DPS TRAFFIC AND CRIMINAL
SOFTWARE (TRACS) TRACS 10.XX
PROJECT
PROJECT MANAGEMENT PLAN
(PMP)
EXECUTIVE SPONSOR – SECRETARY GREGORY J. FOURATT
EXECUTIVE SPONSOR – DEPUTY SECRETARY SCOTT WEAVER
BUSINESS OWNER - PETE N KASSETAS, CHIEF DPS, RON BURTON, CIO
PROJECT MANAGER – MAJOR JOSEPH LOVATO, CESARIO ALVILLAR
ORIGINAL PLAN DATE: JULY 10, 2015
REVISION DATE:
REVISION: 1.1
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
REVISION HISTORY................................................................................................................................................ IV
1.0 PROJECT OVERVIEW ......................................................................................................................................... 1
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT ..................................................................................................1
1.2 FUNDING AND SOURCES .............................................................................................................................................1
1.3 CONSTRAINTS ..........................................................................................................................................................1
1.4 DEPENDENCIES .........................................................................................................................................................2
1.5 ASSUMPTIONS.....................................................................................................................................................2
1.6 INITIAL PROJECT RISKS IDENTIFIED..............................................................................................................................2
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE .............................................................................. 4
2.1 STAKEHOLDERS ........................................................................................................................................................4
2.2 PROJECT GOVERNANCE STRUCTURE .............................................................................................................................6
2.2.1 Describe the organizational structure – Org Chart .....................................................................................6
2.2.2 Describe the role and members of the project steering committee ............................................................6
2.2.3 Organizational Boundaries, interfaces and responsibilities ........................................................................8
2.3 EXECUTIVE REPORTING..............................................................................................................................................8
3.0 SCOPE .............................................................................................................................................................. 9
3.1 PROJECT OBJECTIVES ................................................................................................................................................9
3.1.1 Business Objectives .....................................................................................................................................9
3.1.2 Technical Objectives ....................................................................................................................................9
3.3 CRITICAL SUCCESS FACTORS .......................................................................................................................................9
4.0 PROJECT DELIVERABLES AND METHODOLOGY ............................................................................................... 11
4.1 PROJECT MANAGEMENT LIFE CYCLE ..........................................................................................................................11
4.1.1 Project Management Deliverables ............................................................................................................11
4.1.2 Deliverable Approval Authority Designations ...........................................................................................12
4.1.3 Deliverable Acceptance Procedure ............................................................................................................12
4.2 PRODUCT LIFE CYCLE .........................................................................................................................................12
4.2.1 Technical Strategy .....................................................................................................................................13
4.2.2 Product and Product Development Deliverables .......................................................................................13
4.2.3 Deliverable Approval Authority Designations ...........................................................................................15
4.2.4 Deliverable Acceptance Procedure ............................................................................................................15
5.0 PROJECT WORK .............................................................................................................................................. 15
5.1 WORK BREAKDOWN STRUCTURE (WBS) ....................................................................................................................15
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE ................................................................................................................16
5.3 PROJECT BUDGET ...................................................................................................................................................18
5.4 PROJECT TEAM ......................................................................................................................................................19
5.4.1 Project Team Organizational Structure .....................................................................................................19
5.4.2 Project Team Roles and Responsibilities ...................................................................................................20
5.6 PROJECT LOGISTICS ...........................................................................................................................................24
5.6.1 Project Team Training ...............................................................................................................................24
6.0 PROJECT MANAGEMENT AND CONTROLS ...................................................................................................... 25
6.1 RISK AND ISSUE MANAGEMENT.................................................................................................................................25
6.1.1 Risk Management Strategy .......................................................................................................................25
6.1.2 Project Risk Identification ..........................................................................................................................25
6.1.3 Project Risk Mitigation Approach ..............................................................................................................25
6.1.4 Risk Reporting and Escalation Strategy.....................................................................................................25
6.1.5 Project Risk Tracking Approach .................................................................................................................26
REVISION: 1.0
DOIT-PMO-TEM-020
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DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
6.1.6 ISSUE MANAGEMENT ................................................................................................................................28
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V .............................................................................................28
6.3 SCOPE MANAGEMENT PLAN ....................................................................................................................................28
6.4 PROJECT BUDGET MANAGEMENT..............................................................................................................................30
6.4.1 Budget Tracking ........................................................................................................................................30
6.5 COMMUNICATION PLAN ..........................................................................................................................................30
6.5.1 Communication Matrix .............................................................................................................................31
6.5.2 Status Meetings ........................................................................................................................................31
6.5.3 Project Status Reports ...............................................................................................................................31
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) ......................................................................................31
6.6.1 Baselines....................................................................................................................................................31
6.6.2 Metrics Library ..........................................................................................................................................32
6.7 QUALITY OBJECTIVES AND CONTROL ................................................................................................................32
6.7.1 quality Standards ......................................................................................................................................32
6.7.2 Project and Product Review AND ASSESSMENTS ......................................................................................33
6.7.3 Agency/Customer Satisfaction ..................................................................................................................33
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS .....................................................................................33
6.8 CONFIGURATION MANAGEMENT .....................................................................................................................34
6.8.1 Version Control ..........................................................................................................................................34
6.8.2 Project Repository (Project Library) ...........................................................................................................34
6.9 PROCUREMENT MANAGEMENT PLAN ..............................................................................................................34
7. 0 PROJECT CLOSE ............................................................................................................................................. 35
7.1 Administrative Close .....................................................................................................................................35
7.2 Contract Close ..............................................................................................................................................35
ATTACHMENTS .................................................................................................................................................... 35
REVISION: 1.0
DOIT-PMO-TEM-020
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DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
REVISION HISTORY
REVISION NUMBER
DATE
COMMENT
1.0
July 10, 2015
draft
REVISION: 1.0
DOIT-PMO-TEM-020
iv OF vi
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
1.0 PROJECT OVERVIEW
The New Mexico DPS TraCS 10.xx Rollout project is a multi-phase, multi-year program
designed for the purpose of integrating the Traffic and Criminal Software (TraCS), utilized by
Department of Public Safety (DPS) personnel for issuing traffic citations, commercial vehicle
inspections and creation of other traffic related documents electronically.
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT
The proposed project will capture electronic traffic data, using the TraCS software. The
automation will eliminate redundant data entry, currently performed by clerical personnel, and
reduce manual keystroke errors. The TraCS project will improve the timeliness, completeness,
uniformity, and integration of driver and vehicle information needed by the courts, Motor
Vehicle Division, and NMDOT Traffic Records Bureau. The scope of the DOT/DPS TraCS
project is multi year and would have TraCS installed in all 480 State Police vehicles and all 120
Motor Transportation vehicles.
The TraCS E-Citation project supports New Mexico’s larger goal of collecting and sharing
Traffic Safety Data with internal and external stakeholders, to identify priorities for National,
State, Local, and Tribal highway safety programs.
The Statewide Traffic Records Executive Oversight Committee (STREOC) members and the
Statewide Traffic Records Coordinating Committee (STRCC) members represent many New
Mexico agencies that create, share, and report on traffic records data. Since 2002, STRCC has
provided oversight and policy direction to the STRCC, and facilitated the establishment of a
long-range strategic plan for traffic record system improvements. The STRCC strategic plan was
developed and adopted by the STREOC and the STRCC in December 2002, with the latest
update approved in December 2012. This STRCC strategic plan includes the concept behind the
TraCS 10.xx rollout project.
1.2 FUNDING AND SOURCES
SOURCE
AMOUNT
ASSOCIATED
RESTRICTIONS
APPROVERS
14-HE-64-P01 and P04 – Federal
Hazard Elimination Funding
$500,000
PCC
15-HE-64-P01 and P04 – Federal
Hazard Elimination Funding
$500,000
PCC
16-HE-64-P01 and P04 – Federal
Hazard Elimination Funding
$500,000
PCC
1.3 CONSTRAINTS
PAGE | 1
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
Constraints are factors that restrict the project by scope, resource, or schedule.
NUMBER
DESCRIPTION
C-01
1.4 DEPENDENCIES



Mandatory dependencies are dependencies that are inherent to the work being done.
D- Discretionary dependencies are dependencies defined by the project management
team. This may also encompass particular approaches because a specific sequence of
activities is preferred, but not mandatory in the project life cycle.
E-External dependencies are dependencies that involve a relationship between project
activities and non-project activities such as purchasing/procurement
NUMBER DESCRIPTION
TYPE M,D,E
D-01
DEPENDENT ON AOC FOR INTERFACE TO
MAGISTRATE COURTS
M
D-02
DEPENDENT ON TEG, AUTHOR OF TRACS FOR NM
CHANGES
M
D-03
1.5 ASSUMPTIONS
NUMBER
DESCRIPTION
IT will have the staff to support TraCS
A1
A2
A3
1.6 INITIAL PROJECT RISKS IDENTIFIED
In this section identify and describe how each risk will be managed. Include the steps that will
be taken to maximize activity that will result in minimizing probability and impact of each risk.
Stakeholders
PAGE | 2
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
Description –
Project will be at risk if all
stakeholders are not fully
engaged
Probability
Low
Impact
HIGH
Mitigation Strategy
Emphasize communication to all stakeholders and be sure they
understand the benefits of a successful project. Hold regular
project meetings to keep all parties informed of current status
and accountable for their deliverables.
Contingency Plan
Escalate to sponsors
DPS Resources
Description –
Availability of DPS
resources when the project
timeline requires.
Probability
Low
Impact
HIGH
Mitigation Strategy
Clear IT staff schedules
Contingency Plan
Hire contractors
Timeframe
Description –
Probability - Med
The most significant risk of
this project is the ability of
the NMDPS to complete the
entire phase within the
timeframe.
Mitigation Strategy – produce complete, timely, and well defined
Project Plan, Project Schedule, documents, and requirements.
Contingency Plan – extend deadline to ensure best possible solution
is enacted.
PAGE | 3
Impact - HIGH
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL
STRUCTURE
2.1 STAKEHOLDERS
Name
Stake in Project
Organization
Title
Phone
email
Chris Smead
Gregory J.
Fouratt
DASO
DASO
Captain
O - 575-525-8803
M - 575-737-8803
chriss@donaanacounty.org
Executive sponsor
DPS
Cabinet Secretary
O - 505-827-3370
Greg.Fouratt@state.nm.us
Juan Morales
DPS
DPS
Mechanic
O - 575-382-2571
M - 505-680-0752
Elizabeth
(Karana) Haring
Contracts
DPS Contracts
Purchasing AgentAdvanced
O - 505-827-9626
M-
Cesario Alvillar
Project Manager
DPS IT
Project Manager
O - 505-827-9538
M – 505-4679307
Cesario.alvillar@state.nm.us
Darrell Graham
DPS Resources,
Technical Lead
DPS IT
ITD/TSB Bureau
Chief
O - 505-827-3460
M-
Darrell.Graham@state.dps.us
David Schissel
DPS IT
DPS IT
IT System Manager
O - 505-827-9051
M-
DavidL.Schissel@state.nm.us
IT Budget Analyst
O - 827-3479
M-
Juan.Morales@state.nm.us
mailto:Elizabeth.Haring@state.
nm.us
Jacqueline
Quintana
Budget
Kim Valenzuela
DPS IT
DPS IT
MTD IT Specialist,
O - 575-542-8811
M-
Jacqueline.Quintana@state.nm
.us
kimberly.valenzuela@state.nm
.us
Marco Silva
CAD Administrator
DPS IT
IT Systems
Manager 3
O - 575-382-2565
M-
mailto:Marco.Silva@state.nm.
us
Miguel
DeSantiago
DPS IT
DPS IT
Desktop/Mobile
Support Tech,
Miguel.DeSantiago@state.nm.
us
Ron Burton
Sponsor - DPS IT
DPS IT
CIO
O - 575-622-7200
MO - 505-8273353
M - 505-469-6195
Sammy Trujillo
DPS IT
DPS IT
Tim Struck
DPS IT
DPS IT
Adrian Armijo
DPS SP
DPS NMSP
Anthonio
Gonzalez
DPS SP
James Frietze
DPS SP
PAGE | 4
DPS IT
ORACLE
Applications
Specialist,
IT Technical
Support Supervisor
Ronald.Burton@state.dps.us
O - 505-827-3384
M - 505-927-1033
sammy.trujillo@state.nm.us
O - 505-827-9292
M - 505-469-6507
Tim.Struck@state.nm.us
Deputy Chief
O - 505-827-3321
M-
adrian.armijo@state.nm.us
DPS SP
Captain
O - 505-827-9104
M - 505-7954482
antonio.gonzalez@state.nm.us
DPS SP
Lieutenant
O - 575-382-2503
M-
james.frietze@state.nm.us
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
Janine Trujillo
DPS SP
DPS SP
Lieutenant
OM - 575-921-7442
janine.trujillo@state.nm.us
Joseph Lovato
DPS SP Project
Manager
DPS SP
Major
O - 505-827-9054
M-
joseph.lovato@state.nm.us
Pete N Kassetas
Sponsor
DPS SP
Chief
O - 505-476-2467
M-
pete.kassetas@state.nm.us
Raymond
Montoya
DPS SP
DPS SP
O - 505-454-5042
M-
Raymond.Montoya@state.nm.
us
Robert Eshom
DPS SP
DPS SP
O - 505-827-9316
M-
robert.eshom@state.nm.us
Scott Weaver
Executive Sponsor
Tim Labier
DPS SP
DPS SP
Major
Kariann Blea
TraCS Program
Manager
NMDOT
Management
Analyst
O - 505-660-1906
M-
Kariann.Blea1@state.nm.us
Brian Bullard
Consultant
Consultant
OM - 575-621-2718
brian.ray.bullard@gmail.com
PAGE | 5
DPS SP
Officer
Captain
Deputy Secretary
O - 505-827-9102
MOM - 505-670-6324
scott.weaver@state.nm.us
tim.labier@state.nm.us
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
2.2 PROJECT GOVERNANCE STRUCTURE
2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART
TraCS
Governance
Mr. Gregory J. Fouratt
Cabinet Secretary
Department of Public Safety
Executive Sponsors
Business Owners
Scott Weaver
Deputy Secretary
Pete Kassetas
Ron Burton
CIO
Adrian Armijo
Deputy Chief
Chief
Joseph Lovato
Major
Project Management
Cesario Alvillar
Project Manager
IT
Darrell Graham
ITD-TSB Bureau Chief
Technical Lead
IT
Project Management
Operational Support
6/30/2015
2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE
NAME
Mr. Gregory J.
Fouratt
GROUP
ROLE
Executive
Sponsor
DPS
Steering
Committee
Member
Executive
Sponsor
Pete Kassetas
PAGE | 6
DPS Chief
Steering
Committee
Member
RESPONSIBILITY





Review presented documentation
Balance larger picture versus details of project
Review project funding and expenditures
Champion the project
Communicate with the Legislature





Review presented documentation
Balance larger picture versus details of project
Review project funding and expenditures
Champion the project
Communicate with the Legislature
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
Scott Weaver
Adrian Armijo
Deputy
Secretary
Deputy
Chief
Executive
Sponsor
Steering
Committee
Member
Business
Owner
Steering
Committee
Member
Business
Owner
Joseph Lovato
Major
Project
Manager
Steering
Committee
Member
Ron Burton
DPS IT
Steering
Committee
Member









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
 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
Manager
Cesario Alvillar
PAGE | 7
DPS
Steering
Committee
Member
Review presented documentation
Balance larger picture versus details of project
Review project funding and expenditures
Champion the project
Communicate with the Legislature















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
Appoint Committee and Team members
Facilitate meetings
Conduct planning sessions
Attend requirements reviews and resolve
requirements problems
Provide management review for changes to
project plan, contract or deliverables
Vendor and contract management
Conduct risk assessment
Maintain risk/issues/action log
Develop plans with project team for risk,
change and quality
Develop management plan and project plan
Review project funding and expenditures
Report on project status
Assign tasks
Track schedules
Recommend go/no go based on testing results
Manage expectations
Facilitate lessons learned
Contribute to lessons learned
Close-out action items
Provide leadership for a coordinated project
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
Technical Lead
Darrell Graham
DPS
Steering
Committee
Member

effort
Champion the project







Provide Information Technology guidance
Attend and participate in meetings
Review and accept deliverables
Review presented documentation
Balance larger picture versus details of project
Champion the project
Contribute to lessons learned
2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES
There are two Project Managers (PM) – one for DPS IT and one for DPS State Police. The PM
from DPS IT works with the PM from the State Police for overall coordination. Each will meet
internally to define needs, plan and coordination of project execution. On a predefined schedule,
PMs and the project teams from both DPS IT and State Police will meet to communicate and
resolve needs regarding requirements, design, implementation, testing, expectations, timing,
budget and issues as they arise.
2.3 EXECUTIVE REPORTING
Current status of this project will be reported to DPS executive management on a monthly basis
or as requested. Weekly status report to project team and a project status report on a monthly
basis to DoIT. A project web site will be created with project status and information accessible to
governance and project teams.
Signatures from the Executive Sponsors are required for some project documents.
PAGE | 8
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
3.0 SCOPE
3.1 PROJECT OBJECTIVES
3.1.1 BUSINESS OBJECTIVES
NUMBER
DESCRIPTION
BO-01
Increased efficiency and productivity
BO-02
Optimize business processes, decreasing number of steps, saving
time
BO-03
Lower the cost of government, more effective electronic records
administration management
BO-04
Improved service delivery to constituency
BO-05
Reduce manual, paper-based citation and crash report processes,
which contribute to high costs, inefficient processes, and provides an
environment prone to data entry errors.
3.1.2 TECHNICAL OBJECTIVES
NUMBER
DESCRIPTION
TO-01
Provide officers with current software and hardware to automate the
processes in generating citations, DUI citations, incident/offense
reports, and crash reports.
TO-01
Procure, configure and install software and hardware equipment in
patrol vehicles.
TO-01
Upgrade old versions of TraCS software in order to provide latest
software functionality.
TO-01
Install TraCS server equipment, and install network data transfer
security protocols.
TO-01
Develop web service data integration products to transfer data from
TraCS database server to records management systems and NMDOT
Crash Reporting System.
3.3 CRITICAL SUCCESS FACTORS
PAGE | 9
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
NUMBER
DESCRIPTION
QM-01
Formal testing will determine whether the implementation of targeted
requirements have been successful or not.
QM-02
QM-05
Requirements - Team and Stakeholder review NMDOT grant
requirements
Test Plan - Testing will determine whether the implementation of
targeted requirements have been successful or not.- Business owner,
and Stakeholders review Requirements to test results
Production version - Technical Lead review of configuration
QM-06
Schedule - Milestone dates, status reports
QM-07
Budget – NMDOT Budget reports, status
QM-04
PAGE | 10
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
4.0 PROJECT DELIVERABLES AND METHODOLOGY
4.1 PROJECT MANAGEMENT LIFE CYCLE
4.1.1 PROJECT MANAGEMENT DELIVERABLES
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, Approval for next
phase
Planning
This phase defines the exact
parameters of the project and
ensures all the pre-requisites for
execution and control are in
place.
RFP, signed vendor contract,
Project Management Plan, Team
members identified, Stakeholder
list, 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.
Certification Form, updated
Project Management Plan,
Project Schedule, Configuration
Documentation, Training
Documentation, Updated
Budget, Risk/Issue Management
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
4.1.1.1 Project Charter
Description – The initial project
deliverable plan will contain the Project
Charter. This deliverable may be
revised during planning phase.
Deliverable Acceptance Criteria –
Sign-off by Project Sponsor or Project Director
Standards for Content and Format –
Use of DoIT Project Charter template
Quality Review –
Project team members review
PAGE | 11
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
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 Project Team and Steering Committee
Sign-off by Project Sponsor. DoIT
Standards for Content and Format –
Use of DoIT Project Management Plan template
Quality Review –
Project team members review for consensus
Final review by Steering Committee and Sponsor
4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
PRJ-DEL-002
Project Management Plan (PMP)
Governance Team,
DoIT
PRJ-DEL-007
District by District Phased Launch
Project Manager,
Project Team
PRJ-DEL-008
Completion and close Out
Project Manager,
Governance Team
DATE
APPROVED
4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE
The Project Manager, Project Team and the Project Sponsors will review and accept the project
products.
4.2 PRODUCT LIFE CYCLE
Phase
District by District starting
with District 4
PAGE | 12
Summary of Phase
Key Deliverables
Install system, user
documentation, training,
phased launch, bug fixes,
acceptance testing
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
4.2.1 TECHNICAL STRATEGY
The project is a hardware and software upgrade. The servers and support are hosted at DPS IT.
4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES
Deliverable One: Order Hardware and Software
Deliverable Name
Due Date
Compensation
Order Hardware and Software
06/30/15
NMDOT Grant funded
Task Item
Sub
Tasks
Servers
Sub 1
Acceptance
criteria
Deliverable 1 will be considered complete when NMDOT accepts the invoice for
the purchases.
PAGE | 13
Description
DPS will order and install new TraCS server and new TraCS database
server
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
Deliverable 2: Order Laptops, Printers and Scanners
Deliverable Name
Due Date
Compensation
Order and Install Laptops,
Printers, Scanners
09/30/15
NMDOT Grant
Task Item
Sub
Tasks
Description
Laptops,
Printers,
Scanners
Sub 1
DPS will order and install laptops, printer, scanners, and TraCS in DSP
Sate Police and Motor Transportation officers’ vehicles.
Sub 2
Train Officers
Acceptance
criteria
Deliverable 2 will be considered complete when designated State Police cars are
outfitted, officers trained and NMDOT accepts the invoice for the purchases.
PAGE | 14
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
4.2.3 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.
See 4.1.2
4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE
Signed document by NMDOT stating formal acceptance.
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.
Identifier
Work Package Description
See project schedule,
detailed tasks will be defined
by the DPS State Police.
PAGE | 15
Definition/Objective
Milestone/Deliverable
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE
Project Deliverable
Budget
Due Date
Status
NETWORK AND SERVER CONFIGURATION, SECURITY
CONFIGURATION AND INSTALLATION PLAN FOR
BACKEND AND IN-CAR. COURTS INTEGRATION PLAN
11/30/2014
Complete
CONFIGURE TRACS PILOT IN-CAR TESTING
ENVIRONMENT
06/22/2015
Complete
CONFIGURE NETWORK, SERVER AND SECURITY
TESTING ENVIRONMENT
01/30/2015
Complete
USER ACCEPTANCE TESTING
06/22/2015
Complete
IT OPERATIONAL TRAINING
07/06/2015
Complete
TRANSITION TO PRODUCTION
07/06/2015
Complete
District 4
Purchase Hardware
Quotes, & order Scanners, Printers,
Mounts, Laptops, etc.
Train the Trainer District 4
$500,000
04/29/15
06/22/2015
Complete
Complete
Rest of D4
Schedule Officer vehicles for
Hardware installation
06/25/15
Complete
Schedule Officer Training
06/25/2015
Complete
Schedule IT Staff
06/25/2015
Complete
IT test laptops, printers, scanners
06/22/2015
Complete
Take Printers, scanners to D4
06/30/2015
Complete
07/6/2015
Complete
Install hardware/software
Train the rest of District 4
PAGE | 16
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
Project Deliverable
District 5
Budget
Due Date
$500,000
Purchase Hardware
Quotes, & order Scanners, Printers, Mounts,
Laptops, etc.
Train the Trainer District 5
Rest of D5
Thu 7/16/15
Mon 7/27/15
Mon 7/27/15
Schedule Officer vehicles for Hardware installation
Mon 8/3/15
Schedule Officer Training
Thu 7/30/15
Schedule IT Staff
Thu 8/6/15
IT test laptops, printers, scanners
Fri 8/7/15
Take Printers, scanners to D5
Mon 8/10/15
Install hardware/software
Mon 8/17/15
Train the rest of District 5
Mon 8/17/15
PAGE | 17
Status
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
5.3 PROJECT BUDGET
Identifier
PB-01
PB-02
PB-03
PB-03
TraCS
Laptops,
printers, scanners
$380,000
Install hardware
$20,000
Travel & Overtime
$40,000
TraCS Contractor
$60,000
Total
PAGE | 18
Cost
$500,000
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
5.4 PROJECT TEAM
5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE
TraCS
Governance
Mr. Gregory J. Fouratt
Cabinet Secretary
Department of Public Safety
Executive Sponsors
Business Owners
Scott Weaver
Deputy Secretary
Pete Kassetas
Ron Burton
CIO
Adrian Armijo
Deputy Chief
Chief
Joseph Lovato
Major
Project Management
Cesario Alvillar
Project Manager
IT
Darrell Graham
ITD-TSB Bureau Chief
Technical Lead
IT
Project Management
Operational Support
6/30/2015
PAGE | 19
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES
Project Artifacts
(with Roles and Responsibilities)
Sponsor
QA
Lead
Architecture
†
Procuremen
t Lead
C
C
C
I
I
I
I
A, R
C
C
C
C
I
C
I
Planning
Certification
Request
Project
Management Plan
A,R
C
C
C
I
I
C
A,R
C
C
C
I
C
C
Risk & Issues Log
A, R
C
C
C
C
I
C
I
Stakeholder list
Business
Requirements
Business
Requirements
Review
Communications
Plan
A
R
C
C
I
C
I
I
C
A
R
C
C
C
I
C
I
C
A
R
I
C
C
I
C
I
C
A, R
C
C
C
C
C
C
I
Process Models
A
R
I
C
C
I
C
I
I
C
*
Request for X (Info,
Proposal, Quote)
A
R
C
C
C
I
C
C
I
*
Requirements
Fit/Gap Analysis
A
R
I
C
C
I
C
I
C
Artifact
Business
Analyst
A,R
Tech
Leads
Business
Lead
Project Phase
Project
Manager
Vendor/C
onsultant
Initiation
Initiation
Certification
Request
Initiation Project
Charter
Planning
*
*
PAGE | 20
C
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
*
IV&V Contract
*
*
A
R
I
C
C
C
C
C
C
Project Schedule
Budget (Spend
Plan)
A,R
C
C
C
C
C
C
C
C
A,R
C
C
C
C
I
C
C
Project Test Plan
A
C
C
C
R
C
C
I
Training Strategy
Implementation
Certification
Request
Architectural
Solution Package
Architecture
Technical Review
Presentation
Architecture
Technical
Architecture
Review Request
Form
Architecture
Business
Continuity
Architecture
Operations and
Support Plan
Architecture
System Design
Document
Architecture
Hosting Exception
Request Form
Architecture NM
DoIT Security
Questionnaire
A
C
C
R
I
I
C
I
A,R
C
I
I
I
C
C
C
A
C
I
C
I
C
R
C
A
R
C
C
C
C
C
C
A
R
I
I
I
I
I
A
R
I
C
I
C
C
C
A
R
I
C
I
C
C
C
A
C
I
C
I
C
R
C
A
C
C
C
I
C
R
C
A
C
I
C
C
R
C
A
C
C
C
C
R
C
C
Implementation
& Closeout
Change
Management
PAGE | 21
C
C
C
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
Request
*
*
*
Contracts
A
R
C
C
I
C
C
R
C
Status Reports
Invoice Processing
& Accruals
A
R
I
C
C
I
C
I
C
A
C
I
C
I
I
I
R
I
Lessons Learned
A, R
C
C
C
C
C
C
C
Project Acceptance
Project Change
Control
A, R
R
C
C
C
C
C
C
I
A, R
C
C
C
C
C
C
C
C
Project Closure
Purchase
Requisitions and/or
Orders
QA User
Acceptance Test
Sign-off
Sponsor Status
Reports
Team Meetings &
Reports
Test Coverage
Matrix
A, R
C
I
I
C
C
C
C
C
A, R
C
I
I
I
I
I
R
C
A,R
I
C
C
R
I
C
C
C
A, R
C
I
C
C
A, R
C
C
C
C
C
C
I
C
A
C
C
C
R
C
C
C
A
C
I
C
R
C
A, R
C
I
R
C
C
C
Test Results and
Defect Reports
*
Training Plan
C
C
C
† Includes Integration,
Application, Infrastructure,
and Info Security Leads
R = Responsible A = Accountable C = Consulted I = Informed
* If applicable to the project scope
ROLE
PAGE | 22
RESPONSIBILITY
NAME
FUNCTIONAL
AREA
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
ROLE
RESPONSIBILITY
NAME
FUNCTIONAL
AREA
Project
Manager/Business
Analyst
See RACI Above
Cesario Alvillar
DPS IT
Project Manager
See RACI Above
Major Joseph Lovato
DPS SP
Sponsor
See RACI Above
Gregory J. Fouratt
DPS
Business Lead/QA Lead
See RACI Above
Deputy Chief Adrian
Armijo
DPS SP
Architecture
See RACI Above
DoIT
DoIT
Technical Lead
See RACI Above
Darrell Graham
DPS IT
Procurement lead
See RACI Above
Elizabeth (Karana)
Haring
DPS
Consultant
See RACI Above
Brian Bullard
Consultant
PAGE | 23
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
5.6 PROJECT LOGISTICS
Logistics describes how the project manager, project team, the business owner/customer and any
vendor resources will physically work together. Include anything to do with moving or starting
resources. Training specifically related to project team members should be included here.
5.6.1 PROJECT TEAM TRAINING
Describe training if any needed by project team members. This is not to include training for end
users, system administrators or business owners; those should be handled within a training
document or part of the transition to operations planning.
N/A
Resource
PAGE | 24
Cost
Estimate
Estimated
Hours
Availability
Skill Set
Work Product/Deliverable
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
6.0 PROJECT MANAGEMENT AND CONTROLS
6.1 RISK AND ISSUE MANAGEMENT
6.1.1 RISK MANAGEMENT STRATEGY
Risk assessment will be conducted at each project meeting
6.1.2 PROJECT RISK IDENTIFICATION
At the beginning of each project team meeting, the risk log will be reviewed/updated and any
new risks identified.
6.1.3 PROJECT RISK MITIGATION APPROACH
Each identified risk will be assigned to someone to mitigate and a due date assigned. See matrix
below.
6.1.4 RISK REPORTING AND ESCALATION STRATEGY
Steering Member

Project Sponsor

Project Manager





PAGE | 25
Review and accept the initial risk assessment, management
plan, project plan and budget
Review and accept the initial risk assessment, management
plan, project plan and budget
Conduct initial risk assessment
Develop plans with project team for risk
Keep an issue and risk tracking log and will work with the
Project Team for corrective action
Hold reviews of the issue and risk log with the Project
Director as required
Provide an issue and risk log review at meetings
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
6.1.5 PROJECT RISK TRACKING APPROACH
Sequence
Risk/Issue/Action
Impact
Owner
Critical
Mitigation
Milestone
Due Date
Status
P-A01
At start of TraCS rollout send notice to
IIS & TEG
Cesario
6/22/2015
P-A10
New hire
Ron
09/30/15
in progress
07/06/15
Not tested yet, Brian
will get with Marco,
Eric and David will
test
P-A18
Mandatory GPS for DOT
P-A20
Training documentation
P-A21
P-A22
Brian, Darrell
For
review
Brian
5/28/2015
Contract with Brian
Ron
7/9/2015
Ron working on this
Target start date 6/22/15, 07/06/15
schedule
Tim, Darrell, Cesario,
Armijo
7/6/2015
First 4 officers
complete.
P-A23
Meeting to discuss ecrash with ecrash
P-A24
Darrell contacted
ecrash and they can
export the data
demo on Thursday
Project meeting
07/06/15
Meeting to discuss LEADS
Tim, Darrell, Cesario
Tim, Darrell, Cesario,
Brian
P-A25
Meet with JID to discuss TraCS
Brian, Darrell
6/3/2015
P-A26
DMV Tapestry for citation submittal
Tim, Adam Diamond
6/3/2015
P-A28
Install VSIS changes
Brian
06/31/15
Tim has call into
Adam
Changes beinging
tested
P-A29
Safetynet - getting inspection data into
form
Darrell
09/30/15
Long term goal with
Fed approval
Cesario, Darrell
Brian
7/09/015
In progress
P-A37
Complete DoIT Implementation docs
Escalation Process for officers
P-A38
Scanner reset button
Tim help desk, Brian
7/2/2015
P-A39
Begin to populate help desk
knowledge base
Brian, David
7/2/2015
P-A40
Survey of users
Tim, Brian
7/30/2015
P-A35
PAGE | 26
07/02/15
7/2/2015
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
P-A41
find out if SP and MTPD district
numbers same?
P-A42
Plan for D5
Armijo
Armijo,Lovato
IM-R01
Risk one
High
risk to
project
IM-I01
Issue one
No
impact
P - Planning, A - Action R - Risk, I- Issue, IM - Implementation
PAGE | 27
7/2/2015
Cesario
Cesario
7/9/2015
Must be
mitigated
by testing
Must be
resolved
for testing
07/30/15
07/30/15
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
6.1.6 ISSUE MANAGEMENT
6.1.6.1 Internal Issue Escalation and Resolution Process
All issues will be entered into the combined Risk/Action/Issue Tracking Log, see above. The
Project Team will be responsible for tracking issues to resolution. The project team will review
the issues list at each project meeting. Issues that require resolution by executive sponsors will
be brought to their attention.
6.1.6.2 External Issue Escalation and Resolution Process
All external issues will be entered into the combined Risk/Action/Issue Tracking Log and
tracked the same as internal issues. The Project Manager will escalate to executive sponsors as
required.
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V
N/A
6.3 SCOPE MANAGEMENT PLAN
6.3.1 CHANGE CONTROL
6.3.1.1 Change Control Process
Changes to the project will use the following process:
PAGE | 28
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
Project Manager
Technical Lead
Permitting & Routing Change Control Process
Change Order
Update
Design, Specs,
Requirements
Baseline New
versions
Log and Review
Change Requests
Change Request
impacts scope, time,
Budget?
No
Create Change
Order
Update
Change
Request
Log
Update Charter,
Scope,Requirements
Schedule, Budget
Create Change
Order
Yes
Steering
Committee
Business
Owner
No
Yes
Raise to Steering
Committee?
No
Approve?
Yes
3/25/2014
PAGE | 29
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
6.3.1.2 Change Control Board (CCB)
The Steering Committee will act as the CCB. See change control process above.
TraCS
Governance
Mr. Gregory J. Fouratt
Cabinet Secretary
Department of Public Safety
Executive Sponsors
Scott Weaver
Deputy Secretary
Pete Kassetas
Ron Burton
CIO
Adrian Armijo
Deputy Chief
Business Owners
Chief
Joseph Lovato
Major
Project Management
Cesario Alvillar
Project Manager
IT
Darrell Graham
ITD-TSB Bureau Chief
Technical Lead
IT
Project Management
Operational Support
6/30/2015
6.4 PROJECT BUDGET MANAGEMENT
The Project Manager will work with the Business Owner and the Executive Sponsor to verify
cost estimates with the actual billed amounts and ensure that Project reporting is accurate.
6.4.1 BUDGET TRACKING
DPS’s Budget Analyst will track and report expenditures to the Project Manager and the project
team.
6.5 COMMUNICATION PLAN
PAGE | 30
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
6.5.1 COMMUNICATION MATRIX
Audience
Method
Timing
Email progress update
Steering Committee
Project Team
Consultant
Status Meeting delivering
status report documents
Email progress update;
Key Topic discussions
Email progress update;
Meeting
Participants
Monthly*
Project Manager, Consultant
Vendor**
Weekly
Consultant, Project Manager,
Project Team, Optional
Stakeholders
Weekly
Project Manager*
* or as requested
** others as requested
Status report documents include Project schedule update, Deliverables update, Issues update
6.5.2 STATUS MEETINGS
Project team meetings will be once a week, meeting as required.
6.5.3 PROJECT STATUS REPORTS
In addition to the status listed above, the monthly DoIT Status Report will be completed by the
Project Manager and submitted to DoIT.
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)
6.6.1 BASELINES
Project Area
Category
Measure
Requirements
Quality
Team and Stakeholder review
and signed
Functional Baseline
Design
Quality
Allocated Baseline
Test Plan
Quality
Testing
Production version
Quality
Production Baseline
PAGE | 31
Technical Lead review
Requirements Traceability to
design and signed
Business owner, and
Stakeholders review
Requirements Traceability to
test results and signed
Technical Lead review of
configuration and signed
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
Schedule
Project Time Milestones
Milestone dates, status
reports
Budget
Project Budget Milestones
Budget reports, status
6.6.2 METRICS LIBRARY
6.7 QUALITY OBJECTIVES AND CONTROL
6.7.1 QUALITY STANDARDS
No.
Quality Standard
Tracking Tool or Measure
Certification to proceed to next phase by DoIT
• Approval from DoIT
Project Certification
Committee and release of
funds
2
Project issues/risks documented, tracked, and worked to
resolution
• Issues/risks Log
3
Project budget
• Weekly budget review
4
Project Schedule
• Weekly Schedule update
and review
5
Verification and Validation
• Scheduled reviews
• Issue tracking and
resolution
• Reports
6
Project completed within budget, schedule, and scope
• Project Management Plan
• Project Change Control
Process
• Scope Management
• Steering Committee
Meeting Decisions
1
PAGE | 32
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS
Review Type
Quality Standard
Tools
Reviewer
Reports
Requirements
Approved and signed
Requirements
document
Meetings, MS Word,
MS Excel, Visio, other
tools as needed
Project Team, Project
Stakeholders, Steering
Committee
Status
Plans
Input from team,
Stakeholders, SMEs,
vendors
Meetings, MS Project,
Visio, other tools as
needed
Project Team, Sponsor(s)
Status
Milestones
Scheduled dates
MS Project
Project Team, Project
Sponsor
Status
Testing
Test results in
alignment with
Requirements
Test scripts, user input, SMEs, Project Team,
test tracking
Project Manager
Test plan, User
acceptance
Training
All training delivered
to at planned time and
users
Consultant
Training Plan
Business owner, SMEs
6.7.3 AGENCY/CUSTOMER SATISFACTION
Areas of feedback
When
How Often
DPS SP
Anytime
Anytime
Project quality of
communications
Meetings
Project Team meetings
Manages project tasks
Meetings
Monthly
Productive Meetings
Anytime
Anytime
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS
PAGE | 33
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
Deliverable
Final Approval Process
Customer Acceptance Criteria
Project Plan
Project Manager and Team review
Plan includes all in contract
Preliminary permitting and routing
system – prototype
Team review
As stated in contract
Test Environment
Technical Lead will approve
Review of system specs
Production Environment
Technical Lead will approve
Review of system specs
User Documentation
Business Owner will approve
Business Owner review
Training
Business Owner, SMEs
SMEs review and feedback
D4 Acceptance Test
Business Owner, Technical Lead
Project Team review of test results
D5 Acceptance Test
Business Owner, Technical Lead
Project Team review of test results
6.8 CONFIGURATION MANAGEMENT
6.8.1 VERSION CONTROL
All documents will receive a version number and stored in the project folder.
6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)
All project documents will be stored in the following folder:
\\vnx-dpsnas\users\TraCS
6.9 PROCUREMENT MANAGEMENT PLAN
All procurements will be tracked by the Project Manager.
PAGE | 34
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
7. 0 PROJECT CLOSE
7.1 ADMINISTRATIVE CLOSE
The final closeout will include the completion of all reporting/invoicing to the NMDOT, DoIT
closeout report and a presentation to the DoIT Project Certification Committee for approval to
formally close the project.
7.2 CONTRACT CLOSE
Review of grant deliverables for completeness by the Project Manager and the Business Owner.
ATTACHMENTS
Attachments are included for additional information, but are not formally considered part of the
Project Plan for approvals and change management purposes. Examples

Acronyms, abbreviations and definitions
o AOC, Office Of the Courts
o DPS, Department of Public Safety
o NMDOT, New Mexico Department of Transportation
o STRCC, Statewide Traffic Records Coordinating Committee
o STREOC, Statewide Traffic Records Executive Oversight Committee
o TEG, Technology Enterprise Group, Inc.
o TraCS, Traffic and Criminal Software

Project timeline
PAGE | 35
DPS TRAFFIC AND CRIMINAL SOFTWARE (TRACS) TRACS 10.XX PROJECT
TraCS
Project Timeline
8/1/2015 - 9/30/2015
Implementation
Phase
D4,D5
6/12/2014 - 8/1/2015
Initiation/Planning Phase
7/29/2015 - 7/29/2015
PCC Implementation Certification
Today
7/1/2014
6/12/2014
10/1/2014
1/1/2015
4/1/2015
7/1/2015
9/30/2015
6/30/2015
PAGE | 36