Executive Sponsor – Cathy Stevenson · Web view2.08.2011 · Department of Health. Developmental Disabilities Supports Division. Family Infant Toddler Key Information Data System

DDEPARTMENTEPARTMENT OFOF H HEALTHEALTH

DDEVELOPMENTALEVELOPMENTAL D DISABILITIESISABILITIES S SUPPORTSUPPORTS DDIVISIONIVISION

FFAMILYAMILY I INFANTNFANT T TODDLERODDLER K KEYEY IINFORMATIONNFORMATION D DATAATA S SYSTEMYSTEM (FIT-KIDS) (FIT-KIDS)

UUPGRADEPGRADE P PROJECTROJECT

PPROJECTROJECT C CHARTERHARTER F FOROR C CERTIFICATIONERTIFICATION

EXECUTIVE SPONSOR – CATHY STEVENSON

Acting Director, Developmental Disabilities Supports Division

BUSINESS OWNER – ANDREW GOMM

Program Manager, Family, Infant, Toddler Program

PROJECT MANAGER – MICHAEL SNOUFFER

ORIGINAL PLAN DATE: AUGUST 2, 2011

REVISION DATE: N/A

REVISION: 1.0

ABOUT THIS PROJECT CHARTER DOCUMENTABOUT THIS PROJECT CHARTER DOCUMENT

PPERMISSIONERMISSION TOTO PLANPLAN THETHE PROJECTPROJECT ANDAND SETTINGSETTING THETHE GOVERNANCEGOVERNANCE STRUCTURESTRUCTURE

The Project Charter provides the project manager and project team with permission to proceed with the work of the project, within the scope delineated in this document. The Project Charter should be the outcome of a number of documents that went into the pre-planning for the project, and in many cases the agency IT Plan, Business Case for appropriations, Federal funding requests and the like.

Project sponsors sign the Project Charter signifying that they have agreed to the governance structure for guiding the direction for the further planning of the project, discovery and defining the requirements, acquiring necessary resources, and within that context the statement of work for any related contracts including a contract for the Independent Validation and Verification.

The Project Charter is also the foundation for the creation of the project management plan, and much of the thinking and writing for this charter will be immediately usable for that project management plan.

PPROJECTROJECT CERTIFICATIONCERTIFICATION I INITIALNITIAL PHASEPHASE DOCUMENTATIONDOCUMENTATION

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

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

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

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TABLE OF CONTENTSTABLE OF CONTENTSABOUT THIS PROJECT CHARTER DOCUMENT........................................................................................................ I

TABLE OF CONTENTS........................................................................................................................................... II

1. PROJECT BACKGROUND.................................................................................................................................. 1

1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT....................................................................................................11.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT.........................................................11.3 PROJECT CERTIFICATION REQUIREMENTS....................................................................................................................1

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS....................................................................................................2

2.1 AGENCY JUSTIFICATION...........................................................................................................................................22.2 BUSINESS OBJECTIVES.............................................................................................................................................22.3 TECHNICAL OBJECTIVES...........................................................................................................................................32.4 IMPACT ON ORGANIZATION......................................................................................................................................32.5 TRANSITION TO OPERATIONS....................................................................................................................................3

3.0 PROJECT/PRODUCT SCOPE OF WORK............................................................................................................ 4

3.1 DELIVERABLES.......................................................................................................................................................43.1.1 Project Deliverables...................................................................................................................................43.1.2 Product Deliverables..................................................................................................................................6

3.2 SUCCESS AND QUALITY METRICS..........................................................................................................................7

4.0 SCHEDULE ESTIMATE..................................................................................................................................... 7

5.0 BUDGET ESTIMATE........................................................................................................................................ 8

5.1 FUNDING SOURCE(S)..............................................................................................................................................85.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE -..............................................................................................95.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE..................................................................................................9

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................9

6.1 STAKEHOLDERS.................................................................................................................................................96.2 PROJECT GOVERNANCE PLAN.........................................................................................................................106.3 PROJECT MANAGER.........................................................................................................................................10

6.3.1 PROJECT MANAGER CONTACT INFORMATION........................................................................................106.3.2 PROJECT MANAGER BACKGROUND ........................................................................................................10

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES................................................................................................106.5 PROJECT MANAGEMENT METHODOLOGY .................................................................................................................11

7.0 CONSTRAINTS............................................................................................................................................. 11

8.0 DEPENDENCIES............................................................................................................................................ 11

9.0 ASSUMPTIONS............................................................................................................................................ 11

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY........................................................................................12

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING................................................................................12

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V..............................................................................12

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13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES.................................................................................14

14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE........................................................................14

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Revision History

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 August 2, 2011

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PROJECT CHARTER [PROJECT NAME] 1

1. PROJECT BACKGROUND1. PROJECT BACKGROUND

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

1.11.1 EEXECUTIVEXECUTIVE S SUMMARYUMMARY - -RATIONALERATIONALE FORFOR THETHE PROJECTPROJECT

The Department of Health (DOH) Development Disabilities Supports Division (DDSD) is initiating this project to upgrade the existing Family Infant Toddler Key Information Data System (FIT-KIDS). The new version will move DDSD into compliance with the federal requirements of US Department of Education Office of Special Education Programs (OSEP) and the Federal Individuals with Disabilities Education Act, Part C (IDEA, Part C). The FIT-KIDS system is the electronic record for all IDEA Part C early intervention services provided in the State of New Mexico. FIT-KIDS allows DDSD to electronically process claims for services provided by provider agencies throughout the State of New Mexico, and track compensation received for services performed supporting revenue recovery.

The FIT-KIDS system was initially implemented in January 2008 with all the Family Infant Toddler Program Early Intervention Provider agencies using FIT-KIDS since its inception. This is the first major upgrade since the initial implementation.

1.21.2 SSUMMARYUMMARY OFOF THETHE FOUNDATIONFOUNDATION PLANNINGPLANNING ANDAND DOCUMENTATIONDOCUMENTATION FORFOR THETHE PROJECTPROJECT

This project involves upgrading the current version of FIT-KIDS to move into compliance with the federal requirements of IDEA, Part C. Additionally the upgrade will provide better tracking of financial reimbursement from Medicaid, private health insurance and State funds. The upgrade project will also allow DDSD to continue to improve child and family outcomes through collection of additional data elements.

1.3 P1.3 PROJECTROJECT C CERTIFICATIONERTIFICATION R REQUIREMENTSEQUIREMENTS

Does the project fit into the criteria for certification? Which and how?

CRITERIA YES/NO EXPLANATION

Project is mission critical to the agency Yes The upgrade of FIT-KIDS will move DDSD into compliance with federal OSEP guidelines and IDEA Part C regulations, and increase application functionality

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resulting in improved processes.

Project cost is equal to or in excess of $100,000.00

Yes This project will cost $306,850.00

Project impacts customer on-line access No The project will not impact the current methods of application access.

Project is one deemed appropriate by the Secretary of the DoIT

No

Will an IT Architecture Review be required? No The FITKIDS system was originally implemented in 2008. This project does not change the system architecture.

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS

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

2.1 A2.1 AGENCYGENCY J JUSTIFICATIONUSTIFICATION

IDENTIFY AGENCY MISSION, PERFORMANCE MEASURE OR STRATEGIC GOALS TO BE ADDRESSED THROUGH THIS PROJECT

NUMBERNUMBER DESCRIPTIONDESCRIPTION

Department of Health Fiscal Year 12 Strategic Plan

DOH Developmental Disabilities Supports Objective 3: Maintain compliance with federal requirements for annual performance improvement in the Family Infant Toddler Program. Monitor provider agencies in collaboration with the Division of Health Improvement. Provide technical assistance, as indicated, on a statewide, regional, and provider level.DOH Strategy: Use FIT-KIDS data and Annual Performance Report

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NUMBERNUMBER DESCRIPTIONDESCRIPTIONinformation to track provider/child/family outcomes.

DOH Health System Objective 1: Improve accountability and responsiveness of our services within the Department of Health.DOH Strategy: Implement user-friendly electronic technologies to support administrative and billing processes.

DOH Health System Objective 10: Increase use of technologies to improve health outcomes.DOH Strategy: Build infrastructure throughout DOH to support advancing technology (electronic medical records, telehealth, video conferences) and to ensure adequate and reliable network connections.

2.2 B2.2 BUSINESSUSINESS O OBJECTIVESBJECTIVES

USE THE FOLLOWING TABLE TO LIST MEASURABLE BUSINESS OBJECTIVES


BUSINESS OBJECTIVE 1

The upgrade of FIT-KIDS will move DDSD into compliance with federal OSEP guidelines and IDEA Part C regulations.

BUISNESS OBJECTIVE 2

Increase functionality and workflow of FIT-KIDS by enhancing data collection to meet child and family outcomes.


Increase revenue recovery by enhancing electronic claiming from FIT-KIDS.


Train all Family Infant Toddler Program Early Intervention Provider Agency staff on the new version of FIT-KIDS.

2.3 T2.3 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


TECHNICAL OBJECTIVE 1

Requirement and configuration documents completed.

TECHNICAL Implement upgraded FIT-KIDS application in test environment.

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OBJECTIVE 2


Develop test plan and scripts. Execute test scripts in test environment. Track and fix defects.


Upgrade FIT-KIDS application in production.

2.4 I2.4 IMPACTMPACT ONON O ORGANIZATIONRGANIZATION

The impacts on the organization are areas that need to be addressed by the project through its planning process. They may not be internal project risks, but they can impact the success of the project’s implementation.

AREAAREA DESCRIPTIONDESCRIPTION

END USER All end users are required to attend additional training and use new functionality.

BUSINESS PROCESSES

The upgrade will enhance business processes in quality of care and documentation within the FIT-KIDS system. Tracking of child and family outcomes for services received in Family Infant Toddler Program Early Intervention Provider Agencies will be enhanced and streamlined.

IT OPERATIONS AND STAFFING

Minimal impact. The Information Technology Services Division (ITSD) helpdesk will continue to be the first line of support.

2.5 T2.5 TRANSITIONRANSITION TOTO O OPERATIONSPERATIONS

The transition to operations areas include items that are asked in the certification form to assure that the project has accounted or will account for these matters in its planning and requirements specifications.


PRELIMINARY OPERATIONS

The upgrade project will have no impact on the existing operation location and staffing plans already in place for FIT-KIDS.

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LOCATION AND STAFFING PLANS

DATA SECURITY, BUSINESS CONTINUITY

The upgrade project will have no impact on the existing data security and business continuity plans already in place for FIT-KIDS.

MAINTENANCE STRATEGY

The upgrade project will have no impact on the existing maintenance plan already in place for FIT-KIDS.

INTEROPERABILITY FIT-KIDS is a stand-alone system. The upgrade project will have no impact on the existing interoperability.

RECORD RETENTION The upgrade project will have no impact on the existing record retention plan already in place for FIT-KIDS.

CONSOLIDATION STRATEGY

The upgrade project will have no impact on the existing consolidation strategies already in place for FIT-KIDS.

3.0 PROJECT/PRODUCT SCOPE OF WORK3.0 PROJECT/PRODUCT SCOPE OF WORK

In its efforts to move from the high level business objectives to the desired end product/service the project team will need to deliver specific documents or work products. The State of New Mexico Project Management Methodology distinguishes between the project and the product.

Project Deliverables relate to how we conduct the business of the project. Product Deliverables relate to how we define what the end result or product will be, and trace our stakeholder requirements through to product acceptance, and trace our end product features and attributes back to our initial requirements

3.1 D3.1 DELIVERABLESELIVERABLES

3.1.1 3.1.1 PPROJECTROJECT D DELIVERABLESELIVERABLES

This initial list of project deliverables are those called for by the IT Certification Process and Project Oversight memorandum, but does not exhaust the project deliverable documents

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Project Charter The Project Charter for Certification sets the overall scope for the project, the governance structure, and when signed is considered permission to proceed with the project. The Project Charter for Certification is used to provide the Project Certification Committee with adequate knowledge of the project and its planning to certify the initiation phase of the project

Certification Form The Request for Certification and Release of Funds form is submitted when a project goes for any of the certification phases. It deals with the financial aspects of the project, as well as other topics that indicate the level of planning that has gone into the project. Many of the questions have been incorporated into the preparation of the project charter

Project Management Plan “Project management plan” is a formal document approved by the executive sponsor and the Department and developed in the plan phase used to manage project execution, control, and project close. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost and schedule baselines. A project plan includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management plan.”

IT Service Contracts The Department of Information Technology and the State Purchasing Division of General Services have established a template for all IT related contracts.

Project Schedule A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. The defacto standard is Microsoft Project

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

3.1.2 P3.1.2 PRODUCTRODUCT D DELIVERABLESELIVERABLES

The product deliverable documents listed here are only used for illustration purposes

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Requirements Documents The requirements will be completed during the implementation phase. This will include the configuration changes that will be included in this project.

Design Documents The design documents will be completed during the implementation phase. This will include the configuration changes that will be included in this project.

Systems Specifications The system being upgraded is a SaaS solution. System specifications will not change as the result of this upgrade.

Systems Architecture This upgrade will not change the system architecture.

System and Acceptance Testing

Implementation vendor and DDSD staff will be involved in the testing of the upgraded applications functionality. Test plans will be created and followed during testing. This includes verifying data integrity.

Operations requirements The transition to operations and application support plan will be updated.

3.2 S3.2 SUCCESSUCCESS ANDAND QUALITY METRICS QUALITY METRICS

Metric are key to understanding the ability of the project to meet the end goals of the Executive Sponsor and the Business Owner, as well as the ability of the project team to stay within schedule and budget.


QUALITY METRICS 1 Data are converted and migrated from existing FIT-KIDS system.

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

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

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4.0 SCHEDULE ESTIMATE4.0 SCHEDULE ESTIMATE

The schedule estimate is requested to provide the reviewers with a sense of the magnitude of the project and an order of magnitude of the time required to complete the project. In developing the schedule estimate, certification timelines and state purchasing contracts and procurement lead times are as critical as vendor lead times for staffing and equipment delivery. Project metrics include comparisons of actual vs. target date. At the Project Charter initial phase, these times can only be estimated.

Requirements August 5, 2011 Joint Application Design Sessions Requirements Documentation Requirements Validation Document Refinement and Updates Submission of Requirements Agency Approval

Environment Configuration August 12, 2011 Configure Environment

Race and Ethnicity Enhancements and Reports

August 19, 2011 Modify FIT-KIDS to Accept Federally Required Race and Ethnicity Categories

Modify FIT-KIDS to report on Federally Required Race and Ethnicity Categories

System Test User Acceptance Test Deployment

Federal Performance and Billing Enhancements and Reports

September 1, 2011 User Interface Modifications and Enhancements

Administrative Enhancements Billing Enhancements Billing and Management Reports Federal Annual Performance Report System Test User Acceptance Test Deployment

End User Training September 15, 2011 Training Tools User Training

User Manual September 30, 2011 User Manual for Entire FIT-KIDS Application Including Enhancements

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5.0 BUDGET ESTIMATE5.0 BUDGET ESTIMATE

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

Please remember to include agency staff time including project managers as costs.

5.1 F5.1 FUNDINGUNDING S SOURCEOURCE((SS))

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

PR/Award Number H393A090125ACFDA/SUBPROGRAM NO. 84.393APL 105-17/111-5 Individuals with Disabilities Education Act/American Recovery & Reinvestment ActProgram Title: Special Education – Grants For Infants and Families “Recovery Funds”

$306,850.00

5.2. B5.2. BUDGETUDGET B BYY M MAJORAJOR D DELIVERABLEELIVERABLE OROR T TYPEYPE OFOF EXPENSEEXPENSE - -

ITEMITEM COST ESTIMATECOST ESTIMATE

Requirements $30,685.00

Environment Configuration

$15,342.50

Race and Ethnicity Enhancements and Reports

$76,712.50

Federal Performance and Billing Enhancements and

$122,740.00

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ITEMITEM COST ESTIMATECOST ESTIMATE

Reports

Training $30,685.00

User Manual $30,685.00

5.3 B5.3 BUDGETUDGET B BYY P PROJECTROJECT P PHASEHASE OROR C CERTIFICATIONERTIFICATION P PHASEHASE

PHASEPHASE COST ESTIMATECOST ESTIMATE

Initiation $0

Planning $0

Implementation $306,850.00

Closeout $0

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL 6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTURE

6.1 STAKEHOLDERS6.1 STAKEHOLDERS

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

NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

Cathy Stevenson Executive Sponsor Developmental Disabilities Supports Division (DDSD)

Acting Director

Andrew Gomm Project Director DDSD Program Manager

Family Infant Toddler Program

Users of system DDSD

Family Infant Toddler Program Early Intervention Provider

Users of system

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NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

Agencies

DOH Office of Internal Audit

Users of system

DOH Division of Health Improvement

Users of system

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6.2 PROJECT GOVERNANCE PLAN6.2 PROJECT GOVERNANCE PLAN

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

6.3 PROJECT MANAGER6.3 PROJECT MANAGER

6.3.1 PROJECT MANAGER CONTACT INFORMATION6.3.1 PROJECT MANAGER CONTACT INFORMATION

NAMENAME ORGANIZATIONORGANIZATION PHONE #(S)PHONE #(S) EMAILEMAIL

Michael Snouffer DOH Information Technology Services Division

505.827.2869 [email protected]

6.3.2 PROJECT MANAGER BACKGROUND 6.3.2 PROJECT MANAGER BACKGROUND

Michael Snouffer has more than 25 years of IT experience with more than 15 years as an IT manager/director.

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Cathy StevensonExecutive Sponsor

Andrew GommProject Director FIT-KIDS User Group

Interagency Coordinating Council

(ICC)

Vendor Contract Resources

Michael SnoufferProject Manager

Project Team


6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES

RROLEOLE RRESPONSIBILITYESPONSIBILITY

Executive Sponsor Executive Sponsor is the point person for the project within the highest level of the Department of Health. The responsibilities of the Executive Sponsor include:

Participate in planning sessions Ensure project staff availability, funding and contract

management Review and accept the initial risk assessment, management

plan, project plan and budget Appoint Project Director Provide management review and accept changes to project

plan, contract or deliverables Attend executive requirements reviews and resolve

requirements problems. Empower the Project Manager Communicate with the Department of Health Champion the Project Contribute to lessons learned

Project Director The Project Director is the person who makes the business case for the project. The responsibilities of the Project Director include:

Participate in planning sessions Ensure project staff availability, funding and contract

management Review and accept the initial risk assessment, management

plan, project plan and budget Appoint Committee and Team members Provide management review and accept changes to project

plan, contracts or deliverables Ensure user and sponsor acceptance Attend executive requirements reviews and resolve

requirements problems Adjudicate any appeals relative to Steering Committee

decisions Cast the deciding vote where a consensus cannot be reached

by the Steering Committee Empower the Project Manager

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Communicate with the Executive Sponsor and Department of Health Champion on the Project

Contribute to lessons learned

Project Manager The Project Manager’s primary responsibility is to manage the project. This role must not get too involved in the business or technical details of the project. The Project Manager responsibilities include:

Develop initial management plan and project plan Provide leadership for a coordinated project effort Document project assumptions, constraints and critical

success factors Conduct initial risk assessment Facilitate meetings Assign tasks Track schedules Develop detailed plans with project team for risk, change and

quality Ensure project consensus Manage expectations Report on project status Maintain issues log Maintain action items log Promote and practice change management Close-out action items Value teamwork, cooperation and planning Champion the project Facilitate lessons learned process

Project Team Member The Project Team member is an important role in that it is the link between the vision and the reality of the project. The Project Team members’ responsibilities include:

Attend and participate in meetings Participate in the planning process Accomplish and provide deliverables Represent specific area(s) (e.g., technical, clinical, process,

etc.) for the overall project as assigned Report progress, issues, etc.

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Champion the project Contribute to lessons learned

6.5 P6.5 PROJECTROJECT MANAGEMENTMANAGEMENT M METHODOLOGYETHODOLOGY

The Department of Information Technology certification process is built around a series of certification gates: Initiation, Planning, Implementation and Closeout. Each of these phases/gates has a set of expected documents associated with it. The gates and the associated documents make up the certification methodology.

For some projects such a framework might be sufficient, where for some projects the solution development life cycle (SDLC) with plan, define, design, build, close might be more appropriate.

Put most simply how is the project to be structured into a methodology or framework and where do the project and product deliverables fit into this roadmap?

7.0 CONSTRAINTS7.0 CONSTRAINTS


1 ARRA funds must be expended by September 30, 2011.

8.0 DEPENDENCIES8.0 DEPENDENCIES

Types include the following and should be associated with each dependency listed. Mandatory dependencies are dependencies that are inherent to the work being done. D- Discretionary dependencies are dependencies defined by the project management team. This may also

encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.

E-External dependencies are dependencies that involve a relationship between project activities and non-project activities such as purchasing/procurement

NUMBENUMBERR

DESCRIPTIONDESCRIPTION TYPE M,D,ETYPE M,D,E

1 Mandatory Federal guidelines for data collection of race and ethnicity must be met before the upgrade can be implemented.

M, E

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9.0 ASSUMPTIONS9.0 ASSUMPTIONS


1 Resources from DDSD will be available for the duration of the project.

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY

Risk 1

Description - Project will be at risk if all stakeholders are not engaged at the beginning of the project

ProbabilityLOW

Impact HHIGHIGH

Mitigation Strategy: Emphasize communication to all stakeholders to be sure they understand the benefits of a successful project.Contingency Plan: This risk will be addressed during the planning phase so that necessary communication takes place throughout the project.

Risk 2

Description - Project will be at risk if the implementation vendor resources are not available

Probability LOW

Impact HHIGHIGH

Mitigation Strategy: In the beginning of the project, work with vendor and agree upon a schedule.Contingency Plan: Review the schedule monthly with the vendor to address any scheduling issues.

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING

Meeting agendas, minutes, and supporting documentation will be provided using the following software packages: Microsoft Word, Excel, PowerPoint, Outlook and/or Project. Every attempt will be made to publish the meeting minutes in a timely fashion and no later than 2 days prior to the next regularly scheduled meeting. Any meeting called should have an agenda, attempt to start and finish on time. The time allocated to each agenda topic will vary depending on the depth of issues to be covered. Items not able to be covered within the meeting time and accepted to be postponed may be added to the next standing meeting’s agenda or may require a special meeting.

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The meeting times and distributions of the meeting minutes for the project are as follows:

Project Team/Vendor Meetings will be on a weekly schedule. The scribe will be assigned by the Project Manager. Action Item Lists and the Issues and Risk Tracking Log will be posted in the electronic document libraries and distributed by the Project Manager’s designee.

Interagency Coordinating Council and FIT-KIDS User Group meetings will be held on a regular schedule. The scribe will be assigned by the Project Director. The meeting minutes will be posted to the electronic document libraries and distributed by the Project Manager’s designee.

Special Session Meetings may be called at the request of the Project Director or Project Manager. A range of issues may require a special meeting of a team, committee or subset. These meetings will be scheduled to accommodate the majority of attendees. The minutes from these meetings will be posted in the document libraries and distributed to all attendees.

Status reports will be used to track progress and issues. Project Team members will provide status reports as requested by the Project Manager. These reports will be in addition to such reports prepared upon request and by other contractors.

Special reports will be provided at the request of the Project Management Contract Administrator or the Project Director.

Project Team will approve deliverables acceptance with sign off documents being archived.

Issues and risk management and resolution help to resolve those issues or risks not anticipated during planning process. Issues or risks should be reported at the earliest possible time so that corrective action and risk mitigation can be developed to address with the issue or risk. The corrective action should address both the immediate need and the underlying cause of the issue or risk. The Project Director will keep an issue and risk tracking log and will work with the Project Team for corrective action.

The Project Director will maintain an action item list. This action item list identifies the action item, the reference item, the responsible party, the solution, and the due and completion dates. Updates may also be reflected in meeting minutes.

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V

IV&V focus depends upon the type of project, with various emphases on project and product deliverables.

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

As the FIT-KIDS upgrade project is a continuation of the successful FIT Integrated Medical Billing Project, DOH will submit an IV&V waiver request.

Project/Product Area Include –Yes/No

Project Management No

Quality Management No

Training No

Requirements Management No

Operating Environment No

Development Environment No

Software Development No

System and Acceptance Testing No

Data Management No

Operations Oversight No

Business Process Impact No

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13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES

SIGNATURESIGNATURE DATEDATE

EXECUTIVE SPONSOREXECUTIVE SPONSOR

BUSINESS OWNERBUSINESS OWNER

PROJECT MANAGERPROJECT MANAGER

14.0 PROJECT CHARTER CERTIFICATION APPROVAL 14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURESIGNATURE

SIGNATURESIGNATURE DATEDATE

DOIT / PCC APPROVALDOIT / PCC APPROVAL

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