5.1 Work Breakdown Structure (WBS) The WBS is currently being updated based on the below procurments. The WBS will also to reflect a shift from contracted to State-led PMO. 5.2 Schedule Allocation – Project Timeline Table 12 presents a high-level view of the targeted MMISR procurement and implementation timeline. Module RFP to CMS RFP Released Source Selection Complete Contract Start Date Completion Go Live Integration Platform 5/2016 9/2016 11/2016 1/2017 7/2018 9/2018 Data Services 9/2016 12/2016 3/2017 4/2017 6/2018 8/2018 Quality Assurance 11/2016 2/2017 5/2017 8/2017 6/2018 8/2018 Financial Services 12/2016 3/2017 6/2017 9/2017 7/2018 9/2018 Population Health Management 3/2017 6/2017 8/2017 11/2017 7/2018 9/2018 Enrollment & Eligibility NA NA NA 9/2016 12/2017 1/2018 Unified Portal TBD TBD TBD TBD Incremental Incremental Consolidated Customer Service Center 1/2017 4/2017 8/2017 1/2018 5/2018 6/2018 Figure 3 – Project Timeline 5.3 Project Budget FY16 & Prev Actual FY17 Actual FY18 Planned FY19 Planned FY20 Estimate FY21 Estimate Personal Services & Employee Benefits $564.4 $1,430.7 $1,836.9 $1,125.6 $0.0 $0.0 $4,957.6 Professional Services $3,806.2 $30,237.0 $73,141.8 $60,303.4 $2,685.0 $239.8 $170,413.2 Travel/Lodging $0.0 $10.0 $10.0 $10.0 $0.0 $0.0 $30.0 IT Maintenance $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0
Dan Valdez 40 hrs. per week 100% Security Specialist Security Lead William Mohoney 40 hrs. per week 100% Security SME Security Specialist Mike Mojarrad 40 hrs. per week 100% Data Manager Data Analyst/SME Martin Mosely 40 hrs. per week 100% Architecture Solution Architecture Russ Toal 40 hrs. per week 100% Manager Project Manager Karmela Martinez 40 hrs. per week 100% Manager Resource Manager/SME Stephanie Hanko 40 hrs. per week 100% Project Manager IV&V 11 – Project Dedicated Staff 5.5.2 Non-Personnel Resources Resources that are involved in the project but not full time resources Resource Cost Estimate Estimated units/hours Availability Source Work Product/Deliverable Linda Gonzales 20 hrs. per week 50% MAD SME Delivery Management Sherri Poindexter 20 hrs. per week 50% MAD SME MMISR requirements SME
1 Deliverables-Will housed in SharePoint site including successful exit criteria for the deliverable Measures against requirements and exit criteria IV&V will Validate and Verify Deliverables 2 Stagegate Deliverables-Will documented and housed in SharePoint site including successful exit criteria for the deliverable Measures against requirements and exit criteria IV&V will Validate and Verify Deliverables 3 Project Schedule-Project will be baselined and SPI’s generated Project Schedule will be trended and provided on weekly IV&V will Validate and Verify Project Schedule Project Change Request will be created for Schedule Changes Table 14 – Quality Standards 12.0.2 Project and Product Review and Assessments The Project reviews will follow state PCC and federal CMS gate review process using IV&V as a conduit for validation and verification. Review Type Quality Standard Reviewer Reports Requirements SME’s will review Validate Requirements and signatures Stagegate Deliverable Executive Sponsor, Executive Owners, PMO expert and project team members will review the BRD Status Report SharePoint Deliverable List Item Project Plans and schedule will be baselined MS Project HHS 2020 SharePoint IV&V will validate and Verify Executive Sponsor, Executive Owners, PMO expert staff, and project team members will review the BRD Status Reports to Stakeholder Agreed Status Reports to doit and CMS
Milestones Milestones will be a list in SharePoint Exit Criteria to the Milestones will be part of the list Milestone tasks added to project schedule Validate Milestones for signoff Stagegate Deliverable IV&V will validate and Verify Executive Sponsor, Executive Owners, PMO expert staff, and project team members will review the BRD Status Milestone Reports to Stakeholder Agreed Milestone Status Reports to doit and CMS Project Schedule report on Milestones Testing Stagegate Deliverable Testing Signoff Validate Milestones for signoff Stagegate Deliverable IV&V will validate and Verify Executive Sponsor, Executive Owners, PMO expert staff, and project team members will review the BRD Testing Status Milestone Reports to Stakeholder Agreed Testing Milestone Status Reports to doit and CMS Project Schedule report on Testing 15 – Project and Product Review and Assessments 12.0.3 Agency/Customer Satisfaction Lessons Learned will be performed after each major stage gate to assure the highest quality output and customer satisfaction. Lessons Learned will be performed and archived in the HHS2020 SharePoint Site. Team and Stakeholder surveys will be performed at the conclusion of each project and housed in the HHS2020 SharePoint Site. Areas of feedback When How Often Agency awareness Please see Communication Plan and RACI Matrix for awareness See Communication Plan Quality of communications Please see Quality Management Plan for Communication See Communication Plan
Manager and other stakeholders, address risks, issues and actions escalated to this level MMISR Delivery Management · Manage continued delivery of required services via existing MMIS · Provide day-to-day management and oversight of all delivery-related activities · Participate actively in delivery-related activities as required to support successful MMISR implementation, operation and certification · Manage contracted vendor work activities · Perform/participate in formal change control process for MMISR project L. Gonzales HSD/MAD E. Candelaria S. Meeks K. Abraham R. Wilminko C. Corey J. Shah S. Poindexter HSD/MAD HSD/MAD HSD/ITD Contractor Contractor Contractor Contractor MMISR Requirements · Document revised MMISR work flows · Finalize MMISR requirements strategy and work plan, working collaboratively with MMISR Project Manager and Shared PMO/ Integrated Delivery Manager S. Poindexter Contractor R. Toal L. Gonzales E. Candelaria S. Meeks K. Abraham R. Wilminko C. J. Shah HSD/MAD HSD/MAD HSD/ITD Contractor Contractor Contractor Contractor Contractor
MMISR Procurement Development For each procurement · Develop procurement work plan, identify procurement team members and roles, and initiate work · Review and tailor MMISR RFP template, as required · Develop appropriate detailed statement of work, evaluation criteria, proposal instructions, and additional appendices as needed · Circulate draft procurement (RFP and all appendices) for HSD internal review (and review by other State partners in HHS as appropriate), making any needed changes or improvements · Work with State/Federal Relations team to submit draft procurement to Federal partner for review (i.e., CMS or OCSE) · Work with HHS 2020 Procurement Manager to submit draft procurement for review by other State Integration Platform: K. Martinez R. Toal Data Services: K. Martinez S. Poindexter Quality Assurance: R. Toal C. Corey Financial Services: R. Toal S. Meeks HSD/ITD HSD/MAD HSD/ITD Contractor HSD/MAD Contractor HSD/MAD Contractor Integration Platform: L. Gonzales E. Candelaria S. Poindexter S. Meeks K. Abraham C. Corey Data Services: E. Candelaria L. Gonzales S. Meeks K. Abraham R. Wilminko C. Corey Jimit Shah Quality Assurance: E. Candelaria L. Gonzales S. K. Abraham R. Wilminko S. Poindexter J. Shah Financial Services: E. Candelaria L. Gonzales K. Abraham R. Wilminko C. Corey S. Poindexter HSD/MAD HSD/ITD Contractor Contractor Contractor Contractor HSD/ITD HSD/MAD Contractor Contractor Contractor Contractor Contractor HSD/ITD HSD/MAD Contractor Contractor Contractor Contractor Contractor HSD/ITD HSD/MAD Contractor Contractor Contractor Contractor
of New Mexico departments as required · Answer questions related to procurement content and/or brief stakeholders on procurement content as needed · Develop final RFP based upon feedback from Federal and State reviewers Population Health Management Russ Toal Consolidated Customer Service Center: J. Padilla E. Candelaria Unified Portal: R. Preissler ASPEN Modifications R. Preissler K. Abraham HSD/MAD HSD/MAD HSD/ITD HSD/ITD J. Shah Population Health Management: E. Candelaria L. Gonzales S. Meeks K. Abraham R. Wilminko C. Corey S. Poindexter J. Shah Consolidated Customer Service Center: L. Gonzales S. K. Abraham R. Wilminko C. Corey S. Poindexter J. Shah Unified Portal: E. Candelaria L. Gonzales J. Padilla S. Meeks K. Abraham R. Wilminko C. S. Poindexter J. Shah ASPEN Modifications: Contractor HSD/ITD HSD/MAD Contractor Contractor Contractor Contractor Contractor Contractor HSD/MAD Contractor Contractor Contractor Contractor Contractor Contractor HSD/ITD HSD/MAD HSD/MAD Contractor Contractor Contractor Contractor Contractor Contractor
HSD/ITD HSD/MAD R. Toal L. Gonzales J. Padilla S. Meeks K. Abraham R. Wilminko C. Corey S. Poindexter J. Shah HSD/MAD HSD/MAD HSD/MAD Contractor Contractor Contractor Contractor Contractor Contractor HHS 2020 Financial Management · Develop and maintain project budgets · Implement and maintain financial tracking system for HHS 2020, and for component projects, that meets all State and Federal requirements for funds accounting · Prepare financial input to all HHS APDs · Provide financial input to documents for DoIT PCC hearings and process · Provide financial for DoIT C2 · Provide financial input to other reports and documents as required (e.g., weekly status, monthly status) · Track all funding and expenditures associated with HHS 2020 work, including M. Zulliani Contractor R. Toal J. S. Meeks HSD/MAD HSD/MAD Contractor
skills (working in conjunction with management team), helping to source required staff (e.g., through State price agreements, through HSD), onboard/ staff from projects, track compliance with security and training requirements, maintaining staff roster with contact information and project role(s) HHS 2020 Procurement Management Oversee all procurement-related activities for HHS 2020, including both the MMISR and CSESR projects and any other projects within the HHS 2020 umbrella. Lead: · Establish standard processes and templates for procurements (e.g., RFP, SOW, source selection, negotiations) · Ensure that procurement managers are aware of their responsibilities, and that these responsibilities are R. Toal G. Chavez J. Tighe G. Singh HSD/MAD ASD HSD/MAD CSES MMISR IV&V: D. Clavio Integration Platform: E. Candelaria Data Services: E. Candelaria Quality Assurance: L. Gonzales S. Meeks K. Abraham R. Wilminko C. Corey S. Poindexter J. Shah Financial Services: L. Gonzales HSD/MAD HSD/ITD HSD/ITD HSD/MAD Contractor Contractor Contractor Contractor Contractor Contractor HSD/MAD
· Shepherd the RFP through the coordination and revision process · Participate in and document results of source selection process · Develop scope of work for inclusion in contract · Participate in contract negotiations · Shepherd draft contract through coordination and revision process to final signature HHS 2020 Contract Management Oversee all contract administration activities for HHS 2020, including both the MMISR and CSESR projects and any other projects within the HHS 2020 umbrella that use contracted support. Lead: · Establish standard processes and templates for contract administration (e.g., deliverable tracking, invoice management, contractor correspondence) · Ensure that contract managers are aware of their J. Tighe HSD/MAD MMISR IV&V: S. Pentecost J. Galvez B. Earnest M. Nelson L. Galindo N. Smith-Leslie W. Lindstrom L. Galindo D. Sandoval A. Gallegos J. Padilla C. Collins K. Nerison R. Toal C. Moya K. Vandercamp V. Leon T. Reusser D. Kanabar M. Gonzales HSD/ITD HSD/MAD HSD/OOS HSD/OOS HSD/ISD HSD/MAD HSD/BHSD HSD/CSED HSD/CFO HSD/OIG HSD/HR HSD/OGC HSD/OOS HSD/MAD HSD/ITD ALTSD ALTSD CYFD DoIT DoIT
responsibilities, and that these responsibilities are being executed effectively and on time · Help resolve contract administration-related questions and issues · Support the contract managers when amendments are required (e.g., formulation, coordination, negotiation, final signature) Contract Managers: · Track deliverable status against contract and approved work plans · Follow up on late or delayed deliverables or State responses to deliverables · Coordinate State review of deliverables and consolidate comments into single State comment/response matrix · Follow up to ensure that deliverables correctly reflect all agreed-upon changes Integration Platform: E. Candelaria Data Services: E. Candelaria Quality Assurance: J. Tighe Financial Services: J. Tighe Population Health Management: T J. Tighe Consolidated Customer Service Center: E. Candelaria Unified Portal: R. Preissler Modifications: K. Martinez CSESR: G. CSESR IV&V: G. Singh HSD/ITD HSD/ITD HSD/MAD HSD/MAD HSD/MAD HSD/ITD HSD/ITD HSD/ITD HSD/CSER HSD/CSER
finalize communications based upon HHS 2020 Communications Plan and/or HHS 2020 team guidance · Prepare briefings, presentations or other materials needed to support the initiative throughout the life cycle · Identify and issues related to OCM, training and/or communications, alert the team to these concerns, and help identify and implement resolutions or mitigation approaches HHS 2020 Security · Provide subject matter expertise on all security-related requirements, concerns or questions throughout HHS 2020 life cycle · Participate as technical security expert in requirements sessions, procurement development, integrated delivery D. Valdez HSD/ITD W. Mahoney J. Shah W. Lindstrom L. Galindo D. Sandoval A. Gallegos J. Padilla C. Collins K. Nerison R. Toal S. Pentecost C. Moya K. Vandercamp V. Leon T. Reusser Contractor Contractor HSD/BHSD HSD/CSED HSD/CFO HSD/OIG HSD/HR HSD/OGC HSD/OOS HSD/MAD HSD/ITD ALTSD CYFD DOH
Committee members of the implications of HHS 2020 and of their role in helping to define the future and in championing the project. The State plans additional working meetings with Steering Committee members to continue this discussion at more detailed level. 9 CSESR Open High High Red G. Funding: There is a risk that the cost of a CSES replacement may exceed current state budgets. Initial Future Procurments Cost estimates provided by other states New Mexico's current financial situation Feasibility study projections/results Mitigation HSD is continuing its efforts to define an option that might be less costly to implement. Cost will have a higher weightage in the process of identifying the most suitable alternative without compromising on the technical and operational viability.
11 MMISR Open Medium Low R. Toal CMS Review and Approval Process May Delay Schedule: There is a risk that the CMS review and approval process may impact the project schedule. The standard CMS review timeframes are 60 days, however due to the complexity of the procurement, additional time may be needed. Schedule Feasability Delayed/Extended CMS review on initial RFP or contract Review windows exceed planned period. Mitigation 12 Open High Medium Red KY. Martinez L. Gonzales Lack of Vendor Responses: There is a risk that NM may not receive the desired range and quality of vendor response to RFPs due to the high number of states (26) that are in re-procurement at this time. Feasability Overall Project Failure Lifecycle Cost Initial Costs Lack of vendor interest/ responses Poor quailty proposals Failure to get qualified or quantity of needed response. Mitigation 1. Don’t make the RFP too prescriptive. 2. Get RFPs out timely to be ahead of other states. 3. Add cost ceiling to RFPs if appropriate. 4. Outreach and communication to vendor community. 1. Re-procure 2. Change our procurement strategy to combine RFPs. 3. Modify RFP after vendor community meeting - RFI 4. Piggyback on other State contracts. 13 2020 Open High Medium Red KY. Martinez R. Toal L. Galindo Insufficient Skilled Vendor Resources: There is a risk that vendors may not have sufficient qualified resources due to the high demand in the Overall Project Failure Reliability of System Mitigation
25 MMISR Open High High Red S. Pentecost IV&V Contract Funding/Staffing: There is risk that the IV&V contract may be underfunded/understaffed to perform work needed for procurement and implementation approach of the complexity, which would mean that additional funds would have to be added to contract or that some critical areas for examination may not be sufficiently addressed. Reliability of Systems, Project Management, Overall Project Failure, Project Resources Contract burn rate exceeding budget allocated/year to execute work; eliminating reviews/activities recommended by IV&V Contractor and/or requested by project team due to insufficient funding and/or resources; growth in substantial issues associated with implementation across MMISR contractors beyond what can be covered in funded IV&V reviews and/or within needed/relevant time frame IV&V Contractor recommendations for critical work under Performance Work Statements projected to exceed budget for year by >10% or will expend full budget before end of SFY Q3; Increasing backlog of IV&V Contractor recommendations deemed critical to MMISR success Mitigation 1. Work with IV&V Contractor to prioritize work and, if necessary, to reallocate budget from year to year (years 1 and 2); 2. Work with IV&V Contractors to revise projections regarding critical work, resource requirements, timing and budget needed to adequately support MMISR through certification - review at least quarterly; 3. Request approval to allocate additional funds to IV&V contract (requiring an amendment) If necessary Identify other resources, if possible, to address lower priority recommendations or to perform less critical analyses and to provide their input to IV&V Contractor (if permitted by CMS) 26 Open High High Red KY. Martinez R. Toal Inconsist Staff Aug procurement process: There is risk that the current procurement process will impact the rate we get contracted staff onboard for HHS 2020. Project Resources Future Procurements Project Management Mitigation
2 Were URL is update with Project Notebook The project notebook will include PMP and all supporting (SOW 1.1.2) The x plan can be found in the Document Library and the Project Notebook. Other No change to the PMP required. Per prior discussion and agreement, links to the approved plans will be placed in the Project Notebook once the plans have been approved. 3 12/23/14 Page 2 Added Document Change Log See above 4 12/29/14 Header name of document 5 12/29/14 Footer the version number 6 12/29/14 Work Breakdown Structure in of contents twice. Remove from 7.11 7 12/29/14 Add verbiage in 2nd paragraph from Helen Unclear where this verbiage should be added 5.2 add plural to Planning phase in Key Deliverables see comments Could not find the text to change 8 5.2.3 move this paragraph before the table in section 5.1.2 9 Remove 5.2.4 this was stated in 5.1.3 10 6.1 WBS chart is outdated. Update with accurate chart See comments. One page time line diagram 11 6.4.1 Insert… The organization structure of the project team including the PMO has been defined for this Project and is included in the Governance Plan for this Project which can be found in the Document Library at (URL to be provided). 12 6.5 Confirm in Resource (HR) Management Plan to identify all staff project roles and responsibilities No change to MMISR PMP required
29 02/27/15 3.2.1 3.2.2 6.4.1 7.16 Change “Governance Plan” to “Governance Management Plan” 03/05/15 PMO Accepted Changed “Governance Plan” to “Governance Management Plan” to with actual title of the document 30 02/27/15 3.2.1 Replace URL reference with: can be in the Project Notebook of the Document Library with the name ”Governance Management Plan” 03/05/15 PMO Accepted 31 02/27/15 3.2.2 Replace URL reference with: can be in the Project Notebook of the Document Library with the name ”Governance Management Plan” 03/05/15 PMO Accepted 32 02/27/15 5.1.2 Replace “Review and Approval Process for Deliverable Expectation Documents and Contract Deliverables” with: ”DED/Sub-Task Deliverable/Milestone For Payment Review Process” 03/05/15 PMO Accepted To agree with the title of the updated review and approval document in development 33 02/27/15 5.1.2 Replace URL reference with: can be found in the Project Notebook of the Document Library with the name Deliverable/Milestone For Payment Review Process” 03/05/15 PMO Accepted
34 02/27/15 5.1.3 Replace “Review and Approval Process for Deliverable Expectation Documents and Contract Deliverables” with: ”DED/Sub-Task Deliverable/Milestone For Payment Review Process” 03/05/15 PMO Accepted To agree with the title of the updated review and approval document in development 35 02/27/15 5.1.3 Replace URL reference with: can be found in the Project Notebook of the Document Library with the name Deliverable/Milestone For Payment Review Process” 03/05/15 PMO Accepted 36 02/27/15 5.2.3 Replace “Review and Approval Process for Deliverable Expectation Documents and Contract Deliverables” with: ”DED/Sub-Task Deliverable/Milestone For Payment Review Process” 03/05/15 PMO Accepted To agree with the title of the updated review and approval document in development 37 02/27/15 5.2.3 Replace URL reference with: can be in the Project Notebook of the Document Library with the name Deliverable/Milestone For Payment Review Process” 03/05/15 PMO Accepted 38 02/27/15 6.1 Replace URL reference with: 03/05/15 PMO Accepted
”DED/Sub-Task Deliverable/Milestone For Payment Review Process” 50 02/27/15 7.9.2 Replace URL reference with: can be found in the Project Notebook of the Document Library with the name Deliverable/Milestone For Payment Review Process” 03/05/15 PMO Accepted 51 02/27/15 7.9.4 Replace “Review and Approval Process for Deliverable Expectation Documents and Contract Deliverables” with: ”DED/Sub-Task Deliverable/Milestone For Payment Review Process” 03/05/15 PMO Accepted To agree with the title of the updated review and approval document in development 52 02/27/15 7.9.4 Replace URL reference with: can be found in the Project Notebook of the Document Library with the name Deliverable/Milestone For Payment Review Process” 03/05/15 PMO Accepted 53 02/27/15 7.12 Replace “Schedule Maintenance Plan” to “Schedule Management Plan Supplemental Document” 03/05/15 PMO Accepted To agree with title of the actual schedule management plan document in development 54 02/27/15 7.12 Replace URL reference with: Is located in the Project Notebook 03/05/15 PMO Accepted
60 02/27/15 7.16 Replace URL reference with: located in the Project Notebook of the Document Library with the name “Governance Management Plan” 03/05/15 PMO Accepted 61 02/27/15 9.3.1 Replace URL reference with “can be in the Project Notebook of the Document Library with the name ”MMISR Signed Project Charter” 03/05/15 PMO Accepted 62 09/06/16 All Sections Updated PMP for doIt Review 09/07/16 PMO Draft Review