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CCASHASH R REMEDIATIONEMEDIATION P PHASEHASE II II

PROJECT MANAGEMENT PLAN PROJECT MANAGEMENT PLAN (PMP) -DRAFT(PMP) -DRAFT

EXECUTIVE SPONSORS –TOM CLIFFORD, DFA SECRETARY AND DARRYL ACKLEY, DOIT SECRETARY

BUSINESS OWNER – RON SPILMAN, DFA STATE CONTROLLER PROJECT MANAGER – HEATHER KENT, DFA CASH CONTROL MANAGER

ORIGINAL PLAN DATE: AUGUST 8, 2014REVISION DATE: JULY 09, 2015

REVISION: 6.0

PROJECT MANAGEMENT PLAN FOR DFA CASH REMEDIATION PHASE II REVISION: 6.0 - 6/25/15

RREVISIONEVISION H HISTORYISTORY.................................................................................................................................................................................................. IIIIII

PREPARING THE PROJECT MANAGEMENT PLAN................................................................................................. IV

ABOUT THIS DOCUMENT................................................................................................................................... IV

Project Oversight Process Memorandum – DoIT, July 2007...................................................................................iv

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

1.1 Executive Summary- Rationale for The Project.................................................................................................11.2 Funding and Sources.........................................................................................................................................21.3 Constraints........................................................................................................................................................31.4 Dependencies....................................................................................................................................................31.5 Assumptions......................................................................................................................................................41.6 Initial Project Risks Identified............................................................................................................................4

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................6

2.1 Stakeholders......................................................................................................................................................62.2 Project Governance Structure...........................................................................................................................7

2.2.1 Describe the organizational structure – Org Chart.....................................................................................72.2.2 Describe the role and members of the project steering committee...........................................................82.2.3 Organizational Boundaries, interfaces and responsibilities.......................................................................8

2.3 Executive Reporting...........................................................................................................................................8

3.0 SCOPE........................................................................................................................................................... 9

3.1 Project Objectives.............................................................................................................................................93.1.1 Business Objectives....................................................................................................................................93.1.2 Technical Objectives................................................................................................................................10

3.2 Project Exclusions............................................................................................................................................103.3 Critical Success Factors....................................................................................................................................10

4.0 PROJECT DELIVERABLES AND METHODOLOGY.............................................................................................12

4.1 Project Management Life Cycle.......................................................................................................................124.1.1 Project Management Deliverables...........................................................................................................134.1.2 Deliverable Approval Authority Designations..........................................................................................144.1.3 Deliverable Acceptance Procedure...........................................................................................................14

4.2 Product Life Cycle............................................................................................................................................144.2.1 Technical Strategy...................................................................................................................................154.2.2 Product and Product Development Deliverables......................................................................................164.2.3 Deliverable Approval Authority Designations..........................................................................................174.2.4 Deliverable Acceptance Procedure...........................................................................................................17

5.0 PROJECT WORK........................................................................................................................................... 17

5.1 Work Breakdown Structure (WBS)..................................................................................................................175.2 Schedule allocation -Project Timeline.............................................................................................................185.3 Project Budget.................................................................................................................................................195.4 Project Team...................................................................................................................................................20

5.4.1 Project Team Organizational Structure....................................................................................................205.4.2 Project Team Roles and Responsibilities..................................................................................................21

5.5 Staff Planning and Resource Aquisition...........................................................................................................215.5.1 Project Staff.............................................................................................................................................225.5.2 Non-Personnel resources.........................................................................................................................22

5.6 Project Logistics...............................................................................................................................................22

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5.6.1 Project Team Training..............................................................................................................................22

6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................23

6.1 Risk and Issue Management............................................................................................................................236.1.1 Risk Management Strategy......................................................................................................................236.1.2 Project Risk Identification........................................................................................................................236.1.3 Project Risk Mitigation Approach............................................................................................................236.1.4 Risk Reporting and Escalation Strategy...................................................................................................246.1.5 Project Risk Tracking Approach................................................................................................................246.1.6Issue Management...................................................................................................................................24

6.2 Independent Verification and Validation (IV&V).............................................................................................256.3 Scope Management Plan.................................................................................................................................26

6.3.1 Change Control........................................................................................................................................266.4 Project Budget Management..........................................................................................................................26

6.4.1 Budget Tracking.......................................................................................................................................276.5 Communication Plan.......................................................................................................................................27

6.5.1 Communication Matrix............................................................................................................................276.5.2 Status Meetings.......................................................................................................................................276.5.3 Project Status Reports..............................................................................................................................28

6.6 Performance Measurement (Project Metrics).................................................................................................286.6.1 Baselines..................................................................................................................................................286.6.2 Metrics Library.........................................................................................................................................28

6.7 Quality Objectives aND Control.......................................................................................................................286.7.1 Quality Standards....................................................................................................................................286.7.2 Project and Product Review and Assessments.........................................................................................296.7.3 Agency/Customer Satisfaction.................................................................................................................296.7.4Product Deliverables Acceptance Process.................................................................................................30

6.8 Configuration Management ...........................................................................................................................306.8.1 Version Control........................................................................................................................................306.8.2 Project Repository (Project Library).........................................................................................................31

6.9 Procurement management Plan......................................................................................................................31

7. 0 PROJECT CLOSE........................................................................................................................................... 31

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

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REVISION HISTORYREVISION HISTORY

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 8/12/2014 Version 1

2.0 10/10/2014 Version 2

3.0 3/27/2015 Version 3 – updates made to general formatting, executive summary, stakeholder names, project roles and responsibilities, business objectives, technical objectives and critical success factors.

4.0 4/27/2015 Version 4 – update to version number.

5.0 5/27/2015 Version 5 – minor updates to critical success factors.

6.0 6/25/3015 Version 6 – update to version number.

III OF VI


PREPARING THE PROJECT MANAGEMENT PLANPREPARING THE PROJECT MANAGEMENT PLAN

The workbook for preparation of the Project Management Plan is built around helping the project manager and the project team to use the Project Management Plan in support of successful projects. Please refer to it while developing this PMP for your project.

ABOUT THIS DOCUMENTABOUT THIS DOCUMENT

Project Oversight Process Memorandum – DoIT, July 2007Project Oversight Process Memorandum – DoIT, July 2007

“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.

The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost and schedule baselines.

A project plan includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management.

“Project manager” means a qualified person from the lead agency responsible for all aspects of the project over the entire project management lifecycle (initiate, plan, execute, control, close). The project manager must be familiar with project scope and objectives, as well as effectively coordinate the activities of the team. In addition, the project manager is responsible for developing the project plan and project schedule with the project team to ensure timely completion of the project. The project manager interfaces with all areas affected by the project including end users, distributors, and vendors. The project manager ensures adherence to the best practices and standards of the Department.

Project product” means the final project deliverables as defined in the project plan meeting all agreed and approved acceptance criteria.

“Product development life cycle” is a series of sequential, non-overlapping phases comprised of iterative disciplines such as requirements, analysis and design, implementation, test and deployment implemented to build a product or develop a service.

IV OF VI


1.0 PROJECT OVERVIEW1.0 PROJECT OVERVIEW The Project Overview sets the stage for the details of the project and begins the “story” of the project and plan.

1.11.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECTEXECUTIVE SUMMARY- RATIONALE FOR THE PROJECTOver the past several years, multiple reports and memos were written or commissioned regarding the Cash Accounting Controls (LFC, 2012) and the Current State Diagnostic of Cash Control (Deloitte, 2012). Each of these documents points to the evolving relationship between The Department of Finance and Administration (DFA), The State Treasurer's Office (STO), and The Department of Information Technology (DoIT). These reports also identified a need for an alignment of business and accounting practices to better serve the needs of the State through the use of an integrated book of record, implementation of leading practices associated with cash flows, and cash accounting.

DFA and STO completed the Cash Remediation Phase I project in FY 2013 to remediate the initial implementation of the SHARE Treasury Cash Management module. This first phase of the project provided a significant amount of improvements in the controls associated with processes related to State’s cash flows and the related accounting activity focusing on deposits and cash movement between bank accounts and investments.

One of the outcomes of the project was the identification of additional steps required to further streamline the processes associated with accounting for cash receipt activity, payment activity, and general ledger activity. Another outcome of the project was the identification of the requirement to provide proper controls over the previously identified processes.

The Cash Remediation Phase II project (the Project) has the following objectives:

Implementing leading practices associated with all related disbursement activity (accounting, approvals, staledating, check printing, positive pay file processing, escheatment to name a few) of systems that are currently using the Payment Load and Third Party Warrant processes

Increasing controls and automation of banking interfaces associated with payment activity

Reducing reliance on manual data keying associated with miscellaneous banking activity

Levering delivered SHARE functionality to improve controls over management of the General Ledger

Streamlining and creating/improving controls associated with the SHARE closing processes

Redesigning and implementing a new Inter/Intra Agency accounting and settlement process

To accomplish these objectives the Project will focus on:

Implementing delivered functionality in the SHARE Accounts Payable (AP) module to provide the necessary controls over the creation of payments and associated accounting for all State agencies

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Developing a strategy to utilize delivered Electronic Data Interchange and Data Archiving capabilities within the AP module

Implementing delivered functionality in the SHARE General Ledger (GL) module to streamline accounting processes and provide additional controls relative to the accounting activity related to cash flows and cash accounting

Redesigning the monthly and year-end close processes in order to establish proper controls over financial reporting

Providing additional controls over miscellaneous bank activity such as returned checks that were deposited.

The following business processes are in scope for the Project:

PROCESS DESCRIPTION

Payment related activity for non-SHARE vendor payments

Creation and accounting of payment related activity (warrants, ACHs, cancellations, and staledating) by the current payment load and Third Party Warrant systems

Cash Accounting & Reconciliation

The accounting of bank transactions reported on a daily basis through balance reporting against the SHARE General Ledger and the State’s bank accounts.

Bank Interfaces / Communications

The retrieving and sending of data via secure methods to conduct activities such as funds transfers, accounting entries, positive pay files, and reconciliation of transactions

Financial Accounting Controls The accounting entries being processed via direct entry to the GL are being properly recorded and controlled, the financial opening and closing processes are properly controlled, and the Inter/Intra agency accounting and settlement process is properly being performed and controlled. SHARE modules/sub ledgers are reconciled to the General Ledger and all accounting entries in the modules are in the General Ledger. There is consistent financial reporting at the agency and state level (CAFR).

1.2 FUNDING AND SOURCES1.2 FUNDING AND SOURCES

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SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

APPROVERSAPPROVERS

SEE PCC DOCUMENTATION

$5,000,000.00

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1.3 CONSTRAINTS1.3 CONSTRAINTSConstraints are factors that restrict the project by scope, resource, or schedule.

NNUMBERUMBER DDESCRIPTIONESCRIPTION

1 Resources and resource availability

2 System availability

1.4 DEPENDENCIES1.4 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 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

NUMBERNUMBER DESCRIPTIONDESCRIPTION TYPE TYPE M,D,EM,D,E

D-001 Availability of the appropriate team members from DoIT, DFA, and other agencies to participate on project as required by the project schedule

M

D-002 Completion of Technical development work by agency and SHARE resources per the agree upon project work plan

M

D-003 Availability of the appropriate technical environments required to support the project

M

D-004 Completion of the project within the funding appropriations period

M

D-005 Ability of agency payment systems and resources to require modification to their processes and interfaces

M

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1.5 ASSUMPTIONS1.5 ASSUMPTIONSAssumptions are planning factors that, for planning purposes, will be considered true, real, or certain.

NNUMBERUMBER DDESCRIPTIONESCRIPTION

A-001 Agencies will be able to meet the deadlines associated with the project

A-002 The project team will complete required documentation and delivered required training

A-003 SHARE delivered processes and functionality will be used whenever possible

A-004 Agency payment systems will require modification to their processes and interfaces

A-005 External system integrator services will need to be engaged

1.6 INITIAL PROJECT RISKS IDENTIFIED1.6 INITIAL PROJECT RISKS IDENTIFIEDIn this section identify and describe how each risk will be managed. Include the steps that will be taken to maximize activity that will result in minimizing probability and impact of each risk.

Risk 1

Reliance on outsourced resources to accomplish project goals

Probability: Expected Impact: Outside consultants bring industry expertise and best practices. Costs are increased.

Mitigation Strategy All critical tasks assigned to state personnel. Closely monitor and manage outside contractor teams. Monitor costs closely.Contingency Plan: Monitor situation closely and utilize all functionality available. Hire contractors for only short term needs.

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Risk 2

Staff resource availability and capability

Probability: Expected Impact: Schedule will be delayed, costs may increase and project may not receive the thought and testing required for smooth transition into production/implementation.

Mitigation Strategy: Hiring of additional support staff when neededProbability: Possible Contingency Plan: Monitor closely the workload and personnel assignments. Utilize outside resources if budget will accommodate.

Risk 3

Maintaining project focus as a priority

Probability: Possible Impact: : MediumNeed to limit focus to identified scope and avoid temptation to expand functionality.

Mitigation Strategy: Limit configuration of expanded functionality to only those enhancements needed to replace customizations previously created Contingency Plan: Three positions were established during the FY15 legislature and two were funded.

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Risk 4

A delay in funding, procuring, or contracting could push delivery dates

Probability: Possible Impact: : High

Mitigation Strategy: Fund, procure, and contract in a timely manner Contingency Plan: Revise planned delivery dates in order to accommodate procurement delays

Risk 5

Organizational readiness and staff flexibility


Mitigation Strategy: Communicate early and often. Include staff in the project and provide adequate training.Contingency Plan: Back-fill key State resources in order to allow staff to participate in the project

Risk 6

Agencies are unable to meet technical development deadlines


Mitigation Strategy: Communicate early and often. Include staff in the project and provide adequate training. Provide information to technical staff as early in the project as possible.Contingency Plan: All agency stakeholders were met with prior to the FY16 IT funding cycle and were reminded to submit their C2 forms if funding for technical changes were needed. An acceptable alternative plan will be created with the approval of a timeframe of compliance.

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL 2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTURE

The Project Organization describes the roles and responsibilities of the project team. It also identifies the other organizational groups that are part of the project and graphically depicts the hierarchical configuration of those groups. It exists to clarify interaction with the project team.

2.1 STAKEHOLDERS2.1 STAKEHOLDERSList all of the major stakeholders in this project, and state why they have a stake. . Stakeholders are individuals 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.

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NAMENAME STAKE IN PROJECTSTAKE IN PROJECT OORGANIZATIORGANIZATIONN

TITLETITLE

DARRYL ACKLEY OVERALL RESPONSIBILITY FOR STATE SYSTEMS

DOIT CABINET SECRETARY

TOM CLIFFORD OVERALL RESPONSIBILITY FOR CONTROL AGENCY

DFA CABINET SECRETARY

RON SPILMAN PROJECT DIRECTOROVERALL RESPONSIBILITY FOR FINANCIAL REPORTING AND CONTROLS (FINANCIAL ACCOUNTING, CASH, AND AP CONTROLS)

DFA DFA CONTROLLER

CASSANDRA HAYNE

OVERALL RESPONSIBILITY FOR SHARE SYSTEM

DOIT DOIT SHARE DEPUTY DIRECTOR

YVONNE HERRERA OVERSIGHT FOR DFA PAYABLES OPERATIONS

DFA FINANCIAL MANAGEMENT DIVISION

RENAE HERNDON OVERALL RESPONSIBILITY FOR STATEWIDE ACCOUNTING

DFA CAFR

HEATHER KENT OVERALL RESPONSIBILITY FOR CASH RECONCILIATION

DFA CASH CONTROL MANAGER

DOMINIC CHAVEZ STATE AGENCY REPRESENTATIVE

STATE TREASURERS OFFICE (STO)

STO CASH LEAD

EDWARD GALLEGOS

STATE AGENCY REPRESENTATIVE

STATE TREASURERS OFFICE (STO)

STO CASH MANAGER

DANIEL GARCIA STATE AGENCY REPRESENTATIVE

ADMINISTRATION OF THE COURTS (AOC)

AGENCY LEAD

LYDIA ROMERO STATE AGENCY REPRESENTATIVE

ADMINISTRATION OF THE COURTS (AOC)

AGENCY LEAD

AUDREY TRUJILLO STATE AGENCY REPRESENTATIVE

COMMISON FOR THE BLIND (CFB)

AGENCY LEAD

ANNETTE ROMERO STATE AGENCY REPRESENTATIVE

CHILDREN, YOUTH AND FAMILIES (CYFD)

AGENCY LEAD

SANDRA STECKLER


CHILDREN, YOUTH AND FAMILIES

AGENCY LEAD

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TITLETITLE

(CYFD)

DAVID ROHRBACH STATE AGENCY REPRESENTATIVE

DEPARTMENT OF GAME AND FISH

AGENCY LEAD

LAWERENCE MONTANO


DEPARTMENT OF MILITARY AFFAIRS

AGENCY LEAD

BRIDGETTE LONG STATE AGENCY REPRESENTATIVE

DEPARTMENT OF TRANSPORTATION (DOT)

AGENCY LEAD

DAVID ROBBINS STATE AGENCY REPRESENTATIVE

DEPARTMENT OF WORKFORCE SOLUTIONS (DWS)

AGENCY LEAD

SANDRA ALVA STATE AGENCY REPRESENTATIVE

DIVISION OF VOCATIONAL REHAB (DVR)

AGENCY FISCAL LEAD

MICHAEL MULLIGAN



AGENCY FISCAL LEAD

ANNETTE ORTEGA STATE AGENCY REPRESENTATIVE


AGENCY FISCAL LEAD

ROBERT ALIREZ STATE AGENCY REPRESENTATIVE


AGENCY IT LEAD

RODNEY CULLISON



AGENCY IT LEAD

DIANNE ROSSBACH


EDUCATIONAL RETIREMENT BOARD (ERB)

AGENCY FISCAL LEAD

RICK SCROGGINS STATE AGENCY REPRESENTATIVE


AGENCY FISCAL LEAD

LAWRENCE ESQUIBEL



AGENCY IT LEAD

ZELLA COX STATE AGENCY GENERAL AGENCY LEAD

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TITLETITLE

REPRESENTATIVE SERVICES DEPARTMENT (GSD)

CAROLEE GRAHAM STATE AGENCY REPRESENTATIVE

HUMAN SERVICES DEPARTMENT (HSD)

AGENCY LEAD – CSES

DONNA SANDOVAL


HUMAN SERVICES DEPARTMENT (HSD)

AGENCY LEAD - ASPEN & OMNICAID

NATALIE CORDOVA


PUBLIC EMPLOYEES RETIREMENT ASSOCIATION (P.E.R.A)

AGENCY LEAD

JO ANN CHAVEZ STATE AGENCY REPRESENTATIVE

TAX AND REVENUE DEPARTMENT (TRD)

AGENCY LEAD – FINANCE

JIM WASTVEDT STATE AGENCY REPRESENTATIVE

TAX AND REVENUE DEPARTMENT

AGENCY LEAD – GENTAX

JOHNNY MARTINEZ



AGENCY LEAD – ONGARD

CHARLENE TRUJILLO



AGENCY LEAD – REVENUE PROCESSING

JAN CHRISTINE STATE AGENCY REPRESENTATIVE


AGENCY LEAD - TAPESTRY

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2.2 PROJECT GOVERNANCE STRUCTURE2.2 PROJECT GOVERNANCE STRUCTURE2.2.1 D2.2.1 DESCRIBEESCRIBE THETHE ORGANIZATIONALORGANIZATIONAL STRUCTURESTRUCTURE – O – ORGRG C CHARTHART

2.2.2 D2.2.2 DESCRIBEESCRIBE THETHE ROLEROLE ANDAND MEMBERSMEMBERS OFOF THETHE PROJECTPROJECT STEERINGSTEERING COMMITTEECOMMITTEE

The Steering Committee is chartered to provide governance over the direction and support of the project and is chaired by the Project Director Ron Spilman. The composition of the Steering Committee will include upper management from DoIT, DFA and State Treasurer’s Office.

The Steering Committee member responsibilities include: Attend and participate in meetings Review presented documentation Balance larger picture versus detail of project Assist with issue resolution for issues requiring escalation to the Committee Review project funding and expenditures

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Champion the project Contribute to lessons learned

2.2.3 O2.2.3 ORGANIZATIONALRGANIZATIONAL B BOUNDARIESOUNDARIES, , INTERFACESINTERFACES ANDAND RESPONSIBILITIESRESPONSIBILITIES

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

The Project Team will work closely with DoIT for contracting and amendment review and approval, project status reporting, and technical oversight.

2.3 EXECUTIVE REPORTING2.3 EXECUTIVE REPORTINGMeeting agendas and supporting documentation will be provided using the following software packages: Microsoft Word, Excel, PowerPoint, Outlook and project Sharepoint. Every attempt will be made to publish documents no later than 2 days prior to the next regularly scheduled meeting. Any meeting called should have an agenda, and start and finish on time. The time allocated to each agenda topic will vary depending on the depth of issues to be covered. Agenda items not addressed within the scheduled meeting time will be proposed for postponed and may be added to the next standing meeting’s agenda or may require a special meeting.

The meeting times and distributions of the meeting minutes for the project are as follows:

Project Team Meetings will be on a regular schedule. The Project Manager will assign the scribe. The Project Manager will post the project team meetings in the electronic document libraries.

Special Session Meetings may be called at the request of the Project Director or Project Manager. A range of issues may require a special meeting of a team, committee or subset. These meetings will be scheduled to accommodate the majority of attendees. The minutes from these meetings will be posted in the document library and e-mailed to all attendees.

Status reports will be used to track progress and issues. Project Team members will provide status reports as requested by the Project Manager. These reports will be in addition to such reports prepared upon request and by other contractors. The Project Manager will submit monthly DoIT status reports.

Issues and risk management and resolution help to resolve those issues or risks not anticipated during planning process. Issues or risks should be reported at the earliest possible time so that corrective action and risk mitigation can be developed to address with the issue or risk. The corrective action should address both the immediate need and the underlying cause of the issue or risk. The Project Manager will keep an issue and risk-tracking log and will work with the Project Team for corrective action.

The Project Manager will maintain an action item list. This action item list identifies the following: action item, reference item, responsible party, solution, due date, and completion date. Updates may also be reflected in meeting minutes.

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3.0 SCOPE3.0 SCOPE

3.1 PROJECT OBJECTIVES3.1 PROJECT OBJECTIVES3.1.1 B3.1.1 BUSINESSUSINESS O OBJECTIVESBJECTIVES

NUMBERNUMBER DESCRIPTIONDESCRIPTION

BUSINESS OBJECTIVE 1

Processing all payment related activity, except payroll, for all State agencies through SHARE AP. A business process will be created and phased in so that warrants will be controlled (printed and mailed) from a central location and the approval and auditing processes will be streamlined.


Accounting for banking related activity, including returns, will occur within 4 business days of the occurrence of the bank activity.


Improving financial controls and regulatory compliance through the use of delivered GL functionality.


Reconciling all bank activity on a daily basis and ensuring that the transaction reconciliation status in SHARE properly reflects the actual transactions status.


Reflecting warrant activity at the bank in a timely manner to maximize the use of the Fiscal Agent Bank’s Positive Pay services.


Providing proper staledating of warrants.


Reducing exposure to fraud risk by eliminating the manual handling of and manipulating of payment files going to the bank and accounting files going to the GL


Streamlining processes and improving controls over the SHARE month and year-end close process including creating controls over accounting for GL activity to ensure complete and accurate financial reporting. This will also reduce the time required to perform the close and improve the accuracy of information in SHARE.


Expanding the use of the delivered functionality of the current SHARE PeopleSoft ERP software for the GL, AP, AR, and TR modules

3.1.2 T3.1.2 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


TECHNICAL OBJECTIVE 1

Replacing the customized processes associated with payment activity related to non SHARE systems

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Creating an automated process to handle returned deposit activity and the adjustment/removal of Accounts Receivable (AR) customizations associated with deposits


Automating the payment interfaces between SHARE and the Fiscal Agent Bank


Implementing controls in the SHARE system in support on the business objectives as listed in Section 3.1.1.


Reducing the manual running of system processes by leveraging the SHARE batch scheduling function as appropriate

3.2 PROJECT EXCLUSIONS3.2 PROJECT EXCLUSIONSThe following items are excluded from the Project:

1. Updates to configuration values in the SHARE Payroll and Human Capital functionality.

3.3 CRITICAL SUCCESS FACTORS3.3 CRITICAL SUCCESS FACTORSIdentify the critical success factors for achieving success in this project. Metrics are key to understanding the ability of the project to meet the end goals of the Executive Sponsor and the Business Owner, as well as the ability of the project team to stay within schedule and budget. See also section 6.7 Quality Objectives and Controls.


QUALITY METRICS 1

Strictly adhering to the documented project plan and scope to ensure key milestones are met and deliverables are provided on schedule.

QUALITY METRICS 2

Capturing, documenting and tracking business requirements throughout the project to ensure alignment between the end product and business expectations.

QUALITY METRICS 3

Documenting and managing project decisions in a decision log with clear owners who are held accountable.

QUALITY METRICS 4

Providing, approving and disseminating project deliverables and documentation in a timely manner.

QUALITY METRICS 5

Implementing an effective issue resolution and risk management process that addresses issues and risks quickly and completely.

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QUALITY METRICS 6

Governing and managing the project in an active, decisive, and consistent manner. Unwavering steering committee alignment and ownership of project goals and guiding principles

QUALITY METRICS 7

Engaging Agency stakeholders and other end-users from day one of the project.

QUALITY METRICS 8

Applying past lessons learned, what has worked well and what has not worked, in the approach to training materials and training.

QUALITY METRICS 9

Executing extensive regression testing in both the SHARE system and impacted Agency payment systems, with a focus on highly-impacted areas.

QUALITY METRICS 10

Frequently communicating project objectives, execution status and accomplishments in a clear, concise and consistent manner with messages tailored to the right stakeholders.

QUALITY METRICS 11

Making decisions that are informed by hands on work in the SHARE application and avoiding decision making in the abstract.

QUALITY METRICS 12

Engaging the SHARE team to the fullest extent possible including assigning critical and complex customization work to SHARE team members to be supported by Contractor resources.

4.0 PROJECT DELIVERABLES AND METHODOLOGY4.0 PROJECT DELIVERABLES AND METHODOLOGY

4.1 PROJECT MANAGEMENT LIFE CYCLE4.1 PROJECT MANAGEMENT LIFE CYCLE

Phase Summary of Phase Key Deliverables

Project Organization and Planning

This phase outlines how the project will be conducted.

Scope Definition Project Plan and schedule Resource Requirements Bi-weekly and Monthly Reports

templates Risk and Issues Log templates Project Management Procedures

document (escalation process, issue resolution process)

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Design and Build Configuration, Reports and Workflow

The process, functional, and technical design and build activities will occur in this phase

Requirements Document Fit / Gap Document Configuration Design Reports and Workflow Design Process Flow Documentation Configure and Build

System and Acceptance Testing

The testing of the systems and related process, configuration, and other system adjustments will occur in this phase

Test Plan Testing Defect Tracking Log Test Scripts for Testing Cycles Unit Testing System and Integration Testing User Acceptance Testing Regression Testing

Project Knowledge Transfer and Training

User training, both support and end-user training take place in this phase.

Job Aids Training Materials Training Delivery Knowledge Transfer

Go-Live Implementation Implementation Plan and Schedule Implementation Issues Tracking Log Cut-over

Support and Project Close-out

On-site Support Off-site Support Transition Plan Close-out Report

4.1.1 P4.1.1 PROJECTROJECT M MANAGEMENTANAGEMENT D DELIVERABLESELIVERABLES

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

4.1.1.1 Project CharterDescription – The initial project deliverable plan will contain the Project Charter. This deliverable may be revised during planning phase.

Deliverable Acceptance Criteria – Sign-off by Project Director, Ricky BejaranoStandards for Content and Format –

Use of DoIT Project Charter templateQuality Review -.Peer review for grammar and spelling

Key project team members review for consensus

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4.1.1.2 Project Management Plan

Description – The Project Management Plan will be the guide used throughout the Project. The plan will contain the following: Scope Management, Schedule Management, Risk Management, Communications, Change Management, and Roles / Responsibilities of team members. This document will evolve and be updated throughout the project.

Deliverable Acceptance Criteria – Approval by Project Management and Project DirectorsSign-off by Project Directors Standards for Content and Format –

Project Management Plan templateQuality Review – Peer review for grammar and spellingKey project team members review for consensus

Final review by Project Directors

4.1.1.1 Executive ReportsDescription – Executive reports will be created based upon a defined and agreed upon schedule but on a bi-weekly basis at a minimum

Deliverable Acceptance Criteria – Approval by Project Management and Project DirectorsSign-off by Project DirectorsStandards for Content and Format –

Template to be developed by project teamQuality Review -.Peer review for grammar and spelling



4.1.1.1 Issues and Risks LogsDescription – logs will be created and maintained to track issues and risks that arise and are resolved throughout the project. The documents will evolve and be updated throughout the project.

Deliverable Acceptance Criteria – Approval by Project Management and Project DirectorsSign-off by Project DirectorsStandards for Content and Format –

Templates to be developed by project teamQuality Review -.Peer review for grammar and spelling



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4.1.2 D4.1.2 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONS

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.

Detailed Deliverables will be defined as part of the Statement of Work with the Implementation Vendor. They will include, at a minimum, the key deliverables listed in Section 4.1.

DDELIVERABLEELIVERABLE NNUMBERUMBER

DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))

DDATEATE AAPPROVEDPPROVED

Deliverable 1: Project Organization, Planning and Reporting

1.1 Project Plan, 1.2 Bi-Weekly Project Status Meetings, 1.3 Project Issues and Risk Logs and 1.4 Monthly Status Reports

Deloitte Project Manager, Project Directors and DOT Project Manager

06-30-2015

Deliverable 2: Functional Design for Configuration, Reports, Interfaces, Conversions, Enhancements, and Workflow

2.1 To-Be Business Process Flow Functional Design Workshops, 2.2 Functional Design Documentation, 2.3 Fit/Gap Documentation, 2.4 Configuration Workbook Documentation, 2.5 Functional Design Documentation, 2.6 Design Walkthrough and Approval Sessions


06-08-2015

Deliverable 2: Functional Design for Configuration, Reports, Interfaces, Conversions, Enhancements, and Workflow

2.4 Configuration Workbook Documentation, 2.5 Functional Design Documentation, 2.6 Design Walkthrough and Approval Sessions


06-30-2015

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Deliverable 4: Retainage Release

4.1 Notice of Acceptance of SOW Deliverables


06/30/2015

4.1.3 D4.1.3 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDUREDescribe the process that this project will use for the formal acceptance of all deliverables.

The project will submit the deliverable with a Deliverable Approval sign-off sheet to the steering committee approvers for review and approval.

4.2 PRODUCT LIFE CYCLE4.2 PRODUCT LIFE CYCLE“During the project management lifecycle, agencies shall select and implement a phase product development lifecycle methodology approved by the Department.” PROJECT OVERSIGHT PROCESS Memorandum


Initiation and Planning Project scope of work and deliverables identified

Definition of system requirements, work breakdown schedule

Project Charter

Design and Implementation

Development of items and Configuration of SHARE

Implementation Vendor Contract

Design and Configuration Documents

Testing and Training Plan Testing and training Test Plans

Training Documentation

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Training and Deployment Transition to operations in production environment

Production Cutover Plan

End user training

System Documentation

Conduct Training

Maintenance Maintenance of new systems; project closeout and lessons learned

Maintenance and support plan

Annual maintenance agreements with vendors

4.2.1 T4.2.1 TECHNICALECHNICAL S STRATEGYTRATEGY

Discuss the key technical strategies for achieving success in this project.

The key technical strategies for achieving success will be:

Use delivered SHARE functionality wherever possible

Minimize development work through changes to system configuration and security

Ensure the changes are sustainable by DFA and DoIT

Ensure the changes meet usability by the stakeholders

Ensure the changes meets current and future SHARE strategic plans

4.2.2 P4.2.2 PRODUCTRODUCT ANDAND P PRODUCTRODUCT D DEVELOPMENTEVELOPMENT D DELIVERABLESELIVERABLES

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 Functional and Technical Specification DocumentsDescription – These documents are used to describe the functional and technical requirements for the various project requirements

Deliverable Acceptance Criteria – Approval by Project Management and Project DirectorsSign-off by Project DirectorsStandards for Content and Format -

SHARE templatesQuality Review - Peer review for grammar and spelling


Final review by Project Director

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4.2.2.2 Configuration DocumentsDescription – These documents will contain the changes required to the system configuration for the project.

Deliverable Acceptance Criteria – Approval by Project Management and Project Directors

Sign-off by Project Directors

Standards for Content and Format –

SHARE templates

Quality Review – Peer review for grammar and spelling



4.2.2.2 Security Document and MatrixDescription – These documents will contain the changes required to the system security

Deliverable Acceptance Criteria – Approval by Project Management and Project Directors

Sign-off by Project Directors

Standards for Content and Format –

SHARE templates

Quality Review – Peer review for grammar and spelling



4.2.3 D4.2.3 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONS

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.

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All All Deliverables identified in Section 4.2 Product Life Cycle

Project Directors TBD

4.2.4 D4.2.4 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDURE

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

The project will submit the deliverable with a Deliverable Approval sign-off sheet to the Project Directors for review and approval.

5.0 PROJECT WORK5.0 PROJECT WORK

5.1 WORK BREAKDOWN STRUCTURE (WBS)5.1 WORK BREAKDOWN STRUCTURE (WBS)A WBS is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Describe the work activities that comprise the work breakdown structure (WBS) or the work packages within the WBS. Identify the WBS element or other work package identifier and provide a general description of the tasks or activities, the definition or objectives, and the milestones and deliverables of each work package.

Use the chart below for highest-level presentation, and provide a more detailed WBS as an attachment to this project plan.

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Identifier Work Package Description Definition/Objective Milestone/Deliverable

1.0 Initiation Phase This phase defines overall parameters of the project and established the appropriate project management and quality environment required to complete the project

Project Charter, Initial Risk Assessment, High-level schedule, Approval for next phase.

2.0 Planning Phase This phase identifies the implementation approach, procurement method and establishes all necessary documentation.

Contract Negotiated and Executed, Finalize PCC PMP, Identify State Key Resources. Approval for next phase.

3.0 Implementation Phase This phase deploys the upgraded system to a prepared set of users and positions on-going support and maintenance.

Confirm Schedule

Configuration, Build, Test, Train, and Deploy.

4.0 Closeout Phase This phase closes out the project and completes the Transition to Production.

Closeout report, Transition to Production document, Support

5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE5.2 SCHEDULE ALLOCATION -PROJECT TIMELINEThe project timeline is a high-level view of project activities with a focus on project milestones. The project timeline does not replace the need for a detailed project schedule and it is to highlight key events such as deliverable due dates and when go/no-go decisions are made.

The table below should provide a high level view of the project time line, or a summary-level Gantt chart can be used to meet the timeline requirement.

Please provide a more detailed project schedule as an attachment to this plan.

A detailed project plan will be provided after an implementation vendor contract is executed

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Identifier Task/Activity Name Resource Name

Milestone (Y/N)

Effort / Duration

Start Finish Dependent Task

1.0 Initiation Phase Project Director Project Team

Y 1 month 05/01/14 05/31/14

2.0 Planning Phase Project Director Project Team

Y 1 month 03/05/15 06/30/15

3.0 Implementation Phase

Project Director Project Team Vendor Resources

Y 11 months TBD TBD Execute Implementation Vendor Contract and Completion of Planning Phase

4.0 Closeout Phase Project Director Project Team Vendor Resources

Y 2 months TBD TBD Completion of Implementation Phase and Support

5.3 PROJECT BUDGET5.3 PROJECT BUDGETCosts estimates are the costs applied to an activity in a project by assigning resources with associated rates or fees. Resources can include equipment, material, technology, processing cycles, or people. The total cost is critical and should be consistent with the proposal; include breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or deliverable).

Identifier Work Package or Budget Category Cost

Staff - Internal Project Manager

Consulting Services Implementation Vendor $5,000,000

TOTALS $5,000,000

5.4 PROJECT TEAM5.4 PROJECT TEAM

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5.4.1 P5.4.1 PROJECTROJECT T TEAMEAM O ORGANIZATIONALRGANIZATIONAL S STRUCTURETRUCTURE

Insert a graphical Organization Chart here. The Organizational Structure (OS) is a hierarchical configuration defining levels of program management and may identify all project personnel. The OS should be simple and straightforward. Include role names and people’s names. Consider identifying the core project team by shading their respective boxes on the chart. On complex projects, consider using a second OS to identify core project team. The OS can also be used for management reporting.

The detailed project org chart will be developed after the implementation vendor is selected and the impacted agencies are on-boarded.

5.4.2 P5.4.2 PROJECTROJECT T TEAMEAM R ROLESOLES ANDAND R RESPONSIBILITIESESPONSIBILITIES

List the team members, their role, responsibility and functional manager. Make sure to include a comprehensive listing including those from the organization managing the project, business members involved to ensure business objectives are met and the vendor members that may have a specific role.

The below resources are the only ones identified and confirmed at this point in time.

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RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL AAREAREA

SHARE Project Manager

Coordinate all activates for the project within DoIT

Bobby Montoya DoIT/SHARE

NM GL Functional Lead

Review, Approve, and Disseminate project activates related to GL

Renae Herndon GL

NM AP and GL Functional Lead

Review, Approve, and Disseminate project activates related to AP and GL

Yvonne Herrera AP and GL

NM Cash Control Lead

Review, Approve, and Disseminate project activates related to Cash Accounting and Reconciliation

Heather Kent AP, AR, GL and TR

NM Treasury Lead

Review, Approve, and Disseminate project activates related to Treasury

Domenic Chavez Treasury

5.5 STAFF PLANNING AND RESOURCE AQUISITION5.5 STAFF PLANNING AND RESOURCE AQUISITIONComplete the chart below identifying the project team members and details concerning their project commitment. Project staff should include State, Contract, Customer (Business Owner), or Vendor team members

Resources will be finalized after implementation vendor contract is executed.

5.5.1 P5.5.1 PROJECTROJECT S STAFFTAFF

ResourceCost Estimate

Estimated Hours Availability Skill Set Work Product/Deliverable

DFA AP TBD

DFA GL TBD

DFA Cash Control TBD

Agency Functional TBD

Agency Technical TBD

SHARE DoIT TBD

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5.5.2 N5.5.2 NONON-P-PERSONNELERSONNEL RESOURCESRESOURCES

Use this section to list services or product (HW/SW and such) needed for project

Resource Cost Estimate

Estimated units/hours Availability Source Work Product/Deliverable

TBD

5.6 PROJECT LOGISTICS5.6 PROJECT LOGISTICSLogistics describes how the project manager, project team, the business owner/customer and any vendor resources will physically work together. Include anything to do with moving or starting resources. Training specifically related to project team members should be included here.

5.6.1 P5.6.1 PROJECTROJECT T TEAMEAM T TRAININGRAINING

Describe training if any needed by project team members. This is not to include training for end users, system administrators or business owners; those should be handled within a training document or part of the transition to operations planning.

ResourceCost Estimate

Estimated Hours Availability Skill Set Work Product/Deliverable

None required

6.0 PROJECT MANAGEMENT AND CONTROLS6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 RISK AND ISSUE MANAGEMENT6.1 RISK AND ISSUE MANAGEMENTPMBOK©:

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.

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6.1.1 R6.1.1 RISKISK M MANAGEMENTANAGEMENT S STRATEGYTRATEGY

Provide a detailed explanation on the strategy for how risks are identified, analyzed/ quantified, mitigated, reported, escalated and tracked. Include the use of tools such as project management software, forms, and templates. A separate risk management plan may also be developed if needed for the project and included as an Appendix to this document. If that is the case, a high level summary of this plan needs to be included here with the specific reference.

6.1.2 P6.1.2 PROJECTROJECT R RISKISK I IDENTIFICATIONDENTIFICATION

Risk Description Impact Levels: Very High High Medium Low Very Low Probability Levels: 1 2 3 4 5

Certain 1 Expected 2 Likely 3 Possible 4 Unlikely 5

6.1.3 P6.1.3 PROJECTROJECT R RISKISK M MITIGATIONITIGATION A APPROACHPPROACH

We will follow the Risk Management Process below as suggested by DoIT:

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6.1.4 R6.1.4 RISKISK R REPORTINGEPORTING ANDAND E ESCALATIONSCALATION S STRATEGYTRATEGY

The regularly scheduled project report will include issue/risk identification for each item.

6.1.5 P6.1.5 PROJECTROJECT R RISKISK T TRACKINGRACKING A APPROACHPPROACH

Number Risk Probability Impact Rating Contingency Plan

Mitigation Plan

1 Example Certain High 0.7125

6.1.6I6.1.6ISSUESSUE M MANAGEMENTANAGEMENT

6.1.6.1 Internal Issue Escalation and Resolution ProcessThis internal process is provided for issues that involve project resources, processes, procedures, or methodology that should be resolved within the Division that is responsible for managing the project without affecting the overall project schedule, cost, or quality. This process should be used for improving project processes as the project is executed and where the implementation of such improvements should not be postponed to Lessons Learned during Project Close.

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We will follow a Risk/Issue Management Log template similar to the one below as suggested by DoIT:

Issue Log:Issue No. Issue

Person Responsible

Date Opened - Month/Day/year

Issue FormIssue No. (From

Issue Log)

Responsible Party (From Issue Log)

Level (High, Medium, Low)

Class (Impact Area)

Date Opened (From Issue Log)

Date Closed

Originator

Status (From issue Log)

Issue (From Issue Log)

Consequence(s)

Resolution

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 Division that is responsible for managing the project without affecting the overall project schedule, cost, or quality.

6.2 INDEPENDENT VERIFICATION AND VALIDATION (IV&V)6.2 INDEPENDENT VERIFICATION AND VALIDATION (IV&V)Independent Verification and Validation (IV&V) means the process of evaluating a system to determine compliance with specified requirements and the process of determining whether the products of a given development phase fulfill the requirements established during the previous stage, both of which are performed by an organization independent of the development organization. Describe the process that will be employed to meet IV&V requirements.The IV&V plan will:

1. Evaluate and validate that products and deliverables of a given development phase fulfill the requirements and performance outcomes set forth in the scope and project plan.

2. Provide a “close-out” report to the Steering Committee at the end of project

Specific deliverables from the IV&V contract:

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IV&V Project Management Plan. Initial Review and Risk Assessment. Periodic Review Close-out Report

6.3 SCOPE MANAGEMENT PLAN6.3 SCOPE MANAGEMENT PLANDescribe the process that is going to be used to manage the scope of the project. Make sure to address managing stakeholder expectations.

Most changes to scope are requests that add, change, or delete project objectives or deliverables. Changes in scope, if at all possible, will be avoided and any new objectives and/or deliverables deferred to a follow-on project. Any proposed changes in scope will be analyzed for impacts on the project including schedule, budget and quality. The findings will be presented to the Steering Committee for approval or rejection

6.3.1 C6.3.1 CHANGEHANGE C CONTROLONTROL

6.3.1.1 Change Control ProcessChange Control establishes how change will be managed, including capturing, tracking, communicating, and resolving change. Due to much ambiguity regarding change, it is vital that we document and discuss the change process with the executive sponsor.

Project changes will follow a decision making process. These changes include modifications to scope, schedule, budget, and quality. Significant changes of these planning components will be reviewed and approved or disproved by the Steering Committee. If a modification or enhancement to the project has been identified, a change request form will be completed. The Steering Committee will review the request to determine impacts to scope, schedule, budget, quality and resources. The Steering Committee will recommend accepting the change, rejecting the change, or may request additional information. The request will be documented by the Project Manager and if the change is approved, appropriate changes will be made to the Project Management Plan and other project documentation.

6.3.1.2 Change Control Board (CCB)Insert a graphic or textual description identifying the Change Control Board (or function) for this project. The CCB may be an individual or group of individuals authorized to approve changes to the project plan.

The Steering Committee will fill the role of the Change Control Board.

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6.4 PROJECT BUDGET MANAGEMENT6.4 PROJECT BUDGET MANAGEMENTCosts estimates are the costs applied to an activity in a project by assigning resources with associated rates or fees. Resources can include equipment, material, technology, processing cycles, or people. The total cost is critical and should be consistent with the proposal; include breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or deliverable).

This will be a deliverable based contract to be negotiated with the Implementation Vendor not to exceed a total of $5 million.

6.4.1 B6.4.1 BUDGETUDGET T TRACKINGRACKING

The budget will be tracked based upon the deliverables completed.

6.5 COMMUNICATION PLAN6.5 COMMUNICATION PLANCommunication planning involves determining the information and communication needs of the stakeholders, executive sponsors, project team and others as needed. The communication plan needs to address who needs what information, when they will need it, how it will be given to them, and by whom. The complexity of the project may require a separate communication plan; however a high level summary of that plan will need to be included here and a reference made to the appropriate Appendix.

6.5.1 C6.5.1 COMMUNICATIONOMMUNICATION M MATRIXATRIX

Meetings Status Reports Other Communications

To Executive Sponsor Monthly Monthly As Needed

To Steering Committee Monthly Monthly As Needed

To Project Director Bi-Weekly Bi-Weekly As Needed

To Project Team Bi-Weekly Receive From Members

As Needed

To Stakeholders As Requested As Requested As Needed

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6.5.2 S6.5.2 STATUSTATUS M MEETINGSEETINGS

Status Meetings with the core project team will be held on a regular basis. This will include the project manager, project director and vendor project manager. Project Status will be the first agenda item. If needed, special meetings will be called to discuss and address issues.

6.5.3 P6.5.3 PROJECTROJECT S STATUSTATUS R REPORTSEPORTS

Project Status Reports which include reports from the Vendor will be distributed to the Project Sponsor and the Project Director and will be presented at each Steering Committee Meeting. These status reports will be rolled up into the Steering Committee status report and reviewed at each meeting.

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)The Project Manager and Executive Sponsor define the project metrics that will be used to control the project. Each project will need to have an established metrics program. Metrics are collected for measuring the progress of a project against its planned budget, schedule, resource usage, and error rates, and of establishing a historical database, which will aid in planning and forecasting future projects. At a minimum metrics must be established for time (schedule), cost (budget) and quality.

6.6.1 B6.6.1 BASELINESASELINES

Project Area Category Measure

TBD

6.6.2 M6.6.2 METRICSETRICS L LIBRARYIBRARY

The reviewed metrics in various software programs will be versioned by date and saved to the Project Library.

6.7 QUALITY OBJECTIVES AND CONTROL6.7 QUALITY OBJECTIVES AND CONTROLQuality Management includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It includes all activities of the overall management function that determine the quality policy, objectives, quality assurance, quality control, and quality improvement, within the quality system. If a separate Quality Plan is used, include a high level summary in this document and refer to the appropriate appendix.

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6.7.1 Q6.7.1 QUALITYUALITY S STANDARDSTANDARDS

Describe the agency, industry or regulatory project performance standards that will be followed and assessed by the project. These quality standards will be used to assess whether the quality objectives were achieved.

Identify each of the project quality standards that are directly related to the project and not to the performance of the actual product and/or service. For each quality standard, identify the tracking tool or measure such as number of project reviews or Project Status.

No. Quality Standard Tracking Tool or Measure

1 Project management plan approved and followed • PMP signed off by Steering Committee

• Project status reports

2 Certification to proceed to next phase by DoIT • Approval from DoIT Project Certification Committee and release of funds

3 Project risks documented, mitigated and tracked • Risk Management Log

4 Project issues documented, tracked, and worked to resolution • Issue Log

5 Project is within budget • Project status• Budget management

6 Independent Verification and Validation • Periodic reviews• Respond to

identified issues and risks

7 Project completed based on the original project scope and approved scope changes

• Project Management Plan

• Change Control Process

• Scope Management• Steering Committee

Meeting Decisions

6.7.2 P6.7.2 PROJECTROJECT ANDAND P PRODUCTRODUCT R REVIEWEVIEW ANDAND A ASSESSMENTSSSESSMENTS

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Review Type Quality Standard Tools Reviewer Reports

Requirements TBD

Plans

Milestones

Testing

6.7.3 A6.7.3 AGENCYGENCY/C/CUSTOMERUSTOMER S SATISFACTIONATISFACTION

The project manager should assess the on-going sense of the customer agency about how they feel the project is going, and how team members are acting on the project. This feedback would be helpful to the success of the project and the professional growth of the project team members.

Examples:

Areas of feedback When How Often

Agency awareness Feedback from the agencies and end-users

Monthly

Quality of communications Feedback during the various meetings

At Project Team meetings and Steering Committee meetings; other meetings when held

Manages project tasks Feedback from Project Sponsor, Steering Committee, Project Director

Monthly

Productive Meetings Feedback from Project Sponsor, Steering Committee, Project Director, Project Team, Testers, Training Attendees, Deployment Users

Monthly and per phase of the project

6.7.4P6.7.4PRODUCTRODUCT D DELIVERABLESELIVERABLES A ACCEPTANCECCEPTANCE P PROCESSROCESS

How the client takes procession of the product. Delivery of media; manuals; contracts; licenses; services agreements; configuration settings; status of patches to COTS products; in-house or vendor developed code; test cases, routines, and scripts; and other items required to operate the product.

Deliverable Final Approval Process Customer Acceptance Criteria

TBD

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6.8 CONFIGURATION MANAGEMENT 6.8 CONFIGURATION MANAGEMENT Configuration Management determines how project information (files, reports, designs, memos, documents, etc.) will be managed (tracked, approved, stored, secured, accessed, version control, etc.) and owned by (e.g., Agency managing the project or the Customer). Standards and team awareness are critical.

6.8.1 V6.8.1 VERSIONERSION C CONTROLONTROL

Documents will be stored on the implementation vendor shared file site which provides version control. If a document needs to be changed or updated, the document must reflect the version control information required in the document. All documents will also be controlled by the revision history log. Entries will be made into the revision history log when changes are made.

6.8.2 P6.8.2 PROJECTROJECT R REPOSITORYEPOSITORY (P (PROJECTROJECT L LIBRARYIBRARY))“Provide to the Department all project management and product deliverables. Deliverables shall include but not limited to the project plan, project schedule, initial and periodic risk assessments, quality strategies and plan, periodic project reports, requirements and design documents for entire project. The lead agency must make available all deliverables in a repository with open access for the Department to review” PROJECT OVERSIGHT PROCESS Memorandum.

The approved deliverables will be posted to a dedicated section on the DFA website.

6.9 PROCUREMENT MANAGEMENT PLAN6.9 PROCUREMENT MANAGEMENT PLANProjects often have some element of procurement, i.e. the requirement to purchase goods and/or services from outside the organization. The procedures to be used to handle these procurements should be included here. Activities such as a make-or-buy analysis; writing requirements; solicitation planning, evaluation and selection; inspection and acceptance; contract closeout should all be included.

7. 0 PROJECT CLOSE7. 0 PROJECT CLOSEProject Close will always consist of administrative project activities and possibly contractual project activities and an external vendor is employed. Completing both sets of activities is a mandatory step in the project life cycle. Administrative activities complete the internal needs for the Agency/Unit that is responsible for managing the project, such as lessons learned, recording the last hours against the project, and providing transition for the staff to other assignments. Contractual activities meet the contractual needs, such as executing a procurement audit and formal acceptance of the project work products. The closeout will include the completion and approval of deliverables as indicated in the implementation vendor contract.

7.1 ADMINISTRATIVE CLOSE7.1 ADMINISTRATIVE CLOSE

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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.The final closeout will include the completion of required documentation, the DoIT closeout report and a presentation to the DoIT Project Certification Committee for approval to formally close the project.

7.2 CONTRACT CLOSE7.2 CONTRACT CLOSEContract close is similar to administrative close in that it involves product and process verification for contract close.

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