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NNEWEW M MEXICOEXICO 911 N 911 NETWORKETWORK (NM 911 N (NM 911 NETET)) PPROJECTROJECT

PPROJECTROJECT M MANAGEMENTANAGEMENT P PLANLAN (PMP) (PMP)

EXECUTIVE SPONSOR – RICK MARTINEZ

BUSINESS OWNER – JOYCE JOHNSON

PROJECT MANAGER – BILL RANGE

ORIGINAL PLAN DATE: JULY 28, 2010

REVISION DATE: JULY 28, 2010

REVISION: 1

TABLE OF CONTENTSTABLE OF CONTENTSTABLE OF CONTENTS.............................................................................................................................................. I

1. PROJECT BACKGROUND.....................................................................................................................................1

1.1 EXECUTIVE SUMMARY........................................................................................................................................ 11.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT.........................................................41.3 PROJECT REQUIREMENTS.................................................................................................................................... 5

2.0 OBJECTIVES......................................................................................................................................................6

2.2 BUSINESS OBJECTIVES........................................................................................................................................ 62.3 TECHNICAL OBJECTIVES...................................................................................................................................... 72.4 IMPACT ON ORGANIZATION................................................................................................................................. 82.5 TRANSITION TO OPERATIONS............................................................................................................................... 8

3.0 PROJECT/PRODUCT SCOPE OF WORK...............................................................................................................9

3.1 Change Control....................................................................................................................................... 93.1.1 Change Control Process....................................................................................................................................93.1.1.2 Change Control Board (CCB)...........................................................................................................................9

3.1 DELIVERABLES.................................................................................................................................................. 93.1.1 Project Deliverables.............................................................................................................................. 9Product Deliverables................................................................................................................................... 11

4.0 COMMUNICATION PLAN................................................................................................................................13

5.0 PERFORMANCE MEASUREMENT (PROJECT METRICS)....................................................................................13

5.1 SUCCESS AND QUALITY METRICS.......................................................................................................................... 135.2 Baselines............................................................................................................................................... 13

5.3 QUALITY OBJECTIVES AND CONTROL..........................................................................................................145.3.2 Project and Product Review AND ASSESSMENTS..................................................................................15

5.4 CONFIGURATION MANAGEMENT...............................................................................................................155.4.2 Project Repository (Project Library).....................................................................................................15

6.0 PROCUREMENT MANAGEMENT PLAN...........................................................................................................16

7.0 SCHEDULE ALLOCATION -PROJECT TIMELINE..................................................................................................16

8.0 BUDGET.........................................................................................................................................................18

9.0 PROJECT TEAM...............................................................................................................................................19

9.1 STAKEHOLDERS............................................................................................................................................... 199.2 PROJECT GOVERNANCE PLAN..................................................................................................................... 229.3 PROJECT MANAGEMENT............................................................................................................................ 22

9.3.1 PROJECT MANAGER’S CONTACT INFORMATION..................................................................................229.3.2 PROJECT MANAGER BACKGROUND.....................................................................................................23

9.4 PROJECT TEAM ROLES AND RESPONSIBILITIES............................................................................................239.5 PROJECT MANAGEMENT METHODOLOGY..............................................................................................................23

10.0 CONSTRAINTS..............................................................................................................................................23

11.0 DEPENDENCIES.............................................................................................................................................25

I

12.0 ASSUMPTIONS.............................................................................................................................................27

13.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY.........................................................................................27

14.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING.................................................................................29

15.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V...............................................................................30

16.0 PROJECT CLOSE............................................................................................................................................30

16.2 Contract Close..................................................................................................................................... 30

Revision History

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 July 28, 2010 Original Project Management Plan

II

PROJECT CHARTER NEW MEXICO 911 NET PROJECT, CENTRAL RING 1

1. PROJECT BACKGROUND1. PROJECT BACKGROUND

1.1 E1.1 EXECUTIVEXECUTIVE S SUMMARYUMMARY

Design Concept

A Two Path, IP-Enabled 911 Network for New Mexico 911

The E-911 Program has conceptualized an IP-enabled Next Generation (NG) 911 network that will provide connectivity to all PSAPs in the State of New Mexico. The predominant design feature of this conceptualized network is that it will have two diversely routed paths to every PSAP. Two paths into each PSAP will afford the greatest resiliency in the network and eliminate single points of failure that today compromise PSAP service thereby endangering the lives and property of New Mexicans. A second high-level design feature of the conceptualized two-path network is that at least two service providers using distinct transport media into each PSAP is desired; the goal being that at no point in the two respective paths shall the paths share the vulnerability of being co-located and potentially cut and rendered out-of-service at the same time due to the same incident. The diverse route and distinct media goals can be satisfied if one network path is in the ground or “terrestrial” based and the other is “mountain top to mountain top” or microwave based. The two path network is called New Mexico 911 Network or “NM 911 Net” for short.

Diagram 1—Depiction of the “Mountain Top to Mountain Top” Network

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Path One, a Terrestrial Network Path

Path one is intended to be a terrestrial network path. There are some options for the terrestrial path that are being considered. One terrestrial path option is Qwest’s Multi-Protocol Label Switching (MPLS) network that is available throughout New Mexico today. A limitation of Qwest’s MPLS network is that its costs today are prohibitive. The E-911 Program is closely monitoring potential Qwest MPLS price reductions that may result from a Department of Information Technology (DoIT) RFP. If a contract is awarded to Qwest, MPLS can be purchased at significantly lower prices. There may be other options for the terrestrial path and therefore the E-911 Program is working with DoIT to keep other path one options open. The terrestrial path is beyond the scope of this project.

Path Two, a “Mountain Top to Mountain Top” Network Path

Path two is a “mountain top to mountain top” network path using microwave technology. A significant amount technical work and planning was put into seeking a Federal grant. The grant application described a conceptual design of the “mountain top to mountain top” network as a six ring, self-healing, IP-enabled network with a microwave backbone. The application was relevant to meeting NG-911 and interoperability objectives and the Federal government granted New Mexico almost $1 million to put the first ring into place.

With the Federal funding in mind, the project charter certification request has been intentionally scoped to only the initial portion—the ‘Central Ring’—of the “mountain top to mountain top” microwave network.

Diagram 2—Depiction of the NM 911 Network, Central Ring Only

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Project Overview

This project charter certification request sought and gained approval for only the Central Ring portion of the NM 911 Net on March 24, 2010. The Central Ring project and its primary deliverable—a self-healing IP-enabled network ring in Central New Mexico—is part of a much larger multi-year, multi-vendor project that will bring two paths of 911 network connectivity to every Public Safety Answering Point (PSAP) in New Mexico. The Central Ring portion of the larger project is the only focus of this project, not the entire two-path network project itself.

The scope of this project is limited to the planning and implementation of the Central Ring in order to:

1. Make the project objectives clearer,

2. Constrain the cost of the project, and

3. Identify and mitigate the impact of risks to the larger NM 911 Net project.

Some high-level objectives of the Central Ring project include the following:

1. Install the first portion of a larger IP-enabled NG-911 network in New Mexico.

2. Install a test network interface with a Next Generation (NG) 911 switch known as the NG Soft Switch.

3. Install an interface from the Central Ring to the legacy 911 switches known as the Selective Routers.

4. Interconnect eight PSAPs that will be used for:

a. Test and acceptance of connectivity between PSAPs and the legacy and NG-911 switches,

b. Design refinement (iterative process with test development),

c. Development and execution of network test and acceptance procedures, and

d. Planning the larger network project around cost and schedule constraints.

The Central Ring project will serve as pilot project to develop and refine the requirements of the larger NM 911 Net project. The Central Ring project will allow us to specify any items that are currently unspecified for use in the larger project. Examples include the minimum network bandwidth requirements and final test and acceptance criteria. The test results, recommendations, and lessons learned from the Central Ring project will be analyzed and used in planning and guiding the larger NM 911 Net project to success.

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1.2 S1.2 SUMMARYUMMARY OFOF THETHE FOUNDATIONFOUNDATION PLANNINGPLANNING ANDAND DOCUMENTATIONDOCUMENTATION FORFOR THETHE PROJECTPROJECT

The Need to Shift from Legacy to NG911 Technology

Enhanced 911 (E-911) calls across New Mexico are being delivered to Public Safety Answering Points (PSAPs) by a Legacy 911 network, heretofore referred to as the “Legacy 911 network”, which is based upon 1970s circuit switching technology. Meanwhile, there is a national movement being led by the Federal government—for funding—and by the National Emergency Number Association (NENA)—for the creation of standards—for implementing IP-enabled technology for call delivery, text, image, and video messaging into PSAPs. The new standards refer to the collection of future services described above as Next Generation-911 (NG-911) services.

Public perception is that 911 centers are capable today of receiving NG-911 services. However, the legacy 911 network infrastructure is in fact NOT as capable as public perception suggests. Today, PSAPs in New Mexico cannot interface with the public as described because of the Legacy network. Part of the new standard for enabling NG-911 services in PSAPs is the necessary implementation of an IP-enabled network which can carry the NG-911 services. In addition to providing new services at the PSAP, another significant and intentional benefit of implementing an IP-enabled network for 911 is improved interoperability with PSAPs across the nation. An NG-911 IP-enabled network puts New Mexico PSAPs on a nation wide network or grid for nationwide interoperable communications.

NG-911 has been heavily touted in the 911 industry for the past few years. Chief among the industry leaders advocating NG-911 are NENA, APCO, and the 911 Institute. The E-911 Program has been following and participating in NG-911 standards development, test cases, and implementations since the beginning.

Planning for the transition to a Next Generation network began with a NG-911 Feasibility Study in 2007 and is ongoing. PSAP and GIS stakeholders met in FY09 to assist with a long range plan to migrate to Next Generation. A Technical Working Group was formed in early FY10 to provide a forum for issues and information around Next Generation migration. The Working Group consists of representatives from PSAP management, PSAP IT staff, a nationally recognized Next Generation consultant, various service providers for equipment and network, the Department of Homeland Security and Emergency Management (DHSEM) and the Department of Information Technology (DoIT). This group will serve as a Steering Committee for Next Generation planning and implementation.

The stakeholders involved in the NG-911 Tech Working Group recognize the growing need to implement NG-911 services and support the implementation New Mexico’s NG-911 network. This project, if approved, will implement the first ring—the Central Ring—of a six ring “mountain top to mountain top” microwave network that is part of a larger NG911 Net project. The Central Ring project is the first step in the shift from legacy 911 to NG-911 technology.

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The Need for Improved Resiliency in the 911 Network

As evidenced by repeated failures of the legacy 911 network, there is a clear, demonstrated need to improve resiliency in the 911 network thereby ensuring the protection of life and property of New Mexicans. This need for network resiliency (also called network diversity) is the second major factor driving the need for this project. PSAP up-time is less than desirable because of the technological limitations of the legacy 911 network. On the legacy 911 network, there are several single points of failure which invariably cause PSAP outages. PSAP outages endanger lives and property in New Mexico. In most cases a single cable cut on the legacy 911 network can take a PSAP out of service for several hours or in worse cases, outages can last for days. The lack of network path redundancy in the legacy 911 network has long been recognized as a weakness and a risk to life and property.

Efforts have been made to mitigate the likelihood and impact of network outages by 911 equipment vendors, legacy 911 network providers, PSAP Managers, and PSAP IT staff alike. For example, every PSAP has identified a designated PSAP back-up where calls will route under outage conditions. However, despite all the best intentions and the mitigating actions, there continue to be instances on today’s legacy 911 network where outages to PSAPs put the lives and property of New Mexicans at risk.

Network resiliency is one of the foundations of an NG-911 network. The first of six “mountain top to mountain top” rings will provide network connections into eight PSAPs and will thereby improve resiliency by an order of magnitude over the legacy 911 network.

Potential Loss of Nearly $1 Million in Federal Grant Funding

In September 2009, the National Highway Transportation Safety Administration (NHTSA) awarded $888,894 to the NM E-911 Program to implement the first of a six ring “mountain top to mountain top” microwave network. The award, significantly higher than the basic application amount of $500,000, was based on the appropriateness, relevance and potential for meeting national requirements for NG-911.

The ENHANCE 911 Grant Act requires on-going certification that E-911 funds have not been diverted to any other purposes. Any “fund sweeps” would disqualify New Mexico from the grant as well as require any grant funds received be returned to NHTSA. The Federal grant funding must be used by September 30, 2012 or it will be lost; no extensions will be granted.

1.3 P1.3 PROJECTROJECT R REQUIREMENTSEQUIREMENTS

CRITERIA YES/NO EXPLANATION

Project is mission critical to the agency Yes An IP-enabled network to meet public expectations for NG-911 services such as text

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messaging, etc

Project cost is equal to or in excess of $100,000.00

Yes Non-recurring costs of the Central Ring are approximately $1 million

Project impacts customer access No Access to 911 is critical to saving lives and property

Project is one deemed appropriate by the Secretary of the DoIT

Yes Project is administered by DFA/LGD on behalf of local governments. It is not a state agency project. DFA intends to follow reporting precedents set in the Wireless Rollout Project

Will an IT Architecture Review be required? Yes Technical Architecture Review will be completed during the Planning Phase

2.0 OBJECTIVES2.0 OBJECTIVES

NUMBERNUMBER DESCRIPTIONDESCRIPTION

2.1 The E-911 Program’s mission is to improve 911 service throughout New Mexico

2.2 B2.2 BUSINESSUSINESS O OBJECTIVESBJECTIVES

NumberNumber DESCRIPTIONDESCRIPTION

Business Objective 1 Provide an IP-enabled network for transporting current 911 services (landline, VoIP and wireless) and capable of future 911 services (text, still images and full motion video)

Business Objective 2 Provide a platform for testing network connectivity and functionality

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between PSAPs and the legacy and NG switches

Business Objective 3 Provide maximum network reliability by implementing an IP-enabled 911 network that utilizes self-healing ring topology

2.3 T2.3 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


Business Objective 1 Provide an IP-enabled network for transporting current 911 services (landline, VoIP and wireless) and capable of future 911 services (text, still images and full motion video)

Technical Objective 1.1 Conduct a pilot test to confirm that assumptions of network design are sound and correct

Technical Objective 1.2 Test and prepare the migration of 911 traffic onto the IP-Enabled network

Technical Objective 1.3 Establish minimum security standards for network connections

Technical Objective 1.4 Establish through contract a network management entity responsible for maintenance and management of the network, serving as a single point of contact in a multi-vendor environment


Business Objective 2 Provide maximum network reliability by utilizing a redundant, diversely routed 911 network that utilizes self-healing ring topology.

Technical Objective 2.1 Ensure reliability with Service Level Agreements requiring 99.999% network availability.

Technical Objective 2.2 Utilize network solutions that use self healing ring topology to support maximum network reliability.

Technical Objective 2.3 Enhance reliability by engaging a Managed Services entity to oversee the multi-vendor Next Generation environment.

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2.4 I2.4 IMPACTMPACT ONON O ORGANIZATIONRGANIZATION

AreaArea DESCRIPTIONDESCRIPTION

End user PSAPS

Business Processes Initial impact to the basic 911 call taking function is unchanged. The information to the PSAP will be transported over IP facilities rather than antiquated circuited switched technology. Long term the impact on the call taker will be great.

IP Operations and Staffing

Converting to an IP network impacts PSAP IT operations and staffing requirements. Some PSAPs in rural areas may be challenged to provide the IT support needed, in particular systems security needs will be impacted.

Training Training needs must be tailored to the new network environment and increased data management.

2.5 T2.5 TRANSITIONRANSITION TOTO O OPERATIONSPERATIONS


Preliminary Operations Location and Staffing Plans

Operations of the network will be further explored in the Planning Phase of the project. The need for a network management entity is documented and will continue to be explored.

Data Security, Business Continuity

NENA’s NG-911 security document will be the guiding document for security of the NG-911 network. Security standards must be met prior to any PSAP transitioning to the new network environment. Standards will be developed with input from the Department of Information Technology, National Emergency Number Association and the Department of Homeland Security and Emergency Management.

Maintenance Strategy The network management entity will be responsible for maintenance of the network in a multi-vendor environment.

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Interoperability The network is intended to support the interoperability of local government radio traffic. It will support the national call for interoperability enabling local entities to transfer E-911 calls within the state or to other state local law enforcement responders.

Record retention Record retention requirements, if any, for network data will be in compliance with the NENA NG-911 Security guide and dictated by the law.

Consolidation strategy The NG-911 network supports consolidation of various services to central locations through the use of host-remote 911 call taking equipment and server based solutions. An example is serving two PSAPs through a host-remote relationship rather than having completely separate systems in both locations.

3.0 PROJECT/PRODUCT SCOPE OF WORK3.0 PROJECT/PRODUCT SCOPE OF WORK

3.1 C3.1 CHANGEHANGE C CONTROLONTROL

3.1.1 CHANGE CONTROL PROCESS

Equipment vendors, network providers, and PSAP personnel can conceivably develop a valid change request. All change requests must be provided to the project manager for consideration and possible approval. All change requests that have a fiscal impact to the project MUST be submitted in writing to the project manager.

3.1.1.2 CHANGE CONTROL BOARD (CCB)

The project will not have a formal change control board; however, the project steering committee mentioned in section 9.2 will approve all change requests that impact the project budget. It is the responsibility of the project manager to bring written changes to the appropriate project stakeholders upon receipt of a change request.

3.1 D3.1 DELIVERABLESELIVERABLES

3.1.1 P3.1.1 PROJECTROJECT D DELIVERABLESELIVERABLES

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Project Charter The Project Charter for Certification sets the overall scope for the project, the governance structure, and when signed is considered permission to proceed with the project. The Project Charter for Certification is used to provide the Project Certification Committee with adequate knowledge of the project and its planning to certify the initiation phase of the project

Certification Form The Request for Certification and Release of Funds form is submitted when a project goes for any of the certification phases. It deals with the financial aspects of the project, as well as other topics that indicate the level of planning that has gone into the project. Many of the questions have been incorporated into the preparation of the project charter

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

IV&V Contract & Reports “Independent verification and validation (IV&V)” means the process of evaluating a project 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 lead agency. Independent verification and validation assessment reporting. The Department requires all projects subject to oversight to engage an independent verification and validation contractor unless waived by the Department.

IT Service Contracts The Department of Information Technology and the State Purchasing Division of General Services have established a template for all IT related contracts.

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Risk Assessment and management

The DoIT Initial PROJECT RISK ASSESSMENT template which is meant to fulfill the following requirement:

“Prepare a written risk assessment report at the inception of a project and at end of each product development lifecycle phase or more frequently for large high-risk projects. Each risk assessment shall be included as a project activity in project schedule.” Project Oversight Process memorandum

Project Schedule A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. The defacto standard is Microsoft Project

Monthly Project Status Reports to DoIT

Project status reports. For all projects that require Department oversight, the lead agency project manager shall submit an agency approved project status report on a monthly basis to the Department.

Project Closeout Report This is the Template used to request that the project be officially closed. Note that project closure is the last phase of the certification process

PPRODUCTRODUCT D DELIVERABLESELIVERABLES

Security Plan Develop a Security Plan following the NENA NG-911 Security standard.

PSAP Security Audit requirements document

Based on the security plan, produce documentation to record and evaluate the PSAP readiness to migrate to the new IP environment.

Proof of Concept requirements documentation

Establish parameters for a trial using the network and proposed interfaces to demonstrate and document network throughput and functionality.

Documented Successful Proof of Concept trial

Provide documented results of tests established in the Proof of Concept requirements.

Test and Acceptance documentation

Establish test and acceptance documentation for each PSAP location.

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Network Management requirements document

With input from stakeholders and service providers, establish the functions required in a managed services entity.

Network Management entity identified

Establish through RFP/contract process a managed services entity to manage and monitor the health of the network.

PSAP Connectivity Test and Acceptance

Conduct established test and acceptance procedures at each PSAP. Engage and transfer responsibility to the network management entity and migrate 911 traffic to the IP-enabled network.

IV&V Contract Establish an IV&V contract for the project.

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4.0 COMMUNICATION PLAN4.0 COMMUNICATION PLAN

A separate communication plan is unnecessary for this project. The project manager holds the responsibility to communicate to the steering committee the communication reporting requirements of the project. It is the project manager’s responsibility to ensure communication needs are clearly delineated to include what needs to be communicated, to whom, and by when. In summary, the project manager is the primary communication hub for this project.

5.0 PERFORMANCE MEASUREMENT (PROJECT METRICS)5.0 PERFORMANCE MEASUREMENT (PROJECT METRICS)

5.1 S5.1 SUCCESSUCCESS ANDAND QUALITYQUALITY METRICSMETRICS


Quality Metric 1 Network availability shall be equal to or greater than 99.999 percent.

5.2 B5.2 BASELINESASELINES

Project Area Category Measure

Cost Cost Control Deliver project and product within $3 Million

Schedule Milestone Performance Meeting all major milestones within a week of scheduled date

Scope Scope Control Project efforts shall focus on delivering a central ring to 8 PSAPs only while delivering network infrastructure, switching, managed services, for call delivery only. No NG “services” shall be delivered during this project.

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5.3 QUALITY OBJECTIVES AND CONTROL5.3 QUALITY OBJECTIVES AND CONTROL

5.3.1 Quality Standards

No. Quality Standard Tracking Tool or Measure

1 Project phase is completed by the established finish date.

1. Project Schedule

2. Project Status

2 Project is completed within budget. 1. Project Charter

2. Project Status

3 Scheduled project reviews show contractors deliver requirements specified in the contract by due dates or pay penalties.

1. Vendor Contract

2. Final Site Acceptance

4 Project issues are resolved and documented within 10 calendar days of identification or extensions are justified.

1. Issues Tracking

5 Project will be completed based on the original project scope and approved scope changes.

1. Project Charter

2. Project Plan

3. Control Change Request

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5.3.2 P5.3.2 PROJECTROJECT ANDAND P PRODUCTRODUCT R REVIEWEVIEW AND ASSESSMENTS AND ASSESSMENTS

Review Type Quality Standard Tools Reviewer Reports

Requirements All requirements of the project shall be met or formally waived

Requirements may be listed and verified as being delivered during testing and/or IV&V

IV&V Vendor, E-911 Program

Final IV&V Report

Plans Project phase plans are reviewed and approved by the PCC

Planning documents

PCC Status reports are useful and may be used

Milestones Major milestones are listed in the project schedule and as stated above, are to be met within one week of the baselined schedule

Project Schedule E-911 Program Project status reports

Testing All “mandatory” test requirements shall be met. Discretionary test requirements may be met.

Test and acceptance plans and procedures

E-911 Program, IV&V Vendor

Final Test Report(s)

5.4 CONFIGURATION MANAGEMENT5.4 CONFIGURATION MANAGEMENT

5.4.1 Version Control

All project documents and systems will be numbered and tracked by version.

5.4.2 P5.4.2 PROJECTROJECT R REPOSITORYEPOSITORY (P (PROJECTROJECT L LIBRARYIBRARY))

All project and product documents and related deliverables will be stored at DFA at the following location:

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Q:\Special Programs Bureau\E-911\Plans\New Mexico 911 Network Project Files

6.0 PROCUREMENT MANAGEMENT PLAN6.0 PROCUREMENT MANAGEMENT PLAN

All purchases will be done off an appropriate State Pricing Agreement with a vendor or through an RFP process. The services and good needed for this project are known to be available through a price agreement but the potential to conduct an RFP procurement is available and recognized by the project management team.

7.0 SCHEDULE ALLOCATION - PROJECT TIMELINE7.0 SCHEDULE ALLOCATION - PROJECT TIMELINE

A detailed project schedule in MS Project format has been created. The schedule is organized by major phase and all tasks within each phase are grouped to create structure and a natural task flow. Each task has a predecessor and a successor and is assigned a specific resource. The screen capture below has several tasks collapsed for viewing in this word document. The MS Project document is available electronically in the project folder at DFA.

Phase 1: Initiation Tasks with Gantt Chart

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Phase 2: Planning Tasks with Gantt Chart

Phase 3: Implementation Tasks with Gantt Chart

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Task 4: Closure Tasks and Gantt Chart

8.0 BUDGET8.0 BUDGET

ITEMITEM COST COST ESTIMATEESTIMATE

VENDORVENDOR

Central Ring $1,000,000 Trillion

PSAP Routers and Firewalls $100,000 TBD

Consulting Services $500,000 L.R. Kimball

IV& V TBD TBD

Managed Services TBD TBD

Network Interface equipment TBD TBD

Project Total $2,200,000+

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9.0 PROJECT TEAM9.0 PROJECT TEAM

9.1 S9.1 STAKEHOLDERSTAKEHOLDERS

NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

Dennis Cleary Next Generation 911 consultant

L. Robert Kimball and Associates

Consulting Project Manager

Mike Eades Next Generation 911 consultant

L. Robert Kimball and Associates

Senior Technical lead

PSAP Directors Recipients of the project product

local government operated PSAPs across New Mexico

Director

PSAP IT Staff Technical recipient of the project product; responsible for day to day IT operations in the PSAP.

local government operated PSAPs across New Mexico

PSAP IT Manager

Josh Mariea Provider of routers and firewalls for the network security

ISC Senior Account Manager

Bill Range, ENP, PMP Project Manager Department of Finance and Administration, Local Government Division

New Mexico E-911 Program Director

Joyce Johnson Project Business Owner Department of Finance and Administration, Local Government Division

Special Programs Bureau Chief

Rick Martinez Project Executive Sponsor Department of Finance and Administration

Deputy Cabinet Secretary

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Mark Brown Network and equipment provider

Qwest Global Account Manager

Stephen Doyle Network and equipment provider

Qwest Sales Engineer

Kevin Bethke Network provider Trillion Chief Operating Officer

Lou Olsen Network provider Trillion Vice President of Operations

Ken Proud Network provider Trillion Vice President of Construction

Jason Mangawang Network provider Trillion Network Engineer

Marty Ortiz Network provider Trillion Director of Professional Services

Susan Cunningham Geographic Information Systems (GIS) contractor

Spatial Data Research

CEO

Glenn Condon GIS subject matter expert DFA, Local Government Division

New Mexico E-911 GIS Manager

Local Government GIS/Rural Addressing Personnel

Providers of addressing and GIS data to local PSAPs

Various Various

Dieter Schmidt PSAP equipment provider Motorola Project Manager

Art James PSAP equipment provider Motorola Sales

Municipal League, NM Association of Counties

Efficient, Interoperable E-911

Various affiliate groups such as GIS, E-911, Sheriffs and Police Chiefs

Various

Mike Defausell PSAP IT Manager State Police District Communicatio

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4 ns Supervisor

Marti Griego PSAP Director Espanola Rio Arriba E-911 Center

Director

Glendora Orphey PSAP Supervisor McKinley Metro Dispatch Authority

Administration Operations Manager

Sheri Rogers PSAP IT Manager San Juan County Consolidated Communications Authority

Systems Administrator

Don Scott Homeland Security representative

Department of Homeland Security and Emergency Management

Bureau Chief, DHSEM, Response and Recovery

Robert Landavazo PSAP IT Manager Mesilla Valley Regional Dispatch Authority

IT manager

Aaron Chavez PSAP IT Manager Valencia County Regional Communications Center

IT Manager

Maynard Salazar Department of Information Technology (DoIT) representative

DoIT Division Director

Bob Nayer Department of Information Technology (DoIT) representative

DoIT Deputy Cabinet Secretary

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9.2 PROJECT GOVERNANCE PLAN9.2 PROJECT GOVERNANCE PLAN

9.3 PROJECT MANAGEMENT9.3 PROJECT MANAGEMENT

9.3.1 PROJECT MANAGER’S CONTACT INFORMATION9.3.1 PROJECT MANAGER’S CONTACT INFORMATION

ROLEROLE NAMENAME ORGANIZATIONORGANIZATION PHONE #(S)PHONE #(S) EMAILEMAIL

Project Manager

Bill Range, ENP, PMP

Department of Finance and Administration, Local Government Division

(505) 827-4804 (Office)

(505) 690-9111 (Cell)

[email protected]

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9.3.2 PROJECT MANAGER BACKGROUND9.3.2 PROJECT MANAGER BACKGROUND

Bill Range has 30 years experience in the telecommunications field. Mr. Range has managed complex telecommunications projects including the Texas Poison Control Network and the New Mexico Wireless Rollout Project. Mr. Range is a certified Project Management Professional (PMP) by the Project Management Institute. Mr. Range is also a certified Emergency Number Professional (ENP) by the National Emergency Number Association (NENA). Mr. Range is the only State E-911 Program Director in the United States that holds both the ENP and PMP certifications.

9.4 PROJECT TEAM ROLES AND RESPONSIBILITIES9.4 PROJECT TEAM ROLES AND RESPONSIBILITIES

RROLEOLE RRESPONSIBILITYESPONSIBILITY

Network provider Provide network connectivity from the telco interface to the PSAP

Consultants Provide technical assistance and guidance to the Project Manager

PSAP Equipment Providers

Provide the Customer Premise Equipment (CPE) at the PSAP site to include call answering equipment as well as network security devices such as firewalls and routers.

GIS Consultants & Reps

Provide input to the project planning process with respect to GIS issues.

PSAP Directors Provide input from the end user standpoint, sign site agreements with necessary vendors to receive network equipment.

PSAP IT Staff Provide technical input from the end user standpoint.

DHSEM & DoIT Provide input on the planning and implementation process.

9.5 P9.5 PROJECTROJECT MANAGEMENTMANAGEMENT M METHODOLOGYETHODOLOGY

The project management methodology to be used in this project will follow the standard set of processes and procedures set forth by the Project Management Institute (PMI). As noted above, the project manager assigned to this project is a certified Project Management Professional (PMP). The basic phases of the project are Initiation, Planning, Implementation and Closeout. Each of these phases will have a set of deliverables and phase gates that collectively provide a methodology for the project. The System Development Life Cycle (SDLC) will also be considered as dictated by the unique needs and challenges of the project; however, very little software development is anticipated.

10.0 CONSTRAINTS10.0 CONSTRAINTS

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10.1 The Federal grant funding must be used by September 30, 2012 or it will be lost; this constrains the project completion date to no later than this date.

10.2 Qwest owns and operates the two Selective Routers (SRs) that perform call routing on the legacy 911 network; therefore cooperation from Qwest is considered a constraint on the project.

10.3 NG-911 Soft Switch technology is new and only available from a limited set of vendors; the limited vendor offering is a constraint worth acknowledging.

10.4 Qwest presumed regulatory restrictions from sending E-911 traffic to a non-LEC/CLEC network must be resolved through the acquisition of managed services for network health and status monitoring.

10.5 Governing body permitting (Local, State, Federal or Tribal) must be obtained prior to construction start at any given tower site, which may impact site acquisition and installation schedule.

10.6 Weather conditions, such as snow or high winds, could delay completion of tower sites particularly in the northern mountainous regions of the state.

10.7 Budget availability could affect the build out schedule; however, with the phased approach the budgetary demand will be spread over a period of time.

10.8 Labor availability could affect resources for the build out.

10.9 Citizen group opposition could delay the construction of tower sites.

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11.0 DEPENDENCIES11.0 DEPENDENCIES

NUMBENUMBERR

DESCRIPTIONDESCRIPTION TYPE M,D,ETYPE M,D,E

11.1 Project Certification Committee Approval M

11.2 Board of Finance approval for release of funds must be completed prior to start of construction.

M

11.3 CAMA transport successful proof of concept functional testing and design approval

M

11.4 Resolve Qwest regulatory concerns on sending E-911 traffic to a non LEC/CLEC network

M

11.5 Completed fiber builds to the Qwest-Trillion interconnection points at Bernalillo County Communications Center

M

11.6 After appropriate testing and design change, turn up of each PSAP site is dependent on connectivity to both Selective Routers.

M

11.7 Testing and Acceptance procedures must be developed prior to site turn up.

M

11.8 Acceptance testing and network security compliance must be completed prior to turn up of each PSAP site.

M

11.9 Change management authority control point and inventory control and processes must be in place.

M

11.10 PSAP must pass building and network security (access control) readiness prior to being connected to the new network.

M

11.11 Line of site, site survey for all tower sites and PSAP sites, and site agreements with PSAPs must be completed prior to installation.

M

11.12 Network interface devices such as routers, firewalls and gateways must be procured and delivered prior to scheduled installation.

E

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NUMBENUMBERR

DESCRIPTIONDESCRIPTION TYPE M,D,ETYPE M,D,E

11.13 The preferred sequence of eventual ring build out after the Central Ring is: 1) Southeast, 2) Northwest, 3) North, 4) Northeast and 5) Southwest ring. D

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12.0 ASSUMPTIONS12.0 ASSUMPTIONS


12.1 There is inherent value in providing an IP-enabled network for the purposes of migrating current 911 call traffic over. Independent of specific network providers and devices, current and future 911 technologies can be supported with the new IP-enabled network.

12.2 Equipment and service vendors will cooperate to the extent that they work through conflict and meet deadlines on-schedule.

12.3 Issues will arise during testing that cause reconfiguration and possibly re-design. A change order process will be developed and strictly enforced to deal with this issue.

12.4 E-911 Fund revenues will remain at the adequate levels for the duration of this project; otherwise matching the federal grant money could prove to be a challenge.

12.5 PSAP equipment upgrade requests will remain at or below anticipated levels; a spike in valid, approved PSAP equipment requests could impact the funding and schedule of this project.

12.6 Initially only 911 network traffic will be placed on the Central Ring network. (Note: In the future it is feasible this network can be extended for communication use among local government first responders.)

13.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY13.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY

13.1 Loss of funding #1

Description – If this project does not gain charter certification in a timely manner then federal grant funding will be lost

Probability: Low Impact: High

Mitigation Strategy: Complete project certification by March 2010Contingency Plan: Work with DoIT to improve the request to gain charter certification

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13.2 Loss of funding #2

Description – If there is a raid on the E-911 Fund for purposes other than E-911 then there will be a decrease in funds available for project loss of federal grant funding will occur

Probability: Low Impact: Very High

Mitigation Strategy: Educate legislature on NG-911 Project, equipment upgrade plans and the encumbrance process to demonstrate and justify critical use of E-911 fundsContingency Plan: Delay and extend timeline to implement the NG-911 network. Consider bonds to pay for the network

Note: As of project planning certification, this risk was not realized and remains listed only for tracking purposes. This was not a realized risk.

13.3 Regulatory Schedule Delays

Description – If Qwest’s perceived regulatory and managed services requirements cannot be surmounted, then the project schedule will be delayed

Probability: Low Impact: High

Mitigation Strategy: During detailed project planning, identify these issues and create a plan to deal with the them that clearly identifies the actions and owners and a timeline for resolutionContingency Plan: Engage the Public Regulation Commission (PRC) to assist in resolving issues

13.4 Systems Security

Description – If a lack of site security exists (could be ANY aspect of security including physical, network, etc.) then there will be delay in connecting the site to the network

Probability: Medium Impact: High

Mitigation Strategy: Assess security baseline at each site early using the project’s security standard. (Note: this security plan will be developed for the project using NENA’s NG-911 Security Standard and input from DHSEM and DoITContingency Plan: Move ahead with implementation of the Central Ring without physically connecting the PSAP to the network

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13.5 Procurement delays

Description – If procurement of the managed services contractor is delayed, then the project will be delayed

Probability: Medium Impact: Medium

Mitigation Strategy: Initiate the process to procure managed services as quickly as possible following certificationContingency Plan: Use contractor already on State price agreement

14.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING14.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING

Project status reports will be made to the PCC on a quarterly basis for the life of the project unless significant lack of progress occurs due to risk realization, lack of funding, or another extenuating circumstance.

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15.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V15.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V

Project/Product Area Yes/No

Project Management Yes

Quality Management Yes

Training No

Requirements Management Yes

Operating Environment Yes

Development Environment No

Software Development No

System and Acceptance Testing Yes

Data Management No

Operations Oversight Yes

Business Process Impact No

16.0 PROJECT CLOSE16.0 PROJECT CLOSE

As identified in the project schedule, a final project analysis and Closeout Report will be produced at the conclusion of the implementation or “closeout” phase of the project. Also during closeout the IV&V vendor will write a Final IV&V Report for the project. Lastly, the E-911 Program will write a lessons learned report with input from all participating stakeholders. The project will be fully closed upon receipt of the PCC certification of the project closure form.

16.2 C16.2 CONTRACTONTRACT C CLOSELOSE

As appropriate, contracts will be “closed” upon receipt of all due product and data deliverables as defined in the relevant contract document(s).

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