Executive Sponsor – Duffy Rodriguez, GSD Deputy Cabinet ...€¦ · Web viewConducted a Preliminary Project Kickoff meeting with GSD Management and the SHARE Enterprise Resource

GENERAL SERVICES DEPARTMENT

GENERAL SERVICES DEPARTMENT ASSET MANAGEMENT PROJECT

PROJECT CHARTER

EXECUTIVE SPONSOR – DUFFY RODRIGUEZ, GSD DEPUTY CABINET SECRETARY

BUSINESS OWNER – MICHAEL LUJAN, ASD DIRECTOR

PROJECT DIRECTOR – – Karen Baltzley, GSD Chief Information Officer

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PROJECT MANAGER – JOHN SALAZAR, CSW ENTERPRISES, LLC.

ORIGINAL PLAN DATE: JUNE 7, 2019

REVISION DATE: JUNE 20, 2019

VERSION: 1.0

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GSD – ASSET MANAGEMENT PROJECT CHARTER

TABLE OF CONTENTS

1.0 PROJECT BACKGROUND................................................................................................................................ 1

1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT...................................................................................................1

1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT........................................................2

1.3 PROJECT CERTIFICATION REQUIREMENTS...................................................................................................................2

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS...................................................................................................3

2.1 AGENCY JUSTIFICATION..........................................................................................................................................3

2.2 BUSINESS OBJECTIVES............................................................................................................................................3

2.3 TECHNICAL OBJECTIVES..........................................................................................................................................5

2.4 IMPACT ON ORGANIZATION....................................................................................................................................5

2.5 TRANSITION TO OPERATIONS...................................................................................................................................5

3.0 PROJECT/PRODUCT SCOPE OF WORK........................................................................................................... 7

3.1 DELIVERABLES......................................................................................................................................................7

3.1.1 Project Deliverables..................................................................................................................................7

3.1.2 Product Deliverables.................................................................................................................................7

3.2 SUCCESS AND QUALITY METRICS.......................................................................................................................8

4.0 SCHEDULE ESTIMATE.................................................................................................................................... 9

5.0 BUDGET ESTIMATE..................................................................................................................................... 11

5.1 FUNDING SOURCE(S)...........................................................................................................................................11

5.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE.............................................................................................12

5.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE..............................................................................................13

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE..........................................................................14

6.1 STAKEHOLDERS..............................................................................................................................................14

6.2 PROJECT GOVERNANCE PLAN........................................................................................................................15

6.3 PROJECT MANAGER.......................................................................................................................................16

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6.3.1 PROJECT MANAGER CONTACT INFORMATION.......................................................................................16

6.3.2 PROJECT MANAGER BACKGROUND........................................................................................................16

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES...............................................................................................16

6.5 PROJECT MANAGEMENT METHODOLOGY.................................................................................................................17

7.0 CONSTRAINTS............................................................................................................................................ 18

8.0 DEPENDENCIES........................................................................................................................................... 18

9.0 ASSUMPTIONS........................................................................................................................................... 19

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY.......................................................................................20

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING...............................................................................22

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V.............................................................................23

13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES................................................................................24

14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE.......................................................................24

Revision History

REVISION NUMBER DATE COMMENT

0.1 June 11, 2019 Initial Draft for review by GSD personnel and DoIT review

1.0 June 20, 2019 Revised to address comments and recommendations by DoIT EPMO.

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1.0 PROJECT BACKGROUND

1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT

The General Services Department (GSD) Statutory Mission is "to make state government more efficient and responsive through consolidating certain state government service functions; and to establish a single, unified department to administer laws as relating to services for governmental entities..." (Section 9-17-2 NMSA 1978). GSD's organizational mission is "to deliver innovative, responsive, cost-effective trusted services and solutions to exceed the diverse needs of state agencies."GSD is responsible for managing diverse assets throughout the State with a significant portfolio of assets under its care and control. This extensive inventory includes assets such as: real property, the state fleet, and equipment associated with enterprise operations. By statute, GSD is charged with managing these assets, which forms an integral part of providing quality services to the State.

In accordance with Section 12-6-10 NMSA 1978, GSD is to promulgate regulations requiring state agencies to account for and control fixed assets. GSD needs to implement a systematic and well-documented method for accounting for fixed assets with appropriate controls on access and authorization of transactions. GSD has an obligation to ensure that the current assets are managed efficiently and effectively.

GSD is interested in securing funding to move forward with the implementation of a fixed asset management system that has been tested within State government. At present, at least two of the State's largest agencies (Department of Information Technology and the Department of Transportation) are successfully utilizing the SHARE Asset Management (AM) module. This request will enable the use of this module for GSD.

The Administrative Services Division (ASD) in GSD will provide professional guidance with regard to the conversion and migration of fixed asset data from the COTS fixed asset system currently in use to the SHARE AM module. GSD will work with the Department of Information Technology (DoIT) SHARE team to configure SHARE AM to meet GSD business requirements.

The project will not require additional hardware or software products and will utilize the following PeopleSoft modules currently deployed and operational in the state of

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New Mexico: Asset Management; Purchasing; Accounts Payable; Project Costing and General Ledger. The project will utilize the existing PeopleSoft (SHARE) computing infrastructure housed at the Simms Data Center. Since there are already two large agencies using AM, the addition of GSD will only strengthen the value of the IT investment through enterprise models that improve and streamline the Executive Branch services.

The objective of this AM deployment for GSD is to focus on implementing the functionality needed to streamline the current business process related to fixed assets. This will improve accuracy, timeliness, and data integrity and enable GSD to meet industry best practices and standards, integrate and reconcile multi-site data, and provide real-time information needed for GSD to operate at peak performance.

1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT

During the Fiscal Year 2020 Budgeting Cycle, GSD submitted a C2 Business Case for appropriation funding of the SHARE Fixed Asset Module to assist GSD ASD personnel with implementing the SHARE AM software to improve efficiencies and to eliminate a long-standing audit finding related to GSD fixed asset compliance.

In support of this certification request, GSD has developed the following planning documentation:

Project Schedule;

Project Budget;

Governance Organizational Chart;

Identified and Documented Project Stakeholders;

Conducted a Preliminary Project Kickoff meeting with GSD Management and the SHARE Enterprise Resource Planning (ERP) Manager;

Developed a scope of work and associated contract with Deloitte for implementation of the SHARE Asset Management module, data conversion, user acceptance testing and necessary training; and,

Scope of work and associated contract with CSW Enterprises, LLC. for project management duties.

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1.3 PROJECT CERTIFICATION REQUIREMENTS

CRITERIA YES/NO EXPLANATION

Project is mission critical to the agency Yes The current system is not providing the software functionality required by the Division.

Project cost is equal to or in excess of $100,000.00

Yes Project expected to cost $550,000.00.

Project impacts customer on-line access No

Project is one deemed appropriate by the Secretary of the DoIT

Yes GSD Management Project solution is identified in the GSD IT strategic plan and will replace the legacy SunSystems application.

Will an IT Architecture Review be required? No Since the software module is already in use by DoIT and DOT and no additional hardware is required, GSD, on June 13, 2019, requested a waiver exception to the TARC review process.

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2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS

2.1 AGENCY JUSTIFICATION

NUMBER DESCRIPTION

GENERAL SERVICES DEPARTMENT – 350.0

In the GSD FY20 Strategic Plan, GSD has identified as one of their primary goals and objectives their intention to reduce the business risk and enhance the reporting, analysis, recording and processing of fixed state assets. In order to accomplish their strategic objectives, GSD intends to replace their legacy SunSystems software with a proven product capable of providing the agency with software functionality to address industry best-practices and with design specifications incorporating an updated technology architecture. Through the implementation of SHARE AM module. This will enable GSD to manage more effectively assets throughout their lifecycle and simplify related maintenance and administrative tasks.

The SHARE ERP has been successfully implemented in the state since 2009, including multiple instances of the SHARE AM module.

2.2 BUSINESS OBJECTIVES

NUMBER DESCRIPTION

BUSINESS OBJECTIVE 1

Eliminate duplicate manual processes and shadow systems, leading to improvements and eliminating potential data integrity threats caused by human error.

BUSINESS OBJECTIVE 2 Improve business processes for reporting and analysis related to

agency balance sheet and net financial position. Implementation of SHARE AM module will satisfy Audit Rule requirement for Financial Statement Generation.


Increase efficiencies in managing capital, non-capital assets and operating expenditures by reducing staff time for data input

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NUMBER DESCRIPTION

pertaining to recording processing of fixed assets and depreciation.


Incorporate best practices by implementing a proven software product designed and built utilizing industry best practices for Asset Management processing that has been successfully implemented in other New Mexico state agencies.

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2.3 TECHNICAL OBJECTIVES

NUMBER DESCRIPTION

TECHNICAL OBJECTIVE 1

Implement SHARE Asset Management functionality within GSD/ASD.


Cleansing and migration of data from current SunSystems to SHARE AM module for GSD use.


Utilize existing PeopleSoft Enterprise Resource Planning software and computing infrastructure.

2.4 IMPACT ON ORGANIZATION

AREA DESCRIPTION

END USER GSD users will require training on the new software functionality. Software implementation activities will include training for end user.

Deloitte Training Deliverables include:

Change Impact Assessment Web-Based Training and Job Aids Workshops

BUSINESS PROCESSES

GSD anticipates their business process will most likely change for the better in order to incorporate industry best-practices. Implementation of the AM module would streamline business processes pertaining to recording and processing of fixed assets.

IT OPERATIONS AND STAFFING While GSD TSSB staff members already support and maintain

the GSD computing infrastructure, maintenance of the SHARE AM module would fall under the SHARE umbrella which is currently maintained by DoIT. This would require involvement

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AREA DESCRIPTION

of DoIT staff to address any issues.

2.5 TRANSITION TO OPERATIONS

AREA DESCRIPTION

PRELIMINARY OPERATIONS LOCATION AND STAFFING PLANS

Since the SHARE AM module falls under the umbrella of SHARE the existing GSD computing environment located in the Simms Data Center would be the hosting solution.

DATA SECURITY, BUSINESS CONTINUITY

Encryption technologies and other security measures will protect and secure the sensitive and confidential information stored in the system. System design will include data back-up recovery capabilities and a primary fail-over system located at the Simms Data Center for 1st level recovery efforts as well as an off-site platform for secondary Disaster Recovery efforts should the entire primary platform fail or in the event that the Simms Data Center is non-operational.

MAINTENANCE STRATEGY

Contractor shall provide one month of post go-live warranty support. After the initial month, software maintenance will fall under the SHARE maintenance agreement.

INTEROPERABILITY The SHARE Assets Management Module is part of the state’s Enterprise Resources Planning Module and will provide GSD with the ability to turn existing software functionality on that will integrate with the ERP Accounts Payables module to track the acquisition and depreciation of assets.

RECORD RETENTION

Documents retention, for the modernized solution, will adhere to NMAC 1.15.6 thru 9 specifications identified in the GSD Imaging Plan and ASD Records Retention File Plans for electronic

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AREA DESCRIPTION

documents.

CONSOLIDATION STRATEGY

This project will be utilizing the existing SHARE infrastructure.

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3.0 PROJECT/PRODUCT SCOPE OF WORK

3.1 DELIVERABLES

3.1.1 PROJECT DELIVERABLES

Project Charter PCC Certification Forms Project Schedule Project Management Plan Deliverable Acceptance Forms Monthly Project Status Reports for DoIT, DFA and LFC Executive Steering Committee Agendas, Meeting Minutes and Reports Lessons Learned

3.1.2 PRODUCT DELIVERABLES

Implementation Vendor Contract

GSD and Deloitte have negotiated the Contract Deliverables utilizing the DoIT Large Contract Template as a guideline for the terms and conditions.

Project Management Vendor Contract

GSD has selected to contract with CSW Enterprises, LLC for project management services.

Implementation Vendor Work Plan

The Implementation Vendor will provide GSD with a Work Plan identifying activities to be performed with corresponding schedules and resource requirements.

Software configuration services Deloitte will configure the SHARE AM software to meet GSD business requirements.

Data Conversion Services Deloitte will provide GSD with guidance and assistance in converting the legacy SunSystems Asset Management data to the SHARE AM database.

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User Acceptance Testing Services

Deloitte will assist GSD with conducting user acceptance testing of the SHARE AM module with recently converted legacy data.

Training Services Once system is tested and proven, Deloitte will conduct training for GSD users.

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3.2 SUCCESS AND QUALITY METRICS

NUMBER DESCRIPTION

QUALITY METRIC 1 Implement SHARE Asset Management functionality. Full utilization should be reached within two months of production cutover.

QUALITY METRIC 2 Decrease the time to enter depreciable fixed assets by 50%.

QUALITY METRIC 3 Satisfy Audit Rule requirement for Financial Statement generation.

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4.0 SCHEDULE ESTIMATE

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Architect

Configure & Prototype

Test

Deploy

Support

Mobilize

Go-liveGSD Data Conversion

Phase Deliverable

Mobilize • Monthly Project Management Deliverables

Architect • Business Process Flow and Functional Design

• Develop Conversion Extract (GSD)

Configure & Prototype

• Prototype 1 Output

• Prototype 2 Output

• Conversion Validation (GSD)

Test • Test Scripts

• Testing Results

• Conversion Signoff (GSD)

Phase • Deliverable

Deploy • Configuration Workbook

• Training Materials

• Cutover Plan

Support • Go-Live Support

• Knowledge Transfer

• Retainage


5.0 BUDGET ESTIMATE

5.1 FUNDING SOURCE(S)

SOURCE AMOUNT ASSOCIATED RESTRICTIONS

Laws of 2019, Chapter 271, Section 7, Item 11

$550,000.00 House Bill 2 – To implement the statewide human resources, accounting and management reporting system asset management module.

Total $550,000.00

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5.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE

ITEM COST ESTIMATE

PROJECT PLANNING/INITIATION COSTS: $122,350.00

Implementation Vendor Project Management and Reporting

Project Management Services

Business Process Flow and Functional

Design

Configuration and Prototype Output #1

ITEM COST ESTIMATE

PROJECT IMPLEMENTATION COSTS: $394,350.00

Implementation Vendor Project Management and Reporting


Configuration and Prototype Output #2

Develop Test Plan & Scripts

Integration and UAT

Configuration Workbook & Deployment

Training Materials & Knowledge Transfer

Go-Live Support

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ITEM COST ESTIMATE

PROJECT CLOSING COSTS: $4,337.50


ITEM COST ESTIMATE

PROJECT CONTIGENCY AMOUNT: $28,962.50

Miscellaneous Contingency Costs


5.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE

PROJECT PHASE BUDGET ESTIMATE

Initiation/Planning $122,350.00

Implementation $394,350.00

Close $4,337.50

Project Contingency Amount $28,962.50

TOTAL $550,000.00

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6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE

6.1 STAKEHOLDERS

NAME STAKE IN PROJECT ORGANIZATION TITLE

Duffy Rodriguez Executive Sponsor GSD Deputy Cabinet Secretary

Michael Lujan Business Owner GSD/ASD Division Director

Karen Baltzley Co-Project Director GSD Chief Information Officer

Sylvia Rodarte Project Team Member GSD Bureau Chief

Scott Roybal Project Team Member GSD Budget Director

Jimmy Rodriguez Project Team Member GSD/Facilities Management

Bureau Chief

John Salazar Project Manager CSW Enterprises, LLC

Project Manager

TBD Implementation Vendor Deloitte Consulting, LLP

Implementation Vendor

Cassandra Hayne SHARE Guidance and Direction

DoIT SHARE ERP Manager

TBD SHARE Support Staff DoIT SHARE Technical Staff

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6.2 PROJECT GOVERNANCE PLAN

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6.3 PROJECT MANAGER

6.3.1 PROJECT MANAGER CONTACT INFORMATION

NAME ORGANIZATION PHONE #(S) EMAIL

John Salazar CSW Enterprises, LLC. (505) 699-8503 [email protected]

6.3.2 PROJECT MANAGER BACKGROUND

John Salazar has over 35-years of experience in Information Technology with previous employment experience serving in the role of chief information officer, for the City of Santa Fe (1994-1999), the New Mexico Taxation and Revenue Department (2004-2007) and the New Mexico Department of Workforce Solutions (2008 – 2010). In January 2016, John obtained Project Management Professional (PMP) certification from the Project Management Institute (PMI). Additionally, for over twenty years, John has been involved in software implementation projects serving in different leadership roles.

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES

ROLE RESPONSIBILITY

Project Sponsor The GSD executive provides resources and support for the project and is accountable for enabling success of the project. The GSD sponsor will promote the project and serve as the spokesperson to higher levels of state government management for the purpose of getting support throughout the organization in promoting the benefits of the project.

Business Owner Balance project priorities; appoint user groups; secure project funding; provide vision of functionality required from system.

Project Director Escalates issues, manages vendors, direct oversight of project deliverables, tracks budget, scope and schedule, approves payment of invoices, finalizes contracts and deliverables, liaison between project team members, vendors and GSD Senior management

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mailto:[email protected]


ROLE RESPONSIBILITY

Project Executive Steering Committee

Manages changes in scope, budget and schedule. Manage project risks, develop mitigation actions and contingency plans.

Administrative Services Bureau Chiefs

Key individuals who play a management role in the Administrative Services Division for their functional area. Individuals will provide subject matter expertise for their bureau.

Administrative Services staff members

Will provide subject matter expertise to ensure software functionality properly meets business requirements. Staff members will be responsible for testing and accepting deliverables.

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6.5 PROJECT MANAGEMENT METHODOLOGY

GSD intends to utilize Deloitte’s Enterprise Value Delivery (EVD) methodology which is tailored to suit the GSD needs. The project will include the following phases:

Discover and Prework – Define design foundation, change management approach and governance process

Mobilize – Review data, requirements and business processes before prototypes, define team

Adapt

o Architect – create design, document detailed requirements, software gaps, tech infrastructure

o Configure and prototype – configure software and perform iterative prototyping

o Test – perform testing and develop end user training materials

Deploy – Prepare for and execute system and business cut over to the new environment

Support – Transition from a pre-production environment to actual business operations

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7.0 CONSTRAINTS

NUMBER DESCRIPTION

1 The project schedule coincides with a busy period for GSD/ASD employees as they will be working on Fiscal Year closeout. There may be some contention for resources as the SMEs are asked to participate in the project as well as carry out their daily tasks.

8.0 DEPENDENCIES

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. Migration of current data from legacy SunSystems application.

M

2. Maintenance of the SHARE system after go-live.

Reporting Issues Escalation Plan for Reported Issues

D

3. Possible integration with GSD Transportation Facilities Management System.

E

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9.0 ASSUMPTIONS

NUMBER DESCRIPTION

1. The AM module is already activated in SHARE. Per earlier research, no additional hardware or software will be required.

2. All SHARE related support costs are already being incurred in annual fee being assessed to the agencies.

3. The existing SHARE configuration and documented business processes will be the baseline for configuring the GSD SHARE AM module.

4. Outside of GSD specific interfaces and reports, customizations will only be considered when required to meet statutory/regulatory requirements.

5. GSD will be responsible for data extraction for conversion from the legacy system and provide data in the format required by Deloitte.

6. GSD will be responsible for cleansing of existing data with guidance from Deloitte based on SHARE requirements.

7. Fully depreciated assets will be converted into SHARE.

8. Both assets and depreciation schedule will be converted, Purchase Orders and Vouchers will not be converted.

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10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY

Risk 1 – Fixed Asset Data Not Successfully Migrated

Description -

If the fixed asset data is not successfully migrated to the SHARE AM module, the project will be delayed, and additional costs may be incurred that would result in exceeding the requested appropriation amount.

Probability – MEDIUM Impact - MEDIUM

Mitigation Strategy –

Follow the methodology used by previous agencies that has proven to be successful in migrating their fixed asset data to the SHARE AM module and hire PeopleSoft professionals experienced with the financial and AM modules.

Contingency Plan -

Identify data that can be migrated and use a phased approach until all data is migrated successfully.

Risk 2 – Data Integrity

Description -

If data integrity does not exist at the time of migration, a reliable data transfer will be negatively impacted.

Probability – MEDIUM Impact - MEDIUM


All data currently contained in the COTS application must be analyzed and properly formatted prior to migrating to the SHARE AM. Data integrity must be validated by PeopleSoft consultants and GSD subject matter experts (SMEs).

Contingency Plan -

Contract with existing legacy system vendor to develop scripts to fix data anomalies before migrating data to the SHARE AM database.

Risk 3 – Data Mapping

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Description -

If the fields of data in the COTS application cannot be mapped fully to SHARE AM, some existing data will not be able to be migrated.

Probability - MEDIUM Impact - LOW


GSD SMEs will identify the required minimum fields of data needed to capture and maintain appropriate records of fixed assets and in conjunction with PeopleSoft consultants, specify fields to be populated.

Contingency Plan –

GSD will keep supplemental data from the legacy system in a Historical database for view only purposes.

Risk4 – Reliance on outsourced resources to accomplish project goals

Description -

Reliance on outsourced resources to accomplish project goals

Probability – MEDIUM Impact - LOW

Mitigation Strategy – Critical tasks will be assigned to GSD personnel. Closely manage external vendor contract deliverables. Monitor project budget and associated expenses.

Contingency Plan -

GSD SMEs and TSSB staff members will be assigned primary roles of completing tasks with the vendor providing guidance.

Risk5 – Limited GSD staff resources

Description -

Limited GSD Resources

Probability – MEDIUM Impact - LOW

Mitigation Strategy – Advise GSD Senior Management of the priority and garner their support to allow sufficient resources to be provided to the project.

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Contingency Plan -

Involve junior level resources who may be able to contribute their time to the project.

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11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING

The GSD Assets Management Project will formulate an executive steering committee composed of the executive sponsor, business owner, project director and other critical GSD and SHARE functional managers. The steering committee will meet on a monthly basis to ensure committee members are provided with the following:

current project status information; review and approve any requested change in scope, budget or schedule; and, review and approve requests to appoint project teams.

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12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V

Due to the shortened project timeline and the SHARE Asset Module software already implemented at other state agencies (DOT and DoIT), GSD has requested a waiver to the IV&V project requirements.

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13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES

SIGNATURE DATE

EXECUTIVE SPONSOR

BUSINESS OWNER

PROJECT MANAGER

14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE

SIGNATURE DATE

DOIT / PCC APPROVAL

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