GCB GAMING CENTRAL MONITORING SYSTEM REPLACEMENT P R O JE C T M A N A GEM E N T PLA N (PMP) EXECUTIVE SPONSOR – JEFF LANDERS, CHAIRMAN GAMING CONTROL BOARD BUSINESS OWNER – FRANK BACA, ACTING EXECUTIVE DIRECTOR PROJECT MANAGER – DONOVAN LIEURANCE, IT DIRECTOR ORIGINAL PLAN DATE: SEPTEMBER 2012 REVISION DATE: SEPTEMBER 2013 REVISION: 2.0 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) REVISION HISTORY................................................................................................................................................ III AGENCY APPROVAL SIGNATURES ......................................................................................................................... III PREPARING THE PROJECT MANAGEMENT PLAN .................................................................................................... V ABOUT THIS DOCUMENT ....................................................................................................................................... V PROJECT OVERSIGHT PROCESS MEMORANDUM – DOIT, JULY 2007 ....................................................................................... V 1.0 PROJECT OVERVIEW ......................................................................................................................................... 5 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT............................................................................................................5 1.2 FUNDING AND SOURCES ...........................................................................................................................................15 1.3 CONSTRAINTS ........................................................................................................................................................16 1.4 DEPENDENCIES.......................................................................................................................................................16 1.5 ASSUMPTIONS...................................................................................................................................................16 1.6 PROJECT RISKS .....................................................................................................................................................17 SIGNIFICANT RISKS AND MITIGATION STRATEGY ................................................................................................. 17 RISK 1: INABILITY TO IMPLEMENT KEY FUNCTIONAL OR ARCHITECTURALLY SIGNIFICANT PERFORMANCE (OR OTHER NON-FUNCTIONAL) REQUIREMENTS. ....................................................................................................... 17 MITIGATION 1: DEFINE BUSINESS AND TECHNICAL REQUIREMENTS BASED ON OTHER JURISDICTIONS WHO HAVE IMPLEMENTED SIMILAR SYSTEMS. ...................................................................................................................... 17 MITIGATION 2: HIRING OF ADDITIONAL SUPPORT STAFF; MONITOR CLOSELY THE WORKLOAD AND PERSONNEL ASSIGNMENTS. UTILIZE OUTSIDE RESOURCES IF BUDGET WILL ACCOMMODATE. .............................................. 17 RISK 3: ADDITIONAL FUNDING FOR FY14 TO COMPLETE PROJECT NOT APPROVED ............................................ 17 MITIGATION 3: UTILIZE OTHER AGENCY FUNDING. .............................................................................................. 17 2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE ............................................................................ 17 2.1 STAKEHOLDERS ......................................................................................................................................................17 2.2 PROJECT GOVERNANCE STRUCTURE .............................................................................................................. 19 2.2.1 Describe the organizational structure – Org Chart ...................................................................................19 2.2.2 Describe the role and members of the project management ....................................................................20 2.2.3 Organizational Boundaries, interfaces and responsibilities ......................................................................21 2.3 EXECUTIVE REPORTING............................................................................................................................................21 3.0 SCOPE ............................................................................................................................................................ 22 3.1 PROJECT OBJECTIVES ..............................................................................................................................................22 3.1.1 Business Objectives ...................................................................................................................................22 3.1.2 Technical Objectives ..................................................................................................................................22 4.0 PROJECT DELIVERABLES AND METHODOLOGY ............................................................................................... 23 4.1 PROJECT MANAGEMENT LIFE CYCLE ..........................................................................................................................23 4.1.1 Project Management Deliverables ............................................................................................................23 4.1.2 Deliverable Approval Authority Designations ...........................................................................................24 4.1.3 Deliverable Acceptance Procedure ............................................................................................................24 4.2 PRODUCT LIFE CYCLE .........................................................................................................................................24 4.2.1 Product and Product Development Deliverables .......................................................................................25 4.2.4 Deliverable Acceptance Procedure ............................................................................................................32 5.0 PROJECT WORK .............................................................................................................................................. 33 REVISION: 1.0 DOIT-PMO-TEM-020 i OF vi PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 5.1 WORK BREAKDOWN STRUCTURE (WBS) ....................................................................................................................33 5.3 PROJECT BUDGET ...................................................................................................................................................34 5.4 PROJECT TEAM ......................................................................................................................................................35 5.4.1 Project Team Organizational Structure .....................................................................................................35 5.4.2 Project Team Roles and Responsibilities ...................................................................................................36 5.6 PROJECT LOGISTICS ...........................................................................................................................................37 5.6.1 Project Team Training ...............................................................................................................................37 6.0 PROJECT MANAGEMENT AND CONTROLS ...................................................................................................... 37 6.1 RISK AND ISSUE MANAGEMENT.................................................................................................................................37 6.1.1 Risk Management Strategy .......................................................................................................................37 6.1.2 Project Risk Identification ..........................................................................................................................37 6.1.3 Project Risk Mitigation Approach ..............................................................................................................37 6.1.4 Risk Reporting and Escalation Strategy.....................................................................................................37 6.1.5 Project Risk Tracking Approach .................................................................................................................37 6.1.6 Issue Management ....................................................................................................................................38 6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V .............................................................................................38 6.3 SCOPE MANAGEMENT PLAN ....................................................................................................................................39 6.3.1 Change Control ..........................................................................................................................................39 6.4 PROJECT BUDGET MANAGEMENT..............................................................................................................................40 6.4.1 Budget Tracking ........................................................................................................................................40 6.5 COMMUNICATION PLAN ..........................................................................................................................................40 6.5.1 Communication Matrix .............................................................................................................................40 6.5.3 Project Status Reports ...............................................................................................................................40 6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) ......................................................................................41 6.6.1 Baselines....................................................................................................................................................41 6.7 QUALITY OBJECTIVES AND CONTROL ................................................................................................................41 6.7.1 quality Standards ......................................................................................................................................41 6.7.2 Project and Product Review and Assessments ..........................................................................................42 6.7.3 Agency/Customer Satisfaction ..................................................................................................................42 6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS .......................................................................................43 6.8 CONFIGURATION MANAGEMENT .....................................................................................................................44 6.8.1 Version Control ..........................................................................................................................................44 6.8.2 Project Repository (Project Library) ...........................................................................................................44 6.9 PROCUREMENT MANAGEMENT PLAN ..............................................................................................................44 7. 0 PROJECT CLOSE ............................................................................................................................................. 44 7.1 Administrative Close .....................................................................................................................................45 7.2 Contract Close ..............................................................................................................................................45 REVISION: 1.0 DOIT-PMO-TEM-020 ii OF vi PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) REVISION HISTORY REVISION NUMBER DATE COMMENT 1.0 September, 2012 Planning Version for PCC certification 2.0 September, 2013 Implementation 2.1 2.2 AGENCY APPROVAL SIGNATURES The signatures below indicate that this document details the current revision of Project Management Plan for the National Background Check Program. NEW MEXICO GAMING CONTROL BOARD SIGNATURE DATE PROJECT DIRECTOR REVISION: 1.0 DOIT-PMO-TEM-020 iii OF vi PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) REVISION: 1.0 DOIT-PMO-TEM-020 iv OF vi PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 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. 1.0 PROJECT OVERVIEW EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT The current central monitoring system, referred to as AEGIS is the 2 nd iteration of the statutorily required (60-2E-43) Central System; both of which were procured via the request for proposal process. The current central monitoring system brought many enhancements that benefited the licensees of the Board. The most notable was support for the slot accounting system or SAS protocol and continued support of the legacy and proprietary F3-NM protocol. REVISION: 1.0 DOIT-PMO-TEM-020 v OF vi PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) The current central monitoring system has been in operation since mid-2004 and has not realized any hardware, operating system or database upgrades since that time (other than regular maintenance releases from the vendor). Although the agency is responsible for hardware maintenance, issues with more frequent failures and the replacement components is becoming more of an issue. The agency recommends a modernization of the current system to address these shortcomings. As the future of the industry is focused on content and configuration downloading, the need for an updated and enhanced central monitoring system is paramount. Support for these enhancements will provide more options for patrons, increased profits for the licensees; thereby increasing revenue to the State.. 1.2 FUNDING AND SOURCES Efforts are funded by the General Fund only. SOURCE FY2014 COMPUTER ENHANCEMENT REQUEST AGENCY FUNDING PAGE | 15 AMOUNT $2.5 MILLION $645,000 ASSOCIATED RESTRICTIONS CONTRACT AND IMPLEMENTATION MAINTENANCE PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 1.3 CONSTRAINTS NUMBER DESCRIPTION C-001 APPROVED FUNDING REQUEST FROM THE LEGISLATURE C-002 COMPLETION OF THE PROJECT WITHIN THE FUNDING APPROPRIATIONS PERIOD 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 D-001 A SYSTEMS INTEGRATOR NEEDS TO BE SELECTED THROUGH A RFP PROCESS (CREATE RFP, RECEIVE PRPOSALS, EVALUATE PROPOSAL, SELECT SYSTEMS INTEGRATOR AND COMPLETE CONTRACTING) M D-002 UN-INTERRUPTED CONTINUED OPERATION OF GAMING VENUES DURING HARDWARE REPLATFORMING TO THE NEW PLATFORM E D-003 REPLATFORMING NEEDS TO BE COMPLETED BY JUNE 2014 FOR ALL LICENSEES E D-004 A TEST ENVIRONMENT NEEDS TO BE AVAILABLE TO THE PROJECT TEAM IN ORDER TO TEST FUNCTIONALITY M 1.5 ASSUMPTIONS NUMBER 1 PAGE | 16 DESCRIPTION The planning activities of GCB project manager and agency management must be closely integrated to ensure procurement activities and vendor implementation can be tightly coupled to achieve cohesive schedules. PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) NUMBER DESCRIPTION 2 Systems coming from different vendors are able to communicate with each other as defined in the requirements. 3 Gaming Control Board (GCB) will take the lead in performing the outreach needed to communicate, educate and engage the GCB downstream stakeholders, such as the Racetrack Operators and Non-Profit Distributors, necessary to make the overall project successful. 1.6 PROJECT RISKS SIGNIFICANT RISKS AND MITIGATION STRATEGY RISK 1: Inability to implement key functional or architecturally significant performance (or other non-functional) requirements. MITIGATION 1: Define business and technical requirements based on other jurisdictions who have implemented similar systems. RISK 2: Staff resource availability MITIGATION 2: Hiring of additional support staff; Monitor closely the workload and personnel assignments. Utilize outside resources if budget will accommodate. RISK 3: Additional funding for FY14 to complete project not approved MITIGATION 3: Utilize other agency funding. 2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE 2.1 STAKEHOLDERS NAM E STAKE IN PROJECT Jeff Landers Executive Sponsor GCB Board Chair Gaming Control Board Frank Baca Co-Executive Sponsor Business Owner GCB Acting Executive Director /General Counsel Donovan Overall project planning and implementation management GCB Chief Information Officer (CIO) PAGE | 17 ORGANIZATION TITLE PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) NAM E STAKE IN PROJECT ORGANIZATION Lieurance Racetrack Licensees For Profit Casino Operators Licensee Non-Profit Licensees NOT For Profit Gaming Operators Licensee Non-Profit Distributors Contract services for gaming machines and services to the Non-Profit Operators Licensee PAGE | 18 TITLE PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 2.2 PROJECT GOVERNANCE STRUCTURE 2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART PAGE | 19 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT MANAGEMENT NAME GROUP ROLE Executive Sponsor Jeff Landers GCB Steering Committee Member Co-Executive Sponsor Frank Baca GCB Steering Committee Member RESPONSIBILITY Donovan Lieurance GCB Project Manager Steering Committee Member Operations Manager Phil Thompson GCB Steering Committee Member Database Administrator Johnny Montoya PAGE | 20 GCB Steering Committee Member Attend and participate in meetings Review presented documentation Balance larger picture versus details of project Review project funding and expenditures Champion the project Communicate with the Legislature Champion Program requirements Attend and participate in meetings Review presented documentation Balance larger picture versus details of project Review project funding and expenditures Champion the project Communicate with the Board and Legislature Facilitate Steering 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 Provide management review and accept changes to project plan, contract or deliverables Appoint Committee and Team members Attend executive requirements reviews and resolve requirements problems Committee decisions Communicate with the Vendor Champion the project Ensure user and sponsor acceptance Contribute to lessons learned Provide Information Technology guidance 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 Communicate with the Vendor Provide Information Technology guidance 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 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) Communicate with the Vendor 2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES This is a single-agency project. GCB is the key contributor to the success and ongoing support of the project goals. A Contract will be entered into between GCB and the Vendor defining the project agreements made and the services being provided. There are two Project Managers (PM) – one for the Agency and one from the Vendor. The PM from GCB works with the PM from the Vendor for overall coordination. Each will meet internally to define needs, plan and deliver project. At times, representatives from both (i.e. Business, Technical) will meet along with the PMs during appropriate forums to communicate and resolve needs regarding requirements, expectations, issues and timing. While the project is structured to ensure management by appropriate leadership groups, communication is designed to be open and interactive between the levels of leadership. Various methods and timing for communication are being established to meet the needs of both agencies and stakeholders for the overall program as identified in 6.5 Communication Plan. 2.3 EXECUTIVE REPORTING To facilitate effective communication and provide accurate updates on progress, the Project Manager shall report on the Project as highlighted in the Communication Plan and further described below: Steering Committee meetings will be held monthly (or as requested by Project Manager) to update the membership on these topics and related deliverables, status, schedule, and budget, and to receive direction on project issues or decisions. A written status report, to discuss the current activities, the schedule of future activities, prioritized risks and the status of project issues. Progress Reporting to DoIT: o o Monthly Progress Reporting to DoIT: The GCB GCMS Project Manager will submit monthly reports using the DoIT template. Quarterly Contract Reporting Key Topic Meetings: Key topic meetings will be held to discuss needs and arrive at decisions, plan strategy, address prioritized risks and the status of key topics. The Project Manager will facilitate communication that clarifies results of these meetings to the appropriate audience. Other Communications: The GCB GCMS Project Manager will use email, telephone calls, conference calls, and additional meetings and presentations to communicate with the vendor, project team, and other stakeholders as needed and as identified in 6.5 Communication Plan. PAGE | 21 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 3.0 SCOPE 3.1 PROJECT OBJECTIVES 3.1.1 BUSINESS OBJECTIVES NUMBER DESCRIPTION Business Objective 1 Improve staff productivity. Business Objective 2 Increase business process transparency and performance management. Business Objective 3 Reduce the cost for system maintenance and future development. Business Objective 4 Improve constituent (racetrack, non-profit & distributor licensees) satisfaction with the gaming central monitoring system. 3.1.2 TECHNICAL OBJECTIVES NUMBER Technical Objective 1 DESCRIPTION Intuitive, web-based user interfaces. Automated business rules and exception handling. Technical Objective 2 Real-time workflow reporting Technical Objective 3 Maximize re-use of existing application assets. Technical Objective 4 Continued support for existing legacy protocol (F3-nm) and support for new upcoming industry adopted protocols. PAGE | 22 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 4.0 PROJECT DELIVERABLES AND METHODOLOGY 4.1 PROJECT MANAGEMENT LIFE CYCLE Phase Summary of Phase Key Deliverables Initiation This phase defines overall parameters of the project and established the appropriate project management and quality environment required to complete the project. Project Charter, Initial Risk Assessment, High level schedule, Procurement Strategy, Approval for next phase Planning This phase defines the exact parameters of the project and ensures all the prerequisites for execution and control are in place. Project Management Plan, Team members identified, Final scope statement, Functional Requirements, High level WBS, High level Schedule, Budget and Communication Plans, Roles and Responsibilities, Status reports, Approval for next phase Implementation The phase configures and deploys the system. Configuration Documentation, Testing Documentation, Training Documentation, Updated Project Schedule, Updated Budget, Risk Management Log, Issue Log, Status Report, Acceptance Closeout The phase accesses the project and derives any lessons learned and best practices. Post Implementation Review and Report, Administrative Close-Out 4.1.1 PROJECT MANAGEMENT DELIVERABLES Project Deliverables are work products or artifacts that are driven by the project management methodology requirements and standard project management practices regardless of the product requirements of the project. 4.1.1.1 Project Charter Description – The initial project deliverable plan will contain the Project Charter. This deliverable may be revised during planning phase. PAGE | 23 Deliverable Acceptance Criteria – Sign-off by Project Manager Standards for Content and Format – Use of DoIT Project Charter template Quality Review -. Peer review for grammar and spelling Key project team members review for consensus PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 4.1.1.2 Project Management Plan Description – The Project Management Plan will be the guide used throughout the Project. This plan will contain the following plans: Scope Management, Schedule Management, Budget, Risk Management, Communications, Change Management, Lessons Learned and Roles/Responsibilities of team members. This plan is an evolving document as new information will be added and existing information will be revised during initiation and planning phase. Deliverable Acceptance Criteria – Approval by Steering Committee Sign-off by Project Sponsors and Project Director Standards for Content and Format – Use of DoIT Project Management Plan template Quality Review – Peer review for grammar and spelling Key project team members review for consensus Final review by Steering Committee, Project Director and Sponsor 4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS Complete the following table to identify the deliverables this project is to produce, and to name the person or persons who have authority to approve each deliverable. DELIVERABLE NUMBER DELIVERABLE APPROVERS (WHO CAN APPROVE) DATE APPROVED PRJ-DEL-001 Project Charter Project Manager 09/2012 PRJ-DEL-002 Project Management Plan (PMP) Project Manager 10/2012 PRJ-DEL-003 Project Management Plan (PMP) Steering Committee 12/2013 4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE The Project Director and the project Sponsor(s) will review and/or accept the project documents. 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 Project approach and scope Project Charter Plan Requirement development, initial Project Management Plan PAGE | 24 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) budget allocations and sources documented Define Define functional and process requirements. Requirements documents and develop RFP Design Define Process flow, System design, System Architecture, Database Design Vendor provided design based on RFP requirements Build Apply system documents to development activities; prepare training materials and transition to operations plan. Vendor provided implementation schedule based on RFP requirements Test Integration testing and Implementation planning System acceptance testing Deploy Systems Deployed Training and deploying product to users over a period of time Close Product is accepted Closeout Documents Operational transition planning strategy 4.2.1 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. A. Deliverable Number 1 Develop Implementation Plan for GCMS Upgrade Deliverable Name Due Date Compensation Develop Implementation Plan Task Item Sub Tasks Develop Sub 1 project plan and schedule for GCMS upgrade. PAGE | 25 Description The Contractor, with Procuring Agency’s participation, shall develop a detailed project implementation plan outlining tasks to be completed, deliverables to be produced and responsibilities of the parties relative to these tasks and deliverables utilizing the Contractor’s implementation methodology as appropriate and agreed upon by the Procuring Agency. The Plan and supporting documentation shall be created and maintained using Microsoft Office and Microsoft Project. The tasks and deliverables PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) shall relate to the project to implement the upgrade of the Gaming Central Monitoring System at the central, backup and remote sites. The Plan shall include the setup of the hosting environment, installation of software, super user training, design, build, test, and configuration of software, update of business processes, system and software training, implementation support, support-user training, transition to operations and production support processes. Plan shall also include all documentation, tasks, and responsibilities required for a successful implementation for the complete production rollout to the central, backup, and remote locations. The Plan shall include the design, configuration, build, testing, and training (configuration, system, integration, support-staff) of the GCMS. Sub 2 Contractor shall provide project management services to include but not be limited to: Agency Acceptance PAGE | 26 Scope Requirements Management Schedule Management Risk & Issue Management Change Management Communications Management The Procuring Agency project manager will review, approve and accept the project implementation and notify the Contractor in writing of the acceptance. PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) B. Deliverable Number 2 Build Production and Test Environments for GCMS Upgrade Deliverable Name Due Date Compensation Build Production and Test Environments for GCMS Upgrade Task Item Sub Tasks Build Sub 1 Production, Test and Training Environments for GCMS upgrade. Agency Acceptance PAGE | 27 Description The Contractor shall develop a technical and functional requirements design document and submit to Procuring Agency for review and acceptance. Sub 2 The Contractor shall procure the hardware and prepare hosting environments for the GCMS upgrade in Production and Test in accordance with approved design document from Sub Task 1. The production and test hosting environments shall meet or exceed the requirements for hardware, networking, and connectivity as specified for the GCMS upgrade. The test environment shall be able to incorporate all of the production data for testing purposes. The Contractor shall set-up multiple servers, including the production environment; database, web, application and data warehouse servers. Sub 3 The contractor shall provide knowledge transfer and technical documentation for systems maintenance and support of computing environment. Contractor shall participate in weekly meetings with the agency project team and provide written weekly status reports. Contractor shall provide weekly reports documenting material decisions made and shall provide such reports to Procuring Agency project manager for acceptance and approval. The Procuring Agency project manager shall review, approve and accept the project deliverable and notify the Contractor in writing of the acceptance. PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) C. Deliverable Number 3 System Testing and Validation for GCMS Upgrade Deliverable Name Due Date Compensation Data Conversion & System Testing and Validation for GCMS Upgrade Task Item Data Conversion Sub Tasks Sub 1 Description The Contractor shall provide all services necessary for data conversion and migration. Contractor shall assist Procuring Agency in data validation and Contractor shall address any data issues prior to migration into production. Validate Sub 2 environments and system testing for GCMS upgrade. The Contractor and GCB in conjunction with a 3rd party test lab shall coordinate the testing of the GCMS for production functionality and appropriate set up. This includes: Testing the GCMS security, functionality and features that that are new to the version. It includes the “smoke testing”, and production testing of all of the new and existing features including interfaces and interface functionality with the end result being the acceptance testing. GCB shall approve prior to the progression to production. Resolve identified issues Troubleshoot and resolve issues identified during testing. Contractor shall also assist GCB staff in resolving any communication or data access issues. Agency Acceptance Contractor shall participate in weekly meetings with the agency project team. Contractor shall manage reports documenting material testing outcomes and shall provide such reports to Procuring Agency project manager for acceptance and approval. The Procuring Agency project manager shall review, approve and accept the project deliverable and notify the Contractor in writing of the acceptance. PAGE | 28 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) D. Deliverable Number 4 GCMS Install Remote Site & Migration of First Gaming Machine to GCMS Deliverable Name Due Date Compensation First Licensed Gaming Machine Task Item Sub Tasks Install Sub 1 Required GCMS Components at Remote Site Description The Contractor and GCB shall coordinate the installation and configuration of the GCMS at a pre-determined licensed gaming operator for production functionality and appropriate set up. To include testing of communications functionality between the GCB Central site and the Remote site with the end result being the acceptance testing. GCB shall approve prior to progression to Sub Task 2. Migrate First Sub 2 Licensed Gaming Machine to GCMS The Contractor shall migrate the first licensed gaming machine to the GCMS and verify through testing the communications functionality between the gaming machine and the GCMS Central site host/Operator interfaces. Agency Acceptance Contractor shall participate in weekly meetings with the agency project team. Contractor will document specific contributions to the effort and shall provide such reports to Procuring Agency project manager for acceptance and approval. The Procuring Agency project manager shall review, approve and accept the project deliverable and notify the Contractor in writing of the acceptance. PAGE | 29 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) E. Deliverable Number 5 Production Go Live for GCMS Deliverable Name Due Date Compensation Production Go Live for GCMS Upgrade Task Item Production Go Live for GCMS upgrade. Sub Tasks Sub 1 Description The Contractor shall test the GCMS for production functionality and appropriate set up. The Contractor shall perform the required series of steps to bring the new functionality to the live production environment during an agency approved time outside of normal business hours. Contractor shall bring all of the GCMS servers live (available to end users) as well as shutting down the version previous in the production environment. Contractor shall perform an additional series of testing steps to ensure the environment is production ready with the live data from the previous GCMS environment. Rollout to Sub 2 Remote Sites Contractor shall install, configure and migrate the remaining remote sites in accordance with the accepted project plan in Deliverable A. The Contractor shall perform the required series of steps to bring the new functionality to the remote site during an agency approved time outside of normal business hours. Agency Acceptance Contractor shall participate in weekly meetings with the agency project team. Contractor shall provide reports documenting material Go Live issues and shall provide such reports to Procuring Agency project manager for acceptance and approval. The Procuring Agency project manager shall review, approve and accept the project deliverable and notify the Contractor in writing of the acceptance. PAGE | 30 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) F. Deliverable Number 6 Staff Training & Documentation for GCMS Deliverable Name Due Date Compensation Staff Training for GCMS Upgrade Task Item Sub Tasks Staff Training Sub 1 for GCMS upgrade. Description The Contractor shall train the GCB operational staff in the implementation of the GCMS environment; The Contractor shall provide training to include but not be limited to the following:: Provide training tools (printed material, recorded webcasts, etc.) that could be used to familiarize end users, support staff and super users to the application prior to training. Provide training to agency identified Super Users. Provide training for Support Users. All users shall be trained within 2 weeks of the go-live date. Super users and Support users training shall be on-site for these trainings. Documentation Sub 2 for GCMS staff & remote operators The contractor shall provide the GCB operational staff all required documentation of the GCMS and shall include but not be limited to the following: Agency Acceptance The Procuring Agency project manager shall review, approve and accept the project deliverable and notify the Contractor in writing of the acceptance. PAGE | 31 Principles and Operations of the GCMS Console/User Interface commands Maintenance Procedures Remote Site operations PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) G. Deliverable Number 7 Phase-out and Turnover Plan Deliverable Name Due Date Compensation Phase-out and Turnover plan Task Item Sub Tasks Description Phase-out and Turnover plan The specifications for this deliverable are as follows: Agency Acceptance Contractor shall participate in weekly meetings with the agency project team. Contractor shall document specific contributions to the effort and shall provide such reports to Procuring Agency project manager for acceptance and approval. The Procuring Agency project manager shall review, approve and accept the project deliverable and notify the Contractor in writing of the acceptance. The Contractor shall develop a phase-out and turnover plan, and submit to the Procuring Agency for review and acceptance. 4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE As part of the Deliverable Acceptance Procedure, the Project Team will review each of the deliverables. During the Project Team review period, any issues identified will be documented in the issue log and resolved if possible prior to the next step. After a deliverable is reviewed, a recommendation from the Project Team for acceptance will be sent to the Project Manager for final sign-off. PAGE | 32 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 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. The overall plan is constructed by multiple sub-plans containing external links. Each plan follows the same high-level WBS identified below. IDENTIFIER WORK PACKAGE DESCRIPTION DEFINITION/ OBJECTIVE MILESTONE/ DELIVERABLE 0.0 Initiation Phase This phase defines overall parameters of the project and established the appropriate project management and quality environment required to complete the project Project Charter, Initial Risk Assessment, High-level schedule, Approval for next phase. 1.0 Planning Phase This phase identifies the implementation approach, procurement method and establishes all necessary documentation. Contract Amendment Negotiated and Executed, IV&V Contract Executed, Finalize PMP, commit Resources. Approval for next phase. 2.0 Implementation Phase This phase deploys the Confirm Schedule, upgraded system to a Configuration, Testing, prepared set of users and Training, and Deployment. positions on-going support and maintenance. 3.0 Closeout Phase This phase closes out Closeout report, Transition the project and to Production document, completes the Transition Lessons Learned to Production. PAGE | 33 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 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). PHASES PLANNED CERTIFICATION DATE AMOUNT TO BE REQUESTED July 2013 $200,000 September, 2013 $500,00 November 2013 – June 2014 TBD July 2014 $0 INITIATION IMPLEMENTATION DELIVERABLES MET CLOSEOUT BUDGET . Comment: Estimates only based on previous encounters FY13 FY14 FY15 0 $120,000 0 Hardware 0 $150,000 0 Software 0 $2,000,000 0 Maintenance 0 0 $645,000 Training 0 $75,000 0 0 $2,345,000 $645,000 Description Staff Internal Consulting Services IV&V Implementation Vendor(s) TOTAL PAGE | 34 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 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. PAGE | 35 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES List the team members, their role, responsibility and functional area. 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 Executive Sponsors To provide business and program area leadership, and to provide project business process resources Jeff Landers & Frank Baca GCB GCB Project Manager To provide business process and program area leadership, and to provide project business process resources Donovan Lieurance GCB GCB Technical Lead Operations To provide technical leadership and provide project technical resources Phil Thompson GCB GCB Technical Lead To provide technical leadership and provide project technical resources Johnny Montoya GCB PAGE | 36 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 5.6 PROJECT LOGISTICS 5.6.1 PROJECT TEAM TRAINING Each month there is a Technical Assistance conference call for sharing and learning; including the use of telephone calls, conference calls and web meetings. The Project Team will also use resident software packages to create and disseminate information for team members such as MS Word, Excel, Visio, Project and Adobe PDF. 6.0 PROJECT MANAGEMENT AND CONTROLS 6.1 RISK AND ISSUE MANAGEMENT PMBOK©: Risk: “An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives.” Issue: “A point or matter in question or dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements.” Both Risks and Issues can significant impact a project’s success, and both should be handled in similar ways. 6.1.1 RISK MANAGEMENT STRATEGY Provide a detailed explanation on the strategy for how risks are identified, analyzed/ quantified, mitigated, reported, escalated and tracked. Include the use of tools such as project management software, forms, and templates. A separate risk management plan may also be developed if needed for the project and included as an Appendix to this document. If that is the case, a high level summary of this plan needs to be included here with the specific reference. 6.1.2 PROJECT RISK IDENTIFICATION This is the process of identifying potential risks and documenting the specific characteristics of each. The GCMS Project Team will discuss the project risks on a periodic basis or as a specific risk occurs. 6.1.3 PROJECT RISK MITIGATION APPROACH The approach for the GCMS Project will be the process of mitigating the possibility of the risk and assigning a responsible individual to monitor 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. 6.1.4 RISK REPORTING AND ESCALATION STRATEGY Once a risk is identified, the GCMS Project Team will analyze the risk to determine the source, the probability it will happen and the impact to time, cost, quality and scope. An initial strategy may be laid out. Risks will be prioritized and assigned to a team member. The team member’s manager will be required to document the response to the potential risk and assumes responsibility for communicating and escalating to the appropriate parties. 6.1.5 PROJECT RISK TRACKING APPROACH Potential risks will be tracked using a Risk Tracking Log. PAGE | 37 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 6.1.6 ISSUE MANAGEMENT 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. When an issue is identified, most likely by the project team, it will be added to the Issue Tracking Log. An issue can also be identified by anyone affiliated with the project; however the project team will be primarily responsible for tracking issues through to resolution. The project team will review the issues list on a periodic basis. Issues which could negatively impact the project or require senior level participation will be brought to executive sponsor’s and project manager’s attention for 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. The process for issue escalation and resolution for issues that cannot be addressed within GCB will be handled in the same manner as internal issues. If necessary, resources outside the agency maybe brought in to resolve the issue. If at any time it is apparent the issue needs escalation outside of GCB, the Project Manager will communicate with the resource and ask for assistance in resolving the issue. 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. Independent Verification and Validation (IV&V) is a risk mitigation strategy designed to provide management with project oversight through an independent evaluation a project’s product and process quality. PAGE | 38 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) The IV&V plan will: 1. Evaluate and validate that products and deliverables of a given development phase fulfill the requirements and performance outcomes set forth in the scope and project plan. 2. Provide a “close-out” report to the Steering Committee at the end of project Specific planned deliverables from the IV&V contract: IV&V Project Management Plan. Initial Review and Risk Assessment. Periodic Review Systems & Acceptance Testing Training Close-out Report 6.3 SCOPE MANAGEMENT PLAN Most changes to scope are requests that add, change, or delete 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 project including schedule, budget and quality. The findings will be presented to the Steering Committee for approval or rejection. 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. Project changes 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 will be completed. The Steering Committee will review the request to determine impacts to scope, schedule, budget, quality and resources. The Steering Committee will recommend accepting the change, rejecting the change, or may request additional information. The request will be documented by the Project Manager and if the change is approved, appropriate changes will be made to the Project Management Plan and other project documentation. 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. PAGE | 39 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) During the course of the NBCP Project, the Steering Committee will fill the role of the Change Control Board. 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 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). 6.4.1 BUDGET TRACKING Costs estimates are the costs applied to an activity in a project by assigning resources with associated rates or fees. Resources may include equipment, material, technology, processing cycles, or people. The total cost is critical and should be consistent with the proposal and include breakouts per category as needed. The Project Manager will work with the Executive Sponsor to verify these cost estimates and proposed amounts with the actual billed amounts and ensure that Project reporting is accurate. 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. 6.5.1 COMMUNICATION MATRIX Audience Steering Committee Project Manager Associations Method Timing Participants Status Meeting delivering status report documents Monthly* GCB Project Manager ** Email progress update; Weekly VENDOR Project Manager Key Topic discussions Bi-weekly* Email progress update; Meeting As needed GCB Project Manager* * or as requested ** others as requested Status report documents include Project schedule update, Deliverables update, Issues update 6.5.3 PROJECT STATUS REPORTS In addition to communication vehicles listed above, the monthly DoIT Status Report will be completed by the Project Manager and submitted per the DoIT process. PAGE | 40 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) The Project Manager and Executive Sponsor define the project metrics that will be used to control the project. Each project will need to have an established metrics program. Metrics are collected for measuring the progress of a project against its planned budget, schedule, resource usage, and error rates, and of establishing a historical database, which will aid in planning and forecasting future projects. At a minimum metrics must be established for time (schedule), cost (budget) and quality. 6.6.1 BASELINES Project Area Category Measure Schedule Milestone performance Milestone dates Status reports, project plan, and other measures to ensure that project stays on an agreed upon schedule. Budget Financial performance Current and forecasted costs and maintaining budget Quality Business Process Upgrade configuration and supporting business processes, data conversion 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 Identify each of the project quality standards that are directly related to the project and not to the performance of the actual product and/or service. For each quality standard, identify the tracking tool or measure such as number of project reviews or Project Status. NO. QUALITY STANDARD TRACKING TOOL OR MEASURE 1 Project management plan approved and followed • PMP signed off by Project Director • Project status reports 2 Certification to proceed to next phase by DoIT • Approval from DoIT Project Certification Committee and release of funds 3 Project issues documented, tracked, and worked to resolution • Issue Log 4 Project is within budget • Budget management PAGE | 41 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 5 Independent Verification and Validation • Periodic reviews • Respond to identified issues and risks • Track Quality Standards 6 Project completed based on the original project scope and approved scope changes • Project Management Plan • Change Control Process • Scope Management • Steering Committee Meeting Decisions 6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS Review Type Quality Standard Tools Reviewer Reports Plans Plans are created with input from all project team members, approved by project team and the Steering Committee Meetings, MS Project Team Project, Visio, and Project Director other software Monthly or as presented Requirements Requirement Documents Meetings, Visio, Project Team and other software Project Director As presented Milestones Milestones are met by date; reported to Steering Committee MS Project Project Team Project Director Monthly or as presented Testing Test results verified by Project Team testing resources Various software packages Project Team Project Director Test Plan and acceptance testing report Training Training is understood by all project team members; approved by Project Director Various software packages Project Team Training Plan Project Director 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 Quality of communications; Productive meetings Feedback during the various meetings At Project Team meetings and Steering Committee meetings; other meetings when held Manages project tasks; Achieving project tasks Feedback from Project Sponsor, Steering Committee, Project Director Monthly Selected solution – business Feedback from Project Sponsor, Monthly and per phase of the PAGE | 42 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) process, usability Steering Committee, Project Director, Project Team, Testers, Training Attendees, Deployment Users project 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 Requirements documents and build-or-buy analysis Project Team Review; Project Director sign-off Requirements meet the needs of the Agency and are clearly stated to enable Design. Process flow document, System design documents, System Architecture documents, Database Design. Project Team Review; Project Director sign Requirements are accurately reflected in system configuration documents. Project Team Review; Project Director sign System set up per agreed upon configuration and work flow documents Test, Pilot, system acceptance Project Team Review; Project Director sign Testing environment set up and system tested for accuracy Training and deploying product to users Project Team Review; Project Director sign Training completed based upon agreed training plan and training documents DOH - CCHSP 2.0 system (includes COR) DPS - RapBack PAGE | 43 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 6.8 CONFIGURATION MANAGEMENT Configuration Management determines how project information (files, reports, designs, memos, documents, etc.) will be managed (tracked, approved, stored, secured, accessed, version control, etc.) and owned by (e.g., Agency managing the project or the Customer). Standards and team awareness are critical. 6.8.1 VERSION CONTROL Documents will be stored on the NMDOH SharePoint server in the NBCP Project Folder. If a document needs to be changed or updated, the document must be saved and renamed. After changes or updates are made, the renamed document is saved to the project shared folder. Larger documents such as the Project Management Plan will be controlled by the revision history log. Entries will be made into the revision history log when changes are made. A copy of the Project Library will be placed on a share drive on a monthly basis. 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 lead agency must make available all deliverables in a repository with open access for the Department to review” PROJECT OVERSIGHT PROCESS Memorandum. The NBCP Project has a folder on a share drive and on the NMDOH SharePoint server for all project documentation. 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. There are several procurements planned for this project. These include hardware, development, IV&V and a no-cost service agreement. The IV&V vendor will be procured executing a contract against a statewide price agreement. Hardware Development for RapBack for DPS Professional services for system testing and training needs LiveScan is a no-cost service contracted through DPS M&S contract with Innovative Architects (No cost until end of grant period) 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 PAGE | 44 PROJECT MANAGEMENT PLAN GAMING CENTRAL MONITORING SYSTEM (GCMS) 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 consists of administrative project activities and contractual project completion activities. It is important for the proper project closeout to complete both sets of activities. Administrative closeout activities complete the agency requirements for the NMDOH who is responsible for managing the project. This includes developing the lessons learned, processing the last of the invoices, and providing a transition plan for system and staff to the production mode. Contract closeout activities complete the contracting requirements, such as the formal acceptance of the project work products and final invoice processing. Required documentation and presentations will also be completed. 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 Administrative Close occurs at both the end of each phase and at the end of project. This closeout activity consists of verification that deliverables were met. Acceptance is formalized and phase activities are administratively closed out. The identification of closeout activities for the NBCP Project will be the final deployment and the transition to production. The final closeout will include the completion of NMDOH documentation, the DoIT closeout report and a presentation to the DoIT Project Certification Committee for approval to formally close the project. 7.2 CONTRACT CLOSE Contract close is similar to administrative close in that it involves product and process verification for contract close. PAGE | 45