Jablonski Executive Leadership NMCD Cabinet Secretary of Corrections Jerry Roark Executive Leadership NMCD Deputy Secretary, Corrections Phillipe Rodriguez Budget Management NMCD Acting Director, Administrative Services Division German Franco Business Division Leadership NMCD Director, Prisons Rose Bobchak Business Division Leadership NMCD Director, Probation and Parole Melissa Ortiz Business Division Leadership NMCD Deputy Director, Adult Prisons Anthony Romero Business Division Leadership NMCD Deputy Director, Adult Prisons Daniel Barela Business Division Leadership NMCD Deputy Director, Probation and Parole Timothy Oakeley Information Technology NMCD Chief Information Officer Jerry Brinegar Information Technology NMCD Deputy Chief Information Officer Darlene Fitzpatrick Information Technology NMCD IT Project Manager Pattie Johnson Business NMCD Deputy Bureau Offender Management Services Francine Garcia Business NMCD Victim Services Administrator NMCD Wardens, Deputy Wardens, Region Managers and District Office Supervisors Business NMCD Statewide Freeman Statistical Analysis of NMCD data – Contractor for analysis for prison population New Mexico Sentencing Commission (NMSC) Executive Director
Be genuinely interested in the initiative and be an advocate for broad support for the outcomes being pursued in the project In practice, this means: Review the status of the project Ensure the project's outputs meet the requirements of the business owners and key stakeholders Help balance conflicting priorities and resources Provide guidance to the project team and users of the project's outputs Consider ideas and issues raised Check adherence of project activities to standards of best practice both within the organization and in a wider context Foster positive communication outside of the Committee regarding the project's progress and outcomes Report on project progress to those responsible at a high level, such as agency executive management groups, heads of agencies, or Governor’s Cabinet Progress any issues associated with the project Empower the Working Council representatives with the ability to assign resources from their respective divisions The Executive Steering Committee is comprised of the following positions: David Jablonski Executive Leadership (Voting Member) NMCD Cabinet Secretary of Corrections Jerry Roark Executive Leadership NMCD Deputy Secretary, Corrections German Franco Business Division Leadership (Voting Member) NMCD Director, Adult Prisons Rose Bobchak Business Division Leadership (Voting Member) NMCD Director, Probation and Parole Phillipe Rodriguez Budget Management Leadership (Voting Member) NMCD Acting Director, Administrative Services Division Melissa Ortiz Business Division Leadership NMCD Deputy Director, Prisons Anthony Romero Business Division Leadership NMCD Deputy Director, Adult Prisons Daniel Barela Business Division Leadership NMCD Deputy Director, Probation and Parole
Business Objective 5 (B-OBJ-5) Provide system mobility to allow Probation and Parole officers more time in the field supervising offenders, to obtain a more realistic picture of how the offender is progressing and meeting their conditions of supervision. Business Objective 6 (B-OBJ-6) Notify the office of the DA and victims of inmate releases and other location status changes via real-time processing rather than batch updates. Business Objective 7 (B-OBJ-7) Provide the ability to track offender program costs and report on program efficacy accurately to enable administrators to make better program decisions. Business Objective 8 (B-OBJ-8) Implement industry best practices for inmate restrictive housing and alternative placement scenarios. Business Objective 9 (B-OBJ-9) Provide the ability for near real-time cross-jurisdictional data sharing and collaboration with other public safety/justice entities and other community partners. Business Objective 10 (B-OBJ-10) Improve public safety through enhanced ability to track inmate housing, moving and transportation. Business Objective 11 (B-OBJ-11) Provide ability for Probation and Parole to increase the receipt methods for offender obligations and improve distribution capabilities, including restitution payments to the crime victim. 3.1.1.1 Business Objective 1(B-OBJ-1) - Release inmates timely and accurately Description The COTS OMS solution will be able to effectively calculate an inmate’s projected release date based on the net sentence imposed by the court and the earned good time that the inmate receives while incarcerated. Rationale Releasing an inmate early compromises public safety. Releasing an inmate late causes additional costs to the agency and ultimately, the New Mexico constituency. Metric Percent of On-Time Inmate Release 3.1.1.2 Business Objective 2 (B-OBJ-2) - Automate Good Time Calculations Description Provide 100% automation of the calculation of inmate good time and institute method of modifying rules surrounding good time based on changing laws.
3.1.1.9 Business Objective 9 (B-OBJ-9) – Data Sharing Description Provide the ability for near-real time cross-jurisdictional data sharing and collaboration with other public safety/justice entities and other community partners. Rationale Requests for data continue to increase, whether internal, external, IPRA, etc. With the COTS OMS solution better methods of sharing data with other state, local and federal partners will be attained. Metric Percent reduction in turn-around time for data requests. 3.1.1.10 Business Objective 10 (B-OBJ-10) - Improve Inmate Housing Placement and Transportation Description Improve public safety through enhanced ability to inmate housing, movement and transportation. Rationale Inmate housing and transportation will be improved in the COTS OMS solution to meet the current demands and needs of the end users. Metric Percent bed availability, inmate transportation tracking automation. 3.1.1.11 Business Objective 11 (B-OBJ-11) - Improve Offender Obligation Process Description Provide ability for Probation and Parole to increase the receipt methods for offender obligations and improve distribution capabilities, including restitution payments to the crime victim. Rationale Receipt methods for offender obligations are limited to the receipt of orders only. Increasing the methods of payment to include ACH deposits, credit card, etc. will increase the amounts of monies available to pay restitution. Increasing distribution capabilities will allow for more timely and effective payments for restitution. Metric Percent reduction in offender obligation process time process time and percent increase in obligation collection due to additional receipt methods.
3.1.2 Tech. Objective 1 (T-OBJ-1) Provide one cohesive COTS OMS solution to replace various legacy systems. Tech. Objective 2 (T-OBJ-2) Collapse development and maintenance overhead due to multiple, disparate systems. Tech. Objective 3 (T-OBJ-3) Provide the technical components and platform to allow application mobility. Tech. Objective 4 (T-OBJ-4) Provide the technical architecture to near real-time sharing of application data. Tech. Objective 5 (T-OBJ-5) Provide ability for COTS OMS application to be database independent. Tech. Objective 6 (T-OBJ-6) Provide the ability to configure jurisdiction-specific data that does not affect core system functionality. Tech. Objective 7 (T-OBJ-7) Replicate production data to separate environment for the purpose of disaster recovery, reporting, statistical analysis and business intelligence efforts. Tech. Objective 8 (T-OBJ-8) Ensure that NMCD IT staff gains sufficient experience and knowledge to implement the COTS OMS application and to maintain after implementation independently. Tech. Objective 9 (T-OBJ-9) Document the OMS REPLACEMENT application thoroughly, both from a functional and technical perspective prior to implementation to ensure the ability for future contractor independence for system updates and maintenance. Tech. Objective 10 (T-OBJ-10) Create a virtual server environment for high-availability, increased reliability, redundancy and streamlined administration of the COTS OMS. 3.1.2.1 Technical Objective 1(T-OBJ-1) - Replace / discontinue use of legacy OMS application Description Provide one cohesive OMS REPLACEMENT solution to replace legacy systems. Rationale The current legacy system and the operating system needed to modify the application source code is past end-of-life and support.
was received from State of NM Severance Tax Bonds in February, 2016 RFP Published 07/18/2016. 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/Implementation Project Certification Committee in March 2017 granting the release of $7.335M to begin implementation activities. RFP vendor selection and contract execution April - July 2017. Implementation Phase kickoff was held July Project Repository has been setup in TeamForge and is being utilized. Abilis Project Management Documents have been developed. Create Project Repository Project Schedule Project plans to include: Project Management Plan Communication Plan Performance Management Plan Acceptance Management Plan Risk Management Plan Resource Management Plan Configuration Management Plan (Change Control) Gap Analysis Report to include: Customization Plan Configuration Plan Reporting Needs Assessment Requirements Traceability Matrix Implementation Work Plan to include: Software Installation Plan
Log and implementation phase risks will be recorded and maintained in the Project Workbook in accordance with the Risk Management Plan. All risks will be 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 as necessary. To review the Risk and Issue Log or the Project Workbook - . 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. The Risk Management Plan defines how we as a project team will handle within the OMS Replacement project. This Risk Management Plan will not replace or supersede the NMCD internal plan. To review the Risk Management Plan - . Deliverable Acceptance Criteria - Review by IT Project Sponsor and IT Project Manager in accordance with the Acceptance Management Plan. Standards for Content and Format – Requirements as outlined in the Abilis Solutions Corp. contract with NMCD. Quality Review -PMO, IV&V Review as designated by the IV&V Contract. The IV & V contract is with RESPEC for the planning and implementation phases. 4.1.1.8 Project Schedule Description - A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. The standard is Microsoft Project. There is an initial project schedule for the gathering of requirements and the writing/management of the RFP and gap analysis process. Abilis and NMCD have collaboratively developed the project schedule for the Implementation Phase. To review the Project Schedule for the Implementation Phase - . Deliverable Acceptance Criteria - Completely integrated project schedule that meets DoIT and NMCD standards and in accordance with the Acceptance Management Plan. Standards for Content and Format - MS Project provided in a chart providing a graphical representation of a project schedule. Quality Review - Project Oversight Team Review, Executive Steering Committee Approval. Deliverable Acceptance Signatures Required-PMO, Project Manager
PRJ-DEL-004 IV&V Contract & Reports POD, Inc. expired 06/30/16. RESPEC (17-770-2500-0031), effective through 06/30/2017. RESPEC (18-770-2500-0003), effective through 06/30/2018. 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) CURRENT Abilis Solutions Corp.: Initial Project Planning, Gap Analysis, Implementation/Construction of COTS OMS system, Testing, Training, Delivery and Transition. (18-770-2500-0001) BerryDunn: Organizational Change Management, Gap Analysis, Vendor Deliverable DCIO and CIO Dec. 16, 2015 Amendment 1 Mar. 02,2016 Amendment 2 Oct. 20, 2016 (BerryDunn) Complete Complete Complete Nov. 28, 2016 December 6, 2016 - Complete July 01, 2017 July 01, 2017
will be executed to ensure industry standard testing methodologies are planned and all functional and business process requirements are thoroughly tested prior to acceptance and production go live activities. All system and acceptance testing efforts and documentation will be developed in accordance with the Testing Plan developed as part of Deliverable 2, TI-4 of the Abilis contract. Standards for Content and Format - Delivery of the System and Acceptance Testing results 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 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 migrating the system to a production environment. 4.2.2.6 Software Installation (Implementation) Plan Description - Formal plans will be executed throughout the implementation process. Prior to go live activities a formal software implementation plan will be developed which will define implementation activities and provide quality measures for assessment of project. The implementation plan will be written as part of Deliverable 2, TI-4 of the Abilis contract. Deliverable Acceptance Criteria –Delivery of the Software Implementation Plan will be provided in electronic format and stored in the area designated by the Project Manager. Standards for Content and Format - Delivery of the Software Implementation Plan will be provided in electronic format and stored in the project repository designated by the Project Manager. Quality Review -the Project Team, which consists of, will conduct Review: IT Technical, IT Business Analysts, IT Database and Applications as well as Business Owners from APD and PPD then routed to IT Leadership.
Implementation PCC Implementation Tollgate NMCD IT Y 09/28/2016 03/29/2017 Implementation Project Team Setup NMCD IT N 01/01/2017 09/30/2018 Implementation Business Gap Analysis NMCD IT N 04/01/2017 3/30/2018 Segment 1 Implementation Implement Infrastructure NMCD IT N 05/01/2017 6/30/2018 Implementation Stand Up COTS Solution NMCD IT/Vendor N 11/01/2017 Implementation System Configuration NMCD IT/Vendor N 04/01/2018 Implementation Product Branding NMCD IT N 01/01/2016 Ongoing Implementation QA Testing NMCD IT/Vendor N 07/01/2018 Implementation UA Testing NMCD IT N 11/01/2018 06/30/2019 Implementation Training NMCD IT/Vendor N 07/01/2019 12/15/2019 Implementation Rollout NMCD IT/Vendor N 01/01/2020 02/28/2020
Implementation Other Segments NMCD IT/Vendor N 03/01/2020 06/30/2021 Implementation Closeout Activities NMCD IT Y 06/01/2021 06/30/2021 5.3 Phase / Activity Estimated Budget Project Initiation $250,000 Project Planning $250,000 Project Execution / Implementation potential phased approach $13,435,000
Abilis IT Director/Infrastructure Manager Ensures that all application infrastructure, networking, etc. are in place to support the application needs of the end-users. Manage the day-to-day activities of the Infrastructure Systems Architect. QA Manager Responsible for coordinating and implementing process, product and/or service quality assurance throughout the project lifecycle. The quality assurance team is responsible for ensuring that the project deliverables produced meet established standards of quality, in accordance with the Quality Assurance Plan. The QA Manager will create the Quality Assurance Plan and subsequently develop the test strategy and oversee the execution of test plans. Training Team Reports to the Abilis CET Director (for Abilis training team) and NMCD Deputy CIO (for NMCD training team), and indirectly to the respective project managers, will be accountable to address the training needs and strategy for the OMS REPLACEMENT project in accordance with the Training Strategy and Plan. Subject Matter Expert (SME) Provide guidance on what specific rules should be in place in order to meet business goals. Assist in testing, identifying issues, and training. Executive Steering Committee Member Provide necessary high-level input and sets high-level project priorities. Votes on change request and scope shifts as necessary. IVV Vendor Provides independent validation and verification of project activities at regular intervals throughout the project life cycle. Submits reports outlining status to project sponsor, NMCD lead project manager and IT Leadership, and the Department of Information Technology (DoIT) Enterprise Project Management Office (EPMO). 5.5 PLANNING AND ACQUISITION Complete the chart below identifying the project team members and details concerning their project commitment. Project staff should include State, Contract, Customer (Business Owner), or Vendor team members. 5.5.1 A complete listing of all stakeholders, team member and business area SMEs is managed in the Project Workbook, to review this document . 5.5.2 Resource
Task Cost Estimate Due Date Phase Initiation Phase $250,000 02/28/2016 Initiation Planning Phase $250,000 03/30/2018 Planning Implementation – Segment 1 $7,335,000 Ongoing through 6/30/2021 Implementation Implementation – Segment 2 – See Below CORIS® Financials $1,645,000 Ongoing through 06/30/2021 Implementation Implementation Professional Services (Including IV&V and Implementation Consulting Services) $254,000 06/30/2019 Implementation Training/CORIS® Certification $50,000 12/31/2018 Implementation Staff Augmentation $341,000 06/30/2019 Implementation TOTAL $10,125,000 5.6 PROJECT LOGISTICS Logistics describes how the project manager, project team, the business owner/customer 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 Hours Availability Skill Set Work Product/Deliverable Project Team $21,000 24 February, 2016 Expert Business Requirements Gathering and Management Training