Adult Protective Services System
(APSS)
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsor – Michael Spanier
Business Owner – Kathleen Hart
Project Manager – Patricia Barton andReuben Villanueva
Original Plan Date: January 15, 2008
Project Management Plan for Adult Protective Services System
Revision History
Preparing the Project Management plan
About This Document
Project Oversight Process Memorandum – DoIT, July 2007
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
1.6Initial 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
5.5 STAFF PLANNING AND Resource ACQUISITION
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
AttachmentS
Revision History
Revision Number / Date / Comment1.0 / July 27, 2007 / DoIT Project Management Office Revision
2.0 / January 15, 2008 / ALTSD changes for APSS project
2.1 / March 18, 2008 / APSS changes and corrections
2.2 / April 28, 2008 / APSS changes and corrections
2.3 / May 6, 2008 / Assumption 8; Major updates to risks; sections 5.3, 6.1, 6.1.1, 6.1.4, 6.1.5, 6.1.6.1, 6.1.6.2, additions to 6.3, 6.3.1.2, 6.5.1, 6.6.1, 6.7.2, 6.7.3, 6.7.4
2.3b / May 19, 2008 / Add H structure to communication plan;Added roles to the participant table
2.4 / May 27, 2008 / Added Harmony change and configuration as adopted at meeting on 5/20; accepted all changes
2.5 / August 18, 2008 / Added descriptions to section 4.11
2.6 / October 20, 2008 / Updated PMP and reviewed all changes
Preparing the Project Management plan
The workbook for preparation of the Project Management Plan is built around helping the project manager and the project team to use the Project Management Plan in support of successful projects. Please refer to it while developing this PMP for your project.
About This Document
Project Oversight Process Memorandum – DoIT, July 2007
“Project management plan” is a formal document approved by the executive sponsor and the Department and developed in the plan phase used to manage project execution, control, and project close.
The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost and schedule baselines.
A project plan includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management.
“Project manager” means a qualified person from the lead agency responsible for all aspects of the project over the entire project management lifecycle (initiate, plan, execute, control, close).The project manager must be familiar with project scope and objectives, as well as effectively coordinate the activities of the team.In addition, the project manager is responsible for developing the project plan and project schedule with the project team to ensure timely completion of the project.The project manager interfaces with all areas affected by the project including end users, distributors, and vendors.The project manager ensures adherence to the best practices and standards of the Department.
“Project product” means the final project deliverables as defined in the project plan meeting all agreed and approved acceptance criteria.
“Product development life cycle” is a series of sequential, non-overlapping phases comprised of iterative disciplines such as requirements, analysis and design, implementation, test and deployment implemented to build a product or develop a service.
1
1.0 Project Overview
The Project Overview sets the stage for the details of the project and begins the “story” of the project and plan.
Executive Summary - rationale for the Project
In July 2005, the Adult Protective Services (APS) Division was transferred to the Aging and Long-Term Services Department (ALTSD) from the Children, Youth and Families Department (CYFD).
The scope of this project is to implement a new Adult Protective Services application for ALTSD through an industry standard hosted solution.
ALTSD is to assume operational support of the APS program from CYFD including APS related information technology infrastructure.Currently APS is being managed through the use of the Family Automated Client Tracking System (FACTS) that supports Child Protective Services (CPS), a legacy system hosted by CYFD.
A Joint Powers Agreement (JPA) was entered into between ALTSD and CYFD to coordinate all aspects of the transfer of APS. The JPAstates that the APS will continue to use CYFD’s FACTS to track, assess and make a determination of abuse and neglect for adult cases, until ALTSD is able to acquire its own IT system. The JPA requires that ALTSD shall obtain and implement a new system.
The Adult Protective Services System (APSS) will be a comprehensive data tracking system.It will include accurate statistics reporting on the incidence of adult abuse, neglect and exploitation. These resources will allow the agency to identify and justify improved business management opportunities for our clients.
1.2 funding and sources
Source / Amount / Associated restrictions / ApproversLaws 2007, Chapter 28, Section 7, Item 17 / $400,000.00 / DoIT
Laws 2007, Chapter 28, Section 4 / $17,785.00 / iNCLUDED IN BASE BUDGET / N/A
Laws 2008, Chapter 3, Section 4 / $253,000.00 / Includedin base budget / N/a
1.3 constraints
Constraints are factors that restrict the project by scope, resource, or schedule.
Number / DescriptionCON-01 / Budget – $400,000.00 was appropriated from Laws 2007, Chapter 28, Section 7, Item 17.Another $253,000.00 will need to be budgeted from APS base budget for training and close-out.
CON-02 / Synergy/Harmony merger – Changes in available Commercial Off The Shelf (COTS) offerings.
CON-03 / Harmony COTS will not be ready for testing until November 3, 2008.
CON-04 / System “modules” – The Financial module will be included as the first enhancement after initial deployment.
CON-05 / ALTSD has been provided with a Systems Transformation Grant from the federal government.The grant is for the integration of all databases within ALTSD.The proposal recommended using Synergy Software for this integration and was approved.
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
DEP-01 / APS business processes. / M
DEP-02 / Synergy/Harmony 100 day assessment (merger). / E
DEP-03 / Timely approval of contracts. / E
DEP-04 / Harmony completing their work in a timely manner. / M
DEP-05 / Funding rollover. / E
DEP-06 / JPA and deadlines.JPA with CYFD has been renegotiated until July, 2009. / E
DEP-07 / New version of Harmony. / M
DEP-08 / User testing. / M
DEP-09 / Timely release of project funds. / E
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Number / DescriptionASSUM-01 / The new version of the COTS solution will be available in November 2008.
ASSUM-02 / The Synergy/Harmony merger will occur after the 100 day assessment period.
ASSUM-03 / The Harmony COTS solution will be .Net based.
ASSUM-04 / All work from Harmony will be completed with no contingencies.
ASSUM-05 / The new system will be 100% functional with the exception of the payment module.
ASSUM-06 / Staffing will remain consistent throughout the project.
ASSUM-07 / The CHORUS functionality of Harmony APSS is out of scope of this project.
ASSUM-08 / Data migration to the APSS application is not in scope within the Harmony contracts.
1.6Initial 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.
Risk 1 – Project Team Inexperience
Description – Project Team inexperience in COTS implementation, project management and with the Harmony application. / Probability: Possible / Impact: HighMitigation Strategy: Provide appropriate training and supplement with the expertise of contractors.
Contingency Plan: Procure training and consulting services.
Risk 2 –Project Management Inexperience
Description – Lack of Project Management Staff. / Probability: Expected / Impact:MediumMitigation Strategy: Contract with an experienced Project Manager dedicated to the APS project.
Contingency Plan:Procure the services of an experienced Project Manager.
Risk 3 – Impact of the Harmony/Synergy Merger
Description – Change associated with the merger of the software vendors. / Probability:Expected / Impact:MediumMitigation Strategy:As a negative risk - Request and receive assurances that existing agreements, commitments, and software quotes for APSS are still binding and valid.Closely monitor Harmony project activities.
As a positive risk – work closely with the merged vendor to enhance interoperation of vendor products (Harmony Beacon, SAMS) and the customization of the initial framework for NM APS needs.
Contingency Plan:Invoke the change management process to consider the original Harmony product (SAMS) or extending the project deadline.
Risk 4 – Technical and functional requirements from the 2006 Optimos documents
Description –The Optimos technical requirements represent APS operations within the FACTS framework as of 2006. / Probability:Likely / Impact:LowMitigation Strategy: ALTSD is in possession of the Optimos technical specification and infrastructure analysis from 2006.These requirements, process flows and documents will be taken to the next level of completeness (the AS-IS update process from early 2008) and then accepted by the APSS project’s governance board.The only process with changes is the Intake process, so other processes are current as of 2006.
Contingency Plan: Conduct emergency review of exception requirements, process flows and other documents with emergency, expedited review/approval with the governance board if appropriate.Adjust the project timeline.Coordinate with Harmony to address in the phases, depending on severity/priority.
Risk 5 – Configuration control of project documents and software code modules
Description – To assure synchronization of all project work and avert misunderstandings, formal project documentation must be maintained and time factored into project plans/schedules to maintain the documents.Configuration control must extend to Harmony managed processes, including controls of documents, software code and test plans/data. / Probability:Possible / Impact: HighMitigation Strategy:Maintain commitment of time by ALTSD IT and core team members to maintain current version of documentation for minutes of meetings, e-mails, deliverable related documents and notes of significance from informal meetings/discussions.Utilize the SharePoint site and the document publishing processes to control document updating.Review configuration control by Harmony for their project internal document tracking and for their software code check in/check out and migration processes.Harmony and the ALTSD APSS team should ensure that requirements are tracked through each stage.
Contingency Plan: Invoke the process in the communication plan to conduct an emergency review of document status.
Risk 6 – Competing priorities for project team members
Description – Project delays and quality decay can occur if project team member time commitments are shifted from the project to work on other tasks, including other internal projects.The impact can arise from APS, ALTSD IT, Harmony and other vendor availability contention. / Probability: Possible / Impact: MediumMitigation Strategy:At each core team and steering committee meeting, clarify and reemphasize project priorities and reconfirm committed hours for the project.Sustain project focus via regular project status reporting, and forecast potential availability conflicts.Re-emphasize to management the need to maintain focus and hours of staff for success of the project.
Contingency Plan:Communicate the incident to the core team for immediate intervention.Escalate via the project governance structure as appropriate.Borrow resources from the enterprise at large as possible.Communicate the time, quality, resource and cost impact of the event and any residual or secondary risks that can arise.
Risk 7 – Need realistic and timely project scheduling
Description – The initial project schedule needs to mesh closely with the separately created Harmony schedule.The schedules should realistically delineate the tasks required meet the high level project milestones (pilot SE region in the 4Q08, with subsequent deployments following that).The targeted completion timeframe is January, 2009. / Probability: Likely / Impact: HighMitigation Strategy:Develop the initial overall project schedule, modeled as COTs or package installation, with gaps for insertion of the Harmony schedule which is due on 4/28/2008.Insert the Harmony schedule (MS Project external dependencies) into the overall schedule as soon as the former is available.Develop the WBS, and include within MS Project, tasking for non-Harmony deliverables (for training, payments processing, data migration and deployment at the pilot sites).Review overall schedule, current progress, forecast for the next immediate milestones, and the project critical path at each core team and steering committee meeting.Utilize an 80/20 analysis to list tasks that have the greatest likelihood of occurrence and the severest impact.Regularly review the projected project deadlines and reassess likelihood of completion by that date.
Contingency Plan:Initiate crash path analysis to identify candidate tasks to get back on schedule.If a delay becomes inevitable, communicate with the project teams and executive sponsorship to remediate via scope or schedule adjustment.
Risk 8 – Implementation of APS business objectives within the Harmony framework
Description – Impact:missing key functionality for APS use; poor or delayed adoption of the new application.Triggering event:business objectives missed during joint application mapping (JAM) sessions with Harmony; key business objectives deferred due to inability to fit within the Harmony framework / Probability:Possible / Impact:HighMitigation Strategy:Include a cross section of the APS constituency within the ongoing project teams and for attendance at the Harmony kickoff meeting, the JAM sessions and application walkthrough.Complete the AS-IS assessment of the current APS work flow and narrative prior to the JAM sessions.Conduct pre-JAM reviews prior to the start of the JAM sessions.Coordinate for staggered and early receipt of Harmony summary of the JAM sessions prior the scheduled delivery date from Harmony to afford APS a longer period of time to review and clarify.Establish a freeze date (7/2/2008) for specifications and manage to that date.
Contingency Plan:Invoke the communication plan’s escalation path to coordinate with the steering committee, executive sponsorship, and Harmony to develop a work-around or to identify a strategy for inclusion of the business objective in a later phase.Resultant actions to factor in severity and impact of an occurrence, and any residual or secondary risk.
Risk 9 –Sustaining levels of communication
Description – Triggering event:communication lapses among stakeholders and project participantsImpact:Poor readiness for organization change as the new application is made available; residual resistance to change in the APS community at large; weakened feedback loop for potential issues or problems in use/implementation / Probability:Possible / Impact:High
Mitigation Strategy:Continue to involve stakeholders in all project communications.Review key project communications (decisions, actions, issues, risks, schedule, requirements, and exceptions) at a high level at regularly scheduled meetings.Conduct regular project management reviews (ATLSD IT, Harmony weekly status reports) to review project health.Establish ongoing communications, such as newsletters, e-mails, project updates at agency meetings.Schedule quality reviews or walk through of project user manuals to maximize usability.Establish a feedback mechanism for the APS community at large.Schedule a lessons learned review following each pilot implementation in preparation for the next pilot site.
Contingency Plan: Schedule a meeting to define the problem in communication and identify action items to address.Remediate per the communication plan.
Risk 10 – Utilization of the APSS
Description – Triggering event:Lapses in planning for and execution of training, transition and knowledge transfer plansImpact:Incomplete adoption and knowledge of how to use the features in the APS, ultimately affecting APS service delivery.Continued reliance on the FACTS application. / Probability:Possible / Impact:High
Mitigation Strategy:Develop a detailed WBS and project schedule for training, transition, knowledge transfer and deployment of the APSS.The ATLSD IT staff has completed training on Harmony system administration; the Harmony supporting tools (SupportForce, SharePoint), and the Harmony application.Harmony has provided full documentation for use of the application and supporting tools.Trainers will remain in the pilot region for a week and will initiate pilot phases with a refresher course of training.
Contingency Plan:Conduct emergency re-training.Have APS senior personnel conduct re-training.
Risk 11 –Business process standards, procedures, workflows adopted prior to training