R RW WP PA AM MS S

gurglejapaneseManagement

Nov 18, 2013 (3 years and 11 months ago)

196 views


R
R
I
I
G
G
H
H
T
T


O
O
F
F


W
W
A
A
Y
Y






P
P
R
R
O
O
P
P
E
E
R
R
T
T
Y
Y


A
A
S
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S
S
E
E
T
T


M
M
A
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N
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A
G
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M
M
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T


S
S
Y
Y
S
S
T
T
E
E
M
M


(
(
R
R
O
O
W
W
-
-
P
P
A
A
M
M
S
S
)
)


P
P
R
R
O
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C
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M
M
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A
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A
G
G
E
E
M
M
E
E
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N
T
T


P
P
L
L
A
A
N
N




(
(
P
P
M
M
P
P
)
)




E
XECUTIVE
S
PONSOR


L
AWRENCE
F.

B
ARRERAS
D
IRECTOR
TOPAMD

R
OBERT
A
SHMORE
,

C
HIEF
I
NFORMATION
O
FFICER

P
ROJECT
M
ANAGER


S
HELLEY
E
SPINOZA





R
EVISION
:

1.0

F
ORMAT
R
EVIS
ION
D
ATE
:

J
ULY
27,

2007


O
RIGINAL
P
LAN
D
ATE
:


O
CTOBER
2
3
,

2009

R
EVISION
:

2.
2


P
ROJECT
M
ANAGEMENT
P
LAN FOR
[P
ROJECT
N
AME
]



R
EVISION
:

1.0

D
O
IT
-
PMO
-
TEM
-
020

i

OF
vi

REVISION HISTORY

................................
................................
................................
................................
................

III

PREPARING THE PROJEC
T MANAGEMENT P
LAN

................................
................................
................................
...

IV

ABOUT THIS DOCUMENT

................................
................................
................................
................................
......

IV

P
ROJECT
O
VERSIGHT
P
ROCESS
M
EMORANDUM


D
O
IT,

J
ULY
2007

................................
................................
......................

IV

1.0 PROJECT OVERVIEW

................................
................................
................................
................................
.........

1

1.1

E
XECUTIVE
S
UMMARY
-

RATIONALE FOR THE
P
ROJECT

................................
................................
................................
......

1

1.2

FUNDING AND SOURCES

................................
................................
................................
................................
.............

1

1.3

CONSTRAINTS

................................
................................
................................
................................
..........................

1

1.4

DEPENDENCIES

................................
................................
................................
................................
.........................

2

1.5

ASSUMPTIONS

................................
................................
................................
................................
.....................

2

1.6

I
NITIAL
P
ROJECT
R
ISKS
I
DENTIFIED

................................
................................
................................
..............................

3

2.0 PROJECT AUTHORIT
Y AND ORGANIZATIONAL

STRUCTURE

................................
................................
..............

4

2.1

S
TAKEHOLDERS

................................
................................
................................
................................
........................

4

2.2

P
ROJECT
G
OVERNANCE
S
TRUCTURE

................................
................................
................................
.............................

4

2.2.1 Describe the organizational structure


Org Chart

................................
................................
.....................

4

2.2.2 Describe the role and members of the project steering committee

................................
............................

4

2.2.3 Organizational Boundaries, interfaces and respons
ibilities

................................
................................
........

5

2.3

E
XECUTIVE
R
EPORTING

................................
................................
................................
................................
..............

5

3.0 SCOPE

................................
................................
................................
................................
..............................

5

3.1

P
ROJECT
O
B
JECTIVES

................................
................................
................................
................................
................

5

3.1.1 Business Objectives

................................
................................
................................
................................
.....

5

3.1.2 Technical Objectives

................................
................................
................................
................................
....

6

3.2

P
ROJECT EXCLUSIONS

................................
................................
................................
................................
................

6

3.3

C
RITICAL
S
UCCESS
F
ACTORS

................................
................................
................................
................................
.......

6

4.0 PROJECT DELIVERA
BLES AND METHODOLOGY

................................
................................
................................
.

7

4.1

P
ROJECT
M
ANAGEMENT
L
IFE
C
YCLE

................................
................................
................................
............................

7

4.1.1 Project Management Deliverables

................................
................................
................................
..............

9

4.1.2 Deliver
able Approval Authority Designations

................................
................................
...........................

10

4.1.3 Deliverable Acceptance Procedure

................................
................................
................................
............

11

4.2

PRODUCT

LIFE

CYCLE

................................
................................
................................
................................
.........

12

4.2.1 Technical Strategy

................................
................................
................................
................................
.....

12

4.2.2 Product and Product Development Deliverables

................................
................................
.......................

13

4.2.3 D
eliverable Approval Authority Designations

................................
................................
...........................

13

4.2.4 Deliverable Acceptance Procedure

................................
................................
................................
............

15

5.0 PROJECT WORK

................................
................................
................................
................................
..............

15

5.1

W
ORK
B
REAKDOWN
S
TRUCTURE
(WBS)

................................
................................
................................
....................

15

5.2

S
CHEDULE ALLOCATION
-
P
ROJECT
T
IMELINE

................................
................................
................................
................

16

5.3

P
R
OJECT
B
UDGET

................................
................................
................................
................................
...................

17

5.4

P
ROJECT
T
EAM

................................
................................
................................
................................
......................

17

5.4.1 Project Team Organizational Structure

................................
................................
................................
.....

17

5.4.2 Project Team Roles and Responsibilities

................................
................................
................................
...

18

5.5

STAFF

PLANNING

AND

R
ESOURCE
ACQUISITION
................................
................................
................................
..

19

5.5.1 Project Staf
f

................................
................................
................................
................................
...............

19

5.5.2 Non
-
Personnel resources

................................
................................
................................
...........................

19

5.6

PROJECT

LOGISTICS

................................
................................
................................
................................
...........

19

P
ROJECT
M
ANAGEMENT
P
LAN FOR
[P
ROJECT
N
AME
]



R
EVISION
:

1.0

D
O
IT
-
PMO
-
TEM
-
020

ii

OF
vi

5.6
.1 Project Team Training

................................
................................
................................
...............................

19

6.0 PROJECT MANAGEME
NT AND CONTROLS

................................
................................
................................
......

20

6.1

R
ISK AND ISSUE
M
ANAGEMENT

................................
................................
................................
................................
.

20

6.1.1 Risk Management Strategy

................................
................................
................................
.......................

20

6.1.2 Project Risk Identification

................................
................................
................................
..........................

20

6.1.3 Project Risk Mi
tigation Approach

................................
................................
................................
..............

20

6.1.4 Risk Reporting and Escalation Strategy

................................
................................
................................
.....

20

6.1.5 Project Risk Tracking Approach

................................
................................
................................
.................

20

6.1.6 ISSUE MANAGEMENT

................................
................................
................................
................................

20

6.2

INDEPENDENT

V
ERIFICATION
A
ND
V
ALIDATION
-

I
V
&V

................................
................................
.............................

21

6.3

S
COPE
M
ANAGEMENT
P
LAN

................................
................................
................................
................................
....

21

6.3.1 Change Control

................................
................................
................................
................................
..........

21

6.4

P
ROJECT
B
UDGET
M
ANAGEMENT
................................
................................
................................
..............................

22

6.4.1 Budget Tracking

................................
................................
................................
................................
........

22

6.5

C
OMMUNICATION
P
LAN

................................
................................
................................
................................
..........

22

6.5.1 Communication Matrix

................................
................................
................................
.............................

22

6.5.2 Status Meetings

................................
................................
................................
................................
........

22

6.5.3 Project Status Reports

................................
................................
................................
...............................

24

6.6

PERFORMANCE

MEASUREMENT

(PROJEC
T

METRICS)

................................
................................
......................

25

6.6.1 Baselines

................................
................................
................................
................................
....................

25

6.6.2 Metrics Library

................................
................................
................................
................................
..........

25

6.7

QU
ALITY

OBJECTIVES

AND

CONTROL

................................
................................
................................
................

25

6.7.1 quality Standards

................................
................................
................................
................................
......

26

6.7.2 Project and Product Review AND ASSESSMENTS

................................
................................
......................

26

6.7.3 Agency/Customer Satisfaction

................................
................................
................................
..................

26

6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS

................................
................................
.......................

27

6.8

CONFIGURATION

MANAGEMENT

................................
................................
................................
.....................

27

6.8.1 Version Control

................................
................................
................................
................................
..........

27

6.8.2 Project Repository (Project Library)

................................
................................
................................
...........

27

6.9

PROCUREMENT

MANAGEMENT

PLAN

................................
................................
................................
..............

27

7. 0 PROJECT CLOSE

................................
................................
................................
................................
.............

28

7.1 Administrative Close

................................
................................
................................
................................
.....

28

7.2 Contract Close

................................
................................
................................
................................
..............

28

ATTACHMENTS

................................
................................
................................
................................
....................

28


P
ROJECT
M
ANAGEMENT
P
LAN FOR
[P
ROJECT
N
AME
]



R
EVISION
:

1.0

D
O
IT
-
PMO
-
TEM
-
020

iii

OF
vi




R
R
E
E
V
V
I
I
S
S
I
I
O
O
N
N


H
H
I
I
S
S
T
T
O
O
R
R
Y
Y


R
R
E
E
V
V
I
I
S
S
I
I
O
O
N
N


N
N
U
U
M
M
B
B
E
E
R
R


D
D
A
A
T
T
E
E


C
C
O
O
M
M
M
M
E
E
N
N
T
T


1.0

Ju
ly 27
th
, 2007

DoIT Project Management Office Revision

2.0

Oct 15th

ROW
-
PAMS PMP final

2.1

Oct 22nd

POW
-
PAMS PMP corrected final

2.2

Oct 23rd

POW
-
PAMS PMP corrected per DoIT


P
ROJECT
M
ANAGEMENT
P
LAN FOR
[P
ROJECT
N
AME
]



R
EVISION
:

1.0

D
O
IT
-
PMO
-
TEM
-
020

iv

OF
vi

P
P
R
R
E
E
P
P
A
A
R
R
I
I
N
N
G
G


T
T
H
H
E
E


P
P
R
R
O
O
J
J
E
E
C
C
T
T


M
M
A
A
N
N
A
A
G
G
E
E
M
M
E
E
N
N
T
T


P
P
L
L
A
A
N
N



The workbook for preparation of the Pr
oject Management Plan is built around helping the project
manager and the project team to use the Project Management Plan in support of successful
projects. Please refer to it while developing this PMP for your project.


A
A
B
B
O
O
U
U
T
T


T
T
H
H
I
I
S
S


D
D
O
O
C
C
U
U
M
M
E
E
N
N
T
T






P
P
r
r
o
o
j
j
e
e
c
c
t
t


O
O
v
v
e
e
r
r
s
s
i
i
g
g
h
h
t
t


P
P
r
r
o
o
c
c
e
e
s
s
s
s


M
M
e
e
m
m
o
o
r
r
a
a
n
n
d
d
u
u
m
m






D
D
o
o
I
I
T
T
,
,


J
J
u
u
l
l
y
y


2
2
0
0
0
0
7
7




“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 cont
rol,
communications, deliverable review and acceptance, staff acquisition, and risk management.


“Project manager” means a qualified person from the lead agency responsible for all aspects
of the project over the entire project management lifecycle (initia
te, plan, execute, control,
close). The project manager must be familiar with project scope and objectives, as well as
effectively coordinate the activities of the team. In addition, the project manager is
responsible for developing the project plan and
project schedule with the project team to
ensure timely completion of the project. The project manager interfaces with all areas
affected by the project including end users, distributors, and vendors. The project manager
ensures adherence to the best pra
ctices and standards of the Department.



Project product” means the final project deliverables as defined in the project plan meeting
all agreed and approved acceptance criteria.


“Product development life cycle” is a series of sequential, non
-
overlapping

phases comprised
of iterative disciplines such as requirements, analysis and design, implementation, test and
deployment implemented to build a product or develop a service.

P
ROJECT
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ANAGEMENT
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ROJECT
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1




1
1
.
.
0
0


P
P
R
R
O
O
J
J
E
E
C
C
T
T


O
O
V
V
E
E
R
R
V
V
I
I
E
E
W
W




T
he Project Overview sets the stage for the details of th
e project and begins the “story” of the project and plan.

1
1
.
.
1
1


E
E
X
X
E
E
C
C
U
U
T
T
I
I
V
V
E
E


S
S
U
U
M
M
M
M
A
A
R
R
Y
Y
-
-


R
R
A
A
T
T
I
I
O
O
N
N
A
A
L
L
E
E


F
F
O
O
R
R


T
T
H
H
E
E


P
P
R
R
O
O
J
J
E
E
C
C
T
T




The ROW Bureau responsibilities are to acquire real property for highway projects in a cost
-
effective manner, manage acquired property to maximize

return on investment, and serve as
the Department’s liaison to customers and the public regarding right
-
of
-
way, utilities related
issues.

There are no automated collaboration tools for the units to share information
, manage document
workflow,

or

automat
ed system for highway
property
and asset management
.
NMDOT seeks to
implement

a
Right of Way Property Asset Management S
ystem
(ROW
-
PAMS)
to automate the
business processes within the
Transportation Oriented Property Asset Management Division,

(
TOPAMD)

and
to meet the requirement of the Federal Highway Administration (FHWA) to
provide property and asset management. The required automation starts with the
RFP for the
procurement and implementation of a
Commercial off the Shelf (COTS) applications system
whic
h will interface
the agency’s Electro
nic Document Management and Geospatial Information
System
.

The Agency TOPAMD needs

a
ROW
-
PAMS

COTS system which provides five essential
processes: 1) R
O
W Acquisition Management; 2) Property Asset Management with a dat
abase;
3) Workflow processing; 4) Document Workflow processing; and 5) a Web enabled user
interface. Additionally, a Utility and Outdoor Advertising Permit Management system would be
desirable. The COTS system is expected to be compatible with Agency’s st
andard for
operational systems. Current Agency standards that will form the foundation include: Electronic
Document Management
-

which is FileNet; Oracle RDBMS; Oracle Spatial
;

and ArcGIS.

1
1
.
.
2
2


F
F
U
U
N
N
D
D
I
I
N
N
G
G


A
A
N
N
D
D


S
S
O
O
U
U
R
R
C
C
E
E
S
S



S
S
O
O
U
U
R
R
C
C
E
E


A
A
M
M
O
O
U
U
N
N
T
T


A
A
S
S
S
S
O
O
C
C
I
I
A
A
T
T
E
E
D
D


R
R
E
E
S
S
T
T
R
R
I
I
C
C
T
T
I
I
O
O
N
N
S
S


A
A
P
P
P
P
R
R
O
O
V
V
E
E
R
R
S
S


NM
DOT ROAD
FUNDS

$
78
0
,000



1
1
.
.
3
3


C
C
O
O
N
N
S
S
T
T
R
R
A
A
I
I
N
N
T
T
S
S


Constraints are factors that restrict the project by scope, resource, or schedule.

N
UMBER

D
ESCRIPTION

1

The system must be a COTS application software system, which meet
TOPAMD requirements.

2

Th
e system must operate on Agency computer platform.

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3

The property and asset management system function and database must
be acceptable to FHWA.



1
1
.
.
4
4


D
D
E
E
P
P
E
E
N
N
D
D
E
E
N
N
C
C
I
I
E
E
S
S


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



M
-

M
andato
ry dependencies are dependencies that are inherent to the work being done.



D
-

Di
scretionary 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
-

E
xternal dependencies are dependencies that involve a relationship between project activities and non
-
project activities such as purchasing/procurement
.


N
N
U
U
M
M
B
B
E
E
R
R


D
D
E
E
S
S
C
C
R
R
I
I
P
P
T
T
I
I
O
O
N
N


T
T
Y
Y
P
P
E
E


M
M
,
,
D
D
,
,
E
E


1


Funding
will be available

M

2

The RFP process will result in the selection process will result
in providing a COTS application which meets the Agency’s
requirements.

E

3

The selected COTS application system will be acceptable to
FHWA

E

4

A
gency staff will be av
ailable when need for the project tasks

D

1
1
.
.
5
5


A
A
S
S
S
S
U
U
M
M
P
P
T
T
I
I
O
O
N
N
S
S


Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.



N
N
U
U
M
M
B
B
E
E
R
R


D
D
E
E
S
S
C
C
R
R
I
I
P
P
T
T
I
I
O
O
N
N


1

That an adequate COTS

application system will be
procured through t
he RFP

process.

2

That sufficient fund will be available to pay for an acceptable COTS application
system

proposed in the RFP process.

3

The ROWPAMS will be implemented and ready for operation in 12
-
18 months
from award of contract.




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1
1
.
.
6
6






I
I
N
N
I
I
T
T
I
I
A
A
L
L


P
P
R
R
O
O
J
J
E
E
C
C
T
T


R
R
I
I
S
S
K
K
S
S


I
I
D
D
E
E
N
N
T
T
I
I
F
F
I
I
E
E
D
D


In this section identify and describe how each risk will be managed. Include the steps that will
be taken to maximize activity that will result in minimizing probability and impact of each risk
.



Probability
Levels
: Certain, Expected
, Likely, Possible, Unlikely



Risk 1
-

Availability of Funds

Description


Funding will

not

be available from the
start to the completion of
the project including.

Probability POSSIBLE


Impact




H
H
I
I
G
G
H
H


Mitigation Strategy


NMDOT executive management has
re
view and approved the cost of the project for funding.

Contingency Plan
-

Form the contract to be ph
ased over
multiple fiscal years as

funding is available.


Risk 2
-

Delay of Award Process

Description


RFP
contract
award

approval process
taking more
time than
planned


Probability
LIKELY


Impact


L
L
O
O
W
W


Mitigation Strategy
-

Keep management and FHWA informed

Contingency Plan
-

Obtain management approval to extend the
dates for the procurement and project completion.



Risk
3
-

Software Not Perform as

Specified

Description


The s
elected
COTS Software system
may not perform as
specified or as expected.


Probability POSSIBLE


Impact




H
H
I
I
G
G
H
H


Mitigation Strategy
-

There will be a GAP analysis as the first
part of the Contractor services. Retainage will
be held from
each deliverable.
The entire installed system will undergo
system test
and acceptance process
.

Contingency Plan

Th
r
ough a change order process
NM
DOT can approve changes
to software
and services,
to insure that the COTS is functional
at
the
NM
DOT.



Risk
4
-

Loss of Key Executive Staff

Description


The project
could lose support if there
is a loss of key executive
management staff

Probability
LIKELY


Impact




M
M
E
E
D
D
I
I
U
U
M
M


Mitigation Strategy
-

Have the project and this plan approved by
NM
DOT
IT Oversight Committee and DoIT.

Provide a review
presentation for incoming executive replacement.

Contingency Plan
-

P
roject
contract has provisions for
termination. Notify FWHA.


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2
2
.
.
0
0


P
P
R
R
O
O
J
J
E
E
C
C
T
T


A
A
U
U
T
T
H
H
O
O
R
R
I
I
T
T
Y
Y


A
A
N
N
D
D


O
O
R
R
G
G
A
A
N
N
I
I
Z
Z
A
A
T
T
I
I
O
O
N
N
A
A
L
L


S
S
T
T
R
R
U
U
C
C
T
T
U
U
R
R
E
E


T
he Project Organi
zation describes the roles and responsibilities of the project team. It also identifies the other
organizational groups that are part of the project and graphically depicts the hierarchical configuration of those
groups. It exists to clarify interaction w
ith the project team.

2
2
.
.
1
1


S
S
T
T
A
A
K
K
E
E
H
H
O
O
L
L
D
D
E
E
R
R
S
S


L
ist all of the major stakeholders in this project, and state why they have a stake.
Stakeholders are i
ndividuals and
organizations that are actively involved in the project, or whose interests may be positively or n
egatively affected as
a result of project execution or project completion. They may also exert influence over the project and its results.


N
N
A
A
M
M
E
E


S
S
T
T
A
A
K
K
E
E


I
I
N
N


P
P
R
R
O
O
J
J
E
E
C
C
T
T


O
O
R
R
G
G
A
A
N
N
I
I
Z
Z
A
A
T
T
I
I
O
O
N
N


T
T
I
I
T
T
L
L
E
E


Gary Giron


Responsible for the
NM
DOT
property management and FHWA
comp
liance.

NMDOT

Cabinet
Secretary

Lawrence F.
Barreras

BUSINESS
SPONSOR

NMDOT,

Director
,

TOPAMD

Clyde Archibeque

BUSINESS MANAGER

NMDOT,

TOPAMD

R
obert Ashmore

Executive for IT supporting for the
implementation and
communications services for this
syste
m

NMDOT

CIO

(
To be determined
)

Data is required for federal reporting

FEDERAL
HIGHWAY

ADMIN.

NM
DOT REP



2
2
.
.
2
2


P
P
R
R
O
O
J
J
E
E
C
C
T
T


G
G
O
O
V
V
E
E
R
R
N
N
A
A
N
N
C
C
E
E


S
S
T
T
R
R
U
U
C
C
T
T
U
U
R
R
E
E


2
2
.
.
2
2
.
.
1
1


D
D
E
E
S
S
C
C
R
R
I
I
B
B
E
E


T
T
H
H
E
E


O
O
R
R
G
G
A
A
N
N
I
I
Z
Z
A
A
T
T
I
I
O
O
N
N
A
A
L
L


S
S
T
T
R
R
U
U
C
C
T
T
U
U
R
R
E
E






O
O
R
R
G
G


C
C
H
H
A
A
R
R
T
T




2
2
.
.
2
2
.
.
2
2


D
D
E
E
S
S
C
C
R
R
I
I
B
B
E
E


T
T
H
H
E
E


R
R
O
O
L
L
E
E


A
A
N
N
D
D


M
M
E
E
M
M
B
B
E
E
R
R
S
S


O
O
F
F


T
T
H
H
E
E


P
P
R
R
O
O
J
J
E
E
C
C
T
T


S
S
T
T
E
E
E
E
R
R
I
I
N
N
G
G


C
C
O
O
M
M
M
M
I
I
T
T
T
T
E
E
E
E


N
N
A
A
M
M
E
E


R
R
O
O
L
L
E
E


I
I
N
N


P
P
R
R
O
O
J
J
E
E
C
C
T
T


O
O
R
R
G
G
A
A
N
N
I
I
Z
Z
A
A
T
T
I
I
O
O
N
N


T
T
I
I
T
T
L
L
E
E


Robert Ashmore

Executive Steering Committee
(ESC),
Chair Person and review
and approve deliverables

and
change request,

and progress
presentations

NMDOT

NMDOT
CIO

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N
N
A
A
M
M
E
E


R
R
O
O
L
L
E
E


I
I
N
N


P
P
R
R
O
O
J
J
E
E
C
C
T
T


O
O
R
R
G
G
A
A
N
N
I
I
Z
Z
A
A
T
T
I
I
O
O
N
N


T
T
I
I
T
T
L
L
E
E


Lawrence F.
Barreras,

ESC Member, Busine
ss Owner
-

review and approve deliverables
and progress presentations

NMDOT

Chief
TOPAMD,

Clyde Archibeque,


ESC Member, Business Manager
-

review and approve deliverables
and progress presentations

NMDOT

TOPAMD

Shelley Espinoza,


ESC Member and Project
Manager
-

review and approve deliverables
and progress presentations

NMDOT

PMO, IT
Division,


2
2
.
.
2
2
.
.
3
3


O
O
R
R
G
G
A
A
N
N
I
I
Z
Z
A
A
T
T
I
I
O
O
N
N
A
A
L
L


B
B
O
O
U
U
N
N
D
D
A
A
R
R
I
I
E
E
S
S
,
,


I
I
N
N
T
T
E
E
R
R
F
F
A
A
C
C
E
E
S
S


A
A
N
N
D
D


R
R
E
E
S
S
P
P
O
O
N
N
S
S
I
I
B
B
I
I
L
L
I
I
T
T
I
I
E
E
S
S


Use this section to describe any special considerations regarding contact between the project
te
am, the project manager, and individuals from various organizations involved in the project:
Boundary, interface and responsibilities at the interface

The State Project Manager will review deliverables and provide recommendation to the
NMDOT

CIO who will p
resent them to the ESC. Deliverable information will be provided via email to the
ESC members. Approvals will be by signature on the Deliverable Acceptance Form for each
deliverable. ESC Chairperson will make arrangement for Progress Reviews as appropr
iate
monthly or upon milestone completion.

2
2
.
.
3
3


E
E
X
X
E
E
C
C
U
U
T
T
I
I
V
V
E
E


R
R
E
E
P
P
O
O
R
R
T
T
I
I
N
N
G
G


The NMDOT CIO will provide monthly progress reporting to NMDOT Executive Management
based on Monthly Status Report from the State Project Manager. The CIO will coordinate
progress present
ation with the NMDOT Executive Management at key points of the
implementation.
NM
DOT IT Division will provide the required project reporting information to
DoIT.



3
3
.
.
0
0


S
S
C
C
O
O
P
P
E
E




3
3
.
.
1
1


P
P
R
R
O
O
J
J
E
E
C
C
T
T


O
O
B
B
J
J
E
E
C
C
T
T
I
I
V
V
E
E
S
S


3
3
.
.
1
1
.
.
1
1


B
B
U
U
S
S
I
I
N
N
E
E
S
S
S
S


O
O
B
B
J
J
E
E
C
C
T
T
I
I
V
V
E
E
S
S


N
N
U
U
M
M
B
B
E
E
R
R


D
D
E
E
S
S
C
C
R
R
I
I
P
P
T
T
I
I
O
O
N
N


BUSINESS
O
BJECTIVE 1

Implement an integrated asset inventory and property management
system which meets Federal Highway Administration, (FHWA) and
Agency requirements.

BUSINESS
OBJECTIVE 2

Automate the right
-
of
-
way acquisition and property asset
management business

processes,

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N
N
U
U
M
M
B
B
E
E
R
R


D
D
E
E
S
S
C
C
R
R
I
I
P
P
T
T
I
I
O
O
N
N


BUSINESS
OBJECTIVE 3

Improve the ROW processing by implementing a software
application system including workflow management and provide a
mean to manage and view data spatially.

BUSINESS
OBJECTIVE 4

Access ROW documents, property assets, and
processes via the
web.

BUSINESS
OBJECTIVE 5

Establish and automated relational database for the storage and
retrieval of property assets owned by the Agency.

BUSINESS
OBJECTIVE 6

Implement a software applications system as quickly and efficiently
through

the procurement of a COTS system with vendor
implementation services.


3
3
.
.
1
1
.
.
2
2


T
T
E
E
C
C
H
H
N
N
I
I
C
C
A
A
L
L


O
O
B
B
J
J
E
E
C
C
T
T
I
I
V
V
E
E
S
S


N
N
U
U
M
M
B
B
E
E
R
R


D
D
E
E
S
S
C
C
R
R
I
I
P
P
T
T
I
I
O
O
N
N


TECHNICAL
OBJECTIVE 1

E
stablish a common database of inventory of property owned by the
Agency with the necessary attributes.

TECHNICA
L
OBJECTIVE
2

Establish a Web
browser
enabled software which provide
s

user
view
s and views

of data and documents.

TECHNICAL
OBJECTIVE
3

Implement software which provides workflow and document flow
process
es.

TECHNICAL
OBJECTIVE
4

Provide for standard and

adhoc queries
.

TECHNICAL
OBJECTIVE
5

Provide for spatial
view and management process for

property data,
u
pdates, and views utilizing the A
gency

s existing Linear
Referencing System (LRS)

TECHNICAL
OBJECTIVE
6

Establ
ish an interface with the A
gency

s Ele
ctronic Document
Management System (EDMS) for the archival storage and retrieval
of ROW and property management documents.


3
3
.
.
2
2


P
P
R
R
O
O
J
J
E
E
C
C
T
T


E
E
X
X
C
C
L
L
U
U
S
S
I
I
O
O
N
N
S
S


3
3
.
.
3
3


C
C
R
R
I
I
T
T
I
I
C
C
A
A
L
L


S
S
U
U
C
C
C
C
E
E
S
S
S
S


F
F
A
A
C
C
T
T
O
O
R
R
S
S


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

M
etric are key to
understanding the ability of the project to meet the end goals of the Executive Sponsor and the
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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 Cont
rols.


N
N
U
U
M
M
B
B
E
E
R
R


D
D
E
E
S
S
C
C
R
R
I
I
P
P
T
T
I
I
O
O
N
N


QUALITY METRICS

1

The delivered application system establishes a database for property
asset management
. This database must
contain of the required data
fields and
the system must provide the database query capability
which are
specified in the SOW deliverable.

QUALITY METRICS

2

Provide workflow capabilities to route documents

based on a pre
-
defined process and that the workflow is continuous until an action or
document is completed.

QUALITY METRICS

3

Archived documents can be

retrieved by the system from the Agency
EDMS

QUALITY METRICS

4

Documents completed in the system workflow process can be stored
in the Agency’s EDMS.

QUALITY METRICS

5

System user can view and update property data based on spatial
referencing utilizing
the A
gency

s existing Linear Referencing System
(LRS)

QUALITY METRICS

6

Manage electronic forms with the ability to define and integrate forms
and templates pre
-
fill by using database connectivity.

QUALITY METRICS

7

System data and process are accessibl
e by a Web browser.




4
4
.
.
0
0


P
P
R
R
O
O
J
J
E
E
C
C
T
T


D
D
E
E
L
L
I
I
V
V
E
E
R
R
A
A
B
B
L
L
E
E
S
S


A
A
N
N
D
D


M
M
E
E
T
T
H
H
O
O
D
D
O
O
L
L
O
O
G
G
Y
Y


4
4
.
.
1
1


P
P
R
R
O
O
J
J
E
E
C
C
T
T


M
M
A
A
N
N
A
A
G
G
E
E
M
M
E
E
N
N
T
T


L
L
I
I
F
F
E
E


C
C
Y
Y
C
C
L
L
E
E



Phase

Summary of Phase

Key Deliverables

Initiating
:


The project was initiated with the development
of

a
Business
C
ase
which was
submitted as
part of the
NM
DOT IT Plan.

(8/2008) to
12/2008)
.

Requirements a
nalysis was conducted and
requirement
s

developed starting in
(8/2008 to
2/2009)

An Abstract was provided to DoIT on 6/18/09

Business Case

Project Scope,

Business Requirements

Abstract for DoIT

RFP for approval


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The
RFP
was developed from
(2/
2009

to
6/2009) and

contained the Project Scope,
Bu
siness Requirements, assumptions, and
constraints.

The RFP was review and approved by
Executive Management of NMDOT and DoIT

on 7/15/09.


Planning
:


R
FP vendor sel
ection was issues 7/2009 with a
planned contract award for 11/2009

This Project Management Plan provides the
guide for execution of the project. The PMP
describes the Objectives and Critical Success
Factor.

Develop a high level

Project Schedule.


Request

for Certification

Project Management Plan

Project Plan and Schedule

RFP contractor selection

Contract Award

Implementa
-

tion

As a result of an RFP
, a
selection

will be
made for

a vendor
of a
COT
S system with
implementation services.

The
system
is plann
ed to
be implemented
within 12 month,
by the end of 2010.

(12/2009 to 12/2010)

A GAP analysis

will be
conducted as the first
step of the project. This will be
reviewed and
used for determin
ing

the task
s

for a detailed

Project Plan.

Software will be prov
ided by the contractor
and installed on Agency platform.

Software functions will be implemented base
on the RFP specifications and contract
deliverable.

Certification for
Implementation

GAP analysis

Software Installation with
License

Software Implementatio
n

deliverables

Controlling
:


A Project Plan and Schedule to be used
though out the project and will be the bases of
regular project progress reporting.

This PMP lists the performance measures and
deliverables which will be reviewed by the
NM
DOT Project
Manager and CIO before
acceptance and payment.

Deliverables will be review
ed

and/or tested by
Agency Project Team.

Deliverables will be review for acceptance by
the Agency ESC.

Project Reporting

Corrective Action

Measurement Metrics

Plan Change Reques
ts

Product Change Request

Risk Management

Issues Management

Contracted Deliverables

Execution:

The Contractor will
provide implementation of
COTS software system on the Agency’s
COTS software implemented.

Software test reviews of
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platform.

Software implemented will be reviewed and/or
tested by Agency Pro
ject Team.

d
eliverables


Test and
Acceptance
:

Once
the COTS i
mplementation is completed,
it will
be tested to ensure that it is
fully
operational

and meet the specifications of the
RFP and Deliverabl
es of the contract.

System Test and Acceptance will be a test of
the operation of the entire system using the
performance measurement and verification of
compliance with specifications.

Training

Operation Test of
Implementation

System Test and Acceptance

Closing:

Upon completion of the System Acceptance
Testing, the contractor Warranty Period will
begin
.


The Contractor will provide
support
services
contract
s for signing and execution by
NMDOT
.

The Contractor and Project Manager will
provide the Project

Repository to NMDOT.

The Project Manager will gather “lessons
learned” and prepare the Project Close
-
out
Request for approval by DoIT.

Warranty Period

Maintenance Agreement

Project Repository

Project Close
-
out Request


4
4
.
.
1
1
.
.
1
1


P
P
R
R
O
O
J
J
E
E
C
C
T
T


M
M
A
A
N
N
A
A
G
G
E
E
M
M
E
E
N
N
T
T


D
D
E
E
L
L
I
I
V
V
E
E
R
R
A
A
B
B
L
L
E
E
S
S


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 Management Plan

D
escription


Project
Management Plan for the
implementation of the ROW
-
PAMS COTS application
software system.

Deliverable Acceptance Criteria


The initial PMP must
provide the information that is available at the planning
stage.


Standards for Content a
nd Format


The initial PM
P

will
contain information as it is know at the planning stage
but will be updated when the actual project is started.
PMP will follow DoIT’s template.

Quality Review


The Initial PMP will be reviewed by the
Agency PMO and CIO

before submitting with the
Request for Certification.


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4.1
.1.2

Project Schedule

a)

Description
-

Updated
Project Work Plans through
out the life of the project,
which will be updated and
provided with each Project
Status Report.

Deliverable Acceptance C
riteria


M
ust cover the
complete implementation of all aspects of the proposed
system as detailed in the final contract.
Must
accurately portray the units of work and agreed
deliverables.

Standards for Content and Format
-

Project Work Plans
will incl
ude:
a)
Contract Deliverable Milestones
; b)
Task
Level; c)Identify All Resources; d)Critical Path; and

e)
Indentify Progress
.

Published
--

in MS Project and PDF format

showing a
Gantt chart

Quality Review


Will be reviewed by Agency Project
Manager befor
e acceptance
.


4.1.1
.3

Status Reporting

Description
-

Weekly Status
Reporting and Monthly
Progress Reviews.

Deliverable Acceptance Criteria


Contractor
will provide
progress reviews in writing at least monthly and/or upon
completion of project mile
stones
.

Standards for Content and Format
-

Weekly Status
Reporting will be in writing and will include work
accomplishments; deliverables completed, invoices
submitted during the reporting period, the tasks for the
next reporting period, issues, and upda
ted project work
plans
.
Reports will be provided as an MS word
document, a PDF, and emailed as attachments.

Quality Review


Agency Project Manager will review all
reports before submitting to Agency Management.

4.1.1.
4

Test and Acceptance


Description



T
he COTS
application software system

must be tested before it is
accepted
.

Deliverable Acceptance Criteria

.
All requirements and
specifications must be tested and demonstrated that
the software is fully functional.


Standards for Content and Forma
t


Plan must cover the
test of all requirements and specifications and include
test to insure
and

demonstrate that the software is fully
functional
.

Plan must list all the tests to be performed.
The completion of the test must be provided in a report
by

Agency Project Team and list all the test results.

P
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Quality Review


The report with test results will be
reviewed by the Agency Project Manager and
presented to the Agency ESC for approval and
acceptance.

4.1.1.
5

Project Closeout Report

Description


P
roject Closeout
Report for the completion of the
COTS system implementation.

Deliverable Acceptance Criteria


The Closeout report
must cover all the DoIT requirements for project
closeout.

Standards for Content and Format
-

The
DoIT t
emplate will
be use
d to request that the project be officially closed.

Quality Review


The report will be provided to the
Agency ESC for approval before submitting to DoIT.



4
4
.
.
1
1
.
.
2
2


D
D
E
E
L
L
I
I
V
V
E
E
R
R
A
A
B
B
L
L
E
E


A
A
P
P
P
P
R
R
O
O
V
V
A
A
L
L


A
A
U
U
T
T
H
H
O
O
R
R
I
I
T
T
Y
Y


D
D
E
E
S
S
I
I
G
G
N
N
A
A
T
T
I
I
O
O
N
N
S
S


Complete the following table to identify the d
eliverables this project is to produce, and to name
the person or persons who have authority to approve each deliverable.


D
D
E
E
L
L
I
I
V
V
E
E
R
R
A
A
B
B
L
L
E
E


N
N
U
U
M
M
B
B
E
E
R
R


D
D
E
E
L
L
I
I
V
V
E
E
R
R
A
A
B
B
L
L
E
E


A
A
P
P
P
P
R
R
O
O
V
V
E
E
R
R
S
S


(
(
W
W
H
H
O
O


C
C
A
A
N
N


A
A
P
P
P
P
R
R
O
O
V
V
E
E
)
)


D
D
A
A
T
T
E
E


A
A
P
P
P
P
R
R
O
O
V
V
E
E
D
D


PRJ
-
DEL
-
001

Project Management Plan (PMP)

Agency PMO
, CIO
,
and DoIT

pending

PRJ
-
DEL
-
00
2

Project Schedule

Project Mgr, PMO,
CIO


PRJ
-
DEL
-
001

Status Reporting

Project Manager


PRJ
-
DEL
-
001

Test and Acceptance

Project Manager
and ESC


PRJ
-
DEL
-
001

Closeout Report

PMO, CIO and
DoIT




4
4
.
.
1
1
.
.
3
3


D
D
E
E
L
L
I
I
V
V
E
E
R
R
A
A
B
B
L
L
E
E


A
A
C
C
C
C
E
E
P
P
T
T
A
A
N
N
C
C
E
E


P
P
R
R
O
O
C
C
E
E
D
D
U
U
R
R
E
E


Describe the process that this project will use for the formal acceptance of all deliverables.


1) The Contractor will notify the Project Manager when a deliverable is complete and provide
any related test results, diagrams, and software list
s.

2)
The Project Manager will v
erify the deliverable

and the f
unctionality of any implementation.
Then, he will provide his review finding along with the information provided by the
Contractor, to the
NM
DOT CIO.

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3) The
NM
DOT CIO review and acceptance
of

deliverable
s

or forward it for review and approval
by the Executive Steering Committee depending of the chart above. Contracts require
review and approval by
NM
DOT General Counsel before approval by
NM
DOT CIO.

4
4
.
.
2
2


P
P
R
R
O
O
D
D
U
U
C
C
T
T


L
L
I
I
F
F
E
E


C
C
Y
Y
C
C
L
L
E
E




“During the proje
ct management lifecycle, agencies shall select and implement a phase product
development lifecycle methodology approved by the Department.” PROJECT OVERSIGHT
PROCESS Memorandum


Phase

Summary of Phase

Key Deliverables

Initiating
:


Determine the scope of
the project and
determine requirement. Initiate an RFP
Process.

Business Case

Project Scope,

Business Requirements

Abstract for DoIT

RFP for approval

Planning
:


Issue
the

RFP with a planned contract award.

This Project Management Plan provides the
gui
de for execution of the project.

Request approval o
f

Certification.



Request for Certification

Project Management Plan

Project Plan and Schedule

RFP contractor selection

Contract Award


Implementation

As a result of
the

RFP
, a
selection

will be made
fo
r

a vendor
of a
COT
S system with
implementation services.


Certification for
Implementation

GAP analysis

Software Installation with
License

Software Implementation
deliverables

Acceptance of the System

Operations and
Maintenance

Utilize and maintain the

ROW
-
PAMS for the
accomplishment of mission functions and
processes by the Agency

Software Maintenance
Contract.


4
4
.
.
2
2
.
.
1
1


T
T
E
E
C
C
H
H
N
N
I
I
C
C
A
A
L
L


S
S
T
T
R
R
A
A
T
T
E
E
G
G
Y
Y


Discuss the key technical strategies for achieving success in this project.

-
Select a COTS application system that
is proven
and
is
in
operation at other state DOTs.

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-
Conduct a
n

RFP process to select a COTS vendor and implementation services to bring the
system into full production operation.

-
Establish an Agency project team with key technical skills in the business f
unctions of right
-
of
-
way and property asset management, GIS for linear referencing functions, Record
management, and other IT technical staff for system operations.


4
4
.
.
2
2
.
.
2
2


P
P
R
R
O
O
D
D
U
U
C
C
T
T


A
A
N
N
D
D


P
P
R
R
O
O
D
D
U
U
C
C
T
T


D
D
E
E
V
V
E
E
L
L
O
O
P
P
M
M
E
E
N
N
T
T


D
D
E
E
L
L
I
I
V
V
E
E
R
R
A
A
B
B
L
L
E
E
S
S


Product Deliverables are work products

or artifacts that are driven by the
product

management
methodology requirements and standard project management practices regardless of the product
requirements of the project.

4
.
2
.
2
.1
Deliverable 1: Gap Analysis

Description
-

Analysis of the
COTS softwa
re and what
changes that must be made to
implement the system in the
Agency environment.

Deliverable Acceptance Criteria


Must cover all software
modules and business functions.



Standards for Content and Format



Must list all software
m
odules and
business functions. Format of a written
report in MS Word.

Quality Review
-


The report will be reviewed by the
Agency Project Manager and presented to the Agency
ESC for approval and acceptance.

4.2.2
.2
Deliverable 2:

COTS Software and License

Descr
iption


Contractor must
delivery and install the COTS
Software with a license
.

Deliverable Acceptance Criteria


Software must be
successfully installed on the Agency hardware platform

Standards for Content and Format


A formal RTU license
must be give
n to Agency.


Quality Review


The license must be reviewed by
Agency legal division. The installation must be verified
by the project team. The team report will be reviewed
by the Agency Project Manager and presented to the
Agency ESC for approval and

acceptance.

4.2.2.3 Deliverable 3:

COTS Software Implementation

Description
-

COTS application
software must be full
implemented and operational.

Deliverable Acceptance Criteria
-

Contractor must provide
notice that software has been implemented in
acco
rdance with the specifications of the RFP and
contract.


Standards for Content and Format


System Software must
be tested in accordance with the Test and Acceptance
Plan.


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Quality Review


Agency project team will test software
module operations as
they are delivered. When all

software is delivered System Test and Acceptance will
be conducted by the project team. The team report on
Test and Acceptance will be reviewed by the Agency
Project Manager and presented to the Agency ESC for
approval and acc
eptance.

4.2.2.4 Deliverable 4: Warranty


Description


Contractors
must
perform all correction and
software repair for
the software
and implementation
to insure
the system is full

operationally
functional.

Deliverable Acceptance Criteria


Corrections mu
st be
made and installed on the Agency’s system in
accordance with the 180 day Warranty provided in the
contract, at no cost to the Agency.

Standards for Content and Format


Contractor must
maintain a log of all problems and make corrections
within the
time specified.


Quality Review


Correction made by the

Contractor
under warranty must be tested by the Project Team and
acceptance or rejection entered in
a

log.
The
correction
log

will be reviewed by the Agency Project Manager
and presented to the Ag
ency ESC for approval and
acceptance.

4.2.2
.5 Deliverable 5
: Software Maintenance Agreement

Description


The software
Maintenance Agreement
provided with the proposal must
be processed for approval.

Deliverable Acceptance Criteria
-

Maintenance Agreement

provided with the proposal will be activated upon
Agency approval and completion of the warranty
period.

Standards for Content and Format


The agreement must
conform to the DoIT Template and signed by the
Contractor

Quality Review
-

The agreement mus
t be review
ed

and
approved by the project manager and Agency General
Counsel before signing by Agency Management.

*
*
N
N
O
O
T
T
E
E
:
:


D
D
E
E
L
L
I
I
V
V
E
E
R
R
A
A
B
B
L
L
E
E
S
S


W
W
I
I
L
L
L
L


B
B
E
E


R
R
E
E
V
V
I
I
S
S
E
E
D
D


B
B
A
A
S
S
E
E
D
D


O
O
N
N


T
T
H
H
E
E


F
F
I
I
N
N
A
A
L
L
I
I
Z
Z
E
E
D
D


C
C
O
O
N
N
T
T
R
R
A
A
C
C
T
T
.
.




4
4
.
.
2
2
.
.
3
3


D
D
E
E
L
L
I
I
V
V
E
E
R
R
A
A
B
B
L
L
E
E


A
A
P
P
P
P
R
R
O
O
V
V
A
A
L
L


A
A
U
U
T
T
H
H
O
O
R
R
I
I
T
T
Y
Y


D
D
E
E
S
S
I
I
G
G
N
N
A
A
T
T
I
I
O
O
N
N
S
S


C
omplete the followin
g table to identify the deliverables this project is to produce, and to name
the person or persons who have authority to approve each deliverable.


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D
D
E
E
L
L
I
I
V
V
E
E
R
R
A
A
B
B
L
L
E
E


N
N
U
U
M
M
B
B
E
E
R
R


D
D
E
E
L
L
I
I
V
V
E
E
R
R
A
A
B
B
L
L
E
E


A
A
P
P
P
P
R
R
O
O
V
V
E
E
R
R
S
S


(
(
W
W
H
H
O
O


C
C
A
A
N
N


A
A
P
P
P
P
R
R
O
O
V
V
E
E
)
)


D
D
A
A
T
T
E
E


A
A
P
P
P
P
R
R
O
O
V
V
E
E
D
D


DEL 1

Gap Analysis

Project Manag
er


DEL 2

COTS Software and License

Project Mgr, CIO


DEL 3

COTS Software Implementation

Project Mgr, ESC


DEL 4

Warranty

Project Mgr, ESC


DEL 5

Software Maintenance
Agreement

Project Mgr, CIO


4
4
.
.
2
2
.
.
4
4


D
D
E
E
L
L
I
I
V
V
E
E
R
R
A
A
B
B
L
L
E
E


A
A
C
C
C
C
E
E
P
P
T
T
A
A
N
N
C
C
E
E


P
P
R
R
O
O
C
C
E
E
D
D
U
U
R
R
E
E


D
escribe the proc
ess that this project will use for the formal acceptance of all deliverables.


1) The Contractor will notify the Project Manager when a deliverable is complete and provide
any related test results, diagrams, and software lists.

2)
The Project Manager w
ill v
erify the deliverable

and the f
unctionality of any implementation.
Th
e Project Manager
, will provide review finding along with the information provided by the
Contractor, to the
NM
DOT CIO.

3) The
NM
DOT CIO review and accept the deliverable or forwar
d it for review and approval by
the Executive Steering Committee depending of the chart above. Contracts require review
and approval by
NM
DOT General Counsel before approval by
NMDOT

CIO.


5
5
.
.
0
0


P
P
R
R
O
O
J
J
E
E
C
C
T
T


W
W
O
O
R
R
K
K


5
5
.
.
1
1


W
W
O
O
R
R
K
K


B
B
R
R
E
E
A
A
K
K
D
D
O
O
W
W
N
N


S
S
T
T
R
R
U
U
C
C
T
T
U
U
R
R
E
E


(
(
W
W
B
B
S
S
)
)


A WBS is a d
eliverable
-
oriented grouping of project elements that organizes and defines the total
work scope of the project.
Describe the work activities that comprise the work breakdown
structure (WBS) or the work packages within the WBS. Identify the WBS element or

other work
package identifier and provide a general description of the tasks or activities, the definition or
objectives, and the milestones and deliverables of each work package.

Use the chart below for highest level presentation, and provide a more deta
iled WBS as an
attachment to this project plan.


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Identifier

Work Package
Description

Definition/Objective

Milestone/Deliverable

WBS
-
1

Project Management

Insure project is completed on
time and in budget

Project Plan, Project Schedule, Progress
Reporting
,

Review and Acceptance of
deliverables
,
Warra
nty, and Maintenance
contract
.

WBS
-
2

Gap Analysis

Determine what software changes
are require to implement the
COTS system at
NM
DOT

Written report listing changes required.

Updated Project Plan and Schedule

WBS
-
3

Installation of COTS
Software Modules

Install software on
NM
DOT
Platform ready for operations

Install software and receive RTU
licenses

WBS
-
4

Modify

install
software
with changes for
NM
DOT

operation
s


Change software for operations
and
NM
DOT

Software w
ith program changes

WBS
-
5

Implementation of
complete COTS
system

with changes

Complete the installation of a fully
operational application software
system

Install complete COTS system with
documentation.

WBS
-
6

Training for software
O
perations

Train
NM
DOT

staff
for the test
and operation of system

Completed training

WBS
-
7

System Test and
Acceptance

Test the entire application system
functional operations and to
insure requirements have been
met.

Completed test results.

*
*
N
N
O
O
T
T
E
E
:
:


W
W
B
B
S
S


W
W
I
I
L
L
L
L


B
B
E
E


R
R
E
E
V
V
I
I
S
S
E
E
D
D


B
B
A
A
S
S
E
E
D
D


O
O
N
N


T
T
H
H
E
E


F
F
I
I
N
N
A
A
L
L
I
I
Z
Z
E
E
D
D


C
C
O
O
N
N
T
T
R
R
A
A
C
C
T
T
.
.


5
5
.
.
2
2


S
S
C
C
H
H
E
E
D
D
U
U
L
L
E
E


A
A
L
L
L
L
O
O
C
C
A
A
T
T
I
I
O
O
N
N


-
-
P
P
R
R
O
O
J
J
E
E
C
C
T
T


T
T
I
I
M
M
E
E
L
L
I
I
N
N
E
E


T
he project timeline is a high
-
level view of project activities with a focus on project milestones.
The project timeline does not replace the need for a detailed project schedule and it i
s to
highlight key events such as deliverable due dates and when go/no
-
go decisions are made.

The table below should provide a high level view of the project time line, or a

summary
-
level
Gantt chart can be used to meet the timeline requirement.

Please pr
ovide a more detailed project schedule as an attachment to this plan

*NOTE: Detail project schedule will be provided upon award of the contract and
beginning of the Implementation Phase.

Identifier

Task/Activity
Name

Resource

Name

Milestone
(Y/N)

Effort/


Duration

Start

Finish

Dependent
Task









































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5
5
.
.
3
3


P
P
R
R
O
O
J
J
E
E
C
C
T
T


B
B
U
U
D
D
G
G
E
E
T
T


Costs estimates are the costs applied to an activity in a project by assigning resources with
associated rates or fees. Resources can include equipme
nt, material, technology, processing
cycles, or people. The total cost is critical and should be consistent with the proposal; include
breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an
appropriate format for the pro
ject size and customer requirements (e.g., by WBS, milestone, or
deliverable).

Identifier

Work Package or Budget Category

Cost


IT Software

$
2
00,000


Implementation Services

$
5
5
0,000


IV&V


$
3
0,000


Software Maintenance

$
60
,000/year

5
5
.
.
4
4


P
P
R
R
O
O
J
J
E
E
C
C
T
T


T
T
E
E
A
A
M
M


5
5
.
.
4
4
.
.
1
1


P
P
R
R
O
O
J
J
E
E
C
C
T
T


T
T
E
E
A
A
M
M


O
O
R
R
G
G
A
A
N
N
I
I
Z
Z
A
A
T
T
I
I
O
O
N
N
A
A
L
L


S
S
T
T
R
R
U
U
C
C
T
T
U
U
R
R
E
E


Insert a graphical Organization Chart here. The Organizational
Structure (O
S) is a hierarchical
configuration defining levels of program management and may identify all project personnel.
The OS should be sim
ple and straightforward. Include role names and people’s names.
Consider identifying the core project team by shading their respective boxes on the chart. On
complex projects, consider using a seco
nd O
S to id
entify core project team. The O
S can also be
used for management reporting.
















Executive
Steering

Committee

IV&V

State

Project Manager

CIO,

IT Resource
Manager

Property Mgt

Team Member

Acquisition Mgt

Team Mem
ber

Contractor

ROW Mgt

Team Member

GIS Tech

Team Member

Application Supt.

Team Member

Record Mgt

Team Member

ROW

Resource
Manager

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5
5
.
.
4
4
.
.
2
2


P
P
R
R
O
O
J
J
E
E
C
C
T
T


T
T
E
E
A
A
M
M


R
R
O
O
L
L
E
E
S
S


A
A
N
N
D
D


R
R
E
E
S
S
P
P
O
O
N
N
S
S
I
I
B
B
I
I
L
L
I
I
T
T
I
I
E
E
S
S


List the team members, their role, responsibility and functional manager. Make sure to include a
comprehensive listing including those from the organization man
aging the project, business
members involved to ensure business objectives are met and the vendor members that may have
a specific role.


R
R
O
O
L
L
E
E


R
R
E
E
S
S
P
P
O
O
N
N
S
S
I
I
B
B
I
I
L
L
I
I
T
T
Y
Y


N
N
A
A
M
M
E
E


F
F
U
U
N
N
C
C
T
T
I
I
O
O
N
N
A
A
L
L


A
A
R
R
E
E
A
A


Executive Steering
Committee

and

IT Resource
Manager

Approve deliverables a
nd
accept the final system.
Provide
IT
staffing resources
for project management
and
project
team
,

Robert Ashmore,
--

Chairperson

(members to be
determined)


NMDOT, CIO



Executive Steering
Committee

and

Business Manager

Approve deliverables and
acce
pt the final system.
Provide
ROW
staffing
resources for project team
,

Lawrence Barreras

Director, TOPAMD
NMDOT

Executive Steering
Committee and
ROW Resource
Manager

Provide and manage
NM
DOT
ROW staff and funding
resources

Clyde Archibeque

TOPAMD,

NMDOT
,

Executive Steering
Committee and
State Project
Manager

Manage the project to
implement the system

Shelley Espinoza

NMDOT, IT Div

State Project Team
Member

Application Support

Audrey Garcia

NMDOT, IT Div

State Project Team
Member

GIS/LAR

implementati
on


Don Padilla


NMDOT, IT Div

State Project Team
Member

Document and Workflow

implementation

Gab Vigil


NMDOT, IT Div

State Project Team
Member

Property Management

implementation

Robert Lopez

TOPAMD

State Project Team
Member

Acquisition Management

Juan

Chavez

TOPAMD

State Project Team
Member

Right of Way Management

Ron Noedel

TOPAMD

Subject Matter
Expert

Database

and system
implementation

(to be determined)

NMDOT, IT Div

P
ROJECT
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R
R
O
O
L
L
E
E


R
R
E
E
S
S
P
P
O
O
N
N
S
S
I
I
B
B
I
I
L
L
I
I
T
T
Y
Y


N
N
A
A
M
M
E
E


F
F
U
U
N
N
C
C
T
T
I
I
O
O
N
N
A
A
L
L


A
A
R
R
E
E
A
A


IV&V

Project Oversight and
conformance

(To be determined)


Consultant,


5
5
.
.
5
5


S
S
T
T
A
A
F
F
F
F


P
P
L
L
A
A
N
N
N
N
I
I
N
N
G
G


A
A
N
N
D
D


R
R
E
E
S
S
O
O
U
U
R
R
C
C
E
E


A
A
C
C
Q
Q
U
U
I
I
S
S
I
I
T
T
I
I
O
O
N
N


Complete the chart below identifying the project team members and details concerning their
project commitment.
Project staff

should
include

State, Contract, Custo
mer (Business Owner),
or Vendor team members



5
5
.
.
5
5
.
.
1
1


P
P
R
R
O
O
J
J
E
E
C
C
T
T


S
S
T
T
A
A
F
F
F
F



Resource

Cost
Estimate

Estimated
Hours

Availability

Skill Set

Work Product/Deliverable

NM
DOT project team

NA

Unk

Available
within
Agency

IT technical
and
Business
mgt

Manage and review project
deliverables.

5
5
.
.
5
5
.
.
2
2


N
N
O
O
N
N
-
-
P
P
E
E
R
R
S
S
O
O
N
N
N
N
E
E
L
L


R
R
E
E
S
S
O
O
U
U
R
R
C
C
E
E
S
S


Us
e this section to list services or product (HW/SW and such) needed for project


Resource

Cost
Estimate

Estimated
units/hours

Availability

Source

Work Product/Deliverable

ROWPAMS COTS
application software
System

$
20
0,000

COTS

Procured

RFP
contract

COTS
licensed software

Contractor implementation
Services

$
55
0,000

Deliverables

From
contractor

RFP
Contract

Contract Implementation
Deliverables

Contracted IV&V

$30,000

UNK

From
contractor

State price
agreement

Deliverable in accordance
with DoIT contract
SOW

5
5
.
.
6
6


P
P
R
R
O
O
J
J
E
E
C
C
T
T


L
L
O
O
G
G
I
I
S
S
T
T
I
I
C
C
S
S


Logistics describes how the project manager, project team, the business owner/customer and any
vendor resources will physically work together. Include anything to do with moving or starting
resources
.
Training specifically rela
ted to project team members should be included here.



5
5
.
.
6
6
.
.
1
1


P
P
R
R
O
O
J
J
E
E
C
C
T
T


T
T
E
E
A
A
M
M


T
T
R
R
A
A
I
I
N
N
I
I
N
N
G
G


Describe training if any needed by project team members. This is not to include training for end
users, system administrators or business
owners;

those should be handled with
in a training
document or part of the transition to operations planning.

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There is no special training required for the Project Team. Team will be trained in the functions
of the COTS Application Software along with
NM
DOT staff in order to perform Acceptan
ce
Testing of the system.



6
6
.
.
0
0


P
P
R
R
O
O
J
J
E
E
C
C
T
T


M
M
A
A
N
N
A
A
G
G
E
E
M
M
E
E
N
N
T
T


A
A
N
N
D
D


C
C
O
O
N
N
T
T
R
R
O
O
L
L
S
S


6
6
.
.
1
1


R
R
I
I
S
S
K
K


A
A
N
N
D
D


I
I
S
S
S
S
U
U
E
E


M
M
A
A
N
N
A
A
G
G
E
E
M
M
E
E
N
N
T
T



6
6
.
.
1
1
.
.
1
1


R
R
I
I
S
S
K
K


M
M
A
A
N
N
A
A
G
G
E
E
M
M
E
E
N
N
T
T


S
S
T
T
R
R
A
A
T
T
E
E
G
G
Y
Y


Provide a detailed explanation on the strategy for how risks are identified, analyzed/ quantified,
mitigated, reported, escalated a
nd tracked. Include the use of tools such as project management
software, forms, and templates. A separate risk management plan may also be developed if
needed for the project and included as an Appendix to this document. If that is the case, a high
lev
el summary of this plan needs to be included here with the specific reference.

6
6
.
.
1
1
.
.
2
2


P
P
R
R
O
O
J
J
E
E
C
C
T
T


R
R
I
I
S
S
K
K


I
I
D
D
E
E
N
N
T
T
I
I
F
F
I
I
C
C
A
A
T
T
I
I
O
O
N
N


Risks were identified based on the history of events and risk experienced by NMDOT with
similar projects.

6
6
.
.
1
1
.
.
3
3


P
P
R
R
O
O
J
J
E
E
C
C
T
T


R
R
I
I
S
S
K
K


M
M
I
I
T
T
I
I
G
G
A
A
T
T
I
I
O
O
N
N


A
A
P
P
P
P
R
R
O
O
A
A
C
C
H
H


The approach to mitigation is to plan in the contract for test and report to insure that deliverable
are functional and reviewed by technical staff. Proactive management actions are being taken
in the contract and this plan including reviews of all de
liverables and a detail system acceptance
test process.

6
6
.
.
1
1
.
.
4
4


R
R
I
I
S
S
K
K


R
R
E
E
P
P
O
O
R
R
T
T
I
I
N
N
G
G


A
A
N
N
D
D


E
E
S
S
C
C
A
A
L
L
A
A
T
T
I
I
O
O
N
N


S
S
T
T
R
R
A
A
T
T
E
E
G
G
Y
Y


The State project manager will alert the
NMDOT

CIO of any actions or issues
that

pose a
creditable risk to the project.
The
NMDOT

CIO will review progress

and
NMDOT

management
actions for possible risks.
The project manager and the
NMDOT

CIO will implement mitigating
actions applicable to the situation. I
f

such actions are beyond the authority of the
NMDOT

CIO,
they will be escalated to the
Executive Stee
ring

Committee

for action
.

6
6
.
.
1
1
.
.
5
5


P
P
R
R
O
O
J
J
E
E
C
C
T
T


R
R
I
I
S
S
K
K


T
T
R
R
A
A
C
C
K
K
I
I
N
N
G
G


A
A
P
P
P
P
R
R
O
O
A
A
C
C
H
H


In addition to the risk identified in this plan, the State project manager or the
NMDOT

CIO may
identify a potential risk occurrence. Once it is identified, it will be tracked by the Project
Manager in the Issue Action Log.



6
6
.
.
1
1
.
.
6
6


I
I
S
S
S
S
U
U
E
E


M
M
A
A
N
N
A
A
G
G
E
E
M
M
E
E
N
N
T
T


6.1.6.1 Internal Issue Escalation and Resolution Process


Issues that involve project resources, processes, procedures, or methodology will be resolved
within the NMDOT. Stakeholders on the projec
t may submit an Issue Description and
Resolution Form, DOIT
-
PMO
-
FOR


050 to document an issue. The key purpose in having an
issue escalation and resolution process is to use it for improving project processes as the
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ANAGEMENT
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AME
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project is executed versus waiting unti
l lessons learned are discussed during project closure.


Step
5
:
Close issue
,
escalate if necessary
Step
1
:
Identify Issue
Step
2
:
Log
and prioritize
issue
Step
3
:
Determine
issue resolution
actions
Step
4
:
Monitor
and control
prioritized issue

Issue Escalation and Resolution Process

Issues within this project will be discussed during the weekly project status meetings. Any
issues that cannot be resolved
by the
State
Project Manager will be escalated
to the

N
MDOT
CIO for resolution
.

6.1.6.2 External Issue Escalation and Resolution Process

T
he same escalation and resolution process steps shown in the above Figure will be used for
external issues relating
to the Project. The only difference between the internal and external
escalation and resolution processes would be the level of involvement of the NMDOT Executive
management or stakeholder organization to handle issues that involve project resources,
proce
sses, procedures, or methodology that cannot be resolved by NMDOT CIO

and the ESC.

6
6
.
.
2
2


I
I
N
N
D
D
E
E
P
P
E
E
N
N
D
D
E
E
N
N
T
T


V
V
E
E
R
R
I
I
F
F
I
I
C
C
A
A
T
T
I
I
O
O
N
N


A
A
N
N
D
D


V
V
A
A
L
L
I
I
D
D
A
A
T
T
I
I
O
O
N
N


-
-


I
I
V
V
&
&
V
V


Independent Verification and Validation (IV&V) means the process of evaluating a system to
determine compliance with spec
ified 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 development
organization.

Describe the process that will be employed to meet IV&V requirements.

The Project Manager and the NMDOT CIO will negotiate contract for IV&V services from a State
Price Agreement vendor. This will be finalized upon DoIT approval of the contract award and

project certification.

6
6
.
.
3
3


S
S
C
C
O
O
P
P
E
E


M
M
A
A
N
N
A
A
G
G
E
E
M
M
E
E
N
N
T
T


P
P
L
L
A
A
N
N


Describe the process that is going to be used to manage the scope of the project. Make sure to
address managing stakeholder expectations.



6
6
.
.
3
3
.
.
1
1


C
C
H
H
A
A
N
N
G
G
E
E


C
C
O
O
N
N
T
T
R
R
O
O
L
L


6.3
.
1
.1 Change Control Process

Change Contr
ol establishes how change will be managed, including capturing, tracking,
communicating, and resolving change. Due to much ambiguity regarding change, it is vital that
we document and discuss the change process with the executive sponsor.

A formal change c
ontrol process will be established on the Project to manage changes including
capturing, tracking, communicating, and resolving them. The focus areas that will specifically be
monitored for change are those changes relating to:
Scope, Time, Cost, Quality,
and
Stakeholder expectations.

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The
NMDOT Executive Steering Committee (ESC)

will serve as the Change Control Board for
the Project. The NMDOT CIO

has the authority for
to approve changes th
at do not involve
scope changes. In the event that the ESC is not a
ble to meet the NMDOT CIO has the authority
to approve scope changes.

6.3
.1
.2 Change Control Board (CCB)

Insert a graphic or textual description identifying the Change Control Board (or function) for this
project. The CCB may be an individual or group of

individuals authorized to approve changes to
the project plan.

The Change Control Board for this Project is the
NMDOT Project Executive Steering Committee
may be composed NMDOT management staff and MRCOG. This

CCB is authorized to approve
changes to the
Project Plan. The Change Control Board’s primary responsibilities are:



Review all proposed changes submitted formally via Project Change Requests.



Approve changes that are objectively beneficial to the overall success of the
Project.



Review, discuss and a
pprove budget requests for the Project.

6
6
.
.
4
4


P
P
R
R
O
O
J
J
E
E
C
C
T
T


B
B
U
U
D
D
G
G
E
E
T
T


M
M
A
A
N
N
A
A
G
G
E
E
M
M
E
E
N
N
T
T


Costs estimates are the costs applied to an activity in a project by assigning resources with
associated rates or fees. Resources can include equipment, material, technology, processin
g
cycles, or people. The total cost is critical and should be consistent with the proposal; include
breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an
appropriate format for the project size and customer requirements

(e.g., by WBS, milestone, or
deliverable).


6
6
.
.
4
4
.
.
1
1


B
B
U
U
D
D
G
G
E
E
T
T


T
T
R
R
A
A
C
C
K
K
I
I
N
N
G
G


Budget Tracking will be provide
d

after project deliverables are established in the contract and
the RFP contract approved.

6
6
.
.
5
5


C
C
O
O
M
M
M
M
U
U
N
N
I
I
C
C
A
A
T
T
I
I
O
O
N
N


P
P
L
L
A
A
N
N


Communication planning involves determinin
g the information and communication needs of the
stakeholders, executive sponsors, project team and others as needed. The communication plan
needs to address who needs what information, when they will need it, how it will be given to
them, and by whom. T
he complexity of the project may require a separate communication plan;
however a high level summary of that plan will need to be included here and a reference made to
the appropriate Appendix.

6
6
.
.
5
5
.
.
1
1


C
C
O
O
M
M
M
M
U
U
N
N
I
I
C
C
A
A
T
T
I
I
O
O
N
N


M
M
A
A
T
T
R
R
I
I
X
X


Communica
tion

WHERE

Element

WHAT/WH
Y

Frequency

WHEN

Responsibility

BY WHOM

Audience

FOR WHOM

Media/

Format

HOW

Distribution


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Communica
tion

WHERE

Element

WHAT/WH
Y

Frequency

WHEN

Responsibility

BY WHOM

Audience

FOR WHOM

Media/

Format

HOW

Distribution


Project
Manage
-
ment
Plan

Guiding document for the
management of the
project

Original start
Update as
required.

State
Project
Manager

DoIT,

Project Team,

PMO

Pr
esentation,
MS Word,

CIO, PMO,
DoIT,


IV&V,

Project
Repository

Project

Plan and
Schedule

Identify work elements,
deliverables, assignments
,
work schedule, with
completion dates for
deliverables and
milestones all in order to
keep the project on
sche
dule

Initial (base
schedule) at
start of the
project and
updates at
least bi
-

weekly

Contractor’s
Project
Manager

State

Project
Manager,
NMDOT

CIO,
PMO,
and IV&V

Consultant


MS Project

Gantt Chart or
PDF

State Project
Mgr
, PMO
, ESC,
and IV&V

Consultant,

Project
Repository

Project
Deliverable

Presentation of
Deliverables for

review,
test, and a
cceptance

with
any equipment lists and
performance tests

Upon
Completion

Contractor’s
Project
Manager

State Project
Manage
r
,
Contract
Oversight
Consultant, ESC

De
liverable
Acceptance
Form (Usually

via email)

State PM,
NMDOT

CIO,
ESC, and IV&V

Consultant,

Project
Repository

DoIT
Project
Status
Report

Communicate project
status using DoIT
Template

Monthly

State Project
Manager and
NMDOT

PMO

DoIT,


DoIT format

Repor
ts,

NMDOT

CIO
,
DoIT
,


Contractor’s
Project
Status
Report

Communicate
Contractor’s
accomplishments
, work in
progress, Work Task
status, issues status
,
and
any variation to plans or
schedules

Meeting
Weekly

Contractor’s
Project
Manager

State Project
Team,

Written report
and
Tele
-
conference
and WebEx


Project
Repository and
email to
NMDOT
CIO
, and IV&V

Consultant

Project
Progress

Report

Communicate project
accomplishm
ents, plans,
work in progress, i
ssues,
risks tracking, test results,
performance
,

Monthl
y

Contractor’s
Project
Manager and
State Project
Manager

NMDOT

CIO,
ESC
, and IV&V

Consultant


Written weekly
status reports,
MS Word

ESC,
Project
Manager
, and
IV&V

Consultant


Manage
-
ment
Project
Reviews, &
Presenta
-

tions

Presentation and
demonstration
s for
management review of
progress

Monthly or
Completion
of Pilot, and
milestone or
as requested

Contractor’s
Project
Manager with
State Project
Manager

ESC and Other
state
Management

Verbal
presentation
with graphics
and/or on site
demonstration

Commen
ts to
NMDOT

CIO
and sent to
Project
Repository

Contract
Administra
-
tion and
Oversight

Verity adherence to
contract provisions, initiate
amendments

Upon
deliverable
submission
and As
Needed

NMDOT

CIO
and IV&V

Consultant

NMDOT

CIO,

Network
access to
emai
l and
repository.

Recommenda
-
tion and finding
to CIO and
Project Manager

Scope
Change

When a event arises
which indicates a change
in project scope

As needed

State
Project
Manager

or
NMDOT

CIO

NMDOT

CIO or
ESC,
and IV&V

Consultant


Scope
Change
Requ
est Form

PMO,
NMDOT

CIO, ESC,
Project Mgr.
Contractor,

DoIT
, IV&V

Consultant

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Communica
tion

WHERE

Element

WHAT/WH
Y

Frequency

WHEN

Responsibility

BY WHOM

Audience

FOR WHOM

Media/

Format

HOW

Distribution


Project
Document
-
ation
Repository

Est
ablish a center location
for project documentation
for consistency, efficiency
of communication and
recording of project
actions.

As Needed

C
ontractor and
State Project
Manager

Contractor and
State Project
Manager, CIO,
PMO
, and IV&V

Consultant

NMDOT
Project

Repository
Structure,
Electronic

collaborative
file system to

Documents
stored in there
original
document
format or PDF

Access via WEB
for
Project
Team,
Contractor
Project Team,
NMDOT

CIO,
NMDOT

PMO
,
and IV&V

Consultant


Project
Issues Log

Communicate Project
issues, responsibility,
assignment dates, and
status

Updated
Weekly

Contractor’s
Project
Manager

and
State Project
Manager

NMDOT

CIO,
PMO, Contract
Oversight
Consultant

Issues Log
Form

Email to State
Project Mg
r,
NMDOT

CIO,
IV&V

Consultant,
PMO and stored
in the Project
Repository



6
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5
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M
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I
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G
G
S
S


The Contractor’s Project Manager will communicate on a routine basis on projec
t matters and
will provide a written Weekly Status Report to the State Project Manager.

The
State

Project Manager and NMDOT CIO continue to communicate on a regular basis
regarding key facets of the
Rail Runner Wireless System

and implementation issues as
they
arise. To facilitate effective communication and provide accurate estimates of progress, the
Project team for this project will do the following to report on the project:



Status Meetings:

Status meetings will be held with the Contractor’s Project Ma
nager
and the State Project Manager will be held weekly to discuss the current activities, the
schedule of activities coming up, prioritized risks and the status of open project issues.
Special focus will be given to those activities and action items that

were planned, but not
accomplished. The State Project Manager will provide
key items from the
weekly status
to the NMDOT CIO.

Usually these meeting will be held by teleconference call and with a
written report.



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U
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S
S


R
R
E
E
P
P
O
O
R
R
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S
S




Monthly Prog
ress Reporting:

The State Project Manager will submit a written Monthly
Progress report to the State Project Manager. The State Project Manager will meet with
the
NMDOT

CIO on a monthly basis to discuss the current activities, the schedule of
activities c
oming up, prioritized risks and the status of open project issues. Special
focus will be given to those activities and action items that were planned, but not
accomplished. These report
s

will be emailed to the ESC.



Periodic Progress Reporting to NMDOT Ma
nagement:

The State Project Manager
and
NMDOT

CIO will present an updates or demonstrations to NMDOT Executive
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Committee (ESC) monthly or for project milestones as appropriate for management
reviews. The DoIT Monthly Project Status report will be prepare
d in coordination
between the State Project Manager and
NMDOT

Project Management Office (PMO) and
submit to DoIT by tenth of each month by DOT PMO.



Reports, Posting, and Distribution
:

The Contractor’s Project Manager and the State
Project Manager will

writ
e and post a progress

report
s

to the
WEB site
Project repository
weekly
.


Report will provide

detailing the current activities, the schedule of activities
coming up, prioritized risks and the status of open project issues.
Access will be
provide
d

for the

WEB site Project Repository for the ESC, Project Team, and
NMDOT

Project Management Office
.



Other Communications:

The Project manager will use email, conference calls,
WebEx, and telephone calls to communicate with the project team and
NMDOT

CIO.


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P
P
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F
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M
M
E
E
A
A
S
S
U
U
R
R
E
E
M
M
E
E
N
N
T
T


(
(
P
P
R
R
O
O
J
J
E
E
C
C
T
T


M
M
E
E
T
T
R
R
I
I
C
C
S
S
)
)


The Project Manager and Executive Sponsor define the project metrics that will be used to
control the project. Each project will need to have an established metrics program. Metrics are
collected for measuring t
he progress of a project against its planned budget, schedule, resource
usage, and error rates, and of establishing a historical database, which will aid in planning and
forecasting future projects. At a minimum metrics must be established for time (sched
ule), cost
(budget) and quality.


6
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B
B
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E
S
S


Project 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

Project Budget and Resources

Personnel

Effort • Staff Experience • Staff
Turnover


6
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6
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2
2


M
M
E
E
T
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R
R
I
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S
S


L
L
I
I
B
B
R
R
A
A
R
R
Y
Y


6
6
.
.
7
7


Q
Q
U
U
A
A
L
L
I
I
T
T
Y
Y


O
O
B
B
J
J
E
E
C
C
T
T
I
I
V
V
E
E
S
S


A
A
N
N
D
D


C
C
O
O
N
N
T
T
R
R
O
O
L
L


Quality Management includes the processes required to e
nsure that the project will satisfy the
needs for which it was undertaken. It includes all activities of the overall management function
that determine the quality policy, objectives, quality assurance, quality control, and quality
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improvement, within the

quality system. If a separate Quality Plan is used, include a high level
summary in this document and refer to the appropriate appendix.

The project Quality Objective and Control are be
ing

enforced by several procedures described
in this Project Manageme
nt Plan:

1) Utilizing the Quality Matrix described in paragraph 3.3

2) The Project Deliverables processing described in paragraph 4.1.1.1

3) Deliverable acceptance and review processes in Article 4 and the Scope of Work in the
Contract with the imple
menting contractor.



6
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1


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Q
U
U
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Y
Y


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N
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D
A
A
R
R
D
D
S
S


Describe the agency, industry or regulatory project performance standards that will be followed and
assessed by the project. These quality standards will be used to assess whether the quality objectives
were ach
ieved.

Identify each of the project quality standards that are directly related to the project and not to the
performance of the actual product and/or service. For each quality standard, identify the tracking tool or
measure such as number of project revie
ws or Project Status.


6
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7
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2


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P
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A
A
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N
D
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P
P
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R
O
O
D
D
U
U
C
C
T
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R
R
E
E
V
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I
E
E
W
W


A
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N
D
D


A
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M
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N
T
T
S
S



Review Type

Quality Standard

Tools

Reviewer

Reports

Requirements





Plans





Milestones





Testing






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7
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3
3


A
A
G
G
E
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N
C
C
Y
Y
/
/
C
C
U
U
S
S
T
T
O
O
M
M
E
E
R
R


S
S
A
A
T
T
I
I
S
S
F
F
A
A
C
C
T
T
I
I
O
O
N
N


The project manager should assess th
e on
-
going sense of the customer agency about how they
feel the project is going, and how team members are acting on the project. This feedback would
be helpful to the success of the project and the professional growth of the project team members.

Examples
:

Areas of feedback

When

How Often

Agency awareness

Progress Reports

Monthly

Quality of communications

Review and ESC meeting

As required

Manages project tasks

Meetings with CIO and ESC

When deliverable are received

Productive Meetings

As required

As r
equired

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4


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D
D
E
E
L
L
I
I
V
V
E
E
R
R
A
A
B
B
L
L
E
E


A
A
C
C
C
C
E
E
P
P
T
T
A
A
N
N
C
C
E
E


P
P
R
R
O
O
C
C
E
E
S
S
S
S


How the client takes procession of the product. Delivery of media; manuals; contracts; licenses;
services agreements; configuration settings; status of patches to COTS products; in
-
house or
vendor de
veloped code; test cases, routines, and scripts; and other items required to operate the
product.


The project Deliverable Acceptance Process is described in Deliverable acceptance and review
processes in Article 4 and the Scope of Work in the Contract wit
h INX, the implementing
contractor
.


6
6
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8


C
C
O
O
N
N
F
F
I
I
G
G
U
U
R
R
A
A
T
T
I
I
O
O
N
N


M
M
A
A
N
N
A
A
G
G
E
E
M
M
E
E
N
N
T
T


Configuration Management determines how project information (files, reports, designs, memos,
documents, etc.) will be managed (tracked, approved, stored, secured, accessed, version control,

etc.) and owned by (e.g., Agency managing the project or the Customer). Standards and team
awareness are critical.

(Not Applicable)

6.8.1

Version Control

(Not Applicable)

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I
I
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T
O
O
R
R
Y
Y


(
(
P
P
R
R
O
O
J
J
E
E
C
C
T
T


L
L
I
I
B
B
R
R
A
A
R
R
Y
Y
)
)


“Provide to the Department all project

management and product deliverables. Deliverables shall include
but not limited to the project plan, project schedule, initial and periodic risk assessments, quality
strategies and plan, periodic project reports, requirements and design documents for ent
ire project. The
lead agency must make available all deliverables in a repository with open access for the Department to
review” PROJECT OVERSIGHT PROCESS Memorandum.

The Contractor will provide a shared access Project Repository using via Web.
The proje
ct
repository will follow the NMDOT prescribed organization structure which is attached.

D
uri
ng

the project Closing Phase, the State Project Manager will transfer the Project Repository to
NMDOT electronic storage as designated by the NM
DOT CIO
.

The Stat
e Project Manager is
responsible to
oversee the maintenance of
the repository and determine the level of access to
the State Project staff and Contractor
s
.


The project repository will provide read only access to the
ESC and stakeholders as
appropriate
.

6
6
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9
9


P
P
R
R
O
O
C
C
U
U
R
R
E
E
M
M
E
E
N
N
T
T


M
M
A
A
N
N
A
A
G
G
E
E
M
M
E
E
N
N
T
T


P
P
L
L
A
A
N
N


Projects often have some element of procurement, i.e. the requirement to purchase goods and/or
services from outside the organization. The procedures to be used to handle these procurements
should be included here. Activ
ities such as a make
-
or
-
buy analysis; writing

requirements;
solicitation planning, evaluation and selection; inspection and acceptance; contract closeout
should all be included.


All purchases will follow the NMDOT Procedures and Policies, and the
State o
f New Mexico
Procurement Code.

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Resource

Procurement Method

Services

System Implementation

RFP contract for
COTS

software

implementation service

Software

ROWPAMS COTS software

RFP contract for delivery and RTU licensed
software

Maintenance

Software

Maint
enance
support services

agreement

Part of the original RFP contract but requires
contract review and approval by NMDOT


7
7
.
.


0
0


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C
C
L
L
O
O
S
S
E
E


P
roject Close will always consist of administrative project activities and possibly contractual
project activities a
nd an external vendor is employed. Completing both sets of activities is a
mandatory step in the project life cycle. Administrative activities complete the internal needs for
the Agency/Unit that is responsible for managing the project, such as lessons l
earned, recording
the last hours against the project, and providing transition for the staff to other assignments.
Contractual activities meet the contractual needs, such as executing a procurement audit and
formal acceptance of the project work products.


7
7
.
.
1
1


A
A
D
D
M
M
I
I
N
N
I
I
S
S
T
T
R
R
A
A
T
T
I
I
V
V
E
E


C
C
L
L
O
O
S
S
E
E


Administrative Close occurs at both the end of phase and end of project. This closure consists of
verification that objectives and deliverables were met. Acceptance is formalized and phase
activities are administratively close
d out. Administrative closure occurs on a “by
-
phase” basis in
accordance with the WBS and should not be delayed to project end. At that point, the burden of
closing is too great and audits inaccurate. The specific project close activities for a given pr
oject
are contingent on the project’s complexity and size. Project managers should work with the
project’s project management consultant to tailored Project Close procedures to compliment the
project’s objectives

7
7
.
.
2
2


C
C
O
O
N
N
T
T
R
R
A
A
C
C
T
T


C
C
L
L
O
O
S
S
E
E


Contract close is simi
lar to administrative close in that it involves product and process
verification for contract close.



A
A
T
T
T
T
A
A
C
C
H
H
M
M
E
E
N
N
T
T
S
S


Attachments are included for additional information, but are not formally considered part of the
Project Plan for approvals and change managem
ent purposes.

Examples



Acronyms, abbreviations and definitions



Technical glossary of IT terms



Project Work breakdown schedule



Project timeline