides a more robust environment for transferring calls and information.

It is important to note that the in-bound network and the out-bound network today do not ride the same network facilities. The strength of today’s independent in-bound and out-bound network design is that a network failure does not bring down the entire PSAP. If a PSAP loses communications with either side, they can still do their job through work-a rounds such as hand held radios or cell phones. If both in-bound and out-bound networks are down, a PSAP can no longer function. The planned Next Generation network supports the in-bound network only.

Below is a graphic which shows the public safety emergency response system, and the technical architecture at the PSAP level.

5.1Deliverables and Schedule allocation -Project Timeline

The project timeline is a high-level view of project activities with a focus on project milestones. The project timeline does not replace the need for a detailed project schedule and it is to highlight key events such as deliverable due dates and when go/no-go decisions are made.

The table below should provide a high level view of the project time line, or a summary-level Gantt chart can be used to meet the timeline requirement.

Please provide a more detailed project schedule as an attachment to this plan

Identifier / Task/Activity/Deliverable Name / Resource
Name / Milestone (Y/N) / Effort/
Duration / Start / Finish / Dependent Task
1. / Project Kick off meeting / Vendor, PSAP / Y / 1 day / 4/11/14 / 4/11/14
2. / Order equipment / Vendor / Y / 3 day / 4/18/14 / 4/20/14 / 1.
3. / Equipment delivery and acceptance / Vendor, PSAP / Y / 1 day / 5/22/14 / 5/22/14 / 2.
4. / Equipment installation / Vendor / Y / 14 days / 5/28/14 / 6/12/14 / 3.
5. / User and administrator training / Vendor, PSAP / Y / 3 days / 6/12/14 / 6/14/14 / 4.
6. / System Acceptance / Vendor, PSAP / Y / 1 day / 6/19/14 / 6/19/14 / 5.

5.2 Project Budget

Costs estimates are the costs applied to an activity in a project by assigning resources with associated rates or fees. Resources can include equipment, material, technology, processing cycles, or people. The total cost is critical and should be consistent with the proposal; include breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or deliverable).

Phase / Activity / Associated Deliverables / Estimated Budget
Umbrella Tasks
Phase 1
Project Preparation & Planning / Project plan
Project Schedule
Equipment staging and set-up / $20,000.00
Phase 2 / Equipment installation and functional testing / $50,000.00
Phase 3 / Acceptance testing and training / $50,000.00
Phase 4
Project Closing / Final acceptance and first year maintenance/warranty / $29,952.91
TOTALS / $149,952.91

6.0 Project Management and Controls

6.1 Risk and issue Management

PMBOK©:

Risk: “An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives.”

Issue: “A point or matter in question or dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements.”

Both Risks and Issues can significant impact a project’s success, and both should be handled in similar ways.

6.1.1 Risk Management Strategy

Provide a detailed explanation on the strategy for how risks are identified, analyzed/ quantified, mitigated, reported, escalated and tracked. Include the use of tools such as project management software, forms, and templates. A separate risk management plan may also be developed if needed for the project and included as an Appendix to this document. If that is the case, a high level summary of this plan needs to be included here with the specific reference.

6.1.2 Project Risk /Issue Identification

Any risk that becomes known to the project team is analyzed as to the severity and the likelihood that it will impact the project.

6.1.3 Project Risk/Issue Mitigation Approach

A mitigation approach will be developed based on the severity and likelihood that an identified risk impacting the project budget or schedule.

6.1.4 Risk/Issue Reporting and Escalation Strategy

An identified risk will be reported to DFA management and local government PSAP management and will be included in the monthly reports for DoIT

6.1.5 Project Risk/Issue Tracking Approach

Should risks of potentially great enough impact are identified in the process, they will be tracked. Generally, this type of project has few risks that cannot be mitigated.

6.2 INDEPENDENT Verification And Validation - Iv&V

Independent Verification and Validation (IV&V) means the process of evaluating a system to determine compliance with specified requirements and the process of determining whether the products of a given development phase fulfill the requirements established during the previous stage, both of which are performed by an organization independent of the development organization. Describe the process that will be employed to meet IV&V requirements.

An IV&V vendor will be selected based on their knowledge of public safety and state of the art E-911 systems.

6.3 Scope Management Plan

Describe the process that is going to be used to manage the scope of the project. Make sure to address managing stakeholder expectations.

The scope of the project will be managed by adhering to the approved vendor quote. Should any changes be required, they will be documented through the Change Control Process described below.

6.3.1 Change Control

6.3.1.1 Change Control Process

Change Control establishes how change will be managed, including capturing, tracking, communicating, and resolving change. Due to much ambiguity regarding change, it is vital that we document and discuss the change process with the executive sponsor. A graphic of the process/flow may be included here.

Should any change to the approved vendor quote be required, it will be well documented and discussed with the Executive Sponsor. If the change increases the overall cost, it will require resubmitting the project through the Project Certification Committee (PCC) and the Board of Finance (BOF) approval process. If the overall project cost is decreased by the change, it will be well documented but will not require resubmission to the PCC or BOF.

6.4 Project Budget Management

Costs estimates are the costs applied to an activity in a project by assigning resources with associated rates or fees. Resources can include equipment, material, technology, processing cycles, or people. The total cost is critical and should be consistent with the proposal; include breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or deliverable).

6.4.1 Budget Tracking

As each invoice is approved for payment, the total paid to date is tracked against the approved amount to ensure invoices to not exceed the approved amount.

6.5 Communication Plan

Communication planning involves determining the information and communication needs of the stakeholders, executive sponsors, project team and others as needed. The communication plan needs to address who needs what information, when they will need it, how it will be given to them, and by whom. The complexity of the project may require a separate communication plan; however a high level summary of that plan will need to be included here and a reference made to the appropriate Appendix.