Executive Sponsors - NM DoIT · Web view2019/11/21 · A total of 3,553 children were served in the foster cares system, excluding “short stayers,” or children who enter and

COMPREHENSIVE CHILD WELFARE INFORMATION SYSTEM (CCWIS)-

MODERNIZATION PROJECT

PROJECT MANAGEMENT PLAN (PMP)

EXECUTIVE SPONSORS

Brian Blalock, Cabinet Secretary

Irene Luettgen, Chief Information Officer

Phillipe Rodriguez, Acting Chief Financial Officer

Annamarie Luna, Protective Services Program Deputy Director (Acting Sponsor)

BUSINESS OWNERS

Brian Blalock, Secretary

Irene Luettgen, Chief Information Officer

Phillipe Rodriguez, Administrative Services Deputy Director

Tamera Marcantel, Nick Costales, Carlos Padilla (Deputy Directors in absence of Director)

Sarah Blackwell, Annamarie Luna, Valerie Sandoval, Karla Young (Deputy Directors in absence of Director)

Bryce Pittenger, Behavioral Health Director

PROJECT MANAGER

David Ramirez (Acting)

ORIGINAL PLAN DATE: SEPTEMBER 12, 2019REVISION DATE: NOVEMBER 8, 2019

REVISION: 2.0

PROJECT MANAGEMENT PLAN FOR CCWIS MODERNIZATION PROJECT

REVISION HISTORY............................................................................................................................................ IV

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

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT.....................................................................................11.2 FUNDING AND SOURCES...................................................................................................................................31.3 CONSTRAINTS....................................................................................................................................................31.4 DEPENDENCIES..................................................................................................................................................31.5 ASSUMPTIONS...................................................................................................................................................51.6 INITIAL PROJECT RISKS IDENTIFIED....................................................................................................................5

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................9

2.1 STAKEHOLDERS.................................................................................................................................................92.2 PROJECT GOVERNANCE STRUCTURE...............................................................................................................12

2.2.1 Describe the organizational structure – Org Chart..................................................................................132.2.2 Describe the role and members of the project steering committee.........................................................132.2.3 Organizational Boundaries, interfaces and responsibilities.....................................................................14

2.3 EXECUTIVE REPORTING...................................................................................................................................15COMMUNICATION EVENTS..........................................................................................................................................15

3.0 SCOPE......................................................................................................................................................... 16

3.1 PROJECT OBJECTIVES.......................................................................................................................................173.1.1 Business Objectives.................................................................................................................................173.1.2 Technical Objectives................................................................................................................................19

IMPACT ON ORGANIZATION.................................................................................................................................21TRANSITION TO OPERATIONS.......................................................................................................................................213.2 PROJECT EXCLUSIONS......................................................................................................................................223.3 CRITICAL SUCCESS FACTORS............................................................................................................................22

4.0 PROJECT DELIVERABLES AND METHODOLOGY.............................................................................................24

4.1 PROJECT MANAGEMENT LIFE CYCLE...............................................................................................................244.1.1 Project Management Deliverables..........................................................................................................334.1.2 Deliverable Approval Authority Designations..........................................................................................374.1.3 Deliverable Acceptance Procedure..........................................................................................................37

4.2 PRODUCT LIFE CYCLE.......................................................................................................................................374.2.1 Technical Strategy...................................................................................................................................384.2.2 Product and Product Development Deliverables.....................................................................................384.2.3 Deliverable Approval Authority Designations..........................................................................................384.2.4 Deliverable Acceptance Procedure..........................................................................................................39

5.0 PROJECT WORK........................................................................................................................................... 39

5.1 WORK BREAKDOWN STRUCTURE (WBS).........................................................................................................395.2 SCHEDULE ALLOCATION -PROJECT TIMELINE..................................................................................................405.3 PROJECT BUDGET............................................................................................................................................41

FY20*...............................................................................................................................................................415.4 PROJECT TEAM................................................................................................................................................42

5.4.1 Project Team Organizational Structure...................................................................................................42.........................................................................................................................................................................425.4.2 Project Team Roles and Responsibilities..................................................................................................42

5.5 STAFF PLANNING AND RESOURCE ACQUISITION.............................................................................................425.5.1 Project Staff.............................................................................................................................................425.5.2 Non-Personnel resources.........................................................................................................................43

5.6 PROJECT LOGISTICS.........................................................................................................................................43

REVISION: 2.0 DOIT-PMO-TEM-020 i OF vi


5.6.1 Project Team Training.............................................................................................................................43

6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................43

6.1 RISK AND ISSUE MANAGEMENT......................................................................................................................436.1.1 Risk Management Strategy.....................................................................................................................446.1.2 Project Risk Identification........................................................................................................................446.1.3 Project Risk Mitigation Approach............................................................................................................446.1.4 Risk Reporting and Escalation Strategy...................................................................................................446.1.5 Project Risk Tracking Approach...............................................................................................................45

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V..................................................................................456.3 SCOPE MANAGEMENT PLAN...........................................................................................................................45

6.3.1 Change Control........................................................................................................................................456.4 PROJECT BUDGET MANAGEMENT...................................................................................................................46

6.4.1 Budget Tracking......................................................................................................................................466.5 COMMUNICATION PLAN.................................................................................................................................46

6.5.1 Communication Matrix............................................................................................................................466.5.2 Status Meetings.......................................................................................................................................466.5.3 Project Status Reports.............................................................................................................................46

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS).....................................................................................476.6.1 Baselines.................................................................................................................................................476.6.2 Metrics Library........................................................................................................................................47

6.7 QUALITY OBJECTIVES AND CONTROL..............................................................................................................476.7.1 Quality Standards....................................................................................................................................476.7.2 Project and Product Review and Assessments.........................................................................................486.7.3 Agency/Customer Satisfaction................................................................................................................506.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS......................................................................................50

6.8 CONFIGURATION MANAGEMENT...................................................................................................................506.8.1 Version Control........................................................................................................................................506.8.2 Project Repository (Project Library).........................................................................................................50

6.9 PROCUREMENT MANAGEMENT PLAN............................................................................................................51

7. 0 PROJECT CLOSE........................................................................................................................................... 51

7.1 Administrative Close...................................................................................................................................527.2 Contract Close............................................................................................................................................52

ATTACHMENTS................................................................................................................................................. 53

ACRONYMS, ABBREVIATIONS AND DEFINITIONS..................................................................................................53Definitions........................................................................................................................................................53

REVISION: 2.0 DOIT-PMO-TEM-020 ii OF vi


REVISION HISTORY

REVISION NUMBER DATE COMMENT

2.0 November 9, 2019 For PCC

1.0 September 12, 2019 Initial Draft

REVISION: 2.0 DOIT-PMO-TEM-020 iii OF vi


1.0 PROJECT OVERVIEW

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT

The Children, Youth & Families Department (CYFD) is responsible for protecting children from abuse, neglect and exploitation, as well as providing an array of prevention, intervention, rehabilitative and after-care services to NM children and their families as the children’s behavioral health authority in New Mexico. The CYFD mission is to “improve the quality of life for our children” and CYFD’s Information Technology (IT) Division strives to enable the Agency’s mission through “excellence in information technology.”

CYFD is a single component in a larger Health and Human Services array of State agencies in New Mexico. In conjunction with the Human Services Department (HSD), Department of Health (DOH), and Aging and Long Term Services Department (ALTSD), CYFD provides support and services to the families of New Mexico. The majority of CYFD interactions, critical decisions, and services occur in the New Mexico community and our families’ homes. As such, CYFD needs to be able to access case information, conduct investigations, document interactions, coordinate services, and send referrals while in the community using a case management system that supports workers’ activities and the Protective Services (PS), Juvenile Justice Services (JJS), and Behavioral Health Services (BHS) business processes. Furthermore, as CYFD needs to act in concert with the other Health and Human Services entities within New Mexico, the case management system used by CYFD needs to be fully integrated with HSD, DOH, and ALTSD; preferably as a native element in a larger multi-agency system.

The current case management information system utilized by the majority of CYFD workers for child welfare case management is the Agency’s mission-critical system, the Family Automated Client Tracking System (FACTS). FACTS is a 22 year old system that is not able to be leveraged outside of CYFD offices, is not able to be adapted to changing business practices in a reasonable amount of time and, as a result, does not currently support the business needs of the Department.

CYFD is also a partner in a larger network of child welfare, juvenile justice, and behavioral health agencies throughout the country. This partnership includes, among other things, obligations to provide reporting data to the U.S. Department of Health and Human Services (HHS), Administration for Children and Families (ACF), Children’s Bureau (CB). This obligation comes in the form of providing data to various ongoing reporting efforts such as the National Child Abuse and Neglect Data System (NCANDS), the Adoption and Foster Care Analysis and Reporting System (AFCARS), and the National Youth in Transition Database (NYTD). Data reporting is a continuously evolving activity, which requires constant updates to data collection elements. The inability of FACTS to keep up with required changes in business practices has also translated to CYFD falling out of alignment with reporting needs of these initiatives and failing to meet our obligations.

The purpose of the CCWIS Modernization Project is to replace the existing case management system to better support a person-centric approach to human services that exists as either a native

PAGE | 1


component in a larger health and human services system or as one that integrates with internal and external service entities in the State.

The HHS ACF CB defines the Comprehensive Child Welfare Information Systems (CCWIS) rules and regulations in 45 CFR §1355.50 through 1355.59. CCWIS Core Requirements are defined in 1355.52:

CCWIS will meet the efficient, economical and effective requirements as outlined at 1355.52 (a).

CCWIS will meet the data requirements as defined at 1355.52 (b). CCWIS will meet the reporting requirements as defined at 1355.52 (c). CCWIS will incorporate CCWIS data quality requirements as identified at 1355.52 (d). CCWIS will meet the requirements for bi-directional data exchanges as identified at

1355.52 (e) including Financial and Title IV-E eligibility. CCWIS will meet data exchange standard requirements at 1355.52 (f). CCWIS will meet the automated Title IV-E eligibility determination requirements as

defined at 1355.52 (g). CYFD will agree to the software provision requirement as defined at 1355.52 (h).

While work initially started in September 2017, with the new administration in 2019 the CCWIS Modernization Project was re-conceptualized to be an integral part of the larger NM HSD Medicaid Management Information System Replacement (MMISR) project while still meeting CCWIS requirements and AFCARS, NCANDS, and NYTD data collection needs. Since that time,

The Project Charter and Project Management Plan have been completed CYFD has joined as either an active participant or a voting member onto the following

elements of the MMISR projecto HHS 2020 Data Governance Committeeo HHS 2020 Architectural Review Boardo HHS 2020 Weekly Status Meetingo HHS 2020 Business Intelligence Group

CYFD has contributed to the following HSD RFPs and will sit on the HSD RFP panels for:

o Financial Serviceso Eligibilityo Case Management

CYFD conducted an independent assessment of CYFD IT CYFD updated our Cost Allocation Method (CAM) as well as our Public Assistance Cost

Allocation Plan (PACAP).

1.2 FUNDING AND SOURCES

PAGE | 2


Source Amount Associated restrictionsFY 19 – FY 20 C2 AwardLaws of 2018, Chapter 73, Section 7(27) C2: Information Technology CSEF

$1,000,000.00 Award, DoIT Project Certification

FY20 - FY21 C2 AwardLaws of 2019, Chapter 271, Section 7 (28)

$7,020,500.00 Award, DoIT Project Certification

1.3 CONSTRAINTS

NUMBER DESCRIPTION

1 CCWIS Project and Design Requirements as defined by ACF/CB in order to maximize Federal Funding Participation.

2 Availability of funds provided through C2 which have a two year expiration.

1.4 DEPENDENCIES 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 Project Certification Committee approvals for project initiation and continuation including release of funds.

M

2 IT state staff vacancy rate will impact resources decisions (internal/external) and overall cost of resources.

D

3 Project can only continue if funds are received, partial funding will impact resource, scope, and timeline decisions.

M

4 Changes to the CYFD procurement practices allowing for new adaptable procurement strategies supporting iterative and/or Agile delivery models. Required prior to finalizing CCWIS RFI est. Q4 2019.

E

5 ACF/CB review and approval of APDs and PACAPs. This is discretionary as we can proceed with project elements without ACF/CB approval but those elements will not be eligible for

D

PAGE | 3


NUMBER DESCRIPTION TYPE M,D,E

favorable funding participation.

6 Actual project timeline is dependent on meeting previous milestones, e.g. requirements gathering must be completed prior to RFI/RFPs and contract awards resulting in implementation of new solutions.

M

7 Alignment with HSD HHS 2020 project’s timeline could compromise priority of CCWIS project. M

PAGE | 4


1.5 ASSUMPTIONS

NUMBER DESCRIPTION

1 Timelines assume some C-2 FY20-21 Award to execute planning milestones.

2 Child welfare solution vendors will be able to provide CCWIS compliant solutions.

3 Successful integration, alignment, and engagement with HSD on the HHS 2020 project.

4 Adhere to the PMI framework for PMBOK as well as best practices and guideline.

1.6 INITIAL PROJECT RISKS IDENTIFIED

CYFD CCWIS project risks will be managed and stored in the HHS 2020 CYFD SharePoint Site. The project Risk Management Plan details the project approach to risk management.

Risk 1Information technology resource limitations (vacancy currently at ~30%) affect availability of existing FACTS resources for as-is requirements and transition planning

Probability : EXPECTED Impact : HIGH

Mitigation Strategy: Program and IT will scrutinize ongoing FACTS needs against CCWIS resource needs and prioritize resources and budget accordingly. Contingency Plan: IT is working to reduce IT vacancy rate. Project funds can be used to augment staff to temporarily double fill positions as existing resources are dedicate to the project.

Risk 2Program resource limitations affect availability of existing program resources for as-is requirements and transition planning


Mitigation Strategy: Program will scrutinize ongoing program and program project work against CCWIS resource needs and prioritize resources and budget accordingly. Program is requesting a budget expansion including an increase for program support staff.

Contingency Plan: Project funds can be used to augment staff to temporarily double fill positions as existing resources are dedicate to the project.

Risk 3State of New Mexico Gubernatorial and administration change impact funding and/or momentum of project

Probability : LIKELY Impact HIGH

Mitigation Strategy: CCWIS team will communicate early and often with new administration.Contingency Plan: Executive sponsors and CCWIS Working Group include classified members and secure planning funding and ACF favorable funding participation.

PAGE | 5


Risk 4Programs’ skills and experience (large learning curve) slows organizational readiness and project momentum


Mitigation Strategy: Skill and participation expectations are communicated early and ongoing. Planning includes educational and coaching services for Program. Contingency Plan: Contingency budget planning to help offset skills and expertise as possible.

Risk 5Significant changes to procurement strategy to better support project and vendor agility needs.


Mitigation Strategy: IT and Administrative Services will review existing contracts and procurement practices to adopt practices that, while still adhere to NM State Purchasing Division policies and procedures, better support agility in service and product procurementContingency Plan: Team will develop multiple strategies for procurement. If near complete failure or slow moving agility then project will have to switch to iterative vs. specifically agile project delivery.

Risk 6Plan for significant reliance on services and software vendors can compromise agency knowledge transfer.


Mitigation Strategy: Team will adopt practices that strengthen knowledge transfer requirements from vendors. Contingency Plan: Team will plan for combined and staggered vendor and internal teams.

Risk 7Alignment with HSD HHS 2020 project’s timeline could compromise priority of CCWIS project.

Probability : POSSIBLE Impact: HIGH

Mitigation Strategy: Team will adopt communication process with HSD counterparts leveraging Agile methodology to reduce conflict in timelines and delaying of scheduled deliverables. Contingency Plan: Team will plan for combined and staggered vendor assignments and internal team resource conflicts.

Risk 8Data Migration Probability : LIKELY Impact HIGH

Mitigation Strategy: Develop a data strategy prior to implementation. Define scope of data conversion and data cleanliness. Goal is to have iterations of data conversions to be validated by business users to confirm accuracy.

PAGE | 6


Contingency Plan: Scope project to identify potential issues that may occur later on. Build milestones or checkpoints into Data Migration plan.

Risk 9SaaS solution not being fully customizable could impact business process

Probability : UNLIKELY Impact HIGH

Mitigation Strategy: Proper testing with stakeholders from across the organization to make sure solution is scalable to meet our business growth and need.Contingency Plan: Team will develop multiple strategies for iteratively testing application to align with business need.

Risk 10Exposing sensitive data Probability : UNLIKELY Impact HIGH

Mitigation Strategy: Follow NIST Best Practices by include security into the plan and implementation of the solution and include monitoring tools. Ensure database is fully encrypted with industry standard block encryption, such as AES-256.Contingency Plan: Enforce separation of administrative duties. Data anonymization

Risk 11Change of Requirements Probability : LIKELY Impact HIGH

Mitigation Strategy: Incorporate principles of Leading Change Management practices.Contingency Plan: Design complete use case scenarios, validated and approved by all relevant process owners in multiple test cycles.

Risk 12

Insufficient system resources allocated for high demand on middleware and interface architectures

Probability : UNLIKELY Impact HIGH

Mitigation Strategy: Follow NIST Best Practices in identifying and prioritizing critical IT systems and components. Assess current network infrastructure and ensure minimum requirements are met to support the overall solution. Execute load tests on relevant scenarios to assure stability, performance and resilience.Contingency Plan: Team will scrutinize ongoing technical resource needs and prioritize resources and budget accordingly.

Risk 13Probability : UNLIKELY Impact HIGH

PAGE | 7


Application Security Mitigation Strategy: Maintain adequate business service levels and adhere to NIST Security Standards. Technical infrastructure is protected by application firewall system for all traffic and includes inspection for common threats. Automate installation and configuration of security components.Contingency Plan: Test security features within applications and utilize project funds to identify weakness and develop strategy to address issues.

PAGE | 8


2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE

2.1 STAKEHOLDERS

NAME STAKE IN PROJECT ORGANIZATION TITLE

Children and Families (External)

Beneficiaries of easier access to information.

Public, recipients, constituents

Various

Other (external)

Beneficiaries of data and/or software application interoperability.

Providers, agencies, vendors, federal, state, local agencies, i.e. HSD, Kansas University (ROM), child welfare service providers

Various

Primary Stakeholders

Responsible for divisions: group informed of ongoing decision and status.

CYFD All program and program support deputies

Internal End users

Beneficiaries of features, functions and data of solutions.

CYFD Various

External Partners

Representatives who act as resources for state governments, assist with guidance and perform oversight of the project including but not limited to funding.

i.e. ACF/CB Various

CCWIS / MMISR Leadership Team

All division executive officers who are responsible for guiding the agency as a whole, representing primary, secondary and tertiary stakeholders.

CYFD Cabinet SecretaryDeputy Cabinet SecretaryCYFD CIOASD DirectorPS DirectorJJS DirectorBHS Director

Sponsors Segment of the Leadership Team, identified as those with nearer term vested interest. Project advocates

CYFD Cabinet SecretaryCYFD CIODeputy Cabinet SecretaryPS Director / Deputy Directors in

PAGE | 9


NAME STAKE IN PROJECT ORGANIZATION TITLEensuring delivery of agreed upon business benefits.

absence of DirectorASD Director / Deputy Directors in absence of Director

CCWIS Working Group

Internal team tasked with furthering and supporting the CCWIS project. Team performs majority of data collection, research and analytics of business processes, compilation of data into visual models, identifies pain points and opportunities for improvement and is able to perform translation into technical requirements, routinely performs quality assurance and implements appropriate controls, develops documentation and works closely with project managers and leadership team. Contributes to the development of solutions presented to project managers, sponsors, and the leadership team.

CYFD PS Research, Assessment & Data Bureau ChiefPS Prevention, Placement & Adoption Resources Bureau ChiefPS Family & Support Services Bureau ChiefIT Applications ManagerIT Project Manager (Vacant – IT Applications Manager is currently acting in this capacity)CCWIS Business Project ManagerChief Data OfficerJJS Applications Manager3 Operations Research Analysts

CYFD Chief Information Officer

Responsible for guiding the CYFD IT division by ensuring solutions meet technology needs and providing technology solutions as a whole, representing primary, secondary and tertiary stakeholders. Champion of technical and project governance.

CYFD CIO

Information Technology Managers

Responsible for ensuring solutions meet technology needs and providing technology solutions. Responsible for ensuring

CYFD Various

PAGE | 10


NAME STAKE IN PROJECT ORGANIZATION TITLE

projects are managed, providing project services. Champions of technical and project governance.

Chief Data Officer

Responsible for data governance and stewardship for the agency, champion of agency data and data interoperability with partners.

CYFD Chief Data Officer

Project Managers

Responsible for scope, resources/cost, timeline and quality of project.

CYFD Project Managers

PAGE | 11


2.2 PROJECT GOVERNANCE STRUCTURE

Project Charter, Governance and Communication plans will be updated if/when, major shifts in project direction are made. These and additional project elements will also be reflected in the Project Management Plan.

PAGE | 12

MMISR / CCWIS Leadership Team

CCWIS / MMISR Working Group

Project Resources

Dedicated Resources

IT Project ManagersIT Business Analysts

IT Technical Analysts

Subject Matter Experts (SME’s)

CCWIS Project Manager

Internal Users

External UsersChildren & Families

ProvidersAgencies


2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART

2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE

At the executive level for the Department, the project Steering Committee includes:

CYFD Cabinet and Deputy Cabinet Secretaries

CYFD Division Directors:

o Protective Service

o Juvenile Justice Services

o Behavioral Health Services

o Administrative Services

CYFD Information Technologies CIO

While the Leadership Team does include the three project leads, they are not formal voting members. Their role is to inform and support the leadership team as well as ensure communication flows vertically and horizontally within the project.

PAGE | 13


Member Role Voting Member

Brian Blalock Cabinet Secretary Yes

Terry Locke Deputy Cabinet Secretary Yes

Irene Luettgen CIO Yes

Nick Costales JJS Deputy Director (in absence of Director)

Yes

Annamarie Luna (Acting) PS Director Yes

Bryce Pittenger BHS Director Yes

Phillipe Rodriguez ASD Deputy Director Yes

David Ramirez Project co-Lead/Acting Project Manager No

Chris Fernandez Project co-Lead No

Jeremy Howard Project co-Lead No

2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES

Use this section to describe any special considerations regarding contact between the project team, the project manager, and individuals from various organizations involved in the project: Boundary, interface and responsibilities at the interface

PAGE | 14


2.3 EXECUTIVE REPORTING

COMMUNICATION EVENTS

EVENT PARTICIPANTS

COMMUNICATION SENDER RECIPIENT(S)

TIMING

Updates and Decision needed on issue1

Sponsors,

Working Group

Minimum of bi weekly (meeting notes) and as needed

Project Managers or proxy

Sponsors Minimum of bi weekly (meeting notes) and as needed.

Decision needed on issue1

Leadership Team,

Sponsors, Working Group

Business Case and/or Presentation

Project Managers

Sponsors As Needed

CYFD Leadership Status Update

Leadership Team, Working Group

Meeting presentation by Working Group

Working Group

Leadership Team, Primary Stakeholders

Every other month

Stakeholder Questions and Answers for Leadership / Sponsors

Stakeholders, Working Group, Leadership Team, Sponsors

Question and Answer exchange that sees the Working Group act as an intermediary for communication between stakeholders and the leadership team

Stakeholder

Working Group

Leadership Team or Sponsor

Working Group

Leadership Team or Sponsor

Working Group

As Needed

1The majority of decisions should be tackled within Enablement. In the event of deadlocks, sponsors can help remedy. If leadership is deadlocked then the Cabinet Secretary will act as the final decision maker.

PAGE | 15


3.0 SCOPE AGENCY JUSTIFICATION

NUMBER DESCRIPTION

Agency Justification 1: Need for a system(s) that better supports PS’ Core Function

In FY 19, PS fielded 37,401 reports of abuse and neglect and referred 20,034 for investigation. 20,519 were completed, with 5,970 substantiated. Overall, 9,316 unique victims were identified. A total of 3,553 children were served in the foster cares system, excluding “short stayers,” or children who enter and exit with an 8-day period. 393 children were adopted from CYFD custody. 550 foster families were licensed during the year, with a total of 1,180 relative and non-relative foster families maintained by the agency. 294 youth were served by youth services, and 842 families were served by In-Home Services.

Agency Justification 2: Need for a system(s) that better supports JJS’ Core Function

CYFD Juvenile Justice Services (JJS) served the NM juvenile community by processing and case managing 10,321 juvenile referrals (Probation violation, delinquent, and FINS/informal) in FY 19. A total of 2833 were handled formally (via the Courts). Of those handled formally, 101 were handled via commitment to CYFD secured facilities for long term commitments. A modern case management system will facilitate various reform initiatives that are currently underway within Juvenile Justice. There will also be an improvement in processes and efficiencies that will integrate seamlessly with other state programs, services and systems. This will improve decision making at multiple levels. Modern technology also provides for flexibility in adapting to evolving business and technology needs.

Agency Justification 3: Need for a system(s) that better supports BHS’ Core Function

CYFD Behavioral Health Services (BHS) served around 7800 clients and trained 1,900 CYFD staff and community members in FY19. A modern case management system will integrate seamlessly with other state programs, services and systems. Modern technology also provides for flexibility in adapting to evolving business and technology needs.

PAGE | 16


3.1 PROJECT OBJECTIVES

3.1.1 BUSINESS OBJECTIVES

NUMBER DESCRIPTION

Business Objective 1: Meet CCWIS Project Requirements

Meet Federal regulation requirements which supports CYFD’s business and technical needs and maximizes FFP.

§1355.52, CCWIS Project (Core) Requirementso CCWIS will meet the efficient, economical and effective requirements

as outlined at 1355.52 (a).o CCWIS will meet the data requirements as defined at 1355.52 (b).o CCWIS will meet the reporting requirements as defined at 1355.52

(c).o CCWIS will incorporate CCWIS data quality requirements as

identified at 1355.52 (d).o CCWIS will meet the requirements for bi-directional data exchanges

as identified at 1355.52 (e) including Financial and IV-E Eligibility.o CCWIS will meet data exchange standard requirements at 1355.52 (f).o CCWIS will meet the automated IV-E eligibility determination

requirements as defined at 1355.52 (g).o CYFD will agree to the software provision requirement as defined at

1355.52 (h).

Business Objective 2: Meet CCWIS Design Requirements

Meet Federal regulation requirements which supports CYFD’s business and technical needs and maximizes FFP.

§1355.53 CCWIS Design Requirementso CCWIS will meet the design requirement as defined in 1355.53

intended to promote efficiency and economy in federal investment in child welfare technology including a modular design that includes the separation of business rules from core programming.

o CCWIS documentation will use plain language that is accessible, consistent, easily understood, and free of unexplained information technology jargon.

o CCWIS automated functions will be developed utilizing standards consistent with industry best practices, following an established standard with consistent protocols for product development and maintenance, in line with state, tribal or industry defined standards that promote efficient, economical, and reliable systems; and capable of being shared, leveraged and reused as a separate component within and among states and tribes.

Business Objective 3:Reduce time in referral

o Implementation of tools that doesn’t require the user to engage in lengthy system navigation in order to manually extract information and instead packages the information for ready and easy consumption

PAGE | 17


NUMBER DESCRIPTION

process for use in critical decision making.

Business Objective 4: Reduce delays in case documentation

o Use mobile access to the application to facilitate immediate and accurate case documentation in the field.

o Focus on user experience in design.

Business Objective 5: Reduce time to permanency

o Reduce time to permanency

Business Objective 6: Create the ability to immediately inform NM families and providers

o Create a public facing portal that NM families will have the ability to access and utilize.

o Implement solutions allowing for bi-directional communication with case managers internal and external to the Department.

Business Objective 7: Improve efficiencies in fiscal management

o Reduce overpayment rate per montho Reduce time to Foster Parent reimbursemento Improve field accesso Increase case worker time spent with children and familieso Improve the quality of data collected.

Business Objective 8: Improve system responsiveness to change

o Implement solutions allow for changes via configuration vs. solutions heavily dependent on code-layer changes, allowing quicker implementation of changes to meet evolving business needs.

Business Objective 9: Safe from maltreatment recurrence in twelve months

Investigative caseworkers and in-home services primarily work in the field. Increased mobility of tools allows workers to complete assessments and notes in the field at initiation and throughout the duration of the case.

Business Objective 10: Improved placement stability for children in foster care

o Placements stability is linked to other positive outcomes related to education, physical health, and mental health as well as improved timeliness to permanency.

o New technology would allow for PS to appropriately match children with foster parents or quickly locate and license relatives, to keep children in the least restrictive setting that best meets the child’s need. This ability will significantly increase stability for foster children.

o An outward facing portal allows foster parents to enter their own inquiry and documentation. It will allow for CYFD track their progress. Additionally, the process does not rely on human error and

PAGE | 18


NUMBER DESCRIPTION

loss of documents. Supervisors receive notice of inquiries, status of application and licensing due dates. Workers struggle with the current management information system, cumbersome payment process and ability to complete work requirements timely.

Business Objective 11: Child will achieve permanency in a timely manner

A new system would allow us to communicate with the courts and decrease duplication of data entry significantly. We would have increased capacity to track legal deadlines. PS workers and attorneys would have up to date, ready access with court and community based providers to track and support parents and children in their treatment planning items. This data will assist in tracking length of time from motions to the court and hearings related to reunification, guardianship, and termination of parental rights or adoption.

Business Objective 12: Decreased Protective Services turnover rate

Worker turnover is related to the ability to manage workloads, streamline/unduplicated data entry avoid cumbersome documentation and ease of system mobility and user friendly.

3.1.2 TECHNICAL OBJECTIVES

NUMBER DESCRIPTIONTechnical Objective 1: Modularity

o A focus on module solutions, making it less likely that any necessary upgrade or change will be cost prohibitive while migrating away from a monolithic design.

o Remain flexible in determining the size, scope, and functionality of the CCWIS Solution while meeting requirements of the final rule.

o Utilize our Automated Functions List as a guide to define independent modules that may be reused in other systems or be replaced by newer modules with more capabilities.

o Follow industry standards regarding software modules.Technical Objective 2: Digital Transformation

o A focus on a modern user interface that is intuitive, user friendly and readily accessible.

o Ability to access other CYFD systems in order to address the continuum of services, e.g. ongoing childcare services obtainable through CYFD’s Enterprise Provider Information and Constituent Services (EPICS) system.

Technical Objective 3: Mobility

o Enable caseworkers to engage more productively with children and families in the field with the use of transformative mobile technology to receive and deliver real-time data anywhere, anytime, whether online or offline, through a secure, scalable, and reliable platform.

PAGE | 19


NUMBER DESCRIPTIONTechnical Objective 4: Uni and Bi-Directional Data Sharing / Data Exchanges

o A system with the capacity to interface with other data systems and leveraged within the application with external partners as stipulated in the CCWIS requirements for bi-directional data exchanges as identified at 1355.52 (e) including Financial and IV-E Eligibility.

DOH HSD Courts Other family-and-youth-serving agencies Federal institutions Service Providers

Technical Objective 5: Data Quality and Reporting

o Ability to maintain data needed to support federal & agency (b) CCWIS data requirements including:

IV-B/IV-E data for federal or agency reports audits, reviews, & monitoring

IV-B/IV-E data to support federal or agency laws, regulations, and policy

Data to support Indian Child Welfare Act (states only) Adoption and Foster Care Analysis Reporting System

(AFCARS) data National Child Abuse and Neglect Data System

(NCANDS) data for federal audits, reviews, and reports. National Youth in Transition Database (NYTD) Planning that will support collaboration, interoperability,

and data sharing that is efficient, economical, and effective. Data exchanges with the following entities:

o Courtso Educationo Medicaido Child welfare contributing systemo Ancillary child welfare systems used by agency

staff Technical Objective 6: Reusable / Exportable Code

o Will allow for the design details and software to be exportable in such a manner as to facilitate system creation and management assistance between states.

Technical Objective 7: Data Governance and Stewardship

o Will focus on a renewed and expanded emphasis on data governance and stewardship:

o Implement a data governance framework.o Implement, maintain and monitor data stewardship policies and

procedures.o Implementation of responsive actions to address findings found

in data quality reviews

PAGE | 20


NUMBER DESCRIPTIONo Annual audits that are fully documented

Technical Objective 8: Platform / Frameworks / Solutions are Vendor Agnostic

o Solutions are flexible within the known and likely technology and business/program needs.

o Flexible to accommodate unknowns.o Can handle natural technology drift.o In large part solutions have significant diverse vendor

representation (vendor agnostic), allowing for agility and scalability in configuration, design and fiscal management.

IMPACT ON ORGANIZATION

AREA DESCRIPTIONBusiness Processes Business processes will change to support and take advantage of

new solutions.

Business processes will change to support and take advantage of new data governance and stewardship frameworks and processes.

CYFD will also take the opportunity to evaluate the child welfare life cycle which may be a catalyst for changes to business processes.

IT Operations and Processes

IT operations end-to-end will be evaluated and subject to changes to support modern technologies, governance and delivery models.

Training / Education All Program and Program Support areas will review and update their staff training and onboarding approaches.

Contracts / Procurement IT and Administrative Services will review existing contracts and procurement practices to adopt practices that, while still adhering to NM State Purchasing Division policies and procedures, will also support agility in service and product procurement.

TRANSITION TO OPERATIONS

AREA DESCRIPTIONPreliminary operations location and staffing plans

RFI/RFP and final selections of solutions will determine location and staffing plans. CYFD will analyze current operations and staff and plan for some self-sufficiency and not completely rely on vendors.

Data Security and Business Continuity

Solutions will meet CYFD data security and business continuity requirements.

PAGE | 21


AREA DESCRIPTIONMaintenance Strategy

Maintenance and operations costs, to include external and internal resources, are estimated within the overall budget. Currently, CYFD expects to maintain and enhance all system configuration and/or development with internal staff. If commercial off the shelf software (COTS) is procured, software licensing and general maintenance will be provided by vendor(s).

Interoperability Existing and future data exchange needs and software application interoperability within CYFD and externally will continue to be evaluated and planned for. Interoperability is a key component for CCWIS project and design requirements.

Record Retention Solutions will meet NM State Records Center and Archive and CYFD record retention requirements. Legacy data maintenance and/or data migrations support for record lifecycle will be included in scope of project/solutions.

Consolidation Strategy

CCWIS Modernization Project is intended to transition out of and replace our current FACTS legacy system. The approach will involve standing up of four initial modules and then integration with the HHS 2020 project.

3.2 PROJECT EXCLUSIONS

NUMBER DESCRIPTION

1.

2.

3.3 CRITICAL SUCCESS FACTORS

NUMBER DESCRIPTIONQuality Metric 1 The project meets §1355.50 through §1355.59 CCWIS requirements, is

on schedule, resources are allocated and milestones are met.Quality Metric 2 The project does not exceed the budget.Quality Metric 3 FACTS will be replaced for the needs of Protective Services, Juvenile

Justice Services, Behavioral Health Services and Administrative Services. (Note: some legacy data may remain in the FACTS data store, Sybase, and will be accessible for reporting purposes.)

Quality Metric 4 Solutions, to a great extent, are FFP eligible. Solutions meet both project and design rules for ACF/CB CCWIS Requirements and integrate with the larger HHS 2020 MMISR solution whenever possible. APDs are filed within ACF (and CMS when applicable)

PAGE | 22


NUMBER DESCRIPTION

timelines and approved.

Quality Metric 5 Solutions are data interoperable, providing up to three modern data interoperability solutions

Quality Metric 6 Solution guidelines for scalability are defined and solutions are measured and selected based on the following scalability criteriao Is flexible within the known and likely technology and

business/program needso Is flexible to accommodate unknownso Can handle natural technology and business/program drifto In large part solutions have significant diverse vendor

representation (vendor agnostic), allowing for agility and scalability in both configuration and fiscal management

o Are integrated with the larger HHS 2020 MMISR solutions as much as possible

Quality Metric 7 Solutions are secure, operable and stableQuality Metric 8 Solutions are used by trained usersQuality Metric 9 Data governance and stewardship is implementedQuality Metric 10 Program and program support business processes are evaluated and

adapted for better quality, efficiency and effectiveness

PAGE | 23


4.0 PROJECT DELIVERABLES AND METHODOLOGY

4.1 PROJECT MANAGEMENT LIFE CYCLE

This project will follow the guidelines set forth by the PMI Project Management Body of Knowledge (PMBOK) and in accordance with the standard DoIT project management life cycle phases and requirements.

The project management methodology will be analyzed and adapted based on findings throughout the initiation phase. The CCWIS Working Group and CYFD Leadership team expect that the CCWIS project will be iterative, as indicated by plans for primers and pilots and modular solutions. The ACF/CB CCWIS regulation and child-welfare consultants and/or solution’ vendors also play a role in identifying the best possible fit of project management methodologies for the CCWIS project.

Phase Summary of Phase Key Deliverables

INITIATION o Project Chartero Project Scopeo Business Requirements –

Business Caseo Assumptionso Constraintso Authorization to proceed

with planningo Business and Technical As-

Is artifacts (Started) Definitions of existing

business processes, policies and data.

Definitions of wish lists (to-be) for future business needs.

Definitions of existing technical processes, policies, data and systems.

Definitions of wish lists (to-be) for future technical needs.

Review CCWIS project and design requirements and map those

PAGE | 24


requirements to existing or future business needs.

o Child welfare consultant deliverables Evaluation of as-is

business processes Evaluation of as-is

technical solutionso IV&V Initial and interim

reportso Requests for Information

(RFIs) and summaries of findings, risks, etc. (first RFIs published November 2018)

o Data governance and stewardship plan and initial implementation

CONCEPT Project Management

Establish project foundation documents, performing initial assessments and needed documentation

Infrastructure Assessment

Creating fundamental documentation to establish the plans for achieving the business goals and objectives

ACF/CMS Acquisition Strategy Project Process Agreement Project Charter Interim-Privacy Impact

Assessment Preliminary System Security

Plan Business Risk Assessment Preliminary Information

System Risk Assessment Preliminary System

Description Security Requirements Preliminary Contingency

Plan Interim Enterprise

Architecture Analysis Artifact

Business Case Requirements Document High-Level Technical

Design Preliminary 508 Assessment

Package

PLANNING Define solution requirements o Business and Technical To-Be artifacts

PAGE | 25


in full; finalize budget, schedule, work requirements and implementation/ procurement approach.

Definitions of business processes, policies, feature and data needs.

Definitions of technical processes, policies, data and system’s needs.

Gap analysis of as-is and to-be processes, policies, feature and data.

Review CCWIS project and design requirements and map those requirements to existing or future business needs.

o Child Welfare Consultant deliverables (TBD)

o IV&V interim reportso Data governance and

stewardship implementationo Feasibility studieso RFPs and

Award/Procurement - Request for Proposals, Evaluation

To-Be Technical Architecture Plan and Review

o Project Management Plan and/or subsidiary Plan

o Project Scheduleo Risk Registero Issues Listo Action Itemso Decisions Logo Lessons Learned Logo Interim Privacy Impact

Assessmento Final Security Plano Interim Information System

Risk Assessmento Interim System Descriptiono Monitoring Strategyo Contingency Planso Final Enterprise

PAGE | 26


Architecture Analysis Artifacts

o Interim Requirements Document

o Interim 508 Assessment Package

o Preliminary Logical Data Model

o Preliminary Release Plano Critical Success factorso Work Breakdown Structureo TARC Delivery

REQUIREMENT ANALYSIS Determine and refine common set of business rules, including the business requirements which should be validated and decomposed into functional and non-functional requirements

ACF/CMS Interim Project Schedule Interim Risk Register Interim Issues List Interim Action Items Interim Decisions Log Interim Lessons Learned

Log Interim Privacy Impact

Assessment Interim Security Plan Baselined Information

System Risk Assessment Interim Information System

Description Monitoring Strategy Preliminary Security

Control Description Preliminary Software

Assurance Misuse Case Interim Contingency Plan Baselined Requirements

Document Interim 508 Assessment

Package Logical Data Model Interim Release Plan Preliminary System of

Records Notice Preliminary Test Plan

DESIGN Define the design in detail for solution, including inputs,

ACF/CMS Interim Project Schedule

PAGE | 27


processes, outputs, and interfaces.

Interim Risk Register Interim Issues List Interim Action Items Interim Decisions Log Interim Lessons Learned


Assessment Interim Security Plan Update to Baselined

Information System Risk Assessment

Interim Information System Description

Updates to Monitoring Strategy

Updates to Security Control Description

Interim Software Misuse Cases

Contingency Plans Interim Section 508

Assessment Package Release Plans System of Records of Notice Interim Test Plans System Design Documents Database Design Documents Physical Database/Model Interface Control Document Preliminary Data Use

Agreement Preliminary Test Case

Specification Preliminary Data Conversion

Plan Computer Match

Agreement/Interagency Agreement

Preliminary Implementation Plan

Preliminary User Manual Preliminary Operations &

Maintenance Manual Preliminary-Performance

Test Plans and Results

PAGE | 28


Template

DEVELOPMENT Detailed specifications are developed and finalized to support the IT solution that fulfills the requirements for a particular release.

ACF/CMS-Continued Interim Project Schedule Interim Risk Register Interim Issues List Interim Action Items Interim Decisions Log Interim Lessons Learned


Assessment Interim Security Plan Update to Baselined

Information System Risk Assessment

Interim Information System Description

Updates to Monitoring Strategy

Final changes made to Security Control Description

Interim Software Misuse Cases

Final changes made to the Contingency Plans

Interim Section 508 Assessment Package

Final changes made to the Release Plans

Final changes made to the System of Records of Notice

Interim Test Plans Final Design Document Interim Data use Agreement Final Test Case

Specification Final Data Conversion Interim Implementation Plan Interim User Manual Interim Operations &

Maintenance Manual Interim Performance Test

Plans and Results Template Business Product/Code Version Description

PAGE | 29


Document Training Plan

TESTING Requirements and design information documented in the Requirements Analysis and Design phase are transformed into machine-executable form “Test Cases”

ACF/CMS Interim Project Schedule Interim Risk Register Interim Issues List Interim Action Items Interim Decisions Log Interim Lessons Learned

Log Final Privacy Impact

Assessment Final Interim Security Plan Final Information System

Risk Assessment Baseline Information

System Description Update Monitoring systems Update Security Control

Description Final Software Misuse Cases Update to Contingency Plans Contingency Plan Test Preliminary Security Control

Assessment Interim Section 508

Assessment Package Interim Data Use Agreement Interim Implementation Plan Interim User Manual Interim Operations &

Maintenance Manual Final Performance Test

Plans and Results Template Baselined Version

Description Document Preliminary Test Summary

Reports Preliminary Training

Artifacts

IMPLEMENTATION Solution is put into production based on the Authority to Operate (ATO)

ACF/CMS Final Project Schedule Final Risk Register Final Issues List Final Action Items

PAGE | 30


Final Decisions Log Final Lessons Learned Log Final Information System

Description Final Security Control

Assessment ATO Submission Pan of Action & Milestones CMS CIO-Issued ATO Final Section 508

Assessment Package Final Data Use Agreements Final Implementation Plans Final User Manual Final Operations &

Maintenance Manual Final Test Summary Report Final Training Artifacts

DoIT Performance/Status Reports Corrective Action Measurement Metrics Plan Change Requests Product Change Request Risk Management Issues Management Actual efforts Project Deliverables

completion

OPERATIONS MAINTENANCE

System components, data, and infrastructure are maintained in the Production environment and monitored to ensure that they continue meeting business needs. All major investments also undergo an Annual Operational Analysis (AOA).

ACF/CMS Project Close Report Update Privacy Impact

Assessment Update to Privacy Impact

Assessment Update to System Security

Plan Update to Business Risk

Assessment Update Information System

Risk Assessment Update to Information

System Description Update Security

PAGE | 31


Requirements Update to Monitoring

Strategy Update to Security Control

Description Update to Software

Assurance Misuse Cases Update Contingency Plans Update Contingency Plan

Test Update Security Control

Assessment Update ATO Submission Update Plan of Action &

Milestones Update CMS CIO-Issued

CTO Update Security Monitoring

Reports Final System Deposition

Plan Final Post-Implementation

Report Post Annual Operational

Analyses Report

CLOSE/DISPOSITION Complete orderly transition of project to M&O phase of life cycle.

ACF/CMS Update Security Plan Update Business Risk

Assessment Update Information System

Risk Assessment Update Information System

Description Update Monitory Strategy Lessons Learned Completed document

archive Project Close-out Reporting

DoIT Deliverable or Product

Acceptance Lessons Learned

PAGE | 32


4.1.1 PROJECT MANAGEMENT DELIVERABLES

4.1.1.1 Project Deliverables

DELIVERABLE(S) DESCRIPTIONInitiation o Project charter, project management plan and activities including

Risk, change, issue logs (started and ongoing) Timelines (started and ongoing) Budget/resources (started and ongoing) Communication (started and ongoing) Governance (started and ongoing)

o Project Certification project management plan updates, request forms, presentations and monthly reports

o IV&V Reportso Contracts

Project Management IT Business and Technical Analysts Analysts/SME backfill resources for Business IV&V Child Welfare Life-Cycle Consultant(s) Education/Training in project, business process analysis, etc. Market research Travel for market research (other states)

o ACF/CB (Federal) documentation requirements: Letters, e.g. of declaration Advance Planning Documents (APD, PAPD, IAPD, and

Annual) Cost Allocation Methodology (CAM) and Public

Assistance Cost Allocation Plan (PACAP) submission and approval.

Agency response on any feedbacko C-2 Funding Requests documentation and activities (FY19 –

FY21 submitted, requests will be ongoing); Initial line item summary request Business Case Presentation(s)

PAGE | 33


Planning Project charter, project management plan and activities including: Risk, change, issue logs Timelines Budget/resources/fiscal management Communication Governance Support, Maintenance and Operations plan (drafts)

o Project certification, project management plan updates, request forms, presentations and monthly reports

o Contracts and Invoicing Education/training plans (drafts) Project Management IT Business and Technical Analysts Analysts/SME backfill resources for Business IV&V Child Welfare Life-Cycle Consultant(s) Education/Training in project, business process analysis, etc.

Implementation o Project charter, project management plan and activities including: Risk, change, issue logs Timelines Budget/resources/fiscal management Communication Governance Support, Maintenance and Operations plan (final) Education/training plans Scope management, e.g. Requirements traceability Operations plans Support plans Change Management


o Contracts and invoicing Project Management IT Business and Technical Analysts Analysts/SME backfill resources for Business IV&V Child Welfare Life-Cycle Consultant(s) Vendor contracts for solution specific services Vendor contracts for solution licensing, modules and

maintenance Education/Training in project, business process analysis, etc.

PAGE | 34


Close-Out Additional documentation to support project management including but not limited to:o Final budgets and actualso Final resource plans and actualso Final timelines and actualso Project certification project management plan updates, request

forms, presentations and final reports

4.1.1.2 Product Deliverables

DELIVERABLE(S) DESCRIPTIONInitiation o Project charter project management plan and activities including

Risk, change, issue logs (started and ongoing) Timelines (started and ongoing) Budget/resources (started and ongoing) Communication (started and ongoing) Governance (started and ongoing)

o Project Certification project management plan updates, request forms, presentations and monthly reports

o IV&V Reportso Contracts

Project Management IT Business and Technical Analysts Analysts/SME backfill resources for Business IV&V Child Welfare Life-Cycle Consultant(s) Education/Training in project, business process analysis, etc. Market research Travel for market research (other states)

o ACF/CB (Federal) documentation requirements: Letters, e.g. of declaration Advance Planning Documents (APD, PAPD, IAPD, and

Annual) Cost Allocation Methodology (CAM) and Public

Assistance Cost Allocation Plan (PACAP) submission and approval.

Agency response on any feedbacko C-2 Funding Requests documentation and activities (FY19 –

FY21 submitted, requests will be ongoing); Initial line item summary request Business Case Presentation(s)

PAGE | 35


Planning Project charter, project management plan and activities including: Risk, change, issue logs Timelines Budget/resources/fiscal management Communication Governance Support, Maintenance and Operations plan (drafts)


o Contracts and Invoicing Education/training plans (drafts) Project Management IT Business and Technical Analysts Analysts/SME backfill resources for Business IV&V Child Welfare Life-Cycle Consultant(s) Education/Training in project, business process analysis, etc.

Implementation o Project charter, project management plan and activities including: Risk, change, issue logs Timelines Budget/resources/fiscal management Communication Governance Support, Maintenance and Operations plan (final) Education/training plans Scope management, e.g. Requirements traceability Operations plans Support plans Change Management


o Contracts and invoicing Project Management IT Business and Technical Analysts Analysts/SME backfill resources for Business IV&V Child Welfare Life-Cycle Consultant(s) Vendor contracts for solution specific services Vendor contracts for solution licensing, modules and

maintenance Education/Training in project, business process analysis, etc.

PAGE | 36


Close-Out Additional documentation to support project management including but not limited to:o Final budgets and actualso Final resource plans and actualso Final timelines and actualso Project certification project management plan updates, request

forms, presentations and final reports

4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

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

DELIVERABLE NUMBER

DELIVERABLE APPROVERS (WHO CAN APPROVE)

DATE APPROVED

4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE

Describe the process that this project will use for the formal acceptance of all deliverables.

4.2 PRODUCT LIFE CYCLE

PHASE SUMMARY OF PHASE & DELIVERABLES

Initiation & Planning

Implementation

Closeout

PAGE | 37


4.2.1 TECHNICAL STRATEGY

The goal of the CCWIS Modernization project is to move away from a monolithic system approach and instead to implement a modular solution with the information, infrastructure, tools and services necessary to efficiently administer CYFD programs. The CCWIS Modernization solution will use a combination of technology-based procurements, HHS 2020 Integration, related services, and Business Process Outsourcing (BPO).

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 TBD

4.2.2.2 TBD4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

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

Sample to be DevelopedDeliverable APPROVERS (WHO CAN

APPROVE)DATE APPROVED

Initiating & Planning

PAGE | 38


4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE

Describe the process that this project will use for the formal acceptance of all deliverables. The deliverable acceptance procedure for plans, reports and other written deliverables is the same as that described in subsection 4.1.3. The deliverable acceptance procedure for technology deliverables (e.g., the integration platform) will be developed based upon test plans and results. The deliverable acceptance procedure for services (e.g., BPO contracts) will be based upon contractual SLAs.

Sample to be Developed

5.0 PROJECT WORK

5.1 WORK BREAKDOWN STRUCTURE (WBS)

The CCWIS WBS topology is shown below.

PAGE | 39


5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE

PHASE EST. TIMELINE

Initiation September, 2017 – July, 2021

Planning September, 2019 – December, 2021

Implementation July 2020 – December, 2021

Closeout January, 2022

Maintenance & Operations March, 2020 – Continuous

PAGE | 40


5.3 PROJECT BUDGET

Project Budget

Estimated Project Budget (DO NOT INCLUDE MAINTENANCE AND OPERATIONS.)

Comments:

Description FY20* FY21 FY22 Total

Staff

Development

Primary team, Support team &

SMEs)

$2,015,000 $315,900.00 $2,330,900.00

Professional Services

Development

Staff augmentation, e.g. BAs, PMs;

Vendor Services, e.g.

configuration, training

$1,105,880.00 $18,779,654.00 $4,656,867.00 $24,542,401.00

Hardware / Infrastructure

E.G. Storage, Mobile Devices

$5,389,000.00 $100,000.00 $5,489,000.00

Software E.G. SaaS and/or COTS solutions

$3,380,700.00 $100,000.00 $3,480,700.00

IV&V for CCWIS

Modernization

Planning $52,333.00 $52,333.00 $52,333.00 $156,999.00

Facilities

Other Services

(Recurring)

Internal Staff (Only include staff charged

to project funds.)

Total: $1,158,213.00 $29,616,687.00 $5,225,100.00 36,000,000.00

PAGE | 41


5.4 PROJECT TEAM

5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE

MMISR / CCWIS Leadership Team

CCWIS / MMISR Working Group

Project Resources

Dedicated Resources

IT Project ManagersIT Business Analysts

IT Technical Analysts

Subject Matter Experts (SME’s)

CCWIS Project Manager

Internal Users

External UsersChildren & Families

ProvidersAgencies

5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES

CYFD CCWIS Modernization Project Roles and Responsibilities will be developed and will be located in HHS 2020 CYFD SharePoint site.

5.5 STAFF PLANNING AND RESOURCE ACQUISITIONStaffing Plan is being developed and once finalized will be stored in the CYFD CCWIS-Final Deliverable Folder in the HHS 2020 CYFD Site.

5.5.1 PROJECT STAFF

All CYFD CCWIS Modernization Project Team Members information is being developed and will be housed in the HHS 2020 CYFD SharePoint Site.

PAGE | 42

https://nmhsd.sharepoint.com/sites/H20/Collaboration/cyfd/Shared%20Documents/Forms/AllItems.aspx




5.5.2 NON-PERSONNEL RESOURCES

All CYFD CCWIS Modernization Project Team Members information is being developed and will be housed in the HHS 2020 CYFD SharePoint Site.

5.6 PROJECT LOGISTICSThe CYFD CCWIS Modernization Enterprise Project Management Office (EPMO) is being developed and will maintain and publish communications to the core team via HHS 2020 CYFD SharePoint site. This site will include:

Resource Calendar Document Repository Contact Lists to escalation work stream Risk, Action Item, and Issue logs

5.6.1 PROJECT TEAM TRAINING

Project planning team activities will be added as tasks to the CYFD CCWIS Modernization Integrated Project Schedule. All information about training will be in the Training Management Plan.

Training opportunities will be part of the CYFD CCWIS Modernization Calendar and will be an Onboarding Team Site in HHS 2020 CYFD SharePoint Site that will provide specific training curriculums.

6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 RISK AND ISSUE MANAGEMENT

PMBOK©:

Risk: “An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives.”

Issue: “A point or matter in question or dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements.”

Both Risks and Issues can significant impact a project’s success, and both should be handled in similar ways.

The CYFD CCWIS Modernization Team Project Risk and Issues Plans and common processes are being developed. These plans and common processes will be located in the HHS 2020 CYFD SharePoint Document Library and include:

Risk Management Issues Management Independent Verification and Validation – IV&V Project Change Management Project Budget Management Communication Performance Measurement (Project Metrics) Security & Privacy Management Quality Management Plan Document Control and Maintenance

PAGE | 43





Schedule Management Resource Management Organizational Change Management Requirements Management Governance

6.1.1 RISK MANAGEMENT STRATEGY

A Risk Management Plan will be developed and will be located in HHS 2020 CYFD SharePoint site.

It will provide overall guidance on how to document and successfully manage a risk item throughout the lifecycle of the CYFD CCWIS Modernization Project.

The specifics on how to identify, manage, accountability, roles and responsibilities will be part to the Risk Management Plan.

6.1.2 PROJECT RISK IDENTIFICATION

Once Risks have been added to the CYFD CCWIS Risk Log, a qualitative and quantitative assessment will be performed and stored in the HHS 2020 CYFD SharePoint site.

6.1.3 PROJECT RISK MITIGATION APPROACH

Once validation has occurred for a particular risk, quantitative and qualitative analysis will be performed on that risk. A Risk Map Indicator will be assigned to the risk including the Mitigation of that risk. The approach and process will be part of the Risk Management Plan.

Once Risks Mitigations have been added to the CYFD CCWIS Risk Mitigation Log, a qualitative and quantitative assessment will be performed and stored in the HHS 2020 CYFD SharePoint site.

6.1.4 RISK REPORTING AND ESCALATION STRATEGY

Once quantitative and qualitative analysis have been performed on the risk, a Risk Map Indicator will be assigned to the risk. If that Map Indicator is red, automatic escalation will occur. EPMO and Governance stakeholders will be notified per the communication plan and the Risk Management Plan. Risk Reporting will also be part of the status report for visibility.

Once analysis has been completed, symptoms, triggers, mitigation, contingency plans will be added as part of the risk that was identified. Instructions on completing the fields for strategy and escalation will be part of the Risk Management Plan. Risk Reporting and Escalation strategy document will be kept at HHS 2020 CYFD SharePoint site:

6.1.5 PROJECT RISK TRACKING APPROACH

Most project risks will be documented in meeting minutes for visibility then transferred to HHS 2020 CYFD SharePoint Site. The Risk List and meeting minutes will be developed and will be located in HHS 2020 CYFD SharePoint site.

PAGE | 44








6.1.6 Issue Management

The Issue Management Plan is a document or framework that will be prepared by the EPMO to foresee issues, impacts, and define responses to issues. The Issue Management Plan will provide guidance on resolution of the issues through escalation and resolution.

Issues are events or conditions that have occurred that impacts the project’s triple constraint of schedule, budget, or scope.

Issue Management Plan and the issue log will be developed and will be located in HHS 2020 CYFD SharePoint site.

6.1.6.1 Internal Issue Escalation and Resolution Process

The Issue Management plan will provide steps for Internal Issues communication and escalation of issues. The Issue Log will be developed and will be located in HHS 2020 CYFD SharePoint site.

6.1.6.2 External Issue Escalation and Resolution Process

The Issue Management plan will provide steps for External Issues communication and escalation of issues. The Issue Log will be developed and will be located in HHS 2020 CYFD SharePoint site.

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&VCYFD will contract with an IV&V vendor to begin services.

6.3 SCOPE MANAGEMENT PLAN

The Scope Management Plan will be a component of the overall CYFD CCWIS project management plan that describes how the scope is to be defined, developed, validated, monitored and controlled. Any changes to the scope will follow the Scope Management and the Change Management Plans.

6.3.1 CHANGE CONTROL

6.3.1.1 Change Control ProcessThe Change Control process is set of procedures that describes the steps and approvals needed to make changes to the project and deliverables including documents associated with the deliverable, which could impact the scope, quality, cost and/or schedule. The Change Control process and procedures document will be developed and will be located in HHS 2020 CYFD SharePoint site including Change Control Item List.

6.3.1.2 Change Control Board (CCB)Insert a graphic or textual description identifying the Change Control Board (or function) for this project.

PAGE | 45







The Project Change Management Plan describes the process for effectively managing changes to the CYFD CCWIS Modernization Project, including scope, schedule, cost and other Control Item elements. Changes will be managed by the change control board (CCB) at several levels of the governance organization, depending on the significance of the change. The detailed Project Change Management Plan will be developed and located in HHS 2020 CYFD SharePoint site.

6.4 PROJECT BUDGET MANAGEMENT

The CYFD CCWIS Modernization Project cost will be captured in and reported from the financial management system (SHARE). Regular scheduled meetings will provide status on the financial status of the project. The frequency of the meetings will be outlined in the Financial Management Plan.

6.4.1 BUDGET TRACKING

The Financial Management and reports will be located in HHS 2020 CYFD SharePoint site.

6.5 COMMUNICATION PLAN.

The Communications Plan describes the communication vehicles, media, and audiences for the formal communication published to internal and external stakeholders during the life of the CYFD CCWIS Modernization Project. This information is summarized in the Communications Matrix of the Communications Plan. The detailed Communications Plan will be developed and will be located in HHS 2020 CYFD SharePoint site.

6.5.1 COMMUNICATION MATRIX

The type of information relayed to pertinent stakeholders are based upon their role on the project. The project will use the common method of the RACI (Responsible, Accountable, Consult & Inform) Model which will be part of the Communication Matrix. The Communication Matrix will be developed and will be located in HHS 2020 CYFD SharePoint site.

6.5.2 STATUS MEETINGS

Official communication of information from the meetings will be located in HHS 2020 CYFD SharePoint site.

6.5.3 PROJECT STATUS REPORTS

Reporting of status will be part of the Quality Management Plan and will be located in HHS 2020 CYFD SharePoint site.

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)

Reporting of status including Performance Measurements will be part of the Quality Management Plan will be located in HHS 2020 CYFD SharePoint site

6.6.1 BASELINES

A baseline budget and schedule will be constructed for the CYFD CCWIS Modernization Project and will be located in HHS 2020 CYFD SharePoint site.

PAGE | 46











6.6.2 METRICS LIBRARY

CYFD CCWIS Modernization Metrics Library will be developed and will be located in HHS 2020 CYFD SharePoint site.

6.7 QUALITY OBJECTIVES AND CONTROL

Quality Management Plan will describe how organizational quality policies, requirements, and/or standards, processes and activities will be managed and reported on CYFD CCWIS Modernization Project deliverables. The Quality Management Plan will also provide a systematic approach for defining, executing, reviewing, evaluating and approving project deliverables based upon certain agreed standards; so that it enhances the Project Team’s ability to produce high quality work products and deliverables. It will be located in HHS 2020 CYFD SharePoint site.

6.7.1 QUALITY STANDARDS

The Quality Management Plan defines the Quality Standards that provides the framework for measurements and metrics for Quality success called Key Performance Indicators (KPI) Metrics.

Quality audits by PMO Team and IV&V will be performed to determine if project activities comply against the Quality Management Plan.

No. Quality Standard Tracking Tool or Measure

1. Deliverables-Will be housed in SharePoint site including successful exit criteria for the deliverable

Measures against requirements and exit criteria

IV&V will Validate and Verify Deliverables

2. Stage gate Deliverables-Will be documented and housed in SharePoint site including successful exit criteria for the deliverable

Measures against requirements and exit criteria

IV&V will Validate and Verify Deliverables

3. Project Schedule-Project will be baselined, and generated

Project Schedule will be trended and provided on weekly basis

IV&V will Validate and Verify Project Schedule

Project Change Request will be created for Schedule Changes

4. CMS stage gate deliverables/artifacts IV&V Validation of pertinent federal Artifacts by phase

5. Project phase is completed by the established finish date

Project Schedule Project Status

6. Project is completed within budget Project Charter Project Status

PAGE | 47





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

Vendor Contract Final Customer Acceptance

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

If justified past 10 days, closely monitoring Issues by obtaining agreed Issue updates

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

Project Charter Project Plan Control Change Request

10. Federal Artifacts Stage gate Artifacts per the federal document

Table 1 – Quality Standards

6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS

Quality audits will be performed prior to final deliverables being completed. The Project reviews will follow state PCC and federal ACF/CMS gate review processes using IV&V as a conduit for validation and verification. The CYFD CCWIS Project will have its own separate deliverables and the quality deliverable matrix will be housed in the HHS 2020 CYFD SharePoint Site containing the information table below:

Review Type Quality Standard Tools Reviewer Reports

Requirements SME’s will review

Validate Requirements and signatures

Gap Analysis of final requirements flowing from JADs

Stage gate Deliverable

Executive Sponsor, Executive Owners, PMO expert staff, and project team members will review the BRD, business process SMEs, IV&V will validate and Verify

Status Report SharePoint

Deliverable List Item

Plans Project Plans and schedule will be baselined

MS Project HHS 2020

CYFD SharePoint

IV&V will validate and Verify

Executive Sponsor, Executive

Status Reports to Stakeholder

Agreed Status Reports to DoIT and CMS

PAGE | 48



Review Type Quality Standard Tools Reviewer Reports

Owners, PMO expert staff, and project team members will review the BRD

Milestones Milestones will be a list in SharePoint

Exit Criteria to the Milestones will be part of the list

Milestone tasks added to project schedule

Validate Milestones for signoff

Stage gate Deliverable


Executive Sponsor, Executive Owners, PMO expert staff, and project team members will review the BRD

Status Milestone Reports to Stakeholder

Agreed Milestone Status Reports to DoIT and CMS

Project Schedule report on Milestones

Testing Stage gate Deliverable

Testing Signoff

Validate Milestones for signoff

Test Plans Stage gate

Deliverable


Executive Sponsor, Executive Owners, PMO expert staff, and project team members will review the BRD

Testing Status Milestone Reports to Stakeholder

Agreed Testing Milestone Status Reports to DoIT and CMS

Project Schedule report on Testing

Table 2 – Project and Product Review and Assessments

6.7.3 AGENCY/CUSTOMER SATISFACTION

Lessons Learned will be performed by the CYFD CCWIS Project Manager and IV&V after each major stage gate to assure the highest quality output and customer/stakeholder satisfaction. Lessons Learned will be developed and will be located in HHS 2020 CYFD SharePoint site.Stakeholder refers to, ‘an individual, group, or organization, who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project

Stakeholders and customers will be surveyed for feedback on the new tools for improvements.

PAGE | 49



6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS

HHS 2020 CYFD SharePoint Site will contain a Deliverables Matrix that will provide deliverable updates for each phase of the project including deliverable exit criteria, and the type of activities needed to demonstrate deliverables completion success. Deliverables will include PMO, Business and other potential deliverables as the project moves forward. Stage gate artifacts will also be part of the CYFD CCWIS Deliverable Matrix to assure adherence to Government deliverables.

PMO staff will manage the deliverable List, and notification to vendors will be sent as to the progress of each deliverable using alerts in SharePoint. The method of approval process will be housed in the Quality Management Process. Deliverables Matrix will be located at HHS 2020 CYFD.

6.8 CONFIGURATION MANAGEMENT

Document Control and Maintenance process and procedures will be part of the Document Control Maintenance Plan which will be stored in the HHS 2020 CYFD SharePoint Site. The project uses the SharePoint Tool for Source and Version control, with historical revision of documents in SharePoint for a contingency plan for corrupt documentation.

The Document Control and Maintenance Plan describes the controls, standards, naming conventions, methods and practices that will be used to assure integrity of the documents, including contractual deliverables, produced during the life of the CYFD Modernization Project.

6.8.1 VERSION CONTROL

Versioning conventions, access and update controls to documents in the Document Library have been defined and can be found in the Document Control and Maintenance Plan in the Document HHS2020 SharePoint Repository.

HHS 2020 CYFD PMO Processes on SharePoint can be found at: HHS 2020 CYFD

6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)

HHS 2020 CYFD SharePoint document repository has been implemented using SharePoint technology and is used to store all document-type work products. Access and use procedure, permissions, and controls are documented in the Document Control and Maintenance Plan.

CYFD CCWIS Document Library on SharePoint can be found at: HHS 2020 CYFD

6.9 PROCUREMENT MANAGEMENT PLAN

Procurement will work closely with the Financial Manager to assure no cost overruns. Financial Tools, and baseline project schedules will assist with the monitoring of the Procurement Plan.

Final copy of the Procurement Management Plan will be housed in the HHS 2020 CYFD SharePoint Site.

PAGE | 50











7. 0 PROJECT CLOSEProject close is the last phase of the CCWIS Modernization Project Schedule, the project closes all agreed upon deliverables associated with the project closeout. Closeout activities will be part of the Quality Management Plan.

Project closure activities include:

o Release of resources

o Closure and completion of all financial issues

o Collection and completion of all project records including archival

o Evaluate the success of the CCWIS Modernization Project through Lessons learned

PAGE | 51


7.1 ADMINISTRATIVE CLOSE

Administrative Close occurs at both the end of phase and end of project. This closure consists of verification that objectives and deliverables were met. Acceptance is formalized and phase activities are administratively closed out. Administrative closure occurs on a “by-phase” basis in accordance with the WBS and should not be delayed to project end. At that point, the burden of closing is too great and audits inaccurate. The specific project close activities for a given project are contingent on the project’s complexity and size. Project managers should work with the project’s project management consultant to tailored Project Close procedures to compliment the project’s objectives.

7.2 CONTRACT CLOSE

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

Verifications that ensure that the contractors have fulfilled all contractual obligations and have released all claims in connection with work performed.

PAGE | 52


ATTACHMENTSAttachments are included for additional information but are not formally considered part of the Project Plan for approvals and change management purposes. Examples

Acronyms, abbreviations and definitions

Technical glossary of IT terms

Project Work breakdown schedule

Project timeline

Acronyms, abbreviations and definitionsPMI Project Management Institute.PMBOK Project Management Body of KnowledgePMO Project Management OfficePMP Project Management PlanWBS Work Breakdown StructurePS Protective ServicesJJS Juvenile Justice ServicesBH Behavioral Health

DefinitionsAcceptance CriteriaThe criteria that a system or component must satisfy in order to be accepted by a user, customer, or other authorized entity. [IEEE-STD-610]Acceptance TestingFormal testing conducted to determine whether or not a system satisfies its acceptance criteria and to enable the customer to determine whether or not to accept the system. [IEE-STD-610]AssumptionsPlanning factors that, for planning purposes, will be considered true, real, or certain. Assumptions generally involve a degree of risk. They may be documented here, or converted to formal risks.BaselineA specification or product that has been formally reviewed and agreed upon that thereafter serves as the basis for further development, and that can be changed only through formal change control procedures. [IEEE-STD-610]CommitmentA pact that is freely assumed, visible, and expected to be kept by all parties.Configuration Management (CM)A discipline applying technical and administrative direction and surveillance to identify and document the functional and physical characteristics of a configuration item, control changes to those characteristics, record and report change processing and implementation status, and verify compliance with specified requirements. [IEEE-STD-610]Configuration Management Library SystemThe tools and procedures to access the contents of the software baseline library.Constraints

PAGE | 53


Factors that will (or do) limit the project management team’s options. Contract provisions will generally be considered constraints.Contingency PlanningThe development of a management plan that identifies alternative strategies to be used to ensure project success if specified risk events occur.CrashingTaking action to decrease the total duration after analyzing a number of alternatives to determine how to get the maximum duration compression for the least cost.Critical PathThe series of activities that determines the duration of the project. The critical path usually defined as those activities with float less than or equal to specified value often zero. It is the longest path through the project.Dependencies, DiscretionaryDependencies defined by the project management team. They should be used with care and usually revolve around current Best Practices in a particular application area. They are sometimes referred to as soft logic, preferred logic, or preferential logic. This may also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.Dependencies, MandatoryDependencies that are inherent to the work being done. In some cases, they are referred to as hard logic.Dependency ItemA product, action, piece of information, etc., that must be provided by one individual or group to a second individual or group so they can perform a planned task.DeliverableAny measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or part of a project that is subject to approval by the project sponsor or customer.DurationThe number of work periods (not including holidays or other nonworking periods) required to complete an activity or other project element.Duration CompressionShortening the project schedule without reducing the project scope. Often increases the project cost.End UserThe individual or group who will use the system for its intended operational use when it is deployed in its environment.EffortThe number of labor units required to complete an activity or other project element. Usually expressed as staff hours, staff days, or staff weeks.Fast TrackingCompressing the project schedule by overlapping activities that would normally be done in sequence, such as design and construction.FloatThe amount of time that an activity may be delayed from its early start without delaying the project finished date.Formal ReviewA formal meeting at which a product is presented to the end user, customer, or other interested parties for comment and approval. It can also be a review of the management and technical activities and of the progress of the project.

PAGE | 54


Integrated Project PlanA plan created by the project manager reflecting all approved projects and sub-projects.Lessons LearnedThe learning gained from the process of performing the project. Lessons learned may be identified at any point during the execution of the project.MethodA reasonably complete set of rules and criteria that establish a precise and repeatable way of performing a task and arriving at a desired result.MethodologyA collection of methods, procedures, and standards that defines an integrated synthesis of engineering approaches to the development of a product.MilestoneA scheduled event for which some individual is accountable and that is used to measure progress.Non-technical RequirementsAgreements, conditions, and/or contractual terms that affect and determine the management activities of an architectural and software project.Performance ReportingCollecting and disseminating performance information. This includes status reporting measurement, and forecasting.Procurement PlanningDetermining what to procure and when.Product ScopeThe features and functions that characterize a product or service.Project Leader (Technical)The leader of a technical team for a specific task, who has technical responsibility and provides technical direction to the staff working on the task.Project ManagementThe application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Project Management is also responsible for the oversight of the development and delivery of the architecture and software project.ProgramA group of related projects managed in a coordinated way. Programs include an element of ongoing work.Program Management OfficeAn organizational entity responsible for management and oversight of the organization’s projects. As a specific reference in this document, the Office of the Chief Information Officer.Project ManagerThe role with total business responsibility for an entire project. The individual who directs, controls, administers, and regulates a project. The project manager is the individual ultimately responsible to the customer.Project CharterA document issued by senior management that formally authorizes the existence of a project. It provides the project manager with the authority to apply organizational resources to project activities.Project Management PlanA formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication

PAGE | 55


among stakeholders, and documents approved scope, cost, and schedule baselines. The Project Management Plan (PMP) is a project plan.Project ScheduleA tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. Software products such as ABT’s Workbench and Microsoft Project are tools used to develop project schedules.Project ScopeThe work that must be done to deliver a product with the specified features and functions.Project SponsorThe individual that provides the primary sponsorship for an approved project. This individual will play a key role in securing funding, negotiating for resources, facilitating resolution of critical organizational issues, and approving key project deliverables.QualityThe degree to which a system, component, or process meets specified requirements.The degree to which a system, component, or process meets customer or user needs or expectations. [IEEE-STD-610]Quality ManagementThe process of monitoring specific project results to determine if they comply with relevant standards and identifying ways to eliminate causes of product non-compliance.RiskPossibility of suffering loss.Risk ManagementAn approach to problem analysis, which weighs risk in a situation by using risk probabilities to give a more accurate understanding of, the risks involved. Risk Management includes risk identification, analysis, prioritization, and control.Risk Management PlanThe collection of plans that describes the Risk Management activities to be performed on a project.Risk ManagementRisk mitigation seeks to reduce the probability and/ or impact of a risk to below an acceptable threshold.Scope ChangeAny change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule.Software Life CycleThe period of time that begins when a software product is conceived and ends when the software is no longer available for use. The Software Life Cycle typically includes a concept phase, requirements phase, design phase, implementation phase, test phase, installation, and checkout phase, operation and maintenance phase, and, sometimes, retirement phase.StakeholderIndividuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion. They may also exert influence over the project and its results.StandardMandatory requirements employed and enforced to prescribe a disciplined uniform approach to software developmentStatement of WorkA description of all the work required completing a project, which is provided by the customer.System Requirements

PAGE | 56


A condition or capability that must be met or possessed by a system component to satisfy a condition or capability needed by a user to solve a problem. [IEEE-STD-610]SubprojectA smaller portion of the overall project.TaskA sequence of instructions treated as a basic unit of work. [IEEE-STD-610]A well-defined unit of work in the software process that provides management with a visible checkpoint into the status of the project. Tasks have readiness criteria (preconditions) and completion criteria (post conditions). (See activity for contrast.)TeamA collection of people, often drawn from diverse but related groups, assigned to perform a well-defined function for an organization or a project. Team members may be part-time participants of the team and have other primary responsibilities.Technical RequirementsThose requirements that describe what the software must do and its operational constraints. Examples of technical requirements include functional, performance, interface, and quality requirements.TraceabilityThe degree to which a relationship can be established between two or more products of the development process, especially products having a predecessor-successor or master-subordinate relationship to one another. [IEEE-STD-610]Work Breakdown StructureA deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Each descending level represents an increasingly detailed definition of the project work.

PAGE | 57