Executive Sponsor Duffy Rodriguez

LGDBMS Project

PROJECT MANAGEMENT PLAN
(PMP)

Executive Sponsor – Duffy Rodriguez

Business Owner – Rick Lopez

Project Manager – Elizabeth Jaramillo

Original Plan Date: August 14, 2007

Revision Date: January 17, 2017

Revision: 2.4

Project Management Plan for [Project Name]

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

1.6 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

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: 1.0DoIT-PMO-TEM-0201 of vi

Project Management Plan for [Project Name]

1.0 Project Overview

1.1EXECUTIVE SUMMARYRATIONALE FOR the Project

Local Government Division (LGD) Budget Finance Bureau (BFB) currently assists 33 counties, 106 municipalities and nearly 300 special districts in the collecting, reporting and planning of all financial information related to their projects pursuant to statutory requirements of 6-6-2, NMSA 1978.

BFB’s current system is comprised of the use of Microsoft Excel spreadsheets, email, and fax. When first established, the use of Excel met the needs of BFB; however, as time has progressed the number of local public bodies has grown and reporting requirements have grown and become more stringent, the need for an enterprise level solution is required.

The system in its current state has forms that cannot provide validation, can easily be manipulated by anyone, cannot validate that the appropriate personal are approving reports, and does not provide user authentication. BFB staff currently spend a considerable amount of time reviewing, validating, and approving financial data as it relates to budgets and financial reports.

The new enterprise level solution will not only address the aforementioned needs, but will also allow for the standardization of a chart of accounts for more detailed reporting which will in turn permit better reporting to senior management, legislative committees and members who are responsible for the approval of these critical funding decisions. Quicker response times by those entities as they can upload data in a “flat file” format using a secure authentication method. Implementation of a new system will also allow BFB analysts to dedicate more quality time toward evaluation and more meaningful oversight and prevention of financial deterioration.

The first phase of this project involves developing the three core modules:

1. Annual budget capture
2. Budget adjustment requests
3. Financial reporting

The future phases of the project will include the ability for entities to upload data in a “flat file” format using a secure authentication method.

Failure to upgrade to and enterprise level database will result in maintaining existing security vulnerabilities to financial data, the high risk of data being lost or can be manipulated and improper reports being provided to senior management, legislative committees and members.

1.2 funding and sources

1.3 constraints

Constraints are factors that restrict the project by scope, resource, or schedule.

1.4 dependencies

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

1.5 ASSUMPTIONS

Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.

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.

Executive Support

Scope Creep

Local Government Cooperation

Owner Support

Executive Turnover

Application Security

2.0 Project Authority and Organizational Structure

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.

2.2 Project Governance Structure

2.2.1 Organizational Structure

The Following Diagrams

• Depicts the Steering Committee and interaction between the Steering Committee, the Project manager and the rest of the Project Team.

2.2.2 Describe the role and members of the project steering committee

The steering Committee consists of management grade personnel. The Committee 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 projects progress. In addition, the Committee will negotiate through delicate diplomatic areas of the project.

The Project Steering Committee Consists of:

Duffy Rodriguez, Cabinet Secretary Designate

Stephanie Schardin Clarke, Deputy Cabinet Secretary

Lizzy Vedamanikam, Chief Financial Officer

Eric T. Riggs, Deputy Chief Financial Officer

Joseph Baros, Jr., Chief Information Officer

Rick Lopez, LGD Director

Michael Mariano, LGD Acting Deputy Director

2.2.3 Organizational Boundaries, interfaces and responsibilities

The Steering Committee is chartered to provide governance over the direction and support of the project.

The Steering Committee member responsibilities include:

• Attend and participate in meetings as necessary.
• Acceptance of IV&V reports from Burger, Carrol & Associates, Inc.
• Assist with issue resolution for issues requiring escalation to the Committee.
• Approval and Acceptance of Issues and Risk Logs
• Approval and Acceptance of Deliverables

2.3 Executive Reporting

The Steering Committee will meet atfrequent intervals based on their project tasks. In between meetings, the Project Manager sends pertinent emails to project staff and committee members as needed. This process will be summarized on an as needed basis to distribute to the Executive Sponsors, Collaborative stakeholders as appropriate, and to the Department of Information Technology.

For all project tasks that require Department oversight, the lead agency project manager shall submit an agency approved project status report as needed to that particular Department.

3.0 Scope

3.1 Project Objectives

3.1.1 Business Objectives

To assist officials and employees of local public bodies in New Mexico to maintain budget and fiscal integrity.

3.1.2 Technical Objectives

3.2 Project exclusions

1. Spreadsheet upload
2. Custom Reporting Tool
3. Comment Tracking

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.

4.0 Project Deliverables and methodology

4.1 Project Management Life Cycle

• Scope Definition
• Project Plan and schedule
• Resource requirements
• Weekly and Monthly Report Templates
• Risk and Issue Log Templates
• Project Management Procedures document (escalation process, issue resolution process)

• Requirements Document
• Fit / Gap Document
• Configuration Design
• TARC (Technical Architectural Review Committee) Approval
• Reports and Workflow Design
• Process Flow Design
• Configure and Build

• Test plan
• Testing and Defect Tracking Log
• Creating and using Test Scripts that mimic the established / created Business Process
• Unit Testing
• User Acceptance Testing

• Job Aids (User & Technical)
• Training Materials (User & Technical)
• Training Delivery (User & Technical)
• Knowledge transfer (Technical)

• Implementation of Plan and Schedule
• Implementation Issue(s) Tracking Log
• Cut-over

• On-site Support (Level 1, 2 and 3 defined)
• Off-site Support (Level 1, 2 and 3 Defined)
• Transition Plan
• Close-Out / Lessons Learned Report

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 Weekly Status Reports

4.1.1.2 Bi-Monthly IV&V Reports

4.1.1.3 Issues and Risks Logs

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 1 Project Management and Coordination

• Contractor shall organize and conduct Kick-off Meeting to identify all stakeholders, gather further clarification on Database Design in regards to process and data reporting, and provide input to DFA project management and team coordination on the work of the project.

• Contractor shall create and organize all DFA project documents included but not limited to: Project Management Plan, Project Schedule, and any Project PowerPoints

• The Contractor shall provide or make available online a weekly report on the activity and status of the project to the Procuring Agency.

• Contractor shall organize and maintain a log approved by the Procuring Agency with a unique number assigned to each issue, risk and decision. The unique number shall be provided by the Contractor to the Procuring Agency for reference and communication.

• Contractor shall maintain a milestone log of key accomplishments related to the project.

• Detailing lessons learned
• Issues related to build
• Staff participation
• Recommended next steps

• Project Plan
• Project Schedule
• Bi-Weekly Reports
• Activities Log
• Key Accomplishments
• Final Report

B.Deliverable Number 2 – Database design and User Interface Mock-up