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SPECIAL EDUCATION MAINTENANCE OF EFFORT TECHNICAL SOLUTION
PROJECT MANAGEMENT PLAN (PMP)
EXECUTIVE SPONSOR –SECRETARY DESIGNATE CHRISTOPHER RUSZKOWSKI
BUSINESS OWNER – DENISE KOSCIELNIAK
PROJECT MANAGER – KATHRYN CLEARY
ORIGINAL PLAN DATE: JUNE FOURTEENTH, TWO THOUSAND AND SEVENTEEN
REVISION 2.0
1.0 Project Overview 5
1.1 Executive Summary- rationale for the Project 5
1.2 funding and sources 2
1.3 constraints 3
1.4 dependencies 3
1.5 ASSUMPTIONS 3
1.6 Initial Project Risks Identified 4
2.0 Project Authority and Organizational Structure 4
2.1 Stakeholders 4
2.2 Project Governance Structure 6
2.2.1 Org Chart 6
2.2.2 Describe the role and members of the project steering committee 6
2.2.3 Organizational Boundaries, interfaces and responsibilities 7
2.3 Executive Reporting 7
3.0 Scope 9
3.1 Project Objectives 9
3.1.1 Business Objectives 9
3.1.2 Technical Objectives 9
3.2 Project exclusions 9
3.3 Critical Success Factors 9
4.0 Project Deliverables and methodology 10
4.1 Project Management Life Cycle 10
4.1.1 Project Management Deliverables 11
4.1.1.1 [Project Management] 11
4.1.1.2 [MOE System User Adoption Plan (to be implemented in Deliverable 4.2.2.7)] 11
4.1.1.3 [Project Closure] 12
4.1.2 Deliverable Approval Authority Designations 12
4.1.3 Deliverable Acceptance Procedure 12
4.2 PRODUCT LIFE CYCLE 13
4.2.1 Technical Strategy 14ii
4.2.2 Product and Product Development Deliverables 15
4.2.2.1 [Solution Design Refinements (Preliminary)] 15
4.2.2.2 [Technical Development, Custom Reporting and Testing] 15
4.2.2.3 [Solution Design Refinements (Final)] 15
4.2.2.4 [System Deployment and Testing] 16
4.2.2.5 [System Security Testing] 16
4.2.2.6 [Administrator/Operator/End-User System Training Manual] 16
4.2.2.7 [MOE System User Adoption Plan Implementation] 17
4.2.2.8 [SEA and LEA Implementation Support] 17
4.2.2.9 [Operating Budget Management System (OBMS) Report Delivery and Software Development Support] 17
4.2.3 Deliverable Approval Authority Designations 18
4.2.4 Deliverable Acceptance Procedure 18
5.0 Project Work 18
5.1 Work Breakdown Structure (WBS) 18
5.2 Schedule allocation -Project Timeline 20
5.3 Project Budget 22
5.4 Project Team 23
5.4.1 Project Team Organizational Structure 23
5.4.2 Project Team Roles and Responsibilities 23
5.5 Staff Planning And Resource Acquisition 25
5.5.1 Project Staff 25
5.5.2 Non-Personnel resources 27
5.6 PROJECT LOGISTICS 27
5.6.1 Project Team Training 27
6.0 Project Management and Controls 27
6.1 Risk and issue Management 27
6.1.1 Risk Management Strategy 27
6.1.2 Project Risk Identification 28
6.1.3 Project Risk Mitigation Approach 28
6.1.4 Risk Reporting and Escalation Strategy 28
6.1.5 Project Risk Tracking Approach 28
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6.1.6 ISSUE MANAGEMENT 28
6.1.6.1 Internal Issue Escalation and Resolution Process 28
6.1.6.2 External Issue Escalation and Resolution Process 28
6.2 Independent Verification And Validation - IV&V 28
6.3 Scope Management Plan 29
6.3.1 Change Control 29
6.3.1.1 Change Control Process 29
6.3.1.2 Change Control Board (CCB) 30
6.4 Project Budget Management 30
6.4.1 Budget Tracking 30
6.5 Communication Plan 30
6.5.1 Communication Matrix 30
6.5.2 Status Meetings 31
6.5.3 Project Status Reports 31
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) 31
6.6.1 Baselines 31
6.6.2 Metrics Library 31
6.7 QUALITY OBJECTIVES AND CONTROL 32
6.7.1 quality Standards 32
6.7.2 Project and Product Review and Assessments 32
6.7.3 Agency/Customer Satisfaction 32
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS 34
6.8 CONFIGURATION MANAGEMENT 34
6.8.1 Version Control 34
6.8.2 Project Repository (Project Library) 34
6.9 PROCUREMENT MANAGEMENT PLAN 34
7. 0 Project Close 34
7.1 Administrative Close 34
7.2 Contract Close 35
Attachments 35
Attachment: Project Timeline 36
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REVISION HISTORY
REVISION NUMBER DATE COMMENT
1.0 July 18, 2017 Original
2.0 September 11, 2017 Revision, brought into alignment with SOW dated 8/24/17.
1.0 PROJECT OVERVIEW
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT
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The New Mexico Public Education Department (NMPED, PED) Special Education Program Office is required to submit annual Maintenance of Effort (MOE) reports to the US Department of Education regarding program implementation data. The Office of Special Education Programs’ (OSEP’s) review (2016) of New Mexico’s Individuals with Disabilities Education Act (IDEA) Part B MOE reduction and Coordinated Early Intervening Services (CEIS) resulted in a number of findings in the Local Education Agency (LEA) MOE/CEIS data submissions. As a result of not meeting federal requirements this past year, LEAs are at risk of losing federal funding for MOE.
As a result of highly cumbersome internal processes for gathering needed data and the inadequate data systems that are relied upon to provide decision-making information, NMPED is seeking a comprehensive solution that will enable the state system to reliably and efficiently conduct the federal reporting requirements related to Special Education Maintenance of Effort Reporting assist LEAs in meeting MOE expenditure requirements.
This PMP represents Phase II of a two-phase plan. Phase I of this work included:1. Engagement with PED and LEA stakeholders to map out all processes and data use for
MOE2. Requirements gathering for user interfaces3. Gathering of business, technical and data validation requirements4. Initial solution design for the real-time solution to be built as part of Phase II
Phase II will include the refinements to the solution design, building and testing the solution, conducting security testing, documentation, training and change management/user adoption for a real-time, integrated, open-source solution that leverages the benefits of Operating Budget Management System (OBMS), while integrating and automating data collection, integration and reporting to solve NMPED Federal reporting requirements.
1.2 FUNDING AND SOURCES
SOURCE AMOUNT ASSOCIATED RESTRICTIONS
APPROVERS
IDEA –B Federal Fund, Individuals with Disabilities Education Act
$800,000.00 none John Kraman
IDEA –B Federal Fund, Individuals with Disabilities Education Act
$1,100,000.00 none John Kraman
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1.3 CONSTRAINTS
Constraints are factors that restrict the project by scope, resource, or schedule.
NUMBER DESCRIPTION
1 Project is on an aggressive timeline, as work needs to be completed by 6/30/18.
2 Resources are limited as Special Education Bureau (SEB) Program Staff can only devote 10% of their time to the project.
1.4 DEPENDENCIES
NUMBER DESCRIPTION TYPE M,D,E
1 The Implementation of the MOE System User Adoption Plan cannot be executed until MOE Tool is in production and has passed initial testing.
M
1.5 ASSUMPTIONS
NUMBER DESCRIPTION
1 PED will identify and maintain the virtual space(s) for storage of LEA- and PED-specific training materials so that users may access videos and documentation on their own.
2 The SEB Staff will commit to the project in order to become System SMEs and expert users.
3 Changes to scope, features, schedule, or functionality will go through formal change control process.
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1.6 INITIAL PROJECT RISKS IDENTIFIED
[Risk 1 Scope Changes]
Description -Requirements definitions drift or scope enlargement based on newly discovered requirements during implementation
Probability : LIKELY Impact: MEDIUM
Mitigation StrategyUse requirements management tools to identify scope changes early. Ensure agreements are revisited during project coordination meetings. Implement and follow a formal change control process for requested changes.
Contingency PlanIf scope change is determined to be beneficial but is too burdensome to implement in current development cycle, stage for future development cycle.
[Risk 2 Systems Integration]
Description -Systems integration difficulties
Probability: Possible Impact HIGH
Mitigation StrategyDevelop alternative data integration frameworks and methodologies available to cope with unexpected challenges in data integration.Contingency PlanAs the system is attempting to reconcile data from multiple sources, determine if the integration is based on a particular system that may be reconciled through the use of the existing process.
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE
2.1 STAKEHOLDERS
NAME STAKE IN PROJECT
ORGANIZATION TITLE
Christopher Ruszkowski Sponsor PED Cabinet Secretary
John Kraman Project Director PED IT Chief Information Officer PED
Executive Team Stakeholders PED Representatives from the senior PED Leadership
Advisory Committee Stakeholders Special Education Bureau (SEB), Districts and State
Representatives from the SEB program management, District and
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Charters State Charter Representatives/SMEs
Philip Heimes Project Executive Contractor EASOL – Chief Executive Officer
Sonya Lopes Project Manager Contractor EASOL Project Manager
Stephen Midgley Technical Lead Contractor EASOL Technical Lead
Tim Bickerton Product Manager Contract EASOL Product Manager
Patrick Cook Account Manager Contractor UPD, Consulting – Partner. Account Manager
Ann Willemssen Process Project Manager
Contractor UPD, Consulting Process Project Manager
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2.2 PROJECT GOVERNANCE STRUCTURE
2.2.1 ORG CHART
2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE
ROLE RESPONSIBILITY
Executive Sponsor Provide strategic direction and policy approvals where required. The Project Sponsor will champion the project within the organization and ensure the overall success of the project.
Project Director Provide high level project oversight, vision, and direction. Determine and commit appropriate resources. Resolve issues and problems. Provides strategic direction to Program Manager. Provides oversight for the Project Manager, the IT contract, and other IT support provided to the MOE Project.
Project Executive Provide high level project oversight, vision, and direction. Determine and commit appropriate resources. Resolve issues and problems. Provides strategic direction to the development team.
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Program Staff
Program Manager
LEA Users Group
Stakeholders CommitteeIV & V
Contractors and IT Staff
IT Project Managers
John Kraman, Chief Information Officer
Christopher Ruszkowski, PED Cabinet SecretaryExecutive Sponsor
Project Director
Project Management
Internal Support
External Support
Program Manager Provides oversight for the MOE Project; ensures all program timelines are adhered to. Works with the IT project manager, Special Education Staff and external support (Content Area Experts, Stakeholders Committee, and the LEA Users Group) concerning the SOW and project deliverables.
IT Project Managers Provides oversight of all reporting; provides project management certification, planning, scheduling, assessment, and reporting documentation in collaboration with the PED Chief Information Officer (CIO), the IT support team, the Special Education Program Manager, and external support (Content Area Experts, Stakeholders Committee, LEA Users Group and the IV & V contractor).
Project Staff The project staff will design, build, test and deploy product.Stakeholders Committee Will meet regularly with IT Project Manager, Program Manager and Project staff to
support, guide and inform the work of the project. Their involvement is essential to ensuring that user requirements will be satisfied by the end product.
IV & V The IV & V contractor will evaluate the work or products of a particular phase to determine if the requirements of the phase have been fulfilled.
LEA Users Group Highly motivated and competent stakeholders that will test and pilot the new MOE System and related processes.
2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES
The technical work required to complete the MOE System will be completed by EASOL who will interact with PED IT, SEB and the LEA Advisory Group. This includes requirements gathering, gathering input from internal and external stakeholders, conceptual and technical design and coding work, server configuration, system testing, troubleshooting, and deployment of the system. This also includes technical manuals and materials associated with the project. The testing and system release as well as UAT will be completed by UPD, Consulting in consultation with PED IT, SEB, LEA Advisory Group and EASOL. All work associated with planning, designing, building, and implementing and deploying the system throughout all phases whether conducted by EASOL or UPD will be managed at the highest level by the office of the CIO.
2.3 EXECUTIVE REPORTING
All documentation for the MOE Project will reside in a project document library created on the SharePoint System that connects to the Team Foundation Server (TFS) site.
Deliverable/ Communication
Recipient Delivery Method Frequency Responsible Party
Project Status NMPED Written Monthly Project Manager
DoIT Monthly Project Report
DoIT Email Monthly CIO
Executive Team Reports Executive team Face-to-face Monthly CIO
IV&V Reports DoIT, executive sponsor, steering committee
Email Monthly IV&V vendor
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Weekly Project Status Project team members/project director
Email/Face-to-face/conference call
Weekly Project team members
Advisory Forum Meeting Advisory forum members, executive sponsor
Face-to-face Bi-Monthly Project team Members/IT project manager/program manager
Special Communication As needed As needed As needed As needed
As part of 6.5 (Communication Plan), executives will be kept abreast of project status, issues or concerns via the following touch points.
Type Objective of Communication
Frequency Audience Owner Deliverable
Project Team Meetings
Review status of the project with the team.
Weekly -Project team-Steering committee-PMO-CIO
Project Manager -Agenda-Meeting minutes-Project schedule
Steering Committee Meetings
To inform and guide the work of the project
Bi-monthly -Leadership team-Executive team-CIO
Project Manager or CIO
-Agenda-Meeting minutes-Project schedule
Bi-Monthly Project Status Meetings
Report on the status of the project to management.
Bi-monthly -PMO Project Manager or CIO
-Slide updates-Project schedule
Project Status Reports
Report the status of the project including activities, progress, costs and issues.
Monthly -Project sponsor-Project teamstakeholders-PMO
Project Manager or CIO
-Project status report-Project schedule
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3.0 SCOPE
3.1 PROJECT OBJECTIVES
3.1.1 BUSINESS OBJECTIVES
NUMBER DESCRIPTION
Bus. Objective 1 Eliminate Office of Special Education Programs (OSEP) MOE findings
Bus. Objective 2 Improve the accuracy and timeliness of data required for MOE
Bus. Objective 3 Decrease the amount of time spent by the SEB to conduct the MOE analysis for all LEAs and State Charters
3.1.2 TECHNICAL OBJECTIVES
NUMBER DESCRIPTION
Tech. Objective 1 Ensure technical solution allows for the seamless integration of data from three sources/systems.
Tech. Objective 2 Allow for an extract, transform, load (ETL) of data from local financial and student information systems.
3.2 PROJECT EXCLUSIONS
While this project seeks to ensure the seamless transfer of data across relevant LEA and PED systems, the financial data related to MOE will continue to be entered via SHARE Financial User Interface.
Also not included in the scope of this project are: ongoing help desk and/or service support, maintenance and support or hardware/software upgrades.
3.3 CRITICAL SUCCESS FACTORS
NUMBER DESCRIPTION
QUALITY METRICS 1 PERCENTAGE OF RELEVANT PED STAFF THAT ACCESS THE TOOL INITIALLY (UPON TOOL RELEASE) AND MONTHLY.
QUALITY METRICS 2 PERCENTAGE OF LEAS THAT ACCESS THE TOOL INITIALLY (UPON TOOL RELEASE) AND MONTHLY.
QUALITY METRICS 3 DATA WITHIN OPERATING BUDGET AND MANAGEMENT SYSTEM (OBMS) IS ACCURATE
QUALITY METRICS 4 PED AND LEA STAFF KNOW HOW TO USE THE TOOL TO INPUT RELEVANT DATA
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QUALITY METRIC 5 PERFORMANCE TO SCHEDULE
QUALITY METRIC 6 PERFORMANCE TO BUDGET
QUALITY METRIC 7 QUALITY OF DELIVERABLES
4.0 PROJECT DELIVERABLES AND METHODOLOGY
4.1 PROJECT MANAGEMENT LIFE CYCLE
Phase Summary of Phase Key Deliverables
Initiating Project Charter approved
Authorization to proceed with planning
Project Charter
Project Scope
Business Requirements Business Case
Assumptions
Constraints
Planning Approved Project Plan Project Plan
Critical success factors
Work Breakdown Structures
Project Schedule
Planning Develop and implement a change management and user adoption plan to include:
1. Roll out plan and management2. Communication plan and
management
MOE System User Adoption Plan
Controlling Design completed, tested and modified iteratively until system requirements are met.
Pilot of system will provide additional system performance metrics that could lead to deployment or product changes.
Performance/status reports
Corrective action
Measurement metrics
Plan change requests
Product change requests
Risk management
Issue management
Execution Early adopter training strategy
In person “training” and discussion sessions with adopters
Training videos
MOE System User Adoption Plan implementation
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Vetted written user guides that are understandable to non-technical users
Execution Project deliverables completed Actual efforts
Project deliverables completion
Closing Deliverable or product acceptance Deliverable or product acceptance
Lessons learned
4.1.1 PROJECT MANAGEMENT DELIVERABLES
4.1.1.1 [Project Management]Description -Execute project management tasks as appropriate, including but not limited to:-Project planning-Integration management-Scope management-Schedule management-Cost management-Quality management-Resource management-Communications management-Risk management-Procurement management-Stakeholder Management-Pre-implementation and implementation-Close-out-Requirements management (including definition and managing requirements traceability matrix)
Deliverable Acceptance Criteria -Completion of written documents corresponding to project management tasks, as described in section 4.2, Product Life Cycle Deliverables.Standards for Content and Format -EASOL will abide by any format standards set by PED provided at the start of the project. At minimum, EASOL will provide written documentation in digital format.Quality Review -Documents will be reviewed by the PED CIO and PED Special Education leadership, who will provide written acceptance when the work is complete to their satisfaction.
4.1.1.2 [MOE System User Adoption Plan (to be implemented in Deliverable 4.2.2.7)]
Description -Development of a change management/user adoption plan to roll out the MOE system to SEA and LEAs.
Deliverable Acceptance Criteria -Completion of written documents corresponding to user adoption and change management and completion of system user adoption plan, as described in section 4.2, Product Life Cycle Deliverables.Standards for Content and Format -EASOL will abide by any format standards set by PED provided at the start of the project. At minimum, EASOL will provide written documentation in digital format.Quality Review -Completed written documents and completed final MOE system user adoption plan will be reviewed by the PED CIO and PED Special Education leadership, who will provide written acceptance when the work is complete to their satisfaction.
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4.1.1.3 [Project Closure]Description -Transfer to client of all assets, files, video footage, diagrams, schematics and data model visualizations created outside of the DoIT infrastructure in which the system was developed.
Deliverable Acceptance Criteria -Successful delivery of assets, files, video footage, diagrams, schematics and data model visualizations to client and completion of written project close out report, as described in section 4.2, Product Life Cycle Deliverables.Standards for Content and Format -EASOL will abide by any format standards set by PED provided at the start of the project. At minimum, EASOL will provide written documentation in digital format.Quality Review -Assets, files, video footage, diagrams, schematics and data model visualizations and written project close out report will be reviewed by the PED CIO and PED Special Education leadership, who will provide written acceptance when the work is complete to their satisfaction.
4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
DELIVERABLE NUMBER
DELIVERABLE APPROVERS (WHO CAN APPROVE)
DATE APPROVED
All deliverables All deliverables John Kraman
4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE
Formal written acceptance will be required for key deliverables in this project.
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4.2 PRODUCT LIFE CYCLE 4.2. Product Life Cycle Deliverables
Phase Summary of Phase Key Deliverables
Initiation Kick off, request for funds, and initial solution design
Project Charter
Plan Ongoing refinements of solution design based on client input and feedback, changes in Special Education requirements and leveraging of technology to align to other IT transformation initiatives, change management
Special Education MOE process maps
Use cases for SEA and LEAs
Needs assessments for SEA and LEAs
Business requirements documentation
Data validation rule documentation
User interface/user experience requirements
Technical requirements documentation
Data maps and extensions to Ed-Fi data model
Technical solution design and architecture documents
Project management plan
Risk registry
IV & V reports
Monthly progress reports
System user adoption plan
Design Hardware, software and network architecture design and configuration, test design
Systems configuration documentation
System implementation plan
System testing framework documentation (automated and manual)
Hardware, software and network design/configuration documentation
System maintenance plan
Solution design reports (preliminary and final)
Design Project consultation (system, process, technical expertise) for OBMS-related design of solution
OBMS reports: MOE Budget, MOE Expenditures, MOE Expenditures Burn Rate, MOE BARs by EA, MOE RfR by EA
Build System software development Instructions for working with the system’s source code
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Instructions for setting up the developing environment
Instructions for building the application’s executables
Coding standards documentation
Build Security audit and code review, analysis and remediation
Security testing and verification results report
Remediation documentation
Recommendations for improvement
Documentation of security-related code, architecture or configuration changes
Build System staging and production deployment System deployment and testing plan
Systems deployment report
Build process and deployment procedures documentation
Data assurance/backup, business continuity, disaster recovery documentation
Build Acceptance testing and verification Acceptance testing definitions
Acceptance testing results
Testing and verification results report
Deploy Training and change management System training manual
Training videos
User adoption summary
Deploy SEA and LEA technical support Implementation report (issues encountered, issues resolved, success of user adoption strategies)
Project Closure Transfer of all assets, systems and procedures necessary for supporting ongoing operations
Project close out report
4.2.1 TECHNICAL STRATEGY
The project will leverage three existing systems that contain data vital to the project. It will create a federated data store that can be accessed through a user interface that provides reports and dashboards.
4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES
Product Deliverables are work products or artifacts that are driven by the product management methodology requirements and standard project management practices regardless of the product
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requirements of the project.
4.2.2.1 [Solution Design Refinements (Preliminary)]Description -Initial refinements to solution design based on client input and feedback, deeper understanding of requirements gathered in Phase 1, changes in Special Education requirements and leveraging of technology to align to other IT transformation initiatives.
Deliverable Acceptance Criteria -Completion of revisions to written documents corresponding to solution design and completion of preliminary solution design report, as described in section 4.2, Product Life Cycle Deliverables.Standards for Content and Format -EASOL will abide by any format standards set by PED provided at the start of the project. At minimum, EASOL will provide written documentation in digital format.Quality Review -Completed revisions to written documents and completed preliminary solution design report will be reviewed by the PED CIO and PED Special Education leadership, who will provide written acceptance when the work is complete to their satisfaction.
4.2.2.2 [Technical Development, Custom Reporting and Testing]Description -Implement the MOE system using the .NET Platform and Microsoft SQL Server deployed in Windows, including the following components:-Tracking historical MOE data-Fetching data from OBMS and STARS-Uploading spreadsheets and processing their data-Validating data-Performing calculations on stored data-Visualizing data-Creating custom reports for data-Exporting data for use in the MOE Calculator-Designing and implementing user workflow, user experience and user interface-Implementing source control and change management infrastructure
Deliverable Acceptance Criteria -Completion of written documents corresponding to software development and completion of testing and verifications results report, as described in section 4.2, Product Life Cycle Deliverables.
Passes performance tests and data validation tests.
Passes unit and integration tests.
Passes user acceptance tests (UAT).Standards for Content and Format -EASOL will abide by any format standards set by PED provided at the start of the project. At minimum, EASOL will provide written documentation in digital format.Quality Review -Completed written documents and completed testing and verification results report will be reviewed by the PED CIO and PED Special Education leadership, who will provide written acceptance when the work is complete to their satisfaction.
4.2.2.3 [Solution Design Refinements (Final)]Description -Final refinements to solution design based on client input and feedback, deeper understanding of requirements gathered in Phase 1, changes in Special Education requirements and leveraging of technology to align to other IT transformation initiatives.
Deliverable Acceptance Criteria -Completion of revisions to written documents corresponding to solution design and completion of final solution design report, as described in section 4.2, Product Life Cycle Deliverables.Standards for Content and Format -EASOL will abide by any format standards set by PED provided at the start of the project. At minimum, EASOL will provide written documentation in digital format.Quality Review -Completed revisions to written documents and completed final solution design report will be reviewed by the PED CIO and PED Special Education leadership, who will provide written acceptance
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when the work is complete to their satisfaction.
4.2.2.4 [System Deployment and Testing]Description -Implementation of hardware and network architecture configuration for staging and production servers, implementation of deployment infrastructure, deployment of software releases, execution of manual and automated system tests, establishing procedures for data assurance and backup, business continuity and disaster recovery.
Deliverable Acceptance Criteria -Completion of written documents corresponding to system deployment and testing and completion of deployment and testing verification and results reports, as described in section 4.2, Product Life Cycle Deliverables.Standards for Content and Format -EASOL will abide by any format standards set by PED provided at the start of the project. At minimum, EASOL will provide written documentation in digital format.Quality Review -Completed written documents and completed deployment and testing verification and results reports will be reviewed by the PED CIO and PED Special Education leadership, who will provide written acceptance when the work is complete to their satisfaction.
4.2.2.5 [System Security Testing]Description -Testing of network and firewall penetration, security and penetration testing, testing of application code for vulnerabilities and execution of automated security scans.
Deliverable Acceptance Criteria -Completion of written documents corresponding to system security testing and completion of system testing and verification results report, as described in section 4.2, Product Life Cycle Deliverables.Standards for Content and Format -EASOL will abide by any format standards set by PED provided at the start of the project. At minimum, EASOL will provide written documentation in digital format.Quality Review -Completed written documents and completed security testing and verification results report will be reviewed by the PED CIO and PED Special Education leadership, who will provide written acceptance when the work is complete to their satisfaction.
4.2.2.6 [Administrator/Operator/End-User System Training Manual]Description -Production of a training document for system administrators, operators and end-users.
Deliverable Acceptance Criteria -Completion of written system training manual, as described in section 4.2, Product Life Cycle Deliverables.Standards for Content and Format -EASOL will abide by any format standards set by PED provided at the start of the project. At minimum, EASOL will provide written documentation in digital format.Quality Review -Completed system training manual will be reviewed by the PED CIO and PED Special Education leadership, who will provide written acceptance when the work is complete to their satisfaction.
4.2.2.7 [MOE System User Adoption Plan Implementation]Description -Implementation of user adoption/change management plan described in 4.1.1.2.
Deliverable Acceptance Criteria -Completion of system training videos and written user adoption summary, as described in section 4.2, Product Life Cycle
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Deliverables.Standards for Content and Format -EASOL will abide by any format standards set by PED provided at the start of the project. At minimum, EASOL will provide written documentation in digital format.Quality Review -Completed system training videos and completed written user adoption summary will be reviewed by the PED CIO and PED Special Education leadership, who will provide written acceptance when the work is complete to their satisfaction.
4.2.2.8 [SEA and LEA Implementation Support]Description -Providing of support to SEA and LEAs in the form of:-Fielding questions, concerns and enhancement requests-Partnering with personnel to troubleshoot and resolve technical issues-Making and deploy code changes as necessary to resolve technical issues-Meeting periodically to review and prioritize issues-Escalating issues (as necessary) to facilitate resolution-Facilitating collection of end-user feedback
Deliverable Acceptance Criteria -Completion of written implementation report, as described in section 4.2, Product Life Cycle Deliverables.Standards for Content and Format -EASOL will abide by any format standards set by PED provided at the start of the project. At minimum, EASOL will provide written documentation in digital format.Quality Review -Completed written implementation report will be reviewed by the PED CIO and PED Special Education leadership, who will provide written acceptance when the work is complete to their satisfaction.
4.2.2.9 [Operating Budget Management System (OBMS) Report Delivery and Software Development Support]
Description -Delivery of 5 reports in OBMS needed for MOE Phase II and meeting regularly with EASOL provide system, process and technical expertise in completion of deliverables 4.2.2.1, 4.2.2.2, 4.2.2.3, 4.2.2.6.
Deliverable Acceptance Criteria -Completion of OMBS reports and completion of written documents corresponding to deliverables 4.2.2.1, 4.2.2.2, 4.2.2.3, 4.2.2.6, as described in section 4.2, Product Life Cycle Deliverables.Standards for Content and Format -EASOL will abide by any format standards set by PED provided at the start of the project. At minimum, EASOL will provide written documentation in digital format.Quality Review -Completed OBMS reports and written documents corresponding to deliverables 4.2.2.1, 4.2.2.2, 4.2.2.3, 4.2.2.6 will be reviewed by the PED CIO and PED Special Education leadership, who will provide written acceptance when the work is complete to their satisfaction.
4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
DELIVERABLE NUMBER
DELIVERABLE APPROVERS (WHO CAN APPROVE)
DATE APPROVED
All deliverables All deliverables John Kraman21
4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE
Contractors will send digital documentation of deliverable to approver via email and approval authority will provide written acceptance to the Contractor via response to email for the completion of all deliverables.
5.0 PROJECT WORK
5.1 WORK BREAKDOWN STRUCTURE (WBS)
1.1 Initiation 1.1.1 Evaluation & Recommendations1.1.2 Develop Project Charter1.1.3 Deliverable: Submit Project Charter1.1.4 Project Sponsor Reviews Project Charter1.1.5 Project Charter Signed/Approved1.1.6 Project Charter Reviewed/Approved by PCC
1.2 Planning 1.2.1 Create Preliminary Scope Statement1.2.2 Develop Project Plan
1.2.3 Submit Project Plan and Request for Certification and Release of Funds Form
1.2.4 Milestone: Project Plan Approval from PCC1.2.5 Determine Project Team1.2.6 Project Engagement, Use Cases and Process Maps1.2.7 User Interface Requirements Gathering1.2.8 Data Validation Rule Gathering1.2.9 Technical Needs Assessment and user Interface Requirements Gathering1.2.10 Data Mapping and Dashboard Design1.2.11 Bridge Support for Data Processing1.2.12 OBMS Data Mapping
1.3 Execution 1.3.1 Project Kickoff Meeting1.3.2 Verify and Validate User Requirements1.3.3 Ongoing Solution Design Refinements
1.3.4 Design System (s)1.3.5 Deploy System (s)1.3.6 Testing Phase1.3.7 User Training1.3.8 Deploy1.3.9 User Adoption Plan Implementation
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1.4 Control 1.4.1 Project Management1.4.2 Project Status Meetings1.4.3 Risk Management1.4.4 Update Project Management Plan1.4.5 User Acceptance Testing (UAT)1.4.6 Operational Acceptance Testing (OAT)1.4.7 System Documentation1.4.8 System Training Documentation1.4.9 User Adoption Plan
1.5 Closeout 1.5.1 Gain Formal Acceptance1.5.2 Document Lessons Learned1.5.3 Update Files/Records1.5.4 Complete Project Closeout documents
1.5.5 Present Closeout to PCC 1.5.6 Archive Files/Documents
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINEIdentifier Task/Activity Name Resource
NameMilestone (Y/N)
Effort/ Duration
Start Finish Dependent Task
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Phase 2Deliverable 1
Project Management N 10 months
Sept Jun
Phase 2Deliverable 2
Solution Design Refinements (Preliminary)
Y 2 months Sept Oct
Phase 2Deliverable 3
Technical Development, Custom Reporting and Testing
Y 7 months Sept Mar Solution Design Refinements (Preliminary)
Phase 2Deliverable 4
Solution Design Refinements (Final)
Y 1 month Mar Mar
Phase 2Deliverable 5
System Deployment and Testing (EASOL)
Y 3 months Jan Mar Technical Development, Custom Reporting and Testing
Phase 2Deliverable 6
System Security Testing (EASOL)
Y 2 months Mar Apr Technical Development, Custom Reporting and Testing
Phase 2Deliverable 7
Administrator/Operator/End-User System Training Manual (EASOL)
Y 2 months Mar Apr Technical Development, Custom Reporting and Testing
Phase 2Deliverable 8
LEA Implementation Support (EASOL)
Y 2 months Mar Apr Technical Development, Custom Reporting and Testing
Phase 2Deliverable 9
Operating Budget Management System (OBMS) Report Delivery and Software Development Support (RESPEC)
Y 2 months May Jun System Deployment and Testing
Phase 2Deliverable 10(OPTIONAL)
MOE System User Adoption Plan (to be implemented in Optional Deliverable 12) (UPD)
Y
Phase 2Deliverable 11(OPTIONAL)
SEA Implementation Support (EASOL)
Y
Phase 2Deliverable 12(OPTIONAL)
MOE System User Adoption Implementation (UPD)
Y
Phase 2Deliverable 13
Project Closure(EASOL)
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(OPTIONAL)
Phase 2Deliverable 14(OPTIONAL)
Operating Budget Management System (OBMS) Report Implementation Documentation (RESPEC)
5.3 PROJECT BUDGET
Identifier Work Package or Budget Category CostPhase 1 Deliverable 1
Project PED Engagement, Use Cases and Process Maps (UPD) $81,319.27
Phase 1 Deliverable 2
LEA Engagement, Use Cases and Process Maps (UPD) $43,973.44
Phase 1 Deliverable 3
User Interface Requirements Gathering (UPD) $167,284.09
Phase 1 Deliverable 4
Data Validation Rule Gathering (UPD) $47,440.71
Phase 1 Deliverable 5
Technical Needs Assessment and user Interface Requirements Gathering (EASOL) $59,773.06
Phase 1 Deliverable 6
Data Mapping and Dashboard Design (EASOL) $82,094.06
Phase 1 Deliverable 7
Bridge Support for Data Processing (EASOL) $69,753.12
Phase 1 Deliverable 8
Systems Requirements Gathering (RESPEC) $5,365.63
Phase 1 Deliverable 9
OBMS Data Mapping (RESPEC) $10,731.25
Phase 1 Deliverable 10
Provide Bridge Support for Data Processing (RESPEC) $16,096.88
Phase 2 Deliverable 1 Project Management (EASOL) $70,000.00
Phase 2 Deliverable 2 Solution Design Refinements (Preliminary) (EASOL) $32,859.33
Phase 2 Deliverable 3 Technical Development, Custom Reporting and Testing (EASOL) $500,000.00
Phase 2 Deliverable 4 Solution Design Refinements (Final) (EASOL) $16,429.67
Phase 2 Deliverable 5 System Deployment and Testing (EASOL) $70,000.00
Phase 2 Deliverable 6 System Security Testing (EASOL) $50,000.00
Phase 2 Deliverable 7 Administrator/Operator/End-User System Training Manual (EASOL) $60,000.00
Phase 2 Deliverable 8 LEA Implementation Support (EASOL) $182,750.00
Phase 2 Deliverable Operating Budget Management System (OBMS) Report Delivery and Software $49,101.95
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9 Development Support (RESPEC)
Phase 2 Deliverable 10 (OPTIONAL)
MOE System User Adoption Plan (to be implemented in Optional Deliverable 12) (UPD) $51,600.00
Phase 2 Deliverable 11 (OPTIONAL)
SEA Implementation Support (EASOL) $17,200.00
Phase 2 Deliverable 12 (OPTIONAL)
MOE System User Adoption Implementation (UPD) $74,175.00
Phase 2 Deliverable 13 (OPTIONAL)
Project Closure (EASOL) $15,050.00
Phase 2 Deliverable14 (OPTIONAL)
Operating Budget Management System (OBMS) Report Implementation Documentation $7,901.25
IV&V Independent Verification and Validation $64,987.51
5.4 PROJECT TEAM
5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE
5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES
ROLE RESPONSIBILITY NAME FUNCTIONAL AREA
UPD Account ExecutiveManage the New Mexico PED Account
Patrick Cook User adoption/change management
UPD Project Manager Manage the User Adoption to work to ensure it is on time, on budget,
Ann Willemssen User adoption/change
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Patrick Cook Project Executive
UPD
Philip HeimesProject Executive
EASOL
Special Education
Bureau Program Manager
Ann Williamson Project Manager
Sonya LopesProject Manager
John KramanCIO
and of high quality management
EASOL Lead Manage client relationship and communication for New Mexico PED Account
Philip Heimes All
EASOL Project Executive
Product Management team Sonya Lopes All
EASOL Project Coordinator
Product Management team Angela Martin All
EASOL Technical Product Manager
Product Management team Tim Bickerton Technical implementation
EASOL Technical Developer
Member of Engineering team Anderson Cardoso Technical implementation
EASOL Technical Developer
Member of Engineering team TBD Technical implementation
EASOL Technical Developer
Member of Engineering team TBD Technical implementation
EASOL Technical Architect
Provide leadership on design and development of technical solution
Romulo Saksida Technical implementation
EASOL Executive Oversight
Provide project oversight to ensure alignment to other NM projects
Stephen Midgley Accountability
EASOL Technical Oversight
Provide technical development oversight
Jim Wrubel Technical implementation
EASOL Testing Engineer
Design and implement system testing
TBD Testing/QA
EASOL LEA Support Engineer
SEA/LEA technical support liaison TBD SEA/LEA implementation support
EASOL Technical Documentation
Document and produce technical and training documentation
Derek Carlson Documentation/acceptance testing
EASOL IT/DevOps Engineer
Design and develop infrastructure TBD Technical implementation
5.5 STAFF PLANNING AND RESOURCE ACQUISITION
5.5.1 PROJECT STAFF
ResourceCost Estimate
Estimated Hours Availability Skill Set Work Product/Deliverable
EASOL Lead $37,459 150 PT Technical project management
Technical deliverables
EASOL Project Executive $50,099 200 PT Technical project management
Management and technical deliverables
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EASOL Project Coordinator
$49,460 300 PT Technical project management
Management and technical deliverables
EASOL Technical Product Manager
$99,962 800 FTE Technical project management
Management and technical deliverables
EASOL Technical Developer (x3)
$508,424 4133 FTE S/W Engineering, architecture, and testing
Technical deliverables
EASOL Technical Architect
$55,311 369 PT S/W architecture and technical management
Technical deliverables
EASOL Executive Oversight
$10,596 34 PT Technical project management
Project management deliverables
EASOL Technical Oversight
$21,192 101 PT Technical project management
Project management deliverables
EASOL Testing Engineer $54,993 500 FTE S/W testing Technical deliverables
EASOL LEA Support Engineer
$51,920 371 FTE S/W user supportTechnical deliverables
EASOL Technical Documentation
$30,728 279 PT Technical writing
Technical documentation deliverables
EASOL IT/DevOps Engineer
$43,444 362 PT IT infrastructure Technical deliverables
UPD Account Executive $4,680 21 PT Project Management
Project management deliverables
UPD Project Manager $23,400 142 PT Project Management
Project management deliverables
UPD Senior Consultant $40,950 282 PT User Adoption Strategies, Camtasia, Writing for diverse technical abilities
MOE System User Adoption Plan
MOE System User Adoption Plan Implementation
UPD Consultant $40,950 303 PT User adoption MOE System User Adoption
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strategies, Camtasia, Writing for diverse technical abilities
Plan
MOE System User Adoption Plan Implementation
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5.5.2 NON-PERSONNEL RESOURCES
Use this section to list services or product (HW/SW and such) needed for project
ResourceCost Estimate
Estimated units/hours Availability Source Work Product/Deliverable
Development server infrastructure
0 (State provided)
4 units Entire project PED Development, testing, and source control
Staging and production server infrastructure
0 (State provided)
2 units Deployment and acceptance testing
PED deployment
Database services 0 (State provided)
3 units Entire project PED data based deliverables of the project
SharePoint Already purchased
2080 hours Available now Microsoft Project Management
Team Foundation Server Already purchased
2080 hours Available now Microsoft Development, deployment, testing, and source control
5.6 PROJECT LOGISTICSThe vendor/consulting lead works in the PED IT office daily. All vendor teams who work remotely interact and communication on a daily basis with the vendor lead and project executive who communicate with the project owner (John Kraman) and project manager (Kathryn Cleary) on a daily basis to ensure timely ongoing communication. The consultant team schedules are flexible to meet the project’s needs.
5.6.1 PROJECT TEAM TRAINING
Project team members are not in need of training.
6.0 PROJECT MANAGEMENT AND CONTROLS
6.1 RISK AND ISSUE MANAGEMENT
6.1.1 RISK MANAGEMENT STRATEGY
The Project Plan will be entered into Microsoft Project and monitored weekly for issues/risks. The work entered into Team Foundation Server will also align to the risk matrix. The following table will be used to rate the issue/risk. The weekly project report will include the risk identification schema as shown below.
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6.1.2 PROJECT RISK IDENTIFICATION
Risk Description Impact Levels:VeryHigh High Medium Low
VeryLow
Probability Levels: 1 2 3 4 5Certain
1Expected
2Likely
3Possible
4Unlikely
5
Initial identified project risks are outlined in 1.6 of this document.
6.1.3 PROJECT RISK MITIGATION APPROACH
Daily stand-ups will identify risk early. They will be a key part of sprint planning, bi-weekly project meetings, and project communication plans.
6.1.4 RISK REPORTING AND ESCALATION STRATEGY
Risks will be identified by staff close to the work, logged and prioritized in a risk registry, owned by the Project Manager. Risk will be escalated as necessary to John Kraman, CIO and Philip Heimes (EASOL) for further direction.
6.1.5 PROJECT RISK TRACKING APPROACH
Risks will be a part of the project documentation in Microsoft Project, TFS and the SharePoint Project Site.
6.1.6 ISSUE MANAGEMENT
6.1.6.1 Internal Issue Escalation and Resolution Process
Internal Issues will be identified, logged, monitored and resolved using the same techniques described above in 6.1.3.
6.1.6.2 External Issue Escalation and Resolution Process
External Issues will be identified by the LEA Advisory Committee and logged, monitored and resolved. The stakeholders meeting and the communication artifacts for these meetings will document the external issues.
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V31
PED selected Burger, Carroll & Associates, Inc. to provide IV &V for this project. A contract has been created in the amount of $64,987.51 inclusive of GRT.
6.3 SCOPE MANAGEMENT PLAN
The scope baseline is finalized and will be managed. Any requested changes to the scope will be requested via the change management process. The Change Management approach consists of three areas:● Ensure changes are within scope and are beneficial to the project● Determine how the change will be implemented● Manage the change as it is implementedBy using this approach methodology, the Project Team will prevent unnecessary change from occurring and focus its resources only on beneficial changes within the project scope.
6.3.1 CHANGE CONTROL
6.3.1.1 Change Control ProcessThe Change Control Process for the MOE Project will follow the organizational standard change process for all projects. Types of changes include:● Scheduling Changes: changes which will impact the approved project schedule. ● Budget Changes: changes which will impact the approved project budget. ● Scope Changes: changes which impact the project’s scope and may also impact budget and
schedule. They may be the result of unforeseen requirements which were not initially planned for. These changes may require revision to WBS, project scope statement, and other project documentation as necessary.
The project manager has overall responsibility for executing the change management process for each change request.
1. Identify the need for a change (Stakeholders) – Change requestor will submit a completed change request form to the project manager.
2. Log change in the change request register (Project Manager) in SharePoint Team Site– The project manager will keep a log of all submitted change requests throughout the project’s lifecycle.
3. Evaluate the change (Project Manager, Team, and Requestor) – The project manager will conduct a preliminary analysis on the impact of the change to risk, cost, schedule, and scope and seek clarification from team members and the change requestor.
4. Submit change request to Change Control Board (CCB) (Project Manager) – The project manager will submit the change request, as well as the preliminary analysis, to the CCB for review.
5. Obtain Decision on change request (CCB) – The CCB will discuss the proposed change and decide whether or not it will be approved based on all submitted information.
6. Implement change (Project Manager) – If a change is approved by the CCB, the project manager will update and re-baseline project documentation as necessary.
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6.3.1.2 Change Control Board (CCB)Change Control: Any proposed changes in project requirements must be carefully considered before approval and implementation. Such changes are likely to impact project scope, time, and/or cost, perhaps significantly. Any proposed changes to project requirements will be reviewed by the CCB. The role of the CCB is to determine the impact of the proposed change on the project, seek clarification on proposed change, and ensure any approved changes are added to the Project Plan and subsidiary documents such as the Work Breakdown Schedule. The project sponsor, who also sits on the CCB, is responsible for approving any changes in project scope, time, or cost and is an integral part of the change review and approval process.
6.4 PROJECT BUDGET MANAGEMENT
6.4.1 BUDGET TRACKING
The budget will be tracked within project management tools employed by this project. Expenditures and estimates will be included in monthly reports to DoIT.
6.5 COMMUNICATION PLAN
6.5.1 COMMUNICATION MATRIX
Type Objective of Communication
Medium Frequency Audience Owner Deliverable Format
Kickoff Meeting
Introduce the project team and the project. Review project objectives and management approach.
-Face-to-face Once -Project sponsor-Project teamstakeholders
Project Manager
-Agenda-Meeting minutes
Soft copy archived on project SharePoint site and project web site
Project Team Meetings
Review status of the project with the team.
-Face-to-face-Conference call Weekly -Project team
steering committee-PMO-CIO
Project Manager
-Agenda-Meeting minutes-Project schedule
Soft copy archived on project SharePoint site and project web site
Steering Committee Meetings
To inform and guide the work of the project.
-Face-to-face-Conference call Bi-Monthly -Leadership team
-Executive team-CIO
Project Manager or CIO
-Agenda-Meeting minutes-Project schedule
Soft copy archived on project SharePoint site and project web site
Technical Design Meetings
Discuss and develop technical design solutions for the project.
-Face-to-face As Needed -Project technical staff Technical
Lead
-Agenda-Meeting minutes
Soft copy archived on project SharePoint site and project web site
Bi-Monthly Report on the status of -Face-to-face-Conference call Bi-Monthly -PMO Project -Slide updates
-Project scheduleSoft copy archived on 33
Project Status Meetings
the project to management.
Manager or CIO
project SharePoint site and project web site
Project Status Reports
Report the status of the project including activities, progress, costs and issues.
-Word and MS Project Reports Monthly -Project sponsor
-Project teamstakeholders-PMO
Project Manager or CIO
-Project status report-Project schedule
Soft copy archived on project SharePoint site and project web site
6.5.2 STATUS MEETINGS
Please refer to the Communication Matrix
6.5.3 PROJECT STATUS REPORTS
Please refer to the Communication Matrix
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)6.6.1 BASELINES
Project Area Category Measure
Implementation cost Return on Investment Net Benefits/Costs X 100
Implementation cost Productivity “Productivity Ratio” output produced per unit of input
Implementation cost Cost of QualityCost of Quality/Actual Cost
Implementation time Schedule PerformanceThe Schedule Performance Index is the ratio of total original authorized duration versus total final project duration.
Implementation quality Customer SatisfactionScale of 1-100Customer satisfaction means that customer expectations are met. This metric includes conformance to requirements as well as fitness for use.
Implementation quality Requirements PerformanceA requirements performance index can measure the degree to which project results meet requirements.
Implementation quality Alignment to Strategic Business GoalsLikert scale from 1-5 to rate the statement: Projects are aligned with the business’s strategic objectives.
6.6.2 METRICS LIBRARY Metrics will be included in SharePoint MOE Team Site.
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6.7 QUALITY OBJECTIVES AND CONTROL6.7.1 QUALITY STANDARDS
No. Quality Standard Tracking Tool or Measure
1 OSEP MOE Compliant OSEP2 System Interoperability Data Validation Reports3 Project phase is completed by the established finish date. Project Schedule
Project Status4 Project is completed within budget. Project Charter
Project Status5 Project attains a 90% or greater rating for customer satisfaction. User stories, requirements
documents, user acceptance testing, and surveys
6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTSReview Type Quality Standard Tools Reviewer ReportsRequirements Accepted and
approved by executive team, project sponsor, and program manager.
SharePoint and TFS John Kraman Team Foundation Server (TFS) Reports
Plans Accepted and approved by executive team, project sponsor, and program manager
SharePoint and TFS John Kraman SharePoint
Milestones Completed by anticipated deadline
SharePoint and TFS John Kraman and PCCTFS Sprint ReportsDoIT monthly project reports
Testing Meet user requirements
TFS Users (LEA Advisory Committee and SEB)
TFS Test reports
6.7.3 AGENCY/CUSTOMER SATISFACTION
Areas of Feedback When How Often
Agency awareness At the monthly PED Executive Team Meeting, once every quarter starting in July.
Quarterly
Quality of communications At the monthly LEA Stakeholders meeting/conference call and Once a month during the bi-weekly team meeting.
Monthly
Manages project tasks Once a month during the bi-weekly team meeting.
Monthly
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Productive Meetings At the monthly LEA Stakeholders meeting/conference call and Once a month during the bi-weekly team meeting.
Monthly
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6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS
Deliverable Final Approval Process Customer Acceptance CriteriaAll project deliverables Written acceptance by John
Kraman and Special Education Bureau Chief.
Varies by deliverable but could include OAT and UAT, functional and performance requirements, customer satisfaction, alignment to strategic objectives, and return on investment.
6.8 CONFIGURATION MANAGEMENTProject information, artifacts and deliverables - such as requirements documents, project plans, timelines, testing plans, agendas, meeting notes, status reports - will be housed on the SharePoint Team site, owned by the Project Manager. SharePoint automatically versions documents through its embedded version control system. All team members will be driven to the SharePoint site in order to ascertain project status and obtain the most current versions of all project inputs.
6.8.1 VERSION CONTROL
We will follow standard project management practice with regards to version control of code and documents. The use of Team Foundation Server (TFS) 2015 will serve as a code repository as well as a resource and time management tool. With TFS 2015 the project will create a linked SharePoint Project Site allowing for a document library, communication forum, wiki, calendar, and task management system.
6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)The project repository is SharePoint. All documents related to the project will be made available to project stakeholders based on their role and level.
6.9 PROCUREMENT MANAGEMENT PLANIn the procurement of the vendors to deliver the scope of work, PED has followed the State of New Mexico procurement processes.
7. 0 PROJECT CLOSE7.1 ADMINISTRATIVE CLOSE
Throughout the project as phases are completed the project team will complete administrative closure activities such as, lessons learned, impact and implications of phase, and transition to operations.
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7.2 CONTRACT CLOSE
PED will complete all administrative activities prior to the contract’s close in order to complete and report to the PCC in accordance with their policy and process.
ATTACHMENTS● Project timeline
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ATTACHMENT: PROJECT TIMELINE
Deliverables and Tasks Sept2017
Oct2017
Nov2017
Dec 2017
Jan2018
Feb2018
Mar2018
Apr2018
May 2018
June2018
Project Management - Managing project planning, requirements, deliverables, acceptance, testing, training, transition to operations
OBMS software development support
Design Phase:
Solution design refinements:-Detailed review of Phase I deliverables-Incorporate refinements to technical requirements and design
Build Phase:
Establish and maintain ETL to support user data submission
Establish and maintain ETL to support source data integration
Establish and maintain ETL job status reporting and exception real-time alerting
Implement custom reporting and output interfaces
Implement data validation rules engine and exception reporting interfaces
Implement user workflow design, user experience design and user interface
Implement source control and change management infrastructure
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Test Phase:
Test data development test harness implementation
Test and validate data imports and exports from data sources
Test performance of data transfer and user loads
Test security and penetration
Test data assurance, application, backup and recovery strategies
Deployment Phase:
Hardware and network architecture configuration, production and staging deployment
LEA implementation support
System training manual
40