PROOF PMP Rev 0.2

PROOF-NMPROOF-NM PPROJECT CCHANGE RREQUEST (C(CHANGE RREQUEST)) PROJECTPROJECT MANAGEMENTMANAGEMENT PLANPLAN (PMP)(PMP)EXECUTIVE SPONSOR – GSD SECRETARY ED BURCKLE PROJECT SPONSOR – FMD DIRECTOR CHRISTOPHER LEE BUSINESS OWNER – FACILITIES OPERATIONS & MAINTENANCE BUREAU CHIEF LEO RODRIGUEZ PROJECT DIRECTOR - GSD CIO KAREN BALTZLEY PROJECT MANAGER – MARCUS GEE, PMP ORIGINAL PLAN DATE: AUGUST 7, 2017 REVISION DATE: REVISION: 0.1 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANREVISION HISTORY...... 4 APPROVAL: ______...... 4 CHRISTOPHER LEE...... 4 DIRECTOR, FACILITIES MANAGEMENT DIVISION...... 4 APPROVAL: ______...... 4 LEO RODRIGUEZ...... 4 OPERATIONS AND MAINTENANCE BUREAU CHIEF, FACILITIES MANAGEMENT DIVISION...... 4 APPROVAL: ______...... 4 KAREN BALTZLEY...... 4 CHIEF INFORMATION OFFICER, TECHNOLOGY SYSTEMS AND SERVICES BUREAU...... 4 1.0 CHANGE REQUEST OVERVIEW...... 5 1.1 EXECUTIVE SUMMARY – RATIONALE FOR THE PROJECT...... 5 1.1.1 Capital Project Internal Purchase Request Process...... 5 2. Location Redeployment...... 6 1.1.2 Business Justification and Identification of Benefits...... 7 1.2 FUNDING AND SOURCES...... 8 1.3 CONSTRAINTS...... 8 1.4 DEPENDENCIES...... 8 1.5 ASSUMPTIONS...... 9 1.6 INITIAL PROJECT RISKS IDENTIFIED...... 9 RISK #1 – BUSINESS-SME AVAILABILITY...... 9 RISK #2 – INSUFFICIENT FUNDING...... 10 RISK #3 – END USER ADOPTION RESISTANCE...... 10 2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE...... 12 2.1 STAKEHOLDERS...... 12 2.2 PROJECT GOVERNANCE STRUCTURE...... 13 2.2.1 Describe the organizational structure – Org Chart...... 13 2.2.2 Describe the role and members of the project steering committee...... 13 2.2.3 Organizational Boundaries, interfaces and responsibilities...... 14 2.3 EXECUTIVE REPORTING...... 15 3.0 SCOPE...... 16 3.0.1 Streamline, align and automate the CP Contracts and IPR process:...... 16 3.0.2 Location Pilot Project:...... 17 3.1 PROJECT OBJECTIVES...... 17 3.1.1 Business Objectives...... 17 3.1.2 Technical Objectives...... 18 3.2 PROJECT EXCLUSIONS...... 19 3.3 CRITICAL SUCCESS FACTORS...... 20 4.0 PROJECT DELIVERABLES AND METHODOLOGY...... 21 4.1 PROJECT MANAGEMENT LIFE CYCLE...... 21 4.1.1 Project Management & Product Development Deliverables...... 26 4.1.2 Deliverable Approval Authority Designations...... 32 4.1.3 Deliverable Acceptance Procedure...... 33 4.2 PRODUCT LIFE CYCLE...... 33PAGE | 1 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN4.2.1 Technical Strategy...... 33 5.0 PROJECT WORK...... 34 5.1 WORK BREAKDOWN STRUCTURE (WBS)...... 34 5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE...... 37 5.3 PROJECT BUDGET...... 40 Major Project Deliverable and Performance Measure...... 40 Due Date...... 40 Project Phase...... 40 5.4 PROJECT TEAM...... 42 5.4.1 Project Team Organizational Structure...... 42 5.4.2 Project Team Roles and Responsibilities...... 43 5.5 STAFF PLANNING AND RESOURCE ACQUISITION...... 46 1.1.1 Project Staff...... 46 5.6 PROJECT LOGISTICS...... 48 5.6.1 Project Team Training...... 49 6.0 PROJECT MANAGEMENT AND CONTROLS...... 50 6.1 RISK AND ISSUE MANAGEMENT...... 50 6.1.1 Risk Management Strategy...... 50 6.1.2 Project Risk Identification...... 50 6.1.3 Project Risk Mitigation Approach...... 50 6.1.4 Risk Reporting and Escalation Strategy...... 51 6.1.5 Project Risk Tracking Approach...... 51 6.1.6 ISSUE MANAGEMENT...... 51 6.2 INDEPENDENT VERIFICATION AND VALIDATION...... 51 6.3 SCOPE MANAGEMENT PLAN...... 52 6.3.1 Change Control...... 53 6.4 PROJECT BUDGET MANAGEMENT...... 54 6.4.1 Budget Tracking...... 54 6.5 COMMUNICATION PLAN...... 54 6.5.1 Communication Matrix...... 55 PROOF-NM Change Request Project Core Team...... 56 PROOF-NM Change Request Project Extended Team...... 57 Internal FMD...... 58 External...... 59 6.5.2 Status Meetings...... 59 6.5.3 Project Status Reports...... 59 6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)...... 60 6.6.1 Baselines...... 60 6.7 QUALITY OBJECTIVES AND CONTROL...... 60 6.7.1 Quality Standards...... 60 6.7.2 Project and Product Review AND ASSESSMENTS...... 61 6.7.3 Agency/Customer Satisfaction...... 61 6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS...... 62 6.8 CONFIGURATION MANAGEMENT...... 62 6.8.1 Version Control...... 63 6.8.2 Project Repository (Project Library)...... 63 6.9 PROCUREMENT MANAGEMENT PLAN...... 63 7. 0 PROJECT CLOSE...... 64 7.1 Lessons Learned...... 64 7.2 Administrative Close...... 64PAGE | 2 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN7.3 Contract Close...... 64 7.4 Transition to FMD’s Change Board...... 64 7.5 PCC Presentation – Project Closure...... 64 APPENDIX A - ACRONYMS AND DEFINITIONS...... 65 APPENDIX B - PROJECT TIMELINE...... 74PAGE | 3 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANREVISION HISTORYREVISION NUMBER DATE COMMENT 0.1 August 7, 2017 PMP first draftAPPROVAL: ______Christopher Lee DIRECTOR, Facilities Management DivisionDATE: ______APPROVAL: ______Leo Rodriguez Operations and Maintenance Bureau Chief, Facilities Management DivisionDATE: ______APPROVAL: ______Karen Baltzley CHIEF INFORMATION OFFICER, Technology & Systems SupportDATE: ______PAGE | 4 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN1.0 CHANGE REQUEST OVERVIEW There are two (2) components to this change request. Each of these components falls within the scope of the appropriation for the PROOF-NM Project. There are no specific savings either in terms of budget or schedule linked to the inclusion or exclusion of either component of this change request. Authorization of either component would require the full schedule and budget available, as the two components would be carried out in parallel with the other, require the full oversight, management and consulting support, and involve application of business resources from various bureaus within the Facilities Management Division (FMD). No additional funding is required beyond the current PROOF-NM appropriation to support the changes included in this change request. The changes can be supported within the appropriation of $1,960,200.00. The requested changes provide a holistic solution for management of all FMD work in the AiM System. The changes also provide integration and alignment of staff, organization, and technology directed at achieving FMD’s strategic objectives. With that, the components included in the change request are as follows: 1. Streamline, align and automate the Capital Projects contract and Internal Purchase Requisition (IPR) process and configuration in AiM. 2. Conduct a pilot effort to populate the AiM Location data with Room Number, Agency, square feet, and utilization of the space. This pilot effort will be confined to the buildings in Santa Fe that are supported by the Facilities Management Division (FMD) Operations and Maintenance (O&M) Bureau currently. With that, the components included in Change Request are as follows: 3. Streamline, align and automate the Capital Projects contract and Internal Purchase Requisition (IPR) process and configuration in AiM. 4. Populate the AiM Location data with Room Number, Agency, square feet, and utilization of the space. This will be confined to the buildings in Santa Fe that are supported by the Facilities Management Division (FMD) Operations and Maintenance (O&M) Bureau currently. 1.1 EXECUTIVE SUMMARY – RATIONALE FOR THE PROJECT 1.1.1 CAPITAL PROJECT INTERNAL PURCHASE REQUEST PROCESS Streamlining, aligning and automating the Capital Project Contracts and Internal Purchase Request (IPR) process and configuration will effectively mirror the IPR process for processing in the Operations & Management (O&M) module. This will provide FMD with one approach for processing IPR’s, and provide one interface to Administrative Services and State Purchasing Divisions that support FMD procurement processes. During the O& M Design Phase, the PROOF-NM Project Team worked with the leadership of General Services Department’s (GSD) Administrative Services Division (ASD) to define an PAGE | 5 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN electronic workflow for processing O&M IPR’s. This change request will allow FMD to replace the paper-based IPR routing and approval process that is currently in place for Capital Projects.This component of the Change Request will replace the workflows currently being used by Capital Projects for IPR processing in favor of the electronic workflow defined for O&M IPR’s. Affected processes that would be redesigned include: a. Direct Purchase Order (DPO) for Consultant Contracts b. DPO for Construction Contracts c. Statewide Price Agreements (SPA) d. 3-Quote Contracts e. O&M Contracts f. On-Call Contracts g. Job Order Contracts h. Architectural Engineering / Professional Services Contracts i. Construction Contracts j. Consultant Contract Amendments k. Construction Contract Change OrdersAligning and automating the Capital Projects Contracts and IPR process will entail conducting brief design sessions for each of the above topics, updating the CAMPS-NM Business BluePrint Report (BBPR), developing test cases and conducting end to end process and user acceptance testing, training end users on the redesigned processes, deploying the changes, and providing end user support for one month following implementation.2. LOCATION REDEPLOYMENTThe Location Pilot Project will address a gap in the use of AiM that was identified at the outset of the CAMPS-NM Project in December, 2014. The AiM System data hierarchy is essentially County – Campus – Bldg (Property ID). The next level below that is Location, which carries with it metadata related to floor, location type, primary usage, gross and user square feet, and the agency occupying the space. Based on the way AiM was deployed at then Building Services Division (BSD) in 2008, Location today in AiM is a listing of the agencies that occupy a particular building. While these ‘Locations’ often contain the square footage of that agency, this data has not been maintained since 2008, and in the majority of cases, known square footage of a building does not reconcile PAGE | 6 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN to the totals contained in AiM for the agencies occupying the building. Other constraints imposed by the current deployment include: a. Since ‘Location’ today in AiM refers to the Agency in the building, we’re unable to identify the precise location of work. To work around this limitation, the Work Control Center (WCC) attempts to describe the location of work in the description field, which raises other challenges in consistently communicating the location of work needs. b. The process necessary to analyze space utilization and identify unused capacity is difficult at best. In the current deployment this analysis is a manual, time consuming effort and is prone to error. c. Because the lowest level of granularity in the existing hierarchy is the building itself, FMD is unable to track maintenance activities and cost by the type of space. d. Where hazardous materials are stored in a building, FMD is unable to identify the exact location, or to track those locations where hazardous materials are stored. e. Asset Management systems typically support tracking assets that have been in a particular location over time, and locations that particular asset has served over time. Neither of these perspectives is possible given the current deployment of Location in AiM.1.1.2 BUSINESS JUSTIFICATION AND IDENTIFICATION OF BENEFITSBusiness justification and identification of benefits for alignment of the Capital Projects IPR process is as follows: 1. Alignment will tend to clarify and stabilize contract processes. Implementation of this change will provide a consistent approach and process for all procurement of goods and services across FMD. With the process definition and a supporting SOP, the approved processes will be codified to ensure consistency and compliance by all FMD staff going forward 2. Re-engineering the Capital Projects Contracts and IPR Process will reduce paper processing, aligning to one of GSD’s strategic objectives. Rather, Capital Project IPR’s will be routed and approved electronically in AiM. 3. Alignment will streamline the current IPR processes to achieve shorter turn-around times on IPRs for Capital Projects 4. By processing all IPRs through the AiM System, FMD will gain real-time visibility and transparency into the status of IPRs in process. Tracking and trending of historical IPRs will also be made available going forward. 5. The beneficiaries of this alignment include: a. FMD’s Capital Projects Bureau and its customers b. FMD Asset Management Bureau for IPRs related to Land Acquisitions and Professional Services in support of Surveys, Appraisal and the like; andPAGE | 7 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN c. FMD’s O&M Bureau for Small Projects utilizing CBRF funding 6. In summary, the PROOF-NM Project Team feels the business case for this scope of work is sufficiently compelling that we would be remiss in not requesting support for this change. ‘Location’ Pilot Business Justification/Benefits include: 1. Reengineering the AiM Location data for all Santa Fe based properties that FMD supports would afford FMD with the ability to analyze work, availability, cost and utilization by type of space. This would in turn improve the utilization of state owned properties, and reduce lease cost overall. 2. Having precise locations for assets and work orders will guide the technicians in getting to work sites quickly, and improve FMD’s responsiveness to work needs overall. True locations offer the best filter for duplicate work requests. 3. Provide an ability to view the location of occupancy by agency, and support development of trending metrics. 4. Provides the ability to track the location and movement of hazardous materials, or to develop reports detailing locations and accumulations of hazardous materials by material, location, or agency. 5. Track locations served by an asset. 6. Overall, this component of the Change Request removes a key constraint in the data that has existed since its original implementation, and positions the State of New Mexico to make full use of its investment in the AiM System going forward. 1.2 FUNDING AND SOURCES SOURCE AMOUNT ASSOCIATED APPROVERS RESTRICTIONS 52nd Legislature, 2nd $ 1,960,200.00 DFA has oversight of PROOF-NM Steering Session, Laws 2016, funds Committee Ch. 11 Sec. 7 (8) , Fund 286001.3 CONSTRAINTSNUMBER DESCRIPTION 1 Customization of AiM modules will be avoided by adapting FMD business processes, working with AssetWorks to extend functionality, or seeking work-arounds outside the AiM modules as necessary.1.4 DEPENDENCIES The following table lists an external dependency:PAGE | 8 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANNUMBER DESCRIPTION TYPE M,D,E 1 Design effort is able to begin in October, 2017. Start of Design E effort is dependent upon PCC (Project Certification Committee) authorization, the availability of business subject matter experts to support the Business BluePrint Sessions (BBP), and having the AssetWorks Services Contract in place. 1.5 ASSUMPTIONSNUMBER DESCRIPTION 1 FMD will continue to offer operations and maintenance services to user agencies. 2 FMD, Technology & System support (TSSB), and other resources will be made available from GSD as required to support project deliverables and required dates.1.6 INITIAL PROJECT RISKS IDENTIFIED RISK #1 – BUSINESS-SME AVAILABILITY Description: Business Probability: High Impact: Schedule delays with Subject Matter Experts (B- attendant cost increases; business SME’s) will not be process design may be incomplete available to the degree due to insufficient effort applied; required testing and production usage may suffer, with adverse consequences following production cut-over. Mitigation Strategy: In order to mitigate this particular risk, the Project Team will ensure adequate personnel are committed to support the up-front effort. Project Management will work with GSD/FMD leadership to develop a realistic schedule, and to communicate resource needs and impacts to stakeholders proactively. Contingency Plan: Identify scope priorities. Monitor the workload closely and adjust personnel assignments as practical. Work pro-actively with FMD and TSSB leadership to ensure resource shortfalls are identified as early as possible and mitigated appropriatelyPAGE | 9 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANRISK #2 – INSUFFICIENT FUNDING Description: Insufficient Probability: Low Impact: Reduced scope, limited Funding to achieve project ability to test fully the software, objectives and limited opportunity to provide process-based end user training with reduced Return On Investment. Mitigation Strategy: Closely monitor spending throughout the project. Track milestones achieved versus milestones planned, manage other project risks and issues to minimize opportunity for cost over-runs. Contingency Plan: Prioritize testing based on business criticality and apply test strategy on an 80/20 basis. Adopt a Train the Trainer (T3) training model, identify and focus on training key personnel. Worst case scenario: trim back scope to accommodate available funding based on business priorities. Contingency Plan: Assign a state resource to the project as a shadow Project Manager to assume management of the project. RISK #3 – END USER ADOPTION RESISTANCE Description: Adoption and Probability: Moderate Impact: Delays and reductions in use of the CP IPR Process forecast benefits received from the and Location field may be project. hindered through resistance Mitigation Strategy: A multi-faceted approach will be or end users who use work- undertaken to mitigate this risk, given the significance of the around methods rather than possible impact. Elements of the mitigation strategy will include: utilize the system as designed 1. Communication road shows conducted regularly with stakeholders throughout the Build and Test phases, focusing on process work flow aspects and emphasizing the benefits. 2. Identifying early adopters and planning to leverage them in influencing their peers; encouraging active user support; and remediating through utilization reports and following up with additional training where needed. Gathering survey data during communication road shows and training sessions and implementing changes as appropriate to enhance user adoption 3. Once the transition has been made to production use, FMD’s Change Board should monitor work arounds and data input errors through the use of AiM Personal Queries (PQ’s) and take corrective actions as necessary.PAGE | 10 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANContingency Plan: Should this risk manifest, options will be considered, including retraining of staff, scaling back scope, and staging the roll-out across the business to increase adoption. PAGE | 11 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE 2.1 STAKEHOLDERSNAME STAKE IN PROJECT ORGANIZATION TITLE Ed Burckle Cabinet Secretary, Member of IT GSD Cabinet Executive Board Secretary Zella Cox ASD Director, GSD CFO, Member ASD Division of Steering Committee Director Marcus Gee Project Management / Oversight GSD PROOF-NM Project Manager Mike Keelin AiM Configuration and Process AssetWorks, Senior Project Integration LLC Manager/Imple- mentation Specialist Christopher Lee Project Sponsor FMD Division Director Jimmy Rodriguez Business Owner FMD Business Operations Bureau Chief Leo Rodriguez Business Owner FMD O&M Bureau Chief Sherry Keefe Business Owner FMD Capital Projects Team Lead Karen Baltzley Project Management / Oversight TSSB GSD - CIO Flaviano Application Support – TSSB Application Prosperini Functional/Technical Developer Suzzanne StClair Functional Administrator – FMD Business Authorizations and Code Value Subject Matter Changes Expert (B-SME) Quality Assurance Lead – Training and Testing MaterialsPAGE | 12 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN2.2 PROJECT GOVERNANCE STRUCTURE2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHARTExecutive Sponsor Ed Burckle, GSD Cabinet SecretaryProgram Sponsor Christopher Lee, FMD Director Steering Committee CHAIR - Ed Burckle, Secretary Christopher Lee, FMD Director Karen Baltzley, GSD CIO Zella Cox – ASD Director Business Owner Linda Kehoe, LFC Capital Outlay Leo Rodriguez, FMD O&M Principal Analyst Agency Pilot Test Team Bureau Chief Debbie Romero, DFA Capital Outlay DPS, CYFD, NMCD Bureau ChiefProgram Director Karen Baltzley, GSD CIOTechnical Review Team GSD TSSB, AssetWorksIndependent Validation & CAMPS-NM Program / PROOF- Verification NM Project Manager Marcus GeeChange Functional Technical Lead QA Lead Bus-SME’s: Asset Works Lead Management Lead Administrator Flaviano Prosperini Suzzanne StClair Maint. -T. Romero, J. Phillips, Mike Keelin Charles Lovato Suzzanne StClair A. Martinez, R. Motelet, C. Lovato Invent. – John Perez Purch. – Barb Gurule A/P – Andrea CareyReporting Lead Training Lead Data Lead/DBA Integration Lead Test Lead TBD Suzzanne StClair TBD Flaviano Prosperini Tomas Romero2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE 2.2.2.1 Steering Committee Chair Role The Executive Sponsor operates as the Chair for the Project Steering Committee. As such, the Chair is the point person for the project within GSD. Responsibilities include:  Championing the project;  Considering potential changes facing the organization and assesses the organizational impact;PAGE | 13 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN Deciding which changes will be instituted, communicates priorities and provides resources to ensure success;  Creating an environment that enables changes to be made on time and within budget;  Participating in planning sessions; and  Chairing the Steering Committee. 2.2.2.2 Steering Committee Member Role The Steering Committee provides governance over the direction and support of the project. The responsibilities of the Steering Committee Members include:  Attending and participating in Steering Committee Meetings;  Reviewing and providing comment on presented documentation;  Balancing larger picture versus details of the project;  Reviewing project funding and expenditures;  Championing the project; and  Contributing to lessons learned. Steering Committee membership is included in the Project Organizational Chart depicted on the previous page of this document.2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES The key interfaces between the organizations involved in and supporting the PROOF-NM Project are those between the GSD CIO, the Project Manager from AssetWorks, the PROOF- NM Project Manager, and the PROOF-NM Project Owner. The methods of communications utilized on the project will include:  Status Reports, Talking Points Memos, and Briefings;  Standing Team or Committee Meetings;  Communications Road Shows;  Ad-hoc meetings;  Electronic mail;  Announcements available from the project SharePoint website (http://gsdshareprod2013/FMDC/ANACPPM/_layouts/15/start.aspx#/);  Distribution of Meeting Minutes; and  Phone conversations. Interaction may occur directly between the technical components of all teams. However, overall task direction can only come from the Project Manager. Final decisions will be made at the Steering Committee level as required. Project communications and plans are fully detailed in the PROOF-NM Project Communications Plan, which is available on the project SharePoint site. PAGE | 14 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANCopies of the Communications Plan may also be obtained by contacting the Project Manager directly ([email protected]). 2.3 EXECUTIVE REPORTING The PROOF-NM Project Manager will submit an agency-approved Project Status Report to DoIT and GSD on a monthly basis. In addition, the PROOF-NM Project Manager will submit Status Reports on a weekly basis. This report will be submitted to:  Ed Burckle, GSD Cabinet Secretary and Executive Sponsor  Christopher Lee, FMD Director and Project Sponsor  Zella Cox, GSD CFO/ASD Director and Steering Committee Member  Karen Baltzley, GSD CIO  Debbie Romero, DFA Capital Outlay Bureau Chief and Steering Committee Member  Linda Kehoe, LFC Capital Outlay Principal Analyst and Steering Committee Member  Pam Nicosin, FMD Deputy Director and Business Owner  Jimmy Rodriguez, FMD Business Operations Bureau Chief  Leo Rodriguez, FMD Facilities Operations and Maintenance Bureau Chief  Sherry Keefe, FMD Capital Projects Team Lead  Peter Barrington, FMD Asset Management Bureau Chief The PROOF-NM Project Manager will utilize monthly Steering Committee meetings to address critical issues and barriers to the project; discuss any pending change requests; confirm alignment with the strategic goals and objectives of GSD; and review scope, schedule, and budget. On an as-needed basis, the PROOF-NM Project Manager will meet with the Executive Sponsor to discuss time and mission critical issues or to seek approval for changes to the Project Plan and Schedule.PAGE | 15 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN3.0 SCOPE The areas of scope included in the PROOF-NM Change Request Project can be segregated into two sub-initiatives. These include: 1. Streamline, align and automate the Capital Projects contract and Internal Purchase Requisition (IPR) process and configuration in AiM; and 2. Populate the AiM Location data with Room Number, Agency, square feet, and utilization of the space. This will be confined to the buildings in Santa Fe that are supported by the Facilities Management Division (FMD) Operations and Maintenance (O&M) Bureau currently.3.0.1 STREAMLINE, ALIGN AND AUTOMATE THE CP CONTRACTS AND IPR PROCESS: Streamlining, aligning and automating the CP Contracts and IPR process and configuration will effectively mirror the process for IPR processing in O&M. This will provide FMD with one process for processing IPR’s, and provide one interface to agencies that support FMD procurement processes. During the Design Phase, the PROOF-NM Project Team worked with the leadership of General Services Department’s (GSD) Administrative Services Division (ASD) to define an electronic workflow for processing O&M IPR’s. This process will replace the paper- based IPR routing and approval process currently in place. This component of the Change Request would replace the workflows currently being used by Capital Projects for IPR processing. Affected processes that would be redesigned include: 1. Direct Purchase Order (DPO) for Consultant Contracts 2. DPO for Construction Contracts 3. Statewide Price Agreements (SPA) 4. 3-Quote Contracts 5. O&M Contracts 6. On-Call Contracts 7. Job Order Contracts 8. Architectural Engineering / Professional Services Contracts 9. Construction Contracts 10. Consultant Contract Amendments 11. Construction Contract Change Orders Aligning and automating the CP Contracts and IPR process will entail conducting brief design sessions for each of the above topics, updating the CAMPS-NM Business BluePrint Report (BBPR), developing test cases and conducting end to end process and user acceptance testing, training end users on the redesigned processes, deploying the changes, and providing end user support for one month following implementation.PAGE | 16 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN3.0.2 LOCATION PILOT PROJECT: The Location Pilot Project addresses a gap in the use of AiM that was identified at the outset of the CAMPS-NM Project in December, 2014. The AiM System data hierarchy is essentially County – Campus – Building (Property ID). The next level below that is Location, which carries with it metadata related to floor, location type, primary usage, gross and user square feet, and the agency occupying the space. Based on the way AiM was deployed at then Building Services Division (BSD) in 2008, Location today in AiM is a listing of the agencies that occupy a particular building. While these ‘Locations’ often contain the square footage of that agency, this data has not been maintained since 2008, and there are many instances where the known square footage of a building does not reconcile to the totals contained in AiM. Other constraints imposed by the current deployment include: 1. Since ‘Location’ today in AiM refers to the Agency in the building, we’re unable to identify the precise location of work. To work around this limitation, the Work Control Center (WCC) attempts to describe the location of work in the description field, which raises other challenges in consistently communicating the location of work needs 2. The process necessary to analyze space utilization and identify unused capacity is difficult at best. In the current deployment this analysis is manual, time consuming, and error prone. 3. Because the lowest level of granularity in the existing hierarchy is the building itself, FMD is unable to track maintenance activities and cost by the type of space. 4. Today we’re unable to identify the exact location of assets. We can identify their location as being in a particular building, but can’t specify the room or floor within that building, except by including the location in the description. Where this has been done, no standards were ever implemented for describing the location. 5. Where hazardous materials are stored in a building, we are unable to identify the exact location, or to track those locations where hazardous materials are stored. 6. Asset Management systems typically support tracking assets that have been in a particular location over time, and locations that particular asset has served over time. Neither of these perspectives is possible given the current deployment of Location in AiM. 3.1 PROJECT OBJECTIVES3.1.1 BUSINESS OBJECTIVES NUMBER DESCRIPTION BUSINESS In the PROOF-NM Project process design, configuration and OBJECTIVE 1 deployment, FMD will standardize IPR processing for both Operations and Maintenance and Capital Projects. BUSINESS Provide discrete location information for all work being performed OBJECTIVE 2 and all assets under FMD jurisdiction within Santa Fe. BUSINESS Support FMD’s mission to provide state agencies with the “best OBJECTIVE 3 value in life cycle facilities management;” reduce response times for PAGE | 17 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANNUMBER DESCRIPTION work orders submitted year to year; reduce work order backlog by 10% from prior year; percentage of Shop work orders completed on time by priority per below definitions: Emergency – within 48 hours of request; Essential – within 5 working days; Routine – within 10 working days. BUSINESS Support FMD Office of the Director (OOD) Goals and Objectives: OBJECTIVE 4 “Efficiently manage the cost of operations and maintenance for state owned buildings by implementation of an Integrated Facilities Management Program; Implement best business and operational processes by researching and applying industry standards; and Integrate the use of the AiM enterprise asset management system across the functions of Facilities Operations and Maintenance, Project Management and Asset Management.” (Cabinet Secretary approved BBPR). BUSINESS Support FMD OOD Strategies: “Utilize data from software OBJECTIVE 5 applications to support business process improvements and business decisions for both operations and capital projects.” (Cabinet Secretary approved BBPR). BUSINESS Support FMD Facilities Operations and Maintenance (FO&M) OBJECTIVE 6 Bureau Goals and Objectives: “Improve Work Order completion rates; implement a maintenance management program; implement a preventive maintenance management program; implement a warehouse management program; and implement an inventory master list; and establish bin location standards.” (Cabinet Secretary approved BBPR). BUSINESS Support FMD FO&M Performance Measures: “Percent of work OBJECTIVE 7 orders completed on time; percent of scheduled preventive maintenance requirements completed on time. “(KPI Reports implemented) BUSINESS Supports FMD Business Operations Goals and Objectives: “Track OBJECTIVE 8 amount of purchase orders and vouchers paid for both operating and capital projects and integration with SHARE for all operational Invoices and PO’s. (Interface acceptance testing completed as per approved PMP and KPI Reports implemented) BUSINESS Supports FMD Business Operations Performance Measures: “turn all OBJECTIVE 9 purchase requests into a purchase order in SHARE within 3 business days of receipt; and all invoices processed and vendors paid within statutory time limits.” (Cabinet Secretary approved BBPR and milestone dates achieved as per approved PMP)PAGE | 18 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN3.1.2 TECHNICAL OBJECTIVES NUMBER DESCRIPTION TECHNICAL Utilization - Expand the efficient use of the AiM software in which OBJECTIVE 1 GSD has invested TECHNICAL Open Architecture - Provide an open architecture infrastructure that OBJECTIVE 2 will allow for data flow between AiM modules and allow for third party products to interface with AiM for an “as evident” seamless architecture and scale to allow for growth TECHNICAL Database Standards - System database will follow TSSB and AiM OBJECTIVE 3 supported platform standards of MS SQL 2008 R2 TECHNICAL Efficiency, High Performance - Application will be deployed on OBJECTIVE 4 current GSD ESX 5.5.1 VMWare platform TECHNICAL Embedded Report Tool - System will have an embedded report OBJECTIVE 5 writing tool for ad hoc and standard reports. System will interface to the GSD Department software report writing tool as required for greater access and reporting capabilities. Regularly scheduled reports may be generated upon request or demand TECHNICAL Authentication -AiM System supports Microsoft Active Directory OBJECTIVE 6 TECHNICAL Redundancy - GSD virtual server infrastructure supports system fail OBJECTIVE 7 over TECHNICAL Security/User Roles- AiM supports a secure front end user system OBJECTIVE 8 log in and security role level authentication TECHNICAL Single Source Data - Deploy PROOF-NM Project scope such that OBJECTIVE 9 instances of dual entry are minimized (Cabinet Secretary approved BBPR) TECHNICAL Data Standards and Naming Conventions - Deploy PROOF-NM OBJECTIVE 10 Project scope such that data standards and naming conventions are fully defined and unambiguous with regard to Roles and Responsibilities/Authorizations and Accountabilities based on the Design Requirements stipulated in the Business BluePrint Report (BBPR) (Cabinet Secretary approved BBPR) TECHNICAL Zero Customization- Deploy the AiM O&M Modules and FiRE for OBJECTIVE 11 O&M Solution with zero customization.3.2 PROJECT EXCLUSIONS Areas out of scope for the PROOF-NM Change Request Project include redesign or optimization of work flows and data that relate directly to Real Property and Leasing not related to the Change Request processes being re-engineered. PAGE | 19 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN3.3 CRITICAL SUCCESS FACTORS NUMBER DESCRIPTION QUALITY METRIC 1 The project schedule, assigned tasks, resources, and milestones are met. QUALITY METRIC 2 Project is completed at or below budget for each contractor and deliverable. QUALITY METRIC 3 System can provide reports that accurately track maintenance, procurement documents, costs, etc. QUALITY METRIC 4 All appropriate FMD data information is successfully converted from MS-Excel spreadsheets and or MS-Access databases and migrated onto the AiM platform QUALITY METRIC 5 Applicable FMD Legislative Performance Measures as stated in GSD FY17 Strategic Business and IT plan are met QUALITY METRIC 6 System is secure, operable and stable QUALITY METRIC 7 Data integrity is maintained QUALITY METRIC 8 Staff is adequately trained and able to utilize the AiM system to support job functions QUALITY METRIC 9 Efficiencies gained in publishing near real-time work request and work order related data , improving customer satisfaction, and improved communicationsPAGE | 20 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN4.0 PROJECT DELIVERABLES AND METHODOLOGY 4.1 PROJECT MANAGEMENT LIFE CYCLEPhase Summary of Phase Key Deliverables Planning Define the scope, schedule, and budget for  Update Risk Assessment performance, including business benefits to Report be achieved.  Update Project Management Develop the strategy for delivering on the Plan goals and objectives of the project and all key planning documents.  Update Project Charter Identify key project team members and form  Update Project Schedule Project Team.  Update Risk Assessment  Update Change Management Strategy and Plan  Update Communications Plan  Training Plan Draft  Test Strategy  Business Blueprint (BBP) PlanPAGE | 21 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANPhase Summary of Phase Key Deliverables Design Conduct Training for Core Team Members  Business Blueprint Report and Subject Matter Experts. (BBPR) – this report will Detail and document all work flow document the workflows in requirements related to the Capital Projects IDEF0 format as well as in IPR and Location data processes. Include all narrative form. The report data, interface, reporting, configuration, will include an executive testing, and training requirements. summary listing any gaps identified between software The Design Phase will include: capabilities and business 1. Capital IPR Process Design Discussions: needs; discussion of key a. Direct Purchase Order (DPO) for change management items, Consultant Contracts and a review of the benefits b. DPO for Construction Contracts realization plan. The BBPR c. Statewide Price Agreements (SPA) will also include a listing of d. 3-Quote Contracts Decisions and Action Items. e. O&M Contracts  Other specific details to be f. On-Call Contracts included in the BBPR are g. Job Order Contracts the following: h. Architectural Engineering / Professional Services Contracts o Configuration Design i. Construction Contracts Documentation; and j. Consultant Contract Amendments o Data Acquisition, k. Construction Contract Change Orders; Cleanup and Conversion 2. Location Data Design Discussions: Plan. a. Santa Fe Data Standard  Implementation Cut-Over b. Update Data Standard for Balance of Strategy and Plan. NM c. Develop SOPs for Santa Fe for: 1. construction of a new building 2. Tenant Change or New Location 3. Renovation 4. Transfer or Sale d. Update SOPs for balance of NM for: 1. Construction of a new building 2. Tenant Change or New Location 3. Renovation 4. Transfer or Sale e. Review and Update (as appropriate) Asset Management data standard f. Review and Update (as appropriate) Work Management data standardPAGE | 22 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANPhase Summary of Phase Key Deliverables Build The Build Phase will extend and focus the  Change Management Plan – areas of performance detailed during the Final Draft Design Phase. Work during the Build Phase will be focused according to the area or track  Process Change: as follows: o Procedure Changes,  Change Management: SOP’s, and form development or updates o Process Change (Led and performed KPI definition, and by the O&M Bureau Staff, with the o assistance of and coordinated by the gathering baseline data project team) – Develop any required where possible documentation pertaining to (a) work  Training Plan – Final Draft flow changes needed in advance and support of the Capital Project IPR or  Training: Location data utilization processes; (b) o Training Products procedural changes; (c) form changes; Developed and Staged for and (d) key performance indicators Testing (KPI’s) being implemented to measure Training Plan finalized workflow efficiency. o and approved o Training – efforts here will include Training Courses and reviewing/updating/finalizing the o Training Plan, developing the training Curriculum matrix, defining courses and o Training Matrix curriculum, and developing training Training Materials materials and schedule. o o Communications – Develop  Communication Plan – Final Communication Road Show Draft Presentations, scenarios, and required  Communications: data. Present Road Shows to end user, Road Show Scenarios and client and other stakeholder groups. o Data  Integration: o Road Show Presentations o Configuration – Set up module configuration in accordance with  Configuration: BBPR, including code values, o Code Values authorizations, user defined fields and User Profiles and Security other tailoring requirements. o Authorizations o Data conversion – Data Conversion User Defined Fields Strategy and Plan, Data mapping, o cleanup, staging and conversion. o Configuration Unit o Interface Development (as required), Testing including technical specifications and  Data Conversion: interface code, and intermediate file o Data Conversion StrategyPAGE | 23 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANPhase Summary of Phase Key Deliverables Test The testing process will be driven and guided  Unit Test Results by the work flows defined in the BBP Design Sessions.  Module Test Results Testing will be cumulative in that the testing  End to End Process Test lifecycle will begin by testing the individual Results components (work flows, configuration, data,  User Acceptance Testing interfaces, reports and training products), and progress to the point where entire processes will be tested end to end, including integration to other systems where appropriate. The final activity in the Test Phase will be that of User Acceptance Testing, wherein end users will be brought into the project lab, where they will evaluate the modules for production readiness and usability.PAGE | 24 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANPhase Summary of Phase Key Deliverables Deployment As the Testing progresses through End to End  Support Staff Trained Process Testing, End User Training will begin.  End Users Trained Testing and Training will merge to the extent  Technical Support that end users will be brought in as a final Readiness Verified stage of testing, and they will participate in  Operation Readiness End User Quality Assurance Testing. Verified The Deployment Phase begins with a review  QA Testing Readiness of the operational readiness of the project Verified effort:  Training Readiness Verified 1. Testing Readiness  Go-No Go Sign-Off 2. Training Readiness (segmented demographically, geographically, and by  Production Cutover work group)  Project Lessons Learned 3. Operational Support Readiness Review 4. Technical Support Readiness  Closeout Request Presentation to PCC The Project Manager will (as appropriate) make a recommendation to the Steering  Project Closeout Report Committee to initiate production use of the software, and will present metrics relating to the areas of readiness. With the authorization of the Steering Committee, the project team will initiate the production cut-over process. The Deployment Phase will continue for a period of 4 weeks of Stabilization Support following the commencement of production use of the system designs and processes being deployed. Closeout The Closeout Phase of the Project consists of  Lessons Learned Report a Lessons Learned Review/Report following implementation and stabilization, and a  Closeout Request and Project Closeout Report, which is then Report submitted to the PCC for its consideration.  PCC Closeout Presentation Following acceptance of the request, the PROOF-NM Change Request Project is  Project Closed formally closed.PAGE | 25 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN4.1.1 PROJECT MANAGEMENT & PRODUCT DEVELOPMENT DELIVERABLES 4.1.1.1 Project Charter The Project Charter for Certification Deliverable Acceptance Criteria: All areas of the sets the overall scope for the project, Project Charter for Certification completed with the governance structure, and when sufficient levels of detail to convey a full understanding signed, is considered permission to of the effort to governance. proceed with the project. The Project Standards for Content and Format: Developed to Charter for Certification is used to DoIT Standards, and compliant with IT Program provide the Project Certification Oversight Process Memorandum dated July 5, 2007. Committee (PCC) with adequate knowledge of the project scope, Quality Review - 1st Review: Core Leadership (Project schedule and budget to support Manager) authorization to begin the Initiation 2nd Level Review: Project Director, Business Owner, Phase of the project. and Project Sponsor, Executive Sponsor 4.1.1.2 Certification Form The Request for Certification and Deliverable Acceptance Criteria: All areas of the Release of Funds form is submitted Request for Certification and Release of Funds Form when a project is deemed ready to completed with sufficient levels of detail to convey transition to the next certification complete understanding of the effort to governance. phase (Initiation to Plan, Plan to Standards for Content and Format: Completed to Implementation, and Implementation DoIT Standards to Closeout). Quality Review - 1st Review: Project Manager The Request for Certification addresses the financial aspects of the 2nd Level Review: Project Director project, as well as other topics that indicate the level of planning and due diligence that has gone into the project. 4.1.1.3 IV&V Contract & Reports Independent Verification and Deliverable Acceptance Criteria: All areas of the Validation (IV&V) refers to the IV&V Contract completed with sufficient levels of detail process of evaluating a project to to convey complete understanding of the efforts that will determine compliance with specified be employed to identify and mitigate risk to governance. requirements and the process of Standards for Content and Format: Compliant with determining whether the products of DoIT’s Independent Verification and Validation a given development phase fulfill the Guidelines dated June 14, 2010. requirements established during the previous stage, both of which are Quality Review – 1st Review: Project Manager, Project performed by an organization Director independent of the lead agency. 2nd Level Review: DoIT Project Oversight and Compliance ManagerPAGE | 26 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN4.1.1.4 IT Service Contracts The Department of Information Deliverable Acceptance Criteria: Contains sufficient Technology (DoIT) and the State detail to completely define terms and conditions, scopes Purchasing Division (SPD) of the of work, deliverables, quality review and acceptance General Services Department (GSD) criteria, maximum hours and cost at a deliverable level, have established a template for all IT due dates and other necessary details relevant to the related contracts. scope of work being performed. Standards for Content and Format: Compliant with DoIT and SPD guidelines and statutes Quality Review – 1st Review: Project Manager, Project Director 2nd Level Review: DoIT, General Counsel, and SPD Manager 4.1.1.5 Project Risk Assessment and Mitigation Analysis The PROOF-NM Project Risk Deliverable Acceptance Criteria: Contains sufficient Assessment documents the risk detail for each phase of the project to convey clear due evaluations performed by project diligence review and assessment of project risks, leadership during the initiation of the impacts, mitigation strategies and contingency plans for project, and updates the risk all areas (i.e.; project management, requirements, assessment at the end of each phase planning, business, technology, change management, et of the project, or more frequently as cetera) the dictated by project complexity or Standards for Content and Format: Compliant with mission criticality. Each risk DoIT Template Standards and guidelines. assessment is called out in the project schedule, and posted to the Quality Review – 1st Review: Project Manager, Project appropriate folder on the SharePoint Director site. 2nd Level Review: DoIT, IV&V Contractor 4.1.1.6 Monthly Project Status Reports to DoIT Project status reports. For all projects Deliverable Acceptance Criteria: All areas of the that require Department oversight, Project Status Report Form completed with sufficient the lead agency project manager levels of detail to convey complete understanding of shall submit an agency approved project status to governance. project status report on a monthly Standards for Content and Format: Completed to basis to DoIT. DoIT Standards Quality Review - 1st Review: Project Manager 2nd Level Review: Project Director 4.1.1.7 Project Management Plan The Project Management Plan Deliverable Acceptance Criteria: All areas of the PMP (PMP) is a formal document completed with sufficient levels of detail to convey approved by the Executive Sponsor complete understanding of the effort to stakeholders.PAGE | 27 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN and DoIT. The PMP is developed Standards for Content and Format: Developed to during the Plan Phase of the project, DoIT Standards and is utilized to manage project Quality Review – 1st Review: Core Leadership (Change execution, control, and project close. Management Lead, Project Manager, AssetWorks Lead The primary uses of the PMP are to 2nd Level Review: Project Director, Business Owner and document planning assumptions and Project Sponsor, Executive Sponsor decisions, facilitate communication among stakeholders, and to document the approved scope, cost and schedule. The PMP includes and/or integrates by reference other related plans for issue escalation, change control, communications, deliverable review and acceptance, risk management, environment management, business continuity, testing, training and operational support plans. 4.1.1.8 Project Schedule The Project Schedule is the key Deliverable Acceptance Criteria: All Project Tasks, project management tool by which Milestones, and Deliverables detailed, with durations, the PROOF-NM Project will be predecessors, and resources entered. managed. The Project Schedule Standards for Content and Format: The Project contains all project key tasks, Schedule is developed consistent with Best Practice activities and milestones. Tasks and Project Management Standards (PMBOK) and DoIT activities are defined with durations requirements and deliverables, predecessor tasks, and the deliverable(s) associated Quality Review – 1st Review: Core Leadership (Change with that task where they exist. Management Lead, Project Manager, AssetWorks Lead, Technical Lead) The Project Schedule also contains an accurate calendar reflecting state 2nd Level Review: Project Director, Business Owner and holidays and other non-productive Project Sponsor, Steering Committee time periods, such as the week between Christmas and New Year’s Day. 4.1.1.9 Change Management Plan The Change Management Plan will Deliverable Acceptance Criteria: The Change encompass the areas of (1) Management Plan will convey details of change Organizational Change resulting management based on the BBPR, elements of the from the BBP Design Sessions, communications plan, and training plans and documented in the BBPR and signed requirements.PAGE | 28 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN off on by the Steering Committee; Standards for Content and Format: DoIT Guidelines, (2) Communications, driven by best PMI PMBOK Best Practice Standards, and aligned to practice in general and stakeholder and in support of change management details specified in needs specifically, and (3) Training, the BBPR. which will be a byproduct of the Quality Review - 1st Review: Project Manager, Project work flows and end user roles and Director. responsibilities with regard to the processes and systems being 2nd Level Review: DoIT, IV&V Contractor implemented. The Training needs will be identified initially in the BBPR, and translated to the Training Plan based on organizational needs and operational constraints. 4.1.1.10 Test Strategy and Plan The Test Strategy and Plan will be Deliverable Acceptance Criteria: Test Strategy cumulative in the sense that documents the overall strategy for testing the processes individual work products will be and modules being delivered by the project, and tested and gradually combined to a communicates the scope and phases of testing, the point of testing end to end processes. components that will tested, details any dependencies The Testing Strategy will focus on between testing phases and other projects, and how the full coverage of requirements based testing processes will be completed and managed. on FMD BBP Designs. The Test describes in detail the tactical methods by The Test Strategy consists of unit, which the Test Strategy will be implemented module, end to end process, and end Standards for Content and Format: Project user quality acceptance testing Management Best Practice, DoIT Standards, GSD-TSSB cycles, and it will include testing Standards, and aligned to and in support of the strategic related to work flows, configuration, goals and objectives of the State, GSD, and FMD. data conversion, interfaces (as Quality Review - 1st Review: Project Manager, Project required), training materials, reports Director. and performance or response times. 2nd Level Review: DoIT, IV&V Contractor In addition, GSD IT Technical Support Staff from TSSB will test system operational performance. PAGE | 29 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN4.1.1.11 Business Blueprint Design (BBP) Plan The BBP Plan specifies: (a) the work Deliverable Acceptance Criteria: Sufficient levels of flows that will be discussed and detail to convey a complete understanding of the designed in detail during the BBP methodology embedded in the plan, how it relates to the Sessions, (b) the order in which they overall project, and the deliverables that will flow from will be analyzed, (c) the process by the BBP Sessions. This understanding should be shared which the work flows will be by all Stakeholders of the Project, and all participants of dissected and documented, and (d) the BBP Sessions. the recommended list of participants Standards for Content and Format: Project for the BBP Sessions. The BBP Plan Management Best Practice, DoIT, and aligned to and in further details how the sessions support of the strategic goals and objectives of the State, themselves will be conducted as well GSD, and FMD as formatting requirements for the BBP Report that will be produced. Quality Review - 1st Review: Core Leadership (Change Management Lead, Project Manager, AssetWorks Lead), 2nd Level Review: Project Director, Business Owner and Business Sponsor 4.1.1.12 BBP Report The BBP Report (BBPR) is the Deliverable Acceptance Criteria: Must contain work Requirements and Design Document flow diagrams and narrative descriptions of all work that will define and document FMD flows related to the Capital Projects IPR and Location Business Workflow priorities. It is data-related processes. Must include configuration based on the methodology defined in requirements (security, code values, action codes, etc.), the BBP Plan discussed above under data conversion and/or clean-up requirements, and all 4.1.1.14. reporting requirements identified. Must also contain The BBPR will detail process flow details related to action items, decisions made, and items requirements, configuration and data for future consideration. requirements, interface needs, Standards for Content and Format: The BBPR must reporting requirements as well. be written to the standard spelled out in the BBP Plan, As the overall process design and to the level of detail stipulated herein. document it will also be utilized in The BBPR will be primarily a MS-Word document developing use cases for testing and containing imbedded MS-Visio diagrams and MS-Excel scenarios for training. spreadsheets. The work flow diagrams must also be available and submitted in MS-Visio format, and developed based on the IDEF0 methodology. Action Item, Configuration details, data conversion details, decisions and items for future consideration must be submitted within the BBPR MS-Word format, but must also be available and submitted in their original MS- Excel format.PAGE | 30 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANWith regard to the work flows, the Quality Review - 1st Review: Reviewed daily during the BBPR will also serve as a Design BBP Sessions. Finalized following conclusion of the Document in that the FMD BBP Session’s, then reviewed by the BBP Team and workflow against current AiM updated as a Final Draft. workflow will be mapped and Presented to the Project Director, Business Owner and documented. Gaps in current Business Sponsor for their consideration, with system will be documented. Gaps subsequent updates as necessary. in FMD business processing that the “proposed” implementation of the 2nd Level Review: Presented to the Steering Committee AiM modules fail to address will for consideration and approval (Signature) also be identified. 4.1.1.13 Implementation Cutover Strategy and Plan The Implementation Cutover Deliverable Acceptance Criteria: Conveys a clear Strategy and Plan will document the understanding of the decision criteria and metrics by requirements for operational and which production readiness will be evaluated, roles and technical readiness, detail the responsibilities of individuals involved in the cutover cutover process, describe support process and follow on support, and the procedure that mechanisms and processes during will be implemented in the unlikely event that a rollback the first four weeks (warrantee must be implemented. period) of production use, and Standards for Content and Format: Project describes the process for rolling back Management Best Practice, DoIT, and aligned to and in the applications in the unlikely event support of the strategic goals and objectives of the State, that they must be taken back out of GSD, and FMD production once the cutover has occurred. Quality Review - 1st Review: Core Leadership (Change Management Lead, Project Manager, AssetWorks Lead), 2nd Level Review: Project Director, Business Owner and Business SponsorPAGE | 31 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN4.1.1.14 Project Closeout Report This is the Template used to request Deliverable Acceptance Criteria: Production use that the project be officially closed. achieved with satisfactory usage, and warranty period Note that project closure is the last has passed without significant events to justify extending phase of the certification process. the project team support; all project documentation filed and/or archived; lessons learned analysis completed; benefits realization in progress. Standards for Content and Format: Developed to DoIT Standards Quality Review - 1st Review: Project Manager, Project Director, Business Owner, Project Sponsor 2nd Level Review: Executive Sponsor; DoIT; PCC4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONSDELIVERABLE DELIVERABLE APPROVERS DATE NUMBER APPROVED PRJ-DEL-001 Project Management Plan (PMP) Christopher Lee, Karen Baltzley, Leo Rodriguez PRJ-DEL-002 Project Schedule Christopher Lee, Karen Baltzley, Leo Rodriguez PRJ-DEL-003 Change Management Plan Christopher Lee, Karen Baltzley, Leo Rodriguez PRJ-DEL-004 Test Strategy and Plan Christopher Lee, Karen Baltzley PRJ-DEL-005 Business Blueprint (BBP) Plan Christopher Lee, Karen Baltzley, Leo Rodriguez PRJ-DEL-006 Business Blueprint Report (BBPR) Cab. Sec. Ed Burckle, Christopher Lee, Karen Baltzley, Zella Cox PRJ-DEL-007 Implementation Cutover Strategy Christopher Lee, Karen and Plan Baltzley PRJ-DEL-008 Project Closeout Report Cab. Sec. Ed Burckle, Christopher Lee, KarenPAGE | 32 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANDELIVERABLE DELIVERABLE APPROVERS DATE NUMBER APPROVED Baltzley, Zella Cox4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE The Deliverable Acceptance Form will be utilized with specific timeframes allowed for review, approval, rework, etc. Timeframes will vary depending upon the content of the deliverable. Issues identified in this Deliverable Acceptance Procedure will follow the Issues Escalation Process that is described in a subsequent section of this document. 4.2 PRODUCT LIFE CYCLE The PROOF-NM Project Change Request will entail certain re-engineering and redeployment of the existing environment. Scope does not entail any development of application software or customization of AiM Systems; some aspects of this section of the PMP have been covered in Section 4.1 above.4.2.1 TECHNICAL STRATEGY As discussed previously here, the Technical Strategy for the PROOF-NM Change Request Project is one of redesigning the Capital Projects IPR processing, and reengineering the deployment of AiM Location data to better serve the business and New Mexico taxpayers. Other elements of the Technical Strategy include:  Open Architecture – Infrastructure will allow for data flow between AiM modules and allow for third party products to interface with AiM for an “as evident” seamless architecture and scale to allow for growth;  Database Standards – System database will comply with TSSB and AiM supported platform standards of MS SQL 2008 R2;  Efficiency, High Performance – Application will be deployed on current GSD ESX 5.5.1 VMWare platform;  Embedded Report Tool – System will have an embedded report writing tool for ad hoc and standard reports. System will interface to GSD software report writing tool as required for greater access and reporting capabilities. Regularly scheduled reports may be generated upon request or demand;  Authentication – AiM System supports Microsoft Active Directory;  Redundancy – GSD virtual server infrastructure supports system fail over; and  Security/User Roles – AiM supports a secure front end user system log in and security role level authentication.PAGE | 33 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN5.0 PROJECT WORK 5.1 WORK BREAKDOWN STRUCTURE (WBS)Identi- Work Package Definition/Objective Milestone/Deliverable fier Description1.0 Project Management Risk, Issues and Action Item Status Reports, Steering and Control Management, Documentation Committee Meetings, Risk, Management, Scope Control, Status Issues and Action Items Reporting, Steering Committee Meetings2.0 Technology Install latest version of AiM software Installed Software and in the TEST Environment Documentation (where applicable) Ensure difference of no greater than one release between TEST, TRAIN and PROD environments Install AiM Versions as they are released Maintain Environments3.0 Initiation Phase Finalize Scope; Develop Project Project Initiation Proposal, Scope; Schedule and Budget PMP, SharePoint, Schedule, documentation; Set up Document Kick-Off Meeting; Management Repository; Conduct Communication and Training Kick-Off Meeting; Technology Plans Planning; Change Management Planning4.0 Plan Phase Develop Operational Level Application Support Plan, Agreement, Test Strategy, Business Risk Assessment Matrix with BluePrint Plan, Prepare for BBP Detailed Mitigation Plans; Sessions IV&V Contract; Test Strategy; ATA and AssetWorks Support Agreements Executed; BBP Plan, Session Schedules, and Participants; Updated Communications Plan; Change Management Plan Draft; Updated Training PlanPAGE | 34 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANIdenti- Work Package Definition/Objective Milestone/Deliverable fier Description5.0 Implementation Phase Design, Build, and Test Activities Completion of Design – BBPR Sign-Off Completion of Build – Unit Testing Completed Completion of Test – End to End Process Testing Complete5.1 Design Activities Train BBP Participants in Core Team Orientation methodology and products to be Training implemented; Conduct BBP Sessions; BBP Report (Design Prepare BBP Report; Finalize and Document) approved by present to Steering Committee for Steering Committee Approval5.2 Build Activities Change Management Activities Change Management Plan (Process change, new or updated Updated; Process Change; forms, new or updated work Training Plan, Matrix, standards); Training Materials (Plan, Courseware, Curriculum training matrix, courseware, and Schedule; curriculum, training schedule); Communications Plan, Communications (Communications Roadshows; Testing Planning, Roadshow Schedules and Environment Ready; Scenarios, Roadshow presentations); Configuration, Data Integration (configuration, data Conversion, Interface conversion, interface development, Specifications; Reports; report development); Testing (Test Testing Strategy and Plan, Strategy and Plan, Requirements Requirements Coverage Coverage, develop and staging test Matrix, Test Tracking tracking tools, use cases, test data); Tools, Use Cases and Test Technology (maintain region Data management, refresh environments, install patches and tune environments as necessary)5.3 Test Activities Unit Testing (Configuration, Data Unit, Module and Process Conversion, Interface, Reports, Test Results; End User Training Materials); Module Testing Quality Assurance Sign- (Work Management, Accounts off Payable, Asset Management, Customer Service, Finance, Property, Preventive Maintenance, Purchasing,), End to End Process Testing; and End User Quality Assurance TestingPAGE | 35 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANIdenti- Work Package Definition/Objective Milestone/Deliverable fier DescriptionIdenti- Work Package Definition/Objective Milestone/Deliverable fier Description6.0 Deployment Phase Support Staff Training, Train the Support Staff, Trainer and Trainer (T3) Training, End User End User Training Training; Go/No Go Review; Completed, Production Production Cutover; Stabilization Authorization; Cut Over; Support (Call Center, End User Field Lessons Learned Report, Support, Remediation and Follow up Project Close-Out Training Support); Lessons Learned Analysis; Project Close-out7.0 Closeout Phase Conduct Lessons Learned Review and Lessons Learned Report Prepare Report, Develop Project Project Closeout Report, Closeout Report, Submit Closeout Request, and PCC Request and Presentation to PCC PresentationPAGE | 36 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE Milestone Task Name Resource Names Duration Start Finish (Y/N) PROOF-NM Change Request N 144.5 days Mon 9/18/17 Fri 4/6/18 Initiation and Planning Marcus Gee N 2.5 days Mon 9/18/17 Wed 9/20/17 Develop Project Schedule and PMP Mike Keelin Y 0 days Mon 9/18/17 Mon 9/18/17 Conduct Vision Meetings Mike Keelin N 2.5 days Mon 9/18/17 Wed 9/20/17 Jimmy Rodriguez N IPR Alignment and Automation Rebecca Abbo 1.5 days Mon 9/18/17 Tue 9/19/17 Sherry Keefe Peter Barrington N Location Leo Rodriguez 1 day Tue 9/19/17 Wed 9/20/17 Sherry Keefe Jimmy Rodriguez Rebecca Abbo ID and Schedule SME's for BBP Sessions Peter Barrington Y 0 days Wed 9/20/17 Wed 9/20/17 Leo Rodriguez Sherry Keefe Design Phase N 57.5 days Mon 10/2/17 Wed 12/20/17 Marcus Gee Conduct IPR Design Sessions N 11 days Mon 10/2/17 Mon 10/16/17 Mike Keelin DPO Consultant Contract TBD N 1.5 days Mon 10/2/17 Tue 10/3/17DPO Construction Contract TBD N 0.5 days Tue 10/3/17 Tue 10/3/17Statewide Price Agreement TBD N 0.5 days Wed 10/4/17 Wed 10/4/173-Quote TBD N 0.5 days Wed 10/4/17 Wed 10/4/17O&M (Small Repair/CBRF) TBD N 1 day Thu 10/5/17 Thu 10/5/17On-Call TBD N 2 days Fri 10/6/17 Mon 10/9/17JOC TBD N 0.5 days Tue 10/10/17 Tue 10/10/17AE/PSC TBD N 1 day Tue 10/10/17 Wed 10/11/17Construction Contract TBD N 1 day Wed 10/11/17 Thu 10/12/17Consultant Contract Amendments TBD N 1.5 days Thu 10/12/17 Fri 10/13/17Construction Contract Change Orders TBD N 1 day Mon 10/16/17 Mon 10/16/17 IPR Design Sessions Completed N/A Y 0 days Mon 10/16/17 Mon 10/16/17 Marcus Gee Conduct Location Design Sessions N 11.5 days Tue 10/17/17 Wed 11/1/17 Mike Keelin Review and Update Santa Fe Data TBD N 1 day Tue 10/17/17 Tue 10/17/17 Standard Update Data Standard for Balance of NM TBD N 0.5 days Wed 10/18/17 Wed 10/18/17 Develop Santa Fe SOP for new building TBD N 1 day Wed 10/18/17 Thu 10/19/17 constructionPAGE | 37 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANMilestone Task Name Resource Names Duration Start Finish (Y/N) Develop Santa Fe SOP for Tenant TBD N 1.5 days Thu 10/19/17 Fri 10/20/17 Change/New Location Develop Santa Fe SOP for Renovation TBD N 1.5 days Mon 10/23/17 Tue 10/24/17Develop Santa Fe SOP for Transfer or Sale TBD N 1 day Tue 10/24/17 Wed 10/25/17 Update SOP for balance of NM for new TBD N 0.5 days Wed 10/25/17 Wed 10/25/17 building construction Update Balance of NM SOP for Tenant TBD N 1 day Thu 10/26/17 Thu 10/26/17 Change or New Location Update Balance of NM SOP for TBD N 2 days Fri 10/27/17 Mon 10/30/17 Renovation Update Balance of NM SOP for Transfer TBD N 0.5 days Tue 10/31/17 Tue 10/31/17 or Sale Review and Update (as appropriate) Asset TBD N 0.5 days Tue 10/31/17 Tue 10/31/17 Management data standard Review and Update (as appropriate) Work TBD N 0.5 days Wed 11/1/17 Wed 11/1/17 Management data standard Location Design Sessions Completed N/A Y 0 days Wed 11/1/17 Wed 11/1/17 Design Documents 35 days Wed 11/1/17 Wed 12/20/17 Marcus Gee Draft Design Documentation N 15 days Wed 11/1/17 Wed 11/22/17 Mike Keelin Marcus Gee Review Draft Docs N 10 days Wed 11/22/17 Wed 12/6/17 Mike Keelin Marcus Gee Update Design Documentation N 5 days Wed 12/6/17 Wed 12/13/17 Mike Keelin Conduct Final Review of Design Marcus Gee N 5 days Wed 12/13/17 Wed 12/20/17 Documents Mike Keelin Steering Committee Review and Approval Steering Y 0 days Wed 12/20/17 Wed 12/20/17 of Design Committee Marcus Gee Build Phase N 35 days Wed 12/20/17 Wed 2/7/18 Mike Keelin Develop AiM Work Flows Mike Keelin N 30 days Wed 12/20/17 Wed 1/31/18 Conduct Location Field Data Collection Leo Rodriguez Y 30 days Wed 12/20/17 Wed 1/31/18 Review and Validate Data/Clean up Leo Rodriguez N 30 days Wed 12/27/17 Wed 2/7/18 Anomalies Load Location Data Mike Keelin N 10 days Wed 1/24/18 Wed 2/7/18 Develop Configuration and Security Mike Keelin N 20 days Wed 12/20/17 Wed 1/17/18 Changes Marcus Gee Conduct cutover planning N 20 days Wed 12/20/17 Wed 1/17/18 Mike Keelin Marcus Gee Develop Test Cases N 20 days Wed 12/20/17 Wed 1/17/18 Mike Keelin Marcus Gee Test Phase 20 days Wed 1/17/18 Wed 2/14/18 Mike Keelin Conduct Unit Tests Mike Keelin N 10 days Wed 1/17/18 Wed 1/31/18Conduct End to End Process Tests Mike Keelin Y 10 days Wed 1/31/18 Wed 2/14/18PAGE | 38 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANMilestone Task Name Resource Names Duration Start Finish (Y/N) Training 22 days Wed 2/14/18 Fri 3/16/18 Marcus Gee Develop Training Materials Y 15 days Wed 2/14/18 Wed 3/7/18 Mike Keelin Marcus Gee Schedule and Provide End User Training Y 7 days Wed 3/7/18 Fri 3/16/18 Mike Keelin Marcus Gee Deploy 1 day Fri 3/16/18 Mon 3/19/18 Mike Keelin Conduct Operational Readiness Review Marcus Gee N 1 day Fri 3/16/18 Mon 3/19/18Conduct Technical Readiness Review Marcus Gee N 1 day Fri 3/16/18 Mon 3/19/18Conduct Training Readiness Review Marcus Gee N 1 day Fri 3/16/18 Mon 3/19/18Conduct Testing Readiness Review Marcus Gee N 1 day Fri 3/16/18 Mon 3/19/18 Make Go/No Go Recommendation Marcus Gee N 0 days Mon 3/19/18 Mon 3/19/18 Mike Keeling Deploy CP IPR Automation and Flaviano Y 0 days Mon 3/19/18 Mon 3/19/18 Alignment Functionality Prosperini Marcus Gee Support and Close Out 14 days Mon 3/19/18 Fri 4/6/18 Mike Keelin Conduct Quality Assurance Testing of CP Suzzanne StClair N 0 days Mon 3/19/18 Mon 3/19/18 IPR Functionality Suzzanne StClair Provide Operational Support N 14 days Mon 3/19/18 Fri 4/6/18 Mike Keelin Archive Project Artifacts Marcus Gee N 5 days Fri 3/30/18 Fri 4/6/18 Transition Support to FMD Change Board Marcus Gee Y 1 day Thu 4/5/18 Fri 4/6/18 Close Project Marcus Gee Y 0 days Fri 4/6/18 Fri 4/6/18PAGE | 39 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN5.3 PROJECT BUDGET The following is a list of cost estimates:MAJOR PROJECT DELIVERABLE AND Budget DUE DATE PROJECT PERFORMANCE MEASURE PHASE Preliminary Internal Staff Project Kick-off $176,153.51 September, Planning/Design 2017 Communication Plan draft (Prof Svcs) Resource Allocation PMP draft including schedule and budget AssetWorks Contract Finalized IV&V Deliverables Defined Governance Structure Finalized SharePoint Document Repository, Folder Hierarchy and News Page Designed/SetupFinalize PMP Business and Tech Requirements defined Communication Plan finalized Finalize Business Blueprint Session Design and Schedule IV&V Request for Pricing released Schedule defined Budget finalized Risk Plan completed Project Team Finalized System Preparedness and deployment plan Draft Business Process Vision Roles and Responsibilities defined Change Management Plan Official Project Kickoff Impact Analysis Performed IV&V Contract Executed AssetWorks Implementation Contract ExecutedPAGE | 40 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANMAJOR PROJECT DELIVERABLE AND Budget DUE DATE PROJECT PERFORMANCE MEASURE PHASE Business Blueprint Design Document $218,469.50 February, Implementation 2018 Software installed (Prof Svcs) Test and Train environments refreshed System configuration Training Requirements Use Case Test Plan Training Plan System Admin Plan User Acceptance Test Plan Agency Pilot Plan Marketing Plan Security Policy and Plan User documentation System Admin Documentation Business Admin Documentation Architecture Diagram Final Documentation $40,921.54 April, 2018 Close Out Transition to Operations Final IV&V Report Lessons Learned 3% Contingency $13,066.34 TOTAL $448,610.91PAGE | 41 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN5.4 PROJECT TEAM5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTUREExecutive Sponsor Ed Burckle, SecretaryProject Sponsor Christopher Lee, DirectorBusiness Owner Business Owner Business Owner Business Owner Jimmy Rodriguez, Business Jimmy Rodriguez, Business Leo Rodriguez, O&M Bureau Sherry Keefe, Capital Projects Operations Bureau Chief Operations Bureau Chief Chief Team LeadProject Director Karen Baltzley, GSD CIOPROOF Project Project Manager Marcus A. GeeFunctional Technical Lead Asset Works Lead Administrator Flaviano Prosperini Mike Keelin Suzzanne StClair Change Quality Assurance Data Lead/DBA Training Lead Management Lead Suzzanne StClair Flaviano Prosperini Suzzanne StClair Jimmy RodriguezIntegration Lead Test Lead Bus Process SME’s Flaviano Prosperini Kevin Barela WM – Rick Motelet, Andres Martinez Capital Projects – Sherry Keefe Assets – Kevin Barela Property – Liz Jeffries PM – Rick Motelet, Contracts – Rebecca Abbo Reporting Lead Purchasing & A/P – Jimmy TBD RodriguezPAGE | 42 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIESROLE RESPONSIBILITY NAME FUNCTIONAL AREA Executive Provides leadership on Ed Burckle, Cabinet GSD Sponsor culture and values; owns Secretary the business case; keeps project aligned with organization's strategic direction; governs project risk; works with other sponsors; focuses on realization of benefits; recommends opportunities to optimize cost/benefits; ensures continuity of sponsorship; and provides feedback Project Sponsor Secures spending authority Christopher Lee, FMD and resources for the FMD Director project. Acts as a vocal and visible champion, legitimizes the project’s goals and objectives, and keeps abreast of major project activities. Business Decision-maker(s) for the Leo Rodriguez, FMD FMD Owner(s) project. Provides support Facility Operations for the Project Manager; and Maintenance assists with major issues, Bureau Chief problems, and policy Jimmy Rodriguez, conflicts; removes FMD Business obstacles. Signs off on Operations Bureau major deliverables. Chief Peter Barrington, FMD Asset Management Bureau Chief Sherry Keefe, FMD Capital Projects Team LeadPAGE | 43 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANROLE RESPONSIBILITY NAME FUNCTIONAL AREA Project Director Participates in and/or leads Karen Baltzley, GSD GSD project initiation; develops CIO the Project Charter; participates in project planning (high level) and developing the Project Management Plan (PMP); is active in planning the scope; approves scope changes; and approves request/ recommendations to proceed to each succeeding project phase. Project Manager Delivers project scope, Marcus Gee FMD schedule, and budget; provides status updates and briefings at regular intervals and as required by leadership and governance. AssetWorks Lead Participates in developing Mike Keelin AssetWorks, LLC implementation strategy; responsible for scheduling and managing all AssetWorks resources; coordinates all product related issuesPAGE | 44 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANROLE RESPONSIBILITY NAME FUNCTIONAL AREA B-SME Participates in the BBP Rick Motelet – Work FMD Sessions, specifying the Management requirements of FMD; Andres Martinez– documents work flow Work Management requirements in BBP Report; participates in Sherry Keefe – process change Capital Projects documentation, Kevin Barela – Asset development of training Management courses, curriculum, and training materials. Liz Jeffries – Property Rebecca Abbo – Contracts Jimmy Rodriguez – Accounts Payable and Purchasing Change Oversees Implementation Jimmy Rodriguez FMD Management of Change Management Lead Plan; participates in BBP Core Team Training and BBP Sessions Training Lead Oversees Implementation Suzzanne StClair FMD of Communication Plan and Training Plan Technical Lead Installs and maintains Flaviano Prosperini TSSB technical environments, applies patches, manages configuration; maps data to AiM, stages and loads data; unit tests data loads SharePoint Develops and maintains Suzzanne StClair / FMD Developer Project SharePoint site Marcus Gee Functional Manages User Authorities Suzzanne StClair FMD Administrator (User Authorizations) Report Designs, develops, tests, Flaviano Prosperini / TSSB/FMD Development and deploys reports Suzzanne StClairPAGE | 45 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANROLE RESPONSIBILITY NAME FUNCTIONAL AREA Data Lead / DBA Tunes database; and TBD TSSB performs data cleanup; refreshes TEST and TRAIN environments as required Integration Lead Designs, builds, and tests Flaviano Prosperini TSSB integrations to AssetWorks Test Lead Develops Test Strategy and Kevin Barela FMD Plan; assists with test case development, develops test data, and documents test results5.5 STAFF PLANNING AND RESOURCE ACQUISITION The chart below identifies the project team members and provides details concerning their project commitment. 1.1.1 PROJECT STAFFCost Est. Resource Estimate Hours Avail. Skill Set Work Product/DeliverableKaren Baltzley $ 0 100 .10 FTE CIO Contract Administration; Project Charter; Project Documentation; Tech Staff Management; Steering Committee Meetings, PCC Hearings; Monthly DoIT Reports and Check-upsMarcus Gee $ 149,992.35 984 F/T Project PMP, Project Schedule, Management; Planning Documents; Strategic Project Management, draft Planning and update BBPRIV&V Contractor $ 17,277.00 As per As Needed Project Bi-Monthly Status Reports; NTE Management Final Assessment Report ContractPAGE | 46 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANCost Est. Resource Estimate Hours Avail. Skill Set Work Product/DeliverableMike Keelin $ 268,275.22 9441 As per Lead Analyst Review Project documents; NTE Facilitate BBP Sessions; Contract oversee BBPR development and updates; assist with data conversion, configuration, interface development, support testing lifecycle, provide module training, and provide operational support following cutoverJimmy Rodriguez $ 0 250 .25 FTE Change Provide input to Change Management Management Plan; Lead / B-SME coordinate development of Purchasing and new or updated SOPs, Accounts coordinate Road Shows and Payable other communications; provide input to Communications Plan; BBP Designs, Training Products, Testing Products; Road Shows; End User SupportKevin Barela $ 0 350 .35 FTE Test Lead / B- Provide input to the Test SME Asset Strategy and Plan; Management coordinate development of test products and testing and document results; BBP Designs, Training Products, Testing Products; Road Shows; End User SupportSuzzanne StClair $ 0 350 .35 FTE Training Lead / Provide input into Training Functional Strategy and Plan; Admin coordinate development of training materials and delivery of end user training; BBP Designs, Training Products, Testing Products; Road Shows; End User Support; Configuration of End User SecurityFlaviano Prosperini $ 0 250 .25 FTE Technical Lead Oversee technical environments; interface development; configuration management1 Includes travel costPAGE | 47 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANCost Est. Resource Estimate Hours Avail. Skill Set Work Product/DeliverableRick Motelet $ 0 350 .35 FTE B-SME – Work BBP Designs, Training Management Products, Testing Products; Road Shows; End User SupportAndres Martinez $ 0 350 .35 FTE B-SME – Work BBP Designs, Training Management Products, Testing Products; Road Shows; End User SupportSherry Keefe $ 0 100 .10 FTE B-SME – BBP Designs, Training Capital Projects Products, Testing Products; Road Shows; End User SupportMarty Dalman-Perrins $ 0 250 .25 FTE B-SME – BBP Designs, Training Contracts Products, Testing Products; Road Shows; End User SupportLiz Jeffries $ 0 100 .10 FTE B-SME – BBP Designs, Training Property Products, Testing Products; Road Shows; End User SupportTBD $ 0 50 .05 Database Data Mapping; Administrator programmatic data cleanup; conversion; and unit testing5.6 PROJECT LOGISTICS Logistics describes how the project manager, project team, the business owner/customer, and any vendor resources will physically work together. Project logistics includes anything relating to rescheduling or starting resources on the project. Training specifically related to project team members is included here. A Project Office has been established at FMD’s main offices at 2542 Cerrillos Road (T-187), Room 127, Santa Fe. The Project Manager and AssetWorks resources will work out of this space. Project Planning, the BBP Design Sessions, testing, training and the majority of other project activities will be conducted in the Project Office. Technical Staff are located in TSSB’s offices at the Joseph Montoya Bldg., 1100 St. Francis Drive, Suite 1022, Santa Fe. The Project Manager will work from that office on occasion and as necessary to manage the project. TSSB’s Technical Staff will utilize the FMD Project Office as appropriate.PAGE | 48 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANDuring the Testing Lifecycle, the Project Office will be reconfigured as a Test Lab, during which time the Test Lead and Testers will carry out testing evolutions in the Test Lab. All other key resources are currently located at FMD and are readily accessible.5.6.1 PROJECT TEAM TRAINING Project Team members and stakeholders will receive orientation training just prior to the star of the design sessions. End user training will also be provided with process and AiM training just prior to the deployment of process changes through AiM. Given that no new software will be deployed with the Change Request effort, and all team members are daily users of the AiM System, no AiM orientation training is envisioned during the Initiation and Planning Phases. Where orientation training is required, it will be delivered on a one-off basis.PAGE | 49 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN6.0 PROJECT MANAGEMENT AND CONTROLS 6.1 RISK AND ISSUE MANAGEMENT The PROOF-NM Project is adhering to the DoIT Methodology as it relates to Risk Management and Issues Management. MS-SharePoint has been deployed in support of the project, and both Risk Management and Issues Management are documented and tracked from the Home Page of the project site. A Risk is defined as something that has a probability of occurring, and for which a determination of action must be made to avoid, mitigate, or accept the effects of that occurrence. An Issue is defined as something that has occurred, and which will have an adverse impact which must be addressed to minimize impact and to facilitate recovery. NOTE: a project risk that has occurred may also be considered an issue.6.1.1 RISK MANAGEMENT STRATEGY A Risk Assessment and Report will be developed during the first few days and weeks of the project and will be on file on the project SharePoint site in the Risk Management Library. A Risk Log will be created at that same time and will also be maintained and updated at frequent intervals. It is also filed on the SharePoint site. Tasks will be inserted in the project schedule for updating the Risk Assessment Report prior to each project stage gate. Risk Identification will be a standing item on the Core Team Meeting Agenda to ensure that risk awareness remains at a high level across the project team over the lifecycle of the project. Prior to Phase Gates, the Core Team will elevate emphasis on Risk and Issue Identification and Management. The Risk Log will be referred to and updated regularly by the Project Manager. All project personnel have access to the Risk Log and will be encouraged to submit a perceived risk at any time.6.1.2 PROJECT RISK IDENTIFICATION Risks may be identified at the project level or by a number of other criteria. A column entitled ‘Category’ has been added to the Risk and Issues Log, which provides any stakeholder with another method for parsing the risks by area of responsibility, thereby aligning risks with the project organizational structure. As indicated above, any member of the team may identify and log either a risk or an issue at any time. Team Members and Stakeholders are encouraged to raise risks and issues anywhere and anytime they are perceived.6.1.3 PROJECT RISK MITIGATION APPROACH The Project Team’s approach to risk mitigation is based on conservativism and pro-activity. Any perceived risk will be granted due diligence, objective consideration. A mitigation strategy will be developed as appropriate. The PROOF-NM Change Request Project Team will be pro-active and strive to create a culture where team members are encouraged to raise risks and issues wherever they are perceived. The Team is similarly committed to elevating awareness of risks and issues to the Steering PAGE | 50 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANCommittee and Governance and will work pro-actively with the IV&V contractor to seek collaborative and timely mitigation strategies.6.1.4 RISK REPORTING AND ESCALATION STRATEGY Risks may be raised by anyone at any point during the project lifecycle. Risks may be reported via email or entered directly into the SharePoint Risk Log and then reported to the Project Manager for consideration and disposition. Risks will be evaluated by the Project Manager and Core Team Leads (Technical, Change Management, AssetWorks Lead, and Training & Communications Leads). All Risks reported will remain on the Risk Log, though they may be moved to a “Closed” status as appropriate. All new risks will be discussed in the weekly Core Team Meetings and will be disclosed on the Project Manager’s weekly status reports to Steering Committee Members and other Stakeholders. Risks of “Likely” or higher probability or “Medium” or higher impact will be presented at the monthly Steering Committee meetings. The contingency plans for each will be discussed, as will the mitigation plans.6.1.5 PROJECT RISK TRACKING APPROACH All project risks will be tracked using the DoIT Risk and Issue Log Tracking tool provided. As noted above, new risks will be discussed at the bi-weekly project team meetings, and all open risks will be reviewed by the Core Team on a monthly basis to assess changes in probability or impact. The Risk and Issues Log is available at any time on the Project SharePoint site or upon request to the Project Manager at [email protected]. 6.1.6 ISSUE MANAGEMENT 6.1.6.1 Internal Issue Escalation and Resolution Process Internal issues will be addressed and escalated in a manner similar to that of the Risks. Internal Issues can be raised by any team member or stakeholder. Issues will be maintained in the Issues Tracking folder on the PROOF-NM Project SharePoint site. New Issues will be discussed at the Core Team Meeting and assigned, dispositioned, or escalated as appropriate. Internal Issues will also be discussed at bi-weekly one-on-one meetings between the Project Manager and FMD Director. As appropriate, Internal Issues will be escalated to the Steering Committee, DoIT, or other governance body. 6.1.6.2 External Issue Escalation and Resolution Process External Issues will have the same escalation and resolution process as internal issues, except for the need to reach out to and engage the external agency or entity involved. At the core, the Project Team will seek collaborative and mutual agreeable resolutions to issues. 6.2 INDEPENDENT VERIFICATION AND VALIDATION Independent Verification and Validation (IV&V) is the process of evaluating a system to determine compliance with specified requirements and whether the products of a given development phase fulfill the requirements established during the previous stage. Each of these PAGE | 51 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN activities is performed by an organization independent of the development organization. IV&V requirements will be met as follows: The IV&V Contractor will:  Attend a broad range of project meetings to assess overall project health, including conducting interviews with a diverse sample of project stakeholders ;  Provide an independent escalation path for project issues and project inhibitors;  Provide early, proactive insight into project risks with recommendations;  Facilitate early detection and correction of errors/issues;  Enhance the project management team’s understanding of how to apply industry best practices to specific project approach;  Assist with improving compliance with the project’s performance, schedule, and budget requirement; and  Provide valuable assessments of products and processes throughout the project lifecycle. 6.3 SCOPE MANAGEMENT PLAN The project scope relates to (1) streamlining, aligning and automating the Capital Projects contract and Internal Purchase Requisition (IPR) process and configuration in AiM, and (2) conducting a pilot effort to populate the AiM Location data with Room Number, Agency, square feet, and utilization of the space. Scope is further defined as including changes to configuration and data development and conversion based on work flow requirements. Implementation will be achieved without customization of the AssetWorks software. Bi-weekly team meetings to review status, progress, near term plans, issues and action items are core to the team management. Progress on the project will be tracked and reported weekly in the Project Status Reports. The BBP Sessions are typically the primary source of scope change requests. In order to keep scope in check during this period, the PROOF-NM Change Request Project Team will provide flip charts for capturing parking lot items, questions, and action items. Items outside of authorized scope will be pushed to the parking lot lists by default and will be evaluated by the Core Team and escalated, if necessary, to the Steering Committee for its consideration. An additional scope control mechanism is that of the daily stand-up meeting during the Design Phase. Each morning, the BBP Sessions will begin with a 15 to 30 minutes stand-up meeting, during which the previous day’s scope and decisions will be reviewed, along with any of the parking lot items posted the previous day. The FMD Director (Project Owner), FMD Bureau Chiefs (Business Owners), and GSD-CIO (Program Director) are asked to attend this briefing each morning. Communications play a pivotal role in managing stakeholder expectations and managing scope. All Stakeholders will receive either the project status report or the Talking Points Memo each Friday. Stakeholders will receive regular briefings during the BBP Design Sessions. Following PAGE | 52 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN sign-off of the BBPR, a series of road shows will be conducted with stakeholder groups to present the BBP and the benefits and changes that are expected to flow from the BBP. Communications Road Shows will be conducted periodically from that point through the production cut-over in order to ensure alignment of expectations throughout the project.6.3.1 CHANGE CONTROL 6.3.1.1 Change Control Process Change Control will initially come into the project’s visibility as an Issue, Action Item or Risk. Change Control items are expected to surface primarily during the BBP Sessions, but irrespective of when and how they surface, the process of evaluating, escalating and resolving the Change Item (CI) will be the same. CI’s will be documented in the ‘Action Items and Issues’ folder on the PROOF-NM Change Request Project’s SharePoint site. CI’s will be detailed there, with specific information required, including:  Brief Description  Detailed Description  Date CI Submitted  Submitted By  Business Owner (Director Benefitting/Requiring)  Business Justification  Cost  Benefits  Decision Required By Date  Status  Progress Notes  Resolution Once a CI has been submitted, a meeting of the Core Team Leadership will be convened, including the Project Manager, GSD-CIO, FMD Deputy Director, Business Owners, Change Control Lead, Technical Lead, B-SME Lead, Functional Administrator, and Communications & Training Leads. The Project Leadership Group will consider the CI, its justification, costs and benefits, and make a recommendation on the resolution of the CI. CI’s resolved there by a unanimous vote will be escalated to the Steering Committee for approval. Those CI’s either not resolved, or where resolution is by less than a unanimous vote will be escalated to the Steering Committee (Change Control Board) for evaluation and final resolution. 6.3.1.2 Change Control Board (CCB) As described above under section 6.3.1.1, the Steering Committee will serve as the CCB, who will make a final determination on any CI’s.PAGE | 53 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN6.4 PROJECT BUDGET MANAGEMENT Project costs are as defined above under Sections 5.5.1 and 5.5.2. All costs related to project staff are included in the project schedule, and projected out over the lifecycle of the project. Project costs have been projected using an MS-Excel spreadsheet containing monthly forecasts of costs for contract resources, software, maintenance fees, and contingencies. Actual costs will be reported against this forecast, and variances reported on a monthly basis. The cost variance will be combined with schedule variance reporting to derive and report earned value progress for the purpose of monthly reporting to the Steering Committee and DoIT.6.4.1 BUDGET TRACKING All contract resources are required to submit a weekly Personal Activity Report (PAR) to the Project Manager. That PAR must include a listing of the accomplishments for the week for the resource submitting the report, plans for the next reporting period, any concerns, issues or questions they have, number of hours worked for the week, and travel costs for the week. PARs must be submitted to the Project Manager no later than Saturday afternoon each week. The Project Manager utilizes the staff PARs to prepare the Project Status Report each week, as well as to track hours and costs expended against the project. At month end when invoices are received from AssetWorks, ATA Staffing and any other contractor working on the project, the hours reported in the PARs will be reconciled to the invoices. 6.5 COMMUNICATION PLAN The PROOF-NM Project Communication Plan will provide an approach for communications and support for the project. The purpose of the Communication Plan is to facilitate centralized communications between and among all identified project audiences. Combining the audiences’ needs with methods for standardizing communications will enable processes for conveying project awareness, status, and issues and provide a means for feedback. Various types of information are being communicated throughout the life of the PROOF-NM Change Request Project. For the purpose of this project, four types of information categories have been determined:  Project Execution  Project Status  Project Awareness Information  Generic Information The PROOF-NM Change Request Project audience has been broken into four broad categories:  Core Team  Extended Team  Internal [within FMD]  External [AssetWorks, New Mexico citizens, and other interested parties]PAGE | 54 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANA detailed matrix has been created to match audiences with the appropriate type of information. Frequency and media have also been identified for each type of communication. The communications matrix will serve as the foundation of who, what, where, when, why and how the PROOF-NM Change Request Project team will communicate with project stakeholders. The PROOF-NM Change Request Project Communications Plan will be made available on the project SharePoint site in the Plan \ Change Management \ Communications Folder (http://gsdshareprod2013/FMDC/ANACPPM/Planning/Change %20Management/Communications). It may also be obtained on request by emailing the PROOF- NM Change Request Project Manager ([email protected]). 6.5.1 COMMUNICATION MATRIX The communications matrix matches the various types of information with the appropriate audiences. In addition, the matrix identifies the communication frequency and medium for the information, by audience. The matrix format is dynamic in that it allows for changes in types of information received, how often, and in what format. A significant amount of the information communicated is focused within the PROOF-NM Change Request Project Team. A well-informed team is better prepared to communicate effectively the strategy, goals, objectives, and status of the project efforts. In addition, the majority of the communication information originates within the team. Therefore, effective communications within the project Team contributes to the success of the communication efforts with the other audiences. The following key identifies the various frequency and media options for communications. Communications Frequency Daily Bi-Weekly Weekly Monthly Quarterly Upon Document Publications As needed Upon Joining ProjectCommunications Media Lead Agency Publications Documents / Presentations Electronic Mail SharePoint Web Site Road Show Presentation MeetingsPAGE | 55 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANAd Hoc Meetings Training Voice Mail Tele/Video meetingPROOF-NM CHANGE REQUEST PROJECT CORE TEAM Audience: Project Team LeadsTopic Information Venue / Media Frequency Purpose Project Core team project Project Core Team Bi-Weekly FYA Execution / accomplishments, project Meeting / Status progress, issues and Individual Team challenges Meeting Status High-level project status / Electronic Mail Weekly FYI / progress (Weekly FYA Highlights) Project Issues and challenges Project Office Bi-Weekly FYA Execution Meeting Status Detailed project progress Status Report Weekly FYI / (written document) FYAPAGE | 56 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANPROOF-NM CHANGE REQUEST PROJECT EXTENDED TEAM Audience: Leadership Team, Steering Committee, Various Lead Agency business areasTopic Information Venue / Media Frequency Purpose Status High-level project status / Electronic Mail Weekly FYI / progress (Weekly FYA Highlights) Project Review project focus and Leadership Team Weekly – FYI / Execution gain guidance from team Meeting Tuesday FYA (1:15 – 2:30 PM) Status A reporting session Steering Monthly Update / covering key points in the Committee Last week FYI project. Confirm Meeting – of each direction; cultivate month, sponsorship; and report Secretary’s status, findings, and and issues. Director’s schedules permitting Generic Popular press articles on Web Page / On going FYI Information / the industry progress Bulletin Boards Status related to PROOF-NM ProjectPAGE | 57 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANINTERNAL FMD Audience: division heads and managers of divisions, bureaus, sections and units), all other FMD EmployeesTopic Information Venue / Media Frequency Purpose Awareness Status and upcoming Monthly Extended Monthly FYI events Team Status Meeting Awareness Questions related to the PROOF-NM Ongoing FYI PROOF-NM Project Project Hotline / e- mail Awareness General PROOF-NM Lead Agency Monthly FYI Project information Publications (Courier) Status Senior Executives high- Weekly Manager’s Weekly FYI level update of the project Meeting progress Generic Popular press articles on Web Page / e-mail Ongoing FYI Information / the industry progress Status related to PROOF-NM Project Status Overview of project Monthly FMD Monthly – Update / progress Staff Meeting / e- Last FYI mail Wednesday of the monthPAGE | 58 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANEXTERNAL Audience: AssetWorks, IV&V Contractor, DoIT, Customer Agencies Topic Information Venue / Media Frequency Purpose Awareness / High-level project status One page update Quarterly FYI Status (flyer format) – mailed or electronically sent Awareness High level project Meeting / As needed FYI accomplishments / Conference call progress / issues with AssetWorks and IV&V contractor Awareness PROOF-NM Project As requested As FYI progress information as requested required by regulatory agencies Generic Popular press articles on Mail / Fax copy of As needed FYI Information the industry progress the article related to PROOF-NM Project6.5.2 STATUS MEETINGS Various status meetings are conducted on a frequent basis:  Project Core Team meetings are typically conducted bi-weekly, with the exception of the period when BBP Sessions are in progress NOTE: Core Team Meetings are typically suspended during the BBP Sessions, as the entire team is engaged in the meetings. If a Core Team Meeting is required to address a critical project issue, a special session will be convened.  One-on-One meeting between the Project Manager and GSD-CIO every other Wednesday (may coincide with One on One with FMD Director) ;  Steering Committee Meeting meets the last week each month;  Weekly attendance / representation at the FMD Manager’s meeting as well as the O&M Bureau meetings;  More frequent meetings with leadership and other stakeholders as appropriate or as needed.6.5.3 PROJECT STATUS REPORTS As noted previously, all contract personnel are required to submit status reports weekly to the Project Manager. In addition, the Project Manager will gather detailed accomplishments from PAGE | 59 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANFMD staff and incorporate these in the Project Status Reports (PARs). These individual PARs include activities and accomplishments, plans for the next reporting period, and any comments, suggestions, issues, concerns or questions. The Project Manager combines these individual PARs into a project level status report that is distributed to Steering Committee Members, key stakeholders in FMD, GSD, DFA and LFC, IV&V Contractor, and all Project Core Team Members. A copy of each week’s status report is also filed on the Project SharePoint Site in the Status Report folder. Monthly status reports are submitted to DoIT in accordance with DoIT requirements. The IV&V Contractor will also submit status reports and reviews on a bi-monthly basis. Both the DoIT Status Reports and the IV&V Review Reports are available on the Project SharePoint site. 6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) The Project Manager, Business Sponsor, and Executive Sponsor have defined the project metrics that will be used to control the project, and these are enumerated in the table below. Metrics are collected for measuring the progress of a project against its planned budget, schedule, resource usage, and error rates, and of establishing a historical database, which will aid in planning and forecasting future projects. Metric Type Metric Goal Schedule Late Tasks – Tasks starting late or projected to finish late < 5; < 1 for Critical Path Tasks Budget Budget Variance (Cost Value Index) >= 1.0 Quality Key Project Documents Approved by Leadership 100%6.6.1 BASELINES Project Area Category Measure Project Schedule Schedule On or ahead Project Budget Budget Under Project Scope Scope Control 0 Change Orders 6.7 QUALITY OBJECTIVES AND CONTROL The PROOF-NM Change Request Project Goal is to conduct a timely, cost effective implementation without modifying or customizing the software. These are the Quality Objectives by which the project will be judged. In essence, on time, within budget, without customization, achieving the goals stated at the top of this PMP document. Quality Control will be further demonstrated in the Test Strategy and Plan as well as the Training Plan. Finally, more definition to the quality objectives will be detailed in the Benefits Realization Plan section of the BBPR.6.7.1 QUALITY STANDARDS Quality standards by which the project will be conducted include: (1) standards defined by statute; (2) the Project Management Quality Standards as defined by the Project Management PAGE | 60 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANBody of Knowledge (PMBOK); (3) Information Technology standards defined within the Information Technology framework by DoIT; and (4) work management and supply chain industry best practice standards.6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS Quality Review Type Tools Reviewer Reports StandardRequirements NM Statutes; MS-Visio, MS- FMD Director; BBPR Work Flows Excel, MS-Word, PROOF-NM modeled in AiM Project Steering product; Committee Maintenance and Materials Management Industry Best PracticePlans PMBOK MS-Word, MS- GSD CIO PMP, Change DoIT Project FMD Director Management, Technology, Operations Level Support, Communications, Training; Test Strategy and PlanMilestones PMBOK MS-Project FMD Director; Status Reports DoIT Steering Steering Committee Committee PresentationsTesting PMBOK MS-Word GSD CIO Status Reports DoIT MS-Excel FMD Director Test Strategy and AiM Test Plan Environment Use Cases Test Results6.7.3 AGENCY/CUSTOMER SATISFACTION Customer and Agency satisfaction will be assessed on an on-going basis by the PROOF-NM Change Request Project Manager and Team. Weekly (Stakeholder) and Monthly (DoIT) Status reports, Steering Committee Meetings, Road Show Presentations, and frequent updates to agencies and customer groups will be the primary mechanisms by which the PROOF-NM Project Team will communicate progress, goals and objectives, and call out issues and benefits.PAGE | 61 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANProject reporting metrics will provide primary feedback on schedule and budget performance, and we will coordinate our efforts with initiatives wherever synergy and common interests exist. The project manager will meet with the FMD Director and GSD-CIO on a bi-weekly basis to ensure project performance is meeting expectations, and with the GSD Cabinet Secretary and others on a monthly basis to ensure customer and agency satisfaction, 6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS All products produced by the PROOF-NM Change Request Project will be available for review by oversight groups and leadership. Testing the AiM environment and FMD processes will have several dimensions to ensure quality and consistency in all deliverables. Each track of the project (process change, configuration, data conversion, interface development, report development, testing, and training) will be tested initially on an isolated basis (Unit Testing). Unit Testing will be followed by Module Testing, the scope of which will be work management, preventive maintenance, inventory, purchasing, and accounts payable modules, as well as FiRE for O&M. Following successful completion of Module Testing, End to End Process Testing will be conducted. In End to End Testing, transactions will be run through their entire life cycle (i.e., IPR’s to Purchase Orders, invoices and payments). In that effort, the PROOF-NM Change Request Project Test Team will exercise and evaluate process change related documentation (forms, SOPs, etc.), configuration data (including AiM Workflow performance), data conversion, interface performance, reports, and training materials. Following completion of End to End Process Testing, a final round of End User Acceptance Testing will be undertaken. Staff from various bureaus of FMD and other agencies will be engaged to process work using the modules being implemented and will provide feedback to the Project Team. Prior to beginning production use of the AiM Modules, an evaluation will be made regarding operational readiness in a number of areas, including training readiness, technical readiness, quality assurance testing readiness, and operational support readiness. The results of that evaluation will be presented to the Steering Committee, which will make the final determination on approving the production cutover. 6.8 CONFIGURATION MANAGEMENT Configuration Management (CM) is the process of systematically controlling and managing all steps of configuration throughout the project lifecycle. The CM Plan operates in conjunction with, and in alignment to the PROOF-NM Change Request Project Test Plan, the Technology Plan and the Operational Level Agreement. The CM Plan provides a systematic approach for: (1) defining the process for managing changes to the AiM environments; (2) determining who made a change to the environments; (3) discovering what changes were made, when they were made and why; and (4) understanding who authorized the changes. This CM Plan is designed to effectively safeguard the data and configuration assets developed over the course of the PROOF-NM Change Request Project. The CM Plan: PAGE | 62 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN(1) Provides contextual information aligning this plan to the project as a whole and references other related documents; (2) Defines the scope of the CM processes for the project; (3) Provides details related to the environments that will be utilized in managing configuration changes; (4) Details the processes for moving configuration items through environments; (5) Defines the roles and responsibilities of project team members with respect to CM; and (6) Defines the toolset that will be used by the project team to track and manage changes during the project lifecycle.6.8.1 VERSION CONTROL Not applicable – baseline versions to be implemented without customization.6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY) SharePoint has been implemented for FMD and is being utilized to track all project documentation. 6.9 PROCUREMENT MANAGEMENT PLAN The PROOF-NM Change Request Project includes procurement of project management services through ATA Services, software and professional services from AssetWorks, LLC, and IV&V Services. All procurement is being conducted in accordance with established standards and procedures promulgated by SPD, in accordance with DoIT guidelines, and with the ultimate approval of the LFC and DFA.PAGE | 63 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN7. 0 PROJECT CLOSE Project Close consists of evaluating the project execution from a best-practice perspective, closing out administrative elements of the project, and contractual and financial aspects of the project as it relates to external vendors. A final element to the closeout relates to handing off ownership of the systems to the business, through transition to the FMD Change Board. The final step in the Project Close is a presentation to DoIT’s PCC, which will review the closure request. Completing these activities is a mandatory step in the project life cycle.7.1 LESSONS LEARNED Closure of the PROOF-NM Change Request Project will begin with a series of Lessons Learned Review working sessions. All project team members will be encouraged to participate and other stakeholders to be invited. The results of that review will be documented and included in the Project Closeout Report.7.2 ADMINISTRATIVE CLOSE Administrative activities complete the internal needs for managing the project, such as records archival, recording the last hours against the project, transitioning staff to other assignments. Administrative closure consists of verifying that objectives and deliverables were met and transitioning remaining relevant documentation to the appropriate agencies providing on-going support.7.3 CONTRACT CLOSE Contractual activities must meet the contractual needs, such as executing a procurement audit and formal acceptance of the project work products. Contract close is similar to administrative close in that it involves product and process verification for contract close.7.4 TRANSITION TO FMD’S CHANGE BOARD Closeout will also include formalizing the hand-over of support responsibilities to appropriate staff within FMD, SPO, and TSSB, for end user training and technical support, respectively. 7.5 PCC PRESENTATION – PROJECT CLOSURE The Closeout Request and Presentation will be submitted to the PCC, and based on the approval of the PCC, the Project will be closed.PAGE | 64 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANAPPENDIX A - ACRONYMS AND DEFINITIONS - A - Acceptance Criteria – The criteria that a system or component must satisfy in order to be accepted by a user, customer, or other authorized entity. [IEEE-STD-610] Acceptance Testing – Formal testing conducted to determine whether a system satisfies its acceptance criteria and to enable the customer to determine whether to accept the system. [IEE-STD-610] Action Log – The action log is a direct extension of the project schedule. The action log reflects specific actions to be completed. Generally, these actions are small enough in both impact and duration to be handled on the Action Log rather than requiring a special revision to the project plan. Any item that requires more than one day to complete should be on the action log. The action log is a living document that will be updated frequently and serves as an ongoing “To Do List” to insure that action items are not left uncompleted. Actions will be captured during meetings and at other times by means of an action-input form. This form will be submitted to the project manager for entry into the log. The log will be maintained as a table in MS word. Closed actions will be moved to an archive. AD – Assessment Deficiency A/E – Architectural and Engineering Firms AiM – Intelligence inside Asset Management, the software provided by AssetWorks, LLC AiM IQ – AssetWorks dashboard and integration tool AMBC – Asset Management Bureau Chief ANA – Assessments and Needs Analysis, a module within the AssetWorks AiM System. AR Export – Asset Renewal Export AR Import – Asset Renewal Import ASD – Administrative Services Department Assumptions – Planning factors that, for planning purposes, will be considered true, real, or certain. Assumptions generally involve a degree of risk. They may be documented here, or converted to formal risks. - B - Baseline – A specification or product that has been formally reviewed and agreed upon that thereafter serves as the basis for further development, and that can be changed only through formal change control procedures. [IEEE-STD-610] BBP – Business BluePrint BBPR – Business BluePrint Report BMC – Building Modification Committee BPR – Business Process Re-engineeringPAGE | 65 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLAN- C - CAAP – Condition Assessment Asset Profile CAMPS-NM – Capital Asset Management and Planning System for New Mexico CB-SME’s – Cameo Business Subject Matter Expert; a subject matter expert in a specific topical area of the business. CBPC – Capital Building Planning Commission CBR – Capital Budget Request CCB – Change Control Board CFB – Commission for the Blind Change Management Log – The change management log lists the current status and project impact of each planned or enacted project change request. The log shows at a glance the current impact of change on the project. The Project Manager in a MS-Excel Worksheet format will maintain the change management log. The log will be updated when a proposed or approved PCR is received. The log will be reviewed at the weekly Leadership meeting and reported on in the Weekly Status report. CI – Change Item; a request for change on a project that falls under the purview of Change Control COB – Capital Outlay Bureau Commitment – A pact that is freely assumed, visible, and expected to be kept by all parties. Configuration Management (CM) – A discipline applying technical and administrative direction and surveillance to identify and document the functional and physical characteristics of a configuration item, control changes to those characteristics, record and report change processing and implementation status, and verify compliance with specified requirements. [IEEE-STD-610] Consensus – a decision that is in the best interests of New Mexico, GSD and FMD, and a design that the participants can live with and which they will commit to supporting Constraints – Factors that will (or do) limit the project management team’s options. Contract provisions will generally be considered constraints. Contingency Planning – The development of a management plan that identifies alternative strategies to be used to ensure project success if specified risk events occur. COTS – Commercial off the Shelf Software. Package systems provided by vendors such as AssetWorks PeopleSoft or Oracle that provide support for a variety of different functions. Often referred to as Enterprise Resource Planning (ERP) Systems or Enterprise Asset Management (EAM) Systems. CP – Capital Project CPMR – Capital Project Management Review (formerly CPP) CPPM – Capital Planning and Project Management, a module within the AssetWorks AiM System.PAGE | 66 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANCR – Capital Request Crashing – Taking action to decrease the total duration after analyzing a number of alternatives to determine how to get the maximum duration compression for the least cost. Critical Path – The series of activities that determines the duration of the project. The critical path usually defined as those activities with float less than or equal to specified value often zero. It is the longest path through the project. CYFD – Children, Youth and Families Department - D - DCA – Department of Cultural Affairs Decision Maker – a member of an organization possessing a high enough level of authority to render a decision with regard to organizational policy or procedure Deliverable – Any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or part of a project that is subject to approval by the project sponsor or customer. Dependencies, Discretionary – Dependencies defined by the project management team. They should be used with care and usually revolve around current Best Practices in a particular application area. They are sometimes referred to as soft logic, preferred logic, or preferential logic. This may also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle. Dependencies, Mandatory – Dependencies that are inherent to the work being done. In some cases, they are referred to as hard logic. Dependency Item – A product, action, piece of information, etc., that must be provided by one individual or group to a second individual or group so they can perform a planned task. DFA – Department of Finance and Administration DOC – Department of Corrections DoIT – Department of Information Technology DPO – Direct Purchase Order DPS – Department of Public Safety DWS – Department of Workforce Solutions Duration – The number of work periods (not including holidays or other nonworking periods) required to complete an activity or other project element. Duration Compression – Shortening the project schedule without reducing the project scope. Often increases the project cost. - E - EAM – Enterprise Asset Management System (see COTS) EDD – Economic Development DepartmentPAGE | 67 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANEffort – The number of labor units required to complete an activity or other project element. Usually expressed as staff hours, staff days, or staff weeks. EMNRD – Energy Minerals and Natural Resources Department Empowerment – SME’s participating in the BPR Sessions are authorized to make design decisions for the deployment of AssetWorks O&M modules and the FiRE application, with the following exceptions: (1) decisions in violation of statute; (2) decisions that violate management-bargaining unit agreements; (3) decisions that commit additional funds; and (4) decisions that violate established, jurisdictional boundaries End User – The individual or group who will use the system for its intended operational use when it is deployed in its environment. ERP – Enterprise Resource Planning System (see COTS) - F - FA – Functional Administrator Fast Tracking – Compressing the project schedule by overlapping activities that would normally be done in sequence, such as design and construction. FCA – Facility Condition Assessment FCI – Facility Condition Index Float – The amount of time that an activity may be delayed from its early start without delaying the project-finished date. FMD – Facilities Management Division Formal Review – A formal meeting at which a product is presented to the end user, customer, or other interested parties for comment and approval. It can also be a review of the management and technical activities and of the progress of the project. FS – Funding Source - G - GSD – General Services Department - H - HSD – Human Services Department - I - ICAM – Integrated Computer Aided Manufacturing ICIP – Infrastructure and Capital Improvement Plan IDEF0 – Integration Definition; a workflow or work modeling method used to detail configuration, data, interface, education and testing requirements. Integrated Project Plan – A plan created by the project manager reflecting all approved projects and sub-projects.PAGE | 68 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANIPS – Integrated Project Schedule; a master schedule created by the project manager reflecting all approved project activities of the main project and sub-projects. Issues Log – Similar to the action log, the issues log is an extension of the project plan. The issue log will be updated as needed throughout the week. An issue differs from an action in severity and the amount of effort required to resolve. An issue, if left unresolved would have a significant adverse impact on the project. Typically, the resolution to an issue is not known at the time it is created and the issue owner must develop a solution. The project issue log will be updated as needed by submitting an update form to the project manager. The issue log will be maintained in a MS-Word table. IWA – Internal Work Agreement (or Amendment) - J – No entries at this time - K – KPI – Key Performance Indicator - L - Lessons Learned – The learning gained from the process of performing the project. Lessons learned may be identified at any point during the execution of the project. LFC – Legislative Finance Committee - M - MACC – Maximum Allowable Construction Cost Method – A reasonably complete set of rules and criteria that establish a precise and repeatable way of performing a task and arriving at a desired result. Methodology – A collection of methods, procedures, and standards that defines an integrated synthesis of engineering approaches to the development of a product. Milestone – A scheduled event for which some individual is accountable and that is used to measure progress. - N - NMAC – New Mexico Administrative Code NMSA – New Mexico Statutes Annotated Non-technical Requirements – Agreements, conditions, and/or contractual terms that affect and determine the management activities of an architectural and software project. NTP – Notice to Proceed - O - O&M – Operations and Maintenance OBS – Organizational Breakdown StructurePAGE | 69 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANOCIO – Office of the Chief Information Officer OLA – Operations Level Agreement OOS – Office of the Secretary - P - PBF – Planned Budget Forecast PCC – Project Certification Committee PED – Public Education Department Performance Reporting – Collecting and disseminating performance information. This includes status reporting measurement, and forecasting. PMBOK – Project Management Body of Knowledge PMC – Project Management Consultant PMI – Project Management Institute PMP – Project Management Plan PO – Purchase Order PQ – Personal Query PR – Purchase Requisition Procurement Planning – Determining what to procure and when. Product Scope – The features and functions that characterize a product or service. Program – A group of related projects managed in a coordinated way. Programs include an element of ongoing work. Project Change Request forms – A PCR (Project Change Request) is a request for change on the project. It has two parts, one for estimating the cost to investigate the PCR, the other to determine how much the PCR will cost to implement. All project changes require an approved PCR. Typically, this involves a change to the project schedule, budget, or scope. Project Charter – A document issued by senior management that formally authorizes the existence of a project. It provides the project manager with the authority to apply organizational resources to project activities. Project Leader (Technical) – The leader of a technical team for a specific set of tasks. Typically referred to as the Technical Lead, they have technical responsibility, and provide technical direction to the staff working on the tasks. Project Management – The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Project Management is also responsible for the oversight of the development and delivery of the architecture and software project. Project Manager – The role with total business responsibility for an entire project. The individual who directs, controls, administers, and regulates a project. The project manager is the individual ultimately responsible to the customer.PAGE | 70 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANProgram Management Office (PMO) – An organizational entity responsible for management and oversight of the organization’s projects. As a specific reference in this document, the Office of the Chief Information Officer. Project Management Plan (PMP) – A formal, approved document used to guide both project execution and project control. 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. The Project Management Plan (PMP) is a project plan. Project Schedule – A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. Software products such as ABT’s Workbench and Microsoft Project are tools used to develop project schedules. Project Scope – The work that must be done to deliver a product with the specified features and functions. Project Sponsor – The individual that provides the primary sponsorship for an approved project. This individual will play a key role in securing funding, negotiating for resources, facilitating resolution of critical organizational issues, and approving key project deliverables. - Q - QMP – Quality Management Plan Quality – The degree to which a system, component, or process meets specified requirements. The degree to which a system, component, or process meets customer or user needs or expectations. [IEEE-STD-610] Quality Management – The process of monitoring specific project results to determine if they comply with relevant standards and identifying ways to eliminate causes of product non- compliance. - R - RFI – Request for Information Risk – Possibility of suffering loss. Risk Management – An approach to problem analysis, which weighs risk in a situation by using risk probabilities to give a more accurate understanding of, the risks involved. Risk Management includes risk identification, analysis, prioritization, and control. Risk mitigation seeks to reduce the probability and/ or impact of a risk to below an acceptable threshold. Risk Management Plan – The collection of plans that describes the Risk Management activities to be performed on a project. - S - SA – Systems Administrator SADT – Structured Analysis Design Technique; a systems engineering and software engineering methodology used to describe a hierarchy of functions. SBOF – State Board of FinancePAGE | 71 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANScope Change – Any change to the project scope. A scope change usually requires an adjustment to the project cost or schedule. SHARE – Statewide Human Resources, Accounting, and Reporting. The PeopleSoft-based Enterprise Resource Planning System in use by the Department of IT for New Mexico. SIG – Special Interest Group; a group of AiM Customers with a vested interest in the functions supported by a particular module in AiM. SME – Subject Matter Expert. A member of an organization acknowledged as an authority in a particular area or topic. Software Life Cycle – The period that begins when a software product is conceived and ends when the software is no longer available for use. The Software Life Cycle typically includes a concept phase, requirements phase, design phase, implementation phase, test phase, installation, and checkout phase, operation and maintenance phase, and, sometimes, retirement phase. SOP – Standard Operating Procedure SPD – State Purchasing Division SPO – State Personnel Office SRCA – State Records Center and Archives Stakeholder – Individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected because of project execution or project completion. They may also exert influence over the project and its results. Standard – Mandatory requirements employed and enforced to prescribe a disciplined uniform approach to software development. Statement of Work – The Statement of Work (SOW) is the contractual agreement that defines the project objectives, expectations and scope. Each project member should be familiar with the SOW particularly as it relates to project scope and the definition of completion for each major deliverable. System Requirements – A condition or capability that must be met or possessed by a system component to satisfy a condition or capability needed by a user to solve a problem. [IEEE- STD-610] Subproject – A smaller portion of the overall project. - T - Task – A sequence of instructions treated as a basic unit of work. [IEEE-STD-610] A well- defined unit of work in the software process that provides management with a visible checkpoint into the status of the project. Tasks have readiness criteria (preconditions) and completion criteria (post conditions). Please refer to activity for contrast. Task Assignment Sheets – Where applicable, the project manager will provide a detailed outline of the specific steps required to complete an assigned task. The Task Assignment Sheet provides much greater detail and specificity than the project schedule. In some cases a single project schedule task may be broken down into fifteen or more steps to complete. PAGE | 72 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANWhere practical this Task Assignment Sheet will be developed in MS Word and distributed in hard copy prior to opening the new task. In addition, the project manager will hold a coaching session at the start of each task to review the task assignment. TCM – Total Cost of Maintenance TCO – Total Cost of Ownership Team – A collection of people, often drawn from diverse but related groups, assigned to perform a well-defined function for an organization or a project. Team members may be part-time participants of the team and have other primary responsibilities. Technical Requirements – Requirements that describe what the software must do and its operational constraints. Examples of technical requirements include functional, performance, interface, and quality requirements. Traceability – The degree to which a relationship can be established between two or more products of the development process, especially products having a predecessor-successor or master-subordinate relationship to one another. [IEEE-STD-610] TRD – Taxation and Revenue Department TSSB – Technology Systems and Services Bureau - U - UAT – User Acceptance Test - V – No entries at this time - W - WBS – Work Breakdown Structure: a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Each descending level represents an increasingly detailed definition of the project work. WCA – Workers Compensation Administration WCC – Work Control Center WO – Work Order - X, Y, and Z No entries at this timePAGE | 73 PROOF-NM CHANGE REQUEST PROJECT MANAGEMENT PLANAPPENDIX B - PROJECT TIMELINE9/18/2017 - 9/29/2017 10/2/2017 - 12/15/2017 12/13/2017 - 2/2/2018 2/12/2018 - 3/9/2018 Initiation & Design Phase Build Phase End User Training Planning10/1/2017 11/1/2017 12/1/2017 1/1/2018 2/1/2018 3/1/2018 9/18/2017 3/30/20181/11/2018 - 2/17/2018 3/9/2018 - 3/30/2018 Test Phase Deploy and Closeout9/18/2017 Project StartPAGE | 74

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