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POINT OF SALE CASHIERING PROJECT

PROJECT MANAGEMENT PLAN PROJECT MANAGEMENT PLAN (PMP)(PMP)

EXECUTIVE SPONSOR – EMILY OSTER (TRD DEPUTY CABINET SECRETARY)

CHIEF INFORMATION OFFICER – MIKE BACA (TRD CIO)

BUSINESS OWNER - AYSHA MORA (TRD/ACD DIRECTOR)

PROJECT MANAGER – ELIZABETH SANCHEZ (TRD/ITD GENTAX BUREAU CHIEF), MARCUS GEE (TRD/ITD PROJECT MANAGER, DARRYN HERNANDEZ (FAST PROJECT MANAGER)

ORIGINAL PLAN DATE: NOVEMBER 12, 2019REVISION DATE:

REVISION: 0.1

POS CASHIERING PROJECT MANAGEMENT PLAN DRAFT

RREVISIONEVISION H HISTORYISTORY.................................................................................................................................................................................................. IIIIII

ABOUT THIS DOCUMENT................................................................................................................................... IV

1.0 PROJECT OVERVIEW...................................................................................................................................... 1

1.1 Executive Summary- rationale for the Project 11.2 funding and sources 11.3 constraints 21.4 dependencies 21.5 ASSUMPTIONS 21.6 Initial Project Risks Identified 2

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................5

2.1 Stakeholders 52.2 Project Governance Structure 6

2.2.1 Describe the organizational structure – Org Chart.....................................................................................62.2.2 Describe the role and members of the project steering committee...........................................................62.2.3 Organizational Boundaries, interfaces and responsibilities.......................................................................7

2.3 Executive Reporting7

3.0 SCOPE........................................................................................................................................................... 8

3.1 Project Objectives 83.1.1 Business Objectives....................................................................................................................................83.1.2 Technical Objectives..................................................................................................................................8

3.2 Project exclusions 83.3 Critical Success Factors 8

4.0 PROJECT DELIVERABLES AND METHODOLOGY.............................................................................................10

4.1 Project Management Life Cycle 104.1.1 Project Management Deliverables...........................................................................................................114.1.2 Deliverable Approval Authority Designations..........................................................................................164.1.3 Deliverable Acceptance Procedure...........................................................................................................17

4.2 PRODUCT LIFE CYCLE 174.2.1 Technical Strategy...................................................................................................................................174.2.2 Product and Product Development Deliverables......................................................................................174.2.3 Deliverable Approval Authority Designations..........................................................................................204.2.4 Deliverable Acceptance Procedure...........................................................................................................20

5.0 PROJECT WORK........................................................................................................................................... 21

5.1 Work Breakdown Structure (WBS) 215.2 Schedule allocation – Project Timeline 215.3 Project Budget 275.4 Project Team 28

5.4.1 Project Team Organizational Structure....................................................................................................285.4.2 Project Team Roles and Responsibilities..................................................................................................28

5.5 STAFF PLANNING AND Resource ACQUISITION 295.5.1 Project Staff........................................................................................................................................295.5.2 Non-Personnel resources.........................................................................................................................30

5.6 PROJECT LOGISTICS 315.6.1 Project Team Training..............................................................................................................................31

6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................32

REVISION: 0.1 DRAFT I OF VI


6.1 Risk and issue Management 326.1.1 Risk Management Strategy......................................................................................................................326.1.2 Project Risk Identification........................................................................................................................326.1.3 Project Risk Mitigation Approach............................................................................................................326.1.4 Risk Reporting and Escalation Strategy...................................................................................................336.1.5 Project Risk Tracking Approach................................................................................................................336.1.6 ISSUE MANAGEMENT..............................................................................................................................33

6.2 INDEPENDENT Verification And Validation - Iv&V 336.3 Scope Management Plan 34

6.3.1 Change Control........................................................................................................................................346.4 Project Budget Management35

6.4.1 Budget Tracking.......................................................................................................................................356.5 Communication Plan 35

6.5.1 Communication Matrix............................................................................................................................366.5.2 Status Meetings.......................................................................................................................................376.5.3 Project Status Reports..............................................................................................................................37

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) 376.6.1 Baselines..................................................................................................................................................38

6.7 QUALITY OBJECTIVES AND CONTROL 386.7.1 Quality Standards....................................................................................................................................386.7.2 Project and Product Review AND ASSESSMENTS.....................................................................................396.7.3 Agency/Customer Satisfaction.................................................................................................................396.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS......................................................................................396.8 CONFIGURATION MANAGEMENT...............................................................................................................406.8.1 Version Control........................................................................................................................................406.8.2 Project Repository (Project Library).........................................................................................................40

6.9 PROCUREMENT MANAGEMENT PLAN40

7. 0 PROJECT CLOSE........................................................................................................................................... 41

7.1 Lessons Learned..........................................................................................................................................417.2 Administrative Close...................................................................................................................................417.3 Contract Close.............................................................................................................................................417.4 Transition to GenTax Operational Support.................................................................................................417.5 PCC Presentation – Project Closure.............................................................................................................41

Appendix A: Terms of Reference and Acronyms........................................................................................................42

REVISION: 0.1 DRAFT II OF VI


REVISION HISTORYREVISION HISTORY

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

0.1 November 12, 2019 Initial Draft

REVISION: 0.1 DRAFT III OF VI


ABOUT THIS DOCUMENTABOUT THIS DOCUMENT This 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.

This PMP serves to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost and schedule baselines.

The PMP includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management.

“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.

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

“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: 0.1 DRAFT IV OF VI


1.0 PROJECT OVERVIEW1.0 PROJECT OVERVIEW The scope of the Point of Sale (POS) Cashiering Project is to implement Cashiering functionality in GenTax (State Tax system of record) and expand the existing TRD POS solution to five (5) local tax offices (Santa Fe, Albuquerque, Farmington, Las Cruces and Roswell).

Implementation of a Point of Sale (POS) technology with Cashiering Functionality in GenTax will enable ACD to securely process payments for taxpayers at all our facilities that operate front counters.

Implementation scope will include deploying up to 20 pin pad POS devices at the five (5) local offices (average of 4 pin pad devices per local office) and enabling and configuring the GenTax Cashiering Manager application.

1.11.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECTEXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT During the 2019 Legislative Session TRD received funding in the amount of $715,000 to implement POS pin pad devises (credit card readers) in five (5) local tax offices. The POS pin pad devices will be provided and managed by TRD’s existing credit card processing vendor and integrated with the GenTax Cashiering Manager that integrates into the Agency’s system of record. Implementing this project will provide a compliant means of collecting and processing credit card payments from in-person taxpayers at the local offices

1.21.2 FUNDING AND SOURCESFUNDING AND SOURCES

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

APPROVERSAPPROVERS

Laws 2019, Chapter 271, Section 7 (7)

$715,000.00 FY19

1.3 CONSTRAINTS1.3 CONSTRAINTS

NNUMBERUMBER DDESCRIPTIONESCRIPTION

1. Project funding is limited to $715,000

1.4 DEPENDENCIES1.4 DEPENDENCIES Mandatory dependencies are dependencies that are inherent to the work being done.

D- Discretionary dependencies are dependencies defined by the project management team.

E-External dependencies are dependencies that involve a relationship between project activities and non-project activities such as purchasing/procurement

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NUMBENUMBERR

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

1 Internal and contract resources available in sufficient numbers to support development, deployment and support of the GenTax Cashiering Manager software.

M

1.5 ASSUMPTIONS1.5 ASSUMPTIONS


1. Key SME’s from the business will be available at required levels to support gathering business requirements, testing, training, deployment and support of the solution.

2. Appropriated funding will be adequate to support delivering of the project objectives.

3 Past experiences deploying the POS Cashiering solution is a good predictor of the current project schedule and budget requirements.

1.6 INITIAL PROJECT RISKS IDENTIFIED1.6 INITIAL PROJECT RISKS IDENTIFIEDIn 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.

Risk 1 – Schedule Risk

Description: Risk that too many activities are pushed to the 4th quarter of FY20, making schedule compliance difficult to maintain and achieve

Probability: Possible Impact: High

Mitigation Strategy: Continuously look for opportunities to start tasks early, shift Fast resources to development of the POS Cashiering application at the earliest possible time, and monitor progress closely to ensure schedule slip isn't realized.

Contingency Plan: Acquire additional Fast resources or delay work on other efforts to shift necessary resources to the development of the POS Cashiering application

Risk 2 – Project Management

Description: There is risk that OCM elements may not be well coordinated with the IT aspects of the project without an

Probability: Unlikely Impact: High

Mitigation Strategy: Work with the Business Owner early on to have an OCM Project Manager named for the business. Partner with the OCM PM to develop and conduct timely communications, procedures and training, coordinate rollout activities, and to enroll end users in the solution.

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identified project manager on the business side.

Contingency Plan: Closely monitor the schedule and progress of the OCM effort and escalate to the Business Owner and Executive Steering Committee if and as appropriate.

Risk 3 – Available Resources

Description: Lack of or shortage of resources to support the project schedule and objectives

Probability: Unlikely Impact: Medium

Mitigation Strategy: Communicate resource requirements and time commitments early in the project and ensure adequate backup support is in place at critical points in the project schedule.

Contingency Plan: Stagger the roll-out to field offices based on resource availability, and/or elevate resource shortage issues to the ESC

Risk 4 – Business (Procurement, Approval Procedures; Stakeholders, …)

Description: Procurement may be an issue with the GSG Contract Amendment, Timeliness of getting procedures approved and deployed

Probability: Unlikely Impact: Medium

Mitigation Strategy: Track contract amendment status and apply sense of urgency to get in place early. Review existing procedures in the five field offices during planning phase and update to align with SBOF guidelines. Ensure that training and communications materials address procedural changes, and train on any process change in advance of the POS Cashiering SystemContingency Plan: Reassign business resources as necessary to get procedures updated and ready to implement.

Elevate contract amendment priority to resolve

Risk 5 - Budget

Description: Budget risk on this project, although small, still exists due to a pending contract amendment with GSG. Actual IV&V and contract PM and BA costs should be well below budget, but would be adversely affected if the schedule shifts or if scope were increased

Probability: Unlikely Impact: Very Low

Mitigation Strategy: Closely track actual and accrued costs against the budget. Gather weekly time reports from all contract resources. Reconcile invoiced amounts against the budget to ensure the project maintains a favorable cost performance index status throughout the lifecycle.

Contingency Plan: Elevate budget issues to the Business Owner and Executive Steering Committee if and as necessary.

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2.0 PROJECT AUTHORITY AND ORGANIZATIONAL 2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTURE

2.1 STAKEHOLDERS2.1 STAKEHOLDERS

NAMENAME SSTAKETAKE ININ P PROJECTROJECT OORGANIZATIONRGANIZATION TTITLEITLE

Stephanie Schardin Clarke

Agency Head TRD Secretary

Emily Oster Executive Sponsor TRD Deputy Secretary

Mike Baca IT CIO – Technical Sponsor TRD – ITD CIO

Darshana Kanabar Project Director TRD – ITD Deputy CIO

Aysha Mora Business Owner TRD – ACD Director

Lisa Trujillo Business Owner TRD – ACD ACD Deputy Director

William Wheat Business Owner TRD – ACD District A Bureau Chief

Matt Kantor GenTax Cashiering Manager deployment

Fast Enterprises Account Manager

Darryn Hernandez GenTax Cashiering Manager deployment

Fast Enterprises Fast Enterprises Project Manager

Marcus Gee POS Cashiering Project Manager TRD - ITD Project Manager

Elizabeth Sanchez GenTax Integration Lead TRD – ITD GenTax Bureau Chief

Tamara Smith GenTax Implementation Coordinator

TRD-ITD GenTax IC

Janine Hyatt POS Pin Pad Interoperability partner Grant Street Group

Business Analyst

Garrett Smith GSG Project Manager Grant Street Group

Project Manager

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2.2 PROJECT GOVERNANCE STRUCTURE2.2 PROJECT GOVERNANCE STRUCTURE2.2.1 D2.2.1 DESCRIBEESCRIBE THETHE ORGANIZATIONALORGANIZATIONAL STRUCTURESTRUCTURE – O – ORGRG C CHARTHART

2.2.2 D2.2.2 DESCRIBEESCRIBE THETHE ROLEROLE ANDAND MEMBERSMEMBERS OFOF THETHE PROJECTPROJECT STEERINGSTEERING COMMITTEECOMMITTEE

2.2.2.1 Steering Committee Chair Role

The Executive Sponsor operates as the Chair for the Project Steering Committee. As such, the Chair is point person for the project within the highest level of TRD.

Responsibilities include:

Champions the project;

Considers potential changes facing the organization and assesses the organizational impact;

Decides which changes will be instituted, communicates priorities and provides resources to ensure success;

Responsible for creating an environment that enables changes to be made on time and within budget;

Participates in planning sessions;

Chairs the Steering Committee; and

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Ultimate project responsibility.

2.2.2.2 Steering Committee Member Role

The Steering Committee provides governance over the direction and support of the project.

The responsibilities of the Steering Committee Members include:

Attend and participate in meetings;

Review and provide comment on presented documentation;

Balance larger picture versus details of the project;

Review project funding and expenditures;

Champion the project; and

Contribute to lessons learned.

2.2.3 O2.2.3 ORGANIZATIONALRGANIZATIONAL B BOUNDARIESOUNDARIES, , INTERFACESINTERFACES ANDAND RESPONSIBILITIESRESPONSIBILITIES

The key interfaces between the organizations involved in and supporting the POS Cashiering Project are those between the ACD OCM Project Manager, ITD PMO Project Manager, the Project Manager from Fast Enterprises responsible for enabling, configuring and integrating the GenTax Cashiering Manager with the POS devices, and Grant Street Group’s Lead responsible for configuring and deploying the POS devices.

The methods of communications utilized on the project will include:

Status Reports and Briefings; Standing Team or Committee Meetings; Ad-hoc meetings; Electronic mail; Distribution of Meeting Minutes; and Phone conversations.

2.3 EXECUTIVE REPORTING2.3 EXECUTIVE REPORTINGA Communication Plan has been developed and is being implemented for the POS Cashiering project, including objectives, target audience, methods, frequency and single-point of contact details. A copy of the plan is available in the TRD ITD PMO project repository.

Reporting for this project will be subject to current standards from DoIT; monthly reports will be submitted to DoIT. In addition, Monthly Executive Steering Committee (ESC) meetings will be held to provide the ESC with a high-level update on project status and any issues.

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3.0 SCOPE3.0 SCOPE

3.1 PROJECT OBJECTIVES3.1 PROJECT OBJECTIVES3.1.1 B3.1.1 BUSINESSUSINESS O OBJECTIVESBJECTIVES


BUSINESS OBJECTIVE 1 Extend existing TRD POS solution to District Offices at Santa Fe, Albuquerque, Farmington, Las Cruces and Roswell

BUSINESS OBJECTIVE 2 Reduce opportunity for theft and fraud by adding internal controls and audit capabilities.

BUSINESS OBJECTIVE 3 Improve customer service through modernization of payment methods.

BUSINESS OBJECTIVE 4 Increase Revenues

3.1.2 T3.1.2 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


TECHNICAL OBJECTIVE 1

Implement Cashiering Functionality in GenTax

TECHNICAL OBJECTIVE 2

Extend existing TRD POS solution to District Offices at Santa Fe, Albuquerque, Farmington, Las Cruces and Roswell

3.2 PROJECT EXCLUSIONS3.2 PROJECT EXCLUSIONSOther TRD field and district offices beyond the five (5) named previously in this PMP are excluded from the initial scope. Other locations may be added in a later phase or project, but the initial scope is limited to these five (5).

Cash Drawer functionality is also outside of the current scope. The GenTax Cash Drawer functionality may be integrated in a later project.

The scope of the current project is limited to no more than twenty (20) POS devices. If more POS devices are needed, they will be deployed in a subsequent project or by way of a change request.

3.3 CRITICAL SUCCESS FACTORS3.3 CRITICAL SUCCESS FACTORSIdentify 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 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.

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QUALITY METRIC 1 The project is completed within approved budget.

QUALITY METRIC 2 The project is completed within the approved schedule.

QUALITY METRIC 3 The system meets stated business objectives and requirements.

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4.0 PROJECT DELIVERABLES AND METHODOLOGY4.0 PROJECT DELIVERABLES AND METHODOLOGY

4.1 PROJECT MANAGEMENT LIFE CYCLE4.1 PROJECT MANAGEMENT LIFE CYCLE

PHASE SUMMARY OF PHASE KEY DELIVERABLES

Initiation Define the scope, schedule and budget for performance, including business benefits to be achieved (measures of success).

Conduct high level planning; including risk management and production cut over.

Develop the strategy for delivering on the goals and objectives of the project, and all key planning documents.

Identify key project team members and form Project Team.

Conduct project kickoff meeting.

Project Management Plan draft

Project Schedule draft

Risk Assessment

Communications Plan

Monthly DoIT Reports

PCC Certification Request (Plan)

Plan Develop tactical plan for delivering on the goals and objectives of the project and finalize all key planning documents.

Finalize vendor contracts (including IV&V)

PCC Certification Request (Implementation)

Grant Street Group Contract Amendment

Independent Verification and Validation Contract

Updated Risk Assessment

Finalized Project Management Plan

Baselined Project Schedule


PCC Certification Request (Implementation)

Implementation Finalize requirements and develop Business

Test Strategy and Plan

Test Results

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PHASE SUMMARY OF PHASE KEY DELIVERABLES

Requirements Document (BRD)

Enable and configure GenTax Cashiering Manager

Configure and deploy POS pin pad devices

Conduct unit, systems and end to end testing

Cutover Plan

Updated Risk Assessment


Closeout Monitor production usage and provide operational support as required.

Transition long term support to operational groups

Close out financial and contractual instruments, and archive project documents as appropriate.

Conduct Lessons Learned analysis

Close project

Lessons Learned Report


Project Closeout Report

PCC Certification Request (Closeout)

4.1.1 P4.1.1 PROJECTROJECT M MANAGEMENTANAGEMENT D DELIVERABLESELIVERABLES

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.

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4.1.1.1 Project Management Plan draftDescription - This 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.

Deliverable Acceptance Criteria – Contains sufficient detail about the project to convey a clear understanding of the project scope and objectives. Content should cover at a minimum schedule, budget, risk, organization structure, project and product deliverables, communications, change management, governance, project controls, testing, training, production cutover, and closeout.

Standards for Content and Format - Compliant with DoIT Template Standards and guidelines

Quality Review - 1st Review: Project Manager, Deputy CIO

2nd Level Review: ESC, IV&V Contractor.

4.1.1.2 Project Schedule draft

Description - The Project Schedule is the key project management tool by which the POS Cashiering Project will be managed. The Project Schedule contains all project key tasks, activities and milestones. Tasks and activities are defined with durations and deliverables, predecessor tasks, the deliverable associated with that task where one exists, and the resources necessary to complete the tasks.

Once finalized and reviewed, the Project Schedule will be baselined, and reports will be generated based on the baseline and actual performance of the project team.

Deliverable Acceptance Criteria - All Project Tasks, Milestones, and Deliverables detailed, with durations, predecessors, and resources entered.

Standards for Content and Format - consistent with Best Practice Project Management Standards (PMBOK) and DoIT requirements

Quality Review - 1st Review: Project Manager, GenTax Project Manager; Fast Project Manager; Deputy CIO

2nd Level Review: ESC, IV&V Contractor

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4.1.1.3 Risk AssessmentDescription – The Risk Assessment documents risk evaluations performed by project leadership during the initiation of the project. The project team then updates the risk assessment at the end of each phase of the project, or more frequently as the dictated as needed. Each risk assessment is called out in the project schedule and posted to the appropriate folder in the project document repository.

Deliverable Acceptance Criteria - Contains sufficient detail for each phase of the project to convey clear due diligence review and assessment of project risks, impacts, and mitigation strategies for all areas (i.e.; project organization, requirements, planning, business, technology, change management, et cetera)

Standards for Content and Format - Compliant with DoIT Template Standards and guidelines



4.1.1.4 Communications PlanDescription – The POS Cashiering Project Communications Plan provides an approach for communications and support for the POS Cashiering Project.

Deliverable Acceptance Criteria – Provides a detailed description of the communications strategy and plan, including audiences, types of information, media and venues to be used in managing communications, and a communication matrix

Standards for Content and Format – Follows accepted best practices and is compliant with DoIT Template Standards and Guidelines



4.1.1.5 Monthly DoIT ReportsDescription – Provides governance with project base information, monthly updates on the project schedule and budget status, and monthly updates on project milestone completion.

Deliverable Acceptance Criteria - All areas of the Project Status Report Form completed with sufficient levels of detail to convey complete understanding of the status to governance.

Standards for Content and Format - Compliant with DoIT Standards

Quality Review - 1st Review: Project Manager, Deputy CIO.

2nd Level Review: DoIT EPMO

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4.1.1.6 PCC Certification Request (all phases)Description - 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

Deliverable Acceptance Criteria - All areas of the Request for Certification and Release of Funds Form completed with sufficient levels of detail to convey complete understanding of the effort to governance.

Standards for Content and Format - Completed to DoIT Standards

Quality Review - 1st Review: Project Manager

2nd Level Review: Deputy CIO

4.1.1.7 Independent Verification V&V Contract and ReportsDescription - Independent Verification and Validation (IV&V) refers to 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.

Deliverable Acceptance Criteria - All areas of the IV&V Contract completed with sufficient levels of detail to convey complete understanding of the efforts that will be employed to identify and mitigate risk to governance.

Standards for Content and Format - Compliant with DoIT’s Independent Verification and Validation Guidelines dated June 14, 2010.

Quality Review - 1st Review: Project Manager; Deputy CIO

2nd Level Review: DoIT Project Oversight and Compliance Manager

4.1.1.8 Grant Street Group Contract AmendmentDescription – Amendment to the current Grant Street Group contract encompassing their scope in providing and deploying up to twenty (20) Point of Sale pin pad devices.

Deliverable Acceptance Criteria - Contains sufficient detail to completely define terms and conditions, scopes of work, deliverables, quality review and acceptance criteria, maximum hours and cost at a deliverable level, due dates and other necessary details relevant to the scope of work being performed.

Standards for Content and Format - Compliant with DoIT and SPD guidelines and statutes


2nd Level Review: TRD General Counsel, and TRD Secretary

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4.1.1.9 Test Strategy and PlanDescription - The Test Strategy and Plan will consist of unit, system, end to end process, and end user quality acceptance testing cycles, and it will include testing related to work flows, configuration, data conversion, interfaces, training materials and performance or response times.

Deliverable Acceptance Criteria - Test Strategy documents the overall strategy for testing the processes and modules being delivered by the project, and communicates the scope and phases of testing, the components that will tested, details any dependencies between testing phases and other projects, and how the testing processes will be completed and managed.

The Test describes in detail the tactical methods by which the Test Strategy will be implemented

Standards for Content and Format - Project Management Best Practice and DoIT Standards

Quality Review - 1st Review: Project Manager, Deputy CIO.

2nd Level Review: IV&V Contractor

4.1.1.10 Production Cutover PlanDescription - The Production Cutover Plan will document the requirements for operational and technical readiness, detail the cutover process, describe support mechanisms and processes during the first four weeks (warrantee period) of production use, and describe the process for rolling back in the unlikely event that the solution must be taken back out of production once the cutover has occurred.

Deliverable Acceptance Criteria - Conveys a clear understanding of the decision criteria and metrics by which production readiness will be evaluated, roles and responsibilities of individuals providing support, and the procedure that will be implemented in the unlikely event that a rollback must be implemented.

Standards for Content and Format - Project Management Best Practice and DoIT standards


2nd Level Review: ESC; IV&V Contractor

4.1.1.11 Lessons Learned ReportDescription – A report detailing those elements of the project that could be improved upon, and those aspects of the project that went very well, typically developed from the perspectives of leadership, team members, and from the customer. Designed to support continuous process improvement.

Deliverable Acceptance Criteria – Effectively captures and documents the lessons learned from the project from multiple perspectives, in a way that the lessons may be applied on future projects to advantage

Standards for Content and Format - Project Management Best Practice and DoIT standards


2nd Level Review: ESC; IV&V Contractor

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4.1.1.12 Project Closeout ReportDescription – A report that is used to request that the project be officially closed.

Deliverable Acceptance Criteria - Production use achieved with satisfactory usage, and warranty period has passed without significant events to justify extending the project team support; all project documentation filed and/or archived; lessons learned analysis completed; benefits realization in progress.

Standards for Content and Format - Developed to DoIT Standards

Quality Review - 1st Review: Project Manager; Deputy CIO2nd Level Review: Executive Sponsor; DoIT; PCC

4.1.2 D4.1.2 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONS

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.

DDELIVERABLEELIVERABLE NNUMBERUMBER

DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))

DDATEATE AAPPROVEDPPROVED

PRJ-DEL-001 Risk Assessment Darshana Kanabar

PRJ-DEL-002 Communications Plan Darshana Kanabar

PRJ-DEL-003 Project Management Plan (PMP) Darshana Kanabar

PRJ-DEL-004 Project Schedule Darshana Kanabar

PRJ-DEL-005 Implementation Cutover Plan Darshana Kanabar

PRJ-DEL-006 Project Closeout Report Darshana Kanabar

4.1.3 D4.1.3 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDURE

Project deliverables will be developed collaboratively and iteratively by the project manager working with the balance of the project team. Once a deliverable is deemed to be complete by the project manager, the deliverable will be submitted to the Deputy CIO for review and approval.

Issues identified in this Deliverable Acceptance Procedure will follow the Issues Escalation Process that is described in a subsequent section of this document.

Depending on the deliverable, it may be submitted to the SONM Department of IT’s Enterprise Project Management Office (EPMO) or Project Certification Committee (PCC) for further review and approval.

4.2 PRODUCT LIFE CYCLE4.2 PRODUCT LIFE CYCLE The POS Cashiering Project scope will not include any development of new software. The project extends technology previously deployed in TRD’s district offices. The POS pin pad devices will be pre-configured by the vendor, while the GenTax Cashiering Manager is a

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baseline offering of Fast Enterprises, LLC. Deployment of that technology will involve enabling the Cashiering Manager application and configuring it,

That said, the project will be conducted in accordance with Project Management best practice and in compliance of SONM statues and DoIT requirements.

4.2.1 T4.2.1 TECHNICALECHNICAL S STRATEGYTRATEGY

The technology being deployed with the POS Cashiering Project is an extension of previous projects within and across TRD. Based on that, the Information Technology Division Infrastructure Group has deep experience with the technology in scope. Similarly, the GenTax Group and Fast Enterprises have extensive experience deploying GenTax applications and POS technology.

Coordination of activities and timing related to installation, testing and deployment of the technology will present the primary challenges with the POS Cashiering Project. These will be met through the following strategies:

Surveys and analysis during planning, requirements and design to identify and resolve any POS device deployment challenges in district offices, or with the workstations that will be utilized.

Regular team meetings throughout the course of the POS Cashiering Project to ensure effective coordination between the various entities involved in the project.

Periodic reviews and updates of the risk assessment to ensure technology related risks are effectively mitigated in advance of becoming issues.

4.2.2 P4.2.2 PRODUCTRODUCT ANDAND P PRODUCTRODUCT D DEVELOPMENTEVELOPMENT D DELIVERABLESELIVERABLES

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 GenTax Cashiering Manager EnabledDescription – Baseline GenTax Cashiering Manager application enabled and available for configuration

Deliverable Acceptance Criteria – GenTax Cashiering Manager availability verified by ITD GenTax Lead

Standards for Content and Format – not applicable; baseline software

Quality Review - 1st Review: Fast Technical Manager; Fast Project Manager2nd Level Review: GenTax Lead; GenTax Manager; PMO Project Manager

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4.2.2.2 GenTax Cashiering Manager ConfiguredDescription – Configure the Cashiering Manager application to support TRD and POS requirements.

Deliverable Acceptance Criteria - GenTax Cashiering Manager configuration verified by ITD GenTax Lead and unit testing

Standards for Content and Format – configured to GenTax standards and in accordance with processing requirements

Quality Review - 1st Review: Fast Technical Manager; Fast Project Manager2nd Level Review: GenTax Lead; GenTax Manager; PMO Project Manager

4.2.2.3 POS Pin Pad Devices ConfiguredDescription – The POS Pin Pad devices will be configured for serial or USB pin pad service, verification that encryption has been performed, and any other configuration settings appropriate for the planned deployment

Deliverable Acceptance Criteria – All Pin Pad devices configured properly and secured.

Standards for Content and Format – compliant with NMAC 2.60.8 and PCI-DSS standards

Quality Review - 1st Review: ITD Infrastructure Lead; ITD IT End User Support Manager2nd Level Review: PMO Project Manager; Fast Technical manager

4.2.2.4 POS Pin Pad Device Installed in Test LabDescription – A single POS Pin Pad Device will be installed in the GenTax Test Lab to support testing prior to deploying the devices in the field.

Deliverable Acceptance Criteria – POS Pin Pad device installed in the GenTax Test Lab and responding to commands.


Quality Review - 1st Review: ITD Infrastructure Lead; ITD IT End User Support Manager2nd Level Review: GenTax Manager; PMO Project Manager; Fast Technical Manager

PAGE | 17


4.2.2.5 GenTax Cashiering Manager Integrated with POS Pin Pad Device

Description – Establish communication and data integration between the Test Lab POS Pin Pad device, workstation and GenTax Cashiering Manager

Deliverable Acceptance Criteria – POS Pin Pad Device able to communicate with GenTax Cashiering Manager


Quality Review - 1st Review: ITD Infrastructure Lead; ITD IT End User Support Manager; Fast Technical Manager2nd Level Review: GenTax Manager; PMO Project Manager; Fast Project Manager

4.2.2.6 POS Pin Pad Drivers Installed on Field Office WorkstationsDescription – POS Pin Pad Drivers installed on up to twenty (20) designated workstations in the five field offices (Santa Fe, Albuquerque, Farmington, Las Cruces, and Roswell).

Deliverable Acceptance Criteria – Pin Pad Drivers installed and unit tested on up to twenty (20) designated workstations in the five field offices (Santa Fe, Albuquerque, Farmington, Las Cruces, and Roswell).



4.2.2.7 Install POS Pin Pad Devices in Field OfficesDescription – Install POS Pin Pad devices and connect to up to twenty (20) designated workstations in the five field offices (Santa Fe, Albuquerque, Farmington, Las Cruces, and Roswell).

Deliverable Acceptance Criteria – Up to twenty (20) POS Pin Pad devices installed and tested in the five field offices (Santa Fe, Albuquerque, Farmington, Las Cruces, and Roswell).



PAGE | 18


4.2.3 D4.2.3 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONS

DDELIVERABLEELIVERABLE NNUMBERUMBER

DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))

DDATEATE AAPPROVEDPPROVED

PROD-DEL-001 GenTax Cashiering Manager Enabled

TBD

PROD-DEL-002 GenTax Cashiering Manager Configured

TBD

PROD-DEL-003 POS Pin Pad Devices Configured TBD

PROD-DEL-004 POS Pin Pad Device Installed in Test Lab

TBD

PROD-DEL-005 GenTax Cashiering Manager Integrated with POS Pin Pad Device

TBD

PROD-DEL-006 POS Pin Pad Drivers Installed on Field Office Workstations

TBD

PROD-DEL-007 Install POS Pin Pad Devices in Field Offices

TBD

4.2.4 D4.2.4 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDURE

Please refer to Section 4.1.3 of this Project Management Plan

PAGE | 19


5.0 PROJECT WORK5.0 PROJECT WORK

5.1 WORK BREAKDOWN STRUCTURE (WBS)5.1 WORK BREAKDOWN STRUCTURE (WBS)Identifier Work Package Description Definition/Objective Milestone/Deliverable

1 Point of Sale (POS) Cashiering Project

N/A None

1.1 Project Management Manage Scope, Schedule, Budget Risk and Communications

1. Project Scope Completed on schedule and within budget

2. Monthly DoIT Status Reports

1.2 Initiation Phase Finalize Project Charter, Complete Risk Assessment, Draft PMP and Schedule, and develop Communications Plan

1. Project Charter2. Risk Assessment3. PMP draft4. Project Schedule5. Communications Plan

1.3 Planning Phase Finalize PMP and baseline schedule, execute GSG contract amendment, and execute IV&V contract

1. PMP2. Schedule Baselined3. GSG Contract Amended4. IV&V Contract

1.4 Implementation Phase Identify deployment issues, enable and configure GenTax Cashiering Manager, configure and integrate POS devices, and conduct unit and end to end testing

1. GenTax Cashiering Manager enabled and configured

2. POS devices configured3. GenTax Cashiering Manager

integrated with POS devices4. Unit and End to End Testing

Completed

1.5 Deployment Phase Deploy GenTax Cashiering Manager and POS Pin Pad devices at five field offices

1. GenTax Cashiering Manager deployed

2. POS Pin Pad devices deployed at Santa Fe field office

3. POS Pin Pad devices deployed at Albuquerque field office

4. POS Pin Pad devices deployed at Farmington field office

5. POS Pin Pad devices deployed at Las Cruces field office

6. POS Pin Pad devices deployed at Roswell field office

1.6 Closeout Phase Provide Operational support during warranty period, transition support to operations, conduct lessons learned review and complete closeout activities

1. Transition to Production Support2. Lessons Learned Report3. Closeout Report

5.2 SCHEDULE ALLOCATION – PROJECT TIMELINE5.2 SCHEDULE ALLOCATION – PROJECT TIMELINEThe following project timeline provides a high-level view of project activities with a focus on project milestones. The purpose here is to highlight key events such as deliverable due dates and when go/no-go decisions are made.

PAGE | 20


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.

A more detailed project schedule is included as an attachment to this planIdentifier Task/Activity Name Resource Milestone

(Y/N)Effort/ Start Finish Dependent

TaskName Duration

1.1 Project Management N 222 days Mon 8/26/19 Tue 6/30/20 1.1.1 Manage Scope Project

ManagerN 222 days Mon 8/26/19 Tue 6/30/20

1.1.2 Manage Schedule Project Manager

N 222 days Mon 8/26/19 Tue 6/30/20

1.1.3 Manage Budget Project Manager

N 222 days Mon 8/26/19 Tue 6/30/20

1.1.4 Submit Monthly Status Reports to DoIT

Project Manager

N 222 days Mon 8/26/19 Tue 6/30/20

1.1.5 Manage Communications

Project Manager

N 222 days Mon 8/26/19 Tue 6/30/20

1.1.6 Conduct Project Steering Committee Meetings

Project Manager

N 222 days Mon 8/26/19 Tue 6/30/20

1.1.7 Conduct Risk Assessment

Project Manager

N 5 days Mon 8/26/19 Fri 8/30/19

1.1.8 Manage Risk and Maintain Assessment

Project Manager

N 217 days Mon 9/2/19 Tue 6/30/20 1.1.7

1.2 Initiation N 64 days Mon 8/26/19 Thu 11/21/19 1.2.1 Achieve Initiation

Certification with PCC N 24 days Mon 8/26/19 Thu 9/26/19

1.2.1.1 Develop and Finalize Project Charter

Project Manager

N 5 days Mon 8/26/19 Fri 8/30/19

1.2.1.2 Develop and Finalize PCC Initiation Phase Presentation

Project Manager

N 3 days Mon 9/2/19 Wed 9/4/19 1.2.1.1

1.2.1.3 Develop and Finalize Initiation Phase Certification Request

Project Manager

N 2 days Thu 9/5/19 Fri 9/6/19 1.2.1.2

1.2.1.4 Present Initiation Phase Request to PCC

CIO N 1 day Thu 9/26/19 Thu 9/26/19 1.2.1.3

1.2.1.5 PCC Initiation Phase Certification Achieved

PCC Y 0 days Thu 9/26/19 Thu 9/26/19 1.2.1.4

1.2.2 Draft PMP Project Manager

N 25 days Fri 9/27/19 Thu 10/31/19 1.2.1.5

1.2.3 Draft Schedule Project Manager

N 25 days Fri 9/27/19 Thu 10/31/19 1.2.1.5

PAGE | 21


Identifier Task/Activity Name Resource Milestone (Y/N)

Effort/ Start Finish Dependent TaskName Duration

1.2.4 Develop Communications Plan

Project Manager

N 40 days Mon 8/26/19 Fri 10/18/19

1.2.5 Achieve Planning Certification with PCC

N 15 days Fri 11/1/19 Thu 11/21/19

1.2.5.1 Develop and Finalize PCC Planning Phase Presentation

Project Manager

N 3 days Fri 11/1/19 Tue 11/5/19 1.2.21.2.31.2.4

1.2.5.2 Develop and Finalize Planning Phase Certification Request

Project Manager

N 2 days Wed 11/6/19 Thu 11/7/19 1.2.5.1

1.2.5.3 Present Planning Phase Request to PCC

CIO N 1 day Thu 11/21/19 Thu 11/21/19 1.2.5.2

1.2.5.4 PCC Planning Phase Certification Achieved

PCC Y 0 days Thu 11/21/19 Thu 11/21/19 1.2.5.3

1.3 Planning N 45 days Fri 11/22/19 Thu 1/23/20 1.3.1 Finalize PMP Project

ManagerN 20 days Fri 11/22/19 Thu 12/19/19 1.2

1.3.2 Finalize and Baseline Project Schedule

Project Manager

N 20 days Fri 11/22/19 Thu 12/19/19 1.2

1.3.3 Execute Grant Street Group Contract Amendment

CIO Y 0 days Mon 1/6/20 Mon 1/6/20

1.3.4 Execute Contract with IV&V Contractor

CIO Y 0 days Mon 12/30/19

Mon 12/30/19

1.3.5 Achieve Implementation Certification with PCC

N 14 days Mon 1/6/20 Thu 1/23/20

1.3.5.1 Develop and Finalize PCC Implementation Phase Presentation

Project Manager

N 3 days Mon 1/6/20 Wed 1/8/20 1.3.11.3.21.3.31.3.4

1.3.5.2 Develop and Finalize Implementation Phase Certification Request

Project Manager

N 2 days Tue 1/7/20 Wed 1/8/20 1.3.5.1 (finish-finish)

1.3.5.3 Present Implementation Phase Request to PCC

CIO N 1 day Thu 1/23/20 Thu 1/23/20 1.3.5.2

1.3.5.4 PCC Implementation Phase Certification Achieved

PCC Y 0 days Thu 1/23/20 Thu 1/23/20 1.3.5.3

PAGE | 22




1.4 Implementation N 65 days Fri 1/24/20 Thu 4/23/20 1.4.1 Survey Field Office

Work Stations and Network to Verify Readiness

ITD Tech Staff

N 20 days Fri 1/24/20 Thu 2/20/20 1.3.5.4

1.4.2 Resolve any findings with Field Offices

ITD Tech Staff

N 20 days Fri 2/21/20 Thu 3/19/20 1.4.1

1.4.3 Build N 50 days Fri 1/24/20 Thu 4/2/20 1.4.3.1 GenTax Cashiering

Manager N 25 days Fri 2/21/20 Thu 3/26/20

1.4.3.1.1 Enable Cashiering Manager

Fast Tech Manager

N 5 days Fri 2/21/20 Thu 2/27/20 1.3.5.4 (finish -

start + 20 days)

1.4.3.1.2 Configure Cashiering Manager

Fast Developer

N 20 days Fri 2/28/20 Thu 3/26/20 1.4.3.1.1

1.4.3.2 POS Pin Pad Devices

N 10 days Fri 1/24/20 Thu 2/6/20

1.4.3.2.1 Configure POS Pin Pad Devices

Grant Street Group

N 10 days Fri 1/24/20 Thu 2/6/20 1.3.5.4

1.4.3.3 Integrate Cashiering Manager with POS Pin Pad Devices

Fast Developer

N 5 days Fri 3/27/20 Thu 4/2/20 1.4.3.1.21.4.3.2.1

1.4.4 Test N 55 days Fri 2/7/20 Thu 4/23/20 1.4.4.1 Unit Test Cashiering

Manager Business Analyst

N 10 days Fri 3/27/20 Thu 4/9/20 1.4.3.1.2

1.4.4.2 Install POS Pin Pad Device in Test Lab

ITD Tech Staff

N 2 days Fri 2/7/20 Mon 2/10/20 1.4.3.2.1

1.4.4.3 Unit Test POS Pin Pad Device

Business Analyst

N 3 days Tue 2/11/20 Thu 2/13/20 1.4.4.2

1.4.4.4 Conduct End to End Testing

Business Analyst

N 10 days Fri 4/10/20 Thu 4/23/20 1.4.41.4.4.3

1.4.5 Production Cutover Presentation

Y 0 days Thu 4/23/20 Thu 4/23/20

1.4.5.1 Present Operational Readiness

Project Manager

Y 0 days Thu 4/23/20 Thu 4/23/20 1.4.4.4

1.4.5.2 Present Testing Readiness

Project Manager

Y 0 days Thu 4/23/20 Thu 4/23/20 1.4.4.4

1.4.5.3 Present Technical Project Y 0 days Thu 4/23/20 Thu 4/23/20 1.4.4.4

PAGE | 23




Readiness Manager

1.4.5.4 Request Permission to Begin Deployment

Project Manager

Y 0 days Thu 4/23/20 Thu 4/23/20 1.4.5.11.4.5.21.4.5.3

1.4.5.5 Deployment Permission Granted

CIO Y 0 days Thu 4/23/20 Thu 4/23/20 1.4.5.4

1.5 Deploy N 22 days Fri 4/24/20 Mon 5/25/20 1.5.1 Deploy at Santa Fe

Field Office N 6 days Fri 4/24/20 Fri 5/1/20

1.5.1.1 Ship POS Pin Pad devices to Santa Fe Field Office Manager

ITD Tech Staff

N 2 days Fri 4/24/20 Mon 4/27/20 1.41.4.5.5

1.5.1.2 Install Drivers on POS Workstations

ITD Tech Staff

N 2 days Tue 4/28/20 Wed 4/29/20 1.5.1.1

1.5.1.3 Install POS Pin Pad Devices

Grant Street Group

N 2 days Tue 4/28/20 Wed 4/29/20 1.5.1.1

1.5.1.4 Conduct End User Quality Acceptance Testing

ITD Tech Staff

N 2 days Thu 4/30/20 Fri 5/1/20 1.5.1.3

1.5.1.5 Release POS Pin Pad Devices for Production use at Santa Fe

CIO Y 0 days Fri 5/1/20 Fri 5/1/20 1.5.1.4

1.5.2 Deploy at Albuquerque Field Office

N 6 days Thu 4/30/20 Thu 5/7/20

1.5.2.1 Ship POS Pin Pad devices to ABQ Field Office Manager

ITD Tech Staff

N 2 days Thu 4/30/20 Fri 5/1/20 1.5.1.2


ITD Tech Staff

N 2 days Mon 5/4/20 Tue 5/5/20 1.5.2.1


Grant Street Group

N 2 days Mon 5/4/20 Tue 5/5/20 1.5.2.1


ITD Tech Staff

N 2 days Wed 5/6/20 Thu 5/7/20 1.5.2.3

1.5.2.5 Release POS Pin Pad Devices for Production use at ABQ

CIO Y 0 days Thu 5/7/20 Thu 5/7/20 1.5.2.4

1.5.3 Deploy at N 6 days Wed 5/6/20 Wed 5/13/20

PAGE | 24




Farmington Field Office

1.5.3.1 Ship POS Pin Pad devices to Farmington Field Office Manager

ITD Tech Staff

N 2 days Wed 5/6/20 Thu 5/7/20 1.5.2.2


ITD Tech Staff

N 2 days Fri 5/8/20 Mon 5/11/20 1.5.3.1


Grant Street Group

N 2 days Fri 5/8/20 Mon 5/11/20 1.5.3.1


ITD Tech Staff

N 2 days Tue 5/12/20 Wed 5/13/20 1.5.3.3

1.5.3.5 Release POS Pin Pad Devices for Production use at Farmington

CIO Y 0 days Wed 5/13/20 Wed 5/13/20 1.5.3.4

1.5.4 Deploy at Las Cruces Field Office

N 6 days Tue 5/12/20 Tue 5/19/20

1.5.4.1 Ship POS Pin Pad devices to Las Cruces Field Office Manager

ITD Tech Staff

N 2 days Tue 5/12/20 Wed 5/13/20 1.5.3.2


ITD Tech Staff

N 2 days Thu 5/14/20 Fri 5/15/20 1.5.4.1


Grant Street Group

N 2 days Thu 5/14/20 Fri 5/15/20 1.5.4.1


ITD Tech Staff

N 2 days Mon 5/18/20 Tue 5/19/20 1.5.4.3

1.5.4.5 Release POS Pin Pad Devices for Production use at Las Cruces

CIO Y 0 days Tue 5/19/20 Tue 5/19/20 1.5.4.4

1.5.5 Deploy at Roswell Field Office

N 6 days Mon 5/18/20 Mon 5/25/20

1.5.5.1 Ship POS Pin Pad devices to Roswell Field Office Manager

ITD Tech Staff

N 2 days Mon 5/18/20 Tue 5/19/20 1.5.4.2


ITD Tech Staff

N 2 days Wed 5/20/20 Thu 5/21/20 1.5.5.1


Grant Street Group

N 2 days Wed 5/20/20 Thu 5/21/20 1.5.5.1

PAGE | 25





ITD Tech Staff

N 2 days Fri 5/22/20 Mon 5/25/20 1.5.5.3

1.5.5.5 Release POS Pin Pad Devices for Production use at Roswell

CIO Y 0 days Mon 5/25/20 Mon 5/25/20 1.5.5.4

1.6 Closeout N 25 days Tue 5/26/20 Mon 6/29/20 1.6.1 Provide Operational

Support GenTax N 20 days Tue 5/26/20 Mon 6/22/20 1.5

1.6.2 Conduct Lessons Learned Analysis / Gen Report

Project Manager

N 10 days Tue 5/26/20 Mon 6/8/20 1.5

1.6.3 Transition to Operational Support Organization

Project Manager

N 5 days Tue 6/23/20 Mon 6/29/20 1.6.1

1.6.4 Draft and Submit Closeout Report

Project Manager

N 10 days Tue 6/9/20 Mon 6/22/20 1.6.2

1.6.5 Close Project PCC Y 0 days Mon 6/22/20 Mon 6/22/20 1.6.4

5.3 PROJECT BUDGET5.3 PROJECT BUDGET

Identifier Work Package or Budget Category Cost

Consulting Services: Project Management / Business Analyst, IV&V and Implementation services

$415,000.00

Fast Enterprises – License GenTax Cashiering Manager, configure, integrate with POS technology, test, deploy and support through warranty

$300,000.00

Total Project Budget $715,000.00

PAGE | 26


5.4 PROJECT TEAM5.4 PROJECT TEAM5.4.1 P5.4.1 PROJECTROJECT T TEAMEAM O ORGANIZATIONALRGANIZATIONAL S STRUCTURETRUCTURE

5.4.2 P5.4.2 PROJECTROJECT T TEAMEAM R ROLESOLES ANDAND R RESPONSIBILITIESESPONSIBILITIES

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.

RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL AAREAREA

Executive Sponsor

Strategic Guidance Aysha Mora Governance and Leadership

CIO Strategic Guidance Mike Baca Governance and Leadership

Deputy CIO Strategic Guidance Darshana Kanabar Governance and Leadership

Project Manager POS Cashiering Project Manager

Marcus Gee Project Management

PAGE | 27


RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL AAREAREA

GenTax Integration Manager

Manage GenTax staff and participate in management of the project

Elizabeth Sanchez Project Management

GenTax Implementation Coordinator

Coordinate Requirements, Development, Migration, and Testing

Tamara Smith Requirements, Testing and Deployment

Fast Account Manager

Fast Enterprises Delivery Matt Kantor Account Management

Fast Project Manager

Enable, configure and integrate GenTax Cashiering Manager

Darryn Hernandez Project Management

GenTax Business Analyst

Document Requirements, conduct unit and end to end testing

Priyanka Alli Requirements and Testing

Grant Street Group Account Manager

POS Device delivery Janine Hyatt Account Management

Grant Street Group Project Manager

POS Device configuration, installation, and deployment

Garrett Stewart Project Management

ITD Instructure Lead

Workstation driver installation; POS Device installation; testing

Muthu Bala / Jeff Brown

Technical Support

Fast Technical Manager

Enable GenTax Cashiering Manager

Ojito Prevatt GenTax Technical Manager

Fast Developer Configure, integrate and test GenTax Cashiering Manager

Andrew Farrar Development and Testing

Fast Testing and Training Lead

Develop Testing Scenarios and coordinate testing; coordinate development of training materials

Katie Christianson Testing and Training

Business SME’s Reviewing project documents, participating in meetings, providing and finalizing requirements, testing and training

Lisa Trujillo

William Wheat

Requirement, Testing and Deployment

PAGE | 28


5.5 STAFF PLANNING AND RESOURCE ACQUISITION5.5 STAFF PLANNING AND RESOURCE ACQUISITIONComplete 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

5.5.15.5.1 PPROJECTROJECT S STAFFTAFFCost

Estimate

Estimated Hours

Availability Skill Set Work Product/DeliverableResource

POS Cashiering Project Manager

$80,000 800 hours 75% Project Management

Overall project management; delivery of project objectives

GenTax Project Manager

Internal 320 hours 20% Project Management

Project management and management of GenTax Group staff

Fast Project Manager

Fixed Price

320 hours 20% Project Management

Project management and management of Fast staff

Fast Technical Manager

Fixed Price

80 hours 5% GenTax Technical Architecture

Enable GenTax Cashiering Manager

Fast Developer

Fixed Price

640 hours 40% GenTax Cashiering Manager

Configure GenTax Cashiering Manager and integrate with POS devices; testing

ITD Infrastructure Manager

Internal 120 hours 5% POS device integration; networking

Configure, install and test POS devices

ITD Desktop Support Manager

Internal 160 hours 10% POS device installation, configuration and troubleshooting

Survey and findings resolution; driver installation

PAGE | 29


Cost Estimat

e

Estimated Hours

Availability Skill Set Work Product/DeliverableResource

Grant Street Group Project Manager

Fixed Price

320 hours 20% POS device installation, configuration and troubleshooting

POS device installation, configuration and testing

PMO Business Analyst

$45,000 725 hours 20% Analysis & Documentation

Business Requirements; Testing

TRD CIO Internal 80 hours 5% Strategy and Leadership

Participation in ESC meetings; review and approval of documents

Deputy CIO Internal 80 hours 5% Strategy and Leadership


Business Owner

Internal 80 hours 5% Strategy and Leadership


Business Subject Matter Experts

Internal 240 hours 15% Requirements and Testing

Business requirements, staff training, quality assurance testing

5.5.2 N5.5.2 NONON-P-PERSONNELERSONNEL RESOURCESRESOURCES

The POS Cashiering Project will utilize existing infrastructure.

5.6 PROJECT LOGISTICS5.6 PROJECT LOGISTICSApart from the Grant Street Group resources and some of the business resources, all staff engaged on the project will be co-located on the 3rd floor of the Joseph Montoya building in Santa Fe.

Team members will be in continuous contact either physically or via email and conference calls. All project team meetings will include WebEx technology so that remote team members may participate fully in the project. All project documentation will be maintained in a shared document repository and distributed through email.

No training of team members is envisioned based on prior projects and familiarity with the tools, technology and organization.

5.6.1 P5.6.1 PROJECTROJECT T TEAMEAM T TRAININGRAINING

At the time this PMP is being drafted, no team training requirements have been identified. Should the need arise to train new team members, that training will be accomplished by way of pairing a new member with an existing member, or by scheduling training to meet the identified need.

PAGE | 30


6.0 PROJECT MANAGEMENT AND CONTROLS6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 RISK AND ISSUE MANAGEMENT6.1 RISK AND ISSUE MANAGEMENTThe POS Cashiering Project is adhering to the DoIT Methodology as it relates to Risk Management and Issues Management. Both Risk Management and Issues Management are documented and tracked utilizing a Risks, Actions, Issues and Decisions tracking tool originally developed by DoIT. Risk and Issues will be a core element to project meetings, and the tracking tool will be available to all stakeholders by way of the PMO Shared Drive and regular email distributions.

6.1.1 R6.1.1 RISKISK M MANAGEMENTANAGEMENT S STRATEGYTRATEGY

A Risk Assessment and Report was developed during the first few days and weeks of the project and is on file on the PMO Shared Drive in the GenTax\GenTax POS\00Project Management\003 RAID folder. A Risk Log was created at that same time and is also maintained and updated at frequent intervals. It is filed and maintained in the same PMO Shared Drive folder.

Tasks have been established in the project schedule for updating the Risk Assessment Report prior to each project stage gate. Risk Identification is a standing item on the Core Team Meeting Agenda to ensure that risk awareness remains at a high level across the project team over the lifecycle of the project. Prior to Phase Gates, the Core Team will elevate emphasis on Risk and Issue Identification and Management.

The Risk Log is referred to and updated regularly by the Project Manager. All project personnel have access to the Risk Log and may submit a perceived risk at any time.

6.1.2 P6.1.2 PROJECTROJECT R RISKISK I IDENTIFICATIONDENTIFICATION

Risks may be identified at the project level or by a few other criteria. A column entitled ‘Category’ has been added to the Risk and Issues Log, which provides any stakeholder with another method for parsing the risks by area of responsibility, thereby aligning risks with the project organizational structure.

As indicated above, any member of the team may identify and log either a risk or an issue at any time. Team Members and Stakeholders are encouraged to raise risks and issues anywhere and anytime they are perceived.

6.1.3 P6.1.3 PROJECTROJECT R RISKISK M MITIGATIONITIGATION A APPROACHPPROACH

The Project Team’s approach to risk mitigation is based on conservativism and pro-activity. Any perceived risk will be granted due diligence, objective consideration. A mitigation strategy will be developed as appropriate.

The POS Cashiering Project Team will be pro-active and strive to create a culture where team members are encouraged to raise risks and issues wherever they are perceived. The Team is similarly committed to elevating awareness of risks and issues to the Steering Committee and Governance and will work pro-actively with the IV&V contractor to seek collaborative and timely mitigation strategies.

PAGE | 31


6.1.4 R6.1.4 RISKISK R REPORTINGEPORTING ANDAND E ESCALATIONSCALATION S STRATEGYTRATEGY

Risks may be raised by anyone at any point during the project lifecycle. Risks may be reported via email or entered directly into the Risk Log and then reported to the Project Manager for consideration and disposition.

Risks will be evaluated by the Project Manager and Core Team. All Risks reported will remain on the Risk Log, though they may be moved to a “Closed” status as appropriate. All new risks will be discussed in the weekly team meetings and will be disclosed on the Project Manager’s weekly status reports to Steering Committee Members and other Stakeholders.

Risks of “Likely” or higher probability or “Medium” or higher impact will be presented at the monthly Steering Committee meetings. The contingency plans for each will be discussed, as will the mitigation plans.

6.1.5 P6.1.5 PROJECTROJECT R RISKISK T TRACKINGRACKING A APPROACHPPROACH

All project risks will be tracked using the RAID Tracking tool described above. As previously noted, new risks will be discussed at project team meetings, and all open risks will be reviewed by the Core Team monthly to assess changes in probability or impact.

The Risk and Issues Log is available at any time on the Project SharePoint site or upon request to the Project Manager at [email protected].

6.1.6 ISSUE MANAGEMENT6.1.6 ISSUE MANAGEMENT

6.1.6.1 Internal Issue Escalation and Resolution ProcessInternal issues will be addressed and escalated in a manner like that of the Risks. Internal Issues can be raised by any team member or stakeholder. Issues will be maintained in the RAID folder described above. New Issues will be discussed at the Core Team Meeting and assigned, dispositioned, or escalated as appropriate. As appropriate, Internal Issues will be escalated to the OOCIO, Steering Committee, DoIT, or other governance body.

6.1.6.2 External Issue Escalation and Resolution ProcessExternal Issues will have the same escalation and resolution process as internal issues, except for the need to reach out to and engage the external agency or entity involved. At the core, the Project Team will seek collaborative and mutual agreeable resolutions to issues.

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&VIndependent Verification and Validation (IV&V) is the process of evaluating a system to determine compliance with specified requirements and whether the products of a given development phase fulfill the requirements established during the previous stage. Each of these activities is performed by an organization independent of the development organization. IV&V requirements will be met as follows:

The IV&V Contractor will:

Attend a broad range of project meetings to assess overall project health, including conducting interviews with a diverse sample of project stakeholders;

Provide an independent escalation path for project issues and project inhibitors; Provide early, proactive insight into project risks with recommendations;

PAGE | 32

mailto:[email protected]


Facilitate early detection and correction of errors/issues; Enhance the project management team’s understanding of how to apply industry best

practices to specific project approach; Assist with improving compliance with the project’s performance, schedule, and budget

requirement; and Provide valuable assessments of products and processes throughout the project lifecycle.

6.3 SCOPE MANAGEMENT PLAN6.3 SCOPE MANAGEMENT PLANConducting regular team meetings to review status, progress, near term plans, issues and action items are core to the team management. Progress on the project will be tracked via frequent updated to the project schedule and reported on weekly in the Project Status Reports.

Throughout the project lifecycle, items outside of authorized scope will be pushed to a parking lot by default, evaluated by the Core Team and escalated, if necessary, to the OCIO and ESC for resolution. The Change Control process detailed below describes how change items will be processed.

6.3.1 C6.3.1 CHANGEHANGE C CONTROLONTROL

6.3.1.1 Change Control ProcessChange Control will initially come into the project’s visibility as an Issue, Action Item or Risk. Change Control items are expected to surface primarily during the requirements and design phases of implementation, but irrespective of when and how they surface, the process of evaluating, escalating and resolving the Change Item (CI) will be the same. CI’s will be documented in the RAID folder on the POS Cashiering Project document repository, utilizing a MS-Word template provided. CI’s will be detailed there, with specific information required, including:

Brief Description Detailed Description Date CI Submitted Submitted By Business Owner (Director Benefitting/Requiring) Business Justification Cost Benefits Decision Required by Date Status Progress Notes Resolution

Once a CI has been submitted, a meeting of the Core Team Leadership will be convened, including the Project Manager(s), CIO, Business Owner, B-SME Lead, and project leads as appropriate. The Project Leadership Group will consider the CI, its justification, costs and benefits, and make a recommendation on the resolution of the CI. CI’s resolved there by a unanimous vote will be escalated to the ESC for approval. Those CI’s either not resolved, or where resolution is by less than a unanimous vote will be escalated to the ESC (Change Control Board) for evaluation and final resolution.

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6.3.1.2 Change Control Board (CCB) As described above under section 6.3.1.1, the Steering Committee will serve as the CCB, who will make a final determination on any CI’s.

6.4 PROJECT BUDGET MANAGEMENT6.4 PROJECT BUDGET MANAGEMENTProject costs are as defined above under Sections 5.5.1 and 5.5.2. All costs related to project staff are included in the project schedule and projected out over the lifecycle of the project.

Project costs will be projected using an MS-Excel spreadsheet containing monthly forecasts of costs for contract resources, software, and contingencies. Actual costs will be reported against this forecast, and variances reported monthly. The cost variance will be combined with schedule variance reporting to derive and report earned value progress for monthly reporting to the ESC and DoIT.

6.4.1 B6.4.1 BUDGETUDGET T TRACKINGRACKING

All hourly contract resources will report their hours worked to the Project Manager. Other charges are fixed price, in which case the related contract deliverables will be tracked as per the terms of the individual contracts to ensure they remain on scope, schedule and budget to an acceptable level of quality.

The Project Manager will utilize the staff status and time reports to prepare the Project Status Report each week, which will include a project accounting. At month end when invoices are received from contractors, hours reported in the staff status reports will be reconciled to the invoices.

6.5 COMMUNICATION PLAN6.5 COMMUNICATION PLANThe POS Cashiering Project Communication Plan will provide an approach for communications and support for the project. The purpose of this document is to facilitate centralized communications between identified project audiences. Correlating each type of audience and their communications needs with standardized methods of communications optimizes the communications processes and helps to ensure a consistent message to all. In all communications the objectives are to enable processes that convey project awareness, status, and issues; and provide a means for feedback.

The POS Cashiering Project has identified four broad categories of audiences:

Project Core Team; Extended Project Team (includes Steering Committee, Technology and Business Owners,

governance and other stakeholders); Internal (TRD); and External (other agencies and branches of government in New Mexico State, taxpayers,

citizens, and other interested parties).

Various types of information will be communicated over the life of the POS Cashiering Project. Five information categories have been identified:

Project Execution (information relating to day-to-day project procedures); Project Status;

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Process Focused; Project Awareness Information; and Governance.

A detailed matrix has been created to match audiences with the appropriate type of information. Frequency and media have also been identified for each type of communication. The communication matrix will serve as the primary guidance to the project team regarding the who, what, where, when, why and how the POS Cashiering Project team will communicate with project stakeholders.

6.5.1 C6.5.1 COMMUNICATIONOMMUNICATION M MATRIXATRIX

The communications matrix matches the various types of information with the appropriate audiences. In addition, the matrix identifies the communications frequency (i.e., Daily, Bi-Weekly, Weekly, Monthly, Quarterly, As Needed, On Document Publication, or Upon Joining Project) and vehicle for the information, organized by audience. The matrix format is dynamic in that it allows for changes in types of information received, how often and in what format.

A significant amount of the information communicated is focused within the Project Team. Fundamentally, a well-informed team is better prepared to effectively communicate the strategy, goals, objectives and status of the Project efforts. Too, most of the communications information originates within the team. It follows then that effective communications within the Project Team contributes to the success of the communication efforts with the other audiences.

Stakeholder Definition Topic Information Vehicle Frequency PurposeProject Core Team

Project Manager, Team Leads, Subject Matter Experts, and other individual contributors

Project Execution Status

Status

Core team project accomplishments, project progress, issues and challenges

High-level project status / progress (Weekly Highlights)

Project Team Lead Meeting / Individual Team Meeting

Daily FYI / FYA

Project Extended Team

Leadership Team,Steering Committee,Client Agencies

Status 1. High-level project status / progress (Weekly Highlights)

2. A reporting session covering key points in the project. Confirm direction; cultivate sponsorship and report status, findings and

1. e-Mail2. Steering

Committee Meeting

3. Existing executive meeting

4. Monthly e-mail

1. Weekly2. Monthly3. Monthly4. Monthly

Update / FYI / FYA

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Stakeholder Definition Topic Information Vehicle Frequency Purposeissues

3. Senior Executives high-level update of the project progress

4. Overview of project progress submitted to the PMO

6.5.2 S6.5.2 STATUSTATUS M MEETINGSEETINGS

Various status meetings are conducted on a frequent basis:

Project Core Team meetings will typically be conducted on a bi-weekly basis. Steering Committee Meeting meets the last week each month; More frequent meetings with leadership and other stakeholders as appropriate or as

needed.

6.5.3 P6.5.3 PROJECTROJECT S STATUSTATUS R REPORTSEPORTS

As noted above, contract personnel billing to the project will submit status reports weekly to the Project Manager. The Project Manager will incorporate these in the weekly Project Status Reports, which will include activities and accomplishments, plans for the next reporting period, and any comments, suggestions, issues, concerns or questions. The project status reports will be submitted to the OCIO each week, and a copy of each status report will be filed in the project document repository on the PMO Shared Drive.

Monthly status reports will be submitted to DoIT in accordance with DoIT requirements. The IV&V Contractor will also submit status reports and reviews on a bi-monthly basis. Both the DoIT Status Reports and the IV&V Review Reports will be made available in the project document repository.

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)The Project Manager, OCIO, Business Sponsor, and Executive Sponsor will define the project metrics that will be used to control the project, and these are enumerated in the table below. 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.

A set of suggested performance metrics is included below. These will be reviewed by the project leadership during the planning phase and finalized.

Metric Type Metric GoalSchedule Schedule Variance (Schedule Value Index) >= 1.0

Budget Budget Variance (Cost Value Index) >= 1.0

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Quality Key Project Documents Approved by Leadership 100%

6.6.1 B6.6.1 BASELINESASELINES

Project Area Category Measure

Project Schedule Schedule On or ahead

Project Budget Budget Under

Project Scope Scope Control 0 Change Orders

6.7 QUALITY OBJECTIVES AND CONTROL6.7 QUALITY OBJECTIVES AND CONTROLThe POS Cashiering project goal is to conduct a timely, cost effective implementation without modifying or customizing the software. These are the Quality Objectives by which the project will be judged.

Quality Control will be further demonstrated in the Test Strategy and Plan as well as the Training Plan.

6.7.1 Q6.7.1 QUALITYUALITY S STANDARDSTANDARDS

Quality standards by which the project will be conducted include: (1) standards defined by statute; (2) the Project Management Quality Standards as defined by the Project Management Body of Knowledge (PMBOK); (3) Information Technology standards defined within the Information Technology framework by DoIT; and (4) PCI-DSS best practice standards.

To be completed during planning phase.

No. Quality Standard Tracking Tool or Measure

1 •

2 •

3 •

4 •

5 •

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6.7.2 P6.7.2 PROJECTROJECT ANDAND P PRODUCTRODUCT R REVIEWEVIEW AND ASSESSMENTS AND ASSESSMENTSReview Type Quality

StandardTools Reviewer Reports

Requirements NM Statutes; PCI-DSS Steering Group Policies

MS-Visio, MS-Excel, MS-Word, Fast Central Repository

Deputy CIO; Business Owner; POS Cashiering Project ESC

BRD

Plans PMBOKDoIT

MS-Word, MS-Project

Deputy CIO;Business Owner

PMP, Communications Plan, Training Plan,Test Plan

Milestones PMBOKDoIT

MS-Project Deputy CIO; Business Owner; ESC

Status ReportsESC Presentations

Testing PMBOKDoIT

MS-WordMS-ExcelNMT Environment

Deputy CIO; Business Owner; ESC

Status ReportsTest Strategy and Plan Use CasesTest Results

6.7.3 A6.7.3 AGENCYGENCY/C/CUSTOMERUSTOMER S SATISFACTIONATISFACTION

Customer and Agency satisfaction will be assessed on an on-going basis by the POS Cashiering Project Manager and Team. Weekly (Stakeholder) and Monthly (DoIT) Status reports and ESC Meetings will be the primary mechanisms by which the POS Cashiering Project Team will communicate progress, goals and objectives, and call out issues and benefits.

Project reporting metrics will provide primary feedback on schedule and budget performance, and we will coordinate our efforts with initiatives wherever synergy and common interests exist.

The Project Manager will meet with the ESC monthly to ensure project performance is meeting expectations, and with others in leadership as needed to ensure customer and agency satisfaction,

6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS

All products produced by the POS Cashiering Project will be reviewed by oversight groups and leadership.

Testing the GenTax Cashiering Manager and end to end processes will have several dimensions to ensure quality and consistency in all deliverables. Requirements will be documented in the Business Requirements Document (BRD) and formally signed off by the Business Owner. Requirements will in turn be mapped to test cases to ensure full coverage in the testing.

The Testing itself will be cumulative and iterative to ensure that there are no gaps in the testing coverage. Unit Testing will be followed by End to End Process Testing. End to End Process Testing will consist of running transactions through their entire life cycle (i.e., payment to distribution).

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Following completion of End to End Process Testing, a final round of End User Acceptance Testing will be undertaken. Staff from various field offices receiving the technology will be engaged to process work using the POS Cashiering technology and provide feedback to the project team regarding the experience.

Prior to beginning production use of the POS Cashiering technology, an evaluation will be made regarding operational readiness in several areas, including training readiness, technical readiness, quality assurance testing readiness, and operational support readiness. The results of that evaluation will be presented to the ESC, which will make the final determination on approving the production cut-over.

6.8 CONFIGURATION MANAGEMENT6.8 CONFIGURATION MANAGEMENT

Configuration Management for the POS Cashiering Project will primarily be addressed through the Fast Methodology as described below. The POS devices themselves will be pre-configured by Grant Street Group.

All configuration relative to the GenTax Cashiering Manager application will be introduced in the GenTax development (NMD) environment. As configuration changes are made, they will automatically generate log items for the Z audit file in NMD.

Once unit tested in NMD configuration changes will be migrated and tested progressively in the GenTax Testing (NMT), GenTax Staging (NMS), and finally to the GenTax Production (NMP) environment. Migrations require varying levels of authorization related to the hierarchy. Once property authorized, a migration log entry is made in FCR.

6.8.1 V6.8.1 VERSIONERSION C CONTROLONTROL

Not applicable – baseline versions to be implemented without customization.

6.8.2 P6.8.2 PROJECTROJECT R REPOSITORYEPOSITORY (P (PROJECTROJECT L LIBRARYIBRARY))

The POS Cashiering Project repository will be maintained utilizing the PMO Shared Drive. Documents specific to the GenTax Cashiering Manager configuration and deployment will be maintained in the Fast Central Repository (FCR). Critical project documentation maintained in the FCR will be duplicated in the PMO shared files. At the project closeout relevant files will be transitioned to the GenTax Operations and Maintenance group. Originals will also be retained in the PMO repository.

6.9 PROCUREMENT MANAGEMENT PLAN6.9 PROCUREMENT MANAGEMENT PLANThe POS Cashiering Project includes procurement of project management services through TEKSystems, software and professional services from Fast Enterprises, business analyst support through BVM, POS devices and services from Grant Street Group, and IV&V Services.

All procurement has been or will be conducted in accordance with established standards and procedures promulgated by SPD, in accordance with DoIT guidelines, and with the ultimate approval of the LFC and DFA.

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7. 0 PROJECT CLOSE7. 0 PROJECT CLOSEProject Close consists of evaluating the project execution from a best-practice perspective, closing out administrative elements of the project, and contractual and financial aspects of the project as it relates to external vendors. A final element to the closeout relates to handing off ownership of the systems to the business, through transition to the GenTax Operations for on-going support. The final step in the Project Close is a presentation to DoIT’s PCC, which will review the closure request. Completing these activities is a mandatory step in the project life cycle.

7.1 L7.1 LESSONSESSONS L LEARNEDEARNED

Closure of the POS Cashiering Project will begin with a series of Lessons Learned Review working sessions. All project team members will be encouraged to participate and other stakeholders to be invited. The results of that review will be documented and included in the Project Closeout Report.

7.2 A7.2 ADMINISTRATIVEDMINISTRATIVE C CLOSELOSE

Administrative activities complete the internal needs for managing the project, such as records archival, recording the last hours against the project, transitioning staff to other assignments. Administrative closure consists of verifying that objectives and deliverables were met and transitioning remaining relevant documentation to the appropriate agencies providing on-going support.

7.3 C7.3 CONTRACTONTRACT C CLOSELOSE

Contractual activities must meet the contractual needs, such as executing a procurement audit and formal acceptance of the project work products. Contract close is similar to the administrative close in that it involves product and process verification for contract close.

7.4 T7.4 TRANSITIONRANSITION TOTO G GENENTTAXAX O OPERATIONALPERATIONAL S SUPPORTUPPORT

Closeout will also include formalizing the hand-over of support responsibilities to appropriate staff within ACD and ITD, for end user training and technical support, respectively.

7.5 PCC P7.5 PCC PRESENTATIONRESENTATION – P – PROJECTROJECT C CLOSURELOSURE

The Closeout Request and Presentation will be submitted to the PCC, and based on the approval of the PCC, the Project will be closed.

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APPENDIX A: TERMS OF REFERENCE AND ACRONYMSAPPENDIX A: TERMS OF REFERENCE AND ACRONYMS - A -

Acceptance Criteria – The criteria that a system or component must satisfy in order to be accepted by a user, customer, or other authorized entity. [IEEE-STD-610]

Acceptance Testing – Formal testing conducted to determine whether or not a system satisfies its acceptance criteria and to enable the customer to determine whether or not to accept the system. [IEE-STD-610]

Action Item – work that requires follow up. Typically has a single owner and a ‘need by’ or ‘due’ date. A/I’s are generally small relative to scheduled tasks, but discrete in terms of the deliverable. The other differentiating factor on A/I’s are that they normally have a bearing on risks and issues if not completed in a timely manner.

Assumptions – Planning factors that, for planning purposes, will be considered true, real, or certain. Assumptions generally involve a degree of risk. They may be documented here or converted to formal risks.

- B -Baseline – A specification or product that has been formally reviewed and agreed upon that thereafter serves as the basis for further development, and that can be changed only through formal change control procedures. [IEEE-STD-610]

- C -Change Management Log – The change management log lists the current status and project impact of each planned or enacted project change request. The log shows at a glance the current impact of change on the project. The Project Manager in a MS-Excel Worksheet format will maintain the change management log. The log will be updated when a proposed or approved PCR is received. The log will be reviewed at the weekly Leadership meeting and reported on in the Weekly Status report.

Configuration Management (CM) – A discipline applying technical and administrative direction and surveillance to identify and document the functional and physical characteristics of a configuration item, control changes to those characteristics, record and report change processing and implementation status, and verify compliance with specified requirements. [IEEE-STD-610]

Constraints – Factors that will (or do) limit the project management team’s options. Contract provisions will generally be considered constraints.

Contingency Planning – The development of a management plan that identifies alternative strategies to be used to ensure project success if specified risk events occur.

Crashing – Taking action to decrease the total duration after analyzing a number of alternatives to determine how to get the maximum duration compression for the least cost.

Critical Path – The series of activities that determines the duration of the project. The critical path usually defined as those activities with float less than or equal to specified value often zero. It is the longest path through the project.

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- D -Deliverable – Any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or part of a project that is subject to approval by the project sponsor or customer.

Dependencies, Discretionary – Dependencies defined by the project management team. They should be used with care and usually revolve around current Best Practices in a particular application area. They are sometimes referred to as soft logic, preferred logic, or preferential logic. This may also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.

Dependencies, Mandatory – Dependencies that are inherent to the work being done. In some cases, they are referred to as hard logic.

Dependency Item – A product, action, piece of information, etc., that must be provided by one individual or group to a second individual or group so they can in turn perform a planned task.

Duration – The number of work periods (not including holidays or other nonworking periods) required to complete an activity or other project element.

Duration Compression – Shortening the project schedule without reducing the project scope. Often increases the project cost.

- E -Effort – The number of labor units required to complete an activity or other project element. Usually expressed as staff hours, staff days, or staff weeks.

End User – The individual or group who will use the system for its intended operational use when it is deployed in its environment.

- F -Fast Tracking – Compressing the project schedule by overlapping activities that would normally be done in sequence, such as design and construction.

FCR – Fast Central Repository, the Fast Enterprises methodology and tool set utilized for managing GenTax and Tapestry deployments.

Float – The amount of time that an activity may be delayed from its early start without delaying the project finished date.

Formal Review – A formal meeting at which a product is presented to the end user, customer, or other interested parties for comment and approval. It can also be a review of the management and technical activities and of the progress of the project.

- I -Integrated Project Plan – A plan created by the project manager reflecting all approved projects and sub-projects.

IPS – Integrated Project Schedule; a master schedule created by the project manager reflecting all approved project activities of the main project and sub-projects.

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Issue – an event or condition that has negative consequences for the project. Issues are current, recoverable and can be mitigated in some way. An issue differs from a risk in that a risk hasn't happened yet.

ITD – Information Technology Division, a division within the Taxation and Revenue Department

- L -Lessons Learned – The learning gained from the process of performing the project. Lessons learned may be identified at any point during the execution of the project.

- M -Method – A reasonably complete set of rules and criteria that establish a precise and repeatable way of performing a task and arriving at a desired result.

Methodology – A collection of methods, procedures, and standards that defines an integrated synthesis of engineering approaches to the development of a product.

Milestone – A scheduled event for which some individual is accountable and that is used to measure progress.

- N -Non-technical Requirements – Agreements, conditions, and/or contractual terms that affect and determine the management activities of an architectural and software project.

- O -OLA – Operations Level Agreement

- P -Performance Reporting – Collecting and disseminating performance information. This includes status reporting measurement, and forecasting.

PMBOK – Project Management Body of Knowledge

PMI – Project Management Institute

Point of Sale (POS) System – a POS System is a combination of hardware and software utilized to process a sales transaction and payment for goods or services.

Procurement Planning – Determining what to procure and when.

Product Scope – The features and functions that characterize a product or service.

Program – A group of related projects managed in a coordinated way. Programs include an element of ongoing work.

Project Change Request forms – A PCR (Project Change Request) is a request for change on the project. It has two parts, one for estimating the cost to investigate the PCR, the other to determine how much the PCR will cost to implement. All project changes require an approved PCR.

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Project Charter – A document issued by senior management that formally authorizes the existence of a project. It provides the project manager with the authority to apply organizational resources to project activities.

Project Leader (Technical) – The leader of a technical team for a specific set of tasks. Typically referred to as the Technical Lead, they have technical responsibility, and provide technical direction to the staff working on the tasks.

Project Management – The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Project Management is also responsible for the oversight of the development and delivery of the architecture and software project.

Project Manager – The role with responsibility for an entire project. The individual who directs, controls, administers, and regulates a project. The project manager is the individual ultimately responsible to the customer.

Program Management Office (PMO) – An organizational entity responsible for management and oversight of the organization’s projects. As a specific reference in this document, the Office of the Chief Information Officer.

Project Management Plan (PMP) – A formal, approved document used to guide both project execution and project control. 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. The Project Management Plan (PMP) is a project plan.

Project Schedule – A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. Software products such as ABT’s Workbench and Microsoft Project are tools used to develop project schedules.

Project Scope – The work that must be done to deliver a product with the specified features and functions.

Project Sponsor – The individual that provides the primary sponsorship for an approved project. This individual will play a key role in securing funding, negotiating for resources, facilitating resolution of critical organizational issues, and approving key project deliverables.

- Q -QMP – Quality Management Plan

Quality – The degree to which a system, component, or process meets specified requirements. The degree to which a system, component, or process meets customer or user needs or expectations. [IEEE-STD-610]

Quality Management – The process of monitoring specific project results to determine if they comply with relevant standards and identifying ways to eliminate causes of product non-compliance.

- R -Risk – Possibility of suffering loss. An uncertain future event or condition that, if it occurs, will have a positive or negative effect on a project’s objectives. Although in theory risks can be positive, project management normally focuses on the adverse or negative risks.

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Risk Management – An approach to problem analysis, which weighs risk in a situation by using risk probabilities to give a more accurate understanding of, the risks involved. Risk Management includes risk identification, analysis, prioritization, and control. Risk mitigation seeks to reduce the probability and/ or impact of a risk to below an acceptable threshold.

Risk Management Plan – The collection of plans that describes the Risk Management activities to be performed on a project.

- S -Scope Change – Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule.

Software Life Cycle – The period of time that begins when a software product is conceived and ends when the software is no longer available for use. The Software Life Cycle typically includes a concept phase, requirements phase, design phase, implementation phase, test phase, installation, and checkout phase, operation and maintenance phase, and, sometimes, retirement phase.

SOP – Standard Operating Procedure

Stakeholder – 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.

Standard – Mandatory requirements employed and enforced to prescribe a disciplined uniform approach to software development.

Statement of Work – The Statement of Work (SOW) is the contractual agreement that defines the project objectives, expectations and scope. Each project member should be familiar with the SOW particularly as it relates to project scope and the definition of completion for each major deliverable.

System Requirements – A condition or capability that must be met or possessed by a system component to satisfy a condition or capability needed by a user to solve a problem. [IEEE-STD-610]

Subproject – A smaller portion of the overall project.

- T -Task – A sequence of instructions treated as a basic unit of work. [IEEE-STD-610] A well-defined unit of work in the software process that provides management with a visible checkpoint into the status of the project. Tasks have readiness criteria (preconditions) and completion criteria (post conditions). Please refer to activity for contrast.

Task Assignment Sheets – Where applicable, the project manager will provide a detailed outline of the specific steps required to complete an assigned task. The Task Assignment Sheet provides much greater detail and specificity than the project schedule. In some cases, a single project schedule task may be broken down into fifteen or more steps to complete. Where practical this Task Assignment Sheet will be developed in MS Word and distributed in hard copy prior to opening the new task. In addition, the project manager will hold a coaching session at the start of each task to review the task assignment.

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Team – A collection of people, often drawn from diverse but related groups, assigned to perform a well-defined function for an organization or a project. Team members may be part-time participants of the team and have other primary responsibilities.

Technical Requirements – Requirements that describe what the software must do and its operational constraints. Examples of technical requirements include functional, performance, interface, and quality requirements.

Traceability – The degree to which a relationship can be established between two or more products of the development process, especially products having a predecessor-successor or master-subordinate relationship to one another. [IEEE-STD-610]

- W -WBS – Work Breakdown Structure; a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Each descending level represents an increasingly detailed definition of the project work.

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