RIGHT OF WAY – PROPERTY ASSET

MANAGEMENT SYSTEM
(ROW-PAMS)

PROJECT MANAGEMENT PLAN

(PMP)

EXECUTIVE SPONSOR – LAWRENCE F. BARRERAS DIRECTOR TOPAMD

ROBERT ASHMORE, CHIEF INFORMATION OFFICER
PROJECT MANAGER – SHELLEY ESPINOZA

REVISION: 1.0
FORMAT REVISION DATE: JULY 27, 2007

ORIGINAL PLAN DATE: OCTOBER 23, 2009

REVISION: 2.2
PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

REVISION HISTORY................................................................................................. III

PREPARING THE PROJECT MANAGEMENT PLAN................................................................................................. IV
ABOUT THIS DOCUMENT................................................................................................................................... IV
Project Oversight Process Memorandum – DoIT, July 2007......................................................................................iv
1.0 PROJECT OVERVIEW...................................................................................................................................... 1
1.1 Executive Summary- rationale for the Project.....................................................................................................1
1.2 funding and sources.............................................................................................................................................1
1.3 constraints............................................................................................................................................................1
1.4 dependencies.......................................................................................................................................................1
1.5 ASSUMPTIONS......................................................................................................................................................1
1.6 Initial Project Risks Identified.............................................................................................................................2
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................2
2.1 Stakeholders.........................................................................................................................................................2
2.2 Project Governance Structure..............................................................................................................................3
2.2.1 Describe the organizational structure – Org Chart......................................................................................3
2.2.2 Describe the role and members of the project steering committee............................................................3
2.2.3 Organizational Boundaries, interfaces and responsibilities.........................................................................3
2.3 Executive Reporting..............................................................................................................................................3
3.0 SCOPE........................................................................................................................................................... 3
3.1 Project Objectives................................................................................................................................................3
3.1.1 Business Objectives......................................................................................................................................3
3.1.2 Technical Objectives.....................................................................................................................................3
3.2 Project exclusions.................................................................................................................................................3
3.3 Critical Success Factors.........................................................................................................................................4
4.0 PROJECT DELIVERABLES AND METHODOLOGY............................................................................................... 4
4.1 Project Management Life Cycle............................................................................................................................4
4.1.1 Project Management Deliverables...............................................................................................................4
4.1.2 Deliverable Approval Authority Designations..............................................................................................5
4.1.3 Deliverable Acceptance Procedure...............................................................................................................5
4.2 PRODUCT LIFE CYCLE............................................................................................................................................5
4.2.1 Technical Strategy........................................................................................................................................5
4.2.2 Product and Product Development Deliverables.........................................................................................6
4.2.3 Deliverable Approval Authority Designations..............................................................................................6
4.2.4 Deliverable Acceptance Procedure...............................................................................................................6
5.0 PROJECT WORK............................................................................................................................................. 6
5.1 Work Breakdown Structure (WBS).......................................................................................................................6
5.2 Schedule allocation -Project Timeline..................................................................................................................7
5.3 Project Budget......................................................................................................................................................7
5.4 Project Team.........................................................................................................................................................8
5.4.1 Project Team Organizational Structure........................................................................................................8
5.4.2 Project Team Roles and Responsibilities......................................................................................................9
5.5 STAFF PLANNING AND Resource ACQUISITION...................................................................................................9
5.5.1 Project Staf..................................................................................................................................................9
5.5.2 Non-Personnel resources.............................................................................................................................9
5.6 PROJECT LOGISTICS............................................................................................................................................10

REVISION: 1.0 DOIT-PMO-TEM-020 I OF VI

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5.6.1 Project Team Training................................................................................................................................10

6.0 PROJECT MANAGEMENT AND CONTROLS.................................................................................................... 10
6.1 Risk and issue Management..............................................................................................................................10
6.1.1 Risk Management Strategy........................................................................................................................11
6.1.2 Project Risk Identification..........................................................................................................................11
6.1.3 Project Risk Mitigation Approach..............................................................................................................11
6.1.4 Risk Reporting and Escalation Strategy.....................................................................................................11
6.1.5 Project Risk Tracking Approach..................................................................................................................11
6.1.6 ISSUE MANAGEMENT................................................................................................................................11
6.2 INDEPENDENT Verification And Validation - Iv&V.............................................................................................11
6.3 Scope Management Plan...................................................................................................................................11
6.3.1 Change Control..........................................................................................................................................12
6.4 Project Budget Management.............................................................................................................................12
6.4.1 Budget Tracking.........................................................................................................................................12
6.5 Communication Plan..........................................................................................................................................12
6.5.1 Communication Matrix..............................................................................................................................12
6.5.2 Status Meetings.........................................................................................................................................12
6.5.3 Project Status Reports................................................................................................................................12
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS).......................................................................................12
6.6.1 Baselines....................................................................................................................................................13
6.6.2 Metrics Library...........................................................................................................................................13
6.7 QUALITY OBJECTIVES AND CONTROL.................................................................................................................13
6.7.1 quality Standards.......................................................................................................................................13
6.7.2 Project and Product Review AND ASSESSMENTS.......................................................................................14
6.7.3 Agency/Customer Satisfaction...................................................................................................................14
6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS........................................................................................14
6.8 CONFIGURATION MANAGEMENT......................................................................................................................15
6.8.1 Version Control...........................................................................................................................................15
6.8.2 Project Repository (Project Library)...........................................................................................................15
6.9 PROCUREMENT MANAGEMENT PLAN...............................................................................................................15
7. 0 PROJECT CLOSE........................................................................................................................................... 15
7.1 Administrative Close.....................................................................................................................................16
7.2 Contract Close...............................................................................................................................................16
AttachmentS..................................................................................................................................................................16

REVISION: 1.0 DOIT-PMO-TEM-020 II OF VI

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REVISION HISTORY

REVISION NUMBER DATE COMMENT

1.0 July 27th, 2007 DoIT Project Management Office Revision
2.0 Oct 15th ROW-PAMS PMP final
2.1 Oct 22nd POW-PAMS PMP corrected final
2.2 Oct 23rd POW-PAMS PMP corrected per DoIT

REVISION: 1.0 DOIT-PMO-TEM-020 III OF VI

 PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

PREPARING THE PROJECT MANAGEMENT PLAN

The workbook for preparation of the Project Management Plan is built around helping the project
manager and the project team to use the Project Management Plan in support of successful
projects. Please refer to it while developing this PMP for your project.

ABOUT THIS DOCUMENT

Project Oversight Process Memorandum – DoIT, July 2007

1 “Project management plan” is a formal document approved by the executive sponsor and the
Department and developed in the plan phase used to manage project execution, control, and
project close.

2 The primary uses of the project plan are to document planning assumptions and decisions,
facilitate communication among stakeholders, and documents approved scope, cost and
schedule baselines.

3 A project plan includes at least other plans for issue escalation, change control,
communications, deliverable review and acceptance, staff acquisition, and risk management.

4 “Project manager” means a qualified person from the lead agency responsible for all aspects
of the project over the entire project management lifecycle (initiate, plan, execute, control,
close). The project manager must be familiar with project scope and objectives, as well as
effectively coordinate the activities of the team. In addition, the project manager is
responsible for developing the project plan and project schedule with the project team to
ensure timely completion of the project. The project manager interfaces with all areas
affected by the project including end users, distributors, and vendors. The project manager
ensures adherence to the best practices and standards of the Department.

5 “Project product” means the final project deliverables as defined in the project plan meeting
all agreed and approved acceptance criteria.

6 “Product development life cycle” is a series of sequential, non-overlapping phases comprised

of iterative disciplines such as requirements, analysis and design, implementation, test and
deployment implemented to build a product or develop a service.

REVISION: 1.0 DOIT-PMO-TEM-020 IV OF VI

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1.0 PROJECT OVERVIEW

The Project Overview sets the stage for the details of the project and begins the “story” of the project and plan.

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT

The ROW Bureau responsibilities are to acquire real property for highway projects in a cost-
effective manner, manage acquired property to maximize return on investment, and serve as the
Department’s liaison to customers and the public regarding right-of-way, utilities related issues.
There are no automated collaboration tools for the units to share information, manage document
workflow, or automated system for highway property and asset management. NMDOT seeks to
implement a Right of Way Property Asset Management System (ROW-PAMS) to automate the
business processes within the Transportation Oriented Property Asset Management Division,
(TOPAMD) and to meet the requirement of the Federal Highway Administration (FHWA) to
provide property and asset management. The required automation starts with the RFP for the
procurement and implementation of a Commercial off the Shelf (COTS) applications system
which will interface the agency’s Electronic Document Management and Geospatial Information
System.
The Agency TOPAMD needs a ROW-PAMS COTS system which provides five essential
processes: 1) ROW Acquisition Management; 2) Property Asset Management with a database;
3) Workflow processing; 4) Document Workflow processing; and 5) a Web enabled user
interface. Additionally, a Utility and Outdoor Advertising Permit Management system would be
desirable. The COTS system is expected to be compatible with Agency’s standard for
operational systems. Current Agency standards that will form the foundation include: Electronic
Document Management - which is FileNet; Oracle RDBMS; Oracle Spatial; and ArcGIS.

1.2 FUNDING AND SOURCES

SOURCE AMOUNT ASSOCIATED APPROVERS

RESTRICTIONS
NMDOT ROAD $780,000
FUNDS

1.3 CONSTRAINTS
Constraints are factors that restrict the project by scope, resource, or schedule.
NUMBER DESCRIPTION
1 The system must be a COTS application software system, which meet
TOPAMD requirements.
2 The system must operate on Agency computer platform.
3 The property and asset management system function and database must
be acceptable to FHWA.

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1.4 DEPENDENCIES
Types include the following and should be associated with each dependency listed.
 M- Mandatory dependencies are dependencies that are inherent to the work being done.
 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.

NUMBER DESCRIPTION TYPE M,D,E

1 Funding will be available M

2 The RFP process will result in the selection process will result E
in providing a COTS application which meets the Agency’s
requirements.

3 The selected COTS application system will be acceptable to E

FHWA

4 Agency staff will be available when need for the project tasks D

1.5 ASSUMPTIONS
Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.

NUMBER DESCRIPTION
1 That an adequate COTS application system will be procured through the RFP
process.

2 That sufficient fund will be available to pay for an acceptable COTS application
system proposed in the RFP process.

3 The ROWPAMS will be implemented and ready for operation in 12-18 months
from award of contract.

1.6 INITIAL PROJECT RISKS IDENTIFIED

In this section identify and describe how each risk will be managed. Include the steps that will
be taken to maximize activity that will result in minimizing probability and impact of each risk.

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 Probability Levels: Certain, Expected, Likely, Possible, Unlikely

Risk 1- Availability of Funds

Probability POSSIBLE Impact HIGH
Description – Funding will
not be available from the Mitigation Strategy – NMDOT executive management has
start to the completion of review and approved the cost of the project for funding.
the project including. Contingency Plan - Form the contract to be phased over
multiple fiscal years as funding is available.

Risk 2- Delay of Award Process

Probability LIKELY Impact LOW
Description – RFP contract
award approval process Mitigation Strategy- Keep management and FHWA informed
taking more time than Contingency Plan - Obtain management approval to extend the
planned dates for the procurement and project completion.

Risk 3- Software Not Perform as Specified

Probability POSSIBLE Impact HIGH
Description – The selected
COTS Software system Mitigation Strategy- There will be a GAP analysis as the first
may not perform as part of the Contractor services. Retainage will be held from
specified or as expected. each deliverable. The entire installed system will undergo
system test and acceptance process.
Contingency Plan
Through a change order process NMDOT can approve changes
to software and services, to insure that the COTS is functional at
the NMDOT.

Risk 4- Loss of Key Executive Staff

Probability LIKELY Impact MEDIUM
Description – The project
could lose support if there Mitigation Strategy- Have the project and this plan approved by
is a loss of key executive NMDOT IT Oversight Committee and DoIT. Provide a review
management staff presentation for incoming executive replacement.
Contingency Plan - Project contract has provisions for
termination. Notify FWHA.

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2.0 PROJECT AUTHORITY AND ORGANIZATIONAL

STRUCTURE
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.

2.1 STAKEHOLDERS
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.

NAME STAKE IN PROJECT ORGANIZATION TITLE

Gary Giron Responsible for the NMDOT NMDOT Cabinet
property management and FHWA Secretary
compliance.

Lawrence F. BUSINESS SPONSOR NMDOT, Director,

Barreras TOPAMD

Clyde Archibeque BUSINESS MANAGER NMDOT, TOPAMD

Robert Ashmore Executive for IT supporting for the NMDOT CIO

implementation and
communications services for this
system

(To be determined) Data is required for federal reporting FEDERAL NMDOT REP
HIGHWAY
ADMIN.

2.2 PROJECT GOVERNANCE STRUCTURE

2.2.1 DESCRIBE THE ORGANIZATIONAL STRUCTURE – ORG CHART

2.2.2 DESCRIBE THE ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE
NAME ROLE IN PROJECT ORGANIZATION TITLE
Robert Ashmore Executive Steering Committee NMDOT NMDOT
(ESC), Chair Person and review CIO
and approve deliverables and
change request, and progress
presentations

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NAME ROLE IN PROJECT ORGANIZATION TITLE

Lawrence F. ESC Member, Business Owner- NMDOT Chief

Barreras, review and approve deliverables TOPAMD,
and progress presentations

Clyde Archibeque, ESC Member, Business Manager- NMDOT TOPAMD

review and approve deliverables
and progress presentations

Shelley Espinoza, ESC Member and Project Manager NMDOT PMO, IT

- review and approve deliverables Division,
and progress presentations

2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES

Use this section to describe any special considerations regarding contact between the project
team, the project manager, and individuals from various organizations involved in the project:
Boundary, interface and responsibilities at the interface
The State Project Manager will review deliverables and provide recommendation to the NMDOT
CIO who will present them to the ESC. Deliverable information will be provided via email to the
ESC members. Approvals will be by signature on the Deliverable Acceptance Form for each
deliverable. ESC Chairperson will make arrangement for Progress Reviews as appropriate
monthly or upon milestone completion.

2.3 EXECUTIVE REPORTING

The NMDOT CIO will provide monthly progress reporting to NMDOT Executive Management
based on Monthly Status Report from the State Project Manager. The CIO will coordinate
progress presentation with the NMDOT Executive Management at key points of the
implementation. NMDOT IT Division will provide the required project reporting information to
DoIT.

3.0 SCOPE

3.1 PROJECT OBJECTIVES

3.1.1 BUSINESS OBJECTIVES
NUMBER DESCRIPTION
BUSINESS Implement an integrated asset inventory and property management
OBJECTIVE 1 system which meets Federal Highway Administration, (FHWA) and
Agency requirements.

BUSINESS Automate the right-of-way acquisition and property asset

OBJECTIVE 2 management business processes,

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NUMBER DESCRIPTION
BUSINESS Improve the ROW processing by implementing a software
OBJECTIVE 3 application system including workflow management and provide a
mean to manage and view data spatially.

BUSINESS Access ROW documents, property assets, and processes via the
OBJECTIVE 4 web.

BUSINESS Establish and automated relational database for the storage and
OBJECTIVE 5 retrieval of property assets owned by the Agency.

BUSINESS Implement a software applications system as quickly and efficiently

OBJECTIVE 6 through the procurement of a COTS system with vendor
implementation services.

3.1.2 TECHNICAL OBJECTIVES

NUMBER DESCRIPTION
TECHNICAL Establish a common database of inventory of property owned by the
OBJECTIVE 1 Agency with the necessary attributes.

TECHNICAL Establish a Web browser enabled software which provides user

OBJECTIVE 2 views and views of data and documents.

TECHNICAL Implement software which provides workflow and document flow

OBJECTIVE 3 processes.

TECHNICAL Provide for standard and adhoc queries.

OBJECTIVE 4

TECHNICAL Provide for spatial view and management process for property data,
OBJECTIVE 5 updates, and views utilizing the Agency’s existing Linear
Referencing System (LRS)

TECHNICAL Establish an interface with the Agency’s Electronic Document

OBJECTIVE 6 Management System (EDMS) for the archival storage and retrieval
of ROW and property management documents.

3.2 PROJECT EXCLUSIONS

3.3 CRITICAL SUCCESS FACTORS

Identify the critical success factors for achieving success in this project. Metric are key to
understanding the ability of the project to meet the end goals of the Executive Sponsor and the

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Business Owner, as well as the ability of the project team to stay within schedule and budget. See
also section 6.7 Quality Objectives and Controls.

NUMBER DESCRIPTION
QUALITY METRICS 1 The delivered application system establishes a database for property
asset management. This database must contain of the required data
fields and the system must provide the database query capability
which are specified in the SOW deliverable.

QUALITY METRICS 2 Provide workflow capabilities to route documents based on a pre-

defined process and that the workflow is continuous until an action or
document is completed.

QUALITY METRICS 3 Archived documents can be retrieved by the system from the Agency
EDMS

QUALITY METRICS 4 Documents completed in the system workflow process can be stored
in the Agency’s EDMS.

QUALITY METRICS 5 System user can view and update property data based on spatial
referencing utilizing the Agency’s existing Linear Referencing System
(LRS)

QUALITY METRICS 6 Manage electronic forms with the ability to define and integrate forms
and templates pre-fill by using database connectivity.

QUALITY METRICS 7 System data and process are accessible by a Web browser.

4.0 PROJECT DELIVERABLES AND METHODOLOGY

4.1 PROJECT MANAGEMENT LIFE CYCLE

Phase Summary of Phase Key Deliverables

Initiating: The project was initiated with the development Business Case
of a Business Case which was submitted as
Project Scope,
part of the NMDOT IT Plan. (8/2008) to
12/2008). Business Requirements
Requirements analysis was conducted and Abstract for DoIT
requirements developed starting in (8/2008 to RFP for approval
2/2009)
An Abstract was provided to DoIT on 6/18/09

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The RFP was developed from (2/2009 to

6/2009) and contained the Project Scope,
Business Requirements, assumptions, and
constraints.
The RFP was review and approved by
Executive Management of NMDOT and DoIT
on 7/15/09.

Planning: RFP vendor selection was issues 7/2009 with a Request for Certification
planned contract award for 11/2009
Project Management Plan
This Project Management Plan provides the
Project Plan and Schedule
guide for execution of the project. The PMP
describes the Objectives and Critical Success RFP contractor selection
Factor. Contract Award
Develop a high level Project Schedule.

Implementa- As a result of an RFP, a selection will be Certification for

tion made for a vendor of a COTS system with Implementation
implementation services.
GAP analysis
The system is planned to be implemented
Software Installation with
within 12 month, by the end of 2010.
License
(12/2009 to 12/2010)
Software Implementation
A GAP analysis will be conducted as the first
deliverables
step of the project. This will be reviewed and
used for determining the tasks for a detailed
Project Plan.
Software will be provided by the contractor
and installed on Agency platform.
Software functions will be implemented base
on the RFP specifications and contract
deliverable.

Controlling: A Project Plan and Schedule to be used though Project Reporting

out the project and will be the bases of regular
Corrective Action
project progress reporting.
Measurement Metrics
This PMP lists the performance measures and
deliverables which will be reviewed by the Plan Change Requests
NMDOT Project Manager and CIO before Product Change Request
acceptance and payment.
Risk Management
Deliverables will be reviewed and/or tested by
Agency Project Team. Issues Management
Deliverables will be review for acceptance by Contracted Deliverables
the Agency ESC.

Execution: The Contractor will provide implementation of COTS software implemented.

COTS software system on the Agency’s

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platform. Software test reviews of

deliverables
Software implemented will be reviewed and/or
tested by Agency Project Team.

Test and Once the COTS implementation is completed, Training

Acceptance: it will be tested to ensure that it is fully
Operation Test of
operational and meet the specifications of the
Implementation
RFP and Deliverables of the contract.
System Test and Acceptance
System Test and Acceptance will be a test of
the operation of the entire system using the
performance measurement and verification of
compliance with specifications.

Closing: Upon completion of the System Acceptance Warranty Period

Testing, the contractor Warranty Period will
Maintenance Agreement
begin.
Project Repository
The Contractor will provide support services
contracts for signing and execution by NMDOT. Project Close-out Request
The Contractor and Project Manager will
provide the Project Repository to NMDOT.
The Project Manager will gather “lessons
learned” and prepare the Project Close-out
Request for approval by DoIT.

4.1.1 PROJECT MANAGEMENT DELIVERABLES

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 Management Plan

Description – Project Deliverable Acceptance Criteria – The initial PMP must
Management Plan for the provide the information that is available at the planning
implementation of the ROW- stage.
PAMS COTS application
software system. Standards for Content and Format – The initial PMP will
contain information as it is know at the planning stage
but will be updated when the actual project is started.
PMP will follow DoIT’s template.

Quality Review – The Initial PMP will be reviewed by the

Agency PMO and CIO before submitting with the
Request for Certification.

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4.1.1.2 Project Schedule

a) Description - Deliverable Acceptance Criteria – Must cover the
Updated Project Work complete implementation of all aspects of the proposed
Plans through out the life of system as detailed in the final contract. Must
the project, which will be accurately portray the units of work and agreed
updated and provided with deliverables.
each Project Status Report.
Standards for Content and Format - Project Work Plans
will include: a) Contract Deliverable Milestones; b)Task
Level; c)Identify All Resources; d)Critical Path; and e)
Indentify Progress.
Published-- in MS Project and PDF format showing a
Gantt chart

Quality Review – Will be reviewed by Agency Project

Manager before acceptance.

4.1.1.3 Status Reporting

Description - Weekly Status Deliverable Acceptance Criteria – Contractor will provide
Reporting and Monthly progress reviews in writing at least monthly and/or upon
Progress Reviews. completion of project milestones.

Standards for Content and Format - Weekly Status

Reporting will be in writing and will include work
accomplishments; deliverables completed, invoices
submitted during the reporting period, the tasks for the
next reporting period, issues, and updated project work
plans. Reports will be provided as an MS word
document, a PDF, and emailed as attachments.

Quality Review – Agency Project Manager will review all

reports before submitting to Agency Management.

4.1.1.4 Test and Acceptance

Description – The COTS Deliverable Acceptance Criteria –. All requirements and
application software system specifications must be tested and demonstrated that
must be tested before it is the software is fully functional.
accepted.
Standards for Content and Format – Plan must cover the
test of all requirements and specifications and include
test to insure and demonstrate that the software is fully
functional. Plan must list all the tests to be performed.
The completion of the test must be provided in a report
by Agency Project Team and list all the test results.

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Quality Review – The report with test results will be

reviewed by the Agency Project Manager and
presented to the Agency ESC for approval and
acceptance.

4.1.1.5 Project Closeout Report

Description – Project Closeout Deliverable Acceptance Criteria – The Closeout report
Report for the completion of the must cover all the DoIT requirements for project
COTS system implementation. closeout.

Standards for Content and Format - The DoIT template will

be used to request that the project be officially closed.

Quality Review – The report will be provided to the

Agency ESC for approval before submitting to DoIT.

4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

Complete the following table to identify the deliverables this project is to produce, and to name
the person or persons who have authority to approve each deliverable.

DELIVERABLE DELIVERABLE APPROVERS (WHO DATE

NUMBER CAN APPROVE) APPROVED

PRJ-DEL-001 Project Management Plan (PMP) Agency PMO, CIO, pending

and DoIT

PRJ-DEL-002 Project Schedule Project Mgr, PMO,

CIO

PRJ-DEL-001 Status Reporting Project Manager

PRJ-DEL-001 Test and Acceptance Project Manager

and ESC

PRJ-DEL-001 Closeout Report PMO, CIO and

DoIT

4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE

Describe the process that this project will use for the formal acceptance of all deliverables.

1) The Contractor will notify the Project Manager when a deliverable is complete and provide
any related test results, diagrams, and software lists.
2) The Project Manager will verify the deliverable and the functionality of any implementation.
Then, he will provide his review finding along with the information provided by the
Contractor, to the NMDOT CIO.

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3) The NMDOT CIO review and acceptance of deliverables or forward it for review and approval
by the Executive Steering Committee depending of the chart above. Contracts require
review and approval by NMDOT General Counsel before approval by NMDOT CIO.

4.2 PRODUCT LIFE CYCLE

“During the project management lifecycle, agencies shall select and implement a phase product
development lifecycle methodology approved by the Department.” PROJECT OVERSIGHT
PROCESS Memorandum

Phase Summary of Phase Key Deliverables

Business Case
Initiating: Determine the scope of the project and
determine requirement. Initiate an RFP Project Scope,
Process.
Business Requirements
Abstract for DoIT
RFP for approval

Planning: Issue the RFP with a planned contract award. Request for Certification
This Project Management Plan provides the Project Management Plan
guide for execution of the project.
Project Plan and Schedule
Request approval of Certification.
RFP contractor selection
Contract Award

Implementation As a result of the RFP, a selection will be made Certification for

for a vendor of a COTS system with Implementation
implementation services.
GAP analysis
Software Installation with
License
Software Implementation
deliverables
Acceptance of the System

Operations and Utilize and maintain the ROW-PAMS for the Software Maintenance
Maintenance accomplishment of mission functions and Contract.
processes by the Agency

4.2.1 TECHNICAL STRATEGY

Discuss the key technical strategies for achieving success in this project.
-Select a COTS application system that is proven and is in operation at other state DOTs.

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-Conduct an RFP process to select a COTS vendor and implementation services to bring the
system into full production operation.
-Establish an Agency project team with key technical skills in the business functions of right-of-
way and property asset management, GIS for linear referencing functions, Record
management, and other IT technical staff for system operations.

4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES

Product Deliverables are work products or artifacts that are driven by the product management
methodology requirements and standard project management practices regardless of the product
requirements of the project.

4.2.2.1 Deliverable 1: Gap Analysis

Description- Analysis of the Deliverable Acceptance Criteria – Must cover all software
COTS software and what modules and business functions.
changes that must be made to Standards for Content and Format – Must list all software
implement the system in the modules and business functions. Format of a written
Agency environment. report in MS Word.
Quality Review - The report will be reviewed by the
Agency Project Manager and presented to the Agency
ESC for approval and acceptance.

4.2.2.2 Deliverable 2: COTS Software and License

Description – Contractor must Deliverable Acceptance Criteria – Software must be
delivery and install the COTS successfully installed on the Agency hardware platform
Software with a license.
Standards for Content and Format – A formal RTU license
must be given to Agency.

Quality Review – The license must be reviewed by

Agency legal division. The installation must be verified
by the project team. The team report will be reviewed
by the Agency Project Manager and presented to the
Agency ESC for approval and acceptance.

4.2.2.3 Deliverable 3: COTS Software Implementation

Description - COTS application Deliverable Acceptance Criteria - Contractor must provide
software must be full notice that software has been implemented in
implemented and operational. accordance with the specifications of the RFP and
contract.

Standards for Content and Format – System Software must

be tested in accordance with the Test and Acceptance
Plan.

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PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

Quality Review – Agency project team will test software

module operations as they are delivered. When all
software is delivered System Test and Acceptance will
be conducted by the project team. The team report on
Test and Acceptance will be reviewed by the Agency
Project Manager and presented to the Agency ESC for
approval and acceptance.

4.2.2.4 Deliverable 4: Warranty

Description – Contractors must Deliverable Acceptance Criteria – Corrections must be
perform all correction and made and installed on the Agency’s system in
software repair for the software accordance with the 180 day Warranty provided in the
and implementation to insure contract, at no cost to the Agency.
the system is full operationally
functional. Standards for Content and Format – Contractor must
maintain a log of all problems and make corrections
within the time specified.

Quality Review – Correction made by the Contractor

under warranty must be tested by the Project Team and
acceptance or rejection entered in a log. The correction
log will be reviewed by the Agency Project Manager
and presented to the Agency ESC for approval and
acceptance.

4.2.2.5 Deliverable 5: Software Maintenance Agreement

Description – The software Deliverable Acceptance Criteria - Maintenance Agreement
Maintenance Agreement provided with the proposal will be activated upon
provided with the proposal must Agency approval and completion of the warranty
be processed for approval. period.

Standards for Content and Format – The agreement must

conform to the DoIT Template and signed by the
Contractor

Quality Review - The agreement must be reviewed and

approved by the project manager and Agency General
Counsel before signing by Agency Management.

*NOTE: DELIVERABLES WILL BE REVISED BASED ON THE FINALIZED CONTRACT.

4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

Complete the following table to identify the deliverables this project is to produce, and to name
the person or persons who have authority to approve each deliverable.

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 PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

DELIVERABLE DELIVERABLE APPROVERS (WHO DATE

NUMBER CAN APPROVE) APPROVED

DEL 1 Gap Analysis Project Manager

DEL 2 COTS Software and License Project Mgr, CIO
DEL 3 COTS Software Implementation Project Mgr, ESC
DEL 4 Warranty Project Mgr, ESC
DEL 5 Software Maintenance Project Mgr, CIO
Agreement
4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE
Describe the process that this project will use for the formal acceptance of all deliverables.

1) The Contractor will notify the Project Manager when a deliverable is complete and provide
any related test results, diagrams, and software lists.
2) The Project Manager will verify the deliverable and the functionality of any implementation.
The Project Manager, will provide review finding along with the information provided by the
Contractor, to the NMDOT CIO.
3) The NMDOT CIO review and accept the deliverable or forward it for review and approval by
the Executive Steering Committee depending of the chart above. Contracts require review
and approval by NMDOT General Counsel before approval by NMDOT CIO.

5.0 PROJECT WORK

5.1 WORK BREAKDOWN STRUCTURE (WBS)

A WBS is a deliverable-oriented grouping of project elements that organizes and defines the total
work scope of the project. Describe the work activities that comprise the work breakdown
structure (WBS) or the work packages within the WBS. Identify the WBS element or other work
package identifier and provide a general description of the tasks or activities, the definition or
objectives, and the milestones and deliverables of each work package.
Use the chart below for highest level presentation, and provide a more detailed WBS as an
attachment to this project plan.

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 PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

Work Package
Identifier Definition/Objective Milestone/Deliverable
Description

WBS-1 Project Management Insure project is completed on Project Plan, Project Schedule, Progress
time and in budget Reporting, Review and Acceptance of
deliverables, Warranty, and Maintenance
contract.

WBS-2 Gap Analysis Determine what software changes Written report listing changes required.
are require to implement the Updated Project Plan and Schedule
COTS system at NMDOT

WBS-3 Installation of COTS Install software on NMDOT Install software and receive RTU
Software Modules Platform ready for operations licenses

WBS-4 Modify install software Change software for operations Software with program changes
with changes for and NMDOT
NMDOT operations

WBS-5 Implementation of Complete the installation of a fully Install complete COTS system with
complete COTS operational application software documentation.
system with changes system

WBS-6 Training for software Train NMDOT staff for the test Completed training
Operations and operation of system

WBS-7 System Test and Test the entire application system Completed test results.
Acceptance functional operations and to
insure requirements have been
met.

*NOTE: WBS WILL BE REVISED BASED ON THE FINALIZED CONTRACT.

5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE

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
*NOTE: Detail project schedule will be provided upon award of the contract and
beginning of the Implementation Phase.
Identifier Task/Activity Resource Milestone Effort/ Start Finish Dependent
Name Name (Y/N) Duration Task

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 PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

5.3 PROJECT BUDGET

Costs estimates are the costs applied to an activity in a project by assigning resources with
associated rates or fees. Resources can include equipment, material, technology, processing
cycles, or people. The total cost is critical and should be consistent with the proposal; include
breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an
appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or
deliverable).
Identifier Work Package or Budget Category Cost

IT Software $200,000

Implementation Services $550,000

IV&V $30,000

Software Maintenance $60,000/year

5.4 PROJECT TEAM

5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE
Insert a graphical Organization Chart here. The Organizational Structure (OS) is a hierarchical
configuration defining levels of program management and may identify all project personnel.
The OS should be simple and straightforward. Include role names and people’s names.
Consider identifying the core project team by shading their respective boxes on the chart. On
complex projects, consider using a second OS to identify core project team. The OS can also be
used for management reporting.

Executive
Steering
Committee

CIO, ROW
State
IV&V IT Resource Resource
Project Manager
Manager Manager

Contractor

Property Mgt Acquisition Mgt ROW Mgt GIS Tech Application Supt. Record Mgt
Team Member Team Member Team Member Team Member Team Member Team Member

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PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES

List the team members, their role, responsibility and functional manager. Make sure to include a
comprehensive listing including those from the organization managing the project, business
members involved to ensure business objectives are met and the vendor members that may have
a specific role.

ROLE RESPONSIBILITY NAME FUNCTIONAL

AREA
Executive Steering Approve deliverables and Robert Ashmore, -- NMDOT, CIO
Committee and accept the final system. Chairperson
Provide IT staffing resources
IT Resource (members to be
for project management and
Manager determined)
project team,

Executive Steering Approve deliverables and Lawrence Barreras Director, TOPAMD

Committee and accept the final system. NMDOT
Provide ROW staffing
Business Manager resources for project team,

Executive Steering Provide and manage NMDOT Clyde Archibeque TOPAMD,

Committee and ROW staff and funding NMDOT,
ROW Resource resources
Manager

Executive Steering Manage the project to Shelley Espinoza NMDOT, IT Div

Committee and implement the system
State Project
Manager

State Project Team Application Support Audrey Garcia NMDOT, IT Div

Member

State Project Team GIS/LAR implementation Don Padilla NMDOT, IT Div

Member

State Project Team Document and Workflow Gab Vigil NMDOT, IT Div
Member implementation

State Project Team Property Management Robert Lopez TOPAMD

Member implementation

State Project Team Acquisition Management Juan Chavez TOPAMD

Member

State Project Team Right of Way Management Ron Noedel TOPAMD

Member

Subject Matter Database and system (to be determined) NMDOT, IT Div

Expert implementation

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 PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

ROLE RESPONSIBILITY NAME FUNCTIONAL

AREA
IV&V Project Oversight and (To be determined) Consultant,
conformance

5.5 STAFF PLANNING AND RESOURCE 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 PROJECT STAFF

Cost Estimated
Resource Estimate Hours Availability Skill Set Work Product/Deliverable

NMDOT project team NA Unk Available IT technical Manage and review project
within and deliverables.
Agency Business
mgt

5.5.2 NON-PERSONNEL RESOURCES

Use this section to list services or product (HW/SW and such) needed for project
Cost Estimated
Resource Estimate units/hours Availability Source Work Product/Deliverable

ROWPAMS COTS $200,000 COTS Procured RFP COTS licensed software

application software contract
System

Contractor implementation $550,000 Deliverables From RFP Contract Implementation

Services contractor Contract Deliverables

Contracted IV&V $30,000 UNK From State price Deliverable in accordance

contractor agreement with DoIT contract SOW

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 PROJECT TEAM TRAINING
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.

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 PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

There is no special training required for the Project Team. Team will be trained in the functions
of the COTS Application Software along with NMDOT staff in order to perform Acceptance
Testing of the system.

6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 RISK AND ISSUE MANAGEMENT

6.1.1 RISK MANAGEMENT STRATEGY

Provide a detailed explanation on the strategy for how risks are identified, analyzed/ quantified,
mitigated, reported, escalated and tracked. Include the use of tools such as project management
software, forms, and templates. A separate risk management plan may also be developed if
needed for the project and included as an Appendix to this document. If that is the case, a high
level summary of this plan needs to be included here with the specific reference.
6.1.2 PROJECT RISK IDENTIFICATION
Risks were identified based on the history of events and risk experienced by NMDOT with
similar projects.
6.1.3 PROJECT RISK MITIGATION APPROACH
The approach to mitigation is to plan in the contract for test and report to insure that deliverable
are functional and reviewed by technical staff. Proactive management actions are being taken
in the contract and this plan including reviews of all deliverables and a detail system acceptance
test process.
6.1.4 RISK REPORTING AND ESCALATION STRATEGY
The State project manager will alert the NMDOT CIO of any actions or issues that pose a
creditable risk to the project. The NMDOT CIO will review progress and NMDOT management
actions for possible risks. The project manager and the NMDOT CIO will implement mitigating
actions applicable to the situation. If such actions are beyond the authority of the NMDOT CIO,
they will be escalated to the Executive Steering Committee for action.
6.1.5 PROJECT RISK TRACKING APPROACH
In addition to the risk identified in this plan, the State project manager or the NMDOT CIO may
identify a potential risk occurrence. Once it is identified, it will be tracked by the Project
Manager in the Issue Action Log.

6.1.6 ISSUE MANAGEMENT

6.1.6.1 Internal Issue Escalation and Resolution Process

Issues that involve project resources, processes, procedures, or methodology will be resolved
within the NMDOT. Stakeholders on the project may submit an Issue Description and Resolution
Form, DOIT-PMO-FOR – 050 to document an issue. The key purpose in having an issue
escalation and resolution process is to use it for improving project processes as the project is

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 PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

executed versus waiting until lessons learned are discussed during project closure.

Issue Escalation and Resolution Process

Issues within this project will be discussed during the weekly project status meetings. Any
issues that cannot be resolved by the State Project Manager will be escalated to the NMDOT
CIO for resolution.
6.1.6.2 External Issue Escalation and Resolution Process
The same escalation and resolution process steps shown in the above Figure will be used for
external issues relating to the Project. The only difference between the internal and external
escalation and resolution processes would be the level of involvement of the NMDOT Executive
management or stakeholder organization to handle issues that involve project resources,
processes, procedures, or methodology that cannot be resolved by NMDOT CIO and the ESC.

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V

Independent Verification and Validation (IV&V) means the process of evaluating a system to
determine compliance with specified requirements and the process of determining whether the
products of a given development phase fulfill the requirements established during the previous
stage, both of which are performed by an organization independent of the development
organization. Describe the process that will be employed to meet IV&V requirements.
The Project Manager and the NMDOT CIO will negotiate contract for IV&V services from a State
Price Agreement vendor. This will be finalized upon DoIT approval of the contract award and
project certification.

6.3 SCOPE MANAGEMENT PLAN

Describe the process that is going to be used to manage the scope of the project. Make sure to
address managing stakeholder expectations.

6.3.1 CHANGE CONTROL

6.3.1.1 Change Control Process

Change Control establishes how change will be managed, including capturing, tracking,
communicating, and resolving change. Due to much ambiguity regarding change, it is vital that
we document and discuss the change process with the executive sponsor.
A formal change control process will be established on the Project to manage changes including
capturing, tracking, communicating, and resolving them. The focus areas that will specifically be
monitored for change are those changes relating to: Scope, Time, Cost, Quality, and
Stakeholder expectations.

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 PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

The NMDOT Executive Steering Committee (ESC) will serve as the Change Control Board for
the Project. The NMDOT CIO has the authority for to approve changes that do not involve scope
changes. In the event that the ESC is not able to meet the NMDOT CIO has the authority to
approve scope changes.

6.3.1.2 Change Control Board (CCB)

Insert a graphic or textual description identifying the Change Control Board (or function) for this
project. The CCB may be an individual or group of individuals authorized to approve changes to
the project plan.
The Change Control Board for this Project is the NMDOT Project Executive Steering Committee
may be composed NMDOT management staff and MRCOG. This CCB is authorized to approve
changes to the Project Plan. The Change Control Board’s primary responsibilities are:
 Review all proposed changes submitted formally via Project Change Requests.
 Approve changes that are objectively beneficial to the overall success of the
Project.
 Review, discuss and approve budget requests for the Project.

6.4 PROJECT BUDGET MANAGEMENT

Costs estimates are the costs applied to an activity in a project by assigning resources with
associated rates or fees. Resources can include equipment, material, technology, processing
cycles, or people. The total cost is critical and should be consistent with the proposal; include
breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an
appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or
deliverable).

6.4.1 BUDGET TRACKING

Budget Tracking will be provided after project deliverables are established in the contract and
the RFP contract approved.

6.5 COMMUNICATION PLAN

Communication planning involves determining the information and communication needs of the
stakeholders, executive sponsors, project team and others as needed. The communication plan
needs to address who needs what information, when they will need it, how it will be given to
them, and by whom. The complexity of the project may require a separate communication plan;
however a high level summary of that plan will need to be included here and a reference made to
the appropriate Appendix.

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 PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

6.5.1 COMMUNICATION MATRIX

Communica Element Frequency Responsibility Audience Media/ Format Distribution
tion HOW
WHAT/WHY WHEN BY WHOM FOR WHOM
WHERE
Project Guiding document for the Original start State Project DoIT, Presentation, CIO, PMO, DoIT,
Manage- management of the Update as Manager Project Team, MS Word, IV&V,
ment Plan project required. PMO Project
Repository
Project Identify work elements, Initial (base Contractor’s State Project MS Project State Project
Plan and deliverables, assignments, schedule) at Project Manager, Gantt Chart or Mgr, PMO, ESC,
Schedule work schedule, with start of the Manager NMDOT CIO, PDF and IV&V
completion dates for project and PMO, and IV&V Consultant,
deliverables and updates at Consultant Project
milestones all in order to least bi- Repository
keep the project on weekly
schedule
Project Presentation of Upon Contractor’s State Project Deliverable State PM,
Deliverable Deliverables for review, Completion Project Manager, Acceptance NMDOT CIO,
test, and acceptance with Manager Contract Form (Usually ESC, and IV&V
any equipment lists and Oversight via email) Consultant,
performance tests Consultant, ESC Project
Repository
DoIT Communicate project Monthly State Project DoIT format NMDOT CIO,
Project status using DoIT Manager and DoIT, Reports, DoIT,
Status Template NMDOT PMO
Report
Contractor’s Communicate Meeting Contractor’s Written report Project
Project Contractor’s Weekly Project State Project and Tele- Repository and
Status accomplishments, work in Manager Team, conference email to NMDOT
Report progress, Work Task and WebEx CIO, and IV&V
status, issues status, and Consultant
any variation to plans or
schedules
Project Communicate project Monthly Contractor’s NMDOT CIO, Written weekly ESC, Project
Progress accomplishments, plans, Project ESC, and IV&V status reports, Manager, and
Report work in progress, issues, Manager and Consultant MS Word IV&V
risks tracking, test results, State Project Consultant
performance, Manager
Manage- Presentation and Monthly or Contractor’s ESC and Other Verbal Comments to
ment demonstrations for Completion Project state presentation NMDOT CIO
Project management review of of Pilot, and Manager with Management with graphics and sent to
Reviews, & progress milestone or State Project and/or on site Project
Presenta- as requested Manager demonstration Repository
tions
Contract Verity adherence to Upon NMDOT CIO NMDOT CIO, Network Recommenda-
Administra- contract provisions, initiate deliverable and IV&V access to tion and finding
tion and amendments submission Consultant email and to CIO and
Oversight and As repository. Project Manager
Needed
Scope When a event arises As needed State Project NMDOT CIO or Scope PMO, NMDOT
Change which indicates a change Manager or ESC, and IV&V Change CIO, ESC,
in project scope NMDOT CIO Consultant Request Form Project Mgr.
Contractor, DoIT,
IV&V
Consultant

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 PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

Communica Element Frequency Responsibility Audience Media/ Format Distribution

tion HOW
WHAT/WHY WHEN BY WHOM FOR WHOM
WHERE
Project Establish a center location As Needed Contractor and Contractor and NMDOT Access via WEB
Document- for project documentation State Project State Project Project for Project
ation for consistency, efficiency Manager Manager, CIO, Repository Team,
Repository of communication and PMO, and IV&V Structure, Contractor
recording of project Consultant Electronic Project Team,
actions. collaborative NMDOT CIO,
file system to NMDOT PMO,
Documents and IV&V
stored in there Consultant
original
document
format or PDF
Project Communicate Project Updated Contractor’s NMDOT CIO, Issues Log Email to State
Issues Log issues, responsibility, Weekly Project PMO, Contract Form Project Mgr,
assignment dates, and Manager and Oversight NMDOT CIO,
status State Project Consultant IV&V
Manager Consultant,
PMO and stored
in the Project
Repository

6.5.2 STATUS MEETINGS

The Contractor’s Project Manager will communicate on a routine basis on project matters and
will provide a written Weekly Status Report to the State Project Manager.
The State Project Manager and NMDOT CIO continue to communicate on a regular basis
regarding key facets of the Rail Runner Wireless System and implementation issues as they
arise. To facilitate effective communication and provide accurate estimates of progress, the
Project team for this project will do the following to report on the project:
 Status Meetings: Status meetings will be held with the Contractor’s Project Manager
and the State Project Manager will be held weekly to discuss the current activities, the
schedule of activities coming up, prioritized risks and the status of open project issues.
Special focus will be given to those activities and action items that were planned, but not
accomplished. The State Project Manager will provide key items from the weekly status
to the NMDOT CIO. Usually these meeting will be held by teleconference call and with a
written report.

6.5.3 PROJECT STATUS REPORTS

 Monthly Progress Reporting: The State Project Manager will submit a written Monthly
Progress report to the State Project Manager. The State Project Manager will meet with
the NMDOT CIO on a monthly basis to discuss the current activities, the schedule of
activities coming up, prioritized risks and the status of open project issues. Special
focus will be given to those activities and action items that were planned, but not
accomplished. These reports will be emailed to the ESC.
 Periodic Progress Reporting to NMDOT Management: The State Project Manager
and NMDOT CIO will present an updates or demonstrations to NMDOT Executive

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 PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

Committee (ESC) monthly or for project milestones as appropriate for management

reviews. The DoIT Monthly Project Status report will be prepared in coordination
between the State Project Manager and NMDOT Project Management Office (PMO) and
submit to DoIT by tenth of each month by DOT PMO.
 Reports, Posting, and Distribution: The Contractor’s Project Manager and the State
Project Manager will write and post a progress reports to the WEB site Project repository
weekly. Report will provide detailing the current activities, the schedule of activities
coming up, prioritized risks and the status of open project issues. Access will be
provided for the WEB site Project Repository for the ESC, Project Team, and NMDOT
Project Management Office.
 Other Communications: The Project manager will use email, conference calls,
WebEx, and telephone calls to communicate with the project team and NMDOT CIO.

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)

The Project Manager and Executive Sponsor define the project metrics that will be used to
control the project. Each project will need to have an established metrics program. Metrics are
collected for measuring the progress of a project against its planned budget, schedule, resource
usage, and error rates, and of establishing a historical database, which will aid in planning and
forecasting future projects. At a minimum metrics must be established for time (schedule), cost
(budget) and quality.

6.6.1 BASELINES
Project Area Category Measure

Schedule and Progress Milestone Performance Milestone Dates

Work Unit Progress Component Status • Requirement

Status • Test Case Status •
Critical Paths Tested • Problem
Report Status • Reviews
Completed • Change Request
Status

Project Budget and Resources Personnel Effort • Staff Experience • Staff

Turnover

6.6.2 METRICS LIBRARY

6.7 QUALITY OBJECTIVES AND CONTROL

Quality Management includes the processes required to ensure that the project will satisfy the
needs for which it was undertaken. It includes all activities of the overall management function
that determine the quality policy, objectives, quality assurance, quality control, and quality

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PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

improvement, within the quality system. If a separate Quality Plan is used, include a high level
summary in this document and refer to the appropriate appendix.
The project Quality Objective and Control are being enforced by several procedures described
in this Project Management Plan:
1) Utilizing the Quality Matrix described in paragraph 3.3
2) The Project Deliverables processing described in paragraph 4.1.1.1
3) Deliverable acceptance and review processes in Article 4 and the Scope of Work in the
Contract with the implementing contractor.

6.7.1 QUALITY STANDARDS

Describe the agency, industry or regulatory project performance standards that will be followed and
assessed by the project. These quality standards will be used to assess whether the quality objectives
were achieved.
Identify each of the project quality standards that are directly related to the project and not to the
performance of the actual product and/or service. For each quality standard, identify the tracking tool or
measure such as number of project reviews or Project Status.

6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS

Review Type Quality Standard Tools Reviewer Reports

Requirements

Plans

Milestones

Testing

6.7.3 AGENCY/CUSTOMER SATISFACTION

The project manager should assess the on-going sense of the customer agency about how they
feel the project is going, and how team members are acting on the project. This feedback would
be helpful to the success of the project and the professional growth of the project team members.
Examples:
Areas of feedback When How Often
Agency awareness Progress Reports Monthly
Quality of communications Review and ESC meeting As required
Manages project tasks Meetings with CIO and ESC When deliverable are received
Productive Meetings As required As required

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 PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS

How the client takes procession of the product. Delivery of media; manuals; contracts; licenses;
services agreements; configuration settings; status of patches to COTS products; in-house or
vendor developed code; test cases, routines, and scripts; and other items required to operate the
product.

The project Deliverable Acceptance Process is described in Deliverable acceptance and review
processes in Article 4 and the Scope of Work in the Contract with INX, the implementing
contractor.

6.8 CONFIGURATION MANAGEMENT

Configuration Management determines how project information (files, reports, designs, memos,
documents, etc.) will be managed (tracked, approved, stored, secured, accessed, version control,
etc.) and owned by (e.g., Agency managing the project or the Customer). Standards and team
awareness are critical.
(Not Applicable)
6.8.1 Version Control (Not Applicable)
6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)
“Provide to the Department all project management and product deliverables. Deliverables shall include
but not limited to the project plan, project schedule, initial and periodic risk assessments, quality
strategies and plan, periodic project reports, requirements and design documents for entire project. The
lead agency must make available all deliverables in a repository with open access for the Department to
review” PROJECT OVERSIGHT PROCESS Memorandum.
The Contractor will provide a shared access Project Repository using via Web. The project
repository will follow the NMDOT prescribed organization structure which is attached. During
the project Closing Phase, the State Project Manager will transfer the Project Repository to
NMDOT electronic storage as designated by the NMDOT CIO. The State Project Manager is
responsible to oversee the maintenance of the repository and determine the level of access to
the State Project staff and Contractors.
The project repository will provide read only access to the ESC and stakeholders as
appropriate.

6.9 PROCUREMENT MANAGEMENT PLAN

Projects often have some element of procurement, i.e. the requirement to purchase goods and/or
services from outside the organization. The procedures to be used to handle these procurements
should be included here. Activities such as a make-or-buy analysis; writing requirements;
solicitation planning, evaluation and selection; inspection and acceptance; contract closeout
should all be included.

All purchases will follow the NMDOT Procedures and Policies, and the State of New Mexico
Procurement Code.

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 PROJECT MANAGEMENT PLAN FOR [PROJECT NAME]

Resource Procurement Method

Services System Implementation RFP contract for COTS software
implementation service
Software ROWPAMS COTS software RFP contract for delivery and RTU licensed
software
Maintenance Software Maintenance Part of the original RFP contract but requires
support services agreement contract review and approval by NMDOT

7. 0 PROJECT CLOSE
Project Close will always consist of administrative project activities and possibly contractual
project activities and an external vendor is employed. Completing both sets of activities is a
mandatory step in the project life cycle. Administrative activities complete the internal needs for
the Agency/Unit that is responsible for managing the project, such as lessons learned, recording
the last hours against the project, and providing transition for the staff to other assignments.
Contractual activities meet the contractual needs, such as executing a procurement audit and
formal acceptance of the project work products.
7.1 ADMINISTRATIVE CLOSE
Administrative Close occurs at both the end of phase and end of project. This closure consists of
verification that objectives and deliverables were met. Acceptance is formalized and phase
activities are administratively closed out. Administrative closure occurs on a “by-phase” basis in
accordance with the WBS and should not be delayed to project end. At that point, the burden of
closing is too great and audits inaccurate. The specific project close activities for a given project
are contingent on the project’s complexity and size. Project managers should work with the
project’s project management consultant to tailored Project Close procedures to compliment the
project’s objectives
7.2 CONTRACT CLOSE
Contract close is similar to administrative close in that it involves product and process
verification for contract close.

ATTACHMENTS
Attachments are included for additional information, but are not formally considered part of the
Project Plan for approvals and change management purposes. Examples
 Acronyms, abbreviations and definitions
 Technical glossary of IT terms
 Project Work breakdown schedule
 Project timeline

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