LABORATORY INFORMATION MANAGEMENT
SYSTEM (LIMS)
P R O JE C T M A N A GEM E N T PLA N
(PMP)
EXECUTIVE SPONSOR – DR. DAVID MILLS
BUSINESS OWNER – DR. DAVID MILLS
PROJECT MANAGER – TIM ELSBROCK
ORIGINAL PLAN DATE: AUGUST 18, 2005
REVISION DATE: AUGUST 9TH, 2010
REVISION: 2.0
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
REVISION HISTORY................................................................................................................................................ III
PREPARING THE PROJECT MANAGEMENT PLAN ................................................................................................... IV
ABOUT THIS DOCUMENT ...................................................................................................................................... IV
PROJECT OVERSIGHT PROCESS MEMORANDUM – DOIT, JULY 2007 ................................................................. IV
1.0 PROJECT OVERVIEW ......................................................................................................................................... 1
1.1 Executive Summary- rationale for the Project ................................................................................................1
1.2 funding and sources .......................................................................................................................................2
1.3 Constraints .....................................................................................................................................................2
1.4 Dependencies .................................................................................................................................................3
1.5 Assumptions ...................................................................................................................................................4
1.6 Initial Project Risks Identified ........................................................................................................................4
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE .............................................................................. 6
2.1 Stakeholders ...................................................................................................................................................6
2.2 Project Governance Structure ........................................................................................................................6
2.2.1 Describe the organizational structure – Org Chart .....................................................................................6
2.2.2 Describe the role and members of the project steering committee ............................................................7
2.2.3 Organizational Boundaries, interfaces and responsibilities ........................................................................7
2.3 Executive Reporting ........................................................................................................................................8
3.0 SCOPE .............................................................................................................................................................. 9
3.1 Project Objectives ............................................................................................ Error! Bookmark not defined.
3.1.1 Business Objectives .....................................................................................................................................9
3.1.2 Technical Objectives ..................................................................................................................................10
3.2 Project Exclusions .........................................................................................................................................10
3.3 Critical Success Factors .................................................................................................................................11
4.0 PROJECT DELIVERABLES AND METHODOLOGY ............................................................................................... 11
4.1 Project Management Life Cycle ....................................................................................................................11
4.1.1 Project Management Deliverables ............................................................................................................12
4.1.2 Deliverable Approval Authority Designations ...........................................................................................13
4.1.3 Deliverable Acceptance Procedure ............................................................................................................14
4.2 Product Life Cycle .........................................................................................................................................14
4.2.1 Technical Strategy .....................................................................................................................................15
4.2.2 Product and Product Development Deliverables .......................................................................................15
4.2.3 Deliverable Approval Authority Designations .............................................. Error! Bookmark not defined.
4.2.4 Deliverable Acceptance Procedure ............................................................................................................17
5.0 PROJECT WORK .............................................................................................................................................. 17
5.1 Work Breakdown Structure (WBS) ...............................................................................................................17
5.2 Schedule allocation - Project Timeline ..........................................................................................................18
5.3 Project Budget ..............................................................................................................................................20
5.4 Project Team ................................................................................................................................................20
5.4.1 Project Team Organizational Structure .....................................................................................................20
5.4.2 Project Team Roles and Responsibilities ...................................................................................................21
5.5 STAFF PLANNING AND Resource ACQUISITION ............................................................................................22
5.5.1 Project Staff ...............................................................................................................................................22
5.5.2 Non-Personnel resources ...........................................................................................................................23
5.6 PROJECT LOGISTICS ......................................................................................................................................24
REVISION: 1.0
DOIT-PMO-TEM-020
i OF vi
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
5.6.1 Project Team Training ...............................................................................................................................24
6.0 PROJECT MANAGEMENT AND CONTROLS ...................................................................................................... 25
6.1 Risk and issue Management ........................................................................................................................25
6.1.1 Risk Management Strategy .......................................................................................................................25
6.1.2 Project Risk Identification ..........................................................................................................................25
6.1.3 Project Risk Tracking Approach .................................................................................................................25
6.1.4 ISSUE MANAGEMENT ................................................................................................................................26
6.2 INDEPENDENT Verification and Validation - IV&V .......................................................................................27
6.3.1 Change Control ..........................................................................................................................................27
6.4 Project Budget Management .......................................................................... Error! Bookmark not defined.
6.4.1 Budget Tracking ........................................................................................... Error! Bookmark not defined.
6.5.1 Communication Matrix .............................................................................................................................29
6.5.2 Status Meetings ........................................................................................................................................29
6.5.3 Project Status Reports ...............................................................................................................................29
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) .................................................................................29
6.6.1 Baselines....................................................................................................................................................29
6.7 QUALITY OBJECTIVES AND CONTROL ............................................................................................................. 29
6.7.1 quality Standards ......................................................................................................................................30
6.7.2 Agency/Customer Satisfaction ..................................................................................................................31
6.7.3 PRODUCT DELIVERABLE ACCEPTANCE PROCESS .......................................................................................32
6.8 CONFIGURATION MANAGEMENT .................................................................................................................. 32
6.8.1 Version Control ..........................................................................................................................................32
6.8.2 Project Repository (Project Library) ...........................................................................................................33
6.9 PROCUREMENT MANAGEMENT PLAN............................................................................................................ 33
7. 0 PROJECT CLOSE ............................................................................................................................................. 33
7.1 Administrative Close .....................................................................................................................................34
7.2 Contract Close ..............................................................................................................................................34
REVISION: 1.0
DOIT-PMO-TEM-020
ii OF vi
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
REVISION HISTORY
REVISION NUMBER
DATE
COMMENT
1.0
July 27th, 2007
DoIT Project Management Office Revision
2.0
August 9th
Recertification for $195K of additional funds
2.1
2.2
REVISION: 1.0
DOIT-PMO-TEM-020
iii OF vi
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
PREPARING THE PROJECT MANAGEMENT PLAN
The workbook for preparation of the Project Management Plan is built around helping the project
manager and the project team to use the Project Management Plan in support of successful
projects. Please refer to it while developing this PMP for your project.
ABOUT THIS DOCUMENT
Project Oversight Process Memorandum – DoIT, July 2007
“Project management plan” is a formal document approved by the executive sponsor and the
Department and developed in the plan phase used to manage project execution, control, and
project close.
The primary uses of the project plan are to document planning assumptions and decisions,
facilitate communication among stakeholders, and documents approved scope, cost and
schedule baselines.
A project plan includes at least other plans for issue escalation, change control,
communications, deliverable review and acceptance, staff acquisition, and risk management.
“Project manager” means a qualified person from the lead agency responsible for all aspects
of the project over the entire project management lifecycle (initiate, plan, execute, control,
close). The project manager must be familiar with project scope and objectives, as well as
effectively coordinate the activities of the team. In addition, the project manager is
responsible for developing the project plan and project schedule with the project team to
ensure timely completion of the project. The project manager interfaces with all areas
affected by the project including end users, distributors, and vendors. The project manager
ensures adherence to the best practices and standards of the Department.
Project product” means the final project deliverables as defined in the project plan meeting all
agreed and approved acceptance criteria.
“Product development life cycle” is a series of sequential, non-overlapping phases comprised
of iterative disciplines such as requirements, analysis and design, implementation, test and
deployment implemented to build a product or develop a service.
REVISION: 1.0
DOIT-PMO-TEM-020
iv OF vi
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
1.0 PROJECT OVERVIEW
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT
The New Mexico Department of Health’s Scientific Laboratory Division (SLD) currently utilizes a
number of stand-alone applications and data sets to meet its laboratory information system needs. The
current systems utilize a combination of manual processes and electronic technologies.
The SLD is receiving increasing demands from regulatory agencies, key clients and partners to modernize
its information systems. Necessary functionality, such as required electronic reporting formats, privacy
controls, electronic data exchange with clients and regulatory agencies (Centers for Disease Control,
Environmental Protection Agency), internal tracking of specimens, and the ability to collect and analyze
required quality assurance data, is not currently in place. The ability to manage the entire SLD operation
from one computer screen, in a holistic manner is impossible under the current IT infrastructure, as the
current information management system is based upon a laboratory section-by-laboratory section “ledger
system” (lab section-specific listing of specimens) that is merely an electronic version of the paper-based
recording system used by the laboratory 20 years ago. In the current system, specimens are only viewable
and can only be queried from within each ledger.
SLD receives more than 150,000 samples a year that result in over 700,000 unique test results. In the
existing system, all of these samples are managed by a numeric identifier that has to be manually entered
multiple times, i.e. each time an analyst enters or retrieves information on a sample. The LIMS
implementation will result in a barcode system whereby samples will be traceable through the entire lab
with a single pass of the work order by a barcode reader or by a single query. The current silo structure
will be eliminated so that the location and status of a sample will be viewable by a single query. This
increased capability will significantly augment the business processes within the laboratory by enabling
management to monitor processes and turnaround times and also to track workloads for the laboratory’s
numerous clients. The latter will indirectly facilitate SLD billing processes and increase accountability to
DOH administration and the legislature by improving the accuracy of performance measures. The LIMS
implementation will also enhance the electronic data transfer capabilities between SLD and its clients,
allowing data transfer directly in formats required by clients, e.g. HL 7 messaging and Safe Drinking
Water Information System (SDWIS) formats. Currently, data are transferred in flat files and must be
manually converted to required formats.
Since the project was originally certified, the LIMS project has reviewed the COTS products currently on
the market, performed extensive analysis of current and desired business processes, generated detailed
system requirements, issued an RFP, and is currently in contract negotiations with the selected vendor.
9/10 UPDATE:
SLD is organized into four Bureaus: Sample Receiving, Biology, Toxicology/Implied Consent,
and Chemistry. The LIMS project has been successfully rolled out across three of these four
bureaus including: Sample Receiving, Biology, Toxicology and Implied Consent. Additionally,
the LIMS has been successfully implemented in half of the Chemistry Bureau. The remaining
half of the Chemistry Bureau consisting of the; Heavy Metals section, Water Chemistry section,
and Organic Chemistry section, has yet to be completed. These sections will be completed by
adding a Phase 5. Adding this additional phase was required for the following reasons:
 During the original contract negotiations and in an effort to reduce the overall cost of the
system, the SLD removed some requirements that at time were thought to be satisfied by
PAGE | 1
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
a workaround. Specifically, these requirements had to do with the use of spreadsheets
used to perform extensive analytical and quality control-related calculations. As we
moved through the lab with the LIMS implementation, and attained a grasp of how
efficiencies can be gained through the use of such a unified system, it became apparent
that we would need to integrate the functions performed by these spreadsheets into the
LIMS.
 To further complicate matters, the SLD move to the recently completed New Mexico
Scientific Laboratories Building was pending. To achieve the objectives of the project
and still be able to fully utilize the available funding while the SLD moved to the new
180,000 square foot facility, half of the Chemistry section was removed from the Phase 4
scope of work and a LIMS upgrade to Version 6 was substituted. This upgrade was
applied to all bureaus that went live in Phase 1, Phase 2, and Phase 3. Phase 4 was
configured in LabWare LIMS Version 6 (all future configuration work will be in Version
6).
The LIMS project has been successful in attaining the required funding for Phase 5. We have
$75,000 of support from Epidemiology and Response Division Lab Capacity grant, and have
also received a $120,000 grant award from the Environmental Protection Agency. With this
money the contract will be amended to reflect the Phase 5 deliverables that will enable the SLD
to complete the LIMS. Phase 5 implementation will start once the lab has completed the move
into the new building. A move date has been set for September 16th. It is expected that the move
will cause considerable disruption to lab operations for at least one month after this date. Phase 5
is currently slated to start in November.
1.2 FUNDING AND SOURCES
APPROPRIATION HISTORY (INCLUDE ALL FUNDING SOURCES, E.G. FEDERAL, STATE,
COUNTY, MUNICIPAL LAWS OR GRANTS)
Amount
Funding Source(s)
FY06
$1,000,000
$1,000,000 - Laws 2005, Chapter 33, Section 7,
Subsection 23
FY07
$108,550
$108,550 – Preparedness and Response to Bioterrorism
Grant (CDC Cooperative Agreement U90/CCU61699905)
FY08
$446,436
$217,436 – Scientific Laboratory Division Operating
Budget – Laws 2007, Chapter 28, Section 4, Subsection
F, DOH, Paragraph 3
$229,000 Preparedness and Response to Bioterrorism
Grant (CDC Cooperative AgreementU90/CCU61699905)
Fiscal
Year
PAGE | 2
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
FY10
$325,000
$325,000 – Scientific Laboratory Division Operating
Budget – Laws 2007, Chapter 28, Section 4, Subsection
F, DOH, Paragraph 3
FY11
$195,000
$120K from EPA Information Network Grant (EPA FY
2010 Exchange Network -OEI-10-01)
$75K from Lab Capacity Grant (CDC Cooperative
Agreement CDC- 5U50/CI623779)
1.3 CONSTRAINTS
Constraints are factors that restrict the project by scope, resource, or schedule.
NUMBER
DESCRIPTION
1
Scope of the LIMS is constrained to workflow and process automation for
the handling of samples and subsequent analysis.
2
Configuration of the LIMS post implementation will be constrained by
available IT resources. While the initial implementation will address core
workflow improvement, future configuration will have to be prioritized by
the Change Control Board.
3
Since the project is ~80% complete, current scope is constrained to
configuration work in the environmental testing component of the SLD to
include: Heavy Metals, Organic Chemistry, and Water Chemistry.
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 non-project activities such as purchasing/procurement
NUMBER DESCRIPTION
TYPE M,D,E
1
Project dependent on agreed price, terms, timelines between
Agency and Vendor
M
2
Project dependent on budgetary resources being carried over
from FY08 to FY09
D
PAGE | 3
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
NUMBER DESCRIPTION
TYPE M,D,E
3
Project timeline dependent on schedule of Vendor
E
4
Project is dependent on EPA grant of $120K, notice of grant
award has been received.
M
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or
certain.
NUMBER
DESCRIPTION
1
The Scientific Laboratory Division of the State of New Mexico Department
of Health will secure adequate funding for the planning, execution, and
implementation of the LIMS.
2
The LIMS project will procure the services of a third-party to perform the
project scope of work and implementation
1.6 INITIAL PROJECT RISKS IDENTIFIED
Description –
Probability: Expected
User acceptance of LIMS
workflow
Mitigation Strategy : Heavy user training, translation of existing
tables where possible, executive leadership stressing importance
of user acceptance
Contingency Plan : Retraining of users, increase training on code
translations from old system to new system, rework LIMS
configuration options to make reasonable accommodations to
justifiable concerns
Probability: Likely
Impact: Medium
Description –
Misunderstood
requirements
Description - Adequate
PAGE | 4
Impact : HIGH
Mitigation Strategy: Currently working with selected LIMS
vendor before contract negotiations are complete.
Contingency Plan: SLD is bringing the LIMS administrators
(primary and backup) into ALL committee meetings and
technical discussions upfront to have technical understanding of
each requirement. There is also $100,000 of funding in current
budget that could be used for System configuration post
implementation.
Probability: Likely
Impact : Medium
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
Funding
Description - Internal
staffing issues
Description –
Insufficient network
capacity
Description - Technical
Dependencies
PAGE | 5
Mitigation Strategy: SLD is aware of tight budget through
project completion. Executive sponsor has spent time
considering various streams of funding to cover what would be a
small shortfall within a project with a $2M total budget
Contingency Plan: Reduce consulting work at final
implementation phase; bring in more configuration work for
SLD administrators. Postpone some instrument interface
configurations with environmental systems until SLD moves
into new building. There are several ways to cover the shortfall
which will be small should it even materialize. Moreover, all
assumptions to date are based on no expansion of SLD operating
budget.
Probability: Unlikely
Impact : Medium
Mitigation Strategy: SLD will make all changes to LIMS under
a change control process. Required configurations will be
generated from the bench level working analysts and pushed into
the change control process for authorization.
Contingency Plan: There will be two administrators at SLD that
are trained to perform the full admin role, should one have to be
replaced. Additionally, the LIMS PM will also end up as a
trained admin. Additional training will be available in case of
staff turnover..
Probability: Likely
Impact : Medium
Mitigation Strategy: ITSD is conducting a Network Assessment
to confirm existing bandwidth capacity is sufficient to support
expected LIMS response times.
Contingency Plan: Network Assessment will provide
recommendations which will be implemented in coordination
with DoIT to mitigate this risk.
Probability: Likely
Impact : Medium
Mitigation Strategy: The lab will increasingly depend on
communication protocols into and out of the LIMS. To mitigate,
one of each known protocol will be implemented.
Contingency Plan: Protocols and technical dependencies
expected to arise will be accommodated within the support plan.
Will attempt to work on each known protocol during
implementation. Also working with major state and federal
interfaces that will be looking for SLD data feeds as way to get
such protocols functionally in place. Much of this is still under
development by the external parties.
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
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 OR TITLE
STAKE IN PROJECT
ORGANIZATION
David Mills
Scientific Laboratory Division
Director
Scientific Laboratory
Division
SLD Management
Lab Operations
Scientific Laboratory
Division
Regulatory Agencies
Oversight of Laboratory
Environmental Protection
Agency (EPA), Food and
Drug Administration
(FDA)
DOH Programs
More Timely Results
Department of Health
Other Clinical Labs
More Timely Ordering And
Results
SED, Tricore, Etc.
Healthcare Providers
More Timely Ordering And
Results
Various
CDC
More Timely Reporting
Center for Disease
Control
Citizens Of NM
More Timely Health Action
New Mexico
2.2 PROJECT GOVERNANCE STRUCTURE
2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART
PAGE | 6
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
IV&V Contractor
David Mills
Executive Project Sponsor
DOH LIMS
Steering
Committee
Project Director
Twila Kunde
Tim Elsbrock
Project Manager
Business Process
Team
Technical Team
2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE
The Steering Committee is chartered to provide governance over the direction and support of the
project and is chaired by the Project Director. The Steering Committee member responsibilities
include:
 Attend and participate in meetings
 Review and accept deliverables
 Review presented documentation
 Balance larger picture versus details of project
 Review project funding and expenditures
 Champion the project
 Contribute to lessons learned
2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES
Use this section to describe any special considerations regarding contact between the project
team, the project manager, and individuals from various organizations involved in the project:
Boundary, interface and responsibilities at the interface
Deliverable/Description Target
PAGE | 7
Delivery
Frequency
Responsible
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
Audience
Method
Party
Monthly DOH Status
DOH CIO
Face-toFace
Monthly/Upon
Request
CDC BT Grant Project
Status
Funding Source
Written
Quarterly/Upon Project
Request
Director/Project
Manager
Weekly Project Status
Project Team
Email/Face- Weekly
Members/Project to-Face
Director
Project Team
Members
Project Team Meeting
Project Team
Face-toMembers/Project Face
director
Weekly
Project Team
Members/Project
Manager
Steering Committee
Meeting
Committee
Members
Face-toFace
Monthly
Project Director
Ad hoc
As needed
As needed
As needed
As needed
Monthly Department of
Information Technology
project reports
Department of
Information
Technology
FTP
Monthly
Project Manager
Project Manager
2.3 EXECUTIVE REPORTING
Meeting agendas, minutes, and supporting documentation will be provided using the following
software packages: Microsoft Word, Excel, PowerPoint, Outlook and Project. Every attempt
will be made to publish the meeting minutes in a timely fashion and no later than 2 days prior to
the next regularly scheduled meeting. Any meeting called should have an agenda, attempt to
start on time and finish on time. The time allocated to each agenda topic will vary depending on
the depth of issues to be covered. Items not able to be covered within the meeting time and
accepted to be postponed may be added to the next standing meeting’s agenda or may require a
special session.
The meeting times and distributions of the meeting minutes for the LIMS Project are as follows:
Project Team Meetings will be on a regular schedule. The scribe will be assigned by the Project
Manager. The project team meetings will be posted in the paper-based and electronic document
libraries by the Project Manager.
Monthly Steering Committee Meetings will continue to be held every month. The scribe will be
assigned by the Project Director. The Monthly Steering Committee meeting minutes will be
posted to the electronic document library in the LIMS Project folder and e-mailed to attendees.
Special Session Meetings may be called at the request of the Project Director or Project
Manager. A range of issues may require a special meeting of a team, committee or subset.
These meetings will be scheduled to accommodate the majority of attendees. The minutes from
PAGE | 8
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
these meetings will be posted in the document library and possibly e-mailed depending on the
location of the attendees.
Status reports will be used to track progress and issues. The Project Manager will provide bimonthly project status reports to the LIMS Project Director, and Steering Committee. Project
Team members will provide status reports as requested by the Project Manager. These reports
will be in addition to such reports prepared upon request and by other contractors.
Special reports will be provided at the request of the LIMS Project Management Contract
Administrator or the Project Director.
Deliverable sign-offs will be used for approval purposes and will be archived in the physical
project library in the Project Manager’s office.
Issue management and resolution helps to resolve those issues not anticipated during planning
process. Issues should be reported at the earliest possible time so that corrective action can be
developed to deal with the issue. The corrective action should address both the immediate need
and the underlying cause of the issue. The Project Manager will keep an issue tracking log and
will work with the Project Team for corrective action.
The Project Manager will maintain an action item list. This action item list identifies the action
item, reference item, responsible party, solution, due date, and completion date. Updates may
also be reflected in meeting minutes.
3.0 SCOPE
3.1.1 BUSINESS OBJECTIVES
Business Objective 1
Description
Compliance with Federal regulations and industry standards as dictated by
Clinical Laboratory Improvement Act (CLIA), Health Insurance Portability and
Accountability Act of 1996 (HIPAA), and the Environmental Protection Agency
(EPA).
Rationale
Mandated by multiple parties that regularly interact with SLD
Acceptance
Criteria
HL7 interface functioning by end of FY09
Business Objective 2
Description
Ability to manage all lab sample submissions and reporting from within a single
system
Rationale
Efficient management will improve overall SLD operations
PAGE | 9
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
Acceptance
Criteria
100% of submission can be tracked through entire lab within one application
interface
Business Objective 3
Description
Ability to utilize technology across the entire lab as SLD completes the new
building in 2011
Rationale
Ability to integrate rooms, environmental, and testing equipment will be
available for the move into the $90M building. SLD should break ground in
FY08.
Acceptance
Criteria
That integration of environmental systems by end FY09
Description
Consolidation and the decommissioning of servers running the disparate
databases that now exist across SLD.
Rationale
Cost and resources savings, Mandated by DoIT
Acceptance
Criteria
Servers to be replaced will come off line one replacement functionality has been
tested and put into production.
3.1.2 TECHNICAL OBJECTIVES
OBJECTIVE
DESCRIPTION
Enable digital audit
trail and Chain of
Custody
Allows lab to report on; sample handling, calibrations, analyst
performing the tests, sample location. This is all done manually
today.
Enable web access to
results
The LIMS will allow SLD to communicate with partners via the web.
Will also allow individuals to access their results remotely via the
web.
Manage all samples
via barcode
Reduce repetitive data entry by utilizing barcodes for every sample
3.2 PROJECT EXCLUSIONS
The LIMS is a system designed specifically to handle sample submission and tracking. The
LIMS is not design to handle operational activities across the lab such as:

Inventory management of supplies not directly related to tests

Scheduling of workforce or resources

Facility resources management
PAGE | 10
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

Specimen security concerns outside of audit trail
3.3 CRITICAL SUCCESS FACTORS
NUMBER
DESCRIPTION
1
All samples entering the SLD are entered into the LIMS, have
barcodes applied, are traceable throughout the SLD, and have results
generated automatically.
2
LIMS system is compatible with the data standards of the SLD’s
partners
4.0 PROJECT DELIVERABLES AND METHODOLOGY
4.1 PROJECT MANAGEMENT LIFE CYCLE
Phase
Summary of Phase
Key Deliverables
Initiation
Develop scope and high level
objectives of project
Business Case, Project Charter
Planning
Development of what a
successful project looks like.
Requirements document that
translates functional tasks into
product requirements.
Selection of vendor to meet
the defined requirements.
Project Management Plan,
Product requirements, ‘as is’
and ‘to be’ workflow diagrams
for each section within the
SLD, RFP
Implementation
Execute contract with vendor
to fulfill the product
requirements. Define
development, test and
acceptance criteria and
execute.
Contract with vendor, work
plan, system testing and
acceptance. Implement the
LIMS throughout SLD.
System enters production.
Creation of Change Control
Board (CCB)
Closeout
Document requirements are
fulfilled by product, system
has entered production and
ownership transferred to
Application Support Bureau
(ASB), lessons learned.
Application Support Plan
(ASP) is completed and
accepted. CCB takes control
of configuration request
prioritization.
PAGE | 11
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
4.1.1 PROJECT MANAGEMENT DELIVERABLES
Project Deliverables are work products or artifacts that are driven by the project management
methodology requirements and standard project management practices regardless of the product
requirements of the project.
4.1.1.1 PROJECT PROPOSAL
Project Proposal communicates
the need for the project and
what benefits will be derived
once completed
Deliverable Acceptance Criteria: Project deemed
necessary and budget allocations can cover estimated
costs
Standards for Content and Format Quality Review - Acceptance by DOH Leadership
4.1.1.2 BUSINESS CASE
Business case describes the
technical problem that will be
resolved via project completion
Deliverable Acceptance Criteria – Business case
accepted due to detail cost benefit analysis and overall
appropriateness of objectives
Standards for Content and Format - Budget estimates
balanced against expected return, completeness of
business objectives
Quality Review - Acceptance by DOH Leadership
4.1.1.3 PROJECT MANAGEMENT PLAN
Documentation of overall
Deliverable Acceptance Criteria – Processes and
thoroughness of project concept, resources thoroughly explained, GAPS identified,
required processes to achieve
implementation plan ready
completion
Standards for Content and Format - Document
completed according to standard Project Management
worksheets
Quality Review - Acceptance by Steering Committee
4.1.1.4 PROJECT SCHEDULE
Document that tracks excepted
and actual timeline for tasks and
subtasks
Deliverable Acceptance Criteria – Reasonable
assumption for completion times, recorded actual times
for completed items
Standards for Content and Format - MS Project file
PAGE | 12
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
Quality Review - Acceptance by Steering Committee
4.1.1.5 PROJECT CERTIFICATION DOCUMENT
DoIT requirement that
documents high-level Business
case, technical objectives,
schedules, tasks and subtasks
Deliverable Acceptance Criteria – In conjunction with
certification presentation
Standards for Content and Format - Per DoIT template
Quality Review - Acceptance by DoIT
4.1.1.6 APPLICATION SUPPORT PLAN
Detailed accounting of tasks and Deliverable Acceptance Criteria – Sign-off by all
roles/resources needed for
supporting groups
transition to full production
Standards for Content and Format - Per Application
Support Bureau (ASB)
Quality Review - Acceptance by ITSD Leadership
4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
Complete the following table to identify the deliverables this project is to produce, and to name
the person or persons who have authority to approve each deliverable.
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
DATE
APPROVED
PRJ-DEL-001
Project Management Plan (PMP)
Executive Sponsor,
DoIT
July, 2007
Project Charter
Executive Sponsor,
DoIT
July, 2007
Project Schedule
Steering Committee June, 2010
Implementation Phase user
acceptance
Steering Committee June, 2010
Final LIMS acceptance
Steering
Committee,
Executive Sponsor
PAGE | 13
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE
LIMS project Steering Committee will sign off on all deliverables.
During implementation phase, the Steering Committee will review testing schedules and
progress reports from user testing and accept or reject accordingly. Project Manger will align
acceptance to original product requirements and to be work flow diagrams for closeout
documentation.
4.2 PRODUCT LIFE CYCLE
Phase
Summary of Phase
Key Deliverables
Initiation
Develop end vision and scope
Project Charter
Plan
Requirement development,
initial budget allocations and
sources documented
Requirements document
Define
Secure funding sources,
review available COTS,
initiate negotiations
Initial budget appropriations,
RFP and subsequent product
demonstrations
Design
Enforceable contract in place,
start to configure the LIMS
Signed contract, develop and
test environments in place
Build
Product configuration begins
Functional AP specification
resolved and agreed to
Pilot
Initial users testing
Test environment available for
end-user testing, new
workflow diagrams published,
code translations published,
user manuals customized and
published
Deploy
LIMS deployed within each
sections that has completed
the above. Will repeat for each
of SLD’s sections
Product enters production.
User testing scripts vetted,
product becomes available to
all within section replete with
documentation
Close
Product is accepted by
respective section via written
notice to vendor
Written acceptance
PAGE | 14
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
4.2.1 TECHNICAL STRATEGY
Software
Acquire and deploy a Commercial off the Shelf (COTS) LIMS application that:

Designed specifically to handle testing laboratory workflows

Has Audit Trail reporting functionality

Uses barcode for tracking of lab samples

Open architecture to accommodate communication standards

Configurable to support future workflow
Hardware

Procure servers to host selected COTS

Redundant server configurations to avoid single point of failure

Database failover to minimize downtown due to failure event

Barcode scanners across lab to track sample movement within SLD

LIMS database to hold current year +2 of sample and test data

Data backup and offsite storage of removable media

Set-up and configure disaster recovery instance at Simms
4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES
Product Deliverables are work products or artifacts that are driven by the product management
methodology requirements and standard project management practices regardless of the product
requirements of the project.
4.2.2.1 FUNCTIONAL REQUIREMENTS DOCUMENT
Document details functionality
Deliverable Acceptance Criteria – Documents
required for a successful LIMS reviewed by requirements committee and accepted as
implementation
communicating required functionality to level of detail
such that a LIMS system can be configured to deliver
said functionality
Standards for Content and Format – Individual
requirements numbered and grouped by related
functions and sections.
Quality Review – LIMS requirements committee,
IV&V review
4.2.2.2 TECHNICAL REQUIREMENTS DOCUMENT
PAGE | 15
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
Document details technical
specifications and capabilities
required for a successful LIMS
implementation
Deliverable Acceptance Criteria - Documents reviewed
by requirements committee and accepted as
communicating required functionality to level of detail
such that a LIMS system can be configured to deliver
said functionality
Standards for Content and Format - Individual
requirements numbered and grouped by related
functions and sections.
Quality Review - LIMS requirements committee, ITSD
Application Support and Production Services Bureau
4.2.2.3 AS IS AND TO BE WORKFLOW DIAGRAMS
Document details the workflows
as they are currently in SLD,
and how they will be once the
LIMS is implemented. This is
completed for each section
within SLD.
Deliverable Acceptance Criteria - Documents reviewed
by requirements committee and accepted as correctly
documenting depicting workflows
Standards for Content and Format - Flow chart
diagrams
Quality Review - LIMS requirements committee,
IV&V review
4.2.2.4 HARDWARE CONFIGURATION DOCUMENT
Document specifies the
hardware configuration required
to delivered expected system
performance
Deliverable Acceptance Criteria - Documents reviewed
by requirements committee and ITSD Network
Operations Group.
Standards for Content and Format - System
configuration specifications, network architecture,
Quality Review - LIMS requirements committee and
ITSD network operations group.
4.2.2.5 SOFTWARE CONFIGURATION DOCUMENT
Document specifies the
Software configuration required
to delivered expected system
performance
Deliverable Acceptance Criteria - Documents reviewed
by requirements committee and ITSD Application
Services Bureau
Standards for Content and Format - Software
configuration specifications, maintenance and support
plans, escalations process and user support plans
Quality Review - LIMS requirements committee and
ITSD Applications Services Bureau
PAGE | 16
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE
LIMS project Steering Committee has signed-off on all deliverables.
Once a configuration exited User Acceptance Testing (UAT), the section heads signed off on the
system. After UAT, there was a parallel testing phase that lasted two weeks. At the end of the
two week parallel testing phase the configuration was moved to production and the system went
live. The bureau chiefs as well as SLD executive management signed off on the final
configuration for each phase.
5.0 PROJECT WORK
5.1 WORK BREAKDOWN STRUCTURE (WBS)
The WBS provided below was completed for each distinct section within the Lab.
Initiation Stage
Kick-off
General review of workflows for planning purposes
Testing Plan and Documentation Requirements
Project Plan
LIMS Administrator Training
Installation of VENDOR LIMS in development
Sign-off of Initiation Stage
Lab Sections (all)
Provide as-is workflows and other requirements details for
sections
Provide lists of analyses for sections
Workflow reviews and interviews for sections
Review existing functionality/configuration as applicable
Key User training
Functional Specification - sections
Define gap between workflows, analyses and template
report requirements
system interface requirements
instrument interface requirements
Collect legacy static data or populate static data files
analyses requirements
Draft Functional Spec
Review Functional Spec
Approve Functional Spec sections
Prototype Sections
Configuration Activity
Prototype Reports
PAGE | 17
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Steering Committee
Approval
Section Bureau Chief
Section Bureau Chief
Steering Committee
Approval
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
Configuration Reviews
Final Configuration Approval based on Statements of
Requirements
System Completion Stage: Lab Sections (all)
Verify test environment
Prepare SQL scripts for migration to testing and
production
Migrate completed objects to test environment
Migrate static data to test environment
Test Environment ready for UAT
User Acceptance Testing
Prepare user acceptance test scripts
Execute user acceptance test scripts
Resolve testing failures and retest
Retest
System Acceptance
Configuration for Lab Sections Locked
Roll Out Stage: Lab Sections
Verify Production Environment
Migrate locked objects to production environment
Set up client PC's and printers at lab site
End-user training
Go-live
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
Section Bureau Chief
5.2 SCHEDULE ALLOCATION - PROJECT TIMELINE
The project timeline is a high-level view of project activities with a focus on project milestones.
The project timeline does not replace the need for a detailed project schedule and it is to
highlight key events such as deliverable due dates and when go/no-go decisions are made.
The table below should provide a high level view of the project time line, or a summary-level
Gantt chart can be used to meet the timeline requirement.
Please provide a more detailed project schedule as an attachment to this plan
Task/Activity Name
Resource
Name
Milestone
(Y/N)
Effort/
Duration
Start
Finish
Project Definition
Phase
Steering
Committee
Y
90 days
9/05
9/05
Requirements
Definition and RFP
Development Phase
Requirements
Committee
Y
150 days
9/05
2/06
PAGE | 18
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
RFP Process for
LIMS Software
RFP Review
Committee
Y
120 days
12/06 4/07
Review and scoring
of received
proposals
RFP Review
Committee
Y
60 days
4/07
6/07
Vendor Demos
RFP Review
Committee
N
120 days
2/07
5/07
Negotiate and
execute contract
with chosen LIMS
vendor
Project Manager Y
210 days
6/07
4/08
Phase 1
Configuration and
UAT
Section Heads
Y
120 days
10/8
2/09
Phase 1 Go-live
Executive
Sponsor
Y
30 days
2/09
3/09
Phase 2
Configuration and
UAT
Section Heads
Y
150 days
2/09
7/09
Phase 2 Go-live
Executive
Sponsor
Y
30 days
7/09
8/09
Phase 3
Configuration and
UAT
Section Heads
Y
150 days
7/09
2/10
Phase3 Go-live
Executive
Sponsor
Y
30 days
2/10
3/10
Version 6 Upgrade
Executive
Sponsor
N
90 days
2/10
5/10
Phase 4
Configuration and
UAT
Section Heads
Y
90 days
2/10
5/10
Phase 4 Go-live
Executive
Sponsor
Y
30 days
2/10
6/10
Phase 5 –
Configuration Plan
Executive
Sponsor
Y
60 days
10/10 1/11
Phase 5
Configuration and
UAT
Section Heads
Y
180 days
1/11
6/11
Phase 5 Go-live
Executive
Sponsor
Y
30 Days
6/11
7/11
Phase 5 Close out
Executive
Sponsor
Y
30Days
7/11
8/11
PAGE | 19
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
5.3 PROJECT BUDGET
BUDGET
Comments:
Description
FY07 &
FY08
FY09
FY10
FY11
PRIOR
Staff Internal
PM Salary
$45,000
$45,000
$90,000
$90,000
$45,000
Consulting
Services
Primary
Vendor and
IV&V
Consolidation
HW, Primary
Stack HW,
All
Peripherals
across the lab
Middle ware
and LabWare
licensing
$106,909
$72,600
$325,648
$642,400
$150,000
$74,580
$154,986
$109,088
$9,303
$18,256
$96,216
$542,992
$837,919
Hardware
Software
TOTAL
$226,489
$272,586
5.4 PROJECT TEAM
5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE
PAGE | 20
$195,000
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
Twila Kunde
Lab Deputy Director and
Project Director
Tim Elsbrock
Project Manager
Barbara Dobie
Specimen
Receiving
Sharon Masters
Chemistry Bureau
Chief
Phil Adam
Biology Bureau
Chief
Rong Hwang
Toxicology
Bureau Chief
Jamie Wise
Vendor Program
Manager
Section Analysts
Section Analysts
Section Analysts
Section Analysts
Project manager
and
Implementation
Specialist
Danny Gray
Lead LIMS
Administrator
5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES
List the team members, their role, responsibility and functional manager. Make sure to include a
comprehensive listing including those from the organization managing the project, business
members involved to ensure business objectives are met and the vendor members that may have
a specific role.
Name
LIMS Project Role
Membership
Barbara Dobie
Specimen Receiving
Project Team, Steering Committee,
Requirements Committee
Twila Kunde
SLD Deputy Director and Project
Director
Project Team, Steering Committee,
Requirements Committee
Sharon Masters
Chief, Biological Sciences Bureau
Project Team, Steering Committee,
Requirements Committee
Gary Oty
Director, Quality, Safety, Security
and Emergency Preparedness
Project Team, Steering Committee,
Requirements Committee
Ginger Baker
Toxicology Bureau
Steering Committee
Danny Gray
Lead LIMS administrator
LIMS System Administrator,
Requirements committee
PAGE | 21
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
Philip Adams
Chief, Chemistry Bureau
Project Team, Steering Committee,
Requirements Committee
Rocky Baros
Chief, Program Support Bureau
Program Support
Rong Hwang
Chief, Toxicology Bureau
Project Team, Steering Committee,
Requirements Committee
Tim Elsbrock
Project Manager
Non-voting Steering Committee
member, Project Manager
Vinnie Gerecke
IV&V
Oversight
Guillermo Gomez
Secondary LIMS administrator
LIMS System Administrator,
Requirements committee
Jamie Wise
Vendor: Public Health Program
Manger
Project Team
Jeff Loudon
Vendor: LIMS Project Manager
Project Team
Jim Darlington
Vendor: LIMS Implementation
Specialist
Project Team
5.5 STAFF PLANNING AND RESOURCE ACQUISITION
5.5.1 PROJECT STAFF
Resource
PAGE | 22
Cost
Estimate
Estimated Availabili
Hours
ty
Skill Set
Work
Product/Deliverable
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
Project Manager
90,000 yr
burdened
40/wk
100%
LIMS
admin
training
Primary LIMS
administrator
80,000/yr
burdened
40/wk
100%
LIMS
Execution of configuration
admin
requests
training/X
ML
training
Secondary LIMS
administrator
$80,000/yr 40/wk
burdened
50%
LIMS
Execution of configuration
admin
requests
training/X
ML
training
LIMS Contractor
$1.3M
100%
Experienc Configuration work plans,
e building, ‘To be’ workflow
install,
documents,
configurin
g and
training of
LIMS
system
16,000
5.5.2 NON-PERSONNEL RESOURCES
Use this section to list services or product (HW/SW and such) needed for project
Resource
Cost Estimate
Availability
Source
24 Workstations
$29,000
Purchased
LIMS Budget
2 Database servers
$32,000
6 File servers
$68,000
84 Barcode scanners
$30,000
30 Barcode printers
$48,000
20 Report printers
$50,000
4 Paper scanners
$18,000
200 Uninterruptible power supplies
$20,000
PAGE | 23
Purchased
Purchased
Purchased
Purchased
Purchased
Purchased
Purchased
LIMS Budget
LIMS Budget
LIMS Budget
LIMS Budget
LIMS Budget
LIMS Budget
LIMS Budget
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
5.6 PROJECT LOGISTICS
Project Member
Access
Responsibility
Contact methods
Vendor
Work will be
performed onsite as
well as remotely.
VPN access to
development and test
environments will be
available.
Vendor will be onsite
during at least the
following phases:
Email, Phone
-Section workflow
review
-Users Training
- Functional
specification review
Project Team
Steering Committee
Will work together by
phone and email.
Meetings will occur in
SLD’ library or office
of executive Sponsor
Meets as required
SLD section
subgroups will be
formed during
Will meeting Monthly
Email, Phone,
Meetings
Meeting
5.6.1 PROJECT TEAM TRAINING
Resource
Estimated
Hours
Availability
Skill Set
Bench level user training
15
During testing
Laboratory Analyst
LIMS key user training
24
During
Development
DB management
and SQL Skills
LIMS Administrator training
40
During
Development
DB management
and SQL Skills
Prior to
Development
Existing coding
and SQL skills
LIMS Administrator XML training
PAGE | 24
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
6.0 PROJECT MANAGEMENT AND CONTROLS
6.1 RISK AND ISSUE MANAGEMENT
PMBOK©:
Risk: “An uncertain event or condition that, if it occurs, has a positive or negative effect on a
project’s objectives.”
Issue: “A point or matter in question or dispute, or a point or matter that is not settled and is
under discussion or over which there are opposing views or disagreements.”
Both Risks and Issues can significant impact a project’s success, and both should be handled in
similar ways.
6.1.1 RISK MANAGEMENT STRATEGY
Provide a detailed explanation on the strategy for how risks are identified, analyzed/ quantified,
mitigated, reported, escalated and tracked. Include the use of tools such as project management
software, forms, and templates. A separate risk management plan may also be developed if
needed for the project and included as an Appendix to this document. If that is the case, a high
level summary of this plan needs to be included here with the specific reference.
6.1.2 PROJECT RISK IDENTIFICATION
In the LIMS Project the Project Steering Committee serves as the Risk & Opportunity
Management Committee
Risk & Opportunity Management Committee responsibilities:
 Approve risk and opportunity management plan.
 Encourage the reporting of risks and opportunities
 Analyze risks and opportunities
 Monitor watch list and risk/opportunity handling plans
6.1.3 PROJECT RISK TRACKING APPROACH
Tracking, controlling and reporting the implementation of risk reduction plans through the life
cycle
 Output: Prioritized Risk/Opportunity List, Retired Risk/Opportunity List
 Responsibility of: Project Risk & Opportunity Management Committee
The Project Risk & Opportunity Management Committee will review the Prioritized
Risk/Opportunity List at each meeting. Review will be prioritized by risk/opportunity profile.
For the LIMS Project risks and opportunities with a Low profile will be placed on a watch list.
Those risks and opportunities will be reviewed for changes at each Project Risk & Opportunity
Management Committee meeting.
PAGE | 25
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
6.1.4 ISSUE MANAGEMENT
6.1.4.1 INTERNAL ISSUE ESCALATION AND RESOLUTION PROCESS
The LIMS project has adopted the following process for managing issues that can be resolved
within the Information Technology Services Division or within the project team.











Solicit potential issues from any project stakeholder, including the project team, steering
committee members, project director, and project executive sponsor. The issue can be
surfaced through verbal or written means, but it must be formally documented using an
Issues Form. The project manager determines whether the problem can be resolved
without outside help or whether it should be classified as a formal issue. Formal issues
are escalated to the project steering committee for resolution.
Enter the issue into the Issues Log. The Issues Log contains one entry per issue and is
used for tracking purposes.
Assign the issue to a project team member for investigation. The project manager will
also determine who needs to be involved in the decision making process.
The team member will investigate options that are available to resolve the issue. For each
option, he/she will also estimate the impact to the project in terms of budget, schedule
and scope.
The various alternatives and impacts on schedule and budget are documented on the
Issues Form. The project manager will take the issue, alternatives and project impact to
the people that need to be involved in the issue resolution (from step 4).
If resolving the issue will involve changing the scope of the project, close the issue now
and use the project change management procedures instead to manage the resolution.
Document the resolution or course of action on the Issues Form.
Document the issue resolution briefly on the Issues Log.
Add the appropriate corrective activities to the work plan and project schedule to ensure
the issue is resolved.
If the resolution of an issue causes the budget or duration of the project to change, the
current project management plan and supporting documents should be updated. Changes
to budget and duration of the project must be approved by the project steering committee.
Communicate issue status and resolutions to project team members and other appropriate
stakeholders through the project status report, status meetings and other appropriate
communication means.
6.1.4.2 EXTERNAL ISSUE ESCALATION AND RESOLUTION PROCESS
The LIMS project has adopted the following process for managing issues that can be resolved
within the Information Technology Services Division or within the project team.

Solicit potential issues from any project stakeholder, including the project team, steering
committee members, project director, and project executive sponsor. The issue can be
surfaced through verbal or written means, but it must be formally documented using an
Issues Form. The project manager determines whether the problem can be resolved
without outside help or whether it should be classified as a formal issue. Formal issues
are escalated to the project steering committee for resolution.
PAGE | 26
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]










Enter the issue into the Issues Log. The Issues Log contains one entry per issue and is
used for tracking purposes.
Assign the issue to a project team member for investigation.
The team member will investigate options that are available to resolve the issue. For each
option, he/she will also estimate the impact to the project in terms of budget, schedule
and scope.
The various alternatives and impacts on schedule and budget are documented on the
Issues Form. The project manager will take the issue, alternatives and project impact to
the project steering committee to be involved in the issue resolution.
If resolving the issue will involve changing the scope of the project, close the issue now
and use the project change management procedures instead to manage the resolution.
Document the resolution or course of action on the Issues Form.
Document the issue resolution briefly on the Issues Log.
Add the appropriate corrective activities to the work plan and project schedule to ensure
the issue is resolved.
If the resolution of an issue causes the budget or duration of the project to change, the
current project management plan and supporting documents should be updated.
Communicate issue status and resolutions to project team members and other appropriate
stakeholders through the project status report, status meetings and other appropriate
communication means.
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V
IV&V services have been intact throughout the implementation, with the exception of a two
month lapse early in CY 2010. The current IV&V contract is awaiting approval of this
recertification request.
6.3.1 CHANGE CONTROL
6.3.1.1 CHANGE CONTROL PROCESS
Change control will be managed through a Change Control Board (CCB). The CCB has met
monthly after phase 4 monthly to review and prioritize change requests from across SLD
according to the following process.
Configuration change request process

Requests for configuration changes will be submitted to the CCB

CCB will prioritize requests as high priority, low priority, or denied

Prioritized list will be submitted to administrators for implementation

Request list will be reprioritized during monthly CCB meetings

New priority lists to be issued after each meeting

Configuration requests requiring external LIMS consulting will be flagged

Progress report and priority lists communicated to steering committee monthly
PAGE | 27
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
Change Request
Submitted
Stop
Request require
external
resources to
complete
Evaluation
Process
Denied
Rank request as
priority one or
priority two
Address budget
and resource
needed to
implement
Implement
Change
6.3.1.2 CHANGE CONTROL BOARD (CCB)
CCB Members
Twila Kunde
SLD Deputy Director
Danny Gray
Lead LIMS administrator
Tim Elsbrock
LIMS Project Manager
Sharon Masters
Biology Bureau Chief
Phil Adams
Chemistry Bureau Chief
Rong Hwang
Toxicology Bureau Chief
PAGE | 28
Change
Queue
Uncompleted requests
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
6.5.1 COMMUNICATION MATRIX
6.5.2 STATUS MEETINGS
Monthly Steering Committee Meeting
Project Team meetings as required
During implementation the frequency will increase to facilitate revision cycle
6.5.3 PROJECT STATUS REPORTS

Monthly status reports given during Steering Committee meetings

DoIT monthly status report

ITSD weekly status report
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)
The Project Manager and Executive Sponsor define the project metrics that will be used to
control the project. Each project will need to have an established metrics program. Metrics are
collected for measuring the progress of a project against its planned budget, schedule, resource
usage, and error rates, and of establishing a historical database, which will aid in planning and
forecasting future projects. At a minimum metrics must be established for time (schedule), cost
(budget) and quality.
6.6.1 BASELINES
Project Area
Category
Measure
Scope
Objectives
Project remains within scope
of project charter
Schedule
Timelines
Project is proceeding on
estimated timeline, reasons for
schedule slips are documented
Budget
Financial
Project remains within budget
allocations
6.7 QUALITY OBJECTIVES AND CONTROL
Quality Management includes the processes required to ensure that the project will satisfy the
needs for which it was undertaken. It includes all activities of the overall management function
that determine the quality policy, objectives, quality assurance, quality control, and quality
improvement, within the quality system. If a separate Quality Plan is used, include a high level
summary in this document and refer to the appropriate appendix.
PAGE | 29
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
6.7.1 QUALITY STANDARDS
Describe the agency, industry or regulatory project performance standards that will be followed and
assessed by the project. These quality standards will be used to assess whether the quality objectives were
achieved.
Identify each of the project quality standards that are directly related to the project and not to the
performance of the actual product and/or service. For each quality standard, identify the tracking tool or
measure such as number of project reviews or Project Status.
No. Quality Standard
1
Health Insurance Portability and Accountability Act of 1996
(160.103)
Tracking Tool or
Measure
LIMS Compliance
This specifies a series of administrative, technical, and physical
security procedures for covered entities to use to assure the
confidentiality of electronic protected health information.
2
Clinical Laboratory Improvement Amendment, 1988
LIMS Compliance
The purpose of this amendment is to ensure quality laboratory
testing through the regulation of all human laboratory testing for
the purpose of diagnosing or treating a disease, illness, or
assessment of health of human beings.
3
United States Environmental Protection Agency
Manual for the Certification of Laboratories Analyzing drinking
Water, 5th Ed, EPA 815-R-05-004, Jan 2005.
LIMS Compliance
Certification of laboratories that analyze and certify drinking
water systems.
4
American Board of Forensic Toxicologists
LIMS Compliance
Mission is to establish and enhance voluntary standards for the
practice of forensic toxicology and for the examination and
recognition of scientists and laboratories providing forensic
toxicology services.
5
US Food and Drug Administration
Grade “A” Pasteurized Milk Ordinance, Appendix N
2001 Revision, May 15, 2002
The basic standard used in the voluntary Cooperative StatePHS/FDA Program for the Certification of Interstate Milk
Shipments, a program participated in by all fifty (50) States, the
District of Columbia and U.S. Trust Territories.
PAGE | 30
LIMS Compliance
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
6
New Mexico Radiation Control Bureau
Sections 74-3-1 through 74-3-16 NMSA1978, 20.3.3 NMAC
LIMS Compliance
Monitor inventory, usage and disposal of radioisotopes.
7
US DOJ Drug Enforcement Administration
Sections 304 and 1008 of 21USC824 and 958 of the controlled
Substances Act of 1970.
LIMS Compliance
Monitor inventory of controlled substances
8
DHHS Select Agents and Toxin
42 CFR Parts 72 and 73, Possession, Use, and Transfer of Select
Agents and Toxins; Final Rule
LIMS Compliance
Monitor inventory, use, and disposal of select agents.
6.7.2 AGENCY/CUSTOMER SATISFACTION
Examples:
Areas of feedback
When
How Often
Agency awareness
Steering Committee
Monthly
Quality of communications
Steering Committee
Monthly
Manages project tasks
Steering Committee, ITSD
meetings
Monthly
Productive Meetings
Steering Committee, 1:1
Monthly
PAGE | 31
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
6.7.3 PRODUCT DELIVERABLE ACCEPTANCE PROCESS
Deliverable
Final Approval Process
Customer Acceptance
Criteria
User Acceptance of Section 1
LIMS is deployed into section
for testing, routines are used in
production, LIMS
administrators have
configured external
communications, equipment
interfaces. LIMS is deemed
satisfactory in current state so
letter of acceptance is written
to vendor.
Each section within SLD will
have their own criteria, but
some guidelines are: LIMS
manages section workflow,
Section specific tests are in
LIMS, Section equipment
priority interface list
addresses, section external
Comm. list addressed, LIMS
is in production and working
to expectation of section
analysts, Administrators are in
section working with/training
users. Test scripts are run
without any issues.
User Acceptance of Section 2
Repeat above
Repeat above
User Acceptance of Section 3
Repeat above
Repeat above
Final User Acceptance of
LIMS
Once the LIMS is functioning
across SLD, a review of unmet
requirements is needed to
decide if further configuration
is warranted, or if requirement
was inaccurate. Final review
of documentation, near term
configuration expectations as
result of initial
implementation, and overall
usability and user training of
system will be reviewed by
steering committee.
SLD will accept LIMS system
as delivered via written letter
to vendor and Sign-off from
SLD executive Management.
6.8 CONFIGURATION MANAGEMENT
Configuration Management determines how project information (files, reports, designs, memos,
documents, etc.) will be managed (tracked, approved, stored, secured, accessed, version control,
etc.) and owned by (e.g., Agency managing the project or the Customer). Standards and team
awareness are critical.
6.8.1 VERSION CONTROL
Project documents will be identified by a version number, starting at one and increasing by one
for each release. The version number will appear on the first page of the document and within the
footer of each page. Documentation will be identified as follows:
• a release number (and a revision letter if in draft);
• the original draft shall be Version 0.A;
PAGE | 32
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
• subsequent drafts shall be Version 0.B, Version 0.C etc;
• the accepted and issued document is Release 1.0;
• subsequent changes in draft form become Version 1.0A, 1.0B etc; and
• the accepted and issued second version becomes Version 1.1 or Version 2.0, as
determined by the author based on the magnitude of the changes (minor or major).
Project documents that are based upon templates owned and managed by external agencies will
not follow the version control requirements above. Instead, those documents will utilize the
version control process defined within each document.
6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)
The LIMS project uses an electronic document library within a Microsoft SharePoint site. All project
documents, deliverables, and supporting information is available within this site. All project team
members have access to the site.
6.9 PROCUREMENT MANAGEMENT PLAN
All procurement activities within the LIMS project followed the State of New Mexico
procurement code, General Services Department State Purchasing Division rules, Department of
Finance and Administration rules, Department of Information Technology rules, and the
Department of Health procurement guidelines.
The LIMS project has three major procurement activities. The first procurement activity is the
issuance of a RFP for the acquisition and implementation of a LIMS system. The second
procurement is a professional services contract for project consulting and implementation
services. The third procurement is for necessary hardware and software for the LIMS system.
7. 0 PROJECT CLOSE
It is the policy of DOH that all IT projects will be proposed, approved, planned and implemented in
accordance with a project management methodology.
Once project activities have concluded the project will be closed by finalizing all deliverables, formally
accepting the project products, compiling lessons learned, releasing project assets and obtaining sign off
on the project from the sponsor. The procedure for closing a project follows:
A. Post Project Review
1.
Feedback solicitation
a. Product effectiveness
b. Triple constraint (Scope, Budget, Schedule) management
c. Risk management
d. Acceptance management
e. Issues Management
f. Transition to operations
g. Performance of performing organization
h. Performance of project team
PAGE | 33
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]
2.
3.
4.
i. Lessons learned (stakeholders)
Project Assessment
Preparation of the Post Project Report
Provide Project Team Performance Feedback (ITSD Personal only).
7.1 ADMINISTRATIVE CLOSE













Archive Project Information
Project description/definition documents such as the Project Charter, Project Proposal and the
Project Management Plan.
Project Schedules – retain all copies electronically, but only include the baseline and final
schedule in the hardcopy repository.
Project financials
Project scope changes and change log
Project Status Reports
Issues log and details (open and resolved)
Project Deliverable Approvals (email, meeting minutes, original signatures, etc.)
Risk Management Matrix
Correspondence, including any pivotal or decision-making memos, letters, e-mail, etc.
o Meeting minutes, results and/or actions
o Final project approval form, with original signatures
Post-project report
State DoIT project closure report
Lessons learned
7.2 CONTRACT CLOSE
Contract Closure – Verification that all deliverables have come in and are accepted. Assure that final
invoices have come in, complete all paperwork associated with release of retainage, approve payments
and send the following in for processing.

Contract file

Deliverable acceptance
PAGE | 34