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New Mexico Department of Health
Kronos – SHARE integrated time
keeping solution
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Project Management Plan
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(This page has been left blank intentionality to facilitate two-sided printing.)
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TABLE OF CONTENTS
TABLE OF CONTENTS ......................................................................................................................................... III
EXECUTIVE SUMMARY .........................................................................................................................................4
INTRODUCTION: ..........................................................................................................................................................4
BACKGROUND: ...........................................................................................................................................................4
PROJECT DEFINITION: .................................................................................................................................................4
PROJECT STRATEGY: ..................................................................................................................................................4
INTRODUCTION: ......................................................................................................................................................6
PROJECT MANAGEMENT PLAN PURPOSE: ...................................................................................................................6
PROJECT MANAGEMENT POLICY: ...............................................................................................................................6
PMP STANDARDS: ......................................................................................................................................................7
BACKGROUND ..........................................................................................................................................................8
PRE-PROJECT ACTIVITIES: ..........................................................................................................................................8
POST-PROJECT PLANS: ...............................................................................................................................................8
PROJECT DEFINITION ...........................................................................................................................................9
SCOPE:........................................................................................................................................................................9
MILESTONES: ........................................................................................................................................................... 10
BUDGET: .................................................................................................................................................................. 10
QUALITY BASELINE:................................................................................................................................................. 10
GOVERNANCE: ......................................................................................................................................................... 11
ROLES & RESPONSIBILITIES ..................................................................................................................................... 11
RISK IDENTIFICATION: .............................................................................................................................................. 11
PROCUREMENT APPROACH:...................................................................................................................................... 12
PROJECT MANAGEMENT STRATEGY ............................................................................................................. 13
CHANGE MANAGEMENT PLAN: ................................................................................................................................ 13
SCOPE MANAGEMENT PLAN: .................................................................................................................................... 13
SCHEDULE MANAGEMENT PLAN: ............................................................................................................................. 13
QUALITY MANAGEMENT PLAN: ............................................................................................................................... 14
COMMUNICATIONS MANAGEMENT PLAN: ................................................................................................................ 15
RISK MANAGEMENT PLAN (RMP): .......................................................................................................................... 16
ISSUE MANAGEMENT PLAN: ..................................................................................................................................... 17
APPENDIX ................................................................................................................................................................ 18
A. GLOSSARY ........................................................................................................................................................... 18
B. WORK BREAKDOWN STRUCTURE ........................................................................................................................ 23
C. MS PROJECTS SCHEDULE .................................................................................................................................... 24
D. BUDGET-EXPENDITURE REPORT ......................................................................................................................... 25
E. ROLES AND RESPONSIBILITIES............................................................................................................................. 26
F. RISK REGISTER I: IDENTIFICATION ...................................................................................................................... 29
G. RISK REGISTER II: ANALYSIS .............................................................................................................................. 30
H. ISSUE LOG ........................................................................................................................................................... 31
iii
Kronos – a SHARE integrated timekeeping
solution
Project Management Plan (PMP)
Executive Summary
Introduction:
The purpose of this Project Management Plan is to provide a roadmap for
the project team to successfully execute and deliver Kronos – SHARE
integrated timekeeping solution to the Department of Health’s seven
facilities.
Background:
The Offices of Facilities Management put together a team to document the
current processes followed by the each facility for reporting time worked or
leave taken and identify requirements for an electronic time keeping
solution. This team was formed in 2007 and was comprised of
representatives from each facility.
Kronos was recommended as the solution due to the fact Kronos is in use
at New Mexico Behavioral Health Institute and Sequoyah Adolescent
Treatment Center. NMBHI integrated Kronos with SHARE during
implementation of the SHARE system. A list of other pre- and post- project
activities can be found in this section.
The purpose of the project is to provide DOH 24/7 Healthcare facilities
the ability to manage workforce staff to provide for adequate staffing that
meet necessary ratios as required by Federal and State Agencies. This
will include workforce planning activities to ensure proper acuity (Patient
to Staff Ratio) rates to maintain patient safety. Office of Facilities
Management (OFM) will standardize procedures and policy across the
facilities for using Kronos time keeper software.
Project Definition:
This section defines the scope, milestones, budget, quality baseline, project
governance, roles and responsibilities, initial risk identification and
procurement approach.
Project Strategy:
This section describes the strategy that will be used to manage the various
components of the project. These components include change, scope,
schedule, quality, human resources, communications, risks and issues
management.
4
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5
Introduction:
Project
Management Plan
Purpose:
The Project Management Plan (PMP) is the guide for
implementing the project known as Kronos – SHARE integrated
time keeping solution for the Department of Health’s (DOH) seven
facilities. The PMP documents assumptions and decisions
regarding communication, management process, execution and
overall project control. The ultimate purpose of the PMP is to
clearly define the roles, responsibilities, procedures and
processes that will result in the project being managed such that it
is completed on time, within budget, with the highest degree of
quality and in a manner in which the stakeholder trust, support
and confidence in the project will be maintained.
The PMP addresses all phases of the project life cycle and
ensures that the project will be managed holistically and not
incrementally as the project progresses over time. It is essential
that the PMP establish the metrics by which the success of the
project will be defined.
Project
Management
Policy:
Policy exists at the DOH Intranet site DOH PROJECT MANAGEMENT
POLICY which states in part, “It is the policy of the New Mexico
Department of Health (DOH) that all IT projects will be proposed,
approved, planned and implemented in accordance with a project
management methodology. All IT projects will be managed with
sufficient formality by the DOH Information Technology Services
Division (ITSD) to reasonably assure success.” The policy goes on to
define several distinct phases as follows:
1.
2.
3.
4.
5.
Origination;
Initiation;
Planning;
Execution and Control; and
Closing.
In respect to the Planning Phase, the policy goes on to state, “After
initiation the project manager will convene a project management team
to develop the project management plan including project timeline and
budget. Depending on the size and complexity of the project, the project
management plan may include a project schedule, budget,
communications plan, risk management plan, quality management plan
and transition to operations plan. IT projects certified by the Department
of Information Technology (DoIT) are required to have Independent
Verification and Validation (IV&V).”
The Execution and Control Phase component of the policy states,
“Projects will be completed in accordance with the project plan. The
project manager will report to the sponsor and other stakeholders.
Projects will be monitored by the project manager to ensure compliance
with the project management plan and to direct corrective action or
approve changes. Corrective actions and changes will be controlled.
6
DoIT-certified projects will submit monthly status reports to DoIT.”
PMP Standards:
The fundamental product of the Planning Phase is a Project
Management Plan (PMP). This PMP is a “formal, approved document
that defines how the project will be executed, monitored and controlled.”
This PMP follows the guidelines set forth by the NM Department of
Health (DOH) IT Services Division, which in turn are compatible with A
Guide to the Project Management Body of Knowledge, (PMBOK Guide),
Third Edition, Project Management Institute, Newton Square,
Pennsylvania.
7
Background
Pre-Project
Activities:
Prior to the initiation of this project, several related events or efforts have
occurred. These include the following:
Activity
1. Complete and submit forms
for DoIT certification
2. Complete Project charter
3. Meet with SHARE project
team
4. DoIT certification
presentation
Date
March 2008
March 2008
March 2008
March 2008
Post-Project Plans: Subsequent to the closing of this project, several related events or
efforts have been planned. These include the following:
Activity
1. Evaluate additional Kronos
modules for future acquisition
Date
July 2009
8
Project Definition
Scope:
Purpose:
The purpose of the project is to implement Kronos Timekeeper v.6.0.
This encompasses installation of badge swipe terminals at the NMDOH
Facilities and configuration of Kronos software as a service. Kronos
Timekeeper will integrate with SHARE to provide accurate time reports
and leave balances. Polices and procedures will also be created as
part of this project.
Objectives:
Successfully executing this PMP will result in the following objectives
being met:
1. Ability to manage workforce staffing to provide for adequate staffing
to meet necessary ratios
2. Standardize time keeping policies and procedures for Facility staff
3. Use of Kronos by Facilities’ Human resources staff
4. Decrease manual processing for time keeping and reporting into
SHARE
5. Manage work schedules to plan effectively and reduce the amount
of unnecessary overtime.
Deliverables:
Executing this PMP will also result in the deliverance of the following
products and/or services:
1. Configure and test Kronos software as a service at six NMDOH
facilities and the Los Lunas Community Program
2. Provide integration with SHARE for uploading employee time records
and leave balance reconciliation
3. Install swipe terminals in each facility
4. Create and deliver User Training Manuals
5. Document new policies and procedures
Work Breakdown Structure (WBS)
In the Appendix of this document, “Work Breakdown Structure” (WBS),
has been included that displays the organization of project activities
around deliverables in a hierarchical manner.
9
Milestones:
Event:
Initiation Phase
Planning Phase
Design Phase
Construction Phase
Acceptance Phase
Deployment Phase
Closeout Phase
Budget:
The Steering Committee has developed a detailed budget and included it in
the Appendix of this document (see Budget-Expenditure Report). A
summary of the budget is included below:
Category:
Staff:
Contractual Services:
Hardware:
Software:
Other:
Total:
Quality Baseline:
Completion:
June 2008
July 2008
August 2008
November 2008
December 2008
April 2009
May 2009
Amount:
$0
268,750.00
182,000.00
323,000.00
$773,750.00
To provide quality benchmarks or baselines, several products have been
developed or will be developed as project deliverables. These baselines
will be used to guide the Project Execution. These baseline products
are listed below.
1.
2.
3.
4.
5.
6.
Requirements definition
Project Management plan
Implementation strategy
Phase gate review strategy
Acceptance deliverables
Independent Verification and Validation
10
Governance:
A hierarchical chart depicting “Project Governance” is included.
Anita Westbrook
Executive Sponsor
IV &V
Consultant
Kronos
Steering
Committee
Edna Ortiz
Project Director
TJ Montoya
Project Manager
Business
Process Team
Contract
Project Manager
Technical
Team
Roles &
Responsibilities
This Plan defines the roles of the project members and their respective
responsibilities in the “Role Responsibility Matrix” on page of the
appendix.
Risk Identification:
During Project Planning, several potential events have been identified
that have potential significant, negative impacts upon time, cost, quality,
or scope. These risks are listed below.
Risks:
1. The creation of standard policies and procedures is important
for the successful implementation of Kronos.
2. Availability of subject matter experts from OFM, DFA,ITSD
3. Network at NMBHI may not handle the addition of Kronos.
4. Network at FBMC may not handle the addition of Kronos.
The risks identified above will be managed according to the Risk
Management Plan located in the following “Project Management
Strategy” section, using the documents located in the Appendix G.
During Project Execution, additional risks may arise. These newly
identified risks will also be managed according to this strategy.
11
Procurement
Approach:
The products or services required for the project are identified below
and designated for purchase from the State Price Agreement, from a
competitive proposal as a result of a Request for Proposals (RFP), or
on a Sole Source basis.
Product or Service:
1. IV&V Contract
2. Kronos – hw, sw, svcs
3. Peoplesoft integration
Procurement Method:
Statewide price agreement
Working with SPD and DoIT
Statewide price agreement
12
Project Management Strategy
Change
Management Plan:
Other project changes, though not as critical to project stability will follow a
decision making process. These changes include modifications to scope,
schedule, budget, and quality. Significant changes of these planning
components will be reviewed and approved or disproved by the steering
committee. If a modification or enhancement to the project has been
identified, a change request form must be filled out. The Steering
Committee will review the request to determine impacts to scope,
schedule, budget, quality and resources. The committee will recommend
accepting the change or rejecting the change and will provide supporting
information for the decision. The request will be documented by the
Project Manager and appropriate changes will be made to the Project
Management Plan.
Scope Management Most changes to scope are those requests that add, change, or delete
Plan:
project objectives or deliverables. Changes in scope, if at all possible,
will be avoided and any new objectives and/or deliverables deferred to a
follow-on project. Any proposed changes in scope will be analyzed for
impacts on the projects including these areas: schedule, budget and
quality. The findings will be presented to the Steering Committee for
approval or rejection. .
Schedule
Management Plan:
Subsequent to the approval of this PMP, a project schedule will be
developed that expands the deliverables oriented milestones and the
WBS included in the previous section, “Project Definition.” This
scheduling effort may require changes to the milestones in accordance
with the “Change Management Plan” included in this section.
Once the schedule has been approved, a baseline schedule will be
created using MS Project. Once the baseline is established, the schedule
will be modified as needed and as approved according to the “Change
Management” plan included in this section.
At regularly scheduled Steering Committee Meetings and in regularly
distributed Status Reports, the Project Manager will review actual
progress in respect to the plan. In particular, tasks on the project’s
Critical Path will be emphasized.
13
Quality
Management Plan:
Quality Management is an important aspect of any project to ensure the
product delivered is accepted and works as designed. There are number
of ways that quality has been built into this project. The first is IV&V,
which will verify the project meets it’s expected requirements through a
third party evaluation of the project
The second is the change management process, which assures that any
issues or changes that are made to the project are executed in a
structured manner. The most important of these is the change control
process to minimize the change of scope to the project and if scope does
change it is done knowing the impact to the project.
The third process for quality management is the risk management plan
which measures, mitigates and includes contingency plans for each risk.
Another part of the quality management plan is the Acceptance phase.
This phase includes testing of configured hardware and software. A
select group of stakeholders will be responsible for testing the
functionality and providing feedback to the Steering Committee. The
Steering Committee will provide guidance to the Project Director and
Sponsor on accepting or rejecting the deliverables of the Acceptance
Phase. If a recommendation for rejection is received, the Steering
Committee will work with the Stakeholders, Project Manager and Vendor
to provide corrective actions. Any corrective actions will be tested and
approved again by the stakeholders. Once approval is obtained by
Project Director and Sponsor, the project will move to the Implementation
Phase.
At the end each phase of the project, lesson learned will be created.
hese lessons learned will be incorporated into the next phase of the
project and also be part of the project library which will be available for
future projects to use.
Each phase of the project will undergo a review by the Steering
Committee to ensure the project remains on time, on schedule and within
budget. If the Steering Committee votes a no-go, the committee will
recommend corrective action to address those areas of the project that
do not meet the project deliverables.
All of these processes combined will create a product that has quality
built in not tested in after the fact. This creates an environment
minimizing the chaos that is normally a part of an IT implementation.
14
Communications
Communication will be effected through the
Management Plan:
distribution of Project Management
deliverables as specified below. This PMP
and any changes to it constitute one of the
deliverables. Status Reports will be
distributed as indicated below, using the
format specified in the Appendix J of this
document.
For other communication needs, Special
Bulletins will be distributed as needed.
Status, issues, and risks will also be
discussed at regularly scheduled project
meeting on a monthly basis, preceded by the
distribution of an Agenda and followed by the
distribution of Meeting Notes.
Meetings
Executive Sponsor:
Steering Committee:
Project Director:
Technical Team:
Business Process
Team
Stakeholders:
Special Bulletins:
As needed
Monthly
As needed
Monthly
Monthly
Status
Reports:
Monthly
Weekly
Monthly
Monthly
As needed
-
As Needed
As Needed
As Needed
As Needed
As Needed
As Needed
15
Risk Management
Plan (RMP):
Information technology (IT) projects have many inherent risks associated
with them. The technology itself, risks associated with introduction of
new and/or innovative ideas, organizational change issues, internal
project issues, external issues such as politics and the economy not to
mention social concerns around the introduction of technology. The list
of potential risks is almost limitless.
Risk management is the process of identifying potential project risk,
assessing the probability and severity of risk events, and planning
appropriate responses. Risk management is a priority task on any IT
project and is managed just like cost, schedule, scope and quality. For
this project, the Steering Committee has developed an approach that
address the following questions:
1.
2.
3.
4.
5.
6.
7.
As pertains to this project, what is a risk?
Can the various risks for this project be classified?
What generic strategies apply to this project’s risks?
Can these risks be rated?
How can these risks be “handled?”
How will these risks be tracked?
Who will manage the risks?
Strategy
Risk Identification – The process of identifying potential risks and
documenting the specific characteristics of each.
Risk Analysis – The process of determining the impact and likelihood of
the identified risks. This process may employ both qualitative and
quantitative techniques as deemed necessary to objectively evaluate
potential risks to the project.
Risk Mitigation – The process of mitigating the possibility of the risk and
assigning responsible individuals to identified risks. All identified risks will
have appropriate mitigation strategies/plans. For those risks that are
highly probable and have significant impact to the project will develop
contingency plans.
Risk Monitoring and Control – The process of tracking, evaluating and
responding to ongoing developments relative to project plans, risk
mitigation plans and specific contingency plans. Risk management is an
integral component of integrated project control. This is an ongoing
process for the duration of the project and will be part of every project
status meeting.
16
Issue Management
Plan:
With any project, no matter how comprehensive the planning process,
issues will arise that need to be addressed. This section of the project
management plan addresses how this process will be managed for the
Kronos project.
When an issue is identified, primarily by the project team, it will be
added to the issue log stored in the project library. 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 impact the project, will be brought to executive
sponsor’s attention for resolution.
The process of tracking an issue is below:
1) An issue is identified.
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.
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Appendix
A. Glossary
Assumptions
“Assumptions” means factors that, for planning purposes, are
considered to be true, real, or certain. Assumptions affect all
aspects of project planning, and are part of the progressive
elaboration of the project.
Budget Management
Plan
“Budget Management Plan” means an approach to tracking
expenditures in respect to the project’s approved budget.
Change Management
“Change Management” means identifying, documenting,
approving or rejecting, and controlling changes to the project
schedule, scope or budget.
Change Management
Plan
“Change Management Plan” means a procedure for approving or
disproving suggested changes to the Project Management Plan.
CIO
“CIO” means the Chief Information Officer of the Department of
Health.
Closing, Project
“Project Closing” is the final phase of the project and consists of
formal steps to declaring the project complete and no longer
active.
Communications Plan
“Communications Plan” means a document that determines the
information and communication needs of the project
stakeholders: who needs what information, when they will need
it, and how it will be given to them.
Constraints
“Constraints” means any restriction or limitation, either internal or
external to the project, which will affect the performance of the
project or a process.
Corrective Action
“Corrective Action” means changes made to bring expected
future performance of the project in line with the project
management plan.
Deliverables
“Deliverable” means any measurable, tangible, verifiable
outcome, result, or item that must be produced to complete a
project or part of a project. Often used more narrowly in
reference to an external deliverable, being a deliverable that is
subject to approval by the project sponsor or customer.
DOH
“DOH” means the Department of Health.
18
DoIT
“DoIT” means the New Mexico Department of Information
Technology.
Execution and Control,
Project
“Project Execution and Control” means that phase of a project
when the work identified in the Project Management Plan is
carried out and monitored.
Governance
“Governance” means the human resource organizational
structure that is applied to the project.
Independent
Verification &
Validation
“Independent Verification & Validation” means a review of project
management deliverables and/or project deliverables by an
independent entity not on the project team and not a project
stakeholder.
Initiation, Project
“Project Initiation” means the phase that follows the Project
Origination, sometimes referred to as the Project Proposal phase
and consists primarily of organizing a project team prior to the
Project Planning phase.
ISB
“ISB” means the Implementation Services Bureau of the
Information Technology Services Division.
Issue
“Issue” means an existing condition or an arising event that is
preventing successful completion of a project deliverable until the
project team satisfactorily addresses the condition or event.
Issue Management
Plan
“Issue Management Plan” means a method to identify, track, and
address issues.
IT
“IT” means Information Technology.
ITSD
“ITSD” means the Information Technology Services Division of
DOH.
IV&V
“IV&V” means Independent Verification & Validation
Large Project
“Large Project” means a project that scores 8 to 9 points on the
Project Scoring Matrix and may require certification by DoIT.
DoIT certification is required for projects that cost more than
$100,000 per year and/or more than $1,000,000 over the life of
the project.
Maintenance and
Support
“Maintenance and Support” means the necessary day-by-day
tasks required to keep a system operational.
Medium Project
“Medium Project” means a project that scores 5 to 7 points on the
“Milestone” means a significant event in the project, usually
completion of a major deliverable.
19
MS Projects Schedule
“MS Projects Schedule” means a project schedule developed
using Microsoft’s Project software.
Origination, Project
“Project Origination” means the first project phase and consists of
obtaining management approval to start the Project Initiation
phase.
Planning, Project
“Project Planning” means the work necessary to define project
parameters and methods to manage work in respect to the
parameters.
PMP
See Project Management Plan.
Project
“Project” means a planned undertaking for the design and
application of information technology to an agency's mission
through clearly defined goals and objectives within specific
resource constraints.
Project Charter
“Project Charter” means a document approved by the project
sponsor and/or senior management that formally authorizes the
existence of a project.
Project Governance
“Project governance” means the governing body for the project.
The committee should include the project sponsor, the project
manager and key stakeholders.
Project Management
“Project Management” means the process of planning,
monitoring, and evaluating the resources and timelines of a
project and taking corrective action to ensure the successful
completion and implementation of a project.
Project Management
Plan
“Project Management Plan” or “Project Plan” means a formal,
approved document used to guide both project execution and
project control. A project management plan may be summary or
detailed.
Project Manager
“Project Manager” means the individual assigned by DOH to
achieve the project’s objectives. The project manager may be a
contractor.
Project Proposal
“Project Proposal” means a business-based description of the
project that provides information necessary to support the
decision to approve the project. The project proposal must
identify a business need and lay the foundation for developing a
potential solution to meet that need.
Project Schedule
“Project Schedule” means the planned dates for performing
activities and the planned dates for meeting milestones.
20
Project Sponsor
“Project Sponsor” means the person representing the
organizational group who will be the recipient of the project
benefits, who will ensure the business objectives and needs are
met and that funding for the project is made available.
Project Team
“Project Team” means those individuals who have responsibilities
assigned in the Project Management Plan.
Quality Management
Plan
“Quality Management Plan” means an approach to developing a
quality plan or benchmark, assuring that the plan is adequate,
and then the execution of the plan during the execution of the
project.
Risk
“Risk” means a potential events that could have significant,
negative impacts upon time, cost, quality, or scope
Risk Management
“Risk Management” means the systematic process of identifying,
analyzing, and responding to project risk. It includes maximizing
the probability and consequences of positive events and
minimizing the probability and consequences of events adverse
to project objectives.
Risk Management Plan
“Risk Management Plan” means an approach to identifying,
analyzing, responding to or handling, and tracking risks.
Role & Responsibility
Matrix
“Role & Responsibility Matrix” means a two-dimensional table
with the roles shown in the first column and the responsibilities
shown in the first row. Intersecting cells are “checked” or “x’d” ti
indicate the responsibilities for each role.
Schedule Management
Plan
“Schedule Management Plan” means the approach to
scheduling, assigning, and track work defined by the Project
Management Plan.
Scope
“Scope” means the work that must be done to deliver a product
with the specified features and functions and includes means the
definition of the project’s purpose, objectives, and deliverables.
Scope Change
“Scope Change” means any change to the project’s purpose,
objectives, or deliverables. A scope change usually requires an
adjustment to the project cost, schedule, or quality. A change
management plan defines the process, authority and tracking of
changes to project scope.
Scope Management
Plan
“Scope Management Plan” means a process to ensure that the
project’s purpose, objectives, and deliverables have been
successfully accomplished and a process used to review and
approve or disapprove changes to the scope.
Server
“Server” means a computer or device on a network that manages
network resources.
21
Small Project
“Small Project” means a project that scores 3 to 4 points on the
Project Scoring Matrix.
Software, Application
“Application Software” means computer software that employs
the capabilities of a computer directly and thoroughly to a task
that the user wishes to perform
See “Application Software.”
“Windows Server Software” means a brand name for server
operating systems released by Microsoft Corporation.
“State CIO” means the State Chief Information Officer, a cabinetlevel officer.
Software, Business
Software, Windows
Server
State CIO
Steering Committee
“Steering Committee” means a group of managers or key
personnel who have a vested interest in an IT project or in IT
projects in general.
WBS
Work Breakdown
Structure
See “Work Breakdown Structure.”
“Work Breakdown Structure” means a hierarchal chart that
depicts the deliverables and the work required to produce them.
Work Breakdown
Structure
“Work Breakdown Structure (WBS)” means a deliverableoriented grouping of project elements that organizes and defines
the total work scope of the project. Each descending level
represents an increasingly detailed definition of the project.
22
B. Work Breakdown Structure
0
WBS Kronos
1
Initiation Phase
2
Requirements/Analysis
3
Design Phase
4
Construction
5
Acceptance
6
Deploy
7
Closeout
1.1
Project Charter
2.1
Business Requirements
3.1
Design Environment
4.1
Establish test environme
5.1
Establish acceptance cri
6.1
Establish deployment env
7.1
Lessons Learned
1.2
Proposed Solution
2.2
Business Process Model
3.2
Technical Architecture
4.2
Refine System Standards
5.2
Review test results
6.2
Deploy operational syste
7.2
Sponsor Sign off
1.3
Timeline
2.3
Logical Data Model
3.3
System Standards
4.3
Configure software
5.3
Accept Test results
6.3
transition support respo
2.4
Functional Specification
3.4
Physical Database
4.4
Integration and System t
5.4
Update materials
3.5
System Prototype
4.5
User Training manuals
3.6
Technical Specifications
4.6
Technical documentation
23
C. MS Projects Schedule
TO BE DETERMINED DURING PLANNING PHASE
24
D. Budget-Expenditure Report
Category:
Budgeted
Contract
Amount
$0.00
(Over)/
Under
$0.00
$268,750.00
$0.00
Date
Staff:
Contractual Services:
07012008
IV&V Contract
$30,000.00
$30,589.00
% Exp.
0.0%
($589.49)
0.0%
3.4%
Hardware:
$182,000.00
$0.00
0.0%
Software:
$323,000.00
$0.00
0.0%
Other:
$0.00
$0.00
0.0%
Total:
$0.00
$0.00
0.0%
25
E. Roles and Responsibilities
The role of the steering committee is to:







provide strategic oversight for the project;
maintain project focus and direction, ensuring that the project stays on track, according to defined goals, requirements and deliverables;
resolve conflicts and make decisions regarding proposed changes to project scope and deliverables;
provide management support, direction and advice to the project manager and the project management team;
monitor project progress and respond to problems as needed on a management level;
ensure that projects are in alignment with changing business circumstances and objectives;
provide a global perspective that may not otherwise be available to an individual project team.
Steering Committee Members
Name
Group
Role
Responsibility



Anita Westbrook
Office of Facilities
Management
Project Sponsor
Steering Committee
Member





Participate in planning sessions,
Ensure project staff availability,
funding, and contract management
Review and accept the initial risk
assessment, management plan,
project plan, and budget
Provide management review and
accept changes to project plan,
contract or deliverables
Attend executive requirements reviews
and resolve requirements problems
Empower the Project Manager
Communicate with the Department of
Health
Champion the project
Contribute to lessons learned
Contact Information
Email: Anita.Westbrook@state.nm.us
Phone: 505.476.9055
Location: Runnels Bldg - SF
26






Edna Ortiz
Office of Facilities
Management
Project Director
Steering Committee
Member










Tammy Jo (TJ)
Montoya
Implementation
Services Bureau
Project Manager












Facilitate Executive Committee
Meetings
Participate in planning sessions
Ensure project staff availability,
funding, and contract management
Review and accept the initial risk
assessment, management plan,
project plan, and budget
Appoint Committee and Team
members
Provide management review and
accept changes to project plan,
contracts or deliverables
Ensure user and sponsor acceptance
Attend executive requirements reviews
and resolve requirements problems
Adjudicate any appeals relative to
Steering Committee decisions
Cast the deciding vote where a
consensus cannot be reached by the
Steering Committee
Empower the Project Manager
Communicate with the Executive
Sponsor and Department of Health
Champion the project
Contribute to lessons learned
Develop initial management plan and
project plan
Provide leadership for a coordinated
project effort
Document project assumptions,
constraints, and critical success factors
Conduct initial risk assessment
Facilitate project meetings
Assign tasks
Track schedules
Develop detailed plans with project
team for risk, change, quality
Ensure project consensus
Manage expectations
Report on project status
Maintain issues log
Maintain action items log
Promote and practice change
management
Close-out action items
Email: Edna.Oritz1@state.nm.us
Phone:505.827.2712
Location: Runnels Bldg - SF
Email: Tammyjo.Montoya@state.nm.us
Phone: 505.827.2540
Location: Runnel Bldg - SF
27



John Prihoda
Department of
Finance and
Administration




Steering Committee
Member


Robert Mayer
Information
Technology
Services Division




Steering Committee
Member


Value teamwork, cooperation, and
planning
Champion the project
Facilitate lessons learned process
Attend and participate in meetings
Review and accept deliverables
Review presented documentation
Balance larger picture versus details of
project
Review
project
funding
and
expenditures
Champion the project
Attend and participate in meetings
Review and accept deliverables
Review presented documentation
Balance larger picture versus details of
project
Review
project
funding
and
expenditures
Champion the project
Email: John.Pridoda@state.nm.us
Phone: 505.476.7629
Location: Bataan Memorial Bldg - SF
Email: Robert.Mayer@state.nm.us
Phone: 505.827.0536
Location: Runnels Bldg - SF
Business Process Team – This team will create policies and procedures based on Kronos technology capabilities and time reporting expectations of the Office of Facilities
Management. The members of the team will consist of subject matter experts. These SMEs will be Hospital Administrators, Human Resources Managers, Payroll Clerks, SHARE and
Kronos SMEs. The Project Direct and Project Manager will also serve on this team. A team leader will be identified. Responsibilities for the team members include:

Produce the required deliverables according to plan;

Use structured communication mechanisms (meetings, status reports and related practices) to promote information flow, informed consent, decision escalation and
problem resolution;

Cooperate and collaborate, treating all team members with courtesy and respect;

To follow assigned work responsibilities, minimizing redundancies and leveraging complementary skills;

Promote a positive work environment to encourage an open exchange of ideas, dissent and feedback
Technical Team – This team will identify technical requirements for installation of hardware and network bandwidth. Technical support will be needed for SHARE integration.
Members of this team will be assigned tasks with due dates. Responsibilities will be the same as the Business Process team.
28
F. Risk Register I: Identification
ID #
IDENTIFICATION: Potential Risk Event
The creation of standard policies and procedures is important for
1 the sucessful implementation of Kronos
2
Availability of subject matter experts from OF, DFA ITSD
3 Newtowrk at NMBHI may not handle the additon of Kronos
4
Network at FBMC may not handle the addition of Kronos.
Description
This refers to OFM department policies that must be adapted to Kronos capabilities. Alll Facilities employees must
be required to follow once they are created.
Subject matter experts will be part of the Business Process and/or Technical team and are valuable to the success of
this project. It will important to have the support of their functional managers to allocate time for the project.
The network at NMBHI is not in the best condition. Bandwidth may not be sufficient to run Kronos.
The network at FMBC is not in the best condition. Bandwidth may not be sufficient to run Kronos.
5
6
7
8
9
10
11
12
13
14
15
16
17
18
29
Source
1 Polices created.
X
2 Availability of Staff
X
3 Network performance at NMBHI
X
X
4 Network performance at FBMC
X
X
id
an
ce
Tr
an
sfe
re
M
nc
it i
e
ga
tio
n
Ac
ce
pt
an
ce
t
Impact (Hi, Lo, Med)
Av
o
Q
Co
s
Ti
m
e
ab
i
Pr
ob
Prob
ua
lit
y
Sc
op
e
lit
y
s
es
in
hn
i
Bu
s
Te
c
te
r
In
t
ID #
Ex
er
n
al
na
l
ANALYSIS: Potential Risk Event
ca
l
G. Risk Register II: Analysis
Strategy
X
L
H
L
H
H
X
X
M
M
M
H
H
X
X
H
H
M
H
L
X
H
H
M
H
L
Lo
Lo
Lo
Lo
Lo
Med
Med
Med
Med
Med
Hi
Hi
Hi
Hi
Hi
X
X
X
5
6
7
8
9
10
11
12
13
14
15
16
17
18
30
H. Issue Log
Issue
#
Issue Mgr.
Activity Date
Activity
Date
Resolved
1
2
3
4
5
6
7
31