Project Management Plan for COMPUTER Aided Dispatching System
New Mexico Department of Public Safety
Computer Aided Dispatch (CAD) / Records Management System (RMS)
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Secretary Gregory J. Fouratt
Business Owners - Pete N Kassetas, Chief DPS, Kimberley Clark, Communications Director
Project Manager – Cesario Alvillar
Original Plan Date: February 1, 2012
Revision Date: April 16, 2015
Revision: 2.0
Revision History
1.0 Project Overview
1.1Executive 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
4.1.2 Deliverable Approval Authority Designations
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
5.6 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
6.4 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
6.7 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
AttachmentS
Revision History
Revision Number / Date / Comment1.0 / February 1, 2012 / draft
2.0 / April 15, 2015 / Updatedfor Change Request, continued Planning release of funds
Revision: 1.0DoIT-PMO-TEM-0201 of vi
Project Management Plan for COMPUTER Aided Dispatching System
1.0 Project Overview
1.1Executive Summary- rationale for the Project
The New Mexico Department of Public Safety proposes the replacement of the existing Computer Aided Dispatch (CAD) system.
CAD is one of the core systems DPS provides to the State Police and other Law Enforcement Agencies (LEAs). CAD is the system used to dispatch 911 calls out to the officers, map the call location in the dispatch center, provide Automatic Vehicle Location (AVL) for officers in the field, and provide National Crime Information Center (NCIC) access within the application. CAD is essential in providing rapid response from LEAs to crime/incident scenes.
The current CAD has been in place for over 10 years, and is at end of life (vendor support soon to be discontinued), and DPS is unable to take advantages of newer technology, such as the latest map generation methods.
One of the primary missions of DPS is to support LEAs throughout the State of New Mexico in protecting their citizens. DPS fulfills this mission through a variety of means, one of which is to provide data, systems and networks that allow criminal justice agencies to access information in a timely fashion that is useful for decision making. The DPS CAD system is currently used by law enforcement agencies in Sierra, Valencia and Luna Counties. The cost to move these agencies to the new DPS CAD system will be included in our planning.
DPS currently operates without an integrated RMS. Separate, non-enterprise record systems are utilized for different disciplines within DPS to create and store records. These disparate systems require an officer to utilize several applications to retrieve the necessary data to support their activities. DPS is decades behind most other law enforcement agencies in the country in the deployment of a comprehensive records management technology.
Implementation of an integrated, effective RMS will assist DPS maintenance of data records through the entire life-cycle. This includes classifying, storing, securing, and destruction (or in some cases, archival preservation) of records which are key to DPS’s mission. This is necessary to improve the efficiency of processing information and people. An integrated RMS will provide Law Enforcement personnel one-stop access to the agency’s data records.
DPS currently operates without an integrated RMS. Implementation of an integrated RMS system will be a separate project.
1.2funding and sources
Source / Amount / Associated restrictionsLaws 2012, 2nd Session, Ch 19, Sec 7, Item 019 / $300,000 / Expended
Laws 2012, Chapter 227, Sec 7, Item 019 – Reauthorized Laws 2015, Chapter 101, Sect 7, Item 023 for CAD and RMS through FY2017. / $2,850,000
Laws 2013, Chapter 227, Sec 7, Item 020 – Repurposed in Laws 2015 Chapter 101, sec7, Item 25 for CAD and RMS / $450,000
Laws 2014, Chapter 63, Sec 7, Item 020 – Repurposed in Laws 2015 Chapter 101, sec7, Item 25 for CAD and RMS / $550,000
1.3 constraints
Constraints are factors that restrict the project by scope, resource, or schedule.
Number / DescriptionC-01 / None at this time
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
D-01 / MAPS and map data / M
D-02 / DOT GIS data / M
D-03 / NMRoads Data / m
1.5 ASSUMPTIONS
Number / DescriptionA-01 / Funding will be available for Implementation
A-02 / Map data will be in final form prior to go live
A-03 / The system will utilize a GIS database as the basis for routing
A-04 / Map data refresh process in place for implementation
1.6 Initial Project Risks Identified
Stakeholders
Description –Project will be at risk if all stakeholders are not fully engaged / Probability
Low / Impact
high
Mitigation Strategy
Emphasize communication to all stakeholders and be sure they understand the benefits of a successful project. Hold regular project meetings to keep all parties informed of current status and accountable for their deliverables.
Contingency Plan
Escalate to sponsors
DPS Resources
Description –Availability of DPS resources when the project timeline requires. / Probability
Low / Impact
High
Mitigation Strategy
DPS will plan for resources availability based on project schedule
Contingency Plan
Hire contractors
Requirements
Description – Requirements not being fully met. / Probability - Low / Impact - HighMitigation Strategy - Create, maintain, and enforce Requirements Traceability Matrix (RTM). Have vendor create a test plan. Monitor vendor testing.
Contingency Plan – Advise vendor of contract non-compliance.
2.0 Project Authority and Organizational Structure
2.1 Stakeholders
Name / Stake in Project / Organization / Title / Phone / emailSubscriber Agencies / Subscriber Agencies
Glen Condon / SME / DFA / LGD 911 / GIS Specialist / 505-827-4977 /
Gar Clarke / Central State GIS / DOIT / NM Geospatial and Broadband Program Manager / 505-827-1663 /
Diana Dejarnette / Administrative / DPS / ASD Deputy Director / 505-827-9035 /
Elizabeth (Karana) Haring / Contracts / DPS / Purchasing Agent-Advanced / 505-827-9626 / mailto:
Elizabeth Trickey / General Counsel / DPS / Deputy General Counsel / Elizabeth.Trickey+E3:
Fran Dunaway / Procurement / DPS / Chief Procurement Officer / 808-827-9018 /
Gregory J. Fouratt / Executive sponsor / DPS / Cabinet Secretary / 505-827-3370 /
Regina Chacon / DPS / DPS / Bureau Chief – LERB / 505-827-9297 /
Kimberly Clark / Business Owner / DPS Communications Bureau / DPS Emergency Communications Director / 505-841-9256 /
Kristian Reveles / SME / DPS Communications Bureau / Communications Supervisor / 575-622-7200 /
Perry McPhee / SME / DPS Communications Bureau / Communications Specialist / 505-841-9256 /
Cesario Alvillar / Project Manager / DPS IT / Project Manager / 505-827-9538 /
Darrell Graham / DPS Resources, Technical Lead / DPS IT / ITD/TSB Bureau Chief / 505-827-3460 /
Marco Silva / CAD Administrator / DPS IT / IT Systems Manager 3 / 575-382-2565 / mailto:
Ron Burton / Sponsor - DPS Resources / DPS IT / CIO / 505-827-3353 /
Tim Struck / DPS / DPS IT / IT Technical Support Supervisor / 505-827-9292 /
David Abeita / SME / DPS MTPD / Lieutenant / 505-660-6276 /
Mario Montaño / SME / DPS MTPD / Officer / 505-425-6771 /
Sector Captain / MTPD / DPS MTPD / Sector Captain
Adrian Armijo / DPS SP / DPS NMSP / Deputy Chief / 505-827-3321 /
District Captain / NMSP / DPS NMSP / District Captain
District Captain / NMSP Training / DPS NMSP / District Captain
Sean Healy / SME / DPS NMSP / Officer / 505-841-9241 /
Miguel Aguilar / SME / DPS SP / Major / 505-827-9068 /
Pete N Kassetas / Sponsor / DPS SP / Chief / 505-476-2467 /
Michael Inglis / EDAC UNM / Earth Data Analysis Center / Associate Director / 505-277-3622x235 /
Zone Commanders / IB / IB / Zone Commanders
Jack Yates / NMDOT Data Management (ARNOLD) / NMDOT / Staff Manager / 505-216-8059 /
Jeff Vigil / NMDOT / NMDOT / Civil Engineer - A / 505-827-5457 /
John Di Ruggiero / nmroads.com / NMDOT / ATIS/IT Project Manager / 505-490-2561 /
Joseph Valdez / Bridge / NMDOT / Data Analyst / 505-827-5540 /
Mel Herrera / NMDOT / NMDOT / IT/Planning GIS Section / 505-827-5453 /
Tamara Haas / NMDOT / NMDOT / Executive Manager / 505-795-2126 /
Director / SID / SID
Shirley V. Baros / EDAC UNM / UNM GIS Clearing House Earth Data Analysis Center runs the Resource Geographic Information System (RGIS), New Mexico’s Geodata Clearinghouse. / Mgr,Geographic Info Svcs: Earth Data Analysis Center / 505-277-3622 / o RGIS:
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
Name / Group / Role / ResponsibilityGregory J. Fouratt / DPS / Executive Sponsor
Steering Committee Member /
- Review presented documentation
- Balance larger picture versus details of project
- Review project funding and expenditures
- Champion the project
- Communicate with the Legislature
Scott Weaver / DPS / Deputy Secretary /
- Review presented documentation
- Balance larger picture versus details of project
- Review project funding and expenditures
- Champion the project
- Communicate with the Legislature
Pete Kassetas / DPS Chief /
- Review presented documentation
- Balance larger picture versus details of project
- Review project funding and expenditures
- Champion the project
- Communicate with the Legislature
Ron Burton / DPS IT / Steering Committee Member /
- Attend and participate in meetings
- Review and accept deliverables
- Review presented documentation
- Balance larger picture versus details of project
- Review project funding and expenditures
- Champion the project
Kimberley Clark / MTPD / Business Owner
Steering Committee Member /
- Attend and participate in meetings
- Review and accept deliverables
- Review presented documentation
- Balance larger picture versus details of project
- Review project funding and expenditures
- Champion the project
DC Adrian Armijo / DPS SP / SME
Steering Committee Member /
- Attend and participate in meetings, review all documents in the capacity of a technical representative for his/her respective agency
- Participate in the planning process
- Provide business process guidance
- Review and accept deliverables
- Review presented documentation
- Balance larger picture versus details of project
- Accomplish and provide deliverables
- Assist or delegate system testing activities as required
- Attend executive requirements reviews and resolve requirements problems.
- Represent specific area(s) (e.g., technical, clinical, process, etc.) for the overall project as assigned
- Report progress, issues, etc.
- Recommend go/no based on testing results
- Champion the project
- Contribute to lessons learned
Cesario Alvillar / DPS / Project Manager
Steering Committee Member /
- Appoint Committee and Team members
- Facilitate meetings
- Conduct planning sessions
- Attend requirements reviews and resolve requirements problems
- Provide management review for changes to project plan, contract or deliverables
- Vendor and contract management
- Conduct risk assessment
- Maintain risk/issues/action log
- Develop plans with project team for risk, change and quality
- Develop management plan and project plan
- Review project funding and expenditures
- Report on project status
- Assign tasks
- Track schedules
- Recommend go/no go based on testing results
- Manage expectations
- Facilitate lessons learned
- Contribute to lessons learned
- Close-out action items
- Provide leadership for a coordinated project effort
- Champion the project
Darrell Graham / DPS / Technical Lead
Steering Committee Member /
- Provide Information Technology guidance
- Attend and participate in meetings
- Review and accept deliverables
- Review presented documentation
- Balance larger picture versus details of project
- Champion the project
- Contribute to lessons learned
2.2.3 Organizational Boundaries, interfaces and responsibilities
A Contract will be entered into between DPS and the Vendor defining the project agreements made and the services being provided. There are two Project Managers (PM) – one for DPS IT and one from the Vendor. The PM from DPS IT works with the PM from the Vendor for overall coordination. Each will meet internally to define needs, plan and coordination of project execution. On a predefined schedule, PMs and project teams from both DPS and the vendor will meet to communicate and resolve needs regarding requirements, design, implementation, testing, expectations, timing, budget and issues as they arise.
2.3 Executive Reporting
Current status of this project will be reported to DPS executive management on a monthly basis or as requested. Weekly status report to project team and a project status report on a monthly basis to DoIT. A project web site will be created with project status and information accessible to governance and project teams.
Signatures from the Executive Sponsors are required for some project documents.
3.0 Scope
3.1 Project Objectives
3.1.1 Business Objectives
Number / DescriptionBO-01 / Efficiently receive and document call response information to expedite the dispatch of calls to officers.
BO-02 / Map call location in the dispatch center, facilitating effective routing of units to calls for service, providing rapid response from LEAs to crime/incident scenes. Providing routing direction to responding officers.
BO-03 / Improving officer safety by tracking unit location using Automatic Vehicle Location (AVL) for officers in the field and providing a secondary means of communication and access to National Crime Information Center (NCIC) access within the application.
BO-04 / Gathering call response and officer initiated event information for data collection and intelligence gathering purposes.
BO-05 / Improved reporting of crime data and performance statistics for state and federal grant purposes, operational assessment and unit deployment.
3.1.2 Technical Objectives
Number / DescriptionTO-01 / Replace outdated Computer Aided Dispatch System nearing obsolescence. This system is fundamental to DPS Operations.
TO-02 / Improve mapping capabilities and enhance ability to capture incident data based on GIS information.
TO-03 / Implement new technologies not available in current system.
TO-04 / Leverage existing secondary technologies incompatible with current system.
TO-05 / Enhanced system stability.
TO-06 / Improved interface capabilities.
3.2 Project exclusiOns
N/A
3.3 Critical Success Factors
Number / DescriptionQM-01 / Formal testing will determinewhether the implementation of targeted requirements have been successful or not.
Qm-02 / Requirements - Team and Stakeholder review and signed
Accepted
Qm-03 / Design - Technical Lead review Requirements Traceability to design and signed
Accepted
Qm-04 / Test Plan - Formal testing will determine whether the implementation of targeted requirements have been successful or not.- Business owner, and Stakeholders review Requirements Traceability to test results and signed
Accepted
Qm-05 / Production version - Technical Lead review of configuration and signed
Accepted
Qm-06 / Schedule - Milestone dates, status reports
Accepted
Qm-07 / Budget - Budget reports, status
Accepted
4.0 Project Deliverables and methodology
4.1 Project Management Life Cycle
4.1.1 Project Management Deliverables
Phase / Summary of Phase / Key DeliverablesInitiation / This phase defines overall parameters of the project and established the appropriate project management and quality environment required to complete the project. / Project Charter, Initial Risk Assessment, High level schedule, Approval for next phase
Planning / This phase defines the exact parameters of the project and ensures all the pre-requisites for execution and control are in place. / RFP, signed vendor contract, Project Management Plan, Team members identified, Stakeholder list,Functional Requirements, High level WBS, High level Schedule, Budget and Communication Plans,Roles and Responsibilities, Status reports, approval for next phase
Implementation / The phase configures and deploys the system. / Certification Form, updated Project Management Plan, Project Schedule, Configuration Documentation, Testing Documentation, Training Documentation, Updated Budget, Risk/Issue Management Log, Status Report, Acceptance
Closeout / The phase accesses the project and derives any lessons learned and best practices. / Post Implementation Review and Report, Administrative Close-Out
4.1.1.1 Project Charter
Description –The initial project deliverable plan will contain the Project Charter. This deliverable may be revised during planning phase. / Deliverable Acceptance Criteria –Sign-off by Project Sponsor or Project Director
Standards for Content and Format –
Use of DoIT Project Charter template
Quality Review –
Project team members review
4.1.1.2 Project Management Plan
Description – The Project Management Plan will be the guide used throughout the Project. This plan will contain the following plans: Scope Management, Schedule Management, Budget, Risk Management, Communications, Change Management, Lessons Learned and Roles/Responsibilities of team members. This plan is an evolving document as new information will be added and existing information will be revised during initiation and planning phase. / Deliverable Acceptance Criteria –Approval by Project Team and Steering Committee
Sign-off by Project Sponsor. DoIT
Standards for Content and Format –
Use of DoIT Project Management Plan template
Quality Review –
Project team members review for consensus
Final review by Steering Committee and Sponsor
4.1.2 Deliverable Approval Authority Designations
Deliverable Number / Deliverable / Approvers (Who can approve) / Date ApprovedPRJ-DEL-001 / Project Charter / Governance Team, DoIT
PRJ-DEL-002 / Project Management Plan (PMP) / Governance Team, DoIT
PRJ-DEL-003 / Kickoff Meeting Notes / Project Manager, Business Owner
PRJ-DEL-004 / Vendor Project Plan / Project Manager, Project Team
PRJ-DEL-005 / Vendor Requirements Analysis Document / Project Manager, Project Team
PRJ-DEL-006 / Phase Launch / Project Manager, Project Team
PRJ-DEL-007 / Phase Completion / Project Manager, Project Team
PRJ-DEL-008 / System Completion / Project Manager, Governance Team
4.1.3 Deliverable Acceptance Procedure
The Project Manager, Project Team and the Project Sponsors will review and accept the project documents.