DEPARTMENT OF HEALTH - NM DoIT - BEH… · Web viewDepartment of Health . Public Health Division...

DDEPARTMENTEPARTMENT OFOF H HEALTHEALTH

PPUBLICUBLIC H HEALTHEALTH D DIVISIONIVISION

BBILLINGILLING ANDAND E ELECTRONICLECTRONIC H HEALTHEALTH RRECORDECORD (BEHR) U (BEHR) UPGRADEPGRADE P PROJECTROJECT

PPROJECTROJECT C CHARTERHARTER

EXECUTIVE SPONSOR – JACK CALLAGHAN, PHD DIRECTOR, PUBLIC HEALTH DIVISION

BUSINESS OWNER – MAGGI GALLAHER, MD, MPH MEDICAL DIRECTOR, PUBLIC HEALTH DIVISION

PROJECT MANAGER – DEBORAH DICKERSON

ORIGINAL PLAN DATE: JULY 28, 2010

REVISION DATE: N/A

REVISION: 1.0

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.

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

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

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

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

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

2.1 AGENCY JUSTIFICATION...........................................................................................................................................22.2 BUSINESS OBJECTIVES.............................................................................................................................................32.3 TECHNICAL OBJECTIVES...........................................................................................................................................42.4 IMPACT ON ORGANIZATION......................................................................................................................................42.5 TRANSITION TO OPERATIONS....................................................................................................................................4

3.0 PROJECT/PRODUCT SCOPE OF WORK............................................................................................................ 5

3.1 DELIVERABLES.......................................................................................................................................................53.1.1 Project Deliverables...................................................................................................................................53.1.2 Product Deliverables..................................................................................................................................7

3.2 SUCCESS AND QUALITY METRICS..........................................................................................................................8

4.0 SCHEDULE ESTIMATE..................................................................................................................................... 8

5.0 BUDGET ESTIMATE........................................................................................................................................ 9

5.1 FUNDING SOURCE(S)..............................................................................................................................................95.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE -..............................................................................................95.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE................................................................................................10

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE...........................................................................10

6.1 STAKEHOLDERS...............................................................................................................................................106.2 PROJECT GOVERNANCE PLAN.........................................................................................................................116.3 PROJECT MANAGER.........................................................................................................................................11

6.3.1 PROJECT MANAGER CONTACT INFORMATION........................................................................................116.3.2 PROJECT MANAGER BACKGROUND ........................................................................................................11

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES................................................................................................116.5 PROJECT MANAGEMENT METHODOLOGY .................................................................................................................14

7.0 CONSTRAINTS............................................................................................................................................. 14

8.0 DEPENDENCIES............................................................................................................................................ 14

9.0 ASSUMPTIONS............................................................................................................................................ 15

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY........................................................................................15

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING................................................................................16

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V..............................................................................17

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13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES.................................................................................18

14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE........................................................................18

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Revision History

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 July 28, 2010 Initiation PCC certification

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PROJECT CHARTER BEHR UPGRADE PROJECT 1

1. PROJECT BACKGROUND1. PROJECT BACKGROUND

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

1.11.1 EEXECUTIVEXECUTIVE S SUMMARYUMMARY - -RATIONALERATIONALE FORFOR THETHE PROJECTPROJECT

The Department of Health (DOH) Public Health Division (PHD) is initiating this project to upgrade the existing Billing and Electronic Health Record (BEHR) system. The new version will move PHD toward compliance with the federal requirements of meaningful use, part of the American Recovery and Reinvestment Act (ARRA). In addition, moving towards meaningful use will allow PHD to be eligible for incentive payments offered by the federal government for adoption of electronic medical records included in ARRA. The BEHR system is the electronic medical record for all clinical services provided in public health offices. BEHR allows PHD to submit claims for services provided electronically and track compensation received for services performed supporting revenue recovery.

1.21.2 SSUMMARYUMMARY OFOF THETHE FOUNDATIONFOUNDATION PLANNINGPLANNING ANDAND DOCUMENTATIONDOCUMENTATION FORFOR THETHE PROJECTPROJECT

This project involves upgrading the current version of BEHR to move toward compliance with the federal requirements of “meaningful use” as outlined in the Health Information Technology for Economic and Clinical Health (HITECH) Act. Additionally, the upgrade will represent increased functionality moving PHD toward eventually applying for and receiving incentive payments for the adoption of an electronic medical records system. The upgrade project will also allow PHD to continue to improve clinical outcomes of clients by enhancing clinic workflows and electronic claiming. Finally, the BEHR software vendor, Allscripts, will be reducing and then eliminating support for the current software version implemented at PHD.

The ARRA is a critical measure to help stimulate the economy. Among other provisions of ARRA, the HITECH Act provides major opportunities for states to improve the nation’s health outcomes through health information technology (HIT) by promoting the meaningful use of electronic health records via incentives in an effort to improve quality, safety and efficiency of healthcare. The HITECH Act has established programs under Medicare and Medicaid to provide incentive payments for the meaningful use of certified EHR technology. The incentive programs will provide payments to eligible entities for the adoption, implementation, upgrade and demonstration of meaningful use of certified EHR technology beginning in 2011.

1.3 P1.3 PROJECTROJECT C CERTIFICATIONERTIFICATION R REQUIREMENTSEQUIREMENTS

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

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CRITERIA YES/NO EXPLANATION

Project is mission critical to the agency Yes The upgrade of BEHR will result in moving PHD toward compliance with Federal guidelines and increase application functionality resulting in improved clinical processes.

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

Yes The actual cost of the project is not yet known. It is estimated to be in excess of $100,000.

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

Project is one deemed appropriate by the Secretary of the DoIT

No

Will an IT Architecture Review be required? No A memo is being submitted to the TARC committee chair to request an exception.

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

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NUMBERNUMBER DESCRIPTIONDESCRIPTION

Department of Health Fiscal Year 11 Strategic Plan

DOH Individual Objective 1: Increase immunizations for all New Mexicans, especially children and adolescents.DOH Strategy: Facilitate intra- and interagency collaboration to minimize missed immunization opportunities, and establish close working relationships with government agencies, commercial insurance carriers, and other external partners to establish quality improvement processes and systems.

DOH Individual Objective 2: Reduce teen births.DOH Strategy: Increase family planning visits in local public health offices and DOH-funded family planning clinics.

DOH Individual Objective 4: Decrease the transmission of infectious diseases and expand services for persons with infectious diseasesDOH Strategy: Increase viral hepatitis prevention and disease management services (i.e., immunizations, screening, education, counseling/testing, referral, harm reduction) to at-risk individuals, including homeless, incarcerated or those recently released from county detention centers.

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

DOH Health System Objective 10: Increase use of technologies to improve health outcomes.DOH Strategy: Build infrastructure throughout DOH to support advancing technology (electronic medical 0records, telehealth, video conferences) and to ensure adequate and reliable network connections.

2.2 B2.2 BUSINESSUSINESS O OBJECTIVESBJECTIVES

USE THE FOLLOWING TABLE TO LIST MEASURABLE BUSINESS OBJECTIVES


BUSINESS OBJECTIVE 1

Alignment of BEHR toward meaningful use as defined by the ARRA HITECH Act.

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Increase functionality and workflow of BEHR in order to prepare for interfacing with the state laboratory division’s Laboratory Information Management System (LIMS) as well as private laboratories.


Increase revenue recovery by enhancing electronic claiming from BEHR.


Train all public health office staff on the new version of BEHR.

2.3 T2.3 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


TECHNICAL OBJECTIVE 1

Requirement and configuration documents


Implement upgraded EHR application in test environment


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


Upgrade BEHR EHR application in production

2.4 I2.4 IMPACTMPACT ONON O ORGANIZATIONRGANIZATION

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

AREAAREA DESCRIPTIONDESCRIPTION

END USER Will be required to attend additional training and use new functionality

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BUSINESS PROCESSES

Will enhance clinical business processes in quality of care and documentation within the EHR. Client tracking and clinical outcomes for services received in public health offices will be streamlined. BEHR will be configured and ready for interfacing with LIMS and NMSIIS including electronic ordering and results.

IT OPERATIONS AND STAFFING

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

2.5 T2.5 TRANSITIONRANSITION TOTO O OPERATIONSPERATIONS

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


PRELIMINARY OPERATIONS LOCATION AND STAFFING PLANS

The upgrade project will have no impact on the existing operation location and staffing plans already in place for BEHR

DATA SECURITY, BUSINESS CONTINUITY

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

MAINTENANCE STRATEGY

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

INTEROPERABILITY The upgrade project will make ready the BEHR EHR application for HL7 interfaces with external systems including LIMS and NMSIIS. Interoperability already in place for BEHR will not be impacted

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

CONSOLIDATION STRATEGY

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

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

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

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

3.1 D3.1 DELIVERABLESELIVERABLES

3.1.1 3.1.1 PPROJECTROJECT D DELIVERABLESELIVERABLES

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

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.

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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.

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.

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

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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 and Design Documents

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

Systems Specifications The system being upgraded is a SaaS solution. System specifications may impact software needed on the desktop for connectivity with upgraded application. This will be determined during the planning phase.

Systems Architecture As part of this project there will be no changes made to the system architecture. This will be confirmed during the planning phase. If any changes are required, this will be documented.

System and Acceptance Testing

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

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

3.2 S3.2 SUCCESSUCCESS ANDAND QUALITY METRICS QUALITY METRICS

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

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QUALITY METRICS 1 Data is converted properly from existing BEHR application

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

QUALITY METRICS 3 Implementation vendor and end user testing is successful

QUALITY METRICS 4 Upgraded application supports the move toward “meaningful use” requirements

QUALITY METRICS 5 Independent verification and validation review will be conducted on all project deliverables.

4.0 SCHEDULE ESTIMATE4.0 SCHEDULE ESTIMATE

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

INITIATION JULY 2011 Prepare and present project certification documentation – initiation phase

Initiate project structure

PLANNING JULY 2011 Prepare and present project certification documentation – planning phase

Prepare schedule for upgrade process Finalize project structure Implementation vendor contract

amendment negotiated Negotiate and execute IV&V contract

IMPLEMENTATION AUGUST 2011 Prepare and present project certification documentation – implementation phase

Manage implementation vendor

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contracting preparation Execute implementation vendor

contract amendment Implementation of upgrade Vendor contract administration

CLOSEOUT JUNE 2012 Prepare and present project certification documentation – closeout phase

Lessons learned Closeout activities

5.0 BUDGET ESTIMATE5.0 BUDGET ESTIMATE

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

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

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

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

General Appropriations Act of 2010, Laws 2010, Chapter 6, Section 4, Department of Health General Fund Appropriation.

$200,000 NONE

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

DDESCRIPTIONESCRIPTION FY11FY11 FY12FY12

Consulting Services

IV&VImplementation Vendor

$20,000$180,000

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Hardware N/A

Software N/A

TTOTALOTAL $200,000

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

PHASESPHASES PLANNEDPLANNED CERTIFICATION DATECERTIFICATION DATE

AMOUNT TO BEAMOUNT TO BE REQUESTEDREQUESTED

INITIATION: JULY 2011 $0

PLANNING: JULY 2011 $20,000

IMPLEMENTATION: SEPTEMBER 2011 $180,000

CLOSEOUT: JUNE 2012 $0

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL 6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTURE

6.1 STAKEHOLDERS6.1 STAKEHOLDERS

NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

Jack Callaghan, PhD Executive Sponsor Public Health Division (PHD)

Director

Maggi Gallaher, MD, MPH Business Owner PHD Medical Director

PHD Staff Users of system PHD

Citizens of New Mexico Receive services in Public Health Clinics

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6.2 PROJECT GOVERNANCE PLAN6.2 PROJECT GOVERNANCE PLAN

Jack Callahgan, PhDExecutive Sponsor

Steering Committee

IV&V Consultant

Maggi Gallaher, MD, MPH

Project Director

Tammy Jo Martinez

Project Manager

Vendor Contract Resources

Business Process Team

DOH Technical Team

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

DEBORAH DICKERSON

DOH INFORMATION TECHNOLOGIES DIVISION

505.827.2657 [email protected]

6.3.2 PROJECT MANAGER BACKGROUND 6.3.2 PROJECT MANAGER BACKGROUND

Deborah Dickerson is an IT project manager with a Master’s degree in Business Administration and a Bachelor’s degree. Deborah has more than 15 years of IT project management experience on a variety of projects from small to large. Effective team leader with record of success maintaining business relationships, managing projects and assuming full responsibility for technical infrastructure planning and cost containment. Dynamic management career with strong

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leadership, problem-solving, planning, team building and project management skills along with strengths in creating relationships with customers to understand their IT requirements and with coworkers/teammates.

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

RROLEOLE RRESPONSIBILITYESPONSIBILITY

Executive Project Sponsor

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

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

management Review and accept the initial risk assessment, management

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

plan, contract or deliverables Attend executive requirements reviews and resolve

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

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

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

management Review and accept the initial risk assessment, management

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

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

requirements problems Adjudicate any appeals relative to Steering Committee

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decisions Cast the deciding vote where a consensus cannot be reached

by the Steering Committee Empower the Project Manager Communicate with the Executive Sponsor and Department of

Health Champion on the Project Contribute to lessons learned

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

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

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

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

Steering Committee Member

The Steering Committee is chartered to provide governance over the direction and support of the project and is chaired by the Project Director. The Steering Committee member responsibilities include:

Attend and participate in meetings Review and accept deliverables

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Review presented documentation Balance larger picture versus detail of project Review project funding and expenditures Champion the project Contribute to lessons learned

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

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

etc.) for the overall project as assigned Report progress, issues, etc. Champion the project Contribute to lessons learned

6.5 P6.5 PROJECTROJECT MANAGEMENTMANAGEMENT M METHODOLOGYETHODOLOGY

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

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

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

7.0 CONSTRAINTS7.0 CONSTRAINTS


1 FY11 funds must be expended by June 30, 2012 and project must be completed in FY11.

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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 Practice Management upgrade must be completed before BEHR Upgrade Project can begin.

E

9.0 ASSUMPTIONS9.0 ASSUMPTIONS


1 Resources from PHD will be available for the duration of the project

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

Risk 1

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

Probability LLOWOW

Impact HIGHHIGH

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

Risk 2

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

Probability LOWLOW

Impact HHIGHIGH

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

Risk 3

Description – Project will be at risk if the state withdraws the funding for cost containment purposes

Probability LOWLOW

Impact HHIGHIGH

Mitigation Strategy: Show how services will become more cost effective and the ability to generate revenue recovery if this project is completedContingency Plan : The contingency plan will be developed during the planning phase as part of the project management plan

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

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

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

Project Team Meetings will be on a regular schedule. The scribe will be assigned by the Project Manager. The project team meetings will be posted in the electronic document libraries by the Project Manager.

Steering Committee Meetings will be held monthly. The scribe will be assigned by the Project Director. The Monthly Steering Committee meeting minutes will be posted to the electronic document library in the project folder and e-mailed to attendees.

Special Session Meetings may be called at the request of the Project Director or Project Manager. A range of issues may require a special meeting of a team, committee or subset.

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These meetings will be scheduled to accommodate the majority of attendees. The minutes from these meetings will be posted in the document library and e-mailed to all attendees.

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

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

Steering Committee will approve deliverables acceptance with sign off documents being archived in the physical project library in the Project Manager’s office.

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

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

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

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

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 Yes

Quality Management Yes

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Training Yes

Requirements Management No

Operating Environment No

Development Environment No

Software Development No

System and Acceptance Testing Yes

Data Management No

Operations Oversight No

Business Process Impact No

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

SIGNATURESIGNATURE DATEDATE

EXECUTIVE SPONSOREXECUTIVE SPONSOR

BUSINESS OWNERBUSINESS OWNER

PROJECT MANAGERPROJECT MANAGER

14.0 PROJECT CHARTER CERTIFICATION APPROVAL 14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURESIGNATURE

SIGNATURESIGNATURE DATEDATE

DOIT / PCC APPROVALDOIT / PCC APPROVAL

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DEPARTMENT OF HEALTH - NM DoIT - BEH… · Web viewDepartment of Health . Public Health Division...

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