Executive Sponsor – Secretary Designate Hanna Skandera€¦ · Web view ·...

DDIRECTIRECT CCEERRTTIIFFICICAATTIIOONN OFOF S STUDENTSTUDENTS E ELIGIBLELIGIBLE FORFOR F FREEREE OROR R REDUCEDEDUCED M MEALSEALS P PRROJECTOJECT

PROJECT MANAGEMENT PLAN PROJECT MANAGEMENT PLAN (PMP)(PMP)

EXECUTIVE SPONSOR – SECRETARY DESIGNATE HANNA SKANDERA

BUSINESS OWNER – MICHAEL ARCHIBEQUE, CIOPROJECT MANAGER – LISA HAMILTON

ORIGINAL PLAN DATE: NOVEMBER 6, 2012REVISION DATE: NA

REVISION: NA

PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

REVISION HISTORY............................................................................................................................................. III

PREPARING THE PROJECT MANAGEMENT PLAN................................................................................................. IV

ABOUT THIS DOCUMENT................................................................................................................................... IV

PROJECT OVERSIGHT PROCESS MEMORANDUM – DOIT, JULY 2007 IV

1.0 PROJECT OVERVIEW...................................................................................................................................... 1

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT 11.2 FUNDING AND SOURCES11.3 CONSTRAINTS 11.4 DEPENDENCIES 11.5 ASSUMPTIONS 11.6 INITIAL PROJECT RISKS IDENTIFIED 2

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................2

2.1 STAKEHOLDERS 22.2 PROJECT GOVERNANCE STRUCTURE 3

2.2.1 Describe the organizational structure – Org Chart.....................................................................................32.2.2 Describe the role and members of the project steering committee...........................................................32.2.3 Organizational Boundaries, interfaces and responsibilities.......................................................................3

2.3 EXECUTIVE REPORTING 3

3.0 SCOPE........................................................................................................................................................... 3

3.1 PROJECT OBJECTIVES 33.1.1 Business Objectives....................................................................................................................................33.1.2 Technical Objectives..................................................................................................................................3

3.2 PROJECT EXCLUSIONS 33.3 CRITICAL SUCCESS FACTORS 4

4.0 PROJECT DELIVERABLES AND METHODOLOGY...............................................................................................4

4.1 PROJECT MANAGEMENT LIFE CYCLE 44.1.1 Project Management Deliverables.............................................................................................................44.1.2 Deliverable Approval Authority Designations............................................................................................54.1.3 Deliverable Acceptance Procedure.............................................................................................................5

4.2 PRODUCT LIFE CYCLE 54.2.1 Technical Strategy.....................................................................................................................................54.2.2 Product and Product Development Deliverables........................................................................................64.2.3 Deliverable Approval Authority Designations............................................................................................64.2.4 Deliverable Acceptance Procedure.............................................................................................................6

5.0 PROJECT WORK............................................................................................................................................. 6

5.1 WORK BREAKDOWN STRUCTURE (WBS) 65.2 SCHEDULE ALLOCATION -PROJECT TIMELINE 75.3 PROJECT BUDGET 75.4 PROJECT TEAM 8

5.4.1 Project Team Organizational Structure......................................................................................................85.4.2 Project Team Roles and Responsibilities....................................................................................................9

5.5 STAFF PLANNING AND RESOURCE ACQUISITION 95.5.1 Project Staff...............................................................................................................................................95.5.2 Non-Personnel resources...........................................................................................................................9

5.6 PROJECT LOGISTICS 10

REVISION: 1.0 DOIT-PMO-TEM-020 i OF vi


5.6.1 Project Team Training..............................................................................................................................10

6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................10

6.1 RISK AND ISSUE MANAGEMENT 106.1.1 Risk Management Strategy......................................................................................................................116.1.2 Project Risk Identification........................................................................................................................116.1.3 Project Risk Mitigation Approach............................................................................................................116.1.4 Risk Reporting and Escalation Strategy...................................................................................................116.1.5 Project Risk Tracking Approach................................................................................................................116.1.6 ISSUE MANAGEMENT..............................................................................................................................11

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V 116.3 SCOPE MANAGEMENT PLAN 11

6.3.1 Change Control........................................................................................................................................126.4 PROJECT BUDGET MANAGEMENT 12

6.4.1 Budget Tracking.......................................................................................................................................126.5 COMMUNICATION PLAN 12

6.5.1 Communication Matrix............................................................................................................................126.5.2 Status Meetings.......................................................................................................................................126.5.3 Project Status Reports..............................................................................................................................12

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) 126.6.1 Baselines..................................................................................................................................................136.6.2 Metrics Library.........................................................................................................................................13

6.7 QUALITY OBJECTIVES AND CONTROL 136.7.1 quality Standards.....................................................................................................................................136.7.2 Project and Product Review AND ASSESSMENTS.....................................................................................146.7.3 Agency/Customer Satisfaction.................................................................................................................146.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS......................................................................................14

6.8 CONFIGURATION MANAGEMENT 156.8.1 Version Control........................................................................................................................................156.8.2 Project Repository (Project Library).........................................................................................................15

6.9 PROCUREMENT MANAGEMENT PLAN15

7. 0 PROJECT CLOSE........................................................................................................................................... 15

7.1 Administrative Close...................................................................................................................................167.2 Contract Close.............................................................................................................................................16

ATTACHMENTS................................................................................................................................................. 16

REVISION: 1.0 DOIT-PMO-TEM-020 ii OF vi


REVISION HISTORYREVISION HISTORY

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 July 27th, 2007 DoIT Project Management Office Revision

2.0 10-12-12 NMPED IT Division

2.1

2.2

REVISION: 1.0 DOIT-PMO-TEM-020 iii OF vi


1.0 PROJECT OVERVIEW1.0 PROJECT OVERVIEW

1.1 EXECUTIVE SUMMARY - RATIONALE FOR THE PROJECT1.1 EXECUTIVE SUMMARY - RATIONALE FOR THE PROJECTThe Student Nutrition Bureau (SNB) of the New Mexico Public Education Department (NMPED) seeks to: 1) develop an centralized electronic environment that will support the certification of students that are directly eligible for free or reduced meals based on status that is determined by data collected from the New Mexico Human Resources Department and the Children Youth and Families Division (CYFD); 2) share this data daily with the state and Local Education Agencies (LEA), private schools and Bureau of Indian Education (BIE) schools so that we can; 3) ensure that more of New Mexico’s neediest students are served meals at no cost; 4) integrate the Direct Certification Process with existing systems to achieve a single Student Nutrition Portal.

1.2 FUNDING AND SOURCES1.2 FUNDING AND SOURCES

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

US DEPARTMENT OF AGRICULTURE DIRECT CERTIFICATION GRANT

$864,000

US DEPARTMENT OF AGRICULTURE FLOWTHROUGH FUNDS TO THE STUDENT NUTRITION BUREAU

TBD

1.3 CONSTRAINTS1.3 CONSTRAINTSConstraints are factors that restrict the project by scope, resource, or schedule.

NNUMBERUMBER DDESCRIPTIONESCRIPTION

DDIRECTIRECT C CERTERT- - C01C01

TTIMEFRAMEIMEFRAME TOTO MEETMEET USDA USDA TARGETTARGET ISIS NARROWNARROW. .

DDIRECTIRECT C CERTERT––C02C02

DDECISIONSECISIONS NOTNOT MADEMADE ININ TIMELYTIMELY MANNERMANNER..

DDIRECTIRECT C CERTERT- - C03C03

DDISTRICTISTRICT ANDAND SCHOOLSCHOOL PARTICIPATIONPARTICIPATION ANDAND FIDELITYFIDELITY OFOF USEUSE..

PAGE | 1


1.4 DEPENDENCIES1.4 DEPENDENCIES

NUMBENUMBERR

DESCRIPTIONDESCRIPTION TYPE M,D,ETYPE M,D,E

Direct Cert–D1

MOU FOR DATA EXCHANGE BETWEEN HSD AND PED M

Direct Cert–D2

MOU FOR DATA EXCHANGE BETWEEN CYFD AND PED

M

Direct Cert–D3

HIRE STAFF M

Direct Cert–D4

PCC REVIEWS. M

Direct Cert–D5

FUNDING REQUESTS. M

Direct Cert–D6

IV&V REVIEWS. M

Direct Cert–D7

DC Implementation team established and functioning. Project timelines are being met and roles/responsibilities are well defined.

M

Direct Cert–D8

Direct Certification system will be developed and in place for testing.

M

Direct Cert–D9

Documentation of issues, actions taken to correct any issues and enhancements made.

M

Direct Cert–D10

List of identified LEAs, private and BIE Schools to participate in field testing.

E

1.5 ASSUMPTIONS1.5 ASSUMPTIONS

NUMBERNUMBER DESCRIPTIONDESCRIPTION

Direct Cert–A1 Stakeholder participation and buy-in.

Direct Cert–A2 Project leadership will have adequate time for project planning activities.

Direct Cert–A3 Stakeholders will make decisions in a timely manner to support the project schedule.

Direct Cert–A4 Individuals with different requirements and perspectives will work together to ensure project targets and outcomes are achieved.

PAGE | 2



Direct Cert–A5Project Team members will be assigned and allowed to spend the proper amount of their time to complete their assigned tasks within a reasonable timeframe.

Direct Cert–A6 The communication plan and timeline will be followed.

1.6 INITIAL PROJECT RISKS IDENTIFIED1.6 INITIAL PROJECT RISKS IDENTIFIEDRisk 1

Description – MOUs required do not receive approval within timeframe required.

Probability: low Impact: High

Mitigation Strategy: Minimize impact by utilizing existing data for the project buildContingency Plan: Look to amend existing MOUs for data sharing

Risk 2

Description – Staff not hired when needed

Probability: low Impact: : High

Mitigation Strategy: Professional Services Contract through the Price Agreement List Contingency Plan: Continue to rely on existing resources.

Risk 3

Description – Staff Turnover

Probability: low Impact: : High

Mitigation Strategy: Professional Services Contract through the Price Agreement ListContingency Plan: Continue to rely on existing resources.

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE

2.1 STAKEHOLDERS2.1 STAKEHOLDERS

Name Stake in Project Organization Title

Hanna Skandera Executive Sponsor NMPED Secretary-Designate

Michael Archibeque

Project Director NMPED IT Chief Information Officer NMPED

Regina Madrid Program Manager NMPED Student Nutrition Program Manager

Lisa Hamilton IT Project Manager NMPED ITData Quality and Analysis Manager

PAGE | 3


TBD DC Coordinator NMPED SNB

DC Coordinator

Kevin Adkins DBA 2 for current Student Nutrition web-based modules.

NMPED SNB

DBA 2

TBD DBA Contractor(TBD)

Programming/DatabaseSupport (ContractualServices)

Jenny Ramos Content Area Expert Appleseed

Rachel Moskowitz

Content Area Expert NMHSD

TBD Content Area Expert NMCYFDTBD (Retta Prophetretired)

TBD Conducts pilot testing andprovide input into errors

LEAs, PrivateAnd BIE

Pilot site Local Student NutritionDirectors/Staff

PAGE | 4


2.2 PROJECT GOVERNANCE STRUCTURE2.2 PROJECT GOVERNANCE STRUCTURE2.2.1 D2.2.1 DESCRIBEESCRIBE THETHE ORGANIZATIONALORGANIZATIONAL STRUCTURESTRUCTURE – O – ORGRG C CHARTHART

PAGE | 5

External Support

Internal Support

Project Management

Project Director

Executive SponserNMPED Secretary Designate Hanna Skandera

Michael Archibeque, CIO

IT Project Manager

Lisa Hamilton

IT Direct Cert Staff

IV & V Content Area Experts Pilot Group Stakeholders

Committee

Program Manager

TBD

Program Staff


2.2.2 D2.2.2 DESCRIBEESCRIBE THETHE ROLEROLE ANDAND MEMBERSMEMBERS OFOF THETHE PROJECTPROJECT STEERINGSTEERING COMMITTEECOMMITTEE

RROLEOLE RRESPONSIBILITYESPONSIBILITY

Project Sponsor Provide strategic direction and policy approvals where required. The Project Sponsor will champion the project within the organization and ensure the overall success of the project.

Project Director Provide high level project oversight, vision, and direction. Determine and commit appropriate resources. Resolve issues and problems. Provides strategic direction to Program Manager. Provides oversight for he Project Manager, the IT contract, and other IT support provided to

the Direct Certification Project.

Program Manager rovides oversight for the Direct Certification; ensures all program imelines are adhered to. Works with the IT project manager, Student

Nutrition Staff and external support (Content Area Experts, Stakeholders Committee, and the Project Pilot Group) concerning the SOW and project deliverables.

IT Project Manager rovides oversight of all reporting; provides project management ertification, planning, scheduling, assessment, and reporting

documentation in collaboration with the NMPED Chief Information Officer (CIO), the IT support team, the Student Nutrition Program Manager, and external support (Content Area Experts, Stakeholders Committee, Project Pilot Group and the IV & V contractor)

Project Staff The project staff will design, build, test and deploy product.Stakeholders Committee

Will meet regularly with IT Project Manager, Program Manager and Project staff to support, guide and inform the work of the project. Their involvement is essential to ensuring that user requirements will be satisfied by the end product.

IV & V The IV & V contractor will evaluate the work or products of a particular phase to determine if the requirements of the phase have been fulfilled. This includes an evaluation of:

Project Management Quality Management Training Quality Management Requirements Management Operating Environment Development Environment Software Development System and Acceptance Testing Data Management Operations Oversight

Content Area Specialists

They will serve on the steering committee and provide Ad Hoc support as needed to every phase of the project.

Project Pilot Group Highly motivated and competent stakeholders that will test and pilot the new Direct Certification System and related Student Nutrition web-based processes.

PAGE | 6


2.2.3 O2.2.3 ORGANIZATIONALRGANIZATIONAL B BOUNDARIESOUNDARIES, , INTERFACESINTERFACES ANDAND RESPONSIBILITIESRESPONSIBILITIES

Legend/DescriptionInterface and shared work/responsibilities of the internal core project team.

Interface for the IT PM, PM and PD.

Interface for External and Internal Project Support.

PAGE | 7

External Support

Internal Support

Project Management

Project Director

Executive SponserNMPED Secretary Designate Hanna Skandera

Michael Archibeque, CIO

IT Project Manager

Lisa Hamilton

IT Direct Cert Staff

IV & V Content Area Experts Pilot Group Stakeholders

Committee

Program Manager

TBD

Program Staff


2.3 EXECUTIVE REPORTING2.3 EXECUTIVE REPORTINGAll documentation for the Direct Certification Project will reside in a project document library created on the SharePoint System.

Deliverable/ Communication

Recipient Delivery Method

Frequency Responsible Party

Project Status NMPED Written Monthly SNB Project Manager

DoIT Monthly Project Report

DoIT Email Monthly PED IT Project Manager

IV&V Reports DoIT, Executive Sponsor, Steering Committee

Email Monthly IV&V Vendor

Weekly Project Status

Project Team Members/Project Director

Email/Face-to-Face/conference call

Weekly Project Team Members

Advisory Forum Meeting

Advisory Forum Members, Executive Sponsor

Face-to-Face Bi-Monthly Project Team Members/IT Project Manager/ Program Manager

Special Communication

As needed As needed As needed As needed

3.0 SCOPE 3.0 SCOPE

3.1 PROJECT OBJECTIVES3.1 PROJECT OBJECTIVES3.1.1 B3.1.1 BUSINESSUSINESS O OBJECTIVESBJECTIVES


BUSINESS OBJECTIVE 1

Increase the match accuracy for the Direct Certification of free and reduced meal eligible students.

RATIONALE Since 2009 until 2011 the average accuracy rate has been 63%. The USDA requires at a minimum, an 80% rate to ensure our state’s eligibility for basic and supplemental USDA funding.

ACCEPTANCE CRITERIA

The USDA required Benchmarks for this project are:

80% for 2011-2012 90% for 2012-2013

PAGE | 8



95% for 2013-2014


Increase participation of LEAs, private and BIE schools in the use of Direct Certification Data.

RATIONALE The current decentralized system does not readily enable a measurement of certification at the local level.

ACCEPTANCE CRITERIA

The user logs of the Direct Certification System will record participation.


Present Student Nutrition Information in a comprehensive and centralized way to stakeholders.

RATIONALE The data for the direct certification students as well as other data sets exists in a variety of formats depending on the decisions of the local program.

ACCEPTANCE CRITERIA

The Direct Certification System is a central database that will receive and exchange data from HSD, CYFD, NMPED STARS database and local student nutrition programs. We can query data and generate verification, exception and other types of reports to validate the data.


Provide a portal that will assist in student nutrition program planning, implementation, and evaluation at the state and local level.

RATIONALE The Student Nutrition Program offers two separate modules. The Direct Certification would be the third. We seek to maximize all modules by having a single portal.

ACCEPTANCE CRITERIA

All modules will meet interoperability requirements.

3.1.2 T3.1.2 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


TECHNICAL OBJECTIVE 1

To provide an interface to a two-tier matching system. This interface will afford the user a means to retrieve both automated (first tier) and probabilistic matching students.


Increase the match accuracy for the Direct Certification of free and reduced meal eligible students.


The matching application will be made available to all LEAs, as well as training and focus groups, which will contribute to the success and acceptance of the application.

BUSINESS Increase participation of LEAs, private and BIE schools in the use of Direct

PAGE | 9



OBJECTIVE 2 Certification Data.


Identify all stakeholders and organize change management, steering, and user-training committees as required.


Present Student Nutrition Information in a comprehensive and centralized way to stakeholders.


To integrate the three main Student Nutrition Bureau applications – Decision Support Toolkit, Student Nutrition Claims, and the new Direct Certification software – via the STARS data warehouse. The District and Location Codes created in STARS will be mapped to the location information of the three applications. The goal is to create a seamless experience for the end users and provide a standard means of integration.


Provide a portal that will assist in student nutrition program planning, implementation, and evaluation at the state and local level.

3.2 PROJECT EXCLUSIONS3.2 PROJECT EXCLUSIONSThe Direct Certification Grant awarded to the New Mexico Public Education Department (NMPED) by the Us Department of Agriculture is intended 1) develop an centralized electronic environment that will support the certification of students that are directly eligible for free or reduced meals based on status that is determined by data collected from the New Mexico Human Resources Department and the Children Youth and Families Division (CYFD); 2) share this data daily with the state and Local Education Agencies (LEA), private schools and Bureau of Indian Education (BIE) schools so that we can; 3) ensure that more of New Mexico’s neediest students are served meals at no cost; 4) integrate the Direct Certification Process with existing systems to achieve a single Student Nutrition Portal. All data, processes and systems that do not meet the criteria outlined in items 1-4 above, fall outside the scope of this project.

3.3 CRITICAL SUCCESS FACTORS3.3 CRITICAL SUCCESS FACTORS


QUALITY METRIC 1 PERFORMANCE TO SCHEDULE

QUALITY METRIC 2 PERFORMANCE TO BUDGET

QUALITY METRIC 3 QUALITY OF DELIVERABLES

PAGE | 10


4.0 PROJECT DELIVERABLES AND METHODOLOGY4.0 PROJECT DELIVERABLES AND METHODOLOGY

4.1 PROJECT MANAGEMENT LIFE CYCLE4.1 PROJECT MANAGEMENT LIFE CYCLE

Phase Summary of Phase Key Deliverables

Initiating Project Charter approved.

Authorization to proceed with planning.

Project Charter

Project Scope

Business Requirements Business Case

Assumptions

Constraints

Planning Approved Project Plan Project Plan

Critical success factors

Work Break down Structures

Project Schedule

Controlling Design Completed, Tested and Modified iteratively until system requirements are met.

Pilot of system will provide additional system performance metrics that could lead to deployment or product changes.

Performance/Status Reports

Corrective Action

Measurement Metrics

Plan Change Requests

Product Change Request

Risk Management

Issues Management

Execution Project Deliverables Completed

Actual efforts

Project Deliverables completion

Closing Deliverable or Product Acceptance

Deliverable or Product Acceptance

Lessons Learned

PAGE | 11


4.1.1 P4.1.1 PROJECTROJECT M MANAGEMENTANAGEMENT D DELIVERABLESELIVERABLES

Project Deliverables are work products or artifacts that are driven by the project management methodology requirements and standard project management practices regardless of the product requirements of the project.

4.1.1.1 [Project Specifications]Description - Work with various entities/stakeholders to develop specifications for use across systems involved in the Direct Certification work process. This deliverable should provide a detailed report that supports program and IT staff in attaining the next phase of the project.

Deliverable Acceptance Criteria – The artifact will support development of the System Design Documents.Standards for Content and Format – Written report with Visio Diagrams.

Quality Review - Stakeholders will review and finalize final project specifications.

4.1.1.2 [Acquire Source Code]Description – After reviewing state domain Direct Solutions, the Core Work Group will select a source and acquire it.

Deliverable Acceptance Criteria – The code can be utilized and modified.

Standards for Content and Format – QA Report

Quality Review – Core Work Group and IV & V will evaluate.

4.1.1.3 [Project Management Plan]Description – A detailed Project Management Plan will be developed with the requisite features essential to implementing and managing all aspects of the project.

Deliverable Acceptance Criteria – The Work Breakdown Schedule, Project timelines and project milestones will be completed with minimum adjustments for risks mitigated through the Risk management process.

Standards for Content and Format – PCC and USDA Project Reports


4.1.1.4 [Training Program and Materials]Description – Once the Product Deliverables have been achieved, a training program, timeline and

Deliverable Acceptance Criteria – All artifacts, materials, modules and methods for training end and internal users will be complete.

PAGE | 12


materials will be developed for full deployment.

Standards for Content and Format – Training plan will meet Project Management Standards.


4.1.2 D4.1.2 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONS

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

DDELIVERABLEELIVERABLE NNUMBERUMBER

DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))

DDATEATE A APPROVEDPPROVED

PRJ-DEL-001 Project Certification PCC 8/22/12

PRJ-DEL-002 Project Management Plan (PMP) PCC

4.1.3 Deliverable Acceptance ProcedureThe acceptance procedure will follow the PMP timeline for deliverables which includes scope contingencies for rework, issues, and any other modifications required due to deficiencies in a deliverable. A formal Deliverable Acceptance From will be utilized. (Attachment C)

4.2 PRODUCT LIFE CYCLE 4.2 PRODUCT LIFE CYCLE

Phase Summary of Phase Key Deliverables

Planning Objective activities and development of a detailed software requirements specification (SRS) document. The requirements will be based on modification of existing probability matching software. Design documentation will be conducted utilizing an iterative AGILE methodology.

SRS and initial Software Design Document (SDD).

Implementation, testing and documenting

Assignment and implementation of code modules will be conducted. Testing of these modules will take place based on the developed test plan. Internal developer and system

Code written and tested.

System documents, and required developer documents (i.e., Application Programming Interface) will be written.

PAGE | 13


documentation will be written.

Deployment and maintenance Product will be deployed to SFAs in phases. Maintenance of product (debugging, revisions, etc.) will be conducted.

Deployment of product to all SFAs. Maintained and revisions conducted as required.

4.2.1 T4.2.1 TECHNICALECHNICAL S STRATEGYTRATEGY

The technical strategy will be the following:

Ensure the product is sustainable by NMPED IT Bureau

Ensure the product’s usability by the stakeholders

Ensure the product meets current and future DC achievement goals.

4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES

4.2.2.1 [System Specification Requirements]The SSR will be written with detailed requirements so that all team members will have a comprehensive understanding of what is to be designed. An initial System Design Documents will be developed.

Deliverable Acceptance Criteria - Comprehensive understanding by team members.Standards for Content and Format - As outlined in the SSR and SDD templates.

Quality Review - The documents will be reviewed by the Project Manager for coherency and content.

4.2.2.2 [Test Plan]Description – A detailed test plan will be written which will feature all phases of testing, including unit, alpha, and beta.

Deliverable Acceptance Criteria – Comprehensive understanding by team members.

Standards for Content and Format – As defined by the IEEE 829-2008 documentation.

Quality Review - The documents will be reviewed by the Project Manager for coherency and content.

4.2.2.3 [Development of Code Modules]Description – Utilizing MS Visual Studio 2010, code modules will be

Deliverable Acceptance Criteria – Code modules have passed unit testing. Application is functioning as initially expected.

PAGE | 14


written and have passed unit testing.

Standards for Content and Format – Code reviews and utilization of the content and format features provided by TFS.

Quality Review – As documented in the Test Plan (see above).

4.2.2.4 [Quality Assurance]Description – Based on the Test Plan, all testing phases will be conducted and have passed. Modifications will have been made based on alpha and beta testing.

Deliverable Acceptance Criteria – Acceptance testing (both alpha and beta) will have occurred and the application will be approved for deployment.

Standards for Content and Format – As defined in the test plan (above).


4.2.2.5 [Deployment]Description – The product will be deployed in three phases base on SFA user technical knowledge and capability (first phase will be the SFAs which are most knowledgably and capable). Training of internal staff and SFAs will take place in parallel.

Deliverable Acceptance Criteria – Acceptance testing (both alpha and beta) will have occurred and the application will be approved for deployment.

Standards for Content and Format – As defined in the test plan (above).


4.2.3 D4.2.3 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONS


AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))


Direct Cert–4.2.2.1

SRS Lisa Hamilton

Mike Archibeque


Test Plan Lisa Hamilton

Mike Archibeque


Development of Code Modules Kevin Adkins

Lisa Hamilton

Mike Archibeque

PAGE | 15



AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))



Quality Assurance Kevin Adkins

Lisa Hamilton

Mike Archibeque


Deployment Lisa Hamilton

Mike Archibeque

4.2.4 D4.2.4 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDURE

We will use an acceptance criteria matrix for each phase of the testing. The matrix will be based on the accomplishment of the functionality for each of the detailed specification requirements.

PAGE | 16


5.0 PROJECT WORK5.0 PROJECT WORK

5.1 DETAILED WORK BREAKDOWN STRUCTURE (WBS)5.1 DETAILED WORK BREAKDOWN STRUCTURE (WBS)

IdentifierWork Package

DescriptionDefinitionObjective Milestone/Deliverable

1.1 Initiation Develop Project Charter Approved Project Charter1.2.1 Planning Determine Project Team Documentation of Team Members

1.2.2 Planning IV & V Contract Approved IV & V Contract

1.2.3 Planning Develop Project Timeline

Timeline

1.2.4 Planning User Requirement Documents

Requirement Documents

1.2.5 Planning Develop a Communication Plan

Communication Plan

1.2.6 Planning Identify System Requirements

System Requirements in PMPSystem Requirements Document

1.3.1 Execution Develop PMP Approved Project Management Plan

1.3.2 Execution Design Software Design Document

1.3.3 Execution Build Code written. Assignment and implementation of code modules will be conducted.

1.3.4 Execution Test Testing of these modules will take place based on the developed test plan. Internal developer and system documentation will be written.

1.3.5 Execution Deploy Pilot - Deployment of product to all SFAs.

1.3.6 Execution Deploy Debugging, revisions and maintenance

1.3.7 Execution Analyze IV & V Documents (Analysis of Pilot, User Logs, Technical Support Logs, Overall Use-ability)

1.3.8 Execution Analyze Project Team and User Group Forum Analysis of Pilot, Implementation and Results, User Logs, Technical Support Logs)

PAGE | 17


1.3.9 Execution Analyze Results of Pilot can lead to 1.3.13 (Deploy to larger user base) or a return to 1.3.3 (build) and 1.3.4 (test)

1.3.10 Execution Ongoing Project Management

Updated Project Management Plan and Status Reports

1.3.11 Execution Project Team and User Group Forum Meetings

Project Status Reports

1.3.12 Execution Develop Training Materials

Approved Training Materials

1.3.13 Execution Develop User Survey Complied results of user survey

1.3.14 Execution Deploy/Train Train larger user base

1.4.1 Control Analyze Administer User Survey

1.4.2 Control Analyze IV & V Documents (Analysis of Implementation Survey Results, User Logs, Technical Support Logs, Overall Use-ability)

1.4.3 Control Analyze Project Team and User Group Forum Analysis of Training, Implementation and Results, User Logs, Technical Support Logs)

1.4.4 Control Ongoing Communication to Users

User Webinars and Online Forums and Wikis

1.4.5 Control Training Training Newsletters and Webinars

1.4.6 Control Risk Management Risk Management Reports

1.4.7 Control Project Sustainability Project Sustainability Reports

1.5.1 Closeout Gain Formal Acceptance Formal Acceptance

1.5.2 Closeout Lessons Learned Meeting

Documentation of Lessons Learned

1.5.3 Closeout File Management Archive Files/Documents

1.5.4 Closeout Fiscal Audit Procurement

1.5.5 Closeout Final Step Formal Acceptance

5.2 SCHEDULE ALLOCATION - PROJECT TIMELINE5.2 SCHEDULE ALLOCATION - PROJECT TIMELINE

PAGE | 18


Identifier

Task/Activity Name Resource Name Milestone (Y/N)

EffortDuration

Start Finish Dependent Task

Task 1 Project Cert Michael Archibeque

Y 2 weeks 08/06/12 08/22/12 none

Task 2 Project Management Plan Lisa Hamilton, Kevin Adkins

Y 08/31/12 10/12/12 Task 1

Task 3 IV & V Selected and Contract Michael Archibeque

Y 08/31/12 Task 1

Task 4 MOU NMHSD and NMPED Michael Archibeque and Stakeholders

Y none

Task 5 MOU NMCYFD and NMPED Michael Archibeque and Stakeholders

Y none

Task 6 Acquire IT Programming/Database Support position(s)

Michael Archibeque

Y 08/01/12 none

Task 7 Student Nutrition Bureau Program position Michael Archibeque

Y none

Task 8 Acquire existing matching software. All Stakeholders.

Y 3 months

08/01/12 10/01/12 None

Task 9 Write and approve SRS. Kevin Adkins, Lisa Hamilton

N 2 weeks 11/01/12 11/01/12 Task 1

Task 10 Begin initial draft of SDD. Lisa HamiltonTBD

Y 2 weeks 11/01/12 11/01/12 Task 9

Task 11 Begin developing code modules; begin iterations of code development and software design documentation.

All team members.

N 6 Months

12/01/12 06/01/13 Task 10

Task 12 Unit testing of code modules. All team members.

Y 1 month 07/01/13 08/01/13 Task 11

Task 13 Alpha (in-house) testing of application. Student Nutrition Bureau staff; all team members.

N 2 months

08/01/13 09/01/13 Task 12

Task 14 Beta testing of application. SFAs (3 to 5); all team members.

N 3 months

10/01/13 12/01/13 Task 13

Task 15 Develop Training Program and Materials none Task 16 Release of application; begin roll-out phases;

Training of SFAs in parallel. All team members.

Y 6 months

01/01/14 06/01/14 Task 15

Task 17 Ongoing maintenance and support. All team members.

N Ongoing N/A N/A none

PAGE | 19


5.3 PROJECT BUDGET5.3 PROJECT BUDGET

Identifier Work Package or Budget Category CostDirect Cert–-Budget Item 1 IV & V Selected and Contract $30,000

Direct Cert–-Budget Item 2 Acquire IT Programming/Database Support position(s) (2 positions)

$340,000

Direct Cert–-Budget Item 3 Student Nutrition Bureau Program position $240,000 Direct Cert– Budget Item 4 Acquire existing matching software, cost

could be incurred if we use the state domain vendor to provide customization

$0

Direct Cert– Budget Item 5 Purchase Hardware and Development Software

$54,000

Direct Cert– Budget Item 6 Training $20,000

Total $684,000

5.4 PROJECT TEAM5.4 PROJECT TEAM5.4.1 5.4.1 DDIRECTIRECT C CERTIFICATIONERTIFICATION CORECORE PROJECTPROJECT TEAMTEAM

PAGE | 20

External Support

Internal Support

Project Management

Project DirectorMichael

Archibeque, CIO

IT Project Manager

Lisa Hamilton

IT Direct Cert and IT Staff

Stakeholders Committee Pilot Group

Program Manager

TBD

Program Staff


5.4.2 P5.4.2 PROJECTROJECT T TEAMEAM R ROLESOLES ANDAND R RESPONSIBILITIESESPONSIBILITIES

RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL AAREAREA

Project Manager Achieves operational objectives by contributing information and recommendations to strategic plans and reviews; preparing and completing action plans; implementing production, productivity, quality, and customer-service standards; resolving problems; identifying trends; determining system improvements; implementing change.

Lisa Hamilton Information Technology,Project Management

Technical Lead Provides technical leadership and assumes overall accountability for a successful implementation phase on all client projects. Oversees developers, ensures solutions are properly architected and specified.Utilizing MS Visual Studio 2010 and MS SQL Server 2010 R2, develop code modules for probability matching application.

Kevin Adkins Information Technology,Application and Database development

Application Developer

Utilizing MS Visual Studio 2010 and MS SQL Server 2010 R2, develop code modules for probability matching application.

TBD Information Technology,Application development

PAGE | 21


RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL AAREAREA

Application Developer

Utilizing MS Visual Studio 2010 and MS SQL Server 2010 R2, develop code modules for probability matching application.

TBD Information Technology,Application development

Business Analyst Communicate and collaborate with external and internal stakeholders to analyze information needs and functional requirements and deliver the following artifacts as needed:

Functional requirements

Business Requirements

Use Cases GUI Screen and Interface

designs

Brian Salter Information Technology,Application /Database development and determine Business requirements

System Architect Overall design - the blueprints which provide the map. High level planning for the development - overall steps for creation of the solution from the blueprintsIntegration constraints - rules and constraints for all components going into the solution.

Andy Hutton Information Technology,Application /Database development and determine System Requirements

PAGE | 22


5.5 STAFF PLANNING AND RESOURCE ACQUISITION5.5 STAFF PLANNING AND RESOURCE ACQUISITION5.5.1 P5.5.1 PROJECTROJECT S STAFFTAFF

Resource Cost Estimate

Estimated Hours Availability Skill Set Work Product/Deliverable

Project Manager N/A (NMPED Internal)

930 Currently employed by NMPED.

Project Management,Interpersonal, Behavioral andTechnology Management Skills.

Management of the project, which includes adherence to timelines, oversight of team members, review of documentation, and collaboration with stakeholders.

Technical Lead N/A (NMPED Internal)


Team leadership and MS .NET web application/ MS SQL Server database development.

Product documentation, oversight of team members, and application/database development.

Application Developer (2) $340,000 2000 Vendor dependent.

MS .NET web application/ MS SQL Server database development.

Product documentation and application/database development.

Business Analyst N/A (NMPED Internal)


Interpersonal/behavioral skills and MS .NET web application/ MS SQL Server database development.

Gathering and documenting functional and business requirements, and use case scenarios. Also application development.

System Architect N/A (NMPED Internal)


Oversight of application integration and application/database development.

PAGE | 23


5.5.2 N5.5.2 NONON-P-PERSONNELERSONNEL RESOURCESRESOURCES

Resource Cost Estimate

Estimated units/hours Availability Source Work Product/Deliverable

Production/Application Servers

$20,000 8 Currently available.

NMPED Server set up and functioning properly at DOIT.

Operating System Licenses

$3,000 4 Currently available.

NMPED Installed on servers and functioning properly.

SQL Server Licenses $15,000 8 Currently available.

Microsoft Installed on severs and developer laptops and functioning properly.

VM Licensing $18,000 8 Currently available.

Vendor to be determined.

Installed on servers and functioning properly.

aff Support Laptops HP Elite ok

8560

$8,000 N/A Currently available.

HP Purchased and functioning properly.

MS Visual Studio 2012 N/A (have licenses)

8 Currently available.

NMPED Installed on personal computers and functioning properly.

5.6 PROJECT LOGISTICS5.6 PROJECT LOGISTICS 5.6.1 P5.6.1 PROJECTROJECT T TEAMEAM T TRAININGRAINING

ResourceCost Estimate

Estimated Hours Availability Skill Set Work Product/Deliverable

New Horizons $10,000 40 Available in Albuquerque.

Manager Project Management Planning

New Horizons $10,000 40 Available in Albuquerque.

Developer MS SharePoint 2010

PAGE | 24


6.0 PROJECT MANAGEMENT AND CONTROLS6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 RISK AND ISSUE MANAGEMENT6.1 RISK AND ISSUE MANAGEMENT6.1.1 R6.1.1 RISKISK M MANAGEMENTANAGEMENT S STRATEGYTRATEGY

The Project management plan will be entered into Microsoft Project and monitored weekly for issues/risks. The following table will be used to rate the issue/risk. The weekly project report will include the risk identification schema as shown below.

6.1.2 P6.1.2 PROJECTROJECT R RISKISK I IDENTIFICATIONDENTIFICATION

Risk Description Impact Levels: Very High High Medium Low Very Low Probability

Levels: 1 2 3 4 5Certain 1 Expected 2 Likely 3 Possible 4 Unlikely 5

6.1.3 P6.1.3 PROJECTROJECT R RISKISK M MITIGATIONITIGATION A APPROACHPPROACH

We will follow the Risk Management Process as suggested by DoIT on page 27 of the PMP Workbook.

6.1.4 R6.1.4 RISKISK R REPORTINGEPORTING ANDAND E ESCALATIONSCALATION S STRATEGYTRATEGY

The weekly project report will include issue/risk identification for each item.

6.1.5 P6.1.5 PROJECTROJECT R RISKISK T TRACKINGRACKING A APPROACHPPROACH

We will follow the Risk Tracking Log as suggested by DoIT on page 28 of the PMP Workbook.

6.1.6 ISSUE MANAGEMENT6.1.6 ISSUE MANAGEMENT

We will follow the Risk/Issue Management Log template as suggested by DoIT on page 28 of the PMP Workbook with modifications to include:

PAGE | 25


6.1.6.1 Internal Issue Escalation and Resolution Process

6.1.6.2 External Issue Escalation and Resolution Process

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&VThe IV & V Contractor, Cognoscenti will be conducting their review and producing monthly reports to DoIT.

6.3 SCOPE MANAGEMENT PLAN6.3 SCOPE MANAGEMENT PLANMicrosoft Project and a Microsoft Share Point Direct Certification Project Site will be used to manage scope and engage stakeholders.

6.3.1 C6.3.1 CHANGEHANGE C CONTROLONTROL

6.3.1.1 Change Control ProcessWe will use the Direct Certification Microsoft Share point Project Site to describe, document and seek approval for changes.

6.3.1.2 Change Control Board (CCB)Within the Direct Certification Microsoft Share point Project Site a web part will allow for the formal approval of a proposed change by role or user level.

6.4 PROJECT BUDGET MANAGEMENT6.4 PROJECT BUDGET MANAGEMENTUse an appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or deliverable).

6.4.1 B6.4.1 BUDGETUDGET T TRACKINGRACKING

PAGE | 26


6.5 COMMUNICATION PLAN6.5 COMMUNICATION PLAN

Communications Frequency

Communications Media

As needed Lead Agency Publications

Bi-Weekly Documents / Presentations

Weekly Electronic MailMonthly Web SiteUpon Document Publications

Training Materials

As needed Voice Mail

As needed Tele/Video meetingMeeting Frequency determined by type

MeetingsMeeting Type

Daily Team Leads Meeting Daily Individual Team Meeting Weekly Project Core Meeting Weekly Leadership Committee Meeting Monthly Steering Committee Meeting Monthly Monthly Extended Team Status Monthly Executive Update Quarterly All hands meeting One time Orientation meetingOne time Team Training Meeting

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)6.6.1 B6.6.1 BASELINESASELINES

Project Area Category Measure

Primary Goal Milestone 90% matching of categorically eligible children in Student Nutrition Programs

Secondary Goal Milestone Integration of all current Student Nutrition Systems (claims, applications, menu certification, etc)

PAGE | 27


6.7 QUALITY OBJECTIVES AND CONTROL6.7 QUALITY OBJECTIVES AND CONTROL6.7.1 6.7.1 QUALITYQUALITY S STANDARDSTANDARDS

Utilizing the Institute of Electrical and Electronics Engineers (IEEE) 829-2008 standard, the following documents will be produced:

No. Quality Standard Tracking Tool or Measure

1 Test Plan: management planning document that shows:

How the testing will be done, including system under test (SUT) configurations.

Which team member(s) will be testing.

What software will be tested.

Length of time for testing.

The quality level which is required.

• Document developed and distributed to team members. Team members’ comprehensive understanding of plan.

2 As software modules are developed and initially debugged by team members. Unit testing will be conducted to ensure that code meets its design and behaves as intended.

• Unit testing is accomplished and the application is functioning as initially expected per the test plan.

3 Upon development of all modules and unit testing conducted, Acceptance testing will begin in-house utilizing the Student Nutrition Bureau (SNB) staff. Iteration of testing and modifications to the software will take place. Test logs will be maintained which reflect problems and remedies.

• Application has been accepted by the SNB staff and acceptance requirements met.

4 Beta sites (3 to 5) will be selected. These School Food Authority (SFA) sites will be selected based on a user matrix to ensure that we have a variety of technical knowledge and capability. Iteration of testing and modifications to the software will take place. Test logs will be maintained which reflect problems and remedies.

• Application has been accepted b the SFA staff and acceptance requirements met.

5 Test Summary Report: this report will provide any important information uncovered by the tests accomplished, and include assessments of the quality of the testing effort, the quality of the software system under test, and statistics derived from incident reports.

The report will also reflect what testing was done and how long it took, in order to improve any future test planning. This final document will be used to indicate whether the software system under test is fit for purpose according to whether or not it has met acceptance criteria defined by project stakeholders.

• Application has been accepted by all stakeholders and acceptance requirements met. Surveys will be taken to establish users’ overall experience with the product.

PAGE | 28


6.7.2 P6.7.2 PROJECTROJECT ANDAND P PRODUCTRODUCT R REVIEWEVIEW AND ASSESSMENTSAND ASSESSMENTSReview Type Quality Standard Tools Reviewer Reports

Requirements 1. User requirements 2. Reporting requirements3. System and Integration Requirements 4. Security Requirements5. User Interface requirements

Staff/Software Project Director IT Project ManagerIT StaffIV & V

Project ReportsUser DiagramsSystem and Integration DiagramsSecurity DiagramsUser Interface Mock-ups

Plans Project Management planCommunication Plan

Word, Excel, MS Project, and MS Share point

Project Director IT Project ManagerIT StaffPCC/DoIT

Project Reports

Milestones Timeline MS Project Project Director IT Project ManagerIT StaffIV & V

Project Reports

Testing Test/Pilot Testing Environment Project Director IT Project ManagerIT StaffIV & V

Test Summary Report

6.7.3 Agency/Customer Satisfaction

Areas of feedback When How Often

Agency awareness Executive Team Meetings General Staff Meetings

Weekly

Quarterly

Quality of communications Core Work Group meetings Stakeholder meetings

Bi-weekly

Monthly

Manages project tasks Core Work Group meetings

Stakeholder meetings

Bi-weekly

Monthly

Productive Meetings Core Work Group meetings

Stakeholder meetings

Bi-weekly

Monthly

PAGE | 29


6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESSDeliverable Final Approval Process Customer Acceptance Criteria

Source Code Control Board Stable Functional Code

6.8 CONFIGURATION MANAGEMENT6.8 CONFIGURATION MANAGEMENT

Utilizing an isolated approach, each developer will create a virtual directory within the IIS running on their own development computer. This approach will have each developer retrieve or check out files from the central Visual SourceSafe VSS database and onto their local machine. The developer will edit, debug, and test everything on their local machine, and once everything is working, they will then check the file(s) back into the central location for other developers to retrieve.

6.8.1 V6.8.1 VERSIONERSION C CONTROLONTROL

MS Team Foundation Server (TFS) 2010 will be utilized for version control. This will allow more than one developer to work on a module through use of the TFS merge functionality. Other features include:

Enhance transparency and collaborate more effectively to product quality code using Code Review.

Integrate testing into the developer workflow using Test Explorer.

Find duplicated code in a solution with Code Clone Analysis.

Review Web requests in IntelliTrace recordings for ASP.NET Web applications.

Easily debug code generated from text templates. Quickly customize the code generator by writing Visual Studio extensions.

Conduct exploratory test sessions.

Locate, view, and edit your test methods, UI actions and their associated controls in the UI control map.

Quickly track your test plan progress using the Results tab in Microsoft Test Manager.

Clone test plan to work on different releases in parallel.

6.8.2 P6.8.2 PROJECTROJECT R REPOSITORYEPOSITORY (P (PROJECTROJECT L LIBRARYIBRARY))An existing SharePoint 2010 server will store all project documentation including the project plan, project schedule, and all related reports/logs.

6.9 PROCUREMENT MANAGEMENT PLAN6.9 PROCUREMENT MANAGEMENT PLANWe will follow the DoIT and NMPED Procurement Procedures.

7. 0 PROJECT CLOSE7. 0 PROJECT CLOSE

We will utilize the DoIT recommended templates and guidelines for project close.

7.1 A7.1 ADMINISTRATIVEDMINISTRATIVE C CLOSELOSE

7.2 C7.2 CONTRACTONTRACT C CLOSELOSE

PAGE | 30

Date post:	22-May-2018
Category:	Documents
Upload:	phamdang
View:	215 times
Download:	1 times