TRD IVR/VP Project
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Gregory Saunders
Business Owner –Adam Diamond
Project Manager – Jan Christine
Original Plan Date: February 3, 2011
Revision Date: February 24, 2011
Revision: 4
Revision History
1.0 Project Overview
1.1 Executive Summary- rationale for the Project
1.2 funding and sources
1.3 constraints
1.4 dependencies
1.5 ASSUMPTIONS
1.6 Initial Project Risks Identified
2.0 Project Authority and Organizational Structure
2.1 Stakeholders
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
2.2.3 Organizational Boundaries, interfaces and responsibilities
2.3 Executive Reporting
3.0 Scope
3.1 Project Objectives
3.1.1 Business Objectives
3.1.2 Technical Objectives
3.2 Project exclusions
3.3 Critical Success Factors
4.0 Project Deliverables and methodology
4.1 Project Management Life Cycle
4.1.1 Project Management Deliverables
4.1.3 Deliverable Acceptance Procedure
4.2 PRODUCT LIFE CYCLE
4.2.1 Technical Strategy
4.2.2 Product and Product Development Deliverables
4.2.3 Deliverable Approval Authority Designations
4.2.4 Deliverable Acceptance Procedure
5.0 Project Work
5.1 Work Breakdown Structure (WBS)
5.2 Schedule allocation -Project Timeline
5.3 Project Budget
5.4 Project Team
5.4.1 Project Team Organizational Structure
5.4.2 Project Team Roles and Responsibilities
5.5.1 Project Staff
5.5.2 Non-Personnel resources
5.6 PROJECT LOGISTICS
5.6.1 Project Team Training
6.0 Project Management and Controls
6.1 Risk and issue Management
6.1.1 Risk Management Strategy
6.1.2 Project Risk Identification
6.1.3 Project Risk Mitigation Approach
6.1.4 Risk Reporting and Escalation Strategy
6.1.5 Project Risk Tracking Approach
6.1.6 ISSUE MANAGEMENT
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
6.5.1 Communication Matrix
6.5.2 Status Meetings
6.5.3 Project Status Reports
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)
6.6.1 Baselines
6.6.2 Metrics Library
6.7 QUALITY OBJECTIVES AND CONTROL
6.7.1 quality Standards
6.7.2 Project and Product Review AND ASSESSMENTS
6.7.3 Agency/Customer Satisfaction
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS
6.8 CONFIGURATION MANAGEMENT
6.8.1 Version Control
6.8.2 Project Repository (Project Library)
6.9 PROCUREMENT MANAGEMENT PLAN
7. 0 Project Close
7.1 Administrative Close
7.2 Contract Close
APPENDIX A Project Schedule
appendix B
Phase 1 and 2 functionality
Revision History
Revision Number / Date / Comment1.0 / February 3, 2011 / First Draft, Jan Christine
2.0 / February 17, 2011 / Changed start date to April 1
Jan Christine
3.0 / February 22, 2011 / Added Initiation Phase Expenditures to the Budget Summary.
Jan Christine
4.0 / February 24, 2011 / Moved Phase 2 to FY2013
1.0 Project Overview
1.1 Executive Summary- rationale for the Project
The Project Management Plan is for consolidation and upgrading of the existing TRD IVR system into a single, contemporary IVR/Voice Portal. Currently, the Taxation and Revenue Department (TRD) has a fractionated contact center solution with multiple paths of contact all using different technologies and with vastly different capabilities. The two highest volume centers are MVD in Santa Fe and the tax CallCenter in Albuquerque. MVD has an automated telephone system which allows customers the opportunity to obtain answers to frequently asked questions and to conduct simple transactions such as re-registering a vehicle via telephone interaction. This system allows citizens an additional option for conducting certain business transactions without having to go in person to a TRD field office. This option helps reduce traffic at field offices and thus reduce wait times in addition to allowing citizens to pay for their complete service via credit card. TRD’s Audit and Compliance collection center uses a predictive dialer and has mixed inbound and outbound calls. However, the current systems are old and obsolete. Technology advances over the last several years has made it possible for these types of telephone systems to greatly expand and expedite existing services. TRD would like to take advantage of new technology and provide as many options as possible to citizens that need to conduct business with TRD.
1.2 funding and sources
Source / Amount / Associated restrictions / ApproversTHIRD PARTY RECORD SALES / $2,255,472 / nONE / trd caBINET sECRETARY
mvd dIRECTOR
trd cio
1.3 constraints
Constraints are factors that restrict the project by scope, resource, or schedule.
Number / Description1. / Statement of Work for RFP #00-333-00-08457
2. / Information Technology Agreement, Contract No. TR11-28 ,
3 / IV&V Agreement, Contract No. TR11-30
1.4 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. / Both Agency and ACS project teams will coordinate staff to best meet project time lines and deliverable approvals / M
2. / IVR/VP project will need to be coordinated with the installation of the MVD replacement project. JADs for this interface have been commenced. No major problems have been determined at this time. / M
3. / IVR will need to be interfaced with the current or new payment engine for a sub-set of transactions. / M
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Number / Description1. / The Agency plans a hosted solution for all components. IVR functionality will be hosted at an ACS Data Center that is active-active-active with two additional data centers. The Automated Call Distribution (ACD) functionality will be hosted at a different ACS Data Center. The application tier of the ACD application will be installed at the State of New Mexico Enterprise Data Center. ACD will be installed, maintained and supported by ACS.
2. / The Agency will be providing a first level of Help Desk support, including receiving and logging incoming user calls and answering basic questions based on ACS-provided training and documentation.
3. / System Help Desk will be staffed by ACS subject matter experts and located at the either the hosted or other ACS location.
4. / Adequate budget will be available.
5. / Staff is trained properly on the use of the system.
6. / External clients will embrace the IVR/VP system.
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1.6 Initial 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.
Rating is the product of the number value associated with the probability and the impact.
ID / Risk / Description / Probability / Impact / Rating / Mitigation Plan / Contingency Plan1 / ACD application tier hardware and software. / The ACD portion of the system will be hosted partially at a ACS Data Center and partially at the State of New Mexico Enterprise Data Center. All of the hardware and software for the ACD portion will be installed, maintained, and supported by ACS.
The risk exists for a lack of coordination resulting in project delays / Medium / Low / Start agreement and /planning early to ensure that ACS has the necessary access necessary and support from both DoIT and TRD\ITD to ensure a successful implementation, testing, and maintenance of the Enterprise Data Center Installation. / None.
2 / Interface with Payment Engine and MVD replacement system (Milagro). / IVR will need to process payments for selected services in the future. A decision needs to be made which Payment Engine will be used, and the interface will need to be designed collaboratively with TRD\ITD personnel experienced in this area of the current systems. / High / Medium / Put a team together from Milagro, existing MVD 2.0, POS, IVR/VP, and NMI to make a coordinated decision regarding the recommended payment engine. / None. Decision must be made early in the IVR/VP project.
3 / Resource availability for design review and UAT testing. / TRD MVD, and TRD IVR resources are primarily engaged in the Milagro project. The same resources will be needed during Design and again at UAT for the IVR/VP project. / High / High / Coordinate regarding resources with Milagro team starting 02/09/2011 at the DRIVE MVD PM meeting. / None.
4 / Connectivity drop resulting in Call Center being unavailable. / With the ACD portion of the architecture partially housed in Simms and partially at the ACS datacenter, the possibility exists that connectivity could be lost between Montoya Call Center and the hardware and software at Simms. / Low / High / The design of the architecture allows the Call Center to continue receiving and handling calls, without the intelligence providing by ACD. / None.
5 / Synchronization between the Milagro schedule and IVR/VP schedule / In order to execute transactions, the IVR/VP application will need to obtain data on Drivers and Vehicles from the Legacy MVD system, and then from Milagro as driver and vehicle functions go into production. The earliest Milagro implementation is after both Phases 1 and 2 of IVR/VP are scheduled to be completed. / High / Medium / Contractually, ACS is required to provide 25 hours per month for Change Request activities.
The IVR/VP design will use web services for DOAs, decreasing the amount of rework as IVR/VP uses the different data sources. / None.
6 / User confusion as to multiple paths to perform the same function. / Some functions, like registration renewal, could be available through multiple media/ locations: MVD Office, MVD web site, NMI application, IVR, etc. / High / Medium / Features of the IVR/VP system allow for incoming calls to be automatically redirected to other locations, like NMI Help Desk.
These branches in the IVR scripts will be designed such that they can be turned on or off by MVD personnel. / Design could eliminate any possible duplication of sources for the service.
However, this approach could make it difficult for NM Residents to know which channel to use for a particular transaction.
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2.0 Project Authority and Organizational Structure
The Project Organization describes the roles and responsibilities of the project team. It also identifies the other organizational groups that are part of the project and graphically depicts the hierarchical configuration of those groups. It exists to clarify interaction with the project team.
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 / TitleGreg Saunders / Project Sponsor/ Program Financial Responsibility / Taxation and Revenue Department (TRD) / CIO
Alicia Ortiz / Program Administration Responsibility / TRD, Motor Vehicle Division / MVD Deputy Director
Adam Diamond / Program Administration Responsibility / TRD, Motor Vehicle Division / Bureau Chief
Jan Christine / Project Manager – IT; Responsible for overall project, daily coordination of ITD and Contractor efforts / TRD, Information Systems Division / Project Manager
Ron Cruz / User of the application / TRD Revenue Processing Division (RPD) / RPD Deputy Director
General Public / User of the system / N/A / N/A
Jerry Valdez / User of the application / TRD/ MVD, Call Center / Bureau
Chief
(Un named at this time) / User of the application / TRD/ACD / Director
2.2 Project Governance Structure
2.2.1 Describe the organizational structure – Org Chart
The funding for the TRD IVR/VP project comes from the DRIVE MVD Program. Due to this relationship, the project will report in monthly meetings to the DRIVE MVD Steering Committee and the bi-weekly DRIVE MVD PM Status meetings. TRD/MVD
2.2.2 Describe the role and members of the project steering committee
Executive Level / The point person for the project within the highest level of the Taxation and Revenue Department or ACS.Responsibilities include:
- Champion the project
- Consider potential changes facing the organization and assess the organizational impact
- Decide which changes will be instituted, communicate priorities and provide resources to ensure success
- Responsible for creating an environment that enables changes to be made on time and within budget
- Participate in planning sessions
- Ultimate project responsibility
Steering Committee Member / Is chartered to provide governance over the direction and support of the project.
Responsibilities include:
- Attend and participate in meetings
- Review and accept deliverables
- Review and provide comment on presented documentation
- Balance larger picture versus details of the project
- Review project funding and expenditures
- Champion the project
- Contribute to lessons learned
Project Managers (ACS, ITD, MVD) / Responsible for oversight and management of project teams.
Responsibilities include:
- Close coordination of all facets of the project
- Work jointly on management of project tasks
- Coordination of resources and responsibilities from respective areas
2.2.3 Organizational Boundaries, interfaces and responsibilities
No “special considerations” are known at this time, regarding contact between the project team, the project manager, and individuals from various organizations involved in the project: Boundary, interface and responsibilities at the interface
2.3 Executive Reporting
The ACS and MVD / ITD project managers will compile weekly and monthly status reports for review by Project Executives and the Project Steering Committee. These reports will include a general status update of the project, milestones (achieved, in progress), major risks, change requests, and any other items needing executive review.
Project status will be reviewed with project executives and stakeholders at bi-weekly DRIVE MVD Executive Steering Committee and monthly TRD IVR Steering Committee.
3.0 Scope
3.1 Project Objectives
3.1.1 Business Objectives
Number / DescriptionBus. Objective 1 /
- Collect more delinquent tax revenue
Business Objective 2 /
- Will help reach Baseline General Fund recurring delinquent tax collections to $159 million
Business Objective 3 /
- Maintain collections as a percent of outstanding balance to 20%
Business Objective 4 /
- Maintain a taxpayer assistance call abandonment rate of 10% or less
Business Objective 5 /
- Maintain a taxpayer satisfaction rating of at least 95% based on responses to customer service surveys
Business Objective 6 /
- Balance call loads at peak periods
Business Objective 7 /
- Reduce call times
Business Objective 8 /
- Reduce abandonment rate
Business Objective 9 /
- Reduce load on the limited call center staff by increasing the functions that can be completed on the IVR
3.1.2 Technical Objectives
Number / DescriptionTech. Objective 1 / Replace legacy technologies with newer and emerging technologies.
Tech Objective 2 / Reduce the load on internal State staff for maintenance and support.
3.2 Project exclusions
Obvious exclusions are IVR scripts for any TRD business, not listed in Appendix B.
3.3 Critical Success Factors
Identify the critical success factors for achieving success in this project.Metric are key to understanding the ability of the project to meet the end goals of the Executive Sponsor and the Business Owner, as well as the ability of the project team to stay within schedule and budget. See also section 6.7 Quality Objectives and Controls.
Number / DescriptionQuality Metrics 1 / Formal base-lined project plan that is managed and updated via a weekly status report.
Quality Metrics 2 / The project schedule, assigned tasks, resources and milestones are met.
Quality Metrics 3 / Project does not exceed budget
Quality Metrics 4 / TRD Resources – TRD must provide adequate technical staffing, system resources, and user subject matter experts for a timely and successful implementation of TRD IVR/VP.
Quality Metrics 5 / ACS and the State meet their mutual obligations as defined by the contract.
Quality Metrics 6 / Early and active involvement of all stakeholders (including 3rd party interfaces).
Quality Metrics 7 / Evaluating processes outside of how they are performed now, improvements identified and implemented.
Quality Metrics 8 / Successful process and application training. Staff is adequately trained.
Quality Metrics 9 / System is secure, operable and stable.
Quality Metrics 10 / Collecting fees and revenue distributions are accurate and produced in a timely manner.
4.0 Project Deliverables and methodology
4.1 Project Management Life Cycle
The Project Management Life Cycle consists of the following project management phases and responsibilities:
Initiating—Identify the high-level business objectives, assumptions and constraints, and secure commitment to proceed with a project to satisfy the stated requirements. Initiating should occur not only at the beginning of each new project—it also should occur at the beginning of each significant phase in an existing project to make sure the project objectives and costs/benefits are reasonable.
Planning—Plan the project in detail, as part of project start-up, prior to each new stage and as part of the change-management process.
Executing—Coordinate the resources (people and other) required to deliver the project. From the project viewpoint, this is where the project work is actually accomplished.
Controlling–Make sure the project objectives are met. The project management team is responsible for reviewing project progress to verify that the project remains on time, on budget and meets project requirements. Corrective actions are taken as required to make sure the project returns to a managed state.
Closing—Make sure the project or phase is properly closed down, either when project delivery is complete or when the project is terminated for whatever reason.
Phase / Summary of Phase / Key DeliverablesInitiating / Scope engagement with client and formulate strategic relationship. / Project Charter, Assumptions, Constraints, Contract
Planning / Defining project parameters and building shared vision for solution delivery. / Project Plan, Work Breakdown Structure, Project Schedule
Executing / Delivering the solution in two parts (phases): 1) Drivers Licensing and 2) Vehicle Licensing and associated deliverables. / Complete work and deliverables (Enhancements, System Testing, Training, Acceptance Testing, Implementation)
Controlling (Monitoring) / Monitoring the execution and controlling variances to quality, time, and scope. / Status Reports, Maintain Schedule, Risk/Issue Management, Quality Assurance, Variance Analysis
Closing / Conclusion and closure of project activities following deployment of solution. / Product Acceptance, Transition to Operations and Support
For the TRD IVR/VP project, the first deliverable in the implementation contract is to provide the following plans: