GCB GAMING CENTRAL MONITORING
SYSTEM REPLACEMENT
P R O JE C T M A N A GEM E N T PLA N
(PMP)
EXECUTIVE SPONSOR – JEFF LANDERS, CHAIRMAN GAMING CONTROL BOARD
BUSINESS OWNER – FRANK BACA, ACTING EXECUTIVE DIRECTOR
PROJECT MANAGER – DONOVAN LIEURANCE, IT DIRECTOR
ORIGINAL PLAN DATE: SEPTEMBER 2012
REVISION DATE: SEPTEMBER 2013
REVISION: 2.0
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
REVISION HISTORY................................................................................................................................................ III
AGENCY APPROVAL SIGNATURES ......................................................................................................................... III
PREPARING THE PROJECT MANAGEMENT PLAN .................................................................................................... V
ABOUT THIS DOCUMENT ....................................................................................................................................... V
PROJECT OVERSIGHT PROCESS MEMORANDUM – DOIT, JULY 2007 ....................................................................................... V
1.0 PROJECT OVERVIEW ......................................................................................................................................... 5
EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT............................................................................................................5
1.2 FUNDING AND SOURCES ...........................................................................................................................................15
1.3 CONSTRAINTS ........................................................................................................................................................16
1.4 DEPENDENCIES.......................................................................................................................................................16
1.5 ASSUMPTIONS...................................................................................................................................................16
1.6 PROJECT RISKS .....................................................................................................................................................17
SIGNIFICANT RISKS AND MITIGATION STRATEGY ................................................................................................. 17
RISK 1: INABILITY TO IMPLEMENT KEY FUNCTIONAL OR ARCHITECTURALLY SIGNIFICANT PERFORMANCE (OR
OTHER NON-FUNCTIONAL) REQUIREMENTS. ....................................................................................................... 17
MITIGATION 1: DEFINE BUSINESS AND TECHNICAL REQUIREMENTS BASED ON OTHER JURISDICTIONS WHO HAVE
IMPLEMENTED SIMILAR SYSTEMS. ...................................................................................................................... 17
MITIGATION 2: HIRING OF ADDITIONAL SUPPORT STAFF; MONITOR CLOSELY THE WORKLOAD AND PERSONNEL
ASSIGNMENTS. UTILIZE OUTSIDE RESOURCES IF BUDGET WILL ACCOMMODATE. .............................................. 17
RISK 3: ADDITIONAL FUNDING FOR FY14 TO COMPLETE PROJECT NOT APPROVED ............................................ 17
MITIGATION 3: UTILIZE OTHER AGENCY FUNDING. .............................................................................................. 17
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE ............................................................................ 17
2.1 STAKEHOLDERS ......................................................................................................................................................17
2.2 PROJECT GOVERNANCE STRUCTURE .............................................................................................................. 19
2.2.1 Describe the organizational structure – Org Chart ...................................................................................19
2.2.2 Describe the role and members of the project management ....................................................................20
2.2.3 Organizational Boundaries, interfaces and responsibilities ......................................................................21
2.3 EXECUTIVE REPORTING............................................................................................................................................21
3.0 SCOPE ............................................................................................................................................................ 22
3.1 PROJECT OBJECTIVES ..............................................................................................................................................22
3.1.1 Business Objectives ...................................................................................................................................22
3.1.2 Technical Objectives ..................................................................................................................................22
4.0 PROJECT DELIVERABLES AND METHODOLOGY ............................................................................................... 23
4.1 PROJECT MANAGEMENT LIFE CYCLE ..........................................................................................................................23
4.1.1 Project Management Deliverables ............................................................................................................23
4.1.2 Deliverable Approval Authority Designations ...........................................................................................24
4.1.3 Deliverable Acceptance Procedure ............................................................................................................24
4.2 PRODUCT LIFE CYCLE .........................................................................................................................................24
4.2.1 Product and Product Development Deliverables .......................................................................................25
4.2.4 Deliverable Acceptance Procedure ............................................................................................................32
5.0 PROJECT WORK .............................................................................................................................................. 33
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5.1 WORK BREAKDOWN STRUCTURE (WBS) ....................................................................................................................33
5.3 PROJECT BUDGET ...................................................................................................................................................34
5.4 PROJECT TEAM ......................................................................................................................................................35
5.4.1 Project Team Organizational Structure .....................................................................................................35
5.4.2 Project Team Roles and Responsibilities ...................................................................................................36
5.6 PROJECT LOGISTICS ...........................................................................................................................................37
5.6.1 Project Team Training ...............................................................................................................................37
6.0 PROJECT MANAGEMENT AND CONTROLS ...................................................................................................... 37
6.1 RISK AND ISSUE MANAGEMENT.................................................................................................................................37
6.1.1 Risk Management Strategy .......................................................................................................................37
6.1.2 Project Risk Identification ..........................................................................................................................37
6.1.3 Project Risk Mitigation Approach ..............................................................................................................37
6.1.4 Risk Reporting and Escalation Strategy.....................................................................................................37
6.1.5 Project Risk Tracking Approach .................................................................................................................37
6.1.6 Issue Management ....................................................................................................................................38
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V .............................................................................................38
6.3 SCOPE MANAGEMENT PLAN ....................................................................................................................................39
6.3.1 Change Control ..........................................................................................................................................39
6.4 PROJECT BUDGET MANAGEMENT..............................................................................................................................40
6.4.1 Budget Tracking ........................................................................................................................................40
6.5 COMMUNICATION PLAN ..........................................................................................................................................40
6.5.1 Communication Matrix .............................................................................................................................40
6.5.3 Project Status Reports ...............................................................................................................................40
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) ......................................................................................41
6.6.1 Baselines....................................................................................................................................................41
6.7 QUALITY OBJECTIVES AND CONTROL ................................................................................................................41
6.7.1 quality Standards ......................................................................................................................................41
6.7.2 Project and Product Review and Assessments ..........................................................................................42
6.7.3 Agency/Customer Satisfaction ..................................................................................................................42
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS .......................................................................................43
6.8 CONFIGURATION MANAGEMENT .....................................................................................................................44
6.8.1 Version Control ..........................................................................................................................................44
6.8.2 Project Repository (Project Library) ...........................................................................................................44
6.9 PROCUREMENT MANAGEMENT PLAN ..............................................................................................................44
7. 0 PROJECT CLOSE ............................................................................................................................................. 44
7.1 Administrative Close .....................................................................................................................................45
7.2 Contract Close ..............................................................................................................................................45
REVISION: 1.0
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PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
REVISION HISTORY
REVISION NUMBER
DATE
COMMENT
1.0
September, 2012
Planning Version for PCC certification
2.0
September, 2013
Implementation
2.1
2.2
AGENCY APPROVAL SIGNATURES
The signatures below indicate that this document details the current revision of Project
Management Plan for the National Background Check Program.
NEW MEXICO GAMING
CONTROL BOARD
SIGNATURE
DATE
PROJECT DIRECTOR
REVISION: 1.0
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REVISION: 1.0
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PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
PREPARING THE PROJECT MANAGEMENT PLAN
The workbook for preparation of the Project Management Plan is built around helping the project
manager and the project team to use the Project Management Plan in support of successful
projects. Please refer to it while developing this PMP for your project.
ABOUT THIS DOCUMENT
PROJECT OVERSIGHT PROCESS MEMORANDUM – DOIT, JULY 2007
“Project management plan” is a formal document approved by the executive sponsor and the
Department and developed in the plan phase used to manage project execution, control, and
project close.
The primary uses of the project plan are to document planning assumptions and decisions,
facilitate communication among stakeholders, and documents approved scope, cost and
schedule baselines.
A project plan includes at least other plans for issue escalation, change control,
communications, deliverable review and acceptance, staff acquisition, and risk management.
“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 project plan 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.
1.0 PROJECT OVERVIEW
EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT
The current central monitoring system, referred to as AEGIS is the 2 nd iteration of the
statutorily required (60-2E-43) Central System; both of which were procured via the request for
proposal process. The current central monitoring system brought many enhancements that
benefited the licensees of the Board. The most notable was support for the slot accounting system
or SAS protocol and continued support of the legacy and proprietary F3-NM protocol.
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PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
The current central monitoring system has been in operation since mid-2004 and has not
realized any hardware, operating system or database upgrades since that time (other than regular
maintenance releases from the vendor). Although the agency is responsible for hardware
maintenance, issues with more frequent failures and the replacement components is becoming
more of an issue. The agency recommends a modernization of the current system to address
these shortcomings.
As the future of the industry is focused on content and configuration downloading, the need for
an updated and enhanced central monitoring system is paramount. Support for these
enhancements will provide more options for patrons, increased profits for the licensees; thereby
increasing revenue to the State..
1.2 FUNDING AND SOURCES
Efforts are funded by the General Fund only.
SOURCE
FY2014 COMPUTER ENHANCEMENT
REQUEST
AGENCY FUNDING
PAGE | 15
AMOUNT
$2.5 MILLION
$645,000
ASSOCIATED
RESTRICTIONS
CONTRACT AND
IMPLEMENTATION
MAINTENANCE
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
1.3 CONSTRAINTS
NUMBER
DESCRIPTION
C-001
APPROVED FUNDING REQUEST FROM THE LEGISLATURE
C-002
COMPLETION OF THE PROJECT WITHIN THE FUNDING
APPROPRIATIONS PERIOD
1.4 DEPENDENCIES
Types include the following and should be associated with each dependency listed.


Mandatory dependencies are dependencies that are inherent to the work being done.
D- Discretionary dependencies are dependencies defined by the project management team. This may also
encompass particular approaches because a specific sequence of activities is preferred, but not mandatory
in the project life cycle.
E-External dependencies are dependencies that involve a relationship between project activities and nonproject activities such as purchasing/procurement

NUMBER
DESCRIPTION
TYPE M,D,E
D-001
A SYSTEMS INTEGRATOR NEEDS TO BE SELECTED
THROUGH A RFP PROCESS (CREATE RFP, RECEIVE
PRPOSALS, EVALUATE PROPOSAL, SELECT SYSTEMS
INTEGRATOR AND COMPLETE CONTRACTING)
M
D-002
UN-INTERRUPTED CONTINUED OPERATION OF
GAMING VENUES DURING HARDWARE
REPLATFORMING TO THE NEW PLATFORM
E
D-003
REPLATFORMING NEEDS TO BE COMPLETED BY JUNE
2014 FOR ALL LICENSEES
E
D-004
A TEST ENVIRONMENT NEEDS TO BE AVAILABLE TO
THE PROJECT TEAM IN ORDER TO TEST
FUNCTIONALITY
M
1.5 ASSUMPTIONS
NUMBER
1
PAGE | 16
DESCRIPTION
The planning activities of GCB project manager and agency management must be
closely integrated to ensure procurement activities and vendor implementation
can be tightly coupled to achieve cohesive schedules.
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
NUMBER
DESCRIPTION
2
Systems coming from different vendors are able to communicate with each other
as defined in the requirements.
3
Gaming Control Board (GCB) will take the lead in performing the outreach
needed to communicate, educate and engage the GCB downstream stakeholders,
such as the Racetrack Operators and Non-Profit Distributors, necessary to make
the overall project successful.
1.6 PROJECT RISKS
SIGNIFICANT RISKS AND MITIGATION STRATEGY
RISK 1: Inability to implement key functional or architecturally significant performance (or
other non-functional) requirements.
MITIGATION 1: Define business and technical requirements based on other jurisdictions
who have implemented similar systems.
RISK 2: Staff resource availability
MITIGATION 2: Hiring of additional support staff; Monitor closely the workload and
personnel assignments. Utilize outside resources if budget will accommodate.
RISK 3: Additional funding for FY14 to complete project not approved
MITIGATION 3: Utilize other agency funding.
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL
STRUCTURE
2.1 STAKEHOLDERS
NAM E
STAKE IN PROJECT
Jeff Landers
Executive Sponsor
GCB
Board Chair
Gaming Control
Board
Frank Baca
Co-Executive Sponsor
Business Owner
GCB
Acting Executive
Director /General
Counsel
Donovan
Overall project planning and
implementation management
GCB
Chief Information
Officer (CIO)
PAGE | 17
ORGANIZATION
TITLE
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
NAM E
STAKE IN PROJECT
ORGANIZATION
Lieurance
Racetrack
Licensees
For Profit Casino Operators
Licensee
Non-Profit
Licensees
NOT For Profit Gaming Operators
Licensee
Non-Profit
Distributors
Contract services for gaming machines
and services to the Non-Profit
Operators
Licensee
PAGE | 18
TITLE
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
2.2 PROJECT GOVERNANCE STRUCTURE
2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART
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PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT MANAGEMENT
NAME
GROUP
ROLE
Executive
Sponsor
Jeff Landers
GCB
Steering
Committee
Member
Co-Executive
Sponsor
Frank Baca
GCB
Steering
Committee
Member
RESPONSIBILITY

















Donovan
Lieurance
GCB
Project
Manager

Steering
Committee
Member


Operations
Manager
Phil Thompson
GCB
Steering
Committee
Member
Database
Administrator
Johnny Montoya
PAGE | 20
GCB
Steering
Committee
Member




















Attend and participate in meetings
Review presented documentation
Balance larger picture versus details of project
Review project funding and expenditures
Champion the project
Communicate with the Legislature
Champion Program requirements
Attend and participate in meetings
Review presented documentation
Balance larger picture versus details of project
Review project funding and expenditures
Champion the project
Communicate with the Board and Legislature
Facilitate Steering Committee Meetings
Participate in planning sessions
Ensure project staff availability, funding, and
contract management
Review and accept the initial risk assessment,
management plan, project plan, and budget
Provide management review and accept
changes to project plan, contract or
deliverables
Appoint Committee and Team members
Attend executive requirements reviews and
resolve requirements problems
Committee decisions
Communicate with the Vendor
Champion the project
Ensure user and sponsor acceptance
Contribute to lessons learned
Provide Information Technology guidance
Attend and participate in meetings
Review and accept deliverables
Review presented documentation
Balance larger picture versus details of project
Review project funding and expenditures
Champion the project
Communicate with the Vendor
Provide Information Technology guidance
Attend and participate in meetings
Review and accept deliverables
Review presented documentation
Balance larger picture versus details of project
Review project funding and expenditures
Champion the project
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)

Communicate with the Vendor
2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES
This is a single-agency project. GCB is the key contributor to the success and ongoing support of
the project goals. A Contract will be entered into between GCB and the Vendor defining the
project agreements made and the services being provided. There are two Project Managers (PM)
– one for the Agency and one from the Vendor. The PM from GCB works with the PM from the
Vendor for overall coordination. Each will meet internally to define needs, plan and deliver
project. At times, representatives from both (i.e. Business, Technical) will meet along with the
PMs during appropriate forums to communicate and resolve needs regarding requirements,
expectations, issues and timing.
While the project is structured to ensure management by appropriate leadership groups,
communication is designed to be open and interactive between the levels of leadership. Various
methods and timing for communication are being established to meet the needs of both agencies
and stakeholders for the overall program as identified in 6.5 Communication Plan.
2.3 EXECUTIVE REPORTING
To facilitate effective communication and provide accurate updates on progress, the Project Manager
shall report on the Project as highlighted in the Communication Plan and further described below:

Steering Committee meetings will be held monthly (or as requested by Project Manager) to
update the membership on these topics and related deliverables, status, schedule, and budget, and
to receive direction on project issues or decisions. A written status report, to discuss the current
activities, the schedule of future activities, prioritized risks and the status of project issues.

Progress Reporting to DoIT:
o
o
Monthly Progress Reporting to DoIT: The GCB GCMS Project Manager will submit
monthly reports using the DoIT template.
Quarterly Contract Reporting

Key Topic Meetings: Key topic meetings will be held to discuss needs and arrive at decisions,
plan strategy, address prioritized risks and the status of key topics. The Project Manager will
facilitate communication that clarifies results of these meetings to the appropriate audience.

Other Communications: The GCB GCMS Project Manager will use email, telephone calls,
conference calls, and additional meetings and presentations to communicate with the vendor,
project team, and other stakeholders as needed and as identified in 6.5 Communication Plan.
PAGE | 21
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
3.0 SCOPE
3.1 PROJECT OBJECTIVES
3.1.1 BUSINESS OBJECTIVES
NUMBER
DESCRIPTION
Business Objective 1
Improve staff productivity.
Business Objective 2
Increase business process transparency and performance
management.
Business Objective 3
Reduce the cost for system maintenance and future development.
Business Objective 4
Improve constituent (racetrack, non-profit & distributor licensees)
satisfaction with the gaming central monitoring system.
3.1.2 TECHNICAL OBJECTIVES
NUMBER
Technical Objective 1
DESCRIPTION
Intuitive, web-based user interfaces. Automated business rules
and exception handling.
Technical Objective 2
Real-time workflow reporting
Technical Objective 3
Maximize re-use of existing application assets.
Technical Objective 4
Continued support for existing legacy protocol (F3-nm) and support
for new upcoming industry adopted protocols.
PAGE | 22
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
4.0 PROJECT DELIVERABLES AND METHODOLOGY
4.1 PROJECT MANAGEMENT LIFE CYCLE
Phase
Summary of Phase
Key Deliverables
Initiation
This phase defines overall parameters of
the project and established the appropriate
project management and quality
environment required to complete the
project.
Project Charter, Initial Risk
Assessment, High level schedule,
Procurement Strategy, Approval
for next phase
Planning
This phase defines the exact parameters of
the project and ensures all the prerequisites for execution and control are in
place.
Project Management Plan, Team
members identified, Final scope
statement, Functional
Requirements, High level WBS,
High level Schedule, Budget and
Communication Plans, Roles and
Responsibilities, Status reports,
Approval for next phase
Implementation
The phase configures and deploys the
system.
Configuration Documentation,
Testing Documentation, Training
Documentation, Updated Project
Schedule, Updated Budget, Risk
Management Log, Issue Log,
Status Report, Acceptance
Closeout
The phase accesses the project and derives
any lessons learned and best practices.
Post Implementation Review and
Report, Administrative Close-Out
4.1.1 PROJECT MANAGEMENT DELIVERABLES
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 Charter
Description – The initial project
deliverable plan will contain the Project
Charter. This deliverable may be revised
during planning phase.
PAGE | 23
Deliverable Acceptance Criteria –
Sign-off by Project Manager
Standards for Content and Format –
Use of DoIT Project Charter template
Quality Review -.
Peer review for grammar and spelling
Key project team members review for consensus
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
4.1.1.2 Project Management Plan
Description – The Project Management
Plan will be the guide used throughout
the Project. This plan will contain the
following plans: Scope Management,
Schedule Management, Budget, Risk
Management, Communications, Change
Management, Lessons Learned and
Roles/Responsibilities of team members.
This plan is an evolving document as
new information will be added and
existing information will be revised
during initiation and planning phase.
Deliverable Acceptance Criteria –
Approval by Steering Committee
Sign-off by Project Sponsors and Project Director
Standards for Content and Format –
Use of DoIT Project Management Plan template
Quality Review –
Peer review for grammar and spelling
Key project team members review for consensus
Final review by Steering Committee, Project Director and
Sponsor
4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
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.
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
DATE
APPROVED
PRJ-DEL-001
Project Charter
Project Manager
09/2012
PRJ-DEL-002
Project Management Plan (PMP)
Project Manager
10/2012
PRJ-DEL-003
Project Management Plan (PMP)
Steering Committee
12/2013
4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE
The Project Director and the project Sponsor(s) will review and/or accept the project documents.
4.2 PRODUCT LIFE CYCLE
“During the project management lifecycle, agencies shall select and implement a phase product
development lifecycle methodology approved by the Department.” PROJECT OVERSIGHT
PROCESS Memorandum
Phase
Summary of Phase
Key Deliverables
Initiation
Project approach and scope
Project Charter
Plan
Requirement development, initial
Project Management Plan
PAGE | 24
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
budget allocations and sources
documented
Define
Define functional and process
requirements.
Requirements documents and develop
RFP
Design
Define Process flow, System
design, System Architecture,
Database Design
Vendor provided design based on RFP
requirements
Build
Apply system documents to
development activities; prepare
training materials and transition to
operations plan.
Vendor provided implementation
schedule based on RFP requirements
Test
Integration testing and
Implementation planning
System acceptance testing
Deploy
Systems Deployed
Training and deploying product to users
over a period of time
Close
Product is accepted
Closeout Documents
Operational transition planning strategy
4.2.1 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES
Product Deliverables are work products or artifacts that are driven by the product management
methodology requirements and standard project management practices regardless of the product
requirements of the project.
A.
Deliverable Number 1 Develop Implementation Plan for GCMS Upgrade
Deliverable Name
Due Date
Compensation
Develop Implementation Plan
Task Item
Sub
Tasks
Develop
Sub 1
project plan
and schedule
for GCMS
upgrade.
PAGE | 25
Description
The Contractor, with Procuring Agency’s participation, shall develop a
detailed project implementation plan outlining tasks to be completed,
deliverables to be produced and responsibilities of the parties relative to
these tasks and deliverables utilizing the Contractor’s implementation
methodology as appropriate and agreed upon by the Procuring Agency.
The Plan and supporting documentation shall be created and maintained
using Microsoft Office and Microsoft Project. The tasks and deliverables
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
shall relate to the project to implement the upgrade of the Gaming Central
Monitoring System at the central, backup and remote sites. The Plan shall
include the setup of the hosting environment, installation of software,
super user training, design, build, test, and configuration of software,
update of business processes, system and software training,
implementation support, support-user training, transition to operations and
production support processes. Plan shall also include all documentation,
tasks, and responsibilities required for a successful implementation for the
complete production rollout to the central, backup, and remote locations.
The Plan shall include the design, configuration, build, testing, and
training (configuration, system, integration, support-staff) of the GCMS.
Sub 2
Contractor shall provide project management services to include but not
be limited to:





Agency
Acceptance
PAGE | 26
Scope Requirements Management
Schedule Management
Risk & Issue Management
Change Management
Communications Management
The Procuring Agency project manager will review, approve and accept
the project implementation and notify the Contractor in writing of the
acceptance.
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
B.
Deliverable Number 2 Build Production and Test Environments for GCMS
Upgrade
Deliverable Name
Due Date
Compensation
Build Production and Test
Environments for GCMS
Upgrade
Task Item
Sub
Tasks
Build
Sub 1
Production,
Test and
Training
Environments
for GCMS
upgrade.
Agency
Acceptance
PAGE | 27
Description
The Contractor shall develop a technical and functional requirements
design document and submit to Procuring Agency for review and
acceptance.
Sub 2
The Contractor shall procure the hardware and prepare hosting
environments for the GCMS upgrade in Production and Test in
accordance with approved design document from Sub Task 1. The
production and test hosting environments shall meet or exceed the
requirements for hardware, networking, and connectivity as specified for
the GCMS upgrade. The test environment shall be able to incorporate all
of the production data for testing purposes. The Contractor shall set-up
multiple servers, including the production environment; database, web,
application and data warehouse servers.
Sub 3
The contractor shall provide knowledge transfer and technical
documentation for systems maintenance and support of computing
environment.
Contractor shall participate in weekly meetings with the agency project
team and provide written weekly status reports. Contractor shall provide
weekly reports documenting material decisions made and shall provide
such reports to Procuring Agency project manager for acceptance and
approval. The Procuring Agency project manager shall review, approve
and accept the project deliverable and notify the Contractor in writing of
the acceptance.
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
C.
Deliverable Number 3 System Testing and Validation for GCMS Upgrade
Deliverable Name
Due Date
Compensation
Data Conversion & System
Testing and Validation for
GCMS Upgrade
Task Item
Data
Conversion
Sub
Tasks
Sub 1
Description
The Contractor shall provide all services necessary for data conversion
and migration. Contractor shall assist Procuring Agency in data validation
and Contractor shall address any data issues prior to migration into
production.
Validate
Sub 2
environments
and system
testing for
GCMS
upgrade.
The Contractor and GCB in conjunction with a 3rd party test lab shall
coordinate the testing of the GCMS for production functionality and
appropriate set up. This includes: Testing the GCMS security,
functionality and features that that are new to the version. It includes the
“smoke testing”, and production testing of all of the new and existing
features including interfaces and interface functionality with the end
result being the acceptance testing. GCB shall approve prior to the
progression to production.
Resolve
identified
issues
Troubleshoot and resolve issues identified during testing. Contractor
shall also assist GCB staff in resolving any communication or data access
issues.
Agency
Acceptance
Contractor shall participate in weekly meetings with the agency project
team. Contractor shall manage reports documenting material testing
outcomes and shall provide such reports to Procuring Agency project
manager for acceptance and approval. The Procuring Agency project
manager shall review, approve and accept the project deliverable and
notify the Contractor in writing of the acceptance.
PAGE | 28
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
D.
Deliverable Number 4 GCMS Install Remote Site & Migration of First Gaming
Machine to GCMS
Deliverable Name
Due Date
Compensation
First Licensed Gaming
Machine
Task Item
Sub
Tasks
Install
Sub 1
Required
GCMS
Components
at Remote Site
Description
The Contractor and GCB shall coordinate the installation and configuration
of the GCMS at a pre-determined licensed gaming operator for production
functionality and appropriate set up. To include testing of communications
functionality between the GCB Central site and the Remote site with the end
result being the acceptance testing. GCB shall approve prior to progression
to Sub Task 2.
Migrate First Sub 2
Licensed
Gaming
Machine to
GCMS
The Contractor shall migrate the first licensed gaming machine to the
GCMS and verify through testing the communications functionality
between the gaming machine and the GCMS Central site host/Operator
interfaces.
Agency
Acceptance
Contractor shall participate in weekly meetings with the agency project
team. Contractor will document specific contributions to the effort and
shall provide such reports to Procuring Agency project manager for
acceptance and approval. The Procuring Agency project manager shall
review, approve and accept the project deliverable and notify the
Contractor in writing of the acceptance.
PAGE | 29
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
E.
Deliverable Number 5 Production Go Live for GCMS
Deliverable Name
Due Date
Compensation
Production Go Live for GCMS
Upgrade
Task Item
Production
Go Live for
GCMS
upgrade.
Sub
Tasks
Sub 1
Description
The Contractor shall test the GCMS for production functionality and
appropriate set up. The Contractor shall perform the required series of
steps to bring the new functionality to the live production environment
during an agency approved time outside of normal business hours.
Contractor shall bring all of the GCMS servers live (available to end
users) as well as shutting down the version previous in the production
environment. Contractor shall perform an additional series of testing
steps to ensure the environment is production ready with the live data
from the previous GCMS environment.
Rollout to
Sub 2
Remote Sites
Contractor shall install, configure and migrate the remaining remote sites
in accordance with the accepted project plan in Deliverable A. The
Contractor shall perform the required series of steps to bring the new
functionality to the remote site during an agency approved time outside of
normal business hours.
Agency
Acceptance
Contractor shall participate in weekly meetings with the agency project
team. Contractor shall provide reports documenting material Go Live
issues and shall provide such reports to Procuring Agency project
manager for acceptance and approval. The Procuring Agency project
manager shall review, approve and accept the project deliverable and
notify the Contractor in writing of the acceptance.
PAGE | 30
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
F.
Deliverable Number 6 Staff Training & Documentation for GCMS
Deliverable Name
Due Date
Compensation
Staff Training for GCMS
Upgrade
Task Item
Sub
Tasks
Staff Training Sub 1
for GCMS
upgrade.
Description
The Contractor shall train the GCB operational staff in the
implementation of the GCMS environment;
The Contractor shall provide training to include but not be limited to the
following::




Provide training tools (printed material, recorded webcasts, etc.)
that could be used to familiarize end users, support staff and super
users to the application prior to training.
Provide training to agency identified Super Users.
Provide training for Support Users.
All users shall be trained within 2 weeks of the go-live date. Super
users and Support users training shall be on-site for these trainings.
Documentation Sub 2
for GCMS
staff & remote
operators
The contractor shall provide the GCB operational staff all required
documentation of the GCMS and shall include but not be limited to the
following:
Agency
Acceptance
The Procuring Agency project manager shall review, approve and accept
the project deliverable and notify the Contractor in writing of the
acceptance.
PAGE | 31




Principles and Operations of the GCMS
Console/User Interface commands
Maintenance Procedures
Remote Site operations
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
G.
Deliverable Number 7 Phase-out and Turnover Plan
Deliverable Name
Due Date
Compensation
Phase-out and Turnover plan
Task Item
Sub
Tasks
Description
Phase-out and
Turnover plan
The specifications for this deliverable are as follows:
Agency
Acceptance
Contractor shall participate in weekly meetings with the agency project
team. Contractor shall document specific contributions to the effort and
shall provide such reports to Procuring Agency project manager for
acceptance and approval. The Procuring Agency project manager shall
review, approve and accept the project deliverable and notify the
Contractor in writing of the acceptance.
The Contractor shall develop a phase-out and turnover plan, and
submit to the Procuring Agency for review and acceptance.
4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE
As part of the Deliverable Acceptance Procedure, the Project Team will review each of the
deliverables. During the Project Team review period, any issues identified will be documented
in the issue log and resolved if possible prior to the next step. After a deliverable is reviewed, a
recommendation from the Project Team for acceptance will be sent to the Project Manager for
final sign-off.
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PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
5.0 PROJECT WORK
5.1 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. The overall plan is constructed by multiple sub-plans containing
external links. Each plan follows the same high-level WBS identified below.
IDENTIFIER
WORK PACKAGE
DESCRIPTION
DEFINITION/
OBJECTIVE
MILESTONE/
DELIVERABLE
0.0
Initiation Phase
This phase defines
overall parameters of the
project and established
the appropriate project
management and quality
environment required to
complete the project
Project Charter, Initial Risk
Assessment, High-level
schedule, Approval for next
phase.
1.0
Planning Phase
This phase identifies the
implementation
approach, procurement
method and establishes
all necessary
documentation.
Contract Amendment
Negotiated and Executed,
IV&V Contract Executed,
Finalize PMP, commit
Resources. Approval for
next phase.
2.0
Implementation Phase
This phase deploys the Confirm Schedule,
upgraded system to a
Configuration, Testing,
prepared set of users and Training, and Deployment.
positions on-going
support and
maintenance.
3.0
Closeout Phase
This phase closes out
Closeout report, Transition
the project and
to Production document,
completes the Transition Lessons Learned
to Production.
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PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
5.3 PROJECT BUDGET
Costs estimates are the costs applied to an activity in a project by assigning resources with
associated rates or fees. Resources can include equipment, material, technology, processing
cycles, or people. The total cost is critical and should be consistent with the proposal; include
breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an
appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or
deliverable).
PHASES
PLANNED CERTIFICATION DATE
AMOUNT TO BE
REQUESTED
July 2013
$200,000
September, 2013
$500,00
November 2013 – June 2014
TBD
July 2014
$0
INITIATION
IMPLEMENTATION
DELIVERABLES MET
CLOSEOUT
BUDGET
. Comment: Estimates only based on previous encounters
FY13
FY14
FY15
0
$120,000
0
Hardware
0
$150,000
0
Software
0
$2,000,000
0
Maintenance
0
0
$645,000
Training
0
$75,000
0
0
$2,345,000
$645,000
Description
Staff Internal
Consulting
Services
IV&V
Implementation Vendor(s)
TOTAL
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PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
5.4 PROJECT TEAM
5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE
Insert a graphical Organization Chart here. The Organizational Structure (OS) is a hierarchical
configuration defining levels of program management and may identify all project personnel.
The OS should be simple and straightforward. Include role names and people’s names.
Consider identifying the core project team by shading their respective boxes on the chart. On
complex projects, consider using a second OS to identify core project team. The OS can also be
used for management reporting.
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PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES
List the team members, their role, responsibility and functional area. Make sure to include a
comprehensive listing including those from the organization managing the project, business
members involved to ensure business objectives are met and the vendor members that may have
a specific role.
ROLE
RESPONSIBILITY
NAME
FUNCTIONAL
AREA
Executive Sponsors
To provide business and
program area leadership, and
to provide project business
process resources
Jeff Landers & Frank
Baca
GCB
GCB Project
Manager
To provide business process
and program area leadership,
and to provide project
business process resources
Donovan Lieurance
GCB
GCB Technical
Lead Operations
To provide technical
leadership and provide
project technical resources
Phil Thompson
GCB
GCB Technical
Lead
To provide technical
leadership and provide
project technical resources
Johnny Montoya
GCB
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PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
5.6 PROJECT LOGISTICS
5.6.1 PROJECT TEAM TRAINING
Each month there is a Technical Assistance conference call for sharing and learning; including
the use of telephone calls, conference calls and web meetings. The Project Team will also use
resident software packages to create and disseminate information for team members such as MS
Word, Excel, Visio, Project and Adobe PDF.
6.0 PROJECT MANAGEMENT AND CONTROLS
6.1 RISK AND ISSUE MANAGEMENT
PMBOK©:
Risk: “An uncertain event or condition that, if it occurs, has a positive or negative effect on a
project’s objectives.”
Issue: “A point or matter in question or dispute, or a point or matter that is not settled and is
under discussion or over which there are opposing views or disagreements.”
Both Risks and Issues can significant impact a project’s success, and both should be handled in
similar ways.
6.1.1 RISK MANAGEMENT STRATEGY
Provide a detailed explanation on the strategy for how risks are identified, analyzed/ quantified,
mitigated, reported, escalated and tracked. Include the use of tools such as project management
software, forms, and templates. A separate risk management plan may also be developed if
needed for the project and included as an Appendix to this document. If that is the case, a high
level summary of this plan needs to be included here with the specific reference.
6.1.2 PROJECT RISK IDENTIFICATION
This is the process of identifying potential risks and documenting the specific characteristics of each. The
GCMS Project Team will discuss the project risks on a periodic basis or as a specific risk occurs.
6.1.3 PROJECT RISK MITIGATION APPROACH
The approach for the GCMS Project will be the process of mitigating the possibility of the risk and
assigning a responsible individual to monitor identified risks. All identified risks will have appropriate
mitigation strategies/plans. For those risks that are highly probable and have significant impact to the
project will develop contingency plans.
6.1.4 RISK REPORTING AND ESCALATION STRATEGY
Once a risk is identified, the GCMS Project Team will analyze the risk to determine the source, the
probability it will happen and the impact to time, cost, quality and scope. An initial strategy may be laid
out. Risks will be prioritized and assigned to a team member. The team member’s manager will be
required to document the response to the potential risk and assumes responsibility for communicating and
escalating to the appropriate parties.
6.1.5 PROJECT RISK TRACKING APPROACH
Potential risks will be tracked using a Risk Tracking Log.
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PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
6.1.6 ISSUE MANAGEMENT
6.1.6.1 INTERNAL ISSUE ESCALATION AND RESOLUTION PROCESS
This internal process is provided for issues that involve project resources, processes, procedures,
or methodology that should be resolved within the Division that is responsible for managing the
project without affecting the overall project schedule, cost, or quality. This process should be
used for improving project processes as the project is executed and where the implementation of
such improvements should not be postponed to Lessons Learned during Project Close.
When an issue is identified, most likely by the project team, it will be added to the Issue Tracking Log.
An issue can also be identified by anyone affiliated with the project; however the project team will be
primarily responsible for tracking issues through to resolution. The project team will review the issues
list on a periodic basis. Issues which could negatively impact the project or require senior level
participation will be brought to executive sponsor’s and project manager’s attention for resolution.
6.1.6.2 EXTERNAL ISSUE ESCALATION AND RESOLUTION PROCESS
The external process is provided for issues that involve project resources, processes, procedures,
or methodology that cannot be resolved within the Division that is responsible for managing the
project without affecting the overall project schedule, cost, or quality.
The process for issue escalation and resolution for issues that cannot be addressed within GCB
will be handled in the same manner as internal issues. If necessary, resources outside the agency
maybe brought in to resolve the issue. If at any time it is apparent the issue needs escalation
outside of GCB, the Project Manager will communicate with the resource and ask for assistance
in resolving the issue.
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V
Independent Verification and Validation (IV&V) means the process of evaluating a system to
determine compliance with specified requirements and the process of determining whether the
products of a given development phase fulfill the requirements established during the previous
stage, both of which are performed by an organization independent of the development
organization. Describe the process that will be employed to meet IV&V requirements.
Independent Verification and Validation (IV&V) is a risk mitigation strategy designed to provide
management with project oversight through an independent evaluation a project’s product and process
quality.
PAGE | 38
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
The IV&V plan will:
1. Evaluate and validate that products and deliverables of a given
development phase fulfill the requirements and performance outcomes
set forth in the scope and project plan.
2. Provide a “close-out” report to the Steering Committee at the end of
project
Specific planned deliverables from the IV&V contract:
 IV&V Project Management Plan.
 Initial Review and Risk Assessment.
 Periodic Review
 Systems & Acceptance Testing
 Training
 Close-out Report
6.3 SCOPE MANAGEMENT PLAN
Most changes to scope are requests that add, change, or delete project objectives or deliverables. Changes
in scope, if at all possible, will be avoided and any new objectives and/or deliverables deferred to a
follow-on project. Any proposed changes in scope will be analyzed for impacts on the project including
schedule, budget and quality. The findings will be presented to the Steering Committee for approval or
rejection.
6.3.1 Change Control
6.3.1.1 CHANGE CONTROL PROCESS
Change Control establishes how change will be managed, including capturing, tracking,
communicating, and resolving change. Due to much ambiguity regarding change, it is vital that
we document and discuss the change process with the executive sponsor.
Project changes will follow a decision making process. These changes include modifications to
scope, schedule, budget, and quality. Significant changes of these planning components will be
reviewed and approved or disproved by the Steering Committee. If a modification or
enhancement to the project has been identified, a change request form will be completed. The
Steering Committee will review the request to determine impacts to scope, schedule, budget,
quality and resources. The Steering Committee will recommend accepting the change, rejecting
the change, or may request additional information. The request will be documented by the
Project Manager and if the change is approved, appropriate changes will be made to the Project
Management Plan and other project documentation.
6.3.1.2 CHANGE CONTROL BOARD (CCB)
Insert a graphic or textual description identifying the Change Control Board (or function) for this
project. The CCB may be an individual or group of individuals authorized to approve changes to
the project plan.
PAGE | 39
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
During the course of the NBCP Project, the Steering Committee will fill the role of the Change Control
Board.
6.4 PROJECT BUDGET MANAGEMENT
Costs estimates are the costs applied to an activity in a project by assigning resources with
associated rates or fees. Resources can include equipment, material, technology, processing
cycles, or people. The total cost is critical and should be consistent with the proposal; include
breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an
appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or
deliverable).
6.4.1 BUDGET TRACKING
Costs estimates are the costs applied to an activity in a project by assigning resources with
associated rates or fees. Resources may include equipment, material, technology, processing
cycles, or people. The total cost is critical and should be consistent with the proposal and
include breakouts per category as needed. The Project Manager will work with the Executive
Sponsor to verify these cost estimates and proposed amounts with the actual billed amounts and
ensure that Project reporting is accurate.
6.5 COMMUNICATION PLAN
Communication 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 will need to be included here and a reference made to
the appropriate Appendix.
6.5.1 COMMUNICATION MATRIX
Audience
Steering Committee
Project Manager
Associations
Method
Timing
Participants
Status Meeting delivering
status report documents
Monthly*
GCB Project Manager **
Email progress update;
Weekly
VENDOR Project Manager
Key Topic discussions
Bi-weekly*
Email progress update;
Meeting
As needed
GCB Project Manager*
* or as requested
** others as requested
Status report documents include Project schedule update, Deliverables update, Issues update
6.5.3 PROJECT STATUS REPORTS
In addition to communication vehicles listed above, the monthly DoIT Status Report will be
completed by the Project Manager and submitted per the DoIT process.
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PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
6.6 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 BASELINES
Project Area
Category
Measure
Schedule
Milestone performance
Milestone dates
Status reports, project plan, and other
measures to ensure that project stays
on an agreed upon schedule.
Budget
Financial performance
Current and forecasted costs and
maintaining budget
Quality
Business Process
Upgrade configuration and
supporting business processes, data
conversion
6.7 QUALITY OBJECTIVES AND CONTROL
Quality 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 STANDARDS
Identify each of the project quality standards that are directly related to the project and not to the
performance of the actual product and/or service. For each quality standard, identify the tracking
tool or measure such as number of project reviews or Project Status.
NO.
QUALITY STANDARD
TRACKING TOOL OR MEASURE
1
Project management plan approved and followed
• PMP signed off by Project Director
• Project status reports
2
Certification to proceed to next phase by DoIT
• Approval from DoIT Project Certification
Committee and release of funds
3
Project issues documented, tracked, and worked
to resolution
• Issue Log
4
Project is within budget
• Budget management
PAGE | 41
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
5
Independent Verification and Validation
• Periodic reviews
• Respond to identified issues and risks
• Track Quality Standards
6
Project completed based on the original project
scope and approved scope changes
• Project Management Plan
• Change Control Process
• Scope Management
• Steering Committee Meeting Decisions
6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS
Review Type
Quality Standard
Tools
Reviewer
Reports
Plans
Plans are created with
input from all project
team members,
approved by project
team and the Steering
Committee
Meetings, MS
Project Team
Project, Visio, and Project Director
other software
Monthly or as
presented
Requirements
Requirement
Documents
Meetings, Visio,
Project Team
and other software Project Director
As presented
Milestones
Milestones are met by
date; reported to
Steering Committee
MS Project
Project Team
Project Director
Monthly or as
presented
Testing
Test results verified by
Project Team testing
resources
Various software
packages
Project Team
Project Director
Test Plan and
acceptance testing
report
Training
Training is understood
by all project team
members; approved by
Project Director
Various software
packages
Project Team
Training Plan
Project Director
6.7.3 AGENCY/CUSTOMER SATISFACTION
The project manager should assess the on-going sense of the customer agency about how they
feel the project is going, and how team members are acting on the project. This feedback would
be helpful to the success of the project and the professional growth of the project team members.
Examples:
Areas of feedback
When
How Often
Quality of communications;
Productive meetings
Feedback during the various
meetings
At Project Team meetings and
Steering Committee meetings;
other meetings when held
Manages project tasks;
Achieving project tasks
Feedback from Project Sponsor,
Steering Committee, Project
Director
Monthly
Selected solution – business
Feedback from Project Sponsor,
Monthly and per phase of the
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PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
process, usability
Steering Committee, Project
Director, Project Team, Testers,
Training Attendees, Deployment
Users
project
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS
How the client takes procession of the product. Delivery of media; manuals; contracts; licenses;
services agreements; configuration settings; status of patches to COTS products; in-house or
vendor developed code; test cases, routines, and scripts; and other items required to operate the
product.
Deliverable
Final Approval Process
Customer Acceptance
Criteria
Requirements documents and
build-or-buy analysis
Project Team Review; Project
Director sign-off
Requirements meet the needs
of the Agency and are clearly
stated to enable Design.
Process flow document, System
design documents, System
Architecture documents, Database
Design.
Project Team Review; Project
Director sign
Requirements are accurately
reflected in system
configuration documents.
Project Team Review; Project
Director sign
System set up per agreed upon
configuration and work flow
documents
Test, Pilot, system acceptance
Project Team Review; Project
Director sign
Testing environment set up
and system tested for accuracy
Training and deploying product to
users
Project Team Review; Project
Director sign
Training completed based
upon agreed training plan and
training documents
DOH - CCHSP 2.0 system
(includes COR)
DPS - RapBack
PAGE | 43
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
6.8 CONFIGURATION MANAGEMENT
Configuration Management determines how project information (files, reports, designs, memos,
documents, etc.) will be managed (tracked, approved, stored, secured, accessed, version control,
etc.) and owned by (e.g., Agency managing the project or the Customer). Standards and team
awareness are critical.
6.8.1 VERSION CONTROL
Documents will be stored on the NMDOH SharePoint server in the NBCP Project Folder. If a
document needs to be changed or updated, the document must be saved and renamed. After
changes or updates are made, the renamed document is saved to the project shared folder. Larger
documents such as the Project Management Plan will be controlled by the revision history log.
Entries will be made into the revision history log when changes are made. A copy of the Project
Library will be placed on a share drive on a monthly basis.
6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)
“Provide to the Department all project management and product deliverables. Deliverables shall
include but not limited to the project plan, project schedule, initial and periodic risk assessments,
quality strategies and plan, periodic project reports, requirements and design documents for
entire project. The lead agency must make available all deliverables in a repository with open
access for the Department to review” PROJECT OVERSIGHT PROCESS Memorandum.
The NBCP Project has a folder on a share drive and on the NMDOH SharePoint server for all
project documentation.
6.9 PROCUREMENT MANAGEMENT PLAN
Projects often have some element of procurement, i.e. the requirement to purchase goods and/or
services from outside the organization. The procedures to be used to handle these procurements
should be included here. Activities such as a make-or-buy analysis; writing requirements;
solicitation planning, evaluation and selection; inspection and acceptance; contract closeout
should all be included.
There are several procurements planned for this project. These include hardware, development, IV&V
and a no-cost service agreement.

The IV&V vendor will be procured executing a contract against a statewide price agreement.
Hardware

Development for RapBack for DPS

Professional services for system testing and training needs

LiveScan is a no-cost service contracted through DPS

M&S contract with Innovative Architects (No cost until end of grant period)
7. 0 PROJECT CLOSE
Project 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
PAGE | 44
PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS)
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.
Project Close consists of administrative project activities and contractual project completion
activities. It is important for the proper project closeout to complete both sets of activities.
Administrative closeout activities complete the agency requirements for the NMDOH who is
responsible for managing the project. This includes developing the lessons learned, processing
the last of the invoices, and providing a transition plan for system and staff to the production
mode. Contract closeout activities complete the contracting requirements, such as the formal
acceptance of the project work products and final invoice processing. Required documentation
and presentations will also be completed.
7.1 ADMINISTRATIVE CLOSE
Administrative Close occurs at both the end of phase and end of project. This closure consists of
verification that objectives and deliverables were met. Acceptance is formalized and phase
activities are administratively closed out. Administrative closure occurs on a “by-phase” basis in
accordance with the WBS and should not be delayed to project end. At that point, the burden of
closing is too great and audits inaccurate. The specific project close activities for a given project
are contingent on the project’s complexity and size. Project managers should work with the
project’s project management consultant to tailored Project Close procedures to compliment the
project’s objectives
Administrative Close occurs at both the end of each phase and at the end of project. This closeout activity
consists of verification that deliverables were met. Acceptance is formalized and phase activities are
administratively closed out. The identification of closeout activities for the NBCP Project will be the
final deployment and the transition to production. The final closeout will include the completion of
NMDOH documentation, the DoIT closeout report and a presentation to the DoIT Project Certification
Committee for approval to formally close the project.
7.2 CONTRACT CLOSE
Contract close is similar to administrative close in that it involves product and process
verification for contract close.
PAGE | 45