application modules of the offender management system and transition them to a production environment as one cohesive system in a phased approach. Chapter 101, Section 7(22) Laws of 2015 $500,000.00 Completion of an RFI, RFP, Project Management Plan and high-level project schedule and budget. doit/DFA Chapter 101, Section 7(22) Laws of 2015 $250,000.00 Release to initiate the project, released of 2015. PCC Chapter 101, Section 7(22) Laws of 2015 $250,000.00 Release to initiate the project planning, released February of 2016. PCC Chapter 101, Section 7(19) Laws of 2016 $4,900,000.00 $7.3M in funds were awarded for additional planning, and purchase of COTS OMS project, not enough to fund the entire project. In October 2016, as part of the special session 2016, SB8, Section 3 (b), $2.4M of this $7.3M was redirected to severance tax bond funds. LFC of New Mexico Severance Tax Bonds, Appropriations ID: STB16D A2652 $2,400,000.00 Redirected funds awarded in Chapter 101, Section 7(10) per SB8, Section 3 (b) of special session 2016. BOARD FINANCE
Rationale The current legacy system and the operating system needed to modify the application source code is past end-of-life and Acceptance/Fit Criteria 100% retirement of PowerBuilder CMIS, java-based OMP and any other ancillary systems. 3.1.2.2 Technical Objective 2(T-OBJ-2) – Streamline Development Platform Description Collapse development and maintenance overhead due to multiple, disparate systems. Rationale Streamline development resources currently working on multiple platforms and programming languages by utilizing one pre-defined development platform included in the COTS OMS. Acceptance/Fit Criteria Ability to have development staff address other business/programmatic needs due to the reduced development overhead with a COTS OMS. 3.1.2.3 Technical Objective 3 (T-OBJ-3) – Mobility Description Provide the technical components and platform to application mobility. Rationale Due to the need for officers to conduct offender reporting at the offender’s home or workplace, it is paramount to provide the ability for officers to document supervision contact details while in the field using mobile technology rather than having to enter data once they return to the office. Acceptance/Fit Criteria Robust solution that will easily integrate both with technology that the officers currently have, such as smart phones, as well as other devices, such as tablets, etc. 3.1.2.4 Technical Objective 4 (T-OBJ-4) – Data Sharing Description Provide the technical architecture to allow near real-time sharing of application data. Rationale The COTS OMS solution will have the ability to provide common web services to reduce the administrative overhead currently required to data. Acceptance/Fit Criteria Industry-standard services that conform to national standards such as NIEM and GRA and maintain CJIS compliance. support.
3.1.2.5 Technical Objective 5 (T-OBJ-5) – Database Independence Description Provide ability for COTS OMS application to be database independent. Rationale The agency wants to determine which database platform to utilize with the COTS OMS to comply with IT direction. Acceptance/Fit Criteria The selected solution will be able to function seamlessly with internal agency’s selected database platform. 3.1.2.6 Technical Objective 6 (T-OBJ-6) – Rules Based Configuration Description Provide the ability to configure jurisdiction-specific data that does not affect core system functionality. Rationale The agency envisions a system that is maintained internally, to allow for workflow and items to be modified quickly based on changing end-user needs. Acceptance/Fit Criteria Clearly outlined documentation and training allowing agency to assume the system configuration tasks upon implementation. 3.1.2.7 Technical Objective 7(T-OBJ-7) – Create Reporting Environment Description Replicate production data to separate environment for the purpose of disaster recovery, reporting, statistical analysis and business intelligence efforts. Rationale As the demand for reports and data analysis continue to increase, the new solution must provide and communicate with a separate environment to reduce the impact on the production system. Acceptance/Fit Criteria Separate production and reporting environments. 3.1.2.8 Technical Objective 8 (T-OBJ-8) – Contractor Independence Description Ensure that NMCD IT staff gains sufficient experience and knowledge to implement the COTS OMS application and to maintain after implementation independently. Rationale The agency wants to reduce or eliminate the reliance upon external contractors to maintain the OMS. Acceptance/Fit Criteria Internal staff qualified to maintain and update selected COTS OMS solution.
of $250,000 to continue planning activities. Legislative Financing Committee granted $7.3 million. During special session 2016 $2.4M was redistributed to NM Severance Tax Bonds by SB8, Section 3(b) reducing the $7.3M to $4.9M. An additional $35 thousand was received from State of NM Severance Tax Bonds in February, 2016 RFP Published 07/18/2016. RFP evaluation is in process. Change Control Management Initial Risk Management Initial Issue Management Business Requirements Request for Proposal (RFP) Controlling Project controlling activities will begin with project certification and will continue through approved project close out. Performance/Status Reports Corrective Action Plan Change Requests Product Change Requests Risk Management Issue Management Budget Management Execution Project execution will upon final selection of the RFP response evaluation process and PCC Project efforts Product Deliverable Completion
and elicitation and to assist through the RFP contract negotiations. 17-770-2500-0031 – RESPEC for Independent Validation and Verification (IVV). 17-770-2500-0029 – Central New Mexico Horizons, LLC for IT training classes in support of the OMS Replacement project. During the implementation a new contract with BerryDunn will be executed to utilize their expertise in Corrections system implementation. Project Management tasks/roles will include but not be limited to: Review vendor deliverables/SME objectivity Risks/SME objectivity Project Forecasting Go-Live Readiness Assessment(s) Attend/ Assist in Project Meetings Organizational Change Management/SME Objectivity UAT Test Script Review QA Training Review Training Assessments Quality Review - Will be according to DoIT requirements for IT Professional Services Contract scope, terms and conditions and shall be determined by the approval of the Project Steering Committee and project team. 4.1.1.7 Risk Assessment and Management Description – A tool used to indicate and risks, issues, mitigation strategies and contingency plans as risks are identified during the project. Throughout the project they will be recorded in the Risk and Issue Log and assigned a risk rate based on the impact of the risk and the probability that the risk will occur. Mitigation and Contingency Plans are determined upon identification of the risk and mitigation strategies are executed if necessary. To review the Risk and Issue Log Deliverable Acceptance Criteria - Documentation that defines risk management: roles and responsibilities, budget, timing, scoring, thresholds, reporting format and tracking Standards for Content and Format –Risk Assessment Plan format from DoIT Quality Review - Weekly monitoring and risk updates by Project Manager to Project Team and Executive Steering Committee. Project Manager follows proper escalation steps with changes to existing or new risks. Risk Management Plan and Risk Log included as required with certification documents for DoIT and PCC presentations and monthly reporting.
4.1.2 PRJ-DEL-001 Project Charter DCIO and CIO April 16, 2015 PRJ-DEL-002 Certification Form PCC April 22, 2015 (Initiation) February 24, 2016 (Planning) PRJ-DEL-003 Project Management Plan (PMP) DCIO and CIO PRJ-DEL-004 IV&V Contract & Reports POD, Inc. expired 06/30/16. RESPEC (17-770-2500-0031), effective through 06/30/2017. DCIO and CIO (Contract), N/A Reports Currently receiving monthly reports, beginning 12/31/2016. PRJ-DEL-005 RFP RFP Committee, Procurement Manager, DCIO, CIO Issued 7/18/2016 PRJ-DEL-006 IT Service Contracts BerryDunn: Requirements and RFP management Amendment 1 and 2 FusionSTO: Requirements Training (16-770-2500-0065) POD, Inc.: IVV Review RESPEC: IVV Review Central New Mexico Horizons, LLC (17-770-2500-0029) DCIO and CIO Dec. 16, 2015 Amendment 1 Mar. 02,2016 Amendment 2 Oct. 20, 2016 (BerryDunn) Expired Expired Nov. 28, 2016 (RESPEC) December 6, 2016
In February, 2016, NMCD appeared in front of the Project Certification Committee (PCC) to request the release of $250,000 in additional funds to begin planning activities. This request was approved and additional funds were released in February of 2016. Funds Form (PCC) – Released in February, 2016. Project Management Plan to PCC 2/18/2016 Monthly Project Status Report to DoIT – Continues to be sent by the 10th of each month. Work Breakdown Structure – High level WBS included in the initial PMP. Project Schedule – Schedule for planning activities included in the initial PMP IV&V - Vendor contract – RESPEC. RFP/Business Requirements PM Vendor contract – BerryDunn Change Control Plan Revised Project Management Plan Controlling Project Controlling is active Performance/Status Reports – Status reports are being sent to the ESC. Based on the point in the process this project is at, there is not a separate ESC structure. Rather, this group is providing direction and steering for all IT projects/efforts. At the point that funding to move the project forward into planning/implementation, a separate ESC structure will be identified. Corrective Action Plan Change Requests Product Change Requests Risk Management
sessions occurred 02/22 – 03/01 to prioritize the more than 1500 identified requirements into those Essential, Conditional, or Optional. The identified requirements, were used to create the requirements matrix that in turn, fed into the RFP and Gap Analysis activities. To see a complete listing of the identified requirements . Quality Review –Review will be conducted by the Project Team consists of the Project Manager, IT Technical, IT Business Analysts, IT Database and Applications as well as Business Owners from APD and PPD for each business process area. These requirements will be signed off by identified Business Owners prior to their inclusion into the RFP. 4.2.2.2 Design Documents Description - As the application will be a commercial, off-the shelf product, full design documents will not be required. To the extent that system modifications will be required to support the business for our particular agency and state, these will be as part of a gap analysis, along with business requirements, system specifications and client configuration needs. Although these will be partially outlined as part of the RFP, the specific client configuration needs and gap analysis will not be completely known until after the RFP is awarded and the OMS application selected. Deliverable Acceptance Criteria - Acceptable and satisfactory delivery to the customer in the format described below. Standards for Content and Format - Delivery of the Design Documents will be provided in electronic format and stored in the area designated by the Project Manager. Quality Review - Review will be conducted by the Project Team which consists of IT Technical, IT Business Analysts, IT Database and Applications as well as Business Owners from APD and PPD Then will be routed to IT Leadership. 4.2.2.3 Systems Specifications Description - The IT department typically combine requirements and technical system specifications in one document. During the JRP sessions, 1500 specifications and requirements were identified. To see a complete listing of the identified specifications Deliverable Acceptance Criteria - Acceptable and satisfactory delivery to the customer in the format described below. Standards for Content and Format - Delivery of the System Specifications will be provided in electronic format and stored in the area designated by the Project Manager. Quality Review - Review will be conducted by the Project Team which consists of IT Technical, IT Business Analysts, IT Database and Applications as well as Business Owners from APD and PPD then routed to IT Leadership.
5.5.2 Contract Resource Task Cost Estimate Due Date Phase RFI Activities Redacted 7/31/2015 Initiation CTA Conference Planning Redacted 4/30/2016 Planning Infrastructure/Data Planning Redacted 8/31/2016 Planning TOTAL Redacted 5.6 LOGISTICS Logistics describes how the project manager, project team, the business and any vendor resources will physically work together. Include anything to do with moving or starting resources. Training specifically related to project team members should be included here. 5.6.1 Describe training if any needed by project team members. This is not to include training for end users, system administrators or business owners; those should be handled within a training document or part of the transition to operations planning. Resource Cost Estimate Estimated Availability Skill Set Work Product/Deliverable Project Team Redacted 24 February, 2016 Expert Business Requirements Gathering and Management Training Certified Agency PMP’s Redacted 16 November 4, 2015 Expert Gathering of PDU’s for Certified Agencies PMP’s for ongoing certification Central New Mexico Horizons, LLC Redacted Multiple 12/01/2016 Various Classes, as needed to enhance the success of OMS Replacement project 6.0 6.1
6.5.5 Communication are outlined in the separate communication matrix, as shown. To access the complete MATRIX proceed to the ATTACHMENTS section at the end of this document via the link provided. To proceed there now 6.5.6 Status meetings will be held weekly, at a minimum and modified frequency dependent on the project status and situation. Depending on where the project is at in the process, it may be necessary to conduct status meetings more frequently than the scheduled weekly meetings. 6.5.7 Project reporting is essential in providing all project activity to stakeholders and team members alike. The project report will be delivered weekly during the status meetings that will also be held weekly. BerryDunn reports are received bi-weekly with weekly project status meetings. To view a sample of the status report . 6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) The Project Manager, IT Leadership and Executive Sponsor define the project metrics that will be used to control the project. Each project will need to have an established metrics program. Metrics are collected for measuring the progress of a project against its planned budget, schedule, resource usage, and error rates, and of establishing a historical database, which will aid in planning and forecasting future projects. At a minimum metrics must be established for time (schedule), cost (budget) and quality. 6.6.1 Project Area Tracking tool or Measure Project phase is completed by the established finish date. Project Schedule Project Status Project is completed within budget Project Charter Project Status Monthly Budget Report Quarterly project reviews show contractors deliver Vendor Contract Final Customer Acceptance