Department of Health s6

DDEPARTMENT OF HHEALTH

PPUBLIC HHEALTH DDIVISION WICWIC NMNM ELITEELITE

PPROJECT CCHARTER FFOR CCERTIFICATION

EXECUTIVE SPONSOR –JANE PEACOCK, PUBLIC HEALTH DIVISION DIRECTOR BUSINESS OWNER – SARAH FLORES-SIEVERS, NM WIC DIRECTOR PROJECT MANAGER – JUAN BLEA, ORIGINAL PLAN DATE: DECEMBER 18, 2013 REVISION DATE: N/A REVISION: 1.0 ABOUT THIS PROJECT CHARTER DOCUMENT

PERMISSION TO PLAN THE PROJEC T AND SETTING THE GOVERNANCE STRUCTURE The Project Charter provides the project manager and project team with permission to proceed with the work of the project, within the scope delineated in this document. The Project Charter should be the outcome of a number of documents that went into the pre-planning for the project, and in many cases the agency IT Plan, Business Case for appropriations, Federal funding requests and the like. Project sponsors sign the Project Charter signifying that they have agreed to the governance structure for guiding the direction for the further planning of the project, discovery and defining the requirements, acquiring necessary resources, and within that context the statement of work for any related contracts including a contract for the Independent Validation and Verification. The Project Charter is also the foundation for the creation of the project management plan, and much of the thinking and writing for this charter will be immediately usable for that project management plan.

PROJECT CERTIFICATION INITIAL PHASE DOCUMENTATION The Project Charter is also used within the State of New Mexico IT Project Certification process as evidence of the project’s worthiness for the Initial Phase certification. The Initial Phase certification is especially critical to many state and agency projects because of its related release of the initial funds required for the project.

Initiation Phase funding is requested by an agency for use in developing project phases, developing Independent Verification and Validation (“IV&V”) plan and contract; address project review issues and/or to develop an overall project management plan. Note: Waiver of the IV&V requirement requires specific written approval by the Secretary of the DoIT. DoIT “Project Certification” Memorandum July 2, 2007

The Project Charter and the Request for Certification Form are meant to provide a comprehensive picture of the project’s intention and initial planning, that includes the project’s place in the context of the State of New Mexico’s IT Strategic Plan, Enterprise Architecture, and DoIT project oversight process. See “IT Project Oversight Process” Memorandum July 5th 2007 on the OCIO-DoIT web site.

2 TABLE OF CONTENTS

Revision History

REVISION NUMBER DATE COMMENT 1.0 August 14, 2007 Original DoIT PMO Document

4 PROJECT CHARTER [NM ELITE] 5

1. PROJECT BACKGROUND

The project background section is meant to provide the reviewer with a picture of the development of the project from inception to its being submitted for certification.

1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT The New Mexico Department of Health’s WIC Program recognizes that a modern and contemporary information system is required to improve program effectiveness for both the State of New Mexico WIC staff and Local WIC Agency / Clinic staff. Importantly a new system as envisioned for ELITE will also improve the State’s ability to engage, empower and serve its consumers of WIC services. The State’s recommended approach for the new ELITE System will meet the United States Department of Agriculture Food and Nutrition Service (FNS) requirements for management information systems (MIS) and Electronic Benefits Transfer (EBT) delivery of WIC client benefits. Some of the key features desired for ELITE, the future WIC Systems for New Mexico, include but are not limited to:  Comprehensive Clinic and Participant case management system  Multi-Channel Access for both Staff and Participants (Participant Portal) focusing on robust consumer self service and client empowerment and participation  System tools to support income eligibility calculation  Robust Participant scheduling system  Automated infant and child growth chart plotting and pregnancy weight gain grids and for the calculation of body mass index (BMI)  Supporting the ability to tailor Participant food packages to meet specific Participant nutritional risk needs  Availability of a complete Participant history to support improvements in measures of outcome and accountability  Ability to interface or integrate with other service delivery systems internal and external to NM WIC (Immunization (NMSIIS), Accounting (SHARE), SNAP and TANF (NM Works) Programs, Medicaid, etc.)  Improving the provision of Participant nutrition education through the support of internet access and integrated online nutrition education offerings  Enhanced reporting and ad hoc query capability  Enhanced ability to conduct nutrition or health surveillance and support for referrals  Strengthened audit trails, quality assurance and fraud and abuse prevention and detection  Deployment as an integrated enterprise Web-based system  Additional access channels for Vendors to interact with the WIC Program through Vendor Portal and related functionality

PROJECT CHARTER [NM ELITE] 6

 Improved processes for Food Redemption, Settlement and Reconciliation  Enhancements at the State Office level for more effective and efficient grocer compliance, financial and EBT management, and operations management  Improved Financial Management New Mexico WIC’s existing application portfolio (referred to here as the “current system” or the “legacy system”) is comprised of State and Clinic applications that have been developed on multiple technology platforms. While the current eWIC system has served most of New Mexico WIC’s basic requirements, especially with respect to Electronic Benefits Transfer (EBT), limitations of the system inhibit New Mexico WIC’s ability to deliver optimal services. In particular, minimal and cumbersome reporting functionality make it difficult for program staff to monitor program activities across Clinics/Contract Agencies. The legacy system also prevents New Mexico WIC from evolving its model of practice, e.g. by offering self-serve functionality to Participants through a web-based portal. New Mexico realizes that the PowerBuilder-based clinic Systems are becoming obsolete in the next 2-3 years, which will make maintaining and modifying the legacy system increasingly challenging and costly for the State. As operating systems and development environments evolve further, the current system puts New Mexico WIC at increasing risk of incompatibility with supported hardware and software and lack of WIC vendor support. It also limits compatibility

1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT

On April 15th, 2012, the NM WIC program received USDA FNS approval for its submitted planning advance planning document (PAPD), pursuant with the USDA FNS Handbook 901. This PAPD established five major deliverables: 1) a Gap Analysis between the legacy eWIC application and the established requirements for a WIC application set forth within the USDA FReD document; 2) a complete business process analysis for all service areas within the NM WIC program; 3) a complete functional requirements list; 4) a complete non-functiaonl requirements list; 5) a proposed General System Design (GSD); and, 6) an RFP to select a design, development and implementation vendor (DDI). The total budget for the PAPD was $1.6M. As a result of the PAPD process, the NM WIC program proposed a new model of practice supported by a service-oriented architecture for the functional and on-functional requirements. This undertaking was named NM Empowering Logic through Innovation, Technology, & Education (ELITE). Also in accordance with USDA FNS rules and regulations, NM WIC has submitted the Implementation Advance Planning Document (IAPD) that establishes the budget and legal authority to proceed with issuing and awarding an RFP for a DDI vendor and to also proceed with design, development and implementation of M ELITE.

1.3 PROJECT CERTIFICATION REQUIREMENTS Does the project fit into the criteria for certification? Which and how? CRITERIA YES/NO EXPLANATION Project is mission critical to the agency Yes NM ELITE is necessary, as existing legacy applications DO NOT meet sixty-seven percent (67%) of the USDA FNS-mandated requirements for a WIC application. Project cost is equal to or in excess of Yes The proposed budget for $100,000.00 this effort is pending IAPD and RFP awards Project impacts customer on-line access Yes While legacy applications do not allow participants on- line access, the requirements established through the PAPD do require on-line self service. Project is one deemed appropriate by the No Secretary of the DoIT Will an IT Architecture Review be required? Yes The proposed GSD is composed of SOA-based architecture that is currently not in place at either the DOH or within WIC .

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS

The justification and objectives section relates the project to the purpose of the lead agency and describes the high level business and technical objectives for the project. The section also includes a high level review of the impact to the organization, and of the concerns for transition to operations.

2.1 AGENCY JUSTIFICATION IDENTIFY AGENCY MISSION, PERFORMANCE MEASURE OR STRATEGIC GOALS TO BE ADDRESSED THROUGH THIS PROJECT Number Description DEPARTMENT OF Goal 1: Improve Health Outcomes for the people of New Mexico HEALTH FISCAL YEAR 14 STRATEGIC Goal 2: Improve Health Care Quality PLAN Goal 5: Ensure that Technology Supports Timely, Data-Drive Decisions; Public Information; and, Improves Business Operations

2.2 BUSINESS OBJECTIVES USE THE FOLLOWING TABLE TO LIST MEASURABLE BUSINESS OBJECTIVES Number Description BUSINESS Implement participant self-service through multiple points of access, OBJECTIVE 1 including kiosks, on-line, and mobile platforms, as well as within the PHD/WIC clinic network

BUSINESS Implement on-line nutrition education practices OBJECTIVE 2

BUSINESS Train all staff on the new models of practice and technologies that OBJECTIVE 3 support the new model.

BUSINESS Allow super-user autonomy for rules and food package changes OBJECTIVE 4

2.3 TECHNICAL OBJECTIVES

Number Description TECHNICAL Complete Requirements and Configuration documentation and Time OBJECTIVE 1 Line for NM ELITE implementation with DDI vendor.

TECHNICAL Implement NM ELITE in test environment. OBJECTIVE 2

TECHNICAL Develop test plan and scripts for NM ELITE. Execute test scripts in OBJECTIVE 3 test environment. Track and fix defects.

TECHNICAL Implement NM ELITE into production.

Number Description

OBJECTIVE 4

2.4 IMPACT ON ORGANIZATION The impacts on the organization are areas that need to be addressed by the project through its planning process. They may not be internal project risks, but they can impact the success of the project’s implementation. Area Description END USER All end users will be required to attend trainings on the new WIC model of practice and the supporting technologies around the new model of practice, NM ELITE.

BUSINESS NM ELITE will allow the user community more flexibility in how PROCESSES rules and work flows are maintained through rules engines and automated workflow tools.

IT OPERATIONS AND Minimal impact. The Information Technology Services Division STAFFING (ITSD) helpdesk will continue to be the first line of support. NM WIC application developers will continue to be the second level of support for the application. The selected DDI vendor will transition and train all impacted DOH IT staff on the NM ELITE platform and technologies.

2.5 TRANSITION TO OPERATIONS The transition to operations areas include items that are asked in the certification form to assure that the project has accounted or will account for these matters in its planning and requirements specifications. Area Description PRELIMINARY The upgrade project will have no impact on the existing operation OPERATIONS location and staffing plans already in place for NM WIC. LOCATION AND STAFFING PLANS

Area Description DATA SECURITY, The upgrade project will have no impact on the existing data security BUSINESS and business continuity plans already in place for NM WIC. CONTINUITY

MAINTENANCE The upgrade project will have no impact on the existing maintenance STRATEGY plan already in place for NM WIC.

INTEROPERABILITY NM ELITE will create interoperability between NM DOH, NM HSD, and NM CYFD

RECORD RETENTION The upgrade project will have no impact on the existing record retention plan already in place for NM WIC

CONSOLIDATION The upgrade project will have no impact on the existing STRATEGY consolidation strategies already in place NM WIC.

3.0 PROJECT/PRODUCT SCOPE OF WORK

In its efforts to move from the high level business objectives to the desired end product/service the project team will need to deliver specific documents or work products. The State of New Mexico Project Management Methodology distinguishes between the project and the product. Project Deliverables relate to how we conduct the business of the project. Product Deliverables relate to how we define what the end result or product will be, and trace our stakeholder requirements through to product acceptance, and trace our end product features and attributes back to our initial requirements

3.1 DELIVERABLES

3.1.1 PROJECT DELIVERABLES This initial list of project deliverables are those called for by the IT Certification Process and Project Oversight memorandum, but does not exhaust the project deliverable documents Project Charter The Project Charter for Certification sets the overall scope for the project, the governance structure, and when signed is considered permission to proceed with the project. The Project Charter for Certification is used to provide the Project Certification Committee with adequate knowledge of the project and its planning to certify the initiation phase of the project.

Certification Form The Request for Certification and Release of Funds form is submitted when a project goes for any of the certification phases. It deals with the financial aspects of the project, as well as other topics that indicate the level of planning that has gone into the project. Many of the questions have been incorporated into the preparation of the project charter. Project Management Plan “Project management plan” is a formal document approved by the executive sponsor and the Department and developed in the plan phase used to manage project execution, control, and project close. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost and schedule baselines. A project plan includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management. “ Independent verification and validation (IV&V)” means the IV&V Contract & Reports process of evaluating a project to determine compliance with specified requirements and the process of determining whether the products of a given development phase fulfill the requirements established during the previous stage, both of which are performed by an organization independent of the lead agency. Independent verification and validation assessment reporting. The Department requires all projects subject to oversight to engage an independent verification and validation contractor unless waived by the Department. IT Service Contracts The Department of Information Technology and the State Purchasing Division of General Services have established a template for all IT related contracts. Risk Assessment and The DoIT Initial PROJECT RISK ASSESSMENT template management which is meant to fulfill the following requirement: “Prepare a written risk assessment report at the inception of a project and at end of each product development lifecycle phase or more frequently for large high-risk projects. Each risk assessment shall be included as a project activity in project schedule.” Project Oversight Process memorandum. Project Schedule A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. The defacto standard is Microsoft Project. Monthly Project Status Project status reports. For all projects that require Reports to DoIT Department oversight, the lead agency project manager shall submit an agency approved project status report on a monthly basis to the Department.

Project Closeout Report This is the Template used to request that the project be officially closed. Note that project closure is the last phase of the certification process.

3.1.2 PRODUCT DELIVERABLES The product deliverable documents listed here are only used for illustration purposes Requirements Documents The requirements documents will be completed during the implementation phase. This will include the configuration changes that will be included in this project. Design Documents The design documents will be completed during the implementation phase. This will include the configuration changes that will be included in this project. Systems Specifications The system being upgraded is a local. System specifications may impact software needed on the desktop, specifically the Java version, for connectivity with upgraded application. This will be determined during the planning phase. Systems Architecture This upgrade will not include any changes to the system architecture. This will be confirmed during the planning phase. If any changes are required, this will be documented. System and Acceptance The implementation vendor and facilities’ staff will be Testing involved in the testing of the upgraded applications functionality. Test plans will be created and followed during testing. This includes verifying data integrity. Operations requirements The transition to operations and application support plan will be updated.

3.2 SUCCESS AND QUALITY METRICS Metric are key to understanding the ability of the project to meet the end goals of the Executive Sponsor and the Business Owner, as well as the ability of the project team to stay within schedule and budget. Number Description

QUALITY METRICS 1 Data integrity is maintained throughout the upgrade and verified once the upgrade is complete.

Number Description

QUALITY METRICS 2 Billing and other system interfaces are working properly and electronic claim submission is not interrupted.

QUALITY METRICS 3 Implementation vendor and end user testing is successful by developing a test plan and test scripts.

QUALITY METRICS 4 Independent verification and validation review will be conducted on all project deliverables.

4.0 SCHEDULE ESTIMATE

The schedule estimate is requested to provide the reviewers with a sense of the magnitude of the project and an order of magnitude of the time required to complete the project. In developing the schedule estimate, certification timelines and state purchasing contracts and procurement lead times are as critical as vendor lead times for staffing and equipment delivery. Project metrics include comparisons of actual vs. target date. At the Project Charter initial phase, these times can only be estimated. INITIATION DECEMBER 2013  Prepare and present project certification documentation – initiation phase  Initiate project structure PLANNING FEBRUARY 2014  Prepare and present project certification documentation – planning phase  Prepare schedule for upgrade process  Finalize project structure  Implementation vendor contract amendment negotiated  Negotiate and execute IV&V contract IMPLEMENTATION MAY 2014  Prepare and present project certification documentation – implementation phase  Manage implementation vendor contracting preparation  Execute implementation vendor contract amendment  Implementation of upgrade  Vendor contract administration

CLOSEOUT MAY 2017  Prepare and present project certification documentation – closeout phase  Lessons learned  Closeout activities

5.0 BUDGET ESTIMATE

Within the Project Charter budgets for the project can only be estimated. Original budgets requested in appropriations or within agency budgets are probably not the numbers being worked with at project time. Funding sources are asked for to help evaluate the realism of project objectives against funding, and the allocation of budget estimates against project deliverables. Please remember to include agency staff time including project managers as costs.

5.1 FUNDING SOURCE(S) Source Amount Associated restrictions USDA FNS MIS $200,000.00 NONE FFY2013 Carryover

5.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE - Item Cost Estimate FY14 FY15 FY16 DDI Vendor Support TBD TBD TBD TBD Cloud-based server/data TBD TBD TBD TBD services Software licensing, TBD TBD TBD TBD development/implementati on

5.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE PHASES PLANNED AMOUNT TO BE CERTIFICATION DATE REQUESTED INITIATION: DECEMBER 2013 $200,000.00

PHASES PLANNED AMOUNT TO BE CERTIFICATION DATE REQUESTED PLANNING: FEBRUARY 2014 TBD IMPLEMENTATION: MAY 2014 TBD CLOSEOUT: MAY 2017 TBD

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE

6.1 STAKEHOLDERS Stakeholders should be a mix of agency management and end users who are impacted positively or negatively by the project.

name Stake in Project Organization Title Jane Peacock Executive Sponsor Department of Health Public Health Division Director

Sarah Flores-Sievers Project Director Department of NM WIC Director Health, Office of Facility Management

WIC Staff System Users OFM

WIC Participants Recipients of WIC benefits and education throughout New Mexico

6.2 PROJECT GOVERNANCE PLAN A diagram of the organization structure including steering committee members, project manager and technical/business teams would be helpful.

6.3 PROJECT MANAGER 6.3.1 PROJECT MANAGER CONTACT INFORMATION name Organization Phone #(s) Email JUAN BLEA DOH Information 505.476.8810 [email protected] Technology Services Division (ITSD) 6.3.2 PROJECT MANAGER BACKGROUND Juan Blea has more than 18 years of IT experience in a wide range of areas. Mr. Blea has successfully completed a variety of IT projects from small to large in private industry, education and government.

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES

ROLE RESPONSIBILITY Executive Project Executive Sponsor is the point person for the project within the Sponsor highest level of the Department of Health. The responsibilities of the Executive Sponsor include:  Participate in planning sessions  Ensure project staff availability, funding and contract management  Review and accept the initial risk assessment, management plan, project plan and budget  Appoint Project Director  Provide management review and accept changes to project plan, contract or deliverables  Attend executive requirements reviews and resolve requirements problems.  Empower the Project Manager  Communicate with the Department of Health  Champion the Project

ROLE RESPONSIBILITY  Contribute to lessons learned Project Director The Project Director is the person who makes the business case for the project. The responsibilities of the Project Director include:  Participate in planning sessions  Ensure project staff availability, funding and contract management  Review and accept the initial risk assessment, management plan, project plan and budget  Appoint Committee and Team members  Provide management review and accept changes to project plan, contracts or deliverables  Ensure user and sponsor acceptance  Attend executive requirements reviews and resolve requirements problems  Adjudicate any appeals relative to Steering Committee decisions  Cast the deciding vote where a consensus cannot be reached by the Steering Committee  Empower the Project Manager  Communicate with the Executive Sponsor and Department of Health Champion on the Project  Contribute to lessons learned Project Manager The Project Manager’s primary responsibility is to manage the project. This role must not get too involved in the business or technical details of the project. The Project Manager responsibilities include:  Develop initial management plan and project plan  Provide leadership for a coordinated project effort  Document project assumptions, constraints and critical success factors  Conduct initial risk assessment  Facilitate meetings  Assign tasks  Track schedules  Develop detailed plans with project team for risk, change and quality  Ensure project consensus  Manage expectations  Report on project status  Maintain issues log

ROLE RESPONSIBILITY  Maintain action items log  Promote and practice change management  Close-out action items  Value teamwork, cooperation and planning  Champion the project  Facilitate lessons learned process Steering Committee The Steering Committee is chartered to provide governance over the Member direction and support of the project and is chaired by the Project Director. The Steering Committee member responsibilities include:  Attend and participate in meetings  Review and accept deliverables  Review presented documentation  Balance larger picture versus detail of project  Review project funding and expenditures  Champion the project  Contribute to lessons learned Project Team Member The Project Team member is an important role in that it is the link between the vision and the reality of the project. The Project Team members’ responsibilities include:  Attend and participate in meetings  Participate in the planning process  Accomplish and provide deliverables  Represent specific area(s) (e.g., technical, clinical, process, etc.) for the overall project as assigned  Report progress, issues, etc.  Champion the project  Contribute to lessons learned

6.5 PROJECT MANAGEMENT METHODOLOGY The Department of Information Technology certification process is built around a series of certification gates: Initiation, Planning, Implementation and Closeout. Each of these phases/gates has a set of expected documents associated with it. The gates and the associated documents make up the certification methodology. For some projects such a framework might be sufficient, where for some projects the solution development life cycle (SDLC) with plan, define, design, build, close might be more appropriate. Put most simply how is the project to be structured into a methodology or framework and where do the project and product deliverables fit into this roadmap? 7.0 CONSTRAINTS

Number Description 1 IAPD must be approved and funded by 1/15/14, as FNS may face another shutdown.

8.0 DEPENDENCIES

Types include the following and should be associated with each dependency listed.  Mandatory dependencies are dependencies that are inherent to the work being done.  D- Discretionary dependencies are dependencies defined by the project management team. This may also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.  E-External dependencies are dependencies that involve a relationship between project activities and non- project activities such as purchasing/procurement

Number Description Type M,D,E 1 IAPD must be funded prior to RFP release and NM ELITE M, E implementation

9.0 ASSUMPTIONS

Number Description 1 Resources from DDI vendor, DOH ITSD, and NM WIC will be available for the duration of the project.

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY

Risk 1 Probability Impact Description - Project will LOW HIGH be at risk if all stakeholders Mitigation Strategy: Emphasize communication to all are not engaged at the stakeholders to be sure they understand the benefits of a beginning of the project successful project. Contingency Plan: This risk will be addressed during the planning phase so that necessary communication takes place throughout the project. Risk 2

Probability Impact Description - Project will LOW HIGH be at risk if the Mitigation Strategy: In the beginning of the project, work with implementation vendor vendor and agree upon a schedule. resources are not available Contingency Plan: Review the schedule monthly with the vendor to address any scheduling issues. Risk 3 Probability Impact Description - Project will MEDIUM HIGH be at risk if the Mitigation Strategy: Emphasize the lengthy and convoluted contract/procurement contract and procurement process to the vendor and project process takes an excessive participants. Emphasize the need for quick responses to requests amount of time for contract and scope of work reviews and signoffs. Contingency Plan: The contingency plan will be developed during the planning phase as part of the project management plan. Risk 4 Probability Impact Description - Project will LOW HIGH be at risk if USDA/FNS Mitigation Strategy: Show how services will become more cost withdraws the funding for effective and the ability to generate revenue recovery if this cost containment purposes project is completed. Contingency Plan: The contingency plan will be developed during the planning phase as part of the project management plan.

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING

Meeting agendas, minutes, and supporting documentation will be provided using the following software packages: Microsoft Word, Excel, PowerPoint, Outlook and Project. Every attempt will be made to publish the meeting minutes in a timely fashion and no later than 2 days prior to the next regularly scheduled meeting. Any meeting called should have an agenda, attempt to start and finish on time. The time allocated to each agenda topic will vary depending on the depth of issues to be covered. Items not able to be covered within the meeting time and accepted to be postponed may be added to the next standing meeting’s agenda or may require a special meeting. The meeting times and distributions of the meeting minutes for the project are as follows: Project Team Meetings will be on a regular schedule. The scribe will be assigned by the Project Manager. The project team meetings will be posted in the electronic document libraries by the Project Manager.

Steering Committee Meetings will be held monthly. The scribe will be assigned by the Project Director. The Monthly Steering Committee meeting minutes will be posted to the electronic document library in the project folder and e-mailed to attendees. Special Session Meetings may be called at the request of the Project Director or Project Manager. A range of issues may require a special meeting of a team, committee or subset. These meetings will be scheduled to accommodate the majority of attendees. The minutes from these meetings will be posted in the document library and e-mailed to all attendees. Status reports will be used to track progress and issues. Project Team members will provide status reports as requested by the Project Manager. These reports will be in addition to such reports prepared upon request and by other contractors. Monthly DoIT status reports will be submitted by the project manager. Special reports will be provided at the request of the Project Management Contract Administrator or the Project Director. Steering Committee will approve deliverables acceptance with sign off documents being archived in the physical project library in the Project Manager’s office. Issues and risk management and resolution help to resolve those issues or risks not anticipated during planning process. Issues or risks should be reported at the earliest possible time so that corrective action and risk mitigation can be developed to address with the issue or risk. The corrective action should address both the immediate need and the underlying cause of the issue or risk. The Project Manager will keep an issue and risk tracking log and will work with the Project Team for corrective action. The Project Manager will maintain an action item list. This action item list identifies the action item, the reference item, the responsible party, the solution, and the due and completion dates. Updates may also be reflected in meeting minutes.

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V

IV&V focus depends upon the type of project, with various emphases on project and product deliverables. The following check list is based on Exhibit A of the OCIO IV&V Contract Template, and the Information technology template. It is included here to provide a high level of the type of IV&V accountability the project envisions:

Project/Product Area Include – Yes/No Project Management Yes Quality Management Yes

Training Yes Requirements Management Yes Operating Environment Yes Development Environment Yes Software Development Yes System and Acceptance Testing Yes Data Management Yes Operations Oversight Yes Business Process Impact Yes

13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES

signature date

Executive Sponsor

Business Owner

Project Manager

14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE

signature date

DoIT / PCC Approval