Executive SPONSOR – Mary Herrera and NM State … - CFIS/CFIS... · Web viewPROJECT MANAGEMENT PLAN (PMP) Executive SPONSOR – Mary Herrera and NM State Legislators Business Owner

CCAMPAIGNAMPAIGN FINANCEFINANCE INFORMATIONINFORMATION S SYSTEMYSTEM

PROJECT MANAGEMENT PLAN PROJECT MANAGEMENT PLAN (PMP)(PMP)

EXECUTIVE SPONSOR – MARY HERRERA AND NM STATE LEGISLATORS

BUSINESS OWNER - DON FRANCISCO TRUJILLO II

PROJECT MANAGER – JOSE HERNANDEZ ORIGINAL PLAN DATE: APRIL 6, 2009

REVISION DATE: REVISION: VERSION 1.0

PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM

REVISION HISTORY............................................................................................................................................. III

PREPARING THE PROJECT MANAGEMENT PLAN................................................................................................. IV

ABOUT THIS DOCUMENT................................................................................................................................... IV

PROJECT OVERSIGHT PROCESS MEMORANDUM – DOIT, JULY 2007.................................................................................... IV

1.0 PROJECT OVERVIEW...................................................................................................................................... 1

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT....................................................................................................11.2 FUNDING AND SOURCES...........................................................................................................................................11.3 CONSTRAINTS........................................................................................................................................................21.4 DEPENDENCIES.......................................................................................................................................................21.5 ASSUMPTIONS...................................................................................................................................................31.6 INITIAL PROJECT RISKS IDENTIFIED...........................................................................................................................3

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................5

2.1 STAKEHOLDERS......................................................................................................................................................52.2 PROJECT GOVERNANCE STRUCTURE...........................................................................................................................6

2.2.1 Describe the organizational structure – Org Chart.....................................................................................62.2.2 Describe the role and members of the project steering committee...........................................................72.2.3 Organizational Boundaries, interfaces and responsibilities.......................................................................7

2.3 EXECUTIVE REPORTING............................................................................................................................................7

3.0 SCOPE........................................................................................................................................................... 8

3.1 PROJECT OBJECTIVES..............................................................................................................................................83.1.1 Business Objectives....................................................................................................................................83.1.2 Technical Objectives..................................................................................................................................8

3.2 PROJECT EXCLUSIONS..............................................................................................................................................93.3 CRITICAL SUCCESS FACTORS.....................................................................................................................................9

4.0 PROJECT DELIVERABLES AND METHODOLOGY...............................................................................................9

4.1 PROJECT MANAGEMENT LIFE CYCLE..........................................................................................................................94.1.1 Project Management Deliverables...........................................................................................................104.1.2 Deliverable Approval Authority Designations..........................................................................................114.1.3 Deliverable Acceptance Procedure...........................................................................................................12

4.2 PRODUCT LIFE CYCLE.......................................................................................................................................124.2.1 Technical Strategy...................................................................................................................................134.2.2 Product and Product Development Deliverables......................................................................................134.2.3 Deliverable Approval Authority Designations..........................................................................................144.2.4 Deliverable Acceptance Procedure...........................................................................................................14

5.0 PROJECT WORK........................................................................................................................................... 15

5.1 WORK BREAKDOWN STRUCTURE (WBS)..................................................................................................................155.2 SCHEDULE ALLOCATION -PROJECT TIMELINE..............................................................................................................165.3 PROJECT BUDGET.................................................................................................................................................165.4 PROJECT TEAM....................................................................................................................................................17

5.4.1 Project Team Organizational Structure....................................................................................................175.4.2 Project Team Roles and Responsibilities..................................................................................................18

5.5 STAFF PLANNING AND RESOURCE ACQUISITION................................................................................................195.5.1 Project Staff.............................................................................................................................................195.5.2 Non-Personnel resources.........................................................................................................................20

5.6 PROJECT LOGISTICS.........................................................................................................................................20

REVISION: 1.0 DOIT-PMO-TEM-020 i OF vi


5.6.1 Project Team Training..............................................................................................................................21

6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................21

6.1 RISK AND ISSUE MANAGEMENT..............................................................................................................................216.1.1 Risk Management Strategy......................................................................................................................226.1.2 Project Risk Identification........................................................................................................................226.1.3 Project Risk Mitigation Approach............................................................................................................226.1.4 Risk Reporting and Escalation Strategy...................................................................................................236.1.5 Project Risk Tracking Approach................................................................................................................236.1.6 ISSUE MANAGEMENT..............................................................................................................................23

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V...........................................................................................246.3 SCOPE MANAGEMENT PLAN..................................................................................................................................24

6.3.1 Change Control........................................................................................................................................256.4 PROJECT BUDGET MANAGEMENT............................................................................................................................26

6.4.1 Budget Tracking.......................................................................................................................................276.5 COMMUNICATION PLAN........................................................................................................................................28

6.5.1 Communication Matrix............................................................................................................................306.5.2 Status Meetings.......................................................................................................................................326.5.3 Project Status Reports..............................................................................................................................33

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS).....................................................................................336.6.1 Baselines..................................................................................................................................................346.6.2 Metrics Library.........................................................................................................................................34

6.7 QUALITY OBJECTIVES AND CONTROL..............................................................................................................346.7.1 quality Standards.....................................................................................................................................346.7.2 Project and Product Review AND ASSESSMENTS.....................................................................................356.7.3 Agency/Customer Satisfaction.................................................................................................................356.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS......................................................................................36

6.8 CONFIGURATION MANAGEMENT...................................................................................................................366.8.1 Version Control........................................................................................................................................366.8.2 Project Repository (Project Library).........................................................................................................36

6.9 PROCUREMENT MANAGEMENT PLAN............................................................................................................37

7. 0 PROJECT CLOSE........................................................................................................................................... 37

7.1 Administrative Close...................................................................................................................................377.2 Contract Close.............................................................................................................................................37

ATTACHMENTS................................................................................................................................................. 38

REVISION: 1.0 DOIT-PMO-TEM-020 ii OF vi


REVISION HISTORYREVISION HISTORY

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 April 6, 2009 Campaign Finance Information System Project Management Plan (CFIS)

REVISION: 1.0 DOIT-PMO-TEM-020 iii OF vi


PREPARING THE PROJECT MANAGEMENT PLANPREPARING THE PROJECT MANAGEMENT PLAN

The workbook for preparation of the Project Management Plan is built around helping the project manager and the project team to use the Project Management Plan in support of successful projects. Please refer to it while developing this PMP for your project.

ABOUT THIS DOCUMENTABOUT THIS DOCUMENT

Project Oversight Process Memorandum – DoIT, July 2007Project Oversight Process Memorandum – DoIT, July 2007

“Project management plan” is a formal document approved by the executive sponsor and the Department and developed in the plan phase used to manage project execution, control, and project close.

The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost and schedule baselines.

A project plan includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management.

“Project manager” means a qualified person from the lead agency responsible for all aspects of the project over the entire project management lifecycle (initiate, plan, execute, control, close). The project manager must be familiar with project scope and objectives, as well as effectively coordinate the activities of the team. In addition, the project manager is responsible for developing the project plan and project schedule with the project team to ensure timely completion of the project. The project manager interfaces with all areas affected by the project including end users, distributors, and vendors. The project manager ensures adherence to the best practices and standards of the Department.

Project product” means the final project deliverables as defined in the project plan meeting all agreed and approved acceptance criteria.

“Product development life cycle” is a series of sequential, non-overlapping phases comprised of iterative disciplines such as requirements, analysis and design, implementation, test and deployment implemented to build a product or develop a service.

REVISION: 1.0 DOIT-PMO-TEM-020 iv OF vi


1.0 PROJECT OVERVIEW1.0 PROJECT OVERVIEW The Project Overview sets the stage for the details of the project and begins the “story” of the project and plan.

1.1 1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECTEXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT The purpose of this project is to design, develop and implement the Campaign Finance Information System (CFIS) to replace the currently installed Political Finance Reporting System (PFRS) to be more user friendly, increase functionality, enhance administrative support and to make this immediately accessible to the public.

For the Bureau of Elections and Ethics Administration, the purpose of this effort is to increase public confidence in the conduct of elections and the electoral process; to assist local election officials through ongoing education and training; to educate and ensure compliance with governmental ethics laws by persons subject to their provisions; to improve the management of reports and other documents filed by reporting entities; to successfully implement electronic filing of campaign finance reports; to improve access to records; and to adopt administrative rules and regulations and internal procedures.

1.2 FUNDING AND SOURCES1.2 FUNDING AND SOURCES

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

APPROVERSAPPROVERS

HOUSE BILL 2, LAWS OF 2008, SECTION 7, ITEM 19

$176,500.00 SINCE THE PROJECT IS A CUSTOM BUILT APPLICATION THAT WILL HAVE IMPACT ACROSS THE STATE THE SOS WILL PROVIDE THE COMPLETE ARCHITECTURE INCLUDING NETWORK, SECURITY, E-MAIL AND SYSTEM DEPENDENCIES

PCC-PROJECT CERTIFICATION COMMITTEE, DFA, EXECUTIVE SPONSOR-MARY HERRERA, BUSINESS OWNER-DON FRANCISCO TRUJILLO II

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1.3 CONSTRAINTS1.3 CONSTRAINTSConstraints are factors that restrict the project by scope, resource, or schedule.

NNUMBERUMBER DDESCRIPTIONESCRIPTION

1 $176,500.00 in funding is approved for project upon delivery of required documents as specified by the Department of Information Technology Cabinet Secretary State Chief Information Officer

2 Timely submission of IT Project Certification for PCC approval and certification

3 In house application developer capability of meeting deadlines and developing new Campaign Finance Information System application

4 Project must be fully operational no later than July 1, 2009

5 Training for the Secretary of State Office Project Team, County Clerks, Candidates, Lobbyists and Political Action Committees (PAC) before the October 2009 Bi-Annual Report is due

6 Bi-Annual Report due October 12, 2009. All incumbents, lobbyists, candidates and political action committees with an open account must report finances

1.4 DEPENDENCIES1.4 DEPENDENCIESTypes 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 COMPLETE PROJECT CHARTER DEFINING SCOPE M

2 DEVELOP PROJECT MANAGEMENT PLAN M

3 PCC APPROVAL GATE AND AGENCY PRESENTATIONS

M

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NUMBENUMBERR

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

4 PURCHASING EQUIPMENT AND SOFTWARE TO HOUSE NEW APPLICATION

D,E

5 THE SUPPORT FROM THE DEPARTMENT OF INFORMATION TECHNOLGY ASSISTING THE SECRETARY OF STATE’S STAFF IN THE PURSUIT OF THE MANAGEMENT OF THIS PROJECT AND CONSULTATION TO MAKE THIS PROJECT A SUCCESS BY IDENTIFYING BARRIERS THAT WOULD INCREASE THE RISKS OF THIS PROJECT

D,E

1.5 1.5 ASSUMPTIONSASSUMPTIONSAssumptions are planning factors that, for planning purposes, will be considered true, real, or certain.


1 New Campaign Finance Information System (CFIS) will be completed by July 1, 2009

2 Certifications will be approved at each phase of the project

3 Adequate personnel resources will be available to perform work

4. Testing by SOS personnel of new CFIS application before July 1, 2009

5. Training will be provided to SOS Project Team of new CFIS application tentatively for the month of August 2009

1.6 INITIAL PROJECT RISKS IDENTIFIED1.6 INITIAL PROJECT RISKS IDENTIFIEDIn this section identify and describe how each risk will be managed. Include the steps that will be taken to maximize activity that will result in minimizing probability and impact of each risk.

Risk 1 Providing Deliverables to Department of Information Technology

Description- Preparing and gathering Documents by

Probability 75 percent Impact C CERTIFICATIONERTIFICATION OFOF PPROJECTROJECT M MANAGEMENTANAGEMENT P PLANLAN ANDAND RELEASERELEASE OFOF FUNDSFUNDS

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management and project manager for certification process of TARC and PCC review

Mitigation Strategy -The Office of the Secretary of State has created a Project Management Team and Steering Committee to provide guidance, leadership and develop strategies to produce the deliverables required for this project. Understand and follow DoIT’s Project Certification Timeline and Gates process. Request support from assigned DoIT consultant. Contingency Plan

Review and Revise the original CFIS Project Charter Develop a Project Management Plan and Scope of Change

Status Report for the Campaign Finance Information System

Identify all deliverables that are associated with this project

Prepare CFIS Project Schedule using Project Management Software (preferably GANT chart style)

Gather and Develop all identified deliverables for the TARC and PCC presentations

Set up a date for testing and training of new Campaign Finance Information System.

Invite designated parties to participate in the testing phase of the new application.

Document and produce a user guide of all electronic functions by July of 2009.

Implement recommendations submitted by participants.

Risk 2 Developing CFIS Application Internally

Description – Designing in house CFIS Oracle based application

Probability 75 per cent Impact U UTILIZINGTILIZING BESTBEST PRACTICESPRACTICES ANDAND SUPPORTINGSUPPORTING ININ--HOUSEHOUSE APPLICATIONAPPLICATION

Mitigation Strategy – Develop a Business Continuity and Disaster Recovery plan specific for this new CFIS application.

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Contingency Plan Identify SOS IT staff roles in assisting the developer Input from the Bureau of Elections Ethics personnel in the

design stage of the project Assist developer in documentation, system testing

methodology and user defined functionality and developing final output of reports

Develop and Independent Validation and Verification contract to analyze, identify risks, develop Risk Management Plan, and provide technical advice of CFIS in house application

Identify short and long term application backup support plan in the event in house developer is no longer available or moves on

Develop proper documentation and design of CFIS application Develop Training Plan for IT staff supporting this new

application Develop periodic scheduled User Acceptance Testing of CFIS

application

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL 2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTURE

The Project Organization describes the roles and responsibilities of the project team. It also identifies the other organizational groups that are part of the project and graphically depicts the hierarchical configuration of those groups. It exists to clarify interaction with the project team.

2.1 STAKEHOLDERS2.1 STAKEHOLDERSList all of the major stakeholders in this project, and state why they have a stake. . Stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion. They may also exert influence over the project and its results.

NAMENAME SSTAKETAKE ININ P PROJECTROJECT OORGANIZATIONRGANIZATION TTITLEITLE

Mary Herrera Project Sponsor/Users SOS Secretary of State

Don Francisco Trujillo II

Business Owner SOS Deputy Secretary of State

New Mexico State Legislators

Project Sponsor SOS New Mexico Legislators

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NAMENAME SSTAKETAKE ININ P PROJECTROJECT OORGANIZATIONRGANIZATION TTITLEITLE

County, District and State wide (Executive Branch) Judicial Candidates

Users Candidates New Mexico candidates and office holders

Lobbyists Users Lobbyists Employer

New Mexico Lobbyists

Political Action Committees (PACs)

Users Various New Mexico Political Action Committee

Members of the Media

Reporters New Mexico Media affiliated

Media

Jose Hernandez IT Project Management Support SOS Project Manager

Patricia Lemus Lead Technical Support SOS Business Analyst

Tessa Jo Mascarenas Ethics Administrative Support SOS Ethics Administrator

Tracey Littrell Ethics Administrative Support SOS Ethics Administrator

Brad Allen CFIS Application Developer SOS Database Administrator

2.2 PROJECT GOVERNANCE STRUCTURE2.2 PROJECT GOVERNANCE STRUCTURE

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2.2.1 D2.2.1 DESCRIBEESCRIBE THETHE ORGANIZATIONALORGANIZATIONAL STRUCTURESTRUCTURE – O – ORGRG C CHARTHART

2.2.2 D2.2.2 DESCRIBEESCRIBE THETHE ROLEROLE ANDAND MEMBERSMEMBERS OFOF THETHE PROJECTPROJECT STEERINGSTEERING COMMITTEECOMMITTEE

Mary Herrera Executive Project Sponsor

Don Francisco Trujillo II Business Owner

Kelli Fulgenzi Interim IT Director/BOE Administrator

Jose Hernandez Project Manager

AJ Salazar Elections Director

Brad Allen Database Administrator

2.2.3 O2.2.3 ORGANIZATIONALRGANIZATIONAL B BOUNDARIESOUNDARIES, , INTERFACESINTERFACES ANDAND RESPONSIBILITIESRESPONSIBILITIES

Use this section to describe any special considerations regarding contact between the project team, the project manager, and individuals from various organizations involved in the project: Boundary, interface and responsibilities at the interface

The new Campaign Finance Information Reporting system will not interface with any other State application system. This is a standalone in-house developed Oracle database system that will include a search engine. This application will be supported internally by IT staff with the guidance of the Oracle Database developer and accessible by Candidates, PACS, and Lobbyist through a secure website. Due to the timeliness and budget constraints of this project, the Office of the Secretary of State decided to proceed with the development of the new Campaign Finance Information System internally.

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Project Governance PlanCampaign Finance Information System

Sos Governance Plan 6/30/2008

Mary Herrera, SOSProject Sponsor

State Legislature

Don Francisco TrujilloDeputy Secretary of

State

SOS Project ManagerJose Hernandez

Information Technology

Kelli Fulgenzi Interim

Director , Information

Technology SOS

Ethics AdministrationTracey Littrell

Tessa Jo Mascarenas

SOS IT StaffBrad Allen Database

AdminPaul Flaherty – IT Generalist Patricia Lemus – Business

AnalystSteve Fresquez – Business AnalystAngel Espinoza -

Webmaster

DOIT Resources

State Legislators

Media Representative

s

AJ SalazarBOE Director


2.3 EXECUTIVE REPORTING2.3 EXECUTIVE REPORTING

3.0 SCOPE3.0 SCOPE

3.1 PROJECT OBJECTIVES3.1 PROJECT OBJECTIVES3.1.1 B3.1.1 BUSINESSUSINESS O OBJECTIVESBJECTIVES


Business Objective 1 To provide a user friendly Campaign Finance Information System (CFIS) via the internet to all candidates, lobbyists and political action committees reporting financial information

Business Objective 2 To provide upon request to media representatives and public inquiries a complete CFIS data file in a standard format

Business Objective 3 To allow the Secretary of State’s Office IT staff full administrative and support of the new Campaign Finance Information System (CFIS)

3.1.2 T3.1.2 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


Tech. Objective 1 Major technical objective is to redesign and develop a Campaign Finance Information System that will allow candidates, lobbyists,

PAGE 8

Project Governance PlanCampaign Finance Information System

Sos Governance Plan 6/30/2008


State Legislature

Don Francisco TrujilloDeputy Secretary of

State

SOS Project ManagerJose Hernandez

Information Technology

Kelli Fulgenzi Interim

Director , Information

Technology SOS

Ethics AdministrationTracey Littrell

Tessa Jo Mascarenas

SOS IT StaffBrad Allen Database

AdminPaul Flaherty – IT Generalist Patricia Lemus – Business

AnalystSteve Fresquez – Business AnalystAngel Espinoza -

Webmaster

DOIT Resources

State Legislators

Media Representative

s




political action committees, media and the public to input data, create reports or search capabilities utilizing an Oracle database structure

Tech. Objective 2 The ability to maintain and enhance the new CFIS application in-house without depending on third party resources

3.2 PROJECT EXCLUSIONS3.2 PROJECT EXCLUSIONSDue to time constraints an exemption request for the Independent Verification and Validation requirement of the Campaign Finance Information System project shall be submitted.

3.3 CRITICAL SUCCESS FACTORS3.3 CRITICAL SUCCESS FACTORSIdentify the critical success factors for achieving success in this project. Metric are key to understanding the ability of the project to meet the end goals of the Executive Sponsor and the Business Owner, as well as the ability of the project team to stay within schedule and budget. See also section 6.7 Quality Objectives and Controls.

NUMBERNUMBER DESCRIPTIONDESCRIPTION

QUALITY METRICS 1

PROJECT MUST BE COMPLETED AND IN PRODUCTION BY JULY 1, 2009

QUALITY METRICS

2

ACCEPTANCE OF IT PROJECT CERTIFICATION TIMELINE AND GATES PROCESS

QUALITY METRICS

3

APPLICATION DEVELOPER PROVIDING CODE, COMPLETE SYSTEM ARCHITECTURAL DESIGN DIAGRAMS INCLUDING NETWORK, SECURITY, EMAIL, SYSTEM DEPENDENCIES USER REQUIREMENTS DOCUMENTATION

QUALITY METRICS 4

PROVIDE REQUIRED DOCUMENTATION ON THE PROJECT TO INCLUDE: COMPLETE PROJECT MANAGEMENT PLAN PROJECT SCHEDULE; IDENTIFY KEY MILESTONES, TRANSITIONS, TESTING AND TRAINING PLAN

4.0 PROJECT DELIVERABLES AND METHODOLOGY4.0 PROJECT DELIVERABLES AND METHODOLOGY

4.1 PROJECT MANAGEMENT LIFE CYCLE4.1 PROJECT MANAGEMENT LIFE CYCLE

PAGE 9


Phase Summary of Phase Key Deliverables

Initiation Phase Certification Overall scope of the Campaign Finance Information System, governance plan, performance measures, business and technical objectives

Project Charter and Certification

Planning Phase Manage project execution, control and close. Document planning assumptions and decisions, facilitate communication among stakeholders, document approved scope, cost and schedule baselines

Project Management Plan and Certification of PMP, Detail System Design-Statement of Work, Detail Technical Assessment- hardware, software and telecommunication requirements

Implementation Phase Quality Assurance Testing, User Acceptance Support and Programming Development

Present an Independent Validation and Verification report, Quality Assurance Plan and Results Report of prior phase deliverables submitted with certification request. Project Change Request Form (Change of Scope) submitted.

Closeout Phase Certification Deployment of the Campaign Finance Information System

Project Closeout Report

4.1.1 P4.1.1 PROJECTROJECT M MANAGEMENTANAGEMENT D DELIVERABLESELIVERABLES

Project Deliverables are work products or artifacts that are driven by the project management methodology requirements and standard project management practices regardless of the product requirements of the project.

1. Project Management Plan

2. Detailed System Design

3. Detailed Technical Assessment

4. Programming Development

5. Quality Assurance Testing

6. User Acceptance Support

7. Deployment

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4.1.1.1 Mission CriticalDescription – New Campaign Finance Information System web based application that is user friendly and readily accessible via the internet

Deliverable Acceptance Criteria: Project is mission critical to the Secretary of State Office; Project cost is equal to or in access of $100,000.00; Project impacts customer on-line access; Project is one deemed appropriate by the Secretary of the DoITStandards for Content and Format – Feedback from the UCLA California Voter Project and Law Center; Legislators; ReportersQuality Review -Comply with the Campaign Reporting Act (Sections 1-19-26 NMSA 1978) as it reads at the time of the signing of the project charter

4.1.1.2 Architectural DesignDescription – Project impacts customer on-line access and disruptions resulting from inadequate technical security

Deliverable Acceptance Criteria – Project is an internet based-on-line system available to all candidates, political action committees, lobbyists and citizens of the State of New Mexico

Standards for Content and Format – Provide architectural plan and secure certificate credentials for a secure website

Quality Review – Comply with DoIT Office of Security Policies and Procedures on defining metrics and practices for secured websites

4.1.2 D4.1.2 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONS

Complete the following table to identify the deliverables this project is to produce, and to name the person or persons who have authority to approve each deliverable.

DDELIVERABLEELIVERABLE NNUMBERUMBER

DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))

DDATEATE AAPPROVEDPPROVED

1 Project Management Plan (PMP) DoIT Project Certification Committee

Date Pending

2 Statement of Work Detail System Design

DoIT Project Certification

06/30/08

3 Hardware, software and telecommunication requirements Detail Technical Assessment

SOS IT Director, staff

06/01/08

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4 Commencement of project Programming Development

SOS staff 08/01/08

5 New Campaign Finance Information System (CFIS) development code tested and approved Quality Assurance Testing

DoIT PCC Pending

6 Fully functioning CFIS system ready for testing User Acceptance Support

Political Action Committees (PACS), Legislators, Candidates, Lobbyists, and SOS staff

Pending

7 Fully functioning CFIS application Deployment

DoIT PCC and SOS staff

07/01/09

4.1.3 D4.1.3 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDUREDescribe the process that this project will use for the formal acceptance of all deliverables. 1. The IT Project Certification Timeline and Gates process administered and approved by DoIT

2. The Secretary of State Ethics and IT staff will provide guidance and acceptance approvals as needed

3. Schedule training and testing dates by approvers of this project i.e. (SOS staff, PAC’s, Candidates, Lobbyists, and Legislators)

4.2 PRODUCT LIFE CYCLE4.2 PRODUCT LIFE CYCLE “During the project management lifecycle, agencies shall select and implement a phase product development lifecycle methodology approved by the Department.” PROJECT OVERSIGHT PROCESS Memorandum

Phase Summary of Phase Key Deliverables

Initiation Phase Project Charter Created Scope of work and purpose of project defined

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Planning Phase Project Management Plan Define documentation, project timeline, user requirement documentation, system testing methodology, project schedule and system architectural design diagrams

Implementation Phase Independent Verification and Validation and report results of prior phase

The SOS will pursue an IV & V process to validate and verify the results of the application with both State Legislators and members of the media

Closeout Phase Project closeout and lessons learned report

A closeout notification of the end of this project will be issued by the SOS IT director

4.2.1 T4.2.1 TECHNICALECHNICAL S STRATEGYTRATEGY

Discuss the key technical strategies for achieving success in this project.

Provide System Architectural Design Diagram (ERD Diagram) by developer

Identify application code created for the Campaign Finance Information System

Setup system testing methodology capturing feedback from reporters, legislators, users, citizens and other qualified entities

Involve SOS information technology staff in all phases of this project for current and future support

Implement Candidate Campaign Electronic Reporting Requirements process administered by the Ethics Department of the Secretary of State Office

Create a Campaign Finance Information System user guide of new system

Provide formal training of CFIS to Secretary of State relevant staff

4.2.2 P4.2.2 PRODUCTRODUCT ANDAND P PRODUCTRODUCT D DEVELOPMENTEVELOPMENT D DELIVERABLESELIVERABLES

Product Deliverables are work products or artifacts that are driven by the product management methodology requirements and standard project management practices regardless of the product requirements of the project.

Please Refer to 4.1 Project Management Deliverables.

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4.2.2.1 Deliverable 1 NameDescription Deliverable Acceptance Criteria -

Standards for Content and Format -

Quality Review -

4.2.2.2 Deliverable 2 NameDescription - Deliverable Acceptance Criteria -

Standards for Content and Format -

Quality Review -

4.2.3 D4.2.3 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONS

Complete the following table to identify the deliverables this project is to produce, and to name the person or persons who have authority to approve each deliverable.




1 Project Management Plan DoIT PCC

2 Detail System Design DoIT PCC

3 Detail Technical Assessment SOS IT Director

4 Programming Development SOS Staff

5 Quality Testing DoIT PCC

6 User Acceptance Support PACs, Legislators, Lobbyists, SOS Staff

4.2.4 D4.2.4 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDURE

Describe the process that this project will use for the formal acceptance of all deliverables.

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5.0 PROJECT WORK5.0 PROJECT WORK

5.1 WORK BREAKDOWN STRUCTURE (WBS)5.1 WORK BREAKDOWN STRUCTURE (WBS)A WBS is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Describe the work activities that comprise the work breakdown structure (WBS) or the work packages within the WBS. Identify the WBS element or other work package identifier and provide a general description of the tasks or activities, the definition or objectives, and the milestones and deliverables of each work package.

Use the chart below for highest level presentation, and provide a more detailed WBS as an attachment to this project plan.

Identifier Work Package Description Definition/Objective Milestone/Deliverable

Project Management Improvement of CFIS Project –Phase 1

Initiate project, develop project charter, define scope, define requirements, identify high level roles, finalize charter and acquire approval

Develop Project Charter for Campaign Finance Information System

Project Charter and Certification Approval by Project Certification Committee

Plan Campaign Finance Information System Project

Develop Work Breakdown Structure, project staffing plan, schedule, and budget

Identify the project’s tasks and provide a framework for organizing and managing the work

Project Management Plan and Certification of CFIS

Project Control Plan Develop communication plan and quality management plan

Weekly and monthly meetings and status reports of project. Completeness and Correction of criteria of CFIS reporting requirements; Quality Assurance deals with process used to create the deliverables; Quality Control used to record and track the ongoing activities that the project team will perform

Updated Project Management Plan and Project Schedule and Certification

Execute and Control CFIS Project

Design framework (content format, web framework deliver tool, stages and activity) Build and write the framework content and review for quality Test and Implement Framework

Define, Design, Test and Implement framework of CFIS system

Project Closeout Report

Identifier Work Package Description Definition/Objective Milestone/Deliverable

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5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE5.2 SCHEDULE ALLOCATION -PROJECT TIMELINEThe project timeline is a high-level view of project activities with a focus on project milestones. The project timeline does not replace the need for a detailed project schedule and it is to highlight key events such as deliverable due dates and when go/no-go decisions are made.

The table below should provide a high level view of the project time line, or a summary-level Gantt chart can be used to meet the timeline requirement.

Please provide a more detailed project schedule as an attachment to this plan

Identifier Task/Activity Name

Resource Name

Milestone (Y/N)

Effort/ Duration

Start Finish Dependent Task

Data Preparation Data document standards, establish copyright restrictions and permissions

Candidate and PAC data

y 1 month 03/01/09

04/01/09

Implementation Phase

Image Capture Purchase or lease setup equipment, store images securely, perform quality control

Oracle Server database application

y 2 weeks 03/15/09

04/01/09

Testing

Storage and Delivery

Manage, maintain and refresh data and images

Oracle Server database application

y 2 weeks 04/01/09

04/16/09

Planning

5.3 PROJECT BUDGET5.3 PROJECT BUDGETCosts estimates are the costs applied to an activity in a project by assigning resources with associated rates or fees. Resources can include equipment, material, technology, processing cycles, or people. The total cost is critical and should be consistent with the proposal; include breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or deliverable).

Current balance of $176,500.00 for the Campaign Finance Information System is available for spending pending on list of expenditures from database administrator.

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Identifier Work Package or Budget Category Cost

Hardware

Software

Contract Support

Backup Support

Phase / Activity Associated Deliverables Estimated Budget

Umbrella Tasks

Phase 1

Phase 2

Phase 3

Phase 4

TOTALS

5.4 PROJECT TEAM5.4 PROJECT TEAM5.4.1 P5.4.1 PROJECTROJECT T TEAMEAM O ORGANIZATIONALRGANIZATIONAL S STRUCTURETRUCTURE

Insert a graphical Organization Chart here. The Organizational Structure (OS) is a hierarchical configuration defining levels of program management and may identify all project personnel. The OS should be simple and straightforward. Include role names and people’s names. Consider identifying the core project team by shading their respective boxes on the chart. On complex projects, consider using a second OS to identify core project team. The OS can also be used for management reporting.

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5.4.2 P5.4.2 PROJECTROJECT T TEAMEAM R ROLESOLES ANDAND R RESPONSIBILITIESESPONSIBILITIES

List the team members, their role, responsibility and functional manager. Make sure to include a comprehensive listing including those from the organization managing the project, business members involved to ensure business objectives are met and the vendor members that may have a specific role.

RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL AAREAREA

Application Developer

Design new Campaign Finance Information System

Brad Allen Deputy Secretary

Deputy Secretary business owner of new application

Deputy Secretary business owner and decision maker of this project

Don Francisco Trujillo II

Secretary of State

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SOS Project Team Organizational Structure

Sos Project Team 4/17/2009


Don Francisco Trujillo

Deputy Secretary of State

SOS Project Manager

Jose HernandezInformation Technology

Kelli Fulgenzi BOE

Administrator/Interim

IT DirectorEthics AdministrationTracey Littrell

Tessa Jo Mascarenas

SOS IT StaffPatricia Lemus – Business AnalystSteve Fresquez – Business AnalystPaul Flaherty – IT GeneralistAngel Espinoza - Webmaster

Database Administrator

Brad Allen



RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL AAREAREA

Project Director Provide leadership of Project and assist project management team and sponsors with completion of project

AJ Salazar Secretary of State

Project Sponsor Oversees and coordinates information technology staff responsibilities

Kelli Fulgenzi Deputy Secretary

Project Manager Develop Campaign Finance Information System project plan

Jose Hernandez IT Director

Information Technology support

Support developer in all phases of the project

Paul Flaherty, Patricia Lemus, Steve Fresquez, Angel Espinoza

IT Director

Project Certification Committee

Provide project certification support, approval and certification, authorizing letter to DFA to release funds

Ron Martinez DoIT Secretary

Ethics Administration of Candidate, PACS, and Lobbyists

Administer, audit, advise and provide technical direction for Campaign Finance Information System

Tessa Jo MascarenasTracey Littrell

Bureau of Election Director

5.5 STAFF PLANNING AND RESOURCE ACQUISITION5.5 STAFF PLANNING AND RESOURCE ACQUISITIONComplete the chart below identifying the project team members and details concerning their project commitment. Project staff should include State, Contract, Customer (Business Owner), or Vendor team members

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5.5.1 P5.5.1 PROJECTROJECT S STAFFTAFF

Resource Cost Estimate

Estimated Hours Availability Skill Set Work Product/Deliverable

Brad Allen $176,500 40 yes Database Administrator

New Campaign Finance Information System Application

Paul Flaherty 15 yes Assist in design of report

Submitted reports by candidates and PACS

Patricia Lemus 10 yes Documentation of application

Implementation Plan of all deliverables

Angel Espinoza 10 yes Graphics for CFIS front end

Administer and update new Campaign Finance Information System Portal

Steve Fresquez 10 yes Conversion of Images

Update images to new format

Jose Hernandez 30 yes Project Management Plan

Certification of Project Management Plan

Tessa Jo Mascarenas 40 yes Data Entry, reporting, administer CFIS processing

Ensure compliance of completed required reports by candidates, political action committees and lobbyists

Tracey Littrell 40 yes Data Entry, reporting, administer CFIS processing

Ensure compliance of completed required reports by candidates, political action committees and lobbyists

5.5.2 N5.5.2 NONON-P-PERSONNELERSONNEL RESOURCESRESOURCES

Use this section to list services or product (HW/SW and such) needed for project

Resource Cost Estimate

Estimated units/hours Availability Source Work Product/Deliverable

Microsoft Project Pro 2007 600. 00 40 yes Software Project Management Plan Schedule, Communication Plan, Project Team Training

5.6 PROJECT LOGISTICS5.6 PROJECT LOGISTICS

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Logistics describes how the project manager, project team, the business owner/customer and any vendor resources will physically work together. Include anything to do with moving or starting resources. Training specifically related to project team members should be included here.

5.6.1 P5.6.1 PROJECTROJECT T TEAMEAM T TRAININGRAINING

Describe training if any needed by project team members. This is not to include training for end users, system administrators or business owners; those should be handled within a training document or part of the transition to operations planning.

A project team training chart and schedule is forthcoming by the project team. The project manager will develop a training table describing training for project team members only.

ResourceCost Estimate

Estimated Hours Availability Skill Set Work Product/Deliverable

SOS Ethics Section 8 hours yes CFIS Reporting Work Flow

First level support of Campaign Finance Reporting System

SOS IT Staff 8 hours yes Technical and Administrative support

Accessible Web based CFIS via the internet

6.0 PROJECT MANAGEMENT AND CONTROLS6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 RISK AND ISSUE MANAGEMENT6.1 RISK AND ISSUE MANAGEMENTPMBOK©: (Project Management Body of Knowledge)

Integration Management: Coordination of different elements of the CFIS project to achieve needs and expectations of project stakeholders.

Scope Management: To ensure work performed in CFIS project is necessary to the successful completion. It includes initiation, scope planning, scope definition, scope verification, and scope change.

Time Management: To ensure CFIS project completes in a timely manner, to include activity definition, activity sequencing, activity duration estimating, schedule development and control.

Cost Management: Ensure CFIS project completes within approved budget; resources planning, cost estimating, cost control.

Quality Management: The satisfaction of CFIS needs. Ensure the products and services produced by the CFIS system satisfy the needs for which the project was undertaken.

Human Resources Management: To ensure effective use of the stake holders. It includes organizational planning, staff acquisition and team development.

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Communication Management: To ensure timely and effective flow of information for the CFIS project, to include information distribution and performance reporting.

Risk Management: To ensure identification, analysis and appropriate response to the risks encountered by the CFIS project.

Procurement Management: To ensure effective acquisition of products and services from sources external to the CFIS project organization. Such as sources selection or contract administration.

Risk: “An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives.”

Issue: “A point or matter in question or dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements.”

Both Risks and Issues can significant impact a project’s success, and both should be handled in similar ways.

6.1.1 R6.1.1 RISKISK M MANAGEMENTANAGEMENT S STRATEGYTRATEGY

Provide a detailed explanation on the strategy for how risks are identified, analyzed/ quantified, mitigated, reported, escalated and tracked. Include the use of tools such as project management software, forms, and templates. A separate risk management plan may also be developed if needed for the project and included as an Appendix to this document. If that is the case, a high level summary of this plan needs to be included here with the specific reference.

Through the use of Microsoft Project Professional 2007 a risk management strategy assessment report will be developed to monitor, identify, analyze/quantify report and track all possible risks involved in this project. Risks such as organizational, resource, external, planning, technical and business will be identified, quantified, escalated and tracked using Microsoft Project Professional 2007.

6.1.2 P6.1.2 PROJECTROJECT R RISKISK I IDENTIFICATIONDENTIFICATION

OORGANIZATIONRGANIZATION, R, RESOURCEESOURCE, , EXTERNALEXTERNAL, , PLANNINGPLANNING ANDAND TECHNICALTECHNICAL AREARE JUSTJUST AA FEWFEW OFOF THETHE POSSIBLEPOSSIBLE RISKRISK SS THATTHAT WILLWILL BEBE IDENTIFIEDIDENTIFIED

6.1.3 P6.1.3 PROJECTROJECT R RISKISK M MITIGATIONITIGATION A APPROACHPPROACH

A Microsoft Project Pro 2007 Risk Management Process Table will be created to monitor this process.

Risk Processes Risk Planning

Risk Identification Risk Quantification Risk Response

Definition

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Inputs

Tools & Techniques

Outputs

6.1.4 R6.1.4 RISKISK R REPORTINGEPORTING ANDAND E ESCALATIONSCALATION S STRATEGYTRATEGY

The DoIT Risk and Issue Log Template uses a calculation based on the following values:

Provability Levels: Certain, Expected, Likely, Possible, Unlikely

Impact Levels: Very High, High, Medium, Low, and Very Low

A table indicating the values, at which the risks should be tracked, reported and escalated such as:

Blue Minimum risk—Acceptable

Yellow Some Risks---Monitor at PM/Team Level

Orange High Risks—Active monitoring with ongoing contingency/mitigation activity

Red Show stopper---Active participating with steering committee to mitigate

6.1.5 P6.1.5 PROJECTROJECT R RISKISK T TRACKINGRACKING A APPROACHPPROACH

In the DoIT Risk and Issue Template the risk log provides a risk log that not only calculates the risk level, but also provides space for inputting the contingency and mitigation plan summary

Number Risk Probability Impact Rating Contingency Plan

Mitigation Plan

1 Example of Risk

Certain High 0.7125

6.1.6 ISSUE MANAGEMENT6.1.6 ISSUE MANAGEMENT

For either type of issue, projects should consider using the DoIT Risk and Issue Log template

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6.1.6.1 Internal Issue Escalation and Resolution ProcessThis internal process is provided for issues that involve project resources, processes, procedures, or methodology that should be resolved within the Division that is responsible for managing the project without affecting the overall project schedule, cost, or quality. This process should be used for improving project processes as the project is executed and where the implementation of such improvements should not be postponed to Lessons Learned during Project Close.

Refer to the governance structure flowchart and the DoIT project certification phase to resolve internal issues and escalation. Develop a project management flowchart of internal issues process resolution

6.1.6.2 External Issue Escalation and Resolution ProcessThe external process is provided for issues that involve project resources, processes, procedures, or methodology that cannot be resolved within the Division that is responsible for managing the project without affecting the overall project schedule, cost, or quality.

Provide the necessary documents and requirements administered by the Department of Information Technology concerning this CFIS project in the time frame associated with the Project Certification Committee. Develop a project management flowchart of external issues process resolution

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&VIndependent Verification and Validation (IV&V) means the process of evaluating a system to determine compliance with specified requirements and the process of determining whether the products of a given development phase fulfill the requirements established during the previous stage, both of which are performed by an organization independent of the development organization. Describe the process that will be employed to meet IV&V requirements.

The SOS will pursue an IV & V process to validate and verify the results of the application with both State Legislators and members of the media

6.3 SCOPE MANAGEMENT PLAN6.3 SCOPE MANAGEMENT PLANDescribe the process that is going to be used to manage the scope of the project. Make sure to address managing stakeholder expectations.

1. Adhere to the Department of Information Technology Project Certification Phases for IT projects funds to be released

2. Follow the set standards for Certification Request for any of the four established phases required by the Department of Information Technology

3. Conduct weekly IT meetings to monitor the status and progress of the project

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4. Report monthly updates of project or projects to DoIT by the 10th day of each month

5. Conduct user acceptance testing of application and provide feedback and documentation

6. Documentation and explanation of source code created for new application

7. Design architectural structure or plan of new system

6.3.1 C6.3.1 CHANGEHANGE C CONTROLONTROL

6.3.1.1 Change Control ProcessChange Control establishes how change will be managed, including capturing, tracking, communicating, and resolving change. Due to much ambiguity regarding change, it is vital that we document and discuss the change process with the executive sponsor.

CAMPAIGN FINANCE INFORMATION SYTEM > CHANGE CONTROL PROCESS

Process Flow between Core Team and Policy Stakeholders

Core Team Flow chart of control process

Change Control Board

Flow chart of control process

Any changes enacted by The Legislature of the State of New Mexico affecting the Campaign Reporting Act must be considered and implemented in the development of the New Campaign Finance Information System.

6.3.1.2 Change Control Board (CCB)Insert a graphic or textual description identifying the Change Control Board (or function) for this project. The CCB may be an individual or group of individuals authorized to approve changes to the project plan.

PPROJECTROJECT C CHANGEHANGE R REQUESTEQUESTPROJECT: PROJECT: AGENCY: DATE:

PROJECT MANAGER:

PROJECT #:

AGENCY AND PROJECT INFORMATION:

REQUESTED BY: DATE:

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AUTHORIZED BY: DATE:

DESCRIPTION:

IMPACT: Technical Schedule Cost Other

ACTION PLAN:

MARK ONE :THIS CHANGE: Is Is NOT Within Scope.

THIS CHANGE IS: Accepted Denied On Hold Delayed

PROJECT SPONSOR (BUSINESS OWNER) PROJECT MANAGER

SIGNATURE: SIGNATURE:

NAME: NAME:

DATE: DATE:

6.4 PROJECT BUDGET MANAGEMENT6.4 PROJECT BUDGET MANAGEMENT

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Costs estimates are the costs applied to an activity in a project by assigning resources with associated rates or fees. Resources can include equipment, material, technology, processing cycles, or people. The total cost is critical and should be consistent with the proposal; include breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or deliverable).

1. Refer to 5.3 Project Budget format and plan

2. A project budget management template using Microsoft Project Pro 2007 will be used to provide this information once we identify the cost requirements for this project from database administratorIdentifier Work Package or Budget Category Cost

Hardware

Software

Contract Support

Backup Support

6.4.1 B6.4.1 BUDGETUDGET T TRACKINGRACKING

An excel spreadsheet or project management tool will be used for budget tracking purposes.

Secretary of State CFISBudget Tracking (SOS)

CFISSpecific

GL Codes BUDGET ACTUAL DIFFERENC

E External Sales - Contract & Consulting Services $ - $ -$ COGS - External Contract & Consulting Services $ - $ -$ Salaries - Permanent Employees $ - $ - $ - Agency Staff $ - $ - $ - Payroll Tax $ - $ - $ - Work Cover Costs $ - $ - $ - Travel and Accommodation Expenses $ - $ - $ - Training – Employees (IT Employees) $ - $ - $ - Repairs & Maintenance Audio/Visual $ - $ - $ - Repairs & Maintenance Computer Equipment $ - $ - $ - Purchase of Data For Computer Systems $ - $ - $ - IT Systems - External Maintenance and Support $ - $ - $ - Infrastructure - Major Data Links $ - $ - $ - Services -Changes/Connections/Disconnections $ - $ - $ - Consultants Fees $ - $ - $ - Contractors $ - $ - $ - Hire Fees and Leasing Costs - General $ - $ - $ - Printing and Stationery $ - $ - $ -

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Purchases – IT Equipment – AMD Managed $ - $ - $ -

Misc 1 Misc $ - $ - $ - 2 Hardware Cost $ - $ - $ - 3 Licenses $ - $ - $ - 4 Software $ - $ - $ - 5 0 $ - $ - $ - 6 0 $ - $ - $ - 7 0 $ - $ - $ - 8 0 $ - $ - $ - 9 0 $ - $ - $ - 10 0 $ - $ - $ - 11 0 $ - $ - $ - 12 0 $ - $ - $ -

FROM P0XXXXXXXXX

Total $ -

$ 4

$ 4

TOTAL PROJECT BUDGET $ - $ 4.00

-$ 4.00

* All items contained herein (above) are EX GST

6.5 COMMUNICATION6.5 COMMUNICATION PLAN PLANCommunication planning involves determining the information and communication needs of the stakeholders, executive sponsors, project team and others as needed. The communication plan needs to address who needs what information, when they will need it, how it will be given to them, and by whom. The complexity of the project may require a separate communication plan; however a high level summary of that plan will need to be included here and a reference made to the appropriate Appendix.

Communications Plan for SOS CFIS

Project Name: Campaign Finance Information System

Prepared by: Jose Hernandez

Date: 04/23/09

Key Stakeholders

(Distribution Schedule)

▼

Stakeholder Issues

Key Messages to Communicate

Communication Methods

to be Used

(Written, one-on-one, electronic, meetings, etc.)

Description of Specific

Communications

(Content, format, level of detail,

etc.)

Timing Issues

(see also Bar Chart, Project

Schedule)

Other

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Client

Senior Management

Sponsor

SOS Project team members

SOS Employees

Subcontractors

Suppliers

Political Campaign Committees

Government Agencies

News Media

Community

Other

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6.5.1 C6.5.1 COMMUNICATIONOMMUNICATION M MATRIXATRIX

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6.5.2 S6.5.2 STATUSTATUS M MEETINGSEETINGS

WEEKLY SOS CFIS STATUS MEETING WEEKLY SOS CFIS STATUS MEETING

Subject: CFIS Project Status

Date: 04/24/09

Time: 9:00am

Location: SOS Conference Room

Meeting Manager:

AJ Salazar

Attendees Invited: Project Team

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Please Read: Project Management Plan

Please Bring: Documents requested from last meeting

AGENDA TOPICS:AGENDA TOPICS:1. Project Status Review2. Issues/Action Items Review3. Risks/Mitigation Actions4. Activities and Accomplishments Last Week5. Status of acceptance submittals6. Status of change submittals7. Plans for next week

6.5.3 P6.5.3 PROJECTROJECT S STATUSTATUS R REPORTSEPORTS

Please refer to Communications Matrix Table 6.5.1

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)The Project Manager and Executive Sponsor define the project metrics that will be used to control the project. Each project will need to have an established metrics program. Metrics are collected for measuring the progress of a project against its planned budget, schedule, resource usage, and error rates, and of establishing a historical database, which will aid in planning and forecasting future projects. At a minimum metrics must be established for time (schedule), cost (budget) and quality.

Project Area Category Measure

Schedule and Progress Work Unit in Progress Component Status

Critical Paths Tested

Resources and Cost Personnel

Availability

Financial Performance

Effort, Staff Experience, Staff Turnover

Resources Availability Dates

Resource Utilization

Earned Value Cost

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Growth and Stability Product Size and Stability Lines of Code; Component; Database Size

Product Quality Defects

Complexity

Rework

Problem Reports

Defect Density

Rework Effort

6.6.1 B6.6.1 BASELINESASELINES

Microsoft Project Management Pro 2007 software will be used to monitor the planning, scheduling, statistics, mathematics and analysis of the project.

Project Area Category Measure

6.6.2 M6.6.2 METRICSETRICS L LIBRARYIBRARY

Microsoft Project Pro will be utilized for this metrics.

6.7 QUALITY OBJECTIVES AND CONTROL6.7 QUALITY OBJECTIVES AND CONTROLQuality Management includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It includes all activities of the overall management function that determine the quality policy, objectives, quality assurance, quality control, and quality improvement, within the quality system. If a separate Quality Plan is used, include a high level summary in this document and refer to the appropriate appendix.

6.7.1 6.7.1 QUALITYQUALITY S STANDARDSTANDARDS

Describe the agency, industry or regulatory project performance standards that will be followed and assessed by the project. These quality standards will be used to assess whether the quality objectives were achieved.

Identify each of the project quality standards that are directly related to the project and not to the performance of the actual product and/or service. For each quality standard, identify the tracking tool or measure such as number of project reviews or Project Status.

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No. Quality Standard Tracking Tool or Measure

1 System Security – Questionnaire and Diagram completed by the established date

• Visio• DoIT Templates

2 Business Continuity /Disaster Recovery Plan completed by the established date

• DoIT Templates

3 Network Infrastructure Diagram • Visio• Smart Draw

4 System Architecture Diagram • Visio • Smart Draw

5 Project phase is completed by the established finish date • Project Schedule• Project Status

6 Project Deliverables will be completed by the established date for the Technical Architecture Review Committee (TARC)

• System Security Template

• Business Continuity Plan Template

• Network Infrastructure Diagram Visio

• System Architecture Diagram Visio

6.7.2 P6.7.2 PROJECTROJECT ANDAND P PRODUCTRODUCT R REVIEWEVIEW AND ASSESSMENTSAND ASSESSMENTS

Review Type Quality Standard Tools Reviewer Reports

Requirements

Plans

Milestones

Testing

6.7.3 A6.7.3 AGENCYGENCY/C/CUSTOMERUSTOMER S SATISFACTIONATISFACTION

The project manager should assess the on-going sense of the customer agency about how they feel the project is going, and how team members are acting on the project. This feedback would be helpful to the success of the project and the professional growth of the project team members.

Examples:

Areas of feedback When How Often

Agency awareness Weekly Meetings Daily, Weekly, Monthly Reports

Quality of communications Internal Email Daily

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Manages project tasks Normal business hours

Productive Meetings Management Scheduled Meetings

Daily, Weekly, Project Scheduled meetings by DoIT

6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESSHow the client takes procession of the product. Delivery of media; manuals; contracts; licenses; services agreements; configuration settings; status of patches to COTS products; in-house or vendor developed code; test cases, routines, and scripts; and other items required to operate the product.

Deliverable Final Approval Process Customer Acceptance Criteria

Project Charter Certification Process by DoIT PCC, SOS CFIS Steering Committee and Project Team

DoIT Project Certification Committee

Project Management Plan Certification Process by DoIT PCC, SOS CFIS Steering Committee and Project Team

DoIT Project Certification Committee

Updated Project Management Plan

SOS CFIS Project Team and Steering Committee

SOS Project Team

Final IV & V Report PCC SOS Project Steering Committee

Project Closeout PCC SOS Sponsors

6.8 CONFIGURATION MANAGEMENT6.8 CONFIGURATION MANAGEMENTConfiguration Management determines how project information (files, reports, designs, memos, documents, etc.) will be managed (tracked, approved, stored, secured, accessed, version control, etc.) and owned by (e.g., Agency managing the project or the Customer). Standards and team awareness are critical.

The Office of the Secretary of State Office will produce a configuration management table to manage CFIS files, reports, diagrams, documents created by the ongoing process of this project

6.8.1 V6.8.1 VERSIONERSION C CONTROLONTROL

Version control will be tracked on title page of PMP as required by DoIT

6.8.2 P6.8.2 PROJECTROJECT R REPOSITORYEPOSITORY (P (PROJECTROJECT L LIBRARYIBRARY))“Provide to the Department all project management and product deliverables. Deliverables shall include but not limited to the project plan, project schedule, initial and periodic risk assessments, quality strategies and plan, periodic project reports, requirements and design documents for entire project. The

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lead agency must make available all deliverables in a repository with open access for the Department to review” PROJECT OVERSIGHT PROCESS Memorandum.

All Project Deliverables will be made available to the Department of Information Technology project certification committee at least two weeks before scheduled meetings as describe by the Project Oversight Process Memorandum

6.9 PROCUREMENT MANAGEMENT PLAN6.9 PROCUREMENT MANAGEMENT PLANProjects often have some element of procurement, i.e. the requirement to purchase goods and/or services from outside the organization. The procedures to be used to handle these procurements should be included here. Activities such as a make-or-buy analysis; writing requirements; solicitation planning, evaluation and selection; inspection and acceptance; contract closeout should all be included.

Procurement process established by the Office of the Secretary of State Finance department will be administered.

7. 0 PROJECT CLOSE7. 0 PROJECT CLOSEProject Close will always consist of administrative project activities and possibly contractual project activities and an external vendor is employed. Completing both sets of activities is a mandatory step in the project life cycle. Administrative activities complete the internal needs for the Agency/Unit that is responsible for managing the project, such as lessons learned, recording the last hours against the project, and providing transition for the staff to other assignments. Contractual activities meet the contractual needs, such as executing a procurement audit and formal acceptance of the project work products.

Project Close out cycle will be administered by the SOS project team, project steering committee and sponsors.

7.1 A7.1 ADMINISTRATIVEDMINISTRATIVE C CLOSELOSE

Administrative Close occurs at both the end of phase and end of project. This closure consists of verification that objectives and deliverables were met. Acceptance is formalized and phase activities are administratively closed out. Administrative closure occurs on a “by-phase” basis in accordance with the WBS and should not be delayed to project end. At that point, the burden of closing is too great and audits inaccurate. The specific project close activities for a given project are contingent on the project’s complexity and size. Project managers should work with the project’s project management consultant to tailored Project Close procedures to compliment the project’s objectives

7.2 C7.2 CONTRACTONTRACT C CLOSELOSE

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Contract close is similar to administrative close in that it involves product and process verification for contract close.

ATTACHMENTATTACHMENTSSAttachments are included for additional information, but are not formally considered part of the Project Plan for approvals and change management purposes. Examples

Acronyms, abbreviations and definitions

Technical glossary of IT terms

Project Work breakdown schedule

Project timeline

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