MVD System Modernization project is not delivered on-time, and in scope. Probability: Low Impact: High Mitigation Strategy The vendor selected has an excellent on-time, on-budget record, with high customer satisfaction ratings. Cost and Schedule management will be performed by the ITD PMO and the Business Project Manager (MVD Project Manager). The selected product is a ‘true’ COTS product, mitigating the risk for late delivery or budget overruns. Contingency Plan : TRD has already measures to mitigate this risk. Risk 3 – Near Term, COTS Architecture will constrain the Vision of the Future Near Term, the selected COTS software will constrain the MVD Vision of the Future Probability: Low Impact: High Mitigation Strategy The Technical (Systems) Architecture function will be responsible for ensuring the best decisions are made regarding architectural options available within the COTS architecture, and ensuring compliance with the previously selected options during development and implementation. TRD needs to assume responsibility for continuing dialogue with the SI and other states implementing the same COTS software, in order to continue a strategy that will allow MVD to have 80% of the transactions via virtual channels and 20% of the transactions via MVD field or partner offices. Contingency Plan : None. 2.0 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. TRD Internal Stakeholders
John Monforte Executive Sponsor TRD Deputy Cabinet Secretary William Duran Business Owner TRD\MVD MVD Director Jim Wastvedt CIO, Acting TRD CIO, TRD Lee Baca Manager of the ITD personnel currently supporting the MVD systems. TRD\ITD Manager Raul Alvarez Provide and schedule the activities of all business participants from all TRD divisions. Reports to the Director of MVD TRD\MVD Deputy Director, Special Projects Jan Christine & (ITD PMO) Provide and schedule the activities of all information technology participants from TRD\ITD. Reports to the TRD CIO. TRD\ITD ITD PMO Lead Other TRD Divisions TFID ACD RPD Obtain information from the system, and provide data entry and transaction handling services. TRD Various TRD-External Stakeholder Existing Third Partners Provider of services the base system or local proprietary systems. PRAs STSC NMI Existing of Third Party User Interfaces Providers of vehicle and temp tag transactions. Dealers (1000+ dealers) TSCs (1800 SAMBA users) Data Customers
Other State Agencies Users of Driver compliance and vehicle title information Various AAMVA Supplier of nationwide information and collector of state information. Must test and accept all new uses of services. AAMVA Law Enforcement Consumers of Driver and Vehicle information. Provider of NCIC service. DPS All NM Local LEs Administration of the Courts Provide court decisions regarding citations. Are consumers of MVD data regarding drivers. AOC 2.2 2.2.1 – 2.2.2 John Monforte Chair TRD Deputy Cabinet Secretary William Duran Member TRD\MVD MVD Director Jim Wastvedt Member TRD CIO, TRD Lee Baca Convener TRD\ITD Manager Raul Alvarez Member TRD\MVD Deputy Director Special Projects Adolfo Montoya Member TRD\ASD CFO
Quality Metrics 11 Dramatically improved process management and partner accountability 4.0 4.1 Phase Summary of Phase Key Deliverables Initiating Scope engagement with client and formulate strategic relationship. Project Charter Contracts Planning Defining project parameters and building shared vision for solution delivery. Project Management Plan PMP Communications Risk Management Project Schedule Requirements Traceability Matrix (Contract PM Team) Executing Delivering the project in smaller sprints as negotiated at the time of contract signing. Additional Plans Training Plan Test Plan Transition to Operations Disaster Recovery Complete work and deliverables Complete Enhancements/ Changes Interfaces System and Load Testing Training Acceptance Testing Rollout Controlling (Monitoring) Monitoring the execution and controlling variances to quality, time, and scope. Status Reports Project Schedule Management Management, Quality Assurance Variance Analysis and intervention Closing Conclusion and closure of project activities following deployment of solution. Product Acceptance Transition to Operations Transition to Support Lessons Learned LIFE MANAGEMENT
PRJ-DEL-003 Project Management Plan (PMP) Sponsor Business Owner TRD CIO PRJ-DEL-002 Contracts Depends on the scope and source of contract. In process PRJ-DEL-004 Project Management During Clarification, drafts were provided, that will need revision, for: Risk management Implementation Organizational Change Rollout Stakeholder – Communications only Desktop Support Security Disaster Recovery Master Testing Master Training Conversion Plan Depends on the plan. Will be signed off by ESC, Business Owner, or CIO, or internal business or ITD PMs depending upon the content of the plan PRJ-DEL-005 Project Schedule During Clarification a project schedule less costs and assignments was received. Two major revisions have already been received and incorporated into the main contract. Sponsor Business TRD CIO Preliminary approval received, but will need to be modified when a project start date has been determined
6.4.1 Monthly reports from the TRD Administrative Services Division, and the MVD Finance Bureau will include the project budget and expenditures, encumbered POs and unencumbered POs for the project to date. 6.5 The usual Executive Communications Reporting will be used for this project, within the structure of the DRIVE MVD Executive Steering Committee. Description Target Audience Delivery Method Frequency Responsible Party Standard TRD TAPESTRY Project Status Meeting To discuss project status with the TRD CIO TRD CIO Face-to-Face Weekly TRD Lead Project Manager Recurring meetings are scheduled through Outlook Uses standard format TRD TAPESTRY Project Management Status Meeting Regularly scheduled meetings: To discuss project activities, progress, issues and results of measurement and analysis activities. Event driven: When new requirements are existing requirements are changed, etc Meeting attendees (PMs, PA, Requirements Meeting minutes are stored in the Project Repository Face-to-Face Weekly (Specify days and TRD Project Managers (owns meeting notice; agenda topics) Contractor Project Analyst (scribe) Recurring meetings are scheduled through Outlook Uses standard format An agenda is distributed in advance.
TRD TAPESTRY Steering Committee This formal meeting addresses the accomplishments and results of the project with the client. These meetings address commitments, plans, risks, status of activities and significant issues for the project, as well as how the project fits into the current business environment and the communication of the results of measurement and analysis activities. Meeting Attendees (PMs, Account Exec, DMV Delivery Executive, TRD CIO, MVD Director, Project Analyst) Meeting minutes are stored in the Project Repository Conference call or in person Once monthly, beginning in June 2010 Project Managers Recurring meetings are scheduled through Outlook Uses standard format An agenda is distributed in advance. MVD DRIVE Steering Committee This formal meeting addresses the accomplishments and results of all MVD projects. Meeting Attendees (PMs, TRD CIO, MVD Director, MVD Deputy) Face-to-Face Bi-weekly TRD Lead Project Manager Recurring meetings are scheduled through Outlook Uses standard format TRD TAPESTRY Status Report To describe the status of the project to the client Client Project Managers Status Reports are stored on the Project Repository Word Document Email Weekly, by COB Monday Status report template DoIT TRD TAPESTRY Project Status To describe the status of the project to DoIT DoIT Word Document Monthly Contract PM Team Follows DoIT Standard TRD TAPESTRY Change Control Board (CCB) Meeting Review, evaluate, approve or reject, and prioritize change requests. Group approved change requests into releases. Attendees (PMs, PA, Requirements Leads) For contract changes, additionally Contractor Account Exec, DMV Practice Lead, ITD CIO, MVD Director Meeting minutes are stored in the Project Repository Group Meeting or conference call As needed (Specify days and Change Control Board Chair Meetings are scheduled through Outlook as needed. An agenda is distributed in advance.
Issue Tracking and Escalation To provide a framework for documenting and tracking issues to closure and escalating long-standing or critical issues for senior leadership attention. Captured and stored in the Project Repository Project Repository E-mail, conference call or in person Whenever an arises or needs management involvement for resolution. Project Managers External Resolution and Escalation Procedure
New Program Issues or Action Program Manager, Project Managers and Team members, and other persons Program Manager Project Managers, Project Team Members, and other persons (1) Weekly (via the Project Status Report) (2) As needed (via Program Manager) (3) As needed (via Stakeholder Meeting minutes) (1) Project Status Report form (2) Standard Issue or Action Item Submission form by Program Manager (3) Stakeholder Meeting Minutes document (1) E-mail (2) Lotus Notes Issues/Action Items databases. (3) Meeting Minutes within Program Manager. (1) If new issue/action item is received through the Project Status Report, the Program Manager will log it after discussing them during the Program Status meeting. (Persons outside the team can only use the project log new issues/action items.) (2) If new item is “Submitted” the Program Manager will “approve” the issue and also bring it up for discussion during the Program Status meeting (3) The scribe from the Stakeholder Meeting will submit these issues; the Program Manager will “approve” the issue and also bring it up for discussion during the Program Status meeting Issue Items Status / Updates / Resolution Program Manager, Project Managers Program Manager Program Manager, Project Managers, Project Team Members (1) Weekly (via the Project Status Report) (2) As needed (1) Project Status Report form (2) Lotus Notes “Response” form (1) E-mail (2) Notes Issues/Action databases (1) If the status/update/resolution is received through the Project Status Report, the Program Manager will enter it into program log. Status/updates will be submitted as “Responses” to a record in Program Log. If a resolution is received as a “Response” to a main-topic in the databases, the program manager will enter the resolution in the main record and close out the issue/action item.