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 M,D,E 1. Vendor selection and contract development depends on DoIT Project Certification Committee (PCC) approval for Project Planning and Implementation. M, E 2. Ongoing operation of system is dependent on having master data management governance in place to support data exchange among SLO, Taxation and Revenue Department (TRD) and Energy, Minerals and Natural Resources Department (EMNRD). E 3. Vendor contract execution is dependent on DoIT and or DFA for Prime Contractor and IV&V contract approvals. M, E 1.5 ASSUMPTIONS Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain. 1. The new Commissioner of Public Lands, taking office in January 2019, will continue to support the project. 2. Project scope is royalty, oil and gas, and associated accounting functions, including business rules for collection, audit, and distribution to SLO beneficiaries. 3. SLO IT team training and tools use will enable management of hybrid code and ultimate conversion to native language and platform. 4. SLO will define business process changes, and enhancements to its royalty, and leasing accounting processes before the completion of Phase 1. 5. There is sufficient budget to complete required changes to business rules for modernized Royalty support. 6. TRD and EMNRD will participate in Master Data Management and continue to provide information to support oil and gas revenue collection and distribution.
Aubrey Dunn Product owner and project decision maker SLO Commissioner of Public Lands Laura Riley Executive Steering Committee Chair SLO Deputy Commissioner George Rosenbaum Executive sponsor, Product Owner Representative, and project decision maker SLO SLO Executive Director, Royalty Management and Information Technology Tony Hoffman Technology owner SLO CIO RAPS Executive Steering Committee Empowers project manager Ensures project staff availability Provides budget oversight Escalates issues requiring Commissioner approval or decision and recommends solutions Champions project with SLO employees SLO Executive Director, Royalty and Information Technology Assistant Commissioner Oil, Gas and Minerals Assistant Commissioner Administrative Service Division CIO Director Royalty Division Martinez Business owner SLO Director Royalty Division SLO Oil, Gas & Minerals Department Business subject matter experts (SMEs), testers SLO Various SLO Administrative Services Department Business user, SMEs, testers SLO Various SLO Information Technology Division Project manager, business analyst, developers SLO Various John Monforte or Audit and Compliance (ACD) Director, TRD Data sharer TRD Secretary or ACD Director Joe Montano or Oil Conservation Division (OCD) Director, (EMNRD) Data sharer EMNRD CIO or OCD Director Oil and gas royalty remitters Business user Various of New Mexico Beneficiary Institutions Beneficiaries of royalty disbursements Various
Executive Director George Rosenbaum ESC Member Primary liaison with CIO Executive liaison with Contractor Provides direction to the project team based on agency objectives Maintains close budget control Empowers the Project Manager Communicates with SLO Staff and the Commissioner about project progress CIO Tony Hoffman ESC Member Approves and guides the technology solution Primary liaison with RAPS Project Manager Balances larger picture versus details of project Manages vendor contract deliverables as needed Communicates with respective Division staff regarding progress and escalations Director Royalty Management Division Danny Martinez ESC Member Primary liaison with Royalty business units Assigns project resources Champions the Project Communicates with respective Division staff regarding progress and escalations Acting Assistant Commissioner Oil Gas and Minerals Division Ed Martin ESC Member Primary liaison with Oil and Gas business units Assigns project resources Champions the Project Communicates with respective Division regarding progress and escalations Assistant Commissioner for Administrative Services Sandra Lopez ESC Member Primary liaison with Accounting and Records business units Assigns project resources Champions the Project Communicates with respective Division regarding progress and escalations 2.2.3 The SLO Project Manager will be the principal interface between the Steering Committee, Project Team, and the Contractors. Project team responsibilities are as described CIO Directs the project and reports to SLO Executives. Manages IT environment, budget and human resources.
Implementation This request is for funds needed to execute, track and manage actual work of the project/phase in accordance with plans. Typical activities could include JAD sessions, procurements (RFPs, contracts, etc.), contract and vendor management, build, buy, modify, configure, implement, testing, training, rollouts, transition to operations, etc. The project should have qualified PM structure to manage, track, monitor and report on progress. IV&V consultant should be actively engaged in the project Project Management Plan Implementation Certification Form PCC Presentation IV&V Reports Approved TARC The termination or completion of the project. Closeout Certification Form Lessons Learned Final IV&V report PCC Presentation 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 Project Charter Description – The project charter is the document that formally authorizes a project. The project charter provides the project manager with the authority to apply organizational resources to project activities. Deliverable Acceptance Criteria – Must meet acceptance of the Executive Sponsor Standards for Content and Format – Will use standard DoIT EPMO template Quality Review – Will be reviewed and approved by the SLO Executive Sponsor and CIO 4.1.1.2 Project Management Plan Description – Project management plan is a formal document approved by the Executive Sponsor and the CIO and developed in the planning phase used to Deliverable Acceptance Criteria – Must meet acceptance of the Executive Sponsor Standards for Content and Format – Will use standard DoIT EPMO template
4.1.1.7 Project Team Meeting Agenda/Minutes Description – Project Team meeting agenda and minutes. Deliverable Acceptance Criteria – Must meet objectives defined by the SLO Project Manager Standards for Content and Format - Will use standard PM format Quality Review – Will be reviewed and approved by the SLO Executive Sponsor and CIO 4.1.1.8 Project Budget Report Description – Project Budget report to identify spend by project phase and projected amount remaining. Deliverable Acceptance Criteria – As defined by the vendor contracts. Standards for Content and Format – Will use standard SLO Administrative Services Division (ASD) format Quality Review – Will be reviewed and approved by SLO Assistant Commissioner for Administrative Services 4.1.1.9 Risk/Issue Log Description – Project Risk/Issue Log to track Risk, Mitigation and Contingency plans. The SLO Project Manager will track Issues and assign each to a principle owner for resolution. Deliverable Acceptance Criteria – Will be reviewed and accepted by the Executive Sponsor Standards for Content and Format – Will use standard PM format Quality Review – Will be reviewed and approved by the SLO Executive Sponsor and CIO 4.1.1.10 Monthly PCC Report Description – Deliver Monthly Project Certification Committee report due the 10th of every month. Deliverable Acceptance Criteria – The DoIT EPMO team will review and accept the monthly report. Standards for Content and Format – Will use the standard DoIT template. Quality Review – Will be reviewed and approved by the SLO Executive Sponsor and CIO 4.1.2 The following table identifies the deliverables this project is to produce, and designates the person or persons who have authority to approve each deliverable.
approach/phases, project charter, conducting research and analysis, procurement planning, developing Independent Verification and Validation (IV&V) plan and contract; developing initial project management plan. Research technical options Draft project charter Proceed with solution provider procurement Identify IV&V contractors Planning This request is for funds required to complete planning. This phase includes the definition of SLO’s project management approach, with examination of business analysis, technical and QA work streams. The planning phase will also include discovery sessions, and documentation of the current state including architecture, COBOL code, data, interfaces, third party products, the development process, tools, test cases/data availability, and other concurrent projects. The team will develop the schedule for online/batch refactoring, data migration, testing, training, and implementation. The team will also define the separate environments to support development, testing, staging and production. The project team will define the future state architecture with sizing recommendations. Finally, SLO will procure a contract with IV&V Contractor and meet with that resource as required to support the development of its Initial Assessment. Deloitte contract with deliverables Project schedule with milestones Resource Plan (project workgroups, and initial schedules) Future State Architecture IV&V Contract IV&V Initial Assessment
Implementation This request is for funds needed to execute, track and manage actual work of the project/phase in accordance with plans. Activities will include: Install and configure tools on environments provisioned by SLO; Refactor current ONGARD online and batch mainframe code into a modern language; Extract and migrate legacy DB2/VSAM data into new target state database; Perform iterative online/batch/data migration and exception resolution; Refactor letter/notice, report modules on mainframe; Remediate mainframe Third Party utilities; Perform quality assurance, defect resolution, and test reports; support acceptance testing; Provide operational sustainability via Knowledge Transfer, Operator’s Manual, user training materials, and developer/administrator training. The vendor will provide production go-live support, stabilization and warranty support. The project team will employ proven project management, quality assurance, and technical coordination methods for a migration project. The IV&V consultant will be actively engaged in the project. Demonstration of refactoring, in iterations Test Cases and related Testing Plan Implementation Plan Test Reports Migrated application assets Production Readiness Report Go/No Go checklist Operator’s Manual User training materials Developer/administrator training materials.
5.2 5.3 Proposed Major Deliverable Schedule and Performance Measures Royalty RFP and PM support contracts 273,861 6/30/2018 Initiation Research Industry Solutions NA 6/30/2018 Initiation Solution selection/procurement strategy determination NA 6/30/2018 Initiation Contract Award (IV&V) 212,313 6/30/2020 Planning Implementation Closing Contract (Phase 1 Refactoring) 7,700,000 6/30/2020 Planning Implementation Closing Phase 2 Professional Services to support Business Analysis, Integration, Security development for RAPS application 1,600,000 6/30/2020 Planning Implementation Closing Equipment to support new operational environment 213,827 10/30/2019 Implementation Sign off deliverable acceptance, verify final vendor payment(s) and close contract(s) NA Closeout TOTAL 10,000,000 0