Executive Sponsor: Rick Serna, Interim Agency Authority - NM …



New Mexico Longitudinal Data System (NMLDS)Project Charter Executive Sponsor: Rick Serna, Interim Agency AuthorityBusiness Owner: Bogi Malecki, Chief Information Officer Project Manager: TBDOriginal Plan Date: August 13, 2020Version: 1.1table of contents TOC \o "1-2" \h \z \u table of contents PAGEREF _Toc48223622 \h iiRevision History PAGEREF _Toc48223623 \h iii1.0 project background PAGEREF _Toc48223624 \h 11.1 Executive Summary -rationale for the project PAGEREF _Toc48223625 \h 11.2 Summary of the foundation planning and documentation for the project PAGEREF _Toc48223626 \h 21.3 Project Certification Requirements PAGEREF _Toc48223627 \h 22.0 JUSTIFICATION, Objectives and impacts PAGEREF _Toc48223628 \h 32.1 Agency Justification PAGEREF _Toc48223629 \h 32.2 Business Objectives PAGEREF _Toc48223630 \h 32.3 Technical Objectives PAGEREF _Toc48223631 \h 42.4 Impact on Organization PAGEREF _Toc48223632 \h 42.5 Transition to Operations PAGEREF _Toc48223633 \h 53.0 Project/Product Scope of Work PAGEREF _Toc48223634 \h 63.1 Deliverables PAGEREF _Toc48223635 \h 63.2 Success and Quality Metrics PAGEREF _Toc48223636 \h 84.0 Schedule Estimate PAGEREF _Toc48223637 \h 95.0 Budget Estimate PAGEREF _Toc48223638 \h 105.1 Funding Source(s) PAGEREF _Toc48223639 \h 105.2. Budget By Major Deliverable or Type of expense PAGEREF _Toc48223640 \h 105.3 Budget By Project Phase or Certification Phase PAGEREF _Toc48223641 \h 106.0 Project Authority & Organizational Structure PAGEREF _Toc48223642 \h 116.1 STAKEHOLDERS PAGEREF _Toc48223643 \h 116.2 PROJECT GOVERNANCE PLAN PAGEREF _Toc48223644 \h 126.3 PROJECT MANAGER PAGEREF _Toc48223645 \h 126.4 PROJECT TEAM ROLES AND RESPONSIBILITIES PAGEREF _Toc48223646 \h 126.5 Project management Methodology PAGEREF _Toc48223647 \h 137.0 Constraints PAGEREF _Toc48223648 \h 148.0 Dependencies PAGEREF _Toc48223649 \h 159.0 Assumptions PAGEREF _Toc48223650 \h 1610.0 Significant Risks and Mitigation Strategy PAGEREF _Toc48223651 \h 1711.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING PAGEREF _Toc48223652 \h 1812.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V PAGEREF _Toc48223653 \h 1913.0 Project Charter Agency Approval Signatures PAGEREF _Toc48223654 \h 2014.0 Project Charter Certification Approval Signature PAGEREF _Toc48223655 \h 21Revision HistoryRevisionDateComment1.08/13/2020Initial Submission1.18/19/2020Minor updates and corrections1.0 project background1.1 Executive Summary -rationale for the projectThe Higher Education Department (HED) seeks to plan and implement a New Mexico Longitudinal Data System (NMLDS) to help New Mexico close achievement gaps in education and in the workforce that have placed our state near the bottom of national rankings and success indicators. The overarching purpose and goal of an NMLDS is to accurately and meaningfully track students’ progress through the education and workforce systems to identify what programs, services, interventions, teachers, and other factors have an impact on student success. Being able to very specifically identify factors that affect student outcomes will enable Local Education Agencies, State Education Agencies, and policymakers to make informed decisions that will improve New Mexico’s high school graduation rate, college enrollment and completion rates, employment rate, career longevity, workforce preparedness and retention, and ultimately broader social indicators such as poverty and health outcomes. The NMLDS will initially link P-20 (early childhood through workforce) data housed at HED, the Public Education Department (PED), the Department of Workforce Solutions (DWS), and the Early Childhood Education & Care Department (ECECD) via this preferred solution: Data collected and reported through NMLDS will include student demographics, enrollment, dual-credit status, remediation status, educational program participation, financial aid, welfare or educational interventions, teacher preparation and certification/licensure, and information on employment including industry, earnings, and participation in workforce training initiatives. 1.2 Summary of the foundation planning and documentation for the projectAlternatives Analysis and planned approach were documented in the FY 2021 Full Business Case for Higher Education Department New Mexico Longitudinal Data System (NMLDS), prepared for C2 funding request.Requirements for the project will be documented in the forthcoming Request for Proposal for The New Mexico Longitudinal Data System (Jan’21).1.3 Project Certification RequirementsCRITERIAYES/NOEXPLANATIONProject is mission critical to the agencyYesImplementation will vastly improve strategic alignment with and support for the Higher Education Institutions, HED business processes, and inter-agency data sharing.Project cost is equal to or in excess of $100,000.00YesEstimated cost over four years is $3,545,000.00.Project impacts customer on-line accessYesImproved data completeness and quality will result in accurate and detailed reports for institutions and the public.Project is one deemed appropriate by the Secretary of the DoITYesRequesting Project Certification on August 27, 2020.Will an IT Architecture Review be required?YesProject will comply with NM DoIT policy and provide TARC information prior to Implementation phase.2.0 JUSTIFICATION, Objectives and impacts2.1 Agency JustificationITEMDescriptionHEDThe project supports NM Higher Education Department’s mission to provide financial, academic, and policy oversight and support to the New Mexico public higher education institutions and our formal community partners for the purpose of promoting efficiency, accountability, and student success.2.2 Business ObjectivesITEMDescriptionBusiness Objective 1Help educators, workforce developers and policymakers identify student challenges early on, make targeted interventions and investments, and determine what educational practices and programs drive student success from childhood into the workforce.rationaleCurrent agency-specific data systems collect information from constituent groups, but there’s no capacity to adequately merge these data to give a full picture of individual outcomes or patternsacceptance criteriaA federated data warehouse system which collects, validates and combines key child, student and worker data.Business Objective 2TBDrationaleTBDacceptance criteriaTBDBusiness Objective 3TBDrationaleTBDacceptance criteriaTBD2.3 Technical ObjectivesITEMDescriptionTechnical Objective 1Render As-Is to To-Be RoadmaprationaleTBDacceptance criteriaRoadmap document submitted to, reviewed and approved by Project Steering Committee, agency CIOs and agency Cabinet SecretariesTechnical Objective 2Identify Data Elements and Mapping DefinitionsrationaleTBDacceptance criteriaData Elements and Mapping Definitions document submitted to, reviewed and approved by Project Steering Committee and/or agency CIOsTechnical Objective 3TBDrationaleTBDacceptance criteriaTBD2.4 Impact on Organization AreaDescriptionEnd userTBDBusiness ProcessesTBDIt Operations and staffingTBD2.5 Transition to OperationsAreaDescriptionPreliminary Operations location and staffing plansTBDData Security, Business ContinuityTBDMaintenance StrategyTBDInteroperabilityTBDRecord retentionTBDConsolidation strategy TBD3.0 Project/Product Scope of Work 3.1 Deliverables3.1.1 Project Deliverables3.1.1.1 Project InitiationThe following deliverables are for Initiating Phase only:Execute PM and Business Analyst contractsFinalize and sign project charterSign all inter-agency MoUs (DWS, ECECD, HED, PED)Issue an RFP for the Longitudinal Data System solutionEstablish and convene Project Steering CommitteeComplete analysis of CEDS and agencies data & systemsApprove Communication Management PlanReview top 2-4 vendor bidsSelect the winning bidExecute Project Management and Analyst contractsPurchase Microsoft 365 GCC E1, Exchange Online Plan 2, and AzureAD P1 licensesFinalize and approve Project CharterIdentify and engage stakeholdersDevelop a communications planEstablish project governance structureDraft and sign inter-agency memorandum of understanding (MoUs)Analyze agency data systems and workflowsAssess Common Education Data Standards (CEDS) viability as a data architecture solutionImplement data-driven decision-making processesPerform market/vendor researchFinalize a solution acquisition strategyDraft and publish an RFPIdentify 2-4 top vendor bidsSelect the winning bidDraft a project management plan3.1.1.2 Project Planning and ImplementationThe IT project manager will work directly with the vendor project manager on the management and oversight of all project deliverables, including: Project Charter for CertificationCertification Form and Release of FundsProject Management Plan IV&V Contract and ReportsIT Licensing and Service ContractsRisk Assessment(s) and ManagementDocumentation for TARCProject Work Plan and Schedule (MS Project)Monthly Project Status Reports3.1.2 Product DeliverablesAs-is to To-be Solution RoadmapThis deliverable will include information gathering; documentation of the as-is and to-be processes, and documentation of future state architecture recommendations.Software LicensingAfter RFP selection process is complete, detailed list of required licensing to be provided. Software Installation and ConfigurationInstallation of product components in Development, Test and Production environments. Connect agency data systems to Central Operational Data StoreThis deliverable includes REST Application Programming Interfaces (APIs) to DWS, ECECD, HED, and PED database systems.Implement Data Validation rules Complete the writing and insertion, into the data management tool, of 150+ validation rules. Testing PlanVendor shall deliver a complete test plan and test scenarios that can be used for each data set import; work with DWS, ECECD, HED, and PED to execute the plan and resolve errors. System Admin Training & Knowledge TransferTraining will consist of initial training and documentation, on the job training including DWS, ECECD, HED, and PED interoperability and data administration training for production support and data management staff. Knowledge Transfer includes: System architecture documentation and training necessary to enable DWS, ECECD, HED, and/or PED staff to scale application components; System user guide documentation and hand-off to enable DWS, ECECD, HED, and/or PED support team(s) to change business rules, render ad hoc reports, and configure changes or make additions to data stores and/or interfaces.Vendor Project Management Vendor participation in meetings, facilitation of knowledge transfer/training. 3.2 Success and Quality MetricsITEMDescriptionQuality Metric 1Successful automated data collection from DWS, ECECD, HED, and PED via REST APIs. Quality Metric 2Successful automated data validation from implemented business rules.4.0 Schedule Estimate The Following Project Milestones have been tentatively identified:MilestoneDateProject Kick-off8/31/2020Issue RFP1/15/2021Select vendor and execute contract7/1/2021As-is to To-Be Solution RoadmapTBDSoftware LicensingTBDSoftware Installations (Development, Testing, QA, & Production)TBDImplementation of Data Validation RulesTBDConnect DWS, ECECD, HED, and PED data systems to Central Operational Data Store (ODS) TBDFunctional Testing Complete TBDSystem Administration and User TrainingTBDProject CloseoutTBD5.0 Budget Estimate Estimated budget numbers are for a 4-year project, FY2021-2024.5.1 Funding Source(s)SourceAmountAssociated restrictionsSpecial Appropriation (C2) State funds$274,000For FY2021 only TBD$3,271,000 total$3,545,0005.2. Budget By Major Deliverable or Type of expense ItemFY2021 Estimate FY2022 EstimateFY2023 EstimateFY2024 EstimateProfessional Services (including IV&V)$228,000$565,000$565,000$250,000Implementation Services (vendor only)$0$218,000$98,000$32,000Hardware/Infrastructure$0$80,000$8,000$0Software Licensing$11,000$777,000$81,000$81,000Internal staff (work charged to project)$35,000$74,000$39,000$21,000TOTAL $274,000$2,058,000 $801,000 $412,0005.3 Budget By Project Phase or Certification PhaseCertification PhaseCost Estimate Initiation$274,000Planning & Implementation$3,271,0006.0 Project Authority & Organizational Structure6.1 STAKEHOLDERS nameStake in ProjectOrgTitleRicky SernaExecutive SponsorHEDDeputy SecretarySue Anne AthensDWS Business OwnerDWSChief Information OfficerBogi MaleckiHED Business OwnerHEDChief Information OfficerSandeep PatelECECD Business OwnerECECDChief Information OfficerMary MontoyaPED Business OwnerPEDChief Information OfficerAdan DelgadoPED Business OwnerPEDDeputy SecretaryRichard TrujilloPED Business OwnerPEDDeputy Chief Information OfficerMark DeCampTBDPEDLead Project Manager6.2 PROJECT GOVERNANCE PLANTo be determined.6.3 PROJECT MANAGER6.3.1 PROJECT MANAGER CONTACT INFORMATIONnameOrganizationPhone #(s)EmailTBDHEDTBDTBD6.3.2 PROJECT MANAGER BACKGROUND To be determined.6.4 PROJECT TEAM ROLES AND RESPONSIBILITIESRoleResponsibilityProject SponsorProvide strategic direction and policy approvals where required. The Project Sponsor will champion the project within the organization and ensure the overall success of the project.Executive Steering CommitteeProvide high-level project oversight, vision, and direction. Determine and commit appropriate resources. Resolve issues and problems. Provides oversight for the Project Manager, the IT contract, and other IT support provided to the Parent Resources Project.Project ManagerUltimately responsible for the delivery of the project. Responsible for developing and managing all project deliverables. Ensures tasks and resources are managed to keep project on schedule. Accountable for overall completion and acceptance. (Vendor) Project Manager Ultimately responsible for all contract project deliverables as stated in the contract statement of work. Responsible for developing and managing all contract, and sub project, project deliverables. Ensures tasks and resources are managed to keep project on schedule. Accountable for overall completion and acceptance. Sub-ContractorsResponsible for all contract project deliverables as stated in the contract statement of work between the primary contractor and the sub-contractor.IT Functional ManagersProvides appropriately skilled personnel to the project as necessary. Manage areas of risk, uncertainty or conflict related to technical areas as related to the project. Project TeamProvides quality assurance support and other duties as assigned. Reports to the Project Manager.6.5 Project management Methodology A hybrid approach is planned. Specifically, the traditional (waterfall) approach will be used for the commercial-of-the-shelf, hardware and software deliverables while SCRUM backlog management will be used for work assignments for the iterative API development, configuration and other iterative deliverables.7.0 ConstraintsNumberDescription1New system must be in production by July 1, 2024.8.0 DependenciesNumberDescriptionType M,D,E1Project Certification Committee (PCC) approval Initiation certificationM2Project Certification Committee approval of certification-related waiver/exception requestsM3PCC approval of combined Planning/Implementation certificationM4Complete Full Draft of ContractM5Complete DoIT e-reviewM6DFA Contract approvalMMandatory dependencies are dependencies that are inherent to the work being done. D- Discretionary dependencies are dependencies defined by the project management team. This may also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.E-External dependencies are dependencies that involve a relationship between project activities and non-project activities such as purchasing/procurement9.0 AssumptionsNumberDescription1Stakeholders remain fully engaged through the project life.2Decisions on any issues requiring approval will be made timely.3Vendor contract decision and availability to begin project will be timely.10.0 Significant Risks and Mitigation StrategyRisk 1Lack of participation. One or more agencies’ departments unwilling or unable to fully engage in the projectProbability: LowImpact : HighMitigation Strategy: During Planning Phase, the departments will be afforded the opportunity to provide input and guidance to shape the resulting roadmap. Efforts will be made to promote the value of the solution for a comprehensive information architecture that bridges the gaps across state agencies.Contingency Plan: Architecture design will allow future data sharing from holdout agencies. Risk 2Lack of data availability.One or more agencies unable to provide complete and accurate data element information and/or data accessProbability: LowImpact : HighMitigation Strategy: Calculate the required staff and technical costs to redress the issue and include them in the Phase II Project Management PlanContingency Plan: TBD11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTINGWHATWHO/TARGETPURPOSEWHEN/FREQUENCYTYPE/METHODSProject StatusProject SponsorExecutive Steering CommitteeAwareness of project status, risks, issues, or changes.MonthlyHED Monthly Project Reports, email, face-to-faceVendor Project StatusProject ManagerValidate schedule, scope, and cost is on track.End of 2-week SprintProject Status Report, Risk, Issues Logs, Project Team MeetingsProject Awareness and ImplementationAll Stakeholders Project awareness and implementation readiness.WeeklyHED MS 365 SharePoint Site; Project Discussion Forum, email12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&VTo be determined.13.0 Project Charter Agency Approval SignaturessignaturedateExecutive SponsorBusiness OwnerProject Manager14.0 Project Charter Certification Approval SignaturesignaturedateDoIT / PCC Approval ................
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