Motor Vehicle Division (MVD)
Document Management System
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – John Monforte
Business Owner –MVD Director [vacant]
Project Manager – Jan Christine (acting)
Original Plan Date: 03/15/2012
Revision Date: 05/21/2012
Revision: 0.3
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
4.1.2 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
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 STAFF PLANNING AND Resource ACQUISITION
NOTE: Subject to change during Contract Negotiations.
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
Risk Management will be performed as per DoIT guidelines, unless noted here and in the Contract.
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
AttachmentS
Project schedule
Revision History
Revision Number / Date / Comment0.1 / 03/15/2012 / Jan Christine
2.0 / 05/09/2012 / Jan Christine
Add what is known regarding the schedule, costs, and team membership at this time.
.2 / 05/14/2012 / Jan Christine
Added details that are now available.
.3 / 05/21/2012 / Jan Christine
Final Budget
1.0 Project Overview
1.1 Executive Summary- rationale for the Project
The New Mexico Taxation and Revenue Department (TRD) processes approximately 12,483,480 Motor Vehicle Division (MVD)-related documents per year, including those documents processed by field offices and other units of MVD, MVD’s partner agents, and various other divisions on behalf of MVD. These document processing entities include but are not limited to:
- The TRD Hearing’s Bureau handles all of MVD’s license revocation and other hearings. The bureau processes 4,700-5,700 files per year, with each file including 15-30 pieces of paper.
- TRD’s Tax Fraud Investigations Division (TFID) reviews all foreign national drivers’ license applications, including 9,060 applications in 2011, and processes some 500 pages per day.
- TRD’s Revenue Processing Division (RPD) processes 40-50,000 documents per day, including 35-45,000 documents that are MVD-specific documents.
- MVD’s Commercial Vehicles Bureau processes something in excess of 50,000 documents per year.
All documents that are required to be preserved and available for later reference are currently photocopied and microfilmed. Some driver’s license application documents have for the past few years been scanned and retained in a document authentication system provided by the Agency’s license card vendor (L-1); but that system has not proven to be efficient or effective.
The Agency expects that New Mexico will comply with the requirements, including those relating to document management and requiring digital storage and recovery of license application documents, of the federal REAL ID Act.
1.2 funding and sources
Source / Amount / Associated restrictions / ApproversSpecial Appropriation - Laws of 2008, Ch 3, Sec. 7, Item 5 / $1,463,546.76 / Must be used for DRIVE MVD program.
Must be consumed by 06/30/2012 / TRD Secretary
FY09
Department of Homeland Security, Driver’s License Security Grant (DLSG).CFDA # 97.089 / $734,151.59 / Must be used for a DMS.
Must be spent before 09/30/2012. / DHS
FY10
Department of Homeland Security, Driver’s License Security Grant (DLSG).CFDA # 97.089 / $700,677 .00 / Must be used for a DMS.
Must be spent before 09/30/2012. / DHS
FY11
Department of Homeland Security, Driver’s License Security Grant (DLSG).CFDA # 97.089 / $643,630.16 / Must be used for a DMS.
Must be spent before 09/30/2012. / DHS
1.3 constraints
Constraints are factors that restrict the project by scope, resource, or schedule.
Number / Description1 / MVD will not fund the installation of purchase of equipment for Private Retail Agents, Super Title Companies, Title Service Companies, or Dealerships.
2 / DHS funds must be spent for a Document Management System (DMS) by the dates specified in 1.2.
3 / Some part of the DMS must be capable of scanning in and retaining identity and residency documents for Driver’s License issuance.
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
D 1.0 / The funds indicated must be used by the specified dates. / M
D 2.0 / In the project requirements, it is mandatory that existing systems can be used to gather index and meta data for the scanned images. / M
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Number / DescriptionA 1.0 / The budget for the entire project will not exceed $3,200,000.
A 2.0 / Existing applications can be used to capture the necessary index and meta data.
A 3.0 / Project schedule enables all funds designated for the project are expended prior to their expiration date.
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.
NOTE: More will be known regarding the risks, when we have responses to the RFP.
Risk 1 - Budget
Description –In order for the project to be fully funded, several funding expiration dates must be managed:
June 30, 2012
September 30, 2012
May 31, 2013
2014 / Probability Medium / ImpactHigh
Mitigation Strategy
Order all Hardware and Software for the project by COB May 16, 2012.
Contingency Plan
There is no other source of funding for this large a purchase.
The only other option would be to stop the project and implement later when funds are available using either the Reengineering vendor or as a separate RFP purchase.
Description –
Technical Risk.
In order to effectively use the OPEX equipment, design coordination is necessary between OPEX, EMC, and Deloitte. / Probability Certain / ImpactHigh
Mitigation Strategy
The coordination has already been started, but not in great detail. The three parties have at least resolved that it is feasible to create a workable solution for TRD within the constraints of the current budget.
Further mitigation would be possible by using certain activities within the Best Value Clarification Phase.
Contingency Plan
Work out the details during the engagement, after PO for the OPEX hardware and contract signature on SI contract.
Description – / Probability Low / ImpactHigh
Mitigation Strategy
Contingency Plan
Description – / Probability Low / ImpactHigh
Mitigation Strategy
Contingency Plan
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.
Figure 1 Project Authority and Organizational Structure
It is yet undecided whether the DMS project will answer to the overall DRIVE MVD Steering Committee or will have a separate Steering Committee. In any event the PMO will answer to the appropriate Steering Committee, and will consist of the IV&V Vendor, a Project Manager from Motor Vehicle Division (MVD), a Project Manager from Information Technology Division, and a Contractor (Systems Integrator) Project Manager. Team members for the project from MVD< ITD and the Contractor will report to their specific project manager.
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 / TitleDemesia Padilla / Project is for one of the TRD Divisions / TRD / Cabinet Secretary, Taxation and Revenue Department
John Monforte / Sponsor / TRD / Deputy Secretary, and Acting MVD Director
[Vacant] / Business Owner / MVD / Director
TRD anticipates this position will be filled before DMS starts.
Greg Saunders / Responsible for any ITD revisions\update to hardware / ITD / TRD CIO
2.2 Project Governance Structure
2.2.1 Describe the organizational structure – Org Chart
Figure 2 DMS Project Governance
Should TRD decide that a separate DMS Steering Committee is necessary, that committee will report to the existing DRIVE MVD Executive Steering Committee. Reporting to the DMS Steering Committee will be the Project Structure shown in section 2.0.
2.2.2 Describe the role and members of the project steering committee
ROLE / RESPONSIBILITYExecutive Level / The point person for the project within the highest level of the Taxation and Revenue Department or Deloitte.
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 (DELOITTE, 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 Deloitte and MVD, and 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, monthly TRD IVR Steering Committee, and monthly DoIT CIO Report.
3.0 Scope
3.1 Project Objectives
3.1.1 Business Objectives
Number / DescriptionB 1.0 / Eliminate current redundant printing
b 2.0 / Scan, Retain, and manage access to all documents as per the agreed upon policy with SRCA.
B 3.0 / Eliminate microfilm creation operations.
B 4.0 / To the extent it is feasible and affordable, convert microfilm and microfiche to images that can be read by the DMS system, eliminating the
B 5.0 / Streamline, automate, and reduce redundancy in current processes related to retention of document images.
3.1.2 Technical Objectives
Number / DescriptionT 1.0 / Provide a DMS having an Open architecture, such that existing applications can be used to capture data related to the documents scanned.
T 2.0 / To the extent feasible and affordable, link current data entry applications with the DMS, to eliminate the need for duplicate “key from image” processes within the DMS, and/or duplication of data entry.
T 3.0 / Integrate with existing applications such that the integration between EMC software and current ITD-supplied software is seamless to the User.
3.2 Project exclusions
Private Retail Agents (PRAs), Super Title Service Companies (STSCs), Title Service Companies (TSCs), Dealerships, Courts, Law Enforcement will not be paid for by MVD, nor included in this project. A stipulation has been made in the RFP that pricing available to the Agency will also be available to these entities.
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 DMS.
Quality Metrics 5 / Contractor 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
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 project in smaller sprints as negotiated at the time of contract signing. / 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 DMS project, the first deliverable in the implementation contract is to provide the the agreed upon Project Plans which may include one or more of the following:
- Change Management Plan
- Issue Management Plan
- Critical Decisions Resolution Plan
- Item Management Plan
- Action Management Plan
- Metrics Management Plan
- Release Management Plan
- Scope Management Plan
- Requirements Management Plan
- Schedule Management Plan
- Cost Management Plan
- Resource Management Plan
- Client Relationship Management Plan
- Communications Management Plan
- Risk Management Plan
- Supplier Agreement Management Plan
- Project Schedule
4.1.1 Project Management Deliverables
Project Deliverables are work products or artifacts that are driven by the project management methodology requirements and standard project management practices regardless of the product requirements of the project.
4.1.1.1 Project Management Plan
Description –Revisions and additions will be made to the PMP as the first deliverable in the vendor contract. / Deliverable Acceptance CriteriaPMBOK standards with exceptions granted due to the size and complexity of this project.
Standards for Content and Format –
PMBOK and DoIT Standards
Quality Review -.ESC, ITD PM, MVD PM with submission to DoIT.
4.1.2 Deliverable Approval Authority Designations
Complete the following table to identify the deliverables this project is to produce, and to name the person or persons who have authority to approve each deliverable.
Deliverable Number / Deliverable / Approvers (Who can approve) / Date ApprovedPRJ-DEL-001 / Project Management Plan (PMP) / TRD CIO
MVD Director – when position is filled.
4.1.3 Deliverable Acceptance Procedure
Submission. Upon completion of agreed upon Deliverables as set forth in Article 2 and Exhibit A of the contract, the Contractor shall submit a Payment Invoice with the Deliverable, or description of the Deliverable, to the Project Manager. Each Payment Invoice shall be for the fixed Deliverable price as set forth in Article 2 and Exhibit A of the contract, less retainage, if applicable.
Acceptance. In accord with Section 13-1-158 NMSA 1978, the Executive Level Representative shall determine if the Deliverable provided meets specifications. No payment shall be made for any Deliverable until the individual Deliverable that is the subject of the Payment Invoice has been Accepted, in writing, by the Executive Level Representative. In order to Accept the Deliverable, the Executive Level Representative, in conjunction with the Project Manager, will assess the Quality Assurance level of the Deliverable and determine, at a minimum, that the Deliverable: