NMDOT FNMDOT FORMSORMS M MANAGEMENTANAGEMENT S SOLUTIONOLUTION PPROJECTROJECT
PROJECT MANAGEMENT PLAN PROJECT MANAGEMENT PLAN (PMP)(PMP)
EXECUTIVE SPONSOR – TOM CHURCH, NMDOT CABINET SECRETARY, DESIGNATE
BUSINESS OWNER – BRUCE OAKELEY, NMDOT ISM BUREAU CHIEF
PROJECT MANAGER – SAL HERNANDEZ, INTEGRATUS SOLUTIONS
ORIGINAL PLAN DATE: DECEMBER 13, 2013REVISION DATE: JANUARY 2, 2014
REVISION: 2.2
REVISION HISTORY.............................................................................................................................................. 3
1.0 PROJECT OVERVIEW...................................................................................................................................... 4
1.2 FUNDING AND SOURCES...........................................................................................................................................41.3 CONSTRAINTS........................................................................................................................................................51.4 DEPENDENCIES.......................................................................................................................................................51.5 ASSUMPTIONS...................................................................................................................................................61.6 INITIAL PROJECT RISKS IDENTIFIED...........................................................................................................................7
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................8
2.1 STAKEHOLDERS......................................................................................................................................................82.2 PROJECT GOVERNANCE STRUCTURE...........................................................................................................................9
2.2.1 Describe the organizational structure – Org Chart.....................................................................................92.2.2 Describe the role and members of the project steering committee...........................................................92.2.3 Organizational Boundaries, interfaces and responsibilities.......................................................................9
2.3 EXECUTIVE REPORTING..........................................................................................................................................10
3.0 SCOPE......................................................................................................................................................... 10
3.1 PROJECT OBJECTIVES............................................................................................................................................103.1.1 Business Objectives..................................................................................................................................103.1.2 Technical Objectives................................................................................................................................10
3.2 PROJECT EXCLUSIONS............................................................................................................................................113.3 CRITICAL SUCCESS FACTORS...................................................................................................................................11
4.0 PROJECT DELIVERABLES AND METHODOLOGY.............................................................................................12
4.1 PROJECT MANAGEMENT LIFE CYCLE........................................................................................................................124.1.1 Project Management Deliverables...........................................................................................................134.1.2 Deliverable Approval Authority Designations..........................................................................................154.1.3 Deliverable Acceptance Procedure...........................................................................................................19
4.2 PRODUCT LIFE CYCLE.......................................................................................................................................194.2.1 Technical Strategy...................................................................................................................................204.2.2 Product and Product Development Deliverables......................................................................................214.2.3 Deliverable Approval Authority Designations..........................................................................................224.2.4 Deliverable Acceptance Procedure...........................................................................................................22
5.0 PROJECT WORK........................................................................................................................................... 23
5.1 WORK BREAKDOWN STRUCTURE (WBS)..................................................................................................................235.2 SCHEDULE ALLOCATION -PROJECT TIMELINE..............................................................................................................245.3 PROJECT BUDGET.................................................................................................................................................245.4 PROJECT TEAM....................................................................................................................................................25
5.4.1 Project Team Structure, Roles and Responsibilities..................................................................................255.5 STAFF PLANNING AND RESOURCE ACQUISITION................................................................................................26
5.5.1 Project Staff.............................................................................................................................................265.5.2 Non-Personnel resources.........................................................................................................................26
5.6 PROJECT LOGISTICS.........................................................................................................................................265.6.1 Project Team Training..............................................................................................................................27
6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................27
6.1 RISK AND ISSUE MANAGEMENT..............................................................................................................................276.1.1 Risk Management Strategy......................................................................................................................276.1.2 Project Risk Identification........................................................................................................................286.1.3 Project Risk Mitigation Approach............................................................................................................28
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6.1.4 Risk Reporting and Escalation Strategy...................................................................................................286.1.5 Project Risk Tracking Approach................................................................................................................296.1.6 ISSUE MANAGEMENT..............................................................................................................................29
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V...........................................................................................296.3 SCOPE MANAGEMENT PLAN..................................................................................................................................30
6.3.1 Change Control........................................................................................................................................306.5 COMMUNICATION PLAN........................................................................................................................................31
6.5.1 Communication Matrix............................................................................................................................316.5.2 Status Meetings.......................................................................................................................................316.5.3 Project Status Reports..............................................................................................................................31
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS).....................................................................................326.7 QUALITY OBJECTIVES AND CONTROL..............................................................................................................32
6.7.1 quality Standards.....................................................................................................................................336.7.2 Project and Product Review AND ASSESSMENTS.....................................................................................336.7.3 Agency/Customer Satisfaction.................................................................................................................346.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS......................................................................................34
6.8 CONFIGURATION MANAGEMENT...................................................................................................................386.8.2 Project Repository (Project Library).........................................................................................................38
7. 0 PROJECT CLOSE........................................................................................................................................... 39
7.1 Administrative Close...................................................................................................................................397.2 Contract Close.............................................................................................................................................39
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REVISION HISTORYREVISION HISTORY
REVISION NUMBER DATE COMMENT
1.0 July 27th, 2007 DoIT Project Management Plan template
2.0 December 30th, 2013 Initial creation of PMP from DoIT template
2.1 January 2nd, 2014 Revised to add rough scheduling and project task details
2.2 January 3, 2014 Revised to add Section 6 specifics and other content updates
2.3
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1.0 PROJECT OVERVIEW The New Mexico Department of Transportation relies thoroughly on the forms catalog it presently has implemented within its agency. The information management practices around the usage of these documents are essential to the functioning of its business. There have been over three hundred forms identified as used for different areas within the agency.
These forms are currently created using an older methodology, which makes the information management practices cumbersome, manual-intensive and prone to human errors and delays. The manual process calls for forms to be printed and then delivered (via mail or fax) to the agency. The form submission process is decoupled from the process flow.
Furthermore, These forms reside on an aging system that requires it to be replaced before it begins to degrade service within the agency.
NMDOT has chosen to modernize and substantially improve the form submission process. Modernization Improvements will include digitizing the document submission process as well as improving the form submission lifecycle, this will reduce process times and errors. The intrinsic benefits include creating a more productive and responsive agency thereby increasing customer satisfaction.
1.2 FUNDING AND SOURCES
SOURCE AMOUNT ASSOCIATED RESTRICTIONS
APPROVERS
NM STATE ROAD FUND
$500,000
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1.3 CONSTRAINTSThe following factors can potentially restrict the project by scope, resource, or schedule.
NUMBER DESCRIPTION
1Time – Project will need to be closed out by June 30th 2014
2Budget – Project not to exceed $500K
3Scope – Project scope need not exceed existing project estimates and increased scope be addressed/approved or denied by Project Steering Committee
4Software – Project technical deliverables need to be developed with Adobe LiveCycle software and related tools
5Resources - Project will need to be completed with a mix of NMDOT and Contractor resources
6Budget – Project cannot cause a dramatic shift in operational cost.
7Process – Project will adhere to applicable DoIT methodology
8Agency – Project will adhere to applicable NM State and NMDOT policies and regulations.
9Agency – Project technical deliverables to meet existing service agreements and response times.
10Infrastructure – Software must be configured and operate alongside existing NMDOT infrastructure without disrupting ongoing business service.
1.4 DEPENDENCIES Mandatory dependencies are dependencies that are inherent to the work being done. D- Discretionary dependencies are dependencies defined by the project management
team. This may also encompass 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 ACTIVE DIRECTORY - ENSURE A PROPER MANAGEMENT INTERFACE EXISTS FOR THE ACTIVE DIRECTORY MANAGEMENT AS WELL AS ENSURE CONTENT IS UP TO DATE
M, E
2 TRAINING - DELIVER PROPER DEVELOPMENT TRAINING FOR FORMS AND PORTAL DEVELOPERS
M
3 INSTALLATION AND CONFIGURATION - ENSURE THE PROPER HARDWARE, SOFTWARE AND INFRASTRUCTURE IS MADE AVAILABLE
M, E
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NUMBER
DESCRIPTION TYPE M,D,E
4 ORGANIZATIONAL BUY-IN - ENSURE EXECUTIVE AND SME BUY-IN FOR NEW TECHNOLOGY AND PROCESS
M
5 TECHNOLOGICAL - ENSURE PROPER IMPLEMENTATION OF TBD APPROACH (ELECTRONIC V DIGITAL SIGNITURES)
M
6 ORGANIZATIONAL - ENSURE SUBJECT MATTER EXPERTS ARE EXCESSIBLE – BOTH FUNCTIONAL AND TECHNICAL SME’S ARE REQUIRED
M
1.5 ASSUMPTIONS
NUMBER DESCRIPTION
1All system users exist in NMDOT’s Active Directory. All system users are internal to the agency.
2Business rules for form data and routing relating to existing forms are known and fixed.
3Servers and client workstations meet or exceed the minimum requirements of the technology stack.
4The form templates will be developed using a proper common format. If such a format is not possible, then the form will be provided in an alternative format and will be served as fill and print forms.
5Project team will have access to functional and technical SMEs
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1.6 INITIAL PROJECT RISKS IDENTIFIED
[Risk 1 Active Directory]
Description – Active Directory entries are incorrect thus effecting forms with workflow
Probability EXPECTED Impact HIGH
Mitigation Strategy – 2 fold strategy Initial and On-going1. Initial – There is an initial effort to clean up Active Directory
entries in bulk, especially for those Users/Groups identified as prospects for forms with workflow.
2. On-going – An interface will be developed for the Human Resources department to actively monitor and update Active Directory entries. Major Events (Hire to Fire) will trigger an resource to update the Active Directory.
Contingency Plan1. Continuous efforts to clean up the Active Directory entries on
a regular interval
[Risk 2 – Software Features]
Description - Features and capabilities of the product may be wrong, incomplete, or too complex and that may not satisfy the requirement.
Probability LOW Impact MEDIUM
Mitigation Strategy1. Complex scenarios were given to Vendor during a Proof of
Concept initiative when evaluating software.2. Additionally, ensure that all functionality is defined before
development begins.Contingency Plan
1. Co-Develop more difficult scenarios with Vendor or engage them for support as needed
2. Extend product, as needed with custom integration layers.
[Risk 3 – Software Training]
Description – Resource training on software is inadequate or has not taken place
Probability LOW Impact MEDIUM
Mitigation Strategy1. Training Plan to be developed for technical developers and
support staff2. Engage Vendor for development as needed
Contingency Plan1. Engage Vendor for development or support as needed and
engage in over-the-shoulder development until adequate training plan can be established.
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[Risk 4 – End User Adoption]
Description – End users are slow to adopt forms development
Probability LOW Impact HIGH
Mitigation Strategy1. Continuously involve end users at the appropriate level of
detail.Contingency Plan
1. Executive mandate of solution set
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE
2.1 STAKEHOLDERS
NAME STAKE IN PROJECT ORGANIZATION TITLE
Bruce Oakeley Responsible for the modernization of the Forms Portal and the replacement of the existing legacy system.
NMDOT Information Systems Bureau Chief
Gilbert Archuleta Key actor in regard to all forms relating to employee information
NMDOT Human Resources Bureau Chief
Julie Atencio Responsible for oversight of NMDOT forms, and managing changes and additions to NMDOT’s forms catalog.
NMDOT Acting Inspector General
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2.2 PROJECT GOVERNANCE STRUCTURE2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART
2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE
N/A
2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES
Main communication interface is between Project Managers from Integratus Solutions (Contracting Vendor) and the assigned Team Leaders.. The primary methods utilized will be the Status Report/Briefing, ad-hoc meetings, electronic mail, and phone conversations. Interaction may occur directly between the technical components of all teams. However, overall task direction can only come from the Project Manager. Final decisions will be made at the Steering Committee or Executive Level.
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2.3 EXECUTIVE REPORTINGProject status will be communicated to the Executive level on a weekly basis, reports will be at an aggregate level and outline any major risk and or issues. Executives can contact project management at any time for ad-hoc reporting as it relates to project status.
3.0 SCOPE
3.1 PROJECT OBJECTIVES3.1.1 BUSINESS OBJECTIVES
NUMBER DESCRIPTION
Bus. Objective 1 Reduce cost associated to support and maintenance of Legacy Forms Portal.
Bus. Objective 2 Replace the manual-intensive Legacy Forms Portal with a modern more robust digitized form system.
Bus. Objective 3 Reduce human errors and delays with an improved process and forms workflow.
Bus. Objective 4 To provide electronic routing and signature for our agency’s most widely and frequently-used forms.
Bus. Objective 5 Create a more productive and responsive agency by reducing form processing cycle times, thereby increasing customer satisfaction.
3.1.2 TECHNICAL OBJECTIVES
NUMBER DESCRIPTION
Tech. Objective 1 To put a solid framework in place for managing forms and form data, electronic or digital signatures, and reporting needs.
Tech. Objective 2 Modernization of Legacy Forms Portal falls in line with agency effort to modernize systems.
Tech. Objective 3 Minimize business impact and make transition to a new system as seamless as possible
Tech Objective 4 Integrate new Forms portal into existing architecture
Tech Objective 5 Create a mechanism for the Human Resources organization to manage Active Directory entries.
3.2 PROJECT EXCLUSIONS
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Number of reports to be converted to digital workflow is not yet defined, during the planning phase the final number of conversion eligible reports will be defined and project plan will be adjusted accordingly.
3.3 CRITICAL SUCCESS FACTORSIdentify 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 DESCRIPTION
CSF - 1 AGREEMENT ON PROJECT SCOPE, GOALS AND TIMELINE
CSF – 2 MANAGE SCOPE AND CHANGES EFFECTIVELY
CSF – 3 MANAGE RISKS AND ISSUES TO RESOLUTION/REMIDIATION
CSF – 4 EFFECIVELY MANAGE RESOURCES (RIGHT RESOURCE FOR THE JOB)
CSF – 5 PROMOTE USER INVOLVEMENT
CSF – 6 EFFECTIVELY MANAGE PROJECT TIMELINE
CSF – 7 FACILITATE EXECUTIVE INVOLVEMENT
CSF – 8 REMOVE POLITICAL AND TECHNICAL BARRIERS
CSF – 9 QUICKLY RESOLVE TECHNICAL BREAK-FIX
CSF – 10 FACILITATE USER ACCEPTANCE
CSF – 11 EFFECTIVELY MANAGE PROJECT BUDGET
CSF – 12 PROMOTE EFFECTIVE COMMUNICATIONS
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4.0 PROJECT DELIVERABLES AND METHODOLOGY
4.1 PROJECT MANAGEMENT LIFE CYCLE
Phase Summary of Phase Key Deliverables
Initiation Evaluation of business problem domain; research of potential solutions
Project Charter
Project Scope
Business Requirements – Business Case
Assumptions
Constraints
Authorization to proceed with planning
Planning Identification and documentation of specific business and technical requirements
Project Management Plan
Critical success factors
Work Break down Structures
Project Schedule
JAD Session
System Requirements Specification,
Implementation Installation of hardware and software for the solution; development of specific forms to implement workflow and e-signatures
Working installation of LiveCycle ES Server (test environment, production environment)
LiveCycle forms Migration and Development
End-user documentation
End-user training
Technician and form designer training
Closeout Evaluation of new solution. Deliverable or Product Acceptance
Lessons Learned
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4.1.1 PROJECT MANAGEMENT DELIVERABLES
Project Deliverables are work products or artifacts that are driven by the project management methodology requirements and standard project management practices regardless of the product requirements of the project.
4.1.1.1 Project CharterProject Charter Document Deliverable Acceptance Criteria – Follow NM DoIT
Standards and review by project management and project business owners.
Standards for Content and Format – NM DoIT Standards
Quality Review –Initial document creation followed by project management, executive and business owner review
4.1.1.2 Project Status ReportsBi-weekly Project Status Reports, one to internal team members, and one to project stakeholders and oversight bodies.
Deliverable Acceptance Criteria - Follow NM DoIT Standards and review by project management and project business owners.
Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by project management, executive and business owner review. Subsequently, reviewed by project team as a whole.
4.1.1.3 Risk Assessment ReportInitial Risk Assessment report, which will be reviewed and approved by all stakeholders.
Deliverable Acceptance Criteria - Follow NM DoIT Standards and review by project management and project business owners.
Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by project management, executive and business owner review. Subsequently, reviewed by project team as a whole.
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4.1.1.4 Business Continuity PlanA specification describing what methods the project team will employ to ensure uninterrupted service to customers during the implementation phase.
Deliverable Acceptance Criteria - Follow NM DoIT Standards and review by project management and project business owners.
Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by project management, executive and business owner review. Subsequently, reviewed by project team as a whole.
4.1.1.5 Project Operations and Support PlanA document outlining the governance structure for the project, as well as team roles, responsibilities, and scheduling.
Deliverable Acceptance Criteria - Follow NM DoIT Standards and review by project management and project business owners.
Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by project management, executive and business owner review. Subsequently, reviewed by project team as a whole.
4.1.1.6 Project Test Plan & StrategyA document outlining the plan and strategies to be used to test functionality in the new system.
Deliverable Acceptance Criteria - Follow NM DoIT Standards and review by project management and project business owners.
Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by project management, executive and business owner review. Subsequently, reviewed by project team as a whole.
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4.1.1.7 Project Management PlanInitial Project Management Plan, to be reviewed by all stakeholders and the PCC.
Deliverable Acceptance Criteria - Follow NM DoIT Standards and review by project management and project business owners.
Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by project management, executive and business owner review.
4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
DELIVERABLE NUMBER
DELIVERABLE APPROVERS (WHO CAN APPROVE)
DATE APPROVED
PRJ-DEL-001Initiation - Project Initiation and Scope Focus Meetings
Bruce Oakeley
PRJ-DEL-002Initiation - Initiation Phase Certification Form
Bruce Oakeley
PRJ-DEL-003 Initiation - Project Charter Bruce Oakeley
PRJ-DEL-004Initiation - Initiation Phase Certification
Bruce Oakeley
PRJ-DEL-005Initiation - Form Evaluation and Enumeration
Bruce Oakeley
PRJ-DEL-006
Initiation - Identification of forms for electronic workflow & signature
Bruce Oakeley
PRJ-DEL-007Initiation - Change Management process for implementation phase
Bruce Oakeley
PRJ-DEL-008
Initiation - Identification of workflow end points for top 30 priority forms.
Bruce Oakeley
PRJ-DEL-009Initiation - Identification of workflow participant categories
Bruce Oakeley
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DELIVERABLE NUMBER
DELIVERABLE APPROVERS (WHO CAN APPROVE)
DATE APPROVED
PRJ-DEL-010 Initiation - Project JAD Session Bruce Oakeley
PRJ-DEL-011Initiation - System Requirement Specification (SRS)
Bruce Oakeley
PRJ-DEL-012
Initiation - System Requirement Specification (SRS) Evaluation and Review - Round 1
Bruce Oakeley
PRJ-DEL-013Initiation - Project Status Reports (Internal)
Bruce Oakeley
PRJ-DEL-014Initiation - Initial Risk Assessment Report
Bruce Oakeley
PRJ-DEL-015Initiation - Initial Business Continuity Plan
Bruce Oakeley
PRJ-DEL-016Initiation - Initial Project Communication Plan
Bruce Oakeley
PRJ-DEL-017Initiation - Initial Project Operations and Support Plan
Bruce Oakeley
PRJ-DEL-018Initiation - Initial Project Test Plan and Strategy
Bruce Oakeley
PRJ-DEL-019Initiation - Initial Project Management Plan
Bruce Oakeley
PRJ-DEL-020Initiation - Initial Active Directory Update Plan
Bruce Oakeley
PRJ-DEL-021Planning - Planning Phase Certification Form
Bruce Oakeley
PRJ-DEL-022Planning - Revise Project Management Plan
Bruce Oakeley
PRJ-DEL-023Planning - IV&V Selected and Contract Negotiated
Bruce Oakeley
PRJ-DEL-024Planning - Project Status Reports (Internal)
Bruce Oakeley
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DELIVERABLE NUMBER
DELIVERABLE APPROVERS (WHO CAN APPROVE)
DATE APPROVED
PRJ-DEL-025
Planning - System Requirement Specification (SRS) Evaluation and Review - Round 2
Bruce Oakeley
PRJ-DEL-026Planning - Technical Architecture Document
Bruce Oakeley
PRJ-DEL-027Planning - Revise Risk Assessment Report
Bruce Oakeley
PRJ-DEL-028Planning - Revise Business Continuity Plan
Bruce Oakeley
PRJ-DEL-029Planning - Revise Project Communication Plan
Bruce Oakeley
PRJ-DEL-030Planning - Revise Project Operations and Support Plan
Bruce Oakeley
PRJ-DEL-031Planning - Revise Project Test Plan and Strategy
Bruce Oakeley
PRJ-DEL-032Planning - Revise Active Directory Update Plan
Bruce Oakeley
PRJ-DEL-033 Planning - Initial Cutover Plan Bruce Oakeley
PRJ-DEL-034Planning - Evaluate Electronic or Digital Signature Solution
Bruce Oakeley
PRJ-DEL-035Planning - ELECTRONIC SIGNATURE - Signature Collection Plan Strategy
Bruce Oakeley
PRJ-DEL-036
Planning - DIGITAL SIGNATURE - operations and support plan for digital sig. services.
Bruce Oakeley
PRJ-DEL-037
Planning - Determine Active Directory fields needed for Live Cycle function
Bruce Oakeley
PRJ-DEL-038
Planning - Determine which support staff will update non-GO portions of Active Directory
Bruce Oakeley
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DELIVERABLE NUMBER
DELIVERABLE APPROVERS (WHO CAN APPROVE)
DATE APPROVED
PRJ-DEL-039 Planning - Technical Team Training Bruce Oakeley
PRJ-DEL-040Implementation - Implementation Phase Certification Form
Bruce Oakeley
PRJ-DEL-041Implementation - Updated Project Management Plan
Bruce Oakeley
PRJ-DEL-042Implementation - IV&V Reports Submitted
Bruce Oakeley
PRJ-DEL-043Implementation - Technical Architecture Approved
Bruce Oakeley
PRJ-DEL-044Implementation - Project Status Reports (Internal)
Bruce Oakeley
PRJ-DEL-045
Implementation - LiveCycle ES4 Server Installation and Configuration
Bruce Oakeley
PRJ-DEL-046Implementation - Active Directory Updates - Mass Update
Bruce Oakeley
PRJ-DEL-047Implementation - Active Directory Updates - District Level Updates
Bruce Oakeley
PRJ-DEL-048
Implementation - ELECTRONIC SIGNATURE - Design / Develop web service interface for existing signature server
Bruce Oakeley
PRJ-DEL-049
Implementation - Design / develop scripting to extract and rename guid-named forms from OIG form server
Bruce Oakeley
PRJ-DEL-050Implementation - Existing Form Migration
Bruce Oakeley
PRJ-DEL-051Implementation - New Form Development
Bruce Oakeley
PRJ-DEL-052Implementation - Workflow Development
Bruce Oakeley
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DELIVERABLE NUMBER
DELIVERABLE APPROVERS (WHO CAN APPROVE)
DATE APPROVED
PRJ-DEL-053
Implementation - Implement Electronic or Digital Signature Solution
Bruce Oakeley
PRJ-DEL-054
Implementation - Web Interface for Active Directory Organizational Maintenance
Bruce Oakeley
PRJ-DEL-055Implementation - End User Training for AD Web Interface
Bruce Oakeley
PRJ-DEL-056Close - Closeout Phase Certification Form
Bruce Oakeley
PRJ-DEL-057Close - Final IV&V Reports Submitted
Bruce Oakeley
PRJ-DEL-058 Close - Project Closeout Report Bruce Oakeley
PRJ-DEL-059 Close - Lessons Learned Bruce Oakeley
4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE
Deliverables will be reviewed as follows1. Deliverable owner will review for completeness2. Deliverable will be peer-reviewed3. Deliverable will be reviewed by all of its dependent owners and project management
4.2 PRODUCT LIFE CYCLE The Project Management has decided to use the approved DoIT Project Process as outlined in the DoIT memorandum and project certification timeline.
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4.2.1 TECHNICAL STRATEGY
Discuss the key technical strategies for achieving success in this project:
1. All new development to adhere to existing NMDOT development “Best-Practices” practices
2. All new infrastructure to adhere to existing NMDOT “Best-Practices” architecture
3. All Hardware and Software to be easily extensible to “add-on” for future requirements and encompass “tried and true” technologies
4. Vendor support will be important to this project, to assist with implementation and to provide training to staff.
5. NMDOT Staff will become proficient using LiveCycle ES4 Designer to create forms, and also in using the workflow tool to model, test, and deploy form workflows.
6. A virtualized server environment will provide fault tolerance, failover, and load-balancing (if needed).
7. Minimize technical knowledge needed by the end user
8. To develop deliverables in “waves” to allow end users to provide feedback for subsequent development
9. To ensure most complex developmental challenges are addressed and validated first
10. To ensure environment integrity (Dev, Test, Production) by having migration and/or build controls
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4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES
At the highest level, the following are the project deliverables in terms of the work product delivered.
4.2.2.1 LiveCycle ES Server Installation and ConfigurationInstallation and configuration of the LiveCycle ES Server product and its related database (SQL Server)
Deliverable Acceptance Criteria -
Standards for Content and Format -
Quality Review -
4.2.2.2 Existing Forms MigrationInventory and Migrate existing agency forms to new Forms Server
Deliverable Acceptance Criteria -
Standards for Content and Format -
Quality Review -
4.2.2.3 New Form DevelopmentIdentify and develop new agency forms to new Forms Server
Deliverable Acceptance Criteria -
Standards for Content and Format -
Quality Review -
4.2.2.4 Work Flow DevelopmentCreate new work flows for new or migrated forms
Deliverable Acceptance Criteria -
Standards for Content and Format -
Quality Review -
4.2.2.5 Active Directory Web Interface for HR StaffLiveCycle will leverage Active Directory within the NMDOT to route form data based on
Deliverable Acceptance Criteria -
Standards for Content and Format -
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organizational relationships; HR will be provided with a web interface to Active Directory to specify limited details such as Name, Email, Phone Number, and Manager.
Quality Review -
4.2.2.6 Electronic or Digital Signature SolutionSignatures will be rendered using an in-house electronic signature database or more formal PKI-based Digital Signatures.
Deliverable Acceptance Criteria -
Standards for Content and Format -
Quality Review -
4.2.2.7 Active Directory clean upClean up existing Active Directory entries and identify the entries needed for work flow
Deliverable Acceptance Criteria -
Standards for Content and Format -
Quality Review -
4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
DELIVERABLE NUMBER
DELIVERABLE APPROVERS (WHO CAN APPROVE)
DATE APPROVED
PRJ-DEL-002 System Requirement Specification (SRS)
Bruce Oakeley,Jeff Woodman
PRJ-DEL-003 LiveCycle ES4 Server Installation Jeff Woodman
PRJ-DEL-004 Redeveloped Electronic Forms
(New and/or existing)
Julie Atencio,Bruce Oakeley,Jeff Woodman
PRJ-DEL-005 Active Directory Organizational Relationships
Gil Archuleta,Bruce Oakeley,Jeff Woodman
PRJ-DEL-006 Electronic or Digital Signature Solution
Bruce Oakeley,Jeff Woodman
4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE
TBD
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5.0 PROJECT WORK
5.1 WORK BREAKDOWN STRUCTURE (WBS)
Identifier Work Package Description Definition/Objective Milestone/Deliverable
WBS-001 Form identification and prioritization
Determine total number of forms, and prioritize forms for electronic workflow
All forms are cataloged in a spreadsheet, with prioritization.
WBS-002 Software Installation / Configuration
Prepare the LiveCycle server environment to host forms.
Web portal is accessible on internal network; forms can be deployed to the web portal and accessed by end users.
WBS-003 Active Directory Clean up Clean up existing Active Directory Entries
Clean up Active Directory Entries
WBS-004 Active Directory Entry Interface Create Interface for the ongoing maintenance of Active Directory Forms
Development of interface solution.
WBS-005 Form Design Forms receiving electronic workflow / signature must be redesigned in XDF format for LiveCycle
Forms that are candidates for electronic workflow are deployed in LiveCycle format to the LiveCycle repository with electronic workflow and signature capability.
WBS-006 Workflow / Form Testing Verify that developed forms behave as expected and that workflow participants are properly notified.
Create Workflows; Test Workflows; ensure proper routing.
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5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE
Identifier Task/Activity Name Resource Name
Milestone (Y/N)
Effort/ Duration
Start Finish Dependent Task
SA-001 Active Directory Configuration
Conce Fresquez / District IT Staff
Y TBD TBD
SA-002 Web Interface for AD organizational relationship maintenance
Jeff Woodman Y TBD TBD
SA-003 Installation and configuration of LiveCycle ES Server
Alfred Lopez TBD TBD
SA-004 Form Development
Vendor / Implementation Team
TBD TBD
5.3 PROJECT BUDGET
Identifier Work Package or Budget Category Cost
PB-001 Professional Services 218,000
PB-002 Adobe Live Cycle Training 25,000
PB-003 Adobe Live Cycle 280,000
TOTAL 523000
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5.4 PROJECT TEAM5.4.1 PROJECT TEAM STRUCTURE, ROLES AND RESPONSIBILITIES
Role RESPONSIBILITY NAME FUNCTIONAL AREA
Executive Sponsor
Provides direction at a high level based on business needs.
Bruce Oakeley ISM Bureau Chief, NMDOT
Stakeholder / Business Owner
Oversees NMDOT Forms, and manages additions and changes to the form catalog.
Julie Atencio NMDOT Acting Inspector General
Stakeholder / Business Owner
Oversees human resource operations for the agency, and is the owner of many of the forms
Gilbert Archuleta NMDOT Human Resources Bureau Chief
Technical Lead Overall supervision of technical project aspects
Jeff Woodman Supervisor – NMDOT Web Team
Implementation Tech
Develops forms and workflow logic
James Gomez NMDOT Web Team
Implementation Tech
Develops forms and workflow logic
Brian Gutierrez NMDOT Web Team
Implementation Tech
Develops forms and workflow logic
Matt Hunt NMDOT Web Team
Implementation Tech
Performs server configuration, assists with form development
Alfred Lopez NMDOT Web Team
Implementation Tech
Develops forms and workflow logic
Gabriel Vigil NMDOT I.T.
Project Manager Project Management Sal Hernandez Contractor
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5.5 STAFF PLANNING AND RESOURCE ACQUISITION
5.5.1 PROJECT STAFF
Resource Cost EstimateEstimated Hours Availability Skill Set Work Product/Deliverable
Jeff Woodman 40 / week 90% Dev, Servers
James Gomez 40 / week 90% Dev
Brian Gutierrez 40 / week 90% Dev
Matt Hunt 40 / week 90% Dev / Design
Alfred Lopez 40 / week 90% Servers
Gabriel Vigil 40 / week 90% Dev
Sal Hernandez 40 / week 100% PM
5.5.2 NON-PERSONNEL RESOURCES
Use this section to list services or product (HW/SW and such) needed for project
Resource Cost EstimateEstimated units/hours Availability Source Work Product/Deliverable
LiveCycle ES4 Suite 225,000 n/a n/a Adobe
Windows 2008 R2 Standard Microsoft
Oracle WebLogic Oracle
5.6 PROJECT LOGISTICSProject will be developed onsite at the NMDOT offices. All contractors/resources will need to conduct project meetings and development work on-site.
Project Management will conduct regular meetings in relation to project status, requirements gathering, Issues and Risks and Change Control.
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5.6.1 PROJECT TEAM TRAINING
The NMDOT forms project opens up the need for several areas of training as described below.
Resource Cost EstimateEstimated Hours Availability Skill Set Work Product/Deliverable
Technical Developers TBD 40 High Technical Developer
Form DevelopmentForm ManagementForm Technical SupportProduct Technical Support
End Users – Forms Application
TBD 40 Medium Forms Analyst
Form DevelopmentForm Management
End Users – HR Application TBD 8 Medium HR Analyst Active Directory Updates
Help Desk TBD 8 Medium Helpdesk Form Technical Support
6.0 PROJECT MANAGEMENT AND CONTROLS
6.1 RISK AND ISSUE MANAGEMENT6.1.1 RISK MANAGEMENT STRATEGY
There will be a formal strategy for how risks are identified, analyzed/ quantified, mitigated, reported, escalated and tracked.
Identification – Any member associated to the project, whether internal or external, at any time can raise an issue or risk. The identification of an issue/risk must reach the project manager via email or in writing of the details behind the issue/risk. The project manager will keep a log of all of the identified issues.
Analyze and Qualification – Each issue/risk will be analyzed and qualified as to its occurrence, probability of occurrence and surrounding factors needed to reproduce or identify the root cause.
Mitigation – Once Identified and Qualified, the project team will need to come together, whether during the regular status meeting or via a special meeting to discuss options for mitigation for each issue/risk. The Issue/Risk will be given a functional and technical owner responsible for resolution.
Tracking – The Project management shall keep an issue and risk log, which will be the subject conversation during the bi-weekly project status meeting.
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6.1.2 PROJECT RISK IDENTIFICATION
The Project management will undertake a proactive risk management process. As part of this process we will evoke some or all of the following “Best Practice” approaches to and sources for identifying risks, which include:
SWOT analysis (strength, weakness opportunity, threat)
Working Groups and Project Meetings Agency knowledge
PESTLE (political, economic, social, technological, legal, environmental)
One-on-One Interviews Process analysis with SMEs
Brainstorming Stakeholder/Business Owner analysis Scenario Analysis/What if Analysis
The Project Management will undertake steps that will allow the project team analyze and interpreting information about the nature of each risk gathered during risk identification to determine the level of risk, based on the likelihood of it occurring, and the consequence if it were to occur.
6.1.3 PROJECT RISK MITIGATION APPROACH
Each Issue/Risk will be qualified, once qualified and it is decided that mitigation is necessary, the Functional and Technical owner will work in tandem to propose, design and advise Project Management of the
6.1.4 RISK REPORTING AND ESCALATION STRATEGY
Risks may/will change over the course of the project. Some risks may reduce or disappear altogether, others risks may increase and new risks might arise. To this end, the process of Identifying, Qualifying and Mitigating is a continual process. Project Management will hold Bi-Weekly issue/risk/resolution meetings to report and address all issues and risks. The frequency of this meeting may change based on the number or severity of issues/risks that are encountered.
Project Management will provide an escalation process and outline thresholds where risks can be escalated to the next level of management for appropriate action.
Project Management will leverage the existing Impact and Probability Hierarchies to govern the escalation process as follows
Probability Levels: Certain, Expected, Likely, Possible, Unlikely
Impact Levels: Very High, High, Medium, Low, Very Low
All risks must be reported to team leads (Functional or Technical), if these risks are deemed to have merit or are above the Possible or Low thresholds they must be reported to project management.
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6.1.5 PROJECT RISK TRACKING APPROACH
Project Management will be the sole owner and thus the system of record for Issue and Risk tracking. Project Management will use the DoIT Issue and Risk Log templates. The purpose of this mechanism is to:
Provide current status of every Issue and Risk at any point in time Provide traceability of Issue and Risk information Provide information to monitor and review risks on an ongoing basis Report analysis of the risk to appropriate decision makers
Communicate risk management information to the appropriate stakeholders
DoIT templates include
Project Risk Assessment Report
Risk and Issue Log
Issue Description and Resolution Long Form
Risk Report Long Form
6.1.6 ISSUE MANAGEMENT
6.1.6.1 Internal Issue Escalation and Resolution ProcessProject Management will manage Issues and Risks in the same manner. See section 6.1.1.
Identification
Analyze and Qualification
Mitigation/Resolution
Tracking
6.1.6.2 External Issue Escalation and Resolution ProcessIssues External to the project team will be escalated according to the Entity for which the issue needs reporting – The Process shall be defined (but not limited to the following)
Contracting Resources – Contact Vendor Escalate Vendor Senior Management Hardware - Contact Vendor Escalate to Client Support Manager Escalate to Sales
Manager Escalate to Appropriate Senior Management Software - Contact Vendor Escalate to Client Support Manager Escalate to Sales
Manager Escalate to Appropriate Senior Management
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&VProject Management will work closely with all template and resources provided by DoIT to meet the necessary requirements for the Independent Verification and Validation (IV&V) process. In
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addition, Executive Ownership and Project Management will prepare a gate presentation for each phase of the project plan. Project Management will also be open to additional request as issued by the IV&V committee in an effort to be transparent and diligent.
6.3 SCOPE MANAGEMENT PLANThe Project management team will work to identify and baseline the scope of the project at the close of the imitation phase. Project management will allow changes to scope up until the end of the Planning Phase – after which scope will be base lined. If unanticipated changes in scope arise, Project Management will have a process in place to identify, assess and approve/decline the added scope.
Project management will keep all team members informed of the scope changes impact as it relates to Time, Budget and Resources.
Project Management will work closely with Business Owners, Executives and Project Team Members to address all facets of the proposed changes (Increases or Decreases) in scope.
6.3.1 CHANGE CONTROL
6.3.1.1 Change Control ProcessThis project will adopt the DoIT change control process that will work alongside the Issue and Risk management process. Once an issue/risk is identified and during the Analysis and Qualification stages, it will be uncovered if the Issue/Risk item will Increase/Decrease the scope of the project. The steps for Change Control Process are defined in the flow chart below.
****All Identified Changes must be submitted and logged the “Project Change Request” form.
6.3.1.2 Change Control Board (CCB)The Change Control Board shall comprise of the Executive Sponsor and the Business Owners
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BOARD MEMBER NAME FUNCTIONAL AREA
Executive Sponsor Bruce Oakeley ISM Bureau Chief, NMDOT
Stakeholder / Business Owner
Julie Atencio NMDOT Acting Inspector General
Stakeholder / Business Owner
Gilbert Archuleta NMDOT Human Resources Bureau Chief
6.5 COMMUNICATION PLANProject Management will formalize a communication plan that will address the dissemination of information to the different needs of the stakeholders. See Communication matrix section 6.5.1 .
6.5.1 COMMUNICATION MATRIX
Please see the Project Communication Matrix.doc for details
6.5.2 STATUS MEETINGS
Project Management will facilitate the following meetings:
Weekly Project Status Meeting with Team Leads
Bi-Weekly Project Status Meetings with Full Team
Issue and Risk Meetings as needed
Change Control Board Meetings as needed.
6.5.3 PROJECT STATUS REPORTS
Project Management shall issue a Weekly Status Dashboard to all project stakeholders
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6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)
6.6.1 Baselines
Common Project Issue Area Category Measure
Schedule and Progress Milestone Performance • Milestone Dates
Work Unit Progress • Component Status • Requirement Status • Test Case Status • Critical Paths Tested • Problem Report Status • Reviews Completed • Change Request Status
Incremental Capability • Build Content – Component • Build Content – Function
Resources and Cost Personnel• Effort • Staff Experience • Staff Turnover
Financial Performance• Earned Value • Cost
Availability • Resource Availability Dates • Resource Utilization
Growth and Stability Product Size and Stability• Lines of Code • Components • Database Size
Functional Size and Stability• Requirements • Function Points • Change Request Workload
Product Quality Defects• Problem Reports • Defect Density
Complexity • Cyclomatic Complexity
Rework• Rework Size • Rework Effort
Development Performance Process Maturity • Capability Maturity Model Level
Productivity • Product Size/Effort Ratio • Functional Size/Effort Ratio
6.7 QUALITY OBJECTIVES AND CONTROL
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6.7.1 QUALITY STANDARDS
No. Quality Standard Tracking Tool or Measure
1 Project phase is completed by the established finish date. • Project Schedule• Project Status
2 Project is completed within budget. • Project Charter• Project Status
3 Project reviews show contractors deliver requirements specified in the contract by due dates or pay penalties.
• Vendor Contract• Final Customer Acceptance
4 Project issues are resolved and documented within 10 calendar days of identification or extensions are justified.
• Issues Tracking
5 Project will be completed based on the original project scope and approved scope changes.
• Project Charter• Project Plan• Control Change Request
6 Architecture shall conform to Best Practices or to the Agency Standard • Architecture Review
7 Business Requirements have been captured • Functional Documentation Signoff
8 Business Requirements have been meet • Project Signoff
9 Fully Trained staff • Training completion
6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTSReview Type Quality Standard Tools Reviewer Reports
Functional Requirements All functional requirements have been captured
Functional Specification - SRS
Functional Team lead and Reviewed for understanding by technical team
Status Reports
Project Management Documents
All project management documents complete and made available to stakeholders
PMP and Related documents
Executive and Business Owners
Status Reports
Technical Deliverables All technical work product is compete and has been unit and system tested
Technical Specification document
Technical Team lead and Tested for completeness/accuracy by functional team
Status Reports
Testing All testing phase complete and issues mitigated
Testing Phase(s) Functional and Technical Team
Status Reports
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6.7.3 AGENCY/CUSTOMER SATISFACTION
Areas of Feedback When How Often
Agency awareness Monthly Monthly
Quality of communications Monthly Monthly
Manages project tasks Monthly Monthly
Productive Meetings Monthly Monthly
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS
DELIVERABLE NUMBER
DELIVERABLE FINAL APPROVAL PROCESS CUSTOMER ACCEPTANCE CRITERIA
PRJ-DEL-001Initiation - Project Initiation and Scope Focus Meetings
Sign-Off TBD
PRJ-DEL-002Initiation - Initiation Phase Certification Form
Sign-Off TBD
PRJ-DEL-003 Initiation - Project Charter Sign-Off TBD
PRJ-DEL-004Initiation - Initiation Phase Certification
Sign-Off TBD
PRJ-DEL-005Initiation - Form Evaluation and Enumeration
Sign-Off TBD
PRJ-DEL-006
Initiation - Identification of forms for electronic workflow & signature
Sign-Off TBD
PRJ-DEL-007Initiation - Change Management process for implementation phase
Sign-Off TBD
PRJ-DEL-008
Initiation - Identification of workflow end points for top 30 priority forms.
Sign-Off TBD
PRJ-DEL-009Initiation - Identification of workflow participant categories
Sign-Off TBD
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DELIVERABLE NUMBER
DELIVERABLE FINAL APPROVAL PROCESS CUSTOMER ACCEPTANCE CRITERIA
PRJ-DEL-010 Initiation - Project JAD Session Sign-Off TBD
PRJ-DEL-011Initiation - System Requirement Specification (SRS)
Sign-Off TBD
PRJ-DEL-012
Initiation - System Requirement Specification (SRS) Evaluation and Review - Round 1
Sign-Off TBD
PRJ-DEL-013Initiation - Project Status Reports (Internal)
Sign-Off TBD
PRJ-DEL-014Initiation - Initial Risk Assessment Report
Sign-Off TBD
PRJ-DEL-015Initiation - Initial Business Continuity Plan
Sign-Off TBD
PRJ-DEL-016Initiation - Initial Project Communication Plan
Sign-Off TBD
PRJ-DEL-017Initiation - Initial Project Operations and Support Plan
Sign-Off TBD
PRJ-DEL-018Initiation - Initial Project Test Plan and Strategy
Sign-Off TBD
PRJ-DEL-019Initiation - Initial Project Management Plan
Sign-Off TBD
PRJ-DEL-020Initiation - Initial Active Directory Update Plan
Sign-Off TBD
PRJ-DEL-021Planning - Planning Phase Certification Form
Sign-Off TBD
PRJ-DEL-022Planning - Revise Project Management Plan
Sign-Off TBD
PRJ-DEL-023Planning - IV&V Selected and Contract Negotiated
Sign-Off TBD
PRJ-DEL-024Planning - Project Status Reports (Internal)
Sign-Off TBD
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DELIVERABLE NUMBER
DELIVERABLE FINAL APPROVAL PROCESS CUSTOMER ACCEPTANCE CRITERIA
PRJ-DEL-025
Planning - System Requirement Specification (SRS) Evaluation and Review - Round 2
Sign-Off TBD
PRJ-DEL-026Planning - Technical Architecture Document
Sign-Off TBD
PRJ-DEL-027Planning - Revise Risk Assessment Report
Sign-Off TBD
PRJ-DEL-028Planning - Revise Business Continuity Plan
Sign-Off TBD
PRJ-DEL-029Planning - Revise Project Communication Plan
Sign-Off TBD
PRJ-DEL-030Planning - Revise Project Operations and Support Plan
Sign-Off TBD
PRJ-DEL-031Planning - Revise Project Test Plan and Strategy
Sign-Off TBD
PRJ-DEL-032Planning - Revise Active Directory Update Plan
Sign-Off TBD
PRJ-DEL-033 Planning - Initial Cutover Plan Sign-Off TBD
PRJ-DEL-034Planning - Evaluate Electronic or Digital Signature Solution
Sign-Off TBD
PRJ-DEL-035Planning - ELECTRONIC SIGNATURE - Signature Collection Plan Strategy
Sign-Off TBD
PRJ-DEL-036
Planning - DIGITAL SIGNATURE - operations and support plan for digital sig. services.
Sign-Off TBD
PRJ-DEL-037
Planning - Determine Active Directory fields needed for Live Cycle function
Sign-Off TBD
PRJ-DEL-038
Planning - Determine which support staff will update non-GO portions of Active Directory
Sign-Off TBD
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DELIVERABLE NUMBER
DELIVERABLE FINAL APPROVAL PROCESS CUSTOMER ACCEPTANCE CRITERIA
PRJ-DEL-039 Planning - Technical Team Training Sign-Off TBD
PRJ-DEL-040Implementation - Implementation Phase Certification Form
Sign-Off TBD
PRJ-DEL-041Implementation - Updated Project Management Plan
Sign-Off TBD
PRJ-DEL-042Implementation - IV&V Reports Submitted
Sign-Off TBD
PRJ-DEL-043Implementation - Technical Architecture Approved
Sign-Off TBD
PRJ-DEL-044Implementation - Project Status Reports (Internal)
Sign-Off TBD
PRJ-DEL-045
Implementation - LiveCycle ES4 Server Installation and Configuration
Sign-Off TBD
PRJ-DEL-046Implementation - Active Directory Updates - Mass Update
Sign-Off TBD
PRJ-DEL-047Implementation - Active Directory Updates - District Level Updates
Sign-Off TBD
PRJ-DEL-048
Implementation - ELECTRONIC SIGNATURE - Design / Develop web service interface for existing signature server
Sign-Off TBD
PRJ-DEL-049
Implementation - Design / develop scripting to extract and rename guid-named forms from OIG form server
Sign-Off TBD
PRJ-DEL-050Implementation - Existing Form Migration
Sign-Off TBD
PRJ-DEL-051Implementation - New Form Development
Sign-Off TBD
PRJ-DEL-052Implementation - Workflow Development
Sign-Off TBD
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DELIVERABLE NUMBER
DELIVERABLE FINAL APPROVAL PROCESS CUSTOMER ACCEPTANCE CRITERIA
PRJ-DEL-053
Implementation - Implement Electronic or Digital Signature Solution
Sign-Off TBD
PRJ-DEL-054
Implementation - Web Interface for Active Directory Organizational Maintenance
Sign-Off TBD
PRJ-DEL-055Implementation - End User Training for AD Web Interface
Sign-Off TBD
PRJ-DEL-056Close - Closeout Phase Certification Form
Sign-Off TBD
PRJ-DEL-057Close - Final IV&V Reports Submitted
Sign-Off TBD
PRJ-DEL-058 Close - Project Closeout Report Sign-Off TBD
PRJ-DEL-059 Close - Lessons Learned Sign-Off TBD
6.8 CONFIGURATION MANAGEMENT
6.8.1 VERSION CONTROL
The Project Team will strictly enforce version and Configuration control.
All Development, Test and Production environments will have the same configuration.
Code will be packaged and follow a promotion process.
6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)All Project documentation will be saved on NMDOT File Server system. The System will be backed up on a daily basis.
All Project Management related documentation will be distributed via PDF and the Project Manager will manage changes.
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7. 0 PROJECT CLOSE
7.1 ADMINISTRATIVE CLOSE
Formal Sign-off shall signify the close of each project phase and of the entire project once the work has been verified, delivered and accepted by the Business Owner.
7.2 CONTRACT CLOSE
This project will consist of multiple contracts. A contract is deemed closed upon reaching the end of the contract or when a contract is terminated before he work is completed.
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