ࡱ> 03)*+,-./e 4/bjbjJJ (_b(_b%$!$!...&/ /4B/B/B/h/24B/9V 0E:jEjEjE&P p z  $f0.*|&P&P 0..jEjE EHB.jE.jE | v|:jEIŕ>H0   |:@ .z||||||||00܍||||||| |||||||||$!B f-:  Public Education Department (PED) Statewide Financial Reporting Project Project Management Plan Executive Sponsor Adn Delgado, Deputy Secretary, Finance & Operations Business Owner David Craig, School Budgets Bureau Director Project Manager Sally Trigg Original Plan Date: December 6, 2020 Revision Date: December 10, 2020 Revision: 1.0 TABLE of CONTENTS  TOC \o "1-3" \h \z \u  HYPERLINK \l "_Toc59081802" 1.0 Project Overview  PAGEREF _Toc59081802 \h 1  HYPERLINK \l "_Toc59081803" 1.1 Executive Summary- Rationale for the Project  PAGEREF _Toc59081803 \h 1  HYPERLINK \l "_Toc59081804" 1.2 Funding and Sources  PAGEREF _Toc59081804 \h 2  HYPERLINK \l "_Toc59081805" 1.3 Constraints  PAGEREF _Toc59081805 \h 2  HYPERLINK \l "_Toc59081806" 1.4 Dependencies  PAGEREF _Toc59081806 \h 2  HYPERLINK \l "_Toc59081807" 1.5 Assumptions  PAGEREF _Toc59081807 \h 2  HYPERLINK \l "_Toc59081808" 1.6 Initial Project Risks Identified  PAGEREF _Toc59081808 \h 2  HYPERLINK \l "_Toc59081809" 2.0 Project Authority and Organizational Structure  PAGEREF _Toc59081809 \h 3  HYPERLINK \l "_Toc59081810" 2.1 Stakeholders  PAGEREF _Toc59081810 \h 3  HYPERLINK \l "_Toc59081811" 2.2 Project Governance Structure  PAGEREF _Toc59081811 \h 4  HYPERLINK \l "_Toc59081812" 2.2.1 Executive Steering Committee  PAGEREF _Toc59081812 \h 5  HYPERLINK \l "_Toc59081813" 2.2.2 Describe the role and members of the project steering committee  PAGEREF _Toc59081813 \h 5  HYPERLINK \l "_Toc59081814" 2.2.3 Organizational Boundaries, interfaces and responsibilities  PAGEREF _Toc59081814 \h 6  HYPERLINK \l "_Toc59081815" 2.3 Executive Reporting  PAGEREF _Toc59081815 \h 6  HYPERLINK \l "_Toc59081816" 3.0 Scope  PAGEREF _Toc59081816 \h 7  HYPERLINK \l "_Toc59081817" 3.1 Project Objectives  PAGEREF _Toc59081817 \h 7  HYPERLINK \l "_Toc59081818" 3.1.1 Business Objectives  PAGEREF _Toc59081818 \h 7  HYPERLINK \l "_Toc59081819" 3.1.2 Technical Objectives  PAGEREF _Toc59081819 \h 7  HYPERLINK \l "_Toc59081820" 3.2 Project Exclusions  PAGEREF _Toc59081820 \h 7  HYPERLINK \l "_Toc59081821" 3.3 Critical Success Factors  PAGEREF _Toc59081821 \h 7  HYPERLINK \l "_Toc59081822" 4.0 Project Deliverables and Methodology  PAGEREF _Toc59081822 \h 8  HYPERLINK \l "_Toc59081823" 4.1 Project Management Life Cycle  PAGEREF _Toc59081823 \h 8  HYPERLINK \l "_Toc59081824" 4.1.1 Project Management Deliverables  PAGEREF _Toc59081824 \h 9  HYPERLINK \l "_Toc59081825" 4.1.2 Deliverable Approval Authority Designations  PAGEREF _Toc59081825 \h 14  HYPERLINK \l "_Toc59081826" 4.1.3 Deliverable Acceptance Procedure  PAGEREF _Toc59081826 \h 15  HYPERLINK \l "_Toc59081827" 4.2 Product Lifecycle  PAGEREF _Toc59081827 \h 15  HYPERLINK \l "_Toc59081828" 4.2.1 Technical Strategy  PAGEREF _Toc59081828 \h 15  HYPERLINK \l "_Toc59081829" 4.2.2 Product Development Deliverables  PAGEREF _Toc59081829 \h 15  HYPERLINK \l "_Toc59081830" 4.2.3 Deliverable Approval Authority Designations  PAGEREF _Toc59081830 \h 16  HYPERLINK \l "_Toc59081831" 4.2.4 Deliverable Acceptance Procedure  PAGEREF _Toc59081831 \h 16  HYPERLINK \l "_Toc59081832" 5.0 Project Work  PAGEREF _Toc59081832 \h 16  HYPERLINK \l "_Toc59081833" 5.1 Work Breakdown Structure (WBS)  PAGEREF _Toc59081833 \h 16  HYPERLINK \l "_Toc59081834" 5.2 Schedule Allocation -Project Timeline  PAGEREF _Toc59081834 \h 17  HYPERLINK \l "_Toc59081835" If Project and Product Deliverables changed since prior certification, please explain: The Planning phase has been expedited due to project timeline concerns. The changed dates reflect a need to get contract services and licensing in place sooner. Additionally, Training and Support services were not included previously.  PAGEREF _Toc59081835 \h 17  HYPERLINK \l "_Toc59081836" Deliverable  PAGEREF _Toc59081836 \h 18  HYPERLINK \l "_Toc59081837" Due Date  PAGEREF _Toc59081837 \h 18  HYPERLINK \l "_Toc59081838" Project Phase  PAGEREF _Toc59081838 \h 18  HYPERLINK \l "_Toc59081839" 5.3 Project Budget  PAGEREF _Toc59081839 \h 19  HYPERLINK \l "_Toc59081840" 5.4 Project Team  PAGEREF _Toc59081840 \h 19  HYPERLINK \l "_Toc59081841" 5.4.1 Project Team Organizational Structure  PAGEREF _Toc59081841 \h 19  HYPERLINK \l "_Toc59081842" 5.4.2 Project Team Roles and Responsibilities  PAGEREF _Toc59081842 \h 19  HYPERLINK \l "_Toc59081843" 5.5 Staff Planning and Resource Acquisition  PAGEREF _Toc59081843 \h 20  HYPERLINK \l "_Toc59081844" 5.5.1 Project Staff  PAGEREF _Toc59081844 \h 20  HYPERLINK \l "_Toc59081845" 5.6 Project Logistics  PAGEREF _Toc59081845 \h 20  HYPERLINK \l "_Toc59081846" 5.6.1 Project Team Training  PAGEREF _Toc59081846 \h 21  HYPERLINK \l "_Toc59081847" 6.0 Project Management and Controls  PAGEREF _Toc59081847 \h 21  HYPERLINK \l "_Toc59081848" 6.1 Risk and Issue Management  PAGEREF _Toc59081848 \h 21  HYPERLINK \l "_Toc59081849" 6.1.1 Risk Management Strategy  PAGEREF _Toc59081849 \h 21  HYPERLINK \l "_Toc59081850" 6.1.2 Project Risk Identification  PAGEREF _Toc59081850 \h 21  HYPERLINK \l "_Toc59081851" 6.1.3 Project Risk Mitigation Approach  PAGEREF _Toc59081851 \h 22  HYPERLINK \l "_Toc59081852" 6.1.4 Risk Reporting and Escalation Strategy  PAGEREF _Toc59081852 \h 22  HYPERLINK \l "_Toc59081853" 6.1.5 Project Risk Tracking Approach  PAGEREF _Toc59081853 \h 22  HYPERLINK \l "_Toc59081854" 6.1.6 Issue Management  PAGEREF _Toc59081854 \h 22  HYPERLINK \l "_Toc59081855" 6.2 Independent Verification and Validation IV&V (waiver to be sought)  PAGEREF _Toc59081855 \h 23  HYPERLINK \l "_Toc59081856" 6.3 Scope Management Plan  PAGEREF _Toc59081856 \h 23  HYPERLINK \l "_Toc59081857" 6.3.1 Change Control  PAGEREF _Toc59081857 \h 23  HYPERLINK \l "_Toc59081858" 6.4 Project Budget Management  PAGEREF _Toc59081858 \h 24  HYPERLINK \l "_Toc59081859" 6.4.1 Budget Tracking  PAGEREF _Toc59081859 \h 24  HYPERLINK \l "_Toc59081860" 6.5 Communication Plan  PAGEREF _Toc59081860 \h 25  HYPERLINK \l "_Toc59081861" 6.5.1 Communication Matrix  PAGEREF _Toc59081861 \h 25  HYPERLINK \l "_Toc59081862" 6.5.2 Status Meetings  PAGEREF _Toc59081862 \h 27  HYPERLINK \l "_Toc59081863" 6.5.3 Project Status Reports  PAGEREF _Toc59081863 \h 27  HYPERLINK \l "_Toc59081864" 6.6 Performance Measurement (Project Metrics)  PAGEREF _Toc59081864 \h 27  HYPERLINK \l "_Toc59081865" 6.6.1 Baselines  PAGEREF _Toc59081865 \h 27  HYPERLINK \l "_Toc59081866" 6.7 Quality Objectives and Control  PAGEREF _Toc59081866 \h 27  HYPERLINK \l "_Toc59081867" 6.7.1 Quality Standards  PAGEREF _Toc59081867 \h 28  HYPERLINK \l "_Toc59081868" 6.7.2 Project and Product Review and Assessments  PAGEREF _Toc59081868 \h 28  HYPERLINK \l "_Toc59081869" 6.7.3 Agency/Customer Satisfaction  PAGEREF _Toc59081869 \h 29  HYPERLINK \l "_Toc59081870" 6.7.4 Product Deliverable Acceptance Process  PAGEREF _Toc59081870 \h 29  HYPERLINK \l "_Toc59081871" 6.8 Configuration Management  PAGEREF _Toc59081871 \h 30  HYPERLINK \l "_Toc59081872" 6.8.1 Version Control  PAGEREF _Toc59081872 \h 30  HYPERLINK \l "_Toc59081873" 6.8.2 Project Repository (Project Library)  PAGEREF _Toc59081873 \h 30  HYPERLINK \l "_Toc59081874" 6.9 Procurement Management Plan  PAGEREF _Toc59081874 \h 30  HYPERLINK \l "_Toc59081875" 7. 0 Project Close  PAGEREF _Toc59081875 \h 30  HYPERLINK \l "_Toc59081876" 7.1 Lessons Learned  PAGEREF _Toc59081876 \h 30  HYPERLINK \l "_Toc59081877" 7.2 Administrative Close  PAGEREF _Toc59081877 \h 31  HYPERLINK \l "_Toc59081878" 7.3 Contract Close  PAGEREF _Toc59081878 \h 31  HYPERLINK \l "_Toc59081879" 7.4 Transition to Data Analytics Operational Support  PAGEREF _Toc59081879 \h 31  HYPERLINK \l "_Toc59081880" 7.5 PCC Presentation Project Closure  PAGEREF _Toc59081880 \h 31  HYPERLINK \l "_Toc59081881" Appendix A: Terms of Reference and Acronyms  PAGEREF _Toc59081881 \h 31  Revision History Revision NumberDateComment1.012/23/2020Draft PMP  The project goal is to meet the requirements of 2020s 54th Legislature in the State of New Mexico, SENATE BILL 96 (SB96) which appropriated to the Public Education Department three million dollars to implement, maintain and provide training for a Statewide Online Reporting System. SB96 legislation identifies the following requirements for the Statewide Online Reporting System: Establishing a standard chart of accounts (COAs) across school districts and charter schools Annual reporting of financials using the standard COAs across all school districts and charter schools Facilitation by stakeholder of online comparisons of financial data across all school districts and charter schools Financial data shall include school administrative costs and staff personnel costs Financial data shall include budget and expenditure data across schools for at risk students, bi-lingual and multicultural education services, and support for special education students Revenue sources including local, state and federal funding 1.0 Project Overview 1.1 Executive Summary- Rationale for the Project Critical project objectives for the success of this project includes: the definition of standard COAs modifications to the existing legacy financial system improvements in data collection from school districts and charter schools online publication of consolidated and detailed financial data ongoing training and technical support for the new Statewide Online Reporting System The business needs this project addresses are: Inconsistent financial reporting across local education agencies (LEAs) impedes: Outcome-based funding decisions Investment comparisons by funding source Administrative cost comparisons across LEAs Budget allocations to support students identified as at-risk, bilingual, multicultural, and eligible to receive special education services Identifying actual personnel costs Lack of transparency for stakeholders which leads to: Uninformed decision making Inequities in available services Higher costs and inefficient spending 1.2 Funding and Sources SourceAmountAssociated restrictionsApproversLaws 2020, Chapter 71, Section 2 $3,000,00054th Legislature in the State of New Mexico, SENATE BILL 96 (SB96)1.3 Constraints  NumberDescription1SB96 Legislation language and time constraints on use of funds by FY23.1.4 Dependencies 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 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 NumberDescriptionType M, D, E1existing legacy Financial System Operational Budget Management System (OBMS)M1.5 Assumptions NumberDescription1Public access to school level financial information2Student level data will be protected1.6 Initial Project Risks Identified  Internal PED staff capacity Staffing and skillsets are limited both on the IT and program side and could hinder project timelinesProbability - HIGHImpact - highMitigation Strategy include program and IT staff in the project Contingency Plan  - be prepared to hire contractors as needed Procurement Obstacles Delays in contract approvals and other procurementsProbability - MEDIUMImpact -highMitigation Strategy early inclusion of financial staffContingency Plan  - request timeline extensions DoIT Obstacles Delays in DoIT exception request approvalsProbability - LOWImpact -highMitigation Strategy early submission of exceptions requestsContingency Plan  - request timeline extensions  Legacy Financial System Modification Delays Delays implementing required modifications to the legacy financial system needed to implement the new Standard COAs Probability - LOWImpact -highMitigation Strategy early engagement of PED Financial Business owner in required modificationsContingency Plan  - request timeline extensions 2.0 Project Authority and Organizational Structure 2.1 Stakeholders nameStake in ProjectOrganizationTitleRyan Stewart, Ed. L.D.Agency HeadPED Cabinet SecretaryAdan DelgadoExecutive Sponsor/Executive Steering Committee (ESC) MemberPEDDeputy SecretaryMary MontoyaExecutive Steering Committee MemberPEDChief Information Officer (CIO)David CraigExecutive Steering Committee (ESC) Member, Business OwnerPEDDirector of Schools Budget BureauContract Project Manager PMProject Management Office (PMO)PEDProject ManagerSchool Districts and Charter schools173 LEAs (school districts and charters schools) provide school level financial data to the system Local Educations Agencies (LEA)LEAPublic (parents, teachers, students)Evaluation resources to address students needsPED programs Allocation of resources to address at-risk populationsState Education Agency (SEA)SEALegislative Finance Committee (LFC) and Legislative Educational Study Committee (LESC)Public trustNew Mexico (NM) Legislative CommitteeRegional Education Center (REC)Partner to school districts and ChartersNM Legislative CommitteeFederal Public Education AgencyEvaluation of resources to address students needsFederal Education Agency (FEA)FEA 2.2 Project Governance Structure 2.2.1 Executive Steering Committee Organizational Chart  2.2.2 Describe the role and members of the project steering committee 2.2.2.1 Steering Committee Chair Role The Executive Sponsor operates as the Chair for the Project Steering Committee. As such, the Chair is point person for the project within the highest level of PED. Responsibilities include: Champions the project; Considers potential changes facing the organization and assesses the organizational impact; Decides which changes will be instituted, communicates priorities and provides resources to ensure success; Responsible for creating an environment that enables changes to be made on time and within budget; Participates in planning sessions; Chairs the Steering Committee; and Ultimate project responsibility. 2.2.2.2 Steering Committee Member Role The Steering Committee provides governance over the direction and support of the project. The responsibilities of the Steering Committee Members include: Attend and participate in meetings; Review and provide comment on presented documentation; Balance larger picture versus details of the project; Review project funding and expenditures; Champion the project; and Contribute to lessons learned. 2.2.3 Organizational Boundaries, interfaces and responsibilities The key interfaces for stakeholders and PED programs impacted by the Statewide Financial Reporting Project will be through PED Divisions, PED Office of the CIO and IT Project Manager. The methods of communications utilized on the project will include: Status Reports and Briefings; Standing Core Team or Executive Steering Committee Meetings; Ad-hoc meetings; Electronic mail; Distribution of Meeting Minutes; Video conferencing and Phone conversations. 2.3 Executive Reporting A Communication Plan will be developed during the Planning Phase. That plan will include objectives, target audience, methods, frequency and single point of contact details. A copy of the plan is available in the PED IT PMO project repository. Reporting for this project will be subject to current standards from the State of New Mexicos (SONM) Department of Information Technology (DoIT); monthly reports will be submitted to DoIT. Monthly Dashboard reports will be generated according to New Mexico Public Education Departments (PED) standards and guidelines. In addition, Monthly ESC meetings will be held to provide the ESC with a high-level update on project status and any issues. 3.0 Scope 3.1 Project Objectives 3.1.1 Business Objectives Number DescriptionBusiness Objective 1From input from stakeholders define the scope for a statewide financial reporting system.Business Objective 2The new system will be based on standard COAs.Business Objective 3Reporting will be consistent from school, to LEA to PED.Business Objective 4The new system will make transparent each LEA actual spending and report each of the major financial categories in the COA. 3.1.2 Technical Objectives NumberDescriptionTechnical Objective 1Establish a Business Intelligence and Data Analytics cloud-based platform as a cornerstone architectural component TECHNICAL OBJECTIVE 2Establish secure architecture that accesses multiple data sourcesTECHNICAL OBJECTIVE 3Ensure compliance with all Federal, State and other regulatory security standards (e.g. Payment Card Industry Data Security Standard PCI-DSS, FERPA, PII, etc.)3.2 Project Exclusions Detailed Project Exclusions to be determined during the Planning Phase. 3.3 Critical Success Factors The following Quality Metrics are key to understanding the ability of the project to meet the end goals of the Executive Sponsor and the Business Owner, as well as the ability of the project team to stay within schedule and budget. See also section 6.7 Quality Objectives and Controls. NumberDescriptionQuality Metric 1The project is completed within approved budget.Quality Metric 2The project is completed within the approved schedule.QUALITY METRIC 3The system meets stated business objectives and requirements. 4.0 Project Deliverables and Methodology 4.1 Project Management Life Cycle PhaseSummary of PhaseKey DeliverablesInitiationDefine the scope, schedule and budget for performance, including business benefits to be achieved (measures of success). Conduct high level planning; including risk management and production cut over. Develop the strategy for delivering on the goals and objectives of the project, and all key planning documents. Identify key project team members and form Project Team. Conduct project kickoff meeting.Project Management Plan draft Project Schedule draft Risk Assessment Monthly DoIT Reports Project Certification Committee Certification Request (Plan)PlanDevelop tactical plan for delivering on the goals and objectives of the project and finalize all key planning documents. Confirm scope with the business and leadership Finalize vendor contracts (including IV&V, if applicable)PCC Certification Request (Implementation) Updated Risk Assessment Finalized Project Management Plan Baselined Project Schedule Monthly DoIT Reports PCC Certification Request (Implementation) Communications PlanImplementationFinalize requirements and develop Business Requirements Document (BRD) Enable and configure Data Analytics Conduct unit, systems and end to end testing Conduct Train the Trainer and End User Training BRD Test Strategy and Plan Test Results Training Plan Trainers Trained End User Training Cutover Plan Updated Risk Assessment Monthly DoIT Reports CloseoutMonitor production usage and provide operational support as required. Transition long term support to operational groups Close out financial and contractual instruments, and archive project documents as appropriate. Conduct Lessons Learned analysis Close projectLessons Learned Report Monthly DoIT Reports Project Closeout Report PCC Certification Request (Closeout)  4.1.1 Project Management Deliverables 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. 4.1.1.1 Project Management Plan draft Description - This 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. Deliverable Acceptance Criteria Contains sufficient detail about the project to convey a clear understanding of the project scope and objectives. Content should cover at a minimum schedule, budget, risk, organization structure, project and product deliverables, communications, change management, governance, project controls, testing, training, production cutover, and closeout.Standards for Content and Format - Compliant with DoIT Template Standards and guidelinesQuality Review - 1st Review: Project Manager, Deputy CIO 4.1.1.2 Project Schedule draft Description - The Project Schedule is the key project management tool by which the PED Statewide Financial Reporting Project will be managed. The Project Schedule contains all project key tasks, activities and milestones. Tasks and activities are defined with durations and deliverables, predecessor tasks, the deliverable associated with that task where one exists, and the resources necessary to complete the tasks. Once finalized and reviewed, the Project Schedule will be baselined, and reports will be generated based on the baseline and actual performance of the project team.Deliverable Acceptance Criteria - All Project Tasks, Milestones, and Deliverables detailed, with durations, predecessors, and resources entered.Standards for Content and Format - consistent with Best Practice Project Management Standards (PMBOK) and DoIT requirementsQuality Review - 1st Review: Project Manager, PMO Manager, Deputy CIO 2nd Level Review: ESC 4.1Quality Review - 1st Review: Project Manager, PMO Manager, Deputy CIO 2nd Level Review: ESC 4.1.1.3 Risk Assessment Description The Risk Assessment documents risk evaluations performed by project leadership during the initiation of the project. The project team then updates the risk assessment at the end of each phase of the project, or more frequently as needed. Each risk assessment is called out in the project schedule and in the RAID (Risks, Actions, Issues and Decisions) folder in the project document repository.Deliverable Acceptance Criteria - Contains sufficient detail for each phase of the project to convey clear due diligence review and assessment of project risks, impacts, and mitigation strategies for all areas (i.e.; project organization, requirements, planning, business, technology, change management, et cetera).Standards for Content and Format - Compliant with DoIT Template Standards and guidelinesQuality Review - 1st Review: Project Manager, Deputy CIO 2nd Level Review: ESC, IV&V Contractor.4.1.1.4 Communications Plan Description The PED Statewide Financial Reporting Project Communications Plan provides an approach for communications and support for the PED Statewide Financial Reporting Project. Deliverable Acceptance Criteria Provides a detailed description of the communications strategy and plan, including audiences, types of information, media and venues to be used in managing communications, and a communication matrix.Standards for Content and Format Follows accepted best practices and is compliant with DoIT Template Standards and GuidelinesQuality Review - 1st Review: Project Manager, Deputy CIO 4.1.1.5 Monthly DoIT Reports Description Provides governance with project base information, monthly updates on the project schedule and budget status, and monthly updates on project milestone completion.Deliverable Acceptance Criteria - All areas of the Project Status Report Form completed with sufficient levels of detail to convey complete understanding of the status to governance.Standards for Content and Format - Compliant with DoIT Standards Quality Review - 1st Review: Project Manager, Deputy CIO. 2nd Level Review: DoIT EPMO4.1.1.6 PCC Certification Request (all phases) Description - 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.Deliverable Acceptance Criteria - All areas of the Request for Certification and Release of Funds Form completed with sufficient levels of detail to convey complete understanding of the effort to governance.Standards for Content and Format - Completed to DoIT StandardsQuality Review - 1st Review: Project Manager 2nd Level Review: Deputy CIO4.1.1.7 Independent Verification and Validation (IV&V) Contract and Reports- TBD 4.1.1.8 Add Data Analytics related entries 4.1.1.9 Test Strategy and Plan Description - The Test Strategy and Plan will consist of unit, system, end to end process, and end user quality acceptance testing cycles, and it will include testing related to work flows, configuration, data conversion, interfaces, training materials and performance or response times.Deliverable Acceptance Criteria - Test Strategy documents the overall strategy for testing the processes and modules being delivered by the project, and communicates the scope and phases of testing, the components that will tested, details any dependencies between testing phases and other projects, and how the testing processes will be completed and managed. The Test describes in detail the tactical methods by which the Test Strategy will be implemented.Standards for Content and Format - Project Management Best Practice and DoIT StandardsQuality Review - 1st Review: Project Manager, PMO Manager, Deputy CIO, CIO 4.1.1.10 Training Plan Description - The Training Plan will address methods and procedures for training trainers and conducting end user training.Deliverable Acceptance Criteria The Training Plan will describe the methods and procedures for delivering training to trainers and end users at a detailed level. The Training Plan will also delineate the course material that will be taught, describe the different courses and content, and detail the schedule for training. The Training Plan should also include a training matrix defining which staff will receive what training.Standards for Content and Format - Project Management Best Practice and DoIT StandardsQuality Review - 1st Review: Project Manager, PMO Manager, Deputy CIO, CIO  4.1.1.11 Production Cutover Plan Description - The Production Cutover Plan will document the requirements for operational and technical readiness, detail the cutover process, describe support mechanisms and processes during the first four weeks (warrantee period) of production use, and describe the process for rolling back in the unlikely event that the solution must be taken back out of production once the cutover has occurred.Deliverable Acceptance Criteria - Conveys a clear understanding of the decision criteria and metrics by which production readiness will be evaluated, roles and responsibilities of individuals providing support, and the procedure that will be implemented in the unlikely event that a rollback must be implemented.Standards for Content and Format - Project Management Best Practice and DoIT standardsQuality Review - 1st Review: Project Manager, Deputy CIO 2nd Level Review: ESC 4.1.1.12 Lessons Learned Report Description A report detailing those elements of the project that could be improved upon, and those aspects of the project that went very well, typically developed from the perspectives of leadership, team members, and from the customer. Designed to support continuous process improvement.Deliverable Acceptance Criteria Effectively captures and documents the lessons learned from the project from multiple perspectives, in a way that the lessons may be applied on future projects to advantage.Standards for Content and Format - Project Management Best Practice and DoIT standardsQuality Review - 1st Review: Project Manager, Deputy CIO 2nd Level Review: ESC 4.1.1.13 Project Closeout Report Description A report that is used to request that the project be officially closed.Deliverable Acceptance Criteria - Production use achieved with satisfactory usage, and warranty period has passed without significant events to justify extending the project team support; all project documentation filed and/or archived; lessons learned analysis completed; benefits realization in progress.Standards for Content and Format - Developed in accordance with Project Management Best Practices and to DoIT StandardsQuality Review - 1st Review: Project Manager; Deputy CIO 2nd Level Review: Executive Sponsor; DoIT; PCC4.1.1.5 Monthly PED Dashboard Reports Description Provides governance with project base information, monthly updates on the project schedule and budget status, and monthly updates on project milestone completion.Deliverable Acceptance Criteria - All areas of the Project Status Report Form completed with sufficient levels of detail to convey complete understanding of the status to governance.Standards for Content and Format - Compliant with DoIT Standards Quality Review - 1st Review: Project Manager, Deputy CIO. 2nd Level Review: DoIT EPMO4.1.2 Deliverable Approval Authority Designations Complete the following table to identify the deliverables this project is to produce, and to name the person or persons who have authority to approve each deliverable. Deliverable NumberDeliverableApprovers (Who can approve)Date ApprovedPRJ-DEL-001Risk AssessmentMary Montoya, CIOPRJ-DEL-002Communications PlanMary Montoya, CIOPRJ-DEL-003Project Management Plan (PMP)Mary Montoya, CIOPRJ-DEL-004Project ScheduleESCPRJ-DEL-005Implementation Cutover PlanESCPRJ-DEL-006Project Closeout ReportMary Montoya, CIO4.1.3 Deliverable Acceptance Procedure Project deliverables will be developed collaboratively and iteratively by the lead project manager working with the balance of the project team and partner project managers from the legacy Financial System (OBMS) Vendor. Once a deliverable is deemed to be complete by the lead project manager and partner project managers, the deliverable will be submitted to the Deputy CIO for review and approval. Issues identified in this Deliverable Acceptance Procedure will follow the Issues Escalation Process that is described in a subsequent section of this document. Depending on the deliverable, it may be submitted to the SONM DOITs Enterprise Project Management Office (EPMO) or Project Certification Committee (PCC) for further review and approval. 4.2 Product Lifecycle The project will be conducted in accordance with Project Management best practice and in compliance of SONM statutes and DoIT requirements. 4.2.1 Technical Strategy Detailed Strategy will be created during the Planning Phase. Anticipated Project Outcomes (To Be Refined During Planning Phase): 4.2.2 Product Development Deliverables 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 Description Deliverable Acceptance Criteria Standards for Content and Format Quality Review - 1st Review: 2nd Level Review: 4.2.2.2 Description Deliverable Acceptance Criteria - Standards for Content and Format Quality Review - 1st Review: 2nd Level Review: 4.2.2.3 Description Deliverable Acceptance Criteria Standards for Content and Format Quality Review - 1st Review: 2nd Level Review:  4.2.3 Deliverable Approval Authority Designations Deliverable NumberDeliverableApprovers (Who can approve)Date ApprovedPROD-DEL-001Detailed Deliverables will be created during the Planning Phase.PROD-DEL-002PROD-DEL-003PROD-DEL-004PROD-DEL-005PROD-DEL-006PROD-DEL-0074.2.4 Deliverable Acceptance Procedure Please refer to Section 4.1.3 of this Project Management Plan 5.0 Project Work 5.1 Work Breakdown Structure (WBS) The following WBS is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. IdentifierWork Package DescriptionDefinition/ObjectiveMilestone/Deliverable1PED Statewide Financial ReportingN/ANone1.1 Project ManagementManage Scope, Schedule, Budget Risk and CommunicationsProject Scope Completed on schedule and within budget Monthly DoIT Status Reports1.2 Initiation PhaseFinalize Project Charter, Complete Risk Assessment, Draft PMP and Schedule, and develop Communications PlanProject Charter Initial Risk Assessment PMP draft Initial Project Schedule 1.3 Planning PhaseFinalize PMP and baseline schedule, and execute IV&V contract, if applicable,PMP Schedule Baselined Communications Plan IV&V Contract, if applicable1.4 Implementation PhaseIdentify deployment issues, enable and configure Data Analytics, configure and integrate visualization tool, and conduct unit and end to end testingStatewide Financial Reporting Module(s) enabled and configured Unit and End to End Testing Completed1.5 Deployment PhaseConduct Train the Trainer and End User Training; Trainers Trained End Users Trained Statewide Financial Reporting deployed1.6 Closeout PhaseProvide Operational support during warranty period, transition support to operations, conduct lessons learned review and complete closeout activitiesTransition to Production Support Lessons Learned Report Closeout Report *The above items will be updated during the project planning phase. 5.2 Schedule Allocation -Project Timeline The following project timeline is a high-level view of project activities with a focus on project milestones. A detailed project schedule will be created during the Planning Phase. Project and Product DeliverablesIf Project and Product Deliverables changed since prior certification, please explain: The Planning phase has been expedited due to project timeline concerns. The changed dates reflect a need to get contract services and licensing in place sooner. Additionally, Training and Support services were not included previously. DeliverableDue DateProject Phase PCC Certification for Project Initiation Approved10/22/2020Initiation Stakeholder Identification11/30/2020InitiationFinal Project Charter12/7/2020InitiationDraft Project Management Plan12/10/2020InitiationPCC Certification for Project Planning Approved12/23/2020InitiationConduct focus groups to elaborate on stakeholder requirements1/15/2021PlanningRefine Project Schedule2/1/2021PlanningDefine Scope of Work for modifications to the legacy financial system2/1/2021PlanningProcure Business Intelligence and Data Analytics tool and hosting platform2/1/2021PlanningIdentify minimal set of Use cases2/28/2021PlanningDefine data integration approach between the legacy financial system and the cloud-based Business Intelligence and Data Analytics platform3/15/2021PlanningDefine integration between PED website and the cloud-based Business Intelligence and Data Analytics platform3/15/2021PlanningHire internal staff to support the project4/1/2021PlanningDefine Data Governance and Data Privacy requirements4/1/2021PlanningFinal Project Management Plan 4/1/2021PlanningPCC Certification Implementation Approved4/15/2021PlanningBegin Initial Reporting and Dashboards 5/1/2021ImplementationChart of Account implementation completed6/1/2021ImplementationLegacy financial system modifications completed8/1/2021ImplementationTraining Services defined and delivered11/30/2021ImplementationInitial Reporting and dashboard implementation completed12/31/2021ImplementationReporting and dashboard enhancements and support 6/1/2023ImplementationLong-term support services defined6/15/2023ImplementationProject Lesson Learned collected6/15/2023ImplementationPCC Certification for Project Closeout6/30/2023Closeout5.3 Project Budget The following is a list of cost estimates applied to an activity in the project by assigning resources with associated rates or fees. IdentifierWork Package or Budget CategoryCostContract Project Manager & Business Analyst Services (Initiation through Closeout)$340,000.00Planning Phase$2,467,000.00Implementation Phase$193,000.00Closeout Phase$0Total Project Budget$3,000,000.005.4 Project Team 5.4.1 Project Team Organizational Structure  A detailed Project Team Organizational Team Structure will be created during the Planning Phase 5.4.2 Project Team Roles and Responsibilities The following is a list of team members, their role, responsibilities and functional areas. RoleResponsibilityNameFunctional AreaExecutive SponsorStrategic GuidanceAdn DelgadoGovernance and LeadershipCIOStrategic GuidanceMary MontoyaGovernance and LeadershipSchools Budget Bureau DirectorStrategic GuidanceDavid CraigGovernance and LeadershipDeputy CIOStrategic GuidanceRichard TrujilloGovernance and LeadershipPMO ManagerStrategic GuidanceTo Be Determined (TBD)Governance and LeadershipProject ManagerPED Statewide Financial Reporting Project ManagerTBDProject ManagementBusiness Intelligence AnalystTBDWeb Solutions DeveloperTBD5.5 Staff Planning and Resource Acquisition Detailed Project Staff Planning and Resource Acquisition will be created during Panning Phase. 5.5.1 Project Staff Resource Cost EstimateEstimated HoursAvailabilitySkill SetWork Product/ DeliverableTBD during Planning phase5.6 Project Logistics  Team members will be in continuous contact either physically or via email and conference calls. All project team meetings will include web conferencing technology so that remote team members may participate fully in the project. All project documentation will be maintained in a shared document repository and distributed through email. 5.6.1 Project Team Training At the time this PMP is being drafted, no team training requirements have been identified. Should the need arise to train new team members, that training will be accomplished by way of pairing a new member with an existing member, or by scheduling training to meet the identified need. 6.0 Project Management and Controls 6.1 Risk and Issue Management The PED Statewide Financial Reporting Project is adhering to the DoIT Methodology as it relates to Risk Management and Issues Management. Both Risk Management and Issues Management are documented and tracked utilizing a Risks, Actions, Issues and Decisions tracking tool originally developed by DoIT. Risk and Issues will be a core element to project meetings, and the tracking tool will be available to all stakeholders by way of the PMO Shared Drive and regular email distributions. 6.1.1 Risk Management Strategy A Risk Assessment and Report was developed during the first few days and weeks of the project and is on file on the PMO Shared Drive. A Risk Log will be created at that same time and is also maintained and updated at frequent intervals. It is filed and maintained in the same PMO Shared Drive folder. Tasks have been established in the project schedule for updating the Risk Assessment Report prior to each project stage gate. Risk Identification is a standing item on the Core Team Meeting Agenda to ensure that risk awareness remains at a high level across the project team over the lifecycle of the project. Prior to Phase Gates, the Core Team will elevate emphasis on Risk and Issue Identification and Management. The Risk Log is referred to and updated regularly by the Project Manager. All project personnel have access to the Risk Log and may submit a perceived risk at any time. 6.1.2 Project Risk Identification Risks may be identified at the project level or by a few other criteria. A column entitled Category has been added to the Risk and Issues Log, which provides any stakeholder with another method for parsing the risks by area of responsibility, thereby aligning risks with the project organizational structure. As indicated above, any member of the team may identify and log either a risk or an issue at any time. Team Members and Stakeholders are encouraged to raise risks and issues anywhere and anytime they are perceived. 6.1.3 Project Risk Mitigation Approach The Project Teams approach to risk mitigation is based on conservativism and pro-activity. Any perceived risk will be granted due diligence, objective consideration. A mitigation strategy will be developed as appropriate. The PED Statewide Financial Reporting Project Team will be pro-active and strive to create a culture where team members are encouraged to raise risks and issues wherever they are perceived. The Team is similarly committed to elevating awareness of risks and issues to the Steering Committee and Governance to seek collaborative and timely mitigation strategies. 6.1.4 Risk Reporting and Escalation Strategy Risks may be raised by anyone at any point during the project lifecycle. Risks may be reported via email or entered directly into the Risk Log and then reported to the Project Manager for consideration and disposition. Risks will be evaluated by the Project Manager and Core Team. All Risks reported will remain on the Risk Log, though they may be moved to a Closed status as appropriate. All new risks will be discussed in the weekly team meetings and will be disclosed on the Project Managers weekly status reports to Steering Committee Members and other Stakeholders. Risks of Likely or higher probability or Medium or higher impact will be presented at the monthly Steering Committee meetings. The contingency plans for each will be discussed, as will the mitigation plans. 6.1.5 Project Risk Tracking Approach All project risks will be tracked using the Risks, Actions, Issues and Decisions (RAID) Tracking tool described above. As previously noted, new risks will be discussed at project team meetings, and all open risks will be reviewed by the Core Team monthly to assess changes in probability or impact. The Risk and Issues Log is available at any time on the Information Technology Division (ITD) TD PMO Shared Drive (PED Statewide Financial Reporting), or upon request to the Project Manager. 6.1.6 Issue Management 6.1.6.1 Internal Issue Escalation and Resolution Process Internal issues will be addressed and escalated in a manner like that of the Risks. Internal Issues can be raised by any team member or stakeholder. Issues will be maintained in the RAID folder described above. New Issues will be discussed at the Core Team Meeting and assigned, dispositioned, or escalated as appropriate. As appropriate, Internal Issues will be escalated to the Office of the CIO, Steering Committee, DoIT, or other governance body. 6.1.6.2 External Issue Escalation and Resolution Process External Issues will have the same escalation and resolution process as internal issues, except for the need to reach out to and engage the external agency or entity involved. At the core, the Project Team will seek collaborative and mutual agreeable resolutions to issues. 6.2 Independent Verification and Validation IV&V (waiver to be sought) Independent Verification and Validation (IV&V) is the process of evaluating a system to determine compliance with specified requirements and whether the products of a given development phase fulfill the requirements established during the previous stage. Each of these activities is performed by an organization independent of the development organization. IV&V requirements will be met as follows: The IV&V Contractor will: Attend a broad range of project meetings to assess overall project health, including conductinginterviews with a diverse sample of project stakeholders; Provide an independent escalation path for project issues and project inhibitors; Provide early, proactive insight into project risks with recommendations; Facilitate early detection and correction of errors/issues; Enhance the project management teams understanding of how to apply industry best practices to specific project approach; Assist with improving compliance with the projects performance, schedule, and budget requirement; and Provide valuable assessments of products and processes throughout the project lifecycle. 6.3 Scope Management Plan Conducting regular team meetings to review status, progress, near term plans, issues and action items are core to the team management. Progress on the project will be tracked via frequent updated to the project schedule and reported on weekly in the Project Status Reports. Throughout the project lifecycle, items outside of authorized scope will be pushed to a parking lot by default, evaluated by the Core Team and escalated, if necessary, to the Office of the CIO (OCIO) and ESC for resolution. The Change Control process detailed below describes how change items will be processed. 6.3.1 Change Control 6.3.1.1 Change Control Process Change Control will initially come into the projects visibility as an Issue, Action Item or Risk. Change Control items are expected to surface primarily during the requirements and design phases of implementation, but irrespective of when and how they surface, the process of evaluating, escalating and resolving the Change Item (CI) will be the same. CIs will be documented in the RAID folder on the PED Statewide Financial Reporting Project document repository, utilizing a MS-Word template provided. CIs will be detailed there, with specific information required, including: Brief Description Detailed Description Date CI Submitted Submitted By Business Owner (Director Benefitting/Requiring) Business Justification Cost Benefits Decision Required by Date Status Progress Notes Resolution Once a CI has been submitted, a meeting of the Core Team Leadership will be convened, including the Project Manager(s), CIO, Business Owner, B-Subject Matter Expert (SME) Lead, and project leads as appropriate. The Project Leadership Group will consider the CI, its justification, costs and benefits, and make a recommendation on the resolution of the CI. CIs resolved there by a unanimous vote will be escalated to the ESC for approval. Those CIs either not resolved, or where resolution is by less than a unanimous vote will be escalated to the ESC (Change Control Board) for evaluation and final resolution. 6.3.1.2 Change Control Board (CCB) As described above under section 6.3.1.1, the Steering Committee will serve as the CCB, who will make a final determination on any CIs. 6.4 Project Budget Management Project costs are as defined above under Sections 5.5.1 and 5.5.2. All costs related to project staff are included in the project schedule and projected out over the lifecycle of the project. Project costs will be projected using an MS-Excel spreadsheet containing monthly forecasts of costs for contract resources, software, and contingencies. Actual costs will be reported against this forecast, and variances reported monthly. The cost variance will be combined with schedule variance reporting to derive and report earned value progress for monthly reporting to the ESC and DoIT. 6.4.1 Budget Tracking All hourly contract resources will report their hours worked to the Project Manager. Other charges are fixed price, in which case the related contract deliverables will be tracked as per the terms of the individual contracts to ensure they remain on scope, schedule and budget to an acceptable level of quality. The Project Manager will utilize the staff status and time reports to prepare the Project Status Report each week, which will include a project accounting. At month end when invoices are received from contractors, hours reported in the staff status reports will be reconciled to the invoices. 6.5 Communication Plan The PED Statewide Financial Reporting Project Communication Plan will provide an approach for communications and support for the project. The purpose of this document is to facilitate centralized communications between identified project audiences. Correlating each type of audience and their communications needs with standardized methods of communications optimizes the communications processes and helps to ensure a consistent message to all. In all communications the objectives are to enable processes that convey project awareness, status, and issues; and provide a means for feedback. The PED Statewide Financial Reporting Project has identified four broad categories of audiences: Project Core Team; Extended Project Team (includes Steering Committee, Technology and Business Owners, governance and other stakeholders); Internal (PED); and External (other agencies and branches of government in New Mexico State, taxpayers, citizens, and other interested parties). Various types of information will be communicated over the life of the PED Statewide Financial Reporting Project. Five information categories have been identified: Project Execution (information relating to day-to-day project procedures); Project Status; Process Focused; Project Awareness Information; and Governance. A detailed matrix has been created to match audiences with the appropriate type of information. Frequency and media have also been identified for each type of communication. The communication matrix will serve as the primary guidance to the project team regarding the who, what, where, when, why and how the PED Statewide Financial Reporting Project team will communicate with project stakeholders. 6.5.1 Communication Matrix The communications matrix matches the various types of information with the appropriate audiences. In addition, the matrix identifies the communications frequency (i.e., Daily, Bi-Weekly, Weekly, Monthly, Quarterly, As Needed, On Document Publication, or Upon Joining Project) and vehicle for the information, organized by audience. The matrix format is dynamic in that it allows for changes in types of information received, how often and in what format. A significant amount of the information communicated is focused within the Project Team. Fundamentally, a well-informed team is better prepared to effectively communicate the strategy, goals, objectives and status of the Project efforts. Too, most of the communications information originates within the team. It follows then that effective communications within the Project Team contributes to the success of the communication efforts with the other audiences. StakeholderDefinitionTopicInformationVehicleFrequencyPurposeProject Core TeamProject Manager, Team Leads, Subject Matter Experts, and other individual contributorsProject Execution Status StatusCore team project accomplishments, project progress, issues and challenges High-level project status / progress (Weekly Highlights)Project Team Lead Meeting / Individual Team MeetingOngoingFor Your Information/For Your Approval FYI / FYAProject Extended TeamLeadership Team, Steering Committee, Client AgenciesStatusHigh-level project status / progress (Weekly Highlights) A reporting session covering key points in the project. Confirm direction; cultivate sponsorship and report status, findings and issues Senior Executives high-level update of the project progress Overview of project progress submitted to the PMOe-Mail Steering Committee Meeting Existing executive meeting Monthly e-mailWeekly Monthly Monthly MonthlyUpdate / FYI / FYA 6.5.2 Status Meetings Various status meetings are conducted on a frequent basis: Project Core Team meetings will typically be conducted on a weekly basis. Steering Committee Meeting meets the last week each month; More frequent meetings with leadership and other stakeholders as appropriate or as needed. 6.5.3 Project Status Reports As noted above, contract personnel billing to the project will submit status reports weekly to the Project Manager. The Project Manager will incorporate these in the weekly Project Status Reports, which will include activities and accomplishments, plans for the next reporting period, and any comments, suggestions, issues, concerns or questions. The project status reports will be submitted to the OCIO each week, and a copy of each status report will be filed in the project document repository on the PMO Shared Drive. Monthly status reports will be submitted to PED and DoIT in accordance with PED and DoIT requirements. 6.6 Performance Measurement (Project Metrics) The Project Manager, OCIO, Business Sponsor, and Executive Sponsor will define the project metrics that will be used to control the project, and these are enumerated in the table below. Metrics are collected for measuring the progress of a project against its planned budget, schedule, resource usage, and error rates, and of establishing a historical database, which will aid in planning and forecasting future projects. A set of suggested performance metrics is included below. These will be reviewed by the project leadership during the planning phase and finalized. Metric TypeMetricGoalScheduleSchedule Variance (Schedule Value Index)>= 1.0BudgetBudget Variance (Cost Value Index)>= 1.0QualityKey Project Documents Approved by Leadership100% 6.6.1 Baselines Project AreaCategoryMeasureProject ScheduleScheduleOn or aheadProject BudgetBudgetUnderProject ScopeScope Control0 Change Orders6.7 Quality Objectives and Control The PED Statewide Financial Reporting project goal is to conduct a timely, cost effective implementation without modifying or customizing the software. These are the Quality Objectives by which the project will be judged. Quality Control will be further demonstrated in the Test Strategy and Plan as well as the Training Plan. 6.7.1 Quality Standards No.Quality StandardTracking Tool or Measure1NM Taxation Administration ActCompliance with the New Mexico Selected Taxation and Revenue Laws and Regulations (2018 Edition)2Project Management Body of Knowledge (PMBOK), 6th EditionSchedule, Scope, Budget, Communications, Risks, Actions, and Issues Management and Control conducted in accordance with best practice as defined by PMBOK3Information Technology standards defined within the Information Technology framework by DoITPCC Presentations, Certifications and funding release Monthly status reports to DoIT4Federal Tax Information (FTI), and Personal Identifiable Information (PII) best practice standards.Compliant with NMAC 2.60.8 Compliant with Policies, Procedures and Best Practices 5End User adoption and satisfactionEnd user surveys Issues and trouble reports submitted during warranty period following production cutover 6.7.2 Project and Product Review and Assessments Review TypeQuality StandardToolsReviewerReportsRequirementsNM Statutes; Steering Group PoliciesMS-Visio, MS-Excel, MS-Word, Fast Central RepositoryDeputy CIO; Business Owner; PED Statewide Financial Reporting Project ESCBRDPlansPMBOK DoITMS-Word, MS-ProjectDeputy CIO; Business OwnerPMP, Communications Plan, Training Plan, Test PlanMilestonesPMBOK DoITMS-ProjectDeputy CIO; Business Owner; ESCStatus Reports ESC PresentationsTestingPMBOK DoITMS-Word MS-Excel NMT EnvironmentDeputy CIO; Business Owner; ESCStatus Reports Test Strategy and Plan Use Cases Test Results6.7.3 Agency/Customer Satisfaction Customer and Agency satisfaction will be assessed on an on-going basis by the PED Statewide Financial Reporting Project Manager and Team. Weekly (Stakeholder) and Monthly (DoIT) Status reports and ESC Meetings will be the primary mechanisms by which the PED Statewide Financial Reporting Project Team will communicate progress, goals and objectives, and call out issues and benefits. Project reporting metrics will provide primary feedback on schedule and budget performance, and we will coordinate our efforts with initiatives wherever synergy and common interests exist. The Project Manager will meet with the ESC monthly to ensure project performance is meeting expectations, and with others in leadership as needed to ensure customer and agency satisfaction, 6.7.4 Product Deliverable Acceptance Process All products produced by the PED Statewide Financial Reporting Project will be reviewed by oversight groups and leadership. Testing the Data Analytics modules and end to end processes will have several dimensions to ensure quality and consistency in all deliverables. Requirements will be documented in the Business Requirements Document (BRD) and formally signed off by the Business Owner. Requirements will in turn be mapped to test cases to ensure full coverage in the testing. The Testing itself will be cumulative and iterative to ensure that there are no gaps in the testing coverage. Unit Testing will be followed by End to End Process Testing. End to End Process Testing will consist of running transactions through their entire life cycle (i.e., payment to distribution). Following completion of End to End Process Testing, a final round of End User Acceptance Testing will be undertaken. Staff from various field offices receiving the technology will be engaged to process work using the PED Statewide Financial Reporting technology and provide feedback to the project team regarding the experience. Prior to beginning production use of the PED Statewide Financial Reporting technology, an evaluation will be made regarding operational readiness in several areas, including training readiness, technical readiness, quality assurance testing readiness, and operational support readiness. The results of that evaluation will be presented to the ESC, which will make the final determination on approving the production cut-over. 6.8 Configuration Management Detailed configuration management will be created during the Planning Phase. . 6.8.1 Version Control To be determined based on the outcome of the project planning phase. 6.8.2 Project Repository (Project Library) The PED Statewide Financial Reporting Project repository will be maintained utilizing the PMO Shared Drive. 6.9 Procurement Management Plan The PED Statewide Financial Reporting Project includes procurement of Project Management and Business Analyst services through TEKsystems, software modification services from RESPEC Vendor, Business Analyst support and Business Intelligence Analyst to be determined during planning phase. All procurement has been or will be conducted in accordance with established standards and procedures promulgated by State Purchasing Division (SPD) and in accordance with DoIT guidelines. 7. 0 Project Close Project Close consists of evaluating the project execution from a best-practice perspective, closing out administrative elements of the project, and contractual and financial aspects of the project as it relates to external vendors. A final element to the closeout relates to handing off ownership of the systems to the business, through transition to the Data Analytics Operations for on-going support. The final step in the Project Close is a presentation to DoITs PCC, which will review the closure request. Completing these activities is a mandatory step in the project life cycle. 7.1 Lessons Learned Closure of the PED Statewide Financial Reporting Project will begin with a series of Lessons Learned Review working sessions. All project team members will be encouraged to participate and other stakeholders to be invited. The results of that review will be documented and included in the Project Closeout Report. 7.2 Administrative Close Administrative activities complete the internal needs for managing the project, such as records archival, recording the last hours against the project, transitioning staff to other assignments. Administrative closure consists of verifying that objectives and deliverables were met and transitioning remaining relevant documentation to the appropriate agencies providing on-going support. 7.3 Contract Close Contractual activities must meet the contractual needs, such as executing a procurement audit and formal acceptance of the project work products. Contract close is similar to the administrative close in that it involves product and process verification for contract close. 7.4 Transition to Data Analytics Operational Support Closeout will also include formalizing the hand-over of support responsibilities to appropriate staff within PED, for end user training and technical support. 7.5 PCC Presentation Project Closure The Closeout Request and Presentation will be submitted to the PCC, and based on the approval of the PCC, the Project will be closed. Appendix A: Terms of Reference and Acronyms - A - Acceptance Criteria The criteria that a system or component must satisfy in order to be accepted by a user, customer, or other authorized entity. [IEEE-STD-610] Acceptance Testing Formal testing conducted to determine whether or not a system satisfies its acceptance criteria and to enable the customer to determine whether or not to accept the system. [IEE-STD-610] Action Item work that requires follow up. Typically has a single owner and a need by or due date. A/Is are generally small relative to scheduled tasks, but discrete in terms of the deliverable. The other differentiating factor on A/Is are that they normally have a bearing on risks and issues if not completed in a timely manner. Assumptions Planning factors that, for planning purposes, will be considered true, real, or certain. Assumptions generally involve a degree of risk. They may be documented here or converted to formal risks. - B - Baseline A specification or product that has been formally reviewed and agreed upon that thereafter serves as the basis for further development, and that can be changed only through formal change control procedures. [IEEE-STD-610] - C - Change Management Log The change management log lists the current status and project impact of each planned or enacted project change request. The log shows at a glance the current impact of change on the project. The Project Manager in a MS-Excel Worksheet format will maintain the change management log. The log will be updated when a proposed or approved PCR is received. The log will be reviewed at the weekly Leadership meeting and reported on in the Weekly Status report. Configuration Management (CM) A discipline applying technical and administrative direction and surveillance to identify and document the functional and physical characteristics of a configuration item, control changes to those characteristics, record and report change processing and implementation status, and verify compliance with specified requirements. [IEEE-STD-610] Constraints Factors that will (or do) limit the project management teams options. Contract provisions will generally be considered constraints. Contingency Planning The development of a management plan that identifies alternative strategies to be used to ensure project success if specified risk events occur. Crashing Taking action to decrease the total duration after analyzing a number of alternatives to determine how to get the maximum duration compression for the least cost. Critical Path The series of activities that determines the duration of the project. The critical path usually defined as those activities with float less than or equal to specified value often zero. It is the longest path through the project. - D - Deliverable Any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or part of a project that is subject to approval by the project sponsor or customer. Dependencies, Discretionary Dependencies defined by the project management team. They should be used with care and usually revolve around current Best Practices in a particular application area. They are sometimes referred to as soft logic, preferred logic, or preferential logic. This may also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle. Dependencies, Mandatory Dependencies that are inherent to the work being done. In some cases, they are referred to as hard logic. Dependency Item A product, action, piece of information, etc., that must be provided by one individual or group to a second individual or group so they can in turn perform a planned task. Duration The number of work periods (not including holidays or other nonworking periods) required to complete an activity or other project element. Duration Compression Shortening the project schedule without reducing the project scope. Often increases the project cost. - E - Effort The number of labor units required to complete an activity or other project element. Usually expressed as staff hours, staff days, or staff weeks. End User The individual or group who will use the system for its intended operational use when it is deployed in its environment. - F - Fast Tracking Compressing the project schedule by overlapping activities that would normally be done in sequence, such as design and construction. FCR Fast Central Repository, the Fast Enterprises methodology and tool set utilized for managing GenTax and Tapestry deployments. Float The amount of time that an activity may be delayed from its early start without delaying the project finished date. Formal Review A formal meeting at which a product is presented to the end user, customer, or other interested parties for comment and approval. It can also be a review of the management and technical activities and of the progress of the project. - I - Integrated Project Plan A plan created by the project manager reflecting all approved projects and sub-projects. IPS Integrated Project Schedule; a master schedule created by the project manager reflecting all approved project activities of the main project and sub-projects. Issue an event or condition that has negative consequences for the project. Issues are current, recoverable and can be mitigated in some way. An issue differs from a risk in that a risk hasn't happened yet. ITD Information Technology Division, a division within the Taxation and Revenue Department - L - Lessons Learned The learning gained from the process of performing the project. Lessons learned may be identified at any point during the execution of the project. - M - Method A reasonably complete set of rules and criteria that establish a precise and repeatable way of performing a task and arriving at a desired result. Methodology A collection of methods, procedures, and standards that defines an integrated synthesis of engineering approaches to the development of a product. Milestone A scheduled event for which some individual is accountable and that is used to measure progress. - N - Non-technical Requirements Agreements, conditions, and/or contractual terms that affect and determine the management activities of an architectural and software project. - O - OLA Operations Level Agreement - P - Performance Reporting Collecting and disseminating performance information. This includes status reporting measurement, and forecasting. PMBOK Project Management Body of Knowledge PMI Project Management Institute Point of Sale (POS) System a POS System is a combination of hardware and software utilized to process a sales transaction and payment for goods or services. Procurement Planning Determining what to procure and when. Product Scope The features and functions that characterize a product or service. Program A group of related projects managed in a coordinated way. Programs include an element of ongoing work. Project Change Request forms A PCR (Project Change Request) is a request for change on the project. It has two parts, one for estimating the cost to investigate the PCR, the other to determine how much the PCR will cost to implement. All project changes require an approved PCR. Project Charter A document issued by senior management that formally authorizes the existence of a project. It provides the project manager with the authority to apply organizational resources to project activities. Project Leader (Technical) The leader of a technical team for a specific set of tasks. Typically referred to as the Technical Lead, they have technical responsibility, and provide technical direction to the staff working on the tasks. Project Management The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Project Management is also responsible for the oversight of the development and delivery of the architecture and software project. Project Manager The role with responsibility for an entire project. The individual who directs, controls, administers, and regulates a project. The project manager is the individual ultimately responsible to the customer. Program Management Office (PMO) An organizational entity responsible for management and oversight of the organizations projects. As a specific reference in this document, the Office of the Chief Information Officer. Project Management Plan (PMP) A formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost, and schedule baselines. The Project Management Plan (PMP) is a project plan. Project Schedule A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. Software products such as ABTs Workbench and Microsoft Project are tools used to develop project schedules. Project Scope The work that must be done to deliver a product with the specified features and functions. Project Sponsor The individual that provides the primary sponsorship for an approved project. This individual will play a key role in securing funding, negotiating for resources, facilitating resolution of critical organizational issues, and approving key project deliverables. - Q - QMP Quality Management Plan Quality The degree to which a system, component, or process meets specified requirements. The degree to which a system, component, or process meets customer or user needs or expectations. [IEEE-STD-610] Quality Management The process of monitoring specific project results to determine if they comply with relevant standards and identifying ways to eliminate causes of product non-compliance. - R - Risk Possibility of suffering loss. An uncertain future event or condition that, if it occurs, will have a positive or negative effect on a projects objectives. Although in theory risks can be positive, project management normally focuses on the adverse or negative risks. Risk Management An approach to problem analysis, which weighs risk in a situation by using risk probabilities to give a more accurate understanding of, the risks involved. Risk Management includes risk identification, analysis, prioritization, and control. Risk mitigation seeks to reduce the probability and/ or impact of a risk to below an acceptable threshold. Risk Management Plan The collection of plans that describes the Risk Management activities to be performed on a project. - S - Scope Change Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule. Software Life Cycle The period of time that begins when a software product is conceived and ends when the software is no longer available for use. The Software Life Cycle typically includes a concept phase, requirements phase, design phase, implementation phase, test phase, installation, and checkout phase, operation and maintenance phase, and, sometimes, retirement phase. SOP Standard Operating Procedure Stakeholder 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. Standard Mandatory requirements employed and enforced to prescribe a disciplined uniform approach to software development. Statement of Work The Statement of Work (SOW) is the contractual agreement that defines the project objectives, expectations and scope. Each project member should be familiar with the SOW particularly as it relates to project scope and the definition of completion for each major deliverable. System Requirements A condition or capability that must be met or possessed by a system component to satisfy a condition or capability needed by a user to solve a problem. [IEEE-STD-610] Subproject A smaller portion of the overall project. - T - Task A sequence of instructions treated as a basic unit of work. [IEEE-STD-610] A well-defined unit of work in the software process that provides management with a visible checkpoint into the status of the project. Tasks have readiness criteria (preconditions) and completion criteria (post conditions). Please refer to activity for contrast. Task Assignment Sheets Where applicable, the project manager will provide a detailed outline of the specific steps required to complete an assigned task. The Task Assignment Sheet provides much greater detail and specificity than the project schedule. In some cases, a single project schedule task may be broken down into fifteen or more steps to complete. Where practical this Task Assignment Sheet will be developed in MS Word and distributed in hard copy prior to opening the new task. In addition, the project manager will hold a coaching session at the start of each task to review the task assignment. Team A collection of people, often drawn from diverse but related groups, assigned to perform a well-defined function for an organization or a project. Team members may be part-time participants of the team and have other primary responsibilities. Technical Requirements Requirements that describe what the software must do and its operational constraints. Examples of technical requirements include functional, performance, interface, and quality requirements. Traceability The degree to which a relationship can be established between two or more products of the development process, especially products having a predecessor-successor or master-subordinate relationship to one another. [IEEE-STD-610] - W - WBS Work Breakdown Structure; a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Each descending level represents an increasingly detailed definition of the project work.     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