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SSHAREHARE F FINANCIALSINANCIALS 9.X U 9.X UPGRADEPGRADE

PPROJECTROJECT C CHARTERHARTER F FOROR C CERTIFICATIONERTIFICATION

EXECUTIVE SPONSORS

DARRYL ACKLEY, DOIT SECRETARY

TOM CLIFFORD, DFA SECRETARY

BUSINESS OWNER - DAVID HOLMES, SHARE SYSTEMS MANAGER

PROJECT MANAGER – TBD

ORIGINAL PLAN DATE: MAY 15, 2012

REVISION DATE: JUNE 8, 2012

REVISION: 2.3

DRAFTDRAFT

ABOUT THIS PROJECT CHARTER DOCUMENTABOUT THIS PROJECT CHARTER DOCUMENT

PPERMISSIONERMISSION TOTO PLANPLAN THETHE PROJECPROJEC TT ANDAND SETTINGSETTING THETHE GOVERNANCEGOVERNANCE STRUCTURESTRUCTURE

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

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

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

PPROJECTROJECT CERTIFICATIONCERTIFICATION I INITIALNITIAL PHASEPHASE DOCUMENTATIONDOCUMENTATION

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

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

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

I

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

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

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

1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT.................................................................................................11.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT.........................................................21.3 PROJECT CERTIFICATION REQUIREMENTS................................................................................................................ 3

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS......................................................................................................4

2.1 AGENCY JUSTIFICATION...................................................................................................................................... 42.2 BUSINESS OBJECTIVES........................................................................................................................................ 52.3 TECHNICAL OBJECTIVES...................................................................................................................................... 62.4 IMPACT ON ORGANIZATION................................................................................................................................. 62.5 TRANSITION TO OPERATIONS............................................................................................................................... 8

3.0 PROJECT/PRODUCT SCOPE OF WORK...............................................................................................................9

3.1 DELIVERABLES................................................................................................................................................ 103.1.1 Project Deliverables............................................................................................................................ 103.1.2 Product Deliverables........................................................................................................................... 11

3.2 SUCCESS AND QUALITY METRICS.................................................................................................................... 12

4.0 SCHEDULE ESTIMATE......................................................................................................................................13

5.0 BUDGET ESTIMATE.........................................................................................................................................13

5.1 FUNDING SOURCE(S)....................................................................................................................................... 145.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE -.........................................................................................145.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE.............................................................................................14

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE............................................................................15

6.1 STAKEHOLDERS.......................................................................................................................................... 156.2 PROJECT GOVERNANCE PLAN..................................................................................................................... 166.3 PROJECT MANAGER................................................................................................................................... 18

6.3.1 PROJECT MANAGER CONTACT INFORMATION.....................................................................................186.3.2 PROJECT MANAGER BACKGROUND ....................................................................................................18

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES............................................................................................186.5 PROJECT MANAGEMENT METHODOLOGY ............................................................................................................. 20

7.0 CONSTRAINTS................................................................................................................................................20

8.0 DEPENDENCIES...............................................................................................................................................20

9.0 ASSUMPTIONS...............................................................................................................................................21

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY.........................................................................................21

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING.................................................................................22

II

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V...............................................................................22

13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES...................................................................................24

14.0 Project Charter Certification Approval Signature...........................................................................................24

III

Revision History

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 May 15, 2012 Original DoIT PMO Document

2.3 June 8, 2012 Updated comments from David Holmes, SHARE Systems Manager

IV

PROJECT CHARTER SHARE FINANCIALS 9.X UPGRADE 1

1. PROJECT BACKGROUND1. PROJECT BACKGROUND

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

1.11.1 EEXECUTIVEXECUTIVE S SUMMARYUMMARY - -RATIONALERATIONALE FORFOR THETHE PROJECTPROJECT

In order to reduce maintenance costs, improve support, implement fixes and provide the state with new and enhanced financials capabilities, SHARE is initiating the SHARE Financials Upgrade Project. The Statewide Human Resource, Accounting, and Management REporting System (SHARE) is New Mexico’s implementation of the PeopleSoft enterprise resource planning (ERP) system that provides for centralized shared integrated accounting, procurement, and human resource information. The objectives of the SHARE Implementation Project were to replace the legacy state human resource and financial systems, which were based on out-of-date technology, with the PeopleSoft public-sector ERP package that utilizes current, mainstream technology. The SHARE implementation standardizes business processes and practices across state agencies to conform to state statute, statewide policies, regulations or procedures, and collective bargaining agreements. Its purpose is to capture and make available to agency heads, fiscal officers, personnel administrators, and program managers the information needed to effectively manage programs and measure their success.

As part of the original business case developed for SHARE in January 2004, the business model projected the necessity for a major software maintenance upgrade for fiscal year 2009. The currently installed Financial Management software is release 8.8. The PeopleSoft current release level is 9.1 for Financials. Support for Financial Management 8.8 by Oracle ended 12/31/08. The state was paying increased maintenance costs for extended service. The extended service was only available until December 2011. Since extended service has run out the state is now paying sustaining support which includes fixes, updates, and critical patches created during the time we were under extended support. Extended support does not include:

New updates, fixes, security alerts, data fixes, and critical patch updates New tax, legal, and regulatory updates New upgrade scripts Certification with new third-party products/versions Certification with new Oracle products

There are significant enhancements in the current releases of PeopleSoft that would provide benefit to state agencies and increase the effectiveness of the SHARE implementation. The new releases also contain necessary federal regulatory enhancements and would increase the effectiveness of SHARE.

The SHARE Financials Upgrade Project will be the first of multiple phases that will include: Current Project Certification Request – Planning and implementation of Financial

Management release 9.1 software, performance tuning, and application regression testing to ensure that existing functionality continues to perform as designed

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Upgrade Follow-on Projects – Selection of new functionality to be implemented statewide, training for support staff, configuration of new functionality, business process updates, user acceptance training, and end-user training

1.21.2 SSUMMARYUMMARY OFOF THETHE FOUNDATIONFOUNDATION PLANNINGPLANNING ANDAND DOCUMENTATIONDOCUMENTATION FORFOR THETHE PROJECTPROJECT

The original business case developed for SHARE in January 2004 projected the necessity for a major software maintenance upgrade for fiscal year 2009. The currently installed Financial Management software is release 8.8. The PeopleSoft current release level is 9.1. Support for Financial Management 8.8 by Oracle ended 12/31/08. The state was paying increased maintenance costs for extended service until 12/31/11 when extended support was withdrawn.

SHARE management has submitted full business cases for funding for the software maintenance upgrade for FY10, FY11, FY12, and FY13.

SHARE has explored alternative solutions including:

o Alternative #1 – No Action. By taking no action, the State would have an unsupported release of the software upon which the entire State government relies to pay employees, pay vendors, and keep its books. It is felt that the State cannot afford to be put into this position.

o Alternative #2 – Implement the Financial Release Upgrade. By implementing this upgrade SHARE would be operating on the latest release level of the PeopleSoft software. The additional functionality available in this release would allow the state to provide improvements in processes and increase the value of the original investment in a packaged COTS solution to the financial needs of the state agencies. The implementation of the upgrades would also ensure that financial reporting met all regulatory requirements.

o Alternative #3 – Third Party Support Contract – No Plans To Upgrade. Continuing SHARE without the vendor’s support requires a working environment that is as stable as possible. This means that the environment will have to be locked down as much as is practical and the State anticipates minimal implementation of additional licensed functionality. While going to this type of third party provider can save money in the short term, it can add expense should the State decide to upgrade the PeopleSoft products in the future. If the State drops Oracle support and it wishes to upgrade to the current release of the software, Oracle requires a reinstatement fee based upon the time their support was not in effect plus the payment of all the maintenance fees which would have been paid should the State had maintained their support.

SHARE management has developed a strategy that incorporates the services of an outside Application Solution Center to accelerate the upgrade of the application to the most current release and reduce the project risk. This will leverage the

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experience and knowledge of the Application Solution Center and enable the SHARE Project Team to focus on project tasks that are specific to the State’s organization and environment.

1.3 P1.3 PROJECTROJECT C CERTIFICATIONERTIFICATION R REQUIREMENTSEQUIREMENTS

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

CRITERIA YES/NO EXPLANATION

Project is mission critical to the agency Y In order to ensure the reliability and maintainability of the State’s investment in PeopleSoft the State needs to upgrade to and maintain the most current release level of the software. Since the software is a Commercial Off-The-Shelf (COTS) product it is important to upgrade to the current release and patch levels to facilitate support from the vendor.

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

Y The cost of an experienced PeopleSoft Project Manager for the duration of the project, a PeopleSoft Functional Consultant, and an IV&V Contractor will be in excess of $100,000.00.

Project impacts customer on-line access Y The Financial release provides expanding web services to enable integration between heterogeneous applications, streamlining business processes across IT

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environments and improving user functionality

Project is one deemed appropriate by the Secretary of the DoIT

Y This project is supported by the Secretary of DoIT.

Will an IT Architecture Review be required? TBD It is not anticipated that this upgrade will have an impact of the SHARE Technical Architecture. This will be confirmed during the planning phase.

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

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

2.1 A2.1 AGENCYGENCY J JUSTIFICATIONUSTIFICATION

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

NUMBERNUMBER DESCRIPTIONDESCRIPTION

AGENCY JUSTIFICATION 1

In order to ensure the reliability and maintainability of the State’s investment in PeopleSoft the State needs to upgrade to and maintain the most current release level of the software. Since the software is a Commercial Off-The-Shelf (COTS) product it is important to upgrade to current release and patch levels to facilitate support from the vendor. In addition, significant increases in functionality contained in the new release will allow the state to implement efficiencies, streamline processes, reduce system complexity, improve performance, and increase the effectiveness of the system in the areas of web services functionality, general ledger processing, asset management compliance, purchasing, enhanced chartfield reporting to improve the State’s return on its investment.

AGENCY SHARE is part of the DoIT statewide strategy to reduce the cost and

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JUSTIFICATION 2 complexity of information technology operations through an Enterprise model. It has imposed standardization in methodologies and adoption of best practices for IT activities as well as agency business processes. The DoIT Fiscal Year 2011 – 2013 Information Technology Strategic Plan includes the following goals:

To identify and develop multi-agency service delivery applications. Improve the value of the IT investment through enterprise models that improve and streamline the executive branch’s information technology systems

Establish interagency common business function collaboration

2.2 B2.2 BUSINESSUSINESS O OBJECTIVESBJECTIVES

Use the following table to list measurable business objectives


BUSINESS OBJECTIVE 1

The implementation of this upgrade will allow SHARE to operate on the latest release level of the PeopleSoft software. This upgrade will allow state agencies to take advantage of new functionality and have the security of vendor support for the PeopleSoft applications.


This project would include the multi- phased implementation of the new release software, performance tuning, regression testing, configuration of additional functionality selected, training, user acceptance testing, and migration to production. The upgrades will ensure financial employees have the capabilities to effectively and efficiently use the system and that the state’s investment in SHARE continues to meet the business needs of the state agencies.


Measurements will include performance improvements, increased financial controls, increased reporting capability, compliance with regulatory requirements, increased efficiency of state staff, satisfactory results of user acceptance testing, and greater effectiveness of agency staff.

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2.3 T2.3 TECHNICALECHNICAL O OBJECTIVESBJECTIVES



Operate on the latest release level of the PeopleSoft software.

TECHNICAL OBJECTIVE 1

Expand the functionality of the current SHARE PeopleSoft ERP software.


Allow State to operate on the latest technical release level of the software.


Effectively and efficiently use the State’s investment in SHARE.


Performance tuning and configuration.


Technical and functional training and testing.


Performance improvements and control


Increased financial controls and regulatory compliance.


Improved system performance and reliability.

2.4 I2.4 IMPACTMPACT ONON O ORGANIZATIONRGANIZATION

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

AREAAREA DESCRIPTIONDESCRIPTION

END USER O Improved workforce efficiency through implementation of

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system enhancements

O Provide agency staff with accurate, timely, and complete information for management reporting

O Provide additional training opportunities for state staff in enhanced functionality

BUSINESS PROCESSES

O The Financial Management release provides expanding web services to enable integration between heterogeneous applications, streamlining business processes across IT environments and improving user functionality

O Enhancements to scheduling, streamlining the approvals and delegation framework, and more efficient tracking and auditing of transactions increase the flexibility, usability, and integration to multiple processes

O Ability to reopen purchase requisitions or purchase orders

IT OPERATIONS AND STAFFING

O Continued vendor support of PeopleSoft application software

O The Financial upgrade has enhanced features to provide the state with greater business flexibility, improved staff productivity (less time required to process tasks), and faster data retrieval times by enabling archiving of older data (retrieval times are faster with a smaller production data base)

O New web services will be available to integrate projects, activities, and transactions from third-party applications directly in the Project Costing module

O Enhanced spreadsheet support for importing data provides efficiency and effectiveness in importing data from legacy systems

O Improved document generation through XML Publisher that can be used in place of Crystal Reports

OTHER

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2.5 T2.5 TRANSITIONRANSITION TOTO O OPERATIONSPERATIONS

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


PRELIMINARY OPERATIONS LOCATION AND STAFFING PLANS

Operations

Software is currently installed on the SHARE hardware which is located at the Simms Data Center/Santa Fe, New Mexico

Business Processing

This project will update software, develop new business processes, change existing application customizations to revert to delivered objects, replace ineffective current customizations, and implement delivered functionality not previously configured.

IT Staff

This project will utilize outside contractors for the expertise in applying system upgrades and functional changes related to the new releases of PeopleSoft. Existing DoIT and DFA staff will complement and complete the required business and functional skills required to complete this project successfully.

DATA SECURITY, BUSINESS CONTINUITY

Security – The project will follow the current SHARE State Security standards with front end web and network security authentication. System level access is determined by pre-defined security roles currently within the PeopleSoft software. System will be supported by anti-virus software managed by DoIT.

Business Continuity – DFA/FCD has developed a business continuity plan for SHARE. DoIT is responsible for the Disaster Recovery Plan for SHARE.

MAINTENANCE STRATEGY

System Maintenance will follow SHARE’s operations maintenance plan. All changes that change the functionality of the modules will be in accordance with the SHARE Change Management Policy.

INTEROPERABILITY SHARE has been designed for interoperability with State agency legacy applications.

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RECORD RETENTION SHARE record retention policy will apply.

CONSOLIDATION STRATEGY

The SHARE ERP System is in direct support of the Governor’s Executive Order 2004-014 – Consolidating Agency Information Technology Operations and Governance.

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

The SHARE Financials Upgrade Project will be the first of multiple phases that will include:

Current Project Certification Request – Planning and implementation of Financial Management release 9.1 software, performance tuning, and application regression testing to ensure that existing functionality continues to perform as designed

Upgrade Follow-on Projects – Selection of new functionality to be implemented statewide, training for support staff, configuration of new functionality, business process updates, user acceptance training, and end-user training

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As part of the original business case developed for SHARE in January 2004, the business model projected the necessity for a major software maintenance upgrade for fiscal year 2009. The currently installed Financial Management software is release 8.8. The PeopleSoft current release level is 9.1 for Financials and 9.2 is expected to be released soon. Support for Financial Management 8.8 by Oracle ended 12/31/08. The state was paying increased maintenance costs for extended service. The extended service was only available until December 2011. Since extended service has run out the state is now paying sustaining support which includes fixes, updates, and critical patches created during the time we were under extended support. Extended support does not include:

New updates, fixes, security alerts, data fixes, and critical patch updates New tax, legal, and regulatory updates New upgrade scripts Certification with new third-party products/versions Certification with new Oracle products

There are significant enhancements in the current releases of PeopleSoft that would provide benefit to state agencies and increase the effectiveness of the SHARE implementation. The new releases also contain necessary federal regulatory enhancements and would increase the effectiveness of SHARE.


3.1 D3.1 DELIVERABLESELIVERABLES

3.1.1 P3.1.1 PROJECTROJECT D DELIVERABLESELIVERABLES

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

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

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

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

IV&V Contract & Reports “Independent verification and validation (IV&V)” means the process of evaluating a project to determine compliance with specified requirements and the process of determining whether the products of a given development phase fulfill the requirements established during the previous stage, both of which are performed by an organization independent of the lead agency. Independent verification and validation assessment reporting. The Department requires all projects subject to oversight to engage an independent verification and validation contractor unless waived by the Department.

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

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Risk Assessment and management

The DoIT Initial PROJECT RISK ASSESSMENT template which is meant to fulfill the following requirement:

“Prepare a written risk assessment report at the inception of a project and at end of each product development lifecycle phase or more frequently for large high-risk projects. Each risk assessment shall be included as a project activity in project schedule.” Project Oversight Process memorandum

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

Monthly Project Status Reports to DoIT

Project status reports. For all projects that require Department oversight, the lead agency project manager shall submit an agency approved project status report on a monthly basis to the Department.

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

3.1.2 P3.1.2 PRODUCTRODUCT D DELIVERABLESELIVERABLES

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

Requirements Documents Description –Requirements Documents will be developed as part of the Planning phase of the project.

Design Documents Design documents for the business process development and the re-configuration of the Cash Management module will be developed as part of the Planning and Implementation phases of the project.

Systems Specifications All upgrades, re-configuration and enhancements will be implemented within the existing SHARE application platform.

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Systems Architecture The project will not make any changes or modifications to the existing SHARE PeopleSoft operating platforms. Architecture will be scalable to allow for growth, provide interoperability with other systems, have a secure web front end, be security rules based and provide multiple security layers for user authentication.

System and Acceptance Testing

The agency SHARE users will test changes to system functionality, reporting accuracy and accuracy of new business processes.

SHARE IT Technical Support Staff will test system operational performance.

Operations requirements Current SHARE operations methodology will be followed.

3.2 S3.2 SUCCESSUCCESS ANDAND QUALITY METRICS QUALITY METRICS

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


QUALITY METRICS 1

SHARE performance improvements. , , increased reporting capability, compliance with regulatory requirements, increased efficiency of state staff, satisfactory results of user acceptance testing, and greater effectiveness of agency staff.

QUALITY METRICS 2

Increase in financial controls

QUALITY METRICS 3

Increase in reporting capabilities

QUALITY METRICS 4

Compliance with regulatory requirements

QUALITY METRICS 5

Additional metrics will be determined during the planning and implementation phases.

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4.0 SCHEDULE ESTIMATE4.0 SCHEDULE ESTIMATE

Project Phase Start Date Completion

Date

Goals

Initiating July 1, 2012 August 31, 2012

Define Business Requirements. Determine project goals and deliverables, Begin development of Project Management Plan, draft IV & V contract and plan. Perform software functionality assessment. Develop list of procedural and configuration changes needed to ensure the success of the upgrade process.

Planning Sept 1, 2009 Nov. 30, 2012

Development of Risk Assessment & Mitigation Plan, completion of Project Management Plan, Project Schedule, Scope definition and cost estimates for configuration changes and data cleanup, resource planning. Finalize IV&V contract and hire IV&V consultant. Prepare for TARC review. Draft Scope of Work and contract for design of procedural and system changes. Hire contractor to develop the Project Requests related to the Software Functionality Assessment (application development requests).

Implementing Dec. 1, 2012 Sept 30, 2013

Implementation of upgraded software at the Application Solution Center and migrate to SHARE development region, UAT and Integration testing completed, upgrades and configuration changes implemented in production.

Closing Oct 1, 2013 Jan 1, 2014 DoIT Closure Report, IV &V Close out report, Lessons Learned Post Mortem.

5.0 BUDGET ESTIMATE5.0 BUDGET ESTIMATE

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

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

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

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

Department of Transportation

(MOU in Process)

$1,200,000.00 DoIT has oversight of funds

SHARE ERF Funds $600,000.00 DoIT has oversight of funds

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

ITEMITEM COST ESTIMATECOST ESTIMATE ..

Consulting Services $1,300,000.00

Project Manager $350,000.00

IV&V $100,000.00

Contingency $50,000.00

TOTAL BUDGER $1,800,000.00

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

PHASES PLANNED CERTIFICATION DATE AMOUNT

Initiating June 27, 2012 $100,000.00

Planning June 27, 2012 $1,200,000.00

Implementing November 28, 2012 $500,000.00

Closing January 2013 $0.00

TOTAL $1,800,000.00

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6.0 PROJECT AUTHORITY AND ORGANIZATIONAL 6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTURE

6.1 STAKEHOLDERS6.1 STAKEHOLDERS

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

NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

Darryl Ackley Executive Sponsor Department of Information Technology

Secretary

Tom Clifford Executive Sponsor Department of Finance and Administration

Secretary

David Holmes Business Owner Department of Information Technology

SHARE Systems Manager

TBD Project Manager TBD Project Manager

George Robinson Project Team Member Department of Information Technology

SHARE Technical Manager

Susan Steinberg Project Team Member Department of Information Technology

SHARE/ERP Development Manager

John Prihoda Project Team Member Department of Information Technology

SHARE/ERP Development Manager

Alex Canett Project Team Member Department of Information Technology

Systems Administrator

Prakash Bhakta Project Team Member Department of Information

Systems Administrat

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NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

Technology or

Karla Fernandez Project Team Member Department of Information Technology

Systems Administrator

Tobi Andrade Project Team Member Department of Information Technology

Financial Functional Lead

Audrey Liddy Project Team Member Department of Information Technology

HCM Functional Lead

DoIT Support system hardware, Data Center, Oracle database, network and security infrastructure

Department of Information Technology

N/A

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6.2 PROJECT GOVERNANCE PLAN6.2 PROJECT GOVERNANCE PLAN

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

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Project Manager

TBD

Executive Sponsors

Darryl Ackley, DoIT Secretary

Tom Clifford, DFA Secretary

Business Functional Team

DoIT & Agency SMEs

Technical Review Team

DoIT, SHARE

IV&V

Development Team

Project TeamTBD, Project ManagerJohn Prihoda, SHARESusan Steinberg, SHARETobi Andrade, SHAREAudrey Liddy, SHAREGeorge Robinson, SHAREAlex Canett, SHAREPrakash Bhakta, SHAREKarla Fernandez, SHARE

Business Owner

David Holmes

SHARE Systems Manager


6.3 PROJECT MANAGER6.3 PROJECT MANAGER

6.3.1 PROJECT MANAGER CONTACT INFORMATION6.3.1 PROJECT MANAGER CONTACT INFORMATION

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

TBD

6.3.2 PROJECT MANAGER BACKGROUND 6.3.2 PROJECT MANAGER BACKGROUND

TBD

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

RROLEOLE RRESPONSIBILITYESPONSIBILITY

Executive Sponsors Responsibilities include: Champion the project. Consider potential changes facing the organization and assess

the organizational impact Decide which changes will be instituted, communicate

priorities and provide resources to ensure success Responsible for creating an environment that enables changes

to be made on time and within budget. Participate in planning sessions Ultimate project responsibility

Business Owner The person who is responsible for all operations and management of any and all activities occurring within the project.

Responsibilities Include: Maintain overall project direction and implementation Ensure staff availability Approve expenditure of funds Issue Resolution Empower Project Manager

Project Manager The person who must make all decisions related to the operation of the system, staffing assignments,

Responsibilities Include: Ultimate project success. Diagnose potential problems

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Participate as “change” agents Develop realistic plans to deal with critical issues and execute

changes effectively Decision authority regarding system module set-up Reviews work of Consultants Project Team Support Member Assignments Determine System Administration roles Problem Solving Project Planning Project Budgeting Project Schedule Contract Management Training Plans Communicate with Project Team Support Members, Business

Owners and Steering Committee. Contributes to lessons learned.

Project Team Support Members

Staff assigned to the project on an as needed basis.

Responsibilities Include: Define Technical Upgrade Requirements Define Business Requirements Module set-up input Functional Testing Completion of assigned tasks Data Gathering Data Input System Administration Provide Resources as needed.

Technical Support SHARE/DoIT Staff assigned to assist in defining infrastructure requirements and providing on-going support

Duties Include; System/infrastructure Specifications Integration to other systems Requirements Data back-up and storage requirements Security Rules Data migration System installation Provide network connectivity and remote access Provide test/development environment System Maintenance/Support Disaster Recovery

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Provide transition to operations guidelines and documentation System recovery requirements

6.5 P6.5 PROJECTROJECT MANAGEMENTMANAGEMENT M METHODOLOGYETHODOLOGY

This project will be led by a qualified Project Manager with PeopleSoft upgrade experience. The project will follow a phased approach with a deliverables based methodology for review and acceptance by the Project Team, and the Executive Sponsors. Microsoft Project software will be used for identifying tasks/sub-tasks, time and resource requirements, risks and status.

7.0 CONSTRAINTS7.0 CONSTRAINTS


1 System modifications and enhancements must be integrated with other SHARE/PeopleSoft modules without adverse effects.

2 Difficulties in removing unnecessary customizations made to original implementation

8.0 DEPENDENCIES8.0 DEPENDENCIES

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

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

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

NUMBENUMBERR

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

1 State establishes the policies and procedures to support the new business processes

E

2 The ability to expedite the Project Certification process so that the project can accomplish Initiation and Planning concurrently for individual pieces of the overall project

M

9.0 ASSUMPTIONS9.0 ASSUMPTIONS

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1 Stakeholder participation and buy-in

2 Timely decisions from the project team and executive leadership

3 Project leadership will have adequate time for project planning activities

4 Project will be appropriately staffed with dedicated resources for phases/scenarios

5 Appropriate resources from the professional services vendors will be dedicated to the project in order to complete the project within the defined timelines

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

Risk 1

Description – Reliance on outsourced resources to accomplish project goals

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

Mitigation Strategy: All critical tasks assigned to state personnel. 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

Description - Insufficient or limited funding

Probability: Possible Impact: Medium

Mitigation Strategy: Need to insure that project scope is defined within funding limits Contingency Plan: State may be required to assign personnel to cover gaps in system/tool availability

Risk 3

Description - Staff resource availability

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

Mitigation Strategy: Hiring of additional support staff Contingency Plan: Monitor closely the workload and personnel assignments. Utilize outside resources if budget will accommodate

Risk 4

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Description - Maintaining project focus as a priority

Probability: Possible Impact: : MediumNeed to limit focus to upgrade of software and avoid temptation to roll out expanded functionality in this phase of project.

Mitigation Strategy: Limit configuration of expanded functionality to only those enhancements needed to replace customizations previously created Contingency Plan: Obtain additional funding to expand scope to include additional functionality.

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

To be completed during planning phase.

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

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

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

Project/Product Area Include –Yes/No

Project Management Y

Quality Management Y

Training Y

Requirements Management Y

Operating Environment Y

Development Environment Y

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Software Development Y

System and Acceptance Testing Y

Data Management Y

Operations Oversight

Business Process Impact Y

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

SIGNATURESIGNATURE DATEDATE

EXECUTIVE SPONSOREXECUTIVE SPONSOR

BUSINESS OWNERBUSINESS OWNER

PROJECT MANAGERPROJECT MANAGER

14.0 PROJECT CHARTER CERTIFICATION APPROVAL 14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURESIGNATURE

SIGNATURESIGNATURE DATEDATE

DOIT / PCC APPROVALDOIT / PCC APPROVAL

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