DFA CAFR Reporting Project
PROJECT MANAGEMENT PLAN
(PMP)
Executive Sponsors –Tom Clifford, DFA Secretary; Ricky Bejarano, Deputy Secretary and Controller; Darryl Ackley, DoIT Secretary
Business Owner – Maurice McAlister, DFA Audit and Vendor Relations Bureau Chief
Project Manager – Michael Chmura, SHARE Special Projects Leader
Original Plan Date: November 11, 2014
Revision Date: November 17, 2014
Revision: 2.0
Project Management Plan for DFA CAFR Reporting Project
Revision History
Preparing the Project Management plan
About This Document
Project Oversight Process Memorandum – DoIT, July 2007
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
Major Project Deliverable and Performance Measure
Due Date
Project Phase
TOTAL
5.3 Project Budget
Major Project Deliverable and Performance Measure
Due Date
Project Phase
TOTAL
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
6.7.3 Agency/Customer Satisfaction
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
Revision History
Revision Number / Date / Comment1.0 / 11/11/2014 / Initial Document
2.0 / 11/17/2014 / Revisions for PCC meeting
2.1
2.2
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.
Revision: 1.0DoIT-PMO-TEM-0201 of vi
Project Management Plan for DFA CAFR Reporting Project
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.
1.1Executive Summary- rationale for the Project
NMSA 1978, Section 6-5-4.1requires the Financial Control Division (FCD) of the Department of Finance and Administration (DFA) to compile a comprehensive annual financial report (CAFR) on behalf of the State of New Mexico. FCD currently prepares the CAFR utilizing an extraordinarily manual and archaic process. FCD manually compiles financial data from 143 business units and 1,200 funds to prepare the annual CAFR. The current process is inefficient, error-propone and untimely. During the 2014 Legislative Session, FCD requested and received funding for an automated financial reporting software package. The financial reporting software will integrate existing data sources residing in SHARE (FIN and HCM) into a single, secure financial reporting platform. Once the data has been collected, the CAFR team can prepare various financial statements and narrative disclosures utilizing the automated financial reporting software, which will enhance data integrity, transparency, timeliness, security, oversight, controls and audit trails over the CAFR compilation process.
The current manual process used in compiling the CAFR is archaic, extraordinarily cumbersome and manual. The overall process increases the risk of uncontrolled, multiple versions of spreadsheets and unsecured text documents, which in turn lead to data integrity issues, audit concerns and inefficiency. Numerous individuals are involved in the compilation of the CAFR and the data is derived from numerous multiple sources; complex procedures are required to reconcile numbers with little or no controls in place and limited audit trails.
The existing process makes it difficult for management to review the status of the CAFR. Furthermore, it is difficult or impossible for auditors to confirm that proper controls were in place, and that the appropriate levels of approvals were given during the CAFR compilation process. The process also relies on Agencies audit reports to prepare the CAFR. The State of New Mexico spends approximately $5 to $7 million dollars annually on individual agency audits. The use of financial reporting technology will aid in eliminating the need for individual agency audits and potentially save the state millions of dollars annually by automating the CAFR compilation process.
Hyperion is a web-based financial consolidation and reporting application and is part of the Oracle product family. It has delivered integration with PeopleSoft FSCM (SHARE Financials). Hyperion provides finance organizations the ability to consolidate and report financial results in order to meet regulatory and management reporting requirements. The State of New Mexico purchased Hyperion as the selected application for CAFR preparation. DoIT will host and support the Hyperion application.
CAFR Reporting: The requisite financial reporting information for the CAFR will be loaded into Hyperion and the CAFR preparation will be performed in Hyperion.
Benefits of using Hyperion include:
- Automated and streamlined CAFR compilation processes: this provides security, period-to-period information rollover, audit trails and workflows, which drive an efficient, effective and timely CAFR preparation process.
- Direct integration of SHARE data sources: the financial data reported in the CAFR matches the source data.
- Improved transparency and oversight: this provides a clear and comprehensive assessment of the State of New Mexico's financial condition in a timely manner.
- Enhanced Internal controls and audit processes: this provides a comprehensive set of embedded internal controls to verify and validate that proper steps are being followed and that the financial data is credible and reliable. Specific disclosures can be linked directly to supporting documentation for easy reference. Edit checks, used-based security and continuous controls monitoring eliminate the risk of material weaknesses and help achieve a clean audit opinion.
- Business rules and validation: this creates business rules and schedules tests against those rules to prevent errors during the aggregation of financial data In the CAFR.
- Reduced workload for CAFR personnel through more efficient processes: Reduction in overtime hours and reduced CAFR preparation time.
The project will focus on the following business processes:
PROCESS / DESCRIPTIONAnnual CAFR Preparation / The creation of the State’s CAFR through the consolidation of financial information from SHARE, BANNER, and Excel Spreadsheets.
1.2 funding and sources
Source / Amount / Associated restrictions / ApproversFY 2014-16 – L14 2S C63 S007 I005 - DFA SPECIAL Appropriation / $500,000.00 / None / Ricky Bejarano
TBD / $1,200,000 / TBD
1.3 constraints
Constraints are factors that restrict the project by scope, resource, or schedule.
Number / DescriptionC-001 / Availability of the appropriate team members from DoIT, DFA, and other agencies to participate on project
C-002 / Completion of the project within the funding appropriations period
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-001 / A Contract with the selected systems integrator needs to be finalized / M
D-002 / One non-production HYPERION environment, dedicated to the project, needs to be made AVAILABLE for the project / m
D-003 / agency and COMPONENT units will REQUIRE modification to their processes and interfaces / m
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Number / DescriptionA-001 / agencies and COMPONENT units will be able to meet DEADLINES ASSOCIATED WITH the project
A-002 / documentation and training REQUIRED WILL be completed by the project team
A-003 / hyperion delivered processes and FUNCTIONALITY will be used whenever possible
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.
Risk 1
A delay in procuring or contracting could push delivery dates into contention with the timeline for producing the Fiscal Year 2015 CAFR. / Probability: Possible / Impact: HighMitigation Strategy: Procure and contract in a timely manner in order to start the project in December 2014.
Contingency Plan: Revise planned delivery dates in order to accommodate procurement delays.
Risk 2
Inability to obtain the requisite funding in a timely manner could cause project delays. / Probability: Possible / Impact: HighMitigation Strategy: Obtain the requisite funding by February 1, 2015.
Contingency Plan: Revise planned delivery dates in order to accommodate funding delays.
Risk 3
Reliance on outsourced resources to accomplish project goals / Probability: Expected / Impact:Outside consultants bring industry expertise and best practices. Costs are increased.Mitigation Strategy:Critical project tasks include State resources for knowledge transfer. Agency leadership will closely monitor and manage outside contractor teams.
Contingency Plan: Monitor situation closely and utilize all functionality available. Hire contractors for only short term needs.
Risk 4
Availability of State staff with the requisite capacity and capabilities. / Probability: Expected / Impact: Schedule will be delayed, costs may increase and project may not receive the thought and testing required for smooth transition into production/implementation.Mitigation Strategy: Supplement DFA staff with subject matter experts. Examine current CAFR staff pertaining to capacity and capability. Exercise appropriate staffing actions to build the team (e.g., hire additional staff, train current staff).
Contingency Plan: Monitor closely the workload and personnel assignments. Utilize outside resources if budget will accommodate.
Risk 5
Maintaining project focus as a priority in light of the numerous SHARE projects and initiatives that are underway. / Probability: Possible / Impact: MediumNeed to limit focus to AR only and avoid temptation to expand functionality.
Mitigation Strategy: Define resource commitments during the project planning process. Monitor resource availability and commitment levels across multiple projects, which may compete for resources.
Contingency Plan: Obtain additional funding to expand scope to include additional functionality.
Risk 6
Organizational readiness and staff flexibility / Probability: Possible / Impact: HighMitigation Strategy: Communicate early and often. Include staff in the project and provide adequate training.
Contingency Plan: Back-fill key State resources in order to allow staff to participate in the project.
Risk 7
Agencies and Component Units are unable to meet technical development deadlines / Probability: Possible / Impact: HighMitigation Strategy: Communicate early and often. Include staff in the project and provide adequate training. Provide information to technical staff as early in the project as possible.
Contingency Plan: Obtain additional technical resources.
Risk 8
Availability of Hyperion environments and infrastructure at the onset of the project. / Probability: Possible / Impact: HighMitigation Strategy: The contract with the selected systems integrator includes two months of hosted environments.
Contingency Plan: Revise planned delivery dates in order to accommodate contract delays.
Risk 9
Scope changes may impact the timely completion of project task or cause rework. / Probability: Possible / Impact: HighMitigation Strategy: Identify and monitor scope changes, and follow the change control process. Closely monitor and manage scope changes that may impact the schedule and/or budget.
Contingency Plan: Monitor situation closely to limit scope change. Revise planned delivery dates in order accommodate scope changes approved by the appropriate parties.
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.
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 / Agency / TitleDarryl Ackley / Overall responsibility for State systems / DoIT / Cabinet Secretary
Ricky Bejarano / overall responsibility for financial reporting and controls (Financial Accounting, Cash, and AP controls) / DFA / STate Controller
Tom Clifford / Overall responsibility for control Agency / DFA / Cabinet secretary
Reese Mcalister / overall responsibility for dfa payables operations / dfa / DFA AUDIT AND VENDOR RELATIONS BUREAU CHIEF
Bonnie Romero / overall responsibility for financial ACCOUNTING and reporting / dfa / DFA STATEWIDE FINANCIAL ACCOUNTING AND REPORTING BUREAU CHIEF
TBD / state agencies representatives / various agencies
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
Members of the Steering committee members not yet finalized but will include the Stakeholders listed in 2.1 along with the State Treasurer (or his representative). Membership will reflect the organizations that will be affected by the New Mexico Statewide Immunization Information System Hosting, Maintenance, and Support Project.
The Steering Committee is chartered to provide governance over the direction and support of the project and is chaired by the Project Director Ricky Bejarano. The Steering Committee member responsibilities include:
- Attend and participate in meetings
- Review and accept deliverables
- Review presented documentation
- Balance larger picture versus detail of project
- Assist with issue resolution for issues requiring escalation to the Committee
- Review project funding and expenditures
- Champion the project
- Contribute to lessons learned
2.2.3 Organizational Boundaries, interfaces and responsibilities
Use this section to describe any special considerations 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
The Project Team will work closely with the Department of Information Technology for contracting and amendment review and approval, project status reporting, and technical oversight.
2.3 Executive Reporting
Meeting agendas and supporting documentation will be provided using the following software packages: Microsoft Word, Excel, PowerPoint, Outlook and Project. Every attempt will be made to publish documents no later than 2 days prior to the next regularly scheduled meeting. Any meeting called should have an agenda, attempt to start and finish on time. The time allocated to each agenda topic will vary depending on the depth of issues to be covered. Items not able to be covered within the meeting time and accepted to be postponed may be added to the next standing meeting’s agenda or may require a special meeting.