New Mexico Interagency Behavioral Health Purchasing Collaborative
Data Warehouse
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Linda Roebuck, CEO Behavioral Health Collaborative
Business Owner - Bill Belzner, Deputy CEO Behavioral Health Collaborative
Technical Sponsor – Terri Gomez, CIO, HSD ITD
Project Manager – Debra Saiz, PM
Original Plan Date: January 28, 2009
Revision Date: June 24, 2009
Revision: 2.0
Project Plan: New Mexico Interagency Behavioral Health Purchasing Collaborative
Data Warehouse
Revision History iii
1.0 Project Overview 1
1.1 Executive Summary- rationale for the Project 1
1.2 funding and sources 2
1.3 constraints 2
1.4 dependencies 3
1.5 ASSUMPTIONS 4
1.6 Initial Project Risks Identified 5
2.0 Project Authority and Organizational Structure 6
2.1 Stakeholders 6
2.2 Project Governance Structure 7
2.2.1 Describe the organizational structure – Org Chart 7
2.2.2 Describe the role and members of the project steering committee 8
2.2.3 Organizational Boundaries, interfaces and responsibilities 9
2.3 Executive Reporting 9
3.0 Scope 10
3.1 Project Objectives 10
3.1.1 Business Objectives 10
3.1.2 Technical Objectives 11
Number 11
3.2 Project exclusions 12
3.3 Critical Success Factors 12
4.0 Project Deliverables and methodology 12
4.1 Project Management Life Cycle 12
4.1.2 Deliverable Approval Authority Designations 14
4.1.1 Project Management Deliverables 14
4.2 PRODUCT LIFE CYCLE 16
5.0 Project Work breakdown structure 17
5.1 Work Breakdown Structure (WBS) 17
5.2 Schedule allocation -Project Timeline 18
5.3 Project Budget 19
5.4 Project Team 20
5.4.1 Project Team Organizational Structure 20
5.4.2 Project Team Roles and Responsibilities 21
5.5 STAFF PLANNING AND Resource ACQUISITION 24
5.5.1 Project Staff 24
5.5.2 Non-Personnel resources 24
5.6 PROJECT LOGISTICS 25
5.6.1 Project Team Training 25
6.0 Project Management and Controls 25
6.1 Risk and issue Management 25
6.1.1 Risk Management Strategy 25
6.1.2 Project Risk Identification – 25
6.1.3 Project Risk Mitigation Approach 25
6.1.4 Risk Reporting and Escalation Strategy 26
6.1.5 Project Risk Tracking Approach 26
6.1.6 ISSUE MANAGEMENT 27
6.1.6.1 Internal Issue Escalation and Resolution Process 27
6.2 INDEPENDENT Verification And Validation - Iv&V 27
6.3 Scope Management Plan 27
6.4 Project Budget Management 28
6.4.1 Budget Tracking 28
6.5 Communication Plan 28
6.5.1 Communication Matrix 28
6.5.2 Status Meetings 28
6.5.3 Project Status Reports 28
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) 28
6.6.1 Baselines 28
6.6.2 Metrics Library 29
6.7 QUALITY OBJECTIVES AND CONTROL 29
6.7.1 quality Standards 29
6.7.2 Project and Product Review and Assessment 29
6.7.3 AGENCY/Customer Satisfaction 31
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS 31
6.8 CONFIGURATION MANAGEMENT 31
6.8.1 Version Control 32
6.8.2 Project Repository (Project Library) 32
6.9 PROCUREMENT MANAGEMENT PLAN 32
7. 0 Project Close 32
7.1 Administrative Close 32
7.2 Contract Close 32
AttachmentS 32
Revision History
Revision Number / Date / Comment1.0 / January 28, 2009 / Original Draft of Document
2.0 / June 24, 2009 / Updated for Implementation Phase Certification
2.1
2.2
Revision: 2.0 DoIT-PMO-TEM-020 ii of iii
Project Plan: New Mexico Interagency Behavioral Health Purchasing Collaborative
Data Warehouse
1.0 Project Overview
1.1 Executive Summary- rationale for the Project
The need for behavioral health services in New Mexico is increasing, as is the need to effectively manage these services through the use of appropriate metrics. Access to data trends and statistics is crucial for not only decisions that affect health services, but also to establish attainable performance measurements for these services. Currently, the data that is used to make critical decisions associated with behavioral health services is located in multiple systems. Unfortunately, this makes for inefficient management of information and complicates the decision-making process. To help solve this problem, a Behavioral Health Data Warehouse is crucial. This system will allow for more effective management of behavioral health programs, with consideration to the ever-increasing demands for service. A data warehouse would also provide the capability to make better decisions based upon trends and statistics.
The Interagency Behavioral Health Purchasing Collaborative (Collaborative) was created during the 2004 Legislature to allow most state agencies and entities involved in behavioral health treatment and recovery to work as one in an effort to improve mental health and substance abuse services in New Mexico. This cabinet-level group represents 15 agencies and the New Mexico State Governor’s Office. The Collaborative plans to build a fully operational data warehouse which will contain data on behavioral health clients served by many of the Collaborative Agencies. This data will ultimately be used for decision support, state and federal reporting, including the Governor’s BH Performance Measures, as well as ad hoc reports and other as yet undefined requests.
Warehouse development and delivery is successful when done as a set of small, highly-focused subprojects (increments).The data warehouse will be built incrementally and the project will be completed in phases; therefore the subprojects will be based on the specific data needs of each agency within the Collaborative. This document addresses Phase I which will be the receipt of four (4) years of behavioral health data (July 1, 2005 – June 30, 2009) from ValueOptions New Mexico (VONM). VONM is the contracted Statewide Entity (SE) and has been collecting Collaborative data for the past four years.
On December 18, 2008, a new SE was selected for New Mexico. OptumHealth New Mexico was the successful bidder and will be managing the combined funds of most publicly funded behavioral health services for the 15 state agencies and the Governor’s office that make up the Collaborative. Optum Health’s contract will begin July 1, 2009 and run through June 30, 2013. This makes the need to extract the data from VONM even more urgent as the contract with VONM will expire June 30, 2009.
1.2 funding and sources
Funding source / Amount / Associated Restrictions / ApproversDASIS (Drug & Alcohol Services Information System) Federal Contract.
Business Unit: 63000, Department: 7904000000/P767
Reporting Category: DASIS / $42,000 / To be spent in SFY 2009 and SFY 2010 / Human Services Department, Behavioral Health Services Division, Executive Manager
Data Infrastructure Grant (DIG)
Grant number 5HR1SM058118
Business Unit 05200, Department 7904000000
Reporting Category: HSDDIG09 / $17,990 / To be spent in FFY 2009 / Human Services Department, Behavioral Health Services Division, Executive Manager
Health Resources Services Administration (HRSA) Federal Grant FY ’08
Grant number HRSA 05-146; CFDA number 93-888 / $97,000
(previously spent on hardware/
software) / Was spent in 2008 / Human Services Department, Behavioral Health Services Division, Executive Manager
Total / $156,990.00
1.3 constraints
Number / Description1 / Funding: For the current fiscal year, the confirmed funding is $42,000 of funds from the federal DASIS Contract and $17,990 from the Data Infrastructure Grant (DIG). Other possible federal funding sources include the State Outcomes Measurement and Management System (SOMMS), and the National Institutes of Mental Health (NIMH) grant; however, these other sources have not been confirmed as of this writing.
2 / IT Staff Resources: Most of the business objectives rely on implementing reports, a labor intensive activity. Depending on how much of the reporting needs must be pre-defined; it is unclear at this time the pace at which reports can be designed and delivered and whether that will meet the customer expectations. Currently, one of the staff resources is funded by grant funds that run out in early FY11. It is critical that we find State General Fund dollars to continue funding this position into the future.
3 / Timeline: VONM was not awarded the new contract. The state must obtain the past four years of good, reliable data before their current contract ends on June 30, 2009. As of this writing, the state has received four data feeds from VONM. The state is expecting three additional data refresh feeds from VONM.
4 / Transition Plan: Since the announcement of the award to OptumHealth, significant staff attrition has already occurred at VONM. It is critical that the BHC DW project have access to the right resources at VONM in order for this project to be a success.
5 / Infrastructure Support: The project is dependent upon the network support resources available from HSD-ITD and other Collaborative member agencies. As a result of the state’s current financial situation, it is unclear as to how fully staffed the project will be. In April, 2009 $18K of Data Infrastructure Grant (DIG) funds became available for this project and were certified by the PCC. These funds are being used for a contract for Systems Administration Support.
1.4 dependencies
NUMBER / DESCRIPTION / TYPE M,D,E1 / Dependent upon federal monetary awards. / E
2 / Dependent upon purchase of appropriate hardware and software. / E
3 / Dependent upon purchased hardware and software being installed and configured properly. / M
4 / Dependent upon full cooperation of VONM. / M
5 / Dependent upon completed documentation from VONM for data fields. / M
6 / Dependent upon continued availability of state resources during a monetary crisis and hiring freeze. / M
7 / Dependent upon timeliness and quality of data received from the Statewide Entity. / M
8 / Dependent upon Collaborative member agencies defining their priority reporting needs as well as the Collaborative as a whole defining its overall priorities. / D
9 / Dependent upon specific expertise being available when needed; i.e. systems administration support / M
1.5 ASSUMPTIONS
NUMBER / DESCRIPTION1 / There will be adequate resources for the initiation, planning, and implementation phases of this project, including the Project Manager, the database analyst, a technical lead/application developer, and technical resources.
2 / The project team will have the proper software and hardware tools to accomplish essential and necessary tasks.
3 / The NMDoIT will approve the project.
4 / The subject matter experts will be ready and available on schedule.
5 / VONM’s data will be similar in structure to those anticipated.
6 / Phase One of the project will be completed in the time assigned.
7 / The development, test, and production environments will be sufficient for the work to be completed.
1.6 Initial Project Risks Identified
Risk 1 – SE Reduction in WorkforceDescription: Data staff from VONM who work with the data transition will no longer be available due to VONM’s loss of the statewide entity contract. / Probability: Expected / Impact: Low
Mitigation Strategy: Ensure there is a transition plan in place to turn the tasks of the data deliverables over to remaining corporate staff at VONM. The plan should include sources of information for contact and communication as well as coordination of remaining deliverables.
Contingency Plan: Receive all the behavioral health data collected by VONM before they leave the state.
Risk 2 – Size of data
feeds
Description: The temporary development database server currently being used is at capacity. / Probability: Expected / Impact: Low
Mitigation Strategy: Deploy the BHDW equipment once the Systems Administration contract is finalized
Contingency Plan: None
Risk 3 – Funding
Description: Some funding has been received; however limited funds are available for future project expansion. / Probability: Possible / Impact: Low
Mitigation Strategy: Federal Grant Funds for the project have been applied for and funding is anticipated.
Contingency Plan: Request funds from the Collaborative, state legislature or other funding sources.
2.0 Project Authority and Organizational Structure
2.1 Stakeholders
name / Stake in Project / Organization / TitleUS Department of Health and Human Services (HHS) / Federal financial participation. Expectations related to federal reporting requirements. / Substance Abuse and Mental Health Services Administration (SAMHSA)
New Mexico Legislature/Governor / Governor’s/legislative performance measures. Funding allocation.
New Mexico Behavioral Health Collaborative / Data driven decision making. Resource allocation. / Cabinet secretaries from member agencies.
Consumers of Behavioral Health Services / Improved behavioral health data for advocacy and system improvement. / Behavioral Health Planning Council, Local Collaboratives
Linda Roebuck / Executive Sponsor / New Mexico Behavioral Health Collaborative / Chief Executive Officer
Bill Belzner / Business Owner / New Mexico Behavioral Health Collaborative / Deputy Chief Executive Officer
Terri Gomez / Technical Sponsor / Human Services Department-Information Technology Division (HSD-ITD) / Chief Information Officer
Debra Saiz / Project Manager / HSD-ITD / IT Lead for Behavioral Health
Collaborative Data Warehouse Steering Committee / Linda Roebuck
Bill Belzner
Terri Gomez
Carol Thomas-Gravel
Julie Weinberg
Mike Estrada
Patrice Perrault
Debra Saiz / · HSD BHC
· HSD-BHSD
· HSD-ITD
· HSD-MAD
· CYFD
· NMCD
2.2 Project Governance Structure
2.2.1 Describe the organizational structure – Org Chart
Project stakeholders have been directly involved in the process of defining Phase One of the project’s scope and parameters. The project’s Steering Committee and Data Group are comprised of individuals all whom have a specific business interest in the project’s deliverables.
As a method of communication, the Steering Committee meets bi-monthly where the committee receives updated information about the status of the project. Solutions to issues that arise during the life cycle of the project are addressed as soon as possible either at these meetings, by email or telephone communication. The Steering Committee Organizational Chart is displayed on the next page.
The Data Group focuses on the data needs and a successful transition of the data from ValueOptions to the Behavioral Health Data Warehouse. The method of communication for the Data Group is weekly meetings, email and telephone conference calls.
The Technical Group provides guidance regarding the implementation and management of the technical infrastructure for development, test, and production environments for the data warehouse. The method of communication for the Technical Group is through scheduled meetings and email correspondence.
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Project Plan: New Mexico Interagency Behavioral Health Purchasing Collaborative
Data Warehouse
2.2.2 Describe the role and members of the project steering committee
The Steering Committee consists of management grade personnel. It is responsible for overseeing the progress of the project and responding to any strategic problems as they arise. The committee is involved from project planning and initiation including development of the project definition in concurrence with the Project Manager. Once the project is initiated, the committee actively reviews the project’s progress. In addition, the Committee will negotiate through delicate diplomatic areas of the project.