New Mexico Department of Information Technology - NM DoIT



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INSERT PROJECT NAME

PROJECT CHARTER

EXECUTIVE SPONSOR – INSERT NAME

Business Owner - Insert Name

Project Manager – Insert Name

Original Plan Date: Insert Date, Spelled Out

Revision Date: Insert Date, Spelled Out

Revision: Insert Number

TABLE OF CONTENTS

TABLE OF CONTENTS I

1.0 Project Background 1

1.1 Executive Summary -rationale for the project 1

1.2 Summary of the foundation planning and documentation for the project 1

1.3 Project Certification Requirements 1

2.0 Justification, Objectives and Impacts 1

2.1 Agency Justification 1

2.2 Business Objectives 1

2.3 Technical Objectives 2

2.4 Impact on Organization 2

2.5 Transition to Operations 2

3.0 Project/Product Scope of Work 3

3.1 Deliverables 3

3.1.1 Project Deliverables 3

3.1.2 Product Deliverables 5

3.2 Success and Quality Metrics 5

4.0 Schedule Estimate 6

5.0 Budget Estimate 6

5.1 Funding Source(s) 6

5.2. Budget by Major Deliverable or Type of Expense 6

5.3 Budget By Project Phase or Certification Phase 6

6.0 Project Authority and Organizational Structure 7

6.1 Stakeholders 7

6.2 Project Governance Plan 7

6.3 Project Manager 7

6.3.1 Project Manager Contact Information 7

6.3.2 Project Manager Background 7

6.4 Project Team Roles and Responsibilities 7

6.5 Project Management Methodology 8

7.0 Constraints 8

8.0 Dependencies 8

9.0 Assumptions 8

10.0 Significant Risks and Mitigation Strategy 9

11.0 Communication Plan for Executive Reporting 9

12.0 Independent Verification and Validation - IV&V 9

13.0 Project Charter Agency Approval Signatures 11

14.0 Project Charter Certification Approval Signature 11

Revision History

|Revision Number |Date |Comment |

| | | |

| | | |

| | | |

| | | |

1.0 Project Background

The project background section is meant to provide the reviewer with a picture of the development of the project from inception to its being submitted for certification.

1.1 Executive Summary -rationale for the project

1.2 Summary of the foundation planning and documentation for the project

1.3 Project Certification Requirements

Does the project fit into the criteria for certification? Which and how?

|CRITERIA |YES/NO |EXPLANATION |

|Project is mission critical to the agency | | |

|Project cost is equal to or in excess of $100,000.00 | | |

|Project impacts customer on-line access | | |

|Project is one deemed appropriate by the Secretary of the DoIT | | |

|Will an IT Architecture Review be required? | | |

2.0 Justification, Objectives and Impacts

The justification and objectives section relates the project to the purpose of the lead agency and describes the high level business and technical objectives for the project. The section also includes a high level review of the impact to the organization, and of the concerns for transition to operations.

2.1 Agency Justification

Identify agency mission, performance measure or strategic goals to be addressed through this project.

|Number |Description |

|Agency | |

2.2 Business Objectives

Use the following table to list measurable business objectives.

|Number |Description |

|Business Objective 1 | |

2.3 Technical Objectives

|Number |Description |

|Technical Objective 1 | |

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.

|Area |Description |

|End user | |

|Business Processes | |

|It Operations and staffing | |

|Other | |

2.5 Transition to Operations

The transition to operations areas include items that are asked in the certification form to assure that the project has accounted or will account for these matters in its planning and requirements specifications.

|Area |Description |

|Preliminary Operations location and| |

|staffing plans | |

|Data Security, Business Continuity | |

|Maintenance Strategy | |

|Interoperability | |

|Record retention | |

|Consolidation strategy | |

3.0 Project/Product Scope of Work

In its efforts to move from the high level business objectives to the desired end product/service the project team will need to deliver specific documents or work products. The State of New Mexico Project Management Methodology distinguishes between the project and the product.

Project Deliverables relate to how we conduct the business of the project. Product Deliverables relate to how we define what the end result or product will be, and trace our stakeholder requirements through to product acceptance, and trace our end product features and attributes back to our initial requirements

3.1 Deliverables

3.1.1 Project Deliverables

This 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 its planning to |

| |certify the initiation phase of the project. |

|Certification Form |The Request for Certification and Release of Funds form is submitted when a project goes |

| |for any of the certification phases. It deals with the financial aspects of the project, |

| |as well as other topics that indicate the level of planning that has gone into the |

| |project. Many of the questions have been incorporated into the preparation of the project|

| |charter. |

|Project Management Plan |“Project management plan” is a formal document approved by the executive sponsor and the |

| |Department and developed in the plan phase used to manage project execution, control, and|

| |project close. The primary uses of the project plan are to document planning assumptions|

| |and decisions, facilitate communication among stakeholders, and documents approved scope,|

| |cost and schedule baselines. A project plan includes at least other plans for issue |

| |escalation, change control, communications, deliverable review and acceptance, staff |

| |acquisition, and risk management. plan.” |

|IV&V Contract & Reports |“Independent verification and validation (IV&V)” means the process of evaluating a |

| |project to determine compliance with specified requirements and the process of |

| |determining whether the products of a given development phase fulfill the requirements |

| |established during the previous stage, both of which are performed by an organization |

| |independent of the lead agency. Independent verification and validation assessment |

| |reporting. The Department requires all projects subject to oversight to engage an |

| |independent verification and validation contractor unless waived by the Department. |

|IT Service Contracts |The Department of Information Technology and the State Purchasing Division of General |

| |Services have established a template for all IT related contracts. |

|Risk Assessment and management |The DoIT Initial PROJECT RISK ASSESSMENT template which is meant to fulfill the following|

| |requirement: |

| |“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 Schedule |A tool used to indicate the planned dates, dependencies, and assigned resources for |

| |performing activities and for meeting milestones. The defacto standard is Microsoft |

| |Project. |

|Monthly Project Status Reports to DoIT |Project status reports. For all projects that require Department oversight, the lead |

| |agency project manager shall submit an agency approved project status report on a monthly|

| |basis to the Department. |

|Project Closeout Report |This is the Template used to request that the project be officially closed. Note that |

| |project closure is the last phase of the certification process. |

3.1.2 Product Deliverables

The product deliverable documents listed here are only used for illustration purposes:

|Requirements Documents |Description - |

|Design Documents | |

|Systems Specifications | |

|Systems Architecture | |

|System and Acceptance Testing | |

|Operations requirements | |

3.2 Success and Quality Metrics

Metrics 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.

|Number |Description |

|Quality Metric 1 | |

4.0 Schedule Estimate

The schedule estimate is requested to provide the reviewers with a sense of the magnitude of the project and an order of magnitude of the time required to complete the project. In developing the schedule estimate, certification timelines and state purchasing contracts and procurement lead times are as critical as vendor lead times for staffing and equipment delivery. Project metrics include comparisons of actual vs. target date. At the Project Charter initial phase, these times can only be estimated.

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.

Please remember to include agency staff time including project managers as costs.

5.1 Funding Source(s)

|Source |Amount |Associated restrictions |

| | | |

5.2. Budget by Major Deliverable or Type of Expense

|Item |Cost Estimate |

| | |

5.3 Budget By Project Phase or Certification Phase

|Item |Project Phase |

| | |

6.0 Project Authority and Organizational Structure

6.1 Stakeholders

Stakeholders should be a mix of agency management and end users who are impacted positively or negatively by the project.

|name |Stake in Project |Organization |Title |

| | | | |

6.2 Project Governance Plan

A diagram of the organization structure including steering committee members, project manager and technical/business teams would be helpful.

6.3 Project Manager

6.3.1 Project Manager Contact Information

|name |Organization |Phone #(s) |Email |

| | | | |

6.3.2 Project Manager Background

6.4 Project Team Roles and Responsibilities

|Role |Responsibility |

| | |

| | |

| | |

| | |

| | |

6.5 Project Management Methodology

The Department of Information Technology certification process is built around a series of certification gates: Initiation, Planning, Implementation and Closeout. Each of these phases/gates has a set of expected documents associated with it. The gates and the associated documents make up the certification methodology.

For some projects such a framework might be sufficient, where for some projects the solution development life cycle (SDLC) with plan, define, design, build, close might be more appropriate.

Put most simply how is the project to be structured into a methodology or framework and where do the project and product deliverables fit into this roadmap?

7.0 Constraints

|Number |Description |

| | |

| | |

8.0 Dependencies

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

• Mandatory dependencies are dependencies that are inherent to the work being done.

• D- Discretionary dependencies are dependencies defined by the project management team. This may also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.

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

|Number |Description |Type M,D,E |

| | | |

| | | |

9.0 Assumptions

|Number |Description |

| | |

10.0 Significant Risks and Mitigation Strategy

Risk 1

|Description - |Probability |Impact |

| |Mitigation Strategy |

| |Contingency Plan |

Risk 2

|Description - |Probability |Impact |

| |Mitigation Strategy |

| |Contingency Plan |

11.0 Communication Plan for Executive Reporting

12.0 Independent Verification and Validation - IV&V

IV&V focus depends upon the type of project, with various emphases on project and product deliverables.

The following check list is based on Exhibit A of the OCIO IV&V Contract Template, and the Information technology template. It is included here to provide a high level of the type of IV&V accountability the project envisions:

|Project/Product Area |Include: Yes/No |

|Project Management | |

|Quality Management | |

|Training | |

|Requirements Management | |

|Operating Environment | |

|Development Environment | |

|Software Development | |

|System and Acceptance Testing | |

|Data Management | |

|Operations Oversight | |

|Business Process Impact | |

13.0 Project Charter Agency Approval Signatures

| |signature |date |

|Executive Sponsor | | |

|Business Owner | | |

|Project Manager | | |

14.0 Project Charter Certification Approval Signature

| |signature |date |

|DoIT / PCC Approval | | |

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