Description – Contractor Developing the New Partnership Module before July 1, 2009 Probability 80 Impact Secretary of State department of operations support for Partnerships Mitigation Strategy By Law this new partnership module has to be operational by July 1, 2009 Contingency Plan Consult with the Department of Information Technology for support The Project Organization describes the roles and responsibilities of the project team. It also identifies the other organizational groups that are part of the project and graphically depicts the hierarchical configuration of those groups. It exists to clarify interaction with the project team. 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. Patricia Herrera Operations Director SOS SOS Operation Director
Don Francisco Trujillo ll Business Owner SOS Deputy Secretary SOS Operations Staff and the General Public End Users SOS Citizens Of The Great State of New Mexico Jose Hernandez IT Project Management Support SOS Project Manager Patricia Lemus Lead Technical Support SOS Business Analyst
Jose Hernandez Project Manager: manage overall project and make sure that the enhancements are constructed, delivered and tested by the Director, SOS Operations and staff personnel prior to implementation into the production platform. When the system is certified for production, the Project Manager will authorize Vendor-RecordFusion to move the test platform version into the production platform. Patricia Lemus SOS IT Business Analyst: will manage all of the quality testing of functionality with the appropriate SOS Operations personnel to make sure the enhancements are working properly and communicate those results to Vendor-RecordFusion Christina Espinoza SOS Operational Staff: will make sure that the SOS Operations Staff provide the appropriate personnel for functionality testing. Patricia Herrera SOS Operations Director: overall responsibility for the implementation of the requirements and functionality to meet the specifications of the Revised Uniform Limited Partnership Act. Mary Herrera Executive Project Sponsor Don Francisco Trujillo II Business Owner Patricia Herrera Operations Manager Jose Hernandez Project Manager Mary hERRERA Project Sponsor SOS Secretary OF STATE don francisco trujillo, deputy director, SOS Business Owner sos Deputy secretary PATRICIA BUSINESS SOS Operations
Use the chart below for highest level presentation, and provide a more detailed WBS as an attachment to this project plan. Identifier Work Package Description Definition/Objective Milestone/Deliverable Project Management Improvement of CFIS Project –Phase 1 Initiate project Develop project charter, Define scope and requirements, Identify high level roles Finalize charter and acquire approval Develop Project Charter for URLP Project Charter and Certification Approval by Project Certification Committee Plan URLP Project Develop Work Breakdown, Project staffing plan schedule, and budget Identify the project’s tasks and provide a framework for organizing and managing the work Project Management Plan and Certification of URLP Project Control Plan Develop communication plan and quality management plan Weekly and monthly meetings and status reports of project Quality Control used to record and track the ongoing activities that the project team will perform Updated Project Management Plan and Project Schedule and Certification Execute and Control URLP Project Vendor will design framework Build and write the framework content and review for quality Test and Implement Framework Define, Design, Test and Implement framework of CFIS system Project Closeout Report The project timeline is a high-level view of project activities with a focus on project milestones. The project timeline does not replace the need for a detailed project schedule and it is to highlight key events such as deliverable due dates and when go/no-go decisions are made. The table below should provide a high level view of the project time line, or a summary-level Gantt chart can be used to meet the timeline requirement. Please provide a more detailed project schedule as an attachment to this plan Identifier Task/Activity Name Resource Name Milestone (Y/N) Effort/ Duration Start Finish Dependent Task
Requirements (1.1) The requirements have not been clearly specified 2 2 4 2 Use iterative process with project stakeholders to provide clarification of requirements as they fit into overall business objectives Use detailed design documents with Agency sign-off (1.2) The requirements specified do not match the customer's needs 2 3 6 2 Area Risk Event Description Risk Significance Risk Mitigation Actions Probability Impact Risk Factor ( P x I ) Level of Control Schedule (2.1) The schedule doesn’t provide enough time to complete the project 2 3 6 2 Communicate status reports on a regular basis Put aggressive project tracking and monitoring in place Increase allotted resource allocation Re-baseline project schedule to accurately account for task and activity dependencies Re-baseline project schedule to include activities and tasks required (2.2)The schedule doesn’t list all of the activities and tasks required 1 2 2 1 (2.3) The schedule doesn’t provide accurate dependencies 2 2 4 2 Budget (3.1) The project exceeds the budget allocated 1 3 3 3 Follow established change management procedures Follow 1.1 and 1.2 (Requirements Risk Mitigation) Use a deliverable based contract Deliverables (4.1) The deliverables required by the project are not clearly defined 2 3 6 2 Ensure the project specifications are formally approved and signed off on Distribute scope statements to all stakeholders for confirmation Create clearly defined (4.2) Clear quality criteria for each deliverable have not been defined 2 2 4 2
test and acceptance criteria . Area Risk Event Description Risk Significance Risk Mitigation Actions Probability Impact Risk Factor ( P x I ) Level of Control Scope (5.1) The scope of the project is not clearly outlined 1 4 4 2 Focus on clarifying scope early in the project Ensure project stakeholders make decisions on scope changes that account for time and budget constraints. Establish and enforce formal scope change procedures (5.2) Project changes negatively impact on the project 3 4 12 3 (5.3) Legislative changes enacted after project start forces change in project scope 2 4 8 5 (6.1) Lack of controlled communication causes project issues 1 2 2 1 Adhere to agreed upon communication plan. Communicate status reports on a regular basis to project stakeholders (6.2) Project stakeholders are ‘left in the dark’ about progress 1 3 3 1 Resources (7.1) Allocated resources are insufficient to meet project milestones 1 4 4 1 Allocate additional project resources in deficient areas Allocate additional New Mexico project resources in deficient areas (7.2) Allocated New Mexico resources are insufficient to meet project milestones 1 4 4 1