DEFENSE INDUSTRY ADJUSTMENT SUPPLY
CHAIN MAP & PORTAL
PROJECT MANAGEMENT PLAN
(PMP)
EXECUTIVE SPONSOR – [BARBARA BRAZIL]
BUSINESS OWNER - [SAMANTHA LAPEN]
PROJECT MANAGER – [JULIA WISE]
ORIGINAL PLAN DATE: [OCTOBER 1, 2015]
REVISION DATE: [AUGUST 24, 2016]
REVISION: [2.0]
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
REVISION: 1.0 DOIT-PMO-TEM-020 i OF vi
REVISION HISTORY ................................................................................................................................................ III
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 ...................................................................................................... 1 1.2 FUNDING AND SOURCES ............................................................................................................................................. 1 1.3 CONSTRAINTS .......................................................................................................................................................... 1 1.4 DEPENDENCIES ......................................................................................................................................................... 2 1.5 ASSUMPTIONS ..................................................................................................................................................... 2 1.6 INITIAL PROJECT RISKS IDENTIFIED .............................................................................................................................. 2
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE .............................................................................. 3
2.1 STAKEHOLDERS ........................................................................................................................................................ 3 2.2 PROJECT GOVERNANCE STRUCTURE ............................................................................................................................. 4
2.2.1 Describe the organizational structure – Org Chart ..................................................................................... 4 2.2.2 Describe the role and members of the project steering committee ............................................................ 5 2.2.3 Organizational Boundaries, interfaces and responsibilities ........................................................................ 5
2.3 EXECUTIVE REPORTING .............................................................................................................................................. 5
3.0 SCOPE .............................................................................................................................................................. 6
3.1 PROJECT OBJECTIVES ................................................................................................................................................ 6 3.1.1 Business Objectives ..................................................................................................................................... 6 3.1.2 Technical Objectives .................................................................................................................................... 6
3.2 PROJECT EXCLUSIONS ................................................................................................................................................ 7 3.3 CRITICAL SUCCESS FACTORS ....................................................................................................................................... 7
4.0 PROJECT DELIVERABLES AND METHODOLOGY ................................................................................................. 7
4.1 PROJECT MANAGEMENT LIFE CYCLE ............................................................................................................................ 7 4.1.1 Project Management Deliverables .............................................................................................................. 8 4.1.2 Deliverable Approval Authority Designations ............................................................................................. 9 4.1.3 Deliverable Acceptance Procedure ............................................................................................................ 10
4.2 PRODUCT LIFE CYCLE ......................................................................................................................................... 10 4.2.1 Technical Strategy ..................................................................................................................................... 11 4.2.2 Product and Product Development Deliverables ....................................................................................... 13 4.2.3 Deliverable Approval Authority Designations ........................................................................................... 13 4.2.4 Deliverable Acceptance Procedure ............................................................................................................ 15
5.0 PROJECT WORK .............................................................................................................................................. 15
5.1 WORK BREAKDOWN STRUCTURE (WBS) .................................................................................................................... 15 5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE ................................................................................................................ 16 5.3 PROJECT BUDGET ................................................................................................................................................... 18 5.4 PROJECT TEAM ...................................................................................................................................................... 20
5.4.1 Project Team Organizational Structure ..................................................................................................... 20 5.4.2 Project Team Roles and Responsibilities ................................................................................................... 20
5.5 STAFF PLANNING AND RESOURCE ACQUISITION.................................................................................................. 22 5.5.1 Project Staff ............................................................................................................................................... 22 5.5.2 Non-Personnel resources ........................................................................................................................... 22
5.6 PROJECT LOGISTICS ........................................................................................................................................... 22
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
REVISION: 1.0 DOIT-PMO-TEM-020 ii OF vi
5.6.1 Project Team Training ............................................................................................................................... 22
6.0 PROJECT MANAGEMENT AND CONTROLS ...................................................................................................... 23
6.1 RISK AND ISSUE MANAGEMENT ................................................................................................................................. 23 6.1.1 Risk Management Strategy ....................................................................................................................... 23 6.1.2 Project Risk Identification .......................................................................................................................... 23 6.1.3 Project Risk Mitigation Approach .............................................................................................................. 23 6.1.4 Risk Reporting and Escalation Strategy ..................................................................................................... 23 6.1.5 Project Risk Tracking Approach ................................................................................................................. 23 6.1.6 ISSUE MANAGEMENT ................................................................................................................................ 23
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V ............................................................................................. 23 6.3 SCOPE MANAGEMENT PLAN .................................................................................................................................... 24
6.3.1 Change Control .......................................................................................................................................... 24 6.4 PROJECT BUDGET MANAGEMENT.............................................................................................................................. 24
6.4.1 Budget Tracking ........................................................................................................................................ 24 6.5 COMMUNICATION PLAN .......................................................................................................................................... 25
6.5.1 Communication Matrix ............................................................................................................................. 25 6.5.2 Status Meetings ........................................................................................................................................ 25 6.5.3 Project Status Reports ............................................................................................................................... 25
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) ...................................................................................... 26 6.6.1 Baselines .................................................................................................................................................... 26 6.6.2 Metrics Library .......................................................................................................................................... 26
6.7 QUALITY OBJECTIVES AND CONTROL ................................................................................................................ 27 6.7.1 quality Standards ...................................................................................................................................... 27 6.7.2 Project and Product Review AND ASSESSMENTS ...................................................................................... 27 6.7.3 Agency/Customer Satisfaction .................................................................................................................. 27 6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS ....................................................................................... 28
6.8 CONFIGURATION MANAGEMENT ..................................................................................................................... 28 6.8.1 Version Control .......................................................................................................................................... 28 6.8.2 Project Repository (Project Library) ........................................................................................................... 28
6.9 PROCUREMENT MANAGEMENT PLAN .............................................................................................................. 29
7. 0 PROJECT CLOSE ............................................................................................................................................. 29
7.1 Administrative Close ..................................................................................................................................... 29 7.2 Contract Close .............................................................................................................................................. 29
ATTACHMENTS .................................................................................................................................................... 29
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
REVISION: 1.0 DOIT-PMO-TEM-020 iii OF vi
REVISION HISTORY
REVISION NUMBER DATE COMMENT
0.0 October 1, 2015 Original $100k funding for project initiation
1.0 January 22, 2016 Additional $472k funding for planning phase
2.0
3.0
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
REVISION: 1.0 DOIT-PMO-TEM-020 iv OF vi
PREPARING 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 DOCUMENT
Project 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.
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1.0 PROJECT OVERVIEW
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT
With a large defense industry sector, four military installations, three national laboratories, and three research universities, New Mexico has for decades been a willing and effective partner in preserving the security of the nation in peace and war. It has provided a solid foundation for current and future mission capabilities. But with this significant focus comes risk. As future reductions or cancellations in defense spending occur, New Mexico could be negatively impacted in terms of lost jobs and economic vitality, and critical Department of Defense (DOD) suppliers may be lost.
The New Mexico Economic Development Department (NMEDD) is proposing to complete a defense supply chain mapping study to identify workforce, technology, and product vulnerabilities in New Mexico and a pilot study to develop an adjustment and diversification strategy that can be implemented throughout the state. These studies, and the implementation of a unifying web portal, will serve as a foundation upon which the NMEDD can stimulate statewide cooperative efforts to reduce the exposure of New Mexico’s defense companies to cuts in defense spending.
1.2 FUNDING AND SOURCES
SOURCE AMOUNT ASSOCIATED
RESTRICTIONS
APPROVERS
U.S. DOD, OFFICE
OF ECONOMIC
ADJUSTMENT
$1,048,000 FOR USE ON
SUPPLY CHAIN
DATA SURVEY,
COMMUNICATION
WEB PORTAL
1.3 CONSTRAINTS
Constraints are factors that restrict the project by scope, resource, or schedule.
NUMBER DESCRIPTION
1. Balance of funding not yet certified will be required to complete project
deliverables and stay on schedule.
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1.4 DEPENDENCIES
Types include the following and should be associated with each dependency listed.
Mandatory dependencies are dependencies that are inherent to the work being done.
D- Discretionary dependencies are dependencies defined by the project management team. This may also
encompass particular approaches because a specific sequence of activities is preferred, but not mandatory
in the project life cycle.
E-External dependencies are dependencies that involve a relationship between project activities and non-
project activities such as purchasing/procurement
NUMBER DESCRIPTION TYPE M,D,E
1. BALANCE OF FUNDING FOR IMPLEMENTATION E
2. EDO ENGAGEMENT D
3. SUPPLIER PARTICIPATION D
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
NUMBER DESCRIPTION
1. CERTIFICATION EXPECTED AUGUST 24, 2016
2. EARLY ENGAGEMENT WITH EDO’S ACCOMPLISHED
3. ONGOING & ACTIVE ENGAGEMENT WITH SUPPLIERS WILL
ACHIEVE THE DESIRED PARTICIPATION RATE
1.6 INITIAL PROJECT RISKS IDENTIFIED
In 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
Description -
Lack of response to survey
or program by Defense
suppliers
Probability Medium Impact SUPPLY CHAIN MAP AND
DATA ARE IMCOMPLETE
Mitigation Strategy: Comprehensive Communication and Outreach by
project team and use of EDO’s (Economic Development
Organizations) and regional organizations.
Contingency Plan Use of defense supplier databases for more targeted
outreach.
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Risk 2
Description -
Lack of support and
participation by EDO’s
Probability Low Impact WEAKENS OUTREACH
AND DIVERSIFICATION BENEFITS
DEVELOPMENT
Mitigation Strategy: Early engagement with EDO’s
Contingency Plan Work with alternate organizations
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL
STRUCTURE
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 STAKEHOLDERS
List 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.
NAME STAKE IN PROJECT ORGANIZATION TITLE
DEFENSE SUPPLIERS AFFECTED BY
CHANGES IN
DEFENSE BUDGETS
PRIVATE SECTOR
COMPANIES IN NM
U.S. DEPARTMENT OF
DEFENSE
KNOWLEDGE OF
SUPPLY CHAIN
ASSETS AND
AFFECTED BY LOSS
OF CRITICAL
WORKFORCE,
TECHNOLOGIES,
AND PRODUCTS
FEDERAL
GOVERNMENT
AGENCY
NM EDD BASIS FOR
ASSISTANCE
STRATEGIES
STATE AGENCY
TECHNOLOGY
RESEARCH
COMMERCIALIZATI
ON ASSISTANCE
3 FEDERAL LABS; 3
RESEARCH
UNIVERSITIES; 5
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NAME STAKE IN PROJECT ORGANIZATION TITLE
COLLABORATIVE (TRC) PROGRAM APPOINTEES IN NM
EDO’S (ECONOMIC
DEVELOPMENT
ORGANIZATIONS)
REGIONAL
ASSISTANCE TO
COMPANIES
AFFECTED BY
DEFENSE CUTS
HTTP://FINANCENE
WMEXICO.ORG/RES
OURCES/GENERAL-
BUSINESS-
ASSISTANCE/REGIO
NAL-ECONOMIC-
DEVELOPMENT-
ORGANIZATIONS/
SUPPORT ASSETS ASSISTANCE
DELIVERY
SERVICES
2.2 PROJECT GOVERNANCE STRUCTURE
2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART
Project Manager
(Julia Wise)
Defense Industry Outreach Coordinator
(Lee Trussell)
Defense Industry Analysis Coordinator
(Betsy Gillette)
Web Portal Techaurnical Manager
(Laura Epstein)
Contract Program Coordinator
(Randy Wilson)
Administration
(NMEDD)
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2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE
A Strategic Advisory Group (SAG) has been established to provide guidance to the Project
Manager and review the status of ongoing work activities as compared to the project plan and
direct any adjustments as necessary.
The SAG is comprised of:
NMEDD, Deputy Cabinet Secretary
New Mexico Department of Workforce Solutions, Cabinet Secretary
New Mexico Manufacturing Extension Partnership, Center Director
Sandia Science & Technology Park Development Corporation, CEO
New Mexico Tech, Vice President of Research
Los Alamos National Laboratory, Market Transition Program Manager
Air Force Research Laboratory, Technology Engagement Lead
NMSU Arrowhead Center, Director & CEO
2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES
NMEDD received funding for this project from the DoD’s Office of Economic Adjustment.
Julia Wise of the NMEDD’s Office of Science & Technology is the Project Manager,
responsible for all aspects of the project including performance of scope and objectives,
coordinating the activities of the project team, interfacing with the Project Steering Committee.
Randy Wilson, contract Program Coordinator, assists the Project Manager in these duties. He is
also responsible for managing the respective leads, also contractors, for Defense Industry
Outreach, Defense Industry Analysis, and Web Portal Development. The Project Steering
Committee is responsible for general guidance, fostering community participation, and
facilitating an alignment of state and local economic diversification and adjustment strategies.
2.3 EXECUTIVE REPORTING
Quarterly Strategic Advisory Group (SAG) meetings are held to facilitate communications,
guidance and review between the leadership group and the project team. Quarterly progress and
financial reports are submitted to the DoD’s Office of Economic Adjustment for their review.
Monthly progress and financial reports are submitted to DoIT for their review.
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3.0 SCOPE
3.1 PROJECT OBJECTIVES
3.1.1 BUSINESS OBJECTIVES
NUMBER DESCRIPTION
Business Objective 1 The objectives of the Project are:
• Assessment of New Mexico’s defense ecosystem and
vulnerabilities to cuts in DoD spending.
Business Objective 2 • Identification of at-risk businesses within the defense supply
chain and the potential economic and strategic impact on
the state and nation.
Business Objective 3 • Analysis of industry clusters and other state assets that
might support the development of adjustment and
diversification strategies through workforce development,
strategic partnering, business assistance, technology transfer
and commercialization, and/or customer development.
Business Objective 4 • A central portal for networking and information gathering
and dissemination to enhance New Mexico’s ability to be
responsive to the needs of the state’s defense community.
Business Objective 5 • Increased awareness and greater collaboration among in-
state private sector, defense, and local government
stakeholders in developing community adjustment and
diversification strategies.
3.1.2 TECHNICAL OBJECTIVES
NUMBER DESCRIPTION
Technical Objective 1 A permanent New Mexico-focused web portal will be established to serve as the critical conduit for sharing information, leveraging assets, and facilitating social network mapping during the term of this project and in the future.
The site will feature:
Information on New Mexico’s defense industry and pertinent news and articles.
A data gathering tool in the form of an online survey for defense companies.
A calendar of relevant events.
Economic modeling.
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NUMBER DESCRIPTION
Archives of completed supply chain studies and analyses.
Links to defense relevant organizations and resources, such as workforce training and matching.
3.2 PROJECT EXCLUSIONS
Not applicable.
3.3 CRITICAL SUCCESS FACTORS
Identify the critical success factors for achieving success in this project. Metric 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.
NUMBER DESCRIPTION
QUALITY METRICS 1 AN OPEN ARCHITECTURE PORTAL THAT ENABLES
OUTGOING COMMUNICATIONS OF EVENTS, MEETINGS
AND NEWS
A MEANS FOR RECEIVING AND UPLOADING SURVEY
DATA, STAKEHOLDER NETWORKING, AND
DISSEMINATION OF INFORMATION
QUALITY METRICS 2 SUCCESSCULLY ACCOMPLISH ALL EXPECTED OUTCOMES
AND GOALS OF THE PROJECT, NECESSARY TO MEET
GRANT REQUIREMENTS.
4.0 PROJECT DELIVERABLES AND METHODOLOGY
4.1 PROJECT MANAGEMENT LIFE CYCLE
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Phase Summary of Phase Key Deliverables
Initiation Project Planning &
Management
Overall project management
ongoing for 18 months of
project: monthly status reports
to agency sponsor and
Department of Information
Technology, Project Charter,
Draft Project Management
Plan (PMP)
Planning Statewide Planning Outreach
Forums
Updated PMP
PMP Sub-Plans:
Communications
Risk Management
Project Schedule
Requirements Traceability
Matrix
Contracts
Report on 7 outreach forums
Implementation Asset & Supply Chain
Mapping
Report on Asset & Supply
Chain Mapping.
Development and launch of
website
Controlling (Monitoring) Monitoring the execution and
controlling, scope and quality
Status reports
Quality assurance
Closeout Project Closeout Website acceptance
Final mapping study report
DoIT closeout report
4.1.1 PROJECT MANAGEMENT DELIVERABLES
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.
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4.1.1.1 [Deliverable 1: Monthly Reports]
Monthly Reports on the status of
the project.
Deliverable Acceptance Criteria – reports received.
Standards for Content and Format - Based on DoIT format
Quality Review - Project Manager & DoIT
4.1.1.2 [Deliverable 2: Outreach Forum Report]
Report on the results of conducting
7 outreach forums throughout the
state
Deliverable Acceptance Criteria – reports received.
Standards for Content and Format – Location, date,
presentation materials, attendees identified.
Quality Review - Project Manager
4.1.1.3 [Deliverable 3: Closeout]
Final mapping study and closeout
reports.
Deliverable Acceptance Criteria - reports received.
Standards for Content and Format - Based on DoIT format
Quality Review – Project Manager & DoIT
4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
Complete the following table to identify the deliverables this project is to produce, and to name
the person or persons who have authority to approve each deliverable.
DELIVERABLE
NUMBER
DELIVERABLE APPROVERS (WHO
CAN APPROVE)
DATE
APPROVED
PRJ-DEL-001 Project Management Plan (PMP) Project Sponsor,
DoIT
PRJ-DEL-002 Project Charter Project Sponsor
PRJ-DEL-003 Contracts Project Manager
PRJ-DEL-004 Monthly Reports Project Manager
PRJ-DEL-005 Outreach Forum Report Project Manager
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DELIVERABLE
NUMBER
DELIVERABLE APPROVERS (WHO
CAN APPROVE)
DATE
APPROVED
PRJ-DEL-006 Project Schedule Project Manager
PRJ-DEL-005 Closeout Project Manager &
DoIT
4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE
The Contract Program Coordinator will prepare and submit deliverables to the Project Manager,
for quality review and approval, who will in turn submit deliverables #1, #2 and #5 to DoIT for
their review.
4.2 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
Phase Summary of Phase Key Deliverables
Implementation Asset & Supply Chain
Mapping
4 web portal requirements
reports based upon the
ongoing results of an asset
and supply chain mapping of
New Mexico’s defense
ecosystem
Implementation SWOT Analysis 2 web portal requirements
reports based upon the results
of a SWOT analysis of New
Mexico’s defense ecosystem
Implementation Industry Cluster Analysis 2 web portal requirements
reports based upon the results
of a Industry Cluster analysis
of New Mexico’s defense
ecosystem
Implementation Website UI Design A UI design prototype that is
a non-functional, non-
working prototype that shows
the layout, flow and look and
feel of the UI
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Implementation Website Database Design Design documentation for
database design
Implementation Website Implementation A deployed web portal into
the production environment
Implementation Website Maintenance Monthly report on the activity
and status of all logged
requests received from the
User Base
4.2.1 TECHNICAL STRATEGY
This project will have multiple components over an 18 month period: a) community
outreach to create awareness and foster participation, b) a statewide leadership group to
enhance collaboration, c) a web portal to support networking and information gathering
and dissemination, d) a map of the defense ecosystem in New Mexico, e) a SWOT
analysis of the defense industry supply chain, and f) a regional industry cluster analysis to
identify growth markets.
Contractual Support
All tasks will be overseen by the NMEDD with specific work tasks grouped into two
areas – Program Management and Program Implementation - and subcontracted through
state procurement procedures.
Community Outreach
Key to gathering complete and reliable information and developing effective statewide
strategies is making sure all relevant industry and other stakeholders are aware of the
project and encouraged to participate. Seven half-day forums will be conducted in
months four and five throughout the state. Each will be held in one of New Mexico’s
seven economic development districts. Invitees will include private sector defense supply
companies, community leaders, and local and state government officials. The program
will include: a) an introduction to the NMEDD team leading this project, b) an
explanation of the project’s goals, and c) a summary of project activities. The intended
outcomes of these events include: a) a more complete list of defense dependent
companies and other sources of information to pursue, and b) greater state-wide
participation in the project surveys and future strategy development.
To enhance connections with the State’s public workforce system, this activity will be
coordinated with the New Mexico Department of Workforce Solutions (DWS).
Statewide Leadership Group
The initial leadership group for this project includes the: Deputy Cabinet Secretary,
NMEDD; President & CEO, Sandia Science & Technology Park Development
Corporation; Center Director, New Mexico Manufacturing Extension Partnership; and
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Cabinet Secretary, New Mexico Department of Workforce Solutions.
As a foundation upon which to grow this group, an organizational charter and change
management mechanism will be established. Then, a statewide social network analysis
will be conducted to determine who the key players are within the state’s defense
industry ecosystem for consideration in expanding the leadership group. The intended
outcome is a robust and inclusive leadership group that can facilitate an alignment of
state and local economic adjustment and diversification strategies.
Web Portal
Patterned after New England’s RADE Industry Commons website, developed with OEA
assistance, a permanent New Mexico-focused web portal will be established to serve as
the critical conduit for sharing information, leveraging assets, and facilitating social
network mapping during the term of this project and in the future. The site will feature: a)
information on New Mexico’s defense industry and pertinent news and articles; b) a data
gathering tool in the form of an online survey for defense companies; c) discussion
forums and webinars; d) a calendar of relevant events; e) economic modeling; f) archives
of completed supply chain studies and analyses; and g) links to defense relevant
organizations and resources, such as workforce training and matching.
Asset & Supply Chain Map
The NMEDD, with expertise provided by a consultant organization, will coordinate the
development of a database that maps and inventories the defense ecosystem in New
Mexico. The database will provide an understanding of the in-state dynamics of defense
contracting and the impact defense spending reductions might have on private sector
suppliers and communities.
A variety of approaches will be undertaken to maximize the completeness and utility of
the information. Federal databases, like the Federal Procurement Data System, will serve
as a starting point. Though it is recognized that Federal databases have local gaps in
information, they do offer an initial list of leads upon which to build information and
solicit additional leads. Leads will also be generated through the outreach events
mentioned above, the web portal, and interviews of involved organizations like New
Mexico’s Manufacturing Extension Program, Regional Development Corporation, New
Mexico’s DWS, the Economic Research & Analysis Bureau, university assistance
centers, and State Trade Adjustment Assistance Community College & Career Training
(TAACCCT) grantees.
With leads generated, the extensive field study will include face to face interviews,
database analyses, and technical reviews. Questions of the defense industry supply chain
such as who are they, what do they do, what do they manufacture, and where will be
answered. Questions of the asset chain such as what do they do, what resources are
available, and what new initiatives are planned will be answered.
SWOT Analysis
A “Strengths, Weaknesses, Opportunities, Threats” or SWOT analysis will be conducted
of New Mexico’s defense ecosystem. This analysis will lead to the identification of
industry areas that are the most conducive to economic diversification, consequently
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serving as a springboard for future adjustment and diversification planning. The results of
the SWOT analysis, along with information provided by the comprehensive map of the
defense industry supply chain, will help identify where industry and communities should
focus their strategic competitiveness, supporting a better balance between defense and
commercial customers.
Industry Cluster Analysis
The results from the supply chain map and SWOT analysis will seed a series of regional
studies targeting industry clusters that are identified as strong growth markets for the
defense community. Through face to face interviews and data reviews of New Mexico’s
DWS, the Economic Research & Analysis Bureau, trade associations, technology leaders,
and business professionals, a tool will be created that supports future economic
adjustment strategies by identifying solutions and resources.
4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES
Product Deliverables are work products or artifacts that are driven by the product management
methodology requirements and standard project management practices regardless of the product
requirements of the project.
4.2.2.1 [Deliverable 1-4: Asset & Supply Chain Mapping
4 web portal requirements
reports based upon the ongoing
results of an asset and supply
chain mapping of New
Mexico’s defense ecosystem
Deliverable Acceptance Criteria - Acceptance of reports by
project manager.
Standards for Content and Format - Comprehensive
data collection
Quality Review - Project Manager
4.2.2.2 [Deliverable 5-6: SWOT Analysis]
2 web portal requirements
reports based upon the results of
a SWOT analysis of New
Mexico’s defense ecosystem
Deliverable Acceptance Criteria - Acceptance of reports by
project manager.
Standards for Content and Format – Comprehensive data
collection
Quality Review - Project Manager
4.2.2.3 [Deliverable 7-8: Industry Cluster Analysis]
2 web portal requirements
reports based upon the results of
an IC analysis of New Mexico’s
defense ecosystem
Deliverable Acceptance Criteria - Acceptance of reports by
project manager.
Standards for Content and Format – Comprehensive data
collection
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Quality Review - Project Manager
4.2.2.4 [Deliverable 9: Website UI Design]
A UI design prototype that is a
non-functional, non-working
prototype that shows the layout,
flow and look and feel of the UI
Deliverable Acceptance Criteria - Acceptance of prototype
by project manager.
Standards for Content and Format – User friendly,
professional layout and informational.
Quality Review - Project Manager
4.2.2.5 [Deliverable 10: Website Database Design]
Design documentation for
database design
Deliverable Acceptance Criteria - Acceptance of
documentation by project manager.
Standards for Content and Format – Includes NM’s defense
ecosystem and educates private sector suppliers and
communities.
Quality Review - Project Manager
4.2.2.6 [Deliverable 11: Website Implementation]
A deployed web portal into the
production environment
Deliverable Acceptance Criteria - Acceptance of web portal
by project manager.
Standards for Content and Format - a database that maps
and inventories the defense ecosystem in New Mexico
and provides an understanding of the in-state dynamics
of defense contracting and the impact defense spending
reductions might have on private sector suppliers and
communities.
Quality Review - Project Manager
4.2.2.7 [Deliverable 12: Website Maintenance]
Monthly report on the activity
and status of all logged requests
received from the User Base
Deliverable Acceptance Criteria – Project manager will
review report.
Standards for Content and Format – Website activity log and
requests.
Quality Review - Project Manager
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
PAGE | 15
4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
Complete the following table to identify the deliverables this project is to produce, and to name
the person or persons who have authority to approve each deliverable.
DELIVERABLE
NUMBER
DELIVERABLE APPROVERS (WHO
CAN APPROVE)
DATE
APPROVED
1 Asset & Supply Chain Mapping Project Manager
2 Asset & Supply Chain Mapping Project Manager
3 Asset & Supply Chain Mapping Project Manager
4 Asset & Supply Chain Mapping Project Manager
5 SWOT Analysis Project Manager
6 SWOT Analysis Project Manager
7 Industry Cluster Analysis Project Manager
8 Industry Cluster Analysis Project Manager
9 Website UI Design Project Manager
10 Website Database Design Project Manager
11 Website Implementation Project Manager
12 Website Maintenance Project Manager
4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE
The Contract Program Coordinator will prepare and submit or make available for review
deliverables to the Project Manager, for quality review and approval.
5.0 PROJECT WORK
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
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
PAGE | 16
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.
IDENTIFIER WORK PACKAGE DESCRIPTION DEFINITION/
OBJECTIVE
MILESTONE/
DELIVERABLE
0001234 Asset & Supply Chain Mapping Asset & Supply
Chain Map of
NM’s Defense
Ecosystem
Final Report
0000056 SWOT Analysis Strength’s,
Weaknesses,
Opportunities,
Threats Analysis
of NM’s Defense
Ecosystem
Final Report
0000078 Industry Cluster Analysis Industry Cluster
Analysis of NM’s
Defense
Ecosystem
Final Report
9101112 Web Portal Website UI
Design, Database
Design,
Implementation,
& Maintenance
Active Web
Portal
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE
The 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
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
PAGE | 17
Major start, certification, and closeout dates are as follows:
12/17/15 Project Start
Ongoing 18 months Project Planning & Management
01/22/16 Planning Certification
03/31/16 Project Forums
08/24/16 Implementation Certification (requested)
06/30/17 Final Report
06/30/17 Project Closeout
Project status and schedule going forward are as follows:
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
PAGE | 18
5.3 PROJECT BUDGET
Costs 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).
Phase / Activity Associated Deliverables Estimated
Budget
Umbrella Tasks
Phase 1 - 4
Project Planning &
Management (18
months)
Project plan
Project Schedule
Monthly Reports
$456,624
Phase 1
Project Forums
Completion and report on 7 outreach forums $109,331
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
PAGE | 19
Phase / Activity Associated Deliverables Estimated
Budget
Phase 1
Asset & Supply
Chain Mapping
Web portal requirements report based upon the ongoing results of an asset and supply chain mapping of New Mexico’s defense ecosystem
$36,405
Phase 2
Asset & Supply
Chain Mapping
Web portal requirements report based upon the ongoing results of an asset and supply chain mapping of New Mexico’s defense ecosystem
$36,405
Phase 2
Website UI Design
A UI design prototype that is a non-functional, non-working prototype that shows the layout, flow and look and feel of the UI
$25,000
Phase 2
Website Database
Design
Design documentation for database design $15,000
Phase 3
Asset & Supply
Chain Mapping
Web portal requirements report based upon the ongoing results of an asset and supply chain mapping of New Mexico’s defense ecosystem
$36,405
Phase 3
SWOT Analysis
Web portal requirements report based SWOT analysis of New Mexico’s defense ecosystem
$51,250
Phase 3
Industry Cluster
Analysis
Web portal requirements report based Industry Cluster analysis of New Mexico’s defense ecosystem
$51,250
Phase 3
Website
Implementation
A deployed web portal into the production environment $64,000
Phase 4
Asset & Supply
Chain Mapping
Web portal requirements report based upon the ongoing results of an asset and supply chain mapping of New Mexico’s defense ecosystem
$36,405
Phase 4
SWOT Analysis
Web portal requirements report based SWOT analysis of New Mexico’s defense ecosystem
$51,250
Phase 4
Industry Cluster
Analysis
Web portal requirements report based Industry Cluster analysis of New Mexico’s defense ecosystem
$51,250
Phase 4
Website
Maintenance
Monthly report on the activity and status of all logged requests received from the User Base
$21,000
Phase 4
Project Closeout
Final mapping study report and DoIT closeout report $6,425
TOTALS $1,048,000
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
PAGE | 20
5.4 PROJECT TEAM
5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE
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.
5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES
NMEDD received funding for this project from the DoD’s Office of Economic Adjustment.
Julia Wise of the NMEDD’s Office of Science & Technology is the Project Manager,
responsible for all aspects of the project including performance of scope and objectives,
coordinating the activities of the project team, interfacing with the Project Steering Committee.
Randy Wilson, contract Program Coordinator, assists the Project Manager in these duties. He is
also responsible for managing the respective leads, also contractors, for Defense Industry
Outreach, Defense Industry Analysis, and Web Portal Development. The Project Steering
Project Manager
(Julia Wise)
Defense Industry Outreach Coordinator
(Lee Trussell)
Defense Industry Analysis Coordinator
(Betsy Gillette)
Web Portal Technical Manager
(Laura Epstein)
Contract Program Coordinator
(Randy Wilson)
Administration
(NMEDD)
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
PAGE | 21
Committee is responsible for general guidance, fostering community participation, and
facilitating an alignment of state and local economic diversification and adjustment strategies.
ROLE RESPONSIBILITY NAME FUNCTIONAL
AREA
Project Manager Responsible for all aspects
of the project including
performance of scope and
objectives, coordinating
the activities of the project
team, interfacing with the
Project Steering
Committee
Julia Wise NMEDD
Program
Coordinator
Will assist the Project
Manager in the above
duties. He will also be
responsible for managing
the respective leads, also
contractors, for Defense
Industry Outreach, Defense
Industry Analysis, and
Web Portal Development
Randy Wilson Contractor
Defense Industry
Outreach
Coordinator
Responsible for project’s
outreach and
communications plan,
community involvement,
and stakeholder
recruitment
Lee Trussell Contractor
Defense Industry
Analysis
Coordinator
Responsible for projects
market research and
mapping plan, data
gathering and synthesis,
surveys, and analysis
Betsy Gillette Contractor
Web Portal
Technical
Manager
Responsible for website
design, database design,
website implementation,
and maintenance
Laura Epstein Contractor
Administrative
Support
Will assist the project team
administratively
Jennifer McGhee Contractor
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
PAGE | 22
5.5 STAFF PLANNING AND RESOURCE ACQUISITION
Complete 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
5.5.1 PROJECT STAFF
Resource
Cost
Estimate
Estimated
Hours Availability Skill Set Work Product/Deliverable
FIXED PRICE
DELIVERABLES BASED
CONTRACT
5.5.2 NON-PERSONNEL RESOURCES
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
FIXED PRICE
DELIVERABLES BASED
CONTRACT
5.6 PROJECT LOGISTICS
Logistics 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 PROJECT TEAM TRAINING
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.
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
PAGE | 23
Resource
Cost
Estimate
Estimated
Hours Availability Skill Set Work Product/Deliverable
NONE NEEDED
6.0 PROJECT MANAGEMENT AND CONTROLS
6.1 RISK AND ISSUE MANAGEMENT
Risks are identified, mitigated against, reported, and tracked through monthly reporting by the
project team coordinator to the Project Manager & DoIT, quarterly reporting by the Project
Manager to the Strategic Advisory Group (Steering Committee), and quarterly reporting by the
Project Manager to the DoD’s Office of Economic Adjustment.
6.1.1 RISK MANAGEMENT STRATEGY
6.1.2 PROJECT RISK IDENTIFICATION
6.1.3 PROJECT RISK MITIGATION APPROACH
6.1.4 RISK REPORTING AND ESCALATION STRATEGY
6.1.5 PROJECT RISK TRACKING APPROACH
6.1.6 ISSUE MANAGEMENT
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.
THIS REQUIREMENT WAS WAIVED ON JUNE 23, 2016
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PAGE | 24
6.3 SCOPE MANAGEMENT PLAN
NMEDD received funding for this project from the DoD’s Office of Economic Adjustment.
Julia Wise of the NMEDD’s Office of Science & Technology is the Project Manager,
responsible for all aspects of the project including performance of scope and objectives,
coordinating the activities of the project team, interfacing with the Project Steering Committee.
Randy Wilson, contract Program Coordinator, assists the Project Manager in these duties. He is
also responsible for managing the respective leads, also contractors, for Defense Industry
Outreach, Defense Industry Analysis, and Web Portal Development. The Project Steering
Committee is responsible for general guidance, fostering community participation, and
facilitating an alignment of state and local economic diversification and adjustment strategies.
6.3.1 Change Control
6.3.1.1 Change Control Process
Changes are identified, mitigated discussed, reported, and tracked through monthly reporting by
the project team coordinator to the Project Manager & DoIT, quarterly reporting by the Project
Manager to the Strategic Advisory Group (Steering Committee), and quarterly reporting by the
Project Manager to the DoD’s Office of Economic Adjustment.
6.3.1.2 Change Control Board (CCB)
The Strategic Advisory Group (Steering Committee) will serve as the Project’s Change Control
Board.
6.4 PROJECT BUDGET MANAGEMENT
6.4.1 BUDGET TRACKING
The project has completed Initiation and Planning, and is seeking Certification for
Implementation. The actual expenditures through FY16 and forecast for FY17 are below. Note
that the contracts for this project are for fixed price for completion of deliverables. Actual
amounts billed will not vary from plan; only the timing of completion may impact actuals to
budget comparison.
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PAGE | 25
BUDGET
Description FY15 FY16 FY17 FY18 Total
Staffing -
Internal
Consulting
Services
Project
planning &
management
services,
outreach
forums, and
closeout
$261,539 $310,841 $572,380
Consulting
Services
Asset &
supply chain
mapping,
analysis, &
web portal
$475,620 $475,620
Hardware/
Software
TOTAL $261,539 $786,461 $1,048,000
6.5 COMMUNICATION PLAN
Communications needs of the stakeholders, executive sponsors, and project team are met through
monthly reporting by the project team coordinator to the Project Manager & DoIT, quarterly
reporting by the Project Manager to the Strategic Advisory Group (Steering Committee), and
quarterly reporting by the Project Manager to the DoD’s Office of Economic Adjustment.
6.5.1 COMMUNICATION MATRIX
See above.
6.5.2 STATUS MEETINGS
See above.
6.5.3 PROJECT STATUS REPORTS
See above.
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PAGE | 26
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 BASELINES
Project Area Category Measure
Project Planning &
Management
Planning Ongoing 18 months beginning
12/17/15
Project Forums Planning Complete by 03/31/16
Project Closeout Closeout Complete by 06/30/17
Asset & Supply Chain
Mapping
Implementation Complete by 05/31/17
SWOT Analysis Implementation Complete by 05/31/17
Industry Analysis Implementation Complete by 05/31/17
Web Portal Implementation Implementation Complete by 06/30/17
All Budget (fixed price for
deliverables)
Not to exceed $1,048,000
All Quality Review & Approval by
Project Manager
6.6.2 METRICS LIBRARY
Not applicable.
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PAGE | 27
6.7 QUALITY OBJECTIVES AND CONTROL
Quality management needs of the stakeholders, executive sponsors, and project team are met
through monthly reviews and reporting by the project team coordinator to the Project Manager &
DoIT, quarterly reviews and reporting by the Project Manager to the Strategic Advisory Group
(Steering Committee), and quarterly reporting by the Project Manager to the DoD’s Office of
Economic Adjustment.
6.7.1 QUALITY STANDARDS
NUMBER DESCRIPTION
QUALITY METRICS 1 AN OPEN ARCHITECTURE PORTAL THAT ENABLES OUTGOING
COMMUNICATIONS OF EVENTS, MEETINGS AND NEWS
A MEANS FOR RECEIVING AND UPLOADING SURVEY DATA,
STAKEHOLDER NETWORKING, AND DISSEMINATION OF
INFORMATION
QUALITY METRICS 2 SUCCESSFULLY ACCOMPLISH ALL EXPECTED OUTCOMES AND
GOALS OF THE PROJECT, NECESSARY TO MEET GRANT
REQUIREMENTS.
6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS
Project and product review and assessment needs of the stakeholders, executive sponsors, and
project team are met through monthly reviews and reporting by the project team coordinator to
the Project Manager & DoIT, quarterly reviews and reporting by the Project Manager to the
Strategic Advisory Group (Steering Committee), and quarterly reporting by the Project Manager
to the DoD’s Office of Economic Adjustment.
6.7.3 AGENCY/CUSTOMER SATISFACTION
This is a federally funded program, by the DoD’s Office of Economic Development (OEA).
Progress and financial status reports are prepared and submitted to OEA quarterly for their
review and acceptance.
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PAGE | 28
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS
The Contract Program Coordinator will prepare and submit deliverables to the Project Manager,
for quality review and approval, who will in turn submit deliverables #1, #2 and #5 to DoIT for
their review.
DELIVERABLE
NUMBER
DELIVERABLE APPROVERS (WHO
CAN APPROVE)
DATE
APPROVED
PRJ-DEL-001 Project Management Plan (PMP) Project Sponsor,
DoIT
PRJ-DEL-002 Project Charter Project Sponsor
PRJ-DEL-003 Contracts Project Manager
PRJ-DEL-004 Monthly Reports Project Manager
PRJ-DEL-005 Outreach Forum Report Project Manager
PRJ-DEL-006 Project Schedule Project Manager
PRJ-DEL-005 Closeout Project Manager &
DoIT
6.8 CONFIGURATION MANAGEMENT
NOT APPLICABLE
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 VERSION CONTROL
6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)
“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.
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PAGE | 29
6.9 PROCUREMENT MANAGEMENT PLAN
Two contracts totaling $1,048,000 have been executed to complete the work scope. Not
additional procurement will be required.
7. 0 PROJECT CLOSE
Project 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.
7.1 ADMINISTRATIVE CLOSE
Administrative Close occurs at both the end of phase and end of project. This closure consists of
verification that objectives and deliverables were met. Acceptance is formalized and phase
activities are administratively closed out. Administrative closure occurs on a “by-phase” basis in
accordance with the WBS and should not be delayed to project end. At that point, the burden of
closing is too great and audits inaccurate. The specific project close activities for a given project
are contingent on the project’s complexity and size. Project managers should work with the
project’s project management consultant to tailored Project Close procedures to compliment the
project’s objectives
7.2 CONTRACT CLOSE
Contract close is similar to administrative close in that it involves product and process
verification for contract close.
ATTACHMENTS
None; all information provided within.