PED-Professional Licensure Modernization Bureau Project ... · Web view6/25/2020 · The...

PROFESSIONAL LICENSURE MODERNIZATION PROJECT

PROJECT MANAGEMENT PLAN (PMP)

EXECUTIVE SPONSOR – RYAN STEWART, ED.L.D., SECRETARY OF EDUCATION

BUSINESS OWNER - SEANA FLANAGAN, DIRECTOR, EDUCATOR QUALITY AND PROFESSIONAL LICENSURE

PROJECT MANAGER – LAURA EATON, PROJECT MANAGEMENT OFFICE, INFORMATION TECHNOLOGY BUREAU

ORIGINAL PLAN DATE: DECEMBER 13, 2019REVISED PLAN DATE: JUNE 18, 2020

Revision: 1.2

REVISION HISTORY.............................................................................................................................................. 4

1.0 PROJECT OVERVIEW................................................................................................................................... 5

1.1 EXECUTIVE SUMMARY.........................................................................................................................................51.2 FUNDING AND SOURCES......................................................................................................................................51.3 CONSTRAINTS....................................................................................................................................................61.4 DEPENDENCIES......................................................................................................................................................61.5 ASSUMPTIONS.......................................................................................................................................................71.6 INITIAL PROJECT RISKS IDENTIFIED.............................................................................................................................7

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................8

2.1 STAKEHOLDERS......................................................................................................................................................92.2 PROJECT GOVERNANCE STRUCTURE...........................................................................................................................9

2.2.1 Organizational Structure – Org Chart........................................................................................................92.2.2 The Role and Members of the Project Steering Committee.....................................................................102.2.3 Organizational Boundaries, Interfaces and Responsibilities....................................................................11

2.3 EXECUTIVE REPORTING..........................................................................................................................................12

3.0 SCOPE......................................................................................................................................................... 12

3.1 PROJECT OBJECTIVES............................................................................................................................................123.1.1 Business Objectives.................................................................................................................................123.1.2 Technical Objectives................................................................................................................................13

3.2 PROJECT EXCLUSIONS............................................................................................................................................133.3 CRITICAL SUCCESS FACTORS...................................................................................................................................13

4.0 PROJECT DELIVERABLES AND METHODOLOGY.............................................................................................14

4.1 PROJECT MANAGEMENT LIFE CYCLE........................................................................................................................144.1.1 Project Management Deliverables..........................................................................................................154.1.2 Deliverable Approval Authority Designations..........................................................................................194.1.3 Deliverable Acceptance Procedure..........................................................................................................23

4.2 PRODUCT LIFECYCLE.............................................................................................................................................234.2.1 Technical Strategy...................................................................................................................................244.2.2 Product and Product Development Deliverables.....................................................................................254.2.3 Deliverable Approval Authority Designations..........................................................................................274.2.4 Deliverable Acceptance Procedure..........................................................................................................28

5.0 PROJECT WORK........................................................................................................................................... 28

5.1 WORK BREAKDOWN STRUCTURE (WBS)..................................................................................................................28..............................................................................................................................................................................295.2 SCHEDULE ALLOCATION - PROJECT TIMELINE.............................................................................................................305.3 PROJECT BUDGET.................................................................................................................................................305.4 PROJECT TEAM....................................................................................................................................................31

5.4.1 Project Team Organizational Structure (OS)............................................................................................315.4.2 Project Team Roles and Responsibilities..................................................................................................32

5.5 STAFF PLANNING AND RESOURCE ACQUISITION.........................................................................................................355.5.1 Project Staff.............................................................................................................................................355.5.2 Non-Personnel resources.........................................................................................................................36

5.6 PROJECT LOGISTICS...............................................................................................................................................365.6.1 Project Team Training.............................................................................................................................36

6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................36

6.1 RISK AND ISSUE MANAGEMENT..............................................................................................................................36

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6.1.1 Risk Management Strategy.....................................................................................................................366.1.2 Project Risk Identification........................................................................................................................376.1.3 Project Risk Mitigation Approach............................................................................................................376.1.4 Risk Reporting and Escalation Strategy...................................................................................................376.1.5 Project Risk Tracking Approach...............................................................................................................386.1.6 Issue Management..................................................................................................................................38

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V...............................................................................................396.3 SCOPE MANAGEMENT PLAN..................................................................................................................................39

6.3.1 Change Control........................................................................................................................................396.4 PROJECT BUDGET MANAGEMENT............................................................................................................................40

6.4.1 Budget Tracking......................................................................................................................................406.5 COMMUNICATION PLAN........................................................................................................................................40

6.5.1 Communication Matrix............................................................................................................................406.5.2 Status Meetings.......................................................................................................................................416.5.3 Project Status Reports.............................................................................................................................41

6.6 PERMFORMANCE MEASUREMENT (PROJECT METRICS)................................................................................................416.6.1 Baselines.................................................................................................................................................416.6.2 Metrics Library........................................................................................................................................43

6.7 QUALITY OBJECTIVES AND CONTROL........................................................................................................................436.7.1 Quality Standards....................................................................................................................................436.7.2 Project and Product Review and Assessments.........................................................................................446.7.3 Agency/Customer Satisfaction................................................................................................................446.7.4 Product Deliverables Acceptance Process................................................................................................45

6.8 CONFIGURATION MANAGEMENT.............................................................................................................................466.8.1 Version Control........................................................................................................................................466.8.2 Project Repository (Project Library).........................................................................................................46

6.9 PROCUREMENT MANAGEMENT PLAN.......................................................................................................................46

7.0 PROJECT CLOSE............................................................................................................................................ 46

7.2 Administrative Close...................................................................................................................................467.3 Contract Close............................................................................................................................................47

ATTACHMENTS................................................................................................................................................. 48

A.1 WORK BREAKDOWN STRUCTURE DETAILS................................................................................................................48A.2 PROJECT SCHEDULE DETAILS..................................................................................................................................49

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REVISION HISTORY

REVISION NUMBER DATE COMMENT

1.0 12/05/2019 Original

1.1 12/13/2019 Final Draft

1.2 06/18/2020 Final Revised Draft

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1.0PROJECT OVERVIEW

1.1 EXECUTIVE SUMMARY

The capabilities required to support the Professional Licensure Bureau (Licensure) business processes were spread across a manual paper application process, a University of New Mexico maintained external facing web site, TEACHNM, internal SharePoint reports, and portions of Hyland’s OnBase application for document management and their key application for many years has resided on an AS400. The AS400 is nearing IBM’s end of support life in 2019. NMPED and NMPED’s Information Technology Bureau (IT) is going to upgrade the application used by Licensure, aligning to the NMPED’s future state architecture before the AS400 end of support.

The “Licensure System” was started in early 2019 to ward off maintenance costs, in excess of $300,000 a year. The Licensure team contracted with a state approved vendor to develop the replacement for the Professional Development Dossier (PDD) and On-line Portfolio for Alternative Licenses (OPAL) applications. These are the systems that teachers use to advance their licenses.

This project will migrate additional Licensure features onto the PDD/OPAL platform adding Educator Licensing, license lookup capabilities for districts, background check verification, document/artifact collection and storage.

The new Licensure System will replace paper licenses with digital, downloadable licenses, saving the State of New Mexico over $21,000 per year in costs to print and mail paper licenses. And will utilize responsive design capabilities to reach a broader audience of instructors.

1.2 FUNDING AND SOURCES

Below are the funding sources for the project.

SOURCE AMOUNT ASSOCIATED RESTRICTIONS

APPROVERS

FY20 LAWS OF 2019, CHAPTER 271, SECTION 7(32) $258,100

FY21 OTHER STATE FUNDS, LICENSURE. FUND: 39700,

BUD REF:121, CLASS: E0000 $25,000

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1.3 CONSTRAINTS

Below are the constraints that may restrict the project by scope, resources or schedule.

NUMBER DESCRIPTION

1 New system must be in production for School Year 2020, June 30, 2020.

1.4 DEPENDENCIES

Below are the mandatory, discretionary and/or external dependencies for the project.

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

NUMBER

DESCRIPTION TYPE M,D,E

1 New Mexico Department of Information Technology (DoIT) approval of simplified TARC (presentation in lieu of TARC System Design, Security Questionnaire, Business Continuity, Operations and Support documents).

M

2 DoIT Project Certification Committee (PCC) approval of combined Planning/Implementation certification.

M

3 Execution of New Mexico (NM) Statewide Purchase Agreements.

E

4 Complete full draft of contract for Planning/Implementation. M

5 Complete DoIT e-review of contract for Planning/Implementation.

M

6 NM State Department of Finance and Administration (DFA) contract approval for Planning/Implementation.

M

7 Agile methodology will be used to implement the system. D

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1.5 ASSUMPTIONS

Below are the assumptions for the project.

NUMBER DESCRIPTION

1 The new Licensure System will be built on top of the existing OPAL/PDD system.

2 Support for about 80 different policy based business rules will be implemented.

3 The reporting deliverable to include approximately 10 medium complex reports without any drill down capabilities.

4 NMPED IT will provide optimal hardware to support concurrent users.

5 Contractor will achieve optimal system performance by fine tuning program code and queries.

6 Contractor will work with NMPED IT team to provide the recommendations based on the projected number of users.

7 NMPED business team will provide/discuss requirements in order for timely completion of the project.

8 The migration of data from AS400 and OnBase tasks will take up to 5 weeks to complete with 2 development resources.

9 Optimal time will be spent in meetings for effective utilization of the resources.

10 Stakeholders remain fully engaged throughout the project life.

11 Decisions on any issues requiring approval will be made timely.

1.6 INITIAL PROJECT RISKS IDENTIFIED

This section identifies project risks and describes how each risk will be managed. Includes steps that will be taken to maximize activity that will result in minimizing probability and impact of each risk.

Risk 1 Stakeholder Participation

Description: If NMPED Project Sponsor and subject matter experts (SME) are not active

Probability: High Impact: High

Mitigation Strategy: Work with NMPED Project Sponsor to reinforce the significance of having active participation early and communicate the direction to the team.

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participants early in the development process it will add significant rework and impact the project schedule or quality.

Contingency Plan: The project management team will document and reinforce active participation of critical SMEs.

Risk 2 AS400 End of Support

Description: If the project is not completed by the time AS400 support stops, there could be catastrophic outages for Licensure.

Probability: Low Impact: High

Mitigation Strategy: In the project planning phase, the data migrations from the current AS400 system to the new system will take place before the AS400 end of life.Contingency Plan: NMPED IT can maintain AS400 post end of life support.

Risk 3 User adoption

Description: User adoption of new work flow process.

Probability: Low Impact: Medium

Mitigation Strategy: Involve team members early on, conduct meetings and demonstrations with the project team to plan for work flow changes.Contingency Plan: Work with NMPED business team to ensure buy-in strategies for new processes are established.

Risk 4 Payment Card Industry-Data Security Standard (PCI-DSS) compliance

Description: If NMPED does not obtain PCI-DSS compliance, Licensure System cannot accept online credit card payments from applicants.

Probability: Low Impact: High

Mitigation Strategy: NMPED will submit a request to certify for compliance will be made to the New Mexico Department of Finance and Administration’s State Board of Finance (SBOF), no later than January 2020. And will obtain and maintain PCI-DSS compliance so, it does not negatively impact the Licensure System online payment capability and/or availabilityContingency Plan: Manual payments will still be accepted by NMPED Licensure.

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.

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2.1 STAKEHOLDERS

Below is a list of major stakeholders along with their stake in the project. They are actively involved and/or may be positively or negatively affected as a result of project execution or project completion. And they may also exert influence over the project and its results.

NAME STAKE IN PROJECT ORGANIZATION

TITLE

Ryan Stewart, Ed. L.D.

Agency Head Sponsor

NMPED Cabinet Secretary

Seana Flanagan Executive Sponsor/ Business Owner

NMPED Director, Educator Quality and Professional Licensure

Jessica Green Business Owner NMPED Staff Manager Professional Licensure Bureau

Richard Trujillo Acting CIO Technology Owner

NMPED Acting Chief Information Officer (CIO)

Tomas Aguirre Systems Administration

NMPED Systems and Network Administration Manager

Mark DeCamp Project Management Office (PMO)

NMPED PMO Manager

Laura Eaton PMO NMPED Project Manager

NMPED Staff End User NM School Districts

Various

NM Educators End User NM School Districts

Various

NM Educators End User Private Schools, BIE Schools

Various

NM Applicants End User NM Applicants New Mexico Applicants

Vendor staff Various Vendor Various

2.2 PROJECT GOVERNANCE STRUCTURE2.2.1 ORGANIZATIONAL STRUCTURE – ORG CHART

Below is the project governance organization structure. Update chart

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2.2.2 THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE


TITLE

Ryan Stewart, Ed. L.D.

Agency Head NMPED Cabinet Secretary

Adan Delgado Executive Steering Committee Member

NMPED Deputy Secretary

Gwen Perea Warniment

Executive Steering Committee Member

NMPED Deputy Secretary

Richard Trujillo Executive Steering Committee Member

NMPED Acting Chief Information Officer (CIO)

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TITLE

Seana Flanagan Executive Sponsor/Business Owner

NMPED Director, Educator Quality and Professional Licensure

Jessica Green Business Owner NMPED Staff Manager, Professional Licensure Bureau

Mark DeCamp Project Management Office (PMO)

NMPED PMO Manager

Laura Eaton PMO NMPED Project Manager

BVM Technology Associates, Inc.

Vendor Project Team

Vendor Various

NMPED IT IT Project Team NMPED Various

2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES

The NPMED Project Manager will be the principal interface between the NMPED Steering Committee, NMPED Executive Sponsor/Business Owner, NMPED Project Team, and Vendor(s). Responsibilities for the NMPED Project Manager, NMPED and Vendor Project Teams are described below.

Project ManagerThe NMPED Project Manager for this project is a member of the NMPED PMO and responsibilities include:

Leading project planning, scheduling and execution to implement the chosen functionality; Establishing and managing project teams with the appropriate skills to complete the project; Reporting to the NMPED Executive Steering Committee and NMPED Executive

Sponsor/Business Owner on project progress; risks, issues and matters requiring NMPED Executive Steering Committee action;

Preparing and delivering any presentations and documentation required for a certified project, if applicable; and

Managing, in conjunction with NMPED PMO Manager, procurements required to execute the project.

Project TeamsThe NMPED Licensure Bureau, IT and Vendor Teams are the core project teams; and their responsibilities include:

Providing subject matter expertise to execute project tasks, including defining requirements, workflow development, User Acceptance Testing (UAT), and deployment to successfully deliver the desired solution; and

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Working with the project manager to identify and mitigate risks, to identify and resolve issues, and to complete discrete project tasks as assigned.

2.3 EXECUTIVE REPORTING

The Project Manager ensures regular and timely communications with the NMPED Executive Steering Committee and NMPED Executive Sponsor/Business Owner. This includes, but is not limited to, the following:

Monthly Steering Committee Meetings to review project status, schedule, budget, risks/issues, and action items;

Weekly Project Status Meetings with NMPED Executive Sponsor/Business Owner, NMPED PMO, NMPED IT and the Vendor;

Monthly NMPED IT Project Status Report; Monthly DoIT Enterprise Project Management Office (EPMO) Project Status Reports; and Immediate notification for any issues that require escalation including schedule, budget,

resource or risk items.

3.0 SCOPE

3.1 PROJECT OBJECTIVES

3.1.1 BUSINESS OBJECTIVES

NUMBER DESCRIPTION

Bus. Objective 1 (BO1) Reduce paper dependencies and improve process throughput.

Bus. Objective 2 (BO2) To improve teacher and applicant access to online information, applications and renewals.

Bus. Objective 3 (BO3) To integrate related applications for more efficient use by Professional Licensure Bureau employees.

Bus. Objective 4 (BO4) Ensure business continuity.

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3.1.2 TECHNICAL OBJECTIVES

NUMBER DESCRIPTION

Tech. Objective 1 (TO1) Before 2020 retirement of AS400 (SY2020).

Tech. Objective 2 (TO2) Implement a .NET, SQL application and eliminate dependency on the AS400 prior to end of support in 2020.

Tech. Objective 3 (TO3) Reduce the agency dependency on OnBase, and externally supported website by end of FY2020.

3.2 PROJECT EXCLUSIONS

N/A

3.3 CRITICAL SUCCESS FACTORSThis section identifies metrics and critical success factors for achieving success in this project. Metrics are key to understanding the ability of the project to meet the end goals of the NMPED Executive Sponsor and NMPED Business Owners, as well as the ability of the project team to stay within schedule and budget. See also section 6.7 Quality Objectives and Controls.

NUMBER DESCRIPTION

TO1 QUALITY METRIC

AS400 Retirement.

TO2 QUALITY METRIC

License Application suite available by start of SY2020.

TO3 QUALITY METRIC

Reduce the agency dependency on OnBase, and externally supported website by SY2020.

BO1 QUALITY METRIC

Features for Teachers and Applications available on mobile devices.

BO2 QUALITY METRIC

All educators in New Mexico will be able to obtain licenses and renewals via digital download, eliminating paper licenses and the processes that were previously required to deliver paper licenses.

BO3 QUALITY METRIC

Reduce and improve the application mix for Licensure.

BO4 QUALITY METRIC

Business continuity throughout the migration to the new systems.

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In addition to these quantifiable metrics, the Project Team has defined the following Critical Success Factors (CSF) for the Licensure Project:

NUMBER DESCRIPTION

CSFO1 CRITCAL SUCCESS FACTOR

Regular communication cadence and clear communication channel.


Early and full engagement of NMPED Subject Matter Experts (SMEs) on test case development with the help of Vendor.


Clearly defined test entry and exit criteria.


Clearly defined and agreed upon bug severity level.


Clearly defined change management process.


One time set up of needed environments based on sizing requirements

4.0 PROJECT DELIVERABLES AND METHODOLOGY

NMPED’s PMO is within the Information Technology Bureau (IT) and in 2017 established an ITD Project Management Lifecycle, and PMO Project Guidebook. SCRUM backlog management will be used for work assignments for the iterative development process.

The PMO Manager will work directly with the Project Manager on the management and oversight of all project deliverables.

4.1 PROJECT MANAGEMENT LIFE CYCLE

Phase Summary of Phase Key Deliverables

Initiation Finalize high level requirements and determine the technical approach.

1. Document wireframes from user requirements.

2. Produce Solution Design Documentation.

3. Produce the Project Schedule and Management Plan.

Planning and Implementation Registration, Security and New Licensure Application

Implement Registration, Security and Application

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(Release I, Production) Modules. Minimal Viable Product in Production.

Application Processing, Business Rules, Work Queue Management (Release II)

Implement Application Processing, Business Rules, Work Queue Management Modules.

AS400/OnBase Data Migration, Teacher Search and Reporting (Release III)

Implement AS400/OnBase Data Migration, Teacher Search and Reporting Modules

OGC/Investigations/Districts Application Processing, Business Rules and Work Queue Management; Interfaces and Staff Profile Number (Release IV)

Implement OGC/Investigations/Districts Application Processing, Business Rules and Work Queue Management; Interfaces and Staff Profile Number

Closeout Final Implementation Transition to support

4.1.1 PROJECT MANAGEMENT DELIVERABLES

Below is list of project management deliverables.

4.1.1.1 Deliverable 1 Project Charter Draft Version.Description – Project Charter. Deliverable Acceptance Criteria – Approval by PCC.

Standards for Content and Format – DoIT EPMO policy for project initiation phase and DoIT Project Charter template.

Quality Review – DoIT EMPO e-Review.

4.1.1.2 Deliverable 2 DoIT Project Initiation Certification Form.

Description – Project Initiation Request for Certification and Release of Funds Request Form.

Deliverable Acceptance Criteria – Approval by PCC.Standards for Content and Format - DoIT EPMO policy for project initiation phase and DoIT Project Initiation Request for Certification and Release of Funds form.

Quality Review - DoIT EPMO e-Review.

4.1.1.3 Deliverable 3 DoIT Project Initiation Presentation.

Description – Project Initiation Request Deliverable Acceptance Criteria – Approval by PCC.

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for Certification and Release of Funds Request Presentation.

Standards for Content and Format - DoIT EPMO policy for project initiation phase and DoIT Project Initiation Request for Certification and Release of Funds form.


4.1.1.4 Deliverable 4 DoIT Independent Verification and Validation and Technical Architecture Review Committee (TARC) Exception Waiver Form.

Description – Request to waive the requirement for an IV&V contractor for the project and DoIT TARC documents (System Design Document, Security Questionnaire, Business Continuity Plan and Operations and Support Plan).

Deliverable Acceptance Criteria – Approval by DoIT.

Standards for Content and Format – DoIT EPMO policy for exception waiver requests and DoIT Request for Project Certification Exception or Waiver form.

Quality Review – DoIT EPMO e-Review.

4.1.1.5 Deliverable 5 Professional Services Contract for Initiation Phase.

Description – Professional Services contract less than $60,000 to document wireframes from user requirements, produce solution design, project schedule and management plan for the Implementation of the AS400 replacement for the Educator Quality and Licensure Bureau.

Deliverable Acceptance Criteria – Approval by DoIT, DFA, GSD.

Standards for Content and Format – DoIT EPMO policy for IT Professional Services procurements and DoIT Information Technology Professional Services Contract Template for IT professional services less than $60,000.

Quality Review – DoIT EMPO review.

4.1.1.6 Deliverable 6 Project Charter Final Version.

Description – Final project charter for Project Planning and Implementation Request for Certification and Release of Funds Request.

Deliverable Acceptance Criteria – Approval by PCC.

Standards for Content and Format – DoIT EPMO policy for project planning phase and DoIT Project Charter template.


4.1.1.7 Deliverable 7 DoIT Planning and Implementation Certification Request Form.

Description – Project Planning and Implementation Request for Certification and Release of Funds Request.


Standards for Content and Format - DoIT EPMO standards project planning/implementation phase and DoIT Project Planning and Implementation Request for Certification form.


4.1.1.8 Deliverable 8 DoIT Project Management Plan Draft Version.

Description – Project Management Plan Deliverable Acceptance Criteria – Approval by PCC.

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draft version. Standards for Content and Format - DoIT EPMO policy for project planning phase and DoIT Project Management Plan template.


4.1.1.9 Deliverable 9 DoIT Enterprise Architecture Request for Project Architecture Review Form.

Description – request for TARC review of the technical planning on the project.

Deliverable Acceptance Criteria – Approval by DoIT.

Standards for Content and Format - DoIT EPMO policy for project implementation phase and DoIT Enterprise Architecture Request for Project Architecture Review form.


4.1.1.10 Deliverable 10 Simplified TARC PowerPoint presentation.

Description – TARC review of the technical planning on the project.

Deliverable Acceptance Criteria – Approval by TARC.

Standards for Content and Format - DoIT EPMO policy for project implementation phase and NMPED TARC PowerPoint template.

Quality Review - - DoIT EPMO e-Review.

4.1.1.11 Deliverable 11 Professional Services Contract for Planning and Implementation Phase.

Description – Professional Services contract greater than $60,000 to planning and implementation the Implementation of the AS400 replacement for the Educator Quality and Licensure Bureau.

Deliverable Acceptance Criteria – Approval by DoIT, DFA, GSD.

Standards for Content and Format – DoIT EPMO policy for IT Professional Services procurements and DoIT Information Technology Professional Services Contract Template for IT professional services greater than $60,000.


4.1.1.12 Deliverable 12 DoIT Project Management Plan Final Version.

Description – Project Management Plan final version.


Standards for Content and Format - DoIT EPMO policy for project implementation phase and DoIT Project Management Plan template.


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4.1.1.13 Deliverable 13 DoIT Project Closeout Request Form.

Description – Request to closeout project.


Standards for Content and Format - DoIT EPMO policy for project closeout phase and DoIT Project Closeout Request for Certification form.

Quality Review - - DoIT EPMO e-Review.

4.1.1.14 Deliverable 14 DoIT Project Management Plan Updated Version

Description – Updated DoIT-approved NMPED Project Management Plan.


Standards for Content and Format - DoIT EPMO policy for project closeout phase and DoIT Project Management Plan template.


4.1.1.15 Deliverable 15 DoIT Lessons Learned Documentation.

Description – Documents lessons learned from the project.


Standards for Content and Format - DoIT EPMO policy for project closeout phase and DoIT Project Management Plan template.


4.1.1.16 Deliverable 16 DoIT EPMO Monthly Status Report

Description – Monthly Report Excel document used to report project status to the DoIT EPMO.

Deliverable Acceptance Criteria – Approval by DoIT EPMO.

Standards for Content and Format – DoIT EPMO policy for reporting monthly project status and DoIT Project Monthly Report Excel Template.


4.1.1.17 Deliverable 17 NMPED IT Project Status Report

Description – Monthly Report Word document used to report project status to the NMPED Deputy Secretary.

Deliverable Acceptance Criteria – Approval by NMPED PMO.

Standards for Content and Format – NMPED PMO policy for reporting monthly project status and NMPED Project Monthly Report Word Template.


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4.1.1.18 Deliverable 18 Payment Card Industry-Data Security Standards (PCI-DSS) Compliance Approval documentation

Description – Documentation showing agency / application is PCI-DSS compliant.

Deliverable Acceptance Criteria – Approval by DFA.

Standards for Content and Format – DFA New Payment Card Acceptance Application and process.


4.1.1.19 Deliverable 7 DoIT Change Request for Certification and Release of Funds Form

Description – Change Request for Certification and Release of Funds Form


Standards for Content and Format - DoIT EPMO standard process for project changes, e.g. scope, budget, and/or schedule and release of funds and DoIT Change Request for Certification and Release of Funds Form.


4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

The following table identifies the deliverables this project is to produce, and to name the person or persons who have authority to approve each deliverable.

DELIVERABLE NUMBER

DELIVERABLE APPROVERS (WHO CAN APPROVE)

DATE APPROVED

PRJ-DEL-4.1.1.1 Project Charter Draft Version. NMPED Project Sponsor

08/08/2019

NMPED PMO Manager

08/08/2019

DoIT EPMO 08/08/2019

PCC 08/22/2019

PRJ-DEL-4.1.1.2 DoIT Project Initiation Certification Form.

NMPED PMO Manager

08/08/2019


PCC 08/22/2019

PRJ-DEL-4.1.1.3 DoIT Project Initiation Presentation.

PED Project NM Sponsor

08/08/2019

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DELIVERABLE NUMBER


DATE APPROVED

NMPED PMO Manager

08/08/2019


PCC 08/22/2019

PRJ-DEL-4.1.1.4 DoIT Independent Verification and Validation and Technical Architecture Review Committee (TARC) Exception Waiver Form.

NMPED PMO Manager

09/03/2019

NMPED CIO 09/03/2019


09/03/2019


DoIT Cabinet Secretary

09/10/2019

PRJ-DEL-4.1.1.5 Professional Services Contract for Initiation Phase.

NMPED PMO Manager

11/01/2019


Vendor 11/01/2019


11/04/2019


NMPED CFO 11/04/2019

NMPED General Counsel

11/04/2019

Tax & Revenue Department

11/05/2019

DoIT Cabinet Secretary

11/05/2019

Contract Review Bureau

11/12/2019

PRJ-DEL-4.1.1.6 Project Charter Final Version. NMPED Project Sponsor

12/10/2019

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DELIVERABLE NUMBER


DATE APPROVED

NMPED PMO Manager

12/10/2019


PCC 12/19/2019

PRJ-DEL-4.1.1.7 DoIT Planning and Implementation Certification Request Form.

NMPED PMO Manager

11/27/2019


PRJ-DEL-4.1.1.8 DoIT Project Management Plan Draft Version.

NMPED PMO Manager

12/27/2019


PCC 12/19/2019

PRJ-DEL-4.1.1.9 DoIT Enterprise Architecture Request for Project Architecture Review Form.

NMPED PMO Manager

11/22/2019


TARC 12/18/2019

PRJ-DEL-4.1.1.10 Simplified TARC PowerPoint presentation.

NMPED PMO Manager

11/22/2019


TARC 12/18/2019

PRJ-DEL-4.1.1.11 Professional Services Contract for Planning and Implementation Phase.

NMPED PMO Manager

12/17/2019


Vendor 12/25/2019


12/30/2019


NMPED CFO 12/30/2019

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DELIVERABLE NUMBER


DATE APPROVED

NMPED General Counsel

12/30/2019

NM Tax and Revenue Department

01/03/2020

DoIT Secretary 01/02/2020

Contract Review Bureau

01/30/2020

PRJ-DEL-4.1.1.12 DoIT Project Management Plan Final Version.

NMPED PMO Manager

12/10/2019


PCC 12/19/2019

PRJ-DEL-4.1.1.13 DoIT Project Closeout Request Form.

NMPED PMO Manager

DoIT EPMO

PCC

PRJ-DEL-4.1.1.14 DoIT Project Management Plan Updated Version.

NMPED PMO Manager

06/11/2020


PCC 06/25/2020

PRJ-DEL-4.1.1.15 DoIT Lessons Learned Documentation.

NMPED PMO Manager

DoIT EPMO

PCC

PRJ-DEL-4.1.1.16 DoIT EPMO Monthly Status Report.

NMPED PMO Manager

Ongoing

DoIT EPMO Ongoing

PCC Ongoing

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DELIVERABLE NUMBER


DATE APPROVED

PRJ-DEL-4.1.1.17 NMPED IT Project Status Report. NMPED PMO Manager

Ongoing

DoIT EPMO Ongoing

PCC Ongoing

PRJ-DEL-4.1.1.18 Payment Card Industry-Data Security Standards (PCI-DSS) Compliance Approval documentation.

NMPED PMO Manager

02/19/2020


DFA 03/18/2020

PRJ-DEL-4.1.1.19 DoIT Change Certification Request Form

NMPED PMO Manager

06/11/2020


PCC 06/25/2020

4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE

Project Management deliverables will be reviewed and approved by the NMPED PMO Manager, DoIT EPMO and PCC. They have the authority to approve/deny all deliverables.

4.2 PRODUCT LIFECYCLE


Planning Gather requirements specifications, develop project scope and high-level project schedule with project activities, key dates, milestones and defined deliverables.

Solution Design Documentation includes System Design, Business Continuity Plan, Security Survey, Operations and Support Plan and Data Migration Plan.

Project Management Plan.

Project Schedule.

Groom backlog Review and provide feedback, clarifying requirements for acceptance by NMPED and Vendor.

Backlog items identified for next sprint.

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Design Document wireframes and solution design from user requirements, performance and regression testing.

Wireframes documentation.

Solution design document.

Development Develop working software, provide demos in bi-weekly sprint meeting calls for user verification; verify knowledge and content for the next sprint.

Working software.

Demo(s).

Test Conduct UAT, integration testing and overall system testing. Provide leadership and support for managing UAT.

Fully tested system module ready for production.

Deployment Fully tested and operational module running production environment, supporting current and business transactions, satisfied internal and external users/stakeholders.

Production deployment of system module.

4.2.1 TECHNICAL STRATEGY

This project will migrate the existing Licensure System from the current set of technologies (AS400 and OnBase) to the unified target technologies (Microsoft .NET/C# and SQL). At high level, the approach consists of three parallel transformations; data, code and screens.

Data will be migrated in a one-to-one approach from AS400 to SQL Server. That means that all structures contained in the AS400 database are migrated to SQL Server wherever possible. And the application is developed from scratch using .NET/C# and SQL. The project team will use automated tools to assess the code quality and the new Application Lifecycle Management (ALM) build processes to coordinate delivery of functionality for testing and deployment. Screens are migrated similarly to render using HTML5 in a web browser.

One of the key technical strategies for achieving success in this project was development an application to replace the Professional Development Dossier (PDD) and On-Line Portfolio for Alternative Licenses (OPAL). The PDD/OPAL application was completed and is in production. This project builds upon the production PDD/OPAL capabilities and replaces the AS400 mainframe. It also adheres to the DoIT EPMO and State of New Mexico’s Project Management processes – initiation, planning, implementation, close-out.

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To ensure NMPED gets full value from the system, agile methodology will be used to implement the system and the project will be split into 4 major releases. The project life-cycle will be an iterative one, using agile sprints and enabling us to push releases to production when the minimal viable product is created and making functionality available to users. The project teams will be iterating planning and implementation for each sprint and each release. Each release will include gathering the requirement specifications; wireframes, design and project planning; development and quality assurance; data migration; deployment and user acceptance testing. This strategy enables NMPED to mitigate risks traditionally associate with software implementations by incorporating key quality assurance activities, advanced project management techniques and tools, remove configuration and data exchange testing in each release. This saves time, money, and provides the flexibility to make changes anytime during the development process. By combining planning and implementation project phases NMPED will be able to fully leverage the agile methodology and move through each release efficiently with minimal risk, lower cost and increased user satisfaction. Therefore, by subdividing into small, more manageable releases, at the end of which the vendor and NMPED will review the deliverables from one phase before commencing the next. This allows the project teams to closely monitor the progress of a project and to ensure the needs and expectations of our customers are met.

Licensure System testing will include Batch Testing, System Integration Testing, Performance Testing, and finally User Acceptance Testing. NMPED staff will work with the Vendor’s developers in a collaborative approach. Once the system has been successfully completed, all applicable test cycles and training will commence for internal users and system administrators in the test environment.

4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES

Product Deliverables are work products or artifacts that are driven by the product management methodology requirements and standard project management practices regardless of the product requirements of the project.

4.2.2.1 Document wireframes from user requirements.Description – Contractor shall produce wireframe documentation from user requirements. Documentation to include changes to the Self Registration portion of the system, Security, Profile and New License Application changes.

Deliverable Acceptance Criteria - Wireframe design documents reviewed and approved by PED Licensure and Project Management team.Standards for Content and Format – None. Wireframe design may include low fidelity wireframe, high fidelity wireframe and design. Quality Review – NMPED PMO

4.2.2.2 Produce Solution Design Documentation

Description – Contractor shall produce Solution Design documentation including System Design documents,

Deliverable Acceptance Criteria – Solution Design Documentation reviewed and approved by Procuring Agency’s Licensure and Project Management team.

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Business Continuity Plan, Security Survey, Operations and Support Plan and Data Migration Plan

Standards for Content and Format – State of New Mexico’s and DoIT EPMO processes, methodologies and standard templates for managing projects.

Quality Review - NMPED PMO

4.2.2.3 Produce the Project Schedule and Project Management Plan

Description – Contractor shall produce the Project Schedule and Project Management Plan.

Deliverable Acceptance Criteria – Project Schedule and Project Management Plan reviewed and approved by NMPED’s Licensure and Project Management teams.

Standards for Content and Format - State of New Mexico’s and DoIT EPMO processes, methodologies and standard templates for managing projects.


4.2.2.4 Registration, Security and New Licensure Application Modules Release I

Description – Contractor shall develop and deploy to the NMPED Production environment the Licensure Registration, Security and New Licensure Application Modules.

Deliverable Acceptance Criteria – Modules are fully tested and running in the Production environment.



4.2.2.5 Application Processing, Business Rules, Work Queue Management Release II

Description – Contractor shall develop and deploy to the NMPED Production environment the Licensure Registration, Security and New Licensure Application Modules.




4.2.2.6 AS400 Data Migration, Teach Search and Reporting Release III

Description – Contractor shall develop and deploy to the NMPED Production environment the AS400 Data Migration, Teach Search and Reporting Modules.




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4.2.2.7 OGC/Investigations/Districts Application Processing, Business Rules and Work Queue Management; Interfaces and Staff Profile Number Release IV

Description – Contractor shall develop and deploy to the NMPED Production environment the OGC/Investigations/Districts Application Processing, Business Rules and Work Queue Management; Interfaces and Staff Profile Number (Release IV)




4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

The following table identifies the deliverables this project is to produce, and the person or persons who have authority to approve each deliverable.

DELIVERABLE NUMBER


DATE APPROVED

4.2.2.1 Document wireframes from user requirements

NMPED Licensure Program

02/10/2020

NMPED PMO 02/10/2020



01/06/2020




12/13/2019




04/07/2020




06/15/2020


4.2.2.6 AS400 Data Migration, Teacher Search and Reporting Release III


NMPED PMO

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DELIVERABLE NUMBER


DATE APPROVED

4.2.2.7 OGC/Investigations/Districts Application Processing, Business Rules and Work Queue Management; Interfaces and Staff Profile Number Release IV


NMPED PMO

4.2.4 DELIVERABLE ACCEPTANCE PROCEDUREProject deliverables will be reviewed and approved by the NMPED Licensure and the NMPED PMO Manager. They have the authority to approve/deny all deliverables.

5.0 PROJECT WORK

5.1 WORK BREAKDOWN STRUCTURE (WBS)A WBS is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. This section describes the work activities that comprise the WBS; identifies the WBS element, and provides a general description of the tasks or activities, the definition or objectives, and the milestones and deliverables of each work package. The chart below is the highest level presentation. See Attachments A.1 section of this document for a more detailed WBS of the project.

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5.2 SCHEDULE ALLOCATION - PROJECT TIMELINE

The table below provides a high level view of the project time line. A more detailed project schedule is attached to this plan, see Attachment A.2 Project Schedule Details.

Identifier Task/Activity Name Resource Name

Milestone (Y/N)

Effort/ Duration

Start Finish Dependent Task

1.1 Project Kick-off NMPED PMO Y 2 days 11/18/19 11/19/19

2.1 Requirements and wireframes

Vendor Y 31 days 11/20/19 2/10/20 1.1

3.1.1 Environment SetupVendor, NMPED Y 23 days 1/6/19 2/5/19 2.1

3.1.2 Release I Vendor, NMPED Y 70 days 1/1/20 4/7/20 3.1.1

3.1.3 Release II Vendor, NMPED Y 49 days 4/8/20 6/15/20 3.1.2

3.1.4 Release III Vendor, NMPED Y 31 days 6/17/20 7/27/20 3.1.3

3.1.5 Release IV Vendor, NMPED Y 25 days 7/28/20 8/31/20 3.1.4

5.3 PROJECT BUDGET

Below are the cost estimates applied to a phase or activity and the associated deliverables.

Phase / Activity Associated Deliverables Estimated Budget

Initiation Solution Design Documentation (System Design, Business Continuity Plan, Security Survey, Operation and Support Plan and Data Migration Plan).

$21,445

Initiation Project Management Plan, full project schedule and definitive cost estimate for future development based on wireframes and requirements.

$6,787

Initiation Wireframes from user requirements documentation. $18,366

Initiation Hardware and Software estimate $11,500

Planning/Implementation – Release I

Registration, Security and Application Release modules (includes NM Gross Receipts Tax 8.4135%).

$69,008

Planning/ Implementation – Release II

Application Processing, Business Rules, Work Queue Management modules (includes NM Gross Receipts Tax 8.4135%).

$63,921

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Phase / Activity Associated Deliverables Estimated Budget

Planning/ Implementation – Release III

AS400/OnBase Data Migration, Teacher Search and Reporting modules (includes NM Gross Receipts Tax 8.4135%).

$49,990

Planning/ Implementation – Release IV

OGC/Investigations/Districts Application Processing, Business Rules and Work Queue Management; Interfaces and Staff Profile Number (includes NM Gross Receipts Tax 8.4135%).

$42,000

TOTALS $283,017

5.4 PROJECT TEAM5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE (OS)

Below is a hierarchical configuration defining levels of program management and identifies project personnel role names.

5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES

List the team members, their role, responsibility and functional manager. Make sure to include a comprehensive listing including those from the organization managing the project, business

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members involved to ensure business objectives are met and the vendor members that may have a specific role.

ROLE RESPONSIBILITY NAME FUNCTIONAL AREA

Subject Matter Expert (SME) / Business Owner - Licensure

Responsible for providing a deep understanding of the current Licensure system and business processes, documenting new system requirements, answering inquiries Vendor Project Teams and NMPED IT Project Teams inquiries, recommending best practices, reviewing technical documentation, liaising with Licensure end users.

Seana Flanagan NMPED Licensure Program

SME - Licensure Responsible for providing a deep understanding of the current Licensure system and business processes, documenting new system requirements, answering inquiries Vendor Project Teams and NMPED IT Project Teams inquiries, recommending best practices, reviewing technical documentation, liaising with Licensure end users.

Jessica Green NMPED LicensureProgram

PMO Manager Responsible for overseeing the work of all project management office personnel, and takes ownership of the resulting quality of each project. Collaborates with other department Managers, reports to executive staff and supervises members of the NMPED PMO team.

Mark DeCamp NMPED PMO

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PMO Project Manager

Ultimately responsible for the delivery of the project. Responsible for developing and managing all project deliverables. Ensures tasks and resources are managed to keep project on schedule. Accountable for overall completion and acceptance.

Laura Eaton NMPED PMO

SME - Systems and Network Administration

Responsible for systems and network administration management, provides a deep understanding of the NMPED IT technical architecture, IT systems hardware and software specifications and configurations; and IT security. Assists in documenting new system requirements, answers inquiries Vendor Project Teams and NMPED Project Teams inquiries, recommends best practices, reviews technical documentation and liaises with DoIT Enterprise Services.

Tomas Aguirre NMPED Systems and Network Administration Manager

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Vendor Project Manager

Ultimately responsible for all contract project deliverables as stated in the contract statement of work. Responsible for developing and managing all contract, and sub project, project deliverables. Ensures tasks and resources are managed to keep project on schedule. Accountable for overall completion of contract deliverables.

Mahesh Kumar Project Management

Vendor Technical Lead/Architect

Work with NMPED SME - Systems and Network Administration on the technical architecture and ensure the architectural integrity is maintained. Ensure adherence to standards of best practice (e.g. source code control etc.). Coordinate the Vendor Project Team’s day-to-day technical activities. Mentor the other technical staff.

Yedunandan Vitakula Design, Development, Implementation, Deployment

Vendor Business Analyst

Provides business analysis services for the project.

Nivedita “Nibu” Dan Design, Development

Vendor Developers

Provides design, development and implementation services.

Various Design, Development, Implementation, Deployment

NMPED End Users

Provides UAT testing and other duties as assigned.

Jessica GreenJenna JaquezStephanie LujanMarie LujanGregory GarciaVeronica Cordova

UAT

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5.5 STAFF PLANNING AND RESOURCE ACQUISITION

The chart below identifies the project team members and details concerning their project commitment. Project staff should include State, Contract, Customer (Business Owner), or Vendor team members

5.5.1 PROJECT STAFF

Resource Cost EstimateEstimated Hours Availability Skill Set Work Product/Deliverable

Seana Flanagan N/A 8 months 40% SME / Business Owner – Licensure

SME for Licensure application, requirements, UAT

Jessica Green N/A 8 months 40% SME - Licensure

SME for Licensure application, requirements, UAT

Mark DeCamp, PMO Manager

N/A 8 months 25% Project Management

Project Management

Laura Eaton, PMO Project Manager

N/A 8 months 40% Project Management

Project Management

Tomas Aguirre N/A 8 months 25% SME - Systems and Network Administration

Hardware and application software infrastructure and configuration

Mahesh Kumar Per contract

Per contract

Per contract

Project Management

Per contract

Yedunandan Vitakula Per contract

Per contract

Per contract

Technical Lead, Software Development, Systems and Network Architecture

Per contract

Nivedita “Nibu” Dan Per contract

Per contract

Per contract

Business Analysis

Per contract

BVM Technology Associates, Inc. staff

Per contract

Per contract

Per contract

Developer Per contract

Jessica GreenJenna JaquezStephanie LujanMarie LujanGregory GarciaVeronica Cordova

N/A 1 month (total time)

100% UAT UAT

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5.5.2 NON-PERSONNEL RESOURCES

Below is a list of hardware and software needed for the project.

Resource Cost

EstimateEstimated

units/hours Availability SourceWork Product/Deliverable

Hardware $5,900 1 100% Vendor (TBD)

One (1) Network Access Storage (NAS)

Software $5,600 1 100% Vendor (TBD)

One (1) Microsoft Windows Standard license;

one (1) SQL Server 2016 Enterprise license

Total $11,500

5.6 PROJECT LOGISTICS

5.6.1 PROJECT TEAM TRAINING

ResourceCost

EstimateEstimated

Hours Availability Skill SetWork

Product/DeliverableN/A

6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 RISK AND ISSUE MANAGEMENT

6.1.1 RISK MANAGEMENT STRATEGY

Risks will be tracked and monitored throughout the entire project life-cycle. Risks may be contractual or technological. Risks may also come in the form of specification ambiguity, technical uncertainty, technical obsolescence, or new technology. Technical risks often occur because a problem is harder to visualize or solve than we originally thought. This risk can be attributed to several factors such as the size and complexity of the project, resource issues, new software versions, client acceptance and management, subcontractor reliability, or problematic source materials. Risks are identified during status meetings organized by the Project Manager. Each risk identified will be tracked with a contingency plan or course of action and updated on a regular basis in the monthly status report. All tracked project risks will be maintained in a project risk and issues log, which will be updated as-needed through the life of the project, and version-controlled in the project repository. The Licensure Project Issues and Risks Log will be maintained on NMPED’s Microsoft Team Foundation Server (TFS).

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6.1.2 PROJECT RISK IDENTIFICATION

At the beginning of the project, initial project risks were identified as part of upfront project planning and documented. Throughout the duration of the project, during weekly status meetings, project leadership (i.e., project managers and team leads) will identify risks that can negatively impact project outcomes. The Licensure Project Issues and Risks Log will be maintained on NMPED’s TFS. As risks are identified, the following information will be captured:

Log Field Name Field Description

Risk No. Unique identifier for the risk

Created By Name of user who created the risk

Created On Date the risk was created

Assigned To (“risk owner”) Project team member responsible to develop and implement the risk mitigation strategy

Type Risk Category

Impact Overall impact if the risk does occur

Description High-level description of the risk

Due date Risk mitigation target date

Response Plan Response Plan details required to close a risk

Risk Contingency Plan Description of the Risk Contingency Plan or Backup Plan 6.1.3 PROJECT RISK MITIGATION APPROACH

NMPED PMO will monitor the risk throughout the life of the project, for as long as the risk remains in active (i.e., “In Progress”) status. Their mitigation approach will include: Determining the appropriate new risk owner(s) if the risk assignment needs to change; Where necessary, updating the risk assessment, response, or other details; and Determining if or when a risk needs to be escalated to the next project level.

6.1.4 RISK REPORTING AND ESCALATION STRATEGY

Active risks will be tracked and published in the monthly NMPED IT Project Status Report. A risk that is realized will either: (1) Initiate the approved response plan defined for the risk; or (2) Be logged as a new issue to be addressed by the project’s defined issue management process.

6.1.5 PROJECT RISK TRACKING APPROACH

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The following risk types will be used to categorize the risk in the project issues and risk log:

Risk Type Description

Contract Any risk related to the contracts of the project

External Any risk related to environmental factors largely outside the control of the project (such as legal, or regulatory)

Financial Any risk related to the budget or cost structure of the project

Functional Any risk related to the overall function of the product being developed by the project.

Quality Any risk related to the quality requirements of the project.

Resource Any risk related to project resources

Scope Any risk related to project scope

Technical Any risk related to software or hardware, including infrastructure related to the project

6.1.6 ISSUE MANAGEMENT

Issues will be discussed during weekly status meetings and will be summarized in status reports. The project will track all issues in the Licensure Project Risks & Issues log, as noted in Section 6.1.1.

6.1.6.1 Internal Issue Escalation and Resolution Process

This internal process is provided for issues that involve project resources, processes, procedures, or methodology that will be resolved within the NMPED PMO, who is responsible for managing the project, without affecting the overall project schedule, cost, or quality. This process will be used for improving project processes as the project is executed and where the implementation of such improvements will not be postponed to Lessons Learned during Project Close. Issues will follow an on-going monitoring process. Issues which cannot be resolved within the project teams, or which require external resources to close, will be escalated to the appropriate level of management within each respective organization. Issues which are unable to be resolved via a simple escalation to management will be escalated to the NMPED Executive Steering Committee for assistance, which may involve senior management, at its discretion.

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6.1.6.2 External Issue Escalation and Resolution Process

The external process is provided for issues that involve project resources, processes, procedures, or methodology that cannot be resolved within the NMPED PMO, who is responsible for managing the project, without affecting the overall project schedule, cost, or quality. Issue management and escalation will follow a similar escalation schema as described in Section 6.1.6.1.

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V

The NMPED team has the experience and employs best practices for project management and Agile Develop. NMPED PMO submitted an Independent Verification and Validation (IV&V) waiver from DoIT to proceed with the project without an IV&V vendor. Currently, pending DoIT’s approval of the waiver on December 18, 2019.

6.3 SCOPE MANAGEMENT PLAN

The scope of the project negotiated with the Vendor and included in the professional services contract will be the responsibility of the NMPED PMO to ensure all deliverables are being completed and meet the appropriate standards to enable approval. The NMPED PMO and NMPED Business Owner will meet monthly to discuss project scope and determine if any changes will be necessary and require an amendment to the contract. Any change to the approved project scope will follow change control process described below. This will also address managing stakeholder expectations.

6.3.1 CHANGE CONTROL

If there are any changes that are requested to the project in terms of scope, time or cost, a change request will be issued. The NMPED Change Request form will be used by the Vendor Project Manager and provided to the NMPED Project Manager. Depending on the size and/or scope of the change it may be necessary to amend the contract. Changes requiring an amendment to the contract will require approval of the NMPED Executive Steering Committee and NMPED Project Sponsor.

6.3.1.1 Change Control Process

The Vendor Project Manager(s) shall conduct an impact analysis to determine the impact of the change on scope, time and cost of the project. The change request and impact analysis will be used in determining if the change request can be achieved. If not, a new response date will be negotiated with NMPED’s Business Owner and NMPED PMO. For an approved change request, the Vendor Project Manager will deliver an initial response on the change request form that will include the following:

Estimated date by which change will be completed if approved Change request number

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High level assessment of the impact of the change (anticipated price impact, anticipated schedule impact), and consequential changes to the Scope of Work

Requested approvals from specified project team members.

6.3.1.2 Change Control Board (CCB)

The project shall follow a two-level CCB schema. The NMPED Executive Steering Committee (ESC) will function as the CCB for the project, for any changes that may require an amendment to the contract(s). Less significant changes, including minor adjustments to deliverable timelines and content, may be approved by a CCB composed of the NMPED Business Owner and NMPED/Vendor Project Managers.

- Any change which increases the overall cost of the project will require approval by the ESC-level CCB.

- CCB discussion and decisions shall be documented in meeting minutes for the ESC-level CCB

- Discussion and approval/disapproval of less significant changes by the NMPED Business Owner and NMPED/Vendor Project Managers shall be documented either in meeting minutes or via email

- Changes to downstream documentation, requirements and training docs and schedule, for example, shall be made once a change is approved.

6.4 PROJECT BUDGET MANAGEMENT

6.4.1 BUDGET TRACKINGThe budget will be tracked by the NMPED Project Manager and budget tracking updates will be provided on a monthly basis utilizing excel spreadsheets and the SHARE financial system.

6.5 COMMUNICATION PLAN

6.5.1 COMMUNICATION MATRIX

Communication Type

Objective of Communication

Medium Frequency Audience Owner Deliverable

Project Team Meetings

Review status of the project with the team.

Conference Call

Weekly Project Teams

Project Manager

AgendaMeeting Minutes Project Schedule

Project Status Reports

Report the status of the project

Email Weekly PMO- Project

Project Project Status Report

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Communication Type

Objective of Communication

Medium Frequency Audience Owner Deliverable

including activities, progress, costs and issues.

Team Manager Project Schedule

6.5.2 STATUS MEETINGS

NMPED will host a one-hour weekly project status call via teleconference with the Vendor Project Manager. During the call, the Vendor Project Manager and NMPED will discuss the project progress, and proposed resolution to issues and action items. At certain times in the project when the level of activity requires it, the frequency of meetings will be bumped up to a weekly cadence, to ensure tracking and coordination of tasks. This need will be identified by the Project Managers and a revised invite sent to the core project team.

6.5.3 PROJECT STATUS REPORTS

The project status reports will be delivered to DoIT electronically on a monthly basis and to NMPED PMO on a monthly basis.

6.6 PERMFORMANCE MEASUREMENT (PROJECT METRICS)

The project will be measured by Vendor’s timely completion of each Deliverable as defined in the Professional Services Contract Statement of Work.

6.6.1 BASELINES

Project Area Category Measure

Schedule Project tasks Degree to which project tasks are completed according to established project schedule.

Milestones Degree to which project milestones are reached according to established project schedule.

Deliverables Degree to which project deliverables are delivered and accepted according to established project schedule.

Scope Need Analysis Degree to which needs analysis and use cases reflect the actual

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needs/expectations of project stakeholders.

Design Degree to which application design addresses all needs/use cases identified in the needs analysis.

Implementation Degree to which the final product provides all of the functionality and features called for in the application design document.

Quality Defects Severity and frequency of “bugs” encountered during the testing phase; number of iterations required to achieve a given application development task; number and severity of component integration issues.

Complexity User friendly design; presence of redundant features; parsimony of application database design.

System Performance System response times under varying usage conditions; report generation; query responses; data import/export performance; degree to which application task are streamlined; number of user steps necessary to complete a given task.

System Stability Stability of system under rigorous testing designed to emulate expected maximum usage; frequency and severity of “hung” processes; ease of recovery from any system performance issues.

Security Data Security Effectiveness of data security measures at protecting confidential data and preventing intrusions

System Security Effectiveness of system backup

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& recovery measures; ease of performing partial and total system restores

6.6.2 METRICS LIBRARYThe library will be developed and maintained on NMPED PMO SharePoint site. The library will be reviewed during the implementation phase of the project.

6.7 QUALITY OBJECTIVES AND CONTROL

Quality Management includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It includes all activities of the overall management function that determine the quality policy, objectives, quality assurance, quality control, and quality improvement, within the quality system.

6.7.1 QUALITY STANDARDS

Quality Management is an important aspect of any project to ensure that the product delivered is accepted and works as designed. Each functional organization is responsible for the quality of its contribution to the project and will apply its internal quality standards to project products and services. The project team will assess the projects products and services based on the standards established by the functional organizations represented on the project.

There are a number of ways that quality has been built into this project. The first is the integrated project control process and change control process, which assure that any changes that are made to the project are executed in a structured manner. The most important of these is the change control process to minimize the change of scope to the project and if scope does change, it is done knowing the impact to the project. The third process for quality management is the risk management plan, which measures, mitigates and includes contingency plans for each risk. The project team will also create lessons learned at the end of each phase of the project. These lessons learned will be incorporated into the next phase of the project and be part of the project library that will be available for future projects to use. All of these processes combined will create a product that has quality that is built in not tested in after the fact. This will provide an environment that maximizes opportunities to control quality.

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No. Quality Standard Tracking Tool or Measure

1 Project is completed by established finish date; project meets established milestones and deliverable dates.

Project ScheduleProject Status Reports

2 Project is completed within budget. Project CharterProject Status ReportsBudget Spreadsheets

3 Project completed based upon original scope of work and approved scope changes.

Project Plan (Design Document)Contract Scopes of Work

4 Solution streamlines common workflows, meets all data requirements.

User Acceptance Testing

5 Ease of use. User Acceptance Testing

6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS

Review Type Quality Standard Tools Reviewer Reports

Requirements Project is completed within budget

Contract deliverables

NMPED PMO, NMPED Project Manager

Project status reports; closeout report

Plans All plans must meet contract deliverables

Contract scopes of work



Milestones Project completed by established finish date; timely achievement of project milestones and deliverables

Project schedule; Contract scopes of work



Testing Execution of User Acceptance Testing

Testing plan (deliverable with design document)

NMPED PMO, NMPED Project Manager, Project Work Group


6.7.3 AGENCY/CUSTOMER SATISFACTION

The NMPED Project Manager will assess the on-going sense of NMPED Professional Licensure Bureau’s satisfaction with the project including how they feel the project is going, and how team members are acting on the project. This feedback will be helpful to the success of the project and the professional growth of the project team members.

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Areas of feedback When How Often

Agency awareness Business Owner meetings Weekly

Quality of communications Steering Committee meetings Monthly

Manages project tasks Steering Committee meetings Monthly

Productive Meetings Steering Committee meetings Monthly

6.7.4 PRODUCT DELIVERABLES ACCEPTANCE PROCESS

The table below describes the deliverables, final approval process and customer acceptance criteria for each deliverable.

Deliverable # Deliverable Final Approval Process Customer Acceptance

Criteria4.2.2.1 Document wireframes

from user requirementsVendor submits documentation to NMPED

NMPED reviews for accuracy and completeness


Vendor submits documentation to NMPED



Vendor submits documentation to NMPED



Vendor deploys to NMPED Test environment

All modules meet requirements and pass UAT




4.2.2.6 AS400/OnBase Data Migration, Teacher Search and Reporting Release III



4.2.2.7 OGC/Investigations/Districts Application Processing, Business Rules and Work Queue Management; Interfaces and Staff Profile Number Release IV.



6.8 CONFIGURATION MANAGEMENT

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The following section discusses configuration management for the project. It defines project information (files, reports, designs, memos, documents, etc.) will be managed (tracked, approved, stored, secured, accessed, version control, etc.) and owned by (e.g., Agency managing the project or the Customer).

6.8.1 VERSION CONTROL

NMPED’s Microsoft Team Foundation Server (TFS) will be used for source code version control, and SharePoint will be used for document version control.

6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)

TFS will be used as the repository for all project code, and SharePoint will be used as the repository for all project documents.

6.9 PROCUREMENT MANAGEMENT PLAN

All procurement for project goods and services will be performed under the guidance and direction of New Mexico State Procurement.

7.0 PROJECT CLOSEThe NMPED Project team (NMPED PMO Manager, NMPED Project Manager and NMPED Business Owner) will perform closeout activities that include, at a minimum: Verify all work and deliverables required under the vendor contract were received and

accepted; Ensure all vendor invoices were received, verified, corrected and paid; Conduct a lessons learned discussion with the entire stakeholders to capture lessons learned

that can be referenced for subsequent projects and that will be part of the DoIT PCC Closeout certification documentation;

Ensure an accounting of all project funds is complete; and Confirm all required project-related documentation is archived to the PMO SharePoint

repository for the project.

7.2 ADMINISTRATIVE CLOSE

An Administrative Close will take place at both the end of each milestone and at the end of the project. This closure consists of verifying project tasks were completed and deliverables were met. Acceptance and milestones are administratively closed out as they occur via Weekly Project Status Meetings.

7.3 CONTRACT CLOSE

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Contract close will be very similar to administrative close in that it involves product and process verification for contract close. Verifications will be completed to ensure contractors have fulfilled all contractual obligations and have released all claims in connection with work performed.

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ATTACHMENTS

Attachments are included for additional information,

A.1 WORK BREAKDOWN STRUCTURE DETAILS

Identifier Work Package Description Definition/Objective Milestone/Deliverable

1.1 Initiation Phase1.1.1 Project Team Setup Project team setup1.1.2 Kickoff Project Kick-off meeting with

NMPED and Vendor1.2 Requirement Sessions Requirements review and

sign-off on the scope2.1 Planning Phase

Technical Architecture Technical Presentation for TARC Certification

2.2 PCC Certification Project Management Plan for PCC

2.3 System Documentation Design documentation 2.4 Initial Wireframes Wireframes for Registration

and Profile3.1 Implementation Phase

3.1.1 Environment Setup Hardware Setup3.1.2 Release I Design, Development and

User Acceptance Testing and Go-Live

3.1.3 Release II Design, Development and User Acceptance Testing and Go-Live

3.1.4 Release III Design, Development and User Acceptance Testing and Go-Live

3.1.5 Release IV Design, Development and User Acceptance Testing and Go-Live

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A.2 PROJECT SCHEDULE DETAILS

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