e sponsors –darryl ackley d it secretary and - share upgrade/sh… · 1.0 project overview ... to...

SSHHAARREE 99..22 UUPPGGRRAADDEE

PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT PPLLAANN ((PPMMPP))

EXECUTIVE SPONSORS –DARRYL ACKLEY, DOIT SECRETARY AND DUFFY RODRIGUEZ, DFA SECRETARY

PROJECT MANAGER – CASSANDRA HAYNE, DOIT DEPUTY DIRECTOR, SHARE ORIGINAL PLAN DATE: MARCH 2016

REVISION DATE: JUNE 1, 2017 REVISION: 4.0

PROJECT MANAGEMENT PLAN FOR SHARE 9.2 UPGRADE PROJECT REVISION: 3.0 – 12/15/16

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 ..................................................................................................... 1 1.2 FUNDING AND SOURCES ............................................................................................................................................ 1 1.3 CONSTRAINTS .......................................................................................................................................................... 2 1.4 DEPENDENCIES ........................................................................................................................................................ 2 1.5 ASSUMPTIONS ......................................................................................................................................................... 3 1.6 INITIAL PROJECT RISKS IDENTIFIED ............................................................................................................................... 3

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

2.1 STAKEHOLDERS ........................................................................................................................................................ 5 2.2 PROJECT GOVERNANCE STRUCTURE ............................................................................................................................. 6

2.2.1 Describe the organizational structure – Org Chart ..................................................................................... 6 2.2.2 Describe the role and members of the project Governance Structure ........................................................ 7 2.2.3 Organizational Boundaries, interfaces and responsibilities ........................................................................ 7

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

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

3.1 PROJECT OBJECTIVES ................................................................................................................................................ 8 3.1.1 Business Objectives ..................................................................................................................................... 9 3.1.2 Technical Objectives .................................................................................................................................... 9

3.2 PROJECT EXCLUSIONS................................................................................................................................................ 9 3.3 CRITICAL SUCCESS FACTORS ..................................................................................................................................... 10

4.0 PROJECT DELIVERABLES AND METHODOLOGY ............................................................................................... 11

4.1 PROJECT MANAGEMENT LIFE CYCLE .......................................................................................................................... 11 4.1.1 Project Management Deliverables ............................................................................................................ 12 4.1.2 Deliverable Approval Authority Designations ........................................................................................... 13 4.1.3 Deliverable Acceptance Procedure ............................................................................................................ 13

4.2 PRODUCT LIFE CYCLE .............................................................................................................................................. 13 4.2.1 Technical Strategy ..................................................................................................................................... 14 4.2.2 Product and Product Development Deliverables ....................................................................................... 14 4.2.4 Deliverable Acceptance Procedure ............................................................................................................ 15

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

5.1 WORK BREAKDOWN STRUCTURE (WBS) .................................................................................................................... 15 5.2 SCHEDULE ALLOCATION - PROJECT TIMELINE ............................................................................................................... 16 5.3 PROJECT BUDGET ................................................................................................................................................... 16 5.4 PROJECT TEAM ...................................................................................................................................................... 17

5.4.1 Project Team Organizational Structure ..................................................................................................... 17 5.4.2 Project Team Roles and Responsibilities ................................................................................................... 17

5.5 STAFF PLANNING AND RESOURCE AQUISITION ............................................................................................................. 18 5.5.1 Project Staff ............................................................................................................................................... 18 5.5.2 Non-Personnel resources ........................................................................................................................... 19

5.6 PROJECT LOGISTICS................................................................................................................................................. 19 5.6.1 Project Team Training ............................................................................................................................... 19

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6.0 PROJECT MANAGEMENT AND CONTROLS ...................................................................................................... 20

6.1 RISK AND ISSUE MANAGEMENT ................................................................................................................................ 20 6.1.1 Risk Management Strategy ....................................................................................................................... 20 6.1.2 Project Risk Identification .......................................................................................................................... 20 6.1.3 Project Risk Mitigation Approach .............................................................................................................. 20 6.1.4 Risk Reporting and Escalation Strategy ..................................................................................................... 21 6.1.5 Project Risk Tracking Approach ................................................................................................................. 21 6.1.6 Issue Management .................................................................................................................................... 21

6.2 INDEPENDENT VERFICATION AND VALIDATION (IV&V) ................................................................................................ 22 6.3 SCOPE MANAGEMENT PLAN .................................................................................................................................... 23

6.3.1 Change Control .......................................................................................................................................... 23 6.4 PROJECT BUDGET MANAGEMENT.............................................................................................................................. 23

6.4.1 Budget Tracking ........................................................................................................................................ 24 6.5 COMMUNICATION PLAN .......................................................................................................................................... 24

6.5.2 Status Meetings ........................................................................................................................................ 24 6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) .................................................................................................... 24

6.6.1 Baselines .................................................................................................................................................... 24 6.7 QUALITY OBJECTIVES AND CONTROL ......................................................................................................................... 25

6.7.1 Quality Standards ...................................................................................................................................... 25 6.7.2 Project and Product Review and Assessments .......................................................................................... 25 6.7.3 Agency/Customer Satisfaction .................................................................................................................. 26

6.8 CONFIGURATION MANAGEMENT ............................................................................................................................... 26 6.8.1 Version Control .......................................................................................................................................... 27 6.8.2 Project Repository (Project Library) ........................................................................................................... 27

6.9 PROCUREMENT MANAGEMENT PLAN ......................................................................................................................... 27

7. 0 PROJECT CLOSE ............................................................................................................................................. 27

7.1 ADMINISTRATIVE CLOSE .......................................................................................................................................... 27 7.2 CONTRACT CLOSE ................................................................................................................................................... 28

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RREEVVIISSIIOONN HHIISSTTOORRYY

RREEVVIISSIIOONN NNUUMMBBEERR DDAATTEE CCOOMMMMEENNTT

1.0 3/9/2016 Version 1, original draft at project planning

2.0 10/10/2016 Version 2 – updates from planning phase

3.0 12/15/2016 Version 3 – updates from discovery phase

4.0 6/1/2017 Version 4 – updates from planning phase and HCM implemenation

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PPRREEPPAARRIINNGG TTHHEE PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT PPLLAANN 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.

AABBOOUUTT TTHHIISS DDOOCCUUMMEENNTT

PPRROOJJEECCTT OOVVEERRSSIIGGHHTT PPRROOCCEESSSS MMEEMMOORRAANNDDUUMM –– DDOOIITT,, JJUULLYY 22000077

“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.

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11..00 PPRROOJJEECCTT OOVVEERRVVIIEEWW

11..11 EEXXEECCUUTTIIVVEE SSUUMMMMAARRYY-- RRAATTIIOONNAALLEE FFOORR TTHHEE PPRROOJJEECCTT The State’s Enterprise Resource Planning (ERP) platform is PeopleSoft. There are currently two product suites used state-wide to provide the back office functions critical to conducting day-to-day business: Financial and Supply Chain Management (FSCM or Financials), and Human Capital Management (HCM). The State is using Financials version 8.8 and HCM version 8.9; there have not been significant upgrades to these suites since the initial implementation in 2007. The State needs to upgrade both PeopleSoft suites in order to take advantage of more robust and up to date functionality, and improve our ability to provide ongoing updates and support. This project will upgrade the State’s ERP system, SHARE, to PeopleSoft version 9.2. This will impact both suites, Financials and HCM, and all modules. Modules not currently configured will not be configured as part of the upgrade project. The upgrade will not include implementing modules not currently used by a given agency; for example, additional agencies will not be configured for Asset Management as part of the upgrade. The SHARE 9.2 Upgrade project has the following objectives:

• Eliminating PeopleSoft customizations when possible, replacing with delivered functionality when needed, or adjusting business processes when feasible

• Provide targeted, relevant, role-based training to users

• Implementing new functionality to improve and standardize processes, such as the Approval Workflow Engine (AWE)

• Implementing leading practices associated with key business functions, focusing on the opportunities in the Financials suite. For example, review and standardize the procure to pay process, supplier management, and grants management/project costing processes.

• Increasing controls and automation of business process where possible

11..22 FFUUNNDDIINNGG AANNDD SSOOUURRCCEESS SSOOUURRCCEE AAMMOOUUNNTT AASSSSOOCCIIAATTEEDD

RREESSTTRRIICCTTIIOONNSS AAPPPPRROOVVEERRSS

Special Appropriation: Laws 2013, Ch. 227, Section 7 (7) as reauthorized in Laws 2015, Ch. 101 Section 7 (7)

$5M Expires end of FY17

PCC

DoIT SHARE Equipment Replacement Fund (ERF)

$15M

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11..33 CCOONNSSTTRRAAIINNTTSS Constraints are factors that restrict the project by scope, resource, or schedule.

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN

1 Resources and resource availability

2 System availability of 9.2 environments

3 DOT FHWA Audit schedule

11..44 DDEEPPEENNDDEENNCCIIEESS 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

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN TTYYPPEE MM,,DD,,EE

D-001 Availability of the appropriate resources from DoIT, DFA, SPO, DOT, STO and other agencies to participate on project as required by the project schedule

M

D-002 Completion of Technical development work by consultants and SHARE resources per the agreed upon project work plan

M

D-003 Availability of the appropriate technical environments required to support the project

M

D-004 Completion of initial phases of the project within the funding appropriations period

M

D-005 Ability of remaining agency payment systems and resources to require modification to their processes and interfaces

M

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11..55 AASSSSUUMMPPTTIIOONNSS Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.


A-001 Sponsor agencies will be able to meet the deadlines associated with the project

A-002 The project team will complete required documentation and deliver required training in a timely manner

A-003 PeopleSoft 9.2 delivered processes and functionality will be used whenever possible

A-004 Agency SMEs will be able to complete required data cleanup activities

A-005 External system integrator services will need to be engaged

A-006 DOT will engage necessary resources to complete DOT-specific upgrade work related to FHWA and Inventory

11..66 IINNIITTIIAALL PPRROOJJEECCTT RRIISSKKSS IIDDEENNTTIIFFIIEEDD In 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

Reliance on outsourced resources to accomplish project goals

Probability: Expected Impact: Outside consultants bring industry expertise and best practices. Costs are increased.

Mitigation Strategy: Involve state personnel as integrated part of project team. Closely monitor and manage outside contractor teams. Monitor costs closely. Contingency Plan: Monitor situation closely and utilize all functionality available. Hire contractors for only short term needs.

Risk 2

Staff resource availability and capability

Probability: Expected Impact: Schedule will be delayed, costs may increase and project may not receive the thought and testing required for smooth transition into production/implementation.

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Mitigation Strategy: Hiring of additional support staff when needed Probability: Possible

Contingency Plan: Monitor closely the workload and personnel assignments. Utilize outside resources if budget will accommodate.

Risk 3

Maintaining project focus as a priority

Probability: Possible Impact:: Medium Need to limit focus to identified scope and avoid temptation to expand functionality.

Mitigation Strategy: Limit configuration of expanded functionality to only those enhancements needed to replace customizations previously created and carefully evaluate schedule impact of all non-critical functions. Contingency Plan: Dedicate additional members of the SHARE Operations team to the Upgrade Project

Risk 4

A delay in funding, procuring, or contracting could push delivery dates

Probability: Possible Impact:: High

Mitigation Strategy: Fund, procure, and contract in a timely manner Contingency Plan: Revise planned delivery dates in order to accommodate procurement delays

Risk 5

Organizational readiness and staff flexibility


Mitigation Strategy: Communicate early and often. Establish change agent network. Include key staff in the project and provide adequate training. Contingency Plan: Back-fill key State resources in order to allow staff to participate in the project

Risk 6

Remaining agencies which must remediate cash processing are unable to meet deadlines


Mitigation Strategy: Continue communication, establish release plan and resource plan. Provide information to technical staff as early in the project as possible.

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Contingency Plan: All agency stakeholders were met with prior to the FY16 IT funding cycle and submitted C2 forms for funding for technical changes. Manual data entry may be required if agencies do not remediate.

22..00 PPRROOJJEECCTT AAUUTTHHOORRIITTYY AANNDD OORRGGAANNIIZZAATTIIOONNAALL SSTTRRUUCCTTUURREE

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.

22..11 SSTTAAKKEEHHOOLLDDEERRSS 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.

NNAAMMEE SSTTAAKKEE IINN PPRROOJJEECCTT OORRGGAANNIIZZAATTIIOONN TTIITTLLEE

DARRYL ACKLEY OVERALL RESPONSIBILITY FOR STATE SYSTEMS

DoIT CABINET SECRETARY

DUFFY RODRIGUEZ OVERALL RESPONSIBILITY FOR CONTROL AGENCY

DFA CABINET SECRETARY

RON SPILMAN OVERALL RESPONSIBILITY FOR FINANCIAL POLICY, REPORTING AND CONTROLS (FINANCIAL ACCOUNTING, CASH, AND AP CONTROLS)

DFA STATE CONTROLLER

CASSANDRA HAYNE

PROJECT DIRECTOR OVERALL RESPONSIBILITY FOR SHARE SYSTEM

DoIT DOIT SHARE DEPUTY DIRECTOR

JUSTIN NAJAKA OVERALL RESPONSIBILITY FOR HR POLICY (EXECUTIVE BRANCH)

SPO DIRECTOR

AJ FORTE OVERALL RESPONSIBILITY FOR STATE BUDGET PROCESS

DFA STATE BUDGET DIRECTOR

TOM CHURCH RESPONSIBLE FOR NMDOT FHWA CERTIFICATION

DOT CABINET SECRETARY

LAKISHA HOLLEY RESPONSIBLE FOR DFA CENTRAL PAYROLL

DFA BUREAU CHIEF

YVONNE HERRERA OVERSIGHT FOR DFA DFA FINANCIAL

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NNAAMMEE SSTTAAKKEE IINN PPRROOJJEECCTT OORRGGAANNIIZZAATTIIOONN TTIITTLLEE PAYABLES OPERATIONS MANAGEMENT

DIVISION

RENAE HERNDON OVERALL RESPONSIBILITY FOR STATEWIDE ACCOUNTING

DFA CAFR

HEATHER KENT OVERALL RESPONSIBILITY FOR CASH RECONCILIATION

DFA CASH CONTROL MANAGER

SAM COLLINS RESPONSIBLE FOR STATE TREASURER OPERATIONS

STO DEPUTY STATE TREASURER

22..22 PPRROOJJEECCTT GGOOVVEERRNNAANNCCEE SSTTRRUUCCTTUURREE 22..22..11 DDEESSCCRRIIBBEE TTHHEE OORRGGAANNIIZZAATTIIOONNAALL SSTTRRUUCCTTUURREE –– OORRGG CCHHAARRTT

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22..22..22 DDEESSCCRRIIBBEE TTHHEE RROOLLEE AANNDD MMEEMMBBEERRSS OOFF TTHHEE PPRROOJJEECCTT GGOOVVEERRNNAANNCCEE SSTTRRUUCCTTUURREE The Executive Decision Board is chartered to provide timely decisions regarding project scope and schedule, and to resolve issues escalated by the Upgrade Governance Board. The Upgrade Governance Board and Federal Grants Committee are convened to provide a broad perspective of statewide business requirements related to the State of New Mexico SHARE upgrade. Members will help identify the potential impact of proposed system changes and provide input on achieving statewide goals.

The Upgrade Governance Board member responsibilities include:

• Attend and participate in meetings • Review presented documentation and be prepared to provide input in

Align/Advise/Decide paradigm • Adopt and maintain an enterprise view of issues and decisions • Strive for consensus and accept decisions as final • Champion the project

22..22..33 OORRGGAANNIIZZAATTIIOONNAALL BBOOUUNNDDAARRIIEESS,, IINNTTEERRFFAACCEESS AANNDD RREESSPPOONNSSIIBBIILLIITTIIEESS Statewide human resource policy related to the SHARE upgrade will remain under the authority of the State Personnel Office. Statewide finance policy related to the SHARE upgrade will remain under the authority of the state Controller. The Department of Information Technology will remain responsible for decisions impacting SHARE system maintenance and support.

22..33 EEXXEECCUUTTIIVVEE RREEPPOORRTTIINNGG Meeting agendas and supporting documentation will be provided using the following software packages: Microsoft Word, Excel, PowerPoint, Outlook, Project, and SharePoint. Any meeting called should have an agenda, sign in sheet, and start and finish on time. The time allocated to each agenda topic will vary depending on the depth of issues to be covered. Agenda items not addressed within the scheduled meeting time will be proposed for postponed and may be added to the next standing meeting’s agenda or may require a special meeting. Meeting minutes will be captured and distributed to participants. The meeting cadence for the project are as follows: Project team meetings will be on a regular schedule. Functional teams will hold daily stand up meetings to review progress and obstacles. Team members will also hold ad hoc meetings to discuss and resolve specific issues. Project Leads will meet weekly to discuss integration points, workstream dependencies, risks and issues.

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Special session meetings may be called at the request of the Project Director / 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. 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. The Project Leads will submit monthly DoIT status reports. 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 Leads will keep an issue and risk-tracking log and will work with the Project Team for corrective action. The Project Leads will maintain an action item list. This action item list identifies the following: action item, reference item, responsible party, solution, due date, and completion date. Updates may also be reflected in meeting minutes.

33..00 SSCCOOPPEE

33..11 PPRROOJJEECCTT OOBBJJEECCTTIIVVEESS The SHARE upgrade aims to establish a foundation for future progress through each of these identified goals and priorities:

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33..11..11 BBUUSSIINNEESSSS OOBBJJEECCTTIIVVEESS


BUSINESS OBJECTIVE 1

Adopt standard business processes and promote standardization across agencies


Clean up aged and incomplete data in both HCM and FSCM, which may prevent or hinder upgrade steps


Align user access (security) with functional job roles in both HCM and FSCM


Eliminate customizations and expand the use of the delivered functionality of the PeopleSoft 9.2 software for all modules


Create/encourage collaborative communities of practice in relevant functional areas

33..11..22 TTEECCHHNNIICCAALL OOBBJJEECCTTIIVVEESS


TECHNICAL OBJECTIVE 1

Reduce customizations for ease of maintenance and support


Support for document attachments for key business processes with adequate storage and performance


Knowledge transfer to SHARE Operations staff throughout project


Improvements to user access, including separation of duties and a comprehensive role-based approach


Define and adopt standard practice for managing regular PeopleSoft updates (PUMs)

33..22 PPRROOJJEECCTT EEXXCCLLUUSSIIOONNSS The following items are excluded from the Project:

1. Configuration and implementation of modules not currently in use today. 2. Expansion of currently used modules to agencies which do not currently use them. 3. Strategic Sourcing/eProcurement. 4. Implementation of new commodity codes or redesigned processes for commodity codes.

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33..33 CCRRIITTIICCAALL SSUUCCCCEESSSS FFAACCTTOORRSS See also section 6.7 Quality Objectives and Controls.


QUALITY METRICS 1

Early and continuous focus on training and agency engagement.

QUALITY METRICS 2

Strictly adhering to the documented project plan and scope to ensure key milestones are met and deliverables are provided on schedule.

QUALITY METRICS 3

Capturing, documenting and tracking business requirements throughout the project to ensure alignment between the end product and business expectations.

QUALITY METRICS 4

Documenting and managing project decisions in a decision log with clear owners who are held accountable.

QUALITY METRICS 5

Providing, approving and disseminating project deliverables and documentation in a timely manner.

QUALITY METRICS 6

Implementing an effective issue resolution and risk management process that addresses issues and risks quickly and completely.

QUALITY METRICS 7

Governing and managing the project in an active, decisive, and consistent manner. Unwavering steering committee alignment and ownership of project goals and guiding principles

QUALITY METRICS 8

Engaging Agency stakeholders and other end-users consistently throughout the project.

QUALITY METRICS 9

Applying past lessons learned, what has worked well and what has not worked, in the approach to training materials and training.

QUALITY METRICS 10

Executing extensive payroll and general regression testing with a focus on highly-impacted areas.

QUALITY METRICS 11

Frequently communicating project objectives, execution status and accomplishments in a clear, concise and consistent manner with messages tailored to the right stakeholders.

QUALITY METRICS 12

Making decisions that are informed by hands-on work in the SHARE application and avoiding decision making in the abstract.

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44..00 PPRROOJJEECCTT DDEELLIIVVEERRAABBLLEESS AANNDD MMEETTHHOODDOOLLOOGGYY

44..11 PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT LLIIFFEE CCYYCCLLEE

Phase Summary of Phase Key Deliverables

Project Organization and Planning

This phase outlines how the project will be conducted. This is an ongoing process throughout the project.

• Scope Definition • Project Plan and schedule • Weekly and Monthly Reports

templates • Risk and Issues Log templates

Design and Build Configuration, Reports and Workflow

The process, functional, and technical design and build activities will occur in this phase.

• Requirements Gathering • Fit / Gap Analysis • Configuration Design • Reports and Workflow Design • Process Flow Documentation • Configure and Build

System and Acceptance Testing

The testing of the systems and related process, configuration, and other system adjustments will occur in this phase

• Test Plan • Testing Defect Tracking Log • Test Scripts for Testing Cycles • Unit Testing • System and Integration Testing • User Acceptance Testing • Regression Testing

Project Knowledge Transfer and Training

User training, both support and end-user training take place in this phase.

• Job Aids • Training Materials • Training Delivery • Knowledge Transfer

Go-Live Implementation Upgrade/transition from old system to new system

• Implementation Plan and Schedule • Implementation Issues Tracking Log • Cut-over

Support and Project Close-out

Transition support to State resources, finalize project

• On-site Support • Off-site Support • Transition Plan • Close-out Report

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44..11..11 PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT DDEELLIIVVEERRAABBLLEESS 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. Not all items are formal project deliverables requiring acceptance, but rather are tools used to manage the project and facilitate communication.

4.1.1.1 Project Charter Description – The initial project deliverable plan will contain the Project Charter. This deliverable may be revised during planning phase.

Standards for Content and Format – Use of DoIT Project Charter template Quality Review – Peer review for grammar and spelling Project sponsors review for consensus

4.1.1.2 Project Management Plan

Description – The Project Management Plan will be the guide used throughout the Project. The plan will contain the following: Scope Management, Schedule Management, Risk Management, Communications, Change Management, and Roles / Responsibilities of team members. This document will evolve and be updated throughout the project.

Standards for Content and Format – Project Management Plan template

Quality Review – Peer review for grammar and spelling Key project team members review for consensus Final review by Project Directors

4.1.1.1 Executive Reports Description – Executive reports will be created after Upgrade Governance Board meetings and as needed if issues arise.

Standards for Content and Format – Documentation of status, schedule, key risks and items requiring executive input Quality Review - Peer review for grammar and spelling Key project team members review for consensus Final review by Project Directors

4.1.1.1 Issues and Risks Logs Description – logs will be created and maintained to track issues and risks that arise and are resolved throughout the project. The documents will evolve and be

Deliverable Acceptance Criteria – Approval by DoIT Project Director Standards for Content and Format – Templates to be developed by project team

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updated throughout the project. Quality Review – Peer review for grammar and spelling Key project team members review for consensus Final review by Project Director

44..11..22 DDEELLIIVVEERRAABBLLEE AAPPPPRROOVVAALL AAUUTTHHOORRIITTYY DDEESSIIGGNNAATTIIOONNSS Detailed Deliverables are defined as part of the Statements of Work with the system integration vendors. All deliverables will be approved by the Project Director. The Go/No Go decision for HCM 9.2 will be made by the Executive Sponsors, Project Director, and State Controller. The Go/No Go decision for Financials 9.2 will be made by the Executive Sponsors, Project Director, and State Controller.

44..11..33 DDEELLIIVVEERRAABBLLEE AACCCCEEPPTTAANNCCEE PPRROOCCEEDDUURREE The Project Leads will submit each deliverable with a deliverable approval sign-off sheet to the Project Director for review and approval.

44..22 PPRROODDUUCCTT LLIIFFEE CCYYCCLLEE “During the project management lifecycle, agencies shall select and implement a phase product development lifecycle methodology approved by the Department.” PROJECT OVERSIGHT PROCESS Memorandum. SHARE will be updated in two phases; several of these life cycle stages will overlap/repeat as needed to accommodate staggered releases and Agile development.

Phase Summary of Phase Key Deliverables

Initiation and Planning Project scope of work and deliverables identified Definition of system requirements, work breakdown schedule

Project Charter

Design and Implementation

Development of items and Configuration of SHARE

Implementation Vendor Contract Design and Configuration Documents

Testing and Training Plan Testing and training Test Plans Training Documentation

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Training and Deployment Transition to operations in production environment

Production Cutover Plan End user training System Documentation Conduct Training

Maintenance Maintenance of new systems; project closeout and lessons learned

Maintenance and support plan Annual maintenance agreements with vendors

44..22..11 TTEECCHHNNIICCAALL SSTTRRAATTEEGGYY Discuss the key technical strategies for achieving success in this project. The key technical strategies for achieving success will be:

• Use delivered PeopleSoft 9.2 functionality wherever possible • Minimize development work through changes to system configuration and

security • Ensure the changes are sustainable by DFA and DoIT • Ensure the changes meet usability by the stakeholders

44..22..22 PPRROODDUUCCTT AANNDD PPRROODDUUCCTT DDEEVVEELLOOPPMMEENNTT DDEELLIIVVEERRAABBLLEESS 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.

4.2.2.1 Functional and Technical Specification Documents Description – These documents are used to describe the functional and technical requirements for the various project requirements

Standards for Content and Format – DoIT SHARE templates for change management Quality Review – Peer review for clarity, grammar and spelling Key project team members review for consensus Final review by Project Director for critical items

4.2.2.2 Configuration Documents Description – These documents will contain the changes required to the system configuration for the project.

Standards for Content and Format – DoIT SHARE templates Quality Review – Peer review for clarity, grammar and spelling Key project team members review for consensus Final review by Project Director for critical items

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4.2.2.2 Training Materials Description – Training materials, including job aides, train-the-trainer materials, and web based content

Deliverable Acceptance Criteria – Approval by project SMEs Sign-off by Project Director Standards for Content and Format – To be developed during project Quality Review – Peer review for clarity, content, grammar and spelling Key project team members review for consensus Final review by Project Director

44..22..44 DDEELLIIVVEERRAABBLLEE AACCCCEEPPTTAANNCCEE PPRROOCCEEDDUURREE The project will submit the deliverable with a Deliverable Approval sign-off sheet to the Project Director for review and approval.

55..00 PPRROOJJEECCTT WWOORRKK

55..11 WWOORRKK BBRREEAAKKDDOOWWNN SSTTRRUUCCTTUURREE ((WWBBSS)) 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.

Identifier Work Package Description Definition/Objective Milestone/Deliverable

1.0 Initiation Phase

This phase defines overall parameters of the project and established the appropriate project management and quality environment required to complete the project

Project Charter, Initial Risk Assessment, High-level schedule, Approval for next phase.

2.0 Planning Phase This phase identifies the implementation approach, procurement method and establishes all necessary documentation.

Contract Negotiated and Executed, Finalize PCC PMP, Identify State Key Resources. Approval for next phase.

3.0 Implementation Phase

This phase deploys the upgraded system to a prepared set of users and positions on-going support and maintenance.

Confirm Schedule Configuration, Build, Test, Train, and Deploy.

4.0 Closeout Phase This phase closes out the project and completes the Transition to Production.

Closeout report, Transition to Production document, Support

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55..22 SSCCHHEEDDUULLEE AALLLLOOCCAATTIIOONN -- PPRROOJJEECCTT TTIIMMEELLIINNEE The project timeline is a high-level view of project activities with a focus on project release 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 go-live dates. The chart below should provide a high level view of the project timeline and can be used to meet the timeline requirement. Each release has its own Gantt chart maintained by the project team.

55..33 PPRROOJJEECCTT BBUUDDGGEETT 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). Identifier Work Package or Budget Category Cost (estimated)

Staff - Internal Project Manager, SMEs, PS Adminst

Consulting Services Implementation Vendors $19,700,000

TOTALS $19,700,000

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55..44 PPRROOJJEECCTT TTEEAAMM 55..44..11 PPRROOJJEECCTT TTEEAAMM OORRGGAANNIIZZAATTIIOONNAALL SSTTRRUUCCTTUURREE The Organizational Structure (OS) is a hierarchical configuration defining levels of program management and may identify all project personnel.

55..44..22 PPRROOJJEECCTT TTEEAAMM RROOLLEESS AANNDD RREESSPPOONNSSIIBBIILLIITTIIEESS Project resources change over time. This is a snapshot of current resources:

RROOLLEE RREESSPPOONNSSIIBBIILLIITTYY NNAAMMEE FFUUNNCCTTIIOONNAALL AARREEAA

Project Director Coordinate all activities/priorities for the project

Cassandra Hayne DoIT/SHARE

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RROOLLEE RREESSPPOONNSSIIBBIILLIITTYY NNAAMMEE FFUUNNCCTTIIOONNAALL AARREEAA

OCM PM Coordinate organizational change management and training activities

JR Ruiz/Jennifer Rocks

OCM

FSCM PM Manage FSCM 9.2 upgrade team

Andrew Tucker / Tyler McPheeters

FSCM

HCM PM Manage HCM 9.2 upgrade team

Rob Koziol HCM

GL Functional Lead

Review, Approve, and Disseminate project activates related to GL

GL

NM AP and GL Functional Lead

Review, Approve, and Disseminate project activates related to AP and GL

AP and GL

NM Cash Control Lead

Review, Approve, and Disseminate project activates related to Cash Accounting and Reconciliation

Heather Kent AP, AR, GL and Treasury

55..55 SSTTAAFFFF PPLLAANNNNIINNGG AANNDD RREESSOOUURRCCEE AAQQUUIISSIITTIIOONN Complete 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

55..55..11 PPRROOJJEECCTT SSTTAAFFFF Resource Availability Skill Set Work Product/Deliverable

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DFA AP 16-40 hours/month

State procedures, accounting

Requirements, Test Scripts, Test Results

DFA GL 16-40 hours/month



DFA Cash Control 16-40 hours/month



Agency Functional 2-4 hours/month

Agency procedures


SHARE DoIT 100% PeopleSoft technical and functional

Technical and functional requirements, Test scripts, Test Results

55..55..22 NNOONN--PPEERRSSOONNNNEELL RREESSOOUURRCCEESS Use this section to list services or product (HW/SW and such) needed for project. This project does not include any non-personnel resources.

Resource Cost Estimate

Estimated units/hours Availability Source Work Product/Deliverable

N/A

55..66 PPRROOJJEECCTT LLOOGGIISSTTIICCSS Logistics describes how the project manager, project team, the business owner/customer and any vendor resources will physically work together. The vendor resources are located in the DoIT office (Simms building). All vendor teams are co-located near the SHARE team, and work in team rooms to increase communication. The consultants arrive by Monday morning and leave Thursday afternoon. The vendors work remotely on Fridays. Their schedules are flexible to meet the project’s needs.

55..66..11 PPRROOJJEECCTT TTEEAAMM TTRRAAIINNIINNGG HCM project team members received training in the Agile methodology. State project team members will receive hands-on training/experience with PeopleSoft 9.2 over the course of the project and as part of the formal transition to operations. State resources will also participate in system test and UAT.

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66..00 PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT AANNDD CCOONNTTRROOLLSS

66..11 RRIISSKK AANNDD IISSSSUUEE MMAANNAAGGEEMMEENNTT PMBOK©: 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.

66..11..11 RRIISSKK MMAANNAAGGEEMMEENNTT SSTTRRAATTEEGGYY 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.

66..11..22 PPRROOJJEECCTT RRIISSKK IIDDEENNTTIIFFIICCAATTIIOONN

66..11..33 PPRROOJJEECCTT RRIISSKK MMIITTIIGGAATTIIOONN AAPPPPRROOAACCHH We will follow the Risk Management Process below as suggested by DoIT:

Risk Description Impact Levels: Very High High Medium Low Very Low Probability Levels: 1 2 3 4 5

Certain 1 Expected 2 Likely 3 Possible 4 Unlikely 5

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66..11..44 RRIISSKK RREEPPOORRTTIINNGG AANNDD EESSCCAALLAATTIIOONN SSTTRRAATTEEGGYY The regularly scheduled project report includes issue/risk identification for each item. The project leads and director meet weekly to review status, risks and issues.

66..11..55 PPRROOJJEECCTT RRIISSKK TTRRAACCKKIINNGG AAPPPPRROOAACCHH The project risk log is maintained on a SharePoint site accessible by the project team. The log and is available by request. A link is not provided here as permission is required to access the log.

66..11..66 IISSSSUUEE MMAANNAAGGEEMMEENNTT

66..11..66..11 IINNTTEERRNNAALL IISSSSUUEE EESSCCAALLAATTIIOONN AANNDD RREESSOOLLUUTTIIOONN PPRROOCCEESSSS This 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.

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Issues are raised at the team daily stand up meeting held every weekday morning. The goal is to resolve issues immediately or prioritize team resources appropriately if resolution requires more time. Issues that cannot be resolved by the team are escalated to the project leads and/or director, either immediately or at the weekly Leads Integration meeting if they are not time critical.

Issue Log: The project issue log is maintained on a SharePoint site accessible by the project team. The log and is available by request. A link is not provided here as permission is required to access the log.

6.1.6.2 External Issue Escalation and Resolution Process The 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. Issues that cannot be resolved at the project level are escalated to the Upgrade Governance Board within the Align/Advise/Decide framework. Issues that impact project schedule or cost are escalated by the Project Director directly to the Executive Decision Board.

66..22 IINNDDEEPPEENNDDEENNTT VVEERRFFIICCAATTIIOONN AANNDD VVAALLIIDDAATTIIOONN ((IIVV&&VV)) Independent 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 IV&V plan will:

1. Evaluate and validate that products and deliverables of a given development phase fulfill the requirements and performance outcomes set forth in the scope and project plan.

2. Provide a “close-out” report to the Steering Committee at the end of project

Specific deliverables from the IV&V contract: IV&V Project Management Plan. Initial Review and Risk Assessment.

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Periodic Review Close-out Report

DoIT has contracted a valid IV&V vendor to provide IV&V services for the DoIT SHARE 9.2 Upgrade project.

66..33 SSCCOOPPEE MMAANNAAGGEEMMEENNTT PPLLAANN Describe the process that is going to be used to manage the scope of the project. Make sure to address managing stakeholder expectations. Most changes to scope are requests that add, change, or delete project objectives or deliverables. Changes in scope, if at all possible, will be avoided and any new objectives and/or deliverables deferred to a follow-on project. Any proposed changes in scope will be analyzed for impacts on the project including schedule, budget and quality. The findings will be presented to the Project Director for approval or rejection.

66..33..11 CCHHAANNGGEE CCOONNTTRROOLL

6.3.1.1 Change Control Process Change Control establishes how change will be managed, including capturing, tracking, communicating, and resolving change. Project changes will follow a decision making process. These changes include modifications to scope, schedule, budget, and quality. Significant changes of these planning components will be reviewed and approved or disproved by the Steering Committee. If a modification or enhancement to the project has been identified, a change request form will be completed. The Steering Committee will review the request to determine impacts to scope, schedule, budget, quality and resources. The Steering Committee will recommend accepting the change, rejecting the change, or may request additional information. The request will be documented by the Project Manager and if the change is approved, appropriate changes will be made to the Project Management Plan and other project documentation.

6.3.1.2 Change Control Board (CCB) The Upgrade Governance Board and Executive Decision Boards will fill the role of the

Change Control Board for items that cannot be resolved at the project level.

66..44 PPRROOJJEECCTT BBUUDDGGEETT MMAANNAAGGEEMMEENNTT This will be a deliverable based contract negotiated with the Implementation Vendors not to exceed a total of approximately $19.7 million.

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66..44..11 BBUUDDGGEETT TTRRAACCKKIINNGG The budget will be tracked based upon the deliverables completed.

66..55 CCOOMMMMUUNNIICCAATTIIOONN PPLLAANN Each functional team has a daily standup meeting each weekday. Functional leads meet with the Project Director every Tuesday to review issues, risks, opportunities and integration points. The Upgrade Governance Board meets every 4-6 weeks. Executive briefings are scheduled as needed, at a minimum after each UGB meeting. Quarterly Briefings are held with leadership from key non-Executive branch agencies (STO, LFC, AG and SAO) to keep them apprised of the status of the project. Additional communications and meetings are scheduled through email as needed.

66..55..22 SSTTAATTUUSS MMEEEETTIINNGGSS Status Meetings with the core project team are held on a regular basis. This includes the project manager, project director and vendor project manager. Project Status will be the first agenda item. If needed, special meetings are called to discuss and address issues.

66..66 PPEERRFFOORRMMAANNCCEE MMEEAASSUURREEMMEENNTT ((PPRROOJJEECCTT MMEETTRRIICCSS)) The Project Director and Executive Sponsors 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, and resource usage. At a minimum metrics must be established for time (schedule), cost (budget) and quality. Schedule and cost are key metrics for this project. Additionally, the number of customizations that will be retired as part of the upgrade will be used as a measure of success. State employee participation in training will be a key metric.

66..66..11 BBAASSEELLIINNEESS The Project Manager and Executive Sponsor are using the project plan on Microsoft Project and Status Reports as baselines for the schedule, budget, and resource usage. All of these can be found in the SharePoint site. Testing errors and all documentation for action items, risks, issues, and decisions will tracked on the SharePoint site in logs.

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66..77 QQUUAALLIITTYY OOBBJJEECCTTIIVVEESS AANNDD CCOONNTTRROOLL Quality 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.

66..77..11 QQUUAALLIITTYY SSTTAANNDDAARRDDSS

No. Quality Standard Tracking Tool or Measure

1 Project management plan approved and followed • PMP signed off by Steering Committee

• Project status reports

2 Certification to proceed to next phase by DoIT • Approval from DoIT Project Certification Committee and release of funds

3 Project risks documented, mitigated and tracked • Risk Management Log

4 Project issues documented, tracked, and worked to resolution

• Issue Log

5 Project is within budget • Project status • Budget management

6 Independent Verification and Validation • Periodic reviews • Respond to identified issues and

risks

7 Project completed based on the original project scope and approved scope changes

• Project Management Plan • Change Control Process • Scope Management • Steering Committee Meeting

Decisions

66..77..22 PPRROOJJEECCTT AANNDD PPRROODDUUCCTT RREEVVIIEEWW AANNDD AASSSSEESSSSMMEENNTTSS

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Review Type Quality Standard Tools Reviewer Reports

Plans Monthly Review MS Project Team Project Managers, Project Director

Bi-Weekly and Monthly Status Report

Milestones Monthly Review MS Project Team Project Managers, Project Director

Bi-Weekly and Monthly Status Report

Testing Entry and Exit Criteria for each Testing Cycle

MS Excel Project Director, State Controller, Project Managers

Testing Status Reports and Status Calls

66..77..33 AAGGEENNCCYY//CCUUSSTTOOMMEERR SSAATTIISSFFAACCTTIIOONN 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 Feedback from the agencies and end-users Monthly

Quality of communications

Feedback during the various meetings At Project Team meetings and Steering Committee meetings; other meetings when held

Manages project tasks Feedback from Project Sponsor, Steering Committee, Project Director

Monthly

Productive Meetings Feedback from Project Sponsor, Steering Committee, Project Director, Project Team, Testers, Training Attendees, Deployment Users

Monthly and per phase of the project

66..88 CCOONNFFIIGGUURRAATTIIOONN MMAANNAAGGEEMMEENNTT Configuration 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.

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66..88..11 VVEERRSSIIOONN CCOONNTTRROOLL Documents will be stored on the implementation vendor shared file site which provides version control. If a document needs to be changed or updated, the document must reflect the version control information required in the document. All documents will also be controlled by the revision history log. Entries will be made into the revision history log when changes are made.

66..88..22 PPRROOJJEECCTT RREEPPOOSSIITTOORRYY ((PPRROOJJEECCTT LLIIBBRRAARRYY)) “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 lead agency must make available all deliverables in a repository with open access for the Department to review” PROJECT OVERSIGHT PROCESS Memorandum. The approved deliverables are stored on the DoIT network. All documents and deliverables will be also posted to the SharePoint site and exported at the end of the project. If the document is in process, it will have a version number or DRAFT attached to the name. If the document is finalized and ready to be packaged as a deliverable, it will have FINAL attached to the name.

66..99 PPRROOCCUURREEMMEENNTT MMAANNAAGGEEMMEENNTT PPLLAANN Projects 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. Standard state procurement processes are followed. IT professional services are procured from the appropriate Statewide Price Agreement and/or an approved GSA extended to the State of New Mexico.

77.. 00 PPRROOJJEECCTT CCLLOOSSEE Project 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. The closeout will include the completion and approval of deliverables as indicated in the implementation vendor contract.

77..11 AADDMMIINNIISSTTRRAATTIIVVEE CCLLOOSSEE

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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. The final closeout will include the completion of required documentation, the DoIT closeout report and a presentation to the DoIT Project Certification Committee for approval to formally close the project.

77..22 CCOONNTTRRAACCTT CCLLOOSSEE Contract close is similar to administrative close in that it involves product and process verification for contract close.

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