STANDARDIZED TICKETING SYSTEM

PROJECT CHARTER FOR CERTIFICATION

EXECUTIVE SPONSOR –VERONICA GONZALES, CABINET SECRETARY

BUSINESS OWNER – MICHAEL DELELLO, DEPUTY SECRETARY

PROJECT MANAGER – DOUG PATINKA

ORIGINAL PLAN DATE: APRIL 25, 2018

VERSION: 1.0

i

TABLE OF CONTENTS TABLE OF CONTENTS ............................................................................................................................................... I

REVISION HISTORY ................................................................................................................................................. II

1. PROJECT BACKGROUND ..................................................................................................................................... 1

1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT .................................................................................................. 1 1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT ........................................................ 1 1.3 PROJECT CERTIFICATION REQUIREMENTS ...................................................................................................................... 2

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS ...................................................................................................... 2

2.1 AGENCY JUSTIFICATION ............................................................................................................................................. 2 2.2 BUSINESS OBJECTIVES ............................................................................................................................................... 3 2.3 TECHNICAL OBJECTIVES ............................................................................................................................................. 3 2.4 IMPACT ON ORGANIZATION ........................................................................................................................................ 4 2.5 TRANSITION TO OPERATIONS ...................................................................................................................................... 4

3.0 PROJECT/PRODUCT SCOPE OF WORK .............................................................................................................. 5

3.1 DELIVERABLES ......................................................................................................................................................... 5 3.1.1 Project Deliverables ..................................................................................................................................... 5 3.1.2 Product Deliverables ................................................................................................................................... 6

3.2 SUCCESS AND QUALITY METRICS .......................................................................................................................... 6

4.0 SCHEDULE ESTIMATE ....................................................................................................................................... 7

ESTIMATED SCHEDULE OF PROJECT PHASES........................................................................................................ 7

5.0 BUDGET ESTIMATE ........................................................................................................................................... 7

5.1 FUNDING SOURCE(S) ................................................................................................................................................ 7 5.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE .................................................................................................. 7

Major Project Deliverable ................................................................................................................................................. 8 Projected Budget .............................................................................................................................................................. 8

5.3. BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE ................................................................................................... 8 Phase ................................................................................................................................................................................. 8 Projected Budget .............................................................................................................................................................. 8

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE .............................................................................. 9

6.1 STAKEHOLDERS ................................................................................................................................................... 9 6.2 PROJECT GOVERNANCE PLAN ........................................................................................................................... 10 6.3 PROJECT MANAGER........................................................................................................................................... 11

6.3.1 PROJECT MANAGER CONTACT INFORMATION ......................................................................................... 11 6.3.2 PROJECT MANAGER BACKGROUND .......................................................................................................... 11

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES .................................................................................................. 12 6.5 PROJECT MANAGEMENT METHODOLOGY .................................................................................................................... 12

7.0 CONSTRAINTS ................................................................................................................................................ 12

8.0 DEPENDENCIES ............................................................................................................................................... 13

9.0 ASSUMPTIONS .................................................................................................................................................. 14

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY ........................................................................... 14

ii

RISK 1 .................................................................................................................................................................... 14 RISK 2 .................................................................................................................................................................... 15 RISK 3 .................................................................................................................................................................... 15 RISK 4 .................................................................................................................................................................... 14

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING .................................................................. 15

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V ............................................................... 16

13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES .................................................................. 17

14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE ..................................................... 17

REVISION HISTORY

REVISION NUMBER DATE COMMENT

.01 April 10, 2018 Document submitted for initial Review

.02 April 16, 2018 Document submitted for review

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 1

PAGE 1

1. PROJECT BACKGROUND

1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT

The Department of Cultural Affairs (DCA) represents New Mexico's dedication to preserving and celebrating the cultural heritage of the state. DCA oversees 15 divisions representing a variety of programs and services. Among them are New Mexico's 8 historic sites and 8 museums, which provide visitors – New Mexico residents and tourists alike – with opportunities to learn about and experience New Mexico’s culture.

The success of these institutions – in terms of both financial stability and in meeting performance goals – depends on DCA leadership having access to visitor data. Understanding of visitation patterns and visitor motivations is critical to program planning and effective management. Additionally, the Department is required to track attendance, revenue, and participation in events and to report on these data to the Legislature and executive leadership.

The ticketing systems currently in use by DCA institutions are unable to provide the types of information the Department needs. There is no single system in use across the department, reporting of visitation data is cumbersome, and the systems in use at the majority of DCA facilities are no longer supported or updated by the vendor. At many locations, visitation is recorded manually, entered into excel spreadsheets, and later transferred to a centralized database for combined reporting. At each stage, of this process, the possibility of errors is introduced.

Additionally, DCA's systems do not offer the purchasing options that customers have come to expect, limiting potential sales. This project will expand purchasing options to include presales, online ordering, and timed ticketing, which are not currently possible with DCA's current systems and will lead to increased ticket sales.

The purpose of this project is to replace DCA's antiquated systems with one standard system capable of meeting the needs of the Department. The project will result in the procurement, configuration, and implementation of a modern, standardized ticketing system across all of DCA's visiting institutions. The result will be increased options for visitors, a leadership better able to make decisions, and more accurate and consistent data about DCA visitation reported to the Legislature.

1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT

DCA has been evaluating replacement ticketing systems since 2013. In that year, DCA began a review of vendor offerings, developed a list of requirements and desired functionality, and in the following year issued a request for proposals (RFP) and selected a vendor.

During contract negotiations with the selected vendor, Wells Fargo raised a statewide concern about Payment Card Industry Data Security Standards (PCI) compliance. Uncertainty about whether the state's response would lead to a consolidated approach to credit card acceptance or some other solution led to cancellation of the RFP. The contract was never executed. The

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 2

PAGE 2

process was an important step in articulating goals and gaining understanding of the current market.

Since then, DCA has undergone a rigorous process of PCI compliance and has honed its requirements through the selection of an interim ticketing solution at one of its divisions. During that process, the department made improvements to its financial management, and identified key areas in which we will focus in selecting a ticketing system. Legislation passed during the 2018 session has given DCA greater flexibility in selecting an appropriate solution.

1.3 PROJECT CERTIFICATION REQUIREMENTS

CRITERIA YES/NO EXPLANATION

Project is mission critical to the agency

YES A significant portion of DCA's operating expenses are based on earned revenue. The new system will affect the manner in which admissions revenue is accepted.

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

YES Project budget is $350,000

Project impacts customer on-line access

YES An intended outcome is the implementation of online ticket sales, which will provide greater convenience to visitors.

Project is one deemed appropriate by the Secretary of the DoIT

YES The project was recommended by DoIT for C2 funding in the FY18 session.

Will an IT Architecture Review be required?

YES

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS

2.1 AGENCY JUSTIFICATION

DCA performance measures include those related to both admissions and revenue. Collection and reporting of data submitted for both of these measures will be facilitated by centralization and standardization of ticketing systems and ticketing procedures. Additionally, DCA's operations require revenue earned through ticket sales. New opportunities for purchase of tickets, such as online sales, will allow for improved marketing and promotional partnerships. Better tools for visualizing and reporting on revenues will result in more efficient financial practices.

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 3

PAGE 3

NUMBER DESCRIPTION

DCA STRATEGIC GOAL 1:

MAXIMIZE IMPACT OF PROGRAMS AND SERVICES ACROSS NEW MEXICO

AGENCY OBJECTIVE 2

EVALUATE EFFECTIVENESS OF PROGRAMS AND SERVICES BY INSTITUTIONALIZING ASSESSMENT, EVALUATION, AND DATA COLLECTION

DCA STRATEGIC GOAL 4:

REALIGN SERVICES TO PRIORITIZE SERVICE DELIVERY, EFFICIENCY AND ACCOUNTABILITY TO MEET REDUCED OPERATING BUDGET, IN RECOGNITION OF NEW FISCAL REALITIES

2.2 BUSINESS OBJECTIVES

NUMBER DESCRIPTION

BUSINESS OBJECTIVE 1

INCREASE EFFICIENCY AND SAVE TIME IN CONFIGURATION AND REPORTING BY STANDARDIZING TICKET SALES WORKFLOWS AND PROCESSES

BUSINESS OBJECTIVE 2

IMPROVE VISITATION DATA BY ENABLING REAL-TIME RECORDING OF VISITATION DATA, ELIMINATING AREAS OF DUPLICATION AND OPPORTUNITY FOR ERROR

BUSINESS OBJECTIVE 3

ENABLE INFORMED DECISION-MAKING BY PROVIDING DCA EXECUTIVE STAFF WITH ATTENDANCE DATA THAT ARE COMPLETE, ACCURATE, AND EASY TO USE

BUSINESS OBJECTIVE 4

INCREASE VISITATION AND REVENUE AT DCA FACILITIES BY PROVIDING VISITORS WITH GREATER CHOICES IN TICKET PURCHASING

2.3 TECHNICAL OBJECTIVES

NUMBER DESCRIPTION

TECHNICAL REDUCE NUMBER OF DISPARATE SYSTEMS IN USE IN

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 4

PAGE 4

NUMBER DESCRIPTIONOBJECTIVE 1 ORDER TO SAVE ON HARDWARE AND SOFTWARE

UPGRADE AND MAINTENANCE COSTS AND EFFORTS

TECHNICAL OBJECTIVE 2

PROCURE, CONFIGURE, AND IMPLEMENT POINT OF SALE SYSTEMS AT ALL DCA MUSEUMS

TECHNICAL OBJECTIVE 3

PROVIDE SECURE, PCI-COMPLIANT MECHANISMS FOR ONLINE SALES OF TICKETS

TECHNICAL OBJECTIVE 4

PROVIDE IMPROVED CAPABILITY TO MEET LEGISLATIVE REPORTING REQUIREMENTS OF PERFORMANCE MEASURES

2.4 IMPACT ON ORGANIZATION

AREA DESCRIPTION

END USER END USERS (CASHIERS, FINANCIAL STAFF) WILL NEED TO BE TRAINED IN THE USE OF THE NEW SYSTEM; MANAGERS AND MARKETING STAFF WILL HAVE OPPORTUNITY TO MODIFY DECISION-MAKING PROCEDURES BASED ON NEWLY AVAILABLE DATA.

BUSINESS PROCESSES

DCA WILL EXPLORE OPTIONS FOR MODIFIED FINANCIAL MANAGEMENT BASED ON NEWLY AVAILABLE TOOLS; NEW FINANCIAL PROCEDURES WILL BE DEVELOPED WHEN A SPECIFIC SYSTEM IS SELECTED. ADMINISTRATIVE SERVICES DIVISION WILL HAVE REDUCED NUMBER OF VENDOR CONTRACTS TO MONITOR FOR PCI COMPLIANCE.

IT OPERATIONS AND STAFFING

DCA STAFF WILL OVERSEE AND MONITOR SYSTEMS AND WILL BE RESPONSIBLE FOR REGULAR MAINTENANCE AND UPGRADES.

2.5 TRANSITION TO OPERATIONS

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 5

PAGE 5

AREA DESCRIPTION

PRELIMINARY OPERATIONS LOCATION AND STAFFING PLANS

SYSTEM INFRASTRUCTURE WILL BE HOUSED WITHIN THE DOIT DATA CENTER AND MANAGED BY DCA'S SANTA FE IT STAFF.

DATA SECURITY, BUSINESS CONTINUITY

ALL SENSITIVE DATA WILL BE ENCRYPTED AT POINT OF SALE, AND NO CREDIT CARD DATA WILL BE STORED WITHIN THE SYSTEM. ALL DATA WILL BE BACKED UP TO DCA'S OFFSITE DISASTER RECOVERY SYSTEM. DCA WILL STRIVE FOR MINIMAL SYSTEM DOWNTIMES OF LESS THAN FIFTEEN MINUTES DURING HOURS OF OPERATION.

MAINTENANCE STRATEGY

DCA PLANS TO CONTRACT WITH THE VENDOR TO MAINTAIN THE SYSTEM, WORKING IN CONJUNCTION WITH DCA IT STAFF.

RECORD RETENTION DCA WILL FOLLOW ALL STATE RULES REGARDING RECORDS RETENTION.

3.0 PROJECT/PRODUCT SCOPE OF WORK

3.1 DELIVERABLES

3.1.1 PROJECT DELIVERABLES

The Project Manager will work directly on the management and oversight of all project deliverables.

• Project Certification Requests and Presentations

• Project Charter

• Project Management Plan

• Project Work Plan

• PCI Assessment/Review

• Project Risk Assessment(s)

• Monthly DoIT Reports

• Contractor Status Reports

• IV&V Reports

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 6

PAGE 6

3.1.2 PRODUCT DELIVERABLES

DELIVERABLE DESCRIPTION

Ticketing System (Hardware and software)

Configurable ticketing system that enables sales of museum, theater, and historic site tickets at multiple locations.

System Design Design of system components and functionality

Initial System Configuration and Testing

Configuration of system for the individual ticket types and prices at each DCA venue

Training for End Users Training sessions for cashiers, financial staff, and

management that provide instruction on creating/modifying tickets and ticket types and creating and viewing reports of visitation and revenue.

3.2 SUCCESS AND QUALITY METRICS

NUMBER DESCRIPTION

Quality Metric 1 Reduction in time spent in producing visitation reports (currently up to 30 days) and financial reconciliation reports

Quality Metric 2 Reduction in errors in submitted data, measured by number of request for modification of previously submitted data

Quality Metric 3 Quality and availability of visitation data to management staff as measured by management satisfaction with reporting and use of data in decision-making

Quality Metric 4 Increase in ticket sales due to improved ticketing capabilities

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 7

PAGE 7

4.0 SCHEDULE ESTIMATE

ESTIMATED SCHEDULE OF PROJECT PHASES

Initiation May 2018

Planning June 2018

Implementation November 2018

Closeout October 2019

5.0 BUDGET ESTIMATE

5.1 FUNDING SOURCE(S)

SOURCE AMOUNT ASSOCIATED RESTRICTIONS

LAWS 2018, CHAPTER 73, SECTION 7 (17)

$350,000

5.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 8

PAGE 8

MAJOR PROJECT DELIVERABLE PROJECTED BUDGET

Independent verification and validation (IV&V) $35,000

PCI Consulting $15,000

System Design $30,000

System Configuration and Testing $60,000

IT Equipment, hardware, and software licensing $210,000

Total $350,000

5.3. BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE

PHASE PROJECTED BUDGET

Initiation

Planning $60,000

Implementation $275,000

Closeout $15,000

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 9

PAGE 9

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE

6.1 STAKEHOLDERS

NAME STAKE IN PROJECT ORGANIZATION TITLE

Veronica Gonzales Executive Sponsor DCA Cabinet Secretary

Michael Delello Business Owner DCA Deputy Cabinet Secretary

Doug Patinka Project Manager

DCA Deputy CIO

Greg Geisler Steering Committee DCA Chief Financial Officer

Gene Harris PCI Coordinator DCA Accounts Receivable Manager

Andy Wulf Steering Committee DCA Division Director

Rebecca Avitia Steering Committee DCA Division Director

Mary Kershaw Steering Committee DCA Division Director

Patrick Moore Steering Committee DCA Division Director

Damian Jaramillo Technology Manager DCA Systems Administrator

Anne Green-Romig Performance Measures Reporting

DCA Director of Legislative Affairs

Shelley Thompson Visitation Reports DCA Director of Marketing

End users (cashiers) Will be involved in day-to-day operations of ticket sales

All DCA divisions with visiting facilities

Customer service representative

End users (finance) Will be involved in day-to-day reconciliation of funds

All DCA divisions with visiting facilities

Financial Officer

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 10

PAGE 10

6.2 PROJECT GOVERNANCE PLAN

Veronica N GonzalesCabinet SecretaryExecutive Sponsor

Michael DelelloDeputy SecretaryBusiness Owner

Project Steering Committee

Doug PatinkaProject Manager

Financial Managers Project Team

Customer Service Managers

Project Team

IT System AdministratorsProject Team

Contracted Vendor

IV&V

ROLE RESPONSIBILITY

Executive Sponsor Allocate resources, provide leadership, legitimizes goals and objectives, keep abreast of major project activities, and serve as the ultimate decision-maker for the project.

Business Owner Participate in project planning and the development of the Project deliverables; provide support to the Project Manager; assists with major issues, problems, and policy conflicts; removes obstacles. Additionally the Business owner will take an active role in planning the scope; approve changes; sign off on major deliverables. The Business Owner will chair the steering committee.

Steering Committee Will include management representatives from the key organizations involved in the project. The Steering committee will act individually and collectively to champion the project throughout their representative organizations. They will approve project deliverables, help resolve issues and policy decisions, and provide direction and guidance to the project. The steering committee can will be involved

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 11

PAGE 11

ROLE RESPONSIBILITY in identify and providing staff and data resources and act as liaisons to DCA business units.

6.3 PROJECT MANAGER

6.3.1 PROJECT MANAGER CONTACT INFORMATION

NAME ORGANIZATION PHONE #(S) EMAIL

DOUG PATINKA DCA/IT 827-6433 505-7011 DOUG.PATINKA@STATE.NM.US

6.3.2 PROJECT MANAGER BACKGROUND

Doug Patinka, Deputy Chief Information Officer (CIO), is a museum professional with more than 20 years of experience in the cultural technology field. As Acting CIO, he oversees DCA's IT operations and is responsible for design, development, and maintenance of websites, databases, and web applications that see more than 1 million visitors per year. He has worked within DCA since 1999 and has served or is serving as project manager for two certified projects.

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 12

PAGE 12

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES

ROLE RESPONSIBILITY

Project Manager The Project Manager will ensure that the project is completed according to plan. He will coordinate communication across all team members and with outside entities; coordinate all phases of development; and oversee project documentation. The Project Manager will develop the Project Plan with the team and will manage the performance and completion of project tasks. The Project Manager to will secure acceptance and approval of deliverables from the Project Sponsor and Steering Committee. The Project Manager will be responsible for status reporting, risk management, escalation of issues that cannot be resolved in the team, and, making sure the project is delivered in budget, on schedule, and within scope.

Ticketing Contractor Responsible for all contract project deliverables as stated in the contract statement of work. Will work with DCA Project Team on planning, design, and implementation.

Technology Manager Provides appropriately skilled personnel to the project as necessary. Manage areas of risk, uncertainty or conflict related to technical areas as related to the project.

Vendor Selection Committee

Develops requirements. Reviews proposals. Selects vendor based on submitted proposals.

Project Team Provide input to contractor on business practices. Provides quality assurance support and other duties. Reports to the Project Manager. Participate in training activities.

6.5 PROJECT MANAGEMENT METHODOLOGY

DCA will follow the State of New Mexico Project Management Process/Methodology as defined in PM Express It will provide to DoIT all appropriate project management deliverables defined in that methodology, including the project plan, project schedule, initial and periodic risk assessments, periodic project reports, and IV&V reports.

The Project Manager will work directly with the Business Owner on the management and oversight of all project deliverables.

7.0 CONSTRAINTS

NUMBER DESCRIPTION

1 SYSTEM MUST BE LIVE IN PRODUCTION AT THE NATIONAL

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 13

PAGE 13

NUMBER DESCRIPTION HISPANIC CULTURAL CENTER NO LATER THAN DECEMBER 2018 IN ORDER TO MAKE AVAILABLE SEASON TICKETS

2 SYSTEM MUST BE LIVE IN PRODUCTION AT THE NEW MEXICO MUSEUM OF NATURAL HISTORY AND SCIENCE NO LATER THAN FEBRUARY 2019 BECAUSE OF CONTRACT EXPIRATION DATES

3 SELECTED VENDOR MUST BE CERTIFIED TO WELLS FARGO/NASHVILLE PROCESSING PLATFORM

4 SELECTED VENDOR MUST PROVIDE EITHER A VERIFIED POINT-TO-POINT ENCRYPTED (P2PE) SOLUTION OR ONE THAT PROVIDES FOR MORE REDUCED SCOPE OF PCI COMPLIANCE THAN P2PE

8.0 DEPENDENCIES

NUMBER DESCRIPTION TYPE M,D,E

1 PROJECT CERTIFICATION COMMITTEE APPROVAL M

2 CONTRACT APPROVALS AND PURCHASES E

3 PCI ASSESSOR VERIFICATIONS. M

4 FUNDING FOR SOFTWARE MAINTENANCE, IMPLEMENTATION AND ON-GOING SUPPORT OF SYSTEM.

M

5 A QUALIFIED AND EXPERIENCED PCI COMPLIANCE CONSULTANT VENDOR WILL BE SELECTED THROUGH AN APPROVED PROCUREMENT PROCESS.

M

• M-Mandatory dependencies are dependencies that are inherent to the work being done. • D-Discretionary dependencies are dependencies defined by the project management team. This may also

encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.

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

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 14

PAGE 14

9.0 ASSUMPTIONS

NUMBER DESCRIPTION

1 A single vendor and product can affordably satisfy the diverse range of ticketing needs of all DCA venues

2 A single solution can handle payment card processing in a PCI-compliant manner so that no payment card data enters DCA networks or servers

3 A system will be able to capture all necessary visitor data required to support decision making

4 DCA will have adequate staffing levels with the proper skill sets necessary to ensure the system will perform at level expected.

5 Staff will be trained properly on the operation of the system to ensure ongoing success.

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY

RISK 1

Description – Changes to PCI-DSS requirements that are not addressed by system at time of implementation.

Probability - Low Impact – Medium

Mitigation strategy – Engage knowledgeable PCI consultant. Include requirements for addressing future changes to PCI-DSS in vendor contract/licensing agreement.

Contingency plan - Include clause in contract that allows for termination if vendor is unable to meet PCI-DSS requirements.

RISK 2

Description - Loss of key staff: technical and business process knowledge exists in only a few individuals within DCA, depending on

Probability Low Impact High

Mitigation strategy: Cross train staff in technical and business processes during Initiation and planning phases; Ensure good written documentation of requirements. Ensure complete documentation of all communication between external and internal entities.

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 15

PAGE 15

knowledge type. If one of the key individuals were to leave during key points in the project, the finished product might not be adequate.

Contingency plan: Recruit and fill vacancies with experienced personnel. Hire contract or temporary staff for duration of project.

RISK 3

Description - high staff utilization: Key DCA staff become over-utilized in multiple projects and cannot properly contribute to key phases. A poor final product could result or be delayed.

Probability High Impact Medium

Mitigation strategy: Ensure staffing is available for all phases of project. Expand contractor role in other, competing projects. Contingency plan: Hire contract or temporary staff for duration of project.

RISK 4

Description – technical and functional staff inexperience with new system. Could cause delays in implementation.

Probability - High Impact – Medium

Mitigation strategy – Ensure that training includes elements for technical staff on system maintenance and management. Send sufficient staff to training by vendor.

Contingency plan - Hire contract or temporary staff for duration of project.

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING

• The Executive Sponsor and will receive communications from the Business Owner and Project Manager on the overall status of the project. This will include major milestones that have been completed and any major issues that may prevent the project from achieving its goals.

• The Business Owner will receive communications from the Project Manager on the overall project plan and status. This will include communication when resource scheduling is to occur and when assignments are complete.

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 16

PAGE 16

• The Project Steering Committee will receive its communications from the Project Manager on the status of their work and related tasks. This will include detailed status about completed work and work that is scheduled for them in the future.

• The Vendor will issue a weekly status reports. This status report will be reviewed by the Project Manager who will be responsible for communicating status up through the project organization.

• All project reporting, including monthly DoIT project status reporting, will be shared electronically with Executive sponsors and project teams.

WHAT TARGET PURPOSE FREQUENCY METHODS

Project Status Executive Sponsor

Business Owner

Executive Steering Committee

Awareness of project status, risks, issues, or changes.

Monthly Email/Face to Face

Vendor Project Status

Project Manager

Validate schedule, scope, and cost is on track.

Weekly Project Status Report, Risk, Issues Logs, Project Team Meetings

Project Awareness

All Stakeholders Project awareness and implementation readiness.

Monthly during initiation and planning. Weekly during implementation

Posted to DCA intranet. Sent via e-mail

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V

DCA will contract with an IV&V Consultant during the Initiation Phase of this project.

Project/Product Area Include Yes/No

Project Management Yes

Quality Management Yes

Training Yes

Requirements Management Yes

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 17

PAGE 17

Operating Environment Yes

Development Environment No

Software Development No

System and Acceptance Testing Yes

Interface Development No

Data Management Yes

Operations Oversight Yes

Business Process Impact Yes

PCI Security Compliance Yes

13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES

SIGNATURE DATE

EXECUTIVE SPONSOR

BUSINESS OWNER

PROJECT MANAGER

14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE

SIGNATURE DATE

PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 18

PAGE 18

DOIT / PCC APPROVAL