€¦ · Web view1 day ago · 3.1.2 Technical Objectives. 3. 3.2 Project ... and as needed Project Managers or proxy Sponsors Minimum of bi-weekly meeting notes and as needed

Water Rights Adjudication Tracking System (WRATS) Modernization

Project Management Plan

Executive Sponsor – JOHN D’ANTONIO, P.E., STATE ENGINEER

Business Owner – JOHN D’ANTONIO, P.E., STATE ENGINEER

Project Manager – RUTH VILLEGAS, INFORMATION TECHNOLOGY BUSINESS ANALYST

Original Plan Date: MARCH 25, 2021

Revision Date: MARCH 7, 2021

Revision: 1.0

TABLE of CONTENTS

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

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT 111.2 FUNDING AND SOURCES1.2 FUNDING AND SOURCES 111.3 CONSTRAINTS1.3 CONSTRAINTS 111.4 DEPENDENCIES1.4 DEPENDENCIES 111.5 ASSUMPTIONS1.5 ASSUMPTIONS 221.6 INITIAL PROJECT RISKS IDENTIFIED1.6 INITIAL PROJECT RISKS IDENTIFIED22

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE...........................................2

2.1 STAKEHOLDERS2.1 STAKEHOLDERS 222.2 PROJECT GOVERNANCE STRUCTURE2.2 PROJECT GOVERNANCE STRUCTURE 33

2.2.1 Describe the organizational structure – Org Chart.....................................................................32.2.2 Describe the role and members of the project steering committee..............................................32.2.3 Organizational Boundaries, interfaces and responsibilities........................................................3

2.3 EXECUTIVE REPORTING2.3 EXECUTIVE REPORTING 33

3.0 SCOPE....................................................................................................................................................3

3.1 PROJECT OBJECTIVES3.1 PROJECT OBJECTIVES 333.1.1 Business Objectives......................................................................................................................33.1.2 Technical Objectives....................................................................................................................3

3.2 PROJECT EXCLUSIONS3.2 PROJECT EXCLUSIONS 443.3 CRITICAL SUCCESS FACTORS3.3 CRITICAL SUCCESS FACTORS 44

4.0 PROJECT DELIVERABLES AND METHODOLOGY...................................................................4

4.1 PROJECT MANAGEMENT LIFE CYCLE4.1 PROJECT MANAGEMENT LIFE CYCLE 444.1.1 Project Management Deliverables...............................................................................................44.1.2 Deliverable Approval Authority Designations.............................................................................54.1.3 Deliverable Acceptance Procedure..............................................................................................5

4.2 PRODUCT LIFECYCLE4.2 PRODUCT LIFECYCLE 554.2.1 Technical Strategy........................................................................................................................54.2.2 Product and Product Development Deliverables........................................................................64.2.3 Deliverable Approval Authority Designations.............................................................................64.2.4 Deliverable Acceptance Procedure..............................................................................................6

5.0 PROJECT WORK.................................................................................................................................6

5.1 WORK BREAKDOWN STRUCTURE (WBS)5.1 WORK BREAKDOWN STRUCTURE (WBS) 665.2 SCHEDULE ALLOCATION -PROJECT TIMELINE5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE 775.3 PROJECT BUDGET5.3 PROJECT BUDGET 775.4 PROJECT TEAM5.4 PROJECT TEAM 88

5.4.1 Project Team Organizational Structure.......................................................................................85.4.2 Project Team Roles and Responsibilities.....................................................................................9

5.5 STAFF PLANNING AND RESOURCE ACQUISITION5.5 STAFF PLANNING AND RESOURCE ACQUISITION 995.5.1 Project Staff..................................................................................................................................95.5.2 Non-Personnel resources.............................................................................................................9

5.6 PROJECT LOGISTICS5.6 PROJECT LOGISTICS 995.6.1 Project Team Training...............................................................................................................10

6.0 PROJECT MANAGEMENT AND CONTROLS.............................................................................10

6.1 RISK AND ISSUE MANAGEMENT6.1 RISK AND ISSUE MANAGEMENT 10106.1.1 Risk Management Strategy.........................................................................................................106.1.2 Project Risk Identification..........................................................................................................116.1.3 Project Risk Mitigation Approach.............................................................................................116.1.4 Risk Reporting and Escalation Strategy....................................................................................116.1.5 Project Risk Tracking Approach................................................................................................116.1.6 ISSUE MANAGEMENT.............................................................................................................11

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V 11116.3 SCOPE MANAGEMENT PLAN6.3 SCOPE MANAGEMENT PLAN 1111

6.3.1 Change Control..........................................................................................................................116.4 PROJECT BUDGET MANAGEMENT6.4 PROJECT BUDGET MANAGEMENT 1212

6.4.1 Budget Tracking.........................................................................................................................126.5 COMMUNICATION PLAN6.5 COMMUNICATION PLAN 1212

6.5.1 Communication Matrix..............................................................................................................126.5.2 Status Meetings..........................................................................................................................126.5.3 Project Status Reports................................................................................................................12

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) 12126.6.1 Baselines....................................................................................................................................136.6.2 Metrics Library..........................................................................................................................13

6.7 QUALITY OBJECTIVES AND CONTROLS6.7 QUALITY OBJECTIVES AND CONTROLS 13136.7.1 quality Standards.......................................................................................................................136.7.2 Project and Product Review AND ASSESSMENTS...................................................................146.7.3 Agency/Customer Satisfaction...................................................................................................146.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS...........................................................14

6.8 CONFIGURATION MANAGEMENT6.8 CONFIGURATION MANAGEMENT 14146.8.1 Version Control..........................................................................................................................156.8.2 Project Repository (Project Library).........................................................................................15

6.9 PROCUREMENT MANAGEMENT PLAN6.9 PROCUREMENT MANAGEMENT PLAN 1515

7. 0 PROJECT CLOSE.............................................................................................................................15

7.1 Administrative Close.....................................................................................................................157.2 Contract Close..............................................................................................................................15

Attachments.................................................................................................................................................16

Revision History

Revision Number Date Comment

1.0 March 5, 2021 Initial Draft

Water Rights Adjudication Tracking System (WRATS) Modernization Page 1 of 31

1.0 Project Overview The New Mexico Office of the State Engineer (NMOSE) is charged with the general supervision of the State’s water and the measurement, appropriation, and distribution of all ground and surface water in New Mexico, including interstate streams and rivers. Within NMOSE, the Litigation and Adjudication Program (LAP) exists to obtain a judicial determination and definition of water rights within each stream system to support effective water rights administration and promote the State’s ability to meet its interstate stream obligations; represent the Water Rights Division in permit application proceedings; initiate legal proceedings to ensure compliance with the water code, rules and regulations, permits, licenses, and adjudications; and represent the state engineer in all suits filed in either state or federal courts.

About 20 years ago, NMOSE began using the WRATS (Water Rights Adjudication Tracking System) application to serve as a database where adjudication preparation could be housed with the capability to generate reports (e.g., Hydrographic Survey Reports, Consent Orders, Partial Final Decrees) needed in the adjudication of water rights in a particular irrigation basin or watershed. Over time, NMOSE staff have identified limitations within the WRATS application and have had to find workarounds to accomplish tasks.

Having identified gaps in internal processes and limitations with data applications such as WRATS, the NMOSE seeks to conduct a discovery of data and business processes and workflows with the intention of supporting cross-agency collaboration, fostering alignment and intelligence in NMOSE strategic objectives and goals, and eventually replacing the current WRATS application. Our diverse team of data architects, data engineers, data scientists, developers, User Experience /User Interface (UX/UI) experts, and project managers are the ideal team to determine the data, business process modeling, analytics visualization, and performance reporting requirements for an agency that aims to be proactive about streamlining internal processes and responsive to the needs of the community by decisively and strategically using data-driven models to achieve its mission.

1.1 Executive Summary- Rationale for the Project This project will conduct a comprehensive discovery analysis of current data, business processes, and agency workflows related to the process for handling. It is the groundwork for business improvement, future development of a new system and to address NMOSE concerns.

Examine business process for any potential increased efficiency opportunities focusing on opportunities for reductions in editing times.

Examine appropriate use of technology for maximization and automation opportunities. Increase the consistency of data through a more efficient Quality Assurance/Quality Control

QA/QC process and through less duplication in data entry. Data analysis of applicable processes, as it relates to the type of data that is entered into WRATS

from a data input standpoint and by whom as well as how data is extracted from WRATS (reporting) and by whom.

Data analysis of applicable processes as to how data in WRATS is or could be utilized by other programs within the NMOSE, including Water Resource Allocation Program (WRAP) and the Water Administration Technical Engineering Resource System (WATERS) application as well as Geographic Information System (GIS) applications and maps.

Provide a consistent and documented interaction process.


1.2 Funding and Sources

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

APPROVERSAPPROVERS

Laws 2020, Chapter 83, Section 5 (65)

$225,000.00 Appropriation must be expended by June 2021 or reauthorized.

Laws 2020, Chapter 83, Section 5 (65)

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

NNUMBERUMBER DDESCRIPTIONESCRIPTION

1 This document covers the intent and scope as defined by the Laws 2020, Chapter 83, Section 5 (65).

2 Availability of funds provided which expire June 30, 2021.

3 The team did not consider alternatives which would entail a loss of the available funds.

1.4 DependenciesTypes include the following and should be associated with each dependency listed.

Mandatory dependencies are dependencies that are inherent to the work being done. D- Discretionary dependencies are dependencies defined by the project management

team. This may also encompass 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.

NUMBENUMBERR

DESCRIPTIONDESCRIPTION TYPE M, D, ETYPE M, D, E

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

M

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

M

3 Obtain needed contractor support to complete analysis and M


NUMBENUMBERR

DESCRIPTIONDESCRIPTION TYPE M, D, ETYPE M, D, E

discovery.

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


1 That all resources for the project will be funded for the execute planning milestones.

2 Current funds are sufficient to complete the planned deliverables.

3 Funding can be obtained from a future IT special appropriation (C2) request for system development.

1.6 Initial Project Risks Identified COVID-19

Description - COVID-19 may cause disruption in the work.

Probability Medium Impact MMEDIUMEDIUMMitigation Strategy: Transparent and early communication between Department of Information Technology (DoIT) leadership and project team in the event of possible exposure to the virus.Contingency Plan: Build knowledge amongst various stakeholder(s) to mitigate possible knowledge gaps occurring due to a project members adverse health.

INFORMATION DELAY

Description - Communication gap due to remote work situation.

Probability Medium Impact H HIGHIGH

Mitigation Strategy: Develop and agree on regular communication touchpoints between NMOSE stakeholders, project team and contractor utilizing on-line meetings, email and MS Teams.Contingency Plan: Follow the communication plan.


2.0 Project Authority and Organizational Structure

2.1 StakeholdersThe WRATS system is an integral part of the agency and allows it to meet its strategic objectives. The application is under purview of the Litigation and Adjudication Program and internal LAP staff as well as its executive management, General Counsel and Deputy Counsel are the main stakeholders. Members of ITSB will ultimate be providing maintenance and support of any new software the modernization the project deliverable recommends. The following is a list all the major stakeholders in this project.

NAMENAME SSTAKETAKE ININ P PROJECTROJECT OORGANIZATIORGANIZATIONN

TTITLEITLE

JOHN D’ANTONIO

EXECUTIVE SPONSOREXECUTIVE STEERING COMMITTEE

NMOSE STATE ENGINEER

GREG RIDGLEY EXECUTIVE STEERING COMMITTEE

NMOSE GENERAL COUNSEL

RICK ALLEN EXECUTIVE STEERING COMMITTEE

NMOSE DEPUTY GENERAL COUNSEL

RODNEY MCKNIGHT

BUSINESS OWNEREXECUTIVE STEERING COMMITTEE

NMOSE CHIEF

RUTH VILLEGAS

PROJECT MANAGEMENT NMOSE IT BUSINESS ANALYST

LAP PROGRAM BENEFICIARIES ANALYSIS, DISCOVERY

NMOSE

INTERNAL END USERS

BENEFICIARIES ANALYSIS, DISCOVERY

NMOSE VARIOUS


NAMENAME SSTAKETAKE ININ P PROJECTROJECT OORGANIZATIORGANIZATIONN

TTITLEITLE

NMOSE INFORMATION TECHNOLOGY

RESPONSIBLE FOR GUIDING THE NMOSE IT BUREAU BY ENSURING SOLUTIONS MEET TECHNOLOGY NEEDS AND PROVIDING TECHNOLOGY SOLUTIONS AS A WHOLE, REPRESENTING PRIMARY, SECONDARY AND TERTIARY STAKEHOLDERS.

NMOSE INFORMATION TECHNOLOGY BUREAU


2.2 Project Steering Committee

2.2.2 Describe the role and members of the project steering committee.

The Steering Committee provides governance over the direction and support of the project. The responsibilities of the Steering Committee Members include:

Attend and participate in meetings.

Review and provide comment on presented documentation.

Balance larger picture versus details of the project.

Review project funding and expenditures.

Champion the project; and

Contribute to lessons learned.

2.2.3 Organizational Boundaries, interfaces, and responsibilities

The key interfaces for stakeholders and Project Team impacted by the Project will be through NMOSE Divisions, NMOSE Office of the Chief Information Office (CIO), Information Technology Services Bureau (ITSB), IT Project Manager.

The methods of communication utilized on the project will include: Status Reports and Briefings. Standing Core Team or Executive Steering Committee Meetings. Ad-hoc meetings. Electronic mail. Distribution of Meeting Minutes.


Video conferencing; and Phone conversations.

2.3 Executive ReportingEVENT PARTICIPANTS COMMUNICATION SENDER RECEIPIENT(S) TIMING

Updates and Decision Required

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

NMOSE Leadership Status Update

Leadership Team, Working Group

Meeting presentation by Working Group

Working Group

Leadership Team, Primary Stakeholders

Monthly

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 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

3.0 Scope

3.1 Project Objectives3.1.1 B.1 BUSINESSUSINESS O OBJECTIVESBJECTIVES


Agency Objective 1: Data Analysis of the afore mentioned issues as well as identification of



Analysis and Discovery alignment to Agency strategic objectives/goals include: Examine business process for any potential increased efficiency

opportunities focusing on opportunities for reductions in editing times.

Examine appropriate use of technology for maximization and automation opportunities.

Increase the consistency of data through a more efficient Quality Assurance/Quality Control (QA/QC) process and through less duplication in data entry.

Data analysis of applicable processes, as it relates to the type of data that is entered into WRATS from a data input standpoint and how data is extracted from WRATS (reporting) and by whom.

Data analysis of applicable data processes in WRATS are or can be utilized by other programs within the NMOSE, including WRAP, WATERS and GIS applications and maps.

Provide a consistent and documented interaction process. Recommend increased efficiencies in the utilization of

personnel and fiscal resources.

3.1.2 TeCHNICALCHNICAL O OBJECTIVESBJECTIVES


Tech. Objective 1 The final deliverable will provide the path forward for replacing WRATS.

3.2 Project ExclusionsThe project does not involve functional changes to core applications.

3.3 Critical Success FactorsNUMBERNUMBER DESCRIPTIONDESCRIPTION

QUALITY METRICS 1 The project does not exceed the budget.


4.0 Project Deliverables and Methodology

4.1 Project Management Life CyclePHASEPHASE SUMMARY OF PHASESUMMARY OF PHASE KEY DELIVERABLESKEY DELIVERABLES

Initiation/Planning Define the scope, schedule, and budget for project, including business benefits to be achieved (measures of success).

Develop the strategy for delivering on the goals and objectives of the project, and all key planning documents.

Project Management Plan draft

Initiation /Planning Request for Certification and Release of Funds For

Monthly DoIT Reports

4.1.1 Project Management Deliverables

4.1.1.1 Project Management Plan DraftDescription - This Project Management Plan is a formal document approved by the executive sponsor and the Department and developed in the plan phase used to manage project execution, control, and project close.

Deliverable Acceptance Criteria - Contains sufficient detail about the project to convey a clear understanding of the project scope and objectives. Content should cover at a minimum schedule, budget, risk, organization structure, project and product deliverables, communications, change management, governance, project controls, testing, training, production cutover, and closeout.Standards for Content and Format - Compliant with DoIT Template Standards and guidelines.Quality Review – 1st Review: Project Manager.2nd Level Review: NMOSE CIO.

4.1.1.2 Monthly DoIT Reports

Description - Provides governance with project base information, monthly updates on the project schedule and budget status, and monthly updates on project milestone completion.

Deliverable Acceptance Criteria - All areas of the Project Status Report Form completed with sufficient levels of detail to convey complete understanding of the status to governance.

Standards for Content and Format - Completed to DoIT Standards.


Quality Review - 1st Review: Project Manager.2nd Level Review: NMOSE CIO.

4.1.1.2 Monthly DoIT Reports

Description the Request for Certification and Release of Funds form is submitted when a project goes for any of the certification phases. It deals with the financial aspects of the project, as well as other topics that indicate the level of planning that has gone into the project. Many of the questions have been incorporated into the preparation of the project charter.

Deliverable Acceptance Criteria - All areas of the Request for Certification and Release of Funds Form completed with sufficient levels of detail to convey complete understanding of the effort to governance.

Standards for Content and Format - Compliant with DoIT Standards.Quality Review - 1st Review: Project Manager.2nd Level Review: NMOSE CIO.

4.1.2 Deliverable Approval Authority Designations

DDELIVERABLEELIVERABLE NNUMBERUMBER

DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS DDATEATE A APPROVEDPPROVED

PRJ-DEL-001 Project Management Plan (PMP) Rodney McKnight, CIO

PRJ-DEL-002 Project Charter Rodney McKnight, CIO

PRJ-DEL-003 Project Schedule Rodney McKnight, CIO

PRJ-DEL-004 Request for Certification and Release of Funds

Rodney McKnight, CIO

PRJ-DEL-006 Project Risk Management Plan (documented in the PMP)


PRJ-DEL-007 Project Issue Management Plan (documented in the PMP)


PRJ-DEL-008 Project Scope Management Plan, including Change Control




DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS DDATEATE A APPROVEDPPROVED

(documented in the PMP)

PRJ-DEL-014 Project Status Reports Rodney McKnight, CIO

4.1.3 Deliverable Acceptance ProcedureProject deliverables will be developed collaboratively and iteratively by the Vendor with guidance by the Project Manager working with the balance of the Project Team, and designated partner stakeholders. Once the deliverable is deemed to be complete by the Project Manager and Project Team, the deliverable will be submitted to the NMOSE CIO for review and approval.

4.2 Product LifecyclePPHASEHASE SSUMMARYUMMARY OFOF P PHASEHASE KKEYEY D DELIVERABLESELIVERABLES

Initiation/Planning Comprehensive discovery analysis of current data, business processes, and agency workflows.

Leadership + Core Project Team Interviews, Data and Technology Discovery, Domain Research, Survey/ Workshop, Research Design

Initiation/Planning Develop a strategic roadmap that includes recommendations for a path forward to streamline and maximize the value of natural resources.

Research findings and system requirements, Ecosystem map, White Paper – Summary Recommendations and Roadmap

4.2.1 Technical Strategy

A technical deliverable for this project will be developed when funding becomes available. A request for funding will be made at the FY22 Information Technology special appropriation (C2) meeting.

4.2.2 Product and Product Development Deliverables

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


4.2.2.1 Analysis and DiscoveryDescription – A comprehensive and robust discovery process, resulting in a final deliverable which includes a product strategy and roadmap that defines, and addresses challenges, goals, themes, and insights investigated and documented throughout the project and provides the path forward for replacing the WRATS. It will include current and ideal future states, including but not limited, information flows, systems, tools, data,

Deliverable Acceptance Criteria – Review with project teams, and designated stakeholdersStandards for Content and Format - This white paper sets reasonable short-term, as well as inspiring an innovative long-term, vision for the WRATS system and tool. It also organizes future activities and helps prioritize features and requirements within competing demands of the project, all while visualizing interdependencies. The roadmap is a durable artifact that can be updated to represent changing priorities in a set timeframe: quarterly or annually is common.

Quality Review – NMOSE CIO (Approver), Project Manager

4.2.3 Deliverable Approval Authority Designations


DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS DDATEATE AAPPROVEDPPROVED

1 Leadership and Core Project Team Interviews

NMOSE CIO, Steering Committee

TBD

2 Data and Technology Discovery NMOSE CIO, Steering Committee

TBD

3 Domain Research NMOSE CIO, Steering Committee

TBD

4 Survey/Worksheet NMOSE CIO, Steering Committee

TBD

5 Research Design NMOSE CIO, Steering Committee

TBD

6 Targeted User Research NMOSE CIO, Steering Committee

TBD

7 User Workflows NMOSE CIO, Steering Committee

TBD

8 Research Findings and System Requirements


TBD

9 Ecosystem Map NMOSE CIO, TBD



DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS DDATEATE AAPPROVEDPPROVED

Steering Committee

10 White Paper - Summary, Recommendations, and Roadmap


June 30, 2021

4.2.4 Deliverable Acceptance Procedure

The NMOSE CIO will make deliverables available to and review with the Project Team. Following team approval and adoption, the NMOSE CIO will approve the deliverable.5.0 Project Work.

5.1 Work Breakdown Structure (WBS)

IIDENTIFIERDENTIFIERWWORKORK P PACKAGEACKAGE

DDESCRIPTIONESCRIPTIONDDEFINITIONEFINITION//OOBJECTIVEBJECTIVE

MMILESTONEILESTONE//DDELIVERABLEELIVERABLE

1.1 Project Management Manage Scope, Schedule, Budget Risk and Communications

1. Project Scope Completed on schedule and within budget.

2. Monthly DoIT Status Reports.

1.2 Initiation Phase Finalize Project Charter, Complete Risk Assessment, Draft PMP and Schedule, and develop Communications Plan

1. Project Charter2. PMP DRAFT3. Initial Project

Schedule

1.3 Planning Phase Finalize PMP and baseline schedule

1. PMP2. Schedule Baseline3. Communications

Plan


5.2 Schedule Allocation -Project Timeline A detailed project schedule will be created after release of funds.

IIDENTIFIERDENTIFIER TTASKASK//AACTIVITYCTIVITY N NAMEAME

RRESOURCEESOURCE NNAMEAME

MMILESTONEILESTONE (Y/N)(Y/N)

EEFFORTFFORT/ / DDURATIONURATION

SSTARTTART FFINISHINISH DDEPENDENTEPENDENT TTASKASK

1.1 Leadership andCore Project Team Interviews

NMOSE, Vendor

Y 4 weeks 3/31/21

1.1.1 Data & Technology Discovery Ecosystem Map:

NMOSE, Vendor

Y 4 weeks 1.1

1.1.2 Domain Research NMOSE, Vendor

Y 6 weeks 3/31/21 1.1.1

1.1.3 Survey/Worksheet NMOSE, Vendor

Y 4 weeks 1.1.2

1.1.4 Research Design Vendor Y 2 weeks 1.1.3

1.1.5 Targeted User Research

Vendor Y 4 weeks 1.1.4

1.1.6 User Workflow Vendor Y 3 weeks 1.1.5

1.1.7 Research/Findings & System Requirements,

Vendor Y 4 weeks 1.1.6

1.1.8 Ecosystem Map Vendor Y 12 weeks 1.1.7

1.1.9 White Paper – Summary, Recommendation, and Roadmap

Vendor Y 3 weeks 6/30/21 1.1.8


5.3 Project BudgetIIDENTIFIERDENTIFIER WWORKORK P PACKAGEACKAGE OROR B BUDGETUDGET C CATEGORYATEGORY CCOSTOST

1 Initiation and Planning Phase through close out $ 225,0002 Closeout Phase

Total Project Budget $ 225,000


5.4 Project Team5.4.1 Project Team Organizational Structure

5.4.2 Project Team Roles and Responsibilities

RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL AAREAREA

Steering Committee

Voting Member John D’Antonio State Engineer

Steering Committee

Voting Member Greg Ridgely General Counsel

Steering Committee, Product Owner

Voting Member, Project Team Member, NMOSE Internal Stakeholder

Rick Allen Deputy General Counsel


RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL AAREAREA

Steering Committee, Business Owner

Voting Member, Signatory Rodney McKnight Acting CIO

Technical Owner Project Team Member Ruth Villegas Project Manager/ IT Business Analyst

Program Director NMOSE Internal Stakeholder

John Romero WRAP Director

Attorneys, Paralegals, Legal Assistants

NMOSE Internal Stakeholder

Various Litigation and Adjudication Program

5.5 Staff Planning and Resource Acquisition5.5.1 Project Staff

RRESOURCEESOURCE CCOSTOST

EESTIMATESTIMATEEESTIMATEDSTIMATED

HHOURSOURS AAVAILABILITYVAILABILITYSSKILLKILL SSETET

WWORKORK P PRODUCTRODUCT//DDELIVERABLEELIVERABLE

Rodney McKnight

$0 15 hrs./week 15% IT Oversight of project management deliverables

Ruth Villegas $0 40 hrs./week 100% IT, Business Analysis, Project Management

Oversight of project management deliverables

LAP Staff $0 AS Needed 75% Business Oversight of project requirements


5.5.2 Non-Personnel resources

RRESOURCEESOURCE CCOSTOST

EESTIMATESTIMATEEESTIMATEDSTIMATED

HOURSHOURS AAVAILABILITYVAILABILITY SSOURCEOURCEWWORKORK P PRODUCTRODUCT//

DELIVERABLEDELIVERABLE

Resilient 21, Inc. $225,000 720 100%Microsoft Teams $ 0 15 100% Microsoft Teams

availability with documents

5.6 Project Logistics 5.6.1 P5.6.1 PROJECTROJECT T TEAMEAM T TRAININGRAINING

At the time this PMP is being drafted, no team training requirements have been identified in the Initiation/Planning phase. The findings of the analysis will determine the next steps of the modernization of WRATS project.

6.0 Project Management and Controls

6.1 Risk and issue ManagementLevel of Escalation Role Who Rule of Escalation

1 Project Manager Rodney McKnight Issues that cannot be resolved within a subproject (platform) or phase

2 Project Manager NMOSE Project Team

Issues that can be resolved within project or phase

3 Steering Committee Issues that cannot be resolved at level 2

6.1.1 Risk Management Strategy

The NMOSE CIO and Business Analyst will work with the Vendor to address any risks or issues that may arise and will be tracked in Microsoft Teams Project Planner.

6.1.2 Project Risk Identification

The project’s risks will be identified and will be recorded appropriately in the Monthly Project Status Reports.


6.1.3 Project Risk Mitigation Approach

The project’s risks will be evaluated by the project lead in collaboration with the respective stakeholders. The project manager, project lead, and the stakeholder(s) will develop and execute a risk mitigation plan.

6.1.4 Risk Reporting and Escalation Strategy

Risk will be recorded and tracked through regularly scheduled status reports to team and stakeholder(s).

6.1.5 Project Risk Tracking Approach

The Project Team has documented an initial, high level risk assessment in the project charter and a more comprehensive list of risks within this document.

6.1.6 ISSUE MANAGEMENT

6.1.6.1 Internal Issue Escalation and Resolution ProcessIssues which cannot be resolved will be referred to NMOSE executive management and will be managed by the NMOSE CIO, in consultation with the Project Manager.

6.1.6.2 External Issue Escalation and Resolution ProcessThe external process is provided for issues that involve project resources, processes, procedures, or methodology that cannot be resolved within the agency that is responsible for managing the project without affecting the overall project schedule, cost, or quality.

6.2 Independent Verification and Validation - IV&VDoIT is disapproving a waiver from PCC and recommending a combined certification as this will be a much larger project. The current funding for initiation/planning only. A waiver for TARC and IV&V will be revisited.

6.3 Scope Management PlanTo manage project scope, the project will monitor and control the following attributes:

Number of issues raised and closed. Status on requirements Schedule / Milestone Performance Cost Estimate at Completion (time and $)


6.3.1 C6.3.1 CHANGEHANGE C CONTROLONTROL

6.3.1.1 Change Control Process

In this Initiation/Planning phase, there will be no hardware/software deliverables; however, should any changes or concerns arise, they will be reported to the Project Manager who will determine actions as each case comes up.

6.3.1.2 Change Control Board (CCB)

Change requests will be submitted to the CIO for review and a decision will be determined based on the timeline and scope of work. Escalation of change requests will be submitted for review to the Executive Steering Committee.

6.4 Project Budget ManagementThe NMOSE CIO and Administrative Services Division (ASD) will track the overall budget and spending on the project.

6.4.1 B6.4.1 BUDGETUDGET T TRACKINGRACKING

The NMOSE CIO and ASD will track the overall budget and spending on the project. No hardware is proposed for this project.

6.5 Communication PlanThe Project Communication Plan will provide an approach for communications and support for the project. The communication plan has been created to facilitate timely communication, collection, analysis, distribution, and storage of project information. It is expected that this will enable timely risk resolution and escalation, if required.

The Project has identified three broad categories of audiences:

Project Team.

Extended Project Team (includes Steering Committee, Technology and Business Owners, and other stakeholders).

Internal (NMOSE)

Various types of information will be communicated over the life of the NMOSE Project. two information categories have been identified:

Project Execution (information relating to day-to-day project procedures).

Project Status.

A detailed matrix will be created to match audiences with the appropriate type of information. Frequency will be identified for each type of communication. The communication matrix will


serve as the primary guidance to the project team regarding the who, what, where, when, why and how the NMOSE Project team will communicate with project stakeholders.

6.5.1 Communication Matrix

Stakeholder Definition Topic Information Vehicle Frequency

Project Team Project Manager, Subject Matter Experts, Vendor

Project Status

Daily Standup On-line Meetings

Project Team Meeting / Individual Team Meeting

On-Going

Project Extended Teams

Steering Committee

Status High-level project status / progress (Weekly Highlights)

1. e-Mail

2. Steering Committee Meeting

3. Existing executive meeting

4. Monthly e-mail

1. Weekly

2. Monthly

6.5.2 Status Meetings

Various status meetings are conducted:

Project Team meetings will be conducted on a weekly basis.

Steering Committee Meeting meets once each month.

More frequent meetings with leadership and other stakeholders as appropriate or as needed.

6.5.3 Project Status Reports

The important messages which are key to the effectiveness of the team, and will be communicated to the OSE stakeholders on a regular basis are:

Project status: Status on accomplishments, next steps, risks, issues, and action items. Project issues: The impact of the issues currently affecting the project and the actions taken

to resolve them. Project risks: The high-level risks which may affect the project and the actions taken to

mitigate, avoid or reduce them.


Project deliverables: The deliverables completed to date and the items which are scheduled for completion within the next weekly reporting period.

6.6 Performance Measurement (Project Metrics)The Project Manager and Executive Sponsor define the project metrics that will be used to control the project. Metrics are collected for measuring the progress of a project against its planned budget and, schedule, at a minimum metrics must be established for time (schedule), cost (budget) and quality.

6.6.1 B6.6.1 BASELINESASELINES

PPROJECTROJECT A AREAREA CCATEGORYATEGORY MMEASUREEASURE

Project Schedule Schedule On or ahead

Project Budget Budget Under

Project Scope Baseline Scope Control Change Request Management

6.6.2 M6.6.2 METRICSETRICS L LIBRARYIBRARY

The Metric Library is documented and is available on NMOSE ITSB Project Team’s Microsoft Team Channels.

6.7 Quality Objectives and ControlsThe Project goal is to conduct a timely, cost effective analysis and discovery.

6.7.1 6.7.1 QUALITYQUALITY S STANDARDSTANDARDS


NNOO.. QQUALITYUALITY S STANDARDTANDARD TTRACKINGRACKING T TOOLOOL OROR M MEASUREEASURE

1 Project Management Body of Knowledge (PMBOK) Schedule, Scope, Budget, Communications, Risks, Actions, and Issues Management and Control conducted in accordance with best practices as defined by PMBOK

2 Information Technology standards defined within the Information Technology framework by DoIT

• Project Certification Committee (PCC) Presentations, Certifications, and funding release

• Monthly status reports to DoIT

6.7.2 P6.7.2 PROJECTROJECT ANDAND P PRODUCTRODUCT R REVIEWEVIEW AND ASSESSMENTS AND ASSESSMENTS

RREVIEWEVIEW T TYPEYPEQQUALITYUALITY

SSTANDARDTANDARDTTOOLSOOLS RREVIEWEREVIEWER RREPORTSEPORTS

Requirements Lucid Charts, Microsoft (MS)-Excel, MS-Word

CIO; Business Owner; NMOSE Project Team

Project Management Plan (PMP)

Plans PMBOKDoIT

MS-Word, Microsoft Team Planner

NMOSE, CIO PMP, Communications Plan

Milestones PMBOKDoIT

MS-Word, Microsoft Team Planner

NMOSE, CIO Status Reports


6.7.3 A6.7.3 AGENCYGENCY/C/CUSTOMERUSTOMER S SATISFACTIONATISFACTION

Customer and Agency satisfaction will be assessed on an on-going basis by the NMOSE Project Manager and Team. Weekly (Stakeholder) and Monthly (DoIT) Status reports will be the primary mechanisms by which the NMOSE Project Team will communicate progress, goals, and objectives, and call out issues and benefits.

Examples:AAREASREAS OFOF FEEDBACKFEEDBACK WWHENHEN HHOWOW O OFTENFTEN

Agency awareness On-going Monthly

Quality of communications On-going Monthly

Manages project tasks On-going Monthly

Productive Meetings On-going Monthly

6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS

DDELIVERABLEELIVERABLE FFINALINAL A APPROVALPPROVAL P PROCESSROCESSCCUSTOMERUSTOMER A ACCEPTANCECCEPTANCE

CCRITERIARITERIA

NMOSE WRATS Analysis and Discovery White Paper

CIO is final approval Verification that the final deliverable includes a product strategy and roadmap that defines, and addresses challenges, goals, themes, and insights investigated and documented throughout the project and provides the path forward for replacing the WRATS application. It will include current and ideal future states, including but not limited to: information flows, systems, tools, data, and connections that will maximize insights defined in collaboration with NMOSE. This discovery process involves several tasks and corresponding interim deliverables

6.8 Configuration ManagementConfiguration management is not required in the initiation and planning stage.


6.8.1 Version Control

Not applicable

6.8.2 Project Repository (Project Library)Documentation for the project will shared utilizing the WRATS Modernization channel on Microsoft teams.

6.9 Procurement Management PlanAll procurements will follow the NM Procurement Code and be tracked by the Contract Procurement Project Manager and Business Owner(s).

7. 0 Project CloseProject Close will consist of closeout activities for administrative project activities and contractual activities.

7.1 Administrative Close

To be determined as prescribed by DOIT Enterprise Project Management Office (EPMO).

7.2 Contract Close

Administrative close will occur when all deliverables have been provided and approved by the DoIT Project Lead and in consultation with the OSE CIO and will be followed by PCC Closeout.

AttachmentsNone.


Documents

€¦ · Web view1 day ago · 3.1.2 Technical Objectives. 3. 3.2 Project ... and as needed Project Managers or proxy Sponsors Minimum of bi-weekly meeting notes and as needed