Executive Sponsor – Tom Church, Cabinet Secretary · Web viewMaintenance Management System PROJECT MANAGEMENT PLAN (PMP) Executive Sponsor – Tom Church, Cabinet Secretary Business

MMAINTENANCEAINTENANCE M MANAGEMENTANAGEMENT S SYSTEMYSTEM

PROJECT MANAGEMENT PLAN PROJECT MANAGEMENT PLAN (PMP)(PMP)

EXECUTIVE SPONSOR – TOM CHURCH, CABINET SECRETARY

BUSINESS OWNER - TAMARA P. HAAS

PROJECT MANAGER – PHILLIP MONTOYA / GENEVIEVE GRANT

ORIGINAL PLAN DATE: AUGUST 8, 2014REVISION DATE: AUGUST 22, 2014

REVISION: 1.2

PROJECT MANAGEMENT PLAN FOR MAINTENANCE MANAGEMENT SYSTEM

REVISION HISTORY............................................................................................................................................. III

ABOUT THIS DOCUMENT.................................................................................................................................... III

1.0 PROJECT OVERVIEW...................................................................................................................................... 1

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT................................................................................................11.2 FUNDING AND SOURCES...........................................................................................................................................21.3 CONSTRAINTS........................................................................................................................................................21.4 DEPENDENCIES.......................................................................................................................................................21.5 ASSUMPTIONS...................................................................................................................................................31.6 INITIAL PROJECT RISKS IDENTIFIED...........................................................................................................................3

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................4

2.1 STAKEHOLDERS......................................................................................................................................................42.2 PROJECT GOVERNANCE STRUCTURE...........................................................................................................................5

2.2.1 Describe the organizational structure – Org Chart.....................................................................................52.2.2 Describe the role and members of the project steering committee...........................................................52.2.3 Organizational Boundaries, interfaces and responsibilities.......................................................................6

2.3 EXECUTIVE REPORTING............................................................................................................................................6

3.0 SCOPE........................................................................................................................................................... 7

3.1 PROJECT OBJECTIVES..............................................................................................................................................73.1.1 Business Objectives....................................................................................................................................73.1.2 Technical Objectives..................................................................................................................................7

3.2 PROJECT EXCLUSIONS..............................................................................................................................................83.3 CRITICAL SUCCESS FACTORS.....................................................................................................................................8

4.0 PROJECT DELIVERABLES AND METHODOLOGY...............................................................................................9

4.1 PROJECT MANAGEMENT LIFE CYCLE..........................................................................................................................94.1.1 Project Management Deliverables...........................................................................................................114.1.2 Deliverable Approval Authority Designations..........................................................................................174.1.3 Deliverable Acceptance Procedure...........................................................................................................17

4.2 PRODUCT LIFE CYCLE.......................................................................................................................................174.2.1 Technical Strategy...................................................................................................................................184.2.2 Product and Product Development Deliverables......................................................................................194.2.3 Deliverable Approval Authority Designations..........................................................................................194.2.4 Deliverable Acceptance Procedure...........................................................................................................19

5.0 PROJECT WORK........................................................................................................................................... 20

5.1 WORK BREAKDOWN STRUCTURE (WBS)..................................................................................................................205.2 SCHEDULE ALLOCATION -PROJECT TIMELINE..............................................................................................................205.3 PROJECT BUDGET.................................................................................................................................................205.4 PROJECT TEAM....................................................................................................................................................21

5.4.1 Project Team Organizational Structure....................................................................................................215.4.2 Project Team Roles and Responsibilities..................................................................................................21

5.5 STAFF PLANNING AND RESOURCE ACQUISITION................................................................................................225.5.1 Project Staff.............................................................................................................................................225.5.2 Non-Personnel resources.........................................................................................................................23

5.6 PROJECT LOGISTICS.........................................................................................................................................245.6.1 Project Team Training..............................................................................................................................24

6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................25

REVISION: 0.0 DOIT-PMO-TEM-020 i OF vi


6.1 RISK AND ISSUE MANAGEMENT..............................................................................................................................256.1.1 Risk Management Strategy......................................................................................................................256.1.2 Project Risk Identification........................................................................................................................256.1.3 Project Risk Mitigation Approach............................................................................................................256.1.4 Risk Reporting and Escalation Strategy...................................................................................................256.1.5 Project Risk Tracking Approach................................................................................................................266.1.6 ISSUE MANAGEMENT..............................................................................................................................26

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V...........................................................................................276.3 SCOPE MANAGEMENT PLAN..................................................................................................................................27

6.3.1 Change Control........................................................................................................................................276.4 PROJECT BUDGET MANAGEMENT............................................................................................................................276.5 COMMUNICATION PLAN........................................................................................................................................276.6 PERFORMANCE MEASUREMENT (PROJECT METRICS).....................................................................................286.7 QUALITY OBJECTIVES AND CONTROL..............................................................................................................28

6.7.1 Quality Standards....................................................................................................................................296.7.2 Project and Product Review AND ASSESSMENTS.....................................................................................306.7.3 Agency/Customer Satisfaction.................................................................................................................306.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS......................................................................................30

6.8 CONFIGURATION MANAGEMENT...................................................................................................................306.8.2 Project Repository (Project Library).........................................................................................................30

6.9 PROCUREMENT MANAGEMENT PLAN............................................................................................................31

7.0 PROJECT CLOSE............................................................................................................................................ 31

7.1 Administrative Close...................................................................................................................................317.2 Contract Close.............................................................................................................................................31

ATTACHMENTS................................................................................................................................................. 32

REVISION: 0.0 DOIT-PMO-TEM-020 ii OF vi


REVISION HISTORYREVISION HISTORY

REVISION NUMBER DATE COMMENT

1.0 August 8, 2014 Original Draft

1.2 August 22, 2014 Revised based on DoIT ereview

ABOUT THIS DOCUMENT This document is developed based on the State of New Mexico Department of Information Technology (DoIT) template for a Project Management Plan (PMP) - Revision: 1.0, July 27, 2007; a careful review of the template ensured all intended components are included. The document includes all of the industry-accepted guidelines to plan, execute, control, and close a project.

The PMP is set up so that the body of the document continues to serve the needs of any future NMDOT Maintenance Management System project with minimal modification, while the Appendices contain the dynamic components of the project plan that must be continually updated and managed, for example the project schedule and the budget. The document is being referred to as the “Maintenance Management System” Project Management Plan.

The NMDOT Maintenance Management System will utilize a customization of a Commercial-off-the-shelf software developed by AgileAssets, Inc. as a key component of the NMDOT Transportation Asset Management Program. Moving Ahead for Progress in the 21st Century (MAP-21) is the current federal transportation legislation that governs various aspects of the NMDOT and its ability to utilize federal funds. One of the requirements in MAP-21 is that each state DOT has a Transportation Asset Management Plan in place by October 2015. AgileAssets is a leader in the development of software tools that assist DOT’s in the tracking of data and analysis of data that is vital to implementing a successful Transportation Asset Management Program that meets MAP-21 requirements.

REVISION: 0.0 DOIT-PMO-TEM-020 iii OF vi


1.0 PROJECT OVERVIEW The NMDOT has identified the Maintenance Management System as a key component in tracking the condition of transportation assets overtime and the recurring maintenance of roadway assets as a part of our daily mission in setting the standard for a safe, reliable and efficient transportation system while promoting economic development and preserving the environment of New Mexico. Moving Ahead for Progress in the 21st Century, MAP-21, is the current Federal Transportation Legislation which took transportation in a new direction by requiring decision making to be performance driven and requiring each State Department of Transportation to have a Transportation Asset Management Plan in place by October of 2015 that covers all pavements and bridges on the National Highway System.

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT

The New Mexico Department of Transportation (NMDOT) is responsible for the maintenance and operation of the state highway system in New Mexico. The current business process application in place to support the Maintenance Program is close to reaching the end of its useful life. The existing system is over 15 years old and has some major software and hardware issues. The NMDOT seeks to implement a commercial off the shelf software to replace this existing application in order to better meet the needs of the Maintenance Program. The Maintenance Management System tracks work activities completed by NMDOT Maintenance personnel that will be utilized with our Pavement Management System to assess the condition of our pavements in order to strategically and systematically operate, maintain, upgrade and expand transportation assets effectively throughout their life cycle.

A new state of the art Maintenance Management System will be implemented using the AgileAssets Maintenance Management Module. This will require some customization to incorporate the maintenance work activities identified by the NMDOT that are typically used on a routine basis by our District Maintenance Personnel. There are various work activities related to pavement maintenance that are tracked to determine the amount, type and frequency of maintenance activities on each asset. By implement the AgileAssets Maintenance Management Module, the NMDOT will be able to include an inventory of various roadway assets such as pavements, bridges, signs, signals, guardrails, impact attenuators, rumble strips, roadway geometrics, curb and gutter, etc. to record work activity as it occurs on each asset. This new system will also incorporate contract maintenance activities performed through contractual services used by Districts to supplement the work accomplished by NMDOT forces. All of the pavement information will be linked to the Pavement Management System in order to utilize the data in order to make recommendations for future roadway improvements based on condition.

Additional reporting features will be implemented to provide detailed analysis of the data included in the system as well as creating reports for Executive Management at the NMDOT and Federal Highway Administration (FHWA), Legislative Finance Committee (LFC) and Department of Finance and Administration (DFA). The solution is to provide a system that the end users can continue to perform their daily job duties and provide good customer service to the public and its internal users. The current system contains electronic information that is vital to the programs and history of NMDOT that will need to be preserved for many years to come.

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1.2 FUNDING AND SOURCES

SOURCE AMOUNT ASSOCIATED RESTRICTIONS

APPROVERS

FEDERAL – STATE ROAD FUND

$672,900 NONE

1.3 CONSTRAINTS

NUMBER DESCRIPTION

1. Statutory requirement to utilize data for resource allocation and utilization

1.4 DEPENDENCIES

Types include the following and should be associated with each dependency listed. Mandatory dependencies are dependencies that are inherent to the work being done. D- Discretionary dependencies are dependencies defined by the project management team. This may also

encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.

E-External dependencies are dependencies that involve a relationship between project activities and non-project activities such as purchasing/procurement

NUMBER

DESCRIPTION TYPE M,D,E

1 Vendor on-going software support M

2 NMDOT business process M

3 System sized to scale to meet nmdot demands M

4 Department of information technology project oversight committee approval of project certification phases to support on-going effort

M

5 Infrastructure scalability M

6 Contract approval and purchase of software and maintenance E

7 Funding for software maintenance, implementation and ongoing support of system

M

8 Data conversion M

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NUMBER

DESCRIPTION TYPE M,D,E

9 Maintain operating standards maintenance standards manual M

1.5 ASSUMPTIONS

NUMBER DESCRIPTION

1 System will integrate with NMDOT Pavement Management System

2 Data will be easily converted and without corruption or loss

3 Vendor will honor contractual obligations

4 Adequate budget will be available

5 Adequate staffing levels with proper skill sets necessary to ensure the system will perform at level expected.

6 Staff is trained properly on the operation of the system to ensure continued success of the program.

7 Vendor will continue to support software and release upgrades/patches on a regular basis.

8 Business requirements will have minimal change over the life cycle of the project.

1.6 INITIAL PROJECT RISKS IDENTIFIED

Sufficient Funding

Description – Funds will not be readily available to support the project

Probability Very Low Impact LOW

Mitigation Strategy: Allocate funding in excess of projected funding needs.Contingency Plan: If this occurs, NMDOT staff will need to implement solution independently without vendor assistance or guidance.

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2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE

2.1 STAKEHOLDERS

NAME STAKE IN PROJECT ORGANIZATION TITLE

Tom Church Executive Sponsor NMDOT Cabinet Secretary

Tamara Haas Budget NMDOT Executive Manager

Phillip Montoya Project Manager NMDOT Management Analyst

Genevieve Grant IT Project Manager NMDOT IT Project Manager

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Project Director Tamara Haas

Project team member Denise Gonzales

David CorizProject Team Member

Camille Valdez

Technical Review DoIT / NMDOT Tech Staff

Project ManagerPhillip Montoya / Genevieve Grant

Executive Steering CommitteeTom ChurchTamara Haas

Business Operations Review Team:Assistant District Engineers - MaintenanceDistrict Maintenance staffState Maintenance BureauAsset Management DivisionData Management BureauPavement Management


2.2 PROJECT GOVERNANCE STRUCTURE2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART

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2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE

ROLE RESPONSIBILITY NAME FUNCTIONAL AREA

PROGRAM MANAGER

OVERSIGHT OF PROJECT

TAMARA HAAS STRATEGIC PLANNING & ASSET MANAGEMENT

CIO PROJECT CERTIFICATON

ERIC ROYBAL IT

PROJECT MANAGER

OVERSIGHT OF PROJECT DELIVERABLES

PHILLIP MONTOYA

MAINTENANCE MANAGEMENT

IT PROJECT MANAGER

OVERSIGHT OF IT PROJECT DELIVERABLES

GENEVIEVE GRANT

INFORMATION TECHNOLOGY

USER TESTING DEVELOP USER ACCEPTANCE TESTING

CAMILLE VALDEZ

MAINTENANCE MANAGEMENT

2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES

The Maintenance Management System is used solely by NMDOT staff and the project team will be working with representatives from each of the districts and the state maintenance bureau in order to identify all of the elements required in the customization and testing of the system. The interface between the Maintenance Management System and Pavement Management System will be completed by AgileAssets and all staff responsible for these two systems are within the Strategic Planning & Asset Management Division. The NMDOT has made some organizational changes in order to streamline data collection, data base management and performance reporting as a result of MAP-21 requirements.

2.3 EXECUTIVE REPORTING

Meetings will be conducted with NMDOT Management and project teams on a regularly scheduled basis. Whiteboard sessions outlining project task and resource assignment schedules and agendas are conducted throughout the process and transferred to Microsoft project. Project team meetings are scheduled to coincide with the Vendor Implementation/Design teams for on-site implementation sessions with frequency and length of those meetings to be defined. Project status updates reports will be verbally communicated to Business Owners conducted at weekly staff meetings. NMDOT management will be kept informed on progress of the project periodically throughout the project life cycle. Special oral and written Project Management and IV&V reports will be given on project progress to the Maintenance Management System Steering Committee.

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3.0 SCOPE

3.1 PROJECT OBJECTIVES3.1.1 BUSINESS OBJECTIVES

NUMBER DESCRIPTION

Bus. Objective 1 Increased efficiency and productivity through a well-managed data entry process

Bus. Objective 2 Optimize business process, decreasing number of steps, saving time

Bus. Objective 3 Lower the cost of government by having a more efficient work activity process tracking

Bus. Objective 4 Improve reporting capability to executive management

Bus. Objective 5 Substantial NMDOT Business process improvements are achievable through a system that is integrated with our Pavement Management System

Bus. Objective 6 Provide a Maintenance Management System for long-term tracking of asset condition and maintenance activities to ensure that current data is utilized in the decision making process in the Transportation Asset Management Program.

3.1.2 TECHNICAL OBJECTIVES

NUMBER DESCRIPTION

Tech. Objective 1 Web-based system will be designed to allow NMDOT staff remote access.

Tech. Objective 2 Data will be easily converted and migrated.

Tech. Objective 3 System will integrate with the Pavement Management System.

Tech. Objective 4 System Interface – provide an architecture that will easily interface with SHARE.

Tech. Objective 5 Security/User Roles – system will support a secure front end user system log in and security role level authentication.

Tech. Objective 6 Extensibility – Ensure system is designed to easily allow the addition of new features later, using an application programming interface or plug-in.

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NUMBER DESCRIPTION

Tech. Objective 7 Redundancy – system will be configured to support system fail over.

Tech. Objective 8 System will integrate with a centralized Linear Referencing System (LRS)

Tech. Objective 9 System will integrate with automated data collection database if needed.

3.2 PROJECT EXCLUSIONS

In particular, the following items are out of scope for this Project:

Integration with SHARE

Network sizing, capacity analysis and performance considerations

Disaster Recovery and Daily Backups. Already in place

Installation of Windows Operating System service packs or patches. NMDOT will perform.

3.3 CRITICAL SUCCESS FACTORS

NUMBER DESCRIPTION

QUALITY METRICS 1 PROJECT DOES NOT EXCEED BUDGET

QUALITY METRICS 2 THE PROJECT SCHEDULE, ASSIGNED TASKS AND MILESTONES ARE MET WITHIN PROJECT PLAN

QUALITY METRICS 3 SYSTEM CAN PROVIDE REPORTS

QUALITY METRICS 4 ALL NMDOT MAITNENANCE MANAGEMENT DATA IS SUCCESSFULLY MIGRATED INTO THE AGILE ASSETS MAITNENANCE MANAGEMENT PLATFORM

QUALITY METRICS 5 SYSTEM IS SECURE AND STABLE

QUALITY METRICS 6 STAFF IS TRAINED TO MAINTAIN AND SYSTEM IS OPERABLE

QUALITY METRICS 7 DATA INTEGRITY IS MAINTAINED

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4.0 PROJECT DELIVERABLES AND METHODOLOGYNMDOT will use our vendor’s knowledge in implementing similar projects within other DOT’s. The NMDOT will develop a schedule of deliverables with the vendor in order to determine milestone dates on completion of the customization of the maintenance management module. The project will be subdivided in smaller, manageable phases with completion of one phase before commencing the next. The NMDOT has used a similar model on an annual basis in order to update the existing system for the subsequent fiscal year.

4.1 PROJECT MANAGEMENT LIFE CYCLE

Phase Summary of Phase Key Deliverables

Initiate During initiate, the project manager of the delivery team will kick-off the project, validate the scope, facilitate the logistics and initiate the project plan.

Communication Plan

Escalation Plan

Timeline Schedule

Analyze The delivery team will conduct the analysis of DOT’s requirements and define the architecture and design of the solution. The requirements

Software Reconciliation Session

Initial Business Process Scoping Document.

Technical Architecture

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Initiate

• Kickoff Meeting

• Project Plan• Communica-

tions Plan• Risk/Issues

Plan• Status

Reporting

Analyze/Design

• Software Reconciliation Session

• Initial Business Process Scoping Document

• Technical Architecture Definition

Build

• Install Infrastructure

• Configuration• Data Migration• Create

Validation Plan• Test/Validate/

User Acceptance

Train

• Train the Trainers or Users

• Hands-on Training

• Complete Training Documentation

• Admin Training

Deploy

• Roll-out Plan• Deploy

Solution Components

• Run Migration• Validate

System and Data

• Post Production Support (technical support, helpdesk, maintenance


include business requirements, functional requirements and infrastructure requirements.

Definition (Infrastructure)

Build

Build (contd.)

In Build, the delivery team will actually build the proposed system. It includes the installation, development and configuration and testing of components and sub-systems comprising the proposed solution.

Out-of-the-box AgileAssets Maintenance Management Module software installed

Configured Maintenance Management Module

Migrated data from HMMS

Definition of User Acceptance Test (UAT) Cases

Execution of User Acceptance Testing

Train In this phase, the delivery team will train the subject matter experts of each group for the end user training. The delivery team will also train admin staff to prepare them for the system maintenance and the application support

Completed Training

Training Document

Quick Reference Guide

System as-built documentation

Deploy In this phase, the delivery team ports the system from a Test environment to Production environment and conduct the system roll out for successfully “Go-Live”

System Go-Live

Close In this phase, the delivery team ensures that every detail of the project has been addressed and proper closure is attained.

Project Closure

Project Review Meeting

Project Archival Activities

Follow-up Activities

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4.1.1 PROJECT MANAGEMENT DELIVERABLES

4.1.1.1 Communication Plan

Description Defines the messages, communication channels, frequency and target audience of project communications

Deliverable Acceptance Criteria Agreed Communication Plan in the meeting

Standards for Content and Format Agile Assets Communication Plan Template or Meeting Minutes

Quality Review Reviewed in meeting between Agile Assets and NMDOT project management

4.1.1.2 Escalation Plan

Description Method, procedure and process to follow should issues arise that requires escalation

Deliverable Acceptance Criteria Agreed Escalation Plan in the meeting will be documented

Standards for Content and Format Meeting Minutes

Quality Review Reviewed in meeting between AgileAssets and NMDOT project management

4.1.1.3 Timeline Schedule

Description A Timeline Schedule with specific dates for each deliverable within a NMDOT provided template or as agreed upon between the Agile Assets and NMDOT project managers.

Deliverable Acceptance Criteria Agreed Timeline schedule in the meeting will be distributed

Standards for Content and Format Agile Assets Project Plan template

Quality Review NMDOT staff reviewing the draft deliverable and providing comments and suggested revisions on the timeline. NMDOT comments will be synthesized and compiled into one document by the NM DOT and provided to Agile Assets and will update the document and provide the updated draft.

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4.1.1.4 Initial Business Process Scoping Document

Description A software reconciliation session to define the functional requirements as collected from business users within the scope of the project will be used for the customization required of the Maintenance Management Module

Deliverable Acceptance Criteria Signed off document

Standards for Content and Format Agile Assets Template

Quality Review NMDOT staff reviewing the draft deliverable and providing comments and suggested revisions. NMDOT comments will be synthesized and compiled into one document by the NMDOT and provided to Agile Assets who will update the document and provide the updated draft.

4.1.1.5 Technical Architecture Definition (Infrastructure)

Description Technical Architecture Document (TAD) describes the specification and configuration of the system on infrastructure level

Deliverable Acceptance Criteria Signed off document

Standards for Content and Format TAD Template

Quality Review NMDOT staff reviewing the draft deliverable and providing comments and suggested revisions. NMDOT comments will be synthesized and compiled into one document by the NMDOT and provided to Agile Assets who will update the document and provide the updated draft.

4.1.1.6 Out-of-the-Box Agile Assets Maintenance Management Module Software Installed

Description Install Maintenance Management Module as per bill of materials.

Deliverable Acceptance Criteria All the installed services and software are running

Standards for Content and Format Installations as per Agile Assets best practices

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Quality Review NMDOT Staff verifying the installed components

4.1.1.7 Configured Maintenance Management Module

Description Configure and customize the Maintenance Management Module to reflect NMDOT work activities and reporting requirements

Deliverable Acceptance Criteria Unit Tested Components, reported in Status Report

Standards for Content and Format Agile Assets Status Report

Quality Review NMDOT staff will do the sanity check

User Acceptance Testing will be performed during Testing Phase

4.1.1.8 Migrated Content from HMMS to Agile Assets Maintenance Management Module

Description Create process to Migrate data from HMMS to AgileAssets Maintenance Management Module

Deliverable Acceptance Criteria NMDOT Staff to perform quality check of data migrated

Standards for Content and Format Agile Assets’ Status Report

Quality Review Migration report will be reviewed

Verification check by NMDOT IT Staff

User Acceptance Testing will be performed in Testing Phase

4.1.1.9 Define User Acceptance Testing (UAT)

Description Maintains a list of the issues and changes identified during the Testing

Deliverable Acceptance Criteria Reported in Status Report

Standards for Content and Format AgileAssets tracking system

Quality Review Reviewed in meeting between Agile Assets and NMDOT project management

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4.1.1.10 Execution of User Acceptance Testing (UAT)

Description Provide support to NMDOT to execute the Test scripts for User Acceptance Testing

Deliverable Acceptance Criteria Signed off completion of UAT, reported in Status Report

Standards for Content and Format AgileAssets Status Report

Quality Review AgileAssets will provide support in running the test scripts. The test scripts will be reviewed before the execution of UAT.

4.1.1.11 Completed Training

Description Provide the end-user training that will include the basic operational procedures for:

Navigating within the Maintenance Management System

Search for data

Develop reports

Provide the training for system administration (IT and Application administrators) personnel on the maintenance, operations, and troubleshooting aspects of the new solution

Deliverable Acceptance Criteria Completed training of end users and IT, reported in Status Report.

Standards for Content and Format Training will be held in Classroom or online.

Quality Review The training material will be provided to assist the trainees in retaining the information.

4.1.1.12 Quick Reference Guide

Description Quick Reference Guide is a training material provided to the end users for reference on how to run their common use cases in the new system

Deliverable Acceptance Criteria PDF version of Quick Reference Guide, reported in Status Report

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Standards for Content and Format AgileAssets Quick Reference Guide Template


4.1.1.13 System As-Built Documentation

Description The documentation of the system as built. It has the configuration information of the system.

Deliverable Acceptance Criteria Configuration guide provided to NMDOT in format for access on InTrans, reported in Status Report

Standards for Content and Format AgileAssets template


4.1.1.14 System Go-Live

Description Ports the system from a Test environment to Production environment and conduct the system roll out for successful “Go-Live”.

Deliverable Acceptance Criteria Signed off ‘Completion of Deployment’

Standards for Content and Format NA

Quality Review Validation of the system by NMDOT Staff

4.1.1.15 Project Closure

Description To ensure that every detail of the project has been addressed and proper closure is attained. It consists of:

Project Review Meeting

Project Archival Activities

Follow-up activities

Deliverable Acceptance Criteria Execution of Project Review Meeting

Standards for Content and Format Meetings between AgileAssets and NMDOT project management and Status Reports

Quality Review Meetings between AgileAssets and NMDOT

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project management

4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

DELIVERABLE NUMBER

DELIVERABLE APPROVERS (WHO CAN APPROVE)

DATE APPROVED

PRJ-DEL-001 Project Management Plan (PMP) Tom Church

4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE

The NMDOT will use a project milestone document and the deliverables described in the executed contract. The NMDOT project manager will sign off on all completed deliverables in the contract.

4.2 PRODUCT LIFE CYCLE

Phase Summary of Phase Key Deliverables

I- Maintenance Management System

Implement a comprehensive Maintenance Management System and migrate the data from the existing HMMS

Communication Plan

Escalation Plan

Timeline Schedule

Software Reconciliation Session

Initial Business Process Scoping Document

Technical Architecture Definition (Infrastructure)

Out-of-the-box AgileAssets Maintenance Management Module Software installed

Configured Maintenance Management Module

Migrated Data from HMMS

Definition of User

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Acceptance Testing

Execution of User Acceptance Testing

Completed Training

Training Document

Quick Reference Guide

System as-built documentation

System Go-Live

Project Closure

4.2.1 TECHNICAL STRATEGY

This project will be subdivided into small, more manageable phases, at the end of which AgileAssets and NMDOT will review the deliverables from one phase before commencing the next. This allows the Project Team to closely monitor the progress of a project and to ensure the needs and expectations of our customers are met.

More specifically, during the technical implementation of the project, it will be identified in the phases of Analysis, Build, and Test.

The Analyze phase will help ensure that the design put in place for NMDOT that will scale appropriately to meet their long term maintenance management needs. A thorough analysis of infrastructure, business requirements, and functional requirements is done. Based on the analysis, AgileAssets defines the Technical Architecture Specifications and Solution Design Specifications of the system.

The build phase constitutes the installation of software and the development and configuration of the components. The build starts with out of the box AgileAssets module and not from scratch. The emphasis is to achieve maximum results with configuration. This procedure provides greater scalability, reduced time of development, easy maintenance, and reduced cost. During build, every component is unit tested and iterative prototyping checkpoints are scheduled with the customer to ensure that requirements are correctly translated into the design.

Testing phase is also divided into different areas that include component testing, integration testing, and user acceptance testing. Component testing validates each component of the system is functioning. Integration testing validates that various subsystems and external systems interface with the Maintenance Management Module as defined in the requirements. The User Acceptance Testing validates all the use cases and functional requirements of the system.

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4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES

4.2.2.1 Maintenance Management SystemDescriptionThe product deliverable will be a Maintenance Management System that incorporates NMDOT work activities, costs and equipment that produces reports identified by NMDOT.

Deliverable Acceptance Criteria – Successful UAT will determine acceptance criteriaStandards for Content and Format – The Maintenance Management System is populated with existing work activities, costs, equipment and the migrated HMMS data and the system is in use. NMDOT supplies contractor with items to be included in the system.

Quality Review – NMDOT will develop a random sampling plan and implement the plan to verify accuracy data migrated from HMMS.

4.2.2.2 Performance Reports

Description – The Maintenance Management System will contain a set of reports on performance indicators

Deliverable Acceptance Criteria – Report updates correctly for the time period specified

Standards for Content and Format – NMDOT will determine parameters for report

Quality Review – Audits will be conducted of data from reports.

4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

DELIVERABLE NUMBER

DELIVERABLE APPROVERS (WHO CAN APPROVE)

DATE APPROVED

1 Maintenance Management System Tamara P. Haas

2 Performance Reports Tamara P. Haas

4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE

District Maintenance Management Analysts will be provided with a UAT protocol to test the system. UAT will identify issues with using the system and will provide to the Maintenance Management Section to address issues with AgileAssets. When the UAT is completed by all analysts, the Maintenance Management Section will make a recommendation to the Executive Steering Committee for acceptance.

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5.0 PROJECT WORK

5.1 WORK BREAKDOWN STRUCTURE (WBS)

5.2 SCHEDULE ALLOCATION -PROJECT TIMELINEProject Phase Due Date Milestone/Deliverable

Initiate 1 week Communication Plan, Timeline Schedule

Analyze 4 weeks Software Reconciliation, Initial Business Process Scoping Document

Build/Software Installation

3 weeks Install AgileAssets out-of-the-box Maintenance Management module

Build/Development 24 weeks Configure maintenance management module with NMDOT work activities, costs, equipment and HMMS data

Build/Test 4 weeks Completion of System User Acceptance Testing (UAT) and issue tracking, Execution of UAT

Train 3 weeks Completed training, quick reference guide and system configuration document

Deploy 1 week System go-live

Close 1 week Project Review meeting, project archival activities, follow-up activities

5.3 PROJECT BUDGETPhase / Activity Associated Deliverables Estimated

Budget/Cost

Implementation Configure software, interface with existing systems, user acceptance testing, end user training and production cutover for:

System development Data migration System testing Training Productions

Cost Breakdown:Software licensing total $172,900Consulting Services $500,000

$672,900

Closeout Customer Acceptance, transition to operations $0

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Project Director Tamara Haas

Project team member Denise Gonzales

David CorizProject Team Member

Camille Valdez

Technical Review DoIT / NMDOT Tech Staff

Project ManagerPhillip Montoya / Genevieve Grant

Executive Steering CommitteeTom ChurchTamara Haas

Business Operations Review Team:Assistant District Engineers - MaintenanceDistrict Maintenance staffState Maintenance BureauAsset Management DivisionData Management BureauPavement Management


Phase / Activity Associated Deliverables Estimated Budget/Cost

TOTALS $672,900

5.4 PROJECT TEAM5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE

5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES


Program Manager Oversight of Project Tamara P Haas Strategic Planning & Asset Management

System Admin Work with vendor Phillip Montoya Maintenance Management

Team Member Work with vendor Camille Valdez Maintenance Management

Team Member Work with vendor Denise Gonzales Maintenance Management

IT Project Manager

IT Project Process Genevieve Grant IT PMO

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IT Database Work with vendor Naombael Frostad IT Database Support

5.5 STAFF PLANNING AND RESOURCE ACQUISITION5.5.1 PROJECT STAFF

Role Responsibilities

Executive Steering Committee (ESC)

Meet at least once monthly Provide strategic direction and promote the vision for Enterprise

Content Management Advise project on policy issues Review, evaluate, and provide direction to the Project Director and

Project Team Members on implementation and deployment strategies Monitor the project progress Provide recommendations on issues escalated to the committee Assist in mitigating strategic project risks Direct the Project Director on issues and risks Address, review, and approve all deliverables, such as project

structure and team activities Monitor the project activities, assuring adherence to the project plan Ensure involvement of participants in order to meet deadlines Review and approve expenditures of funds Represent the point of view of key stakeholders including

technology-enabled customers and state government executives

NM DOIT Provide project implementation oversight Ensure proper project management and cost reporting Certify and approve funding prior to each phase of the project

Project Sponsor Report to ESC on project status, issues, budget, and activities Address, review, and submit deliverables to vendor from the

NMDOT Project Team members Prepare Steering Committee meeting agenda and meeting materials Establish and maintain a coordinated project manual that includes all

IT and non-IT tasks and activities necessary to fully execute the project and to achieve project goals

Monitor and report the activities of the NMDOT Project Team, assuring adherence to the project plan, budget and schedule.

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Role Responsibilities

Project Sponsor Ensure involvement of participants in order to meet deadlines Ensure mitigation of project issues and risks Maintain a current copy of the project budget Prepare the contract for professional services from Vendor Procure hardware and software for NMDOT Comply with approved IT Infrastructure policies & procedures Lead Business Process Reengineering efforts Facilitate defining document metadata and setting up document

taxonomy Plan system interfaces and document migration processes Manage testing and validating NMDOT MMS solution Provide contract and Vendor oversight Assure Vendor deliverables meet the business & system requirements Monitor the project and contract to ensure delivery of complete,

accepted deliverables on schedule Serve as a contact for the Vendor Team Manager, review and accept

weekly status reports, project milestones, deliverables, and issues logs

Advise the Vendor Team(s) on issues and risks Review and approve all Vendor documentation

IT Specialists (Programmers, NMDOT System Experts and Developers)

Provide IT subject matter expertise Work with Project Director to determine hardware, software, network

and technical requirements. Work with Project Director to define technical system interface

requirements. Provide IT perspective and guidance for technology issues

Vendors Ensure compliance with the Contract and the approved work plan. Develop and submit all deliverables as required by the Contract. Meet the Project schedule and milestones as defined in the Work Plan

and the Contract.

5.5.2 NON-PERSONNEL RESOURCES

ResourceCost Estimate

Estimated units/hours Availability Source Work Product/Deliverable

Agile Assets $500,000 9 months Vendor Software installation, system configuration, training

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5.6 PROJECT LOGISTICS

Phase Deliverables

Initiate Communication Plan. Escalation Plan. Timeline Schedule.

Analyze Software Reconciliation Session Initial Business Process Scoping Document Technical Architecture Document (TAD).

Build | Software Installation Out-of-the-box Agile Assets Maintenance Management Module software Installed.

Configured Maintenance Management Module Migrated data from HMMS Definition of User Acceptance Testing (UAT) cases Execution of User Acceptance Testing

Train Completed Training & Training Document. Quick Reference Guide. System as-built documentation

Deploy System Go-Live

Close Project Review Meeting. Project Archival Activities. Follow-up Activities.

5.6.1 PROJECT TEAM TRAINING

ResourceCost Estimate

Estimated Hours Availability Skill Set Work Product/Deliverable

Agile Assets 3 weeks Upon request

Technical experts

Training will be part of contract deliverables and cost is included.

6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 RISK AND ISSUE MANAGEMENT6.1.1 RISK MANAGEMENT STRATEGY

Risks will be identified, monitored and tracked on an ongoing basis for the project. Risks will be logged and scored based on the probability of occurrence and impact (severity) on the project if the risk occurs.

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6.1.2 PROJECT RISK IDENTIFICATION

A risk evaluation tool has been built within an Excel spreadsheet. This is the primary tool to be used to list and categorize project risks. The sequence of activity is as follows; Risk Identification – The process of identifying potential risks and commenting the specific characteristics of each.

6.1.3 PROJECT RISK MITIGATION APPROACH

All identified risks will have appropriate mitigation strategies/plans. For those risks that are highly probable and have significant impact to the project will develop contingency plans.

6.1.4 RISK REPORTING AND ESCALATION STRATEGY

Risk monitoring and control will be part of every project status meeting. Risk identification will be the responsibility of all members of the project team. The Project Director and Project Managers will be responsible for tracking risks and for developing mitigation strategies and contingency plans that address the risks identified by the team.

This project will follow a continuous risk management strategy. Risk will be assessed routinely to ensure that identified risks are being dealt with appropriately and that new risks are identified and dealt with as early as possible.

6.1.5 PROJECT RISK TRACKING APPROACH

Risk Level Mitigation Comment

Insufficient funding

Low Prioritize each agency’s funding request and develop contingency plans to allocate funds

Insufficient funding allocation means that either some agencies requesting funds will receive $0 or agencies will not have enough to purchase software, hardware and implementation services.

Agency Resource availability

High Ensure stakeholders are involved and support the project team members

Lack of resources to complete project activities can lead to delays in project schedule.

Extended timeline caused by state approval process

High Plan for State requirements for oversight as well as the procurement process provide numerous opportunities for project delays.

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6.1.6 ISSUE MANAGEMENT

6.1.6.1 Internal Issue Escalation and Resolution Process

NMDOT Project team will work together to address and provide a resolution to any issues that may come up during the project.

6.1.6.2 External Issue Escalation and Resolution ProcessNMDOT Project team will work with vendor to address and provide a resolution to any issues that may come up during the project. With any project, no matter how comprehensive the planning process, issues arise that need to be addressed.

When the project team identifies an issue, it will be added to the project issues tracking document. An issue can also be identified by anyone affiliated with the project although the project team will be primarily responsible for tracking issues through to resolution. The project team will review the issues list twice a month. Issues, which could negatively affect the project, will be brought to the project ESC attention according to the change control process in section 7.4. The process of tracking an issue is outlined here:

1. An issue is identified.2. It is added to the issue document, assigned an issue number with a brief explanation of

the issue and date entered.3. The issue is assigned to someone and potential action to be taken.4. As action is taken, it is noted with the issue.5. If possible, an estimated completion date is entered.6. Upon completion of an issue, the actual completion date is noted with the resolution.

Listed below are examples of how an issue can be resolved: An issue can become a task added to the project plan with proper approval, if new, or

within scope of the project. It could be resolved by an action taken. A document can be created which addresses the issue. A resolution could create new issues that need to be addressed. A new policy could be created which addresses the issue.

The project team is primarily responsible to resolve issues or follow-up to be sure action is being taken to resolve an issue.

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V

A Competitive Vendor Request (CVR) will be submitted to the NMDOT Executive Steering Committee for approval. Once the CVR has been approved, the project team will initiate contact with approved IV&V vendors. The IV&V vendor will develop a complete IV&V plan in conjunction with the project team.

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6.3 SCOPE MANAGEMENT PLAN

The scope of the project as negotiated with AgileAssets and included in the professional services contract will be the responsibility of the Project Manager to ensure that all deliverables are being completed. The Project Manager and Project Sponsor will meet weekly 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 describe below. This will also address managing stakeholder expectations.

6.3.1 CHANGE CONTROL

6.3.1.1 Change Control Process

Any significant changes in the project will likely cause changes to others tasks. Project control establishes the mechanism to routinely track and report on these parameters. If issues arise that result in significant variances in these parameters, the project team will prepare and submit a Project Change Request form through the Project Change Control process.

6.3.1.2 Change Control Board (CCB)

The CCB for this project will be the Project Sponsor who is responsible for project delivery within budget and is authorized to approve changes to the project plan.

6.4 PROJECT BUDGET MANAGEMENT

6.4.1 Budget Tracking

The budget will be tracked by the Project Manager and updates provide to the Project Sponsor utilizing excel spreadsheets and the SHARE financial system.

6.5 COMMUNICATION PLAN

The Executive Steering Committee will meet at a minimum on a monthly basis in order to review project progress, deliverables/milestones, provide direction to the Project Director, and team. The Project Director is required to provide formal status reports to the ESC and will present the report during the ESC meetings. The Project Director is also required to report on the overall status of the project on a monthly basis, per standard DoIT procedures.

Specific requests for expenditure authorization should be forwarded to the ESC representatives for the agencies. If funding approval is an agenda item on the regular ESC meeting, the request and associated justification for spending should be circulated to committee members at least seven (7) days in advance of the ESC meeting. If funding approval is required in a timeframe that does not coincide with the ESC meeting schedule, it is the responsibility of the Project Director to send a request and justification directly to the ESC committee members. A reminder notice should be sent out after seven (7) days if there has been no response from ESC committee members. A final attempt to contact ESC members should be made at fourteen (14) days if there has been no response. Summary of any such action should be documented in team status reports and reported to the ESC at the next meeting.

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6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)

NUMBER DESCRIPTION

QUALITY METRICS 1 Project does not exceed budget

QUALITY METRICS 2 The project schedule, assigned tasks and milestones are met within project plan

QUALITY METRICS 3 System can provide reports

QUALITY METRICS 4 All NMDOT maintenance management data is successfully migrated into the agile assets maintenance management platform

QUALITY METRICS 5 System is secure and stable

QUALITY METRICS 6 Staff is trained to maintain and system is operable

QUALITY METRICS 7 Data integrity is maintained.

6.7 QUALITY OBJECTIVES AND CONTROL

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 number of ways that quality has been built into this project. The first is IV&V, which will make sure the project meets its expected requirements through a third party evaluation of the project. The second 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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6.7.1 QUALITY STANDARDS

No. Quality Standard Tracking Tool or Measure

1 Project phase is completed by the established finish date. Project ScheduleProject Status

2 Project is completed within budget. Project CharterProject Status

3 Quarterly project reviews show contractors deliver requirements specified in the contract by due dates or pay penalties.

Vendor ContractFinal Customer

Acceptance

4 Project issues are resolved and documented within 10 calendar days of identification or extensions are justified.

Issues Tracking

5 Project will be completed based on the original project scope and approved scope changes.

Project CharterProject PlanControl Change Request

6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS

Review Type Quality Standard Tools Reviewer Reports

Requirements Project is completed within budget.

Contract deliverables Project Manager

Produce by vendor

Plans All plans must meet contract deliverables

Scope of work by vendor

Project Manager

Produce by vendor

Milestones Project phase is completed by the established finish date.

Contract Deliverables Project Manager

Milestone checklist from vendor

Testing Execution of User Acceptance Testing (UAT).

System Test Scripts procedure.for User Acceptance Testing (UAT).

Project Manager

Produced by Vendor

6.7.3 AGENCY/CUSTOMER SATISFACTION

Areas of feedback When How OftenAgency awareness Business Owner Meetings MonthlyQuality of communications ESC Steering committee meetings MonthlyManages project tasks ESC Steering committee meetings MonthlyProductive Meetings Quarterly

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6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS

The NMDOT Chief Information Officer will take delivery of media; manuals; contracts; licenses; services agreements; configuration settings; status of patches to COTS products; in-house or vendor developed code; test cases, routines, and scripts; and other items required for the project. The NMDOT CIO will take delivery of such products only after the product deliverables have been accepted by the NMDOT MMS Executive Steering Committee.

6.8 CONFIGURATION MANAGEMENT6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)

A project repository, consisting of a shared server with multiple folders will be developed by NMDOT staff members as a means to provide a central repository for all project documentation and deliverables.

6.9 PROCUREMENT MANAGEMENT PLANAll procurement for project goods and services must be performed under the guidance and direction of New Mexico State Procurement Statues.

7.0 PROJECT CLOSE7.1 ADMINISTRATIVE CLOSE

Administrative Close occurs at both the end of each phase and at the end of project. This closeout activity consists of verification that deliverables were met. Acceptance is formalized and phase activities are administratively closed out. The identification of closeout activities for the Maintenance Management System Project will be the final deployment and the transition to production. The final closeout will include the completion of Maintenance Management System documentation, the DoIT closeout report and a presentation to the DoIT Project Certification Committee for approval to formally close the project.7.2 CONTRACT CLOSE

Contract close is similar to administrative close in that it involves product and process verification for contract close.

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Documents

Executive Sponsor – Tom Church, Cabinet Secretary · Web viewMaintenance Management System PROJECT MANAGEMENT PLAN (PMP) Executive Sponsor – Tom Church, Cabinet Secretary Business