PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT
MANAGEMENT MIGRATION
DOCUMENT IMAGING
IMPLEMENTATION AND CONTENT
MANAGEMENT MIGRATION
PROJECT MANAGEMENT PLAN
(PMP)
EXECUTIVE SPONSOR – TOM CHURCH, NMDOT CABINET SECRETARY
BUSINESS OWNER - NMDOT
PROJECT MANAGER – BRUCE OAKELEY /DAVID CORIZ
ORIGINAL PLAN DATE: DECEMBER 22, 2013
REVISION DATE: JANUARY 14, 2014
REVISION: 1.0
REVISION: 1.0
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TABLE OF CONTENTSABOUT THIS DOCUMENT ............................................................................................... III
1.0
PROJECT OVERVIEW ..................................................................................................................................... 1
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT ..................................................................................................1
1.2 FUNDING AND SOURCES .............................................................................................................................................2
1.3 CONSTRAINTS ..........................................................................................................................................................2
1.4 DEPENDENCIES .........................................................................................................................................................2
1.5 ASSUMPTIONS.....................................................................................................................................................3
1.6 INITIAL PROJECT RISKS IDENTIFIED..............................................................................................................................3
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE .............................................................................. 4
2.1 STAKEHOLDERS ........................................................................................................................................................5
2.2 PROJECT GOVERNANCE STRUCTURE .............................................................................................................................5
2.3 EXECUTIVE REPORTING..............................................................................................................................................6
3.0 SCOPE .............................................................................................................................................................. 6
3.1 PROJECT OBJECTIVES ................................................................................................................................................6
3.2 PROJECT EXCLUSIONS ................................................................................................................................................8
3.3 CRITICAL SUCCESS FACTORS .......................................................................................................................................8
4.0 PROJECT DELIVERABLES AND METHODOLOGY ................................................................................................. 9
4.1 PROJECT MANAGEMENT LIFE CYCLE ............................................................................................................................9
4.2 PRODUCT LIFE CYCLE .........................................................................................................................................21
5.0 PROJECT WORK .............................................................................................................................................. 26
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE ................................................................................................................26
5.3 PROJECT BUDGET ...................................................................................................................................................27
5.4.2 Project Team Roles and Responsibilities ...................................................................................................29
5.5 STAFF PLANNING AND RESOURCE ACQUISITION..................................................................................................30
5.6 PROJECT LOGISTICS ...........................................................................................................................................32
6.0 PROJECT MANAGEMENT AND CONTROLS ...................................................................................................... 33
6.1 RISK AND ISSUE MANAGEMENT.................................................................................................................................33
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V .............................................................................................36
6.3 SCOPE MANAGEMENT PLAN ....................................................................................................................................36
6.4 PROJECT BUDGET MANAGEMENT..............................................................................................................................37
6.5 COMMUNICATION PLAN ..........................................................................................................................................37
6.7 QUALITY OBJECTIVES AND CONTROL ................................................................................................................38
6.8 CONFIGURATION MANAGEMENT .....................................................................................................................40
6.9 PROCUREMENT MANAGEMENT PLAN ..............................................................................................................40
7. 0 PROJECT CLOSE ............................................................................................................................................. 40
ATTACHMENTS .................................................................................................................................................... 41
APPENDIX A - SCOPE DEFINITION DOCUMENT ....................................................................................................... 1
DETAILED WORK BREAKDOWN STRUCTURE (WBS) ............................................................................................................1
ECM Project Management WBS ..........................................................................................................................2
Implementation WBS ..........................................................................................................................................5
Supporting Organizational Infrastructure WBS ..................................................................................................7
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Revision History
REVISION NUMBER
1.0
DATE
COMMENT
December 22, 2013
Original Draft
January 14, 2014
Revision for PCC Certification
ABOUT THIS DOCUMENT
This document is developed based on the State of New Mexico Department of Information Technology (DoIT)
template for a Project Management Plan (PMP) - Revision: 1.0, July 27, 2007; a careful review of the template
ensured all intended components are included. The document includes all of the industry-accepted guidelines to
plan, execute, control, and close a project.
The PMP is set up so that the body of the document continues to serve the needs of any future NMDOT Enterprise
Content Management project with minimal modification, while the Appendices contain the dynamic components of
the project plan that must be continually updated and managed, for example the project schedule and the budget.
The document is being referred to as the “Documentum Implementation and FileNet Migration” Project
Management Plan.
The term Enterprise Content Management (ECM) became the industry standard for a combination of functions that
includes: document imaging, electronic document management, electronic records management, workflow, and web
content management. For over 60 years, AIIM (The Association for Information and Image Management) has been
the leading international organization focused on helping users to understand the challenges associated with
managing documents, content, and business processes.”1 While AIIM is not changing their name, they are using a
new byline, referring to themselves as the “Enterprise Content Management Association”.
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1.0 PROJECT OVERVIEW
It is estimated that more than 90% of the records being created today are electronic. Coupled with the overwhelming
growth of electronic messages - most notably e-mail and instant messaging - the management of electronic records
has become a critical business issue. How information is managed has significant business, legal, and technology
ramifications. Determining when content is a record, and then how that record is managed throughout its lifecycle is
essential, while the medium that is used to create, deliver, or store information is the secondary consideration.
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT
Below is a diagram showing the various technology tools that are being included in Enterprise
Content Management solutions offered by vendors.
Enterprise
Content
Management
Document
Imaging
Document
Management
Records
Management
Integrated
Document Archive
& Retrieval
Digital Asset
Management
Workflow
Management
e-Forms
Processing
Web Content
Management
Documentcentric
Collaboration
Email Archiving
ECM Components
The NMDOT project enables the Records Management Division to capture, manage and search electronic
content/documents and to automate paper and manual processes. There are many vital records that NMDOT must
maintain and make available to internal and external customers for many years to come. The purpose of this project
is to replace the existing document imaging system which is over 13 years old and has some major software and
hardware issues. NMDOT plans to automate and maintain as many records it can in electronic format and in the
future move to a paperless environment and convert paper records to electronic format for many areas in the agency.
Also comply with the Inspection of Public Records Act when providing electronic information. Many of the
NMDOT business processes are paper intensive. These improvements are achievable through implementing
document scanning, electronic document management and electronic records management. NMDOT is working on
finding another solution to replace the older system. The solution is to provide a system that the end users can
continue to do their daily job duties and provide good customer service to the public and its internal users. The
current system has over 4 terabytes of electronic information and records that are vital to the programs and the
history of NMDOT that will need to be preserved for many years to come .
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1.2 FUNDING AND SOURCES
SOURCE
AMOUNT
ASSOCIATED
RESTRICTIONS
NMDOT Road Fund
(ONM)
$1,272,468
None
1.3 CONSTRAINTS
Constraints are factors that restrict the project by scope, resource, or schedule.
NUMBER
DESCRIPTION
1
Statutory requirement to keep vital records for long term.
2
Statutory requirement to preserve and maintain permanent records by law.
1.4 DEPENDENCIES



Mandatory dependencies
D- Discretionary dependencies
E-External
NUMBER
DESCRIPTION
TYPE M,D,E
1
Vendor On-going Software Support
M
2
NMDOT Business Process
M
3
System sized to scale to meet NMDOT demands
M
4
Department of Information Technology Project Oversight Committee
approval of Project certification phases to support on-going project effort
M
5
Infrastructure scalability
M
6
Contract Approval and purchase for software and maintenance.
E
7
Funding for software maintenance, implementation and on-going support of
system.
M
8
Data conversion and defined Metadata requirements and standards
M
9
Maintain Operating Standards Maintenance standards manual.
M
10
Forms management
M
11
State Records Center and Archives Approval of NMDOT Imaging System
Plan revisions
M
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1.5 ASSUMPTIONS
NUMBER
DESCRIPTION
1
2
System will integrate with DoIT Enterprise Architecture and with Central Electronic
Records Repository (CERR) system selected by Records and Archives
Data will be easily converted and without corruption or loss.
3
4
Vendor will honor contractual obligations.
Software will integrate with other system software
5
Adequate Budget will be available.
6
Adequate staffing levels with the proper skill sets necessary to ensure the system will
perform at level expected.
Staff is trained properly on the operation of the system to ensure continued success of the
program.
Vendor will continue to support software and release upgrades/patches on a regular basis.
Business Requirements will have minimal change over the life cycle of the project.
7
8
9
1.6 INITIAL PROJECT RISKS IDENTIFIED
For every phase of the project, the risks and issues are identified and managed through the length of the project
cycle. As items are identified, they are assessed in terms of impact (scope, schedule, resources, cost) and
magnitude. Items are then prioritized for mitigation.
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2.0 PROJECT AUTHORITY AND ORGANIZATIONAL
STRUCTURE
Executive Sponsor,
Tom Church
Executive Steering Committee
Tom Church
Eric Roybal
Project Sponsor,
Bruce Oakeley
IV&V
Business Owners,
David Coriz
NMDOT Staff
Business Operations Review
Team:






Benefits
Financial/Training
Legal
Construction
Contracts
Records Management
Reports/HIPAA Regulations
Technical Review
DoIT / NMDOT Tech
Staff
Project Manager
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PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT
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2.1 STAKEHOLDERS
List all of the major stakeholders in this project, and state why they have a stake. . Stakeholders
are individuals and organizations that are actively involved in the project, or whose interests may
be positively or negatively affected as a result of project execution or project completion. They
may also exert influence over the project and its results.
NAME
STAKE IN PROJECT
ORGANIZATION
TITLE
Tom Church
Executive Sponsor
NMDOT
Cabinet
Secretary
Eric Roybal
Budget
NMDOT
CIO
Bruce Oakeley
Budget Project Sponsor
NMDOT
Manager
2.2 PROJECT GOVERNANCE STRUCTURE
2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART
ROLE
RESPONSIBILITY
NAME
FUNCTIONAL
AREA
IT Manager
Oversight of Project
Bruce Oakeley
IT
CIO
Project certification
Eric Roybal
IT
Project Lead
Oversight of project
Adam Torab
WAVE
Technologies
Solutions Group
Project Engineer
Produce deliverables
Usman Ghani
WAVE
Technologies
Solutions Group
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2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE

Bruce Oakeley- IT Project Manager

Jeff Woodman- IT Project Manager

David Coriz- IT Project Manager/Records Manager

Conce Fresquez- IT Manager

Eric Roybal- IT CIO
2.3 EXECUTIVE REPORTING
Meetings will be conducted with NMDOT Management and project teams on a regularly scheduled basis.
Whiteboard sessions outlining project task and resource assignment schedules and agendas are conducted
throughout the process and transferred to Microsoft project. Project team meetings are scheduled to coincide with
the Vendor Implementation/Design teams for on-site implementation sessions with frequency and length of those
meetings to be defined. Project status updates reports will be verbally communicated to Business Owners
conducted at weekly staff meetings. NMDOT management will be kept informed on progress of the project
periodically throughout the project life cycle. Special oral and written Project Management and IV&V reports will
be given on project progress to the ECM Steering Committee.
3.0 SCOPE
3.1 PROJECT OBJECTIVES
3.1.1 BUSINESS OBJECTIVES
NUMBER
DESCRIPTION
BUSINESS
OBJECTIVE 1
BUSINESS
OBJECTIVE 2
BUSINESS
OBJECTIVE 3
BUSINESS
OBJECTIVE 4
BUSINESS
OBJECTIVE 5
Increased efficiency and productivity through a well-managed records
environment
Optimize business processes, decreasing number of steps, saving time
BUSINESS
OBJECTIVE 6
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Lower the cost of government, more effective Electronic Records
Administration Management
Improved service delivery to constituency
Substantial NMDOT business process improvements are achievable
through implementing document scanning, electronic document
management and electronic records management.
Streamline traditional claims inefficiencies and reduce manual, paper-based
processes, which contribute to high claims costs and overhead expenses.
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NUMBER
DESCRIPTION
BUSINESS
OBJECTIVE 7
Provide records management for long-term archiving and the automation of
retention and compliance policies, and to ensure legal or regulatory record
compliance
System will provide document management for check-in/check-out, version
control, security and library services for business documents
Revisions to NMDOT Imaging System Plan are approved by SRCA
BUSINESS
OBJECTIVE 8
BUSINESS
OBJECTIVE 9
3.1.2 TECHNICAL OBJECTIVES
NUMBER
DESCRIPTION
TECHNICAL
OBJECTIVE 1
Web-Based System - will be designed on a public facing network with a
web based Java platform front-end to allow NMDOT staff and vendor
remote access
Data will be easily converted and migrated. Metadata will be tagged and
follow standards
Support portal architecture
TECHNICAL
OBJECTIVE 2
TECHNICAL
OBJECTIVE 3
TECHNICAL
OBJECTIVE 4
TECHNICAL
OBJECTIVE 5
TECHNICAL
OBJECTIVE 6
TECHNICAL
OBJECTIVE 7
TECHNICAL
OBJECTIVE 8
TECHNICAL
OBJECTIVE 9
TECHNICAL
OBJECTIVE 10
TECHNICAL
OBJECTIVE 11
TECHNICAL
OBJECTIVE 12
TECHNICAL
OBJECTIVE 13
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System will have indexing and archiving functionality
System will integrate with the Centralized Electronic Records Repository
managed by State Records and Archives
System Interface - Provide an architecture that will easily interface with
SHARE and GSD RMIS systems
Open Architecture - Provide an open architecture infrastructure and
scalable to allow for growth
IT Architecture – ensure system aligns with enterprise-wide IT architecture
Efficiency, High Performance – Application will be server independent and
can be deployed on an open source application server such as Apache
Tomcat
Authentication - System will support Microsoft Active Directory
Systems Integration - System will be connected to Hitachi SAN
Redundancy - System will be configured to support system fail over
Security/User Roles - System will support a secure front end user system
log in and security role level authentication
PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT
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NUMBER
DESCRIPTION
TECHNICAL
OBJECTIVE 14
Extensibility - ensure system is designed to easily allow the addition of
new-features later,, using hooks, an application programming interface or
plug-ins.
Include a Reports Writer module
TECHNICAL
OBJECTIVE 15
TECHNICAL
OBJECTIVE 16
System must support up to 1,500 concurrent users
3.2 PROJECT EXCLUSIONS
In particular, the following items are out of scope for this Project:
 Migration of FileNet P8
 Integration with HR application
 Implementation/Integration of OIG Forms/Workflows.
 Database level migration – Consultant will extract only the content and metadata
information from the database.
 Network sizing, capacity analysis and performance considerations.
 Installation of Windows Operating System service packs or patches. NMDOT will perform
 Disaster Recovery and Daily Backups. Already in place
3.3 CRITICAL SUCCESS FACTORS
NUMBER
DESCRIPTION
QUALITY METRICS
The project schedule, assigned tasks, resources and milestones are met.
1
QUALITY METRICS
Project does not exceed budget without proper authorization.
2
QUALITY METRICS
System can provide reports that accurately track document metrics
3
QUALITY METRICS
4
QUALITY METRICS
5
QUALITY METRICS
6
QUALITY METRICS
7
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All NMDOT operational and facility data information is successfully
converted and migrated onto an electronic records management platform
Applicable Legislative Performance Measures as stated in Strategic
Business and IT plan are met.
System is secure, operable and stable
Data integrity is maintained
PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT
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NUMBER
DESCRIPTION
QUALITY METRICS
8
QUALITY METRICS
9
Staff is adequately trained
Conforms to SRCA Records Management Policies
4.0 PROJECT DELIVERABLES AND METHODOLOGY
NMDOT will use our vendor’s WAVE Methodology Framework (WMF) for project
management. This framework is based on years of consulting and project delivery knowledge in
the field of Enterprise Content Management, has been field-tested and has proven successful. It
consists of subdividing a larger project into smaller, more manageable phases, at the end of
which NMDOT will review and approve the deliverables from one phase before commencing the
next. This allows the Project Team to closely monitor the progress of a project and to ensure the
needs and expectations of our customers are met.
4.1 PROJECT MANAGEMENT LIFE CYCLE
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Phase
Summary of Phase
Key Deliverables
Initiate
During initiate, the project
manager of the delivery team
will kick-off the project,
validate the scope, facilitate
the logistic, and initiate the
project plan

Communication Plan

Escalation Plan

Timeline Schedule

Project collaboration
eRoom
The delivery team will
conduct the analysis of DOT’s
requirements and define the
architecture and design of the
solution. The requirements
include business requirements,
functional requirements, and
infrastructure requirements.

Enterprise Foundation
Definition (Enterprisewide Taxonomy)

Functional Requirements
Definition (use-case
specific).

Technical Architecture
Definition (Infrastructure)

Solution Design Document
(SDD)

Out-of-the-box
Documentum software
installed

Configured Documentum
environment with
taxonomy and library
services

Configured retention
policies

Migrated content from
FileNet Imaging Services
to Documentum

Migration of Computer
Output to Laser Disc
(COLD) data

Utility to ingest content
from Fileshare
Analyze
Build
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In Build, the delivery team
will actually build the
proposed system. It includes
the installation, development,
and configuration, and testing
of components and subsystems comprising the
proposed solution.
PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT
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
Updated Kofax Capture
release scripts to export to
Documentum

Completion of System
Test Scripts procedure

Defect list tracking reports
for User Acceptance
Testing (UAT).

Execution of User
Acceptance Testing
(UAT).
In this phase, the delivery
team will train the subject
matter experts of each group
for the end user training. The
delivery team will also train
the admin staff to prepare
them for the system
maintenance and the
application support.

Completed Training.

Quick Reference Guide.

System as-built
documentation
Deploy
In this phase, the delivery
team ports the system from a
Test environment to
Production environment and
conduct the system roll out for
successful “Go-Live”.

System Go-Live
Close
In this phase, the delivery
team ensures that every detail
of the project has been
addressed and proper closure
is attained.

Project Closure
Train
o Project Review
Meeting.
o Project Archival
Activities.
o Follow-up
Activities.
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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 Communication Plan
Description
Defines the messages, communication
channels, frequency and target audience of
project communications
Deliverable Acceptance Criteria
Agreed Communication Plan in the meeting
Standards for Content and Format
Wave Technology Solutions Group’s
Communication Plan Template or Meeting
Minutes
Quality Review
Reviewed in meeting between WAVE
Technology Solutions Group and NMDOT
project management
4.1.1.2 Escalation Plan
Description
Method, procedure and process to follow
should issues arise that requires escalation
Deliverable Acceptance Criteria
Agreed Escalation Plan in the meeting will be
posted in eRoom
Standards for Content and Format
Meeting Minutes
Quality Review
Reviewed in meeting between WAVE
Technology Solutions Group and NMDOT
project management
4.1.1.3 Timeline Schedule
Description
A Timeline Schedule with specific dates for
each deliverable within a NM DOT provided
template or as agreed upon between the
WAVE Technology Solutions Group and NM
DOT project managers.
Deliverable Acceptance Criteria
Agreed Timeline schedule in the meeting will
be posted in eRoom
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Standards for Content and Format
Wave’s Project Plan template
Quality Review
NM DOT staff reviewing the draft deliverable
and providing comments and suggested
revisions on the timeline. NM DOT comments
will be synthesized and compiled into one
document by the NM DOT and provided to
WAVE Technology Solutions Group and will
update the document and provide the updated
draft.
4.1.1.4 Project Collaboration eRoom
Description
Online repository and collaboration tool
utilized for the duration of the project
implementation
Deliverable Acceptance Criteria
eRoom Access to NMDOT project
management
Standards for Content and Format
eRoom Site
Quality Review
Verify eRoom Access by NMDOT project
management
4.1.1.5 Enterprise Foundation Definition (Enterprise-wide Taxonomy)
Description
An Enterprise Foundation is a design principle
that establishes repeatable standards to create a
scalable Enterprise Content Management
foundation across the enterprise
Deliverable Acceptance Criteria
Signed off document
Standards for Content and Format
WAVE Technology Solutions Group EFD
Template
Quality Review
NM DOT staff reviewing the draft deliverable
and providing comments and suggested
revisions. NM DOT comments will be
synthesized and compiled into one document
by the NM DOT and provided to WAVE
Technology Solutions Group and will update
the document and provide the updated draft.
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4.1.1.6 Functional Requirements Definition (Use-Case Specific)
Description
Defines the functional requirements as
collected from business users within the scope
of the project
Deliverable Acceptance Criteria
Signed off document
Standards for Content and Format
WAVE Technology Solutions Group’s FRD
Template
Quality Review
NM DOT staff reviewing the draft deliverable
and providing comments and suggested
revisions. NM DOT comments will be
synthesized and compiled into one document
by the NM DOT and provided to WAVE
Technology Solutions Group and will update
the document and provide the updated draft.
4.1.1.7 Technical Architecture Definition (Infrastructure)
Description
Technical Architecture Document (TAD)
describes the specification and configuration of
the system on infrastructure level
Deliverable Acceptance Criteria
Signed off document
Standards for Content and Format
TAD Template
Quality Review
NM DOT staff reviewing the draft deliverable
and providing comments and suggested
revisions. NM DOT comments will be
synthesized and compiled into one document
by the NM DOT and provided to WAVE
Technology Solutions Group and will update
the document and provide the updated draft.
4.1.1.8 Solution Design Document (SDD)
Description
Develop and prepare in a clear, concise written
format the design recommendations for the
NM DOT’s Electronic Content Management
System
Deliverable Acceptance Criteria
Signed off document
Standards for Content and Format
WAVE Technology Solutions Group’s SDD
Template
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Quality Review
NM DOT staff reviewing the draft deliverable
and providing comments and suggested
revisions. NM DOT comments will be
synthesized and compiled into one document
by the NM DOT and provided to WAVE
Technology Solutions Group and will update
the document and provide the updated draft.
4.1.1.9 Out-of-the-Box Documentum Software Installed
Description
Install Documentum components as per bill of
materials.
Deliverable Acceptance Criteria
All the installed services and software are
running
Standards for Content and Format
Installations as per EMC’s best practices
Quality Review
NMDOT Staff verifying the installed
components
4.1.1.10 Configured Documentum Environment with Taxonomy and
Library Services
Description
Configure and customize the Documentum
components to build taxonomy and library
services for ECMS
Deliverable Acceptance Criteria
Unit Tested Components, reported in Status
Report
Standards for Content and Format
WAVE Technology Solutions Group Status
Report
Quality Review
NMDOT staff will do the sanity check
User Acceptance Testing will be performed
during Testing Phase
4.1.1.11 Configured Retention Policies
Description
Configuring the retention policies in ECMS as
per functional requirements
Deliverable Acceptance Criteria
Unit Tested Components, reported in Status
Report
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Standards for Content and Format
WAVE Technology Solutions Group’s Status
Report
Quality Review
NMDOT staff will do the verification check
User Acceptance Testing will be performed
during Testing Phase
4.1.1.12 Migrated Content from FileNet Imaging Services to
Documentum
Description
Set up Migration Utility to migrate the content
and their metadata from a FileNet Imaging
Services into Documentum repository
Deliverable Acceptance Criteria
10% of the total content of the Imaging
Services repository to be migrated and then
hand over the migration mechanism (or utility)
to DOT, reported in Status Report
Standards for Content and Format
WAVE’s Status Report
Quality Review
Migration report will be reviewed
Verification check by NMDOT IT Staff
User Acceptance Testing will be performed in
Testing Phase
4.1.1.13 Migration of Computer Output to Laser Disc (COLD) Data
Description
Set up Migration Utility to migrate the content
and their metadata from a FileNet Imaging
Services into Documentum repository
Deliverable Acceptance Criteria
100% of the COLD data to be migrated,
reported in Status Report
Standards for Content and Format
WAVE Technology Solutions Group’s Status
Report
Quality Review
Migration report will be reviewed
Verification check by NMDOT IT Staff
User Acceptance Testing will be performed in
Testing Phase
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4.1.1.14 Utility to Ingest Content from Fileshare
Description
Set up a utility to ingest the content and their
metadata from an FTP site to Documentum
repository
Deliverable Acceptance Criteria
Unit tested, reported in Status Report
Standards for Content and Format
WAVE Technology Solutions Group’s Status
Report
Quality Review
Verification check by NMDOT IT Staff
User Acceptance Testing will be performed in
Testing phase
4.1.1.15 Updated Kofax Release Scripts to Export to Documentum
Description
Update the existing Kofax release scripts such
that Kofax releases captured documents to
Documentum
Deliverable Acceptance Criteria
Working Kofax release to Documentum,
reported in Status Report
Standards for Content and Format
WAVE Technology Solutions Group’s Status
Report
Quality Review
Verification check by NMDOT IT Staff
User Acceptance Testing will be performed in
Testing phase
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4.1.1.16 Completion of System Test Scripts procedure
Description
Define the script to test the solution from a
functional standpoint in order to verify that all
of the features outlined in the Solution Design
Document are functioning as documented
Deliverable Acceptance Criteria
Sign off the document
Standards for Content and Format
WAVE Technology Solutions Group’s Test
Script Template
Quality Review
NM DOT staff reviewing the draft deliverable
and providing comments and suggested
revisions. NM DOT comments will be
synthesized and compiled into one document
by the NM DOT and provided to WAVE
Technology Solutions Group and will update
the document and provide the updated draft.
4.1.1.17 Defect list tracking reports for User Acceptance Testing (UAT)
Description
Maintains a list of the issues and changes
identified during the Testing
Deliverable Acceptance Criteria
After the review, the list will be updated in
eRoom. Reported in Status Report
Standards for Content and Format
WAVE Technology Solutions Group’s Defect
Tracking Template
Quality Review
Reviewed in meeting between WAVE
Technology Solutions Group and NMDOT
project management
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4.1.1.18 Execution of User Acceptance Testing (UAT)
Description
Provide support to NMDOT to execute the
Test scripts for User Acceptance Testing
Deliverable Acceptance Criteria
Signed off completion of UAT, reported in
Status Report
Standards for Content and Format
WAVE Technology Solutions group Status
Report
Quality Review
WAVE Technology Solutions group will
provide support in running the test scripts. The
test scripts will be reviewed before the
execution of UAT.
4.1.1.19 Completed Training
Description
Provide the end-user training that will include
the basic operational procedures for:

Navigating with the DCTM client
application.

Search use-cases

Retention management
Provide the training for system administration
(IT and Application administrators) personnel
on the maintenance, operations, and
troubleshooting aspects of the new solution
Deliverable Acceptance Criteria
Completed training of end users and IT,
reported in Status Report.
Standards for Content and Format
Training will be held in Classroom or online.
Quality Review
The training material will be provided to assist
the trainees in retaining the information.
4.1.1.20 Quick Reference Guide
Description
Quick Reference Guide is a training material
provided to the end users for reference on how
to run their common use cases in the new
system
Deliverable Acceptance Criteria
Uploaded on eRoom approved version of
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Quick Reference Guide, reported in Status
Report
Standards for Content and Format
WAVE Technology Solutions group Quick
Reference Guide Template
Quality Review
Reviewed in meeting between WAVE
Technology Solutions group and NMDOT
project management
4.1.1.21 System As-Built Documentation
Description
The documentation of the system as built. It
has the configuration information of the
system.
Deliverable Acceptance Criteria
Uploaded on eRoom approved version of
Quick Reference Guide, reported in Status
Report
Standards for Content and Format
WAVE Technology Solutions group template
Quality Review
Reviewed in meeting between WAVE
Technology Solutions group and NMDOT
project management
4.1.1.22 System Go-Live
Description
Ports the system from a Test environment to
Production environment and conduct the
system roll out for successful “Go-Live”.
Deliverable Acceptance Criteria
Signed off ‘Completion of Deployment’
Standards for Content and Format
NA
Quality Review
Validation of the system by NMDOT Staff
4.1.1.23 Project Closure
Description
PAGE | 20
To ensure that every detail of the project has
been addressed and proper closure is attained.
It consists of:

Project Review Meeting

Project Archival Activities

Follow-up activities
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Deliverable Acceptance Criteria
Execution of Project Review Meeting
Standards for Content and Format
Meetings between WAVE Technology
Solutions group and NMDOT project
management and Status Reports
Quality Review
Meetings between WAVE Technology
Solutions group And NMDOT project
management
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)
PRJ-DEL-001
Project Management Plan (PMP)
Tom Church
DATE
APPROVED
4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE
The Department will use a project milestone document and the deliverables described in the
executed contract. The agency project manager will sign of on all completed deliverables in the
contract.
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
I – Electronic Content
Management System
Implement a comprehensive
Electronic Content
Management System (ECMS)
centered on the technologies
provided by EMC and migrate
PAGE | 21
Key Deliverables

Communication Plan

Escalation Plan

Timeline Schedule

Project collaboration
PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT
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the Filenet content.
I – Electronic Content
Management System
(continued, 2 of 3)
PAGE | 22
eRoom

Enterprise Foundation
Definition (EFD)
document

Functional
Requirements
Document (FRD).

Technical Architecture
Document (TAD).

Solution Design
Document (SDD).

Out-of-the-box
Documentum software
installed.

Configured
Documentum
environment with
taxonomy and library
services

Configured retention
policies

Migrated content from
FileNet Imaging
Services to
Documentum

Migration of Computer
Output to Laser Disc
data

Utility to ingest
content from Fileshare

Updated Kofax release
scripts to export to
Documentum

Completion of System
Test Scripts procedure

Defect list tracking
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reports for User
Acceptance Testing
(UAT)
I – Electronic Content
Management System
(continued, 3 of 3)

Execution of User
Acceptance Testing
(UAT)

Completed Training

Quick Reference
Guide

System as-built
documentation

System Go-Live

Project Closure
4.2.1 TECHNICAL STRATEGY
This project will be subdivided into small, more manageable phases, at the end of which Vendor
and DOT will review the deliverables from one phase before commencing the next. This allows
the Project Team to closely monitor the progress of a project and to ensure the needs and
expectations of our customers are met.
More specifically, during the technical implementation of the project, it will be identified in the
phases of Analysis, Build, and Test.
The Analyze phase will help ensure that the design put in place for NM DOT that will scale
appropriately to meet their long term ECMS needs. A thorough analysis of infrastructure,
business requirements, and functional requirements is done. Based on the analysis, WAVE
defines the Technical Architecture Specifications and Solution Design Specifications of the
system.
The build phase constitutes the installation of software and the development and configuration of
the components. The build starts with out of the box EMC products and not from the scratch.
The emphasis is to achieve maximum results with configuration (UI or XML) and minimize the
customization (java language code). This procedure provides greater scalability, reduced time of
development, easy maintenance, and reduced cost. During build, every component is unit tested
and iterative prototyping checkpoints are scheduled with the customer to ensure that
requirements are correctly translated into the design.
Testing phase is also divided into different areas that include component testing, integration
testing, and user acceptance testing. Component testing validates each component of the system
is functioning. Integration testing validates that various subsystems and external systems
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PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT
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interface with ECMS as defined in the requirements. The User Acceptance Testing validates all
the use cases and functional requirements of the system.
TECHNICAL STRATEGY OF MIGRATION
The migration strategy is derived from the combination of Industry’s best practices and Vendors
past migration implementations. The process is defined for Extraction, Transformation, and Load
of the content from FileNet to Documentum. The validation and reporting of migration is
provided for each implementation to ensure the successful data migration and report the data
loss, if any. The document transformation can be used as needed, for example, converting tiff
documents from FileNet to searchable PDFs in Documentum so full-text searching can be done
on the migrated documents.
4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES
With any project, no matter how comprehensive the planning process, issues arise that need to be addressed. This
section of the project manual addresses how this process will be managed for the NMDOT project.
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When the project team identifies an issue, it will be added to a document called ECM Project Issues.doc stored in
the project library. An issue can also be identified by anyone affiliated with the project although the project team
will be primarily responsible for tracking issues through to resolution. The project team will review the issues list
twice a month. Issues, which could negatively affect the project, will be brought to ECM ESC attention according
to the change control process in section 7.4. The process of tracking an issue is outlined here:
1) An issue is identified.
2) It is added to the issue document, assigned an issue number with a brief explanation of the issue and date
entered.
3) The issue is assigned to someone and potential action to be taken.
4) As action is taken, it is noted with the issue.
5) If possible, an estimated completion date is entered.
6) Upon completion of an issue, the actual completion date is noted with the resolution.
Listed below are examples of how an issue can be resolved:
 An issue can become a task added to the project plan with proper approval, if new, or within scope of the
project.
 It could be resolved by an action taken.
 A document can be created which addresses the issue.
 A resolution could create new issues that need to be addressed.
 A new policy could be created which addresses the issue.
The project team is primarily responsible to resolve issues or follow-up to be sure action is being taken to resolve an
issue.
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5.0 PROJECT WORK
The complete Work Breakdown Structure is attached as Appendix A
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE
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5.3 PROJECT BUDGET
PROPOSED CERTIFICATION SCHEDULE FOR CURRENT FISCAL YEAR (AGENCY TO COMPLETE FOR ALL PHASES)
Phases
Implementation:
Amount
Requested
Major Deliverable(s) / Performance Measure(s)
$1,336,091 Conduct Business Process Mapping,
Configure software and hardware interfaces
with existing systems; User Acceptance
Testing, End user training and Production
Cutover for:
 System development
(software and hardware)
 Data migration
 System testing
 Training
 Production
Due Dates
3/31/14
6/31/14
8/31/14
10/31/14
12/31/14
Cost Breakdown:
Software License total $595,824
Consulting Services $525,099
Training $17,325
First year maintenance $134,220
Contingency Reserve (5%) $63,623
Total Project $1,336,091
Closeout:
PAGE | 27
$-0- Customer Acceptance, Transition to
Operations
12/31/2014
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5.4 PROJECT TEAM
5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE
Executive Steering Committee
Tom Church
Eric Roybal
Project Director
Bruce Oakeley
Project team member
Project Team Member
Jeff Woodman
Project Manager
David Coriz
Business Operations Review
Team:






Benefits
Financial/Training
Legal
Construction
Contracts
Records Management
Reports/HIPAA Regulations
PAGE | 28
Technical Review
DoIT / NMDOT Tech
Staff
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5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES
ROLE
RESPONSIBILITY
NAME
FUNCTIONAL
AREA
IT Manager
Oversight of Project
Bruce Oakeley
IT
Team member
Work with Vendor
David Coriz
IT Records
Management
Team Member
Work with vendor
Jeff Woodman
IT Web
SYS ADMIN
Work with vendor
Gabriel Vigil
IT Records
Management
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5.5 STAFF PLANNING AND RESOURCE ACQUISITION
5.5.1 PROJECT STAFF
Role
Executive Steering
Committee (ESC)
Executive Steering
Committee
Responsibilities
 Meet at least once monthly
 Provide strategic direction and promote the vision for Enterprise
Content Management
 Advise project on policy issues
 Review, evaluate, and provide direction to the Project Director and
Project Team Members on implementation and deployment strategies
 Monitor the project progress
 Provide recommendations on issues escalated to the committee
 Assist in mitigating strategic project risks
 Direct the Project Director on issues and risks
 Address, review, and approve all deliverables, such as project
structure and team activities
 Monitor the project activities, assuring adherence to the project plan
 Ensure involvement of participants in order to meet deadlines


Review and approve expenditures of funds
Represent the point of view of key stakeholders including
technology-enabled customers and state government executives



Provide project implementation oversight
Ensure proper project management and cost reporting
Certify and approve funding prior to each phase of the project


Report to ESC on project status, issues, budget, and activities
Address, review, and submit deliverables to ECM from the NMDOT
Project Team members
Prepare Steering Committee meeting agenda and meeting materials
Establish and maintain a coordinated project manual that includes all
IT and non-IT tasks and activities necessary to fully execute the
project and to achieve project goals
Monitor and report the activities of the NMDOT Project Team,
assuring adherence to the project plan, budget and schedule.
(continued)
NM DOIT
Project Sponsor



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PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT
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Role
Project Sponsor
IT Specialists
(Programmers,
NMDOT Imaging
System
Administrators,
NMDOT System
Experts and
Developers)
Vendors
PAGE | 31
Responsibilities
 Ensure involvement of participants in order to meet deadlines
 Ensure mitigation of project issues and risks
 Maintain a current copy of the project budget
 Facilitate development of EMC selection criteria
 Prepare the RFP/CVR for EMC Implementation Services Vendor
 Procure hardware and software for NMDOT
 Comply with approved IT Infrastructure policies & procedures
 Lead Business Process Reengineering efforts
 Facilitate defining document metadata and setting up document
taxonomy
 Plan system interfaces and document migration processes
 Manage testing and validating NMDOT ECM solution
 Provide contract and Vendor oversight
 Assure Vendor deliverables meet the business & system requirements
 Monitor the project and contract to ensure delivery of complete,
accepted deliverables on schedule
 Serve as a contact for the Vendor Team Manager, review and accept
weekly status reports, project milestones, deliverables, and issues
logs
 Advise the Vendor Team(s) on issues and risks
 Review and approve all Vendor documentation
 Document Enterprise Content Management Model
 Work closely with SRCA team to create an approved, published
electronic-records management framework.








Provide IT subject matter expertise
Share expertise on Document Imaging systems
Work with Project Director to determine hardware, software, network
and technical requirements.
Work with Project Director to define technical system interface
requirements.
Provide IT perspective and guidance for technology issues
Ensure compliance with the Contract and the approved work plan.
Develop and submit all deliverables as required by the Contract.
Meet the Project schedule and milestones as defined in the Work Plan
and the Contract.
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5.5.2 NON-PERSONNEL RESOURCES
Resource
Cost Estimate
Estimated
units/hours
WAVE Technologies
$595,824
WAVE Technologies
Availability
Source
Work Product/Deliverable
2 weeks
Vendor
Software Installation
$525,099
3 months
Vendor
Professional services- Build
Develop
WAVE Technologies
$17,325
2 weeks
Vendor
Training
EMC
$134,220
Annually
Vendor
System Maintenance
5.6 PROJECT LOGISTICS
Phase
Deliverables
Initiate




Communication Plan.
Escalation Plan.
Timeline Schedule.
Project collaboration eRoom.
Analyze




Enterprise Foundation Definition (EFD) document.
Functional Requirements Document (FRD).
Technical Architecture Document (TAD).
Solution Design Document (SDD).
Build | Hardware Installation



Installed infrastructure hardware components.
Installed storage infrastructure.
Installed virtualization and Operating System Software components.
Build | Software Installation


Documentum Platform Bundle Installed.
Out-of-the-box Documentum software installed.
Build | Development






Configured Documentum environment with taxonomy and library services
Configured retention policies
Migrated content from FileNet Imaging Services to Documentum
Migration of COLD data
Utility to ingest content from Fileshare
Updated Kofax release scripts to export to Documentum
Build | Test



Completion of System Test Scripts procedure.
Defect list tracking reports for User Acceptance Testing (UAT).
Execution of User Acceptance Testing (UAT).
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Train



Completed Training.
Quick Reference Guide.
System as-built documentation
Deploy

System Go-Live
Close



Project Review Meeting.
Project Archival Activities.
Follow-up Activities.
5.6.1 PROJECT TEAM TRAINING
Describe training if any needed by project team members. This is not to include training for end
users, system administrators or business owners; those should be handled within a training
document or part of the transition to operations planning.
Resource
Cost Estimate
Estimated
Hours
WAVE Technologies and
Solutions Group
$17,325
2 weeks
Availability
Skill Set
Work Product/Deliverable
Upon
request
Technical
experts
Training will be part of
contract deliverables
6.0 PROJECT MANAGEMENT AND CONTROLS
6.1 RISK AND ISSUE MANAGEMENT
6.1.1 RISK MANAGEMENT STRATEGY
Description – Funds will
not readily be available to
support the project
Probability: VERY LOW
Impact: LOW
Mitigation Strategy: Allocate funding in excess of projected funding
needs.
Contingency Plan: If this occurs, NMDOT Staff will need to
implement solution independently without vendor assistance or
guidance.
6.1.2 PROJECT RISK IDENTIFICATION
To ease the documentation and tracking of identified risks, a risk evaluation tool is used, built with an excel
spreadsheet. This is the primary tool to be used to list and categorize ECM project risks. The Risk Analysis is
shown in Appendix D. The sequence of activity is as follows: Risk Identification – The process of identifying
potential risks and documenting the specific characteristics of each.
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1.
Risk Analysis – The process of determining the impact and likelihood of the identified risks. This process
may employ both qualitative and quantitative techniques as deemed necessary to objectively evaluate
potential risks to the project.
6.1.3 PROJECT RISK MITIGATION APPROACH
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
Risk monitoring and control will be part of every project status meeting. Risk identification will be the
responsibility of all members of the project team. The Project Director and Project Managers will be responsible for
tracking risks and for developing mitigation strategies and contingency plans that address the risks identified by the
team.
This project will follow a continuous risk management strategy. Risk will be assessed routinely to ensure that
identified risks are being dealt with appropriately and that new risks are identified and dealt with as early as
possible.
6.1.5 PROJECT RISK TRACKING APPROACH
Risk
Level
Mitigation
Comment
Insufficient
funding
Low
Prioritize each agency’s
funding request and develop
contingency plans to allocate
funds
Insufficient funding allocation means that either
some agencies requesting funds will receive $0 or
agencies will not have enough to purchase software,
hardware and implementation services.
Agency
Resource
availability
High
Ensure stakeholders are
involved and support the
project team members
Lack of resources to complete project activities can
lead to delays in project schedule.
Extended
timeline
caused by
state approval
process
High
Plan for
State requirements for oversight as well as the
procurement process provide numerous
opportunities for project delays.
An ECM
increases
accessibility
to the states
content
High
Ensure Electronic document
Management is a priority
among agency project team
members.
Keys to identity management are:
PAGE | 34

Authentication- proving that you are who
you say you are.

Authorization: now that we know who you
are, determine permissions for the content
you are allowed to access.

Delegated administration- Leaders in each
agency are responsible for securing access
to their content. The task of assigning
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permissions is delegated to associates that
know who is allowed access to what
content
6.1.6 ISSUE MANAGEMENT
6.1.6.1 Internal Issue Escalation and Resolution Process
NMDOT Project team will work together to address and provide a resolution to any issues that may come up during
the project.
6.1.6.2 External Issue Escalation and Resolution Process
NMDOT Project team will work with vendor to address and provide a resolution to any issues that may come up
during the project. With any project, no matter how comprehensive the planning process, issues arise that need to be
addressed. This section of the project manual addresses how this process will be managed for the GSD ECM
project.
When the project team identifies an issue, it will be added to a document called ECM Project Issues.doc stored in
the project library. An issue can also be identified by anyone affiliated with the project although the project team
will be primarily responsible for tracking issues through to resolution. The project team will review the issues list
twice a month. Issues, which could negatively affect the project, will be brought to ECM ESC attention according
to the change control process in section 7.4. The process of tracking an issue is outlined here:
7) An issue is identified.
8) It is added to the issue document, assigned an issue number with a brief explanation of the issue and date
entered.
9) The issue is assigned to someone and potential action to be taken.
10) As action is taken, it is noted with the issue.
11) If possible, an estimated completion date is entered.
12) Upon completion of an issue, the actual completion date is noted with the resolution.
Listed below are examples of how an issue can be resolved:
 An issue can become a task added to the project plan with proper approval, if new, or within scope of the
project.
 It could be resolved by an action taken.
 A document can be created which addresses the issue.
 A resolution could create new issues that need to be addressed.
 A new policy could be created which addresses the issue.
The project team is primarily responsible to resolve issues or follow-up to be sure action is being taken to resolve an
issue.
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6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V
The IV&V plan will:
1.
2.
3.
Evaluate and verify that processes, contracts, and system designs
comply with the specified requirements of the Enterprise Architecture
and Standards
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
Provide a “close-out” report to the Executive Board at the end of
project.
A Competitive Vendor Request (CVR) will be submitted to the NMDOT Executive Steering Committee for
approval. Once the CVR has been approved, the project team will initiate contact with approved IV&V vendors.
The IV&V vendor will develop a complete IV&V plan in conjunction with the project team.
6.3 SCOPE MANAGEMENT PLAN
Project control is the mechanism by which the Project Director in conjunction with the project team assesses
progress relative to the project plan. The project control process is implemented through a weekly project status
meeting. The meeting will be designed to identify variances from the project plan and to identify and initiate
corrective actions where appropriate.

Cost Control –The project director maintains a copy of the current budget and is to notify NMDOT of
budget variances as they are identified.

Schedule Control – The project team is responsible for establishing and maintaining a project schedule.
The project team will assess the current project schedule status and report variances as they are identified.
Additionally, the team will identify and implement the appropriate corrective actions to eliminate or
minimize schedule variances.

Scope Control – The project scope is defined and documented in the Appendix 6.1 of the Project Manual.
The detailed scope definition contained in Appendix 6.1 will be used to evaluate project scope issues.
Significant variances from scope will be submitted to a formal project change control mechanism (Section
7.4 Change Control Process).

Quality Management – NMDOT project quality management will be established for each deliverable based
on the quality mechanisms of the responsible organization, and the GSD ECM Quality Management Plan
(Section 7.6) of this document.

Risk Management – Risk management is an ongoing process of identification and assessment. Risk
Assessment is included as part of the routine status process of the project. This maintains an awareness of
risk and the associated risk assessment and monitoring tasks required to manage the project effectively.
6.3.1 CHANGE CONTROL
6.3.1.1 Change Control Process
Any significant changes in the project will likely cause changes to others tasks. Project control establishes the
mechanism to routinely track and report on these parameters. If issues arise that result in significant variances in
these parameters, the project team will prepare and submit a Project Change Request form through the Project
Change Control process.
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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.
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
BUDGET WILL BE TRACKED BY CONTRACT DELIVERABLES AND PROJECT TIMELINE. The NMDOT’s project
Manager will be responsible for managing the ECM budget, and will be a member of the ECM Executive Steering
Committee. The Project Manager will provide a budget update at each Steering Committee Meeting, identifying
past expenditures, encumbrances, future encumbrances, personnel costs, and any other expense associated with the
project budget.
6.5 COMMUNICATION PLAN
6.5.1 COMMUNICATION MATRIX
Deliverable/Description
Target
Audience
Delivery
Method
Frequency
Responsible
Party
NMDOT / ECM Project Status
NMDOT CIO
Face-to-Face
Weekly
NMDOT / ECM Project Status
NMDOT Team
Face-to-Face
As needed
SRCA / ECM Project Status
Weekly PD Status
ECM Project Status
ECM ESC Meeting
ECM ESC Meeting Minutes
DOIT ECM Project Status
Project Web Page
Ad hoc
SRCA Team
NMDOT PD
ECM ESC
ECM ESC
ECM ESC
DOIT
As needed
As needed
Face-to-Face
Email
Email
Face-to-Face
Email
Email
Web Page
As needed
As needed
Weekly
Weekly
Weekly
Weekly
Monthly
As needed
As needed
NMDOT Project
Manager
NMDOT Project
Director
PD/PM
PM
PD/PM
PD/PM
PM
PD
PM Team
As needed
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6.5.2 STATUS MEETINGS
The Executive Steering Committee will meet at a minimum on a monthly basis in order to review project progress,
deliverables/milestones, provide direction to the Project Director, and team. The Project Director is required to
provide formal status reports to the ESC and will present the report during the ESC meetings. The Project Director is
also required to report on the overall status of the project on a monthly basis, per standard DoIT procedures.
Specific requests for expenditure authorization should be forwarded to the ESC representatives for the agencies. If
funding approval is an agenda item on the regular ESC meeting, the request and associated justification for spending
should be circulated to committee members at least seven (7) days in advance of the ESC meeting. If funding
approval is required in a timeframe that does not coincide with the ESC meeting schedule, it is the responsibility of
the Project Director to send a request and justification directly to the ESC committee members. A reminder notice
should be sent out after seven (7) days if there has been no response from ESC committee members. A final attempt
to contact ESC members should be made at fourteen (14) days if there has been no response. Summary of any such
action should be documented in team status reports and reported to the ESC at the next meeting.
6.5.3 PROJECT STATUS REPORTS- SEE MATRIX 6.5.1 ABOVE
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)
NUMBER
DESCRIPTION
QUALITY METRICS 1
QUALITY METRICS 2
QUALITY METRICS 3
QUALITY METRICS 4
The project schedule, assigned tasks, resources and milestones are met.
Project does not exceed budget.
System can provide reports that accurately track utilities by building
All NMDOT operational and facility data information is successfully converted
and migrated onto an electronic records management platform
Applicable NMDOT Legislative Performance Measures as stated in IT plan are
met
System is secure, operable and stable
Data integrity is maintained
Staff is adequately trained
Conforms to SRCA Records Management Policies
QUALITY METRICS 5
QUALITY METRICS 6
QUALITY METRICS 7
QUALITY METRICS 8
QUALITY METRICS 9
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. Quality
Management is an important aspect of any project to ensure that the product delivered is accepted and works as
designed. Each functional organization is responsible for the quality of its contribution to the project and will apply
its internal quality standards to project products and services. The project team will assess the projects products and
services based on the standards established by the functional organizations represented on the project.
There are number of ways that quality has been built into this project. The first is IV&V, which will make sure the
project meets its expected requirements through a third party evaluation of the project. The second is the integrated
project control process and change control process, which assure that any changes that are made to the project are
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PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT
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executed in a structured manner. The most important of these is the change control process to minimize the change
of scope to the project and if scope does change, it is done knowing the impact to the project. The third process for
quality management is the risk management plan, which measures, mitigates and includes contingency plans for
each risk.
The project team will also create lessons learned at the end of each phase of the project. These lessons learned will
be incorporated into the next phase of the project and be part of the project library that will be available for future
projects to use. All of these processes combined will create a product that has quality that is built in not tested in
after the fact. This will provide an environment that maximizes opportunities to control quality.
6.7.1 QUALITY STANDARDS
No.
Quality Standard
Tracking Tool or Measure
1
Project phase is completed by the established finish date.
Project Schedule
Project Status
2
Project is completed within budget.
Project Charter
Project Status
3
Quarterly project reviews show contractors deliver requirements specified in the
contract by due dates or pay penalties.
Vendor Contract
Final Customer
Acceptance
4
Project issues are resolved and documented within 10 calendar days of
identification or extensions are justified.
Issues Tracking
5
Project will be completed based on the original project scope and approved
scope changes.
Project Charter
Project Plan
Control Change Request
6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS
Review Type
Quality Standard
Requirements
Reviewer
Reports
Project is completed within Contract deliverables
budget.
Project
Manager
Produce by vendor
Plans
All plans must meet
contract deliverables
Scope of work by
vendor
Project
Manager
Produce by vendor
Milestones
Project phase is completed
by the established finish
date.
Contract Deliverables
Project
Manager
Milestone checklist
from vendor
Testing
Execution of User
Acceptance Testing
(UAT).
System Test Scripts
procedure.
for User Acceptance
Testing (UAT).
Project
Manager
Produced by Vendor
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PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT
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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.
Areas of feedback
Agency awareness
Quality of communications
Manages project tasks
Productive Meetings
When
Business Owner Meetings
ESC Steering committee meetings
ESC Steering committee meetings
How Often
Monthly
Monthly
Monthly
Quarterly
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS
The NMDOT Chief Information Officer will take 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 for the project. The NMDOT CIO will take delivery of such
products only after the product deliverables have been accepted by the NMDOT ECM Executive Steering
Committee.
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.
6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)
A project repository, consisting of a shared server with multiple folders and a project web site will be developed by
NMDOT IT staff members as a means to provide a central repository for all project documentation and deliverables
6.9 PROCUREMENT MANAGEMENT PLAN
All procurement for project goods and services must be performed under the guidance and direction of New Mexico
State Procurement Statues.
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
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PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT
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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.
7.1 ADMINISTRATIVE CLOSE
Administrative Close occurs at both the end of phase and end of project. This closure consists of verification that
objectives and deliverables were met. Acceptance is formalized and phase activities are administratively closed out.
Administrative closure occurs on a “by-phase” basis in accordance with the WBS and should not be delayed to
project end. At that point, the burden of closing is too great and audits inaccurate. The specific project close
activities for a given project are contingent on the project’s complexity and size. Project managers should work with
the project’s project management consultant to tailored Project Close procedures to compliment the project’s
objectives
7.2 CONTRACT CLOSE
Contract close is similar to administrative close in that it involves product and process
verification for contract close.
ATTACHMENTS

Appendix A: Scope Definition Document with Detailed Work Breakdown Structure
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PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT MANAGEMENT MIGRATION
APPENDIX A - Scope Definition Document
Detailed Work Breakdown Structure (WBS)
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PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT MANAGEMENT MIGRATION
ECM Project Management WBS
ECM (EDMS/EDMS) Project Management
Work Breakdown Structure
ECM
(EDMS/ERMS)
Project
Project
Management
Planning
Application &
Technology
Infrastructure
Implementation
Electronic
Records
Governance
Supporting
Organizational
Infrastructure
Communication
Control
Project Manual Document
Risk Management Plan
Issue Management Plan
Quality Control Plan
Communication Plan
Change Control Plan
Budget
Planning Phase - Lessons Learned
Implementation - Lessons Learned
Project Overall - Lessons Learned
Enterprise
Model
Funding
Communication Plan
Twice Monthly ESC Meetings
Bi-weekly ESC Status Reports
Monthly OCIO Status Report
Meeting Notes
Project Charter
Needs Assessment
Project Control Plans
Scope Document
WBS
Project Schedule
Software Selection Criteria
Checklist
Project Manual Document
PAGE | 2
Business
Process
Reengineering
Federal Financial Participation
- APDU
- RFP
- Implementation Vendor Contract Approval
PCC Certification
- PIR
- PIR Certification
- EDMS Project Manual
- Implementation Report
- Implementation Certification
- Close-out Report
- Close-out Certification
ECM (EDMS/ERMS) FY07 C3 Funding
Request
Resource
Management
Project Director Price Agreement
Needs Assessment Price Agreement
RFP for Implementation Services
Implementation Vendor Contract
IV&V Price Agreement
Risk
Management
Risk Management Plan
- Mitigation Plans
- Contingency Plans
IV&V Reports
PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT MANAGEMENT MIGRATION
Application & Technology Infrastructure
Work Breakdown Structure
ECM
(EDMS/ERMS)
Project
Project
Management
Select ECM
Vendor
Finalize Selection
Criteria
Set up Vendor
Demonstrations
Select Vendor
Review &
Approve Vendor
Business
Process
Reengineering
Implementation
Functional
Analysis & Design
Infrastructure
Analysis &
Design
Electronic
Records
Governance
Supporting
Organizational
Infrastructure
System
Development &
Customization
Enterprise
Model
Disaster
Recovery
Planning
Design Content
Management Structure
Infrastructure Analysis & Design (IA&D)
Design Records
Document Logistics Analysis & Design
Management Structure
Hardware Requirements
Design Metadata
System Software Requirements
& Taxonomy
Communication (Network) Requirements
Data Interchange
Requirements
Review & Approve IA&D
Procure Hardware
Architecture Committee
& Software
Approval
Select Document
Imaging Vendor
Finalize Selection
Criteria
Verify Inter-operability
Set up Vendor
Demonstrations
Select Vendor
Review &
Approve Vendor
PAGE | 3
Application &
Technology
Infrastructure
Transition
Execute Transition
Sign-off Deliverables
Obtain Vendor Quotes
Review & Approval
IT Consolidation Exceptions Process
Purchase Hardware & Software
Implementation
Services Vendor
Planning
Develop Quality Assurance Plan
Develop Quality Assurance Process
Document
Develop Communication Plan
Develop Change Management Plan
Develop Issue & Risk Management Plan
Develop Project Work Plan
Develop Acceptance / Exit Criteria Document
Develop Deployment / Support SLA
Develop Metadata / Taxonomy Best
Practices Document
Develop Security Plan
Develop Data Interchange Plan
Develop Transition Plan
Build
Infrastructure
Develop Hosting SLA
Develop Technical Hardware & Software
Architecture Document
Develop Technical Communication
Architecture Document
Develop Configuration Specification &
Systems Administration Document
Develop Installation & Configuration
Document
Develop Configuration Management Plan
Install & Configure Hardware, Software &
Network for Production Environment
Install & Configure Hardware & Software
for Dev. Test & Training Environments
Development &
Implementation
GSD RMD Release 1.0
- Functional Design
- Technical Design
- Build
- Unit, System, Integration Test
- User Acceptance Testing
PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT MANAGEMENT MIGRATION
Business Process Reengineering (BPR)
Work Breakdown Structure
ECM
(EDMS/ERMS)
Project
Project
Management
Application &
Technology
Infrastructure
Business Process
Reengineering
(BPR)
Implementation
Champion Continuous Process Improvement
Provide BPR Training
Guide Process Reengineering efforts
Establish communication processes
Utilize Best Practices such as Six Sigma
How might we improve our day
to day process?
Define Scope and Boundaries
Define Issues and Solutions
Team Charter and Champion
Estimate BPR Impact
Create "AS-IS" process map
Identify "Quick Hits" solutions
PAGE | 4
Supporting
Organizational
Infrastructure
Enterprise
Model
Establish Enterprise
Business Process
Management
Establish BPR
Leadership
Define
Electronic
Records
Governance
Measure
How can we gather performance
measurements for our day to day
process now?
Identify Input, Process & Outputs
Define Operational Vision
Develop Measurement Plan
Collect Baseline Measurement Data
Collect current policy & procedure
manuals
Detail "AS-IS' process map
Perform SWOTI Analysis
Support "end-to-end" process optimization
Cross-functional process improvement
Support Cross-Departmental BPR
Continuous Process Improvement
Enterprise Business Process Management
Analyze
What are the methods to
separate the whole into
component parts ?
Stratify Process
Stratify Data & Identify
specific problems
Identify Root Causes
Validate Root Causes
Comparative Analysis
Regression Analysis
Design of Experiments
Refine SWOTI Analysis
Improve
What are the steps to improve the
process?
Generate Solution Ideas
Determine Solution Impacts - Benefits
Evaluate & Select Solutions
Design "TO-BE" process map
Update policy & procedure manuals
Develop & present Storyboard
Communicate Solutions to all
Stakeholders
Develop Pilot Plan & Pilot Solution
Control
How do we guarantee performance?
Verify Improvement Resulted from
Solution
Identify whether additional solutions
are needed to achieve goal
Identify & Develop Standardization &
Replication Opportunities
Integrate and Manage Solutions in
daily work processes
Integrate Lessons Learned
Identify teams next steps and plans
for remaining opportunities
PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT MANAGEMENT MIGRATION
Implementation WBS
ECM Implementation
Work Breakdown Structure
ECM
(EDMS/ERMS)
Project
Project
Management
Implementation Plan
for Reengineered
Business Processes
Application &
Technology
Infrastructure
Training
Training Plan
Training Documents
- User Manuals
- Quick Reference
Guides
PAGE | 5
Business
Process
Reengineering
Implementation
System
Integration
System Integration Plans
Functional Interface
Requirements
Technical Interface
Requirements
Interface Development
Unit & System Testing
Integration Testing
User Acceptance Testing
Electronic
Records
Governance
Content
Security
Activate Security
features for content
Test Security
Supporting
Organizational
Infrastructure
Enterprise
Model
Content
Migration
Content Migration
Plans
Cost/Benefit for
Imaging for
"backlog" documents
Identify EDMS
export / import
criteria
Development &
Implementation
GSD RMD Release 1.0
- Functional Design
- Technical Design
- Build
- Unit & System Testing
- Integration Test
- User Acceptance Testing
PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT MANAGEMENT MIGRATION
Electronic Records Governance Model
Work Breakdown Structure
ECM
(EDMS/ERMS)
Project
Project
Management
Application &
Technology
Infrastructure
Business
Process
Reengineering
Implementation
Electronic
Records
Governance
Supporting
Organizational
Infrastructure
Enterprise
Model
Enhance Electronic Records
Rules & Standards
Communication
For ERMS buy-in
For compliance
For education
PAGE | 6
Clarify or Restate
Content Ownership
Educate State Agencies on Content
Ownership Responsibilities
Modify existing rules for ERMS
Modify Retention Schedules
Management of Public Records
created through electronic means
Define metadata requirements
- based on record series
- thresholds
Create Content
Management Strategy
Use ECM solution to enforce
Lifecycle for Content
Define components of a compliance
architecture
- intelligent metadata editing
Web-site Content - Define strategies to
address the unique challenges of
integrating web-based applications
with the ECM (ERMS/EDMS)
-- informational web content
-- transactional web content
E-mail & Text Messaging Content
ERMS Standards for State agency
EDMS Integration
Strategies for Shared Content
Set up Content Collaboration - virtual team
spaces for shared unstructured
"working" content
Strategy for migration of content as
technology changes
Establish Content
Review Board for
Metadata Standards
Review Board to work with
- SRCA Statutory Responsibility
- input from State Agencies
Approve changes to the EDMS/ERMS
metadata structure
Periodically realign content
library to business process
Plan & Budget for
ERMS Operational &
Administrative Support
Ensure content is properly
categorized & metadata
tagged
Ensure adherence to records
retention policies
Ensure content management
polices are enforced
Set up methods for auditing
metadata
Define ERMS operational
staffing requirements
Define ERMS administrative
staffing requirements
Supporting
Organizational
Infrastructure
PROJECT MANAGEMENT PLAN FOR DOCUMENT IMAGING IMPLEMENTATION AND CONTENT MANAGEMENT MIGRATION
Supporting Organizational Infrastructure WBS
Enterprise Model
Enterprise Model
Work Breakdown Structure
ECM
(EDMS/ERMS)
Project
Project
Management
Application &
Technology
Infrastructure
Business
Process
Reengineering
Implementation
Electronic
Records
Governance
Supporting
Organizational
Infrastructure
Promote Enterprise
Model
Create Enterprise
Model Document
Research
Industry Trends
Best Practices
Survey Other States
Enterprise
Model
Increase Awareness for
Enterprise Content Management
Coordinate with other Agencies
Presentations to CIO Council
Blueprint for Enterprise EDMS
Enterprise Content Management, and an
Electronic Document and Records Management Systems framework
is just one component of an Enterprise Model allowing the State of New Mexico
to move towards a fully electronic services interface
for our technology-enabled customers
Enterprise IT Security
Management Program
Enterprise IT Data
Interchange Capability
Enterprise Business
Process Management
Identity Management
Access Directory Services
LDAP
Enterprise Portal
PAGE | 7
Enterprise Content
Management
Service Oriented
Architecture (SOA)