ALL ROADS NETWORK OF LINEARREFERENCED DATA (ARNOLD) PHASE 1 NETWORK DEVELOPMENT
PROJECT MANAGEMENT PLAN
(PMP)
EXECUTIVE SPONSOR – TOM CHURCH, CABINET SECRETARY
BUSINESS OWNER – YOLANDA DURAN, CHIEF DATA MANAGEMENT BUREAU AND MEL HERRERA,
GIS MANAGER
PROJECT MANAGER – JACK YATES, STAFF MANAGER ROADWAY INVENTORY PROGRAM
IT PROJECT MANAGER – JO GIRARD
ORIGINAL PLAN DATE: NOVEMBER 2, 2015
1ST REVISION: JUNE 17, 2015
2ND REVISION: JUNE 18, 2015
3RD REVISION: OCTOBER 30, 2015
REVISION: 0.3
STATE OF NEW MEXICO
DEPARTMENT OF TRANSPORTATION
LM
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
REVISION HISTORY................................................................................................................................................ IV
1.0 PROJECT OVERVIEW ......................................................................................................................................... 1
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT ......................................................................................................1
1.2 FUNDING AND SOURCES .............................................................................................................................................2
1.3 CONSTRAINTS ..........................................................................................................................................................2
1.4 DEPENDENCIES .........................................................................................................................................................3
1.5 ASSUMPTIONS.....................................................................................................................................................3
1.6 INITIAL PROJECT RISKS IDENTIFIED..............................................................................................................................3
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL
STRUCTURE .......................................................................... 5
2.1 STAKEHOLDERS ........................................................................................................................................................6
2.2 PROJECT GOVERNANCE STRUCTURE .............................................................................................................................7
2.2.1 Organizational Boundaries, interfaces and responsibilities ........................................................................7
2.3 EXECUTIVE REPORTING..............................................................................................................................................9
3.0 SCOPE ..................................................................................................................................................................9
3.1 PROJECT OBJECTIVES ................................................................................................................................................9
3.1.1 Business Objectives .....................................................................................................................................9
3.2 CRITICAL SUCCESS FACTORS .....................................................................................................................................10
4.1 PROJECT MANAGEMENT LIFE CYCLE ..........................................................................................................................10
4.1.1 Project Management Deliverables ............................................................................................................11
4.1.2 Deliverable Approval Authority Designations ...........................................................................................13
4.1.3 Deliverable Acceptance Procedure ............................................................................................................13
5.0 PROJECT WORK .............................................................................................................................................. 14
5.1 WORK BREAKDOWN STRUCTURE (WBS) ....................................................................................................................14
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE ............................................................................................................15
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
6.0 PROJECT MANAGEMENT AND CONTROLS ...................................................................................................... 22
6.1 RISK AND ISSUE MANAGEMENT.................................................................................................................................22
6.1.1 Risk Management Strategy .......................................................................................................................22
6.1.2 Project Risk Identification ..........................................................................................................................23
6.1.3 Project Risk Mitigation Approach ..............................................................................................................23
6.1.4 Risk Reporting and Escalation Strategy.....................................................................................................23
6.1.5 Project Risk Tracking Approach .................................................................................................................23
6.1.6 ISSUE MANAGEMENT ................................................................................................................................24
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V .............................................................................................24
6.3 SCOPE MANAGEMENT PLAN ....................................................................................................................................24
6.5 COMMUNICATION PLAN ..........................................................................................................................................25
6.5.1 Communication Matrix .............................................................................................................................25
6.5.2 Status Meetings ........................................................................................................................................26
Project status meetings (calls) will be held on a weekly basis. ..........................................................................26
6.5.3 Project Status Reports ...............................................................................................................................26
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) ......................................................................................27
STATE OF NEW MEXICO
DEPARTMENT OF TRANSPORTATION
LM
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
6.7 QUALITY OBJECTIVES AND CONTROL ................................................................................................................27
6.7.1 quality Standards ......................................................................................................................................28
6.7.2 Project and Product Review AND ASSESSMENTS ......................................................................................29
6.7.3 Agency/Customer Satisfaction ..................................................................................................................29
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS .......................................................................................29
6.8 CONFIGURATION MANAGEMENT .....................................................................................................................30
6.8.1 Version Control ..........................................................................................................................................30
6.8.2 Project Repository (Project Library) ...........................................................................................................30
7. 0 PROJECT CLOSE ............................................................................................................................................. 30
7.1 Administrative Close .....................................................................................................................................30
7.2 Contract Close ..............................................................................................................................................31
ATTACHMENTS .................................................................................................................................................... 31
STATE OF NEW MEXICO
DEPARTMENT OF TRANSPORTATION
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
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REVISION HISTORY
REVISION NUMBER
DATE
COMMENT
0.1
June 17, 2015
CDM/DTS Edits
0.2
June 18, 2015
NMDOT Edits
0.3
October 30, 2015
NMDOT Edits
STATE OF NEW MEXICO
DEPARTMENT OF TRANSPORTATION
LM
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
1.0 PROJECT OVERVIEW
The primary objective of the ARNOLD Phase 1 - Development and Implementation Plan is to
develop NMDOT’s all-roads network (ARNOLD). The network will be developed using
existing sources of information and will be designed to meet existing Federal ARNOLD and
HPMS reporting requirements. In addition to developing the initial network geometry and linear
referencing system, the study will also provide recommended strategies for the long-term
maintenance of the network and LRS and support for routing and address location.
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT
The Highway Performance Monitoring System (HPMS) Field Manual includes a requirement for
States to provide a linear referencing system (LRS) network for all Federal-aid eligible roads as
part of their annual HPMS submittal. The LRS network is used to locate and display all HPMS
data items on a map for quality control purposes and for subsequent analysis using geospatial
and network analysis techniques. FHWA expanded the requirement for the LRS network to
include all public roads, including dual carriageways on divided highways. This expanded All
Roads Network of Linear-Referenced Data (ARNOLD) addresses specific legislation included in
the latest Federal surface transportation reauthorization, “Moving Ahead for Progress in the 21st
Century” (MAP-21). This is Phase 1 of the overall project
In an October 7, 2012 memorandum, FHWA expanded the requirement for the LRS network to
include all public roads, including dual carriageways on divided highways. This expanded All
Roads Network of Linear-Referenced Data (ARNOLD) addresses specific legislation included in
the latest Federal surface transportation reauthorization (MAP-21) that the Highway Safety
Improvement Program (HSIP) for each State shall establish a safety data system covering all
public roads, including non-State-owned public roads and roads on tribal land in the State in a
geospatial manner. In other words, State highway agencies will have a geospatially enabled
public roadway network or base map that can be used to locate crashes and other relevant
highway information (e.g., bridges) that are not on the state maintained highway system (i.e., offsystem roads).
The Phase 2 for this project will include the full Integration and implementation of the ESRI
Roads and Highways including the migration of data from TIMS into Roads and Highways
Database. Phase 3 is the data linkage with Asset data requirements such as Pavement, Bridge,
Crash, Traffic Monitoring Data, Roadway Inventory Assets, Maintenance Management System,
FMIS, and HSIP. The ESRI Roads and Highways solution supports both desktop and web users.
On the desktop, the ESRI Roads and Highways solution provides DOT with an interface for
defining routes, registering events (such as road inventory data elements, bridges, crashes, and
pavement), and adding event behavior. The web implementation, the Roadway Characteristics
Editor (RCE), is focused around leveraging the LRS (Linear Reference System) to maintain
certain roadway characteristics event data. RCE provides DOT with a simple interface for
updating event data to easily attribute a highway. External database linkages will allow
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externally stored and maintained asset data to be linked to the Roads and Highways maintained
LRS. Event editing functions are provided in the RCE web application to reduce the level of
effort required to maintain highway attributes. ESRI Roads and Highways support historical
views as well as traceability (who edited what and when). The ESRI roads and Highways
solution and the underlying ESRI Roads & Highways Data Model will also address DOT’s
reporting requirements (those internal to DOT as well as state and federal government reporting
requirements such as the Federal Highway Administration FHWA) Highway Performance
Monitoring System (HPMS), annual Certification of Public Mileage, and other reporting
requirements). For the HPMS submittal, the R&H COTS data model contains placeholders for
the required elements of the HPMS submittal. The application provides tools and configurable
workflows to support the maintenance of HPMS data stored and managed in the geodatabase.
For other report products R&H provides the means to modify the standard data model with the
data elements needed to support those reports and the capability to integrate with other software
vendor’s reporting tools to create standard report products as well as ad hoc queries that can be
exported as data files that can then be used to create report products that are tailored to a specific
user’s needs.
1.2 FUNDING AND SOURCES
SOURCE
AMOUNT
ASSOCIATED
RESTRICTIONS
APPROVERS
NMDOT FHWA
ANNUAL WORK
PLAN (AWP)
$30,000.00
FHWA
Yolanda Duran
NMDOT FHWA
ANNUAL WORK
PLAN (AWP)
$100,000
FHWA POOLED
FUND
$100,000 FHWA
FUNDED
And Jack Yates
FHWA
Yolanda Duran
And Jack Yates
FHWA
FHWA
1.3 CONSTRAINTS
NUMBER
1.
DESCRIPTION
Project activities must be approved by FHWA and meet ARNOLD PFS
objectives
2.
Adequate resources
3.
State requirements for oversight and project delays
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DEPARTMENT OF TRANSPORTATION
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NUMBER
4.
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
DESCRIPTION
delays in processing contracts and purchasing
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
1.
DOIT oversight committee approval
M
2.
Funding for project
M
3.
Design and infrastructure dependencies
M
4.
Data conversions
M
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
NUMBER
DESCRIPTION
1.
Adequate budget will be available
2.
Adequate staffing levels
3.
Staff will be trained on the use of data
4.
Vendor will provide training
5.
Data will be easily converted
1.6 INITIAL PROJECT RISKS IDENTIFIED
RISK 1: Failure to meet Federal Requirements and Deadline
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Description – Funds will
not be readily available to
support the project
Probability Very Low
Impact Low
Mitigation Strategy: Allocate funding in excess of projected funding
needs.
Contingency Plan: If this occurs, NMDOT staff will need to
implement solution independently without vendor assistance or
guidance.
RISK 2: Suitability of DPS/ProMiles data for ARNOLD
Description –
DPS/ProMiles data may
not meet the ARNOLD
data requirements
Probability Medium
Impact High
Mitigation Strategy: Evaluate DPS/ProMiles Data for ARNOLD
Suitability
Contingency Plan: Implement an alternate data migration plan for
ARNOLD leveraging TIMS data supplemented by DPS/ProMiles data
on local roads.
RISK 3: Too many project goals to accomplish by April 2016
Description – Project
starting too late to
accomplish all ARNOLD
goals
Probability Low
Impact Low
Mitigation Strategy: Determine what project goals are feasible to
accomplish by April 2016
Contingency Plan: Initiate a prototype project for migrating an initial
set of data from DPS/ProMiles by June 15 while initiating a planning
project for the full implementation in parallel.
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2.0 PROJECT AUTHORITY AND ORGANIZATIONAL
STRUCTURE
Executive
Sponsor/Steering
Committee
Tamara Haas
Project Business
Owner
Yolanda Duran
Project Team
Member
Project Manager
Roadway Inventory
Program
Business Operations Review Team:






GIS Team
Traffic Technical Support
Asset Management Division
Data Management Bureau
Pavement Management
Highway Safety Improvement Program
Jack Yates
Project Team
Member
Mel Herrera
Technical Review:
Joann Girard
IT Project Manager
IT Tech Staff
As of September 20, 2015
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2.1 STAKEHOLDERS
NAME
STAKE IN PROJECT
ORGANIZATION
TITLE
CONTACT
INFORMATION
Joe Hausman
ARNOLD
Program Manager,
HPMS program
review coordinator
FHWA
FHWA
ARNOLD
Program
Manager
Tom Church
Executive Sponsor
NMDOT
Planning &
Asset
Management
Division
Director
Tammy Haas
Business Owner
NMDOT
Asset
Management
and Planning
Chief
505-795-2126
TamaraP.Haas@state
.nm.us
Yolanda Duran
Business Owner
NMDOT
Data
Management
Bureau Chief
505‐827‐0961
Yolanda.Duran@stat
e.nm.us
Mel Herrera
GIS
NMDOT
GIS Manager 505-827-5453 office
Mel.Herrera@state.n
m.us
Jack Yates
Project Manager
NMDOT
Roadway
Inventory
Program
Manager
505-216-8059
Jack.Yates@state.nm
.us
Jo Girard
IT Project
Manager
NMDOT
IT Project
Manager
505-827-5340
Joann.Girard@state.n
m.us
Jeff Woodman
Application
Support
NMDOT
Application
Support
Bureau Chief
505-827-5289
Jeff.Woodman@state
.nm.us
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NAME
STAKE IN PROJECT
ORGANIZATION
TITLE
CONTACT
INFORMATION
Ganesh Singh
Application
Support
NMDOT
IT Generalist
505-827-0902
Ganesh.Singh@state.
nm.us
Namobael
Frostad
Application
Support
NMDOT
IT
Application
Support
505-827-2875
Naombael.Frostad@s
tate.nm.us
Kevin Karns
Application
Support
NMDOT
IT DBA
505-827-5293
KevinP.Karns@state.
nm.us
2.2 PROJECT GOVERNANCE STRUCTURE
2.2.1 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES
ROLE
RESPONSIBILITY
Executive Sponsor/
Steering Committee
The point person will be the highest level of NMDOT.
Responsibilities include:
 Champion Project
 Consider changes facing the organization and its impacts
 Responsible for finding budget to complete project
 Participate in planning sessions
 Ultimate project responsibility
Business Owner





Project Manager(s)
Tasked with overall direction and support of the project
Participate in meetings
Review and accept deliverables
Review and provide comment on documentation provided by
project team.
Review project funding and its sources
Person responsible to the participating entities that make decisions
related to the operation of the project.
 Problem Solving
 Reviews work of Consultants
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ROLE
RESPONSIBILITY










Scheduling of meetings
Participate in changes to project
Diagnose potential problems on project
Determine roles of IT personnel
Ultimate project success
Budget Planning
Project Schedule
Training Plans
Contract Management
Ensure communications between vendor and project owner.
Project Team
Members
Staff assigned to Project
 Contract Support
 Document Support
 Define Business needs
 System Administration
 Testing
 Data integrity
 Data input
Technical Staff
Staff assigned to defining infrastructure requirements and providing
support to project indefinitely.
Duties Include:
 System infrastructure Specifications
 Integration of other NMDOT systems
 Data backups
 Storage requirements
 Security
 Data Migration
 Systems install and updates
 Network connectivity
 Provide test/development environments
 System maintenance
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PROJECT MANAGEMENT PLAN
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ROLE
RESPONSIBILITY




System reporting
Database tools (reporting)
Disaster recovery
Anti-virus protection
2.3 EXECUTIVE REPORTING
The Project Manager will be responsible for creating periodic internal reports for NMDOT
stakeholders and will assist in preparing materials for presentation to DoIT and the PCC. The
Project Manager will work in conjunction with the Technical Lead and the vendor to gather data
for these reports.
3.0 SCOPE
Task
1 - Project Management
2 - ARNOLD Planning and Review
3 - Development of the All Roads Network
4 - ARNOLD Maintenance Strategic Plan
5 – IV/V
3.1 PROJECT OBJECTIVES
3.1.1 BUSINESS OBJECTIVES
NUMBER
DESCRIPTION
Bus. Objective 1
All Roads Network Development Planning and Review
Bus. Objective 2
Development of the All Roads Network
Bus. Objective 3
Develop ARNOLD Maintenance Strategic Plan
Bus. Objective 4
Increased efficiency and productivity through a well-managed
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NUMBER
DESCRIPTION
linear referencing system
Bus. Objective 5
Optimize business process, decreasing number of steps, saving
time
Bus. Objective 6
Lower the cost of government by having a more efficient work
activity process tracking
Bus. Objective 7
Improve reporting capability to Executive Management & FHWA
3.2 CRITICAL SUCCESS FACTORS
NUMBER
DESCRIPTION
QUALITY
METRICS 1
Project does not exceed budget
QUALITY
METRICS 2
The project schedule, assigned tasks and milestones are met within
project plan
4.0 Project Deliverables and methodology
4.1 PROJECT MANAGEMENT LIFE CYCLE
Phase
Summary of Phase
Key Deliverables
Initiation
Project Status Reports
Project Status Reports
Planning
Project Management Plan
Project Management Plan
Planning
ARNOLD Development Plan
ARNOLD Development Plan
Implementation
Develop All Roads Network
centerline file with LRS
All Roads Network file with
LRS
Implementation
Pilot submission of All Roads
Network to FHWA to verify that
it meets requirements
Pilot Submission of Network
to FHWA
Implementation
Develop All Roads Network
centerline file with LRS
High-Level Plan for Roads &
Highways Migration
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DEPARTMENT OF TRANSPORTATION
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PROJECT MANAGEMENT PLAN
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Closure
Develop the ARNOLD Strategic
Maintenance Plan
ARNOLD Strategic
Maintenance Plan
4.1.1 PROJECT MANAGEMENT DELIVERABLES
4.1.1.1 Project Status Reports
Description – Project Status Report
Deliverable Acceptance Criteria – N/A
Standards for Content and Format – Progress report format
contained in Communication Plan in Attachment D
Quality Review – N/A
4.1.1.2 Project Management Plan
Description – Project Management
Plan
Deliverable Acceptance Criteria – N/A
Standards for Content and Format – Project Plan included as
Attachment A
Quality Review – N/A
4.1.1.3 ARNOLD Development Plan
Description - (SOW Task 2)
Deliverable Acceptance Criteria - NMDOT Approval
ARNOLD Development Plan
Standards for Content and Format - FHWA ARNOLD
requirements.
Quality Review - NMDOT staff reviewing the draft
deliverable and providing comments and suggested revisions.
NMDOT comments will be synthesized and compiled into
one document by the NMDOT and provided to CDM who
will update the network and provide the updated draft.
4.1.1.4 All Roads Network file with LRS
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DEPARTMENT OF TRANSPORTATION
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Description - Develop All Roads
Network centerline file with LRS
Deliverable Acceptance Criteria – Network contains all
required roads, route IDs, and route measures (LRS).
Standards for Content and Format – FHWA ARNOLD
requirements.
Quality Review - NMDOT staff reviewing the draft
deliverable and providing comments and suggested revisions.
NMDOT comments will be synthesized and compiled into
one document by the NMDOT and provided to CDM who
will update the network and provide the updated draft.
4.1.1.5 Pilot Submission of Network to FHWA
Description - Pilot submission of All
Deliverable Acceptance Criteria - Approval of pilot
Roads Network to FHWA to verify that submission by FHWA.
it meets requirements
Standards for Content and Format – FHWA ARNOLD
requirements.
Quality Review – FHWA HPMS Data Upload Validation
scripts
4.1.1.6 High-Level Plan for Roads & Highways Migration
Description - Develop All Roads
Network centerline file with LRS
Deliverable Acceptance Criteria - Approval of pilot
submission by FHWA.
Standards for Content and Format - Contains all state and
local public roads, route measures, dual carriageways where
appropriate.
Quality Review – Conducted by both NMDOT and FHWA
staff
4.1.1.7 NMDOT ARNOLD Strategic Maintenance Plan
Description – Develop the ARNOLD
Strategic Maintenance Plan
Deliverable Acceptance Criteria - Approval of Strategic
Maintenance Plan.
Standards for Content and Format – FHWA and industry GIS
standards of practice.
Quality Review - NMDOT Staff will determine if
recommendations can be supported at the NMDOT.
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4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
PRJ-DEL-001
Project Status Reports
PRJ-DEL-002
Project Management Plan (PMP)
PRJ-DEL-003
ARNOLD Development Plan
PRJ-DEL-004
All Roads Network file with LRS
PRJ-DEL-005
Pilot Submission of Network to
FHWA
PRJ-DEL-006
High-Level Plan for Roads &
Highways Migration
PRJ-DEL-007
ARNOLD Strategic Maintenance
Plan
Yolanda Duran,
Jack Yates
Joann Girard
Yolanda Duran,
Jack Yates
Joann Girard
Yolanda Duran,
Jack Yates
Joann Girard
Yolanda Duran,
Jack Yates
Joann Girard
Yolanda Duran,
Jack Yates
Joann Girard
Yolanda Duran,
Jack Yates
Joann Girard
Yolanda Duran,
Jack Yates
Joann Girard
DATE
APPROVED
6/18/2015
9/8/2015
9/8/2015
4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE
Deliverables will consist of documents and data, not software. Deliverables will be submitted
electronically to the NMDOT Project Manager for review and acceptance. A note of acceptance
should be issued by the NMDOT Project Manager.
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5.0 PROJECT WORK
5.1 WORK BREAKDOWN STRUCTURE (WBS)
Work Package
Description
Definition/Objective
Milestone/Deliverable
1.
Project Status Reports
Project Status
Ongoing Progress Calls
& Monthly Status
Report
2.
Project Management
Project Management
PMP
3.
All Roads Network
Development Planning
Review
Review existing
resources, create plan
for developing GIS
network
Development plan
document
4.
Development of the All
Roads Network
Develop all roads
network including LRS
All road network
5.
Pilot Submission of
Network to FHWA
Data to FHWA
Data submission
6.
High-Level Plan for
Roads & Highways
Migration
Roads & Highway
Implementation
Roads & Highway
Implementation Plan
7.
Develop ARNOLD
Maintenance Strategic
Plan
Develop long-term
maintenance plan for
network
Maintenance plan
document
Identifier
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5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE
Identifier
Task/Activity Name
1.0
Project Management
1.01
Project Setup
1.02
Schedule Kickoff
Meeting
1.03
Resource
Name
Mileston Effort Start
e (Y/N)
/
Durat
ion
(days)
Finish
Y
240
5/1/15
3/31/16
Consultant
Team/FHWA
4
5/1/15
5/6/15
Consultant
Team/NMDOT
1
5/1/15
5/1/15
Create draft
Consultant
communication plan, risk Team
management plan, change
plan and project work
plan
10
5/1/15
5/14/15
1.04
Create project website
Consultant
Team
15
5/1/15
5/21/15
1.05
Conduct project kickoff
Consultant
Team, FHWA,
NMDOT,
NMDoIT
1
5/4/15
5/4/15
1.06
Deliver final
Consultant
communication plan, risk Team
management plan, change
plan and project work
plan
10
5/8/15
5/21/15
Depende
nt Task
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1.07
Conduct bi-weekly
internal project
management calls
Consultant
Team,
NMDOT,
NMDoIT
235
5/8/15
3/31/16
1.08
Conduct bi-weekly
project team calls with
FHWA and NMDOT
Consultant
Team,
NMDOT,
NMDoIT
238
5/5/15
3/31/16
1.09
Maintain communication, Consultant
risk, change and project
Team, NMDOT
work plan
240
5/1/15
3/31/16
1.10
Provide monthly progress Consultant
reports to NMDOT
Team
contract manager
240
5/8/15
3/31/16
2.0
All Roads Network
Development Planning
Review
57
5/5/15
7/22/15
2.01
On-Site Interviews with
selected NMDOT
Divisions to identify
ARNOLD and LRS
Business needs and
Current LRS
Methods
Consultant
Team, FHWA,
NMDOT,
NMDoIT
10
5/5/15
5/18/15
1.05
2.02
Review current NMDOT
Network and LRS
maintenance
workflows
Consultant
Team, NMDOT
5
5/19/15
5/25/15
2.01
2.03
Network Data Source
Reviews
Consultant
Team, NMDOT
20
5/19/15
6/15/15
2.01
2.04
HPMS and ARNOLD
Business Data Gap
analysis
Consultant
Team, NMDOT
10
7/16/15
7/17/15
2.03
2.05
Define ARNOLD Data
Model and local road
measure
Consultant
Team,
NMDOT,
NMDoIT
10
6/16/15
6/29/15
2.03
2.06
Develop LRS Route ID
Consultant
Team,
NMDOT,
NMDoIT
3
7/6/15
7/8/15
2.07
Create and Deliver
Development Plan
Consultant
Team
10
7/9/15
7/22/15
Y
2.06
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STATE OF NEW MEXICO
DEPARTMENT OF TRANSPORTATION
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
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3.0
Development of the All
Roads Network
3.01a
Assist in development of
State System Dual
Carriageway and
Ramps
3.01b
Y
170
5/11/15
1/1/16
Consultant
Team, NMDOT
49
5/11/15
7/16/15
Deliver Progress to Date
on State System Updates
Consultant
Y
Team, NMDOT
1
6/15/15
6/15/15
3.02
Develop All roads
network and LRS
Consultant
Team
110
7/17/15
12/17/15 3.01a
3.03
System and data
connectivity testing and
validation
Consultant
Team
30
11/2/15
12/11/15
3.04
FHWA Pilot Submission
Consultant
Team, FHWA,
NMDOT
15
12/14/15
1/1/16
4.0
Develop ARNOLD
Maintenance Strategic
Plan
205
6/15/15
3/25/16
4.01
Develop Maintenance
Plan using Task 2 and 3
results
Consultant
Team, NMDOT
40
1/4/16
2/26/16
4.02a
Draft high-level Plan for
R&H
Consultant
Team,
NMDOT,
NMDoIT
35
6/15/15
7/31/15
4.02b
Develop Final high-level
plan for Roads and
Highways
migration
Consultant
Team,
NMDOT,
NMDoIT
20
2/29/16
3/25/16
4.03
Deliver Strategic
Maintenance Plan
Consultant
Team, NMDOT
40
2/1/16
3/25/16
Y
Y
3.04
4.01
For details, refer to the Project Plan in Attachment A.
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STATE OF NEW MEXICO
DEPARTMENT OF TRANSPORTATION
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
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5.3 PROJECT BUDGET
The cost estimates for the current ARNOLD Phase 1 effort are listed below by task.
The total costs for the ARNOLD Project to date are listed below. Note: This chart contains
details on previous ESRI Discovery session and IV/V costs as well as current Phase 1 effort
costs.
Description
FFY14
FFY15
Consulting
Services
Independent
Validation &
Verification
$7,490.00 (POD)
Amount Spent)
Consulting
Services
Consulting
Services
ESRI Discovery
cost $19,973.75
$200,000.00
(Pooled Fund)
Included in existing
Enterprise License
Agreement (ELA
Included in
existing ELA
Agreement
FFY16
Total
Continued
$7,490.00
Continued
$219,973.75
ESRI, POD,
FHWA
Pooled Fund
(CDM/DTS)
Hardware
Software
TOTAL
Licenses
$ 227,463.75
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DEPARTMENT OF TRANSPORTATION
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
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5.4 PROJECT TEAM
5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE
Executive
Sponsor/Steering
Committee
Tamara Haas
Project Business
Owner
Yolanda Duran
Project Team Member
Roadway Inventory
Program
Business Operations Review
Team:






GIS Team
Traffic Technical Support
Asset Management Division
Data Management Bureau
Pavement Management
Highway Safety
Improvement Program
Project Manager
Jack Yates
Project Team Member
Mel Herrera
Technical Review
Joann Girard
IT Project Manager
IT Tech
As of Sept. 20,2015
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DEPARTMENT OF TRANSPORTATION
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
LM
5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES
ROLE
RESPONSIBILITY
NAME
FUNCTIONAL AREA
Project Sponsor
Oversight
Tammy Haas
Planning & Asset
Management
Business Owner
Management/Oversight
Yolanda Duran
Data Management Bureau
Chief
GIS Manager
Management/Oversight
Mel Herrera
GIS Manager
Project Manager
Management/Oversight
Jack Yates
Roadway Inventory
Program Manager
and Project Manager
IT Project
Manager
Management/Oversight
Joann Girard
IT
IT –
Applications –
Bureau Chief
Oversight
Jeff Woodman
IT
IT Generalist
Database &
Application Technical
Ganesh Singh
IT
Application
Support
Application Technical
Naombael
Frostad
IT
DBA
Database Technical
Kevin Karns
IT
GIS Technician
GIS Technical
Christina Kelso
GIS
FHWA Project
Manager
Guidance
Justin Clarke
(FHWA)
Administration
FHWA PFS
Program
Manager
Guidance
Joe Hausman
(FHWA)
Administration
Program
Manager (DTS)
Management/Technical
Greg Yarbrough
GIS
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DEPARTMENT OF TRANSPORTATION
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
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ROLE
RESPONSIBILITY
NAME
FUNCTIONAL AREA
Program
Manager (CDM
Smith)
Management
Don Vary
Administration
Project Manager
(CDM Smith)
Management/Technical
John Wisdom
GIS
Allen Ibaugh
(DTS)
GIS
Senior Technical
Advisor
GIS Specialist
GIS Technical
James Anderson
(CDM Smith)
GIS
GIS
GIS Technical
Jamie Hughes
(CDM Smith)
GIS
IV&V
Oversight
Ralph Whiteaker
(POD)
Consulting
IV/V
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DEPARTMENT OF TRANSPORTATION
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
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6.0 PROJECT MANAGEMENT AND CONTROLS
6.1 RISK AND ISSUE MANAGEMENT
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.
Risk
Level
Mitigation
Comment
Insufficient
funding
Low
Prioritize each agency’s
funding request and develop
contingency plans to allocate
funds
Insufficient funding allocation means that either
some agencies requesting funds will receive $0 or
agencies will not have enough to purchase
software, hardware and implementation services.
Agency
Resource
availability
High
Ensure stakeholders are
involved and support the
project team members
Lack of resources to complete project activities
can lead to delays in project schedule.
Extended
timeline
caused by
state
approval
process
High
Plan for
State requirements for oversight as well as the
procurement process provide numerous
opportunities for project delays.
6.1.1 RISK MANAGEMENT STRATEGY
Risks will be tracked and monitored throughout the entire project life-cycle. Risks may be
contractual or technological. Risks may also come in the form of specification ambiguity,
technical uncertainty, technical obsolescence, or new technology. Technical risks often occur
because a problem is harder to visualize or solve than we originally thought. This risk can be
attributed to several factors such as the size and complexity of the project, resource issues, new
software versions, client acceptance and management, subcontractor reliability, or problematic
source materials.
Risks come and go throughout the project life-cycle. Each risk identified will be tracked with a
contingency plan or course of action and updated on a regular basis in the monthly status report.
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STATE OF NEW MEXICO
DEPARTMENT OF TRANSPORTATION
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
LM
6.1.2 PROJECT RISK IDENTIFICATION
A risk evaluation tool has been built within an Excel spreadsheet. This is the primary tool to be
used to list and categorize project risks. The sequence of activity is as follows; Risk
Identification – The process of identifying potential risks and commenting the specific
characteristics of each.
6.1.3 PROJECT RISK MITIGATION APPROACH
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
Risk monitoring and control will be part of every project status meeting. Risk identification will
be the responsibility of all members of the project team. The Project Director and Project
Managers will be responsible for tracking risks and for developing mitigation strategies and
contingency plans that address the risks identified by the team.
This project will follow a continuous risk management strategy. Risk will be assessed routinely
to ensure that identified risks are being dealt with appropriately and that new risks are identified
and dealt with as early as possible.
6.1.5 PROJECT RISK TRACKING APPROACH
Risk
Level
Mitigation
Comment
Insufficient
funding
Low
Prioritize each agency’s
funding request and develop
contingency plans to allocate
funds
Insufficient funding allocation means that either
some agencies requesting funds will receive $0 or
agencies will not have enough to purchase
software, hardware and implementation services.
Agency
Resource
availability
High
Ensure stakeholders are
involved and support the
project team members
Lack of resources to complete project activities
can lead to delays in project schedule.
Extended
timeline
caused by
state
approval
process
High
Plan for
State requirements for oversight as well as the
procurement process provide numerous
opportunities for project delays.
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DEPARTMENT OF TRANSPORTATION
ARNOLD PHASE 1
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VERSION 0.3
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6.1.6 ISSUE MANAGEMENT
Issues will be discussed during the bi-weekly status meeting and will be tracked in the monthly
status report using the following log:
ID
Description
Owner
Status
Date Due
Solution
Date Resolved
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.
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.
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V
The IV&V for the ARNOLD Program covers both the Phase 1 and Phase 2 projects. Phase 1
IV&V support includes only the initial project report, since it is managed as a multi-state project
by FHWA. The remainder of IV&V services will be performed in the Phase 2 project, which
covers the actual acquisition, design and implementation of the NMDOT environment in ESRI
Roads & Highways.
6.3 SCOPE MANAGEMENT PLAN
The scope of the project as negotiated with FHWA and CDM/DTS will be the responsibility of
the Project Manager to ensure that all deliverables are being completed. The Project Manager
and Project Sponsor will meet weekly to discuss project scope and determine if any changes will
be necessary and require an amendment to the contract. Any change to the approved project
scope will follow change control process describe below. This will also address managing
stakeholder expectations.
6.3.1 CHANGE CONTROL
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STATE OF NEW MEXICO
DEPARTMENT OF TRANSPORTATION
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
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6.3.1.1 Change Control Process
Refer to the Change Management Plan in Appendix B.
6.3.1.2 Change Control Board (CCB)
The following is a list of the required approval contacts identified in the Change Management
Plan:
Name
Project Role/Title
Joe Hausman
Program Manager (FHWA)
Don Vary
Contractor Program Manager
(CDM Smith)
Justin Clarke
Project Manager (FHWA)
John Wisdom
Project Manager (CDM Smith)
Greg Yarbrough
Program Manager (DTS)
Yolanda Duran
Project Manager (NMDOT)
Tamara Haas
Project Sponsor (NMDOT)
6.5 COMMUNICATION PLAN
The Communication Plan contains a communication register and a sample project status report.
Refer to the Communication Plan in Attachment D for details.
6.5.1 COMMUNICATION MATRIX
The following are the key project stakeholders identified in the Communication Plan:
Project Management Team
Organization
Name
Project Role
FHWA
Joe Hausman
FHWA PFS Program Manager
FHWA
Justin Clarke
FHWA Project Manager
DTS
Greg Yarbrough
Program Manager
CDM Smith
Don Vary
Program Manager
CDM Smith
John Wisdom
Project Manager
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DEPARTMENT OF TRANSPORTATION
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
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Project Management Team
Organization
Name
Project Role
NMDOT
Yolanda Duran
Project Manager/Backup
NMDOT
Tammy Haas
Project Sponsor
NMDOT
Jack Yates
Project Manager
NMDOT
Jo Girard
IT Project Manager
NMDOT
Jeff Woodman
IT – Applications– Bureau Chief
Core Project Team
Organization
Name
Project Role
DTS
Allen Ibaugh
Senior Technical Advisor
CDM Smith
James Anderson
GIS Specialist
CDM Smith
Jamie Hughes
GIS Specialist
POD
Ralph Whiteaker
Review
NMDOT
Ganesh Singh
DBA
NMDOT
Mel Herrera
GIS Lead
NMDOT
Christina Kelso
GIS Technician
6.5.2 STATUS MEETINGS
Project status meetings (calls) will be held on a weekly basis.
6.5.3 PROJECT STATUS REPORTS
The project status reports will be delivered to the Project Manager on a monthly basis.
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STATE OF NEW MEXICO
DEPARTMENT OF TRANSPORTATION
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
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6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)
NUMBER
DESCRIPTION
QUALITY METRICS 1
Project does not exceed budget
QUALITY METRICS 2
The project schedule, assigned tasks and milestones are met within
project plan
QUALITY METRICS 3
System can provide reports
QUALITY METRICS 4
All NMDOT maintenance management data is successfully migrated
into the agile assets maintenance management platform
QUALITY METRICS 5
System is secure and stable
QUALITY METRICS 6
Staff is trained to maintain and system is operable
QUALITY METRICS 7
Data integrity is maintained.
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.
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STATE OF NEW MEXICO
DEPARTMENT OF TRANSPORTATION
LM
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
6.7.1 QUALITY STANDARDS
Quality Management is an important aspect of any project to ensure that the product delivered is
accepted and works as designed. Each functional organization is responsible for the quality of its
contribution to the project and will apply its internal quality standards to project products and
services. The project team will assess the projects products and services based on the standards
established by the functional organizations represented on the project.
There are number of ways that quality has been built into this project. The first is IV&V, which
will make sure the Project meets its expected requirements through a third party evaluation of the
project. The second is the integrated project control process and change control process, which
assure that any changes that are made to the project are executed in a structured manner. The
most important of these is the change control process to minimize the change of scope to the
project and if scope does change, it is done knowing the impact to the project. The third process
for quality management is the risk management plan, which measures, mitigates and includes
contingency plans for each risk.
The project team will also create lessons learned at the end of each phase of the project. These
lessons learned will be incorporated into the next phase of the project and be part of the project
library that will be available for future projects to use. All of these processes combined will
create a product that has quality that is built in not tested in after the fact. This will provide an
environment that maximizes opportunities to control quality.
No.
Quality Standard
Tracking Tool or Measure
1
Project phase is completed by the established finish date.
Project Schedule
Project Status
2
Project is completed within budget.
Project Charter
Project Status
3
Quarterly project reviews show contractors deliver requirements specified in the
contract by due dates or pay penalties.
Vendor Contract
Final Customer
Acceptance
4
Project issues are resolved and documented within 10 calendar days of
identification or extensions are justified.
Issues Tracking
5
Project will be completed based on the original project scope and approved
scope changes.
Project Charter
Project Plan
Control Change Request
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STATE OF NEW MEXICO
DEPARTMENT OF TRANSPORTATION
ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
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6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS
Review Type
Quality Standard
Requirements
Tools
Reviewer
Reports
Project is completed within Contract deliverables
budget.
Project
Manager
Produce by vendor
Plans
All plans must meet
contract deliverables
Scope of work by
vendor
Project
Manager
Produce by vendor
Milestones
Project phase is completed
by the established finish
date.
Contract Deliverables
Project
Manager
Milestone checklist
from vendor
Testing
Execution of User
Acceptance Testing
(UAT).
System Test Scripts
procedure for User
Acceptance Testing
(UAT).
Project
Manager
Produced by Vendor
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.
Areas of feedback
Agency awareness
Quality of communications
Manages project tasks
Productive Meetings
When
Business Owner Meetings
Project Steering committee meetings
Project Steering committee meetings
How Often
Monthly
Monthly
Monthly
Quarterly
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS
The NMDOT Chief Information Officer will take delivery of media; manuals; contracts;
licenses; services agreements; configuration settings; status of patches to COTS products; inhouse or vendor developed code; test cases, routines, and scripts; and other items required for the
project. The NMDOT CIO will take delivery of such products only after the product
deliverables have been accepted by the NMDOT ARNOLD Project Executive Steering
Committee.
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Deliverable
Final Approval Process
Customer Acceptance Criteria
All Roads Network Development
Plan
Digital document delivered via
email
All Roads Network
GIS shapefile/geodatabase
delivered via email
High-Level Roads & Highways
Migration Plan
Digital document delivered via
email
ARNOLD Maintenance Strategic
Plan
Digital document delivered via
email
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
6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)
A project repository, consisting of a shared server with multiple folders will be developed by
NMDOT staff members as a means to provide a central repository for all project documentation
and deliverables.
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
the Agency/Unit that is responsible for managing the project, such as lessons learned, recording
the last hours against the project, and providing transition for the staff to other assignments.
Contractual activities meet the contractual needs, such as executing a procurement audit and
formal acceptance of the project work products.
7.1 ADMINISTRATIVE CLOSE
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DEPARTMENT OF TRANSPORTATION
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ARNOLD PHASE 1
PROJECT MANAGEMENT PLAN
VERSION 0.3
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
7.2 CONTRACT CLOSE
Contract close is similar to administrative close in that it involves product and process
verification for contract close.
ATTACHMENTS
Attachment A: Project Plan
Project_Management_Plan_ARNOLD_NM - Attachment A (Project Plan-NMDOT v5-13).pdf
Attachment B: Risk Management Plan
Project_Management_Plan_ARNOLD_NM - Attachment B (Risk_Management_Plan_v1.0).docx
Attachment C: Change Management Plan
Project_Management_Plan_ARNOLD_NM - Attachment C (Change_Management_Plan_v1.0).docx
Attachment D: Communication Plan
Project_Management_Plan_ARNOLD_NM - Attachment D (Communication_Plan_v1.1).docx
31