MVD SYSTEM MODERNIZATION
(DRAGONFLY)
PROJECT CHARTER FOR CERTIFICATION
EXECUTIVE SPONSOR – JOHN MONFORTE
BUSINESS OWNER – MARK WILLIAMS
PROJECT MANAGER – CONTRACT PM TEAM
ORIGINAL PLAN DATE: 08/21/2013
REVISION DATE:
REVISION:
TABLE OF CONTENTS
TABLE OF CONTENTS............................................................................................................................................... I
1. PROJECT BACKGROUND ..................................................................................................................................... 1
1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT ..................................................................................................1
1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT ........................................................2
1.3 PROJECT CERTIFICATION REQUIREMENTS ......................................................................................................................2
2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS...................................................................................................... 2
2.1 AGENCY JUSTIFICATION .............................................................................................................................................2
2.2 BUSINESS OBJECTIVES ...............................................................................................................................................3
2.3 TECHNICAL OBJECTIVES .............................................................................................................................................4
2.4 IMPACT ON ORGANIZATION........................................................................................................................................5
2.5 TRANSITION TO OPERATIONS ......................................................................................................................................5
3.0 PROJECT/PRODUCT SCOPE OF WORK .............................................................................................................. 6
3.1 DELIVERABLES .........................................................................................................................................................6
3.1.1 Project Deliverables .....................................................................................................................................6
3.1.2 Product Deliverables ...................................................................................................................................8
3.2 SUCCESS AND QUALITY METRICS ............................................................................................................................9
4.0 SCHEDULE ESTIMATE ..................................................................................................................................... 10
5.1 FUNDING SOURCE(S) ..............................................................................................................................................11
APPROPRIATION HISTORY (INCLUDE ALL FUNDING SOURCES, E.G. FEDERAL, STATE, COUNTY, MUNICIPAL LAWS
OR GRANTS)......................................................................................................................................................... 11
Fiscal Year ....................................................................................................................................................................... 11
5.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE –..............................................................................................12
6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE ............................................................................ 12
6.1 STAKEHOLDERS .................................................................................................................................................12
6.2 PROJECT GOVERNANCE PLAN ...........................................................................................................................13
6.3 PROJECT MANAGER...........................................................................................................................................13
6.3.1 PROJECT MANAGER CONTACT INFORMATION .........................................................................................13
6.3.2 PROJECT MANAGER BACKGROUND ..........................................................................................................14
6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES ..................................................................................................14
6.5 PROJECT MANAGEMENT METHODOLOGY ....................................................................................................................16
7.0 CONSTRAINTS ................................................................................................................................................ 17
8.0 DEPENDENCIES............................................................................................................................................... 17
9.0 ASSUMPTIONS ............................................................................................................................................... 17
10.0 RISKS AND MITIGATION .............................................................................................................................. 17
11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING ................................................................................. 18
12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V ............................................................................... 20
13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES................................................................................... 21
14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE ......................................................................... 21
i
Revision History
REVISION NUMBER
DATE
Original
08/21/2013
COMMENT
ii
PROJECT CHARTER [PROJECT NAME]
1
1. PROJECT BACKGROUND
The project background section is meant to provide the reviewer with a picture of the
development of the project from inception to its being submitted for certification.
1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT
The Agency faces a situation today in which its driver and vehicle licensing system is aged and
increasingly challenged to meet current and future business demands. New Mexico’s Taxation
and Revenue Department (TRD), and in particular its Motor Vehicle Division (MVD), has a
large investment in a number of interrelated driver, vehicle, administrative control, licensing and
registration, and revenue processing information systems. Over time, pressure to maximize the
utility and interoperability of these systems and to reduce costs has increased dramatically.
These common demands have led to an industry and nationwide movement to increase systems
interoperability under a technology architecture that is more modularized and reduces reliance
on expensive, highly proprietary service offerings.
The Agency is committed to moving forward with the reengineering and replacement of its
current systems with a drivers and vehicles solution that is customer-centric and that provides
enhanced access and integration with other State and Federal databases. It is highly desirable
that the new solution provide the Agency and its Motor Vehicle Division with the ability to
manage technical and business requirements with user-configurable data items and modular
application code so as to allow quick and cost-effective adaptation to MVD’s changing business
needs.
In October 2009 the Agency published RFP# 00-333-00-06348, Motor Vehicle Division Driver
and Vehicle Licensing System Reengineering Project, “to replace the legacy system currently
used by the MVD and implement a modern customer-centric commercial-off-the-shelf (COTS)
driver and vehicle system.” At the conclusion of that RFP process a contract was awarded on
April 7, 2010 to Saber Software, Inc. (HP). In May of 2011 that contract was terminated by the
Agency.
In July 2011 the Agency issued RFI#10-333-00-10249 to gather information to help the Agency
determine the most advantageous way to move forward with replacement of MVD’s legacy
Driver and Vehicle systems and with the implementation of a modern, customer-centric Driver
and Vehicle system. The information gathering initiated by that RFI continued through October
2012.
A second RFP was issued early in 2013, RFP#30-333-12-12463. Responses to that RFP were
aligned with one of two approaches: 1) COTS system, and 2) COTS software for CustomerRelationship-Management (CRM) and Rules Engine with custom development of MVD
functions in and on the CRM platform. TRD is still in the process of completing this RFP.
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PROJECT CHARTER [PROJECT NAME]
2
1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT
1.3 PROJECT CERTIFICATION REQUIREMENTS
Does the project fit into the criteria for certification? Which and how?
CRITERIA
YES/NO
Project is mission critical to the agency
Y
Project cost is equal to or in excess of
$100,000.00
Y
Project impacts customer on-line access
Y
Project is one deemed appropriate by the
Secretary of the DoIT
Y
Will an IT Architecture Review be required?
Y
EXPLANATION
2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS
The justification and objectives section relates the project to the purpose of the lead agency and
describes the high level business and technical objectives for the project. The section also
includes a high level review of the impact to the organization, and of the concerns for transition
to operations.
2.1 AGENCY JUSTIFICATION
The Vision of the TRD is to promote the State’s overall efforts to improve the lives of New
Mexicans by providing a fair and efficient system of tax administration that is consistent and
responsive to the people and to protect public safety through effective administration of motor
vehicle laws.
The Mission of the Department is to administer and enforce, with fairness warranting the public’s
confidence, New Mexico’s taxation and revenue laws and motor vehicle code through a system that
efficiently and securely delivers quality customer services.
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PROJECT CHARTER [PROJECT NAME]
Motor Vehicle Division Purpose and Mission Statement
The Purpose of the Motor Vehicle Division (MVD or TRD-MVD) is to:
• License commercial and non-commercial drivers;
• Register, title, and license commercial and non-commercial vehicles and boats;
• License auto dealers and title service companies;
• Contract with private partners who provide selected MVD services; and
• Assure that MVD work is performed in accordance with the Motor Vehicle Code (Chapter 66,
NMSA 1978).
The Mission of MVD is ‘Outstanding service to the motoring public--every customer, every
transaction, every time’.
IDENTIFY AGENCY MISSION, PERFORMANCE MEASURE OR STRATEGIC GOALS TO BE
ADDRESSED THROUGH THIS PROJECT
NUMBER
DESCRIPTION
TRD STRATEGIC
GOAL
Provide outstanding customer service in motor vehicle operations –
every customer, every transaction, every time, and assess the results.
2.2 BUSINESS OBJECTIVES
USE THE FOLLOWING TABLE TO LIST MEASURABLE BUSINESS OBJECTIVES
NUMBER
DESCRIPTION
BUSINESS
OBJECTIVE 1
Replace the antiquated, fragile MVD system with a robust, reliable
system via an on-time, on-budget project delivery.
BUSINESS
OBJECTIVE 2
Expand electronic government (self-serve model).
Lead customers to lower-cost service channels.
BUSINESS
OBJECTIVE 3
Balance customer facing with centralized processing services.
BUSINESS
OBJECTIVE 4
BUSINESS
OBJECTIVE 5
Expedite paperless processing.
BUSINESS
OBJECTIVE 6
Simplify business rules
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3
PROJECT CHARTER [PROJECT NAME]
NUMBER
DESCRIPTION
BUSINESS
OBJECTIVE 7
Provide a solution capable of supporting the Visionary Business
Model developed by MVD and ITD in 2012.
BUSINESS
OBJECTIVE 8
Provide all the requirements previously developed for RFP #30-33300-12463
BUSINESS
OBJECTIVE 9
Provide higher levels of MVD service with the ability to meet new,
evolving requirements and operational needs.
BUSINESS
OBJECTIVE 10
Provide the ability to decrease the average time per transaction in the
Field Office by 20%.
2.3 TECHNICAL OBJECTIVES
NUMBER
DESCRIPTION
Provide a solution capable of immediately, or with only slight
modification, support the Visionary Business Model developed by
MVD and ITD in 2012.
Provide all the technical requirements included in the previous RFP
#30-333-00-12463.
TECHNICAL
OBJECTIVE 1
TECHNICAL
OBJECTIVE 2
TECHNICAL
OBJECTIVE 4
Procure a more modular solution with current technologies that can
be managed, updated, and replaced without requiring wholesale
replacement.
Adhere to national standards for data exchange, security, and
interfaces.
TECHNICAL
OBJECTIVE 5
Provide open-systems-based architecture (SOA compliant) that is
more reliable, flexible, and maintainable.
TECHNICAL
OBJECTIVE 6
Manage the risks of implementing and operating the new motor
vehicle environment while improving system and data integrity.
TECHNICAL
OBJECTIVE 7
Develop and manage a program that enables disaster recovery
operations and improves on return-to-service time lines.
TECHNICAL
OBJECTIVE 3
Improve the quality and accessibility of information for users with
toolset standards, such as Structured Query Language (SQL) and
Open Database Connectivity (ODBC), and do so without the
involvement of operators or specialists.
Where required in the RFP, fully integrate existing capital and
hardware infrastructure that currently exists.
TECHNICAL
OBJECTIVE 8
TECHNICAL
OBJECTIVE 9
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PROJECT CHARTER [PROJECT NAME]
2.4 IMPACT ON ORGANIZATION
The impacts on the organization are areas that need to be addressed by the project through its
planning process. They may not be internal project risks, but they can impact the success of the
project’s implementation.
AREA
DESCRIPTION
END USER
Reduce the amount of training time needed to use the more user
intuitive web interface. Reduction of errors during data entry of
customer\vehicle information. Quantum improvement in tracking of
audit information and user interaction with the system for error
resolution.
BUSINESS
PROCESSES
COTS packages embed best practice processes in the workflow of
the product, making transition to newer, more efficient processes as
easy as installing the next version of the COTS software.
IT OPERATIONS AND
STAFFING
Purchase of Level 3 support from the vendor, ensures that a
minimum number of State IT personnel need to remain to support
ongoing operations and support of Dragonfly.
2.5 TRANSITION TO OPERATIONS
The transition to operations areas include items that are asked in the certification form to assure
that the project has accounted or will account for these matters in its planning and requirements
specifications.
AREA
DESCRIPTION
PRELIMINARY
OPERATIONS
LOCATION AND
STAFFING PLANS
All hardware and software will be hosted in the Simms Enterprise
Data Center.
DATA SECURITY,
BUSINESS
CONTINUITY
Disaster Recovery ‘hot site’ has been purchased with the base
system. The details regarding the location of this site have not yet
been determined.
MAINTENANCE
STRATEGY
Level 3 support purchased from the vendor, includes Vendorprovided services for continual upgrade of the COTS modules of the
system as new versions of existing installed modules.
INTEROPERABILITY
The RFP mandates interoperability between Dragonfly and existing
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PROJECT CHARTER [PROJECT NAME]
AREA
6
DESCRIPTION
COTS packages and specific hardware previously purchased by
TRD\MVD.
RECORD RETENTION
All actions in the system are subject to audit tracking. Archiving of
data is available, but the details of archiving of data are not yet
available.
CONSOLIDATION
STRATEGY
N/A.
3.0 PROJECT/PRODUCT SCOPE OF WORK
In its efforts to move from the high level business objectives to the desired end product/service
the project team will need to deliver specific documents or work products. The State of New
Mexico Project Management Methodology distinguishes between the project and the product.
Project Deliverables will include the standard DoIT-required project deliverables outlined
below. TRD\MVD may decide to add some additional project deliverables, such as a more
detailed Organizational Change and Communications Plan.
3.1 DELIVERABLES
3.1.1 PROJECT DELIVERABLES
This initial list of project deliverables are those called for by the IT Certification Process and
Project Oversight memorandum, but does not exhaust the project deliverable documents
Project Charter
The Project Charter for Certification sets the overall scope
for the project, the governance structure, and when signed is
considered permission to proceed with the project. The
Project Charter for Certification is used to provide the
Project Certification Committee with adequate knowledge
of the project and its planning to certify the initiation phase
of the project
Certification Form
The Request for Certification and Release of Funds form is
submitted when a project goes for any of the certification
phases. It deals with the financial aspects of the project, as
well as other topics that indicate the level of planning that
has gone into the project. Many of the questions have been
incorporated into the preparation of the project charter
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PROJECT CHARTER [PROJECT NAME]
Project Management Plan
7
. “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.
plan.”
IV&V Contract & Reports
IT Service Contracts
Risk Assessment and
management
“Independent verification and validation (IV&V)” means the
process of evaluating a project 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 lead agency.
Independent verification and validation assessment reporting.
The Department requires all projects subject to oversight to
engage an independent verification and validation contractor
unless waived by the Department.
The Department of Information Technology and the State
Purchasing Division of General Services have established a
template for all IT related contracts.
The DoIT
Initial PROJECT RISK ASSESSMENT
template which is meant to fulfill the following
requirement:
“Prepare a written risk assessment report at the inception of
a project and at end of each product development lifecycle
phase or more frequently for large high-risk projects. Each
risk assessment shall be included as a project activity in
project schedule.” Project Oversight Process memorandum
Project Schedule
A tool used to indicate the planned dates, dependencies, and
assigned resources for performing activities and for meeting
milestones. The defacto standard is Microsoft Project
Monthly Project Status
Reports to DoIT
Project status reports. For all projects that require Department
oversight, the lead agency project manager shall submit an
agency approved project status report on a monthly basis to the
Department.
Project Closeout Report
This is the Template used to request that the project be
officially closed. Note that project closure is the last phase
of the certification process
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PROJECT CHARTER [PROJECT NAME]
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3.1.2 PRODUCT DELIVERABLES
The exact format of the product deliverables has not yet been established. When possible, DoIT
templates will be employed. When DoIT templates are not compatible with the agile
methodology employed by the Vendor, other formats will be negotiated, agreed to with TRD
personnel, and DoIT will be notified.
Requirements Documents
The external PM Team will be responsible for establishing
the Requirements Traceability Matrix (RTM) from the RFP
document. The contract PM Team will also be responsible
for data mining the Vendor tools in order to continually
update, validate and verify that MVD business and
technical requirements are being.
Design Documents
There may be 2-3 variants of design documents for
Dragonfly. Typically, any function provided solely from
the COTS software would have a Configuration
specification created.
For the New Mexico project, there will also have to be
design documents for all of the interfaces, and the non-core
transactional web services. The latter will need to be in
sufficient detail for external, Third Party vendors creating
User Interfaces (UI) for public customers, to estimate the
effort required in order to obtain TRD ‘certification’ of the
external Third Party’s UI.
Systems Specifications
DoIT Template does not apply.
Systems Architecture
Will be submitted via the usual TARC documentation.
System and Acceptance
Testing
Test scenarios, test scripts, and test results will be provided
by project personnel. Test results will be summarized by at
least the detail of individual scenarios and reported weekly
during major test cycles.
Operations requirements
Operations Transition Plan and specifics will be provided.
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PROJECT CHARTER [PROJECT NAME]
3.2 SUCCESS AND QUALITY METRICS
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.
QUALITY
METRICS 1
Improve customer service via a customer centric database that links
vehicles to drivers.
QUALITY
METRICS 2
Adopt Best Practice DMV processes.
QUALITY
METRICS 3
Increase the % of transactions performed via virtual channels by 20%
within three months of production go-live for each of the Driver and
Vehicle releases.
QUALITY
METRICS 4
Have system available 24x7x365 to all virtual channels with a 99.9%
availability.
QUALITY
METRICS 5
Maintain a Schedule Performance Index (SPI) of 1 throughout the project
QUALITY
METRICS 6
Maintain a Cost Performance Index (CPI) of 1 throughout the project
QUALITY
METRICS 7
No deliverable loops through a customer review more than three times,
without escalation and solution of issues related to that deliverable.
QUALITY
METRICS 8
Elimination of the risk of catastrophic failure, based on the current system
being beyond useful life and potentially one upgrade away from failure.
QUALITY
METRICS 9
Much more efficient use of resources--development resources, data entry
resources, internal back office resources.
QUALITY
METRICS 10
Dramatically improved financial accountability and reduction of financial
risk
QUALITY
METRICS 11
Dramatically improved process management and partner accountability
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PROJECT CHARTER [PROJECT NAME]
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4.0 SCHEDULE ESTIMATE
Given a November 2013 start date, all Driver transactions, financial functions, all web services
for external customer transactions, all interfaces, and Customer and Accounts to support Field
Offices, public customers and MVD partners; will be delivered May 2015. Vehicle transactions
and all associated web services, and interfaces will be delivered June 30, 2016.
4/30/2015
Complete Driver, Customer, Financials,
and Driver Web Services
11/7/2013
Start project
1/1/2014
11/1/2013
1/1/2015
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6/30/2016
Complete Vehicle,
and Vehicle Web Services
1/1/2016
6/30/2016
PROJECT CHARTER [PROJECT NAME]
11
5.0 Budget Estimate
Within the Project Charter budgets for the project can only be estimated. Original budgets
requested in appropriations or within agency budgets are probably not the numbers being
worked with at project time. Funding sources are asked for to help evaluate the realism of
project objectives against funding, and the allocation of budget estimates against project
deliverables.
Please remember to include agency staff time including project managers as costs.
5.1 FUNDING SOURCE(S)
APPROPRIATION HISTORY (INCLUDE ALL FUNDING SOURCES,
E.G. FEDERAL, STATE, COUNTY, MUNICIPAL LAWS
OR GRANTS)
FISCAL YEAR
Amount
Funding Source
Laws of 2009, Chapter 124, Sec. 7, Item 3, reverts 6/30/11
$8,042,500
NOT EXPENDED
Laws of 2013, Chapter 227, Section 7, extended through
fiscal year 2015
Laws of 2010 Special Session, Chapter. 6, Sec. 7, Item 3,
reverts 6/30/12
$8,300,000
NOT EXPENDED
PAGE 11
Laws of 2012 Chapter 19, Section 7, extended through fiscal
year 2014
PROJECT CHARTER [PROJECT NAME]
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5.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE –
Planning Phase Activity
FY14
Budget
SOW Contract Draft
Consulting
$19,500.00
Integrator Planning
200,000.00
PM Team Planning
$123,000.00
IV&V Initial Review
$200,000.00
TOTAL Planning Phase
$542,500.00
6.0 PROJECT AUTHORITY AND ORGANIZATIONAL
STRUCTURE
6.1 STAKEHOLDERS
Stakeholders should be a mix of agency management and end users who are impacted positively
or negatively by the project.
POSITION
STAKE IN PROJECT
Cabinet Secretary, TRD
Executive sponsor
MVD Director
Business Owner
TRD CIO
Systems Owner
Manager, TID\MVD
Provider of resources to the project, and
provider of support for the finished
system
External PM Team
Contractor team responsible to the
Executive Steering Committee for
Project Management, Business
Architecture, and Systems Architecture.
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PROJECT CHARTER [PROJECT NAME]
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POSITION
STAKE IN PROJECT
Business PM
Provide and schedule the activities of all
business participants from all TRD
divisions.
IT PM
Provide and schedule the activities of all
information technology participants from
TRD\ITD.
6.2 PROJECT GOVERNANCE PLAN
A diagram of the organization structure including steering committee members, project manager
and technical/business teams would be helpful.
Executive Steering Committee
TRD CIO
Contract PM Team
MVD Director
ITD PMO Lead
Integrator PM
Business PM Lead
6.3 PROJECT MANAGER
6.3.1 PROJECT MANAGER CONTACT INFORMATION
NAME
ORGANIZATION
CONTRACT PM TEAM
CONTRACTOR
Business PM
ITD PMO Lead
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PHONE #(S)
EMAIL
MVD
(505) 827-0158
raul.alvarez@st
ate.nm.us
ITD
(505) 476-1793
Jan.Christine@
PROJECT CHARTER [PROJECT NAME]
NAME
ORGANIZATION
14
PHONE #(S)
EMAIL
state.nm.us
6.3.2 PROJECT MANAGER BACKGROUND
6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES
ROLE
RESPONSIBILITY
Contract PM Team
PM Function
Contract PM Team
Business Architect
PAGE 14
1. Creation and continual update of the DoIT standard PMP, and any
adjunct PMBOK plans contractually required. Any deviation from DoIT
standards will be documented during contract creation and
negotiation. DoIT standards are available at
http://www.doit.state.nm.us/project_templates.html. Adjunct plans
are most likely to include:
a. Communications Plan
b. Risk Management Plan
c. Quality Assurance Plan
d. Training Plan
e. Organizational Change Plan
f. System Change Management Plan
2. Establishing the project schedule baseline, including costs and vendor,
ITD, and MVD resources.
3. Weekly Status update on the project, including the schedule and EVM
calculations.
4. Weekly extraction of data from the ‘tentatively selected vendors’
toolset in order to complete #2 and #3 above.
5. Weekly extraction of data from the ‘tentatively selected vendors’
toolset in order to track issues and issue resolution; prototyping
performed and configuration and design changes.
6. All other PMBOK activities and tasks as per PMBOK Fourth Edition or
higher, with the exception of Scope Management, and Procurement
Management.
1. Validation and refinement of RFP Requirements.
2. Use #1 and the contract to clearly define scope.
3. Running JAD sessions as required or other methods of scope
validation, refinement, and control.
4. Creation and maintenance of the RTM, including mining the
‘tentatively selected vendor’s” toolset for system features and
functions and gap analysis.
PROJECT CHARTER [PROJECT NAME]
ROLE
RESPONSIBILITY
5. Create minimal requirements for system documentation.
6. Creation acceptance criteria for system documentation and system
functions.
7. Verify and control scope throughout the project.
8. Collaborate with the PM function throughout the project.
9. Perform gap analysis between RTM and delivered functionality.
10. Collaborate with the “tentatively selected vendor” around scope and
deliverable acceptance throughout the project.
Contract PM Team
Technical (System)
Architect
1. Evaluation of architectural options within the current COTS framework
of the “tentatively selected vendor’.
2. Inspection and customer advocacy of Vendor proposed architectural
solutions for:
a. Web Services
b. Customers and Accounts
c. Non-core (UNI Server) web services and/or interfaces.
d. Integration with existing partners and COTS packages.
3. Inspection and acceptance or revision of Technical specification
documents for:
a. Integration with existing TRD COTS packages and hardware,
specifically DMS, Qmatic, and Central Issuance.
b. New Web Services that will be used to ‘certify’ Third Party
User Interface providers.
c. Security features of the system.
d. Use of the base COTS Customer and Account entities and
functions for the more complex NM environment than other
implementations.
4. Inspection and acceptance or revision of code extensions for
interfaces, integration, and non-core web services.
Business PM
Organize the work, participation, and activities of TRD business
divisions in the project.
Primary responsibility for deliverables acceptance of business
requirements.
IT PMO Lead
Organize the work, participation, and activities of TRD ITD
participants in the project.
Primary responsibility for deliverables acceptance of IT
requirements.
Responsible for assignment of ITD PMO members to project
activities, as required.
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PROJECT CHARTER [PROJECT NAME]
6.5 PROJECT MANAGEMENT METHODOLOGY
The Department of Information Technology certification process is built around a series of
certification gates: Initiation, Planning, Implementation and Closeout. Each of these
phases/gates has a set of expected documents associated with it. The gates and the associated
documents make up the certification methodology.
The standard project framework from DoIT will be used by the Contract PM Team. However,
the Contract PM Team will also be responsible for extraction and loading of Vendor agile
methodology project artifacts into more traditional reporting structures for RTM, project
schedule, Issues and Risks for reporting out to the Executive Steering Committee and the PCC
as required.
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PROJECT CHARTER [PROJECT NAME]
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NOTE:
CONSTRAINTS, DEPENDENCIES, ASSUMPTIONS and RISKS
During the Clarification phase, TRD did receive draft elements for all of the above, also with a
draft detailed project schedule.
The draft for none of the above could not be accepted by TRD ‘as-is’. The week of August 19,
TRD and the ‘tentatively selected vendor’ will be starting negotiations prior to contract draft for
all of these objects.
7.0 CONSTRAINTS
NUMBER
DESCRIPTION
8.0 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
9.0 ASSUMPTIONS
NUMBER
DESCRIPTION
10.0 RISKS AND MITIGATION
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TYPE M,D,E
PROJECT CHARTER [PROJECT NAME]
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11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING
The usual Executive Communications Reporting will be used for this project, within the
structure of the DRIVE MVD Executive Steering Committee.
Description
Target
Audience
Delivery
Method
Frequency
TRD DRAGONFLY
Project Status Meeting
TRD CIO
Face-to-Face
Weekly
To discuss project status
with the TRD CIO
Responsible
Party
 TRD Lead
Project
Manager
Standard
Recurring
meetings are
scheduled
through
Outlook
Uses
standard
format
TRD DRAGONFLY
Project Management
Status Meeting
Regularly scheduled
meetings:
To discuss project
activities, progress, issues
and results of
measurement and analysis
activities.
Meeting
attendees
(PMs, PA,
Requirements
Leads)
Face-to-Face
Weekly
Meeting
minutes are
stored in the
Project
Repository
 TRD Project
Managers
(owns
meeting
notice;
contributes
agenda
topics)
Event driven:
When new requirements
are added, existing
requirements are changed,
etc
TRD DRAGONFLY
Steering Committee
This formal meeting
addresses the
accomplishments and
results of the project with
the client. These meetings
address commitments,
plans, risks, status of
activities and significant
issues for the project, as
well as how the project fits
into the current business
environment and the
communication of the
results of measurement
and analysis activities.
PAGE 18
 Contractor
Project
Manager
(plans and
publishes
agenda)
Recurring
meetings are
scheduled
through
Outlook
Uses
standard
format
An agenda is
distributed in
advance.
 Contractor
Project
Analyst
(scribe)
Meeting
Attendees
(PMs, Account
Exec, DMV
Delivery
Executive, TRD
CIO, MVD
Director,
Project
Analyst)
Meeting
minutes are
stored in the
Project
Repository
Conference
call or in
person
Once
monthly,
beginning in
June 2010
 Project
Managers
Recurring
meetings are
scheduled
through
Outlook
Uses
standard
format
An agenda is
distributed in
advance.
PROJECT CHARTER [PROJECT NAME]
19
Description
Target
Audience
Delivery
Method
Frequency
MVD DRIVE Steering
Committee
Meeting
Attendees
(PMs, TRD CIO,
MVD Director,
MVD Deputy)
Face-to-Face
Bi-weekly
This formal meeting
addresses the
accomplishments and
results of all MVD projects.
Client Project
Managers
Word
Document
To describe the status of
the project to the client
Status Reports
are stored on
the Project
Repository
Email
DoIT TRD Dragonfly
Project Status
DoIT
Word
Document
Recurring
meetings are
scheduled
through
Outlook
Weekly, by
COB Monday
 Contractor
Project
Manager
Status report
template
Monthly
 Contract
PM Team
Follows DoIT
Standard
As needed
 Change
Control
Board Chair
Meetings are
scheduled
through
Outlook as
needed.
Email
To describe the status of
the project to DoIT
Review, evaluate, approve
or reject, and prioritize
change requests. Group
approved change requests
into releases.
TRD Lead
Project
Manager
Standard
Uses
standard
format
TRD Dragonfly Status
Report
TRD DRAGONFLY
Change Control Board
(CCB) Meeting
Responsible
Party
Attendees
(PMs, PA,
Requirements
Leads)
Group
Meeting or
conference
call
For contract
changes,
additionally
Contractor
Account Exec,
DMV Practice
Lead, ITD CIO,
MVD Director
An agenda is
distributed in
advance.
Meeting
minutes are
stored in the
Project
Repository
Issue Tracking and
Escalation
To provide a framework for
documenting and tracking
issues to closure and
escalating long-standing or
critical issues for senior
leadership attention.
PAGE 19
Captured and
stored in the
Project
Repository
Project
Repository
E-mail,
conference
call or in
person
Whenever an
issue arises or
needs
management
involvement
for resolution.
 Project
Managers
External
Issue
Resolution
and
Escalation
Procedure
PROJECT CHARTER [PROJECT NAME]
20
12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V
IV&V focus depends upon the type of project, with various emphases on project and product
deliverables.
The following check list is based on Exhibit A of the OCIO IV&V Contract Template, and the
Information technology template. . It is included here to provide a high level of the type of
IV&V accountability the project envisions:
Project/Product Area
Include –Yes/No
Project Management
Y
Quality Management
Y
Training
Y
Requirements Management
Contract PM Team
Business Architect
Operating Environment
Contract PM Team
System Architect
Development Environment
Contract PM Team
Systems Architect
Software Development
Contract PM Team
Systems Architect
System and Acceptance Testing
Contract PM Team
Business and Systems
Architect
Data Management
Contract PM Team
Systems Architect
Operations Oversight
Contract PM Team
Systems Architect
Business Process Impact
Contract PM Team
Business Architect
PAGE 20
PROJECT CHARTER [PROJECT NAME]
21
13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES
SIGNATURE
DATE
EXECUTIVE SPONSOR
BUSINESS OWNER
PROJECT MANAGER
14.0 PROJECT CHARTER CERTIFICATION APPROVAL
SIGNATURE
SIGNATURE
DOIT / PCC APPROVAL
PAGE 21
DATE