IMPROPER PAYMENT
PREVENTION INITIATIVE
P R O JE C T M A N A GEM E N T PLA N
(PMP)
EXECUTIVE SPONSOR – SUE ANNE ATHENS
BUSINESS OWNER – ROY PADILLA
PROJECT MANAGER – MICHAEL GREENE
DATE: APRIL 22, 2015
REVISION HISTORY................................................................................................................................................. 2
1.0 PROJECT OVERVIEW ......................................................................................................................................... 3
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT ..................................................................................................3
1.2 FUNDING AND SOURCES .............................................................................................................................................3
1.3 CONSTRAINTS ..........................................................................................................................................................3
1.4 DEPENDENCIES .........................................................................................................................................................4
1.5 ASSUMPTIONS.....................................................................................................................................................4
1.6 INITIAL PROJECT RISKS IDENTIFIED..............................................................................................................................5
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE .............................................................................. 6
2.1 STAKEHOLDERS ........................................................................................................................................................6
2.2 PROJECT GOVERNANCE STRUCTURE .............................................................................................................................7
2.2.1 Describe the organizational structure – Org Chart .....................................................................................7
2.2.2 Describe the role and members of the project steering committee ............................................................7
2.2.3 Organizational Boundaries, interfaces and responsibilities ........................................................................7
2.3 EXECUTIVE REPORTING..............................................................................................................................................7
3.0 SCOPE .............................................................................................................................................................. 8
3.1 PROJECT OBJECTIVES ................................................................................................................................................8
3.1.1 Business Objectives .....................................................................................................................................8
3.1.2 Technical Objectives ....................................................................................................................................8
3.2 PROJECT EXCLUSIONS ................................................................................................................................................8
3.3 CRITICAL SUCCESS FACTORS .......................................................................................................................................8
4.0 PROJECT DELIVERABLES AND METHODOLOGY ................................................................................................. 9
4.1 PROJECT MANAGEMENT LIFE CYCLE ............................................................................................................................9
4.1.1 Project Management Deliverables ............................................................................................................10
4.1.2 Deliverable Acceptance Procedure ............................................................................................................14
4.2 PRODUCT LIFE CYCLE .........................................................................................................................................15
4.2.1 Technical Strategy .....................................................................................................................................15
4.2.2 Product and Product Development Deliverables .......................................................................................15
4.2.3 Deliverable Approval Authority Designations ...........................................................................................15
4.2.4 Deliverable Acceptance Procedure ............................................................................................................15
5.0 PROJECT WORK .............................................................................................................................................. 16
5.4 PROJECT TEAM ......................................................................................................................................................17
6.0 PROJECT MANAGEMENT AND CONTROLS ...................................................................................................... 18
6.1 RISK AND ISSUE MANAGEMENT.................................................................................................................................18
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V .............................................................................................19
6.3 SCOPE MANAGEMENT PLAN ....................................................................................................................................19
6.3.1 Change Control ..........................................................................................................................................19
6.4 PROJECT BUDGET MANAGEMENT..............................................................................................................................19
6.4.1 Budget Tracking ........................................................................................................................................19
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) ......................................................................................20
6.6.1 Baselines....................................................................................................................................................20
6.8 CONFIGURATION MANAGEMENT .....................................................................................................................20
6.9 PROCUREMENT MANAGEMENT PLAN ..............................................................................................................20
7. 0 PROJECT CLOSE ............................................................................................................................................. 20
PAGE | 1
REVISION HISTORY
REVISION NUMBER
DATE
COMMENT
1.0
July 09, 2014
Initial Plan
1.1
April 22, 2015
New project name incorporated
2.0
2.1
PAGE | 2
1.0 PROJECT OVERVIEW
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT
Over the past year, the State of New Mexico Department of Workforce Solutions (DWS) has
modernized its Unemployment Insurance Application and as a result has seen a significant
change in methods used to commit fraud for financial gain. DWS is seeking to gain insight
into the sources, causes, and factors of overpayment fraud in Unemployment Insurance.
This effort is seeking to improve the detection and reduction of overpayment fraud through
the use of uDetect™, an analytical system comprised of algorithmic solutions which will be
customized to DWS historical data to identify unemployment insurance claims with a higher
propensity to involve fraudulent activity. The tool and resultant information will be
incorporated into our modernized Unemployment Insurance Application (UIA).
1.2 FUNDING AND SOURCES
SOURCE
AMOUNT
SUPPLEMENTAL
BUDGET
REQUEST GRANT
(USDOL)
ASSOCIATED
RESTRICTIONS
$1,299,980 FEDERAL US DOL
GRANT.
APPROVERS
NMDWS/USDOL
1.3 CONSTRAINTS
Number
DESCRIPTION
1
Module 1 – Initial Claims shall be limited to creation of a new fraud issue
and 5 associated fact-findings
2
Module 2 – Continued Claims shall be limited to creation of a new fraud
issue, 5 associated fact-findings and 3 modal claimant messaging screens
3
Module 3 – Emerging Fraud Detection shall be limited to the creation of a
workflow or report documenting variables that may indicate the presence of
emerging fraud schemes, allowing for staff review for investigation.
4
Scope is limited to the creation of up to 5 reports documenting the
PAGE | 3
Number
DESCRIPTION
outcomes of the Module implementations.
5
Current development staff work will need to be prioritized to include associated
workloads and schedules mandated by this initiative.
6
NM DWS Project Manager will be assigned once on-boarded.
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
Funding is available
M
2
Contract Amendment is approved
E
3
Necessary infrastructure updates or modification will be
scheduled in conjunction with project timelines.
D
1.5 ASSUMPTIONS
NUMBER
DESCRIPTION
1
The uDetect™ Scoring Engine will be integrated with UIA
2
DWS will provide the technical infrastructure hardware and software application server, database, reporting tools, and remote connectivity
required to build and test the technical deployment artifacts as part of this
project
3
DWS will obtain access to any external data that may be required to complete the
Services under this Scope of Work.
4
Business Personnel will actively participate in all business requirements
PAGE | 4
NUMBER
DESCRIPTION
workshops
5
Business Personnel will be available for follow up meetings regarding the
different tasks and deliverables related to Business Implementation
6
Business personnel will assist in the development and approval of
monitoring reports and implementation of Randomized Control Trials
(RCTs).
1.6 INITIAL PROJECT RISKS IDENTIFIED
Risk 1
Description – Resource
Availability
Probability: High
Impact : High
Mitigation Strategy: Project will be assigned a high priority by DWS
and appropriate resources will be made available to perform the work
per the approved work plan.
Contingency Plan: Additional contract resources will be deployed to
the project.
Risk 2
Probability: Medium
Impact: Medium
Description – Increased
complaint/appealsg files by Mitigation Strategy: Integration of workflows will provide actionable
claimants or employers
tasks within the constraints of existing performance measures. Factors
used to determine risk score will only be stored in the scoring engine
used to provide predictive actions.
Contingency Plan Not applicable
Mitigation Strategy:.
Contingency Plan
PAGE | 5
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL
STRUCTURE
2.1 STAKEHOLDERS
NAME
STAKE IN PROJECT
ORGANIZATION
TITLE
CELINA BUSSY
EXECUTIVE SPONSOR
DWS
SECRETARY
SUE ANNE
ATHENS
EXECUTIVE SPONSOR
DWS
CIO
ROY PADILLA
BUSINESS OWNER
DWS
DEPUTY
DIRECTOR UI
UI BUSINESS
STAFF
SYSTEM USER
DWS
CUSTOMERS
INCREASED SECURITY
PUBLIC
PAGE | 6
2.2 PROJECT GOVERNANCE STRUCTURE
2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART
Executive Steering Committee
Executive Sponsor
Sue Anne Athens
Project Management
Office
Eric Aragon
Change Control
Board
Project Team
Deloitte
Engagement Mgr
Lynnette Stern
Project Manager
Michael Greene
Analytics Lead
Scoring Engine
Development Lead
Business
Implementation Lead
UIA Development
Lead
DWS Development
Manager
Luke Frietz
DWS Infrastructure
Manager
John Judson
DWS Business Owner
Roy Padilla
Modeler(s)
Scoring Engine
Developer
Business Analyst
UIA Developer
Development Team
DWS Infrastructure
Team
DWS Business
Analysts
2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE
The Project Steering Committee will provide oversight to the project effort. They will identify
key policy issues and ensure follow through on associated business and regulatory changes. The
committee is comprised of the Secretary and Deputy Secretaries representing the DWS executive
business, general counsel and public relations. They will receive project status reports throughout
the effort.
2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES
All changes to the UIA initiated by this project will be reviewed and approved by the DWS
Change Control Board. All necessary change request and associated work load for development
activities will be managed under the existing release management plan. The PMO will directly
manage and review resourcing, scheduling and reporting adherence and mitigate issues as they
arise.
2.3 EXECUTIVE REPORTING
Biweekly status reports will be provided in conjunction with milestone status meetings.
PAGE | 7
3.0 SCOPE
3.1 PROJECT OBJECTIVES
3.1.1 BUSINESS OBJECTIVES
NUMBER
DESCRIPTION
BUSINESS
OBJECTIVE 1
To reduce fraud by a minimum of 20% through predictive measures
in the area of claim certifications, separation overpayment and
anomaly detection.
BUSINESS
OBJECTIVE 2
To provide structured workflows for BPC and Fraud Team to ensure
UI performance measures are maintained and workloads effectively
managed for specialized cases.
3.1.2 TECHNICAL OBJECTIVES
NUMBER
DESCRIPTION
TECHNICAL
OBJECTIVE 1
Implement the uDetect™ Scoring Engine in the DWS technology
platform to score unemployment insurance claims for the purpose of
identifying and reducing potential overpayments and fraud.
TECHNICAL
OBJECTIVE 2
Integrate the process into UIA system to enhance the management of
UIA initial claims, continued claims, adjudication, workflow and
reporting processes to support the fraud analytics business processes.
3.2 PROJECT EXCLUSIONS
This project effort does not include integration with other fraud related tools currently being used
by NMDWS that are outside the UIA framework.
3.3 CRITICAL SUCCESS FACTORS
NUMBER
DESCRIPTION
1
REDUCTION IN IMPROPER PAYMENTS BY 20%
2
INCORPORATED WORK FLOWS THAT MAINTAIN US DOL
MANDATED PERFORMANCE MEASURES FOR TIMELINESS
PAGE | 8
NUMBER
DESCRIPTION
OF PAYMENTS
4.0 PROJECT DELIVERABLES AND METHODOLOGY
4.1 PROJECT MANAGEMENT LIFE CYCLE
Project organization and planning
$130,000 4/30/2015
Planning
Implementation and Reporting Design
$454,980 12/31/14
Design (Agile)
Testing
$650,000 3/31/2015
Design (Agile)
$65,000 4/30/2015
Implementation
Implementation
Phase
Summary of Phase
Key Deliverables
Planning
Project organization planning
Fraud Detection Analysis
Implementation Plan; Biweekly status reports, monthly
status reports
Design
Implementation and Reporting
Design
System design documents
detailing the proposed system.
Testing
Agile methodology to build,
test and review followed by
standard UAT
Test planning unit, system,
UAT testing and bug fixing
Implementation
Implementation planning,
results, and close-out.
CCB reviews, approvals,
operational hand off
documentation including
SOPs
PAGE | 9
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.
Task Item
Sub Tasks
Organization, 11.1 Reporting
Planning and
Reporting
Description
Contractor will submit reports required in these Deliverables
electronically, via email, in MS Office or other appropriate
format as approved by the Procuring Agency or the Procuring
Agency’s Executive Steering Committee for review, approval
and acceptance.
Contractor will create, maintain, and present a Fraud Detection
11.2 Fraud
Detection Analysis Analysis Implementation Management Plan for the period of
performance to include the following.
Implementation
Management Plan
 Work Breakdown Structure
 Build Schedule
o Work Schedule
o Major milestones
o Schedule and approach to knowledge transfer
o Key SDLC documentation reporting and
analysis activities for both major and minor
releases. For major releases this would include
the activities or sub-plan required to complete
requirements gathering, analysis, design,
development, testing, implementation of the
enhancements included. For minor releases it
would include activities for the development of
the monthly minor release plan including
timeline for testing, etc.
 Project meetings
 Risk Log
Contractor will submit an updated version of the plan to the
Procuring Agency CIO by the 1th day of every month.
11.3 Documentation Contractor will support training activities related to change
requests/releases.
and Training
Contractor will support business and technical teams to ensure
that system and process documentation is updated as
appropriate.
PAGE | 10
11.4 Bi-weekly
Project Status
Meeting
Contractor will coordinate, schedule, and prepare materials for
Bi-Weekly Project Status meetings for review, approval and
acceptance.
 Provide a bi-weekly status of the release schedule
 Identify and present updated task and milestone
accomplishments
 Itemize needs, identify risk and current activities
 Define plans for the upcoming two weeks before next
meeting.
11.5 Project Issue
Log
Contractor will create an Issue Log to document issues,
resolutions, times and dates.
Contractor will post, store and maintain the log electronically
to an internal shared network drive or Procuring Agency
SharePoint site.
Contractor will present the Issue Log at the Bi-Weekly status
meeting.
11.6 Monthly Status Contractor will present a monthly status report to the Procuring
Agency CIO by the 15th day of each month. Each report will
Report
contain the status of each deliverable and the following
updated reports:
 Project Management Plan, including Schedule
 Project Issue and Risk Log
Sub Tasks
Description
12.1
Contractor will assist Procuring Agency in defining design
alternatives and coordinate submission to the Procuring
Agency for review approval and acceptance.
Implementation
System Design
Documents
Contractor will assist Procuring Agency in designing and
documenting the proposed solution for the Procuring Agency
for implementing the uDetect™, the Fraud Detection Analysis
solution.
Contractor will coordinate submission of defined design
documents to the Procuring Agency per the project schedule.
PAGE | 11
12.2
Design
Walkthrough and
Approval Session
Contractor will coordinate, schedule and facilitate with
Procuring Agency design walk through sessions per the
approved release plan.
Contractor will coordinate submission of all design documents
to the Procuring Agency for review, approval and acceptance.
Contractor will submit walk through attendance sheets to the
Procuring Agency for review and approval.
Sub Tasks
Description
13.1 Develop Test
Plans
Contractor will develop and submit a Release Test Plan and
submit to the Procuring Agency’s for review approval and
acceptance.
Contractor will define the system environments within the Test
Plan in collaboration with the Agency Project Team for
development testing, quality assurance, production and
deployment.
The Test Tracking Log will include the following components:
 Unit Testing
 System Integration Testing
 User Acceptance Testing
 Regression Testing
Contractor will present the test plan to the Agency per the
project schedule.
Contractor will compile all issues identified and logged by
project stakeholders and testers throughout the release cycle.
Contractor will triage and categorize each issue per Agency
prescribed issue categories (defect, enhancement, training
issue, etc.). Contractor will provide the Testing Log to the
Procuring Agency.
Contractor will assist Agency with identification and
development individual Test Plan scenarios and scripts
outlined in the Release Test Plan.
13.2 System
Configuration
Implementation on
Development
Platform
Contractor will assist Procuring Agency to identify enterprise
platform changes in the development platform during the life
of the project.
Contractor will develop and modify software code to address
the items in each release.
Contractor will record software issues identified in testing in
the Testing Log.
PAGE | 12
13.3 Unit Testing
Contractor will unit test the developed solution based upon the
approved test plan.
Contractor will compile results of unit testing recorded in Unit
Testing Issues Log.
Contractor will assist the Procuring Agency Test Manager with
13.4 System
Integration Testing the development and, documentation of system integration test
scripts.
Contractor will support the Procuring Agency Project Test
Manager with system integration testing upon completion of
unit testing.
Contractor will support all activities associated with integration
and regression testing of the developed solution with all
Agency Project Teams.
Contractor will coordinate with the Procuring Agency Project
Test Manager integration and regression testing of the
developed solution.
Contractor will compile all issues identified and logged by
project stakeholders and testers throughout the release cycle.
Contractor will triage and categorize each issue per Agency
prescribed issue categories (defect, enhancement, training
issue, etc.). Contractor will provide the Testing Log to the
Procuring Agency.
13.5 Quality
Assurance
Contractor will assist the Procuring Agency with testing in the
designated environment.
Contractor will compile all issues identified and logged by
project stakeholders and testers throughout the release cycle.
Contractor will triage and categorize each issue per Agency
prescribed issue categories (defect, enhancement, training
issue, etc.). Contractor will provide the Testing Log to the
Procuring Agency.
PAGE | 13
Contractor will assist the Agency project teams with
13.6 User
Acceptance Testing development, and documentation of UAT test scripts.
(UAT)
Contractor shall support Procuring Agency’s User Acceptance
Testing (UAT) activities.
Contractor will compile all issues identified and logged by
project stakeholders and testers throughout the release cycle.
Contractor will triage and categorize each issue per Agency
prescribed issue categories (defect, enhancement, training
issue, etc.). Contractor will provide the Testing Log to the
Procuring Agency.
13.7 Bug Fixes
Contractor will incorporate Procuring Agency’s approved bug
fixes identified in each category of testing.
Bugs introduced by another vendor’s patches or system
upgrades, are not the responsibility of the Contractor.
4.1.2 DELIVERABLE ACCEPTANCE PROCEDURE
All deliverables are reviewed by business owner, technical management and subsequently
approved by CIO prior to invoice acceptance.
PAGE | 14
4.2 PRODUCT LIFE CYCLE
4.2.1 TECHNICAL STRATEGY
The uDetect engine will be incorporated into our existing UIA and be handled within the existing
uFACTS framework.
4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES
The product deliverable will be the uDetect engine and then the associated code related to the
targeted release schedule.
4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
DELIVERABLE
NUMBER
DELIVERABLE
APPROVERS (WHO
CAN APPROVE)
1
uDetect Engine
CCB
2
UIA release
CCB
4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE
Product deliverables will be accepted through the CCB process at NMDWS.
PAGE | 15
DATE
APPROVED
5.0 PROJECT WORK
Phase
Project
Management
Phase 2:
Scoring Engine
Phase 3:
uFACTS
Integration
Phase 4:
Business
Implementation
4.a: Business
Requirements
4.b: uFACTS
Modifications
and Business
Intelligence
Reports
Development
1
2
3
4
Month
5
6
7
8
9
10

Phase 2. Scoring Engine Deployment: Implement Scoring Engine for uDetect in a
technology solution to score unemployment insurance claims for the purpose of
identifying and reducing potential overpayment fraud.

Phase 3. uFACTS Integration: Integrate the uDetect Scoring Engine within the uFACTS
application, including configuration of input and output data streams to the Scoring
Engine and design and development of a user interface.

Phase 4. Business Implementation: Enhance the businesses process whereby claims
messaging and processing incorporating analysis results and subsequently managed
within uFACTS
PAGE | 16
5.4 PROJECT TEAM
See org chart above.
ROLE
RESPONSIBILITY
Project Management
Office (DWS)
Project oversight and support to include receiving project status.
Project Manager
(Contractor)
Responsible for delivery of items outlined in SOW, project
management plans, project status reporting, project staffing.
Analytics Lead
Oversee analytical team on day-to-day basis. Compile deliverables
and report results.
Modeler
Perform analytics, compile deliverables, and report results
Scoring Engine Lead
Oversee Scoring Engine Development team on day-to-day basis.
Compile deliverables and report results.
Scoring Engine
Developer
Develop scoring engine, perform unit testing.
Business
Implementation Lead
Oversee business implementation team on day-to-day basis. Compile
deliverables and result results.
Business Analyst.
Perform analysis, compile deliverables, perform testing, report
results
UIA Integration Lead
Oversee the integration of the uDetect Scoring Engine within UIA,
report results
UIA Developer
Perform analysis, develop UIA modifications, unit test, report results
DWS Business
Analyst
Assist with analysis, compile deliverables, perform testing, report
results
DWS Implementation
Team
Perform Implementation tasks to promote code changes to
production.
DWS Development
Manager
Determine how project fits into overall development tasks and plans.
Monitor progress
CCB
Project Oversight/Change Control
Project Sponsor
Setting of overall project goals and objectives
Business Owner
Provide guidance on business implementation strategies; provide
business analyst resources, design approval
PAGE | 17
6.0 PROJECT MANAGEMENT AND CONTROLS
6.1 RISK AND ISSUE MANAGEMENT
ISSUE
DESCRIPTION
END USER
End users will need to be trained in UIA system changes and
business process changes.
BUSINESS
PROCESSES
Business processes will need to be updated and SOP’s will need to be
updated to reflect changes associated with the fraud detection project.
IT OPERATIONS AND
STAFFING
Project needs to be integrated into overall planning; IT Operations
and UIA development team will be involved in design, development
and implementation of scoring engine and UIA system
enhancements.
OTHER
DWS regulations will need to be reviewed to determine if any
changes will be required.
RISK– Resource
Availability
Probability: High
Impact : High
Mitigation Strategy: Project will be assigned a high priority by DWS
and appropriate resources will be made available to perform the work
per the approved work plan.
Contingency Plan: Additional contract resources will be deployed to
the project.
RISK– Increased
complaint/appeals files by
claimants or employers
Probability: Medium
Mitigation Strategy: Integration of workflows will provide actionable
tasks within the constraints of existing performance measures. Factors
used to determine risk score will only be stored in the scoring engine
used to provide predictive actions.
Contingency Plan Not applicable
Mitigation Strategy:.
Contingency Plan
PAGE | 18
Impact: Medium
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V
NMDWS will seek Independent Verification and Validation (IV&V) through state pricing
agreements. Expected acquisition by August 1.
6.3 SCOPE MANAGEMENT PLAN
6.3.1 Change Control
6.3.1.1 Change Control Process
The CCB is established to oversee the change control process for enterprise-wide systems. The
change control process is described in the NMDWS Change Management Process document.
The CM tool suite TFS and SharePoint, and any other project tools adopted, are also included
within the CCB area of responsibility.
6.3.1.2 Change Control Board (CCB)
The CIO serves as the CCB Chairperson to moderate proceedings and determine the disposition
of all proposed changes that are forwarded to the project CCB by the project CRB. The CCB
Chairperson, based on the recommendations of the CCB members and subject matter experts
(SME), may approve, disapprove, defer, or request further information, analysis, or
documentation on any matter under consideration. The objective of the CCB process is to reach
consensus on all recommendations. In the event that is not possible, the CCB Chairperson has
the sole authority to make the final decision on all items under consideration by the CCB.
The CCB Chairperson may designate an alternate Chairperson who has the full authority vested
in that position while performing that function.
6.4 PROJECT BUDGET MANAGEMENT
6.4.1 Budget Tracking
NMDWS will track budget through our Grants division and associated financial systems.
PAGE | 19
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)
6.6.1 Baselines
Project Area
Category
Measure
Phased schedule
Time
Adherence to project plan.
Monthly budget reports
Cost
Burn rates and deliverables
based reviews consistent with
contract.
6.8 CONFIGURATION MANAGEMENT
All associated changes will be tracked and manage through CR/Team Foundation Server which
includes version control and release management. The project repository is the associated
SharePoint site which houses all project documentation.
6.9 PROCUREMENT MANAGEMENT PLAN
This project will adhere to NMDWS and state procurement policies.
7. 0 PROJECT CLOSE
Project close activities will be based on release schedule and contract deliverables.
PAGE | 20