Executive Sponsor - NM DoIT



RLD Permitting and Inspection Software Modernization (P&ISM) PROJECT MANAGEMENT PLAN (PMP)Executive Sponsor – Marguerite Salazar, RLD SuperintendentBusiness Owner – Amanda Roybal, MHD DirectorAgency CIO/IT Lead – Michelle Langehennig, RLD CIOProject Manager – Marcus Gee, PMPOriginal Plan Date: December 15, 2017Revision Date: July 8, 2020Revision: 1.6 TOC \o "1-3" \h \z \u Revision History PAGEREF _Toc45282273 \h iiiAbout This Document PAGEREF _Toc45282274 \h iv1.0Project Overview PAGEREF _Toc45282275 \h 11.1Executive Summary- Rationale for the Project PAGEREF _Toc45282276 \h 11.2 Funding and Sources PAGEREF _Toc45282277 \h 21.3 Constraints PAGEREF _Toc45282278 \h 31.4 Dependencies PAGEREF _Toc45282279 \h 31.5 Assumptions PAGEREF _Toc45282280 \h 41.6 Initial Project Risks Identified PAGEREF _Toc45282281 \h 62.0 Project Authority and Organizational Structure PAGEREF _Toc45282282 \h 132.1 Stakeholders PAGEREF _Toc45282283 \h 132.2 Project Governance Structure PAGEREF _Toc45282284 \h 152.2.1 Describe the organizational structure – Org Chart PAGEREF _Toc45282285 \h 152.2.2 Describe the role and members of the project steering committee PAGEREF _Toc45282286 \h 152.2.3 Organizational Boundaries, interfaces and responsibilities PAGEREF _Toc45282287 \h 162.3 Executive Reporting PAGEREF _Toc45282288 \h 163.0 Scope PAGEREF _Toc45282289 \h 183.0.1MHD Pilot Implementation PAGEREF _Toc45282290 \h 183.0.2CID Implementation PAGEREF _Toc45282291 \h 183.1 Project Objectives PAGEREF _Toc45282292 \h 183.1.1 Business Objectives PAGEREF _Toc45282293 \h 183.1.2 Technical Objectives PAGEREF _Toc45282294 \h 193.2 Project Exclusions PAGEREF _Toc45282295 \h 193.3 Critical Success Factors PAGEREF _Toc45282296 \h 194.0 Project Deliverables and methodology PAGEREF _Toc45282297 \h 214.1 Project Management Life Cycle PAGEREF _Toc45282298 \h 214.1.1 Project Management Deliverables PAGEREF _Toc45282299 \h 224.1.2 Deliverable Approval Authority Designations PAGEREF _Toc45282300 \h 224.1.3 Deliverable Acceptance Procedure PAGEREF _Toc45282301 \h 244.2 Product Lifecycle PAGEREF _Toc45282302 \h 244.2.1 Technical Strategy PAGEREF _Toc45282303 \h 244.2.2 Product and Product Development Deliverables PAGEREF _Toc45282304 \h 254.2.3 Deliverable Approval Authority Designations PAGEREF _Toc45282305 \h 264.2.4 Deliverable Acceptance Procedure PAGEREF _Toc45282306 \h 275.0 Project Work PAGEREF _Toc45282307 \h 285.1 Work Breakdown Structure (WBS) PAGEREF _Toc45282308 \h 285.2 Schedule allocation – Project Timeline PAGEREF _Toc45282309 \h 305.3 Project Budget PAGEREF _Toc45282310 \h 37FY19 PAGEREF _Toc45282311 \h 375.4.1 Project Team Organizational Structure PAGEREF _Toc45282312 \h 385.4.2 Project Team Roles and Responsibilities PAGEREF _Toc45282313 \h 385.5 Staff Planning and Resource Acquisition PAGEREF _Toc45282314 \h 425.5.1 Project Staff PAGEREF _Toc45282315 \h 425.5.2 Non-Personnel resources PAGEREF _Toc45282316 \h 425.6 Project Logistics PAGEREF _Toc45282317 \h 425.6.1 Project Team Training PAGEREF _Toc45282318 \h 436.0 Project Management and Controls PAGEREF _Toc45282319 \h 446.1 Risk and Issue Management PAGEREF _Toc45282320 \h 446.1.1 Risk Management Strategy PAGEREF _Toc45282321 \h 446.1.2 Project Risk Identification PAGEREF _Toc45282322 \h 446.1.3 Project Risk Mitigation Approach PAGEREF _Toc45282323 \h 446.1.4 Risk Reporting and Escalation Strategy PAGEREF _Toc45282324 \h 456.1.5 Project Risk Tracking Approach PAGEREF _Toc45282325 \h 456.1.6 Issue Managemanment PAGEREF _Toc45282326 \h 466.2 Independent Verification And Validation - IV&V PAGEREF _Toc45282327 \h 476.3 Scope Management Plan PAGEREF _Toc45282328 \h 476.3.1 Change Control PAGEREF _Toc45282329 \h 486.4 Project Budget Management PAGEREF _Toc45282330 \h 496.4.1 Budget Tracking PAGEREF _Toc45282331 \h 496.5 Communication Plan PAGEREF _Toc45282332 \h 496.5.1 Communication Matrix PAGEREF _Toc45282333 \h 496.5.2 Status Meetings PAGEREF _Toc45282334 \h 516.5.3 Project Status Reports PAGEREF _Toc45282335 \h 516.6 Performance Measurement (Project Metrics) PAGEREF _Toc45282336 \h 516.6.1 Baselines PAGEREF _Toc45282337 \h 516.6.2 Metrics Library PAGEREF _Toc45282338 \h 516.7 Quality Objectives and Control PAGEREF _Toc45282339 \h 526.7.1 Quality Standards PAGEREF _Toc45282340 \h 526.7.2 Project and Product Review and Assessments PAGEREF _Toc45282341 \h 536.7.3 Agency/Customer Satisfaction PAGEREF _Toc45282342 \h 536.7.4 Product Deliverable Acceptance Process PAGEREF _Toc45282343 \h 536.8 Configuration Management PAGEREF _Toc45282344 \h 546.8.1 Version Control PAGEREF _Toc45282345 \h 556.8.2 Project Repository (Project Library) PAGEREF _Toc45282346 \h 556.9 Procurement Management Plan PAGEREF _Toc45282347 \h 557. 0 Project Close PAGEREF _Toc45282348 \h 557.1 Administrative Close PAGEREF _Toc45282349 \h 557.2 Contract Close PAGEREF _Toc45282350 \h 56Attachments PAGEREF _Toc45282351 \h 57Revision HistoryRevision NumberDateComment1.0May 23, 2018Draft 1.1June 5, 2018Submitted for Review1.2May 15, 2019Project Changes1.3July 1, 2019Updated to Meet Contingency Requirements 1.4September 26, 2019Project Name Change and Budget Update 1.5February 27, 2020Change Request for Budget Allocation1.6July 8, 2020PMP Revisions, Updates and AdditionsAbout This DocumentThe 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 PMP are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost and schedule baselines.A PMP includes, at a minimum, plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management. The PMP is developed and maintained over the life of the project by the Project Manager.“Project Manager” means a qualified person from the lead agency responsible for all aspects of the project over the entire project management lifecycle (initiate, 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 practices and standards of the Department.Project “product” means the final project deliverables as defined in the PMP, 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.Project Overview Executive Summary- Rationale for the ProjectThe State of New Mexico Regulation and Licensing Department (RLD) – Construction Industries Division (CID) seeks to replace its current permitting and inspection software, Accela. The Accela suite (Citizen Portal, Automation, and Mobile Inspection) supports the functionality of all permitting related to the Construction Industries (CID) and Manufactured Housing Divisions (MHD), LP Gas and field inspections. CID permitting collects an estimated $4,000,000 in revenue for New Mexico’s State General Fund.The purpose of the CID is to promote the general welfare of the people of New Mexico by providing for the protection of life and property by adopting and enforcing codes and standards for construction, alteration, installation, connection, demolition and repair work. The purpose of the MHD is to insure the purchasers and users of manufactured homes the essential conditions of health and safety which are their right, and to provide that the business practices of the industry are fair and orderly among the members of the industry with due regard to the ultimate consumers in this important area of human shelter.The current Accela system poses numerous problems for both CID staff and the Information Technology Bureau (ITB). Mobile Inspection, which is used by field staff, loses its settings and has to be reinstalled nearly 50% of the time. Additionally, Mobile Inspection recently experienced a two-month outage. A more systemic problem is Accela’s claim that they are Payment Card Industry (PCI) compliance, which they are not by best practice and payment card industry standards. They are self-assessing their compliance, and have not completed a third-party approval process. Finally, as of June 30, 2018, Accela no longer supports the current installation, requiring that customers purchase their new cloud-based version.Attempts have been made to repair the Accela software relationship to mitigate the current situation, but these have proven unsuccessful to date. Accela has an agreement with RLD Superintendent, Marguerite Salazar, to continue to help RLD should any stabilization issues arise. Accela has not provided a quote for support and maintenance, but are working with Chuck Slocter, Application Developer Supervisor, to maintain the necessary tasks to help with any stabilization issues.As originally scoped, the RLD Permitting and Inspection Software Modernization (P&ISM) Project included migrating all RLD organizational units to the new platform and away from Accela. The modified scope for the RLD P&ISM Project, which was approved by DoIT’s Project Certification Committee May 23, 2019, is to develop a one-stop-shop for RLD’s business functions and services to the citizens of New Mexico. Three phases of the project are planned. A pilot system for Manufactured Housing Division (MHD) has been selected as Phase I. MHD is a smaller section that will allow for a quicker timeline of conversion to the new platform and software. It can also be completed with the current funds for this project. The scheduled end date for Phase I of the project is July 23, 2020. Once completed and accepted, any lessons learned will be applied to the development for CID, which will be Phase II of the project. At a later date, there may be an additional Phase III requesting development for Boards and Commissions, My License Office (MLO), and Securities-BPRO. Replacement may also include other applications by RLD at a later date and outside of the scope of this project.RLD contracted with Clover Leaf Solutions to complete a best in breed analysis for the replacement of the Accela software. The study included future state analysis, an alternative solutions survey, and a business case solution recommendation. This best in breed analysis was completed in May, 2019 and a copy of the report is available to Project Certification Committee (PCC) members at their request. As part of the Clover Leaf contract, six alternative solutions were closely analyzed. Accela and Adoxio Regulates 365 are software solutions developed specifically for government permitting. Each solution had limitations for configuration and provided 80% coverage of RLD business needs out-of-the-box. Sugar, BPM’Online and Freshworks 360 are all robust Customer Relationship Management (CRM) software solutions that allow for greater configuration and some customization as needed to meet RLD stakeholder needs for a CID permitting system. Finally, Salesforce is a highly configurable and customizable Software-as-a-Service (SaaS) that can deliver a complete software solution to meet the RLD stakeholder needs for a CID permitting system.RLD’s ITB selected the Salesforce platform due to a number of successful use cases in other states, such as Arizona and Colorado, which are using the Salesforce platform for permitting. The platform is highly configurable and customizable to RLD’s business requirements. ITB has contracted with MTX Group Inc to develop a pilot system and move into a production environment, using the Salesforce platform.Due to delays in the project timeline, the project completion date for Phase I has been extended to July 23, 2020.With the migration to a new platform, RLD inspectors will have a live view of current inspections making for a faster response and providing greater value for the public. The inspectors will also have access to Global Positioning System (GPS) mapping, which will allow for greater efficiency and increase the number of inspections completed in a given time frame. A critical aspect of this project is that the new solution will provide a compliance module. This module will equip the RLD to protect the public from unlicensed contractors and contractors inclined to take advantage of the public.With this new platform, RLD will be more efficient in the work it does, have more precise and accurate data of permitting and licensing, and provide greater visibility to protect the public from any wrong doing.1.2 Funding and SourcesSourceAmountAssociated restrictionsApproversLaws 2018, Chapter 73, Section 7 (16)$967,000TO BE USED AS LEGISLATION INSTRUCTSLegislationGovernorLaws 2019, Chapter 271, Section 7, Item 14$500,000TO BE USED AS LEGISLATION INSTRUCTSLegislation GovernorLaws 2019, Chapter 271, Section 7 (15-4)(The balance of the computer system enhancement fund appropriations in Subsection 16 of Section 7 of Chapter 73 of Laws 2018 to replace the permitting and inspection software shall not be expended for the original purpose but is appropriated to stabilize and modernize the permitting and inspection software.)LegislationGovernorTOTAL:$1,467,0001.3 Constraints NumberDescription1Funding is limited to the funds appropriated by the legislature and as released to the project by DoIT’s PCC2Limited availability of RLD business and technology staff as they also support operational needs.3The project schedule for the pilot is very aggressive, which won’t allow for much slack in any of the tasks or activities.4The majority of the project work will be performed remotely. MTX will be onsite for design meetings, status updates that require onsite presence and training. But most of the development and planning sessions will occur remotely using a Web Conferencing Tool. Project Management support will be provided almost exclusively on a remote basis.1.4 DependenciesTypes 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/procurementNumberDescriptionType M,D,E1Successful mapping and migration of existing permit data to the Salesforce platformm2Successful mapping and migration of existing pre-paid accounts to the Salesforce platformm3RLD Inspectors must have android or iPhones, with the necessary applications installedM4Contract approvals in place for hosting, development support, IV&V and Project Managemente1.5 AssumptionsAssumptions are planning factors that, for planning purposes, will be considered true, real, or certain. NumberDescription1RLD IT staff are available for technical discussions and project management as required to support the project schedule.2RLD business owners, stakeholders and subject matter experts (SMEs) are available for requirements, testing and training as required to support the project schedule.3Data in the Accela System will be available in a SQL Database that can be accessed and queried by MTX Group Inc. throughout the project.4RLD ITB will perform any required file migrations (for documents related to Permits that may be stored in a separate file storage location). 5RLD will have a period of at least 1 week where no pre-paid account data will be entered or modified in the Accela System while the information is migrated to the new platform.6Salesforce provides 2 different mobile applications that can be used with this solution: Field Service Lightning (FSL) is a mobile application strictly?used for Inspections. This mobile application allows inspectors to see the location of the next appointment and upload inspection results; and The Salesforce Mobile app can be downloaded by anyone (not just inspectors), and used to see all functionality in Salesforce. This Salesforce application allows users to see data in Salesforce, such as previous inspections and the like.7All Permits will be migrated, as will Active Licenses. Inactive Licenses will not be migrated.8RLD’s Information Technology Bureau (ITB) is responsible for Data Clean Up, Extraction and Translation.9Refunds will be entered manually in the system. The money transaction will occur outside the System (Refunds will not be generated by the Chargent Application).10Addresses for permits in Accela will be migrated to Salesforce as-is.11Payment card transactions will only be processed using Cybersource and PayPal to ensure PCI-Data Security Standard (DSS) compliance.12Pre-Paid Accounts will be managed manually. Contractors may submit payment with check or money order and RLD staff will create the pre-paid record in Salesforce. Payments processed online will be automatically debited from the Pre-Paid Account.13Integration to SHARE, the state of New Mexico’s Enterprise Resource Planning (ERP) System is out of scope.14The Computer Telephony Integration (CTI) with the phone system is optional and is not in the scope of Phase 1 of this project.15Internal Users will be able to utilize modern web browsers (et al, Chrome, Firefox) to access the internal Salesforce Application. Users accessing the portal with an unsupported browser will receive an error message asking the user to use one of the supported web browsers.16Authentication will be performed by Active Directory and the client will have an Active Directory Federation Services (ADFS) System in place that can be configured for Security Assertion Markup Language (SAML) Authentication.17The files will be generated in a format that can be used to insert license information in Salesforce.18The Standard Salesforce Encryption (128 bit AES) is sufficient to store Social Security Information (if Social Security Numbers must be stored in the System).19Individual or personal accounts are not required; everyone requesting a Permit represents a business. Individuals will not be requesting Permits.20There is no need to implement or maintain a Data Integration / Update process for Accounts (Vendors), Contacts and/or Permits once the initial data migration has been completed.21These are the number of licenses required for this project, if additional licenses are required, the client will procure these licenses separately:Service Cloud – 60 seatsFSL Dispatcher – 5 seatsFSL Technician – 60 seatsFSL + - 20 seatsCustomer Community (Login) – 6000 seatsCustomer Community (Member) – 475 seatsAnalytics Platform – 10 seats22Business is responsible for installation of the mobile apps on mobile devices. Business is also responsible for providing the end users with mobile devices that are supported by Salesforce. Issues associated with applications loading slowly in older devices is not included in the scope of the project.1.6 Initial Project Risks IdentifiedConnectivity Risk for field inspectors and investigatorsDescription – Connectivity Risk for field inspectors and investigators that relates to field staff being able to connect and transmit from rural areas around the state. Resultant (if risk is experienced) loss of data or corrupted dataProbability – PossibleImpact – HighMitigation Strategy – Review integration modes to ensure data integrity is maintained in all modes of operation and with or without connectivity. Ensure test scenarios are in place to cover this risk, and that they are fully executed with satisfactory results.Contingency Plan – Monitor results during production cutover and support during the first few weeks of use, and take corrective actions immediately if and when evidence of connectivity issues shows any impact on the performance of the solution.End users not being adequately prepared to follow new processesDescription – Risk of end users not being adequately prepared to follow new processes using the Salesforce solution, either through incomplete or untimely communication, or training that isn't aligned with processes being re-engineered or implemented.Probability - PossibleImpact - MediumMitigation Strategy – Engage the business early, and ensure that they have an integral role in requirements, requirements review and approval, testing design, test execution, training, and operational support. Strive to partner with the business on all elements of change management. Closely monitor the participation of the business in these areas to ensure there are no pockets of the business where participation is absent. Survey end user groups to ensure they understand the benefits of the new solution, and make sure that end users communications are continuous and consistent in the messaging.Contingency Plan – Station support staff based on gaps or where evidence of low end user adoption exists. Move RLD staff temporarily to provide a stronger knowledge base in areas that are struggling. Escalate to the ESC as needed.Incomplete RequirementsDescription – Risk that requirements will be incomplete or not representative of leadership's directionProbability – PossibleImpact – MediumMitigation Strategy – Involve leadership in identifying the high level requirements. Strive to have the most experienced SMEs possible assigned to the project. Avoid changing SMEs more than needed. Communicate the requirements, development and test schedules to stakeholders to ensure maximum lead time on scheduling SMEs. Conduct daily check-ins during critical periods in the schedule to enable a rapid response to any issues encountered.Contingency Plan – If requirements are found to be missing or incomplete at any point, convene an emergency meeting of the stakeholders to review the gaps and devise a bridging and recovery strategy. Trim scope, reprioritize tasks and reassign staff as needed to recover.Stability and operational availability of the Accela SystemDescription – Risk related to the stability and operational availability of the Accela System. The Accela system in use today has demonstrated instability. This risk relates to failure of the existing system to support the business adequately during the lifecycle of the replacement project, leading to resource reallocation needs and resulting impacts to schedule and budget on the replacement projectProbability – PossibleImpact – MediumMitigation Strategy – Identify resources most likely to be reassigned in the event Accela issues are experienced, and work to develop backup resources to support parallel efforts. Closely monitor Accela performance and track any issues as 'project issues.Contingency Plan – Escalate to the ESC as the situation develops. Implement possible manual work-arounds to allow the project to continue, roll the new system out early if required, or pursue other options with Accela.Interfaces fail or don't fully support needs of the businessDescription – This risk entails interfaces that don't fully support the needs of the business, or that fail to perform technically when needed.Probability – PossibleImpact – MediumMitigation Strategy – Comprehensive testing with the data exchanges and timing of the interfaces in scope for test scenarios, with contingency plan when real time or batch based interfaces fail to run.Contingency Plan – In the event that the mitigation strategy fails, the contingency plans might include moving forward with the deployment and manually loading the necessary data. Alternatively, the contingency plan might include a rollback to the Accela system if the impacts of the interface shortcomings are significant enough. In any event, issues experienced with the integrations will be elevated to the ESC, IV&V and PCC as appropriate to engage the appropriate levels of the organization and seek the best resolution possible.Very aggressive scheduleDescription – Consensus of the project team is that the schedule is very aggressive, allowing very little slack for task slippage. If tasks are delayed, it is a virtual certainty there will be schedule and cost impactsProbability – PossibleImpact – LowMitigation Strategy – Closely monitor progress against scheduled tasks through daily touchpoint (core team leadership) and project sync (development coordination) meetings. Escalate to the executive sponsors as needed to keep pace with the schedule.Closely monitor all project issues, action items and risks to ensure barriers to progress are quickly eliminated.Contingency Plan – The project management team will keep the ESC, IV&V and the PCC apprised of the schedule standing at all times. If and when it becomes necessary, the ESC will provide direction to the project manager to trim scope, extend the schedule and/or increase budget as practical and to the extent authorized to achieve the project's goals and objectives.Insufficient Technical ResourcesDescription – Risk of not having experienced technical resources available to the project at critical points in the schedule. Technical resources assigned to the project are highly skilled, but there isn't much depth. There are single points of failure on both environment and data migration. Any unplanned absences will affect the critical pathProbability – PossibleImpact – LowMitigation Strategy – Closely monitor task float during critical activities, and conduct daily check-in meetings to quickly identify any barriers or other issues. Partner resources wherever possible, particularly those where schedule constraints rely on an RLD resource as the primary support. Escalate any issues to leadership and the ESC as necessary to maintain schedule momentum. Ensure that all work is clearly documented so that a backup resource can readily pick up the task if needed.Contingency Plan – Transition assignments to available personnel, and report any gaps or issues to leadership, the EXC and PCC to engage more support in resolving any resource shortages experienced.Project ManagementDescription – Risk of not having an experienced project manager assigned to the project over the life of the projectProbability – UnlikelyImpact – HighMitigation Strategy – Leadership will monitor the project progress, and collaborate with the IV&V contractor to ensure the project is being conducted according to best practices. Any gaps in the actual experience will be evaluated by RLD leadership and adjustments and/or replacements will be made as necessary. RLD staff will team with the contract project manager to ensure continuity of project effort in the event a change of PM is required.Contingency Plan – If and as necessary the contract project manager will be replaced, with the RLD staff providing a short term bridge to ensure the project continues to progress while the new project manager is onboarding.Availability of Testing ResourcesDescription – Availability of test staff to support testing in accordance with the schedule needs. If resources aren't dedicated during the testing, the quality of the solution may be affected, and/or schedule delays and cost overruns may be experiencedProbability – UnlikelyImpact – MediumMitigation Strategy – Develop and communicate to business leadership the testing schedule and needs. Communicate the need and impact to the testers. Closely monitor testing progress and results during the testing lifecycle, and escalate to the Executive Steering Committee as needed.Contingency Plan – Reassign testing responsibilities, extend testing time periods, or adjust scope of the implementation to prioritize functions and objects being tested.End user training fails to satisfy project objectivesDescription – Risk that end user training may not satisfy the objectives of the project, either in terms of delivery or content. Would result in end users not being trained on the processes that relate to their roles organizationallyProbability – UnlikelyImpact – MediumMitigation Strategy – Ensure that training maps to requirements and testing (fit for purpose training model). Support training with a train the trainer approach to maximize knowledge transfer to the business. Conduct end user surveys during the end user training to ensure the training is presented to the right level to optimize learning. Focus the training on the processes being implemented. Closely monitor the training evolution to ensure there are no pockets of staff with low training numbers either geographically or organizationally.Contingency Plan – Place trainers and solution experts in the field at strategic locations to address issues. Provide call-in WebEx sessions during the first week of use to address any operational or training issues.BudgetDescription – Risk that the budget may be insufficient to meet project objectives, resulting in gaps between business needs and solutionProbability – UnlikelyImpact – LowMitigation Strategy – All indications at this time are that the budget is sufficient to achieve certification of the Pilot (Phase 1) scope and timeframe. The project management team will closely monitor invoices and accruals to ensure the project is completed at or below budget.Contingency Plan – Trim scope, and/or release contractors and proceed with internal resources as possible.Data QualityDescription – Risk that data may be incomplete, have quality issues, or mapping issues due to concatenation or truncation issues as a result of the ETL process.Probability – PossibleImpact – Very LowMitigation Strategy – Migrate only that data necessary to support the pilot initially. Identify and document data requirements for Salesforce, and map available data from legacy sources as appropriate. Identify any data cleanup issues and work those, supported by daily check-in calls to assess progress and issues daily. Identify any data being abandoned and determine ultimate destination (i.e., abandon, move to data warehouse, or store in non-essential fields in Salesforce. Ensure test scenarios adequately test the data migration processes to ensure a complete and successful ETL lifecycle.Contingency Plan – Given a fully executed contingency plan should eliminate this risk or at worst provide early evidence of existence, a detailed contingency plan won't be developed. Rather, the project management team will respond appropriately when the data quality alarm is sounds, and as stipulated under the mitigation plan for this risk.Inadequate Test CoverageDescription - Risk that testing may not provide 100% coverage of the requirementsProbability – UnlikelyImpact – LowMitigation Strategy – Develop a Requirements Traceability Matrix (RTM) to ensure 100% coverage. Monitor test results through the testing life cycle to ensure optimal coverage and results.Contingency Plan – 100% coverage with no critical errors remaining are requirements for production cutover. Based on that, no contingency plan should be necessary. In the event that a contingency plan is required, a rollback strategy may be enacted.Vendor AbandonmentDescription – Vendor abandonment (software development or software development): If the contracted vendor were to abandon the project then the project would be halted or seriously delayed.Probability – UnlikelyImpact – Very LowMitigation Strategy – Ensure that MTX Group follows industry standards with regard to development. Closely monitor progress in relation to project schedule, and ensure development is adequately documented to ensure transition capabilities in the event a change in contractors is necessary.Contingency Plan – MTX Group will follow industry standards. If MTX Group were to abandon the project early in the process, before funds were used then another developer could be brought in. If the vendor were to abandon the project late in the development process it would be possible for existing RLD IT staff, along with another vendor, to finish the required software development work to finish the project due to the project having followed industry standards.Payment gateway providers are numerous and our financial service provider would likely have a new recommended payment page host. RLD IT would likely be able to make the small required changes to the application to accommodate a different payment page host given that most of the initial integration has been completed.Delays in getting key documents approvedDescription – Risk that there may be delays in getting key documents approved, Business Requirement Document (BRD), or getting procurement related approvals in place (i.e., contracts and purchase orders)Probability – UnlikelyImpact – Very LowMitigation Strategy – Closely monitor BRD development activities and signature routing to ensure the BRD progresses through the signature processes. Address any delays in completing the document or in getting it signed off without delay, escalating to leadership as needed.Contingency Plan – Document as an issue with schedule and cost impacts, and elevate to project leadership, the ESC, IV&V and PCC as needed to achieve resolution. Restructure the balance of the project schedule and budget to keep activities on track.End User ResistanceDescription - Risk of end users resisting use of the new system, due to being resistant to change or preferring the old systemProbability – UnlikelyImpact – Very LowMitigation Strategy – Given the end user experience with the Accela system, consensus among the project team and ESC is that the likelihood of this risk is unlikely to non-existent. That said, a communication and marketing effort is being undertaken to ensure that end users realize the benefits of using the new solution.Contingency Plan – Monitor solution utilization during the first four weeks of production use for pockets of resistance. Survey end users and solicit feedback to increase adoption. Take corrective actions as required to ensure system is getting used as deigned.Turnover in LeadershipDescription – Risk that key leadership, either members of the Executive Steering Committee (ESC) or business owners may leave during the project, resulting in a loss of guidance or sponsorship. Impacts can include delays in getting decisions or responses to questions re direction. These delays can affect schedule and budgetProbability – UnlikelyImpact – Very LowMitigation Strategy – Ensure vertical and horizontal integration and communication across the project teams to mitigate the loss of any one contributor. Maximize communications to ensure early awareness of any team members leaving the project, including executive leadership. Implement transition plans as needed, and conduct specialized road shows as needed to onboard new executive sponsorship.Contingency Plan – If an executive sponsor is lost during the project, seek to engage the new sponsor immediately as soon as they are identified, focusing on the strategic importance of the project and proactively engage the new leader as a spokesperson for the project.ReorganizationDescription – This risk relates to the potential for a reorganization of RLD or units within RLD. There is no evidence of this at this time, therefore the probability of this risk is deemed to be unlikely to non-existentProbability – UnlikelyImpact – Very LowMitigation Strategy – Monitor the organization and remain engaged with leadership such that the project management team has awareness of any reorganization plans as early as possible. Adjust as necessary and appropriate to keep the project goals and objectives on schedule and budget.Contingency Plan – Modify scope and schedule as needed to achieve business goals and objectives in the new organizational model. Ensure that leadership and governance remain engaged with the project team and effort.TechnologyDescription – Risk that the technology itself (H/W, S/W, environment, and region management) may present risk to the projectProbability – UnlikelyImpact – Very LowMitigation Strategy – Participate fully in the Technical Architecture Review Committee (TARC) process, and ensure best practice methods are employed with regard to region management, data backup, and Business Continuity. Monitor project progress for early signs of issues and risk realization, and respond and escalate as needed to minimize any impacts.Contingency Plan – Technology failures will be escalated to the ESC, IV&V and PCC as appropriate and immediately upon awareness. Contingency plans may include upgrades to the layer of technology in question, or roll back as required.2.0 Project Authority and Organizational Structure2.1 StakeholdersThe following is a list of the key stakeholders in this project and their stake in the project. The stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion. They may also exert influence over the project and its results. This is a living document that will be updated as the project progresses.nameStake in ProjectOrganizationTitleMarguerite SalazarExecutive Sponsor; ESC ChairRLDSuperintendentClaudia ArmijoExecutive Sponsor; ESC Deputy ChairRLDDeputy SuperintendentAmanda RoybalBusiness Owner – MHD; ESC Member RLD/MHDMHD DirectorClay BaileyBusiness Owner – CID & LP Gas; ESC MemberRLD/CIDCID DirectorMichelle LangehennigCIO/ESC MemberRLD/ITBRLD Chief Information OfficerJoseph MartinezBusiness OwnerRLD/CIDElectric Bureau ChiefJerome (JT) BacaBusiness OwnerRLD/CIDMechanical Bureau ChiefMartin RomeroBusiness OwnerRLDGeneral Construction Bureau ChiefKatherine TorresBusiness OwnerRLDCID/MHD Licensing ManagerRichard LuceroB-SMERLD/CIDCID Plans and Permitting ManagerJesus CarrascoB-SMERLD/MHDMHD AdministratorGabriella RomeroB-SMERLD/MHDMHD Licensing ManagerJoseph AragonB-SMERLD/MHDMHD Building InspectorJohn LopezB-SMERLD/CIDCID Call Center TechTamara KuykendallB-SMERLDMechanical Chief InspectorSally GalanterB-SMERLDCID/MHD Legal CounselLeigh Anne ChavezB-SMERLDCID/MHD Legal CounselMary JamesB-SMERLD/CIDFront Office SupervisorNatasha BarnesB-SMERLD/MHDPermitsBetty BlantonB-SMERLD/MHDInspectionsCarolyn HernandezB-SMERLD/CIDInvestigations and EnforcementJudy TrujilloB-SMERLD/CID-MHDBusiness Operations SpecialistGillian HubkaB-SMERLD/CIDInvestigations and EnforcementJosh GonzalesBusiness AnalystRLT/ITBBusiness AnalystMark KomadinaB-SMERLD/CIDInvestigations and EnforcementChuck SlocterApplication DevelopmentRLDApplication SupervisorEric ScottNetwork InfrastructureRLDNetwork SupervisorJude VossSolution ManagementMTX GroupProject ManagerAlexander HabibySolution ArchitectMTX GroupSolution ArchitectJim HaurylkoChange Management LeadMTX GroupChange Management LeadMarcus Gee, PMPProject ManagerTekSystemsLead Project Manager2.2 Project Governance Structure2.2.1 Describe the organizational structure – Org Chart2.2.2 Describe the role and members of the project steering committeeThe Executive Sponsor (or her Deputy) operates as the Chair for the P&ISM Project Executive Steering Committee (ESC). As such, the Chair is the point person for the project within RLD.ESC Chair responsibilities include:Champion the project;Consider potential changes facing the organization and assess the organizational impact;Decide which changes will be instituted, communicate priorities and provide resources to ensure success;Create an environment that enables changes to be made on time and within budget;Participate in planning sessions; andChair the ESC.The ESC provides governance over the direction and support of the project.The responsibilities of the ESC Members include:Attend and participate in ESC Meetings;Review and provide comment on presented documentation;Balance larger picture versus details of the project;Review project funding and expenditures;Champion the project; andContribute to lessons learned.ESC membership is included in the P&ISM Project Organizational Chart depicted earlier in this section of the document.2.2.3 Organizational Boundaries, interfaces and responsibilitiesThe key interfaces between the organizations involved in and supporting the P&ISM Project are those between the RLD CIO, the Project Manager from MTX Group, the P&ISM Project Manager, and the P&ISM Project Business Owner. The methods of communications utilized on the project will include:Status Reports, Talking Points Memos, and Briefings;Standing Team or Committee Meetings;Communications Road Shows;Ad-hoc meetings;Electronic mail;Distribution of Meeting Minutes; andPhone conversations.Interaction may occur directly between the technical components of all teams. However, overall task direction can only come from the Project Manager. Final decisions will be made at the Steering Committee level as required. Project communications and plans will be fully detailed in the P&ISM Project Change Management Plan, which is available on the project SharePoint site. The Change Management Plan should be available no later than July 23, 2020. Copies of the Change Management Plan may also be obtained by contacting the Project Manager directly (marcus.gee2@state.nm.us).2.3 Executive ReportingThe P&ISM Project Manager will submit an agency-approved Project Status Report to DoIT and RLD on a monthly basis.In addition, the P&ISM Project Manager will submit Status Reports on a weekly basis. This report will be submitted to:Marguerite Salazar, RLD Superintendent and Executive Sponsor;Claudia Armijo, RLD Deputy Superintendent and Deputy Executive Sponsor;Michelle Langehennig, RLD Chief Information Officer;Clay Bailey, Business Owner and RLD Construction Industries Division Director;Amanda Roybal, Business Owner and RLD Manufactured Housing Division Director;Brenda Fresquez, LFC Program Evaluator and Steering Committee Member; andEric Scott, RLD Infrastructure and Contracts Manager.The P&ISD Project Manager will utilize monthly Steering Committee meetings to address critical issues and barriers to the project; discuss any pending change requests; confirm alignment with the strategic goals and objectives of RLD; and review scope, schedule, and budget.On an as-needed basis, the P&ISD Project Manager may request a meeting with the Executive Sponsor to discuss time and mission critical issues, or to seek approval for changes to the Project Plan and Schedule.3.0 Scope RLD’s MHD and CID organizations seek to replace the current permitting and inspection software, Accela. The Accela suite (Citizen Portal, Automation, and Mobile Inspection) supports the functionality of all licensing and permitting related to Construction Industries Division (CID), Manufactured Housing Division (MHD), LP Gas and field inspections.The areas of scope included in the P&ISM Project can be segregated into two sub-initiatives. These include:Pilot implementation in support of MHD’s licensing, permitting, inspections and investigation requirements; and The subsequent implementation in support of CID’s licensing, permitting, inspection and investigation requirements.3.0.1MHD Pilot ImplementationThe scope of the pilot implementation includes the creation and implementation of a Salesforce Community as an external portal for MHD internal staff and their customers to manage and track permit applications; create tickets to change company, active permits and company address; manage inspection schedules; manage and track criminal and civil investigations related to MHD licensing and permitting; and process payments for MHD permit related fees via a PCI-DSS compliant online payment method.The pilot will include implementation of six (6) permit types: foundation, installation, mechanical, electrical, repair and refurbish.3.0.2CID ImplementationThe scope of the CID implementation includes the implementation of a Salesforce Community as an external portal for RLD internal staff and its customers to manage and track permit applications; create tickets to change company, active permits and company address; manage inspection schedules; and process payments for permit related fees via an PCI-DSS compliant online payment method.The pilot will include implementation of six (6) permit types: foundation, installation, mechanical, electrical, repair and refurbish.3.1 Project Objectives3.1.1 Business ObjectivesNumberDescriptionBus. Objective 1Transition systems support for licensing, permitting, inspections, investigations and related payment processing off the legacy (Accela) system to a system better suited to meet RLD’s and its customer’s needs.Bus. Objective 2Achieve and maintain PCI DSS compliance through the life of the Permitting and Licensing program.Bus. Objective 3Maintain or increase the percentage of business services transactions that can be customer initiated and handled online and outside of regular business hours.Bus. Objective 4Maintain or increase the ease-of-use and ease-of-payment in the Permitting and Licensing portal application.3.1.2 Technical ObjectivesNumberDescriptionTech. Objective 1Create online permitting application using industry-standard coding and best practices standards. Tech. Objective 2Create robust data repository for the permitting application program following best practices standards. Tech. Objective 3Create a user-friendly public facing interface.Tech. Objective 4Create an easy to use day-to-day operations interface.Tech. Objective 5Create a comprehensive administration interface.Tech. Objective 6Create a mobile interface for the inspectors.Tech. Objective 7Create an easy way to create new permits or record types.Tech. Objective 8Ensure the replacement program has an unlimited upload document size.3.2 Project ExclusionsThe Phase 1 project scope is limited to requirements specific to MHD. Requirements related to CID are deferred to Phase 2 of the P&ISM Project.Other bureaus and functions may be added later, but are excluded for Phase 1 and 2.RLD is responsible for the installation of the mobile apps in mobile devices, and for providing end users with mobile devices that support the Salesforce platform. Issues with applications loading slowly in older devices is not included in the scope of the project.3.3 Critical Success FactorsNumberDescriptionQuality Metric 1Percentage of transactions initiated and processed through the online Permitting and Licensing portal.Quality Metric 2Number of requests for assistance and complaints as a percentage of total transactions successfully processed.Quality Metric 3Inspector ability to access GPS map routes for daily inspections.4.0 Project Deliverables and Methodology4.1 Project Management Life CyclePhaseSummary of PhaseKey DeliverablesInitiation RLD certified the project through the PCC on May 23, 2018 and began to define the project. Assessment of agency’s current Accela Automation.IT requirements elicitation and management.PlanningRLD certified for Planning on June 27, 2018 in the amount of $250,000 contingent upon RLD delivery of Accela’s Replacement Requirements Documentation. Within the Planning Phase, RLD requested a Change Request on May 23, 2019. RLD requested a change in scope, schedule and budget in the amount of $565,111.41. The scope is a 3 phase approach:Phase I: MHDPhase II: CIDPhase III: Boards and Commissions, My License Office and Securities B-ProThe scheduled end date was changed from December 30, 2019 to July 23, 2020 for completion of Phase I. Best in Breed: Future state analysis, alternative solutions survey, investigation and analysis and business case solution recommendation.Business, technical and functional requirements for Manufactured Housing Division (MHD).Business, technical and functional requirements for Construction Industries Division (CID).Requirements traceability matrix for MHD.Design integration interfaces and data migration strategy.Reporting requirements review and acceptance for MHD.Develop Pilot for MHD testingPilot testing and acceptance by RLD.ImplementationThe implementation phase includes the design, build, test and deployment of the Salesforce community platform in support of the MHD license, permit, inspection and investigation processes.TARC Exemption.Implementation Certification Documentation.Develop Production environment for MHD.Creation of Production environment for MHD.Migration of MHD Data.Testing of MHD production.Production environment live for MHD.CloseoutPrior to Closeout, all Contractor work will be accepted and paid. Certification for Closeout of Phase I will be requested at PCC.Closeout Certification Documentation Lessons Learned4.1.1 Project Management DeliverablesProject 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 PlanDescription - a formal document that specifies how the project will be planned, performed, tracked, controlled, and closed.Deliverable Acceptance Criteria Completed Project Management Plan, reviewed and accepted by RLD CIO.Standards for Content and Format - Meets DoIT PMP Template requirements; Includes plans needed to guide project.Quality Review – Reviewed by key stakeholders.4.1.1.2 Project ScheduleDescription – a detailed project schedule detailing activities, tasks and milestones designed to guide the control and execution of the project.Deliverable Acceptance Criteria – Completed Project Plan, reviewed and accepted by RLD CIO.Standards for Content and Format – Microsoft Project Plan; Includes work breakdown structure, resources and schedule.Quality Review – Reviewed by key stakeholders.4.1.2 Deliverable Approval Authority Designations The following table identifies the deliverables this project is to produce and the person or persons who have authority to approve each deliverable. Deliverable NumberDeliverableApprovers (Who can approve)Date ApprovedPRJ-DEL-001Project Management Plan (PMP)Michelle Langehennig, RLD CIOPRJ-DEL-002Project ScheduleMichelle Langehennig, RLD CIOPRJ-DEL-003Assessment of agency’s current Accela Automation.Michelle Langehennig, RLD CIOPRJ-DEL-004IT requirements elicitation and management.Michelle Langehennig, RLD CIOPRJ-DEL-005Best in Breed: Future state analysis, alternative solutions survey, investigation and analysis and business case solution recommendationMichelle Langehennig, RLD CIOPRJ-DEL-006Business, technical and functional requirements for Manufactured Housing Division (MHD)Michelle Langehennig, RLD CIOAmanda Roybal, MHD DirectorPRJ-DEL-007Business, technical and functional requirements for Construction Industries Division (CID)Michelle Langehennig, RLD CIOClay Bailey, CID DirectorPRJ-DEL-008Requirements traceability matrix for MHDMichelle Langehennig, RLD CIOPRJ-DEL-009Integration Strategy and PlanMichelle Langehennig, RLD CIOPRJ-DEL-010Change Management Strategy and Plan - MHDMichelle Langehennig, RLD CIOAmanda Roybal, MHD DirectorPRJ-DEL-011Change Management Strategy and Plan - CIDMichelle Langehennig, RLD CIOClay Bailey, CID DirectorPRJ-DEL-012Develop Pilot for MHD testingMichelle Langehennig, RLD CIOPRJ-DEL-013Pilot testing and acceptance by RLDMichelle Langehennig, RLD CIOPRJ-DEL-014Develop Production environment for MHDMichelle Langehennig, RLD CIOPRJ-DEL-015Creation of Production environment for MHDMichelle Langehennig, RLD CIOPRJ-DEL-016Migration of MHD DataMichelle Langehennig, RLD CIOPRJ-DEL-017Testing of MHD productionMichelle Langehennig, RLD CIOPRJ-DEL-018Production environment is live for MHDMichelle Langehennig, RLD CIOPRJ-DEL-019Closeout for Phase IMichelle Langehennig, RLD CIOPRJ-DEL-020Request Initiation Certification for Phase II: CIDMichelle Langehennig, RLD CIO4.1.3 Deliverable Acceptance Procedure The following procedure will be used for the formal acceptance of all deliverables.Deliverables will be submitted by Vendors to RLD Project Manager and project team for review. The RLD Project Manager (PM) will distribute the deliverable to additional subject matter experts, as applicable, and coordinate feedback to Vendors.Vendors will incorporate review comments/suggestions. Upon closure of all feedback, the RLD CIO will sign off on the reviewed deliverables as part of the Deliverable acceptance procedure.4.2 Product Lifecycle PhaseSummary of PhaseKey DeliverablesImplementation PhaseThe implementation phase includes the design, build, test and deployment of the Salesforce community platform in support of the MHD license, permit, inspection and investigation processes.Salesforce Development Sandbox EnvironmentSalesforce Quality Assurance (QA) sandbox environmentSalesforce User Acceptance Test (UAT) sandbox environmentSalesforce production sandbox EnvironmentData Migration programsInterfaces with MLO, PSI and CyberSource4.2.1 Technical StrategyThe key technical strategy for achieving success is to deploy the Salesforce platform using industry best practices. Salesforce provides a highly configurable and customizable SaaS that can deliver a complete software solution.4.2.2 Product and Product Development Deliverables4.2.2.1 Salesforce Development SandboxDescription Establish, design, build, test and deploy the Salesforce Development Sandbox Environment in support of the MHD license, permit, inspection and investigation processes.Deliverable Acceptance Criteria – Operational Salesforce Development Sandbox Environment, reviewed and accepted by RLD ITB Technical staff.Standards for Content and Format - Meets contractual requirements and adheres to industry best practices,Quality Review - Reviewed by key stakeholders.4.2.2.2 Salesforce Quality Assurance (QA) SandboxDescription Establish, design, build, test and deploy the Salesforce QA Sandbox Environment in support of the MHD license, permit, inspection and investigation processes.Deliverable Acceptance Criteria – Operational Salesforce QA Sandbox Environment, reviewed and accepted by RLD ITB Technical staff.Standards for Content and Format - Meets contractual requirements and adheres to industry best practices.Quality Review - Reviewed by key stakeholders.4.2.2.3 Salesforce UAT SandboxDescription Establish, design, build, test and deploy the Salesforce UAT Sandbox Environment in support of the MHD license, permit, inspection and investigation processes.Deliverable Acceptance Criteria – Operational Salesforce UAT Sandbox Environment, reviewed and accepted by RLD ITB Technical staff and MHD Business and Process Owners.Standards for Content and Format - Meets contractual requirements and adheres to industry best practices.Quality Review - Reviewed by key stakeholders.4.2.2.4 Salesforce Production SandboxDescription Establish, design, build, test and deploy the Salesforce Production Sandbox Environment in support of the MHD license, permit, inspection and investigation processes.Deliverable Acceptance Criteria – Operational Salesforce UAT Production Environment, reviewed and accepted by RLD ITB Technical staff and MHD Business and Process Owners.Standards for Content and Format - Meets contractual requirements and adheres to industry best practices.Quality Review - Reviewed by key stakeholders.4.2.2.5 Data Load ProgramsDescription Design, build and test data load programs which translate or transform legacy data provided by RLD ITB and successfully loads the data into the Salesforce Community platform in support of the MHD license, permit, inspection and investigation processes.Deliverable Acceptance Criteria – Data load programs functioning as required to load legacy data in support of MHD license, permit, inspection and investigation processes as defined by MHD Business and Process Owners.Standards for Content and Format - Meets contractual requirements and adheres to industry best practices.Quality Review - Reviewed by RLD ITB staff and data reviewed by MHD Business and Process Owners.4.2.2.6 IntegrationsDescription Design, build and test integrations with MLO, PSI and Cybersource as defined in the Business Requirements Document (BRD) in support of the MHD license, permit, inspection and investigation processes.Deliverable Acceptance Criteria – Integrations functioning as required to support real time and nightly transfer of data between the Salesforce Production environment and MLO, PSI and Cybersource in support of MHD license, permit, inspection, investigation and payment processes as defined by MHD Business and Process Owners.Standards for Content and Format - Meets contractual requirements and adheres to industry best practices.Quality Review - Reviewed by RLD ITB staff and data reviewed by MHD Business and Process Owners.4.2.3 Deliverable Approval Authority DesignationsDeliverable NumberDeliverableApprovers (Who can approve)Date ApprovedPRD-DEL-001Salesforce Development SandboxMichelle Langehennig, RLD CIOPRD-DEL-002Salesforce QA SandboxMichelle Langehennig, RLD CIOPRD-DEL-003Salesforce UAT SandboxAmanda Roybal, RLD MHD DirectorPRD-DEL-004Salesforce Production SandboxAmanda Roybal, RLD MHD DirectorPRD-DEL-005Data Transformation and Load ProgramsMichelle Langehennig, RLD CIOPRD-DEL-006Integrations with MLO, PSI and CybersourceMichelle Langehennig, RLD CIO4.2.4 Deliverable Acceptance ProcedureThe following procedure will be used for the formal acceptance of all deliverables.Deliverables will be submitted by Vendors to RLD Project Manager and project team for review.The RLD PM will distribute the deliverable to additional subject matter experts, as applicable, and coordinate feedback to Vendors.Vendors will incorporate review comments/suggestions.Upon closure of all feedback, the RLD CIO will sign off on the reviewed deliverables as part of the Deliverable acceptance procedure.5.0 Project Work5.1 Work Breakdown Structure (WBS)A WBS is a deliverable-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 detailed WBS as an attachment to this project plan.IdentifierWork Package DescriptionDefinition/ObjectiveMilestone/Deliverable1.1Project Management and ControlRisk, Issues and Action Item Management, Documentation Management, Scope Control, Status Reporting, Steering Committee MeetingsStatus Reports, Steering Committee Meetings, Risk, Issues and Action Items 1.2TechnicalEstablish and maintain Salesforce Development, QA, UAT and Production SandboxesSubmit TARC ExemptionProvide and configure field devices as necessary to ensure field personnel have the tools to perform their assigned tasksInstall mobile applications on field devicesReview and ensure that Business Continuity Plan meets SONM requirementsFunctional Salesforce environmentsTARC ExemptionField Devices configuredMobile applications installedBusiness Continuity Plan Reviewed and on file1.3Initiation PhaseDefine Scope, Schedule and Budget for P&ISM Phase 1Project Charter finalizedPMP draft1.4Planning PhaseUpdate and finalize PMP; Conduct best of breed future state analysis; License Salesforce software; contract for professional services. Updated PMPBest of Breed Future State AnalysisSalesforce SubscriptionProfessional Services Contracts1.5.1RequirementsMHD business requirements finalizedBRDNon-functional requirements1.5.2Design and BuildSprint’s 1 and 2 complete; configuration workbook developed; integrations defined and developed; data conversion defined, and extractions, transformations and loads (ETL) developed and documented, data cleanup of legacy dataConfiguration and Security setup (Configuration Workbook)Integrations with MLO, PSI and Cybersource developedData migrations (ETL) developedData Cleanup1.5.3TestingQA testing and UAT Testing completedQA Test Cases and ResultsUAT Test Cases and Results1.5.4.1Training and Change ManagementDevelop Training and Change Management materials; deliver trainingInternal User GuidesExternal User Guide on Community PortalTrain the Trainer TrainingEnd User TrainingTechnical TrainingHow To Videos (Basic Navigation, Permit Request, & Inspection Request) on RLD Website (both English and Spanish versions)1.5.4.2Deployment Develop Cutover Plan; present production readiness presentation to ESC, cutover to production environment; conduct verification testing; release for production useCutover PlanProduction Readiness PresentationCutover to Production EnvironmentVerification Test1.6Closeout PhaseProvide production support; archive project documentation; conduct lessons learned analysis; close phaseProduction SupportLessons Learned Report5.2 Schedule allocation – Project Timeline WBSTask NameResource NameMilestone (Y/N)DurationStartFinishDependent Task1RLD P&ISM Pilot Project?N729 daysFri 12/15/17Tue 9/29/20?1.1 Project Management and Control?N729 daysFri 12/15/17Tue 9/29/20?1.1.1 High-Level Planning?N706 daysFri 12/15/17Thu 8/27/20?1.1.1.1 Develop Project Charter?PMN114 daysFri 12/15/17Wed 5/23/18?1.1.1.2 Develop Risk Assessment?PMN114 daysFri 12/15/17Wed 5/23/18?1.1.1.3 Develop Project Management Plan?PMN114 daysFri 12/15/17Wed 5/23/18?1.1.1.4 Manage Project Scope?PMN592 daysThu 5/24/18Thu 8/27/2061.1.1.5 Manage Project Risk?PMN592 daysThu 5/24/18Thu 8/27/2061.1.2 Communication?N592 daysThu 5/24/18Thu 8/27/20?1.1.2.1 Develop Change Management Plan?PMN10 daysThu 7/9/20Wed 7/22/20791.1.2.2 Executive Steering Committee?N41 daysFri 6/26/20Thu 8/20/20?1.1.2.2.1 Form ESC?PMN1 dayFri 6/26/20Fri 6/26/20?1.1.2.2.2 Conduct Monthly ESC Meetings?PMN32 daysThu 7/9/20Thu 8/20/20?1.1.2.3 Core Team Meetings?PM,RLD,ITB,MTXN41 daysMon 6/29/20Fri 8/21/20?1.1.2.4 Status Reports?N592 daysThu 5/24/18Thu 8/27/20?1.1.2.4.1 Submit Weekly Status Reports?PMN36 daysMon 7/6/20Fri 8/21/2014SS+5 days1.1.2.4.2 Submit Monthly DoIT Status Reports?PMN592 daysThu 5/24/18Thu 8/27/2061.1.2.5 End User Outreach?N40 daysMon 6/15/20Thu 8/6/20?1.1.2.5.1 Develop and Publish Splash Marketing Video?MTXN16 daysMon 6/15/20Mon 7/6/20?1.1.2.5.2 Develop and publish Client How To Videos (3)?MTXN20 daysMon 7/13/20Thu 8/6/20?1.1.3 Change Control?N486 daysThu 4/19/18Thu 2/27/20?1.1.3.1 Change Request 05-23-2018?N25 daysThu 4/19/18Wed 5/23/18?1.1.3.1.1 Develop PCC Change Request ?PMN15 daysThu 4/19/18Wed 5/9/18?1.1.3.1.2 Submit PCC Change Request?PMY0 daysWed 5/23/18Wed 5/23/1823FF+10 days1.1.3.1.3 PCC Change Request Approved?PCCY0 daysWed 5/23/18Wed 5/23/1824FF1.1.3.2 Change Request 09-26-2019?N352 daysWed 5/23/18Thu 9/26/19?1.1.3.2.1 Develop PCC Change Request ?PMN15 daysFri 8/23/19Thu 9/12/19?1.1.3.2.2 Submit PCC Change Request?PMY0 daysThu 9/26/19Thu 9/26/1927FF+10 days1.1.3.2.3 PCC Change Request Approved?PCCN352 daysWed 5/23/18Thu 9/26/1928FF1.1.3.3 Change Request 02-27-2020?N25 daysFri 1/24/20Thu 2/27/20?1.1.3.3.1 Develop PCC Change Request ?PMN15 daysFri 1/24/20Thu 2/13/20?1.1.3.3.2 Submit PCC Change Request?PMY0 daysThu 2/27/20Thu 2/27/2031FF+10 days1.1.3.3.3 PCC Change Request Approved?PCCN1 dayThu 2/27/20Thu 2/27/2032FF1.1.4 Governance?N638 daysMon 4/23/18Tue 9/29/20?1.1.4.1 PCC Initiation Phase?N23 daysMon 4/23/18Wed 5/23/18?1.1.4.1.1 Develop PCC Initiation Certification Request Documents?PMN13 daysMon 4/23/18Wed 5/9/18?1.1.4.1.2 Present PCC Initiation Certification Request?PMY0 daysWed 5/23/18Wed 5/23/1836FF+10 days1.1.4.1.3 Initiation Phase Certified/Funding Released?PCCY0 daysWed 5/23/18Wed 5/23/1837FF1.1.4.2 PCC Planning Phase?N23 daysMon 4/23/18Wed 5/23/18?1.1.4.2.1 Develop PCC Plan Certification Request Documents?PMN13 daysMon 4/23/18Wed 5/9/18?1.1.4.2.2 Present PCC Plan Certification Request?PMY0 daysWed 5/23/18Wed 5/23/1840FF+10 days1.1.4.2.3 Plan Phase Certified/Funding Released?PCCY0 daysWed 5/23/18Wed 5/23/1841FF1.1.4.3 PCC Implementation Phase?N27 daysMon 6/15/20Tue 7/21/20?1.1.4.3.1 Develop PCC Implementation Certification Request Documents?PMN17 daysMon 6/15/20Tue 7/7/20?1.1.4.3.2 Submit PCC Implementation Certification Request?PMN1 dayThu 7/9/20Thu 7/9/2044FS+1 day1.1.4.3.3 Implementation Phase Certified/Funding Released?PCCY0 daysTue 7/21/20Tue 7/21/2045FF+10 days1.1.4.4 PCC Closeout?N14 daysMon 8/10/20Thu 8/27/20?1.1.4.4.1 Develop PCC Closeout Certification Request Documents?PMN4 daysMon 8/10/20Thu 8/13/201681.1.4.4.2 Submit PCC Closeout Certification Request?PMN1 dayThu 8/13/20Thu 8/13/2048FF1.1.4.4.3 Closeout Certified?PCCY0 daysThu 8/27/20Thu 8/27/2049FF+10 days1.1.4.5 IV&V Support?N243 daysMon 10/28/19Tue 9/29/20?1.1.4.5.1 Select IV&V ConsultantCION60 daysMon 10/28/19Fri 1/17/20?1.1.4.5.2 Process IV&V Contract?CION45 daysMon 1/20/20Fri 3/20/20521.1.4.5.3 Provide IV&V Support?IV&VN138 daysMon 3/23/20Tue 9/29/20531.2 Technical?N179 daysThu 10/31/19Wed 7/8/20?1.2.1 Submit TARC Exemption Request?CION10 daysTue 6/2/20Mon 6/15/20?1.2.2 TARC Exemption Approved?PCCN2 daysTue 6/16/20Wed 6/17/20561.2.3 Region Management?N20 daysMon 3/30/20Fri 4/24/20?1.2.3.1 Establish Environments?MTXN10 daysMon 3/30/20Fri 4/10/20?1.2.3.2 Define and publish configuration management protocol?MTXN10 daysMon 4/13/20Fri 4/24/20591.2.4 Make Ready End User Devices?N10 daysThu 6/25/20Wed 7/8/20?1.2.4.1 Ensure devices have updated OS to support applications?ITBN10 daysThu 6/25/20Wed 7/8/20?1.2.4.2 Install applications?ITBN10 daysThu 6/25/20Wed 7/8/20?1.2.5 Business Continuity?Y0 daysThu 10/31/19Thu 10/31/19?1.2.5.1 Review or Update Business Continuity Plan?ITBY0 daysThu 10/31/19Thu 10/31/19?1.3 Initiation Phase?N114 daysFri 12/15/17Wed 5/23/18?1.3.1 Detailed Planning?PMN114 daysFri 12/15/17Wed 5/23/18?1.3.2 Finalize Project Management Plan?PMN114 daysFri 12/15/17Wed 5/23/18?1.4 Plan Phase?N275 daysThu 6/20/19Wed 7/8/20?1.4.1 IT requirements elicitation and management?PMN4 daysThu 6/20/19Tue 6/25/19?1.4.2 Best in Breed: Future state analysis, alternative solutions survey, investigation and analysis and business case solution recommendation?PMN4 daysThu 6/20/19Tue 6/25/19?1.4.3 Business, technical and functional requirements for Manufactured Housing Division (MHD)?PMN57 daysMon 7/29/19Tue 10/15/19?1.4.4 Business, technical and functional requirements for Construction Industries Division (CID)?PMN24.2 daysMon 7/29/19Fri 8/30/19?1.4.5 License Salesforce Software?CION1 dayTue 6/25/19Tue 6/25/19?1.4.6 Process Implementation Services Contract?CION45 daysMon 3/2/20Fri 5/1/20?1.4.7 Requirements traceability matrix for MHDBAN1 dayTue 10/15/19Tue 10/15/19?1.4.8 Reporting requirements review and acceptance for MHD?BAN1 dayTue 10/15/19Tue 10/15/19?1.4.9 Update and Finalize PMP?PMN12 daysTue 6/23/20Wed 7/8/20?1.4.10 Salesforce Platform?N5 daysMon 5/4/20Fri 5/8/20?1.4.10.1 Pre-kickoff Documentation?MTXN4 daysMon 5/4/20Thu 5/7/20?1.4.10.2 Pre-Kickoff?MTXN5 daysMon 5/4/20Fri 5/8/20?1.4.10.3 Internal Kick-off?MTXN1 dayMon 5/4/20Mon 5/4/20?1.4.10.4 Client Pre-Kickoff?MTXN1 dayMon 5/4/20Mon 5/4/20?1.4.10.5 Prep and Documentation?MTXN3 daysTue 5/5/20Thu 5/7/20?1.5 Implementation Phase - Develop Pilot for MHD?N79 daysWed 5/6/20Fri 8/21/20?1.5.1 Requirements?N52 daysWed 5/6/20Thu 7/16/20?1.5.1.1 Discovery (Week 1)?N3 daysWed 5/6/20Fri 5/8/20?1.5.1.1.1 Discovery Session - Accela Demo; Payment Gateway?MTX, MHDN0.1 daysWed 5/6/20Wed 5/6/20?1.5.1.1.2 Discovery Session - Integrations, Data Migrations?MTX, MHDN0.1 daysThu 5/7/20Thu 5/7/20?1.5.1.1.3 Project Kick-off Meeting?MTX, MHDN0.1 daysFri 5/8/20Fri 5/8/20?1.5.1.1.4 Design writing (internal)?MTX, MHDN1 dayFri 5/8/20Fri 5/8/20?1.5.1.1.5 BRD Complete?MTXN0 daysFri 7/10/20Fri 7/10/20?1.5.1.1.6 BRD Approved?MTX, MHDN5 daysFri 7/10/20Thu 7/16/20941.5.2 Design and Build?N53 daysMon 5/11/20Wed 7/22/20?1.5.2.1 Discovery & Design Phase (Week 2)?N15 daysMon 5/11/20Fri 5/29/20?1.5.2.2 Story Sign off and Scope Checkpoint?MTX, MHDN15 daysMon 5/11/20Fri 5/29/20?1.5.2.3 Discovery - Portal User Registration?MTX, MHDN0.25 daysMon 5/11/20Mon 5/11/20921.5.2.4 Discovery - Inspections?MTX, MHDN0.25 daysTue 5/12/20Tue 5/12/20?1.5.2.5 Discovery - Permissions/Security?MTX, MHDN0.1 daysTue 5/12/20Tue 5/12/20?1.5.2.6 Discovery - Investigations ?MTX, MHDN0.25 daysTue 5/12/20Tue 5/12/20?1.5.2.7 Task Creation and Assignment (Internal)?MTX, MHDN2 daysMon 5/11/20Tue 5/12/20?1.5.2.8 Discovery - Metrics and Reports?MTX, MHDN0.1 daysWed 5/13/20Wed 5/13/20?1.5.2.9 Discovery - Business Process Payments/Disputes ?MTX, MHDN0.1 daysWed 5/13/20Wed 5/13/20?1.5.2.10 Change Enablement Kickoff?MTX, MHDN0.1 daysWed 5/13/20Wed 5/13/20?1.5.2.11 Follow up meetings?MTX, MHDN2 daysMon 5/11/20Tue 5/12/20981.5.2.12 Clean up User Stories (Internal)?MTX, MHDN5 daysThu 5/14/20Wed 5/20/20?1.5.2.13 Approval of Templates (BCA)?MTX, MHDN1 dayWed 5/20/20Wed 5/20/20?1.5.2.14 Deliverables: Configuration WB 25%, Data D. 25%; BRD 75%?MTX, MHDN1 dayFri 5/29/20Fri 5/29/20?1.5.2.15 NM Sprint 1?N16 daysMon 5/25/20Mon 6/15/20?1.5.2.15.1 DevelopmentMTXN16 daysMon 5/25/20Mon 6/15/20?1.5.2.15.2 Development/ConfigurationMTXN8 daysMon 5/25/20Wed 6/3/20?1.5.2.15.3 QA Complete Sprint 1 Test Case Creation and ExecutionMTXN10 daysMon 5/25/20Fri 6/5/20?1.5.2.15.4 Client demoMTX, MHDN0.25 daysMon 6/8/20Mon 6/8/20?1.5.2.15.5 Internal QAMTXN8 daysThu 5/28/20Mon 6/8/20?1.5.2.15.6 PSI API DUEMTX, ITBN19 daysMon 5/25/20Thu 6/18/20?1.5.2.15.7 New Mexico - Team QAing?MTX, MHDN5 daysMon 6/8/20Fri 6/12/20?1.5.2.15.8 Deliverables: Configuration WB 75%, Data D. 75%; BRD 100% CE Plan 50%?MTXN1 dayFri 6/12/20Fri 6/12/20?1.5.2.15.9 Sprint 1 Solution Approval?MHD, CION1 dayMon 6/15/20Mon 6/15/201171.5.2.16 Integration?N38 daysSun 5/31/20Wed 7/22/20?1.5.2.16.1 Develop Integration Strategy and Plan?PMN10 daysThu 7/9/20Wed 7/22/20791.5.2.16.2 Migration of MHD Data?ITB, MTXN31 daysSun 5/31/20Fri 7/10/20?1.5.2.17 NM Sprint 2?N12 daysMon 6/15/20Tue 6/30/20?1.5.2.17.1 Development?MTXN12 daysMon 6/15/20Tue 6/30/20?1.5.2.17.2 Development/Configuration?MTXN7 daysMon 6/15/20Tue 6/23/20?1.5.2.17.3 QA Complete 50% Sprint 2 Test Case Creation and Execution?MTXN7 daysMon 6/15/20Tue 6/23/20?1.5.2.17.4 Client Demos?N3.25 daysTue 6/23/20Fri 6/26/20?1.5.2.17.4.1 Payments and Fee Management - Client demo?MTX, MHDN0.25 daysTue 6/23/20Tue 6/23/20?1.5.2.17.4.2 Inspections - Client demo?MTX, MHDN0.25 daysWed 6/24/20Wed 6/24/20?1.5.2.17.4.3 Inspections - Client demo?MTX, MHDN0.25 daysThu 6/25/20Thu 6/25/20?1.5.2.17.4.4 Investigations - Client demo?MTX, MHDN0.25 daysFri 6/26/20Fri 6/26/20?1.5.2.17.5 Internal QA?MTX, MHDN7 daysMon 6/15/20Tue 6/23/20?1.5.2.17.6 Sprint 2 Testing?MTX, MHDN5 daysFri 7/3/20Thu 7/9/20125FS+2 days1.5.2.17.7 Sprint 2 Deliverables (Contract Deliv. 4)?N0 daysFri 7/10/20Fri 7/10/20?1.5.2.17.7.1 Updated Configuration Workbook?MTXY0 daysFri 7/10/20Fri 7/10/201341.5.2.17.7.2 Data Dictionary Updated?MTXY0 daysFri 7/10/20Fri 7/10/201341.5.2.17.7.3 ERD Complete?MTXY0 daysFri 7/10/20Fri 7/10/201341.5.2.17.7.4 Change Enablement Plan?MTXY0 daysFri 7/10/20Fri 7/10/201341.5.2.17.7.5 Sprint 2 Solution ApprovalMHD, CIOY0 daysFri 7/10/20Fri 7/10/20136,137,138,139,941.5.3 Test - Pilot Testing and Acceptance by RLD?N20 daysWed 7/1/20Mon 7/27/20?1.5.3.1 Develop Test Strategy and Plan?PMN10 daysThu 7/9/20Wed 7/22/20122SS1.5.3.2 UAT Pre & Regression?MTX, MHDN3 daysWed 7/1/20Fri 7/3/20?1.5.3.3 UAT Documentation?MTX, MHDN2 daysWed 7/1/20Fri 7/3/20132FS+3 days1.5.3.4 QA to UAT - Deployment?MTX, MHDN3 daysWed 7/1/20Fri 7/3/20?1.5.3.5 Internal QA and Regression Testing?MTX, MHDN5 daysWed 7/1/20Tue 7/7/20?1.5.3.6 UAT - NM Team?MTX, MHDN15 daysMon 7/6/20Fri 7/24/20?1.5.3.7 UAT Sign-offMHD, CION1 dayMon 7/27/20Mon 7/27/201471.5.4 Deploy?N36 daysMon 7/6/20Fri 8/21/20?1.5.4.1 Training?N20 daysMon 7/6/20Thu 7/30/20?1.5.4.1.1 Internal User Guide Complete?MTXN12 daysMon 7/6/20Tue 7/21/20?1.5.4.1.2 Train the Trainer?MTXN7 daysThu 7/16/20Fri 7/24/20?1.5.4.1.3 End User Training?MTX, MHDN5 daysSat 7/25/20Thu 7/30/201521.5.4.1.4 Technical Transfer?MTXN3 daysMon 7/20/20Wed 7/22/20?1.5.4.2 Cutover Planning and Execution?N25 daysTue 7/21/20Fri 8/21/20?1.5.4.2.1 Develop and Execute Cutover Plan?PMN8 daysTue 7/28/20Thu 8/6/201481.5.4.2.2 Code and Configuration Freeze in effect?MTXC, ITBN5 daysMon 8/3/20Fri 8/7/20?1.5.4.2.3 Production Readiness?N1 dayTue 7/21/20Tue 7/21/20?1.5.4.2.3.1 Demo MHD pilot to PCC and Leadership?MTX, MHDN1 dayWed 7/22/20Wed 7/22/20?1.5.4.2.3.2 Conduct Production Readiness Presentation?PMN1 dayFri 8/7/20Fri 8/7/201561.5.4.2.3.3 Production Cutover Authorized?ESCY0 daysFri 8/7/20Fri 8/7/20160FF1.5.4.2.4 Cutover Execution?Y0 daysSat 8/8/20Sun 8/9/20?1.5.4.2.4.1 Conduct Production Cutover?MTB, ITBN2 daysSat 8/8/20Sun 8/9/201611.5.4.2.4.2 Conduct Smoke (Verification) Testing?MHDN2 daysSat 8/8/20Sun 8/9/20?1.5.4.2.4.3 Email Communication to External Users How To VideoMHD?N2 daysSat 8/8/20Sun 8/9/20?1.5.4.2.4.4 Add External User Guide on Community Portal?ITBN2 daysSat 8/8/20Sun 8/9/20?1.5.4.2.4.5 Add "How To Video" (Spanish/English) on RLD Website?ITBN2 daysSat 8/8/20Sun 8/9/20?1.5.4.2.4.6 Production Use Authorized?ESCN2 daysSat 8/8/20Sun 8/9/20?1.5.4.2.5 Provide Production Support?MTX, ITBN10 daysMon 8/10/20Fri 8/21/201681.6 Closeout PhaseN9 daysMon 8/17/20Thu 8/27/20?1.6.1 Archive Project Documentation?PMN3 daysWed 8/19/20Fri 8/21/20169FF1.6.2 Financial Closeout?PMN5 daysMon 8/17/20Fri 8/21/20169FF1.6.3 Contract Closeout?CION5 daysMon 8/17/20Fri 8/21/20169FF1.6.4 Project Closed?Y0 daysThu 8/27/20Thu 8/27/2050,171,172,1735.3 Project BudgetEstimated Project Budget?(do not include maintenance and operations.)Comments:?DescriptionFY19FY20FY21FY22TotalProject ManagementServicesCloverleaf, Burger, Carroll & Associates + TekSystems$18,892.50$18,619.34$36,378.00$0$73,889.84Business Analysis ServicesFusionSto$205,690$0$0$0$205,690Implementation ServicesCarahsoft - MTX Group Inc.$0?$285,089.44?$285,084.49$0$570,173.93?Other Services?$0$0$0$0$0IV&VRESPEC$0$30,205.00$43,150.00$0$73,355?Hardware?$0$0$0$0$0SoftwareCarahsoft Technology Corp.$0$497,611.50$0$0$497,611.50Internal Staff(Only include staff charged to project funds.)?$0$0$0$0$0Total:?$224,582.50$831,525.28$364,612.49$0$1,420,720.275.4.1 Project Team Organizational Structure5.4.2 Project Team Roles and ResponsibilitiesRoleResponsibilityNameFunctional AreaExecutive SponsorProvides leadership on culture and values; owns the business case; keeps project aligned with organization's strategic direction; governs project risk; works with other sponsors; focuses on realization of benefits; recommends opportunities to optimize cost/benefits; ensures continuity of sponsorship; and provides feedbackMarguerite SalazarSuperintendentBusiness Owner(s)Decision-maker for the project; participates in ESC meetings; provides support for the Project Manager; assists with major issues, problems, and policy conflicts; removes obstacles; and signs off on major deliverables.Amanda RoybalClay BaileyMichelle LangehennigMHD DirectorCID DirectorCIOLead Project ManagerResponsible for facilitating all project activities and events, scheduling and sometimes facilitating meetings and other communications, monitoring and reporting on project status, and establishing and maintaining project repositoryMarcus Gee, PMPProject ManagementB-SMEParticipates in the requirements sessions, specifying the requirements for MHD; conducts testing to ensure system satisfies requirements; participates in development of training materials and delivery of end user training.Gabriella RomeroMHD – LicensingB-SMEParticipates in the requirements sessions, specifying the requirements for MHD; conducts testing to ensure system satisfies requirements; participates in development of training materials and delivery of end user training.Natasha BarelaMHD – PermittingB-SMEParticipates in the requirements sessions, specifying the requirements for MHD; conducts testing to ensure system satisfies requirements; participates in development of training materials and delivery of end user training.Jesus CarrascoRussell WinkJoseph Aragon MHD – InspectionsB-SMEParticipates in the requirements sessions, specifying the requirements for MHD; conducts testing to ensure system satisfies requirements; participates in development of training materials and delivery of end user training.Carla RoybalCarolyn HernandezMHD – InvestigationsNetwork Administration SupervisorContract Administration; Technical staff management; participate in ESC meetingsEric ScottInfrastructure and Contract ManagementApplication Support TeamData mapping from legacy systems to Salesforce platform; data migration and cleanup; MLO and PSI interface design, development and testing.Chuck SlocterRon OrtizMario OlguinIntegration and Data MigrationBusiness Analysis and Project Management supportUpdates and submits monthly DoIT reports; develops, updates and maintains project documents and deliverablesJosh GonzalesBusiness AnalystMTX Group Project ManagerMaintain development schedule; manage development resources; schedule and facilitate meetings as requiredJude VossMTX GroupMTX Group - ArchitectAnalyzes the technology environment, enterprise specifics; and requirements; documents requirements; creates the solution prototype; controls solution development; and supports MTX Group Project Manager.Alexander HabibyMTX GroupMTX Group - RequirementsAnalyzes and documents requirements; works with MTX development team and B-SMEs to translate requirements to system features and functions; coordinates testing to ensure 100% requirements coverage; and supports end user demos.Swarna PeriMTX GroupMTX Group – Change ManagementCoordinates end user community outreach activities; owns change management activities; develops training and communication materials and prepares benefits materials (videos and webinars) Jim HaurylkoMTX GroupMTX Group - IntegrationDesigns integrations, leads integration documentation and development efforts, leads integration testing effort to ensure satisfactory results are achieved re integration with CyberSource, MLO and PSIKoert ZegelsMTX GroupMTX Group - TestingCoordinates Quality Assurance and User Acceptance Testing activities; tracks test results Harshvardhan SinghMTX GroupMTX Group – Data ConversionResponsible for working with RLD Integration and Data Migration Team to map legacy data to target tables and fields in Salesforce; facilitates meetings as required, identifies and resolves data migration issues; and tests data migrations in SalesforceMisael DemouraMTX GroupIV&VAttends a broad range of project meetings; assesses overall project health; conducts interviews with project stakeholders; provides an independent escalation path for project issues and project inhibitors; provides early, proactive insight into project risks with recommendations; and provides assessments of products and processes throughout the project lifecycle.Joel MatekJim WastvedtRESPEC Company, LLC5.5 Staff Planning and Resource Acquisition5.5.1 Project StaffIn addition to the staff listed in 2.2, the following vendors have served or will support the project as project managers, business analysts (BA), developers, evaluators, etc.Resource Cost EstimateEstimated HoursAvailabilitySkill SetWork Product/DeliverableCloverLeaf$18,892.50Completed Best in BreedN/APMBest in breedBurger, Carroll & Associates$91,087.50N/APMProject Management ServicesTekSystems$39,447.40Through project completionFT - RemotePMProject Management SupportFusionSTO$205,690.00Through project completionBABusiness analysis servicesMTX Group Inc.$570,178.87Through project completionFTDevelopmentImplementation servicesIV&V$73,355.00Through project completionFTIV&VIndependent verification and validation5.5.2 Non-Personnel resourcesResource Cost EstimateEstimated units/hoursAvailabilitySourceWork Product/DeliverableSalesforce Subscription$497,611.50N/A24x7Salesforce Community Environments (Development, QA, UAT, and Production)5.6 Project LogisticsRLD staff, development resources, project management and IV&V support will be provided remotely for the most part. Project Management support will be provided remotely, with the exception of PCC and other meetings requiring on-site presence. It is envisioned that for the MHD pilot at least, all meetings will be conducted virtually using WebEx, Microsoft Teams, and other similar meeting platforms. As needed and required, in person meetings will be held at the Executive Sponsors and Business Owner’s discretion.Any new resources added to the project during the life cycle will be oriented by the Project Manager or their delegate. Such orientation will include access to the document repositories on SharePoint, Beans and other documents, and access to WebEx and Salesforce as appropriate. Project personnel brought on board during the project will be provided a copy of the PMP and schedule and required to familiarize themselves with them. 5.6.1 Project Team TrainingResourceCost EstimateEstimated HoursAvailabilitySkill SetWork Product/DeliverableTrailheadIncl.1624x7TechnicalSystems Admin.Salesforce Operation and Maintenance6.0 Project Management and Controls6.1 Risk and Issue ManagementThe P&ISM Pilot Project is adhering to the DoIT Methodology as it relates to Risk and Issues Management. MS-SharePoint has been deployed in support of the project, and both Risk Management and Issues Management are documented and tracked in the folder so-designated.A Risk is defined as something that has potential or probability of occurring, and for which a determination of action must be made to avoid, mitigate, or accept the effects of that occurrence.An Issue is defined as something that has occurred, and which will have an adverse impact which must be addressed to minimize impact and to facilitate recovery. NOTE: a project risk that has occurred may also be considered an issue.6.1.1 Risk Management StrategyA Risk Assessment was developed during the first few days and weeks of the project and is on file on the project SharePoint site in the Risk Management Library. The Risk Assessment will be maintained and updated at frequent intervals.Risk Identification is a standing item on the Core Team Meeting Agenda to ensure that risk awareness remains at a high level across the project team over the lifecycle of the project. Prior to Phase Gates, the Core Team will elevate emphasis on Risk and Issue Identification and Management.The Risk Log is referred to and updated regularly by the Project Manager. All project personnel have access to the Risk Log and may submit a perceived risk at any time.6.1.2 Project Risk IdentificationRisks may be identified at the project level or by a number of other criteria. A column entitled ‘Category’ has been added to the Risk and Issues Log, which provides any stakeholder with another method for parsing the risks by area of responsibility, thereby aligning risks with the project organizational structure. As indicated above, any member of the team may identify and log either a risk or an issue at any time. Team Members and Stakeholders are encouraged to raise risks and issues anywhere and anytime they are perceived.6.1.3 Project Risk Mitigation ApproachThe Project Team’s approach to risk mitigation is based on conservativism and taking a proactive approach to risk management. Any perceived risk will be given due diligence and objective consideration. A mitigation strategy will be developed as appropriate.The P&ISM Pilot Project Team will be proactive and strive to create a culture where team members are encouraged to raise risks and issues wherever they are perceived. The Team is similarly committed to elevating awareness of risks and issues to the ESC and Governance, and will work proactively with the IV&V contractor to seek collaborative and timely mitigation strategies.6.1.4 Risk Reporting and Escalation StrategyRisks may be raised by anyone at any point during the project lifecycle. Risks may be reported via email or entered directly into the SharePoint Risk Log and then reported to the Project Manager for consideration and disposition.Risks will be evaluated by the Project Manager and core team. All Risks reported will remain on the Risk Log, though they may be moved to a “Closed” status as appropriate. All new risks will be discussed in the weekly Core Team Meetings and will be disclosed on the Project Manager’s weekly status reports to Steering Committee Members and other Stakeholders.Risks of “Likely” or higher probability or “Medium” or higher impact will be presented at the monthly ESC meetings. The contingency plans for each will be discussed, as will the mitigation plans.6.1.5 Project Risk Tracking ApproachAll project risks will be tracked using the DoIT Risk and Issue Log Tracking tool provided. As noted above, new risks will be discussed at the bi-weekly project team meetings, and all open risks will be reviewed by the core team on a monthly basis to assess changes in probability or impact.The Risk and Issues Log is available at any time on the Project SharePoint site or upon request to the Project Manager at marcus.gee2@state.nm.us. 6.1.6 Issue Managemanment6.1.6.1 Internal Issue Escalation and Resolution Process6.1.6.2 External Issue Escalation and Resolution Process Issue management and escalation will follow a similar escalation schema as described in Section 6.1.6.1.6.2 Independent Verification And Validation - IV&VIndependent Verification and Validation (IV&V) is the process of evaluating a system to determine compliance with specified requirements and whether the products of a given development phase fulfill the requirements established during the previous stage. Each of these activities is performed by an organization independent of the development organization. IV&V requirements will be met as follows:The IV&V Contractor will:Attend a broad range of project meetings to assess overall project health, including conducting?interviews with a diverse sample of project stakeholders;Provide an independent escalation path for project issues and project inhibitors;Provide early, proactive insight into project risks with recommendations;Facilitate early detection and correction of errors/issues;Enhance the project management team’s understanding of how to apply industry best practices to specific project approach;Assist with improving compliance with the project’s performance, schedule, and budget requirement; andProvide valuable assessments of products and processes throughout the project lifecycle.6.3 Scope Management PlanThe P&ISM Pilot Project scope relates to deploying a new system for MHD to manage the licensing, permitting, inspection and investigation processes currently being supported with the Accela System.Daily core team meetings to review status, progress, near term plans, issues and action items are core to the team management. Progress on the project will be tracked and reported weekly in the Project Status munications play a pivotal role in managing stakeholder expectations and managing scope. All Stakeholders will receive the Project Status Report each week. Daily data migration, testing and integration meetings will elevate any scope management issues immediately, and these will be carefully monitored and escalated to the ESC as needed.6.3.1 Change Control6.3.1.1 Change Control ProcessThe Project Manager shall conduct an impact analysis to determine the impact of the change on scope, time and cost of the project. The change request and impact analysis will be used in determining if the change request can be achieved. For an approved change request, the vendor Project Manager will deliver an initial response on the Change Request form that will include the following:Estimated date by which change will be completed if approvedChange request numberHigh level assessment of the impact of the change (anticipated price impact, anticipated schedule impact), and consequential changes to the Scope of WorkRequested approvals from specified project team members. The Change Request form will include the following information:Date submittedChange categoryDescription of changeEvents that made change necessary/desired.6.3.1.2 Change Control Board (CCB)The project shall follow a two-level CCB schema. The Executive Sponsors, Business Owners, Project Manager, and Chief Information Officer (CIO) will function as the CCB for the project, for any changes that may require an amendment to the contract(s). Less significant changes, including minor adjustments to deliverable timelines and content, may be approved by a CCB composed of the Business Owner and Project Managers.Any change which increases the overall cost of the project will require approval by the Executive Sponsors and/or B discussion and decisions shall be documented in meeting minutes for the Executive Sponsors, CIO and Business Owners.Discussion and approval/disapproval of less significant changes by the Business Owner and Project Managers shall be documented either in meeting minutes or via email.Changes to downstream documentation, requirements and training docs and schedule, for example, shall be made once a change is approved.6.4 Project Budget Management6.4.1 Budget TrackingThe budget will be tracked by the Project Business Analyst and budget tracking updates will be provided on a monthly basis utilizing excel spreadsheets and the SHARE financial system. Monthly budget reporting to DoIT will be managed by the IT Project Manager and verified by the Business Owners and Project Manager.6.5 Communication PlanCommunication planning involves determining 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. The complexity of the project may require a separate communication plan; however a high level summary of that plan is included here and a reference made to the appropriate Appendix.6.5.1 Communication MatrixCommunication TypeObjective of CommunicationMediumFrequencyAudienceOwnerDeliverableInitial Logistical Kickoff MeetingIntroduce the project team and the project. Review project objectives and management approach.- Conference CallOnce- Project TeamVendor Project Manager- Meeting Minutes- PMP- Issue tracking system & other documentation templates as neededBusiness Analysis & Project KickoffIn-depth review of business processes & needs across all stakeholders. Formal project kickoff across full project team.- Face to FaceOnce- Project Sponsor- Project Team- StakeholdersVendor Project Manager- Meeting Minutes- Baseline project schedule- Updated PMPProject Team MeetingsReview status of the project with the team.- Conference CallBi-Weekly- Project TeamProject Manager-PMO- Meeting Minutes- Updated Project Schedule & issue/risk logIT Project ReportsReport the status of the project including activities, progress, costs and issues.- EmailBi-Weekly Monthly (ESC Report)- Business Owner- IT LeadershipIT Project Manager- Project Status ReportESC Project Status ReportsReport the status of the project including activities, progress, costs and issues.Conference call and emailMonthly - Project Sponsor- Project TeamBusiness Project Manager- Project Status Report- Project ScheduleDoIT Monthly Status ReportsReport the status of the project, including progress, cost, performance to budget and risk.EmailMonthly- DoIT- PCC - General PublicIT Project ManagerWHO?Monthly ReportExternal stakeholder updatesReport progress and solicit input from stakeholders as project proceedsConference call or emailMonthlyExternal StakeholdersBusiness ownerMeeting Minutes6.5.2 Status MeetingsWeekly project status meeting will be held every Thursday that will report RLD’s project progress, issues and design product demonstration throughout the lifecycle of the project.6.5.3 Project Status ReportsThe following status reports will be delivered throughout the life of the project:P&ISM Project weekly status report to RLD-IT and Business OwnersIV&V Reports to Business Owners, CIO, & Enterprise Project Management Office (EPMO)Monthly report to EPMOAd-hoc reports as necessary6.6 Performance Measurement (Project Metrics)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 the 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 (schedule), cost (budget) and quality.6.6.1 BaselinesProject AreaCategoryMeasureProject ManagementTask performance On ScheduleQualityErrors in Data ModelingErrors by functional areaTesting (Data Warehouse)Performance and QualityAccepted/Not AcceptedImplementationQuality DataA final data feed from the Subject Matter Expert (SME) that is accurate and complete.6.6.2 Metrics LibraryA monthly analysis of performance and cost metrics will be calculated and reported to IT Leadership, this information will also be reported to the Business Owners on a quarterly basis. 6.7 Quality Objectives and ControlQuality Management includes the processes required to ensure 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 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.6.7.1 Quality StandardsEach functional organization is responsible for the quality of its contribution to the project and will apply its internal quality standards to project products and services. The project team will assess the project’s products and services based on the standards established by the functional organizations represented on the project.There are number of ways that quality has been built into this project. The first is IV&V, which will make sure the project meets expected requirements through a third party evaluation of the project. The second is the integrated project control process and change control process, which assure that any changes made to the project are executed in a structured manner. The change control process minimizes change of scope to the project and, if scope does change, it is done with a clear understanding of impact to the project. The third process for quality management is the risk management plan, which measures, mitigates and includes contingency plans for each risk.The project team will create lessons learned at the end of the project. These lessons learned will be incorporated into subsequent phases, if any, of the project and be part of the project library that will be available for future projects to use.All of these processes combined will create a product with quality that is built in, not tested in after the fact, and will provide an environment that maximizes opportunities to control quality.No.Quality StandardTracking Tool or Measure1Project phase is completed by the established finish date.Project ScheduleProject Status2Project is completed within budget.Project CharterProject Status3Monthly project reviews show contractors deliver requirements specified in the contract by due dates.Vendor ContractCustomer ApprovalsProject Schedule4Project issues are resolved and documented within specified time limits, or extensions are justified.Issue Tracking5Project will be completed based on the original project scope and approved scope changes.Project CharterProject PlanChange Request(s)6.7.2 Project and Product Review and AssessmentsReview TypeQuality StandardToolsReviewerReportsPeer ReviewsPer deliverableChecklists anddeliverableacceptance criteriaTeammembersEdited /commenteddeliverableTestingSystem andAcceptance TestCyclesTest scripts andCases.Test Plans.Automated testScripts.TeammembersTest ResultsInternal AuditsCloseout tasksProjectdocumentation andcommunicationreview.RLD PM , FUSIONSTO/Salesforce Project Team/ANMLessons Learned,Phase CloseoutReports6.7.3 Agency/Customer SatisfactionAreas of feedbackWhenHow OftenAgency awarenessMeeting to go over the status of the projectWeeklyQuality of communicationsContractor is always available to call or emailsWeeklyManages project tasksHas been keeping a running log of all the items to ensure RLD questions and concerns are addressedWeeklyProductive MeetingsMeetings held weekly and RLD updated with system configuration assignmentsWeekly6.7.4 Product Deliverable Acceptance Process The RLD CIO will take delivery of any required media; manuals; contracts; licenses; services agreements; configuration settings; status of patches; in-house or vendor developed code; test cases, routines, and scripts; and other items required for the project. The RLD CIO will take delivery of such products only after the product deliverables have been accepted by the RLD Business Owners.DeliverableFinal Approval ProcessCustomer Acceptance CriteriaScoping SessionSignature approval by Business OwnersReceipt of Scope of Work DocumentationIV&VSignature approval by Business OwnersReceipt of Initial and Final Reports with 4 Interim Reports.SoftwareSignature approval by Business OwnersPurchase of SoftwarePlanning and InstallationSignature approval by Business OwnersLoaded software onto landscape and receive discovery workshop scoping documentDesign DocumentSignature approval by Business OwnersReceipt of Business System Design DocumentsConfiguration and BuildingSignature approval by Business OwnersDocuments reviewed and approved by designated RLD representatives. TestingSignature approval by Business OwnersTest results are reviewed and approve by designated RLD representatives.TrainingSignature approval by Business OwnersTraining documents produced in accordance with curriculum outlined in the Training Plan. Document reviewed and approved by designated RLD representative. Identified Training Sessions completed.Go-LiveSignature approval by Business OwnersAll defined acceptance forms signed by designated RLD representative. Project ManagementSignature approval by Business OwnersAll defined acceptance forms signed by designated RLD representative. Cloud Hosting and Warm StorageSignature approval by Business OwnersExecuted Contract and Maintenance Agreement6.8 Configuration ManagementConfiguration Management (CM) is a systems engineering process for establishing and maintaining consistency of a product’s performance, functional and physical attributes with its requirements, design and operational information throughout its life. Over the course of the implementation of the Accela Replacement configuration management will be performed by:Establishing software requirements traceability – the functional and technical requirements will be mapped to each item in the Business System Design (BSD) Documents.All changes to the system will be subject to system and user acceptance testing.Documentation to be provided to RLD on the usage and functionality of the Accela Replacement as well as for all changes implemented to meet RLD specific requirements. This documentation will include the configuration and training documentation. Documentation will be version controlled.A Transition Plan to be prepared for the transition of the system’s support from the Project Team to the Client Care Team. This plan will outline the Client Care processes.6.8.1 Version ControlA methodology for version control of the configuration changes and customizations shall be documented as part of the business procedures and policies created in this project.6.8.2 Project Repository (Project Library)The P&ISM Project maintains a SharePoint project repository as a means to provide a central repository for all project documentation and deliverables. It is understood that some documentation may also be maintained on Beans or Google Documents, as not all project contributors have access to SharePoint. It is the responsibility of project leads to ensure that copies of all project documentation are also maintained in the SharePoint repository. It is the responsibility of the Project Manager to conduct spot checks of various repositories and ensure that copies are place on SharePoint.6.9 Procurement Management PlanAll procurement for project goods and services will be performed under the guidance and direction of New Mexico State Procurement Statues.7. 0 Project CloseProject Close will always consist of administrative project activities and possibly contractual project activities and 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 learned, 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.7.1 Administrative CloseAdministrative Close will occur at the end of Phase I and at the end of Phase II, the actual Closeout of the project. This closure consists of verification that objectives and deliverables were met and stakeholder’s needs are met. All deliverables must be formally accepted and paid for, once all feedback and issues are closed. End of project closure consists of phase closure of the Implementation Phase, along with formal Go/NoGo review amongst the project team, Executive Sponsors and vendor to transition from Production to Maintenance for Manufactured Housing, as well as compilation of final project lessons learned and ROI analysis. Formal closure with the Project Certification Committee will occur once administrative end of project closure is complete. Successful Closeout will prompt the Initiation of Phase II, CID.7.2 Contract CloseContract close for this project will comply with all State and RLD procedures for contract closure.Attachments ................
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