CAMPAIGN FINANCE INFORMATION SYSTEM
P R O JE C T M A N A GEM E N T PLA N
(PMP)
EXECUTIVE SPONSOR – MARY HERRERA AND NM STATE LEGISLATORS
BUSINESS OWNER - DON FRANCISCO TRUJILLO II
PROJECT MANAGER – JOSE HERNANDEZ
ORIGINAL PLAN DATE: APRIL 6, 2009
REVISION DATE:
REVISION: VERSION 1.0
PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
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 .............................................................................................................................................1
1.3 CONSTRAINTS ..........................................................................................................................................................2
1.4 DEPENDENCIES.........................................................................................................................................................2
1.5 ASSUMPTIONS.....................................................................................................................................................3
1.6 INITIAL PROJECT RISKS IDENTIFIED..............................................................................................................................3
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE .............................................................................. 5
2.1 STAKEHOLDERS ........................................................................................................................................................5
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..............................................................................................................................................7
3.0 SCOPE .............................................................................................................................................................. 8
3.1 PROJECT OBJECTIVES ................................................................................................................................................8
3.1.1 Business Objectives .....................................................................................................................................8
3.1.2 Technical Objectives ....................................................................................................................................8
3.2 PROJECT EXCLUSIONS ................................................................................................................................................9
3.3 CRITICAL SUCCESS FACTORS .......................................................................................................................................9
4.0 PROJECT DELIVERABLES AND METHODOLOGY ................................................................................................. 9
4.1 PROJECT MANAGEMENT LIFE CYCLE ............................................................................................................................9
4.1.1 Project Management Deliverables ............................................................................................................10
4.1.2 Deliverable Approval Authority Designations ...........................................................................................11
4.1.3 Deliverable Acceptance Procedure ............................................................................................................12
4.2 PRODUCT LIFE CYCLE .........................................................................................................................................12
4.2.1 Technical Strategy .....................................................................................................................................13
4.2.2 Product and Product Development Deliverables .......................................................................................13
4.2.3 Deliverable Approval Authority Designations ...........................................................................................14
4.2.4 Deliverable Acceptance Procedure ............................................................................................................14
5.0 PROJECT WORK .............................................................................................................................................. 15
5.1 WORK BREAKDOWN STRUCTURE (WBS) ....................................................................................................................15
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE ................................................................................................................16
5.3 PROJECT BUDGET ...................................................................................................................................................16
5.4 PROJECT TEAM ......................................................................................................................................................17
5.4.1 Project Team Organizational Structure .....................................................................................................17
5.4.2 Project Team Roles and Responsibilities ...................................................................................................18
5.5 STAFF PLANNING AND RESOURCE ACQUISITION..................................................................................................19
5.5.1 Project Staff ...............................................................................................................................................19
5.5.2 Non-Personnel resources ...........................................................................................................................20
5.6 PROJECT LOGISTICS ...........................................................................................................................................20
REVISION: 1.0
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
5.6.1 Project Team Training ...............................................................................................................................21
6.0 PROJECT MANAGEMENT AND CONTROLS ...................................................................................................... 21
6.1 RISK AND ISSUE MANAGEMENT.................................................................................................................................21
6.1.1 Risk Management Strategy .......................................................................................................................22
6.1.2 Project Risk Identification ..........................................................................................................................22
6.1.3 Project Risk Mitigation Approach ..............................................................................................................22
6.1.4 Risk Reporting and Escalation Strategy.....................................................................................................23
6.1.5 Project Risk Tracking Approach .................................................................................................................23
6.1.6 ISSUE MANAGEMENT ................................................................................................................................23
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V .............................................................................................24
6.3 SCOPE MANAGEMENT PLAN ....................................................................................................................................24
6.3.1 Change Control ..........................................................................................................................................25
6.4 PROJECT BUDGET MANAGEMENT..............................................................................................................................26
6.4.1 Budget Tracking ........................................................................................................................................27
6.5 COMMUNICATION PLAN ..........................................................................................................................................28
6.5.1 Communication Matrix .............................................................................................................................30
6.5.2 Status Meetings ........................................................................................................................................32
6.5.3 Project Status Reports ...............................................................................................................................33
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) ......................................................................................33
6.6.1 Baselines....................................................................................................................................................34
6.6.2 Metrics Library ..........................................................................................................................................34
6.7 QUALITY OBJECTIVES AND CONTROL ................................................................................................................34
6.7.1 quality Standards ......................................................................................................................................34
6.7.2 Project and Product Review AND ASSESSMENTS ......................................................................................35
6.7.3 Agency/Customer Satisfaction ..................................................................................................................35
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS .......................................................................................36
6.8 CONFIGURATION MANAGEMENT .....................................................................................................................36
6.8.1 Version Control ..........................................................................................................................................36
6.8.2 Project Repository (Project Library) ...........................................................................................................36
6.9 PROCUREMENT MANAGEMENT PLAN ..............................................................................................................37
7. 0 PROJECT CLOSE ............................................................................................................................................. 37
7.1 Administrative Close .....................................................................................................................................37
7.2 Contract Close ..............................................................................................................................................37
ATTACHMENTS .................................................................................................................................................... 38
REVISION: 1.0
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
REVISION HISTORY
REVISION NUMBER
DATE
COMMENT
1.0
April 6, 2009
Campaign Finance Information System Project
Management Plan (CFIS)
REVISION: 1.0
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
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.
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
1.0 PROJECT OVERVIEW
The Project Overview sets the stage for the details of the project and begins the “story” of the project and plan.
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT
The purpose of this project is to design, develop and implement the Campaign Finance
Information System (CFIS) to replace the currently installed Political Finance Reporting System
(PFRS) to be more user friendly, increase functionality, enhance administrative support and to
make this immediately accessible to the public.
For the Bureau of Elections and Ethics Administration, the purpose of this effort is to increase
public confidence in the conduct of elections and the electoral process; to assist local election
officials through ongoing education and training; to educate and ensure compliance with
governmental ethics laws by persons subject to their provisions; to improve the management of
reports and other documents filed by reporting entities; to successfully implement electronic
filing of campaign finance reports; to improve access to records; and to adopt administrative
rules and regulations and internal procedures.
1.2 FUNDING AND SOURCES
SOURCE
AMOUNT
ASSOCIATED
RESTRICTIONS
APPROVERS
HOUSE BILL 2,
LAWS OF 2008,
SECTION 7, ITEM
19
$176,500.00
SINCE THE
PROJECT IS A
CUSTOM BUILT
APPLICATION
THAT WILL HAVE
IMPACT ACROSS
THE STATE THE
SOS WILL
PROVIDE THE
COMPLETE
ARCHITECTURE
INCLUDING
NETWORK,
SECURITY, EMAIL AND
SYSTEM
DEPENDENCIES
PCC-PROJECT
CERTIFICATION
COMMITTEE, DFA,
EXECUTIVE
SPONSOR-MARY
HERRERA,
BUSINESS
OWNER-DON
FRANCISCO
TRUJILLO II
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
1.3 CONSTRAINTS
Constraints are factors that restrict the project by scope, resource, or schedule.
NUMBER
DESCRIPTION
1
$176,500.00 in funding is approved for project upon delivery of required
documents as specified by the Department of Information Technology
Cabinet Secretary State Chief Information Officer
2
Timely submission of IT Project Certification for PCC approval and
certification
3
In house application developer capability of meeting deadlines and
developing new Campaign Finance Information System application
4
Project must be fully operational no later than July 1, 2009
5
Training for the Secretary of State Office Project Team, County Clerks,
Candidates, Lobbyists and Political Action Committees (PAC) before the
October 2009 Bi-Annual Report is due
6
Bi-Annual Report due October 12, 2009. All incumbents, lobbyists,
candidates and political action committees with an open account must
report finances
1.4 DEPENDENCIES
Types include the following and should be associated with each dependency listed.



Mandatory dependencies are dependencies that are inherent to the work being done.
D- Discretionary dependencies are dependencies defined by the project management team. This may also
encompass particular approaches because a specific sequence of activities is preferred, but not mandatory
in the project life cycle.
E-External dependencies are dependencies that involve a relationship between project activities and nonproject activities such as purchasing/procurement
NUMBER DESCRIPTION
TYPE M,D,E
1
COMPLETE PROJECT CHARTER DEFINING SCOPE
M
2
DEVELOP PROJECT MANAGEMENT PLAN
M
3
PCC APPROVAL GATE AND AGENCY PRESENTATIONS
M
4
PURCHASING EQUIPMENT AND SOFTWARE TO HOUSE D,E
NEW APPLICATION
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
NUMBER DESCRIPTION
TYPE M,D,E
5
D,E
THE SUPPORT FROM THE DEPARTMENT OF
INFORMATION TECHNOLGY ASSISTING THE
SECRETARY OF STATE’S STAFF IN THE PURSUIT OF
THE MANAGEMENT OF THIS PROJECT AND
CONSULTATION TO MAKE THIS PROJECT A SUCCESS
BY IDENTIFYING BARRIERS THAT WOULD INCREASE
THE RISKS OF THIS PROJECT
1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
NUMBER
DESCRIPTION
1
New Campaign Finance Information System (CFIS) will be completed by
July 1, 2009
2
Certifications will be approved at each phase of the project
3
Adequate personnel resources will be available to perform work
4.
Testing by SOS personnel of new CFIS application before July 1, 2009
5.
Training will be provided to SOS Project Team of new CFIS application
tentatively for the month of August 2009
1.6 INITIAL PROJECT RISKS IDENTIFIED
In this section identify and describe how each risk will be managed. Include the steps that will
be taken to maximize activity that will result in minimizing probability and impact of each risk.
Risk 1 Providing Deliverables to Department of Information Technology
Description- Preparing and
gathering Documents by
management and project
manager for certification
process of TARC and PCC
review
PAGE 3
Probability 75 percent
Impact CERTIFICATION OF
PROJECT MANAGEMENT PLAN
AND RELEASE OF FUNDS
Mitigation Strategy -The Office of the Secretary of State has created a
Project Management Team and Steering Committee to provide
guidance, leadership and develop strategies to produce the deliverables
required for this project. Understand and follow DoIT’s Project
Certification Timeline and Gates process. Request support from
assigned DoIT consultant.
PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
Contingency Plan
 Review and Revise the original CFIS Project Charter
 Develop a Project Management Plan and Scope of Change
Status Report for the Campaign Finance Information
System
 Identify all deliverables that are associated with this
project
 Prepare CFIS Project Schedule using Project Management
Software (preferably GANT chart style)
 Gather and Develop all identified deliverables for the
TARC and PCC presentations




Set up a date for testing and training of new Campaign
Finance Information System.
Invite designated parties to participate in the testing phase
of the new application.
Document and produce a user guide of all electronic
functions by June of 2009.
Implement recommendations submitted by participants.
Risk 2 Developing CFIS Application Internally
Description – Designing in
house CFIS Oracle based
application
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Probability 75 per cent
Impact UTILIZING BEST
PRACTICES AND SUPPORTING IN
HOUSE APPLICATION
Mitigation Strategy – Develop a Business Continuity and Disaster
Recovery plan specific for this new CFIS application.
Contingency Plan
 Identify SOS IT staff roles in assisting the developer
 Input from the Bureau of Elections Ethics personnel in the
design stage of the project
 Assist developer in documentation, system testing
methodology and user defined functionality and developing
final output of reports
 Develop and Independent Validation and Verification contract
to analyze, identify risks, develop Risk Management Plan,
and provide technical advice of CFIS in house application
 Identify short and long term application backup support plan
in the event in house developer is no longer available or
moves on
 Develop proper documentation and design of CFIS application
 Develop Training Plan for IT staff supporting this new
application
 Develop periodic scheduled User Acceptance Testing of CFIS
application
PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
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
List all of the major stakeholders in this project, and state why they have a stake. . Stakeholders are individuals and
organizations that are actively involved in the project, or whose interests may be positively or negatively affected as
a result of project execution or project completion. They may also exert influence over the project and its results.
NAME
STAKE IN PROJECT
ORGANIZATION
TITLE
Mary Herrera
Project Sponsor/Users
SOS
Secretary
of State
Don Francisco
Trujillo II
Business Owner
SOS
Deputy
Secretary
of State
New Mexico State
Legislators
Project Sponsor
SOS
New
Mexico
Legislators
County, District and
State wide
(Executive Branch)
Judicial Candidates
Users
Candidates
New
Mexico
candidates
and office
holders
Lobbyists
Users
Lobbyists
Employer
New
Mexico
Lobbyists
Political Action
Committees (PACs)
Users
Various
New
Mexico
Political
Action
Committee
Members of the
Media
Reporters
New Mexico
Media affiliated
Media
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
NAME
STAKE IN PROJECT
ORGANIZATION
TITLE
Jose Hernandez
IT Project Management Support
SOS
Project
Manager
Patricia Lemus
Lead Technical Support
SOS
Business
Analyst
Tessa Jo Mascarenas
Ethics Administrative Support
SOS
Ethics
Administra
tor
Tracey Littrell
Ethics Administrative Support
SOS
Ethics
Administra
tor
Brad Allen
CFIS Application Developer
SOS
Database
Administra
tor
2.2 PROJECT GOVERNANCE STRUCTURE
2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE
Mary Herrera
Executive Project Sponsor
Don Francisco Trujillo II
Business Owner
Kelli Fulgenzi
Interim IT Director/BOE Administrator
Jose Hernandez
Project Manager
PCC
Project Certification Committee
AJ Salazar
Elections Director
Brad Allen
Database Administrator
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
The new Campaign Finance Information Reporting system will not interface with any
other State application system. This is a standalone in house developed Oracle database
system that will include a search engine. This application will be supported internally by IT
staff with the guidance of the Oracle Database developer and accessible by Candidates,
PACS, and Lobbyist through a secure website. Due to the timeliness and budget constraints
of this project, the Office of the Secretary of State decided to proceed with the development
of the new Campaign Finance Information System internally.
2.3 EXECUTIVE REPORTING
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
3.0 SCOPE
3.1 PROJECT OBJECTIVES
3.1.1 BUSINESS OBJECTIVES
NUMBER
DESCRIPTION
Business Objective 1
To provide a user friendly Campaign Finance Information System
(CFIS) via the internet to all candidates, lobbyists and political
action committees reporting financial information
Business Objective 2
To provide upon request to media representatives and public
inquiries a complete CFIS data file in a standard format
Business Objective 3
To allow the Secretary of State’s Office IT staff full administrative
and support of the new Campaign Finance Information System
(CFIS)
3.1.2 TECHNICAL OBJECTIVES
NUMBER
DESCRIPTION
Tech. Objective 1
Major technical objective is to redesign and develop a Campaign
Finance Information System that will allow candidates, lobbyists,
political action committees, media and the public to input data,
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
NUMBER
DESCRIPTION
create reports or search capabilities utilizing an Oracle database
structure
Tech. Objective 2
The ability to maintain and enhance the new CFIS application inhouse without depending on third party resources
3.2 PROJECT EXCLUSIONS
Due to time constraints an exemption request for the Independent Verification and Validation
requirement of the Campaign Finance Information System project shall be submitted.
3.3 CRITICAL SUCCESS FACTORS
Identify the critical success factors for achieving success in this project. Metric are key to
understanding the ability of the project to meet the end goals of the Executive Sponsor and the
Business Owner, as well as the ability of the project team to stay within schedule and budget.
See also section 6.7 Quality Objectives and Controls.
NUMBER
DESCRIPTION
QUALITY METRICS
PROJECT MUST BE COMPLETED AND IN PRODUCTION BY
JULY 1, 2009
1
QUALITY METRICS
2
QUALITY METRICS
3
QUALITY METRICS
4
ACCEPTANCE OF IT PROJECT CERTIFICATION TIMELINE
AND GATES PROCESS
APPLICATION DEVELOPER PROVIDING CODE, COMPLETE
SYSTEM ARCHITECTURAL DESIGN DIAGRAMS INCLUDING
NETWORK, SECURITY, EMAIL, SYSTEM DEPENDENCIES
USER REQUIREMENTS DOCUMENTATION
PROVIDE REQUIRED DOCUMENTATION ON THE PROJECT TO
INCLUDE: COMPLETE PROJECT MANAGEMENT PLAN
PROJECT SCHEDULE; IDENTIFY KEY MILESTONES,
TRANSITIONS, TESTING AND TRAINING PLAN
4.0 PROJECT DELIVERABLES AND METHODOLOGY
4.1 PROJECT MANAGEMENT LIFE CYCLE
Phase
PAGE 9
Summary of Phase
Key Deliverables
PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
Initiation Phase Certification
Overall scope of the
Campaign Finance
Information System,
governance plan, performance
measures, business and
technical objectives
Project Charter and
Certification
Planning Phase
Manage project execution,
control and close. Document
planning assumptions and
decisions, facilitate
communication among
stakeholders, document
approved scope, cost and
schedule baselines
Project Management Plan and
Certification of PMP, Detail
System Design-Statement of
Work, Detail Technical
Assessment- hardware,
software and
telecommunication
requirements
Implementation Phase
Quality Assurance Testing,
User Acceptance Support and
Programming Development
Present an Independent
Validation and Verification
report, Quality Assurance Plan
and Results Report of prior
phase deliverables submitted
with certification request
Closeout Phase Certification
Deployment of the Campaign
Finance Information System
Project Closeout Report
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.
1. Project Management Plan
2. Detailed System Design
3. Detailed Technical Assessment
4. Programming Development
5. Quality Assurance Testing
6. User Acceptance Support
7. Deployment
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
4.1.1.1 Mission Critical
Description – New Campaign
Finance Information System web
based application that is user
friendly and readily accessible via
the internet
Deliverable Acceptance Criteria:
Project is mission critical to the Secretary of State Office;
Project cost is equal to or in access of $100,000.00;
Project impacts customer on-line access;
Project is one deemed appropriate by the Secretary of the
DoIT
Standards for Content and Format – Feedback from the
UCLA California Voter Project and Law Center; Legislators;
Reporters
Quality Review -Comply with the Campaign Reporting Act
(Sections 1-19-26 NMSA 1978) as it reads at the time of the
signing of the project charter
4.1.1.2 Architectural Design
Description – Project impacts
customer on-line access and
disruptions resulting from
inadequate technical security
Deliverable Acceptance Criteria – Project is an internet
based-on-line system available to all candidates, political
action committees, lobbyists and citizens of the State of New
Mexico
Standards for Content and Format – Provide architectural
plan and secure certificate credentials for a secure website
Quality Review – Comply with DoIT Office of Security
Policies and Procedures on defining metrics and practices for
secured websites
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
1
Project Management Plan (PMP)
DoIT Project
Certification
Committee
Date
Pending
2
Statement of Work Detail System
Design
DoIT Project
Certification
06/30/08
3
Hardware, software and
telecommunication requirements
Detail Technical Assessment
SOS IT Director,
staff
06/01/08
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
DATE
APPROVED
4
Commencement of project
Programming Development
SOS staff
08/01/08
5
New Campaign Finance Information
System (CFIS) development code
tested and approved Quality
Assurance Testing
DoIT PCC
Pending
6
Fully functioning CFIS system ready
for testing User Acceptance Support
Political Action
Committees
(PACS), Legislators,
Candidates,
Lobbyists, and SOS
staff
Pending
7
Fully functioning CFIS application
Deployment
DoIT PCC and SOS
staff
07/01/09
4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE
Describe the process that this project will use for the formal acceptance of all deliverables.
1. The IT Project Certification Timeline and Gates process administered and approved by DoIT
2. The Secretary of State Ethics and IT staff will provide guidance and acceptance approvals as
needed
3. Schedule training and testing dates by approvers of this project i.e. (SOS staff, PAC’s,
Candidates, Lobbyists, and Legislators)
4.2 PRODUCT LIFE CYCLE
“During the project management lifecycle, agencies shall select and implement a phase product
development lifecycle methodology approved by the Department.” PROJECT OVERSIGHT
PROCESS Memorandum
Phase
Summary of Phase
Key Deliverables
Initiation Phase
Project Charter Created
Scope of work and purpose of
project defined
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
Planning Phase
Project Management Plan
Define documentation, project
timeline, user requirement
documentation, system testing
methodology, project schedule
and system architectural
design diagrams
Implementation Phase
Independent Verification and
Validation and report results
of prior phase
The SOS will pursue an IV &
V process to validate and
verify the results of the
application with both State
Legislators and members of
the media
Closeout Phase
Project closeout and lessons
learned report
A closeout notification of the
end of this project will be
issued by the SOS IT director
4.2.1 TECHNICAL STRATEGY
Discuss the key technical strategies for achieving success in this project.

Provide System Architectural Design Diagram (ERD Diagram) by developer

Identify application code created for the Campaign Finance Information System

Setup system testing methodology capturing feedback from reporters, legislators, users,
citizens and other qualified entities

Involve SOS information technology staff in all phases of this project for current and
future support

Implement Candidate Campaign Electronic Reporting Requirements process
administered by the Ethics Department of the Secretary of State Office

Create a Campaign Finance Information System user guide of new system

Provide formal training of CFIS to Secretary of State relevant staff
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.
Please Refer to 4.1 Project Management Deliverables.
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
4.2.2.1 Deliverable 1 Name
Description
Deliverable Acceptance Criteria Standards for Content and Format Quality Review -
4.2.2.2 Deliverable 2 Name
Description -
Deliverable Acceptance Criteria Standards for Content and Format Quality Review -
4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
Complete the following table to identify the deliverables this project is to produce, and to name
the person or persons who have authority to approve each deliverable.
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
1
Project Management Plan
DoIT PCC
2
Detail System Design
DoIT PCC
3
Detail Technical Assessment
SOS IT Director
4
Programming Development
SOS Staff
5
Quality Testing
DoIT PCC
6
User Acceptance Support
PACs, Legislators,
Lobbyists, SOS
Staff
DATE
APPROVED
4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE
Describe the process that this project will use for the formal acceptance of all deliverables.
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
5.0 PROJECT WORK
5.1 WORK BREAKDOWN STRUCTURE (WBS)
A WBS is a deliverable-oriented grouping of project elements that organizes and defines the total
work scope of the project. Describe the work activities that comprise the work breakdown
structure (WBS) or the work packages within the WBS. Identify the WBS element or other work
package identifier and provide a general description of the tasks or activities, the definition or
objectives, and the milestones and deliverables of each work package.
Use the chart below for highest level presentation, and provide a more detailed WBS as an
attachment to this project plan.
Identifier
Work Package Description
Project
Management
Improvement of
CFIS Project –Phase
1
Initiate project, develop project
charter, define scope, define
Develop Project Charter for
requirements, identify high
Campaign Finance Information
level roles, finalize charter and System
acquire approval
Project Charter and
Certification Approval by
Project Certification
Committee
Plan Campaign
Finance Information
System Project
Identify the project’s tasks and
Develop Work Breakdown
provide a framework for
Structure, project staffing plan,
organizing and managing the
schedule, and budget
work
Project Management Plan and
Certification of CFIS
Project Control Plan
Weekly and monthly meetings
and status reports of project.
Completeness and Correction
of criteria of CFIS reporting
requirements;
Quality Assurance deals with
process used to create the
deliverables;
Quality Control used to record
and track the ongoing
activities that the project team
will perform
Updated Project Management
Plan and Project Schedule and
Certification
Design framework (content
format, web framework deliver
tool, stages and activity) Build
Execute and
and write the framework
Control CFIS Project
content and review for quality
Test and Implement
Framework
Define, Design, Test and
Implement framework of CFIS
system
Project Closeout Report
Identifier
Definition/Objective
Milestone/Deliverable
PAGE 15
Develop communication plan
and quality management plan
Work Package Description
Definition/Objective
Milestone/Deliverable
PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
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
Identifier
Task/Activity
Name
Resource
Name
Milestone Effort/
(Y/N)
Duration
Start
Finish
Dependent
Task
Data Preparation
Data document
standards,
establish
copyright
restrictions and
permissions
Candidate and PAC
data
y
1 month
03/01/
09
04/01/
09
Implementati
on Phase
Image Capture
Purchase or
lease setup
equipment, store
images securely,
perform quality
control
Oracle Server
database
application
y
2 weeks
03/15/
09
04/01/
09
Testing
Storage and
Delivery
Manage,
maintain and
refresh data and
images
Oracle Server
database
application
y
2 weeks
04/01/
09
04/16/
09
Planning
5.3 PROJECT BUDGET
Costs estimates are the costs applied to an activity in a project by assigning resources with
associated rates or fees. Resources can include equipment, material, technology, processing
cycles, or people. The total cost is critical and should be consistent with the proposal; include
breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an
appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or
deliverable).
Current balance of $176,500.00 for the Campaign Finance Information System is available
for spending pending on list of expenditures from database administrator.
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
Identifier
Work Package or Budget Category
Cost
Hardware
Software
Contract Support
Backup Support
Phase / Activity
Associated Deliverables
Estimated
Budget
Umbrella Tasks
Phase 1
Phase 2
Phase 3
Phase 4
TOTALS
5.4 PROJECT TEAM
5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE
Insert a graphical Organization Chart here. The Organizational Structure (OS) is a hierarchical
configuration defining levels of program management and may identify all project personnel.
The OS should be simple and straightforward. Include role names and people’s names.
Consider identifying the core project team by shading their respective boxes on the chart. On
complex projects, consider using a second OS to identify core project team. The OS can also be
used for management reporting.
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
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.
ROLE
RESPONSIBILITY
NAME
FUNCTIONAL
AREA
Application
Developer
Design new Campaign
Finance Information
System
Brad Allen
Deputy Secretary
Deputy Secretary
business owner of
new application
Deputy Secretary business
owner and decision maker
of this project
Don Francisco
Trujillo II
Secretary of State
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
ROLE
RESPONSIBILITY
NAME
FUNCTIONAL
AREA
Project Director
Provide leadership of
Project and assist project
management team and
sponsors with completion
of project
AJ Salazar
Secretary of State
Project Sponsor
Oversees and coordinates
information technology
staff responsibilities
Kelli Fulgenzi
Deputy Secretary
Project Manager
Develop Campaign
Finance Information
System project plan
Jose Hernandez
IT Director
Information
Technology
support
Support developer in all
phases of the project
Paul Flaherty,
Patricia Lemus, Steve
Fresquez, Angel
Espinoza
IT Director
Project
Certification
Committee
Provide project
certification support,
approval and certification,
authorizing letter to DFA
to release funds
Ron Martinez
DoIT Secretary
Ethics
Administration of
Candidate, PACS,
and Lobbyists
Administer, audit, advise
and provide technical
direction for Campaign
Finance Information
System
Tessa Jo Mascarenas
Tracey Littrell
Bureau of Election
Director
5.5 STAFF PLANNING AND RESOURCE ACQUISITION
Complete the chart below identifying the project team members and details concerning their
project commitment. Project staff should include State, Contract, Customer (Business Owner),
or Vendor team members
5.5.1 PROJECT STAFF
Resource
PAGE 19
Cost
Estimate
Estimated
Hours
Availability
Skill Set
Work Product/Deliverable
PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
Brad Allen
$176,500
40
yes
Database
Administrator
New Campaign Finance
Information System
Application
Paul Flaherty
15
yes
Assist in design Submitted reports by
of report
candidates and PACS
Patricia Lemus
10
yes
Documentation
of application
Implementation Plan of all
deliverables
Angel Espinoza
10
yes
Graphics for
CFIS front end
Administer and update
new Campaign Finance
Information System Portal
Steve Fresquez
10
yes
Conversion of
Images
Update images to new
format
Jose Hernandez
30
yes
Project
Management
Plan
Certification of Project
Management Plan
Tessa Jo Mascarenas
40
yes
Data Entry,
reporting,
administer
CFIS
processing
Ensure compliance of
completed required
reports by candidates,
political action committees
and lobbyists
Tracey Littrell
40
yes
Data Entry,
reporting,
administer
CFIS
processing
Ensure compliance of
completed required
reports by candidates,
political action committees
and lobbyists
5.5.2 NON-PERSONNEL RESOURCES
Use this section to list services or product (HW/SW and such) needed for project
Resource
Cost
Estimate
Estimated
units/hours
Availability
Source
Work Product/Deliverable
Microsoft Project Pro 2007
600. 00
40
yes
Software
Project Management Plan
Schedule, Communication
Plan, Project Team Training
5.6 PROJECT LOGISTICS
Logistics describes how the project manager, project team, the business owner/customer and any
vendor resources will physically work together. Include anything to do with moving or starting
resources. Training specifically related to project team members should be included here.
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
5.6.1 PROJECT TEAM TRAINING
Describe training if any needed by project team members. This is not to include training for end
users, system administrators or business owners; those should be handled within a training
document or part of the transition to operations planning.
A project team training chart and schedule is forthcoming by the project team. The project
manager will develop a training table describing training for project team members only.
Estimated
Hours
Availability
Skill Set
Work Product/Deliverable
SOS Ethics Section
8 hours
yes
CFIS
Reporting
Work Flow
First level support of
Campaign Finance
Reporting System
SOS IT Staff
8 hours
yes
Technical and Accessible Web based
Administrative CFIS via the internet
support
Resource
Cost
Estimate
6.0 PROJECT MANAGEMENT AND CONTROLS
6.1 RISK AND ISSUE MANAGEMENT
PMBOK©: (Project Management Body of Knowledge)
Integration Management: Coordination of different elements of the CFIS project to
achieve needs and expectations of project stakeholders.
Scope Management: To ensure work performed in CFIS project is necessary to the
successful completion. It includes initiation, scope planning, scope definition, scope
verification, and scope change.
Time Management: To ensure CFIS project completes in a timely manner, to include
activity definition, activity sequencing, activity duration estimating, schedule development
and control.
Cost Management: Ensure CFIS project completes within approved budget; resources
planning, cost estimating, cost control.
Quality Management: The satisfaction of CFIS needs. Ensure the products and services
produced by the CFIS system satisfy the needs for which the project was undertaken.
Human Resources Management: To ensure effective use of the stake holders. It includes
organizational planning, staff acquisition and team development.
Communication Management: To ensure timely and effective flow of information for the
CFIS project, to include information distribution and performance reporting.
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
Risk Management: To ensure identification, analysis and appropriate response to the risks
encountered by the CFIS project.
Procurement Management: To ensure effective acquisition of products and services from
sources external to the CFIS project organization. Such as sources selection or contract
administration.
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.
Through the use of Microsoft Project Professional 2007 a risk management strategy assessment
report will be developed to monitor, identify, analyze/quantify report and track all possible risks
involved in this project. Risks such as organizational, resource, external, planning, technical and
business will be identified, quantified, escalated and tracked using Microsoft Project Professional
2007.
6.1.2 PROJECT RISK IDENTIFICATION
ORGANIZATION, RESOURCE, EXTERNAL, PLANNING AND TECHNICAL ARE JUST A FEW OF THE
POSSIBLE RISK S THAT WILL BE IDENTIFIED
6.1.3 PROJECT RISK MITIGATION APPROACH
A Microsoft Project Pro 2007 Risk Management Process Table will be created to monitor this
process.
Risk Processes
Definition
Inputs
PAGE 22
Risk
Planning
Risk Identification
Risk Quantification
Risk
Response
PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
Tools &
Techniques
Outputs
6.1.4 RISK REPORTING AND ESCALATION STRATEGY
The DoIT Risk and Issue Log Template uses a calculation based on the following values:
Provability Levels: Certain, Expected, Likely, Possible, Unlikely
Impact Levels: Very High, High, Medium, Low, and Very Low
A table indicating the values, at which the risks should be tracked, reported and escalated such
as:
Blue
Minimum risk—Acceptable
Yellow Some Risks---Monitor at PM/Team Level
Orange High Risks—Active monitoring with ongoing contingency/mitigation activity
Red
Show stopper---Active participating with steering committee to mitigate
6.1.5 PROJECT RISK TRACKING APPROACH
In the DoIT Risk and Issue Template the risk log provides a risk log that not only calculates the
risk level, but also provides space for inputting the contingency and mitigation plan summary
Number
Risk
Probability
Impact
Rating
1
Example of
Risk
Certain
High
0.7125
Contingency Mitigation
Plan
Plan
6.1.6 ISSUE MANAGEMENT
For either type of issue, projects should consider using the DoIT Risk and Issue Log template
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
6.1.6.1 Internal Issue Escalation and Resolution Process
This internal process is provided for issues that involve project resources, processes, procedures,
or methodology that should be resolved within the Division that is responsible for managing the
project without affecting the overall project schedule, cost, or quality. This process should be
used for improving project processes as the project is executed and where the implementation of
such improvements should not be postponed to Lessons Learned during Project Close.
Refer to the governance structure flowchart and the DoIT project certification phase to
resolve internal issues and escalation. Develop a project management flowchart of internal
issues process resolution
6.1.6.2 External Issue Escalation and Resolution Process
The external process is provided for issues that involve project resources, processes, procedures,
or methodology that cannot be resolved within the Division that is responsible for managing the
project without affecting the overall project schedule, cost, or quality.
Provide the necessary documents and requirements administered by the Department of
Information Technology concerning this CFIS project in the time frame associated with the
Project Certification Committee. Develop a project management flowchart of external
issues process resolution
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V
Independent Verification and Validation (IV&V) means the process of evaluating a system to
determine compliance with specified requirements and the process of determining whether the
products of a given development phase fulfill the requirements established during the previous
stage, both of which are performed by an organization independent of the development
organization. Describe the process that will be employed to meet IV&V requirements.
The SOS will pursue an IV & V process to validate and verify the results of the application with
both State Legislators and members of the media
6.3 SCOPE MANAGEMENT PLAN
Describe the process that is going to be used to manage the scope of the project. Make sure to
address managing stakeholder expectations.
1. Adhere to the Department of Information Technology Project Certification Phases for IT
projects funds to be released
2. Follow the set standards for Certification Request for any of the four established phases
required by the Department of Information Technology
3. Conduct weekly IT meetings to monitor the status and progress of the project
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
4. Report monthly updates of project or projects to DoIT by the 10th day of each month
5. Conduct user acceptance testing of application and provide feedback and documentation
6. Documentation and explanation of source code created for new application
7. Design architectural structure or plan of new system
6.3.1 Change Control
6.3.1.1 Change Control Process
Change Control establishes how change will be managed, including capturing, tracking,
communicating, and resolving change. Due to much ambiguity regarding change, it is vital that
we document and discuss the change process with the executive sponsor.
CAMPAIGN FINANCE INFORMATION SYTEM > CHANGE CONTROL PROCESS
Process Flow between Core Team and Policy Stakeholders
Core Team
Flow chart of control process
Change Control
Board
Flow chart of control process
Any changes enacted by The Legislature of the State of New Mexico affecting the
Campaign Reporting Act must be considered and implemented in the development of the
New Campaign Finance Information System.
6.3.1.2 Change Control Board (CCB)
Insert a graphic or textual description identifying the Change Control Board (or function) for this
project. The CCB may be an individual or group of individuals authorized to approve changes to
the project plan.
PROJECT CHANGE REQUEST
PROJECT:
AGENCY:
DATE:
PROJECT
MANAGER:
PROJECT #:
AGENCY AND PROJECT INFORMATION:
REQUESTED BY:
PAGE 25
DATE:
PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
AUTHORIZED BY:
DATE:
DESCRIPTION:
IMPACT:
Technical
Schedule
Cost
Is
Is NOT
Within Scope.
Accepted
Denied
On Hold
Other
ACTION PLAN:
MARK ONE:
THIS CHANGE:
THIS CHANGE IS:
PROJECT SPONSOR (BUSINESS OWNER)
PROJECT MANAGER
SIGNATURE:
SIGNATURE:
NAME:
NAME:
DATE:
DATE:
6.4 PROJECT BUDGET MANAGEMENT
Costs estimates are the costs applied to an activity in a project by assigning resources with
associated rates or fees. Resources can include equipment, material, technology, processing
cycles, or people. The total cost is critical and should be consistent with the proposal; include
PAGE 26
Delayed
PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an
appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or
deliverable).
1. Refer to 5.3 Project Budget format and plan
2. A project budget management template using Microsoft Project Pro 2007 will be used to
provide this information once we identify the cost requirements for this project from database
administrator
Identifier
Work Package or Budget Category
Cost
Hardware
Software
Contract Support
Backup Support
6.4.1 BUDGET TRACKING
An excel spreadsheet or project management tool will be used for budget tracking purposes.
Secretary of State CFIS
Budget Tracking (SOS)
CFISSpecific
External Sales - Contract & Consulting Services
COGS - External Contract & Consulting Services
Salaries - Permanent Employees
Agency Staff
Payroll Tax
Work Cover Costs
Travel and Accommodation Expenses
Training – Employees (IT Employees)
Repairs & Maintenance Audio/Visual
Repairs & Maintenance Computer Equipment
Purchase of Data For Computer Systems
IT Systems - External Maintenance and Support
Infrastructure - Major Data Links
Services -Changes/Connections/Disconnections
Consultants Fees
Contractors
Hire Fees and Leasing Costs - General
Printing and Stationery
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
BUDGET
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
DIFFERENCE
-$
-$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
Purchases – IT Equipment – AMD Managed
$
-
$
-
$
-
Misc
$
-
$
-
$
-
GL Codes
ACTUAL
Misc
1
PAGE 27
PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
2
3
4
5
6
7
8
9
10
11
12
Hardware Cost
Licenses
Software
0
0
0
0
0
0
0
0
$
$
$
$
$
$
$
$
$
$
$
-
$
$
$
$
$
$
$
$
$
$
$
-
$
$
$
$
$
$
$
$
$
$
$
-
FROM P0XXXXXXXXX
$
-
Total
TOTAL PROJECT BUDGET
$
-
$
4
$
4
$
4.00
-$
4.00
* All items contained herein (above) are EX GST
6.5 COMMUNICATION PLAN
Communication planning involves determining the information and communication needs of the
stakeholders, executive sponsors, project team and others as needed. The communication plan
needs to address who needs what information, when they will need it, how it will be given to
them, and by whom. The complexity of the project may require a separate communication plan;
however a high level summary of that plan will need to be included here and a reference made to
the appropriate Appendix.
Communications Plan for SOS CFIS
Project Name: Campaign Finance Information System
Prepared by:
Date:
Jose Hernandez
04/23/09
Communication
Methods
Key
Stakeholders
(Distribution
Schedule)
▼
PAGE 28
Stakeholder
Issues
Key Messages to
Communicate
to be Used
Description of
Specific
Communications
(Written, one-onone, electronic,
meetings, etc.)
(Content, format,
level of detail,
etc.)
Timing Issues
(see also Bar
Chart, Project
Schedule)
Other
PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
Client
Senior
Management
Sponsor
SOS Project
team members
SOS
Employees
Subcontractors
Suppliers
Political
Campaign
Committees
Government
Agencies
News Media
Community
PAGE 29
PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
Other
6.5.1 COMMUNICATION MATRIX
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
6.5.2 STATUS MEETINGS
WEEKLY SOS CFIS STATUS MEETING
Subject:
CFIS Project Status
Date: 04/24/09
Time: 9:00am
Location: SOS Conference Room
Meeting Manager: AJ Salazar
Attendees Invited: Project Team
Please Read: Project Management Plan
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
Please Bring: Documents requested from last meeting
AGENDA TOPICS:
1.
Project Status Review
2.
Issues/Action Items Review
3.
Risks/Mitigation Actions
4.
Activities and Accomplishments Last Week
5.
Status of acceptance submittals
6.
Status of change submittals
7.
Plans for next week
6.5.3 PROJECT STATUS REPORTS
Please refer to Communications Matrix Table 6.5.1
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.
Project Area
Category
Measure
Schedule and Progress
Work Unit in Progress
Component Status
Critical Paths Tested
Resources and Cost
Personnel
Availability
Effort, Staff Experience, Staff
Turnover
Financial Performance
Resources Availability Dates
Resource Utilization
Earned Value Cost
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
Growth and Stability
Product Size and Stability
Lines of Code; Component;
Database Size
Product Quality
Defects
Problem Reports
Complexity
Defect Density
Rework
Rework Effort
6.6.1 BASELINES
Microsoft Project Management Pro 2007 software will be used to monitor the planning,
scheduling, statistics, mathematics and analysis of the project.
Project Area
Category
Measure
6.6.2 METRICS LIBRARY
Microsoft Project Pro will be utilized for this metrics.
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.
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.
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
No.
Quality Standard
Tracking Tool or Measure
1
System Security – Questionnaire and Diagram completed by the
established date
• Visio
• DoIT Templates
2
Business Continuity /Disaster Recovery Plan completed by the
established date
• DoIT Templates
3
Network Infrastructure Diagram
• Visio
• Smart Draw
4
System Architecture Diagram
• Visio
• Smart Draw
5
Project phase is completed by the established finish date
• Project Schedule
• Project Status
6
Project Deliverables will be completed by the established date for the
Technical Architecture Review Committee (TARC)
• System Security
Template
• Business Continuity
Plan Template
• Network Infrastructure
Diagram Visio
• System Architecture
Diagram Visio
6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS
Review Type
Quality Standard
Tools
Reviewer
Reports
Requirements
Plans
Milestones
Testing
6.7.3 AGENCY/CUSTOMER SATISFACTION
The project manager should assess the on-going sense of the customer agency about how they
feel the project is going, and how team members are acting on the project. This feedback would
be helpful to the success of the project and the professional growth of the project team members.
Examples:
Areas of feedback
When
How Often
Agency awareness
Weekly Meetings
Daily, Weekly, Monthly
Reports
Quality of communications
Internal Email
Daily
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
Manages project tasks
Normal business hours
Productive Meetings
Management Scheduled
Meetings
Daily, Weekly, Project
Scheduled meetings by DoIT
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS
How the client takes procession of the product. Delivery of media; manuals; contracts; licenses;
services agreements; configuration settings; status of patches to COTS products; in-house or
vendor developed code; test cases, routines, and scripts; and other items required to operate the
product.
Deliverable
Final Approval Process
Customer Acceptance Criteria
Project Charter
Certification Process by DoIT
PCC, SOS CFIS Steering
Committee and Project Team
DoIT Project Certification
Committee
Project Management Plan
Certification Process by DoIT
PCC, SOS CFIS Steering
Committee and Project Team
DoIT Project Certification
Committee
Updated Project Management
Plan
SOS CFIS Project Team and
Steering Committee
SOS Project Team
Final IV & V Report
PCC
SOS Project Steering Committee
Project Closeout
PCC
SOS Sponsors
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.
The Office of the Secretary of State Office will produce a configuration management table to
manage CFIS files, reports, diagrams, documents created by the ongoing process of this project
6.8.1 VERSION CONTROL
Version control will be tracked on title page of PMP as required by DoIT
6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)
“Provide to the Department all project management and product deliverables. Deliverables shall include
but not limited to the project plan, project schedule, initial and periodic risk assessments, quality
strategies and plan, periodic project reports, requirements and design documents for entire project. The
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
lead agency must make available all deliverables in a repository with open access for the Department to
review” PROJECT OVERSIGHT PROCESS Memorandum.
All Project Deliverables will be made available to the Department of Information Technology project
certification committee at least two weeks before scheduled meetings as describe by the Project Oversight
Process Memorandum
6.9 PROCUREMENT MANAGEMENT PLAN
Projects often have some element of procurement, i.e. the requirement to purchase goods and/or
services from outside the organization. The procedures to be used to handle these procurements
should be included here. Activities such as a make-or-buy analysis; writing requirements;
solicitation planning, evaluation and selection; inspection and acceptance; contract closeout
should all be included.
Procurement process established by the Office of the Secretary of State Finance department will
be administered.
7. 0 PROJECT CLOSE
Project Close will always consist of administrative project activities and possibly contractual
project activities and an external vendor is employed. Completing both sets of activities is a
mandatory step in the project life cycle. Administrative activities complete the internal needs for
the Agency/Unit that is responsible for managing the project, such as lessons learned, recording
the last hours against the project, and providing transition for the staff to other assignments.
Contractual activities meet the contractual needs, such as executing a procurement audit and
formal acceptance of the project work products.
Project Close out cycle will be administered by the SOS project team, project steering committee
and sponsors.
7.1 ADMINISTRATIVE CLOSE
Administrative Close occurs at both the end of phase and end of project. This closure consists of
verification that objectives and deliverables were met. Acceptance is formalized and phase
activities are administratively closed out. Administrative closure occurs on a “by-phase” basis in
accordance with the WBS and should not be delayed to project end. At that point, the burden of
closing is too great and audits inaccurate. The specific project close activities for a given project
are contingent on the project’s complexity and size. Project managers should work with the
project’s project management consultant to tailored Project Close procedures to compliment the
project’s objectives
7.2 CONTRACT CLOSE
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PROJECT MANAGEMENT PLAN FOR CAMPAIGN FINANCE INFORMATION SYSTEM
Contract close is similar to administrative close in that it involves product and process
verification for contract close.
ATTACHMENTS
Attachments are included for additional information, but are not formally considered part of the
Project Plan for approvals and change management purposes. Examples

Acronyms, abbreviations and definitions

Technical glossary of IT terms

Project Work breakdown schedule

Project timeline
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