· Web viewThe Operating Budget Management System (OBMS) is the budget, reimbursement and fiscal...

OBMS MOBMS MODULEODULE D DEVELOPMENTEVELOPMENT & & EENHANCEMENTSNHANCEMENTS

PPROJECTROJECT C CHARTERHARTER F FOROR C CERTIFICATIONERTIFICATION

EXECUTIVE SPONSOR –HANNA SKANDERA

BUSINESS OWNER – HIPOLITO J. AGUILAR, DEPUTY SECRETARY

PROGRAM BUSINESS MANAGER - EILEEN MARRUJO-GALLEGOS, DIRECTOR

CHIEF INFORMATION OFFICER – MICHAEL ARCHIBEQUE

IT PROJECT MANAGER – RICHARD TRUJILLO

ORIGINAL PLAN DATE: AUGUST 2013

REVISION DATE: DECEMBER 2013

REVISION: 1.0

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....................................................................................................1

2.1 AGENCY JUSTIFICATION...........................................................................................................................................12.2 BUSINESS OBJECTIVES.............................................................................................................................................22.3 TECHNICAL OBJECTIVES...........................................................................................................................................22.4 IMPACT ON ORGANIZATION......................................................................................................................................22.5 TRANSITION TO OPERATIONS....................................................................................................................................2

3.0 PROJECT/PRODUCT SCOPE OF WORK............................................................................................................ 3

3.1 DELIVERABLES.......................................................................................................................................................33.1.1 Project Deliverables...................................................................................................................................33.1.2 Product Deliverables..................................................................................................................................5

3.2 SUCCESS AND QUALITY METRICS..........................................................................................................................6

4.0 SCHEDULE ESTIMATE..................................................................................................................................... 6

5.0 BUDGET ESTIMATE........................................................................................................................................ 6

5.1 FUNDING SOURCE(S)..............................................................................................................................................65.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE -..............................................................................................75.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE..................................................................................................7

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................7

6.1 STAKEHOLDERS.................................................................................................................................................76.2 PROJECT GOVERNANCE PLAN...........................................................................................................................76.3 PROJECT MANAGER...........................................................................................................................................7

6.3.1 PROJECT MANAGER CONTACT INFORMATION..........................................................................................76.3.2 PROJECT MANAGER BACKGROUND ..........................................................................................................7

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES..................................................................................................76.5 PROJECT MANAGEMENT METHODOLOGY ...................................................................................................................8

7.0 CONSTRAINTS............................................................................................................................................... 8

8.0 DEPENDENCIES.............................................................................................................................................. 8

9.0 ASSUMPTIONS.............................................................................................................................................. 9

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY.........................................................................................9

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING..................................................................................9

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V................................................................................9

i

13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES.................................................................................11

14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE........................................................................11

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Revision History

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

August 14, 2013 Original Project Management Plan (PMP)

1.0 December 9, 2013 Revision- Draft

iii

OBMS ENHANCEMENTS 1

1. PROJECT BACKGROUND1. PROJECT BACKGROUND

1.11.1 EEXECUTIVEXECUTIVE S SUMMARYUMMARY - -RATIONALERATIONALE FORFOR THETHE PROJECTPROJECT

The Operating Budget Management System (OBMS) is the budget, reimbursement and fiscal tracking system for the over $4 billion New Mexico Public School funding for which the Public Education Department (PED) is given statutory oversight and responsibility. The OBMS system serves 89 school districts which include more than 800 schools and 95 charter schools. The DFA SHARE system tracks these funds only at the General Appropriation Act Level and contains no information at the individual school district level. The OBMS system contains information at the New Mexico School District level by School District specific Chart of Account codes which is used for approval and oversight of School District budgets and for tracking of School district allocation and reimbursement of the approximately $4 billion of School District general, federal and other funds.

The purpose of this project is to create new modules and enhance the current functionality in the OBMS system which will allow the Department to better serve the 89 school districts, the PED staff, the Legislature and Legislative Committees and other State Agencies. The project will be conducted to develop modules to track school districts capital outlay projects and calculate school districts funding formula allocations and budget. PED receives numerous requests from both Executive Departments and Legislative Committees and staff requesting funding formula, tax rate and capital data at the school district and project level. These enhancements will allow data to be easily shared within PED and allow staff to process information faster and more accurately. It will also provide PED with the ability to respond to requests from schools, districts, charter schools, legislative members and staffs and executive agencies faster and more accurately.

1.21.2 SSUMMARYUMMARY OFOF THETHE FOUNDATIONFOUNDATION PLANNINGPLANNING ANDAND DOCUMENTATIONDOCUMENTATION FORFOR THETHE PROJECTPROJECT

The PED has received $650,000as a nonrecurring special appropriation for Fiscal Year 2014 to support the development of a Capital Outlay module and other enhancements to the OBMS. The total estimated cost for this project is $1,100,000, thus the remainder of the cost, $450,000 will be funded with General Operating Funds. PED will contract with a Sole Source provider to create a Capital outlay module, develop a module to calculate individual school district allocations (in accordance with the public school funding formula) create training and rollout schedules, and provide application and database documentation.

Currently, these processes are conducted outside of the OBMS system using spreadsheets. PED has recurring capital outlay funds that are tracked manually through excel spreadsheets which act as a subsidiary ledgers. The spreadsheets are used to track all approved expenditures before they are paid through SHARE. This spreadsheet is also used in creating the financial schedules for the Department’s annual audit. All capital projects are budgeted and approved through OBMS. However, they are not tracked at the detail level. Thus, excel spreadsheets must be maintained in order to properly track each project at the detail level. These modules and enhancements will allow the system to be more efficient and automatically populate revenues into school district budgets during the development of school district budgets. It will also allow the PED to track capital projects and their status in more detail.

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OBMS ENHANCEMENTS 2

The PED serves approximately 89 school districts, 95 charter schools, and over 330,000 students across more than 800 schools. The ability to provide enhancements, upgrades, and improvements to OBMS would enable PED in conjunction with our stakeholders to improve the budgeting process, administer the public school funding formula as prescribed in the Public School Finance Act (Section 22-8-1 et seq). PED is looking to create a more efficient and effective mechanisms which will further assist PED in its succession planning.

1.3 P1.3 PROJECTROJECT C CERTIFICATIONERTIFICATION R REQUIREMENTSEQUIREMENTS

CRITERIA YES/NO EXPLANATION

Project is mission critical to the agency Yes The new modules and enhancements to OBMS are critical and necessary for providing an automated tracking module for Capital Outlay projects and to calculate allocations through the public school funding formula

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

YES Total cost is estimated at $1.1 Million

Project impacts customer on-line access YES Currently OBMS users enter data into a centralized system via on-line access. Additional modules and enhancements will impact the processes of entering data for these new data collection points

Project is one deemed appropriate by the Secretary of the DoIT

YES The funds of $1.1 Million will be utilized to provide enhancements and improvements for data sharing initiatives with other government agencies and within PED. These enhancements will provide a more efficient and

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OBMS ENHANCEMENTS 3

effective system.

Will an IT Architecture Review be required? NO All Enhancements and the Capital Outlay Module are being created in exiting OBMS system

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

2.1 A2.1 AGENCYGENCY J JUSTIFICATIONUSTIFICATION

NUMBERNUMBER DESCRIPTIONDESCRIPTION

NMPED The following are excerpts from our agency’s strategic plan:Vision Bold, visionary reform that puts students first in every decision will increase student achievement and prepare our kids for success in colleges and careers. We call on every educator, student, parent, community member and public servant to share in the responsibility for the success of our children and, ultimately, the future of the great state of New Mexico. When we put our kids first, New Mexico will win. Mission A focus on students means an emphasis on five strategic imperatives: • Expect a smarter return on New Mexico’s investment • Require real accountability for real results • Ensure our students are ready for success • Reward effective educators and leaders • Provide effective options for parents

The OBMS Enhancement project supports our vision and specifically, the mission to “ensure our students are ready for success”.

2.2 B2.2 BUSINESSUSINESS O OBJECTIVESBJECTIVES

NNUMBERUMBER DDESCRIPTIONESCRIPTION

Business Objective 1 To work with a third party vendor to develop and implement OBMS modules and enhancements to provide improved fiscal services to the New Mexico School Districts and allow improved oversight of New Mexico educational dollars for a smarter return on New Mexico’s

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OBMS ENHANCEMENTS 4


investment

2.3 T2.3 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


Technical Objective 1 Provide an appropriate infrastructure to sustain current business operations, address new business initiatives, and advance the PED strategic issues.

Technical Objective 2 Providing accountability and information services to students, school staffs, and PED personnel.

Technical Objective 3 Provide a high degree of integration, standardization, and interoperability across the infrastructure to maintain quality and maximize benefits over the long term.

Technical Objective 4 Reduce the number of database platforms standardizing with MS SQL and exploit the functionality in SharePoint as the platform for new IT application developments, enhancements, upgrades, and improvements for end-users.

2.4 I2.4 IMPACTMPACT ONON O ORGANIZATIONRGANIZATION

AREAAREA DESCRIPTIONDESCRIPTION

END USER END USERS WILL BENEFIT FROM THE CREATION OF MODULES AND ENHANCEMENTS TO MONITOR CAPITOL OUTLAY PROJECTS AND THE AUTOMATED CALUCALATIONS OF FUNDING FORMULA.

BUSINESS PROCESSES

These modules and enhancements will assist and support the PED in developing a succession plan for the future.

IT OPERATIONS AND STAFFING

Additional staff, hardware, training, and support will allow NMPED to continue to improve the quality of OBMS and its use to fund and monitor funding of Education in the state of NM.

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OBMS ENHANCEMENTS 5

2.5 T2.5 TRANSITIONRANSITION TOTO O OPERATIONSPERATIONS

AREAAREA DESCRIPTIONDESCRIPTION

PRELIMINARY OPERATIONS LOCATION AND STAFFING PLANS

The operation will be hosted by PED at DoIT. Staff includes existing IT and School budget staff, working in collaboration with a third party vendor.

DATA SECURITY, BUSINESS CONTINUITY

The data received or sent goes through a secure web server and is authenticated by active directory. Firewall is provided through our web proxy server. All backup and disaster recovery is conducted through Tivoli Recovery software and is stored on tape offsite.

MAINTENANCE STRATEGY

party vendor. Periodic revisions and maintenance of the system will be performed by IT as well as help desk support and documentation from School Budget.

INTEROPERABILITY OBMS will be integrated with STARS that is used to collect education accountability data from Districts and Schools throughout the State.

RECORD RETENTION We conduct a nightly backup and every 14 days perform an archive to an external drive.

CONSOLIDATION STRATEGY

In support of the state’s direction to consolidate internally, PED employees will be responsible for the ongoing enhancements and maintenance for OBMS once the maintenance and support contract expires.

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

3.1 D3.1 DELIVERABLESELIVERABLES

3.1.1 3.1.1 PPROJECTROJECT D DELIVERABLESELIVERABLES

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

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OBMS ENHANCEMENTS 6

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

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

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

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

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

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OBMS ENHANCEMENTS 7

Project Schedule We will use MS Project and a Sharepoint Project site to monitor this project

Monthly Project Status Reports to DoIT

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

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

3.1.2 P3.1.2 PRODUCTRODUCT D DELIVERABLESELIVERABLES

Capital Outlay Module (Budget Allocation and Request for Reimbursement Function)

Providing an advance capital outlay module in OBMS will provide a detailed and secure accounting system of all capital outlay projects. The new module will give both PED and school districts a tool to track all current allocations, expenditures, balances and reversion dates for active projects.

Funding Formula Module Enhancements

Automated module to calculate and to enter and maintain funding formula and to generate funded run variations, with workflow for validation and approval, and generation of budget revenues and linkage to BARs (as applicable).

Software Training and Documentation

Software training schedules and documentation will be provided to the program and IT staffs.

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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OBMS ENHANCEMENTS 8

NUMBERNUMBER DESCRIPTIONDESCRIPTION

QUALITY METRIC 1QUALITY METRIC 1 PERFORMANCE TO SCHEDULEPERFORMANCE TO SCHEDULE

QUALITY METRIC 2QUALITY METRIC 2 PERFORMANCE TO BUDGETPERFORMANCE TO BUDGET

QUALITY METRIC 3QUALITY METRIC 3 QUALITY OF DELIVERABLESQUALITY OF DELIVERABLES

4.0 SCHEDULE ESTIMATE4.0 SCHEDULE ESTIMATE

Task Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov

Project Cert

Define Requirements

Contract Approval (if needed)

Build (modify after test)

Test

Rollout

.

5.0 BUDGET ESTIMATE5.0 BUDGET ESTIMATE . .

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

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

NON-RECURRING SPECIAL APPROPRIATION FOR FISCAL YEAR 2013-14

STATE FUNDS

$650,000

$450,000

TO BE SPENT BY 6/30/14

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OBMS ENHANCEMENTS 9

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

ITEMITEM TYPE OF EXPENSETYPE OF EXPENSE COST ESTIMATECOST ESTIMATE

CAPITAL OUTLAY MODULE

PROFESSIONAL SERVICES - PROGRAMMING AND DATABASE SERVICES

$377,400

FUNDING FORMULA MODULE ENHANCEMENTS

PROFESSIONAL SERVICES - PROGRAMMING AND DATABASE SERVICES

$436,000

SOFTWARE TRAINING AND DOCUMENTATION

PROFESSIONAL SERVICES – APPLICATION FUNCTIONALITY AND TECHNICAL WRITING SERVICES

$286,600

TOTAL $1,100,000

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

CERTIFICATIN PHASCERTIFICATIN PHAS COST ESTIMATECOST ESTIMATE

INITIATION & PLANNNING $450,000

IMPLEMENTATION $650,000

TOTAL $1,100,000

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL 6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTURE

6.1 STAKEHOLDERS6.1 STAKEHOLDERSName Stake in Project Organization Title

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OBMS ENHANCEMENTS 10

Hanna Skandera Executive Sponsor PED Secretary of Education

Paul Aguilar Business Owner PED Deputy Secretary,Finance and Operations

Michael Archibeque

IT Project Director PED IT Chief Information Officer

Eileen Marrujo-Gallegos

Program Business Manager PED School Budget

Division

Director

Richard Trujillo IT Project Manager PED IT Data Collection Application Support Manager

Steve Burrell Content Area Expert Contractor Support and knowledge of Funding formula and School Budget funding processes

TBD Conducts pilot testing andprovide input into errors

LEAs, CharterSchools

Use and testing of OBMS

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6.2 PROJECT GOVERNANCE PLAN6.2 PROJECT GOVERNANCE PLAN

6.3 PROJECT MANAGER6.3 PROJECT MANAGER

6.3.1 PROJECT MANAGER CONTACT INFORMATION6.3.1 PROJECT MANAGER CONTACT INFORMATION

NAMENAME ORGANIZATIONORGANIZATION PHONE PHONE EMAILEMAIL

EILEEN MARRUJO-GALLEGOS

SCHOOL BUDGET BUREAU

827-6537 [email protected]

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Executive Sponsor NMPED Secretary Hanna Skandera

Project DirectorMichael Archibeque,

CIO

IT Project ManagerRichard Trujillo

Program Business Manager

Eileen Marrujo-Gallegos

Content Area Experts/Advisors

Steve BurrellContractors Quality Assurance Project Team End

Users

IV & V TBD


NAMENAME ORGANIZATIONORGANIZATION PHONE PHONE EMAILEMAIL

RICHARD TRUJILLO

IT DIVISION 827-7937 [email protected]

6.3.2 6.3.2 PROJECT MANAGEMENT BACKGROUND PROJECT MANAGEMENT BACKGROUND

Program Business Manager - Eileen Marrujo-Gallegos has over 15 years of combined Governmental experience working with both state and local government entities. She has been employed with the Public Education Department since April 2013. Previously, Ms. Marrujo-Gallegos served as Budget Director of the Department of Health and most recently served as Acting Deputy State Budget Director. She received her Master’s and Bachelor’s in Business Administration from New Mexico Highlands University.

IT Project Manager - Richard Trujillo has about 20 years of IT experience. He is currently the Data Collection and Application support Manager for NMPED. His previous positions with NMPED are IT Project Manager, Application Developer and Database Administrator. He has also has experience as Network Administrator and Software Specialist. He also has IT experience with both hardware and software. He will be the Project Manager for initiation, planning, certification, implementation and roll-out phases for this project.

6.4 6.4 PROJECT TEAM ROLES AND RESPONSIBILITIESPROJECT TEAM ROLES AND RESPONSIBILITIES

RROLEOLE RRESPONSIBILITYESPONSIBILITY

Project Sponsor Provide strategic direction and policy approvals where required. The Project Sponsor will champion the project within the organization and ensure the overall success of the project.

Project Director Provide high level project oversight, vision, and direction. Determine and commit appropriate resources. Resolve issues and problems. Provides strategic direction to Program Manager. Provides oversight for the Project Manager, the IT contract, and other IT support provided to the OBMS Enhancement Project.

Program Manager Provides oversight for OBMS Enhancements; ensures all program timelines are adhered to. Works with the IT project manager, School Budget and Information Technology Staff and external support (Content Area Experts, Stakeholders Committee, and the Project Pilot Group) concerning the SOW and project deliverables.

IT Project Manager Provides oversight of all reporting; provides project management certification, planning, scheduling, assessment, and reporting

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RROLEOLE RRESPONSIBILITYESPONSIBILITY

documentation in collaboration with the NMPED Chief Information Officer (CIO), the IT support team, the School Budget Director, and external support (Content Area Experts, Stakeholders Committee, Project Pilot Group and the IV & V contractor)

6.5 P6.5 PROJECTROJECT MANAGEMENTMANAGEMENT M METHODOLOGYETHODOLOGY

The project methodology will be initiated by establishing a Project Management Plan. The Project Managers will monitor the project utilizing project management process in conformance with the Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition standards and best practices. The Project Managers will be responsible for the overall project management and will work with a vendor’s Project Manager (PM) to coordinate the following activities:

Monitor deliverable status. Develop, maintain, and meet approved project schedules. Present written status of the schedule, deliverables, issue resolution, risk mitigation, and action

items per the project management tool descriptions below. Identify potential delays or issues that may impact scope, cost, or schedule as soon as they

become aware of the problem. Track, analyze, and resolve all material issues resulting from the delivery of Web-EOC solution. Coordinate and confirm the project work plan and facilitate issue resolution. Participate in all project working sessions and management meetings. Review and approve status reports and communication prior to distribution of all deliverables.

7.0 CONSTRAINTS7.0 CONSTRAINTS


CONTRAINT- 01 Decisions not made in timely manner.

CONTRAINT- 02 Adhering to defined schedule.

CONTRAINT- 03 Gathering of all documentation and logic for development of OBMS modules and enhancements.

8.0 DEPENDENCIES8.0 DEPENDENCIES

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NUMBERNUMBER DESCRIPTIONDESCRIPTION TYPE TYPE M,D,EM,D,E

DEPENDENCY - 01 PCC REVIEWS M

DEPENDENCY - 02 IV&V REVIEWS M

DEPENDENCY - 03 Documentation of issues, actions taken to correct any issues and enhancements made.

M

DEPENDENCY - 04 FUNDING REQUESTS. M

DEPENDENCY - 05 OBMS Implementation team established and functioning. Project timelines are being met and roles/responsibilities are well defined.

M

DEPENDENCY - 06 PED WORKING WITH VENDOR IMPLEMENTING ENHANCEMENTS

E

9.0 ASSUMPTIONS9.0 ASSUMPTIONS


ASSUMPTION - 01 Vendor will deliver on a timely basis and develop Module according to PED standard

ASSUMPTION - 02 Project leadership will have adequate time for project planning activities.

ASSUMPTION – 03 Individuals with different requirements and perspectives will work together to ensure project targets and outcomes are achieved.

ASSUMPTION – 04 That the necessary funding will be approved and managed according to defined standards.

ASSUMPTION – 05 All project management team members will be in place through the completion of the project

ASSUMPTION – 06 Delivery to vendor of necessary documents, flowcharts and logic for

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developing OBMS modules.

ASSUMPTION - 07 PED is committed to providing an appropriate infrastructure to sustain current business operations, address new business initiatives, and advance PED’s major initiatives

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

State Government Re-organization

Description – Changes in state government (executive, legislative) requires re-education of enhancement, upgrade, and improvement activities.

Probability - Med Impact – High

Mitigation Strategy – PED will work with executive, legislative leadership addressing requirements and specifications of enhancements, upgrades, and improvements.

Contingency Plan - PED will schedule appointments or prepare presentations to re-acquaint the new administrators on the goals, scopes, and previous agreements involved with enhancement, upgrade, and improvement initiatives.

Loss of a Stakeholders

Description - Support from internal stakeholders (schools, districts, PED) impacts future completion of the enhancements, upgrades, improvements.

Probability – Med Impact – High

Mitigation Strategy - Engage stakeholders with the progress of the project, as appropriate.

Contingency Plan - The enhancements, upgrades, or improvements may not occur without support from key stakeholders, or non-approval of special appropriation.

Change of Administration

Description – Changes of Administration require education of new administration on enhancement, upgrade, and

Probability - Low Impact – Med

Mitigation Strategy - Each PED division administrator appoints point of contact(s) to work with IT addressing requirements and specifications of enhancements, upgrades, and improvements.

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improvement activities. Contingency Plan - The CIO and IT staff will schedule appointments to re-acquaint the new administrators on the goal, scope, and previous agreements involved with the project.

Vendor’s inability to complete deliverables and non-compliance

Description – Inability or non compliance in completing deliverables in a timely manner to cause reporting to be incomplete and inaccurate.

Probability - Med Impact – High

Mitigation Strategy – Publish and agree to all vendor requirements and specifications for enhancement, upgrade, and improvement activities. CIO and assigned IT staff will monitor vendor compliance.

Contingency Plan - CIO will monitor vendor compliance and work with vendors in the event of non-compliance

Inadequate staff resources

Description – FTE positions or contractual avenues must be available in order to hire personnel.

Probability - High Impact - High

Mitigation Strategy - CIO will coordinate with HR, SPO, and DoIT to determine available FTE positions to hire, and assist with the recruitment and contracting of personnel as soon as possible.

Contingency Plan - The timeline and possibly the scope of the project will be adjusted based on the available resources.

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

Deliverable/ Communication

Recipient Delivery Method

Frequency Responsible Party

Project Status NMPED Written Monthly SB Director

DoIT Monthly Project Report

DoIT Email Monthly PED IT Project Manager

IV&V Reports DoIT, Executive Sponsor, Steering Committee

Email Monthly IV&V Vendor

Weekly Project Status

Project Team Members/Project Director

Email/Face-to-Face/conference call

Weekly Project Team Members

Advisory Forum Advisory Forum Face-to-Face Bi-Monthly Project Team

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Meeting Members, Executive Sponsor

Members/IT Project Manager/ Program Manager

Special Communication

As needed As needed As needed As needed

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

Project/Product Area Include –Yes/No

Project Management YES

Quality Management YES

Training YES

Requirements Management YES

Operating Environment YES

Development Environment YES

Software Development YES

System and Acceptance Testing YES

Data Management YES

Operations Oversight YES

Business Process Impact YES

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

SIGNATURESIGNATURE DATEDATE

EXECUTIVE SPONSOREXECUTIVE SPONSOR

PROGRAM BUSINESS PROGRAM BUSINESS OWNEROWNER

IT PROJECT MANAGERIT PROJECT 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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