IDMS CONVERSION - NM · Web viewConvert historical/legacy data from Oracle Forms Databases (including data entry forms) to a database such as MS SQL 2008 —without extending the project

NNEWEW M MEXICEXIC C CULTURALULTURAL R RESOURCESESOURCES IINFORMATIONNFORMATION S SYSTEMYSTEM (NMCRIS)(NMCRIS)

EENHANCEMENTNHANCEMENT ANDAND E EXPANSIONXPANSION

PPROJECTROJECT C CHARTERHARTER F FOROR C CERTIFICATIONERTIFICATION

EXECUTIVE SPONSOR – JOE R . VALDEZ DCA CIO

BUSINESS OWNER – KATHERINE SLICK HPD DIRECTOR

BUSINESS OWNER - SAM CATA HPD DEPUTY DIRECTOR

PROJECT MANAGER – BILL DOLEMAN – ARMS PROGRAM MANAGER

ORIGINAL PLAN DATE: JULY 1, 2008

REVISION DATE:

REVISION:

I

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.

II

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

TABLE OF CONTENTS............................................................................................................................................ III

1. PROJECT BACKGROUND.....................................................................................................................................4

1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT.................................................................................................41.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT.........................................................41.3 PROJECT CERTIFICATION REQUIREMENTS................................................................................................................ 4

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

2.1 AGENCY JUSTIFICATION...................................................................................................................................... 42.2 BUSINESS OBJECTIVES........................................................................................................................................ 42.3 TECHNICAL OBJECTIVES...................................................................................................................................... 42.4 IMPACT ON ORGANIZATION................................................................................................................................. 42.5 TRANSITION TO OPERATIONS............................................................................................................................... 4

3.0 PROJECT/PRODUCT SCOPE OF WORK...............................................................................................................4

3.1 DELIVERABLES.................................................................................................................................................. 43.1.1 Project Deliverables.............................................................................................................................. 43.1.2 Product Deliverables............................................................................................................................. 4

3.2 SUCCESS AND QUALITY METRICS...................................................................................................................... 4

4.0 SCHEDULE ESTIMATE........................................................................................................................................4

5.0 BUDGET ESTIMATE...........................................................................................................................................4

5.1 FUNDING SOURCE(S)......................................................................................................................................... 45.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE -...........................................................................................4

Description................................................................................................................................................................ 4FY07 & Prior.................................................................................................................................................. 4

Staff - Internal........................................................................................................................................................... 45.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE..............................................................................................4

Initiation:................................................................................................................................................................... 4Planning:................................................................................................................................................................... 4

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE..............................................................................4

6.1 STAKEHOLDERS............................................................................................................................................ 46.2 PROJECT GOVERNANCE PLAN....................................................................................................................... 46.3 PROJECT MANAGER..................................................................................................................................... 4

6.3.1 PROJECT MANAGER CONTACT INFORMATION.......................................................................................46.3.2 PROJECT MANAGER BACKGROUND.......................................................................................................4

6.5 PROJECT MANAGEMENT METHODOLOGY................................................................................................................ 4

7.0 CONSTRAINTS..................................................................................................................................................4

8.0 DEPENDENCIES.................................................................................................................................................4

9.0 ASSUMPTIONS.................................................................................................................................................4

III

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY...........................................................................................4

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING...................................................................................4

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V.................................................................................4

13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES.....................................................................................4

14.0 Project Charter Certification Approval Signature.............................................................................................4

IV

Revision History

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 May 19, 2008 Original

V

PROJECT CHARTER [PROJECT NAME] 1

1. PROJECT BACKGROUND1. PROJECT BACKGROUND

1.1 E1.1 EXECUTIVEXECUTIVE S SUMMARYUMMARY - -RATIONALERATIONALE FORFOR THETHE PROJECTPROJECT

This project serves the following purposes: The proposed project will enable the agency to perform its mandated responsibilities by providing a database for the management of cultural resources within the State. The new NMCRIS will manage information on both archeological and architectural cultural properties and cultural survey information via a web-based, integrated relational/geospatial database.

The paper and electronic information maintained by the Department of Cultural Affairs at the Archeological Records Management Section (ARMS) and in the New Mexico Cultural Resource Information System (NMCRIS) plays a crucial role in the economic development process statewide, and allows the agency’s Historic Preservation Division (HPD) to fulfill its statutory mandates to:

Maintain an inventory and database of cultural properties and surveys Review cultural resource compliance required by federal and state statute for most land-

disturbing economic development Administer historic preservation programs, including preservation tax credits and loans Provide information on the state’s cultural heritage properties to the public and to the

tourism and film industries

The system provides a statewide archeological relational and geospatial database used primarily in the context of, state and federally mandated cultural property preservation laws that apply to activities such as road building, oil and gas exploration and development, infrastructure improvement, and power line construction. Agencies served include the Department of Transportation, State Land Office, Energy, Minerals, and Natural Resources Department, the federal USDI Bureau of Land Management, and USDA Forest Service, local governments, private sector development enterprises, and agency review staff.

The pace of economic development is increasing but funding from supporting state and federal agencies is not. An average of 80% of the funding for ARMS and NMCRIS comes from cooperating agencies and access fees paid by cultural contractors. While the review and data entry data entry workloads have almost doubled since 2000, funding and the number of staff have remained static while salaries and benefits have increased by over 40%. As a result data entry has fallen behind by about three years, and review staff find it increasingly difficult to meet the mandated 30-day project review turnaround. This data entry backlog means an increasingly out-of-date database that does not meet the needs of industry planners and agency reviewers, which in turn leads to costly unnecessary duplicate survey of proposed developments. The solution is to capture data at the point of creation using the proposed IT applications.

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Other system needs that are currently lacking in NMCRIS include: Information on historic architectural properties, which are becoming increasingly

important in cultural compliance as urban projects grow in number. Maximized automation and sophistication of database queries and data input through the

use of, modern GIS software. Automated queries will save cultural contractors, state and federal agency reviewers, and DCA staff significant time.

Implementing an electronic tracking and sign-off application available to contractors and agencies.

The project will remedy all of these problems and streamline cultural review of most economic development projects in the state by means of three major project components:

NEW (CORE) APPLICATIONS FOR EXISTING ARCHEOLOGICAL NMCRIS

Contract with one or more qualified IT services vendors to develop web-enabled applications for data acquisition and database queries using both GIS and tabular platforms. Included are online data entry of standard forms and capture of tabular data, online digitizing of archeological site and project boundaries into geospatial database, and automation of common spatially-based queries required of cultural resource contractors.

STREAMLINING HPD REVIEW PROCESSES WITH CULTURAL RESOURCE COMPLIANCE PROJECT TRACKING, SOFTWARE

DCA will contract with a developer of a cultural resource project tracking databases, to implement such software for HPD and integrate it with the existing NMCRIS tabular and geospatial databases as well as the HPD login-logout system. This software should be a customizable, off-the-shelf, vendor-hosted database and multi-user system that allows all parties involved in the cultural compliance review process to track and approve compliance projects in all stages of economic development.

DESIGN NEW ARCHITECTURAL DATABASE COMPONENT FOR NMCRIS

Contract with a qualified IT services vendors to conduct a needs assessment and requirements analysis to develop a spatially enabled, document management system and simple database for architectural cultural property paper records stored at HPD. Included are development of web-enabled applications for tabular and geospatial data acquisition, linking to NMCRIS database, architectural document retrieval queries, a public website for non-sensitive registered properties, and a pilot document scanning and database indexing project focused on records of the State and National Registers of cultural properties.

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The agency business objective is to provide accurate and up-to-date information to a wide array of state and federal agencies—including USDI Bureau of Land Management, USDA Forest Service, NM Departments of Transportation, Energy, Minerals and Natural Resources, Homeland Security and Emergency Management, Office of the State Engineer, State Land Office, local governments, and tribal entities—as well as cultural contractors, academic researchers and the public.

Through system enhancement, database integration, and development of new data capture applications that will ensure data currency, NMCRIS will become an important planning and process streamlining tool for all parties involved in economic development, including land-managing agencies, developers, and cultural resource contractors. At the same time, an enhanced NMCRIS, will also further the agency’s mandate to maintain an inventory of all known cultural properties by making this information available to researchers and the public via a web-enabled applications. In addition to the proposed system upgrades and expansions, and in order to provide a stable environment, ensure application stability and system redundancy, all of the following questions will be taken under consideration;

Will it be feasible to:

1) Convert historical/legacy data from Oracle Forms Databases (including data entry forms) to a database such as MS SQL 2008 —without extending the project life, compromising system reliability, or exceeding the project budget, or remain with Oracle?

2) Rewrite legacy database query script applications and crucial accounting and billing functions in a DCA-supported programming language?

3) Move new severs over to DoIT?

4) Develop immediate solutions to ongoing system reliability problems that are impacting staff and client-user productivity without extending the project life or exceeding the project budget?

1.2 S1.2 SUMMARYUMMARY OFOF THETHE FOUNDATIONFOUNDATION PLANNINGPLANNING ANDAND DOCUMENTATIONDOCUMENTATION FORFOR THETHE PROJECTPROJECT

This project is based on DCAFY09 IT Plan business case and C-2 form, prior requirements analysis conducted with agency staff, a program assessment conducted in 2007, input from client stakeholders including contractors and federal and state agency clients, and additional information received from vendors.

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1.3 P1.3 PROJECTROJECT C CERTIFICATIONERTIFICATION R REQUIREMENTSEQUIREMENTS

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

CRITERIA YES/NO EXPLANATION

Project is mission critical to the agency Yes Cultural Properties Act, 18-6-7 (A), HPD is mandated to provide the “maintenance and expansion of statewide historic and prehistoric site data bases.

Project cost is equal to or in excess of $560,000.00

Yes Total estimated cost is $560k

Project impacts customer on-line access Yes These manual searches, as well as unnecessary redundant surveys increase costs to the state, slows compliance review and thus project development, and increases the cost of doing business within New Mexico.

Project is one deemed appropriate by the Secretary of the DoIT

Yes Recommended for funding by DoIT, funded by Legislature

Will an IT Architecture Review be required? No Per recommendation from DCA DoIT consultant

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.

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2.1 A2.1 AGENCYGENCY J JUSTIFICATIONUSTIFICATION

NUMBERNUMBER DESCRIPTIONDESCRIPTION

AGENCY 001 A major goal of the proposed project is to expand the content and improve the currency of the agency’s cultural property database so as to streamline the cultural review component of economic development. This goal is directly related Executive Order #2004-014 seeking improved collaboration and faster enterprise decision-making.

AGENCY 002 Move to a fully supported environment. In addition, agency staff uses historic architecture records in other preservation-related activities including tax credit, grant and preservation loan programs, all of which also contribute to economic development as well as preservation of New Mexico’s rich architectural legacy. This is directly related to the IT Strategic Roadmap “#4. Support Economic Development, C) Make it easy to do business with State government” by creating an ease of business interaction with government supporting economic development.

AGENCY 003 Use modern information technology tools to improve the efficiency of two major database functions: data acquisition, and data delivery. Maintain and increase numbers of registered sites and structures on State and National Historic Registers.

2.2 B2.2 BUSINESSUSINESS O OBJECTIVESBJECTIVES


Bus. Objective 1 Continue Legacy System support: Continue to provide reliable 24/7 eaccess access to legacy cultural property data serving users in state, federal, and local government, private industry and the public.

Bus. Objective 2 Drive down the cost of government:

(a) Reduce DCA overall costs by capturing data electronically as they are created by cultural resource management contractors and government agency personnel. The result will produce a database that is current and virtually eliminates redundant data entry from paper records.

(b) Increase efficiency of cultural review process by implementing an off-the-shelf, centralized vendor-hosted project registration and review-tracking database that is linked to the new NMCRIS and HPD business processes; database would be accessible to all contractor and agency users. Objective is dependent on federal and state agency buy-in (a federal pilot study is underway).

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Bus. Objective 3 Enhance functionality of services offered; The system will provide comprehensive, current information with sophisticated database query and reporting capabilities, (including automating common queries), and self-service documentation and training. The system will focus on serving users in state, federal, and local government, private industry and the public.

Bus. Objective 4 Expand data database content: Add a document-focused architectural property database component to existing NMCRIS Oracle and GIS components, to include both registered and non-registered historic and architectural properties.

Bus. Objective 5 Improve public access to non-protected information on cultural properties: An easy-to-use, web-enabled public access database component will be valuable to rural New Mexicans who will be able to access information on their own cultural heritage.

2.3 T2.3 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


Tech. Objective 1 Conduct a system needs assessment that addresses the following questions:

(a) Can the current system software architecture (Oracle and ESRI GIS) meet the needs of the future NMCRIS?

(b) If not, can the system (including all current or enhanced applications) be migrated to a new platform (e.g., MS SQL Server & ESRI GIS) without delaying delivery of urgently-needed new applications or exceeding the project budget?

(c) Will a centrally-hoisted project review database linked to NMCRIS streamline the cultural review process, thus reducing its impact on economic development projects?

(d) What can be done as part of the project to increase ongoing system reliability, and what is the ideal hardware and network configurations to ensure reliability of the new system, including storage, backup and bandwidth issues?

(e) What system architecture constraints are required to ensure adaptability to future requirements?

(f) What are the anticipated impacts on DoIT as well as on the agency’s budgets?

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Tech. Objective 2 Use results of needs assessment above to determine ideal system architecture and hardware and software configuration, given project funding and scheduling constraints. Acquire necessary components and configurations to ensure system reliability and adaptability to future requirements.

Tech. Objective 3 If warranted by needs assessment results, migrate NMCRIS system to new software platform, including all data entry, data query, database management, and accounting functions and applications.

Tech. Objective 4 Review/revise NMCRIS Core Applications requirements and design new data entry/query applications that (a) meet system and business process needs, and (b) allow external user to enter/upload NMCRIS data using appropriate, state-compliant online forms.

Tech. Objective 5 Integrate off-the-shelf, centralized, vendor-hosted project registration and review-tracking database (CRM Tracker) with new NMCRIS. Objective is dependent on federal and state agency buy-in (a federal pilot study is underway).

Tech. Objective 6 Conduct requirements analysis with HPD staff and design document-focused architectural property database and integrate with existing NMCRIS tabular database and GIS components, including data capture and querying functionalities for both internal staff and public access to non-protected cultural information. Conduct pilot scanning and records indexing project.

Tech. Objective 7 Develop self-service new system training modules for staff and clients.

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

AGENCY CLIENTS Improved access to up-to-date information on a wide range of cultural property data for economic development projects, cultural compliance, and analysis.

BUSINESS PROCESSES AND AGENCY STAFF

Better customer service. More cost effective data capture and delivery business processes will allow increased focus on, and more time available for quality control of user-entered data; more time will be available for legacy backlog entry, client assistance and paper records and custom

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electronic queries.

IT OPERATIONS AND STAFFING

No significant difference expected in Network traffic especially with DoIT replacing our GIG radios with QMOE, compared to the existing system; just migrating from current platform to new servers platform and new enhancements.

OTHER None

2.5 T 2.5 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

New servers will be installed at DCA during the planning process, and DCA will work with DoIT to ultimately house production servers at DoIT center.

DATA SECURITY, BUSINESS CONTINUITY

Firewalls are in place and will work with DoIT security office during the Project Implementation.

MAINTENANCE STRATEGY

This project will be maintained by the DCA IT staff with maintenance service agreements to support the software and hardware

INTEROPERABILITY The goal of the project is to establish a state wide pricing for each product to be able to allow any state agency to standardize on the selected architecture. (e.g. SQL- ERSI etc).

RECORD RETENTION The DCA records retention plan is based on 1.18.333 NMAC, effective January 5, 2004. This plan details records retention and disposition schedules for the various record types used within DCA.

CONSOLIDATION STRATEGY

There are no current plans to consolidate this legacy data.

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

3.1 D3.1 DELIVERABLESELIVERABLES

3.1.1 P3.1.1 PROJECTROJECT D DELIVERABLESELIVERABLES

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

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

DCA will use DoIT established template for all IT related contracts.

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.

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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

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

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3.1.2 P3.1.2 PRODUCTRODUCT D DELIVERABLESELIVERABLES

3.1.2.a1 — SYSTEM NEEDS ASSESSMENT

Description - Contractor shall conduct a system needs assessment. Goal is to determine ideal system architecture given project budget and scheduling constraints and available hardware.

Deliverable Acceptance Criteria – Analysis document shall be verified and approved by DCA project manager.

Standards for Content and Format – MS Word, implementation specifications.

Quality Review – Team peer review and Project Manager acceptance.

3.1.2.a2 — PROJECT MANAGEMENT PLAN

Description - Contractor shall develop a project management plan that identifies project phases, scheduling, project component specifications and ideal vendor qualifications.

Deliverable Acceptance Criteria – Project management plan document and shall be verified and approved by DCA project manager.



3.1.2.a3 — NMCRIS CORE APPLICATIONS: Requirements Analysis

Description - Contractor shall Review/revise NMCRIS Core Applications requirements and determine optimal software configuration (s) based on system architecture identified in needs assessment.

Deliverable Acceptance Criteria – Requirements analysis document and shall be verified and approved by DCA project manager. that (a) meets system and business process needs, and (b) allows external user to enter/upload NMCRIS data using appropriate, state-compliant online forms.



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3.1.2.a4 — NMCRIS CORE APPLICATIONS: Applications Development

Description - Contractor shall design/develop/test/implement new project registration/ data entry/query applications, which integrate online GIS and tabular data entry interfaces for client and staff use. Contractor shall develop self-service documentation and training for internal and external users.

Deliverable Acceptance Criteria – Product(s) shall (a) meet system and business process needs, and (b) allow external user to register/enter/upload NMCRIS spatial and tabular data using appropriate, state-compliant online forms. Product(s) shall be verified by internal and external user testing and approved by DCA project manager and management.

Standards for Content and Format – appropriate software.

Quality Review – Team peer review , CIO and Project Manager acceptance.

3.1.2.a5 — NMCRIS PROJECT REGISTRATION /REVIEW-TRACKING DATABASE (CRM TRACKER)

Description –Pending results of federal pilot study, contractor shall design/develop/test/implement centralized, vendor-hosted project registration and review-tracking database and integrate with new NMCRIS applications. Contractor shall develop self-service documentation and training for internal and external users.

Deliverable Acceptance Criteria – Product(s) shall (a) meet system and business process needs, and (b) allow external user to enter/upload NMCRIS data using appropriate, state-compliant online forms. Product(s) shall be verified by internal and external user testing and approved by DCA project manager.



3.1.2.a3 — NMCRIS ARCHITECTURAL PROPERTY DATABASE DESIGN

Description - Contractor shall conduct requirements analysis with HPD staff and design document-focused architectural property database and integrate with existing NMCRIS. Product(s) shall be verified by internal and external user testing

Deliverable Acceptance Criteria – Database and applications include tabular and GIS components, data capture and querying functionalities for both internal staff and public access to non-protected cultural information. Successful pilot scanning and records indexing project. Product(s) shall be verified by internal and external user testing and approved by DCA project manager.



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N OTE: The following deliverables are contingent on results of needs assessment.

3.1.2.1 NMCRIS Data Extraction

Description - Contractor shall perform analysis of the existing data system and unload data to files. Work includes providing the analysis document, the file layouts, and the actual data files and submit all items to DCA for approval. (Revise as needed)

Deliverable Acceptance Criteria – Analysis document, and assessment of file layouts, and actual data files shall be verified and approved by DCA project manager.



3.1.2.2 SQL Server Design

Description – Contractor shall create a design specification for conversion to SQL Server 2008. The design specification will include an entity-relationship diagram, data crosswalk and table/column level attribute descriptions. Convert Oracle forms to .net or Java

Deliverable Acceptance Criteria – Design specifications will be reviewed and accepted by DCA Project Manager/ CIO . The database will be created in the two new servers for this projects.

Standards for Content and Format – MS Word, design specifications, ER Diagram, data crosswalk, table/column definitions, DDL Scripts.

Quality Review – Team peer review, Project Manager and CIO acceptance.

3.1.2.3 Load data into SQL Server

Description – Contractor shall load data into the SQL Server 2008. Work will include data crosswalk, count of data rows inserted, and error report(s) of data which was not loaded.

Deliverable Acceptance Criteria – Data will be loaded into test environment, reports of any data that couldn’t be loaded will be reviewed and accepted by DCA project manager/ CIO .

Standards for Content and Format - MS Word, test scripts, and test results.

Quality Review - Team peer review and Project Manager acceptance. Some remote user will be involved for testing.

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3.2 S3.2 SUCCESSUCCESS ANDAND QUALITY METRICS QUALITY METRICS

Identify the critical success factors for achieving success in this project. 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.


QUALITY METRICS 1

Successful data conversion rate of 99.9% or higher.

QUALITY METRICS 2

DCA resources: DCA will provide adequate technical staffing resources for a timely and successful implementation conversion.

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.

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Phases Planned Certification

Date

Amount to be requested

MMAJORAJOR D DELIVERABLEELIVERABLE((SS) / P) / PERFORMANCEERFORMANCE MMEASURESEASURES

INITIATION: June 2008 $140K Contract for project management services and development of project management plan; Contract for IV & V services and plan

PLANNING: June 2008 $45K Contract for system needs assessment and detailed project design document and plan, development of policy and procedures, application support plan, definition of business processes and development of project requirements documentation, identify suitable development vendors

IMPLEMENTATION:

August 2008

$375K Contract for development of major system components:

NMCRIS Core Applications (GIS & tabular)

Cultural compliance review tracking

Architectural database

Platform configuration;

Software license acquisition, installation and testing;

Beta testing with cooperating partners, user acceptance; Transition to OPS document;

IV &V periodic reports;

Implement IT industry standards for program version control to track the changes made to the NMCRIS system during implementation, done to ensure that during future patches and upgrades proper review of the changes occur.

CLOSEOUT: June 2010 0 DoIT Closure Report, Project Closure Archive, IV &V Close out report

Note: Scheduling detail including applicable work break down structure will be developed in the project planning phase as a project manger is hired.

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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.

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

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

Laws of 2008: Chapter 3, Section 7, Item 4 $560,000 NONE

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

DESCRIPTIONFY07 & FY07 & PPRIORRIOR

FY08 FY09 FY10 FY11

STAFF - INTERNAL

Consulting Services

$560K

Hardware 21K

Software

TTOTALOTAL

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

INITIATION: $140K

PLANNING: $45K

IMPLEMENTATION: $375K

CLOSEOUT: 0

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6.0 PROJECT AUTHORITY AND ORGANIZATIONAL 6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTURE

6.1 STAKEHOLDERS6.1 STAKEHOLDERS

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

NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

Joe R. Valdez Executive Sponsor DCA CIO

Katherine Slick Business Owner DCA Director

Bill Doleman ARMS Director DCA Program Manager

Bob Turner Member DCA Database Administrator

TBD Project Member(s) contractors Tech

6.2 PROJECT GOVERNANCE PLAN6.2 PROJECT GOVERNANCE PLAN

For this project, a vendor will be contracted for project management services,. The vendor shall work closely with the agency project manger for the duration of the project.

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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

BILL DOLEMAN DCA 476-1277, 977-7145

[email protected]

6.3.2 PROJECT MANAGER BACKGROUND6.3.2 PROJECT MANAGER BACKGROUND

6.5 P6.5 PROJECTROJECT MANAGEMENTMANAGEMENT M METHODOLOGYETHODOLOGY Project Initiation and Planning

Determine requirements Validate assumptions and constraints Clarify statement of work Create project schedule Create project work breakdown structure Collect critical documentation on assessment performed

Project Execution Collect detailed project data and information Perform work to complete each deliverable Obtain acceptance of each deliverable Manage all issues, changes, and risks Perform quality assurance activities

Project Closure Archive appropriate project information Perform post-implementation review Track applicable metrics

7.0 CONSTRAINTS7.0 CONSTRAINTS


CONSTRAINT 1

BUDGET ISSUES IN COMPLETING PROJECT

8.0 DEPENDENCIES8.0 DEPENDENCIES

Types include the following and should be associated with each dependency listed. M- 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.

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mailto:[email protected]

mailto:[email protected]


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

MDEP-001 Implementation contract must be approved. E

MDEP-002 IV&V contract must be approved. E

MDEP-002 Assignment of qualified project manager M

9.0 ASSUMPTIONS9.0 ASSUMPTIONS


Assumption 001 Business subject-matter-experts from DCA will be available when needed for the implementation of the project.

Assumption 002 A technical IT resource from DCA will be available a minimum of 50% of their time for the transfer of knowledge during the implementation

Assumption 003 Data will be converted from a Hierarchical database to a relational database.

Assumption 004 Architectural data will be converted from a hierarchical database to a relational database. ( The NMCRIS tabular database is currently a relational Database)

Assumption 005 DCA is responsible for procuring servers required for implementation.

Assumption 006 DCA is responsible for all licensing costs.

Assumption 007 A minimum of 3 experienced in house users and out users are required for verification of data once it has been converted or re-written.

Assumption 008 DCA will provide access to the server environments to contracts staff with PC and monitors.

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

Risk 1Probability: High Impact: Medium

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Description -

In converting data from a hierarchical database to a relational database, there may be some inconsistencies, or some data may be unable to be successfully converted.

Mitigation Strategy: Because key employees have had experience in data conversion known anomalies can be documented and anticipated. However these employees are nearing or are eligible for retirement, so if the migration is not performed soon, DCA will have no expertise to help in the conversion process. Contingency Plan: Perform conversion as well as possible, and validate data quality.

Risk 2

Description -

Hardware is old and running on old release need to move toward current release .

Probability: Medium Impact: Medium

Mitigation Strategy: Keep in contact with vendor to monitor support of application and system. Contingency Plan: Expedite conversion process if possible.

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

The Project Manager and the stakeholders of the project will communicate on a regular basis regarding all facets of the NMCRIS Project and implementation issues as they arise. To facilitate effective communication and provide accurate estimates of progress, the Project team for this project will do the following to report on the project:

Status Meetings: Status meetings will be held weekly to discuss the current activities, the schedule of activities coming up, prioritized risks and the status of open project issues. Special focus will be given to those activities and action items that were planned, but not accomplished.

Weekly Progress Reporting: Our DCA Project Manager will meet with the Executive Sponsor on a weekly basis to discuss the current activities, the schedule of activities coming up, prioritized risks and the status of open project issues. Special focus will be given to those activities and action items that were planned, but not accomplished.

Monthly Progress Reporting to DoIT: DCA Project Manager will submit a monthly report using the accepted template.

Other Communications: Project manager will use email, conference calls, and telephone calls to communicate with the project team.

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

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An IV&V vendor will be selected, a contract signed, and the vendor will perform IV&V activities. We are currently negotiating with IV&V vendors, and putting together a draft contract.

The scope of activity for IV&V will (at a minimum) include the following tasks that will be more discretely defined in the near term.

As required, interview DCA team members to answer questions raised during the initial discovery phase of the engagement.

Review Project Management Plan (PMP) and provide feedback as appropriate. Review initial system requirements and work with the DCA team to clarify if

necessary. Participate in all regular team review meetings and document any validation and

verification issues with an immediate report to management posted after each meeting.

Work with the project team to assist in final user acceptance procedures; document results with a report to DCA management

Prepare an overall IV&V project assessment on a monthly basis for the DCA management team and the State CIO. Final format and outline to be defined with the assistance of the IV&V

contractor after the engagement is initiated Concurrence on IV&V reporting and format will be obtained from DOIT This will be an IV&V only report—most status will be reported in the normal

manner to the DoIT PMO per the standard Prepare a weekly status report for the DCA management team using the standard

DCA status report. As required, escalate issues to the DCA management team as they are discovered

with 24 hrs. Participate in post project review and document/publish results. Prepare post implementation IV&V report for DCA management and the State

CIO.

Specific items for IV&V contract/review are tentatively: IV&V PM Plan Initial Review Periodic Reviews (at least three)

PM-8 Verify milestones and completion dates are planned, monitored, and met.

QA-4 Verify that the quality of all products produced by the Project is monitored by formal reviews and sign-offs.

ST-12 Verify that appropriate acceptance testing based on the defined acceptance criteria is performed satisfactorily before acceptance of software products.

DM-2 Verify that procedures are in place and are being followed to review the completed data for completeness and accuracy and to perform data clean-up as required.

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DM-3 Determine conversion error rates and if the error rates are manageable.

DM-5 Evaluate new and existing database designs to determine if they meet existing and proposed system requirements.

Logistics assumptions for the IV&V engagement follow:

IV&V consultant(s) will be headquartered off site. Anticipate IV&V activity will start in April, 2008. Engagement is expected to be at least 4 months in duration. IV&V consultant will work directly with the project team and will report to the

DCA CIO who will provide guidance and clarity on task and workload assignments for IV&V.

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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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Documents

IDMS CONVERSION - NM · Web viewConvert historical/legacy data from Oracle Forms Databases (including data entry forms) to a database such as MS SQL 2008 —without extending the project