Executive Sponsors .us



New Mexico Health Insurance Exchange Information Technology (NMHIX) ProjectProject Charter For Certification Executive Sponsors – Daniel Derksen, MD, HSD Office of Health Care Reform DirectorCharissa Saavedra, HSD Deputy Cabinet SecretaryExecutive Business Owner – Lisa Reid, HSD Office of Health Care Reform Deputy DirectorExecutive Technology Owner – ReddyKuthuru, HSD/ITD Acting Chief Information OfficerITD Project Manager –Kathy MartinezProject Manager – Mary WhiteOriginal Plan Date: 1/10/2012Revision Date: Revision: table of contents TOC \o "1-4" \h \z \u table of contents PAGEREF _Toc313429985 \h i1. project background PAGEREF _Toc313429986 \h 11.1Executive Summary -rationale for the project PAGEREF _Toc313429987 \h 11.2Summary of the foundation planning and documentation for the project PAGEREF _Toc313429988 \h 11.3 Project Certification Requirements PAGEREF _Toc313429989 \h 32.0 Justification, Objectives and impacts PAGEREF _Toc313429990 \h 32.1 Agency Justification PAGEREF _Toc313429991 \h 32.2 Business Objectives PAGEREF _Toc313429992 \h 42.3 Technical Objectives PAGEREF _Toc313429993 \h 42.4 Impact on Organization PAGEREF _Toc313429994 \h 52.5 Transition to Operations PAGEREF _Toc313429995 \h 63.0 Project Scope of Work PAGEREF _Toc313429996 \h 83.1 Deliverables PAGEREF _Toc313429997 \h 83.1.1 Project Deliverables PAGEREF _Toc313429998 \h 83.1.2 Product Deliverables PAGEREF _Toc313429999 \h 103.2 Success and Quality Metrics PAGEREF _Toc313430000 \h 114.0 Schedule Estimate PAGEREF _Toc313430001 \h 125.0 Budget Estimate PAGEREF _Toc313430002 \h 125.1 Funding Source(s) PAGEREF _Toc313430003 \h 136.0 Project Authority and Organizational Structure PAGEREF _Toc313430004 \h 146.1 STAKEHOLDERS PAGEREF _Toc313430005 \h 156.2 PROJECT GOVERNANCE PLAN PAGEREF _Toc313430006 \h 166.3 PROJECT MANAGER PAGEREF _Toc313430007 \h 176.3.1 PROJECT MANAGER CONTACT INFORMATION PAGEREF _Toc313430008 \h 176.4 PROJECT TEAM ROLES AND RESPONSIBILITIES PAGEREF _Toc313430009 \h 186.5 Project Management Methodology PAGEREF _Toc313430010 \h 217.0 Constraints PAGEREF _Toc313430011 \h 218.0 Dependencies PAGEREF _Toc313430012 \h 229.0 Assumptions PAGEREF _Toc313430013 \h 2310.0 Significant Risks and Mitigation Strategy PAGEREF _Toc313430014 \h 2411.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING PAGEREF _Toc313430015 \h 2512.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V PAGEREF _Toc313430016 \h 2613.0 Project Charter Agency Approval Signatures PAGEREF _Toc313430017 \h 2614.0 Project Charter Certification Approval Signature PAGEREF _Toc313430018 \h 27 Revision HistoryRevision NumberDateComment1.0January 10, 2011Original DoIT PMO Document2.03.04.01. project backgroundExecutive Summary -rationale for the projectThe Project Goal is to implement a Health Insurance Exchange System. HSD will procure a software solution that connects to the ISD2R (ASPEN) and MMIS systems for eligibility and enrollment, fiscal transactions, “No Wrong Door” and shop and compare functions.The Affordable Care Act (ACA) allows states to develop Health Insurance Exchanges to help individuals and small businesses purchase health insurance. New Mexico seeks to modernize the state’s health insurance market based on the fundamental principles of real consumer choice, competition, shared responsibility and value to create the New Mexico Health Insurance Exchange (NMHIX). Significant IT gaps were identified in the state’s current eligibility, enrollment and fiscal transactions systems. The current HSD Medicaid and assistance programs use an Integrated Serviced Delivery IT eligibility system (ISD2). The system is in the implementation phase of replacement with ISD2R (ASPEN). To prevent expensive duplication and reworking of the NMHIX eligibility system, it must be included in the ISD2R planning and implementation work plans. The Medicaid enrollment and fiscal transaction IT system, the Medicaid Management Information System (MMIS) used for enrollment and fiscal transactions, is undergoing competitive procurement for MMIS upgrade and operations. To ensure seamless interfaces, ISD2R and MMIS IT systems must be integrated with the NMHIX IT eligibility, enrollment and financial transactions systems. The NMHIX IT platform will provide functionality to: facilitate plan selection for an individual eligible to enroll in a Qualified Health Plan(QHP), provide consumers a single, streamlined on line application consistent with federal requirements (screening, enrollment forms, verifications, notices); report to the IRS and enrollees each year regarding the enrollee’s NMHIX coverage. The NMHIX will include a Small Business Health Options Program (SHOP) Exchange. NMHIX will develop a detailed plan for SHOP implementation and evaluate the small group market. The SHOP Exchange will create an efficient process to meet the needs of small employers. Summary of the foundation planning and documentation for the projectIn November 2011 New Mexico received Notice of Award for a Level I Health Insurance Exchange Establishment Grant to establish the New Mexico Health Insurance Exchange (NMHIX). The applicant organization is the New Mexico Human Services Department (HSD) - the cabinet agency responsible for Medicaid, Information Technology Division (ITD), Office of Health Care Reform (OHCR), Income Support, Child Support Enforcement, Behavioral Health, Supplemental Nutrition Assistance Program (SNAP), Low Income Energy Assistance Program (LIHEAP), the HSD’s Information Technology Division, and other health and social services programs. Of New Mexico’s population of two million, Medicaid covers 550,000; Medicare covers 300,000 and 430,000 are uninsured. Of the uninsured, an estimated 175,000 will become eligible for Medicaid and up to 250,000 for NMHIX between 2014 and 2020. It is estimated that as many as 135,000 of the uninsured will enroll in 2014 (80,000 through the expansion of Medicaid, and 55,000 through the NMHIX). Funding will allow the state to develop and establish the NMHIX over the next 12 months and meet the timelines for certification and operation by 2014. The objectives for the NMHIX Level I establishment grant are to:Refine the NMHIX vision and objectives to comply with laws and regulations. Amend state law as necessary to comply with federal law.Secure staff and consultant resources for NMHIX planning, development, implementation, operations, and stakeholder engagement.Develop and implement a multi-year NMHIX business and operational plan, including the activities, timelines, and benchmarks, including the IT infrastructure and functionality necessary to fully operate in 2014.Develop systems and program capacity in each core area to achieve NMHIX federal certification by January 2013.Submit a Level II Exchange grant application in March, 2012Begin NMHIX operations in 2014.Determine funding mechanisms to be self-sustaining by 2015.NMHIX is tailored to meet the diverse needs of New Mexicans, be high quality and cost-efficient, and self-sustaining without raising taxes. NMHIX complements and expands the commercial insurance market, streamlines government bureaucracy and regulation, and facilitates private sector solutions. 1.3 Project Certification RequirementsThe project meets the Department of Information Technology (DoIT) certification requirements in dollar size and impact to multiple agencies. Included in this is the requirement to provide monthly project reporting to DoIT, Independent Verification and Validation (IV&V) risk assessment reporting, project management guidance and leadership to the project. 2.0 Justification, Objectives and impacts2.1 Agency JustificationNumberDescriptionJustification oneDeveloping the NMHIX IT system will insure more New Mexicans by fostering competiveness, encouraging efficiency, and creating individual and small employer private health insurance choices.Justification TWOStates can set up their own exchanges, or have the Federal government do it - to meet the Patient Protection and Affordable Care Act (ACA) Health Insurance Exchange requirement the State of New Mexico will establish HIX for individuals and small businesses to purchase insurance.2.2 Business ObjectivesNumberDescriptionBusiness Objective #1Coordinate seamlessly between the New Mexico Health Insurance Exchange (“Exchange” or “NMHIX”), the Integrated Services Delivery Replacement (“ISD2R”), also known as the Automated System Program Eligibility Network (“ASPEN”), eligibility system for Medicaid and other state Human Services Department (“HSD”) programs, and the Medicaid Management Information System (“MMIS”)Business Objective #2To meet the deadlines associated with Health Care Reform requirements set forth in ACA.Business Objective #3Allow individuals eligible for Medicaid to have brokers, navigators, presumptive eligibility workers, providers and others as designated by the individual to complete and submit an application on their behalfBusiness Objective #4To facilitate plan selection for an individual eligible to enroll in a Qualified Health Plan (QHP), provide consumers a single, streamlined on line application consistent with federal requirements.Business Objective #5To allow citizens to access services through a common portal via the internet, for online application completion, multiple program eligibility determination, and ACA requirement verification. Business Objective #6To automate Federal, State, and internal reporting.2.3 Technical ObjectivesNumberDescriptionTechnical Objective #1Coordinate seamlessly between the New Mexico Health Insurance Exchange (“Exchange” or “NMHIX”), the Integrated Services Delivery Replacement (“ISD2R”), also known as the Automated System Program Eligibility Network (“ASPEN”), eligibility system for Medicaid and other state Human Services Department (“HSD”) programs, and the Medicaid Management Information System (“MMIS”).To implement a modern technology that meets HSD business needs, is flexible to changing requirements, and is easily maintainable.Technical Objective #2To create a single solution built on an n-tier architecture that complies with industry approved SOA standards. The exchange designs must take into account the CMS/CCIIO technical and architecture standards and principles.Technical Objective #3To use HIPAA transaction standards.Technical Objective #4To create a seamless eligibility and enrollment process with Medicaid and other State Health Subsidy Programs.Technical Objective #5To implement a modern technology that meets HSD business needs, is flexible to changing requirements, and is easily maintainableTechnical Objective #6To Integrate components of the Enroll UX 2014 design. 2.4 Impact on Organization The impacts on the organization are areas that need to be addressed by the project through its planning process. They may not be internal project risks, but they can impact the success of the project’s implementation.AreaDescriptionEnd userLearning a completely new approach to the collection of data, eligibility determination and incorporation of navigators, brokers, and staff at provider locations.Business ProcessesAnalyze federal statute, rules and requirements and recommend necessary state legislative changes for NMHIX activities, processes, and structures to conform; identify the operational systems and IT systems needed to successfully implement NMHIX in compliance with state and federal requirements.It Operations and staffingHow this item is addressed will be dependent upon solution selected through RFP process. Business Operations/Exchange FunctionsMaintaining normal business operations while still supplying the HIX IT Project with the qualified staff necessary to ensure the success of the project. Analyzing federal requirements and recommending necessary state legislative changes that may be required for NMHIX activities, processes, and structures; identify the operational systems and IT systems needed to successfully implement NMHIX in compliance with state and federal statute, rules and requirements.Maintaining business continuity during development, UAT and the deployment of the HIX IT system.Health Plan Certification/Recertification/DecertificationEstablish standards, processes, and criteria for qualifying, certifying, recertifying and decertifying health plans. DOI, NMHIX and OHCR will collaborate to develop QHP certification standards and market rules.2.5 Transition to OperationsBusiness transition to operationsAreaDescriptionbudget transitionThe New Mexico Health Insurance Alliance (NMHIA) will develop detailed financial management and oversight procedures for strong internal monitoring of all NMHIX operations and expenditures. OHCR and NMHIX will obtain financial consulting expertise from qualified accountants to develop oversight procedures and monitoring policies. Preliminary Operations location and staffing plansResolution of this item is dependent upon the solution selected through the RFP process.Business ContinuityResolution of this item is dependent upon the solution selected through the RFP process.Maintenance StrategyResolution of this item is dependent upon the solution selected through the RFP process.Record retentionThe project will comply with state record retention requirements.TEchnical Transition to operationsAreaDescriptionBudget All renewals for maintenance and support of hardware and software will need to be included in the base budget, which will be submitted the year prior to transition to maintenance & operations. The budget for these items will be dependent upon the solution selected through RFP process.Preliminary Operations location and staffing plansThe preliminary operations locations and staffing plans are dependent upon the solution selected through RFP process.Data Security, Business ContinuityHSD-ITD’s Security Officer will ensure that all current data security steps are followed. The Security Officer will also assure all new security related policies or mandates are applied to the system in a timely manner.Maintenance StrategyResolution of this item will be dependent upon the solution selected through the RFP process.InteroperabilityResolution of this item will be dependent upon the solution selected through the RFP process, as well as standards set forth by Federal and State oversight agencies.DoIT Consolidation strategy Resolution of this item will be dependent upon the solution selected through RFP process.3.0 Project Scope of Work The HSD is implementing a New Mexico Health Insurance Exchange Information Technology System that connects to ISD2R (ASPEN), MMIS systems for eligibility and enrollment, fiscal transactions, “NO Wrong Door” and shop and compare functions. The project’s scope of work includes meeting Health Care Reform requirements as set forth by the Federal government. The NMHIX IT system shall meet the ACA implementation requirement date for full operation of January 1, 2014.The NMHIX Project is in the process of a Request for Proposal for procuring professional services to implement a NMHIX IT system. This procurement will result in a single source award to a Contractor who shall be wholly responsible for performance of the Contract whether or not Subcontractors are used. The system shall satisfy HIX requirements. The Federal timelines for states to establish their own Exchanges are ambitious. The current timelines are unlikely to be met by the majority of states. The system shall pass the Federal mandated review by the Center for Medicare & Medicaid Services (CMS) to assess readiness by January 1, 2013, and be fully operational by January 1, 2014. The system shall be prepared to begin enrolling qualified individuals into the Exchange by October 1, 2013. While these are the current timelines, it is likely that they will be delayed so that states can have adequate time to do their Exchanges. 3.1 Deliverables3.1.1 Project DeliverablesThis initial list of project deliverables are those called for by the IT Certification Process and Project Oversight memorandum, but does not exhaust the project deliverable documents.Project Charter The Project Charter for Certification sets the overall scope for the project, the governance structure, and when signed is considered permission to proceed with the project. The Project Charter for Certification is used to provide the Project Certification Committee with adequate knowledge of the project and planning to certify the initiation phase of the project.Certification FormThe Request for Certification and Release of Funds form for the Planning Phase is being requested 1/18/2012.Project Management PlanThe Project Management Plan (PMP) 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 other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management.IV&V Contract & ReportsIndependent Verification and Validation (IV&V) means the process of evaluating a project to determine compliance with specified requirements and the process of determining whether the products of a given development phase fulfill the requirements established during the previous stage, both of which are performed by an organization independent of the lead agency. Independent verification and validation assessment reporting. The Department requires all projects subject to oversight to engage an independent verification and validation contractor unless waived by the Department. RFPRequest for Proposal (RFP) is the mechanism to obtain competitive proposals from qualified organizations for the design, development, and implementation of a HIX/IT System. Risk Assessment and ManagementThe DoIT Initial PROJECT RISK ASSESSMENT template which is meant to fulfill the following requirement:“Prepare a written risk assessment report at the inception of a project and at end of each product development lifecycle phase or more frequently for large high-risk projects. Each risk assessment shall be included as a project activity in project schedule.” Project Oversight Process memorandum.Project ScheduleA tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. The default standard is Microsoft Project. Monthly Project Status Reports to DoITProject status reports. For all projects that require Department oversight, the lead Agency project manager shall submit an agency approved project status report on a monthly basis to the Department.Project Closeout ReportThis is the Template used to request that the project be officially closed. Note that project closure is the last phase of the certification process.3.1.2 Product DeliverablesDELIVERABLEDESCRIPTIONRequirements DocumentsA detailed business function requirements document will be developed by the Integration Vendor during the planning phase, and will include input from all levels of stakeholders. Design DocumentsAmong the design-level activities are:Design of the Solution Architecture for the project Development of the Logical model (e.g. Entity Relation Diagram or Object Model) for the project Development of the Physical Data Model for the projectData DictionarySystems Architecture RequirementsThe design deliverables include a High-Level Design document as well as a Detailed-Level Design document. A Preliminary Design Review (PDR) will be conducted after the High-Level Design Document is delivered.A Critical Design Review (CDR) will be conducted after the Detailed Design Review is completed.Systems SpecificationsSoftware Requirements Specification (SRS) will address the following high level list of requirements and questions:Define the functions of the system Define the Hardware and Software Functional Partitioning Define the Performance Specification Define the Hardware and Software Performance Partitioning Define the User InterfaceFunctionality - What is the software supposed to do? External interfaces - How does the software interact with people, the system’s hardware, other hardware, and other software? Performance - What is the speed, availability, response time, recovery time of various software functions, etc.? Attributes - What are the portability, correctness, maintainability, security, etc. considerations? Design constraints imposed on an implementation - Are there any required standards in effect, implementation language, policies for database integrity, resource limits, operating environment(s) etc?Systems ArchitectureThe System Architecture will be SOA, which will be services that are loosely coupled. SOA services also run in "safe" wrappers such as Java or .NET, which manage memory allocation and reclamation, allow ad-hoc and late binding, and provide some degree of indeterminate data typing and will provide optimal degree of fault-tolerance, backward compatibility, forward compatibility, extensibility, reliability, maintainability, availability, serviceability, and usability.The Systems Architecture document will be produced in the design phase.System and Acceptance TestingSystem and Acceptance Testing includes the infrastructure needed for the testing, how the testing will be carried out, number of end users from each agency, format for the testing and defining acceptable test results. The System and Acceptance Testing Plan will identify the method for defining the necessary Use Cases, the method for development of the test scripts, and the coordination of test execution with the users. Both the Systems and User Acceptance Planning documents will be produced during the design phase.Operations RequirementsOperations Requirements include capacity planning for the systems networking and hardware needs, the number of staff and types of skill sets needed to maintain the system.3.2 Success and Quality MetricsMetrics 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.NumberDescriptionQuality Metric 1Meet ACA requirements deadlines.Quality Metric 2Quality Metric 3Quality Metric 4 Quality Metric 5 4.0 Schedule Estimate 5.0 Budget Estimate Within the Project Charter, budgets for the project can only be estimated. Original budgets requested in appropriations or within agency budgets are probably not the numbers being worked with at project time. Funding sources are asked for to help evaluate the realism of project objectives against funding, and the allocation of budget estimates against project deliverables.The budget presented below is an estimated project budget and will be revised after responses have been received from the Request for Proposal.5.1 Funding Source(s)GrantExpiration Date:Appropriated:Extension Status:Level I Establishment Grant11/28/201211/29/2011 Will Revert 11/28/20126.0 Project Authority and Organizational Structure6.1 STAKEHOLDERSStakeholders should be a mix of agency management and end users who are impacted positively or negatively by the project. Executive Sponsors:ISD2R - Charissa Saavedra, HSD Cabinet Deputy Secretary; NMHIX Dan Derksen MD, Dir. OHCRExecutive Steering Committee: NameTitleStake in ProjectCharissa SaavedraDeputy Cabinet Secretary, HSDExecutive SponsorDan DerksenOCHRExecutive SponsorPrabhakar ReddyITD Acting Chief Information OfficerExecutive Owner TechnologyLisa ReidOHCR Deputy DirectorExecutive Owner Business Ted RothDirector, Income Support Division, HSDHSDSidonie SquierHSD Cabinet SecretaryHSDJulie WeinbergDirector, Medical Assistance DivisionHSDPMO Leadership Team:Title/RoleStake in ProjectKathy MartinezIT Project Manager, HSDProject ManagerMary WhiteProject Manager, DewPointPMOSubject Matter Advisors:Title/RoleStake in ProjectPriscilla CaverlyOHCRSME, Native AmericansLisa ReidDeputy Director, OHCRJonni Lu PoolManagement Analyst, OHCRMike NunezDirector, NM Health Insurance AllianceDesignated HIXJohn FranchiniSuperintendent of InsuranceSME, Insurance RegulationMark PitcockDeputy Director, Medical Assistance DivisionSME, MedicaidDeborah ArmstrongDirector, New Mexico Medical Insurance PoolSME, Insurance ProvidersTBDStakeholder Group RepresentativesSME, Insurance Providers, Health Providers, Consumers6.2 PROJECT GOVERNANCE PLANOffice of Health Care Reform (OHCR) oversees planning and establishment project activities, measures progress and success, provides leadership, coordinates public and private partnerships, and implements work plans. OHCR will meet monthly to review draft project deliverables and approve final deliverables. The New Mexico Health Insurance Alliance (NMHIA) board, through a contractual agreement, will be responsible for carrying out NMHIX action plans. NMHIA will meet regularly and formally report on its progress to meet project objectives. HSD will provide project oversight, especially related to the development of the IT infrastructure, coordinating Medicaid and other state program integration with NMHIX. The Project Director will provide executive leadership for the project. This will be initiated with the formalization of the Issue Resolution, Change Management and Work Approval Processes along with the HIX PMO governance structure and reporting. In addition to Project Control Processes, key business and technical activities will commence. Communication plans and approach will be finalized involving all stakeholders both within and outside of state government.The PMO team will utilize standard industry project methodologies, approach and governance from the project inception. Clear goals and deliverables will be communicated. A master project plan and schedule will be created for all tasks and deliverables. Every task will have a single owner and be tracked against effort and completion. Schedules will be reviewed on a weekly basis to facilitate timely delivery. 6.3 PROJECT MANAGER6.3.1 PROJECT MANAGER CONTACT INFORMATIONnameOrganizationPhone #(s)EmailDan DerksenOHCR 505-827-7750 Dan.Derksen@state.nm.usReddy KuthuruITD Acting CIO 505-476-3964 Prabhakar.Reddy@state.nm.usKathy MartinezITD Project Management Staff505-476-3978Kathy.Martinez1@state.nm.usMary White TEKSystems505-980-7329Mary.White1@state.nm.us 6.4 PROJECT TEAM ROLES AND RESPONSIBILITIESRoles and Responsibilities are subject to change based on on-going project needs.RoleResponsibilitiesExecutive SponsorDocument approval (sign-off).Ensure the success of the project.Ultimate decision maker.Federal PartnersReview & approve APD Documents.Review & approve contracts & RFPs >$5 million.NM Department of Information TechnologyIT Project Oversite.Chair PCC meetings.Review & approve all contracts associated with the HIX Project.Executive Steering Committee (ESC) Responsible for the project's feasibility, strategy, business plan and achievement of outcomes. Executive Owner – TechnicalDirect involvement and oversight of all technical aspects of the project.Notify ESC when serious risks arise.Responsible for all technical activities and resources involved in the HIX project.Responsible to the PMO for working within the agency to coordinate any technical strategies / requirements, setting priorities, identifying resources and agency communications.Executive Owner - BusinessDirect involvement and oversight of all business aspects of the projectNotify ESC when serious risks arise.Responsible for all business activities and resources involved in the HIX project. Responsible to the PMO for working within HSD to coordinate any business strategies / requirements, setting priorities, identifying resources and agency communications.HSD Senior Project ExecutiveInvolvement and oversight of all business aspects of the project.Focal point for all HSD activities and resources involved in the HIX project. Identify, analyze, mitigate and control risks of the business development of the replacement system.Responsible to the PMO for working within the agency to coordinate any business strategies, requirements, setting priorities, identifying resources and agency stakeholder communication. Project ManagerWork closely with the PMO project manager to coordinate all project activities required by the State staff for business or technical related activities.Create detailed project plans and schedules with clear milestones and deliverables.Integrate all project plans and schedules (vendor and HSD) to create the overall master schedule.Responsible to work with all leads to accurately status and report on their progress.Senior Project Manager Single point of contact coordinating all activities and personnel within the PMO, reporting to the Executive Sponsor and ESC. Manage the overall executive relationship and facilitate all HIX strategies, issues and decisions at the executive level while simultaneously driving operational focus and accountability within the PMO and delivery organizations.Oversee all aspects of the delivery of the project and ensure all activities are performed according to plans and scope.Program and Policy AdvisorsResponsible for all program and policy decisions, documentation and clarification.Identifies resources required to define program and policy requirements and participate in application design sessions.Create test scenarios to validate policy functionality in the new system.Provide final approval to ensure system adherence with policy.Budget AdvisorContribute to efforts for defining key project terms.Contribute to the creation of all budget documents and tracking.System/Network Lead Responsible to the PMO for all aspects of the technical infrastructure. Focal point to identify resources for technical requirements and design sessions (infrastructure), technical assessments, and technical documentation.Work closely with the system integrator for development and implementation of the new infrastructure.Technical Application LeadResponsible to the PMO for all aspects of the legacy applications. Focal point to identify resources for technical requirements and design sessions (application), technical assessments, technical documentation, interfaces, data conversion and legacy system changes.Work closely with the system integrator for development and implementation of the new application. System Integrator Project ManagerHave overall responsibility, authority and control of all aspects of the system integrator team. Responsible to the PMO and Senior Project Manager throughout the duration of the contract. Provide system integrator leads for key project functional areas, such as: design, development, testing, training, conversion and site supportWork closely with PMO sub teams and business leads.System Integrator Project Manager/SchedulerWorks closely with the PMO Project Manager/Schedulers.Responsible to create and maintain a project plan for all activities associated with the design, development, testing, training, conversion and deployment of the HIX system.Provide detailed schedules for the system integrator’s activities and weekly reporting, to include metrics and status.Technical AnalystWork with the Technical Leads to facilitate the development and review of technical requirements for the HIX RFP.Coordinate activities with the system integrator’s technical lead.Develop, facilitate and maintain key processes required by the PMO for managing scope and schedule.Support the creation of all PMO technical reporting and work with the ITD legacy staff to assess legacy data integrity and plans for data cleanup.Business AnalystSupport the Senior Business Architect in defining requirements and provide leadership to the business sub-teams during the business design sessions.Provide focus and support related to understanding and rationalizing field office munication LeadResponsible to work with the PMO Senior Project Manager and Field Lead in creating the overall communication approach and plan for all stakeholders.Help define the media, format and schedule for each stakeholder identifiedFacilitates the execution of communication protocols within the agency and field. User Acceptance Testing LeadInstrumental in supporting the validation of policy and business functionality in the new application.Facilitates the creation of test scenarios and the defect tracking process.Works closely with the ISD Business Lead, Policy and Field Leads to identify, coordinate and manage the State UAT staff under direction of the Senior Business Architect.Correspondence LeadResponsible to identify and rationalize all the existing correspondence currently generated from the legacy systems.Works with the system integrator to define the correspondence requirements and business processes of the new system.Facilitates any legal approvals required.Coordinates testing and review during UAT.Works with the Communication Lead to communicate changes to clients and other stakeholders.Contract ManagerFocal point for managing any contract issues, changes or approvals and steering them through the state’s procurement processes.Facilitate the approvals of PMO / System Integrator contract deliverables with the appropriate State staff.Responsible for maintaining a database or spreadsheet with contract due dates, submission dates, revisions and approvals.Facilitate the collection of budget data from ISD, ITD and the vendors to create a complete financial perspective and forecast for the HIX project.6.5 Project Management Methodology The HIX Project Team will follow the DoIT certification gates of: Initiation, Planning, Implementation, and Closeout as the overarching framework. The HIX Project will follow the Project Management Institutes, Project Management Body of Knowledge (PMBOK). The PMBOK’s knowledge areas of Scope, Time, Cost, and Resources will be heavily utilized for guidance. For all software and systems implementations the Software/System Development Life Cycle (SDLC) of Planning, Requirements, Design, Development, Test, UAT, Training, Implementation, Migration (Go Live), and Transition to Maintenance and Operations will be used. The Integrator will be allowed to choose the method that they feel works best for the project. 7.0 ConstraintsNumberDescriptionProject success depends on adequate funding.Project success depends upon Executive Leadership involvement and timely decision making.Inconsistent or inadequate state project staffing could lead to increased project costs, schedule delays or project failure. Unknown, yet to be proposed and finalized ACA rules and requirements could lead to increased project costs and/or schedule delays.Project success depends on communication. Failure to communicate can lead to poor decision making, increased project costs, schedule delays or project failure.8.0 Dependencies Types include the following and should be associated with each dependency listed.M -Mandatory dependencies are inherent to the work being done. D- Discretionary dependencies are 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 involve a relationship between project activities and non-project activities such as purchasing/procurementNumberDescriptionTypeM,D,EDependent on the ability to recruit business personnel positions to ensure continuity of service during the life of the project.MDependent on development of a full business team.MDependent on the Executive Steering Committee (ESC) for timely decisions on issues escalated to these groups.M,EDependent on continued funding to project completion.M,EDependent on clarification of HCR requirements from CMS and State HCR panel.M,E9.0 Assumptions NumberDescriptionDoIT will approve state expenditures.Subject matter experts will be ready and available on schedule.Departments and State oversight agencies recognize the importance of the HIX project.The selected contractors have experience designing and implementing enterprise eligibility requirements and SHOP.Requirement changes during the project may incur additional costs.10.0 Significant Risks and Mitigation StrategyEarly identification and management of risk is critical in maintaining project schedules and budget. Risks identified as early as possible in the project lifecycle will be more effectively avoided or minimized. Project risks will be identified, assigned owners and due dates for mitigation, assessed for impact and mitigation contingencies, and tracked until satisfactorily mitigated. Risks will be reviewed and assessed at major project phases. Any risks that are beyond the decision-making authority of the PMO will be escalated to the Executive Steering Committee for appropriate action. The PMO will compile and maintain risk documentation according to DoIT standard templates. All mitigation resolution will be documented for audit and historical purposes.11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTINGCommunication between project stakeholders is key to the success of the project. The purpose of this communication is to provide:Awareness:Communication is shared in a timely matter.Provide a structured way the project stakeholders receive information. Content:Advocate a transparent, honest, and multi-faceted approach to communication.Create a venue where all stakeholders can constructively debate munication Flow:Coordinate communication with milestones, activities, and events.Keep all stakeholders informed while continuing to move the project forward.Effectiveness:Allow for the continuous oversight of all processes. Allow for effective change in management.To streamline the project, the following matrix outlines the communication expectations of project stakeholders:To be developed.12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&VNew Mexico will utilize the services of an independent verification and validation (IV&V) contractor as a third party quality assurance consultant. The IV&V contractor will monitor the project’s progress towards achieving stated objectives and required deliverables. The IV&V contractor will report to the Office of Health Care Reform Leadership Team and the Executive Director of the Office of Health Care Reform. The IV&V contractor will provide progress reports to the Executive Director and the Leadership Team. The State plans to procure IV&V services after the RFP has been issued.13.0 Project Charter Agency Approval SignaturessignaturedateExecutive SponsorISD2R - Charissa SaavedraExecutive SponsorNMHIX - Dan DerksenExecutive Owner ITD/CIOReddy KuthuruHSD/ITD Project managerKathy MartinezProject ManagerMary White14.0 Project Charter Certification Approval Signaturesignaturedate ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download