ideal-nm management p · pdf file5.0 project management and controls ... implementation of a...

9/14/2007 Revision: 9.0 IDEAL-NM Project Management Plan i

IDEAL-NM PROJECT MANAGEMENT PLAN

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9/14/2007 Revision: 9.0 IDEAL-NM Project Management Plan ii

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11..00 PPrroojjeecctt OOvveerrvviieeww .................................................................................................................................. 66 11..11 IINNTTRROODDUUCCTTIIOONN .................................................................................................................................................................. 66 11..22 CCUURRRREENNTT SSTTAATTEE .............................................................................................................................................................. 77 11..33 FFUUTTUURREE SSTTAATTEE................................................................................................................................................................ 1100 11..44 NNEEEEDD .............................................................................................................................................................................................. 1111

22..00 SSccooppee ............................................................................................................................................................................ 1133 22..11 PPRROOJJEECCTT JJUUSSTTIIFFIICCAATTIIOONN ........................................................................................................................................ 1133 22..22 PPRROOJJEECCTT OOBBJJEECCTTIIVVEESS.................................................................................................................................................. 1144

2.2.1 BUSINESS OBJECTIVES .................................................................................... 14 2.2.2 TECHNICAL OBJECTIVES ................................................................................ 14

22..33 DDEELLIIVVEERRAABBLLEESS ........................................................................................................................................................................ 1166 2.3.1 PROJECT MANAGEMENT DELIVERABLES....................................................... 16

2.3.1.1 PROJECT CERTIFICATION .......................................................................... 16 2.3.1.2 PROJECT MANAGEMENT PLAN .................................................................. 16 2.3.1.3 PROJECT SCHEDULE.................................................................................. 16 2.3.1.4 INDEPENDENT VERIFICATION & VALIDATION PLAN ................................. 16 2.3.1.5 SOFTWARE DELIVERY IMPLEMENTATION PLAN ....................................... 16 2.3.1.6 PROJECT CLOSEOUT REPORT .................................................................... 17 2.3.1.7 LEGISLATIVE REPORTING.......................................................................... 17

2.3.2 PRODUCT DELIVERABLES ............................................................................... 17 2.3.2.1 NM CYBER ACADEMY................................................................................ 17 2.3.2.2 SERVICE CENTER....................................................................................... 20 2.3.2.3 LEARNING MANAGEMENT SYSTEM (LMS) ................................................ 21 2.3.2.4 WEB CONFERENCING SYSTEM................................................................... 21

2.3.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS ................................ 23 2.3.4 DELIVERABLE ACCEPTANCE PROCEDURE ..................................................... 24

22..44 WWOORRKK BBRREEAAKKDDOOWWNN SSTTRRUUCCTTUURREE ((WWBBSS)) .................................................................................... 2255 33..00 OOvveerraallll SSttrraatteeggyy ........................................................................................................................................ 2266

33..11 PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT LLIIFFEE CCYYCCLLEE .............................................................................................. 2288 33..22 CCRRIITTIICCAALL SSUUCCCCEESSSS FFAACCTTOORRSS .......................................................................................................................... 3300 33..33 PPRROOJJEECCTT LLOOGGIISSTTIICCSS ...................................................................................................................................................... 3311 33..44 PPRROOJJEECCTT LLIIFFEE CCYYCCLLEE MMOODDEELL ...................................................................................................................... 3322 33..55 TTEECCHHNNIICCAALL SSTTRRAATTEEGGYY .............................................................................................................................................. 3333

44..00 PPrroojjeecctt SSttrruuccttuurree .................................................................................................................................... 3355 44..11 SSTTAAKKEEHHOOLLDDEERRSS...................................................................................................................................................................... 3355 44..22 CCUUSSTTOOMMEERRSS.................................................................................................................................................................................. 3388 44..33 PPRROOJJEECCTT TTEEAAMM ...................................................................................................................................................................... 3399

4.3.1 PROJECT TEAM ORGANIZATIONAL BREAKDOWN STRUCTURE..................... 40 4.3.2 PROJECT TEAM ROLES AND RESPONSIBILITIES............................................. 41

55..00 PPrroojjeecctt MMaannaaggeemmeenntt aanndd CCoonnttrroollss .......................................................................... 4433

9/14/2007 Revision: 9.0 IDEAL-NM Project Management Plan iii

55..11 SSTTAAFFFFIINNGG PPLLAANNNNIINNGG AANNDD AACCQQUUIISSIITTIIOONN ........................................................................................ 4433 55..22 AASSSSUUMMPPTTIIOONNSS ............................................................................................................................................................................ 4477 55..33 CCOONNSSTTRRAAIINNTTSS ............................................................................................................................................................................ 4477 55..44 DDEEPPEENNDDEENNCCIIEESS ........................................................................................................................................................................ 4488

5.4.1 MANDATORY DEPENDENCIES ......................................................................... 48 5.4.2 DISCRETIONARY DEPENDENCIES .................................................................... 48 5.4.3 EXTERNAL DEPENDENCIES ............................................................................. 48

55..55 RRIISSKK MMAANNAAGGEEMMEENNTT........................................................................................................................................................ 4488 5.5.1 RISK MANAGEMENT STRATEGY ..................................................................... 48 5.5.2 PROJECT RISK IDENTIFICATION ..................................................................... 49 5.5.3 PROJECT RISK ANALYSIS ................................................................................ 49 5.5.4 PROJECT RISK MITIGATION APPROACH ........................................................ 52 5.5.5 RISK REPORTING AND ESCALATION STRATEGY ............................................ 52 5.5.6 PROJECT RISK TRACKING APPROACH ........................................................... 52

55..66 IINNDDEEPPEENNDDEENNTT VVEERRIIFFIICCAATTIIOONN AANNDD VVAALLIIDDAATTIIOONN -- IIVV&&VV.................................... 5533 55..77 SSCCOOPPEE MMAANNAAGGEEMMEENNTT PPLLAANN .............................................................................................................................. 5533 55..88 IISSSSUUEE MMAANNAAGGEEMMEENNTT .................................................................................................................................................... 5533

5.8.1 INTERNAL ISSUE ESCALATION AND RESOLUTION PROCESS .......................... 53 5.8.2 EXTERNAL ISSUE ESCALATION AND RESOLUTION PROCESS ......................... 54

55..99 PPRROOCCUURREEMMEENNTT MMAANNAAGGEEMMEENNTT PPLLAANN ................................................................................................ 5544 55..1100 CCHHAANNGGEE CCOONNTTRROOLL ...................................................................................................................................................... 5544

5.10.1 CHANGE CONTROL PROCESS........................................................................ 54 55..1111 PPRROOJJEECCTT TTIIMMEELLIINNEE.......................................................................................................................................... 5555 55..1122 PPRROOJJEECCTT BBUUDDGGEETT .......................................................................................................................................................... 5577

5.12.1 BUDGET TRACKING ....................................................................................... 57 55..1133 CCOOMMMMUUNNIICCAATTIIOONN PPLLAANN........................................................................................................................................ 5588

5.13.1 COMMUNICATION MATRIX ........................................................................... 58 5.13.2 STATUS MEETINGS ........................................................................................ 58 5.13.3 PROJECT STATUS REPORTS........................................................................... 58

55..1144 PPEERRFFOORRMMAANNCCEE MMEEAASSUURREEMMEENNTT ((PPRROOJJEECCTT MMEETTRRIICCSS)) ........................................ 5599 5.14.1 BASELINES ..................................................................................................... 59

55..1155 QQUUAALLIITTYY OOBBJJEECCTTIIVVEESS AANNDD CCOONNTTRROOLL .......................................................................................... 5599 5.15.1 CUSTOMER SATISFACTION............................................................................ 59 5.15.2 PROJECT/PRODUCT DELIVERABLE PRESENTATION .................................... 60

55..1166 CCOONNFFIIGGUURRAATTIIOONN MMAANNAAGGEEMMEENNTT............................................................................................................ 6611 5.16.1 VERSION CONTROL ....................................................................................... 61 5.16.2 PROJECT REPOSITORY (PROJECT LIBRARY) ............................................... 61

66..00 PPrroojjeecctt CClloossee .................................................................................................................................................. 6622 66..11 AADDMMIINNIISSTTRRAATTIIVVEE CCLLOOSSEE ........................................................................................................................................ 6622 66..22 CCOONNTTRRAACCTT CCLLOOSSEE.............................................................................................................................................................. 6622

77..00 GGlloossssaarryy .................................................................................................................................................................. 6644 77..11 AACCRROONNYYMMSS AANNDD AABBBBRREEVVIIAATTIIOONNSS.............................................................................................................. 6644

AAppppeennddiixx AA:: DDeelliivveerraabbllee AAcccceeppttaannccee FFoorrmm ........................................................ 6666

9/14/2007 Revision: 9.0 IDEAL-NM Project Management Plan iv

AAppppeennddiixx BB:: PPrroojjeecctt SScchheedduullee .................................................................................................... 6677 AAppppeennddiixx CC:: DDeeppaarrttmmeenntt SSttrraatteeggiicc PPrriioorriittiieess aanndd GGooaallss ............ 7711 AAppppeennddiixx DD:: CCuurrrreenntt SSttaattee –– PPuubblliicc EEdduuccaattiioonn............................................ 7744 AAppppeennddiixx EE:: FFuuttuurree SSttaatteewwiiddee DDiissttaannccee LLeeaarrnniinngg MMaapp ................ 7755 AAppppeennddiixx FF:: EExxiissttiinngg SSttaatteewwiiddee PPiilloottss MMaapp ........................................................ 7766 AAppppeennddiixx GG:: SSttaatteewwiiddee HHoossttiinngg CCeenntteerrss MMaapp ................................................ 7777 AAppppeennddiixx HH:: OOtthheerr NNMM TTeecchhnnoollooggyy PPrrooggrraammss ............................................ 7788 AAppppeennddiixx II:: IIDDEEAALL--NNMM SSuuppppoorrtt LLeetttteerrss .............................................................. 7799 AAppppeennddiixx JJ:: NNAACCOOLL NNeeeeddss AAsssseessssmmeenntt .................................................................. 8811 AAppppeennddiixx KK:: DDooIITT PPrroojjeecctt CCeerrttiiffiiccaattiioonn .................................................................. 8888 AAppppeennddiixx LL:: SSttaattuuss RReeppoorrtt .............................................................................................................. 8899 AAppppeennddiixx MM:: CChhaannggee CCoonnttrrooll LLoogg...................................................................................... 9900 AAppppeennddiixx NN:: CChhaannggee CCoonnttrrooll FFoorrmm.................................................................................. 9911 AAppppeennddiixx OO:: IIssssuuee EEssccaallaattiioonn LLoogg ...................................................................................... 9922

9/14/2007 Revision: 9.0 IDEAL-NM Project Management Plan v

Revision History Revision Number Date Comment 1.0 12/15/06 First draft 2.0 12/20/06 Insert time lines, narratives 3.0 01/08/07 Draft program information, & budget detail 4.0 01/29/07 Prepare draft for LFC review 5.0 02/14/07 Technical team input 6.0 02/28/07 HED edits, details, WBS detail 7.0 08/15/07 Project Manager edits 8.0 08/20/07 HED CIO edits 9.0 9/10/07 Project Manager edits

Revision: 8.0 IDEAL-NM Project Management Plan 6

11..00 PPRROOJJEECCTT OOVVEERRVVIIEEWW

11..11 IINNTTRROODDUUCCTTIIOONN The IDEAL-NM (Innovative Digital Education and Learning in New Mexico) project, an initiative announced by Governor Bill Richardson, and the Cyber Academy Act that was passed in the 2007 legislative session, creating a framework for a statewide eLearning program. The three main goals of these initiatives include:

1. Implementation of a statewide eLearning delivery system for K-12, higher education, and state agencies. This includes statewide software licensing for a learning management and web conferencing systems. Also included are consolidated data center operations for these systems.

2. Creation of a state-led virtual school (NM Cyber Academy) in partnership with local schools, districts, and RECs throughout the state. A detailed NM Cyber Academy plan appears in Appendix C.

3. Creation of a statewide eLearning Service Center for K-12, higher education, and state agencies to support the use of the shared eLearning delivery system and the administration of the NM Cyber Academy.

IDEAL-NM will establish a common infrastructure for online learning for the three major components:

Higher Education K12 Cyber Academy State Agencies • Common HED/LMS • Distance Learning • Dual Enrollment • Online College

Credit

• K12 Courses • Professional

Development • Training • Statewide

Collaboration • Web-Socialization

Software

• Children Youth and Families

• Department of Corrections

• Tele-health • Workforce Training

The services provided through the eLearning Service Center will reduce geographic, schedule, and administrative barriers to educational opportunities for New Mexico learners while increasing their technological literacy. Another outcome from the statewide eLearning service center is to provide technical, instructional, and administrative support to those institutions and agencies using a standard statewide eLearning delivery system. Coordinated multi-tiered help desk services and a sophisticated eLearning web portal will provide schools, higher education, workforce development, and state government agencies immediate opportunity to take advantage of enterprise eLearning tools.


In preparation for the implementation of the state-led cyber academy of IDEAL-NM, the NMLN sponsored a number of planning activities. Additionally a K-12 eLearning Needs Assessment was commissioned from the North American Council for Online Learning (NACOL), a national organization supporting best practices in virtual school development (NACOL, 2007). The statewide Cyber Academy will provide eLearning courses in partnership with local schools in a fair and equitable manner, and will utilize a standard eLearning delivery system, train and qualify eTeachers, develop NM owned eLearning courses (repository), and as a secondary strategy will develop partnerships with online course vendors and other vendors/contractors as needed to provide statewide solutions. The Cyber Academy will allow all public middle and high schools to develop and acquire eLearning courses for their students, with initial consideration for rural districts. It will scale to be a high quality, cost effective, statewide program for the State of New Mexico by leveraging existing examples nationwide, as well as the experience of a number of existing localized eLearning initiatives already in the state such as the Rio Rancho Cyber Academy, SE consortium, Wheeler Peak Academy, Albuquerque Public Schools, and some various other approaches in the state. Courses and content will be made available to all NM school districts. The school district can use its own instructors to teach the students or it can contract with the New Mexico Learning Network (NMLN) to secure other NM teachers to instruct the course.

11..22 CCUURRRREENNTT SSTTAATTEE The New Mexico educational system is structurally disparate. Educational initiatives are often funded separately, encouraging school districts, higher education institutions, and state agencies to operate in silos and compete for funding. There are certainly valid needs of individual institutions, schools, and agencies such as on-campus computers, local area networking, or buildings. However, some of the resources required for eLearning are well suited for cooperative state-level sharing and funding. These resources include shared application software, online course content, eTeachers, collaborative delivered degree programs, network connectivity, etc.

Since 2000, there have been two notable “statewide” eLearning initiatives in New Mexico targeting the delivery of “for credit” eLearning courses. The first was the New Mexico Virtual College (2000), followed by the New Mexico Virtual School (2001). A brief history of these initiatives is included below. While valuable lessons have been learned, neither statewide initiative achieved a sustained, wide-scale impact for the State of New Mexico due to inadequate support, including a lack of sustained funding, non-scalable models, and inadequate support. Successful large scale initiatives in other states have had ongoing support over five to ten year periods that have included recurring funding, scalable models, and a critical mass of influential champions. Other state initiatives that lacked state level leadership and coordination and have seen problems with small scale, expensive non-scalable models, questionable quality, inefficient use of state funding, and anti-collaborative funding models. It should be noted that there have been some statewide eLearning support programs that were not directly charged with delivery of online courses, or more localized in nature that have produced some sustained services. These include Regional Educational Technology Assistance (RETA)


and efforts by Regional Educational Cooperatives (RECs). It should also be noted that New Mexico colleges, universities, and school districts have continued to improve their local individual eLearning practices over time with some positive inter-district and inter-institutional collaborations. However, the wide-scale synergies apparent in other states have not yet been achieved. The needed collaboration will help provide consistent solutions for New Mexico learners that currently look out of state for eLearning opportunities as well as attract new learners to New Mexico. Fortunately, some undesirable scenarios seen in some other states’ eLearning environments (previously mentioned) have largely been averted to this point in New Mexico.

Recently, New Mexico has started taking positive steps to create statewide eLearning support and coordination that will be sustainable and scalable. During 2006, the New Mexico Learning Network facilitated collaborative eLearning planning that involved higher education, K-12, and state government. This planning resulted in a framework for two interrelated initiatives. These include Governor Bill Richardson’s IDEAL-NM (Innovative Digital Education and Learning in New Mexico) initiative, and the Cyber Academy Act (SB209/HB201), a Legislative initiative (NM_Governor, 2006; NM_Legislature, 2007). Both rely on a strategy of leveraging the different strengths and abilities of higher education, K-12, and state government. Rural Education Cooperatives (RECs) A distance learning initiative being developed in New Mexico on a smaller scale is a consortium between two RECs and their member districts, Alamogordo Public Schools, and five institutions of higher education to developed a distance learning network to serve rural school districts. Members of the consortium:

REC #8 School Districts

REC #9 School Districts

• Dexter • Hagerman • Lake Arthur • Loving

• Capitan • Carrizozo • Cloudcroft • Corona • Hondo Valley • Ruidoso • Tularosa

Institutions of Higher Education Alamogordo Public Schools

New Mexico State University (NMSU)-Alamogordo Eastern New Mexico University (ENMU)-Roswell

ENMU-Ruidoso New Mexico Junior College

Other distance education programs currently exist in New Mexico, including small start-up cyber schools in rural districts.

Rio Rancho Cyber Academy (RRCA) The Public Education Department was appropriated $731,900 in 2005 to launch the RRCA. Approximately 180 students are currently enrolled in the cyber academy. The RRCA has


contracted with out-of-state vendors for asynchronous courses and other related technology and a system for tracking their students. NM Corrections Department (NMCD) Miscellaneous courses were delivered through Eastern New Mexico University (ENMU) at Roswell and Portales to the inmate population at New Mexico Corrections Institutions. The total student participation as of the summer of 2003: Children Youth and Families Department (CYFD) CYFD Professional Development Bureau utilized eLearning for Defensive Driving classes and a pilot program for New Employee Orientation during fiscal year 2006. During that time period, approximately 700 employees utilized the system to complete these courses. There are approximately 2500 employees in CYFD. CYFD would like to continue to use eLearning for Defensive Driving, and add curriculum for HIPAA compliance training. The department will also develop curriculum to be provided via eLearning in various mandatory core classes for Protective Service, Juvenile Probation Officers, and Juvenile Correction Officers training. CYFD anticipates that approximately 1,400 employees will be trained next fiscal year using this tool and as additional curriculum is developed, it is anticipated that the use of distance learning will grow approximately 300-500 employees per year per course developed. Juvenile Justice Services (JJS) at CYFD is responsible for the rehabilitation of children who have been committed to CYFD facilities or probationary services by a judge. The intent of the program is to provide the tools and curriculum necessary for these children to continue their education in multiple settings focusing on individual learning goals. Student’s data will be readily available to teachers and administrators to minimize the loss of educational time when a student transfers between facilities. Educational opportunities are expanded with an online curriculum for students in the juvenile justice program. The flexibility of delivery lends to the support of the juvenile facilities. The mobility issues will become non-existent if in fact the youth are moved into different levels of security or a different location. Professional development would also increase effective and efficient program implementation. There are currently six state supported schools that house juveniles for various reasons from emotional disorders to criminal offenses. These sites are limited in their course offerings by teachers available at the facilities. New Mexico Higher Education The higher education institutions have been offering distance education and supporting secondary schools for several years around the state. The New Mexico Council for Higher Education Computing and Communication Services (CHECS) is a consortium of professional members from the computing services divisions in every institution of higher education in the state. CHECS membership also includes professionals from RECs, and K12 technology directors. CHECS is the telecommunications provider for much of the education network services in the state. (See Statewide Hosting Map in Appendix G)

965 Students: 186 Women 779 Men


North American Council for Online Learning (NACOL) 2007 Needs Assessment In an effort to seek feedback on how the New Mexico Cyber Academy can be a valuable resource to district, schools, and students, the New Mexico Learning Network (NMLN) commissioned the NACOL to conduct an online Needs Assessment survey. The results of this survey have been utilized in planning the IDEAL-NM project. (See NACOL Needs Assessment in Appendix J)

11..33 FFUUTTUURREE SSTTAATTEE Through collaboration, the NM Public Education Department (PED), the NM Higher Education Department (HED), the Department of Information Technology (DoIT), the CHECS Education Technology Consortium, and the NM Learning Network (NMLN) have developed a vision for a world-class education system in which all New Mexico students are prepared to succeed in college and career. The passage of the 2007 Cyber Academy Act is an exciting component in education reform and in moving New Mexico forward. IDEAL-NM is the vehicle to carry this vision to reality. The estimated 114,000 middle and high school students in New Mexico Public Schools will have access to online learning opportunities that would increase their available courses. It is anticipated that within five years of the IDEAL-NM project being funded, all students graduating from a NM high school will have had the opportunity to experience at least one eLearning course. This estimate is based on the current reported distance education population in New Mexico, the national trend of 20 percent annual increases in online courses for higher education, and to 50 percent annual increases in online courses for secondary education. A support system that allows the New Mexico education community and state agencies to share resources and knowledge, and provide additional resources for small school districts and institutions that may not otherwise be available for their students. IDEAL-NM is aligned with many existing initiatives and gets them moving in the same direction, toward meeting the needs of New Mexico’s citizens. A NM Cyber Academy from where:

• high quality public school classes are offered online, • high quality dual credit classes are offered online, • students will graduate from high school with at least one online course completed, • partnerships will evolve with local schools to expand course offerings to students, • staff training and professional development can be obtained online, • New Mexico students are taught by New Mexico highly qualified teachers, • eLearning environment is collaborative, not competitive, • eLearning environment is open to public, charter, home, and private school students, • local schools work with their students to select online courses, • price does not exceed Student Equalization Guarantee (SEG).


IDEAL-NM Statewide Model

11..44 NNEEEEDD The PED/HED Distance Education Taskforce identified the following priority needs for New Mexico that will be addressed by the implementation of the IDEAL-NM project.

• To provide all New Mexico students quality courses they are unable to get in a face-to-face setting. While the initial focus will be rural school districts, there is a growing demand for these solutions in all areas.

• To provide high quality professional development and training to educational staff across New Mexico.

• To remedy existing educational inequities affecting all New Mexicans by improving access to education, enhancing completion, maximizing workforce preparedness, and empowering participation in lifelong learning opportunities.

Economic development in New Mexico depends on raising educational levels. New Mexico lags behind the rest of the country in its level of educational attainment. This lower level of education is reflected by New Mexico’s 44th ranking ($37,587 compared to $44,473 nationally)


on the household median income index in 2004 (U.S. Census Bureau, 2005). New Mexico, which is a largely a rural state, is also challenged by the lower level of education among rural adults compared with urban adults (see Table 1 below).

Table 1: Educational Attainment of Rural vs. Urban New Mexican Adults

Level of Education Rural New Mexicans Urban New Mexicans Less than high school 25% 17% High school, no college 29% 25% Some college 28% 29% College 17% 27%

Many small, rural high schools have a difficult time recruiting and retaining teachers. The principal reason teachers leave rural areas is isolation – social, cultural, and professional. Frequent teacher turnover could lead to difficulties in developing and maintaining rigorous, college-preparatory courses.

Many of New Mexico’s education institutions face significant problems in maintaining information technology infrastructure and enterprise software applications. The number and complexity of enterprise software applications is outgrowing the available technical resources of many individual institutions. Web-based learning management systems also pose significant challenges with their increased functionality and integration requirements. A statewide investment in a learning management system is needed to provide a cost effective approach to expanding access to education, a common platform for improving teaching methods, and improved reporting capability.

NACOL 2007 Needs Assessment

One purpose of the Needs Assessment was to determine the level of need and interest in Online Learning Options. The level of need expressed for specific student groups was varied, with no single reason standing out but rather consistent need expressed for all categories. The need to upgrade or obtain affordable Learning Management Systems and other web-based instructional technology tools has continued to become more critical for educational institutions across the state (e.g. Higher Education, K-12, and government agencies). The demands of students and instructors for a friendly user interface coupled with growing database requirements and the need for sophisticated back-end interfaces have made obtaining complex LMS platforms unlikely for many educational institutions. The cost and complexity of the LMS software has been matched with growing hardware requirements. While vendors offer smaller schools access to this software service through Application Service Provider (ASP) contracts this solution is often beyond the budgetary constraints of the educational institution.

A summary of needs were extracted from the NACOL Needs Assessment and follow: (See Appendix J for the complete NACOL Needs Assessment).

1. Need for online test preparation was highest for ACT exam preparation.

2. Spanish was identified as the world language course most needed in an online environment.

3. There was consistent need expressed for online math courses.


4. English I, II, III, and IV had nearly equivalent percentages as to which one was deemed most in need for an online environment.

5. New Mexico History was the social studies course that received the most responses as being the highest need.

6. Sixty-four percent (64%) of the responses stated that “catch up” curriculum (credit recovery) were a high need for virtual schools to offer.

7. The need for online professional development courses for teachers rated consistently high across all subgroups. In summary, the most common requests for online professional development were:

• Teaching with technology – integrating technology into the curriculum

• Reading and Writing strategies

• Using Smart Boards

• Differentiated instruction

• Content specific training

• Classroom management strategies

• Assessment strategies

• No Child Left Behind (NCLB) Accountability Issues

22..00 SSCCOOPPEE

22..11 PPRROOJJEECCTT JJUUSSTTIIFFIICCAATTIIOONN In 2005, Governor Richardson announced our comprehensive Making Schools Work initiative that combines strategies for aligning education from pre-K through 20 (P-20), increasing rigor and relevance in curriculum, boosting the number of highly qualified teachers, creating 21st century classrooms, and closing the achievement gap. Every New Mexican should have access to an affordable higher education, and be prepared to graduate and thrive in a high-wage economy. In 2006, significant statewide planning events and associated state-level support in the 2007 Legislature provided the basis for initiating IDEAL-NM outlined in the Cyber Academy Act (NM Governor, 2006; NM Legislature, 2007). The three major goals of IDEAL-NM are:

Implementation of a statewide eLearning delivery system for K-12, higher education, and state agencies. This includes statewide software licensing for a learning management system and web conferencing system. Also included are consolidated data center operations for these systems.


Creation of a state-led virtual school (Cyber Academy) in partnership with local

schools, districts, and RECs throughout the state.

Creation of a statewide eLearning Service Center for K-12, HE, & Government to support the use of the shared eLearning delivery system and the administration of the NM Cyber Academy.

The IDEAL-NM project will be the vehicle to facilitate the goals outlined for these initiatives.

22..22 PPRROOJJEECCTT OOBBJJEECCTTIIVVEESS

22..22..11 BBUUSSIINNEESSSS OOBBJJEECCTTIIVVEESS

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN Bus. Objective 1 Establish a statewide Cyber Academy for grades 6-12 that will provide

high quality eLearning courses to all school districts in New Mexico. Bus. Objective 2 To develop “dual credit” eLearning courses that will help high school

students meet higher education entrance requirements. Bus. Objective 3 To provide quality eLearning professional development opportunities

within the state, and reduce travel requirements with an initial focus on teacher development.

Bus. Objective 4 To leverage existing educational entities and initiatives in the State of New Mexico to provide coordination between districts, institutions, and agencies.

Bus. Objective 5 To advance the model of providing advanced IT resources across NM education in a cost effective manner.

Bus. Objective 6 To increase access to education for rural school districts, and to an increasing percentage of the population participating in higher education, and workforce retraining.

22..22..22 TTEECCHHNNIICCAALL OOBBJJEECCTTIIVVEESS

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN Tech. Objective 1 Consolidate the eLearning infrastructure by reducing the number of

Learning Management System (LMS) installations from 22 to 3 or less and facilitate the sharing of methods, systems, processes, and data.

Tech. Objective 2 Procurement and implementation of one standard statewide LMS that will allow more collaboration between public education, higher education, and state agencies.

Tech. Objective 3 Procurement and implementation of one standard statewide Web Conferencing System that interfaces seamlessly with the statewide LMS.

Tech. Objective 4 To provide helpdesk support for the technical infrastructure and


NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN software interface that the learners will be accessing.

Tech. Objective 5 Establish an eLearning Portal of courses, programs, and workshops accessible to everyone.

Tech. Objective 6 Establish a statewide Service Center in central New Mexico for K-12, Higher Education and State Agencies to support the use of a shared eLearning delivery system and the administration of the Cyber Academy.


22..33 DDEELLIIVVEERRAABBLLEESS

22..33..11 PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT DDEELLIIVVEERRAABBLLEESS

2.3.1.1 PROJECT CERTIFICATION Deliverable Acceptance Criteria – Achieve project certification by advancing through all phases of certification process. Standards for Content and Format – PMP, Project Schedule, IV&V Plan, Project Closeout Report, and presentation to DoIT Project Certification Committee.

Description – DoIT Project Certification (See Appendix K)

Quality Review – DoIT Project Certification Committee review and approval.

2.3.1.2 PROJECT MANAGEMENT PLAN Deliverable Acceptance Criteria – Completely integrated project plan that meets standards established by the Department of Information Technology (DoIT). Standards for Content and Format – MS Word

Description – Project Management Plan (PMP)

Quality Review – Core Project Team review, and DoIT Project Certification Committee review and approval.

2.3.1.3 PROJECT SCHEDULE Deliverable Acceptance Criteria – Project schedule including IV&V tasks, integrated with PMP that meets DoIT standards. Standards for Content and Format – MS Excel & MS Project

Description – Project Schedule


2.3.1.4 INDEPENDENT VERIFICATION & VALIDATION PLAN Deliverable Acceptance Criteria – IV&V plan describing what and when IV&V services will be implemented according to PMP and Project Schedule. Standards for Content and Format – MS Word, MS Excel & MS Project

Description – IV&V Plan


2.3.1.5 SOFTWARE DELIVERY IMPLEMENTATION PLAN Description – Implementation Plan for LMS and Web Conferencing systems.

Deliverable Acceptance Criteria – Completely documented specifications for LMS and Web conferencing that detail configuration requirements.


Standards for Content and Format – MS Word and MS Visio Quality Review – Core Project Team review, HED and PED sign-off.

2.3.1.6 PROJECT CLOSEOUT REPORT Deliverable Acceptance Criteria – Document describing lessons learned, project accomplishments, recommendations looking ahead, and outstanding risks. Standards for Content and Format – MS Word, MS Excel & MS Project

Description – Project Closeout Report


2.3.1.7 LEGISLATIVE REPORTING Deliverable Acceptance Criteria – A preliminary report describing quality and cost-effectiveness of the provision of distance learning courses. Standards for Content and Format – MS Word

Preliminary Report to Legislature by January 1, 2008.

Quality Review – Core Project Team review, HED and PED sign-off.

Deliverable Acceptance Criteria – A final report describing quality and cost-effectiveness of the provision of distance learning courses, including whether the services increased the rigor of school district and charter school curricula, and make recommendations for the expansion to other regional education cooperatives. Standards for Content and Format – MS Word

Final Report to Legislature by June 30, 2008.


22..33..22 PPRROODDUUCCTT DDEELLIIVVEERRAABBLLEESS

2.3.2.1 NM CYBER ACADEMY Description –Establish a statewide online course delivery service that utilizes a Service Center and Regional Hosting Centers to allow New Mexico middle schools and high schools to offer their students eLearning courses.


Deliverable Acceptance Criteria – A Distance Learning planning requirement from the Cyber Academy Act SB 209. The purpose of this plan is to present a path to sustainable eLearning opportunities in New Mexico for students and workforces served by K-12, higher education, and state agencies. Standards for Content and Format – MS Word, MS Excel

New Mexico Distance Learning Strategic Plan (2000-2009)

Quality Review – Core Project Team review, statewide stakeholder review, HED and PED sign-off.

Deliverable Acceptance Criteria –

A planning document that addresses short and long-range objectives as required by the Cyber Academy Act SB 209. The purpose of this plan is to document how the New Mexico Cyber Academy will be implemented in a single document and in compliance to Cyber Academy Act SB 209.

The NM Cyber Academy Plan will describe a phased approach to course selection, and priority for the delivery of courses for credit to students who have the greatest need because of geographical location or circumstances in which a school district may have difficulty delivering essential course instruction due to financial constraint or lack of highly qualified teachers. Standards for Content and Format – MS Word

NM Cyber Academy Plan

Quality Review – Core Project Team review, statewide K12 stakeholder review, HED and PED sign-off.

Deliverable Acceptance Criteria – A policy and procedures handbook that describes public school, state-supported school, home school, and nonpublic school student enrollment procedures for grades six through twelve, minimum course requirements, qualifications, course costs, and special situations accommodating students detained in a Juvenile Detention Facility. Standards for Content and Format – MS Word, MS Excel

Policy & Procedures Handbook

Quality Review – Core Project Team review, statewide stakeholder review, HED and PED sign-off.

Deliverable Acceptance Criteria – Complete implementation of 16 Course Modules of NM History and Algebra.

Development of Online Courses

Standards for Content and Format – A course content evaluation report provided by an independent evaluator/contractor.


Quality Review – Course content evaluation, Core Project Team review, HED and PED sign-off.

Deliverable Acceptance Criteria –

Teacher training plan describing curriculum to be used during Teacher training sessions

Certification process that ensures teachers are qualified to teach after training has been administered.

Standards for Content and Format – MS Word, MS Excel

Teacher Training and Certification Plan


Deliverable Acceptance Criteria – Training Materials that will be used during Teacher Training Standards for Content and Format – MS Word, MS Excel

Teacher Training Materials


Deliverable Acceptance Criteria – A Professional development handbook that describes how teachers, instructional support providers, and school administrators can administer online courses. This handbook will accompany train-the-trainers when fully trained. Standards for Content and Format – MS Word

Instructional Facilitator and Counselor Handbook


Deliverable Acceptance Criteria – A planning document that describes pre-requisites and qualifications for teachers to teach online courses, and a recruitment plan for ensuring qualified teachers are selected. Standards for Content and Format – MS Word

Teacher Qualification and Recruitment/hiring Plan


Deliverable Acceptance Criteria – Successful training of 32 teachers to administer eLearning courses and 8 Train-the-Trainers who can teach other teachers to administer eLearning courses. Standards for Content and Format – MS Word

Teacher Training



2.3.2.2 SERVICE CENTER Description –Establish a physical Service Center from which to manage Cyber Academy online activities and Help Desk and other eServices.

Deliverable Acceptance Criteria – Facilities agreement (MOU) coordinated between the State Public Education Department (PED) and Rio Rancho Cyber Academy (RRCA). Standards for Content and Format – MS Word letter with signatures from RRCA.

Service Center Facility


Deliverable Acceptance Criteria – Service Center Management Structure describing leadership, functional job descriptions, and decision making process. Standards for Content and Format – MS Word document.

Service Center Management Structure


Deliverable Acceptance Criteria – NMLN Executive Director, Administrative Assistant, NMCA Director, Distance Learning Services Director, Project Manager, and Help Desk staff hired and functioning in their jobs. Standards for Content and Format – Job acceptance letters from each staff member and personal interviews once on task.

Staffing


Deliverable Acceptance Criteria – Each staff member is assigned a desk, chair, phone, basic office supplies, and computer with network connectivity to internet/intranet including ability to locally print documents. Standards for Content and Format – Inventory document (MS Word) of all assigned equipment and furniture for each staff member.

Office Equipment


Deliverable Acceptance Criteria – Help Desk Software acquired, functioning, in production, and sufficient training has been administered.

Help Desk Software

Standards for Content and Format – Written report submitted by each Help Desk staff member indicating Help Desk software is functioning properly and sufficient training has been administered.



2.3.2.3 LEARNING MANAGEMENT SYSTEM (LMS) Description – Establish one standard Learning Management System (LMS) from which all courses will be developed.

Deliverable Acceptance Criteria – Through a competitive state RFP process, a vendor is selected for procuring one standard LMS to the state in support of this project. Standards for Content and Format – Copy of award letter to the Vendor from State Purchasing Department.

Procure LMS System


Deliverable Acceptance Criteria – Implementation will follow the LMS Implementation Plan. Requires Vendor coordination. Standards for Content and Format –

Data Center (1) LMS Implementation







Quality Review Core Project Team review, HED and PED sign-off.

2.3.2.4 WEB CONFERENCING SYSTEM Description –Establish one standard Web Conferencing System from which all LMS courses developed will interact with students.


Deliverable Acceptance Criteria – Through a competitive state RFP process, a vendor is selected for procuring one standard Web Conferencing System that is compatible with the awarded LMS in support of this project. Standards for Content and Format – Copy of award letter to the Vendor from State Purchasing Department.

Procure Web Conferencing System


Deliverable Acceptance Criteria – Implementation will follow the Web Conferencing Implementation Plan. Requires Vendor coordination. Standards for Content and Format –

Data Center (1) Web Conferencing Implementation









22..33..33 DDEELLIIVVEERRAABBLLEE AAPPPPRROOVVAALL AAUUTTHHOORRIITTYY DDEESSIIGGNNAATTIIOONNSS

DDEELLIIVVEERRAABBLLEE NNUUMMBBEERR

DDEELLIIVVEERRAABBLLEE AAPPPPRROOVVEERRSS ((WWHHOO CCAANN AAPPPPRROOVVEE))

DDAATTEE AAPPPPRROOVVEEDD

PRJ-DEL-001 Project Certification DoIT Project Certification Committee

PRJ-DEL-002 Project Management Plan (PMP) Core Project Team, DoIT Project Certification Committee

PRJ-DEL-003 Project Schedule Core Project Team, DoIT Project Certification Committee

PRJ-DEL-004 IV&V Plan Core Project Team, DoIT Project Certification Committee

PRJ-DEL-005 Software Delivery Implementation Plan for LMS and Web Conferencing Systems

Core Project Team, DoIT Project Certification Committee

PRJ-DEL-006 Project Closeout Report Core Project Team, DoIT Project Certification Committee

PRJ-DEL-007 Preliminary Report to Legislature (January1, 2008)

Core Project Team, PED, HED, Legislators

PRJ-DEL-008 Final Report to Legislature (June 30, 2008)

Core Project Team, PED, HED, Legislators

PRD-DEL-001 New Mexico Distance Education

Strategic Plan (2000-2009) Core Project Team, Legislators

PRD-DEL-002 NM Cyber Academy Plan Core Project Team, Legislators

PRD-DEL-003 Policy & Procedures Handbook Core Project Team, PED, HED

PRD-DEL-004 Development of Online Courses Core Project Team, PED, HED

PRD-DEL-005 Teacher Training and Certification Core Project Team,


DDEELLIIVVEERRAABBLLEE NNUUMMBBEERR

DDEELLIIVVEERRAABBLLEE AAPPPPRROOVVEERRSS ((WWHHOO CCAANN AAPPPPRROOVVEE))

DDAATTEE AAPPPPRROOVVEEDD

Plan PED, HED PRD-DEL-006 Teacher Training Materials Core Project Team,

PED, HED

PRD-DEL-007 Instructional Facilitator and Counselor Handbook

Core Project Team, PED, HED

PRD-DEL-008 Teacher Qualification and Recruitment/Hiring Plan

Core Project Team, PED, HED

PRD-DEL-009 Teacher Training Core Project Team, PED, HED

PRD-DEL-010 Service Center Facility Core Project Team, PED, HED

PRD-DEL-011 Service Center Management Structure Core Project Team, PED, HED

PRD-DEL-012 Staffing Core Project Team, PED, HED

PRD-DEL-013 Office Equipment Core Project Team, PED, HED

PRD-DEL-014 Help Desk Software Core Project Team, PED, HED

PRD-DEL-015 Procure LMS System RFP Evaluation Committee

PRD-DEL-016 Data Center (1) LMS Implementation Core Project Team, Institution



PRD-DEL-019 Procure Web Conferencing System RFP Evaluation Committee

PRD-DEL-020 Data Center (1) Web Conferencing Implementation

Core Project Team, Institution





PRD-DEL-023 Fall 2007 Course Offerings Core Project Team, PED, HED

PRD-DEL-024 Spring 2008 Course Offerings Core Project Team, PED, HED

22..33..44 DDEELLIIVVEERRAABBLLEE AACCCCEEPPTTAANNCCEE PPRROOCCEEDDUURREE The procedure established for acceptance of each deliverable in this project is based on the business requirements. Each requirement will be assigned a number and when the requirement is


completed (i.e., developed, tested, and then accepted by the Technical Lead and the designated Project Steering Team representative); it is logged and tracked on the Deliverable Acceptance Form (see Appendix A – Acceptance Management). This procedure and form allows the Project Manager and the Project Team to view all completed deliverables and to adjust the project schedule, as needed, to meet project deadlines.

22..44 WWOORRKK BBRREEAAKKDDOOWWNN SSTTRRUUCCTTUURREE ((WWBBSS)) The work breakdown structure will be expanded upon after a Cyber Academy Plan and the selection of a Learning Management System is established. A facilitated session to complete the WBS will be run by the Project Manager and the Core Team. The WBS work session will further establish a work plan. These will be broken down into tasks to meet the business and technical objectives. The WBS will then be expanded into task assignments, estimating, and creating a complete project schedule. Following is a very high level WBS breaking out the major components of this project.


33..00 OOVVEERRAALLLL SSTTRRAATTEEGGYY NM Cyber Academy The project goal is to establish 16-sections of High School level courses of NM History and Algebra by opening day of the Cyber Academy on August 1, 2008. The approach to achieving this goal will be phased but aggressive. Since the statewide LMS will not be procured until October, 2007, nor implemented before June 2, 2008, the strategy is as follows:

Fall 07 semester online courses, August 31, 2007. NM Public Education Department (PED) will extend and modify currently active contracts with vendors in order to purchase online courses and enroll students. The New Mexico Learning Network (NMLN) will provide funding for these initial courses. These purchased courses include trained instructors provided by the vendor and will quickly enable enrollment of approximately 300 students. This exercise will reveal dos and don’ts in providing online courses. It will also serve as orientation for Public School teachers planning to be trained for online course offerings in spring (January, 2008).

Online course development, August 31, 2007 to January, 2008. Albuquerque Public Schools (APS) has offered to provide 500 licenses of their LMS in order to initiate course development beginning August, 2007. Two course sections of Algebra and NM History will undergo a 5-month development cycle and be ready for spring enrollment in January, 2008. During this same timeframe, 32 teachers and facilitators from REC 3, 8 and 9 will be trained and prepared for spring semester.

Spring 08 semester online courses, January, 2008. Two course sections of NM History and Algebra will have been developed with APS licenses and offered for spring semester. An independent evaluator will provide an audit of spring semester course offerings to provide feedback before opening day of Cyber Academy.

Data Center fully Implemented, June 2, 2008. . By June 2, 2008 at minimum, one (1) Data Center will have the statewide LMS and Web Conferencing software fully implemented and ready for course integration.

Course Integration to statewide LMS, June 2, 2008. After a fully functional Data Center is in place, integration of courses can begin. Integration of previously developed high school level NM History and Algebra courses as well as other courses developed can be integrated to the statewide online learning environment. It is projected that by opening day of the Cyber Academy, courses will be offered utilizing the newly implemented Data Center. It is anticipated that course integration will continue over the next 2 to 5 years.

Continued online course development, June, 2008 to August 1, 2008. All 16 course sections of Algebra and NM History online courses will be fully integrated into the statewide LMS.

Fall 08 semester online courses, August 31, 2008. All 16 course sections of high school level NM History and Algebra will be offered for Fall 08 semester of the Cyber Academy.

Opening Day for NM Cyber Academy, August 31, 2008. Statewide Service Center


The Service Center will house the Director(s), helpdesk staff, and Project Manager for the project. The Service Center will provide students with a support phone number and one-stop for a multi-level tiered help desk service center. The strategy is as follows:

Establish facility, August, 2007. The Rio Rancho Cyber Academy in Rio Rancho, NM has been selected as the Service Center location. A facilities agreement will be solidified and the site secured by mid August, 2007.

Executive Staffing, September, 2007. Staffing the NMLN Executive Director, eLearning Services Director, and NM Cyber Academy Director positions will be completed by mid September, 2007.

Helpdesk Staffing, November, 2007. Helpdesk staffing will be the responsibility of the NMLN Executive Director. The expectation is that helpdesk staff will be hired by November, 2007 and before helpdesk software can be procured. The strategy is that helpdesk staff can assist in the evaluation of helpdesk software options.

Functioning Helpdesk, December, 2007. Helpdesk software will be the responsibility of the NMLN Executive Director. It is expected that helpdesk software will be procured, helpdesk staff trained, and operational by December, 2007, in time to support Spring 08 online courses.

Software Delivery (LMS & Web Conferencing) Software delivery begins with procurement of the LMS and Web Conferencing software. However, procurement requires a completed project plan (PMP), IV&V plan, and advancing through the Initiation and Planning Phases of project certification with the DoIT. The strategy is as follows:

Project Certification, September, 2007. Beginning July 1, 2007, the project manager will begin developing the project management plan (PMP) and IV&V plan for achieving project certification in late September, 2007.

LMS Software Procurement, October, 2007. Beginning July 1, 2007, the project manager will finalize the LMS RFP, establish an evaluation committee, and through a state RFP process, procure a statewide LMS by October 15, 2007.

Web Conferencing Software Procurement, December, 2007. Beginning October, 2007, the project manager will finalize the Web Conferencing RFP, establish an evaluation committee, and through a state RFP process, procure a statewide Web Conferencing system by December 25, 2007.

Enhance eLearning Web Portal, February, 2008. Enhancement’s to the statewide eLearning Web Portal is not a defined deliverable in the IDEAL-NM project. However, an enhanced Web Portal is a dependency to ensure Business Objectives 4, 5 and 6 are met. Beginning September, 2007 the New Mexico Learning Network (NMLN) will contract with the University of New Mexico to enhance the Portal from which there will be a one-stop-shop for enrolling in NM History and Algebra courses before Fall 08 opening day of the Cyber Academy. Expectations for February, 2008 are to improve visual design, navigation, and site searching, with further development of information pages, and allow for linking to Cyber Academy programs, schedules, and information. Students will be able to contact their appropriate counselor for help with registration for courses. Improvements to content provider functionality will include improving course/program upload & maintenance capability and extending this capability to K-12


and Government Agencies. Although the portal will allow for limited functionality in regards to registration and enrollment for advisors, additional “How to” documents, useful links, and documentation will be made available to teachers and students. Updates to the Role Management and Security functions will be made to support Advisor logins.

Implement LMS and Web Conferencing Software at Data Center, June 2008. Beginning January, 2008, the project manager together with an institution and the LMS and Web Conferencing software vendors will develop an implementation plan. At minimum, one institution will provide resources to install a statewide instance of LMS and Web Conferencing software to support the state. A six-month effort is projected to allow enough time for hardware procurement, software installation and testing. It is projected that at minimum, one Data Center will be fully functional by June 2, 2008. Until the LMS software solution has been acquired, it is undetermined if one data center or multiple data centers (Institutions) will be configured to support the state.

Compliance to IT Service Delivery Model. The LMS and Web Conference strategy complies with the DoIT Service Delivery Model in that a separate project to enhance the Cyber Academy Web Portal will streamline one-stop-shopping for online learning tools accessible to all state agencies for professional development. The LMS and Web Conferencing software systems will be managed from public Institution’s where state funding will not be required for system administration of such applications. The Institution’s themselves will be able to reduce the number of current licenses by migrating over to one statewide LMS license, in exchange for providing the system administration resources required to support a statewide service. The LMS and Web Conferencing strategy compliments the Applications Domain of the IT Service Delivery Model.

33..11 PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT LLIIFFEE CCYYCCLLEE Planning Phase:

1. Determine stakeholders and project team 2. Conduct retreat with stakeholders to gain consensus on project timeline 3. Develop Project Management Plan (PMP) with deliverables and Initial Project Schedule 4. Develop IV&V Plan and interview IV&V vendors 5. Obtain Project Certification approval 6. Develop Distance Education Strategic Plan 7. Develop NM Cyber Academy Strategic Plan 8. Establish budget for procurement of software and hardware 9. Interview and hire Director(s) 10. Establish facility for Service Center 11. Finalize LMS RFP and Proposal Evaluation Committee 12. Ensure Cyber Academy Web Portal project is initiated between NMLN and UNM 13. Develop and conduct presentations with department Secretaries and Legislators 14. Discover online course solutions for Fall 07 enrollment 15. Identify 32 teachers interested in teaching online courses

Execution Phase:


1. Issue RFP for acquisition of statewide LMS software solution 2. Issue RFP for acquisition of statewide Web Conferencing software solution 3. Establish contract with LMS software vendor 4. Establish contract with Web Conferencing software vendor 5. Establish contract with vendor to purchase online courses for Fall 07 6. Vendor to execute contract for teaching online courses in Fall 07 7. Procure hardware to support Data Center implementation of LMS and Web Conferencing

software solution 8. Implement Data Center with LMS and Web Conferencing software 9. Develop teacher training plan and training materials 10. Train 32 Teachers to teach online courses 11. Develop 16 sections of high school level NM History and Algebra 12. Execute teaching 2 sections of NM History and Algebra for Spring 08 13. Execute teaching all 16 sections of NM History and Algebra in Fall 08 14. Interview and hire helpdesk staff 15. Procure helpdesk software and establish statewide helpdesk services before Spring 08

courses begin Controlling Phase:

1. Weekly Status reporting 2. Monthly milestone review 3. Change control 4. Scope verification and control 5. Cost control 6. Testing and quality control 7. Risk monitoring & control

Closing Phase:

1. Close contracts with LMS and Web Conferencing software vendors and review of all payments

2. Turn system over to production operations at Data Center(s) and vendor software maintenance support

3. Final system acceptance and testing 4. Review the project for lessons learned and conduct project closeout meeting/celebration

with stakeholders 5. Once a select number of courses have been successfully integrated with the Data Center

and the system is accepted as fully operational, the project will end.


33..22 CCRRIITTIICCAALL SSUUCCCCEESSSS FFAACCTTOORRSS

CS No. Critical Success Factor Measure

Hire NMLN Executive Director

Hire Distance Learning Services Director

Hire NM Cyber Academy Director CS-1

An effective long-term leadership and management structure

Management Structure Plan in place.

A bill is established, sponsored and presented to Legislatures NMLN Advisory Board approved and in place. CS-2

Establish unbiased, non-agency specific NMLN Advisory Board Board members are assigned from key

stakeholders including PED and HED HED Secretary fully understands and agrees to provide human resources to achieve HED specific tasks outlined in this project. PED Secretary fully understands and agrees to provide human resources to achieve PED specific tasks outlined in this project. DoIT Secretary fully understands and agrees with all objectives outlined in this project plan.

CS-3 Achieve Agency executive-level buy-in

Executive level structure with a scope to resolve executive-level project issues in place.

CS-4

Cyber Academy must operate 100% in alignment with statewide NMLN goals and objectives

Cyber Academy Plan in place and approved by Core Project Team, PED, HED, and NMLN.

Project Certification, Project Management, and IV&V in place Fall 07 online course offerings

Spring 08 online course offerings

Procurement of statewide LMS software

CS-5 Achieve significant project progress before 2008 Legislative Session

Procurement of statewide Web Conferencing software


CS No. Critical Success Factor Measure

Service Center and helpdesk services in full operation

33..33 PPRROOJJEECCTT LLOOGGIISSTTIICCSS The Project Manager will be the control point for the project. Communication relating to the project must be routed through the project manager. The HED will provide the Project Manager who will be the point of contact for the project. The Project Manager will communicate daily/weekly/monthly with Cole Team and Project Team regarding status, concerns, modifications, problems that are encountered. Core Team: The Core Team is a primary set of business stakeholders, who provide project oversight required to initiate the project. It is anticipated that the core responsibilities of the core team will eventually be turned over to the NMLN Executive Director, Distance Learning Services Director, and NM Cyber Academy Director. The core team will communicate project and everything it entails to the project manager. The core team is made up of the following representatives:

• Veronica Chavez-Neuman, HED, Chief Information Officer • Dr. Jim Holloway, PED, Assistant Deputy of Rural Education • Dr. Brian Ormand, NMSU, NMLN Program Director • Dr. Tom Ryan, Public Schools (APS), Executive Director of Technology • Dr. Jim Holloway, Rural Education Technology Assistance (RETA), Educational

Director • Dr. Susie Bussmann, NMSU, Rural Education Technology Assistance (RETA) • Donna Grein, PED, Educational Consultant

Project Team: The HED and public institutions, PED and public schools, NMLN, and state agencies will provide resources to the project team. Project Team resource assignments and reassignments must be approved by the Core Team. The project team has established shared folder/s to communicate and centralize all documents regarding this project. The project team will communicate project and everything it entails to the project manager. LMS and Web Conferencing software Owner/Institution/Vendor: The HED, the Institution(s) serving as the Data Center(s) and the Vendor will coordinate and communicate project and everything that it entails to the project manager. It is not yet determined if the software solution will require one single Data Center or multiple Data Centers operating throughout the state. Project Work Site: The project team will not require any additional work space or equipment. The Project Manager, NMLN Executive Director, Distance Learning Services Director, NM Cyber Academy Director, Administrative Assistant, and helpdesk staff will work out of the Service Center located at the Rio Rancho Cyber Academy facility in Rio Rancho, New Mexico. When vendors are on site, they will utilize available space and telephones at the HED and Data


Center (Institution’s). Installation and implementation of LMS and Web Conferencing software will be conducted at the Data Center institution(s). Software Procurements: A state procurement process will be executed through the issuance of two (2) RFP’s to acquire a standard LMS and Web Conferencing software. The HED will be the holder of the licenses for all software procurements. Staffing: The project will require HED and PED to recruit and hire a Project Manager, NMLN Executive Director, Distance Learning Services Director, NM Cyber Academy Director, Administrative Assistant, and helpdesk staff. Training Facility: The NMLN Service Center in Rio Rancho, HED, and Workforce Training Center in Albuquerque, NMSU, UNM, and CNM are options to be utilized in conducting the various training activities required by this project.

33..44 PPRROOJJEECCTT LLIIFFEE CCYYCCLLEE MMOODDEELL The following abbreviated list of implementation milestones is based on current funding for IDEAL ($7,750,000).

Calendar Year 2007 2008 2009 2010

Milestones Quarter 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3

Phase I Planning (NMLN Funding) Establish Interim Project Management Contract ($18k) Develop Project Management Plan (PMP) Develop IV&V Plan Obtain Project Certification (DoIT) Develop Distance Education Plan Establish Contract with IV&V Vendor Develop NM Cyber Academy Plan Initiate RFP Procurement for LMS Secure Fall 07 Online Courses ($35k) APS Provides Course Development Licenses (500) Conduct Presentations with Department Secretaries &

Legislators

Phase I Execution ($7,570,000) Hire Project Manager (Term) Hire Directors Establish NMLN Service Center (Helpdesk Services) NMLN Service Center Provides Helpdesk Support for Spring

08 Courses Procure LMS software Procure Web Conferencing software


Implement LMS Technology and Infrastructure Implement Web Conferencing Phase I Enhancements to Cyber Academy Web Portal Phase II Enhancements to Cyber Academy Web Portal Establish fully functional Data Center(s) Execute Contract for Fall 07 Courses Train & Prepare 32 Online Teachers Train REC Facilitators Develop 2-sections of K-12 First Semester Algebra I & NM

History on APS Platform Teach Spring 08 Online Courses Develop additional 14-sections of K-12 First Semester

Algebra I & NM History on APS Platform NACOL Audit/Review of Spring 08 Online Course Provisions Cyber Academy Open House (16-sections of First Semester

Algebra I & NM History offered online)

Communications to State Agencies, Schools & Institutions

Phase II Ongoing Execution (Estimated for FY09 thru FY13)

FY09 FY10 FY11 FY12 FY13 Annual Program Administration

Salaries, Staff Benefits (32%)

Annual NMLN Service Center Operational Costs RRCA Lease

Continued Professional/Curriculum Development REC future rollout, other curriculum development

Annual IT Services LMS & Web Conferencing Professional Services

Hosting Hardware & Services

Annual Maintenance Costs LMS and Web Conferencing Software

$5,281,000

$5,321,000

$5,384,000

$5,472,000

$5,722,000

33..55 TTEECCHHNNIICCAALL SSTTRRAATTEEGGYY The technical implementation of the eLearning model for New Mexico supports the learning management and web conferencing systems. The learning management system (LMS) is a software application or web-based technology used to plan, implement, and assess a specific learning process. The system provides an instructor with a way to create and deliver content, monitor student participation, and assess student performance. The delivery is typically


asynchronous. Extensive development and testing will go into ensuring that when the LMS is deployed at a client site, the user experience is optimal. Lessons learned from previous deployments and system administration best practices will be used in the development of client hardware and software recommendations. The LMS vendor and the higher education state hosting centers will provide dedicated hardware in a state of the art hosting environment as illustrated in the figure below. The hosting sites will provide fully redundant and reliable hosting services with guaranteed availability detailed through service level agreements. Given the size, importance, and complexity of the IDEAL-NM eLearning system the following will be deployed:

High-availability & high-performance production environment Complex hosting technical manager services Production, development, and test environments Security and integration

Figure X: Sample Learning Management System Configuration

A web conferencing tool is essential for live classroom delivery. Web conferencing is used to hold live classroom instruction and group meetings over the Internet. It is important for the tool to integrate directly with the selected LMS to provide the instructors maximum flexibility. The web conferencing system should provide the following features:


• Multi-way audio (VOIP) and streaming video • Public or private chat • Easily upload existing content • Application sharing • Electronic whiteboard, polls, quizzes • Archive for later review

44..00 PPRROOJJEECCTT SSTTRRUUCCTTUURREE

44..11 SSTTAAKKEEHHOOLLDDEERRSS

NNAAMMEE SSTTAAKKEE IINN PPRROOJJEECCTT OORRGGAANNIIZZAATTIIOONN TTIITTLLEE Dr. Veronica Garcia

Success in Alternative Education Delivery

Public Education Department Secretary

Dr. Reed Dasenbrock

Ensure Higher Education DE Consolidation/Collaboration

Higher Education Department Secretary


NNAAMMEE SSTTAAKKEE IINN PPRROOJJEECCTT OORRGGAANNIIZZAATTIIOONN TTIITTLLEE

Roy Soto IT Implementation Oversight Department of Information Technology (DoIT)

Secretary/State CIO

Dr. Jim Holloway

Core team, ensure Rural Education revitalization initiative

Public Education Department

Asst Deputy Secretary, Rural Education

Veronica Chavez-Neuman

Core team, Information Technology Commission (ITC), CTE

Higher Education Department CIO

Dr. Tom Ryan

Core team, Large school stakeholder, CTE Alb. Public Schools Technology

Director

Brian Ormand

Core Team, Higher education stakeholder, NMLN project director

New Mexico State University

Strategic Relations Director

Carmen Gonzales

Core team, CTE, Legislative Liaison

New Mexico State University

VP, College of Extended Learning

Rocky Lira Core team, responsibility for success of IDEAL-NM project

Higher Education Department

IDEAL-NM Project Manager

Local Education Agencies (LEAs)

School district stakeholders Public Schools

Superintendents; Principals, Technology Coordinators

Dr. Daniel Trujillo

Regional service center support Chama, Cuba, Dulce, Mesa Vista, Penasco, Questa 54397000

Regional Education Cooperative #2 638-5491 Ext 140 638-0131 [email protected]

REC Lead

R. Stephen Aguirre

Regional service center support Cimarron, Clayton, Des Moines, Maxwell, Mosquero, Raton, Roy, Springer

Regional Education Cooperative #3 High Plains 101 North Second Street Raton, NM 87740 445-7090 445-7663 [email protected]

REC Lead



Mary Schultz

Regional service center support Jemez Valley, Las Vegas City, Mora, Pecos, Santa Rosa, Wagon Mound, West Las Vegas

Regional Education Cooperative #4 Northeast P.O. Box 927 Las Vegas, NM 87701 426-2085 454-1473 [email protected]

REC Lead

Nina Tafoya

Regional service center support Estancia, Juvenile Justice Dept., Magdalena, Mountainair, Quemado, Sequoyah Adolescent Treat. Ctr., Vaughn, CPH/Mimbres School, Dept of Corrections 87617000

Regional Education Cooperative #5 Central 5321-A Menaul NE Albuquerque, NM 87176 889-3412 Ext. 11 or 1-800-730-2399 889-3422 [email protected]

REC Lead

Patti Harrelson

Regional service center support Dora, Elida, Floyd, Ft. Sumner, Grady, House, Logan, Melrose, San Jon, Texaco 57417000

Regional Education Cooperative #6 3001 N. Prince St. Clovis, NM 88101 742-0447 742-0455 [email protected]

REC Lead

Belinda Morris

Regional service center support Eunice, Hobbs, Jal, Tatum 33257000

Regional Education Cooperative #7 315 E. Clinton Hobbs, NM 88240 393-0755 393-0249 [email protected]

REC Lead

Janet Sistrunk

Regional service center support Dexter, Hagerman, Lake Arthur, Loving 22157000

Regional Education Cooperative #8 Pecos Valley P.O. Box 155 (2218 West Grande Ave.) Artesia, NM 88211-0155 748-6100 748-6160, [email protected]

REC Lead



Sandy Gladden Regional service center support

Regional Education Cooperative #9 1400 Sudderth Drive Ruidoso, NM 88345 257-2368 257-2141, [email protected]

REC Lead

Cathe North

Regional service center support Animas, Deming, Hatch Valley, Lordsburg, Reserve, Truth or Consequences 735170

Southwest Regional Education Center #10 P.O. Box 4075 405 North Date Street Truth or Consequences, NM 87901 894-7589 894-7584 [email protected]

REC Lead

44..22 CCUUSSTTOOMMEERRSS

CCUUSSTTOOMMEERR OORRGGAANNIIZZAATTIIOONN RREEQQUUIIRREEMMEENNTTSS Students Grades 6-12 Access to highly qualified teachers, AP courses,

recovery courses, and dual enrollment School Administration

Grades 6-12 Access to highly qualified teachers, AP courses, recovery courses, and dual enrollment

Counselors Grades 6-12 Access to program, student and class information to ensure student support and success

Parents Grades 6-12 Access to highly qualified teachers, AP courses, recovery courses, and dual enrollment

Teachers Grades 6-12 Access to professional development to become highly qualified

Students IHEs Access to flexible learning options to complete certificates and degrees with geographic and schedule independence

Advisors IHEs Access to program and student information to ensure student support and success

Faculty IHEs Access to more innovative strategies for learning Administrators IHEs Ability to offer online alternatives to private

competitors and to attract out-of-state students Employees Business Access to just-in-time training, skills development, and

career development training Employers Business Access to more cost-effective training options and

higher skilled employees


CCUUSSTTOOMMEERR OORRGGAANNIIZZAATTIIOONN RREEQQUUIIRREEMMEENNTTSS Other learners P-5 Technology early start (secondary focus) Life-long learners

Adults Access to personal enrichment

Economic Development

State Government

Improved tax-base due to more educated workforce. Ability to attract higher paying jobs to New Mexico.

44..33 PPRROOJJEECCTT TTEEAAMM


44..33..11 PPRROOJJEECCTT TTEEAAMM OORRGGAANNIIZZAATTIIOONNAALL BBRREEAAKKDDOOWWNN SSTTRRUUCCTTUURREE

NMHEDIDEAL-NM Project Manager

Rocky Lira(100% of time on project)

NMSUBrian OrmandNMLN Project

Director

NMHEDVeronica Chavez-

Neuman

APSDr. Tom RyanNMPED

Dr. Jim Holloway

NMSUSue Bussmann

NMPEDDonna Grein

CORE TEAMPrimary project team

devoting 30% - 100% of their time to the project.

NMSUSteve Leask

NMSUNorma Grijalva

APSSue Carpenter

UNMDebby Knotts

NMHUMax Baca

REC #3Paul Romero

Legislative LiaisonCarmen Gonzales

REC #8Janet Sistrunk

REC #9Sandy Gladden

NACOLBruce Friend

Subject Area Experts devoting 10% - 100% of their time to the project

Oversight and Issue Escalation Committee

NMHEDDr. Reed Dasenbrock

NMPEDDr. Veronica Garcia

ENMUTrish MaQuire

CNMXetura Woodley

Public SchoolsTony Korwin

Public SchoolsMarcy Oxford

NM Junior CollegeBill Kunko

CHECS NET

Portales Municiple School

DistrictMike Rackler

Tribal Schools

Other REC’s

State Agencies


44..33..22 PPRROOJJEECCTT TTEEAAMM RROOLLEESS AANNDD RREESSPPOONNSSIIBBIILLIITTIIEESS

RROOLLEE RREESSPPOONNSSIIBBIILLIITTYY NNAAMMEE FFUUNNCCTTIIOONNAALL MMAANNAAGGEERR

Executive Oversight and Issue Escalation Committee

Executive-level management team to address issues that can not be mitigated through the Core Project Team.

Dr. Reed Dasenbrock Dr. Veronica Garcia

Project Oversight

Executive-level oversight for project certification by statute.

Roy Soto

IDEAL-NM Project Manager

Overall Project Responsibility Rocky Lira Veronica Chavez-Neuman

Core Project Team

The Core Team provides project direction and serves as first layer of approval for all project deliverables, hiring of project staff, and taking project issues to Oversight and Escalation Committee.

Dr. Brian Ormand Veronica Chavez-Neuman Dr. Tom Ryan Dr. Jim Holloway Dr. Susie Bussmann

Dr. Brian Ormand (NMLN Project Director)

RFP Vendor Proposal Evaluation Committee

This committee will serve as the evaluation committee in selecting the LMS and Web Conferencing software solution and vendor(s) through the state RFP process.

Rocky Lira Norma Grijalva Paul Romero Bill Kunko Marcy Oxford Sue Carpenter Tony Korwin Xetura Woodley Debby Knotts Trish Maguire Veronica Chavez-Neuman Max Baca

RFP Procurement Manager (Rocky Lira)

RFP Procurement Manager

Overall responsibility for finalizing and procuring the LMS and Web Conferencing software.

Rocky Lira Veronica Chavez-Neuman

Distance Education Plan Developer

This committee will be responsible for writing a Distance Education Plan required by the Cyber Academy Act.

Dr. Brian Ormand Veronica Chavez-Neuman Dr. Tom Ryan

Dr. Brian Ormand (NMLN Project Director)

Cyber Academy Plan Developer

This committee will be responsible for writing a Cyber Academy Plan required by the Cyber Academy Act.

Dr. Jim Holloway Stephanie Belmore Robert Piro Donna Grein

Dr. Jim Holloway

Course Developers

This team will be responsible for course development for the first semester Algebra 1 and NM History.

Dr. Susie Bussmann Dr. Tom Ryan


RROOLLEE RREESSPPOONNSSIIBBIILLIITTYY NNAAMMEE FFUUNNCCTTIIOONNAALL MMAANNAAGGEERR

Teacher Training Team

This team of approximately (6) teachers will consist of a set of teachers that have gone through the train-the-trainer training and are equipped to teach the remaining teachers for online course teaching.

Online Course Teachers

This will consist of approximately 32 teachers who will teach the initial 16-sections of semester one Algebra 1 & NM History.

LMS & Web Conferencing Implementation Team

This team will be responsible for installation and implementation of the LMS technology and infrastructure at projected Data Center(s).

LMS Vendor Web Conferencing Vendor NMSU Technical Staff UNM Technical Staff

Rocky Lira, Project Manager Norma Grijalva Debby Knotts

Cyber Academy Web Portal Developers

UNM will have a contract established to enhance the Cyber Academy Web Portal.

Debby Knotts & Technical staff

Debby Knotts


55..00 PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT AANNDD CCOONNTTRROOLLSS

55..11 SSTTAAFFFFIINNGG PPLLAANNNNIINNGG AANNDD AACCQQUUIISSIITTIIOONN A staff resource availability matrix will be used for planning the project. The ‘grayed’ IDEAL tasks indicate the committed time (in hours) to the project for each individual. The other tasks listed will be used to evaluate conflicts throughout the year. A primary objective of this project in the early stages is to sufficiently staff the NMLN Service Center with excellent leadership. Resource & Commitments

2007 2008

July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug Rocky Lira 100%

160 160 160 120 152 128 152 160 160 160 160 160 120 160

Holidays & Vacation

40 8 32 8 40

Brian Ormand 120 120 120 120 120 120 120 120 120 120 120 120 120 120 NMLN 40 40 40 40 40 40 40 40 40 40 40 40 40 40 Holidays & Vacation

Veronica Chavez-Neuman

80 80 80 80 80 80 80 80 80 80 80 80 80 80

HED 80 80 80 80 80 80 80 80 80 80 80 80 80 80 Holidays & Vacation

24 40 40 16

Susie Bussmann

80 80 80 80 80 80 80 80 80 80 80 80 80 80

NMSU 80 80 80 80 80 80 80 80 80 80 80 80 80 80 Holidays & Vacation

Donna Grein 16 80 80 40 40 40 40 40 40 40 40 40 40 40 PED 144 80 80 120 120 120 120 120 120 120 120 120 120 120


Holidays & Vacation

Dr. Jim Holloway

40 40 40 40 40 40 40 40 40 40 40 40 40 40

PED 120 120 120 120 120 120 120 120 120 120 120 120 120 120 Holidays & Vacation

Dr. Tom Ryan 80 80 80 80 80 80 80 80 80 80 80 80 80 80 APS 80 80 80 80 80 80 80 80 80 80 80 80 80 80 Holidays & Vacation

NMLN Executive Director (Vacant)

0 0 160 160 160 160 160 160 160 160 160 160 160 160

NM Cyber Academy Director (Vacant)

0 0 160 160 160 160 160 160 160 160 160 160 160 160

Distance Learning Services Director (Vacant)

0 0 160 160 160 160 160 160 160 160 160 160 160 160

Helpdesk Support Staff (Vacant)

0 0 0 0 160 160 160 160 160 160 160 160 160 160

Service Center Administrative Assistant (Vacant)

0 0 0 160 160 160 160 160 160 160 160 160 160 160

LMS Contractor

0 0 0 40 160 160 160 160 160 160 160 160 40 40


(TBD) Web Conferencing Contractor (TBD)

0 0 0 0 40 160 160 160 160 160 160 160 40 40

Debby Knotts and staff

40 120 120 80 80 80 80 80 80 80 80 80 40 40

UNM 120 40 40 80 80 80 80 80 80 80 80 80 120 120 Holidays & Vacation

Paul Romero 8 120 120 8 8 8 8 8 8 8 8 8 8 8 REC 3 152 40 40 152 152 152 152 152 152 152 152 152 152 152 Holidays & Vacation

Steve Leask 40 40 40 40 40 40 40 40 40 40 40 40 40 40 NMSU 120 120 120 120 120 120 120 120 120 120 120 120 120 120 Holidays & Vacation

Norma Grijalva

40 120 120 120 120 120 120 120 120 120 120 120 40 40

NMSU 120 40 40 40 40 40 40 40 40 40 40 40 120 120 Holidays & Vacation

Bill Kunko 0 120 80 0 0 0 0 0 0 0 0 0 0 0 NMJC 160 40 80 160 160 160 160 160 160 160 160 160 160 160 Holidays & Vacation

Mike Rackler 0 120 80 0 0 0 0 0 0 0 0 0 0 0 NMJC 160 40 80 160 160 160 160 160 160 160 160 160 160 160 Holidays & Vacation

Marcy Oxford 0 120 80 0 0 0 0 0 0 0 0 0 0 0 NMJC 160 40 80 160 160 160 160 160 160 160 160 160 160 160


Holidays & Vacation

Sue Carpenter 0 120 80 120 120 120 120 120 120 120 120 120 120 120 NMJC 160 40 80 40 40 40 40 40 40 40 40 40 40 40 Holidays & Vacation

Tony Korwin 0 120 80 0 0 0 0 0 0 0 0 0 0 0 NMJC 160 40 80 160 160 160 160 160 160 160 160 160 160 160 Holidays & Vacation

Xetura Woodley

0 120 80 0 0 0 0 0 0 0 0 0 0 0

NMJC 160 40 80 160 160 160 160 160 160 160 160 160 160 160 Holidays & Vacation

Trish Maguire 0 120 80 0 0 0 0 0 0 0 0 0 0 0 NMJC 160 40 80 160 160 160 160 160 160 160 160 160 160 160 Holidays & Vacation

Max Baca 0 120 80 0 0 0 0 0 0 0 0 0 0 0 NMJC 160 40 80 160 160 160 160 160 160 160 160 160 160 160 Holidays & Vacation


55..22 AASSSSUUMMPPTTIIOONNSS

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN 1 The Institutions that have elected to serve as Data Center hosting sites for the

LMS will be willing to migrate quickly (according to project schedule) to the statewide LMS solution regardless of their current installations.

2 Funding for subsequent years (e.g. FY09, FY10, FY11, FY12, FY13) will be sufficient to sustain a long-term NMLN Service Center, staffing requirements, continued Cyber Academy course development efforts, and helpdesk services.

3 The current Cyber Academy Web Portal (not considered a direct part of this project) will be enhanced sufficiently to support future course development resulting from this project and serve as a one-stop-shop for online courses.

4 The financial return in regards to the Institutions being able to cancel legacy LMS license agreements and utilizing the statewide LMS license will be sufficient to sustain adequate IT staff resources for hosting services.

5 Adequate leadership established as part of this project will be capable of picking up the project after Year-1 and build it into annually funded state program that continues to meet the objectives of the NMLN and Cyber Academy Act SB-209.

6 Staff assignments (HED, PED and Institution project team members and percentage assigned) will remain consistent throughout the project.

7 K-12 and Institutional courses will consistently and progressively migrate to the statewide LMS software solution.

8 State agencies will utilize the statewide LMS software solution for professional development at a reduced cost to the state.

9 K-12 students utilizing the NM Cyber Academy suite of online courses will increase their skill level before graduation from high school and be better prepared for college-level courses.

55..33 CCOONNSSTTRRAAIINNTTSS

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN 1 Hardware: Non-recurring funding (FY08) for technology acquisition is $2.2M

short of original request. Vendor’s cost proposals for LMS will determine if/how much funding will be available for hardware acquisition to implement hosting Data Centers.

2 People: IT staff availability at the hosting Data Centers (Institutions) must be a relative constant. IT staff availability is limited to current FTEs.

3 People: Academic staff availability to serve as online course teachers must be a relative constant. Staff availability is limited to current FTEs.

4 People: State agency staff availability must be a relative constant.


55..44 DDEEPPEENNDDEENNCCIIEESS

55..44..11 MMAANNDDAATTOORRYY DDEEPPEENNDDEENNCCIIEESS

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN 1 eLearning Web Portal providing a one-stop-shop service to students accessing

courses from the Cyber Academy. 2 (To be completed after a LMS is procured)

55..44..22 DDIISSCCRREETTIIOONNAARRYY DDEEPPEENNDDEENNCCIIEESS

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN 1 (To be completed after a LMS is procured)

55..44..33 EEXXTTEERRNNAALL DDEEPPEENNDDEENNCCIIEESS

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN 1 Wire NM and other infrastructure projects are essential for the success of

IDEAL-NM 2 (To be completed after a LMS is procured)

55..55 RRIISSKK MMAANNAAGGEEMMEENNTT

55..55..11 RRIISSKK MMAANNAAGGEEMMEENNTT SSTTRRAATTEEGGYY Risks will be identified through the Core Project Team. The Project Manager will have the responsibility for identifying potential risks envisioned in the project. The Core Project Team will have the responsibility to develop mitigation strategies and contingency plans for reducing the impact on the project. The Project Manager will be responsible for incorporating the identified risk(s), mitigation strategy, and contingency plans into the PMP tracking.


55..55..22 PPRROOJJEECCTT RRIISSKK IIDDEENNTTIIFFIICCAATTIIOONN

55..55..33 PPRROOJJEECCTT RRIISSKK AANNAALLYYSSIISS LEARNING MANAGEMENT SYSTEM (LMS) SELECTION Description – MMEEDDIIUUMM PPRROOBBAABBIILLIITTYY,, CCRRUUCCIIAALL IIMMPPAACCTT..

Impact: Could impact implementation time line for migration of existing courses, and retraining instructors, and support personnel.

Mitigation Strategy: RFP review team will ensure that vendors address migration issues in their responses. Also Core Team will set priorities for migration/implementation plans.

Statewide LMS selected meets major functional requirements and is financially viable for the state, but takes extra time and resources to implement.

Contingency Plan: RFP review team will ensure that vendors address migration issues in their responses. Also Core Team will set priorities for migration/implementation plans.

SOFTWARE INCOMPATIBILITIES

Description – LLOOWW PPRROOBBAABBIILLIITTYY,, CCRRUUCCIIAALL IIMMPPAACCTT.. Impact: Web Conferencing is a crucial tool for teaching online courses. If the Web Conferencing software is not fully usable by the teacher without outside resources to set the call up, it is unlikely that teachers will utilize it, the impact could be crucial.

Web Conferencing software will not be compatible with the statewide LMS selected.

Mitigation Strategy: Strong RFP evaluation team will reduce the likelihood that the Web Conferencing software will not interface with the LMS without outside resources to set up the call. The Web Conferencing RFP will not be finalized until a LMS selection has been determined thus, any requirements for interfacing with the LMS of choice will be integrated into the RFP before it hits the streets. Require the vendor to be responsible for the module compatibility.


Contingency Plan: By contract the vendor will be provided a specific amount of time to correct deficiencies of seamless integration with the statewide LMS or punitive action will be taken. In the event of a material breach of contract, the Agency may contract with another vendor. Require the vendor to be responsible for the module compatibility.

COURSE DEVELOPMENT Description – HHIIGGHH PPRROOBBAABBIILLIITTYY,, MMEEDDIIUUMM IIMMPPAACCTT..

Impact: Very simply stated, courses cannot be developed and delivered by Fall semester of 2007, much less Spring and Fall semesters of 2008 when the LMS is not expected to be fully implemented until June, 2008. The impact will be a costly contingency.

Mitigation Strategy (#1): For the Fall semester of 2007, a contract will be extended with Aventa where courses will be purchased and teachers will be provided by the contractor in order that courses can be offered. Mitigation Strategy (#2): For the Spring semester of 2008, Albuquerque Public Schools (APS) will provide the state with 500 licenses to be utilized for course development of First Semester Algebra 1 & NM History on the APS platform. This will allow the project team to develop courses while the statewide LMS is being fully implemented. Spring 08 courses will be hosted on the APS platform. However, by Fall Semester of 2008, the Cyber Academy will open with 16-sections of First Semester Algebra 1 & NM History offered on the statewide LMS and Web Conferencing system from a hosting site established by the project.

Development and delivery of online courses will not be achieved within the project timeline without a LMS platform.

Contingency Plan: If the LMS and Web Conferencing systems and hosting centers fail, continued contracts with vendors will be established to offer online courses until systems are made available. Very costly.

INADEQUATELY CONFIGURED DATA CENTERS

Description – MMEEDDIIUUMM PPRROOBBAABBIILLIITTYY,, MMEEDDIIUUMM IIMMPPAACCTT..


Impact: This is a Medium level impact because the Institutions are already configured as Data Centers for their own legacy LMS systems and the statewide LMS has not been determined yet. However, if the Institutions decide to maintain their legacy LMS as well as the statewide LMS solution, hardware configurations will increase in cost.

Mitigation Strategy: Strong RFP evaluation team will select the most advantageous LMS and Web Conferencing system for the state that is both fully functional as well as price effective.

FY08 funding will not be sufficient to purchase technology (LMS and Web Conferencing software) and provide Institutions with sufficient hardware configurations to support Data Centers.

Contingency Plan: None.

DATA CENTER RESOURCES

Description – LLOOWW PPRROOBBAABBIILLIITTYY,, HHIIGGHH IIMMPPAACCTT.. Impact: The success of this project relies on resources provided by the Institutions to successfully host the statewide LMS and Web Conferencing systems. Online courses must be available 24x7. If the LMS is not up and running 99.99% of the time, it cannot be relied upon, the impact is crucial.

Mitigation Strategy: Institutions currently have licensing costs associated with their legacy LMS installations. Institutions will utilize the state’s license at a reduced cost or free of charge. The Institutions will utilize funds saved from legacy licenses, and re-invest in technical resources to support the statewide Data Centers.

Institutions do not have sufficient resources to provide technical administration for Data Centers.

Contingency Plan: If the Institutions cannot recover costs from existing legacy licensing sufficient enough to establish adequate resources to support the statewide implementation, the State DoIT data center can be considered as a hosting site for this project.

MOVING TARGET

Description – MMEEDDIIUUMM PPRROOBBAABBIILLIITTYY,, VVAARRYYIINNGG IIMMPPAACCTT.. Moving target for deliverables.

Impact: Definition of deliverables is speculation until a LMS is selected and implementation plan is established.


Mitigation Strategy: Status reporting, including target dates, will be reviewed weekly. Effort will be made to constantly monitor progress and identify problems with meeting targets early. Change management and Scope management processes within this plan. Re-estimate and change project schedule. Contingency Plan: Change the project schedule and/or amend the LMS vendor contract as necessary.

LOSS OF KEY STAFF

Description – HHIIGGHH PPRROOBBAABBIILLIITTYY,, HHIIGGHH IIMMPPAACCTT.. Impact: Loss of key staff will impact the scheduled tasks. Delay in completion of a critical task would delay the completion of the project. The loss of knowledge and skill of key staff could result in inadequately trained teachers, insufficient course development and/or course integration. Changes to the project could result in increased cost of the project.

Mitigation Strategy: Identify alternates for key staff and business functional area managers. Early identification of key staff which have a high probability of loss to the project. The LMS vendor contract should include a price list for contracting experienced technical staff for augmenting Institutional/Agency staff members.

If key staff personnel are not available to the project team, the schedule and project progress will be impacted.

Contingency Plan: Request additional resources and/or schedule changes to reduce the impact to the project. Sub contract additional resources.

55..55..44 PPRROOJJEECCTT RRIISSKK MMIITTIIGGAATTIIOONN AAPPPPRROOAACCHH

55..55..55 RRIISSKK RREEPPOORRTTIINNGG AANNDD EESSCCAALLAATTIIOONN SSTTRRAATTEEGGYY There will be a focus on risk issues during the week, project-to-date, and future tasks during weekly status meetings between the Project Manager and the Core Team. Any ‘risk’ issues that cannot be resolved in the core team will be escalated to the Oversight and Issue Escalation Committee. All escalation issues will be logged and tracked throughout the project life cycle.

55..55..66 PPRROOJJEECCTT RRIISSKK TTRRAACCKKIINNGG AAPPPPRROOAACCHH The Project Manager and Core Team will be tasked with evaluating project risks in the next 30, 60, and 90 day periods. Risks will be categorized by technical, administrative, organization/cultural, regulatory, resource availability, and use of vendor resources. The Core


Team will analyze each risk and judge the impact to the project. Each risk identified that is deemed to be nominal, and those deemed not worth tracking will not be included.

55..66 IINNDDEEPPEENNDDEENNTT VVEERRIIFFIICCAATTIIOONN AANNDD VVAALLIIDDAATTIIOONN -- IIVV&&VV An IV&V contract will be established in October 2007 to evaluate installation and implementation for the technical components of this project only. Technical components are the LMS, Web Conferencing software, and Data Center configurations.

55..77 SSCCOOPPEE MMAANNAAGGEEMMEENNTT PPLLAANN The scope of the IDEAL-NM project will establish a statewide eLearning program to promote the collaborative development and implementation of educational technologies, projects and practices to enhance on-site and distance learning instruction capabilities as directed by the following law: Cyber Academy Act SB 209

General Appropriation Act HB 2, Sect 7. (34) High School Redesign SB 943

Stakeholder expectations will consistently be directed to the above mentioned Bills that describe the scope of this project in detail.

55..88 IISSSSUUEE MMAANNAAGGEEMMEENNTT Any stakeholder or member of the project team, including LMS and Web Conferencing vendor may present a potential issue to any member of the Core Team. If an issue is determined to require a change order or a scope change, the Project Manager will initiate the appropriate processing. There are two levels of escalation. The first level of escalation is the Core Team and Project Manager. The second level is the final level being the Oversight and Issue Escalation Committee consisting of both Cabinet Secretaries from PED and HED. Escalation will be used pro-actively to resolve issues when issues remain unresolved and that issue can have an adverse affect on the project.

55..88..11 IINNTTEERRNNAALL IISSSSUUEE EESSCCAALLAATTIIOONN AANNDD RREESSOOLLUUTTIIOONN PPRROOCCEESSSS The Core Team will serve as First level escalation to address and process potential issues during weekly status meetings. The Core Team will evaluate and determine if it will be resolved internally. Unresolved issues will be forwarded for processing by a meeting of one or more members of the Core Team and the Project Manager. For those issues that cannot be resolved, the Core Team must evaluate and determine the options. Consequences will be researched & identified for potential impact before the issue is escalated. The Project Manager then escalates the issues to the Second and Final escalation. The Project Manager will maintain an Issues Log. All issues opened will be logged and tracked throughout the project life cycle. An ‘escalation time period’ will be documented at the point of logging the issue; this time period will trigger subsequent escalation to the second level (I.E. 1-week). All issues will be recorded on the Issue Log form (see Appendix O), and stored in the Project shared folder “Issues Log”.


Issues will be distributed via email and included in the weekly Project Status Report. Escalations will initially be email, with follow-up as appropriate.

55..88..22 EEXXTTEERRNNAALL IISSSSUUEE EESSCCAALLAATTIIOONN AANNDD RREESSOOLLUUTTIIOONN PPRROOCCEESSSS External issues will be processed and/or escalated in the same manner as internal issues.

55..99 PPRROOCCUURREEMMEENNTT MMAANNAAGGEEMMEENNTT PPLLAANN The funded agencies as fiscal agents will work with their administrative services divisions to implement the procurement management, and work through the state procurement process. Major purchases will require a formal Request for Proposal process or a contractual services agreement.

55..1100 CCHHAANNGGEE CCOONNTTRROOLL An issue or situation which has a potential impact to the project such as staffing, tasking, specifications, project schedule, risks, and costs must be processed effective to insure the projects success. Change control will be managed by the Project Manager and the Core Team. All project changes require signoff by the Core Team. However, change which requires an increase in the time to complete the project, cost of the project, or a change to the vendor contract is considered a Change in Scope and must be escalated to the Second Level of Escalation.

55..1100..11 CCHHAANNGGEE CCOONNTTRROOLL PPRROOCCEESSSS An issue, situation, or request, which may require a project change will be entered in the Change Control Log and tracked from inception, approval, through to implementation. The authority to approve a change rests with the Core Team. The Core Team must determine the options, and consequences will be researched and identified for impact before the issue is resolved or escalated. Resolved and escalated changes must be approved by the Core Team. In the event a resolution can not be reached by the Core Team or there is a Scope Change required, the proposed change will be escalated to the Second level. Project changes that are considered a Change in Scope will be processed through the Core Team and summated with a recommendation to the Oversight and Issue Escalation Committee (second level escalation). Common reasons to reject scope change are:

• Change is unrealistic • Not in the project’s best interest • Unreasonably increases project risk(s) • Not in the client’s best interest • Beyond the requirements (causing scope creep) • Non-essential • The ‘needs’ supersede the ‘wants’ • Delay for a future ‘release’ or ‘enhancement’ • Size of the change detrimentally impacts the project


Whenever it is determined that some aspect of the project should be changed, a Change Control Form is prepared and submitted to a member of the Core Team or the Project Manager. The change proposal identifies the work product and describes the aspect in need of change. It includes a description of the impact (from the submitter’s point of view) of leaving the work product as is, compared with incorporating the suggested change. The Core Team will process the proposed change through the Project Manager and circulate it to those impacted by the change. Those responsible produce an estimate of the effects of implementing the proposed change. Proposed changes should account for: management effort, distraction of staff, impact on documentation & online help, specifications & design, test procedures, training, cost of changing now versus later, and whether change proposals should be grouped. Once the impact of the proposed change to each area is assessed, the proposed change is evaluated by the Core Team which must make a decision whether to accept or reject the proposed change. If accepted, the Project Manager determines the impact on the development schedule and incorporates the change into the existing schedule. All change requests will be logged as specified in Appendix M.

55..1111 PPRROOJJEECCTT TTIIMMEELLIINNEE


8/27/2007Directors

10/1/2007 RRCA Long Term

7/2/2007 8/29/2008

8/1/2007 9/1/2007 10/1/2007 11/1/2007 12/1/2007 1/1/2008 2/1/2008 3/1/2008 4/1/2008 5/1/2008 6/1/2008 7/1/2008 8/1/2008

8/06/2007

Service Center ImplementationTimeline

16 Sections

7/31/2008Cyber Academy

OPEN

9/17/2007NMHED Director

11/30/2007Helpdesk Operational

1/7/2008Spring Courses Begin

11/5/2007Helpdesk Staff on Board

1/7/2008 - 5/30/2008Support for Spring Courses

9/3/2007 - 10/5/2007Office Setup

8/1/2007 - 9/28/2007RRCA Short Term

- Executive Director - Academy Director


55..1122 PPRROOJJEECCTT BBUUDDGGEETT

DESCRIPTION FY08 Request HB2 Gen Fund

eLearning Program Start-Up

(Non-Recurring) $6,400 Equipment, Software, Materials $8,206 $6,208 Contractual Services (IV&V @ 3%) $296 $192 Total $8,502 $6,400

NM Cyber Academy Start Up (Non-recurring) Program Administration $500

Exec. Director $90 $90 PK-12 DE Director $61 $61 Administrative Assistant/Secretary $24 $35 Staff Benefits (@30%) $56 $56

Operating Costs (RRCA) $50 $50 $57 Travel $10 Curriculum Development $90 Professional Development $90 Program/Course Evaluation $20

RECs (3,8,9 & NW Quadrant) $120 $120 $120 Other Prof/Curr Development $384 $40

Service Center Start-Up (Recurring) $500

Higher Ed/Govt DE Director $61 $60 Helpdesk Support Staff (3) $101 Staff Benefits (@30%) $52 $38 Project Manager $68

IT Services, Maintenance Costs $1,249 $334 Total $2,247 $1,170

Year 1 TOTAL $10,749 $7,570 $7,569 (Non-Recurring)

55..1122..11 BBUUDDGGEETT TTRRAACCKKIINNGG

BBUUDDGGEETT

Comments: This tracking table reflects actual appropriations and expenditures. Description FY07 FY08 FY09 FY10 FY11 Staff - Internal

Consulting Services

Hardware

Software

TTOOTTAALL


55..1133 CCOOMMMMUUNNIICCAATTIIOONN PPLLAANN

55..1133..11 CCOOMMMMUUNNIICCAATTIIOONN MMAATTRRIIXX

Description Type Target Audience Delivery Frequency Who is

Responsible Core Team Executive Sponsors

Status Reports Mandatory

Project Team

Email Bi-weekly Project Manager

Project Manager Project Status

Reports Mandatory DoIT Email (Excel Spreadsheet)

10th of each Month HED

Core Team

Executive Sponsors

Project Team

Presentation based on

Project Plan Mandatory

Legislators

Conference End of major tasks Project

Manager

Project Team

Executive Sponsors Informal

Presentations Upon Request

Various Groups

Conference As Required Project Manager

Core Team Issue

Escalation Informal

Oversight & Issue

Escalation Committee

Conference As Required Project Manager

55..1133..22 SSTTAATTUUSS MMEEEETTIINNGGSS

Date/Time Location Agenda Attendees

Each Monday/ 8:00am Conference Call

Determined by Project Manager and Core

Team Core Team Members

55..1133..33 PPRROOJJEECCTT SSTTAATTUUSS RREEPPOORRTTSS Status Reports will be submitted on a bi-weekly basis, or as needed, in a PDF and MS Word format with updated Project Work Plans. Status reports will be emailed to Core Team, Executive Sponsors, and Project Team members.


55..1144 PPEERRFFOORRMMAANNCCEE MMEEAASSUURREEMMEENNTT ((PPRROOJJEECCTT MMEETTRRIICCSS))

55..1144..11 BBAASSEELLIINNEESS Budget versus project deliverables timeline: Based on the discovery process and resultant project work plan, budget estimates can be plotted against the deliverables in the plan. Project deliverables versus staff resources utilized: Assuming that staff time can be gathered and entered into the project plan, and based on the discovery process and resultant project work plan, resource estimates can be plotted against the deliverables in the plan. Quality of Course Delivery: Based on the resultant project work plan and lessons learned resulting from contracted services to provide courses in Fall 2007 and the provisioning of courses in Spring 2008, definable points can be identified to evaluate the quality of course delivery. Before a full 16-sections of First Semester Algebra 1 & NM History are offered in the Fall 2008, assessments would have revealed areas of improvement where quality of course delivery will reach it’s highest potential by the time the Cyber Academy opens. Performance of Data Centers: Based on the resultant project work plan, vendor(s) implementation plan(s), and results/recommendations reported by the IV&V contractor, definable points can be identified that will help resolve inefficiencies in performance measures required of the Data Center’(s) ability to host a statewide implementation of LMS and Web Conferencing.

55..1155 QQUUAALLIITTYY OOBBJJEECCTTIIVVEESS AANNDD CCOONNTTRROOLL

55..1155..11 CCUUSSTTOOMMEERR SSAATTIISSFFAACCTTIIOONN

Key Performance Measures Measure When Measured Target

eLearning course registrations

Annually FY 08: 3000 FY 09: 6000 FY 13: 50,000

Student grade performance in online class compared to face-to-face (f2f).

Semester Grades will be equal to or higher than in the equivalent f2f classes.

Percentage of students who successfully completed the online class compared to f2f.

Semester Completion rates will be equal to or higher than in the equivalent f2f classes.

Parents' satisfaction with students' experience.

Semester FY 08: 80% satisfied or very satisfied FY 13: 80% very satisfied

Students will have a successful online experience through the NM Cyber Academy

Students' satisfaction with their experience

Semester FY 08: 80% satisfied or very satisfied FY 13: 80% very satisfied


Key Performance Measures Measure When Measured Target

School district satisfaction with experience

Annual FY 08: 80% satisfied or very satisfied FY 13: 80% very satisfied

Teachers (grades 6-12) will develop an understanding of and expertise in online learning.

# of teachers served through online professional development

Annual FY 08: 2500 FY 09: 3500 FY 13: 75% of all teachers and university staff

Constituents of State Agencies will have a successful program experience within their education programs.

# of state agencies served through online professional development

Annual FY 08: 6 Agencies FY 09: 10 Agencies FY 10: 50% of all Agencies

55..1155..22 PPRROOJJEECCTT//PPRROODDUUCCTT DDEELLIIVVEERRAABBLLEE PPRREESSEENNTTAATTIIOONN

Cyber Academy: K-12 teachers will be provided with a statewide LMS from which to develop and/or migrate legacy online courses on one platform. Three online learning models will be used for course delivery:

1. Synchronous Class - Time dependent: Teacher and learners meet at the same time and delivery is live. Most similar to face-to-face instruction Most expensive to deliver Video Conferencing, ITV, Teleconferencing The Cyber Academy will use a synchronous Web Conferencing

tool which can be used for conferences and special class presentations.

2. Asynchronous Class - Independent of time: Teacher and learners can access the class at any time and as many

times as desired. There is no “live” component therefore, any time, any place, any pace classes.

Independent Study/Correspondence - least expensive to deliver due to high student to teacher ratio. There is limited student - teacher interaction and typically NO student - student interaction

NM Cyber-Academy will initially be paced with 30 students per teacher, starting and finishing at the same time, and doing a weeks work together as a class.

3. Blended Learning - using both synchronous and asynchronous components to teaching and learning.

A blended classroom could meet face-to-face for lessons with discussions, handouts, assignments, and quizzes online

A blended approach could be used for mentoring new or struggling teachers. Content and materials offered online to assist the teacher.

Long-term sub situations would allow students to have access high quality learning environments.


Technology Infrastructure: The LMS and Web Conferencing technology will be installed

and implemented in Data Centers of at least one and up to three major Institutions (Hosting Sites) throughout New Mexico. Software licensing is turned over to the Agency (HED) and a software maintenance agreement is established with the Agency. Hardware purchases to support the infrastructure will be inventory belonging to the Agency but administered by the Institution.

NMLN Service Center: A Service Center facility will be leased in central New Mexico,

currently projected to be Rio Rancho. The Service Center will be fully staffed with a NMLN Executive Director, NMCA Director, Distance Learning Services Director, Administrative Assistant, and Help desk personnel. The Service Center is expected to receive subsequent fiscal year funding to operate as a state appropriated program. The Service Center will provide help desk services for K-12 and higher education students as well as state agencies. The Service Center will operate through one toll-free phone number and help desk software solution for electronic communication of Cyber Academy questions and technical issues. The hosting sites (Institutions) will serve on a tiered layer of technical support for higher education course issues.

55..1166 CCOONNFFIIGGUURRAATTIIOONN MMAANNAAGGEEMMEENNTT

55..1166..11 VVEERRSSIIOONN CCOONNTTRROOLL The agency has no automated version control software, so the project will be set up with a 4 library concept for course development:

• Development libraries will be under control of the Project Manager and Development Team Manager. This library will serve as a holding place while courses are being developed or migrated from legacy LMSs to the statewide LMS.

• Integration testing library will be under control of the Project Manager, and the Development Team Manager. This library will be used for system level testing by the primary and secondary development team members.

• Acceptance testing library will be under control of the Project Manager and the Development Team Manager. This library will be used for system level client testing and insurance that the course meets state requirements and is compatible with the core Production Environment.

• Production library will be under control of the Project Manager and the Development Team Manager. This library will be used for production courses passing integration and acceptance testing.

Data Centers hosting the LMS and Web Conferencing software instance will be responsible for version control using a Dependence Model where a separate library will be maintained for the correct and previously tested versions of System Operating System, LMS, Web Conferencing, Development languages, etc…are considered dependent on one another for production environment.

55..1166..22 PPRROOJJEECCTT RREEPPOOSSIITTOORRYY ((PPRROOJJEECCTT LLIIBBRRAARRYY))


Shared folders will be set up for all project related documents. All Core Team members will have access to the folders. The initial established folders: IDEAL deliverables: Business Processes Technology Licenses Technology Software Implementation Plan (Hardware and Software) Quality Assurance Test Plans Distance Education Plan Cyber Academy Plan Project Management deliverables: Acceptance documents Change control Gantt & Pert DoIT Project Management Plan (PMP) Risks Status Reports Training Plan and Requirements WBS

66..00 PPRROOJJEECCTT CCLLOOSSEE

66..11 AADDMMIINNIISSTTRRAATTIIVVEE CCLLOOSSEE • A post implementation review will be held to identify and prioritize future course

development schedules and enhancements to the eLearning environment.

• A document pertaining to lessons learned on the project will be developed and distributed to all K-12, Institutional, and State Agency users of the system.

• Appropriate acknowledgement will be sent to Core Team and Project Team members as

well as subject matter experts that provided all the knowledge for the project.

• Notify DoIT of project closeout.

• Closing party will be attended by all.

66..22 CCOONNTTRRAACCTT CCLLOOSSEE


• The Project Manager and Core Team will review all project payments.

• The contract will be closed.

• Open purchase orders will be closed.


77..00 GGLLOOSSSSAARRYY

77..11 AACCRROONNYYMMSS AANNDD AABBBBRREEVVIIAATTIIOONNSS LMS Learning Management System NMLN New Mexico Learning Network DoIT Department of Information Technology PMP Project Management Plan WBS Work Breakdown Structure Academic Advisor – Person at the local school were the student is enrolled that has the authority to reserve seats (register) in eLearning courses. This can be one or more people designated by the school or district administration to have this type of access to the NMLN Cyber Academy course registration. Cyber Academy – An entity that offers eLearning courses to students who live in various geographical locations. Typically a Cyber Academy targets eLearning courses to high school and middle school age students where the teacher is required to be highly qualified in a specific subject area. eLearning - An approach to facilitate and enhance learning through the use of computer and Internet technologies. This approach can be 100% distance learning or can involve some face to face contact with an instructor. The hardware technologies typically used include the Internet, a personal computer, a headset with microphone, web cameras, CDs/DVDs, PDAs, Mobile Phones, etc. Software technologies typically used include web-based Learning Management Systems, web conferencing systems, email, ITV, discussion boards, etc. eLearning Instructional Supervisor (EIS) – Person at the local school where the student is enrolled who will act as the contact for the local eLearning students and the eLearning teacher. This person is designated by the local school prior to the start of an eLearning course. They will be trained in the basic operation of the eLearning technology, the local computer/Internet access, and the criteria for an eLearning student to be successful. This person will most likely be a level 3 teacher and use this project for their PDP dossier. eLearning Service Center (proposed) – An entity which will provide the administrative and technical support hub for the NM Cyber Academy and other statewide eLearning initiatives. Services include assistance with course registrations and a technical help desk to provide support to eLearning Teachers and Instructional Supervisors. eLearning Teacher – This is a highly qualified subject area teacher that is also certified in eLearning delivery methodology. The eLearning Teacher will interact with students through online tools that are appropriate to the course such as a Web conferencing system, Learning Management System, ITV, etc. The eLearning teacher will also interact with local eLearning Facilitator as needed. Also this is the teacher of record for the student’s transcript.


NMLN (New Mexico Learning Network) – The New Mexico Learning Network is the result of ongoing effort since 2000 by New Mexico colleges and universities to provide online education services to the state’s students and residents. Formerly the New Mexico Virtual College (NMVC), this entity was conceived as a vehicle for coordinating distance education opportunities throughout the state. REC (Regional Educational Center) – An entity authorized by the NM Public Education Department to provide consolidated services to a number of school districts that are often relatively small in size. These services often include administrative and technical services. RETA (Rural Education Technology Assistance Program) – RETA is a statewide partnership to help NM educators and administrators implement technology into their classrooms.


AAPPPPEENNDDIIXX AA:: DDEELLIIVVEERRAABBLLEE AACCCCEEPPTTAANNCCEE FFOORRMM Project Title: Innovative Digital Education and Learning in New Mexico (IDEAL-NM)

Deliverable No. Revision No. Date Revised: Deliverable Description:

Description of Acceptance Process:

Notes relating to the Acceptance:

Project Manager: Rocky Lira

Date:

NMLN Director/ Core Team Member: Dr. Brian Ormand

Date:

HED CIO/ Core Team Member: Veronica Chavez-Neuman

Date:

NMLN Exec. Director: Vacant

Date:

APS/ Core Team Member: Dr. Tom Ryan

Date:

PED Rural Education/ Core Team Member: Dr. Jim Holloway

Date:

NMSU/ Core Team Member: Susie Bussmann

Date:


AAPPPPEENNDDIIXX BB:: PPRROOJJEECCTT SSCCHHEEDDUULLEE

ID Task Name Duration Start Finish Resource Names

1 Innovative Digital Education and Learning in New Mexico 320 days Mon 6/4/07 Fri 8/22/0823 Phase One (Year 1) $7.57 million Non-recurring & Recurring 320 days Mon 6/4/07 Fri 8/22/0845 Project Initialization & Certification 100 days Mon 6/4/07 Fri 10/19/076 Hire Project Manager 1 day Mon 6/4/07 Mon 6/4/07 Veronica Chavez-Neuman78 Initiation Phase Certification 70 days Mon 7/2/07 Fri 10/5/079 Develop eLearning Plan 35 days Mon 7/2/07 Fri 8/17/07 Core Team

10 Develop Cyber Academy Plan 10 days Thu 8/16/07 Wed 8/29/07 Rocky Lira11 Finalize Project Management Plan (PMP) 50 days Mon 7/30/07 Fri 10/5/07 Rocky12 Develop DRAFT PMP 10 days Mon 8/6/07 Fri 8/17/07 Rocky13 Submit DRAFT PMP for Review with Core Team 10 days Fri 8/17/07 Thu 8/30/07 Core Team14 Finalize PMP 33 days Mon 7/30/07 Wed 9/12/07 Rocky15 Establish IV&V Contract with Vendor 10 days Mon 9/24/07 Fri 10/5/07 Veronica1617 Planning Phase Certification 25 days Mon 9/3/07 Fri 10/5/0718 Submit PMP to Project Certification Committee (PCC) 1 day Fri 9/14/07 Fri 9/14/07 Rocky19 Submit eLearning Plan to PCC 1 day Fri 9/14/07 Fri 9/14/07 Rocky20 Submit IV&V Plans to PCC 1 day Fri 9/14/07 Fri 9/14/07 Veronica21 Request Project Certification and Release of Funding from DoIT 0 days Mon 9/3/07 Mon 9/3/07 Veronica22 Project Presentation to Project Certification Committee (PCC) 1 day Wed 9/26/07 Wed 9/26/07 Veronica & Rocky23 Receive PCC Project Approval 1 day Wed 9/26/07 Wed 9/26/07 PCC24 Release of Project Funds 5 days Mon 10/1/07 Fri 10/5/07 DFA2526 Implementation Phase Certification 1 day Fri 10/19/07 Fri 10/19/0727 Submit Implementation Certification Request to PCC 1 day Fri 10/19/07 Fri 10/19/07 Veronica29 Submit updated PMP to PCC 1 day Fri 10/19/07 Fri 10/19/07 Rocky28 Submit IV&V Report to PCC 1 day Fri 10/19/07 Fri 10/19/07 IV&V Contractor & Veronica30 Submit Project Progress/Deliverable Results to PCC 1 day Fri 10/19/07 Fri 10/19/07 Rocky

F



55 Establish eLearning Service Center 244 days Tue 6/5/07 Fri 5/9/0856 Establish Facility 74 days Tue 6/5/07 Fri 9/14/0757 Identify Service Center Facility 1 day Tue 6/5/07 Tue 6/5/07 Stefanie Belmore58 Create Contract/MOU/ Facility Agreement w/ RRCA 30 days Mon 7/23/07 Fri 8/31/07 Contractor Executive Director59 Configure Phone System 10 days Mon 9/3/07 Fri 9/14/07 Contractor Executive Director60 Order Furniture, stationary, misc supplies 10 days Mon 9/3/07 Fri 9/14/07 Contractor Executive Director61 Arrange for Network, Printers, Computers 10 days Mon 9/3/07 Fri 9/14/07 Contractor Executive Director8182 Ensure eServices Website (Portal) is established 225 days Mon 7/2/07 Fri 5/9/0883 NMLN conducts Business Process Analysis Workshop 90 days Tue 8/28/07 Mon 12/31/07 NMLN Resources84 NMLN establishes contract with UNM for Website development 45 days Mon 7/2/07 Fri 8/31/07 NMLN Resources85 NMLN develops storyboard 120 days Mon 9/3/07 Fri 2/15/08 NMLN Resources86 NMLN finalizes design 120 days Mon 9/3/07 Fri 2/15/08 NMLN Resources87 NMLN deploy's demonstration site 120 days Mon 9/3/07 Fri 2/15/08 NMLN Resources88 NMLN deploy's production site 120 days Mon 9/3/07 Fri 2/15/08 NMLN Resources89 NMLN develops Ver. 1.3 (Baseline Cyber Academy Functions) 120 days Mon 9/3/07 Fri 2/15/08 NMLN Resources90 NMLN develops Ver 2.0 (Advanced Services) 60 days Mon 2/18/08 Fri 5/9/08 NMLN Resources6263 Establish Leadership 119 days Tue 7/10/07 Fri 12/21/0764 Posting of NMLN Executive Director Position 15 days Tue 7/10/07 Mon 7/30/07 PED65 Posting of NMCA Director Position 15 days Tue 7/10/07 Mon 7/30/07 PED66 Conduct Interviews (Executive Director & Academy Director) 10 days Mon 9/10/07 Fri 9/21/07 Interview Committee70 Post Distance Learning Services Director Position 15 days Mon 8/6/07 Fri 8/24/07 HED67 NMLN Executive Director on board 0 days Mon 10/15/07 Mon 10/15/07 PED68 NMCA Director on board 0 days Mon 10/15/07 Mon 10/15/07 PED69 Hire Administrative Assistant 20 days Mon 10/15/07 Fri 11/9/07 NMLN Executive Director71 Conduct Interviews (eLearning Services Director) 10 days Mon 9/17/07 Fri 9/28/07 Interview Committee73 Establish Help Desk Staff 45 days Mon 10/22/07 Fri 12/21/07 Executive Director72 eLearning Services Director on board 0 days Mon 10/15/07 Mon 10/15/07 HED7475 Establish Help Desk 54 days Mon 10/22/07 Thu 1/3/0876 Review Incident/Call tracking Systems 30 days Mon 10/22/07 Fri 11/30/07 Academy Director79 Develop Help Desk Procedures Guide 30 days Mon 10/22/07 Fri 11/30/07 Academy Director77 Procure Incident/Call tracking System 5 days Mon 11/5/07 Fri 11/9/07 Academy Director78 Implement Incident/Call tracking System 25 days Mon 11/19/07 Fri 12/21/07 Academy Director80 Train Help Desk Staff 10 days Fri 12/21/07 Thu 1/3/08 Academy Director31

F



32 Technology Procurement 145 days Mon 6/11/07 Fri 12/28/0733 Learning Management System (LMS) 115 days Mon 6/11/07 Fri 11/16/0735 Identify and Confirm RFP Review Committee 15 days Mon 6/11/07 Fri 6/29/07 Rocky34 Finalize RFP 64 days Wed 6/13/07 Mon 9/10/07 SPD,DoIT,Rocky36 Post RFP 0 days Fri 9/14/07 Fri 9/14/07 SPD37 Pre-Proposal Conference 1 day Tue 9/18/07 Tue 9/18/07 PED,HED,SPD38 Proposal Evaluation 5 days Wed 9/26/07 Tue 10/2/07 Evaluation Committee39 Oral Presentations 2 days Thu 10/4/07 Fri 10/5/07 Evaluation Committee,Vendors40 Best and Final Offers 1 day Fri 10/5/07 Fri 10/5/07 Core Team41 Contract Award 1 day Fri 10/5/07 Fri 10/5/07 State Purchasing42 Develop LMS Vendor Implementation Plan 10 days Mon 11/5/07 Fri 11/16/07 Rocky Lira and Vendor4344 Web Conferencing 120 days Mon 7/16/07 Fri 12/28/0745 Finalize RFP 50 days Mon 7/16/07 Fri 9/21/07 HED Director46 Identify and Confirm RFP Review Committee 15 days Mon 9/3/07 Fri 9/21/07 HED Director47 Post RFP 0 days Fri 9/28/07 Fri 9/28/07 SPD48 Pre-Proposal Conference 1 day Tue 10/16/07 Tue 10/16/07 HED Director,Core Team49 Proposal Evaluation 19 days Tue 10/30/07 Fri 11/23/07 Evaluation Committee50 Oral Presentations 3 days Tue 12/4/07 Thu 12/6/07 Evaluation Committee,Vendors51 Best and Final Offers 1 day Wed 12/12/07 Wed 12/12/07 Core Team52 Contract Award (Allowance for Christmas) 1 day Fri 12/14/07 Fri 12/14/07 State Purchasing53 Develop Web Conferencing Implementation Plan 10 days Mon 12/17/07 Fri 12/28/07 HED Director,Vendor141142 Hosting Center Technology Implementation 240 days Mon 9/3/07 Fri 8/1/08143144 Planning, Policies & Procedures 35 days Mon 9/3/07 Fri 10/19/07145 Determine Hardware Requirements & Cost 1 day Mon 10/1/07 Mon 10/1/07 Institution(s)146 Develop Service Guide for Institution Hosting (IHE) Centers 30 days Mon 9/3/07 Fri 10/12/07 NMLN Executive Director147 Establish Service Level Agreements between IHEs and customers 30 days Mon 9/3/07 Fri 10/12/07 NMLN Executive Director148 Develop Technology Implementation Plan 10 days Mon 10/8/07 Fri 10/19/07 Vendor & Project Manager149150 Installation and Implementation 170 days Mon 10/1/07 Fri 5/23/08151 Purchase Hardware 30 days Mon 10/1/07 Fri 11/9/07 Veronica152 Install/test Hardware 20 days Mon 11/12/07 Fri 12/7/07 Institution & Vendor153 LMS Software Installation &Configuration 45 days Mon 12/10/07 Fri 2/8/08 Institution & Vendor154 Web Conferencing Software Installation & Configuration 20 days Mon 1/7/08 Fri 2/1/08 Institution & Vendor155 Test/Pilot Period 75 days Mon 2/11/08 Fri 5/23/08 Institution & Vendor156157 Course Integration 45 days Mon 6/2/08 Fri 8/1/08158 Group 1: Fall08 migrations 45 days Mon 6/2/08 Fri 8/1/08 Institution(s)91

F



92 Establish NM Cyber Academy (NMCA) 295 days Mon 7/9/07 Fri 8/22/089394 Develop Cyber Academy Plan 50 days Mon 7/9/07 Fri 9/14/0795 Policies & Procedures Manual 46 days Mon 7/9/07 Mon 9/10/07 PED96 Services Guide (for Schools) 30 days Tue 7/31/07 Mon 9/10/07 PED97 Teacher/Student Qualification Criteria 30 days Tue 7/31/07 Mon 9/10/07 PED98 Teacher/Student Selection Criteria 30 days Tue 7/31/07 Mon 9/10/07 PED99 Teacher and Course Assessment Standard/Method 30 days Tue 7/31/07 Mon 9/10/07 PED100 Verify costs to Districts, Students & state 46 days Mon 7/9/07 Mon 9/10/07 PED101 Finalize and approve CA Plan 1 day Wed 9/12/07 Wed 9/12/07 PED102 Submit to DoIT for Project Certification 1 day Fri 9/14/07 Fri 9/14/07 Rocky103104 Establish Teacher Training 120 days Mon 8/20/07 Fri 2/1/08105 Develop Training Plan 30 days Mon 8/20/07 Fri 9/28/07 NMCA Director106 Recruit Teachers 120 days Mon 8/20/07 Fri 2/1/08 NMCA Director & Core Team107 Recruit Train-the-Trainers 120 days Mon 8/20/07 Fri 2/1/08 NMCA Director & Core Team108 Select and Train (8) Train-the-Trainers 120 days Mon 8/20/07 Fri 2/1/08 NMCA Director & Core Team109 Train (30) Teachers 120 days Mon 8/20/07 Fri 2/1/08 NMCA Director & Core Team110111 Develop (16) Courses 150 days Mon 9/3/07 Fri 3/28/08112 Develop Course (1) New Mexico History Course 30 days Mon 9/3/07 Fri 10/12/07 NMCA Director & Course Developers113 Develop Course (2) Algebra Course 30 days Mon 9/3/07 Fri 10/12/07 NMCA Director & Course Developers114 Develop Course Catalog (99 Sections) 30 days Mon 10/15/07 Fri 11/23/07 NMCA Director & Course Developers115 Develop Course Schedule (99 Sections) 30 days Mon 10/15/07 Fri 11/23/07 NMCA Director & Course Developers116 Develop (14) Additional Courses 120 days Mon 10/15/07 Fri 3/28/08 NMCA Director & Course Developers132133 Communication Plans/Outreach Activities 60 days Mon 6/2/08 Fri 8/22/08134 Webinars for school administrators and councilors 60 days Mon 6/2/08 Fri 8/22/08 Core Team135 Meeting with Teacher Unions 60 days Mon 6/2/08 Fri 8/22/08 Core Team136 Presentation for coalition of School Administrators 60 days Mon 6/2/08 Fri 8/22/08 Core Team137 Face to Face visits to schools 60 days Mon 6/2/08 Fri 8/22/08 Core Team138 Public Marketing Campaign 60 days Mon 6/2/08 Fri 8/22/08 Core Team139 Presentation to CIO Council 60 days Mon 6/2/08 Fri 8/22/08 Core Team140 Presentations to State Agencies 60 days Mon 6/2/08 Fri 8/22/08 Core Team117118 Pilot Implementation and Evaluation 120 days Mon 2/4/08 Fri 7/18/08119 Create Pilot Plan & Schedule (3 Districts) 10 days Mon 2/4/08 Fri 2/15/08 NMCA Director120 Create Evaluation Plan/Criteria 10 days Mon 2/4/08 Fri 2/15/08 NMCA Director121 Establish Evaluation Committee 10 days Mon 2/4/08 Fri 2/15/08 NMCA Director122 Roll Out Pilots (9 courses) 90 days Mon 3/17/08 Fri 7/18/08 NMCA Director123 Analyze and Report Initial Pilots and Studies 10 days Mon 7/7/08 Fri 7/18/08 NMCA Director124125 NACOL Review and Reporting 5 days Mon 7/21/08 Fri 7/25/08126 Review Pilot Results (E2T2 + NMLN) 3 days Mon 7/21/08 Wed 7/23/08 NACOL127 NACOL Preliminary Results Released 1 day Fri 7/25/08 Fri 7/25/08 NACOL128 NACOL Final Report Released to NMLN Steering Committee 1 day Fri 7/25/08 Fri 7/25/08 NACOL129 NACOL Final Release to NMLN Subscribers with web link 1 day Fri 7/25/08 Fri 7/25/08 NACOL130 NACOL Webinar Briefing to School Administrators 1 day Fri 7/25/08 Fri 7/25/08 NACOL131 NACOL Final Report Released to Public (Press Release) 1 day Fri 7/25/08 Fri 7/25/08 NACOL

F


AAPPPPEENNDDIIXX CC:: DDEEPPAARRTTMMEENNTT SSTTRRAATTEEGGIICC PPRRIIOORRIITTIIEESS AANNDD GGOOAALLSS

New Mexico Higher Education Strategic Priorities and Goals

2006 – 2010 Strategic Priority 1: Increase student access and success.

Goal 1.1: Prepare all students to graduate high school and enroll in college ready for success Goal 1.2: Improve the retention and completion rates of all students in higher education Goal 1.3: Raise the minority representation in higher education to be reflective of the state's population

Goal 1.4: Improve the minority participation and graduation rates in graduate and professional programs

Goal 1.5: Maintain an affordable cost of attendance Goal 1.6: Complete a statewide distance education plan Goal 1.7: Complete a Cyber Academy Plan Strategic Priority 2: Innovate to meet current and future educational needs efficiently and effectively

Goal 2.1: Articulate a statewide vision for higher education which includes two and four year public and private institutions

Goal 2.2: Implement a strategic plan that addresses the needs of all New Mexicans in public and private institutions

Goal 2.3: Develop a system for prioritizing deferred maintenance and identify funding mechanism(s) to ensure sustainability

Goal 2.4: Implement the policy for service and responsibility areas to prevent duplication of effort and to ensure access Goal 2.5: Improve the recruitment and retention of high quality faculty and staff Goal 2.6: Create a performance and accountability system tied to funding


New Mexico Higher Education Strategic Priorities and Goals

(Page 2)

Strategic Priority 3: Provide programs and services integral to state and regional economic needs. Goal 3.1: Recognize and fund the role of research in our state's economy Goal 3.2: Align programs and services with statewide career clusters

Goal 3.3: Develop each institution’s capacity to be engaged in and add value to its region Goal 3.4: Improve collaboration between two and four year institutions to create programs that increase the number of educational opportunities for all New Mexicans

Goal 3.5: Support regional vitality by contributing artistic, cultural, and civic assets that attract employers and other residents seeking a higher quality of life Goal 3.6: Create funding mechanisms and support for collaborative technology projects that serve the needs of the state Strategic Priority 4: Position New Mexico Higher Education to be ranked in the upper echelon by improving national rankings. Goal 4.1: Align performance measures with national standards

Goal 4.2: Create funding mechanisms that encourages research institutions to be top tier by supporting such initiatives as raising admission standards while still serving the students of New Mexico

Goal 4.3: Implement a marketing and outreach plan to help recruit students in New Mexico and from other states Goal 4.4: Develop incentives to keep our best New Mexico students in our state institutions Goal 4.5: Partner with the private sector to develop opportunities in New Mexico for internship programs and post graduate employment Goal 4.6: Support institutions’ efforts to compete globally and to prepare their students to do so


New Mexico Public Education Rural Education Bureau

The goal of the Rural Education Bureau is to create a world-class rural education system based on holistic community revitalization in all rural areas of the state of New Mexico.

Vision Statement: Ensure Vibrant and Productive Rural School Districts and Communities

Mission Statement: The Rural Education Bureau, along with 21st Century and Comprehensive School Reform, works within PED and with other organizations to:

• Assist leadership in improving educational opportunities • Advocate for rural districts • Provide a comprehensive school–led Community Partnership for Revitalization (CPR) • Support programs to strengthen relationships among schools, families, and communities

TECHNOLOGY -- Distance learning is a crucially important educational delivery system for small and remote schools in rural New Mexico. The Rural Education Bureau is working with other PED bureaus to determine 1) current distance education initiatives within New Mexico schools and 2) plans for expanding these systems statewide. One of our partners, the Alliance for the Advancement of Teaching and Learning, based at New Mexico State University, is working on an extensive program to bring distance learning capabilities to every school in New Mexico. The bureau will continue its efforts to ensure the greatest possible interconnection of existing and future communications networks in New Mexico to maximize the delivery of instructional programs to all schools.


AAPPPPEENNDDIIXX DD:: CCUURRRREENNTT SSTTAATTEE –– PPUUBBLLIICC EEDDUUCCAATTIIOONN School

(RF) means that the site is a Reading First site and has video conferencing capabilities.

Connected

MS HS

“Hogan”School

Distance Ed

(ITV, other)

EETT Pilots

NMLN Pilots

Cyber School

Alamogordo Y Y Y Albuquerque Y Y Y (RF) Belen Y Y Bloomfield Y Y Y Y Capitan Y Y Y Carlsbad Y Y Y Cimarron/Eaglenest Y Y Y Y Clayton Y Y Cloudcroft Y Y Y Dexter Y Y Y (RF) X Farmington Y Y Y Y Fort Sumner Y Y Y Grants/Cibola Y Y Hagerman Y Y Y Y (RF) Hatch Y Y Y Y Hobbs Y Y Y Lake Arthur Y Y Y (RF) Lordsburg/Reserve Y Y X Los Alamos Y Y Los Lunas Y Y Mesa Vista Y Y Y (RF) Moriarty Y Y Portales Y Y Y (RF) Y Roswell Y Y Y (RF) Rio Rancho Y Y Y Rio Rancho Cyber Academy

Y Y Y

Socorro Y Y Y Truth or Consequences Y Y Y Taos Y Y Y Texico Y Y Y X Tucumcari Y Y Other Online programs: Raton, Taos Pueblo, SW Charter, Roy

Raton closed

Other EETT Sites: Animas, Jal, Loving, Melrose, Wagon Mound

Y X


AAPPPPEENNDDIIXX EE:: FFUUTTUURREE SSTTAATTEEWWIIDDEE DDIISSTTAANNCCEE LLEEAARRNNIINNGG MMAAPP

NM Cyber Academy and 4 Regional Training and Support Centers

NMLN eLearning Technology Data Centers

Affiliated statewide eLearning Support Programs (e.g. RETA)

2 Vendor Hosting Sites TBD

RTSCs – Subsequent years


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EETT Distance Education Course

NMLN Dual Credit High School

2006 Distance Education Pilots


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New Mexico Higher Education Locations

• Higher Education Institutions– 3 Research Universities– 3 Regional Universities– 19 Community Colleges

• 10 Branch CCs• 9 Independent CCs

– 2 Tribal Colleges– 18 For-profit/other CollegesSource: http://www.50states.com

• State agencies (i.e. CYFD, Corrections, DPS, DOH)

• HE Coordination & Collaboration– NM CHECS: IT Professional Org– NM Council of Presidents (4 yr)– NM Assoc. of CC (2yr)– NM Higher Education Dept. (all)

Proposed Implementation:NM Statewide LMS – Hosting* Centers

Hosting site #1: Hosting site #1: Albuquerque (CNM)Albuquerque (CNM) Hosting site #2: Las Hosting site #2: Las

Cruces (NMSU)Cruces (NMSU)

**Hosting site #3: **Hosting site #3: Albuquerque (UNM)Albuquerque (UNM)

ENMU (Portales)ENMU (Ruidoso)ENMU (Roswell)

NMSU (Las Cruces)NMSU AlamogordoNMSU CarlsbadNMSU Dona AnaNMSU Grants

NMT (Socorro)

WNMU (Silver City)

Clovis CC

Luna CC (Las Vegas)

Mesalands (Tucumcari)

NMJC (Hobbs)

NMMI (Roswell)

San Juan College (Farmington)

UNM (Albuquerque)UNM (Gallup)UNM (Los Alamos)UNM (Taos)UNM (Valencia)

(est. FTE = 23,494) (est. FTE = 28,864) (est. FTE = 24,105)

Possible KPossible K--12 & Private 12 & Private Possible KPossible K--12 & Private 12 & Private

Possible KPossible K--12 & Private 12 & Private

*Technical Support Centers

** UNM has moved ahead and created a state of the art WebCT hosting center


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Statewide technology programs currently supporting education in New Mexico Agency Laptop Learning Initiative Statewide program that provides seventh grade students and their teachers with laptop computers along with training.

PED

STRONG Project funded from Qwest settlement to bring laptops into each core academic classroom, including language, reading, math and science. The program targets 7th and 8th grade students and teachers in minority-rich schools with students considered to be at a high-risk of dropping out. The STRONG Project will initially reach 5900 students. STRONG stands for Students and Teachers Reaching Optimal New Goals

PED

Educational Technology Fund The Technology for Education Act of 1994 established the Educational Technology Fund to provide funds to school districts statewide to maintain and enhance technology on a per-pupil basis. The fund operation is overseen by the Council on Technology in Education; a board established by the same Act.

PED/CTE

Technology Deficiency Fund Fund set up to address technology deficiencies based on school technology adequacy standards developed by PED Ed Tech Bureau, CTE.

PED/CTE

Microsoft Partners in Learning (PIL) A Microsoft grant program to states that seek to increase technology skills in teachers and improve educational outcomes for students.

PED

Wire-NM A plan to improve network connectivity of state government. This connectivity is provided by a network infrastructure architecture enabling the state to implement high speed, high capacity communications to supporting data, voice and video throughout the state. This infrastructure will increase the affordability/availability of connectivity for state agencies (including schools and universities.) to better serve the citizens of New Mexico with improved stewardship of funding.

GSD/UNM/ NMSU/NMTech


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Date Submitter Change Description

Impact of the

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Commen


AAPPPPEENNDDIIXX NN:: CCHHAANNGGEE CCOONNTTRROOLL FFOORRMM Project Title: Innovative Digital Education and Learning in New Mexico (IDEAL-NM)

Task No. Revision No. Date Revised: Objective Statement:

Description of Change:

Reason for Change:

Schedule Change Information

Task No. Task Identification/Description Original

Start Date

Original Complete

Date

New Start Date

New Complete

Date

Estimated Costs:

Project Manager: Date: Task Owner: Date: Functional Manager: Date: Senior Manager: Date:


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ideal-nm management p · pdf file5.0 project management and controls ... implementation of a...

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