INTELLIGRANTS ELECTRONIC GRANTS
MANAGEMENT SYSTEM (EGRANTS)
PROJECT MANAGEMENT PLAN
(PMP)
EXECUTIVE SPONSOR – TOM CHURCH, CABINET SECRETARY
PROJECT SPONSOR - ROBERT ARCHULETA, DIRECTOR
TRAFFIC SAFETY DIVISION, NMDOT
PROJECT MANAGER – DAVE MARTINEZ, MANAGEMENT ANALYST, KIMBERLY
WILDHARBER, CHIEF
ALCOHOL ENFORCEMENT PROGRAMS, NMDOT
IT PROJECT MANAGER – GENEVIEVE GRANT, INFORMATION TECHNOLOGY
ORIGINAL PLAN DATE: SEPTEMBER 8, 2014
REVISION DATE: JUNE 3, 2015
REVISION: 1.6
PAGE | 1
REVISION HISTORY ................................................................................................................................................4
1.0 PROJECT OVERVIEW .......................................................................................................................................5
1.1EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT ........................................................................................5
1.2 FUNDING AND SOURCES .......................................................................................................................................5
1.3 CONSTRAINTS.......................................................................................................................................................6
1.4 DEPENDENCIES .....................................................................................................................................................6
1.5 ASSUMPTIONS .................................................................................................................................................7
1.6 INITIAL PROJECT RISKS IDENTIFIED .....................................................................................................................7
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE ...........................................................9
2.1 STAKEHOLDERS ...................................................................................................................................................9
2.2 PROJECT GOVERNANCE STRUCTURE....................................................................................................................9
2.2.1 Describe the organizational structure – Org Chart ....................................................................................9
2.2.2 Describe the role and members of the project steering committee ........................................................... 10
2.2.3 Organizational Boundaries, interfaces and responsibilities ..................................................................... 10
2.3 EXECUTIVE REPORTING ..................................................................................................................................... 10
3.0 SCOPE .................................................................................................................................................................. 11
3.1 PROJECT OBJECTIVES......................................................................................................................................... 11
3.1.1 Business Objectives ................................................................................................................................... 11
3.1.2 Technical Objectives ................................................................................................................................. 11
3.2 PROJECT EXCLUSIONS ........................................................................................................................................ 11
3.3 CRITICAL SUCCESS FACTORS ............................................................................................................................. 12
4.0 PROJECT DELIVERABLES AND METHODOLOGY ................................................................................. 13
4.1 PROJECT MANAGEMENT LIFE CYCLE ................................................................................................................ 13
4.1.1 Project Management Deliverables ............................................................................................................ 16
4.1.2 Deliverable Approval Authority Designations .......................................................................................... 18
4.1.3 Deliverable Acceptance Procedure ........................................................................................................... 20
4.2 PRODUCT LIFE CYCLE ................................................................................................................................. 20
4.2.1 Technical Strategy..................................................................................................................................... 20
4.2.2 Product and Product Development Deliverables ...................................................................................... 21
4.2.3 Deliverable Approval Authority Designations .......................................................................................... 21
4.2.4 Deliverable Acceptance Procedure ........................................................................................................... 22
5.0 PROJECT WORK .............................................................................................................................................. 23
5.1 WORK BREAKDOWN STRUCTURE (WBS) .......................................................................................................... 23
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE .................................................................................................... 31
5.3 PROJECT BUDGET .............................................................................................................................................. 32
5.4 PROJECT TEAM .................................................................................................................................................. 33
5.4.1 Project Team Organizational Structure .................................................................................................... 33
5.4.2 Project Team Roles and Responsibilities .................................................................................................. 34
5.5 STAFF PLANNING AND RESOURCE ACQUISITION .................................................................................... 35
5.5.1 Project Staff............................................................................................................................................... 37
5.5.2 Non-Personnel resources .......................................................................................................................... 38
5.6 PROJECT LOGISTICS..................................................................................................................................... 38
5.6.1 Project Team Training .............................................................................................................................. 38
6.0 PROJECT MANAGEMENT AND CONTROLS ............................................................................................. 40
6.1 RISK AND ISSUE MANAGEMENT ......................................................................................................................... 40
6.1.1 Risk Management Strategy ........................................................................................................................ 41
6.1.2 Project Risk Identification ......................................................................................................................... 41
6.1.3 Project Risk Mitigation Approach ............................................................................................................. 41
PAGE | 2
6.1.4 Risk Reporting and Escalation Strategy .................................................................................................... 41
6.1.5 Project Risk Tracking Approach ............................................................................................................... 42
6.1.6 ISSUE MANAGEMENT ............................................................................................................................ 42
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V ............................................................................. 43
6.3 SCOPE MANAGEMENT PLAN .............................................................................................................................. 43
6.3.1 Change Control ......................................................................................................................................... 44
6.4 PROJECT BUDGET MANAGEMENT ...................................................................................................................... 44
6.4.1 Budget Tracking ........................................................................................................................................ 45
6.5 COMMUNICATION PLAN ..................................................................................................................................... 45
6.5.1 Communication Matrix ............................................................................................................................. 45
6.5.2 Status Meetings ......................................................................................................................................... 46
6.5.3 Project Status Reports ............................................................................................................................... 46
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) ........................................................................ 47
6.7 QUALITY OBJECTIVES AND CONTROL .................................................................................................... 47
6.7.1 Quality Standards...................................................................................................................................... 48
6.7.2 Project and Product Review AND ASSESSMENTS .................................................................................. 49
6.7.3 Agency/Customer Satisfaction................................................................................................................... 49
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS .......................................................................... 49
6.8 CONFIGURATION MANAGEMENT ............................................................................................................ 51
6.8.1 Version Control ......................................................................................................................................... 51
6.8.2 Project Repository (Project Library) ........................................................................................................ 51
7. 0 PROJECT CLOSE ............................................................................................................................................. 52
7.1 Administrative Close .................................................................................................................................... 52
7.2 Contract Close ............................................................................................................................................. 52
ATTACHMENTS ...................................................................................................................................................... 52
PAGE | 3
REVISION HISTORY
REVISION NUMBER
DATE
COMMENT
0.3
September 8, 2014
Original Draft Document
1.0
April16, 2015
Agate Software Revisions
1.1
April 24, 2015
Agate Software Revisions
1.5
June 1, 2015
NMDOT Revisions
1.6
June 3, 2015
NMDOT Final Edits
PAGE | 4
1.0 PROJECT OVERVIEW
The federal “Moving Ahead for Progress in the 21st Century” (MAP-21) act requires that
NMDOT collect and analyze data to ensure Traffic Safety Funded activities are data-driven and
performance based. NMDOT wishes to procure an electronic Grants Management System
NMDOT titled IntelliGrants system which is a commercial-off-the-shelf (COTS) web-based
grants management solution that can be configured to allow NMDOT and our grantees to
automate our application, agreement, claim, and reporting processes and retain electronic records
for complete, accurate and accessible files. The deliverables will include the following:
perpetual, non-exclusive license governed by the terms of the IntelliGrants license agreement for
use by NMDOT; unlimited number of users; document designer; report builder module and
dashboard; one standard product manual; and, document electronic designer module manual.
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT
The New Mexico Department of Transportation (NMDOT) is committed to preventing injuries
and saving lives by eliminating crashes on New Mexico public roadways. NMDOT manages
federal and state funds for the following traffic safety related enforcement, education and
prevention programs: alcohol-impaired and drugged driving; seat belts and child restraints;
aggressive driving and speeding; distracted and drowsy driving; motorcycle safety; young
drivers; older drivers; pedestrians; bicycles; and underage drinking.
NMDOT currently executes multiple grant agreements and our grantees submit paper
applications, performance reports and claim reimbursements via the U.S. mail. With an estimated
400 Traffic Safety projects each year, the amount of paper processing is quite significant and
accounts for a large percentage of staff time to manage. NMDOT currently contracts with an
outside vendor to assist us to develop grants, review claims, obtain, and compile data and reports
required by our federal oversight agency, the National Highway Traffic Safety Administration
(NHTSA). NHTSA recommended that NMDOT procure an electronic grants management
system to improve our management of federal funds following our last management review,
which occurred in 2013. Several state highway safety offices, have implemented electronic
reporting and electronic grants management systems.
The IntelliGrants system will increase efficiency, reduce our dependence on outside vendors, and
reduce overhead expenses to include employee labor, paper, toner, office supplies and postage.
1.2 FUNDING AND SOURCES
SOURCE
AMOUNT
ASSOCIATED
RESTRICTIONS
APPROVERS
NMDOT Federal
164 Alcohol
$368,624
NONE
NHTSA AND TSD
DIVISION
DIRECTOR
NMDOT Federal
$138,798
NONE
NHTSA AND TSD
PAGE | 5
SOURCE
AMOUNT
ASSOCIATED
RESTRICTIONS
402 Planning and
Administration
APPROVERS
DIVISION
DIRECTOR
State Road Fund
$18,925
NONE
TSD DIVISION
DIRECTOR
1.3 CONSTRAINTS
Constraints are factors that restrict the project by scope, resource, or schedule.
NUMBER
DESCRIPTION
1
Ideally, the system should go live at the beginning of a fiscal year for
consistency.
2
Due to schedule we do not anticipate a go live date before the 2016 fiscal
year.
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
VENDOR ON-GOING SOFTWARE SUPPORT
M
2
NMDOT TRAFFIC SAFETY BUSINESS PROCESS
M
3
SYSTEM SIZED TO SCALE TO MEET NMDOT
DEMANDS
M
4
DEPARTMENT OF INFORMATION TECHNOLOGY
PROJECT OVERSIGHT COMMITTEE APPROVAL OF
PROJECT CERTIFICATION PHASES TO SUPPORT ONGOING EFFORT
M
5
TRAFFIC SAFETY GRANT AVAILABILITY
M
PAGE | 6
NUMBER DESCRIPTION
TYPE M,D,E
6
CONTRACT APPROVAL AND PURCHASE OF
SOFTWARE AND MAINTENANCE
E
7
FUNDING FOR SOFTWARE MAINTENANCE,
IMPLEMENTATION AND ONGOING SUPPORT OF
SYSTEM
M
1.5 ASSUMPTIONS
NUMBER
DESCRIPTION
1
System will be configured to meet Traffic Safety grant management needs
2
Vendor will honor contractual obligations
3
Adequate budget will be available
4
Adequate staffing levels with proper skill sets necessary to ensure the
system will perform at level expected.
5
Staff is trained properly on the operation of the system to ensure continued
success of the program.
6
Vendor will continue to support software and release upgrades/patches on a
regular basis.
7
Business requirements will have minimal change over the life cycle of the
project.
8
System can be expanded at later date to meet changes needs of programs
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.
Funding
Description - Funds will
not be readily available to
support the project
PAGE | 7
Probability Very Low
Impact LOW
Mitigation Strategy: Allocate funding in excess of projected funding
needs.
Contingency Plan: While this is not foreseeable, NMDOT would have
to locate an alternative funding source.
Vendor Support
Description – Inadequate
support from vendor
PAGE | 8
Probability very low
Impact LOW
Mitigation Strategy: cross training of TSD staff
Contingency Plan: If this occurs, NMDOT staff will need to
implement solution independently without vendor assistance or
guidance.
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL
STRUCTURE
The Project Organization describes the roles and responsibilities of the project team. It also identifies the other
organizational groups that are part of the project and graphically depicts the hierarchical configuration of those
groups. It exists to clarify interaction with the project team.
2.1 STAKEHOLDERS
NAME
STAKE IN PROJECT
ORGANIZATION
TITLE
Tom Church
Executive Sponsor
NMDOT
Cabinet Secretary
Robert Archuleta
Project Sponsor
NMDOT
Division Director
Kimberly Wildharber
Project Manager
NMDOT
Bureau Chief
Dave Martinez
Business Owner
Project Manager
NMDOT
Management Analyst
Genevieve Grant
IT Project Manager
NMDOT
IT Project Manager
2.2 PROJECT GOVERNANCE STRUCTURE
2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART
Executive Sponsor
Tom Church
Project Sponsor
Robert Archuleta
TSD Bureau Chief
Kimberly Wildharber
Project Manager
Dave Martinez / Genevieve
Grant
Project team member
5 program managers & Test
Grantees TBD
Business Operations Review Team:



Grantee’s agency coordinator Staff
TSD Program Management Staff
Planning and TSD Finance Staff
Technical Review
DoIT / NMDOT Tech Staff
PAGE | 9
2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE
ROLE
RESPONSIBILITY
NAME
FUNCTIONAL AREA
Project Sponsor
Oversight of project
Robert Archuleta
TSD Division Director
CIO
Project Certification
Eric Roybal
Information Technology
TSD Bureau Chief
Oversight of project
deliverables, system
administration and
training
Kimberly
Wildharber
Traffic Safety Division
Business Owner
Project Manager
Oversight of project
deliverables, system
administration and
training
Dave Martinez
Traffic Safety Division
IT Project
Manager
Oversight of IT project
deliverables
Genevieve Grant
Information Technology
Testers
Develop user acceptance Program Managers
testing
and Test Grantees
Traffic Safety and
Grantee
2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES
The IntelliGrant System will be used by NMDOT staff and grantees. The project team will be
working with TSD’s five program managers and select finance staff and representatives from a
couple of grantees in order to identify all of the elements required in the configuration and
testing of the system. The NMDOT has made some organizational changes in order to
streamline data collection, program management and performance reporting as a result of MAP21 requirements.
2.3 EXECUTIVE REPORTING
Meetings will be conducted with NMDOT Management and project teams on a regularly
scheduled basis. Whiteboard sessions outlining project task and resource assignment schedules
and agendas are conducted throughout the process and transferred to Microsoft project. Project
team meetings are scheduled to coincide with the Vendor Implementation/Design teams for onsite implementation sessions with frequency and length of those meetings to be defined. Project
status updates reports will be verbally communicated to Business Owners conducted at weekly
conference calls and staff meetings. NMDOT management will be kept informed on progress of
the project periodically throughout the project life cycle. Special oral and written Project
Management and IV&V reports will be given on project progress to the IntelliGrants Steering
Committee.
PAGE | 10
3.0 SCOPE
3.1 PROJECT OBJECTIVES
3.1.1 BUSINESS OBJECTIVES
NUMBER
DESCRIPTION
Business Objective 1
Increased efficiency and productivity through a well-managed
data entry process
Business Objective 2
Optimize business process, decreasing number of steps, saving
time
Business Objective 3
Lower the cost of government by having a more efficient work
activity process tracking
Business Objective 4
Improve reporting capability to executive management
Business Objective 5
Substantial NMDOT business process improvements are
achievable through an electronic grants management system that is
paperless
Business Objective 6
Provide a documentation and reporting system, for real time
reporting and long-term document management to ensure that
current data is utilized in the decision making process in the traffic
safety grant funding program
3.1.2 TECHNICAL OBJECTIVES
NUMBER
DESCRIPTION
Tech. Objective 1
Web-based system will be designed to allow NMDOT and grantee
staff remote access
Tech. Objective 2
Data will be assessable and stored electronically
3.2 PROJECT EXCLUSIONS
In particular, the following items are out of scope for this Project:

Direct Integration with SHARE

Network sizing, capacity analysis and performance considerations

Disaster Recovery and Daily Backups. Already in place

Installation of Windows Operating System service packs or patches. NMDOT will
perform.
PAGE | 11
3.3 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
Quality Metrics 3
System can provide reports
Quality Metrics 4
Program management documentation is successfully stored in the
system
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
PAGE | 12
4.0 PROJECT DELIVERABLES AND METHODOLOGY
NMDOT will use our vendor’s knowledge in implementing similar projects within other state
traffic safety offices. The NMDOT will develop a schedule of deliverables with the vendor in
order to determine milestone dates on completion of the customization of the IntelliGrants
system. The project will be subdivided in smaller, manageable phases with completion of one
phase before commencing the next.
Initiate
• Kickoff
Meeting
• Project Plan
• Communications Plan
• Risk/Issues
Plan
• Status
Reporting
Analyze
/Design
• Software
Reconciliation
Session
• Initial Business
Process Scoping
Document
• Technical
Architecture
Definition
Build
Deploy
Train
• Train the
• Install
Trainers or
Infrastructure
Users
• Configuration
• Hands-on
• Data Migration
Training
• Create
• Complete
Validation Plan
Training
• Test/Validate/
Documentation
User Acceptance
• Admin Training
• Roll-out Plan
• Deploy
Solution
Components
• Run Migration
• Validate
System and
Data
• Post
Production
Support
(technical
support,
helpdesk,
maintenance
4.1 PROJECT MANAGEMENT LIFE CYCLE
Phase
Summary of Phase
Initiate
During initiate, the project
manager of the delivery team
will kick-off the project,
validate the scope, facilitate
the logistics and initiate the
project plan.

Onsite Kick-off Project
Meeting
Planning
The delivery team will
conduct the analysis of DOT’s
requirements and define the
architecture and design of the

IntelliGrants Initial
Implementation
deliverables

IG Product Domain
PAGE | 13
Key Deliverables
solution. The requirements
include business, technical,
and functional requirements.
Implementation Configuration
PAGE | 14
In Build, the delivery team
will configure the proposed
system. It includes the
installation, development and
configuration and testing of
components and sub-systems
comprising the proposed
solution.
Branding Design

Project Management
Plan

Communication Plan

Resource Plan

Project Schedule

System Requirement
Specification (SRS)

System Design
Document (SDD)

Operational
Plan/Negotiation
Forms/Grant
Agreement/Amendmen
t Configuration

Product Security Role
Set Up

IG Design Document
Workflow for the
Operation Plan and
Grant Agreement

IG Build Document
Workflow for the
Operational Plan and
Grant Agreement

IG Form Design for
the Operational
Plan/Negotiation
Forms/Grant
Agreement

IG Form Build for the
Operational
Plan/Negotiation
Forms/Grant
Agreement

Claims/Activity
Reports Configuration

IG Design Document
Workflow for
Claims/Activity
Reports

IG Build Document
Workflow for
Claims/Activity
Reports

IG Form Design for
the Claims/Activity
Reports

IG Form Build for the
Claims/Activity
Reports

IG Form Build for the
Life Expectancy Tool

IG Product
Management Query
Report Software
Configuration

IG Product
Management
Formatted Report
Software
Configuration
In this phase, the delivery
team will train the Project
Managers and select TSD staff
for the end user training.
Project Managers will train
grantees

Administrative
Training Manual

Onsite Administrative
Training

Agency Training
Manual
Implementation - Deployment
In this phase, the delivery
team ports the system from a
Test environment to
Production environment and
conduct the system roll out for
successfully “Go-Live”

System Go-Live
Close
In this phase, the delivery
team ensures that every detail
of the project has been

Project Closure

Project Review
Implementation - Training
PAGE | 15
addressed and proper closure
is attained.
Meeting

Project Archival
Activities

Follow-up Activities
4.1.1 PROJECT MANAGEMENT DELIVERABLES
4.1.1.1 Project Management Plan
Description
Defines the project
Deliverable Acceptance Criteria
Agreed Project Management Plan in the
meeting
Standards for Content and Format
NM DoIT Template
Quality Review
Reviewed in meeting between Agate Software
and NMDOT project management
4.1.1.2 Communication Plan
Description
Defines the messages, communication
channels, frequency and target audience of
project communications
Deliverable Acceptance Criteria
Agreed Communication Plan in the meeting
Standards for Content and Format
Agate Software Communication Plan Template
or Meeting Minutes
Quality Review
Reviewed in meeting between Agate Software
and NMDOT project management
4.1.1.3 Resource Plan
Description
Method, procedure and process to follow
should issues arise that requires escalation
Deliverable Acceptance Criteria
Agreed Resource Plan in the meeting will be
documented
Standards for Content and Format
Meeting Minutes
Quality Review
Reviewed in meeting between Agate Software
and NMDOT project management
4.1.1.4 Project Schedule
Description
PAGE | 16
A Project Schedule with specific dates for each
deliverable within a NMDOT provided
template or as agreed upon between the Agate
Software and NMDOT project managers.
Deliverable Acceptance Criteria
Agreed Project Schedule in the meeting will be
distributed
Standards for Content and Format
Agate Software Project Plan template
Mavenlink
Quality Review
NMDOT staff reviewing the draft deliverable
and providing comments and suggested
revisions on the timeline. NMDOT comments
will be synthesized and compiled into one
document by the NM DOT and provided to
Agate Software and will update the document
and provide the updated draft.
4.1.1.5 System Requirement Specification (SRS) Document
Description
A software joint application design (JAD)
session to define the business, functional, and
technical requirements as collected from
business users within the scope of the project
will be used for the configuration required of
the IntelliGrants system
Deliverable Acceptance Criteria
Signed off document
Standards for Content and Format
NMDOT Template
Quality Review
NMDOT staff reviewing the draft deliverable
and providing comments and suggested
revisions. Agate Software will update the
document and provide the updated draft to
NMDOT’s satisfaction.
4.1.1.6 System Design Document
Description
System Design Document describes the
specification and configuration of the system
on infrastructure level
Deliverable Acceptance Criteria
Signed off document
Standards for Content and Format
NM DoIT SDD Template
4.1.1.7 User Acceptance Testing (UAT) Plan
PAGE | 17
Description
Provide support to NMDOT to execute the
Test scripts for User Acceptance Testing
Deliverable Acceptance Criteria
Signed off completion of UAT, reported in
Status Report
Standards for Content and Format
Agate Software Status Report
Quality Review
Agate Software will provide support in running
the test scripts. The test scripts will be
reviewed before the execution of UAT.
4.1.1.8 Administrator and Grantee Training Manuals
Description
Administrator and Grantee training materials
provided to the end users for reference on how
to run their common use cases in the new
system and configure additional forms and
adhoc reports
Deliverable Acceptance Criteria
PDF or word version of Administrator and
Grantee Training Manuals, reported in Status
Report
Standards for Content and Format
Agate Software Administrator and Grantee
Training Manuals Template
Quality Review
Reviewed in meeting between Agate Software
and NMDOT project management
Deliverable Acceptance Criteria
Execution of Project Review Meeting
Standards for Content and Format
Meetings between Agate Software and
NMDOT project management and Status
Reports
Quality Review
Meetings between Agate Software and
NMDOT project management
4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
DATE
APPROVED
PRJ-DEL-001
IntelliGrants Product Software
Business Owner
and IT Project
4/28/2015
PAGE | 18
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
License
Managers
PRJ-DEL-002
Initial Business Analysis/JAD
Session
Business Owner
and IT Project
Managers
4/28/2015
PRJ-DEL-003
Project Management – Resource,
Communication & Project Plans
Business Owner
and IT Project
Managers
6/1/2015
PRJ-DEL-004
System Requirement Specification
(SRS) & System Design
Documentation
Business Owner
and IT Project
Managers
7/10/2015
PRJ-DEL-005
Security Roles Set Up
Business Owner
and IT Project
Managers
4/22/2015
PRJ-DEL-006
Build Document Workflow –
Operational Plan
Business Owner
and IT Project
Managers
6/1/2015
PRJ-DEL-007
Form Build – Operational Plan
Business Owner
and IT Project
Managers
PRJ-DEL-008
Build Document Workflow Claims/Activity Report
Business Owner
and IT Project
Managers
PRJ-DEL-009
Form Build – Claims/Activity
Report
Business Owner
and IT Project
Managers
PRJ-DEL-010
Configuration – Management
Query & Report
Business Owner
and IT Project
Managers
PRJ-DEL-011
Product Domain Branding Design
Business Owner
and IT Project
Managers
PRJ-DEL-012
Test Environment Implementation
Business Owner
and IT Project
Managers
PAGE | 19
DATE
APPROVED
6/1/2015
3/2/2015
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
PRJ-DEL-013
User Acceptance Testing
Business Owner
and IT Project
Managers
PRJ-DEL-014
Training
Business Owner
and IT Project
Managers
PRJ-DEL-015
Production Rollout
Business Owner
and IT Project
Managers
PRJ-DEL-016
Service Enhancement
Business Owner
and IT Project
Managers
PRJ-DEL-017
Annual Support FY16 & 17
Business Owner
and IT Project
Managers
DATE
APPROVED
4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE
The NMDOT will use a project milestone document and the deliverables described in the
executed contract. The NMDOT project manager will sign off on all completed deliverables in
the contract.
4.2 PRODUCT LIFE CYCLE
4.2.1 TECHNICAL STRATEGY
Agate Software will define the needs and requirements of NMDOT by conducting a thorough
business analysis to identify functionality needed in a system. Project documentation is
produced as a result of the business analysis that is agreed upon by both parties. Upon
completion of the analysis and documentation phase, the solution design phase begins. During
development, the solution is rigorously tested, first internally then through the User Acceptance
Testing performed by NMDOT. Once testing is complete, signoff on functionality by both
parties is required. The solution is then rolled-out to the production environment with Agate
Software responsible for supporting the program.
PAGE | 20
4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES
4.2.2.1 IntelliGrants System
Description
The product deliverable will be a
IntelliGrants System that
incorporates NMDOT work
activities, claims, activity data and
program management
documentation and produces
reports identified by NMDOT.
Deliverable Acceptance Criteria – Successful UAT will
determine acceptance criteria
Following the onsite gathering sessions, an updated Project
Plan will be created by Agate Software which includes a
listing of all system requirements required to start building
the program. Agate Software will incorporate “gated”
milestones as a decision point for proceeding to subsequent
phases or activities of the project plan which will not begin
until approval has been given by NMDOT. Approval of the
project plan will initiate Agate Software to begin work on
form designs, workflows and security roles for the system
implementation. As designs are completed and approval is
provided, development and configuration of the IntelliGrants
system will begin in a development environment.
Approval of the deliverables may include design
documentation, user specifications or other requirement
documentation however, acceptance of the deliverables by
the client will occur at the gated sessions before moving
forward to the next phase.
4.2.2.2 Performance Reports
Description – The Intelligrants
System will contain a set of reports
on performance indicators
Deliverable Acceptance Criteria – Report updates correctly
for the time period specified
Standards for Content and Format – NMDOT will determine
parameters for report
Quality Review – Audits will be conducted of data from
reports.
4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
1
IntelliGrants system
Business Owner
and IT Project
Managers
2
Performance
Business Owner
and IT Project
Managers
PAGE | 21
DATE
APPROVED
4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE
Once functionality has been completed, tested, and approved by Agate Software resources on the
DEV environment the corresponding changes will be transferred to a demonstration (DEMO)
environment. The DEMO environment is designed to allow NMDOT to access a project.
NMDOT will be given a URL that will allow for the review of functionality before it is released
to the Production environment. UAT is performed and minor modifications and defect
corrections are completed. Agate Software will work closely with NMDOT to document a
detailed and thorough plan of the events and milestones involved in the testing of the new
system.
PAGE | 22
5.0 PROJECT WORK
5.1 WORK BREAKDOWN STRUCTURE (WBS)
1. IntelliGrants Product Software License (AGT-IG13-LIC-PD)
Attributes of the deliverable include the following:



IntelliGrants License
o Perpetual, non-exclusive license governed by the terms of the IntelliGrants
License Agreement for use by the New Mexico Department of
Transportation
o Unlimited number of users
o Document Designer
o Report Builder module and Dashboard
o One (1) Standard Product Manuals
 Document Designer Module Manual (electronic copy)
o Does not include professional services
IntelliGrants License Agreement
o Agate Software will provide NMDOT with an IntelliGrants License
Agreement which must be signed before the Onsite Business Analysis can
be scheduled.
Warranty
o Agate Software includes a one (1) year warranty after date of installation.
Sign-Off and Invoicing of the Deliverable is contingent upon the following:


100% of license fee invoiced upfront upon Agate’s receipt of Purchase Order (Onetime Fee)
NMDOT signed version of the IntelliGrants License Agreement
2. IG Product Domain Branding Design (AGT-IG13-CON-BR)
Attributes of the deliverable include the following:
 IntelliGrants branding design, and client specific graphics updates
o Includes one mock-up of the IntelliGrants Home Page
o Mock-up will be designed based on NMDOT branding standards or current
external site design
o No changes can be made to the overall IntelliGrants component structure
(change location of buttons, addition/subtraction of functional screen
PAGE | 23
elements, etc.) or user experience unless currently supported through system
configuration
o NMDOT will have two rounds of branding design review
o Branding must be approved before being applied to the Agate
Demonstration environment
Sign-Off and Invoicing of the Deliverable is contingent upon the following:
 NMDOT IntelliGrants Branding applied to Agate Demonstration environment
3. Onsite Kick-off Project Meeting (AGT-IG13-PLAN-KSC)
Attributes of the deliverable include the following:

Onsite Business Analysis which includes the following:
o Project Kick-Off discussion
o Existing client Product Demo intended to level set for team members
o Define project roles and responsibilities for Resource Plan
o Document Workflows via Microsoft Visio
o Document security role definition for the Security Role Matrix
o Pricing includes three (3) onsite days by two (2) Agate Software employees
Sign-Off and Invoicing of the Deliverable is contingent upon the following:

Onsite Business Analysis is completed
4. Project Documentation Including Project Plan (AGT-IG13-PLAN-OPRD)
Attributes of the deliverable include the following:

Project Plan Documentation includes the following:
o Agate first draft of Microsoft Project Plan with a complete listing of
milestones, deliverables and resources
o Agate Software and NMDOT will review and mutually agree upon a
detailed project schedule that will be signed by both parties
o The risk of NMDOT to complete project tasks or milestones could result in
one or more of the following:
 Reallocation of Agate project resources
 Timeline extensions
 Task Orders to add additional Agate Resources (Change Management
Process)
Sign-Off and Invoicing of the Deliverable is contingent upon the following:
PAGE | 24


Completed Resource Plan
Signed-Off Project Plan
5. Operational Plan/Negotiation Forms/Grant Agreement/Amendments Configuration










This functionality would allow Agencies to complete and submit an Operational
Plan in IntelliGrants.
All submitted Operational Plans can be reviewed by NM DOT staff and Safer
Law Enforcement Liaisons (LELs) users.
LEL users can be assigned to Agencies Operational Plans via the IntelliGrants
Add/Edit People interface.
After Operational Plans are submitted, the Negotiation Forms will become
available for LELs to complete based on conversations with Agencies.
Program Budgets and Scope of Work will be tracked by Program Area.
Once the Negotiation process is complete, the Grant Agreement review process
will begin. The IntelliGrants CORE workflow functionality will be used to track
the review and signature process.
The signed Grant Agreements will be generated by the system as a PDF.
Agencies and NMDOT will have the ability to sign a Grant Agreement based on a
Workflow process defined by NMDOT. Authorized signatories for Agencies and
NM DOT will perform status changed in the system to generate a signed PDF that
will be stored on the Production server. The signed Grant Agreement will be
populated with the user’s first and last name (as input into the system) that
performed the status change. The Grant Agreement will also be populated with
the date that the status was changed.
NMDOT Program Managers (or appropriate staff) can enter a contract number
into the system.
NMDOT Finance roles can use IntelliGrants Account Module to track
encumbrances and expenditures by Program Area.
6. Product Security Roles Set Up (AGT-IG13-CON-SRS)
Attributes of the deliverable include the following:

Product security role set-up for grantor and grantee organizations
o Limit of ten (10) System Security Roles
o Security Roles will be defined and documented in the Security Role Matrix
through the Business Analysis process
o The Security Role Matrix must be approved by NMDOT before
configuration of system security roles can begin
PAGE | 25
o Any changes to the Security Role Matrix after approval must be evaluated
through the Change Management Process
Sign-Off and Invoicing of the Deliverable is contingent upon the following:

NMDOT confirmation and sign off of Security Roles being set up in the system
7. IG Design Document Workflow for the Operational Plan and Grant Agreement (AGT-IG13CON-WFD)
8. IG Build Document Workflow for the Operational Plan and Grant Agreement (AGT-IG13CON-WFB)
Attributes of the deliverable include the following:

Development of one (1) Workflow Document for the Operational Plan and Grant
Agreement
o Includes the following phases:
 Operational Plan Development by Agencies
 Operational Plan Submission
 NMDOT/LEL Operational Plan Review
 LEL Negotiation Form Completion and Review
 Acknowledgement/Regret Letter
 Grant Agreement Review
 Grant Agreement Signatures
 Executed Grant Agreement
 Agency Amendment Request
 Agency Amendment NMDOT Request Approval
 Agency Amendment NMDOT Request Denial
 Amendment Grant Agreement Modifications
 Amended Grant Agreement
o Level 1 Workflow Design & Build
Sign-Off and Invoicing of the Deliverable is contingent upon the following:

NMDOT must sign-off on when design and build of workflow is complete
9. IG Form Design for the Operational Plan/Negotiation Forms/Grant Agreement (AGT-IG13CON-FD)
10. IG Form Build for the Operational Plan/Negotiation Forms/Grant Agreement (AGT-11IG13-CON-FB)
PAGE | 26
Attributes of the deliverables include the following:



Development of Design Document for the Operational Plan/Negotiation
Forms/Grant Agreement
o Includes the following:
 Operational Plan/Negotiation Forms/Grant Agreement Document
Template Properties
 Operational Plan/Negotiation Forms/Grant Agreement Form Menu
Structure
 Detailed design of each data capture form
 Field Types and Names
 Business Rules (required fields, match error checks, etc.)
 Calculations
 Form Permissions Matrix
 Access by role and Workflow status to form functions (Save, Add,
Delete, etc.)
o Limit of twenty five (25) forms will be configured.
 Twenty five (25) Level 1 Form Design & Build
o NMDOT must sign-off on the Design Document before configuration can
begin
o A print version of each form is included
Grant Agreement Document
o PDF document generated by the system when users perform status changes
in the Workflow
o Populated with the current data entered into the system
o The PDF document will be populated with user’s name as input into the
system as well as the date the status change occurred.
o Once the document is generated, it can be accessed via a hyperlink present
on a form within the Operational Plan/Negotiation Forms/Grant Agreement
template.
o The system will allow for the population of two unique Grant Agreement
Types:
 Consolidated Project Agreement
 Consolidated Tribal Project Agreement
User Acceptance Test Script (UAT) Development
o Script is designed to validate that the major functional areas of the
deliverable are operating as defined in the Design Document and Workflow
Document
o The UAT will NOT test every error check, business rule, or calculation
Sign-Off and Invoicing of the Deliverables is contingent upon the following:
PAGE | 27

Validation of UAT results by NMDOT
11. Claims/Activity Reports Configuration

Claims/Activity Reports
o This functionality would allow an Agency to initiate and submit a
Claims/Activity Report in IntelliGrants
o A Claims/Activity Report can be initiated and will be associated with each
Program Area within the Grant Agreement
o Claims/Activity Report financial data will be tracked at the Budget
Category level of the Program Area within the Grant Agreement
o NMDOT will be able to review, audit Budget Category amounts, approve
and reject Claims/Activity Report
12. IG Design Document Workflow for Claims/Activity Reports (AGT-IG13-CON-WFD)
13. IG Build Document Workflow for Claims/Activity Reports (AGT-IG13-CON-WFB)
Attributes of the deliverables include the following:
 Development of one (1) Workflow Document for Claims/Activity Reports
o Includes the following phases:
 Agency Claims/Activity Reports initiation
 Agency Claims/Activity Reports Reimbursement submission
 NMDOT Claims/Activity Reports Review
 NMDOT Claims/Activity Reports Approval
 NMDOT Claims/Activity Reports Rejection
o Level 1 Workflow Design & Build
Sign-Off and Invoicing of the Deliverables is contingent upon the following:

NMDOT must sign-off on when design and build of workflow is complete
14. IG Form Design for the Claims/Activity Reports (AGT-IG13-CON-FD)
15. IG Form Build for the Claims/Activity Reports (AGT-11-IG13-CON-FB)
Attributes of the deliverables include the following:
 Development of Design Document for the Claims/Activity Reports
o Includes the following:
 Claims/Activity Report Document Template Properties
 Claims/Activity Report Form Menu Structure
 Detailed design of each data capture form
PAGE | 28

 Field Types and Names
 Business Rules (required fields, match error checks, etc.)
 Calculations
 Form Permissions Matrix
 Access by role and Workflow status to form functions
(Save, Add, Delete, etc.)
o Limit of fifteen (15) forms will be configured.
 Fifteen (15) Level 1 Form Design & Build
o NMDOT must sign-off on the Design Document before configuration can
begin
o A print version of each form is included
Information currently contained in the Property Agreement and Inventory Record
and Annual Inventory Certification Form documents will be input by the Agency
when reimbursement is requested within the Claims/Activity Reports.
Sign-Off and Invoicing of the Deliverables is contingent upon the following:

Validation of UAT results by NMDOT
16. IG Form Build for the Life Expectancy Tool (AGT-11-IG13-CON-FB)
Attributes of the deliverables include the following:
 The Inventory Life Expectancy Tool will be developed to allow NMDOT to apply
a Disposition Date to items that have been purchased using TSB Funds.
 Three (3) Level 1 Form Design & Build
Sign-Off and Invoicing of the Deliverables is contingent upon the following:

Validation of UAT results by NMDOT
17. IG Product Management Query Report Software Configuration (AGT-IG13-CON-MQ)
Attributes of the deliverable include the following:


Configuration of two (2) Query Reports (
The Query Reports are defined as follows:
o Agency Detail Report
 Includes the following data:
 Agency Name, Project Number, Contract Number,
Execution Date, Expiration Date, Grant Balance, Vendor
Number, TSD Program Manager assigned to the grant
 Data can be filtered on any of the values above
PAGE | 29

Filtering will be done by allowing a user to type values into a
single field for each data element listed above
o Equipment List
 Includes the following data:
 Location, FA or Inventory Number, Date Purchased and
Life Expectancy
 Data can be filtered on any of the values above
 Filtering will be done by allowing a user to type values into a
single field for each data element listed above
o Each Report can have up to two design iterations
Sign-Off and Invoicing of the Deliverables is contingent upon the following:

NMDOT Sign-Off on each report working with no defects in the Agate
Demonstration environment
18. IG Product Management Formatted Report Software Configuration (AGT-IG13-CON-FR )
Attributes of the deliverable include the following:

Configuration of two (2) Management (Formatted) Reports
o NMDOT is responsible for providing Agate a design and layout (Excel or
Word template) for each requested report
o Each Report can have up to two design iterations
Sign-Off and Invoicing of the Deliverable is contingent upon the following:

NMDOT Sign-Off on each report working with no defects in the Agate Demonstration
environment
19. Administrative Training Manual (AGT-IG13-PDG-AM)
Attributes of the deliverable include the following:


One (1) NMDOT Administrative training manual limited to 75 pages including
screen shots (1 electronic copy)
Two content review cycles
Sign-Off and Invoicing of the Deliverable is contingent upon the following:

NMDOT sign-off on the final version of the manual
20. Onsite Administrative Training (AGT-IG13-PT-OGT)
Attributes of the deliverable include the following:
PAGE | 30




One (1) day of onsite Administrative System Training, Two (2) sessions up to 4
hours each.
Train NMDOT Staff to use the administrative functions of the system
Limited to NMDOT Staff
NMDOT will be required to supply the meeting/training room, an internet
connection and a projector
Sign-Off and Invoicing of the Deliverable is contingent upon the following:

Completion of the 1 day training course by Agate
21. Agency Training Manual (AGT-IG13-PDG-TM)
Attributes of the deliverable include the following:


One (1) Agency training manual limited to 50 pages including screen shots (1
electronic copy)
Two content review cycles
Sign-Off and Invoicing of the Deliverable is contingent upon the following:

NMDOT sign-off on the final version of the manual
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE
Project Phase
Due Date
Deliverable
Planning
4 week
Communication Plan, Timeline Schedule
Requirements
- JAD
1 week
Gather business, functional, and technical requirements
Requirements
4 week
Document business, functional, and technical requirements
Build/Design
37 weeks
Requirements Documentation and Review
Build/Test
4 weeks
Completion of System User Acceptance
Testing (UAT)
Train
2.5 weeks
Complete training, administrative and grantee training manual
Deploy
½ week
System go-live
Close
1 week
Project Review meeting, project archival
activities, follow-up activities
PAGE | 31
5.3 PROJECT BUDGET
Costs estimates are the costs applied to an activity in a project by assigning resources with
associated rates or fees. Resources can include equipment, material, technology, processing
cycles, or people. The total cost is critical and should be consistent with the proposal; include
breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an
appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or
deliverable).
Phase / Activity
Associated Deliverables
Estimated
Budget
Initiation
Initial Assessment Report
Independent Validation & Verification Bi-Monthly Status Reports
Project Closure Report
$46,035
Planning
Purchase IntelliGrants Product
Software License
$140,000
Planning
Initial Business Analysis/JAD Session
Initial Project Management Plan
Project Schedule
Communication Plan
Resource Plan
$13,600
Planning
Project Management Plan
$20,400.00
Planning
System Requirement Specification
(SRS) Document
$58,400.00
Planning
Product Security Roles Set Up
$7,200
Implementation
Build Document Workflow
$2,000
Implementation
Form Build
$40,000
Implementation
Build Workflow Claims/Activity
Reports
$2,000
Implementation
Form Build Claims/Activity
Reports
$24,000
Implementation
Product Management Query and
Management Report Configuration
$8,320
Implementation
IG Product Domain Branding
Design
$4,080
Implementation
Test Instance
$4,800
Implementation
User Acceptance Testing
$0
PAGE | 32
Phase / Activity
Associated Deliverables
Estimated
Budget
Implementation
Training
$16,160
Implementation
Service Enhancements
$60,500
Maintenance
Annual Support FY2016
$39,426
Maintenance
Annual Support FY2016
$39,426
TOTALS
$526,347
5.4 PROJECT TEAM
5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE
Executive
Sponsor
Tom Church
Project Sponsor
Robert Archuleta
TSD Bureau Chief
Project Manager
Kimberly
Wildharber
Dave Martinez /
Genevieve Grant
Project team member
5 program managers
and test grantees
Business Operations
Review Team:



Grantee’s agency coordinator Staff
TSD Program Management Staff
Planning and TSD Finance Staff
Technical Review
DoIT / NMDOT Tech
Staff
PAGE | 33
5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES
1. Account Manager (AM)
The engagement manager role is responsible for contract performance and all commercial issues.
2. Project Manager/Team Lead (ATL)
The project manager role is a leadership role that oversees all aspects of the project planning and
tasks performed by the project lead. The project manager has both technical and functional
experience as well as project management of full system implementations. This allows the
project manager to make educated decisions to keep the project on track to a successful
deliverable.
3. Project Lead (APL)
The project lead handles the day to day scheduling of the project and resources. All work
required by a developer, configurator, testing specialist, documentation specialist and product
manager is managed and overseen by the project lead. The project lead is the main contact for
the client team for issue resolution and all project needs.
4. Product Designer (APD)
The product manager is responsible for managing all aspects of the system design including the
user interface and overall user experience. The product manager is available to present onsite
demo sessions when necessary.
5. Lead Developer (ALD)
The Agate lead developer is responsible for performing the development tasks in the project.
The developer will provide updates to the project lead at the end of each major task or milestone
throughout the life of the project. This individual will be the primary source for developing push
packages. The lead developer will also be responsible for coordinating the work of all other
developers on the project.
6. Business Analyst (ABA)
The business analyst role has a very good working knowledge of IntelliGrants and what
functionality is available. They discern the requirements and create solutions for those business
needs. The business analyst is also in contact with the client team where necessary to flush out
detailed requirements.
7. Configuration Specialist (ACS)
The configuration specialist performs all configuration work in IntelliGrants. The Work Flow
and Design Documents serve as the road maps for configuration specialists to perform
configuration and setup.
8. Quality Assurance Resource (AQAR)
The quality assurance resource develops plans and implements the Agate internal testing process
as well as the User Acceptance Test cases based on client’s requirements, user input and
PAGE | 34
technical understanding. They also assist in reproducing and investigating software defects in
coordination with the development team.
9. Documentation Specialist (ADS)
Develops, writes and edits material for product documentation including all training material.
Maintains and reviews published materials and recommends revisions or changes for clarity and
usability.
Role
Name
Monthly
Project Time
%
Est. Begin
Date
Account Manager
Mark Watters, Agate
1
02/01/2014 02/01/2016
Project Manager/Team
Lead
Brad Banning, Agate
30
03/04/2015 02/01/2016
Product Designer
Ted Barringer, Agate
1
Project Lead
Mike Zyla, Agate
100
Lead Developer
Mike Zyla, Agate
100
Business Analyst
Mike Zyla, Agate
100
Configuration Specialist
Jennifer Sloan, Agate
80
Quality Assurance
Resource
Jennifer Sloan, Agate
80
Documentation Specialist
Jennifer Sloan, Agate
80
Project Sponsor
Robert Archuleta,
NMDOT
10
Project Lead
Kimberly Wildharber,
NMDOT
30
Project Manager/Project
Lead
Dave Martinez, NMDOT
100
IT Project Manager/Project
Lead
Genevieve Grant,
NMDOT
100
Subject Matter Expert
Kimberly Wildharber,
NMDOT
30
Subject Matter Expert
Dave Martinez, NMDOT
100
Subject Matter Expert
Ken Pino, NMDOT
30
PAGE | 35
03/04/2015
03/04/2015
03/04/2015
03/04/2015
03/04/2015
03/04/2015
03/04/2015
02/01/2015
02/01/2015
03/04/2015
03/04/2015
03/04/2015
03/04/2015
03/04/2015
Est. End
Date
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
Independent Verification & Nick Behrmann, POD
Validation Contractor
100
5.5 STAFF PLANNING AND RESOURCE ACQUISITION
PAGE | 36
03/04/2015
02/01/2016
5.5.1 PROJECT STAFF
Resource
Work Product/Deliverable
NM DoIT



Provide project implementation oversight
Ensure proper project management and cost reporting
Certify and approve funding prior to each phase of the project
IV&V


Provide project implementation oversight
Ensure proper project management
Business Owner
Project Manager


Report to IT on project status, issues, budget, and activities
Address, review, and submit deliverables to vendor from the
NMDOT Project Team members
Establish and maintain a coordinated project manual that includes
all IT and non-IT tasks and activities necessary to fully execute
the project and to achieve project goals
Monitor and report the activities of the NMDOT Project Team,
assuring adherence to the project plan, budget and schedule.


IT Project Manager















IT Specialists
(Programmers,
NMDOT System
Experts and
Developers)




PAGE | 37
Ensure involvement of participants in order to meet deadlines
Ensure mitigation of project issues and risks
Maintain a current copy of the project budget
Prepare the contract for professional services from Vendor
Procure hardware and software for NMDOT
Comply with approved IT Infrastructure policies & procedures
Lead Business Process Reengineering efforts
Facilitate defining document metadata and setting up document
taxonomy
Manage testing and validating
Provide contract and Vendor oversight
Assure Vendor deliverables meet the business & system
requirements
Monitor the project and contract to ensure delivery of complete,
accepted deliverables on schedule
Serve as a contact for the Vendor Team Manager, review and
accept weekly status reports, project milestones, deliverables, and
issues logs
Advise the Vendor Team(s) on issues and risks
Review and approve all Vendor documentation
Provide IT subject matter expertise
Work with Project Manager to determine hardware, software,
network and technical requirements.
Work with Project Manager to define technical system interface
requirements.
Provide IT perspective and guidance for technology issues
Vendor/Contractor



Ensure compliance with the Contract and the approved work plan.
Develop and submit all deliverables as required by the Contract
Meet the Project schedule and milestones as defined in the Work
Plan and the Contract.
5.5.2 NON-PERSONNEL RESOURCES
Estimated
units/hours
Resource
Cost Estimate
Agate Software
$500,000 12
months
Availability
Source
Work Product/Deliverable
Vendor
Software installation,
system configuration,
training
5.6 PROJECT LOGISTICS
Phase
Deliverables
Initiate
Planning
Implementation
Implementation
Implementation
Close















Project Management Plan
Communication Plan
Resource Plan
Project Schedule
Software Reconciliation Session
System Requirement Specification Document
System Design Document
Out-of-the-box IntelliGrants software Installed.
Configured System
Definition of User Acceptance Testing (UAT) cases
Execution of User Acceptance Testing
Completed Training & Training Documents.
Administrator and grantee Guide.
System as-built documentation
System Go-Live



Project Review Meeting.
Project Archival Activities.
Follow-up Activities.
5.6.1 PROJECT TEAM TRAINING
Resource
PAGE | 38
Cost
Estimate Availabil
Estimate d Hours ity
Skill Set
Work
Product/Deliverable
Agate Software
8
Business Owner
Project Manager
40
PAGE | 39
Technical Training will be part of
experts
contract deliverables
and cost is included.
NMDOT
staff
Train the
Trainer
Training for Grantees
on how to enter data and
use system
6.0 PROJECT MANAGEMENT AND CONTROLS
6.1 RISK AND ISSUE MANAGEMENT
1)
Risk:
Failure by either party to maintain one (1) client Point of Contact.

Solution:



2)
Risk:
Solution:
3)
Risk:
Solution:
PAGE | 40
If one of the parties becomes difficult to contact and
decisions are not being made, a meeting will be called to
discuss and reappoint a decision maker or discuss
alternatives
Agate and the Client Sponsor and Project Manager will stop
to assess and determine a plan to reinstate a point of contact
Identify on weekly report
If required decisions are not made according to the project
schedule, then identify any impact to cost or schedule
Lack of key client resources to attend design and status meetings
during the project.

Agate will request vacation and holiday schedule from the
client

If availability becomes an issue, Agate will communicate
this to Client Project Manager via email

If meetings are missed, Agate will work to reschedule
meeting with staff through Client Project Manager

If required decisions are not made according to the project
schedule, then identify any impact to cost and/or schedule
Lack of client resources availability and/or capability to complete
needed tasks.

Agate will help mitigate this risk by communicating
through the status report and other communication devices
to keep the client aware of upcoming action items (tasks)

If client resources are unavailable to complete scheduled
tasks Agate will identify any impact to schedule

If client resources are continuously unable to complete
scheduled tasks, Agate will stop the project to assess the
impacts. Agate will request a meeting with Client Project
Sponsor and Project Manager and determine a plan to
alleviate the impacts
4)
Risk:
Solution:
5)
Risk:
Solution:
6)
Risk:
Solution:
7)
Risk:
Solution:
There is unforeseen turnover of Agate personnel critical to the
success of the project.

Identify on status reports to client

Identify any impact to schedule

Agate will employ knowledge transfer sessions to educate
the newly identified personnel. The knowledge transfer
sessions will be conducted using the project documentation
along with a secondary Agate key project resources
Failure to follow communication plan agreed to at the onset of the
project by the client and Agate Software.

Agate will stop and assess. A meeting will be called to
determine the issue(s)

The issue(s) will be reviewed and suggestions offered to
rectify the issue(s)
Failure of both parties to follow the process of entering and
updating items in ProjectTrax in a timely manner.

A meeting will be called to determine the issue(s)

The issue(s) will be reviewed and suggestions offered to
rectify the issue(s)
Decisions and approvals are not made in a timely manner by the
client resulting on impacting to project timeline.

A meeting will be called between Agate and the Client
Project Manager to review and evaluate the problem

Identify any impact to schedule
6.1.1 RISK MANAGEMENT STRATEGY
Risks will be identified, monitored and tracked on an ongoing basis for the project. Risks will be
logged and scored based on the probability of occurrence and impact (severity) on the project if
the risk occurs.
6.1.2 PROJECT RISK IDENTIFICATION
A risk evaluation tool has been provided by Agate Software. 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
PAGE | 41
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
Low
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
Low
No hindrance is
expected
State requirements for oversight as well as
the procurement process provide numerous
opportunities for project delays.
6.1.6 ISSUE MANAGEMENT
6.1.6.1 Internal Issue Escalation and Resolution Process
NMDOT Project team will work together to address and provide a resolution to any issues that
may come up during the project.
NMDOT Project team will work with vendor to address and provide a resolution to any issues
that may come up during the project. With any project, no matter how comprehensive the
planning process, issues arise that need to be addressed.
When the project team identifies an issue, it will be added to the project issues tracking
document. An issue can also be identified by anyone affiliated with the project although the
project team will be primarily responsible for tracking issues through to resolution. The project
team will review the issues list twice a month. Issues, which could negatively affect the project,
will be brought to the project ESC attention according to the change control process in section
7.4. The process of tracking an issue is outlined here:
1. An issue is identified.
PAGE | 42
2. It is added to the issue document, assigned an issue number with a brief explanation of
the issue and date entered.
3. The issue is assigned to someone and potential action to be taken.
4. As action is taken, it is noted with the issue.
5. If possible, an estimated completion date is entered.
6. Upon completion of an issue, the actual completion date is noted with the resolution.
Listed below are examples of how an issue can be resolved:
 An issue can become a task added to the project plan with proper approval, if new, or
within scope of the project.
 It could be resolved by an action taken.
 A document can be created which addresses the issue.
 A resolution could create new issues that need to be addressed.
 A new policy could be created which addresses the issue.
The project team is primarily responsible to resolve issues or follow-up to be sure action is being
taken to resolve an issue.
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
Independent Verification and Validation (IV&V) means the process of evaluating a system to
determine compliance with specified requirements and the process of determining whether the
products of a given development phase fulfill the requirements established during the previous
stage, both of which are performed by an organization independent of the development
organization. Describe the process that will be employed to meet IV&V requirements.
A Competitive Vendor Request (CVR) will be submitted to the NMDOT Information
Technology Division for approval. Once approved, the project team will initiate contact with
approved IV&V vendors. The IV&V vendor will develop a complete IV&V plan in conjunction
with the project team.
6.3 SCOPE MANAGEMENT PLAN
Describe the process that is going to be used to manage the scope of the project. Make sure to
address managing stakeholder expectations.
PAGE | 43
6.3.1 Change Control
6.3.1.1 Change Control Process
Any significant changes in the project will likely cause changes to others tasks. Project control
establishes the mechanism to routinely track and report on these parameters. If issues arise that
result in significant variances in these parameters, the project team will prepare and submit a
Project Change Request form through the Project Change Control process.
6.3.1.2 Change Control Board (CCB)
The CCB for this project will be the Project Sponsor who is responsible for project delivery
within budget and is authorized to approve changes to the project plan.
Change Management Process
The Change Management Process is in place to manage client requirements and/or change
requests that are considered “Out of Scope” based on the terms of the current contract for the
engagement. The Change Management Process is comprised of the steps outlined below.
There are a series of project documents that, once initially approved, may not be changed and
republished without review and approval. These documents are considered “under change
control” once initially approved. The goal of Change Management Process is to ensure that only
approved changes are made within the project whether to scope, budget, schedule or quality.
The three components of the Change Management Process are:



Base-lining project documentation
Requesting changes to base-lined documentation
Requesting additional requirements or functionality not initially in scope
The documentation baseline is created as project deliverables are approved by the client. After
this baseline has been defined, any requested changes must be through the Change Management
Process. Scope change requests can be a result of changes or additions to the baseline
requirements and/or new modifications to the deliverables, activities, or quality standards. For
example:



New business requirements would be additions
Deciding not to implement components already built would be a deletion
A reversal of a prior design decision during build and test would be a change (rework)
The Change Management Process allows the project team to make changes to the original
baseline. One of the goals of this process is to make definitive decisions so that projects can
maintain their momentum. Changes must be actively controlled, as unmanaged changes
commonly lead to unsuccessful projects.
Client Identifies Change Request
PAGE | 44



The Client Project Sponsor or Client Project Manager will document the change request as a Task
in Mavenlink.
As much detail about the requested should be entered into the Task Description.
The Agate Team Lead or Project Lead may request that the client also upload a completed
Change Request form to the Task.
Agate Reviews Mavenlink Task



The Agate Team Lead or Project Lead will review the Task.
If additional information is requested, the Task can be sent back to the client via Mavenlink.
The Agate resource may also request a meeting for further clarifications.
Agate Analysis and Recommendation


Agate will respond the Mavenlink Task with analysis comments and recommendations for
implementation.
The recommendation will include an hour estimate and completion date estimate.
Agate and Client Review and Negotiation


Based on the information provided by Agate, the client will make a “Go” or “No Go” decision.
That decision may be based on updates that need to be made to the request and negotiations on
the cost and time estimates.
Agate Develops Task Order


The Task Order will be developed by either the Agate Team Lead or Account Manager
The Task Order will document the following:
o Work to be Performed
o Acceptance Criteria
o Agate Resources Assigned to the Task Order
o Agate Resources Estimated Hours
o Agate Resources Estimated Cost
o Total Amount to be Paid for Task Order
o Task Order Acceptance
6.4 PROJECT BUDGET MANAGEMENT
6.4.1 BUDGET TRACKING
The budget will be tracked by the Project Manager and updates provide to the Project Sponsor
utilizing excel spreadsheets and the SHARE financial system.
6.5 COMMUNICATION PLAN
6.5.1 COMMUNICATION MATRIX
Communication Type
PAGE | 45
Description
Communication Type
Conference Meetings
Email
Task Tracking &
Document Sharing
Description
This communication is accomplished using joint meeting voice
conference calls as well as the product ‘GoToMeeting’. GoToMeeting
allows for desktop sharing to allow all meeting members to see the same
screen.
This communication method is using email to schedule meetings and
general information only.
This communication is accomplished using the product ‘Mavenlink’.
Mavenlink is a task tracker and document repository accessible by both
parties and will be used throughout the course of the project. Access to
Mavenlink will be limited to the TSD Project Sponsor and the Agate team.
Mavenlink allows a user to enter “activity feed” updates, whether for
general project information, or for specific task. All communication,
document uploads and status updates for a task will be tracked. Email
notifications can also be sent each time a new message is added or each
time a task status is updated.
6.5.2 STATUS MEETINGS
Program Managers will participate in a thirty minute weekly (or as necessary) meeting with
Agate Software project lead or team project manager and the following outcome of each meeting
will be a documented; Key deliverable dates; project summary; scope; schedule; resources;
deliverables; overall Project; meeting notes; recent activities; upcoming activities; current risks,
schedules and key tasks/action items. The Status Report will be distributed by email to all
participants and posted within Mavenlink. Mavenlink is a proprietary web-based software
product developed by Agate to facilitate the tracking of tasks and as a document repository.
Mavenlink is accessible by Agate and client resources and will be used throughout the course of
the project.
6.5.3 PROJECT STATUS REPORTS
The NMDOT IT Project Manager is also required to report on the overall status of the project on
a monthly basis, per standard DoIT procedures.
Audience
Information
Method
Frequency
Responsible
Person
NMDOT Project
Team / Agate
Project Team
Planning, Status
Information, and
Issues/Risks
Mavenlink,
Email,
Meeting
Daily as
needed
All Project Team
members
NMDOT Project
Team / Agate
Project Team
Project Execution
and Procedures
Mavenlink,
Email
As needed
All Project Team
members
NMDOT Project
Team / Agate
Project Team
Status Information
Mavenlink,
Email,
Meeting
Weekly
NMDOT Project
Team and Agate
Project Team
PAGE | 46
Audience
Information
Method
Frequency
Responsible
Person
NMDOT
Stakeholders
Project Publicity
Email
As needed
NMDOT Project
Sponsor
NMDOT Project
Team / Agate
Project Team
Meeting Notes
Mavenlink
Weekly
Agate Project Lead
(Jennifer Sloan)
NMDOT Project
Sponsor
Approval
Information
Mavenlink
As Needed
NMDOT Project
Manager and Agate
Project Manager
(Brad Banning)
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
System is secure and stable
Quality Metrics 5
Staff is trained to maintain and system is operable
Quality Metrics 6
Data integrity is maintained.
6.7 QUALITY OBJECTIVES AND CONTROL
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
PAGE | 47
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.
6.7.1 QUALITY STANDARDS
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
PAGE | 48
6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS
Review Type
Quality
Standard
Tools
Reviewer
Reports
Requirements
Project is
completed
within budget.
Contract
deliverables
NMDOT
Project
Manager
Produce by
vendor
Plans
All plans must
meet contract
deliverables
Scope of work
by vendor
NMDOT
Project
Manager
Produce by
vendor
Milestones
Project phase is Contract
completed by the Deliverables
established
finish date.
NMDOT
Project
Manager
Milestone
checklist from
vendor
Testing
Execution of
System Test
NMDOT
User Acceptance Scripts
Project
Testing (UAT). procedure
Manager
for User
Acceptance
Testing (UAT).
Produced by
Vendor
6.7.3 AGENCY/CUSTOMER SATISFACTION
Areas of feedback
Agency awareness
Quality of communications
Manages project tasks
When
How Often
Business Owner Meetings
Weekly
Business Owner Meetings
Weekly
Business Owner Meetings
Weekly
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 TSD Project Sponsor.
PAGE | 49
Deliverable
Final Approval Process
Customer Acceptance
Criteria
Kickoff (3 Day
Meeting)
Program Manager reviews procedures,
resource plan, and business analysis and
security role definition.
Project Manager notifies Agate
Software of our approval
Initial System
Setup
Agate Software performs environment set
up for shared development and NMDOT
environments
Project Manager notifies Agate
Software of our approval
Branding / Look
and Feel
Branding Mock Up will be reviewed by
Program Managers
Project Manager notifies Agate
Software of our approval
Requirement
Completion Operational
Plan/Grant
Agreement
Agate Software configures IG Documents
Project Manager notifies Agate
to include Operational Plan, Agreement,
Software of our approval
Negotiation Forms, program specific
requirements, claims, activity form design
and query and management report
requirements. Once functionality has been
completed, tested, and approved by Agate
Software resources on the DEV
environment the corresponding changes will
be transferred to a demonstration (DEMO)
environment. The DEMO environment is
designed to allow NMDOT to access a
project. Program Managers will be given a
URL that will allow for the review of
functionality before it is released to the
Production environment. This DEMO site
will allow Program Managers to perform
User Acceptance Testing (UAT) in parallel
with Agate Software’s continued
development efforts on the next approved
design specification or requirement.
Implementation of
Functionality
Agate Software implements functionality of Project Manager notifies Agate
IG Documents to include Operational Plan, Software of our approval
Agreement, Negotiation Forms, program
specific requirements, claims, activity form
design and query and management report
requirements for testing by program
managers and grantee. Program Managers
will inform Agate Software of needed fixes
and retest system as needed.
Training
Agate Software will develop Administrative Project Manager notifies Agate
Training Manual and Grantee Training
Software of our approval
Manual and perform a two day onsite
administrative training session. Program
Managers and NMDOT staff will attend
training session and review manuals.
System Closeout
Agate Software will provide Go-Live
checklist and perform final push to
production upon review by Program
Managers
PAGE | 50
Project Manager notifies Agate
Software of our approval
6.8 CONFIGURATION MANAGEMENT
6.8.1 VERSION CONTROL
Proper versioning is to read: ‘[DocumentName] YYYYMMDD vX’.
Version control will be maintained by Agate IntelliGrants Assistant Project Lead and NMDOT
Project Manager.
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.
Both NMDOT and Agate staff will utilize file repository in Mavenlink.
PAGE | 51
7. 0 PROJECT CLOSE
7.1 ADMINISTRATIVE CLOSE
Administrative Close occurs at both the end of each phase and at the end of project. This
closeout activity consists of verification that deliverables were met. Acceptance is formalized
and phase activities are administratively closed out. The identification of closeout activities for
the IntelliGrants System will be the final deployment and the transition to production. The final
closeout will include the completion of IntelliGrants System documentation, the DoIT closeout
report and a presentation to the DoIT Project Certification Committee for approval to formally
close the project.
7.2 CONTRACT CLOSE
Contract close is similar to administrative close in that it involves product and process
verification for contract close.
ATTACHMENTS
Attachments are included for additional information, but are not formally considered part of the
Project Plan for approvals and change management purposes.

Statement of Work

Resource Plan

Communication Plan

Letter of Acceptance Template
PAGE | 52
Date: November 24, 2014,
Submitted to:
New Mexico Department of Transportation
Traffic Safety Division
Attention:
Robert Archuleta
Kim Wildharber
Title:
IntelliGrants Statement of Work Phase #1
Submitted by:
Agate Software, Inc.
Contact: Mark Watters
2214 University Park Dr. Suite 102
Okemos, MI 48864
Ph: (517) 336-2536
Fax (517) 492-0452
E-mail: mwatters@agatesoftware.com
PAGE | 53
TABLE OF CONTENTS
1.
TABLE OF CONTENTS .................................................................................................................................................. 54
2.
EXECUTIVE SUMMARY ............................................................................................................................................... 54
3.
INITIAL IMPLEMENTATION....................................................................................................................................... 55
4.
IN SCOPE: INTELLIGRANTS INITIAL IMPLEMENTATION DELIVERABLES ............................................... 55
5.
IN SCOPE: TIME AND MATERIALS ........................................................................................................................... 64
6.
PROJECT IMPLEMENTATION METHODOLOGY .................................................................................................. 65
7.
RISKS AND UNKNOWNS ............................................................................................................................................... 71
8.
ANNUAL SUPPORT ......................................................................................................................................................... 74
9.
INTELLIGRANTS PRICING GSA GS-35F-420AA...................................................................................................... 75
10.
OUT OF SCOPE............................................................................................................................................................ 77
11.
PROJECT DELIVERABLE DEFINITIONS ............................................................................................................. 77
12.
ACCEPTANCE STATEMENT .................................................................... ERROR! BOOKMARK NOT DEFINED.
EXECUTIVE SUMMARY
Working with 16 State Highway Safety organizations over the last decade has allowed Agate
Software to develop an intimate understanding of the unique needs and challenges faced by
Highway Safety agencies when implementing a grants management solution. Agate Software
has worked with numerous Transportation agencies to design and implement a grants system that
is solution tailored and customized to meet their specific needs. Understanding the Highway
Safety grants process allows Agate Software to work with clients, incorporating best practices
and lessons learned into each new project. Our key to successful projects is based on being
responsive to each client’s individual and unique needs. Understanding essential steps to
undertake during each phase of the project mitigates the risk to the New Mexico Department of
Transportation (NMDOT) Traffic Safety Division and ensures a well-organized, successful
project.
The cornerstone of Agate Software’s proposed solution is our IntelliGrants software application.
IntelliGrants is a commercial-off-the-shelf (COTS) web-based grants management solution that
will allow NMDOT the ability to effectively plan, evaluate, and administer highway safety
grants to improve programs and activities. IntelliGrants is a scalable and flexible COTS grants
management solution that addresses the entire life cycle of a grant process. Business rules
configured into the customizable workflow process can incorporate automatic system messages,
error checks, and calculations for making the grant process as user-friendly as possible.
IntelliGrants can integrate with the existing state accounting system SHARE eliminating the
need to rely on multiple databases for information. IntelliGrants provides full audit traceability
and transparency across multiple organizations, making the grant management process more
efficient for all sub-grantee and program staff involved.
Using our standard project methodology, Agate Software will define the needs and requirements
of NMDOT by conducting a thorough business analysis to identify functionality needed in a
PAGE | 54
system. Project documentation is produced as a result of the business analysis that is agreed
upon by both parties. Upon completion of the analysis and documentation phase, the solution
design phase begins. During development, the solution is rigorously tested, first internally then
through the User Acceptance Testing performed by the Department of Transportation staff.
Once testing is complete, signoff on functionality by both parties is required. The solution is
then rolled-out to the production environment with Agate Software responsible for supporting
the program.
Agate Software is confident our solution will not only meet, but exceed the requirements needed
from the NMDOT Traffic Safety Division. By delivering a comprehensive grant management
and program administration system, the NMDOT State Safety Office will improve their business
processes, increasing efficiency and effectiveness into their day-to-day operations. Less time
will be spent “managing the grants process” and more time and resources can be devoted to
carrying out the NMDOT mission to develop, implement, and manage a data-driven
comprehensive traffic safety program aimed at saving lives, preventing injuries, and reducing
traffic crashes on New Mexico’s roadways.
INITIAL IMPLEMENTATION
The following document contains project scope assumptions that apply to the NMDOT Traffic
Safety Division IntelliGrants implementation. This document is intended to define the initial
implementation of IntelliGrants for the Traffic Safety Division. To ensure a timely and
successful project, Agate Software will only configure process flows and form sets that are
specified in the In Scope: Deliverables section of this document. Agate Software considers the
following grant programs in scope for this engagement:
1. Alcohol
2. Buckle Up
3. Step
4. 100 days program
5. Distracted Driving
IN SCOPE: INTELLIGRANTS INITIAL IMPLEMENTATION
DELIVERABLES
10. (A.) IntelliGrants Product Software License (AGT-IG13-LIC-PD)
Attributes of the deliverable include the following:

IntelliGrants License
o Perpetual, non-exclusive license governed by the terms of the IntelliGrants
License Agreement for use by the New Mexico Department of
Transportation
PAGE | 55
o
o
o
o


Unlimited number of users
Document Designer
Report Builder module and Dashboard
One (1) Standard Product Manuals
 Document Designer Module Manual (electronic copy)
o Does not include professional services
IntelliGrants License Agreement
o Agate Software will provide NMDOT with an IntelliGrants License
Agreement which must be signed before the Onsite Business Analysis can
be scheduled.
Warranty
o Agate Software includes a one (1) year warranty after date of installation.
Sign-Off and Invoicing of the Deliverable is contingent upon the following:


100% of license fee invoiced upfront upon Agate’s receipt of Purchase Order (Onetime Fee)
NMDOT signed version of the IntelliGrants License Agreement
11. (K.) IG Product Domain Branding Design (AGT-IG13-CON-BR)
Attributes of the deliverable include the following:
 IntelliGrants branding design, and client specific graphics updates
o Includes one mock-up of the IntelliGrants Home Page
o Mock-up will be designed based on NMDOT branding standards or current
external site design
o No changes can be made to the overall IntelliGrants component structure
(change location of buttons, addition/subtraction of functional screen
elements, etc.) or user experience unless currently supported through system
configuration
o NMDOT will have two rounds of branding design review
o Branding must be approved before being applied to the Agate
Demonstration environment
Sign-Off and Invoicing of the Deliverable is contingent upon the following:
 NMDOT IntelliGrants Branding applied to Agate Demonstration environment
12. (B.) Onsite Kick-off Project Meeting (AGT-IG13-PLAN-KSC)
PAGE | 56
Attributes of the deliverable include the following:

Onsite Business Analysis which includes the following:
o Project Kick-Off discussion
o Existing client Product Demo intended to level set for team members
o Define project roles and responsibilities for Resource Plan
o Document Workflows via Microsoft Visio
o Document security role definition for the Security Role Matrix
o Pricing includes three (3) onsite days by two (2) Agate Software employees
Sign-Off and Invoicing of the Deliverable is contingent upon the following:

Onsite Business Analysis is completed
13. (C.) Project Documentation Including Project Plan (AGT-IG13-PLAN-OPRD)
Attributes of the deliverable include the following:

Project Plan Documentation includes the following:
o Agate first draft of Microsoft Project Plan with a complete listing of
milestones, deliverables and resources
o Agate Software and NMDOT will review and mutually agree upon a
detailed project schedule that will be signed by both parties
o The risk of NMDOT to complete project tasks or milestones could result in
one or more of the following:
 Reallocation of Agate project resources
 Timeline extensions
 Task Orders to add additional Agate Resources (Change Management
Process)
Sign-Off and Invoicing of the Deliverable is contingent upon the following:


Completed Resource Plan
Signed-Off Project Plan
Operational Plan/Negotiation Forms/Grant Agreement/Amendments Configuration



This functionality would allow Agencies to complete and submit an Operational
Plan in IntelliGrants.
All submitted Operational Plans can be reviewed by NM DOT staff and Safer
Law Enforcement Liaisons (LELs) users.
LEL users can be assigned to Agencies Operational Plans via the IntelliGrants
Add/Edit People interface.
PAGE | 57







After Operational Plans are submitted, the Negotiation Forms will become
available for LELs to complete based on conversations with Agencies.
Program Budgets and Scope of Work will be tracked by Program Area.
Once the Negotiation process is complete, the Grant Agreement review process
will begin. The IntelliGrants CORE workflow functionality will be used to track
the review and signature process.
The signed Grant Agreements will be generated by the system as a PDF.
Agencies and NMDOT will have the ability to sign a Grant Agreement based on a
Workflow process defined by NMDOT. Authorized signatories for Agencies and
NM DOT will perform status changed in the system to generate a signed PDF that
will be stored on the Production server. The signed Grant Agreement will be
populated with the user’s first and last name (as input into the system) that
performed the status change. The Grant Agreement will also be populated with
the date that the status was changed.
NMDOT Program Managers (or appropriate staff) can enter a contract number
into the system.
NMDOT Finance roles can use IntelliGrants Account Module to track
encumbrances and expenditures by Program Area.
14. (E.) Product Security Roles Set Up (AGT-IG13-CON-SRS)
Attributes of the deliverable include the following:

Product security role set-up for grantor and grantee organizations
o Limit of ten (10) System Security Roles
o Security Roles will be defined and documented in the Security Role Matrix
through the Business Analysis process
o The Security Role Matrix must be approved by NMDOT before
configuration of system security roles can begin
o Any changes to the Security Role Matrix after approval must be evaluated
through the Change Management Process
Sign-Off and Invoicing of the Deliverable is contingent upon the following:

NMDOT confirmation and sign off of Security Roles being set up in the system
15. (D1.) IG Design Document Workflow for the Operational Plan and Grant Agreement
(AGT-IG13-CON-WFD)
16. (F.) IG Build Document Workflow for the Operational Plan and Grant Agreement
(AGT-IG13-CON-WFB)
PAGE | 58
Attributes of the deliverable include the following:

Development of one (1) Workflow Document for the Operational Plan and Grant
Agreement
o Includes the following phases:
 Operational Plan Development by Agencies
 Operational Plan Submission
 NMDOT/LEL Operational Plan Review
 LEL Negotiation Form Completion and Review
 Acknowledgement/Regret Letter
 Grant Agreement Review
 Grant Agreement Signatures
 Executed Grant Agreement
 Agency Amendment Request
 Agency Amendment NMDOT Request Approval
 Agency Amendment NMDOT Request Denial
 Amendment Grant Agreement Modifications
 Amended Grant Agreement
o Level 1 Workflow Design & Build (see the Project Deliverable Descriptions section of
this document for definition)
Sign-Off and Invoicing of the Deliverable is contingent upon the following:

NMDOT must sign-off on when design and build of workflow is complete
17. (D2.) IG Form Design for the Operational Plan/Negotiation Forms/Grant Agreement
(AGT-IG13-CON-FD)
18. (G.) IG Form Build for the Operational Plan/Negotiation Forms/Grant Agreement
(AGT-11-IG13-CON-FB)
Attributes of the deliverables include the following:

Development of Design Document for the Operational Plan/Negotiation
Forms/Grant Agreement
o Includes the following:
 Operational Plan/Negotiation Forms/Grant Agreement Document
Template Properties
 Operational Plan/Negotiation Forms/Grant Agreement Form Menu
Structure
 Detailed design of each data capture form
 Field Types and Names
 Business Rules (required fields, match error checks, etc.)
PAGE | 59
 Calculations
 Form Permissions Matrix
 Access by role and Workflow status to form functions (Save, Add,
Delete, etc.)
o Limit of twenty five (25) forms will be configured.
 Twenty five (25) Level 1 Form Design & Build (see the Project Deliverable
Descriptions section of this document for definition)


o NMDOT must sign-off on the Design Document before configuration can
begin
o A print version of each form is included
Grant Agreement Document
o PDF document generated by the system when users perform status changes
in the Workflow
o Populated with the current data entered into the system
o The PDF document will be populated with user’s name as input into the
system as well as the date the status change occurred.
o Once the document is generated, it can be accessed via a hyperlink present
on a form within the Operational Plan/Negotiation Forms/Grant Agreement
template.
o The system will allow for the population of two unique Grant Agreement
Types:
 Consolidated Project Agreement
 Consolidated Tribal Project Agreement
User Acceptance Test Script (UAT) Development
o Script is designed to validate that the major functional areas of the
deliverable are operating as defined in the Design Document and
Workflow Document
o The UAT will NOT test every error check, business rule, or calculation
Sign-Off and Invoicing of the Deliverables is contingent upon the following:

Validation of UAT results by NMDOT
Claims/Activity Reports Configuration

Claims/Activity Reports
o This functionality would allow an Agency to initiate and submit a
Claims/Activity Report in IntelliGrants
o A Claims/Activity Report can be initiated and will be associated with each
Program Area within the Grant Agreement
PAGE | 60
o Claims/Activity Report financial data will be tracked at the Budget
Category level of the Program Area within the Grant Agreement
o NMDOT will be able to review, audit Budget Category amounts, approve
and reject Claims/Activity Report
19. (D3.) IG Design Document Workflow for Claims/Activity Reports (AGT-IG13-CONWFD)
20. (H.) IG Build Document Workflow for Claims/Activity Reports (AGT-IG13-CONWFB)
Attributes of the deliverables include the following:
 Development of one (1) Workflow Document for Claims/Activity Reports
o Includes the following phases:
 Agency Claims/Activity Reports initiation
 Agency Claims/Activity Reports Reimbursement submission
 NMDOT Claims/Activity Reports Review
 NMDOT Claims/Activity Reports Approval
 NMDOT Claims/Activity Reports Rejection
o Level 1 Workflow Design & Build (see the Project Deliverable Descriptions section
of this document for definition)
Sign-Off and Invoicing of the Deliverables is contingent upon the following:

NMDOT must sign-off on when design and build of workflow is complete
21. (D.) IG Form Design for the Claims/Activity Reports (AGT-IG13-CON-FD)
22. (I.) IG Form Build for the Claims/Activity Reports (AGT-11-IG13-CON-FB)
Attributes of the deliverables include the following:
 Development of Design Document for the Claims/Activity Reports
o Includes the following:
 Claims/Activity Report Document Template Properties
 Claims/Activity Report Form Menu Structure
 Detailed design of each data capture form
 Field Types and Names
 Business Rules (required fields, match error checks, etc.)
 Calculations
 Form Permissions Matrix
 Access by role and Workflow status to form functions
(Save, Add, Delete, etc.)
o Limit of fifteen (15) forms will be configured.
PAGE | 61

Fifteen (15) Level 1 Form Design & Build (see the Project Deliverable
Descriptions section of this document for definition)

o NMDOT must sign-off on the Design Document before configuration can
begin
o A print version of each form is included
Information currently contained in the Property Agreement and Inventory Record
and Annual Inventory Certification Form documents will be input by the Agency
when reimbursement is requested within the Claims/Activity Reports.
Sign-Off and Invoicing of the Deliverables is contingent upon the following:

Validation of UAT results by NMDOT
23. (L.) IG Form Build for the Life Expectancy Tool (AGT-11-IG13-CON-FB)
Attributes of the deliverables include the following:
 The Inventory Life Expectancy Tool will be developed to allow NMDOT to
apply a Disposition Date to items that have been purchased using TSB Funds.
 Three (3) Level 1 Form Design & Build (see the Project Deliverable
Descriptions section of this document for definition)
Sign-Off and Invoicing of the Deliverables is contingent upon the following:

Validation of UAT results by NMDOT
Query & Management Report Software Configuration
24. (J1.) IG Product Management Query Report Software Configuration (AGT-IG13CON-MQ)
Attributes of the deliverable include the following:

Configuration of two (2) Query Reports (see the Project Deliverable Descriptions section of
this document for definition)

The Query Reports are defined as follows:
o Agency Detail Report
 Includes the following data:
 Agency Name, Project Number, Contract Number,
Execution Date, Expiration Date, Grant Balance, Vendor
Number, TSD Program Manager assigned to the grant
 Data can be filtered on any of the values above
 Filtering will be done by allowing a user to type values into a
single field for each data element listed above
o Equipment List
 Includes the following data:
PAGE | 62

Location, FA or Inventory Number, Date Purchased and
Life Expectancy
 Data can be filtered on any of the values above
 Filtering will be done by allowing a user to type values into a
single field for each data element listed above
o Each Report can have up to two design iterations
Sign-Off and Invoicing of the Deliverables is contingent upon the following:

NMDOT Sign-Off on each report working with no defects in the Agate
Demonstration environment
25. (J2.) IG Product Management Formatted Report Software Configuration (AGT-IG13CON-FR )
Attributes of the deliverable include the following:

Configuration of two (2) Management (Formatted) Reports (see the Project Deliverable
Descriptions section of this document for definition)
o NMDOT is responsible for providing Agate a design and layout (Excel or
Word template) for each requested report
o Each Report can have up to two design iterations
Sign-Off and Invoicing of the Deliverable is contingent upon the following:

NMDOT Sign-Off on each report working with no defects in the Agate Demonstration
environment
26. (N1.) Administrative Training Manual (AGT-IG13-PDG-AM)
Attributes of the deliverable include the following:


One (1) NMDOT Administrative training manual limited to 75 pages including
screen shots (1 electronic copy)
Two content review cycles
Sign-Off and Invoicing of the Deliverable is contingent upon the following:

NMDOT sign-off on the final version of the manual
27. (N2.) Onsite Administrative Training (AGT-IG13-PT-OGT)
Attributes of the deliverable include the following:
PAGE | 63




One (1) day of onsite Administrative System Training, Two (2) sessions up to 4
hours each.
Train NMDOT Staff to use the administrative functions of the system
Limited to NMDOT Staff
NMDOT will be required to supply the meeting/training room, an internet
connection and a projector
Sign-Off and Invoicing of the Deliverable is contingent upon the following:

Completion of the 1 day training course by Agate
28. (N3.) Agency Training Manual (AGT-IG13-PDG-TM)
Attributes of the deliverable include the following:


One (1) Agency training manual limited to 50 pages including screen shots (1
electronic copy)
Two content review cycles
Sign-Off and Invoicing of the Deliverable is contingent upon the following:

NMDOT sign-off on the final version of the manual
IN SCOPE: TIME AND MATERIALS
29. Service Enhancement Configuration (AGT-IG13-PS-CS)
Agate Software will provide additional design, configuration, development, and other services
for items beyond the scope of what is listed above. Additional work will be time and materials
based and invoicing will be sent on the 1st and 16th of each month as service configuration work
is performed. This section includes up to 550 hours for configuration outside of the deliverable
section of this Statement of Work or Annual Support. Agate Software will provide NMDOT a
detailed Service Enhancement Hour Tracking report upon request. The following list is an
example of what changes would be covered under service enhancements.






Changes to Forms
Changes to Business Rules
Changes to Security Roles
Changes to the Workflow
Additional Grant Programs
Additional Management Reports
PAGE | 64

Rollover services are defined as making a copy of the existing grant program and
changing the dates for the next grant cycle year (e.g changing or rolling over the
dates from 2014 to 2015) and testing of said program, including, but not limited
to the following components; forms, pdf’s, page calculations and business rules.
Please Note: NMDOT Ongoing service enhancements over the allotted 550 hours are available
through mutually agreed upon separate statements of work. In addition, anything that is
completed using the Time and Materials budget will require a Change Request, which will
document the work being requested.
PROJECT IMPLEMENTATION METHODOLOGY
1. Establishment of an Empowered Point of Contact
Agate Software requires at least one designated client resource (typically the Client Project
Manager) to manage client resources and decisions (e.g. requirements and deliverable sign-offs).
This resource should expect to commit up to 50% of their time toward the IntelliGrants project
during the implementation phase. The empowered Point of Contact must also meet the following
criteria:





Must read and understand the contractual requirements for the project
Must attend all business analysis and project management meetings
Must have working knowledge of project management processes
Must understand the change management process and budget pertaining to the
project
Must have authority to make final decisions regarding IntelliGrants software
configuration
2. Scheduling Meetings
Agate Software will coordinate with the assigned Client Project Manager for any onsite meetings
or conference calls requiring key client resources to be in attendance. Key client resources
availability will be confirmed and approved a minimum of one (1) week prior to the respective
meeting. Any unreasonable onsite meeting cancellations, consistent unavailability, and/or delays
by assigned client resources that adversely affects scheduled meetings and/or travel
arrangements could affect the overall implementation timeline and may result in additional cost
for professional services. Such occurrences will be documented by the Agate Team Lead and
brought to the Client Project Manager’s attention for resolution and impact analysis.
3. Status Meetings and Reports
Status reporting will include a thirty minute weekly (or as necessary) meeting. The outcome of
each meeting will be a document containing the following:
PAGE | 65







Key Deliverable Dates
Project Summary
o Scope
o Schedule
o Resources
o Deliverables
o Overall Project
Meeting Notes
Recent Activities
Upcoming Activities
Current Project Risks
Key Tasks/Action Items
The weekly (or as necessary) status meeting will include, at a minimum, the Agate Project Lead
or Agate Team Lead, Client Project Manager and additional client resources when deemed
necessary. If the key client resources are not able to attend, the meeting may need to be
rescheduled. The primary medium for this meeting will be by teleconference. Included in the
meeting will be the following agenda items:




Progress made against timeline including any deliverables achieved/milestones reached
Open/outstanding issues, the assignment of tasks against the issues and expected completion
dates
New issues
Schedule over the next 30 days including any potential timing issues
The Status Report will be distributed by email to all participants and posted within Mavenlink.
4. Travel and Onsite Services
Travel costs are included for the following deliverables only:


AGT-IG13-PLAN-KSC
AGT-IG13-PT-OGT
Additional travel requested by NMDOT must be scoped via the Change Management Process.
5. MavenLink
Mavenlink is accessible by Agate and client resources and will be used throughout the course of
the project. Client access to MavenLink will be limited to key client resources.
Mavenlink allows a user to enter a task, and provide a description and requested due date. All
description text and status updates for a task will be tracked within Mavenlink. Email
notifications can also be sent each time a new message is added or each time a task status is
PAGE | 66
updated. The default status is the status that every task starts with. Tasks with completed
statuses do not show on the active task list.
During the implementation phase, Mavenlink will be used to inform key client resources which
functional elements of the system are ready for client verification. The client’s verification
results will be recorded in Mavenlink by changing the task status. A sample list of statuses that
could appear in Mavenlink appears below. This list can be added to at any time throughout the
project.
Status
Status Pushes
New Task
Agate/ Client
Agate In Progress
Agate
Completed on Dev (Awaiting Push)
Agate
Client Verification on Demo
Agate
Accepted: Client Verification Complete
Client
Defects Identified
Client
On Hold
Client
Cancelled
Agate/ Client
More Info Required From Agate
Agate/ Client
More Info Required From Client
Agate/ Client
Closed
Agate
Completed Status
Default Status
X
X
X
6. Change Management Process
The Change Management Process is in place to manage client requirements and/or change
requests that are considered “Out of Scope” based on the terms of the current contract for the
engagement. The Change Management Process is comprised of the steps outlined below.
There are a series of project documents that, once initially approved, may not be changed and
republished without review and approval. These documents are considered “under change
control” once initially approved. The goal of Change Management Process is to ensure that only
approved changes are made within the project whether to scope, budget, schedule or quality.
The three components of the Change Management Process are:



Base-lining project documentation
Requesting changes to base-lined documentation
Requesting additional requirements or functionality not initially in scope
The documentation baseline is created as project deliverables are approved by the client. After
this baseline has been defined, any requested changes must be through the Change Management
PAGE | 67
Process. Scope change requests can be a result of changes or additions to the baseline
requirements and/or new modifications to the deliverables, activities, or quality standards. For
example:



New business requirements would be additions
Deciding not to implement components already built would be a deletion
A reversal of a prior design decision during build and test would be a change (rework)
The Change Management Process allows the project team to make changes to the original
baseline. One of the goals of this process is to make definitive decisions so that projects can
maintain their momentum. Changes must be actively controlled, as unmanaged changes
commonly lead to unsuccessful projects.
Client Identifies Change Request



The Client Project Sponsor or Client Project Manager will document the change request as a Task
in Mavenlink.
As much detail about the requested should be entered into the Task Description.
The Agate Team Lead or Project Lead may request that the client also upload a completed
Change Request form to the Task.
Agate Reviews Mavenlink Task



The Agate Team Lead or Project Lead will review the Task.
If additional information is requested, the Task can be sent back to the client via Mavenlink.
The Agate resource may also request a meeting for further clarifications.
Agate Analysis and Recommendation


Agate will respond the Mavenlink Task with analysis comments and recommendations for
implementation.
The recommendation will include an hour estimate and completion date estimate.
Agate and Client Review and Negotiation


Based on the information provided by Agate, the client will make a “Go” or “No Go” decision.
That decision may be based on updates that need to be made to the request and negotiations on
the cost and time estimates.
Agate Develops Task Order


The Task Order will be developed by either the Agate Team Lead or Account Manager
The Task Order will document the following:
o Work to be Performed
o Acceptance Criteria
o Agate Resources Assigned to the Task Order
o Agate Resources Estimated Hours
o Agate Resources Estimated Cost
o Total Amount to be Paid for Task Order
o Task Order Acceptance
PAGE | 68
7. Implementation Process
Agate Software will use a phased approach for designing an IntelliGrants implementation for the
client. Although the implementation process can be slightly altered based on the needs of each
individual project, the principles used to derive each Project Implementation Methodology are
consistent.
Agate Software integrates industry best practices for application development, tracking and
review. This process was developed and refined using numerous years of project management
expertise as a foundation and by using the Project Management Institute (PMI) Project
Management Body of Knowledge (PMBOK) and Software Engineering Institute (SEI)
Capability Maturity Model (SEI-CMM) as the baseline sources for project management and
systems review. Below are seven (7) Project Phases commonly used in the Project
Implementation Methodology:
 Planning Phase (Project Plan/Resource Plan Development)
 Analysis Phase (Requirements Gathering)
 Design Phase (Requirements Documentation and Review)


Construction Phase (Configuration/Development/Testing)
Implementation Phase (Client Validation)


Post-Implementation Phase (Training Phase)
Annual Support Phase
Although sequential in concept, many of these phases occur repeatedly for each major system
functional area. Some system functional areas may be on a different cycle depending on the
needs of the project or on stakeholder decisions. There are also conditions under which
execution of a phase can be interrupted in order to recycle through a preceding phase (or phases)
in order to update some aspect of that predecessor phase's deliverables. This iterative process
should only occur for the Analysis and Design Phase within the Project Plan.
Each of the phases consists of one or more tasks and/or activities. The tasks describe what
actions and deliverables are necessary to accomplish the phase's objectives. The tasks are
composed of sub-tasks and/or activities required to support the output deliverable for each phase.
Each of the basic phases has a specific objective or purpose. Each phase assumes particular
input(s) and in turn produces specified output(s) or deliverable(s).
The project management cycle is structured so that each phase can be executed independently.
Throughout all phases, consistent and effective project management and control is essential.
Planning, Analysis and Design
Agate Software will start the both the Planning and Analysis Phases with an onsite meeting to
gather information required for the project. The focus of the onsite sessions, directed by Agate
Software, is to clarify system requirements typically with the focus on driving the client from the
current “As Is” process to an electronic workflow process.
PAGE | 69
Following the onsite gathering sessions, an updated Project Plan will be created by Agate
Software which includes a listing of all system requirements required to start building the
program. Agate Software will incorporate “gated” milestones as a decision point for proceeding
to subsequent phases or activities of the project plan which will not begin until approval has been
given by the client. Approval of the deliverables may include design documentation, user
specifications or other requirement documentation however, acceptance of the deliverables by
the client will occur at the gated sessions before moving forward to the next phase. Approval of
the project plan will initiate Agate Software to begin work on form designs, workflows and
security roles for the system implementation. As designs are completed and approval is provided,
development and configuration of the IntelliGrants system will begin in a development
environment. All software configuration/development and testing work will be directed by the
Agate Project Manager/Lead and will take place at Agate Software.
Configuration/Development and Testing
All configuration or custom development required for this project follows a strict software
configuration methodology adopted by Agate Software to ensure the tasks necessary for this
project are completed on time and work properly. This is especially worthwhile to note due to
the impact this methodology has on accelerating a project timeline to the benefit of the client.
Agate Software resources begin the construction of a project in a development (DEV)
environment hosted by Agate Software. This DEV environment is where Agate Software
resources will do all of the development work for the project, it will be configured to closely
reflect the production environment on which the system will ultimately reside. All work done on
this system will be versioned which will allow the Agate Software team to retrace their collective
development steps if the situation is ever required. Versioning also permits the ability for Agate
Software resources to make a detailed comparison between files or groups of files throughout the
development phase.
Once functionality has been completed, tested, and approved by Agate Software resources on the
DEV environment the corresponding changes will be transferred to a demonstration (DEMO)
environment. The DEMO environment is designed to allow client resources to access a project.
Client resources will be given a URL that will allow for the review of functionality before it is
released to the Production environment. This DEMO site will allow client resources to perform
User Acceptance Testing (UAT) in parallel with Agate Software’s continued development
efforts on the next approved design specification or requirement.
UAT is performed and minor modifications and defect corrections are completed. Agate
Software will work closely with the client to document a detailed and thorough plan of the events
and milestones involved in the testing of the new system.
Documentation and Training
All related documentation such as Grantor and Grantee User Manuals can be made available in a
chosen format (PDF or MS Word) and accessed within the IntelliGrants system. Grantor and
Grantee User manuals are technical in nature; they will explain navigation and basic
IntelliGrants functionality. Specific business rules are typically not included. Instead, help text
within the system may be determined and added by client resources during the development and
PAGE | 70
configuration of the IntelliGrants system. This help text within the system could be updated if
modified to address user needs in the system.
Training resources are essential to the effective and efficient operation of any system. Providing
resources with the tools they need to do their activities, and giving them training opportunities
which allow them to use the system at full potential are critical elements of success. Our goal is
to provide a well-constructed training plan that educates and instructs during implementation and
provides effective on-going training after system deployment. Training sessions will be
designed to focus on specific concepts that will ultimately ensure that the client and their endusers fully understand how to perform their functions within the system. Agate Software will
work with the client to confirm the final training plan during the Post-Implementation Phase of
the project.
RISKS AND UNKNOWNS
The following identifies risks and unknowns that potentially could impact the meeting of project timelines and/or
the ultimate success of the project. Solutions to minimize and resolve these risks have been identified in the
following table:
IDENTIFIED RISKS AND SOLUTIONS
8)
Risk:
Failure by either party to maintain one (1) client Point of Contact.


Solution:


9)
Risk:
Lack of key client resources to attend design and status meetings during the project.


Solution:


10) Risk:


PAGE | 71
Agate will request vacation and holiday schedule from the client
If availability becomes an issue, Agate will communicate this to Client Project
Manager via email
If meetings are missed, Agate will work to reschedule meeting with staff through
Client Project Manager
If required decisions are not made according to the project schedule, then
identify any impact to cost and/or schedule
Lack of client resources availability and/or capability to complete needed tasks.

Solution:
If one of the parties becomes difficult to contact and decisions are not being
made, a meeting will be called to discuss and reappoint a decision maker or
discuss alternatives
Agate and the Client Sponsor and Project Manager will stop to assess and
determine a plan to reinstate a point of contact
Identify on weekly report
If required decisions are not made according to the project schedule, then
identify any impact to cost or schedule
Agate will help mitigate this risk by communicating through the status report
and other communication devices to keep the client aware of upcoming action
items (tasks)
If client resources are unavailable to complete scheduled tasks Agate will
identify any impact to schedule
If client resources are continuously unable to complete scheduled tasks, Agate
will stop the project to assess the impacts. Agate will request a meeting with
Client Project Sponsor and Project Manager and determine a plan to alleviate
the impacts
11) Risk:
Solution:
12) Risk:
Solution:
13) Risk:
Solution:
14) Risk:
There is unforeseen turnover of Agate personnel critical to the success of the project.



Failure to follow communication plan agreed to at the onset of the project by the client
and Agate Software.


PAGE | 72
Agate will stop and assess. A meeting will be called to determine the issue(s)
The issue(s) will be reviewed and suggestions offered to rectify the issue(s)
Failure of both parties to follow the process of entering and updating items in ProjectTrax
in a timely manner.


A meeting will be called to determine the issue(s)
The issue(s) will be reviewed and suggestions offered to rectify the issue(s)
Decisions and approvals are not made in a timely manner by the client resulting on
impacting to project timeline.

Solution:
Identify on status reports to client
Identify any impact to schedule
Agate will employ knowledge transfer sessions to educate the newly identified
personnel. The knowledge transfer sessions will be conducted using the project
documentation along with a secondary Agate key project resources

A meeting will be called between Agate and the Client Project Manager to
review and evaluate the problem
Identify any impact to schedule
UNCONTROLLABLE RISKS AND IMPACT
1) Risk:
Impact:
Responsible Party:
Client requests additional functionality that was not included in the original Scope of Work
and requires additional costs beyond the original project budget and schedule.

Project may be delayed or put on hold while additional functionality is considered.

Client

In order to mitigate the risk, Agate suggests key client resources are involved
during the design phase and design meetings. Use of the tools such as the Design
Document template is important to help staff to think through key functionality
If the risk still occurs, Agate will stop the project to assess the risk. Agate will
request a meeting with the client and determine a plan to alleviate the risk
Identify and document new requirements
Agate will give recommendations on whether the request should be considered;
recommendations will be given based on validity of the request and whether the
client should consider existing IntelliGrants functionality which provides better
efficiencies.
If new requirement still required, Agate will begin the Change Management
Process

Solution/Strategy:



2) Risk:
Impact:
Responsible Party:
Additional Management Reports, outside those identified in the design phase, are needed.


Client

In order to mitigate the risk, Agate suggests key client resources are involved
during the design phase and design meetings
If the risk still occurs, Agate will stop the project to assess the risk. Agate will
request a meeting with the client and determine a plan to alleviate the risk
Identify and document new requirements
Agate will give recommendations on whether the request should be considered;
recommendations will be given based on validity of the request and whether the
client should consider existing IntelliGrants functionality which provides better
efficiencies.
If new requirement still required, Agate will begin the Change Management
Process
Solution:




3) Risk:
Changes requested to Management Reports after Agate’s development completed

Project may be put on hold while the additional functionality is considered. It is
important that the client properly review the management reports before they are
created, changes to the reports after code is written will extend the hours needed
to complete the project and could increase the cost of the project

Client
Impact:
Responsible Party:
PAGE | 73
May impact budget or delivery of other requested management reports

Solution:




4) Risk:
Impact:
Responsible Party:
Solution:
Additional security roles outside of those that have been identified in the design phase are
needed.

Project may be delayed or put on hold while the client evaluates additional
functionality need

Client


The client will notify Agate of new requirements and all pertinent details
Agate will identify any or all necessary changes to the scope of the project and
impacts to timelines
In order to mitigate the risk, Agate suggests key client resources are present and
involved during the design phase and design meetings
If new requirement still required, Agate will begin the Change Management
Process


5) Risk:
Impact:
Responsible Party:
Solution/Strategy:
In order to mitigate the risk, Agate suggests key client resources are involved
during the design phase and design meetings
If the risk still occurs, Agate will stop the project to assess the risk. Agate will
request a meeting with the client and determine a plan to alleviate the risk
Identify and document new requirements
Agate will give recommendations on whether the request should be considered;
recommendations will be given based on validity of the request and whether the
client should consider existing IntelliGrants functionality which provides better
efficiencies.
If new requirement still required, Agate will begin the Change Management
Process
There is unforeseen turnover of client personnel critical to the success of the project.

Project may be delayed or put on hold while the client identifies replacement(s)

Client

A meeting will be called between Agate and the Client Project Manager to review
and evaluate the impact
Agate will work with the client to setup knowledge transfer sessions to newly
appointed personnel

ANNUAL SUPPORT
Agate shall provide to NMDOT the following IntelliGrants Annual Support services:
1. Live help desk support (8:00 am - 8:00 pm Eastern Standard Time, Mon. – Fri.). Agate’s call
center is housed and staffed at Agate’s Okemos, MI headquarters and NMDOT shall be able to
contact Agate’s live help desk directly to discuss product related questions. The helpdesk can be
reached toll free at 800-820-1890 or by email at helpdesk@agatesoftware.com.
2. Access to Agate’s proprietary, online web-based issue resolution tool “Mavenlink” which is
available 24 hours a day, 7 days a week and 365 days a year for problem reporting and project
tracking.
3. Agate shall deliver to NMDOT weekly pushes (if needed) for patches, and bug fixes. Agate will
also deliver to NMDOT accelerated pushes for emergency fixes that may be time critical to keep
the system operating at an optimum level.
PAGE | 74
4. Agate shall deliver to NMDOT support service packs/patches provided by third-party vendors in
upgrading the web server or database server hardware/software on which the system is installed.
5. Agate shall deliver to NMDOT quarterly global updates to the IntelliGrants product which affect
all clients on the IntelliGrants .net platform. These updates are outlined in Agate’s corresponding
quarterly newsletter and Product release notes are available upon request.
6. For an additional charge Agate shall provide optional major functionality upgrades that offer
additional product features not included in Annual Support. NMDOT shall have the option to
purchase the product features and associated implementation services or continuing with the
current system.
Annual Support begins the day the IntelliGrants product is installed in a production environment.
Assuming the size and scope of the system does not increase year over year, Agate Software will
not increase the annual support fee by more than 5% annually.
INTELLIGRANTS PRICING GSA GS-35F-420AA
INITIAL IMPLEMENTATION COST
PAGE | 75
Line
Part #
1
AGT-IG13-LIC-PD
2
AGT-IG13-CON-BR
Qty
IntelliGrants Initial Implementation Deliverables
Unit Cost
Extended Cost
1
IntelliGrants Product Software License
$
140,000.00 $
140,000.00
1
IG Product Domain Branding Design
$
4,080.00 $
4,080.00
$
13,600.00 $
13,600.00
3
AGT-IG13-PLAN-KSC
1
Onsite Kick-off Project Meeting
4
AGT-IG13-PLAN-OPRD
1
Project Documentation Including Project Plan
$
20,400.00 $
20,400.00
5
AGT-IG13-CON-SRS
1
Product Security Roles Set up
$
7,200.00 $
7,200.00
1,600.00 $
1,600.00
6
AGT-IG13-CON-WFD
1
IG Design Document Workflow for the Operational Plan
$
and Grant Agreement
7
AGT-IG13-CON-WFB
1
IG Build Document Workflow for the Operational Plan
and Grant Agreement
$
2,000.00 $
2,000.00
8
AGT-IG13-CON-FD
25
IG Form Design for the Operational Plan/Negotiation
Forms/Grant Agreement
$
1,200.00 $
30,000.00
9
AGT-11-IG13-CON-FB
25
IG Form Build for the Operational Plan/Negotiation
Forms/Grant Agreement
$
1,600.00 $
40,000.00
10 AGT-IG13-CON-WFD
1
IG Design Document Workflow for Claims/Activity
Reports
$
1,600.00 $
1,600.00
11 AGT-IG13-CON-WFB
1
IG Build Document Workflow for Claims/Activity
Reports
$
2,000.00 $
2,000.00
12 AGT-IG13-CON-FD
15
IG Form Design for the Claims/Activity Reports
$
1,200.00 $
18,000.00
13 AGT-11-IG13-CON-FB
15
IG Form Build for the Claims/Activity Reports
$
1,600.00 $
24,000.00
14 AGT-11-IG13-CON-FB
3
IG Form Build for the Life Expectancy Tool
$
1,600.00 $
4,800.00
15 AGT-IG13-CON-MQ
2
IG Product Management Query Report Software
Configuration
$
1,760.00 $
3,520.00
16 AGT-IG13-CON-FR
2
IG Product Management Formatted Report Software
Configuration
$
2,400.00 $
4,800.00
17 AGT-IG13-PDG-AM
1
Administrative Training Manual
$
7,200.00 $
7,200.00
2
Onsite Administrative Training, one full day
$
1,480.00 $
2,960.00
1
Grantee Traning Manual
$
6,000.00 $
6,000.00
$
110.00 $
60,500.00
18 AGT-IG13-PT-OGT
19 AGT-IG13-PDG-TM
Professional Services- Time and Materials
20 AGT-IG13-PS-CS
550
Configuration Specialist- Service Enhancements
Configuration
5% Tax for Line Item #3 and #18 for Onsite services.
21 Sales Tax
Sales Tax Total
Total
$
828.00
$
395,088.00
ONGOING ANNUAL SUPPORT COST
Line
1
Part #
AGT-IG13-AS-PD
Qty
1
Annual Support
Unit Cost
IntelliGrants Annual Support Package
$
Total
* Annual Support will be due once the IntelliGrants product is live in production
PAGE | 76
Extended Cost
39,426.00 $
39,426.00
$
39,426.00
PROFESSIONAL SERVICE RATES
OUT OF SCOPE
Any requirement or work requested that is not contained in this proposal or subsequent contract
will be considered out of scope for this engagement. Pricing for out of scope work requests are
available upon request. Out of Scope items include the following:
DATA CONVERSION
Conversion of mutually agreed upon legacy data into the IntelliGrants program
INTEGRATION
Integration with the Crash Data system
Integration with SHARE
ON SITE MONITORING
PROJECT DELIVERABLE DEFINITIONS
1. Workflow and Form Design Levels


Level 1 Workflow Design
o Up to ten (10) documented workflow statuses with up to fifteen (15)
workflow status connections. Five (5) notifications. No custom SQL. Two
(2) iterative reviews with client.
Level 1 Workflow Build
PAGE | 77
o Configuration of up to ten (10) workflow statuses with up to fifteen (15)
workflow status connections. Five (5) configured notifications. No custom
SQL. Any changes to design must go through the Change Management
Process.
2. Form Design and Build Levels


Level 1 Form Design
o Includes up to twenty (20) data fields, ten (10) business rules (error
checks, calculations and/or warnings) and PDF version (Dynamic PDF) of
the form. Includes no data-driven fields, or custom SQL. Two (2) iterative
reviews with client.
Level 1 Form Build
o Configuration of up to twenty (20) data fields, ten (10) business rules
(error checks, calculations and/or warnings) and PDF version (Dynamic
PDF) of the form. Includes no data-driven fields, or custom SQL. Any
changes to design must go through the Change Management Process.
3. Reports

Query Report
o Report that returns data from the system onscreen or can be exported to an
XLS, RTF, CVS or TXT file. These reports do not perform calculations or
logic at the time of execution. Client must supply a design mock-up of the
report output (typically in an Excel format).

Management Report
o Report that returns data from the system into a PDF formatted template.
These reports typically contain calculations or logic that are performed at
the time of report execution in the system. These reports can also be
exported to an XLS, RTF, CVS or TXT file. However, those formats will
not keep the PDF formatting. Client must supply a design mock-up of the
report output (typically in an Excel or Word format).
PAGE | 78
Resource Plan
New Mexico Department of Transportation
Prepared By
Document Owner(s)
Project/Organization Role
Bradley Banning
NMDOT Agate Project Manager
Resource Plan Version Control
Version
Date
Author
Change Description
2
02/23/2015
Jennifer Sloan
Resource Risks and Mitigations Update
PAGE | 79
Contents
RESOURCE PLAN .................................................................................................................................................. 79
NEW MEXICO DEPARTMENT OF TRANSPORTATION ............................................................................................ 79
1
OBJECTIVE .................................................................................................................................................. 81
2
REQUIRED ROLES ........................................................................................................................................ 81
2.1
AGATE ROLES .................................................................................................................................................81
2.1.1
Engagement Manager (AEM) ............................................................................................................34
2.1.2
Project Manager/Team Lead (ATL) ...................................................................................................34
2.1.3
Project Lead (APL) ..............................................................................................................................34
2.1.4
Product Designer (APD) .....................................................................................................................34
2.1.5
Lead Developer (ALD) ........................................................................................................................34
2.1.6
Business Analyst (ABA) ......................................................................................................................34
2.1.7
Configuration Specialist (ACS) ...........................................................................................................34
2.1.8
Quality Assurance Resource (AQAR) ..................................................................................................34
2.1.9
Documentation Specialist (ADS) ........................................................................................................35
2.2
TSD ROLES ....................................................................................................................................................82
2.2.1
Project Sponsor (CPS).........................................................................................................................82
2.2.2
Project Lead (CPL) ..............................................................................................................................82
2.2.3
Project Manager (CLM) .....................................................................................................................82
2.2.4
Subject Matter Expert (CSME) ...........................................................................................................83
3
PROJECT RESOURCE PROFILE ...................................................................................................................... 83
3.1
3.2
AGATE RESOURCES ..........................................................................................................................................83
TSD RESOURCES .............................................................................................................................................83
4
AGATE ORGANIZATIONAL CHART ............................................................................................................... 85
5
TSD ORGANIZATIONAL CHART .................................................................................................................... 85
6
PROJECT RESPONSIBILITY ASSIGNMENT MATRIX (RACI CHART) ................................................................. 86
7
RESOURCE ASSUMPTIONS OR ISSUES ......................................................................................................... 87
8
RESOURCE RISKS AND MITIGATIONS .......................................................................................................... 87
9
SIGNATURES ............................................................................................................................................... 88
PAGE | 80
OBJECTIVE
This resource plan describes the necessary roles required for implementing the NMDOT
grants management system and the types of tasks associated with those roles. This
includes information on the project requirements for both Agate Software and the New
Mexico Department of Transportation – Traffic Safety Division (NMDOT-TSD).
REQUIRED ROLES
The roles described here are for both Agate and TSD. A resource can perform duties for
multiple roles where necessary. The role is determined by the type of work required.
AGATE ROLES
ENGAGEMENT MANAGER (AEM)
The engagement manager role is responsible for contract performance and all
commercial issues.
PROJECT MANAGER/TEAM LEAD (ATL)
The project manager role is a leadership role that oversees all aspects of the project
planning and tasks performed by the project lead. The project manager has both
technical and functional experience as well as project management of full system
implementations. This allows the project manager to make educated decisions to
keep the project on track to a successful deliverable.
PROJECT LEAD (APL)
The project lead handles the day to day scheduling of the project and resources. All
work required by a developer, configurator, testing specialist, documentation
specialist and product manager is managed and overseen by the project lead. The
project lead is the main contact for the client team for issue resolution and all
project needs.
PRODUCT DESIGNER (APD)
The product manager is responsible for managing all aspects of the system design
including the user interface and overall user experience. The product manager is
available to present onsite demo sessions when necessary.
LEAD DEVELOPER (ALD)
The Agate lead developer is responsible for performing the development tasks in
the project. The developer will provide updates to the project lead at the end of
each major task or milestone throughout the life of the project. This individual will
PAGE | 81
be the primary source for developing push packages. The lead developer will also
be responsible for coordinating the work of all other developers on the project.
BUSINESS ANALYST (ABA)
The business analyst role has a very good working knowledge of IntelliGrants and
what functionality is available. They discern the requirements and create solutions
for those business needs. The business analyst is also in contact with the client team
where necessary to flush out detailed requirements.
CONFIGURATION SPECIALIST (ACS)
The configuration specialist performs all configuration work in IntelliGrants. The
Work Flow and Design Documents serve as the road maps for configuration
specialists to perform configuration and setup.
QUALITY ASSURANCE RESOURCE (AQAR)
The quality assurance resource develops, plans and implements the Agate internal
testing process as well as the User Acceptance Test cases based on clients
requirements, user input and technical understanding. They also assist in
reproducing and investigating software defects in coordination with the
development team.
DOCUMENTATION SPECIALIST (ADS)
Develops, writes and edits material for product documentation including all training
material. Maintains and reviews published materials and recommends revisions or
changes for clarity and usability.
TSD ROLES
PROJECT SPONSOR (CPS)
The project sponsor is responsible for the overall success of the project.
PROJECT LEAD (CPL)
The project lead is involved in the day to day tasks for the project. They manage the
client’s project resources, assign tasks and help to keep the timeline on track. The
project lead is responsible for sign off approvals on design/requirements,
development and deliverables.
PROJECT MANAGER (CLM)
The project manager role is responsible for the keeping the team to the timeline and
tasks associated with the project work. They aide the team is setting forth
reasonable time for them to complete the work and making sure all necessary tasks
are accounted for in the MS Project Plan.
PAGE | 82
SUBJECT MATTER EXPERT (CSME)
The subject matter expert is one that is well versed in the business process for the
client. The subject matter expert is a key role in the success of the project and
should be able to clearly relay detailed requirements to the Agate Business Analyst
regarding the business process.
PROJECT RESOURCE PROFILE
This section describes the resources for each project team.
AGATE RESOURCES
Role
Name
Monthly
Project Time %
Est. Begin
Date
Est. End
Date
Account Manager
Mark Watters
1
02/01/2014
02/01/2016
Project Manager/Team Lead
Brad Banning
30
03/04/2015
02/01/2016
Product Designer
Ted Barringer
1
Project Lead
Mike Zyla
100
Lead Developer
Mike Zyla
100
Business Analyst
Mike Zyla
100
Configuration Specialist
Jennifer Sloan
80
Quality Assurance Resource
Jennifer Sloan
80
Documentation Specialist
Jennifer Sloan
80
Role
Name
Monthly
Project Time %
Est. Begin
Date
Est. End
Date
Project Sponsor
Robert Archuleta
10
02/01/2015
02/01/2016
Project Lead
Kimberly Wildharber
30
02/01/2015
02/01/2016
03/04/2015
03/04/2015
03/04/2015
03/04/2015
03/04/2015
03/04/2015
03/04/2015
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
TSD RESOURCES
PAGE | 83
Project Manager/Project Lead
Dave Martinez
100
IT Project Manager/Project
Lead
Genevieve Grant
100
Subject Matter Expert
Kimberly Wildharber
30
Subject Matter Expert
Dave Martinez
100
Subject Matter Expert
Ken Pino
30
Independent Verification &
Validation Contractor
Nick Behrmann
100
PAGE | 84
03/04/2015
03/04/2015
03/04/2015
03/04/2015
03/04/2015
03/04/2015
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
02/01/2016
AGATE ORGANIZATIONAL CHART
TSD ORGANIZATIONAL CHART
PAGE | 85
PROJECT RESPONSIBILITY ASSIGNMENT MATRIX (RACI
CHART)
This section organizes client resources by deliverables/outcomes.
R = Responsible (The owner/doer)
A = Accountable (The sign-off or responsible for the decision/Activity)
C = Consult (Subject matter expert consulted prior to decision making)
I = Inform (Needs to be informed after a decision or action is taken)
Deliverable/Outcome
Kim
Wildharber
Dave
Martine
z
Genevieve
Grant
Ken Pino
D1. Design Document
Workflow for the Operational
Plan and Grant Agreement
R,A
R
C
C
I
D2. Form Design for
Operational Plan/Negotiation
Forms/Grant Agreement
R,A
R
C
C
I
D3. Design Document
Workflow for Claims/Activity
Reports
R,A
R
C
C
I
D4. Form Design for
Claims/Activity Reports
R,A
R
C
C
I
E. Product Security Roles Set
Up
R,A
R
C
C
I
F. Build Document Workflow
for the Operational Plan and
Grant Agreement
R,A
R
C
C
I
G. Form Build for the
Operational Plan/Negotiation
Forms/Grant Agreement
R,A
R
C
C
I
H. Build Document Workflow
for Claims/Activity Reports
R,A
R
C
C
I
I. Form Build for the
Claims/Activity Reports
R,A
R
C
C
I
J1. Product Management
Query Report Software
Configuration
R,A
R
C
C
I
PAGE | 86
Nick
Behrmann
J2. Product Management
Formatted Report Software
Configuration
R,A
R
C
C
I
L. Form Build for the Life
Expectancy Tool
R,A
R
C
C
I
RESOURCE ASSUMPTIONS OR ISSUES
This section lists any known assumptions regarding project resources.
Resource
Assumption/Issue
Begin Date
End Date
Brad Banning
Brad will be out of the office and unreachable
for one week in July of 2015
07/06/2015
07/10/201
5
Mike Zyla
Mike will be out of the office and unreachable
for 7 business days in May/June of 2015
05/25/2015
06/04/201
5
Jennifer Sloan
Jennifer will be out of the office and
unreachable for 2 business days in July
07/30/2015
07/31/201
5
Kimberly Wildharber
Kimberly will be out of the office periodically
and at times unreachable.
Dave Martinez
Dave will act as Kimberly’s backup in her
absence with signature authority
RESOURCE RISKS AND MITIGATIONS
This section lists any known risks or mitigations regarding project resources.
Role/Resource
Risk/ Mitigation
Agate Software Turn-Over
In the event of turn-over within Agate Software, the possibility of missing
scheduled dates are at risk. We will mitigate this risk by using standardized
documentation and practices. This will ensure that any Agate Software
Project Lead will be capable of filling in for the NMDOT system.
TSD Turn-Over
In the event of turn-over within the New Mexico Department of
Transportation, the possibility of missing business needs, and therefore,
overall system quality, is at risk. We will mitigate this risk by documenting all
necessary business needs prior to the build of the system.
Inadequate Support from
Agate
In the event NMDOT will cross training of TSD staff, NMDOT staff will need to
implement solution independently without vendor assistance or guidance.
PAGE | 87
SIGNATURES
The Project Team member(s) who have signed & dated below have reviewed this
document and it is understood there is a consensus regarding completion of the
information contained therein.
New Mexico Department of Transportation
Agate Software, Inc.
____________________________________
(Name, Title)
____________________________________
(Name, Title)
____________________________________
Signature
____________________________________
Signature
____________________________________
Date
____________________________________
Date
PAGE | 88
Communication Plan
New Mexico Department of Transportation
Prepared By
Document Owner(s)
Project/Organization Role
Bradley Banning
NM DOT Agate Project Manager
Project Closure Report Version Control
Version
Date
Author
Change Description
5
05/22/2015
Jennifer Sloan
Acceptance of modifications
PAGE | 89
Contents
COMMUNICATION PLAN ...................................................................................................................................... 89
NEW MEXICO DEPARTMENT OF TRANSPORTATION .......................................... ERROR! BOOKMARK NOT DEFINED.
1
COMMUNICATION PLAN DESCRIPTION ....................................................................................................... 91
2
PROJECT INFORMATION .............................................................................................................................. 92
3
PROJECT AUDIENCE ..................................................................................................................................... 92
4
PROJECT TEAM MEMBERS AND ROLES ........................................................................................................ 93
5
COMMUNICATION METHODS...................................................................................................................... 93
6
COMMUNICATION MATRIX ......................................................................................................................... 94
7
MEETINGS ................................................................................................................................................... 95
7.1
7.2
7.3
REVIEW AND DESIGN MEETINGS ........................................................................................................................95
WEEKLY STATUS MEETINGS ..............................................................................................................................95
AD HOC MEETINGS .........................................................................................................................................95
8
DOCUMENT TEMPLATES .............................................................................................................................. 96
9
APPENDIX .................................................................................................................................................... 96
9.1
9.2
9.3
9.4
PAGE | 90
APPENDIX A – STATUS REPORT TEMPLATE ............................................................... ERROR! BOOKMARK NOT DEFINED.
APPENDIX B – MEETING AGENDA .......................................................................... ERROR! BOOKMARK NOT DEFINED.
APPENDIX C – MEETING MINUTES TEMPLATE .......................................................... ERROR! BOOKMARK NOT DEFINED.
APPENDIX D – SIGN OFF APPROVAL TEMPLATE ....................................................................................................97
COMMUNICATION PLAN DESCRIPTION
This communication plan describes the approach for communicating and collaborating
on the NMDOT grants management system. The plan identifies the audience for the
project, the information to communicate, and the communication methods to use. This
plan will help facilitate effective and coordinated communication between all project
audiences. The Communication Plan will identify communication vehicles necessary to
deliver the right messages to stakeholder groups. This objective will be accomplished
throughout the project in collaboration with the schedule, through the Change
Commitment Curve that builds:




Awareness – helps set realistic expectations about the program
Understanding – helps reduce individual and group levels of concern
Acceptance – by managing the impact of change, a leveling out of stakeholder/enduser responses to change will minimize risk of resistance
Commitment – sustainability within the New Mexico Department of Transportation
(TSD) for change
The Change Commitment Curve illustrated in the Figure 1.0 highlights the stakeholder
strategic approach for the NMDOT grants management system.
Figure 1.0
PAGE | 91
PROJECT INFORMATION
For this project, eight categories of information are used to simplify the project
communications:








Planning
o Includes information necessary during the planning of the tasks throughout the
project.
Project Execution and Procedures
o Standard processes and procedure that are documented.
Stakeholder Project Status
o Includes high-level summaries of completed milestones, major accomplishments,
current schedule and budget status, and any issues or risks that have occurred.
Approval information
o Representing document, change requests, budget requests or project deliverables
that require approval.
Status Information
o Day to day updated information.
Meeting Notes
o Team meetings will have notes typed up and saved.
Issues and Risks
o Issue or risks that arise throughout the project.
o These will be logged by the NMDOT and updated on a weekly basis in time for the
weekly status meeting. File will be stored and accessible in Mavenlink.
Project Publicity
o This is general project information, announcements, etc.
PROJECT AUDIENCE
This plan includes communication to two main audiences:

Joint DOT and Agate Project Team
o The Agate Software (IntelliGrants) Team
 Mark Watters
 Brad Banning
 Mike Zyla
 Jennifer Sloan
o DOT- TSD Project Team
 Kimberly Wildharber
 Genevieve Grant
 Dave Martinez
 Ken Pino
 Nick Behrmann

DOT Stakeholders
o Traffic Safety Division
PAGE | 92
PROJECT TEAM MEMBERS AND ROLES
DOT-TSD TEAM
Dave Martinez, Business Owner Project Manager / Primary Point of Contact
Genevieve Grant, IT Project Manager
Kimberly Wildharber, Project Sponsor,
Ken Pino, IT Application Developer/Business Analysis
AGATE TEAM
Brad Banning, Project Manager / Escalation Point of Contact
Mike Zyla, Project Lead & Development
Jennifer Sloan, Assistant Lead & Configuration
Mark Watters, Account Manager
COMMUNICATION METHODS
There are several types of communications that are necessary throughout this project.
Some of the communications will be tracked.
Communication Type
Conference Meetings
Email
Task Tracking &
Document Sharing
PAGE | 93
Description
This communication is accomplished using joint meeting voice conference calls
as well as the product ‘GoToMeeting’. GoToMeeting allows for desktop sharing
to allow all meeting members to see the same screen.
This communication method is using email to schedule meetings and general
information only.
This communication is accomplished using the product ‘Mavenlink’. Mavenlink
is a task tracker and document repository accessible by both parties and will
be used throughout the course of the project. Access to Mavenlink will be
limited to the TSD Project Sponsor and the Agate team. Mavenlink allows a
user to enter “activity feed” updates, whether for general project information,
or for specific task. All communication, document uploads and status updates
for a task will be tracked. Email notifications can also be sent each time a new
message is added or each time a task status is updated.
COMMUNICATION MATRIX
The communication matrix is used to show the how the audience, information, method and
responsible team member of the communications all fit together. Where necessary, this
shows the planned communication.
Audience
Information
Method
Frequency
Responsible
Person
TSD Project
Team / Agate
Project Team
Planning, Status
Information, and
Issues/Risks
Mavenlink,
Email,
Meeting
Daily as
needed
All Project Team
members
TSD Project
Team / Agate
Project Team
Project Execution
and Procedures
Mavenlink,
Email
As needed
All Project Team
members
TSD Project
Team / Agate
Project Team
Status Information
Mavenlink,
Email,
Meeting
Weekly
TSD Project Team
and Agate Project
Team
TSD Stakeholders Project Publicity
Email
As needed
TSD Project
Sponsor
TSD Project
Team / Agate
Project Team
Meeting Notes
Mavenlink
Weekly
Agate Project Lead
(Jennifer Sloan)
TSD Project
Sponsor
Approval
Information
Mavenlink
As Needed
TSD Project
Manager and
Agate Project
Manager (Brad
Banning)
PAGE | 94
MEETINGS
REVIEW AND DESIGN MEETINGS
Review and design meetings will begin following the kickoff meeting. The intention of the
analysis is to clarify any remaining items from the Workflow Design/Detail (WD&D) and
Design Documents (DD). The Agate Project Lead and Assistant Lead will meet with the
Project Sponsor and Subject Matter Expert(s) (SME’s) and follow the process as laid out in
the WD&D & DD to ensure they accurately capture the necessary functionality and
requirements. The intended outcome of the review and design meetings will be a finalized
the WD&D & TDDs that will be used to define the agreed upon functional requirements of
the system.
WEEKLY STATUS MEETINGS
The weekly status meeting will include, at a minimum, the Agate Project Leads, the TSD
Project Sponsor and other team members. The main medium for this meeting will be by
teleconference (GoToMeeting). Included in the meeting will be the following agenda items:
•
•
•
•
Progress made against timeline including any deliverables achieved/milestones
reached.
Open/outstanding issues, the assignment of tasks against the issues and expected
completion dates
New issues – This discussion may include SME’s to assist in defining/clarifying the
issue
Schedule over the next 15 days including any potential timing issues.
The result of this meeting will be minutes prepared by the Agate Assistant Project Lead.
The minutes will be distributed by email to all participants and posted in Mavenlink.
AD HOC MEETINGS
Ad hoc meetings will take place as the need arises for faster issue resolution. Any
stakeholder can partake in an ad hoc meeting, depending on need for the situation.
Meeting minutes will be taken by either the TSD team member or Agate Project Lead (or
designee) and distributed to all affected stakeholders by E-mail and posted in Mavenlink.
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DOCUMENT TEMPLATES
These are the sample document templates to be used throughout this project engagement.
A high-level status check can be garnered from the Mavenlink Task Tracker.
 Sign Off Approval Template: Appendix E (Section 9.1)
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SIGN OFF APPROVAL TEMPLATE
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