Project CharterExchange Upgrade
July 16, 2010Department of Information Technology
Document Change Information
Version / Rev # / Date / Description0001 / 000 / 08/14/09 / First draft
0002 / 000 / 03/01/10 / Modified to reflect change to Exchange 2010, new schedule, and expanded budget detail
0003 / 000 / 07/16/10 / Modified to reflect personnel changes, schedule, and updates.
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October 16, 2018
Project CharterExchange Upgrade
July 16, 2010Department of Information Technology
ABOUT THIS PROJECT CHARTER DOCUMENT
Permission to plan the project and setting the governance structure
The Project Charter provides the project manager and project team with permission to proceed with the work of the project, within the scope delineated in this document. The Project Charter should be the outcome of a number of documents that went into the pre-planning for the project, and in many cases the agency IT Plan, Business Case for appropriations, Federal funding requests and the like.
Project sponsors sign the Project Charter signifying that they have agreed to the governance structure for guiding the direction for the further planning of the project, discovery and defining the requirements, acquiring necessary resources, and within that context the statement of work for any related contracts including a contract for the Independent Validation and Verification.
The Project Charter is also the foundation for the creation of the project management plan, and much of the thinking and writing for this charter will be immediately usable for that project management plan.
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October 16, 2018
Project CharterExchange Upgrade
July 16, 2010Department of Information Technology
Table of Contents
1Scope
1.1Project Deliverables
1.2Product Deliverables
2Business and Technical Justification
2.1Business Justification
2.2Business Objectives
2.3Technical Objectives
3Quality Metrics
4Schedule estimate
5Budget estimate
6Organization structure
6.1Stakeholders
6.2Project Steering Committee
6.3Project Governance
6.4Project Team Roles and Responsibilities
7Constraints
8Dependencies
9Assumptions
10Risks
11Communication Plan
11.1Executive Reporting
11.2External Communications
12Independent Verification and Validation (IV&V)
13Project Charter Agency Approval Signatures
14Attachments
14.1Project Governance Structure
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October 16, 2018
Project CharterExchange Upgrade
July 16, 2010Department of Information Technology
1Scope
In 2004, the Governor of the State of New Mexico mandated the consolidation of all executive agency email systems. The Department of Information Technology maintains and manages the State of New Mexico email system (Enterprise Email System).
Initially the Enterprise Email System was designed for basic email messaging services. Later, additional services outside the scope of design such as BlackBerry Enterprise Server (BES) were added. Since 2004, the Enterprise Email System has become more than just basic email messaging. Many agencies consider email services as a method of doing business. As a result, agencies need an email system that is more reliable, greater redundancy and flexible to accommodate new functionality.
The current Exchange 2003 resources are fully allocated and the hardware is past end of life for vendor support (December, 2009). The technical requirements of transitioning the Exchange 2003 messaging system to Exchange 2010 messaging system and the age of the current hardware demand a new professionally architecturally designed enterprise email messaging system.
In order to implement an enterprise email messaging system, the Department of Information Technology, in cooperation with the State Purchasing Division, General Services Department requested proposals from firms qualified to transition the current Exchange 2003 messaging environment to Exchange 2010 messaging system. This transition process will include an architectural design of Exchange 2010 in a virtual environment, purchase all the necessary hardware and software, install, configure, test, and transition 100% of the mailbox data. In addition, integrate existing services such as BlackBerry and support software such as ISA 2006 to minimize cost. Depending on available funds, there will be optional requirements for additional services such as email retention and email encryption.
The goal is to continue to comply with the Governor’s mandate for a consolidated email systems, to meet agencies current email business requirements and provide growth for future services.
1.1Project Deliverables
The following chart outlines the project deliverables.
Item / DescriptionProject Charter / Defines project authority, governance and lays the foundation for elements to be addressed in the Project Plan.
Project Plan / A formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and document approved scope, cost, and schedule baselines.
Communications Plan / Describes the communications needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. The communication plan is contained in, or is a subsidiary plan of, the Project Plan.
Work Break Down Structure (WBS) / Defines the components of the projects.
Risk Matrix / Risk matrix that defines the risk event, the probability, and an assessment. The risk matrix will also identify any Risk Mitigation, Contingency, and Backout procedures.
Vendor Contracts / Contracts including well defined deliverables, terms and conditions must be reviewed by the Project Oversight and Control Division Contract Review Burreau and the Steering Committee.
Memorandum(s) Of Understanding (MOU) and/or SLAs / Any agreements between parties, divisions, departments or other State Agencies. Examples include:
- Acknowledgement that all State Agencies have received a communication regarding the upcoming CPU Replacement
- Acknowledgement by all State Agencies that they accept their roles and responsibilities and have taken action as prescribed in the notification.
Go/No Go Criteria / Criteria that will be established to drive any go/no go decisions that need to be made. All criteria must be addressed to the satisfaction of the Steering Committee.
1.2Product Deliverables
The following chart outlines the Product Deliverables:
Type of Deliverable / Deliverable DocumentRequirments Documents / Enterprise Email SLA
Assessment Review of Current Email System
Exchange Upgrade Needs Assessment
Verification and Compatibility Assessment
Exchange Upgrade Reference Design
Design Documents / Hardware diagrams
Architecture diagrams
VMware ESX Host Physical and Virtual Design
Exchange2010 Server Role Design
Storage Area Network (SAN) Design
Physical and Virtual Network Design
Systems Specifications / Hardware Specification
High Availability Strategy
Message Hygiene Strategy
Backup and Recovery Strategy
Disaster Recovery Requirements
Network Specifications / Network Diagram
Network Hardware Specifications
System and Acceptance Testing / Test Management Plan
Test Cases
Microsoft Best Practices Report for Active Directory and Exchange 2010
Microsoft Active Directory RAP and Exchange 2010RAP
VMware Best Practices Report
Generate User Load Performance Testing
Customer Acceptance / Customer Signoff
2Business and Technical Justification
The justification and objectives section relates the project to the purpose of the lead agency and describes the high level business and technical objectives for the project. The section also includes a high level review of the impact to the organization, and of the concerns for transition to operations.
2.1Business Justification
In Accordance with the Governor of New Mexico Executive Order, continue to provide consolidated email services maintained and managed by the Department of Information Technology.
2.2Business Objectives
To continue to provide enterprise level email services to all executive branch agencies.
2.3Technical Objectives
The objective is to transition from Microsoft Exchange 2003 to Microsoft Exchange 2010. This will include replacing all the hardware and software required to support Microsoft Exchange2010.
3Quality Metrics
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.
Number / Description1 / Percentage of mailbox data transitioned to Exchange 2010
2 / Percent of High Availability (goal 99.999%)
3 / Percent of potential 24,000 Outlook clients supported
4 / Percent of physical severs converted to virtual servers (goal = 95%)
5 / Number of primary mailbox storage increased (goal = 100% with minimum of 750MB)
6 / Percent of 3000 BlackBerry mobile devices supported
7 / Percent of 1000 ActiveSync mobile devices supported
4Schedule estimate
The following is an estimated schedule for the major milestones in the Exchange Upgrade Project.
- Contract Award (assuming no protest)07/12/2010
- Deliver Exchange 2010 Architectural Design09/13/2010
- Purchase Hardware & Software04/19/2010 – 09/09/2010
- Assemble, install, configure hardware and software07/12/2010 – 10/22/2010
- Integrate existing support software09/07/2010 – 08/16/2010
- Internal testing 09/20/2010 – 11/10/2010
- Transition to Exchange 201008/10//2010 – 12/23/2010
5Budget estimate
Funding is based on 2.1 million appropriated by State Legislators.The following is an estimate for distribution.
Item / Amount / TotalsProfessional Services
Independent Verification and Validation (IV&V) / $40,000
UCS Installation / $50,000
Professional services for Application Development (replace Help Desk web application tool). / $81,000
Procurement to transition Microsoft Exchange 2003 to Microsoft Exchange 2010 & hardware refresh / $770,000
Training / $18,000
Total Professional Services / $959,000
Hardware
Unified Computing System (UCS)[1] / $513,000
Storage / $297,000
Total Hardware / $810,000
Software & Licenses
Netapp, Snap software[2] / $121,000
Total Software & Licenses / $121,000
Reserve
Upgrades outside the scope of the project, but necessary to support Exchange 2010 / $50,000
Reserve (unforeseen purchases outside the scope of the project, but necessary to Exchange 2007) / $50,000
Contingencies / $110,000
Total Reserve / $210,000
Project Total / $2,100,000
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October 16, 2018
Project CharterExchange Upgrade
July 16, 2010Department of Information Technology
6Organization structure
6.1Stakeholders
Stakeholders are the persons or agencies that are actively involved in the project, or whoseinterests are impacted positively or negatively by the project. The following table identifes the major stakeholders for the Exchange Upgrade project.
name / Stake in Project / Organization / TitleGovernor Richardson / Governor and author of executive order 2008-11 / Governor’s office / Governor
Marlin Mackey / Responsible for Exchange Upgrade / Department of Information Technology / Cabinet Secretary
Conny Maki / Responsible for Enterprise Services / Department of Information Technology / Deputy Cabinet Secretary
Bob Mayer / Responsible for Enterprise Operations / Department of Information Technology / Deputy Cabinet Secretary
Mike Baca / Project Oversight and Compliance Division / Department of Information Technology / Acting Division Director
6.2Project Steering Committee
The following table lists the individuals responsible for oversight of the project.
name / Organization / Phone / EmailConny Maki / DoIT, ES / 476-2190 /
Bob Mayer / DoIT, EO / 476-2160 /
6.3Project Governance
A diagram of the governance structure can be found in the attachment section at Attachment 14-1. The following table lists the individuals responsible for the execution of the project.
name / Role / Phone #(s) / EmailMike Neitzey / Project Manager / 827-1710 /
Michael Martinez / Operations / 827-0345 /
John Padilla / Customer Service / 827-0038 /
Maynard Salazar / Network / 827-2446 /
Andrew Griego / Security / 827-0712 /
Mary Anaya / Business Continuity / 476-1892 /
Victoria Garcia / General Counsel / 841-4742 /
Deborah Martinez / External Communications / 827-1051 /
6.4Project Team Roles and Responsibilities
Role / ResponsibilitySteering Committee / Exercise final authority for the review and approval of all activities including go/no go decisions.
Project Manager / Authority to direct the project team.
Control of project budget. Access to financial reports related to project expenditures, including time and attendance.
Single point of contact for all parties and ensures communication between all essential personnel.
Access to DoIT personnel on all matters related to this effort. Access to the functional managers on all matters related to this effort. Renegotiation with functional managers to delegate responsibility and authority to functional organization team members. Coordinate activities associated with preparation and execution Mainframe upgrade to ensure minimal business impact throughout upgrade.
Track overall project performance. Prepare detailed project plan and obtain agreement to that plan from the related functional managers. Maintain a project binder containing all pertinent project data. Report project status to steering committee.
Customer Relationship Managers / Assist and facilitate the planning and service delivery process with agencies. Arranges meetings, provides costing, and develops Service Level Agreements (SLAs).
Operations / Responsible for space and environmental operations (HVAC, Power, etc), Windows administration, and Storage administration.
Network / Responsible for the technical network environment including all cabling and connections.
Business Continuity / Responsible for assessing and monitoring the risks and issues related to the project that relate to the state continuing to carry out business requirements with minimal interruption. Assure the project addresses Business Continuity and Disaster Recovery in the planning phase.
State Agency Customers / Work with the DoIT project team to plan and schedule the moves
Move the equipment in accordance with the relocation plan
Security / Responsible for Physical and Cyber security including access control, video surveillance, firewall management, intrusion prevention management and VPN services.
7Constraints
The following table identifies the constraints on this project.
Number / Description1 / Department of Information Technology staffing levels
2 / Data Center capacity (network and space) and design
3 / Project timeline
4 / Funding available to complete the project
5 / FY10 Special Legislative session
6 / Major changes not allowed during routine legislative sessions
8Dependencies
The following table contains the identified dependencies.
Number / Description / Type1 / RFP Completion & acceptance/award / M
2 / Assignment of a PM / M
3 / Disaster Recovery site established / E
4 / A staging area will be established / M
5 / New/Approved rates (i.e., virtual hosting service) / D
6 / Office space for additional staff / M
Types include the following and should be associated with each dependency listed.
- M - 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
9Assumptions
The following table is a list of the identified assumptions for this project.
Number / Description1 / Adequate power, bandwidth, and space
2 / Adequate staffing (vacancies will be filled)
3 / Adequate equipment and capacity
4 / Cost savings due to consolidation and virtualization
5 / Adequate time to correctly implement the change
10Risks
Major risks identified will be entered into a Risk Log. As Issues arise, they will be linked to the appropriate risk and tracked. The following table contains the initial set of risks identified for this project.
Risk / Description1 / Not enough time for full implementation
Probability - High / Impact- High
2 / Existing back-up storage throughput may not suffice.
Probability - High / Impact- High
3 / Rates could increase thereby exceeding agency budgets
Probability - High / Impact- Low
4 / Loss of Microsoft support hours
Probability - High / Impact- High
5 / No re-evaluation of staffing levels for changing workloads.
Probability - High / Impact- High
6 / Staff reassigned to support day-to-day operations
Probability - High / Impact- High
7 / Loss of customers due to inability to provided services required or demanded
Probability – Medium / Impact– Low
8 / Diminished or loss of services, especially during legislative session
Probability - High / Impact- High
9 / Equipment no longer under warranty/support.
Probability - High / Impact- Medium
11Communication Plan
11.1Executive Reporting
The primary communication method that will be used to control the project is a status report to the Steering Committee at a minimum of a monthly basis.
Communications will include the following:
- Scheduled performance and milestones
- Budget
- Contracts
- Risks & Issues
- External Communications
The Project Manager and the Public Information Officer (PIO) will coordinate external communications to news media outlets including, but not limited to print, broadcast and online sources, providing appropriate details on the IT Consolodation Project in order to garner positive publicity.When funding is available, the PIO will coordinate production and distribution of purchased media, such as radio and print ads and public service announcements delineating project details.
Communications to external organizations such as the Information Technology Commission (ITC) will be coordinated through the Secretary, Department of Information Technology.
12Independent Verification and Validation (IV&V)
An IT Professional Services Contract has been awarded to perform IV&V services.
13Project Charter Agency Approval Signatures
signature(s) / dateExecutive Sponsor
Marlin Mackey
Business owner
Conny Maki
Business Owner
Bob Mayer
Project Manager
Mike Neitzey
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October 16, 2018
Project CharterExchange Upgrade
July 16, 2010Department of Information Technology
14Attachments
14.1Project Governance Structure
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October 16, 2018
[1] Includes licenses
[2] Includes Snap Manager, Snap Vault, Snap Restore, recovery software