2.1 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. Rick Homans Program Financial Responsibility Taxation and Revenue Department (TRD) Cabinet Secretary Marilyn Hill Program Financial Responsibility Taxation and Revenue Department (TRD) Deputy Cabinet Secretary Michael Sandoval Program Administration Responsibility TRD, Motor Vehicle Division MVD Director Alicia Program Administration Responsibility TRD, Motor Vehicle Division MVD Deputy Director TBD Program Administration Responsibility TRD, Motor Vehicle Division MVD Deputy Director Joel Matek IT Infrastructure Project Director TRD, Information Technology Division Chief Information Officer Lee Baca MVD Applications Development TRD, Information Technology Division IT Manager Mac Lewis MVD Policy and Procedure TRD, Motor Vehicle Division Bureau Chief Toby Williams MVD Field Office Operations TRD, Motor Vehicle Division Bureau Josie Ortiz MVD Field Office Operations TRD, Motor Vehicle Division Bureau To Be Determined MVD Training TRD, Motor Vehicle Division Training Manager TRD IT Technology and System Support Technical Support of Systems Technology and System Support Application Developer, Database Administration, System Administration Loretta Silva Project Manager - IT Contractor Contract PM
action if needed; Change request Management; Risk Management; Performance reports and communications. Metrics, Plan Change Request, Product Change Request, Risk Management, Issues Management Closing Main elements include: Finalize activities; Administrative close out (gather, distribute, archive information to formalize project completion, acceptance/signoff, evaluation, member, appraisals, lessons learned); Contract close out (completion of the project contract including resolution of open items and final formal acceptance). Deliverable Acceptance, Lessons Learned 4.1.1 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 Planning Documents Description – The Project Management Plan represents the project team’s plans for the acquisition, installation, testing, and implementation of the COTS Driver solution. It is a working document. It will be modified and updated (under revision control) as the project team learns more about the project, brings on support vendors, and responds to changing or evolving conditions. Deliverable Acceptance Criteria – MVD Executive Steering Committee (ESC) approval and DoIT approval Standards for Content and Format – The State PMO provides templates for content. The standard is based on the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK) Quality Review – Review by MVD DRIVE ESC, the State PMO and PCC 4.1.1.2 Project Management & Control Functions Description – Integrated Project Control Process, Change Control Process, Risk Management Plan, Internal Project Communication Plan, Quality Management Plan, Issue Management Process and the IV&V Plan. These are sections in the MVD Driver Reengineering Project Manual. Deliverable Acceptance Criteria – MVD DRIVE ESC Standards for Content and Format –The standard is based on the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK) Quality Review – Review by MVD DRIVE ESC, the State PMO and PCC
trade press over the years have involved the implementation of software packages. The question then is how to take advantage of a software package strategy while avoiding the potential pitfalls that have plagued so many other package implementations over the years? The project strategy is based on the strategic direction established by the TRD MVD DRIVE Executive Steering Committee, and the lessons learned from others in the Information Technology industry that have implemented package software. 4.2.2 Deliverables are estimated only, and will not be determined after contract award. 4.2.2.1 – Hire Project Manager Description – Develop and execute contract for Project Manager Deliverable Acceptance Criteria – Approval of contract and deliverables from management and DoIT Standards for Content and Format – DoIT contract template Quality Review – Review and acceptance from management and DoIT 4.2.2.2 Issue/Award RFP Description – Issue/Award RFP for Driver Reengineering COTS System and finalize vendor contract. Deliverable Acceptance Criteria – Approval of RFP Committee recommendation by management, DoIT and Purchasing Standards for Content and Format - MS Word, MVD business requirements Quality Review – ITD and MVD management review and Project Manager acceptance 4.2.2.3 Purchase MVD Reengineering Hardware Description – Purchase hardware Deliverable Acceptance Criteria – Acceptance and delivery of hardware Standards for Content and Format – Purchase Requisition Quality Review – ITD and MVD management review and Project Manager acceptance 4.2.2.4 Implement MVD Reengineering in TRD Description – Implement Driver Reengineering System in TRD Deliverable Acceptance Criteria – Acceptance of system through User Acceptance Testing PRODUCT
DEL-012 Rollout Plan Project Director on behalf of Executive Steering Committee DEL-013 Implementation Services Project Director on behalf of Executive Steering Committee DEL-014 Lessons Learned Project Director on behalf of Executive Steering Committee DEL-015 Project Closeout Report Project Director on behalf of Executive Steering Committee 4.2.4 The Project Director shall present the deliverables along with a recommendation for approval to the Executive Steering Committee during a regularly scheduled steering committee meeting. The Executive Steering Committee must then vote to accept or reject the deliverable with the vote reflecting a majority decision. If the deliverable is rejected, the Project Director must inform the vendor submitting the deliverable of the committee’s action and must also identify, in writing, why the deliverable was rejected, and what actions must be addressed by the vendor before the deliverable is presented for acceptance 5.0 5.1 (WBS) A WBS is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Describe the work activities that comprise the work breakdown structure (WBS) or the work packages within the WBS. Identify the WBS element or other work package identifier and provide a general description of the tasks or activities, the definition or objectives, and the milestones and deliverables of each work package. Work Breakdown Structure is estimated only, and will not be determined until after RFP award. Use the chart below for highest level presentation and provide a more detailed WBS as an attachment to this project plan:
Vendor(s) 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. List the team members, their role, responsibility and functional manager. Make sure to include a comprehensive listing including those from the organization managing the project, business members involved to ensure business objectives are met and the vendor members that may have a specific role. Cabinet Secretary Program Financial Responsibility Rick Homans Taxation and Revenue Department (TRD) Deputy Cabinet Secretary Program Financial Responsibility Marilyn Hill Taxation and Revenue Department (TRD) MVD Director Program Administration Responsibility Michael Sandoval TRD, Motor Vehicle Division MVD Deputy Director Program Administration Responsibility Alicia Ortiz TRD, Motor Vehicle Division MVD Deputy Director Program Administration Responsibility To Be Determined TRD, Motor Vehicle Division Information Officer IT Infrastructure Joel Matek TRD, Information Technology Division IT Manager MVD Applications Development Lee Baca TRD, Information Technology Division Bureau MVD Policy and Procedure Mac Lewis TRD, Motor Vehicle Division Bureau MVD Field Office Operations Toby Williams TRD, Motor Vehicle Division Bureau Chief MVD Field Office Operations Ortiz TRD, Motor Vehicle Division Training Manager MVD Training To Be Determined TRD, Motor Vehicle Division