NMDOT FORMS MANAGEMENT SOLUTION
PROJECT
P R O JE C T M A N A GEM E N T PLA N
(PMP)
EXECUTIVE SPONSOR – TOM CHURCH, NMDOT CABINET SECRETARY,
DESIGNATE
BUSINESS OWNER – BRUCE OAKELEY, NMDOT ISM BUREAU CHIEF
PROJECT MANAGER – SAL HERNANDEZ, INTEGRATUS SOLUTIONS
ORIGINAL PLAN DATE: DECEMBER 13, 2013
REVISION DATE: JANUARY 2, 2014
REVISION: 2.2
REVISION HISTORY................................................................................................................................................. 3
1.0 PROJECT OVERVIEW ......................................................................................................................................... 4
1.2 FUNDING AND SOURCES .............................................................................................................................................4
1.3 CONSTRAINTS ..........................................................................................................................................................5
1.4 DEPENDENCIES .........................................................................................................................................................5
1.5 ASSUMPTIONS.....................................................................................................................................................6
1.6 INITIAL PROJECT RISKS IDENTIFIED..............................................................................................................................7
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE .............................................................................. 8
2.1 STAKEHOLDERS ........................................................................................................................................................8
2.2 PROJECT GOVERNANCE STRUCTURE .............................................................................................................................9
2.2.1 Describe the organizational structure – Org Chart .....................................................................................9
2.2.2 Describe the role and members of the project steering committee ............................................................9
2.2.3 Organizational Boundaries, interfaces and responsibilities ........................................................................9
2.3 EXECUTIVE REPORTING............................................................................................................................................10
3.0 SCOPE ............................................................................................................................................................ 10
3.1 PROJECT OBJECTIVES ..............................................................................................................................................10
3.1.1 Business Objectives ...................................................................................................................................10
3.1.2 Technical Objectives ..................................................................................................................................10
3.2 PROJECT EXCLUSIONS ..............................................................................................................................................11
3.3 CRITICAL SUCCESS FACTORS .....................................................................................................................................11
4.0 PROJECT DELIVERABLES AND METHODOLOGY ............................................................................................... 12
4.1 PROJECT MANAGEMENT LIFE CYCLE ..........................................................................................................................12
4.1.1 Project Management Deliverables ............................................................................................................13
4.1.2 Deliverable Approval Authority Designations ...........................................................................................15
4.1.3 Deliverable Acceptance Procedure ............................................................................................................19
4.2 PRODUCT LIFE CYCLE .........................................................................................................................................19
4.2.1 Technical Strategy .....................................................................................................................................20
4.2.2 Product and Product Development Deliverables .......................................................................................21
4.2.3 Deliverable Approval Authority Designations ...........................................................................................22
4.2.4 Deliverable Acceptance Procedure ............................................................................................................22
5.0 PROJECT WORK .............................................................................................................................................. 23
5.1 WORK BREAKDOWN STRUCTURE (WBS) ....................................................................................................................23
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE ................................................................................................................24
5.3 PROJECT BUDGET ...................................................................................................................................................24
5.4 PROJECT TEAM ......................................................................................................................................................25
5.4.1 Project Team Structure, Roles and Responsibilities ...................................................................................25
5.5 STAFF PLANNING AND RESOURCE ACQUISITION..................................................................................................26
5.5.1 Project Staff ...............................................................................................................................................26
5.5.2 Non-Personnel resources ...........................................................................................................................26
5.6 PROJECT LOGISTICS ...........................................................................................................................................26
5.6.1 Project Team Training ...............................................................................................................................27
6.0 PROJECT MANAGEMENT AND CONTROLS ...................................................................................................... 27
6.1 RISK AND ISSUE MANAGEMENT.................................................................................................................................27
6.1.1 Risk Management Strategy .......................................................................................................................27
6.1.2 Project Risk Identification ..........................................................................................................................28
6.1.3 Project Risk Mitigation Approach ..............................................................................................................28
PAGE | 1
6.1.4 Risk Reporting and Escalation Strategy.....................................................................................................28
6.1.5 Project Risk Tracking Approach .................................................................................................................29
6.1.6 ISSUE MANAGEMENT ................................................................................................................................29
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V .............................................................................................29
6.3 SCOPE MANAGEMENT PLAN ....................................................................................................................................30
6.3.1 Change Control ..........................................................................................................................................30
6.5 COMMUNICATION PLAN ..........................................................................................................................................31
6.5.1 Communication Matrix .............................................................................................................................31
6.5.2 Status Meetings ........................................................................................................................................31
6.5.3 Project Status Reports ...............................................................................................................................31
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) ......................................................................................32
6.7 QUALITY OBJECTIVES AND CONTROL ................................................................................................................32
6.7.1 quality Standards ......................................................................................................................................33
6.7.2 Project and Product Review AND ASSESSMENTS ......................................................................................33
6.7.3 Agency/Customer Satisfaction ..................................................................................................................34
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS .......................................................................................34
6.8 CONFIGURATION MANAGEMENT .....................................................................................................................38
6.8.2 Project Repository (Project Library) ...........................................................................................................38
7. 0 PROJECT CLOSE ............................................................................................................................................. 39
7.1 Administrative Close .....................................................................................................................................39
7.2 Contract Close ..............................................................................................................................................39
PAGE | 2
REVISION HISTORY
REVISION NUMBER
DATE
COMMENT
1.0
July 27th, 2007
DoIT Project Management Plan template
2.0
December 30th, 2013
Initial creation of PMP from DoIT template
2.1
January 2nd, 2014
Revised to add rough scheduling and project
task details
2.2
January 3, 2014
Revised to add Section 6 specifics and other
content updates
2.3
PAGE | 3
1.0 PROJECT OVERVIEW
The New Mexico Department of Transportation relies thoroughly on the forms catalog it
presently has implemented within its agency. The information management practices around the
usage of these documents are essential to the functioning of its business. There have been over
three hundred forms identified as used for different areas within the agency.
These forms are currently created using an older methodology, which makes the information
management practices cumbersome, manual-intensive and prone to human errors and delays.
The manual process calls for forms to be printed and then delivered (via mail or fax) to the
agency. The form submission process is decoupled from the process flow.
Furthermore, These forms reside on an aging system that requires it to be replaced before it
begins to degrade service within the agency.
NMDOT has chosen to modernize and substantially improve the form submission process.
Modernization Improvements will include digitizing the document submission process as well as
improving the form submission lifecycle, this will reduce process times and errors. The intrinsic
benefits include creating a more productive and responsive agency thereby increasing customer
satisfaction.
1.2 FUNDING AND SOURCES
SOURCE
AMOUNT
NM STATE ROAD
FUND
$500,000
PAGE | 4
ASSOCIATED
RESTRICTIONS
APPROVERS
1.3 CONSTRAINTS
The following factors can potentially restrict the project by scope, resource, or schedule.
NUMBER
DESCRIPTION
Time – Project will need to be closed out by June 30th 2014
1
Budget – Project not to exceed $500K
2
Scope – Project scope need not exceed existing project estimates and increased scope be
addressed/approved or denied by Project Steering Committee
Software – Project technical deliverables need to be developed with Adobe LiveCycle
software and related tools
Resources - Project will need to be completed with a mix of NMDOT and Contractor
resources
Budget – Project cannot cause a dramatic shift in operational cost.
3
4
5
6
Process – Project will adhere to applicable DoIT methodology
7
Agency – Project will adhere to applicable NM State and NMDOT policies and
regulations.
Agency – Project technical deliverables to meet existing service agreements and response
times.
Infrastructure – Software must be configured and operate alongside existing NMDOT
infrastructure without disrupting ongoing business service.
8
9
10
1.4 DEPENDENCIES



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 non-project activities such as purchasing/procurement
NUMBER DESCRIPTION
TYPE M,D,E
1
ACTIVE DIRECTORY - ENSURE A PROPER MANAGEMENT INTERFACE
EXISTS FOR THE ACTIVE DIRECTORY MANAGEMENT AS WELL AS
ENSURE CONTENT IS UP TO DATE
M, E
2
TRAINING - DELIVER PROPER DEVELOPMENT TRAINING FOR FORMS
AND PORTAL DEVELOPERS
M
3
INSTALLATION AND CONFIGURATION - ENSURE THE PROPER
HARDWARE, SOFTWARE AND INFRASTRUCTURE IS MADE AVAILABLE
M, E
4
ORGANIZATIONAL BUY-IN - ENSURE EXECUTIVE AND SME BUY-IN
M
PAGE | 5
NUMBER DESCRIPTION
TYPE M,D,E
FOR NEW TECHNOLOGY AND PROCESS
5
TECHNOLOGICAL - ENSURE PROPER IMPLEMENTATION OF TBD
APPROACH (ELECTRONIC V DIGITAL SIGNITURES)
M
6
ORGANIZATIONAL - ENSURE SUBJECT MATTER EXPERTS ARE
EXCESSIBLE – BOTH FUNCTIONAL AND TECHNICAL SME’S ARE
REQUIRED
M
1.5 ASSUMPTIONS
NUMBER
DESCRIPTION
1
All system users exist in NMDOT’s Active Directory. All system users are internal to the
agency.
2
3
4
5
PAGE | 6
Business rules for form data and routing relating to existing forms are known and fixed.
Servers and client workstations meet or exceed the minimum requirements of the
technology stack.
The form templates will be developed using a proper common format. If such a format is
not possible, then the form will be provided in an alternative format and will be served as
fill and print forms.
Project team will have access to functional and technical SMEs
1.6 INITIAL PROJECT RISKS IDENTIFIED
[Risk 1 Active Directory]
Probability EXPECTED
Description – Active
Directory entries are
incorrect thus effecting
forms with workflow
Mitigation Strategy – 2 fold strategy Initial and On-going
1. Initial – There is an initial effort to clean up Active Directory
entries in bulk, especially for those Users/Groups identified as
prospects for forms with workflow.
2. On-going – An interface will be developed for the Human
Resources department to actively monitor and update Active
Directory entries. Major Events (Hire to Fire) will trigger an
resource to update the Active Directory.
Contingency Plan
1. Continuous efforts to clean up the Active Directory entries on
a regular interval
[Risk 2 – Software Features]
Description - Features and Probability LOW
capabilities of the product
may be wrong, incomplete,
or too complex and that
may not satisfy the
requirement.
PAGE | 7
Impact MEDIUM
Mitigation Strategy
1. Complex scenarios were given to Vendor during a Proof of
Concept initiative when evaluating software.
2. Additionally, ensure that all functionality is defined before
development begins.
Contingency Plan
1. Co-Develop more difficult scenarios with Vendor or engage
them for support as needed
2. Extend product, as needed with custom integration layers.
[Risk 3 – Software Training]
Probability LOW
Description – Resource
training on software is
inadequate or has not taken
place
Impact HIGH
Impact MEDIUM
Mitigation Strategy
1. Training Plan to be developed for technical developers and
support staff
2. Engage Vendor for development as needed
Contingency Plan
1. Engage Vendor for development or support as needed and
engage in over-the-shoulder development until adequate
training plan can be established.
[Risk 4 – End User Adoption]
Description – End users are Probability LOW
slow to adopt forms
development
Impact HIGH
Mitigation Strategy
1. Continuously involve end users at the appropriate level of
detail.
Contingency Plan
1. Executive mandate of solution set
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL
STRUCTURE
2.1 STAKEHOLDERS
NAME
STAKE IN PROJECT
ORGANIZATION
TITLE
Bruce Oakeley
Responsible for the modernization
of the Forms Portal and the
replacement of the existing legacy
system.
NMDOT
Informatio
n Systems
Bureau
Chief
Gilbert Archuleta
Key actor in regard to all forms
relating to employee information
NMDOT
Human
Resources
Bureau
Chief
Julie Atencio
Responsible for oversight of
NMDOT forms, and managing
changes and additions to NMDOT’s
forms catalog.
NMDOT
Acting
Inspector
General
PAGE | 8
2.2 PROJECT GOVERNANCE STRUCTURE
2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART
2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE
N/A
2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES
Main communication interface is between Project Managers from Integratus Solutions
(Contracting Vendor) and the assigned Team Leaders.. The primary methods utilized will be the
Status Report/Briefing, ad-hoc meetings, electronic mail, and phone conversations. Interaction
may occur directly between the technical components of all teams. However, overall task
direction can only come from the Project Manager. Final decisions will be made at the Steering
Committee or Executive Level.
PAGE | 9
2.3 EXECUTIVE REPORTING
Project status will be communicated to the Executive level on a weekly basis, reports will be at
an aggregate level and outline any major risk and or issues. Executives can contact project
management at any time for ad-hoc reporting as it relates to project status.
3.0 SCOPE
3.1 PROJECT OBJECTIVES
3.1.1 BUSINESS OBJECTIVES
NUMBER
DESCRIPTION
Bus. Objective 1
Reduce cost associated to support and maintenance of Legacy
Forms Portal.
Bus. Objective 2
Replace the manual-intensive Legacy Forms Portal with a modern
more robust digitized form system.
Bus. Objective 3
Reduce human errors and delays with an improved process and
forms workflow.
Bus. Objective 4
To provide electronic routing and signature for our agency’s most
widely and frequently-used forms.
Bus. Objective 5
Create a more productive and responsive agency by reducing form
processing cycle times, thereby increasing customer satisfaction.
3.1.2 TECHNICAL OBJECTIVES
NUMBER
DESCRIPTION
Tech. Objective 1
To put a solid framework in place for managing forms and form
data, electronic or digital signatures, and reporting needs.
Tech. Objective 2
Modernization of Legacy Forms Portal falls in line with agency
effort to modernize systems.
Tech. Objective 3
Minimize business impact and make transition to a new system as
seamless as possible
Tech Objective 4
Integrate new Forms portal into existing architecture
Tech Objective 5
Create a mechanism for the Human Resources organization to
manage Active Directory entries.
PAGE | 10
3.2 PROJECT EXCLUSIONS
Number of reports to be converted to digital workflow is not yet defined, during the planning
phase the final number of conversion eligible reports will be defined and project plan will be
adjusted accordingly.
3.3 CRITICAL SUCCESS FACTORS
Identify the critical success factors for achieving success in this project. Metric are key to
understanding the ability of the project to meet the end goals of the Executive Sponsor and the
Business Owner, as well as the ability of the project team to stay within schedule and budget.
See also section 6.7 Quality Objectives and Controls.
NUMBER
DESCRIPTION
CSF - 1
AGREEMENT ON PROJECT SCOPE, GOALS AND TIMELINE
CSF – 2
MANAGE SCOPE AND CHANGES EFFECTIVELY
CSF – 3
MANAGE RISKS AND ISSUES TO RESOLUTION/REMIDIATION
CSF – 4
EFFECIVELY MANAGE RESOURCES (RIGHT RESOURCE FOR
THE JOB)
CSF – 5
PROMOTE USER INVOLVEMENT
CSF – 6
EFFECTIVELY MANAGE PROJECT TIMELINE
CSF – 7
FACILITATE EXECUTIVE INVOLVEMENT
CSF – 8
REMOVE POLITICAL AND TECHNICAL BARRIERS
CSF – 9
QUICKLY RESOLVE TECHNICAL BREAK-FIX
CSF – 10
FACILITATE USER ACCEPTANCE
CSF – 11
EFFECTIVELY MANAGE PROJECT BUDGET
CSF – 12
PROMOTE EFFECTIVE COMMUNICATIONS
PAGE | 11
4.0 PROJECT DELIVERABLES AND METHODOLOGY
4.1 PROJECT MANAGEMENT LIFE CYCLE
Phase
Summary of Phase
Key Deliverables
Initiation
Evaluation of business problem
domain; research of potential
solutions

Project Charter

Project Scope

Business Requirements – Business
Case

Assumptions

Constraints

Authorization to proceed with
planning

Project Management Plan

Critical success factors

Work Break down Structures

Project Schedule

JAD Session

System Requirements
Specification,

Working installation of LiveCycle
ES Server (test environment,
production environment)

LiveCycle forms Migration and
Development

End-user documentation

End-user training

Technician and form designer
training

Deliverable or Product Acceptance

Lessons Learned
Planning
Implementation
Closeout
PAGE | 12
Identification and documentation
of specific business and technical
requirements
Installation of hardware and
software for the solution;
development of specific forms to
implement workflow and esignatures
Evaluation of new solution.
4.1.1 PROJECT MANAGEMENT DELIVERABLES
Project Deliverables are work products or artifacts that are driven by the project management
methodology requirements and standard project management practices regardless of the product
requirements of the project.
4.1.1.1 Project Charter
Project Charter Document
Deliverable Acceptance Criteria – Follow NM DoIT
Standards and review by project management and
project business owners.
Standards for Content and Format – NM DoIT Standards
Quality Review –Initial document creation followed by
project management, executive and business owner
review
4.1.1.2 Project Status Reports
Bi-weekly Project Status Reports,
one to internal team members, and
one to project stakeholders and
oversight bodies.
Deliverable Acceptance Criteria - Follow NM DoIT
Standards and review by project management and
project business owners.
Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by
project management, executive and business owner
review. Subsequently, reviewed by project team as a
whole.
4.1.1.3 Risk Assessment Report
Initial Risk Assessment report,
which will be reviewed and
approved by all stakeholders.
Deliverable Acceptance Criteria - Follow NM DoIT
Standards and review by project management and
project business owners.
Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by
project management, executive and business owner
review. Subsequently, reviewed by project team as a
whole.
PAGE | 13
4.1.1.4 Business Continuity Plan
A specification describing what
methods the project team will
employ to ensure uninterrupted
service to customers during the
implementation phase.
Deliverable Acceptance Criteria - Follow NM DoIT
Standards and review by project management and
project business owners.
Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by
project management, executive and business owner
review. Subsequently, reviewed by project team as a
whole.
4.1.1.5 Project Operations and Support Plan
A document outlining the
governance structure for the
project, as well as team roles,
responsibilities, and scheduling.
Deliverable Acceptance Criteria - Follow NM DoIT
Standards and review by project management and
project business owners.
Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by
project management, executive and business owner
review. Subsequently, reviewed by project team as a
whole.
4.1.1.6 Project Test Plan & Strategy
A document outlining the plan and
strategies to be used to test
functionality in the new system.
Deliverable Acceptance Criteria - Follow NM DoIT
Standards and review by project management and
project business owners.
Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by
project management, executive and business owner
review. Subsequently, reviewed by project team as a
whole.
PAGE | 14
4.1.1.7 Project Management Plan
Initial Project Management Plan, to Deliverable Acceptance Criteria - Follow NM DoIT
be reviewed by all stakeholders
Standards and review by project management and
and the PCC.
project business owners.
Standards for Content and Format - NM DoIT Standards
Quality Review - Initial document creation followed by
project management, executive and business owner
review.
4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
Bruce Oakeley
PRJ-DEL-001
Initiation - Project Initiation and
Scope Focus Meetings
Bruce Oakeley
PRJ-DEL-002
Initiation - Initiation Phase
Certification Form
PRJ-DEL-003
Initiation - Project Charter
Bruce Oakeley
Bruce Oakeley
PRJ-DEL-004
Initiation - Initiation Phase
Certification
Bruce Oakeley
PRJ-DEL-005
Initiation - Form Evaluation and
Enumeration
Bruce Oakeley
PRJ-DEL-006
Initiation - Identification of forms
for electronic workflow &
signature
Bruce Oakeley
PRJ-DEL-007
Initiation - Change Management
process for implementation phase
Bruce Oakeley
PRJ-DEL-008
Initiation - Identification of
workflow end points for top 30
priority forms.
Bruce Oakeley
PRJ-DEL-009
Initiation - Identification of
workflow participant categories
PAGE | 15
DATE
APPROVED
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
PRJ-DEL-010
Initiation - Project JAD Session
Bruce Oakeley
Initiation - System Requirement
Specification (SRS)
Bruce Oakeley
PRJ-DEL-011
Bruce Oakeley
PRJ-DEL-012
Initiation - System Requirement
Specification (SRS) Evaluation and
Review - Round 1
Initiation - Project Status Reports
(Internal)
Bruce Oakeley
PRJ-DEL-013
Bruce Oakeley
PRJ-DEL-014
Initiation - Initial Risk Assessment
Report
Bruce Oakeley
PRJ-DEL-015
Initiation - Initial Business
Continuity Plan
Bruce Oakeley
PRJ-DEL-016
Initiation - Initial Project
Communication Plan
Bruce Oakeley
PRJ-DEL-017
Initiation - Initial Project
Operations and Support Plan
Bruce Oakeley
PRJ-DEL-018
Initiation - Initial Project Test Plan
and Strategy
Bruce Oakeley
PRJ-DEL-019
Initiation - Initial Project
Management Plan
Initiation - Initial Active Directory
Update Plan
Bruce Oakeley
PRJ-DEL-020
Bruce Oakeley
PRJ-DEL-021
Planning - Planning Phase
Certification Form
Bruce Oakeley
PRJ-DEL-022
Planning - Revise Project
Management Plan
Planning - IV&V Selected and
Contract Negotiated
Bruce Oakeley
PRJ-DEL-023
Bruce Oakeley
PRJ-DEL-024
Planning - Project Status Reports
(Internal)
PAGE | 16
DATE
APPROVED
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
Bruce Oakeley
PRJ-DEL-025
Planning - System Requirement
Specification (SRS) Evaluation and
Review - Round 2
Bruce Oakeley
PRJ-DEL-026
Planning - Technical Architecture
Document
Planning - Revise Risk Assessment
Report
Bruce Oakeley
PRJ-DEL-027
Bruce Oakeley
PRJ-DEL-028
Planning - Revise Business
Continuity Plan
Bruce Oakeley
PRJ-DEL-029
Planning - Revise Project
Communication Plan
Bruce Oakeley
PRJ-DEL-030
Planning - Revise Project
Operations and Support Plan
Bruce Oakeley
PRJ-DEL-031
Planning - Revise Project Test Plan
and Strategy
Bruce Oakeley
PRJ-DEL-032
Planning - Revise Active Directory
Update Plan
PRJ-DEL-033
Planning - Initial Cutover Plan
Bruce Oakeley
Bruce Oakeley
PRJ-DEL-034
Planning - Evaluate Electronic or
Digital Signature Solution
Planning - ELECTRONIC SIGNATURE
- Signature Collection Plan Strategy
Bruce Oakeley
PRJ-DEL-035
Bruce Oakeley
PRJ-DEL-036
Planning - DIGITAL SIGNATURE operations and support plan for
digital sig. services.
Bruce Oakeley
PRJ-DEL-037
Planning - Determine Active
Directory fields needed for Live
Cycle function
Bruce Oakeley
PRJ-DEL-038
Planning - Determine which
support staff will update non-GO
portions of Active Directory
PAGE | 17
DATE
APPROVED
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
PRJ-DEL-039
Planning - Technical Team Training
Bruce Oakeley
Implementation - Implementation
Phase Certification Form
Bruce Oakeley
PRJ-DEL-040
Bruce Oakeley
PRJ-DEL-041
Implementation - Updated Project
Management Plan
Bruce Oakeley
PRJ-DEL-042
Implementation - IV&V Reports
Submitted
Bruce Oakeley
PRJ-DEL-043
Implementation - Technical
Architecture Approved
Bruce Oakeley
PRJ-DEL-044
Implementation - Project Status
Reports (Internal)
Bruce Oakeley
PRJ-DEL-045
Implementation - LiveCycle ES4
Server Installation and
Configuration
Bruce Oakeley
PRJ-DEL-046
Implementation - Active Directory
Updates - Mass Update
Bruce Oakeley
PRJ-DEL-047
Implementation - Active Directory
Updates - District Level Updates
PRJ-DEL-048
Bruce Oakeley
Implementation - ELECTRONIC
SIGNATURE - Design / Develop web
service interface for existing
signature server
Bruce Oakeley
PRJ-DEL-049
Implementation - Design / develop
scripting to extract and rename
guid-named forms from OIG form
server
Bruce Oakeley
PRJ-DEL-050
Implementation - Existing Form
Migration
Implementation - New Form
Development
Bruce Oakeley
PRJ-DEL-051
PRJ-DEL-052
Implementation - Workflow
Bruce Oakeley
PAGE | 18
DATE
APPROVED
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
DATE
APPROVED
Development
Bruce Oakeley
PRJ-DEL-053
Implementation - Implement
Electronic or Digital Signature
Solution
Bruce Oakeley
PRJ-DEL-054
Implementation - Web Interface
for Active Directory Organizational
Maintenance
Bruce Oakeley
PRJ-DEL-055
Implementation - End User
Training for AD Web Interface
PRJ-DEL-056
Close - Closeout Phase Certification Bruce Oakeley
Form
Bruce Oakeley
PRJ-DEL-057
Close - Final IV&V Reports
Submitted
PRJ-DEL-058
Close - Project Closeout Report
Bruce Oakeley
PRJ-DEL-059
Close - Lessons Learned
Bruce Oakeley
4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE
Deliverables will be reviewed as follows
1. Deliverable owner will review for completeness
2. Deliverable will be peer-reviewed
3. Deliverable will be reviewed by all of its dependent owners and project management
4.2 PRODUCT LIFE CYCLE
The Project Management has decided to use the approved DoIT Project Process as outlined in
the DoIT memorandum and project certification timeline.
PAGE | 19
4.2.1 TECHNICAL STRATEGY
Discuss the key technical strategies for achieving success in this project:
1. All new development to adhere to existing NMDOT development “Best-Practices”
practices
2. All new infrastructure to adhere to existing NMDOT “Best-Practices” architecture
3. All Hardware and Software to be easily extensible to “add-on” for future requirements
and encompass “tried and true” technologies
4. Vendor support will be important to this project, to assist with implementation and to
provide training to staff.
5. NMDOT Staff will become proficient using LiveCycle ES4 Designer to create forms, and
also in using the workflow tool to model, test, and deploy form workflows.
6. A virtualized server environment will provide fault tolerance, failover, and loadbalancing (if needed).
7. Minimize technical knowledge needed by the end user
8. To develop deliverables in “waves” to allow end users to provide feedback for
subsequent development
9. To ensure most complex developmental challenges are addressed and validated first
10. To ensure environment integrity (Dev, Test, Production) by having migration and/or
build controls
PAGE | 20
4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES
At the highest level, the following are the project deliverables in terms of the work product
delivered.
4.2.2.1 LiveCycle ES Server Installation and Configuration
Installation and configuration of
the LiveCycle ES Server product
and its related database (SQL
Server)
Deliverable Acceptance Criteria Standards for Content and Format Quality Review -
4.2.2.2 Existing Forms Migration
Inventory and Migrate existing
agency forms to new Forms Server
Deliverable Acceptance Criteria Standards for Content and Format Quality Review -
4.2.2.3 New Form Development
Identify and develop new agency
forms to new Forms Server
Deliverable Acceptance Criteria Standards for Content and Format Quality Review -
4.2.2.4 Work Flow Development
Create new work flows for new or
migrated forms
Deliverable Acceptance Criteria Standards for Content and Format Quality Review -
4.2.2.5 Active Directory Web Interface for HR Staff
LiveCycle will leverage Active
Directory within the NMDOT to
route form data based on
PAGE | 21
Deliverable Acceptance Criteria Standards for Content and Format -
organizational relationships; HR
will be provided with a web
interface to Active Directory to
specify limited details such as
Name, Email, Phone Number, and
Manager.
Quality Review -
4.2.2.6 Electronic or Digital Signature Solution
Signatures will be rendered using
an in-house electronic signature
database or more formal PKI-based
Digital Signatures.
Deliverable Acceptance Criteria Standards for Content and Format Quality Review -
4.2.2.7 Active Directory clean up
Clean up existing Active Directory
entries and identify the entries
needed for work flow
Deliverable Acceptance Criteria Standards for Content and Format Quality Review -
4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
PRJ-DEL-002
System Requirement Specification
(SRS)
Bruce Oakeley,
Jeff Woodman
PRJ-DEL-003
LiveCycle ES4 Server Installation
Jeff Woodman
PRJ-DEL-004
Redeveloped Electronic Forms
Julie Atencio,
Bruce Oakeley,
Jeff Woodman
(New and/or existing)
PRJ-DEL-005
Active Directory Organizational
Relationships
Gil Archuleta,
Bruce Oakeley,
Jeff Woodman
PRJ-DEL-006
Electronic or Digital Signature
Solution
Bruce Oakeley,
Jeff Woodman
4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE
TBD
PAGE | 22
DATE
APPROVED
5.0 PROJECT WORK
5.1 WORK BREAKDOWN STRUCTURE (WBS)
Identifier
Work Package Description
Definition/Objective
Milestone/Deliverable
WBS-001
Form identification and
prioritization
Determine total number of
forms, and prioritize forms for
electronic workflow
All forms are cataloged in a
spreadsheet, with prioritization.
WBS-002
Software Installation /
Configuration
Prepare the LiveCycle server
environment to host forms.
Web portal is accessible on
internal network; forms can be
deployed to the web portal and
accessed by end users.
WBS-003
Active Directory Clean up
Clean up existing Active
Directory Entries
Clean up Active Directory
Entries
WBS-004
Active Directory Entry Interface Create Interface for the ongoing Development of interface
maintenance of Active Directory solution.
Forms
WBS-005
Form Design
Forms receiving electronic
workflow / signature must be
redesigned in XDF format for
LiveCycle
Forms that are candidates for
electronic workflow are
deployed in LiveCycle format to
the LiveCycle repository with
electronic workflow and
signature capability.
WBS-006
Workflow / Form Testing
Verify that developed forms
behave as expected and that
workflow participants are
properly notified.
Create Workflows; Test
Workflows; ensure proper
routing.
PAGE | 23
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE
Identifier
Task/Activity Name
Resource
Name
Milestone
(Y/N)
SA-001
Active Directory
Configuration
Conce Fresquez /
District IT Staff
SA-002
Web Interface for
AD organizational
relationship
maintenance
Jeff Woodman
SA-003
Installation and
configuration of
LiveCycle ES
Server
SA-004
Form
Development
Effort/
Duration
Start
Finish
Y
TBD
TBD
Y
TBD
TBD
Alfred Lopez
TBD
TBD
Vendor /
Implementation Team
TBD
TBD
Dependent
Task
5.3 PROJECT BUDGET
Identifier
Work Package or Budget Category
PB-001
Professional Services
PB-002
Adobe Live Cycle Training
PB-003
Adobe Live Cycle
TOTAL
PAGE | 24
Cost
218,000
25,000
280,000
$ 523,000
5.4 PROJECT TEAM
5.4.1 PROJECT TEAM STRUCTURE, ROLES AND RESPONSIBILITIES
Role
RESPONSIBILITY
NAME
FUNCTIONAL
AREA
Executive
Sponsor
Provides direction at a high
level based on business
needs.
Bruce Oakeley
ISM Bureau Chief,
NMDOT
Stakeholder /
Business Owner
Oversees NMDOT Forms,
and manages additions and
changes to the form
catalog.
Julie Atencio
NMDOT Acting
Inspector General
Stakeholder /
Business Owner
Oversees human resource
operations for the agency,
and is the owner of many
of the forms
Gilbert Archuleta
NMDOT Human
Resources Bureau
Chief
Technical Lead
Overall supervision of
technical project aspects
Jeff Woodman
Supervisor –
NMDOT Web
Team
Implementation
Tech
Develops forms and
workflow logic
James Gomez
NMDOT Web
Team
Implementation
Tech
Develops forms and
workflow logic
Brian Gutierrez
NMDOT Web
Team
Implementation
Tech
Develops forms and
workflow logic
Matt Hunt
NMDOT Web
Team
Implementation
Tech
Performs server
configuration, assists with
form development
Alfred Lopez
NMDOT Web
Team
Implementation
Tech
Develops forms and
workflow logic
Gabriel Vigil
NMDOT I.T.
Project Manager
Project Management
Sal Hernandez
Contractor
PAGE | 25
5.5 STAFF PLANNING AND RESOURCE ACQUISITION
5.5.1 PROJECT STAFF
Estimated
Hours
Availability
Skill Set
Jeff Woodman
40 / week
90%
Dev, Servers
James Gomez
40 / week
90%
Dev
Brian Gutierrez
40 / week
90%
Dev
Matt Hunt
40 / week
90%
Dev / Design
Alfred Lopez
40 / week
90%
Servers
Gabriel Vigil
40 / week
90%
Dev
Sal Hernandez
40 / week
100%
PM
Resource
Cost Estimate
Work Product/Deliverable
5.5.2 NON-PERSONNEL RESOURCES
Use this section to list services or product (HW/SW and such) needed for project
Resource
Cost Estimate
Estimated
units/hours
Availability
Source
LiveCycle ES4 Suite
225,000
n/a
n/a
Adobe
Windows 2008 R2 Standard
Microsoft
Oracle WebLogic
Oracle
Work Product/Deliverable
5.6 PROJECT LOGISTICS
Project will be developed onsite at the NMDOT offices. All contractors/resources will need to
conduct project meetings and development work on-site.
Project Management will conduct regular meetings in relation to project status, requirements
gathering, Issues and Risks and Change Control.
PAGE | 26
5.6.1 PROJECT TEAM TRAINING
The NMDOT forms project opens up the need for several areas of training as described below.
Resource
Cost Estimate
Estimated
Hours
Availability
Skill Set
Work Product/Deliverable
Technical Developers
TBD
40
High
Technical
Developer
Form Development
Form Management
Form Technical Support
Product Technical Support
End Users – Forms
Application
TBD
40
Medium
Forms
Analyst
Form Development
Form Management
End Users – HR Application
TBD
8
Medium
HR Analyst
Active Directory Updates
Help Desk
TBD
8
Medium
Helpdesk
Form Technical Support
6.0 PROJECT MANAGEMENT AND CONTROLS
6.1 RISK AND ISSUE MANAGEMENT
6.1.1 RISK MANAGEMENT STRATEGY
There will be a formal strategy for how risks are identified, analyzed/ quantified, mitigated,
reported, escalated and tracked.
Identification – Any member associated to the project, whether internal or external, at any time
can raise an issue or risk. The identification of an issue/risk must reach the project manager via
email or in writing of the details behind the issue/risk. The project manager will keep a log of all
of the identified issues.
Analyze and Qualification – Each issue/risk will be analyzed and qualified as to its occurrence,
probability of occurrence and surrounding factors needed to reproduce or identify the root cause.
Mitigation – Once Identified and Qualified, the project team will need to come together,
whether during the regular status meeting or via a special meeting to discuss options for
mitigation for each issue/risk. The Issue/Risk will be given a functional and technical owner
responsible for resolution.
Tracking – The Project management shall keep an issue and risk log, which will be the subject
conversation during the bi-weekly project status meeting.
PAGE | 27
6.1.2 PROJECT RISK IDENTIFICATION
The Project management will undertake a proactive risk management process. As part of this
process we will evoke some or all of the following “Best Practice” approaches to and sources for
identifying risks, which include:




SWOT analysis (strength, weakness
opportunity, threat)
PESTLE (political, economic, social,
technological, legal, environmental)
Brainstorming
Scenario Analysis/What if Analysis





Working Groups and Project Meetings
Agency knowledge
One-on-One Interviews
Process analysis with SMEs
Stakeholder/Business Owner analysis
The Project Management will undertake steps that will allow the project team analyze and
interpreting information about the nature of each risk gathered during risk identification to
determine the level of risk, based on the likelihood of it occurring, and the consequence if it were
to occur.
6.1.3 PROJECT RISK MITIGATION APPROACH
Each Issue/Risk will be qualified, once qualified and it is decided that mitigation is necessary,
the Functional and Technical owner will work in tandem to propose, design and advise Project
Management of the
6.1.4 RISK REPORTING AND ESCALATION STRATEGY
Risks may/will change over the course of the project. Some risks may reduce or disappear
altogether, others risks may increase and new risks might arise. To this end, the process of
Identifying, Qualifying and Mitigating is a continual process. Project Management will hold BiWeekly issue/risk/resolution meetings to report and address all issues and risks. The frequency
of this meeting may change based on the number or severity of issues/risks that are encountered.
Project Management will provide an escalation process and outline thresholds where risks can be
escalated to the next level of management for appropriate action.
Project Management will leverage the existing Impact and Probability Hierarchies to govern the
escalation process as follows

Probability Levels: Certain, Expected, Likely, Possible, Unlikely

Impact Levels: Very High, High, Medium, Low, Very Low
All risks must be reported to team leads (Functional or Technical), if these risks are deemed to
have merit or are above the Possible or Low thresholds they must be reported to project
management.
PAGE | 28
6.1.5 PROJECT RISK TRACKING APPROACH
Project Management will be the sole owner and thus the system of record for Issue and Risk
tracking. Project Management will use the DoIT Issue and Risk Log templates. The purpose of
this mechanism is to:
 Provide current status of every Issue and Risk at any point in time
 Provide traceability of Issue and Risk information
 Provide information to monitor and review risks on an ongoing basis
 Report analysis of the risk to appropriate decision makers

Communicate risk management information to the appropriate stakeholders
DoIT templates include

Project Risk Assessment Report

Risk and Issue Log

Issue Description and Resolution Long Form

Risk Report Long Form
6.1.6 ISSUE MANAGEMENT
6.1.6.1 Internal Issue Escalation and Resolution Process
Project Management will manage Issues and Risks in the same manner. See section 6.1.1.

Identification

Analyze and Qualification

Mitigation/Resolution

Tracking
6.1.6.2 External Issue Escalation and Resolution Process
Issues External to the project team will be escalated according to the Entity for which the issue
needs reporting – The Process shall be defined (but not limited to the following)
 Contracting Resources – Contact Vendor  Escalate Vendor Senior Management
 Hardware - Contact Vendor  Escalate to Client Support Manager  Escalate to Sales
Manager  Escalate to Appropriate Senior Management
 Software - Contact Vendor  Escalate to Client Support Manager  Escalate to Sales
Manager  Escalate to Appropriate Senior Management
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V
PAGE | 29
Project Management will work closely with all template and resources provided by DoIT to meet
the necessary requirements for the Independent Verification and Validation (IV&V) process. In
addition, Executive Ownership and Project Management will prepare a gate presentation for each
phase of the project plan. Project Management will also be open to additional request as issued
by the IV&V committee in an effort to be transparent and diligent.
6.3 SCOPE MANAGEMENT PLAN
The Project management team will work to identify and baseline the scope of the project at the
close of the imitation phase. Project management will allow changes to scope up until the end of
the Planning Phase – after which scope will be base lined. If unanticipated changes in scope
arise, Project Management will have a process in place to identify, assess and approve/decline
the added scope.
Project management will keep all team members informed of the scope changes impact as it
relates to Time, Budget and Resources.
Project Management will work closely with Business Owners, Executives and Project Team
Members to address all facets of the proposed changes (Increases or Decreases) in scope.
6.3.1 Change Control
6.3.1.1 Change Control Process
This project will adopt the DoIT change control process that will work alongside the Issue and
Risk management process. Once an issue/risk is identified and during the Analysis and
Qualification stages, it will be uncovered if the Issue/Risk item will Increase/Decrease the scope
of the project. The steps for Change Control Process are defined in the flow chart below.
<Project Name > Change Control Process
Change Control
Board
Core Team
Process Flow between Core Team and Policy Stakeholders
Project
Issue
Identified
Expanding
Scope, Cost, or
Timeline
NO
Project
Issue
Identified
Prioritize
Alternative
Solutions
Analyze
alternatives
and SOE
Invoke
Change
Control
Process
Document the
Request
Deliver Change
Request Response
Respond within
5 business days
YES
Document the
Request
Yes
Need more
Information?
CCB Analyzes
Solution
Alternatives and
Project Effect
(Scope, Cost,
Timeline)
Change involves
Process or
Procedure
Choices?
NO
Document the
Decision
YES
****All Identified Changes must be submitted and logged the “Project Change Request” form.
PAGE | 30
6.3.1.2 Change Control Board (CCB)
The Change Control Board shall comprise of the Executive Sponsor and the Business Owners
BOARD MEMBER
NAME
FUNCTIONAL AREA
Executive Sponsor
Bruce Oakeley
ISM Bureau Chief, NMDOT
Stakeholder / Business
Owner
Julie Atencio
NMDOT Acting Inspector
General
Stakeholder / Business
Owner
Gilbert Archuleta
NMDOT Human Resources
Bureau Chief
6.5 COMMUNICATION PLAN
Project Management will formalize a communication plan that will address the dissemination of
information to the different needs of the stakeholders. See Communication matrix section 6.5.1 .
6.5.1 COMMUNICATION MATRIX
Please see the Project Communication Matrix.doc for details
6.5.2 STATUS MEETINGS
Project Management will facilitate the following meetings:

Weekly Project Status Meeting with Team Leads

Bi-Weekly Project Status Meetings with Full Team

Issue and Risk Meetings as needed

Change Control Board Meetings as needed.
6.5.3 PROJECT STATUS REPORTS
Project Management shall issue a Weekly Status Dashboard to all project stakeholders
PAGE | 31
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)
6.6.1 Baselines
Common Project Issue Area
Category
Measure
Schedule and Progress
Milestone Performance
• Milestone Dates
Work Unit Progress
• Component Status • Requirement
Status • Test Case Status • Critical
Paths Tested • Problem Report
Status • Reviews Completed •
Change Request Status
Incremental Capability
• Build Content – Component •
Build Content – Function
Resources and Cost
Personnel
Financial Performance
Availability
Growth and Stability
Product Size and Stability
Functional Size and Stability
Product Quality
Defects
Complexity
Rework
Development Performance
• Earned Value • Cost
• Resource Availability Dates •
Resource Utilization
• Lines of Code • Components •
Database Size
• Requirements • Function Points •
Change Request Workload
• Problem Reports • Defect Density
• Cyclomatic Complexity
• Rework Size • Rework Effort
Process Maturity
• Capability Maturity Model Level
Productivity
• Product Size/Effort Ratio •
Functional Size/Effort Ratio
6.7 QUALITY OBJECTIVES AND CONTROL
PAGE | 32
• Effort • Staff Experience • Staff
Turnover
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
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
Architecture shall conform to Best Practices or to the Agency Standard
• Architecture Review
7
Business Requirements have been captured
• Functional Documentation
Signoff
8
Business Requirements have been meet
• Project Signoff
9
Fully Trained staff
• Training completion
6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS
Review Type
Quality Standard
Functional Requirements
Reviewer
Reports
All functional
Functional
requirements have Specification - SRS
been captured
Functional Team
lead and Reviewed
for understanding by
technical team
Status Reports
Project Management
Documents
All project
management
documents
complete and
made available to
stakeholders
Executive and
Business Owners
Status Reports
Technical Deliverables
All technical work
Technical
product is compete Specification
and has been unit document
and system tested
Technical Team lead Status Reports
and Tested for
completeness/accura
cy by functional team
Testing
All testing phase
complete and
issues mitigated
Functional and
Technical Team
PAGE | 33
Tools
PMP and Related
documents
Testing Phase(s)
Status Reports
6.7.3 AGENCY/CUSTOMER SATISFACTION
Areas of Feedback
When
How Often
Agency awareness
Monthly
Monthly
Quality of communications
Monthly
Monthly
Manages project tasks
Monthly
Monthly
Productive Meetings
Monthly
Monthly
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS
DELIVERABLE
NUMBER
DELIVERABLE
FINAL APPROVAL PROCESS
CUSTOMER
ACCEPTANCE
CRITERIA
Sign-Off
TBD
PRJ-DEL-001
Initiation - Project Initiation and
Scope Focus Meetings
Sign-Off
TBD
PRJ-DEL-002
Initiation - Initiation Phase
Certification Form
PRJ-DEL-003
Initiation - Project Charter
Sign-Off
TBD
Sign-Off
TBD
PRJ-DEL-004
Initiation - Initiation Phase
Certification
Initiation - Form Evaluation and
Enumeration
Sign-Off
TBD
PRJ-DEL-005
Sign-Off
TBD
PRJ-DEL-006
Initiation - Identification of forms
for electronic workflow &
signature
Sign-Off
TBD
PRJ-DEL-007
Initiation - Change Management
process for implementation phase
Sign-Off
TBD
PRJ-DEL-008
Initiation - Identification of
workflow end points for top 30
priority forms.
PRJ-DEL-009
Initiation - Identification of
Sign-Off
TBD
PAGE | 34
DELIVERABLE
NUMBER
DELIVERABLE
FINAL APPROVAL PROCESS
CUSTOMER
ACCEPTANCE
CRITERIA
workflow participant categories
PRJ-DEL-010
Initiation - Project JAD Session
Sign-Off
TBD
Sign-Off
TBD
PRJ-DEL-011
Initiation - System Requirement
Specification (SRS)
Sign-Off
TBD
PRJ-DEL-012
Initiation - System Requirement
Specification (SRS) Evaluation and
Review - Round 1
Sign-Off
TBD
PRJ-DEL-013
Initiation - Project Status Reports
(Internal)
Sign-Off
TBD
PRJ-DEL-014
Initiation - Initial Risk Assessment
Report
Sign-Off
TBD
PRJ-DEL-015
Initiation - Initial Business
Continuity Plan
Sign-Off
TBD
PRJ-DEL-016
Initiation - Initial Project
Communication Plan
Sign-Off
TBD
PRJ-DEL-017
Initiation - Initial Project
Operations and Support Plan
Sign-Off
TBD
PRJ-DEL-018
Initiation - Initial Project Test Plan
and Strategy
Sign-Off
TBD
PRJ-DEL-019
Initiation - Initial Project
Management Plan
Sign-Off
TBD
PRJ-DEL-020
Initiation - Initial Active Directory
Update Plan
Sign-Off
TBD
PRJ-DEL-021
Planning - Planning Phase
Certification Form
Planning - Revise Project
Management Plan
Sign-Off
TBD
PRJ-DEL-022
Sign-Off
TBD
PRJ-DEL-023
Planning - IV&V Selected and
Contract Negotiated
PRJ-DEL-024
Planning - Project Status Reports
Sign-Off
TBD
PAGE | 35
DELIVERABLE
NUMBER
DELIVERABLE
FINAL APPROVAL PROCESS
CUSTOMER
ACCEPTANCE
CRITERIA
Sign-Off
TBD
PRJ-DEL-025
Planning - System Requirement
Specification (SRS) Evaluation and
Review - Round 2
Planning - Technical Architecture
Document
Sign-Off
TBD
PRJ-DEL-026
Sign-Off
TBD
PRJ-DEL-027
Planning - Revise Risk Assessment
Report
Sign-Off
TBD
PRJ-DEL-028
Planning - Revise Business
Continuity Plan
Sign-Off
TBD
PRJ-DEL-029
Planning - Revise Project
Communication Plan
Sign-Off
TBD
PRJ-DEL-030
Planning - Revise Project
Operations and Support Plan
Sign-Off
TBD
PRJ-DEL-031
Planning - Revise Project Test Plan
and Strategy
Sign-Off
TBD
PRJ-DEL-032
Planning - Revise Active Directory
Update Plan
PRJ-DEL-033
Planning - Initial Cutover Plan
Sign-Off
TBD
Sign-Off
TBD
PRJ-DEL-034
Planning - Evaluate Electronic or
Digital Signature Solution
Sign-Off
TBD
PRJ-DEL-035
Planning - ELECTRONIC SIGNATURE
- Signature Collection Plan Strategy
Sign-Off
TBD
PRJ-DEL-036
Planning - DIGITAL SIGNATURE operations and support plan for
digital sig. services.
Sign-Off
TBD
PRJ-DEL-037
Planning - Determine Active
Directory fields needed for Live
Cycle function
Planning - Determine which
support staff will update non-GO
Sign-Off
TBD
PRJ-DEL-038
(Internal)
PAGE | 36
DELIVERABLE
NUMBER
DELIVERABLE
FINAL APPROVAL PROCESS
CUSTOMER
ACCEPTANCE
CRITERIA
portions of Active Directory
PRJ-DEL-039
Planning - Technical Team Training
Sign-Off
TBD
Sign-Off
TBD
PRJ-DEL-040
Implementation - Implementation
Phase Certification Form
Sign-Off
TBD
PRJ-DEL-041
Implementation - Updated Project
Management Plan
Sign-Off
TBD
PRJ-DEL-042
Implementation - IV&V Reports
Submitted
Sign-Off
TBD
PRJ-DEL-043
Implementation - Technical
Architecture Approved
Sign-Off
TBD
PRJ-DEL-044
Implementation - Project Status
Reports (Internal)
Sign-Off
TBD
PRJ-DEL-045
Implementation - LiveCycle ES4
Server Installation and
Configuration
Sign-Off
TBD
PRJ-DEL-046
Implementation - Active Directory
Updates - Mass Update
Sign-Off
TBD
PRJ-DEL-047
Implementation - Active Directory
Updates - District Level Updates
TBD
PRJ-DEL-048
Sign-Off
Implementation - ELECTRONIC
SIGNATURE - Design / Develop web
service interface for existing
signature server
Sign-Off
TBD
PRJ-DEL-049
Implementation - Design / develop
scripting to extract and rename
guid-named forms from OIG form
server
Implementation - Existing Form
Migration
Sign-Off
TBD
PRJ-DEL-050
Sign-Off
TBD
PRJ-DEL-051
Implementation - New Form
Development
PAGE | 37
DELIVERABLE
NUMBER
DELIVERABLE
FINAL APPROVAL PROCESS
CUSTOMER
ACCEPTANCE
CRITERIA
Sign-Off
TBD
PRJ-DEL-052
Implementation - Workflow
Development
Sign-Off
TBD
PRJ-DEL-053
Implementation - Implement
Electronic or Digital Signature
Solution
Sign-Off
TBD
PRJ-DEL-054
Implementation - Web Interface
for Active Directory Organizational
Maintenance
Sign-Off
TBD
PRJ-DEL-055
Implementation - End User
Training for AD Web Interface
TBD
PRJ-DEL-056
Close - Closeout Phase Certification Sign-Off
Form
Sign-Off
TBD
PRJ-DEL-057
Close - Final IV&V Reports
Submitted
PRJ-DEL-058
Close - Project Closeout Report
Sign-Off
TBD
PRJ-DEL-059
Close - Lessons Learned
Sign-Off
TBD
6.8 CONFIGURATION MANAGEMENT
6.8.1 VERSION CONTROL
The Project Team will strictly enforce version and Configuration control.
All Development, Test and Production environments will have the same configuration.
Code will be packaged and follow a promotion process.
6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)
All Project documentation will be saved on NMDOT File Server system. The System will be backed up
on a daily basis.
All Project Management related documentation will be distributed via PDF and the Project Manager will
manage changes.
PAGE | 38
7. 0 PROJECT CLOSE
7.1 ADMINISTRATIVE CLOSE
Formal Sign-off shall signify the close of each project phase and of the entire project once the
work has been verified, delivered and accepted by the Business Owner.
7.2 CONTRACT CLOSE
This project will consist of multiple contracts. A contract is deemed closed upon reaching the
end of the contract or when a contract is terminated before he work is completed.
PAGE | 39