NM DoIT - Executive Sponsor – [Donna Maestas … · Web view2019/06/27 · Project Management Plan -Property Tax Division (PTD) Business Modernization Project Project Management

PROPERTY TAX DIVISION (PTD)BUSINESS MODERNIZATION SYSTEM

PROJECT MANAGEMENT PLAN (PMP)

EXECUTIVE SPONSOR – [DONNA MAESTAS (DIR., PTD]BUSINESS OWNER - [MICHAEL O’MELIA (DEPUTY DIR., PTD]

PROJECT MANAGER – [KELVIN GINN]ORIGINAL PLAN DATE: [FEBRUARY 23, 2018]

REVISION DATE: [6/13/2019]REVISION: [V-2.10]

PROJECT MANAGEMENT PLAN -PROPERTY TAX DIVISION (PTD) BUSINESS MODERNIZATION PROJECT

REVISION HISTORY............................................................................................................................................. III

1.0 PROJECT OVERVIEW...................................................................................................................................... 1

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT................................................................................................1

1.2 FUNDING AND SOURCES...........................................................................................................................................2

1.3 CONSTRAINTS........................................................................................................................................................2

1.4 DEPENDENCIES.......................................................................................................................................................2

1.5 ASSUMPTIONS...................................................................................................................................................3

1.6 INITIAL PROJECT RISKS IDENTIFIED.............................................................................................................................3

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................5

2.1 STAKEHOLDERS......................................................................................................................................................5

2.2 PROJECT GOVERNANCE STRUCTURE...........................................................................................................................6

2.2.1 Describe the organizational structure – Org Chart....................................................................................72.2.2 role and members of the project steering committee................................................................................72.2.3 Organizational Boundaries, interfaces and responsibilities.......................................................................8

2.3 REPORTING...........................................................................................................................................................8

2.3.1 Monthly DoIT Status Reporting.................................................................................................................82.3.2 Monthly Steering Committee Status Reporting.........................................................................................92.3.3 Weekly Team Status Reporting.................................................................................................................9

3.0 SCOPE......................................................................................................................................................... 10

3.1 PROJECT OBJECTIVES............................................................................................................................................10

3.1.1 - Proposed PTD Systems – Schematic......................................................................................................103.1.2 -Overview of Proposed PTD Systems.......................................................................................................10

3.1.1 BUSINESS OBJECTIVES........................................................................................................................................11

3.1.2 TECHNICAL OBJECTIVES......................................................................................................................................11

3.2 PROJECT EXCLUSIONS............................................................................................................................................12

3.3 CRITICAL SUCCESS FACTORS...................................................................................................................................12

4.0 PROJECT DELIVERABLES AND METHODOLOGY.............................................................................................14

4.1 PROJECT MANAGEMENT LIFE CYCLE........................................................................................................................14

4.1.1 Project Management Deliverables.....................................................................................................154.1.2 Deliverable Approval Authority Designations..........................................................................................164.1.3 Deliverable Acceptance Procedure..........................................................................................................16

4.2 PRODUCT LIFE CYCLE.......................................................................................................................................16

4.2.1 Technical Strategy...................................................................................................................................174.2.4 Deliverable Acceptance Procedure..........................................................................................................18

5.0 PROJECT WORK........................................................................................................................................... 19

5.1 WORK BREAKDOWN STRUCTURE (WBS)..................................................................................................................19

5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE..............................................................................................................20

REVISION: 1.7 DOIT-PMO-TEM-020 i OF vi


5.3 PROJECT BUDGET.................................................................................................................................................20

FY18 & Prior.....................................................................................................................................................215.4 PROJECT TEAM....................................................................................................................................................21

5.4.1 Project Team Organizational Structure (Extended Team)........................................................................215.4.2 Core Project Team Roles and Responsibilities..........................................................................................22

5.5 STAFF PLANNING AND RESOURCE ACQUISITION.........................................................................................................24

5.6 PROJECT LOGISTICS...............................................................................................................................................24

5.6.1 Project Team Training.............................................................................................................................24

6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................25

6.1 RISK AND ISSUE MANAGEMENT..............................................................................................................................25

6.1.1 Risk Management Strategy`....................................................................................................................256.1.6 Issue Management..................................................................................................................................256.2 Independent Verification And Validation (IV&V)........................................................................................26

6.3 SCOPE MANAGEMENT PLAN..................................................................................................................................26

6.3.1 Change Control........................................................................................................................................276.4 PROJECT BUDGET MANAGEMENT............................................................................................................................28

6.4.1 Budget Tracking......................................................................................................................................286.5 COMMUNICATION PLAN........................................................................................................................................28

6.5.2 Status Meetings.......................................................................................................................................286.5.3 Project Status Reports.............................................................................................................................28

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICTS).................................................................................................28

6.7 QUALITY OBJECTIVES AND CONTROL........................................................................................................................28

6.7.1 Quality Standards....................................................................................................................................296.7.2 Project and Product Review and Assessments.........................................................................................296.7.3 Agency/Customer Satisfaction................................................................................................................296.7.4 Product Deliverable Acceptance Process.................................................................................................29

6.8 CONFIGURATION MANAGEMENT.............................................................................................................................29

6.8.1 Document Management Folder Structure...............................................................................................296.9 PROCUREMENT MANAGEMENT PLAN.......................................................................................................................30

7. 0 PROJECT CLOSE........................................................................................................................................... 31

7.1 Administrative Close...................................................................................................................................317.2 Contract Close............................................................................................................................................317.3 IV&V Final Report.......................................................................................................................................31

ATTACHMENTS................................................................................................................................................. 31

REVISION: 1.7 DOIT-PMO-TEM-020 ii OF vi


REVISION HISTORY

REVISION NUMBER DATE COMMENT0.0 (Template) July 27, 2007 DoIT Project Management Office RevisionDRAFT 0.1 January 31, 2018 Initial – for internal TRD ITD team iterationDRAFT 0.2 February 8, 2018 For internal OCIO reviewDRAFT 1.0 February 15, 2018 Submitted for initial DoIT reviewDRAFT 1.2 February 18, 2018 Incorporate PTD CommentsDRAFT 1.4 February 22, 2018 Incorporated DoIT CommentsDRAFT 1.5 February 23, 2018 Resubmittal DoIT for PCC Plan Phase CertificationDRAFT 1.6 June 6, 2018 Merging Axiomatic Charter document content into

template to create a single documentDRAFT 1.7 June 25, 2018 Incorporated comments from 6/20/2018 meeting.DRAFT 1.8 June 29, 2018 Revisions to budget summary, high level risk items,

reference to Risk Management Plan. Revision 2.0 June 25, 2019 Update to accompany PCC Implementation

Certification Request and support for the Implementation Phase.

REVISION: 1.7 DOIT-PMO-TEM-020 iii OF vi


1.0 PROJECT OVERVIEW 1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT

The New Mexico Taxation and Revenue Department’s (“TRD”) Property Tax Division (“PTD”) contains three Bureaus; Appraisal, Delinquent Property Tax, and State Assessed Property. These three Bureaus conduct highly specialized work in support of county valuation and taxation. The division currently conducts most of their work without support from data management systems or automated workflows. Manual processes and institutional knowledge are relied upon to complete the work.

Business process map and gap analysis of as found and recommended processes was completed in December 2015. Preliminary concepts for process refinement and workflow automation were identified at that time to optimize staff time, increase transparency, and improve overall work product for PTD and New Mexico county assessors.

This project leverages this preliminary analysis to define, develop and deploy an enterprise information system (EIS) to support and automate PTD business processes. This (EIS) is comprised of four distinct modules (1) Assessment Oversight, (2) Delinquent Property Management, (3) State Assessed Properties and (4) County Core and includes a total of 11 sub-modules. The EIS will support GIS-enabled web applications with interfaces for County Government (Assessors and Treasurers), the public (searching for delinquent property) and PTD.

The proposed automated processes to be enabled by this EIS shall improve efficiency in all PTD business process areas. They will reduce clerical workloads and allow specialized PTD staff to focus on the administration of business personal property tax, management of delinquent property tax collections and auctions, and support for fair and equitable county valuation and assessment.

Benefits - Delinquent Property Process Improvement:With the new EIS, the Delinquent Property Tax Bureau will be able to quickly identify, categorize, and analyze property and account characteristics. Statewide delinquent property inventory status and trends will be queried, reported, and published “on demand” leveraging the power and capabilities of the new information system.

Automation of standardized reproduceable data feeds from county assessors for delinquent properties.

Automation of workflow management to improve efficiency in standardized document generation, property disposition prioritization and title examiner assignment.

GIS mapping visualization to facilitate bidder selection processes.

Benefits - State Assessed Process Improvement:With the new EIS, taxpayers will be able to compile, process, and track tax reporting transactions to support the business property certification process in an automated and secure information environment. Bureau staff will be able to track accounts and support taxpayer transactions and manage late reports and filing extensions.

Replace hundreds of spreadsheets with an online asset inventory management and depreciation calculation system for taxpayers’ entry and maintenance.

Automated Assess data review to enabled PTD’s focused attention on new, revised or removed assets.

Replace a paper – based asset valuation protest process with an automated online e-file and protest processing workflow system.

Replace manual data sharing protocols with automated import export processes for County Assessors and Department of Finance and Administration (DFA) systems.

VERSION 2.01. NEW MEXICO TAXATION AND REVENUE - PTD PAGE | 1


Benefits - Appraisal Bureau Process Improvement:With the EIS, the Appraisal Bureau will be able to report and publish training and educational status for assessor staff by individual, group, and county, and. will be able to perform county assessor evaluations and audits utilizing a standardized, consistent, and more efficient workflow. Evaluation and audit status, results, and trends will be queried, reported, and published “on demand” leveraging the power and capabilities of the new information system.

Replace an excel spreadsheet – based assessment and valuation protest process with a web-based automated case management and protest processing workflow system.

Automation of standardized reproduceable assessment record and sales data feeds from county assessors to enable PTD assessment and property attribute change analysis and support county assessor ratio analysis and assessment valuation updates.

Enable county GIS parcel and assessment data aggregation to efficiently support economic development, emergency management, disaster preparedness and assessment, watershed production, transportation planning and corridor analysis.

1.2 FUNDING AND SOURCESSOURCE AMOUNT ASSOCIATED RESTRICTIONS APPROVERSLaws of 2016, Chapter. 11, Sec. 7, Item (6)

$2,000,000 NONE N/A

1.3 CONSTRAINTSNUMBER DESCRIPTION

1. TRD PTD management and staff participating in requirements elicitation, validation, UAT and other necessary project activities will have ongoing concurrent operational responsibilities limiting availability.

2. Project funding is currently limited to $ 1.295M ($2M total appropriation less $705,191 previously authorized to date.

1.4 DEPENDENCIESTypes 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.

NUMBER

DESCRIPTION TYPE M,D,E

1. The scope of work described by the prime contract must start no later than June 6, 2018 to ensure all system deliverables are in production prior to December 31, 2021. NOTE: with a project start date of May 15, 2018, this dependency is resolved.

E

2. The direct participation of TRD staff with domain expertise in each of the primary process areas will be critical to project

M



NUMBER

DESCRIPTION TYPE M,D,E

success. The traditional Systems Development Life Cycle (SDLC) proposed for this project will require this engagement at various times throughout the project. Project success is dependent on this engagement.

3. Approval of an extension request for the original $2M appropriation through FY22 is required given previous restrictions on authorization beyond the current fiscal year.

E, M

4. Access to State Geographic Information System (GIS) domain expertise will be critical to successful systems integration with state GIS systems.

M

1.5 ASSUMPTIONSNUMBER DESCRIPTION

1. Funding will be available throughout the duration of the project.2. Assigned TRD business owners will be available to support the team and make

timely decisions as required throughout the duration of the project.3. Contractor will assign appropriate resources to complete all phases of the project

from requirements through design & implementation.4. Entire scope of project will be completed by the first half (H1) of FY225. Division leadership will be supportive and engaged.6. Department leadership will be supportive and engaged.7. ITD leadership will be supportive and engaged.8. Division staff will be supportive and engaged.9. Local government stakeholders will be supportive and engaged.10. The services vendor will be able to quickly staff the project per plan after

contract execution.11. External stakeholders including county assessors and state assess taxpayers must

be engaged to allocate sufficient time for participation in user acceptance testing.

1.6 INITIAL PROJECT RISKS IDENTIFIEDThe initial risk identification was performed through a Risk Management Workshop with stakeholders from PTD, TRD IT and Axiomatic on 6/20/2018. This initial risk inventory has been revised and reassessed on a quarterly basis since the initial assessment. As a result, 24 previously defined or new risks are assessed as active and nine previously identified risks have been closed as no longer applicable. Baseline risks with scores of six or higher based on probability of occurrence and impact are outlined below. The complete Risk Management Plan is in the project Repository. Risk management will continue to be conducted on an ongoing basis through weekly meetings with the State Project Manager (PM) and quarterly Risk Management Workshops with project stakeholders.

Risk # 002 - People: SA Probability: High Impact: High Score: 9



Bureau has limited availability to input backlog.

Mitigation Strategy: a) In Progress: Prioritize the filers needed for data entry backlog (prioritize larger filers). b) Not Started: Develop a data entry plan (resources, cost, schedule, QA/QC plan). c) Not Started: Implement data entry plan.Contingency Plan:

Risk # 003 – People: County reluctance to support from a data perspective.

Probability: High Impact: Medium Score: 6

Mitigation Strategy a) Complete: Develop initial project messaging. b) Complete: Develop project overview video c) Complete: List of project benefits d) In Progress: Individual meetings with Counties e) In Progress: Review Committee MeetingsContingency Plan: a)

Risk # 004 – People: State Assessed staff reluctance to support from a data perspective.


Mitigation Strategy a) Not Started: Develop a Communication and Outreach plan for the SA filers. Similar to the plan developed for County users. b) Not Started: Schedule introductory webinars on project with interested filers

Contingency Plan: a)

Risk # 009 – People: Poor quality help documentation for SA filers may lead to low e-file adoption rates.

Probability: Medium Impact: High Score: 6

Mitigation Strategy a) Contingency Plan: a)

Risk # 010– Process: System malfunctions/delays running into statutory deadlines (e.g. SA has hard deadlines which impact downstream)

Probability: Medium Impact: High Score: 6

Mitigation Strategy a) Create a matrix of process and their statutory deadlines b) Identify critical processes that cannot be delayed

Contingency Plan: a)

Risk # 017 – People: Probability: Medium Impact: High Score: 6



Employee Resistance to new systems

Mitigation Strategy a) Complete: Develop initial project messaging. b) Complete: Develop project overview video c) In Progress: Rely on bureau Chiefs to work with staff

Risk # 029 – County outcry and workflow disruption due to the exposure of SA GIS data when compared to renditions.


Mitigation Strategy a)Completed: Complete Esri upgrade b) Not Started: Draft messaging to Counties c) Not Started: Configure feedback mechanism d) Not Started: Disclaimer Text e) Not Started: Configure Version 1.0 f) Not Started: Create a Training Schedule

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE

2.1 STAKEHOLDERSNAME STAKE IN PROJECT ORGANIZATION TITLEStephanie Schardin-Clarke

Agency Head TRD Secretary

Donna MaestasExecutive Sponsor TRD PTD Director

Michael O’Melia Business Owner TRD PTD Deputy Director

Darrell Lujan Business Owner – Delinquent Property

TRD PTD Bureau Chief

Phillip Sena Business Owner – Appraisal


Elaisa Romero Business Owner – State Assessed Property


Mike Baca IT CIO – Technical Sponsor

TRD CIO

Vince Martinez Project Oversight and Compliance

DoIT DoIT Secretary

Brenda Suazo-Giles Business Owner – DFA DFA Budget & Finance Bureau Chief

Roy Sandoval Subject Matter Expert – Delinquent Property

TRD In-House Supervisor

Lisa Wilkens Subject Matter Expert – TRD Appraisal



NAME STAKE IN PROJECT ORGANIZATION TITLEAppraisal Supervisor

Ron Storey Subject Matter Expert – Appraisal

TRD Appraisal Supervisor

Larry Brotman GIS Domain Expert TRD GIS CoordinatorKelvin Ginn NM State Project

ManagerTRD Project Manager

Wesley Reynolds Infrastructure and Supporting Systems

TRD Technical Manager

Kashif Rehman Subject Matter Expert – IT Infrastructure

TRD Database Administrator

Matt Bailey Independent Verification and Validation

Cognosante Director

Paul Brown Independent Verification and Validation

Earned Value Owner

David Salzer Vendor Project Manager Axiomatic PrincipalPatrick Santoso Vendor Architect Axiomatic PrincipalJustin Lowe Vendor Technical Lead Axiomatic Director of

OperationsChris Gountanis Vendor Development

LeadAxiomatic Director of

DevelopmentAbe Hasslet Vendor Database

AdministratorAxiomatic Database

AdministratorNancy von Meyer GIS Specialist Fairview Industries PrincipalLinda Gallegos Review Committee Colfax County AssessorJoaquin Valdez Review Committee Los Alamos

CountyAssessor

Mark Willard Review Committee Chaves AssessorLaura Montoya Review Committee Sandoval County TreasurerNancy Marie Bearce Review Committee Bernalillo County TreasurerTBD Review Committee TBD TreasurerCounty Assessors Data providers and users Multiple N/ACounty Treasurers Data providers and users Multiple N/ATyler Technologies Interoperability partner Multiple N/ATriadic Interoperability partner Multiple N/AOther Software Vendors

Interoperability partner Multiple N/A



2.2 PROJECT GOVERNANCE STRUCTURE2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART

The Executive Steering Committee provides strategic direction and is the decision-making body of the project, in charge of overseeing progress and facilitating global collaboration among the participants.

The Executive Steering Committee will meet monthly for the duration of the project. The Axiomatic PM shall work with the State PM to schedule and facilitate monthly Executive Steering Committee meetings throughout the period of performance for this deliverable. The agenda for these meetings shall include, but is not limited to, the following:

1. Announcements;2. Summary status – schedule and cost;3. Performance measures;4. Scope management/change management; and5. Status on pertinent Risks, Issues and Action Items.

The State PM shall present the deliverables along with a recommendation for approval to the Executive Steering Committee during regularly scheduled steering committee meetings. The Executive Steering Committee must then vote to accept or reject the deliverable with the vote reflecting a majority decision.

If the deliverable is rejected, the Project Manager will inform the vendor of the Executive Steering Committee’s action. The Project Manager shall describe, in writing, why the deliverable was rejected and what actions must be addressed by the vendor prior to the deliverable being presented to the Executive Steering Committee for re-review and approval.

The Executive Steering Committee will also serve as the Change Control Board. All scope changes will be logged by the Project Manager in the change system with any impact reported in status and other associated project documents. The project manager will manage all change control processes for the system utilizing the change management system.



2.2.2 ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE

Refer to Stakeholder list tabled in Section 2.2/1 above.

2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES

The vendor is based in New Hampshire. Vendor staff shall be on site with PTD staff for a portion of the project’s duration. Areas of focus for on-site engagement may include, but are not limited to business requirements elicitation, iterative product demonstrations for user feedback, user acceptance testing and training. Otherwise, the vendor team will coordinate, collaborate and communicate with TRD participants and stakeholders and progress project deliverables remotely on this project. The following Responsible, Accountable, Contributor, Informed (RACI) table summarizes accountabilities, responsibilities and roles for contribution or awareness to deliverables and activities on the project.

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Project Sponsor A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A ASteering Committee A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A AProject Manager C C C C C C C C C I I I I I I I I I I I I I I I I I I I I I IGIS Coordinator I I I I I I I I I C C C C I C I I I I I I C I I I I C C C C CDBA I I I I I I I I I C I C I I I I I I I I I I C C C C CDelinquent SME I I I I I C C C C C C IAppraisal SME I I I I I C C C C C C IState Assessed SME I I I I I C C C C C C IDFA I C I I C C C I IDoIT I I I I I I I I I C C I I I I I I I I I I I I I R C I I I IIV&V Contractor I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I IProject Manager R R R R R R R R R C C C C C I I I I I I I I I I I I I R R R RWeb Architect I C I C C C I I I R R R R R C C C C C C C C R R R C R C C C CTechnical Lead I C I C I C I I I R C C R R C R R R R R R R C C C C C C C C CGIS Specialist I C I I I I I I I R C C C C I I I I I I I I C C C CLead Developer I C I I I I I I I I C C C C R R R R R R R R C C C C CDatabase Architect I C I I I C I I I I C R C C R C C C C C C C C C C C CReview Committee I I I C I I C I I I I IState Assessed Filers I I I C I C I ISoftware Vendors I I I C I C I I I I I

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The set of stakeholder groups to be managed as part of this project is broad and widely distributed. Soliciting input, buy in and coordination across all stakeholder, including external groups, will be important to project success. There will be necessary contact between the extended team (engineering and business ownership) and external stakeholder groups. These groups include county assessor and treasurer staff (state-wide), County software system vendors, and taxpayers supported directly by PTD’s State Assessed Bureau. PTD Business Owners shall be responsible for these interactions with external groups.

2.3 REPORTING



2.3.1 MONTHLY DOIT STATUS REPORTING

Reporting for this project will be subject to current standards from DoIT.

2.3.2 MONTHLY STEERING COMMITTEE STATUS REPORTING

Reporting for this project will comply with standards to be defined by the PTD Business Modernization Project Executive Steering Committee. It is expected that the Executive Steering Committee will meet monthly. The vendor Project Manager will work with the Agency’s Project Manager to facilitate these Steering Committee meetings and present executive level project status to include but not limited to the following:

Project Status to include status on project deliverables and Action Items Tasks completed during the previous period Tasks to be completed during the next period Change orders Risks Open issues IV&V summary

2.3.3 WEEKLY TEAM STATUS REPORTING

There will be a weekly project management meeting to report to executive management on the project issues and progress. Minutes will be distributed via email after each meeting to the Executive Steering Committee, stakeholders, and project team. The Contractor will prepare and submit a weekly status report by close of business Wednesday. The status report will include but not be limited to the following:

Overall project status summary specific to project deliverables per Agency approved schedule

Activities completed during the previous week Activities to be completed during the upcoming week Change request status (opened/closed) and any impact to project deliverables since last

report Issues status (opened/closed) and any impact to the project deliverables since last report Identification of any risks and proposed mitigation Project concerns



3.0 SCOPE 3.1 PROJECT OBJECTIVES

The primary objective of this project to design, develop, and deploy an enterprise information management system (EIS) to manage the primary activities undertaken by the New Mexico Taxation and Revenue Department (TRD) Property Tax Division (PTD). The EIS is comprised of four primary modules, each containing sub-modules as listed below and depicted in the following figure. The goal of the development of these systems is to support the three bureaus of PTD: Appraisal, Delinquent Property Tax, and State Assessed Property.

3.1.1 - PROPOSED PTD SYSTEMS – SCHEMATIC

3.1.2 -OVERVIEW OF PROPOSED PTD SYSTEMS

Module Sub Module Business Need

Delinquent Property Tax(Deliverables 2 and 7)

Case Management • Manage delinquent cases transferred from the county• Manage payment plans• Manage auctions and issuing of tax deeds

GIS • Internal GIS viewer with associated delinquency documents• External GIS viewer with query & reporting tools to provide visibility to and spatial context to properties at auction.

County Core(Deliverables 3 and 8)

Geospatial Data • Extract-Transform-Load (ETL) process to aggregate and normalize geospatial property information (parcel data)

Database Exports • Extract-Transform-Load (ETL) process to aggregate and normalize property information (assessment and sales database exports)

Appraisal Oversight(Deliverables 4 and 9)

Appraisal Review • Manage current county review process (questionnaires, site visits, etc.)

Appraisal Analyzer • Manage data analysis including ratio studies and ad-hoc spatial and database analysis



Protest/Appraisal • Manage county protests• Manage state appraisals

GIS • Internal GIS viewer to interact with geospatial information

State Assessed(Deliverables 5 and 10)

E-File & Review • Allow filers to electronically file Centrally Assessed Bureau (CAB) and industry specific forms• Allow PTD to process and review filer forms and issue notices of valuation• Manage county and DFA certification processes that are used for mil rate setting

3.1.1 BUSINESS OBJECTIVESNUMBER DESCRIPTIONBUSINESS OBJECTIVE 1

Enforce data integrity through automated collection of standardized county delinquent properties reports.

BUSINESS OBJECTIVE 2

Use data analytics and reporting tools to increase sales of delinquent properties through targeted account identification and management.


Use interactive publicly available web maps to improve marketing and increase sales of delinquent properties.


Enhance taxpayer reporting and filing experience through State Assessed Property “E-File” application.


Use data collection, storage, and archiving to increase efficiency and enhance state assessed property collection and reporting workflow.


Increase integrity of state assessed property protest case management.


Enforce data integrity through automated collection of standardized county property valuation reports.


Increase efficiency and integrity of property valuation data exchange between PTD and DFA Local Government Division.


Perform assessment of county property tax code compliance practices through interactive and iterative data sharing exchange.


Increase efficiency of real property tax value protest case management.


Aggregate real property ownership, valuation, and geospatial data from 33 counties at least once annually.

3.1.2 TECHNICAL OBJECTIVESNUMBER DESCRIPTIONTECHNICAL OBJECTIVE 1

Define delinquent property data exchange standard for electronic transfer from counties to PTD.

TECHNICAL OBJECTIVE 2

Deploy delinquent property workflow and case management system.


Deploy publicly available web map application to display and market parcels available through county delinquent property auctions.



NUMBER DESCRIPTIONTECHNICAL OBJECTIVE 4

Deploy web-based State Assessed Property “E-File” application.


Deploy state assessed property tax information system which provides basis for electronic filing, data query, reporting, and analysis.


Deploy state assessed property tax protest case management system.


Define property valuation data format and exchange standard for electronic transfer from counties to PTD.


Define format and exchange protocols for county valuation data shared between PTD and DFA Local Government Division.


Define tax roll and sales data format and exchange standard for electronic transfer from counties to PTD.


Deploy real property tax protest case management system.


Define geospatial (map) parcel data format and exchange standard for electronic transfer from counties to PTD.

3.2 PROJECT EXCLUSIONS3.3 CRITICAL SUCCESS FACTORS

Identify the critical success factors for achieving success in this project. 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. See also section 6.7 - Quality Objectives and Controls.NUMBER DESCRIPTIONQUALITY METRIC 1

Maintain business continuity: Maintain continuity for ongoing production support to minimize operations interruption throughout the project duration.

QUALITY METRIC 2

Triple Constraint: Deliver the project within planned scope, schedule, cost and quality.

QUALITY METRIC 3

User Training: A holistic approach to training that uses multiple learning formats is necessary to ensure adoption. Multiple learning formats including classroom, web-based and recorded trainings are critical to ensure adoption and effective use of the system for job tasks. Development of an interactive knowledgebase is key to allowing users to learn at their own pace following formal training.

QUALITY METRIC 4

Reporting: The reporting systems can accurately track data and integrate monthly, weekly and ad-hoc reports.

QUALITY METRIC 5

Security: The system is secure and able to provide an audit trail of functions performed.

QUALITY METRIC 6

Involvement of PTD and ITD Resources: A significant factor in the success of a project is the engagement of the project sponsors and stakeholders. It is a considerable time commitment for resources which



already have existing responsibilities, but it is necessary to ensure success.

QUALITY METRIC 7

Clear Scope: A well-defined, agreed upon scope will ensure that all stakeholders understand the milestones and deliverables for a project. This will minimize the likelihood of scope-creep which can otherwise cause delays, change order and unexpected costs.

QUALITY METRIC 8

Clear Development Sprints: A well-managed development project uses well defined development sprints designed to progress the code base in a consistent and understandable manner. One to two-week sprints shall be employed on this project.

QUALITY METRIC 9

Well-Constructed and Executed Test Plan: A well designed and executed test plan (unit, regression, system, security and user acceptance) will ensure that the highest quality product is developed and delivered to the client, minimizing errors and bug fixes post go-live.

QUALITY METRIC 10

Communication: The most critical success factor in any type of project is clear communication that keeps all stakeholders informed as to progress to plan, accomplishments, next steps, risks and issues. Multiple communications methods will be employed to ensure clear communication to be defined in the Communication Plan. Most important to the Communication Plan is weekly project meetings and project status reports, and a well-organized document repository to keep all engaged parties informed as to the progress of the project.



4.0 PROJECT DELIVERABLES AND METHODOLOGY4.1 PROJECT MANAGEMENT LIFE CYCLE

Phase Summary of Phase Key DeliverablesPre-Planning Planning and Certification Project Charter (Done)

Project Certification (Done)Project Mgmt. Plan (this document)Risk Inventory and Mgmt. Plan ((Done)Project Schedule (Done)

Certifications DoIT Project Certification Initiation Certification (Done)Planning Certification (Done)Implementation Cert. (In Progress)Project Status Reports (In Progress)

Execution Execution and control Project Status Reporting, Schedule Maintenance, Interim IV&V Monitoring and Reporting (All in Progress)

Execution: County Core

Planning Phase (Complete): Requirements analysis, UI, DB and Technical DesignExecution Phase: Development (20 Sprints), Test (Functional, Load, Perf., Security, and SysTest), UAT, Training, Go Live

Business Requirements Document (BRD), Arch Plan, System DB Design, System Design, Capacity Plan, (All Done).Code, Unit, QA and Regression Test Plans, Transitions to Ops Plan, Release Notes, Rollback Procs, Training Plan, Training Collateral, Acceptance, Interim IV&V Reports

Execution: Delinquent Property Phase (Case Mgr. / GIS Modules)

Planning Phase (Complete): Requirements analysis, UI, DB and Technical Design, Execution Phase: Development (20 / 9 Sprints), Test (Functional, Load, Perf., Security, and SysTest), UAT, Training, Go Live

BRDs, Arch Plan, System DB Design, System Design, Capacity Plan, (All Done).Code, Unit, QA and Regression Test Plans, Transitions to Ops Plan, Release Notes, Rollback Procs, Training Plan, Training Collateral, Acceptance, Interim IV&V Reports

Execution: Appraisal Phase (Analyzer, Reviewer, GIS / Case Mgr. Modules)

Planning Phase (Complete): Requirements analysis, UI, DB and Technical Design, Execution Phase: Development (22 / 7 Sprints), Test (Functional, Load, Perf., Security, and SysTest), UAT, Training, Go Live




Phase Summary of Phase Key DeliverablesExecution: State Assessed Phase (all Modules)

Planning Phase (Complete): Requirements analysis, UI, DB and Technical Design, Execution Phase: Development (16 Sprints), Test (Functional, Load, Perf., Security, and SysTest), UAT, Training, Go Live


Close Out Project ReviewLessons LearnedAcceptance, Final IV&V Report

4.1.1 PROJECT MANAGEMENT DELIVERABLES

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

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

Project Management Plan (this document).

“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 Divisions 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:

A written risk assessment report is prepared at the inception of the project and quarterly thereafter throughout the duration of the project.

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 monthly 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.

Action Item Registry (AIR

A record of identified issues and action items that require resolution, ownership, target date, comments and completion information, to be maintained throughout the duration of the project. The AIR is reviewed and updated in each weekly team meeting.

4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

The TRD ITD Project Manager or delegate shall coordinate with respective business or system owners for formal review and sign off for a) all deliverables, for b) Go-No Go reviews for each module, and c) for system acceptance in production.

4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE

4.2 PRODUCT LIFE CYCLE Products resulting from this project shall delivered incrementally on a schedule tentatively through December 2021. These products shall be incorporated to the TRD application portfolio housed and managed by the TRD Infrastructure team. This team will be represented on the project throughout the entire project lifecycle with consideration for ultimate product ownership in production.

The vendor has proposed an application support model for the products of this project for an initial period of 5 years post complete system deployment. Scope of this support is an end user support, software maintenance and enhancement support in the post-production period. This support shall be provided as part of this project for all modules as they are delivered, through December 2021. Additional vendor-provided support in calendar years 2022 and beyond shall be managed under separate contract.



4.2.1 TECHNICAL STRATEGY

System architecture documentation will be developed for the system, including all required hardware and software components (load balancers, firewalls, shared drives, etc.) The global architecture will be finalized pending the completion of the capacity estimates for the Nth year of the deployments (TBD). These capacity estimates will inform the hard drive sizing, for production and recovery instances.

A preliminary listing of anticipated development technologies and platforms is provided below.

Tier TechnologyWeb/Application ASP.NET Core (C# ASP.NET MVC and Web API)Front-End Bootstrap, AngularJSRDBMS Microsoft SQL Server 2016Report Generation Microsoft SQL Server Reporting ServicesWeb Server Microsoft IIS 10Environment(s) P (Production), UAT (User Acceptance Test, and Test. Dedicated

physical/virtualized.

Relevant TechnologiesThe following high level SDLC approach shall be applied to each functional area.

Business Requirements: Business requirements elicitation and validation sessions will be conducted with subject matter experts within each of the core process areas. Gathered information shall be used to develop a comprehensive list of the necessary business and software requirements for the new EIS system.

Wireframing: Wireframes will be created of each of the proposed application interfaces to ensure that business requirements are met. Wireframes help set expectations for what each interface will look like and how it will behave.

Database Design: The UI Designer works with the database architect to ensure that the database meets the business requirements while being optimized for application performance and reporting needs in three design phases. Conceptual Model: A relatively simple, high-level entity-relationship diagram. Logical Model: An elaboration of the conceptual model that includes information

distilled from the business requirements, such as the identification of primary and foreign keys and certain critical or unique fields.

Physical Model: Final design specification for the database.

Technical Design: A combination of the wireframes, database logical design, and application business logic, the basis for coding.

Development Sprints: The system architect and technical lead coordinate to divide the workload into sprints based upon identifiable milestones, with development resources assigned as appropriate. Iterative coding and unit test.

Installation to Test: Test installations are created with each sprint, and include internal code interface reviews.



Internal Unit & End-to-End Testing: Testing to verify functional and technical requirements, followed by end to end scenario test.

Internal Regression Testing: Re-testing following bug-fixes or patches to ensure no unanticipated loss of functionality as well as resolution of any issues or bugs identified during internal unit and end to end testing.

System and UAT Test: Verify functionality and suitability of purpose prior to acceptance of the delivered solution.

Launch planning: Go/No Go review and decision by the Steering Committee. Deliverables include migration processes and procedures, release notes and transition to operations plan All system releases will contain release notes

Deployment: Following successful UAT and initial user training a cut-over and go-live date will be established. Work will be discontinued on legacy systems. The team will be on standby to rapidly respond to any reported bugs and rapidly deploy fixes through test and into production following standard testing and code promotion protocols

4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE

The Project Manager shall present the deliverables along with a recommendation for approval to the Executive Steering Committee during regularly scheduled steering committee meetings. The Executive Steering Committee must then vote to accept or reject the deliverable with the vote reflecting a majority decision.

If the deliverable is rejected, the Project Manager will inform the vendor of the Executive Steering Committee’s action. The Project Manager shall describe, in writing, why the deliverable was rejected and what actions must be addressed by the vendor prior to the deliverable being presented to the Executive Steering Committee for re-review and approval.



5.0 PROJECT WORK5.1 WORK BREAKDOWN STRUCTURE (WBS)

The chart below a high-level summary. A more detailed WBS is attached to this project plan.

Identifier Work Package Description Phase Milestone/ Deliverable

1 Contract Execution2 Project Management 2.1 Project Mgmt. Plan Planning PMP 2.2 Project Schedule Planning MPP

2.3 Risk Mgmt. Plan (Matrix) Planning RMP

3 Project Kick-Off Planning Kick Off4 County Core Module (Typical Phases for all Modules) 4.1 Requirements Implementation BRD

4.2 Development ImplementationArch Plan, System DB Design, System Design, Code, Capacity Plan

4.3 Internal Testing ImplementationUnit, Regression and UAT Test Plans, Transitions to Ops Plan,

4.4 UAT Implementation UAT Test Results

4.5 Go-Live ImplementationRelease Notes, Rollback Procs, Acceptance, Interim IV&V Reports

4.6 Training Implementation Training Plan &Collateral5 Delinquent Property Tax

5.1 Delinquent Property Manager Module Implementation See IDs 4.1 – 4.6 above

5.2 GIS Module Implementation See IDs 4.1 – 4.6 above6 Appraisal

6.1 Analyzer, Reviewer & GIS (22 Sprints) Modules Implementation See IDs 4.1 – 4.6 above

6.2 Case Manager Module Implementation See IDs 4.1 – 4.6 above7 State Assessed

7.1 E-File, Review & Value Cert Modules Implementation See IDs 4.1 – 4.6 above

7.2 Case Manager Module Implementation See IDs 4.1 – 4.6 above



Identifier Work Package Description Phase Milestone/ Deliverable

7.3 GIS Module Implementation See IDs 4.1 – 4.6 above

7.4 Project Close Out Project Close Lessons Learned, Acceptance, IV&V Close

5.2 SCHEDULE ALLOCATION -PROJECT TIMELINEThe project duration is estimated to be approximately 42 months from the date of contract execution. The project start date is June 6, 2018 and the estimated completion date is December 31, 2021. The planning phase of the project is schedule to end in May of 2019. The project timeline follows:



5.3 PROJECT BUDGET

BUDGET

Non-Recurring(appropriation $) Description

FY18 & PRIOR

FY19 FY20 FY21 Total

Neitzey Consulting

RFP Process Support to Award (Complete)

$ 33,521 $ 0 $ 0 $ 0

$ 33,521

Axiomatic System Development $ 4,067 $ 625,134 $ 459,659 $ 423,436

$ 1,512,296

Cognosante IV&V Services $ 4,250 49,000 $ 59,500 $ 51,000

$ 163,750

H/W Vendor Preliminary Estimate

$ 0 $ $145,380 $ 0

$ 145,380

S/W Vendor OS / SQL $ 0 $ 0 $ 6,200 $ 6,200

Contingency $ 0 $ 0 $ 0 $138,853

$ 138,853

TOTAL $ 41,838 $ 674,134 $ 670,739 $ 613,289

$ 2,000,000

Note*: GRT Calculated at Base * 0.05125 (State-wide Rate).Note: Monthly payments shall be made against of Total less Retainage in the execution period

for each Non-recurring module. All amounts retained shall be released to the Contractor upon Acceptance of the final Deliverable.

5.4 PROJECT TEAM5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE (EXTENDED TEAM)



5.4.2 CORE PROJECT TEAM ROLES AND RESPONSIBILITIES

The following table lists the team members, their role, responsibility and functional manager. Refer to the RACI chart above in Section 2.2.3 for additional context on responsibilities.

ROLE RESPONSIBILITY NAME FUNCTIONAL AREA

PTD Director Coordinate Bureau Chief’s, set project tone and management.

Donna Maestas PTD

PTD Deputy Director

Coordinate Bureau Chief’s, set project tone and management.

Michael O’Melia PTD

State Assessed Bureau Chief

Operations Mgr. and Product Owner for State Assessed system modules

Elaisa Romero(Mgr.: Bryson Frazier)

PTD – State Assessed

Appraisal Bureau Chief

Operations Mgr. and Product Owner for Appraisal system modules

Phillip Sena(Mgr.: Bryson Frazier)

PTD – Appraisal

Delinquent Property Bureau Chief

Operations Mgr. and Product Owner for Delinquent Property system modules

Darrell Lujan (Mgr.: Bryson Frazier)

PTD – Delinquent Property

Project Manager (Vendor)

Project Management, Engagement Management

David Salzer (Principal)

Axiomatic, LLC

Web Architect (Vendor)

Application Architecture, Development

Pat Santoso (Principal)

Axiomatic, LLC

Application Technical Lead (Vendor)

Development Management,

Justin LoweMgr. David Salzer

Axiomatic, LLC

Application Development Lead (Vendor)

Development, Management,

Chris GountanisMgr. David Salzer

Axiomatic, LLC

Database Administration (Vendor)

Database Development Abe HassletMgr. David Salzer

Axiomatic, LLC

GIS Specialist (Vendor)

Application Development and Configuration, test and UAT Support

Nancy Von Meyer (Principal)

Fairview Industries



ROLE RESPONSIBILITY NAME FUNCTIONAL AREA

Database Administrator

Coordination with TRD Infrastructure and Operations, Architecture design review, product owner for Ops scenarios

Keshif RehmanMgr.: Ron Gallegos

TRD Infrastructure Team

NM GIS Specialist

GIS Coordinator for TRD GIS Systems

Larry Brotman(Mgr.: Darshana Kanabar

TRD ITD Office of the CIO

NM Project Manager

Project Planning, Project Management (Coordination, Communications, etc.)

Kelvin GinnMgr.: Jan Christine

TRD ITD PMO



5.5 STAFF PLANNING AND RESOURCE ACQUISITION5.6 PROJECT LOGISTICS

Please refer to RACI Matrix provided above in Section 2.2.3.



6.0 PROJECT MANAGEMENT AND CONTROLS6.1 RISK AND ISSUE MANAGEMENT

6.1.1 RISK MANAGEMENT STRATEGY`The following procedures and steps shall be applied to detect, analyze and prioritize risks to determine appropriate risk management strategies.

1. Project Risk Identification – documenting “what can go wrong with the project” are identified and inventoried.

2. Project Risk Mitigation Strategy - actions that can be taken to reduce the probability of the risk or to reduce its impact on the project are identified herein for each risk.

3. Project Risk Contingency planning - those actions to be taken when or if the risk materializes (Plan B) are described herein for each identified risk. a. Risk conditions shall be monitored throughout the project. Required adjustments to

mitigate or correct for risk conditions shall be further defined and implemented as necessary via the Executive steering committee.

b. Revisit Risks at the End of each phase – The Project Manager is responsible for tracking risks and ensuring that they are effectively mitigated. At the end of the iteration risks that have been fully mitigated shall be eliminated; reassessed or newly identified risks shall be documented and managed as required for each functional area. In addition to tracking the risks, the Project Manager is also responsible for communicating the High Impact risks to the Business Owners to be sure they understand the impact of the potential risks. This activity shall take place in the monthly Steering Committee meeting.

6.1.6 ISSUE MANAGEMENT

The following procedures and steps shall be applied to identify, document, triage and resolve issues in the EIS.

If the PTD or Axiomatic perceives a need that was not identified and documented in the contract that will impact PTD’s ability to successfully implement the EIMS, it will be necessary to document as such. Once the defect is documented, PTD will draft a Client Change Order Request form which will capture the following information:

• Defect/Need Initial

Axiomatic will meet with PTD to review the proposed change order to quantify the following:• Impacts: Functionality, Cost, Timeline• Risk: Cost, Timeline

Together, “impact and risk” provide change control participants a rather simple but effective conceptual framework for thinking about the proposed change. Viewed in combination, impact and risk allow the PTD to balance the likelihood of change failure against the potential consequences of that failure (or delay). When expressed quantitatively, impact and risk offer a concise measure of a given change’s relative significance. Axiomatic will assist PTD in determining the change order significance and need. The decision to approve or reject the change order will be at the sole discretion of PTD. Once a decision is reached, it will be formally documented.



Change orders that are approved will be integrated into the Project Plan, Risk Management Plan and Quality Assurance Plan. Progress will be tracked and reported in the same manner as all other deliverables.

6.2 INDEPENDENT VERIFICATION AND VALIDATION (IV&V)Cognosante LLC has been selected to provide IV&V services for the project. The scope of activity for IV&V will (at a minimum) include the following:

Project/Product Area Include –Yes/NoProject Management YesRisk Management YesChange Management YesCommunications Management YesConfiguration Management YesQuality Management YesRequirements Management YesSecurity and Privacy Requirements YesOperating Environment YesDevelopment Environment NoSoftware Development YesSystem and Acceptance Testing YesData Management YesTransition to Operations YesTraining YesBusiness Process Impact Yes

Specified IV&V deliverables are identified below: IV&V Management Plan and Schedule IV&V Initial Project Status and Risk Assessment Report IV&V Interim Project Assessment Reports IV&V Close Out Review

6.3 SCOPE MANAGEMENT PLAN

The project plan will be updated upon contract finalization to represent a validation and verification of scope and will include all anticipated project elements, tasks, and deliverables. The project plan will be updated regularly during the project and will incorporate any required or requested change requests.

PTD will partner with the vendor to establish appropriate change control procedures and proper documentation for any modifications that affect the project scope; including justification, financial impact, and schedule impact as detailed in the Change Management section below.

The project manager will continuously manage project scope, milestones, tasks, and deliverables. It is important that scope management protocols are followed to control what is added or



removed from the project scope as the project is executed.

6.3.1 CHANGE CONTROL

6.3.1.1 Change Control Process

Change Management: Should a change order become necessary, standard change control management procedures shall be applied. Change control procedures for changes are shown in the table below.

Vendor Change Request

The vendor will document the initial Request for a Change Order. A standard Change Order request form will be utilized that will capture the following information: • Justification/Contractual Gap • Estimated Cost • Estimated Timeline

Other Change Request

If the PTD or the vendor perceives a need that was not identified and documented in the contract that will impact PTD’s ability to successfully implement the EIMS it will be necessary to document as such. Once the defect is document, PTD will draft a Client Change Order Request form which will capture the following information: Defect/Need.

Initial Technical and Business Assessment

The vendor will meet with PTD to review the proposed change order to quantify the following: • Impacts: Functionality, Cost, Timeline • Risk: Cost, TimelineTogether, “impact and risk” provide change control participants a rather simple but effective conceptual framework for thinking about the proposed change. Viewed in combination, impact and risk allow the PTD to balance the likelihood of change failure against the potential consequences of that failure (or delay). When expressed quantitatively, impact and risk offer a concise measure of a given change’s relative significance.

Review and Decision

The vendor will assist PTD in determining the change order significance and need. The decision to approve or reject the change order will be at the sole discretion of PTD. Once a decision is reached, it will be formally documented. Change orders that are approved will be integrated into the Project Plan, Risk Management Plan and Quality Assurance Plan. Progress will be tracked and reported in the same manner as all other deliverables.

Approval Change orders that are approved will be integrated into the Project Plan, Risk Management Plan and Quality Assurance Plan. Progress will be tracked and reported in the same manner as all other deliverables.



6.3.1.2 Change Control Board (CCB)The Change Control Board for this project will be the Executive Steering Committee. All scope changes will be logged by the Project Manager in the change system with any impact reported in status and other associated project documents. The project manager will manage all change control processes for the system utilizing the change management system.

6.4 PROJECT BUDGET MANAGEMENT

6.4.1 BUDGET TRACKING

The TRD Project Manager will manage project expenditures and report budget status monthly to the DoIT, TRD Management and the Executive Steering Committee.

6.5 COMMUNICATION PLANNote that the complete project Communication Plan including objectives, target audience, methods, frequency and single point of contact details can be found in the project repository (https://axiomnh.teamwork.com).

6.5.2 STATUS MEETINGS

Meeting Frequency AttendeesExecutive Steering Monthly Executive Steering Committee, IV&VTeam Meeting – Project Status, Team Status

Weekly Core Team including Business Owners / SMEs

Adhoc – Functional As Required Interdisciplinary Team, Integration Partner team, others as required.

6.5.3 PROJECT STATUS REPORTS

Weekly project status reports shall be provided by the project team to executive management. Monthly DoIT project status reports are provided by the TRD Project Manager.

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICTS)See references above to Business and Technical objectives in Section 3.1.1 and 3.1.2 above.

6.7 QUALITY OBJECTIVES AND CONTROLThe vendor will be responsible for drafting and maintaining the Quality Control Plan throughout the project. The Quality Control Plan will document the activities, tools and procedures necessary to implement the EIS successfully with an acceptable data and programmatic quality. The goal of utilizing the plan is to minimize and control variation.

Quality control will be focused on the data conversion from the legacy Delinquent Property system to the EIS. The vendor will utilize statistical metrics developed with input from PTD which will serve as a benchmark of calculation accuracy. Aggregated and individual values will be sampled and analyzed for accuracy.



Software implementation bugs and defects will be tracked and monitored by the vendor to ensure that each software build meets contractual requirements. User Acceptance Testing (UAT) will be incorporated into the quality control plan for validation of both data conversion and system functionality. The quality control plan will be reviewed monthly to ensure compliance.

PTD’s Subject Matter Experts are intimately involved in all steps throughout the implementation process of the deliverables. They will be assisting in the definition and assessment of quality of the deliverables. They are responsible, with assistance from the vendor, for the testing of the business requirements in User Acceptance Testing and the successful functional execution of those business requirements. Finally, they are responsible for creating and tracking solution requests to resolve any identified issues.

6.7.1 QUALITY STANDARDS

No. Quality Standard Tracking Tool or Measure1 Schedule Adherence • Baselined MS Project schedule2 Budget Adherence • Vendor contract, terms, conditions and performance

criteria. 3 Quality Control • Pre-production user acceptance approval

• Production validation of project deliverables.6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS

See details provided in Section 2.3.2 (Monthly Steering Committee Status).

6.7.3 AGENCY/CUSTOMER SATISFACTION

The project manager shall track the business owner’s assessment of how the project is going and how team members are performing on the project as a part of the weekly team meeting and the monthly Executive Steering Committee.

6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS

Review and approval for all Contract deliverables shall be supported by the TRD ITD Deliverable Sign-Off process. This linear process requires review and approval by the Project Manager, the PTD Business Owner, and the TRD CIO.

6.8 CONFIGURATION MANAGEMENTAtlassian Bitbucket will be used by the core team for source and version control. A shared framework for documentation management and version control will be defined and implemented by the core team after primary contract execution.

6.8.1 DOCUMENT MANAGEMENT FOLDER STRUCTURE

Documentation is managed through the document repository, Teamwork (axiomnh.teamwork.com). The existing file structure is listed below. The file structure is updated on a regular basis, as needed.


https://www.atlassian.com/software/bitbucket


Developmento Business Requirements

Documentationo Presentationso Logoso Contracto 2015 BPR

Project Managemento Action Item Registero Chartero Communications Plano Contact Listso DoIT Certificationo Meetingso PMPo Risk Managemento Scheduleo Status Reports

6.9 PROCUREMENT MANAGEMENT PLANService contracts for primary system (EIS) development and IV&V services are complete and fully executed. The TRD ITD Project Manager shall manage these contracts to conclusion in line with standard TRD ITD processes.



7.0PROJECT CLOSE7.1 ADMINISTRATIVE CLOSE

Items that require administrative close: All deliverables as specified in this document must be completed and accepted by

TRD. Each system module and supporting processes must be accepted by TRD, in writing. Lessons Learned – Lessons learned sessions shall be conducted postmortem to the

phase/project and incorporated into future project plans, procedures and artifacts.

7.2 CONTRACT CLOSE

Contract close is like administrative close in that it involves product and process verification for contract close.In addition to the Administrative Close, the following actions should be taken to complete Contract Close:

Procurement Audit – The Project Manager, TRD CIO and TRD PM should review the vendor Agreement Terms and Conditions to ensure all items are met and/or `disposition agreed upon by both parties.`

7.3 IV&V FINAL REPORT

The IV&V vendor shall submit a final Independent Verification and Validation report.

8.0ATTACHMENTS

Project Schedule


Documents

NM DoIT - Executive Sponsor – [Donna Maestas … · Web view2019/06/27 · Project Management Plan -Property Tax Division (PTD) Business Modernization Project Project Management