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FINAL
NEW MEXICO INTERAGENCY BEHAVIORAL
HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
P R O JE C T M A N A GEM E N T PLA N
(PMP)
EXECUTIVE SPONSOR – LINDA ROEBUCK, CEO BEHAVIORAL HEALTH COLLABORATIVE
BUSINESS OWNER –TERESA GOMEZ, ACTING DEPUTY CEO BEHAVIORAL HEALTH
COLLABORATIVE
TECHNICAL SPONSOR – BRIAN PIETREWICZ, ACTING CIO, HSD ITD
STATE PROJECT MANAGER – TERESA HENKE
PROJECT MANAGER – CHRIS NEITZEY
ORIGINAL PLAN DATE: APRIL 14, 2010
REVISION DATE: DECMEBER 8, 2010
REVISION: 2.6
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
REVISION HISTORY................................................................................................................................................. 3
1.0 PROJECT OVERVIEW ......................................................................................................................................... 4
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT ......................................................................................................4
1.2 FUNDING AND SOURCES .............................................................................................................................................4
1.3 CONSTRAINTS ..........................................................................................................................................................5
1.4 DEPENDENCIES.........................................................................................................................................................5
1.5 ASSUMPTIONS.....................................................................................................................................................6
1.6 INITIAL PROJECT RISKS IDENTIFIED..............................................................................................................................6
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE .............................................................................. 9
2.1 STAKEHOLDERS ........................................................................................................................................................9
2.2 PROJECT GOVERNANCE STRUCTURE ...........................................................................................................................11
2.2.1 Organizational Structure ...........................................................................................................................11
2.2.2 Role and Members of the project steering committee ..............................................................................11
2.2.3 Organizational Boundaries, interfaces and responsibilities ......................................................................12
2.3 EXECUTIVE REPORTING............................................................................................................................................12
3.0 SCOPE ............................................................................................................................................................ 13
3.1 PROJECT OBJECTIVES ..............................................................................................................................................13
3.1.1 Business Objectives ...................................................................................................................................13
3.1.2 Technical Objectives ..................................................................................................................................14
3.2 PROJECT EXCLUSIONS ..............................................................................................................................................14
3.3 CRITICAL SUCCESS FACTORS .....................................................................................................................................14
4.0 PROJECT DELIVERABLES AND METHODOLOGY ............................................................................................... 15
4.1 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS.....................................................................................................15
4.2 PROJECT MANAGEMENT DELIVERABLES ......................................................................................................................15
4.3 TECHNICAL DELIVERABLES ........................................................................................................................................18
4.4 IV&V DELIVERABLES ..............................................................................................................................................22
5.0 PROJECT WORK .............................................................................................................................................. 23
5.1 WORK BREAKDOWN STRUCTURE (WBS) ....................................................................................................................23
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE ................................................................................................................23
5.3 PROJECT BUDGET ...................................................................................................................................................24
5.4 PROJECT TEAM ......................................................................................................................................................26
5.4.1 Project Team Organizational Structure .....................................................................................................26
5.4.2 Project Team Roles and Responsibilities ...................................................................................................26
5.5 STAFF PLANNING AND RESOURCE ACQUISITION ...........................................................................................................27
5.5.1 Project Staff ...............................................................................................................................................28
5.5.2 Non-Personnel resources ...........................................................................................................................28
5.6 PROJECT LOGISTICS ...........................................................................................................................................28
5.6.1 Project Team Training ...............................................................................................................................28
6.0 PROJECT MANAGEMENT AND CONTROLS ...................................................................................................... 29
6.1 RISK AND ISSUE MANAGEMENT.................................................................................................................................29
6.1.1 Risk Management Strategy .......................................................................................................................29
6.1.2 Project Risk Identification – .......................................................................................................................29
6.1.3 Project Risk Mitigation Approach ..............................................................................................................29
6.1.4 Risk Reporting and Escalation Strategy.....................................................................................................29
6.1.5 Project Risk Tracking Approach .................................................................................................................30
PAGE | 1
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
6.1.6 ISSUE MANAGEMENT ................................................................................................................................30
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V .............................................................................................30
6.3 SCOPE MANAGEMENT PLAN ....................................................................................................................................30
6.3.1 Change Control ..........................................................................................................................................30
6.4 PROJECT BUDGET MANAGEMENT..............................................................................................................................31
6.4.1 Budget Tracking ........................................................................................................................................31
6.5 COMMUNICATION PLAN ..........................................................................................................................................31
6.5.1 Communication Matrix .............................................................................................................................32
6.5.2 Status Meetings ........................................................................................................................................32
6.5.3 Project Status Reports ...............................................................................................................................32
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) ......................................................................................33
6.6.1 Baselines....................................................................................................................................................33
6.6.2 Metrics Library ..........................................................................................................................................33
6.7 PRODUCT AND PROCESS QUALITY ASSURANCE .............................................................................................................33
6.8 CONFIGURATION MANAGEMENT .....................................................................................................................34
6.8.1 Version Control ..........................................................................................................................................34
6.8.2 Project Repository (Project Library) ...........................................................................................................35
6.9 PROCUREMENT MANAGEMENT PLAN ..............................................................................................................35
7. 0 PROJECT CLOSE ............................................................................................................................................. 35
7.1 Administrative Close .....................................................................................................................................35
7.2 Contract Close ..............................................................................................................................................35
PAGE | 2
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
REVISION HISTORY
REVISION NUMBER DATE COMMENT
1.0 July 27th, 2007 DoIT Project Management Office Revision
2.0 April 14, 2010 First Draft
2.1 9/9/2010 Updated for Phase II
2.2 9/10/2010
2.3 9/17/2010 Updated with corrections based on discussions
with Teresa
2.4 10/12/2010 Updated Logo; updated with revised schedule
information; updated with revised steering
committee representation and the org charts.
Once Amendment is approved, will update
with revised budget information.
2.5 11/5/2010 Updated to incorporate Amendment 1 for
additional PM support through April,
additional deliverable for review of POC Data
Model and potential additional interviews.
Updated with current timeline view.
2.6 12/8/2010 Updated budget/financials to better align
within the planning/implementation phases;
updated timeline chart; inserted new schedule
file
PAGE | 3
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
1.0 PROJECT OVERVIEW
1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT
The need for behavioral health services in New Mexico is increasing, as is the need to
effectively manage these services through the use of appropriate metrics. Access to data trends
and statistics is crucial for not only decisions that affect the health services, but also to establish
attainable performance measurements for these services. Currently, the data that is used to make
critical decisions associated with behavioral health services is located in multiple systems.
Unfortunately, this makes for inefficient management of information and complicates the
decision-making process. To help solve this problem, a Behavioral Health Data Warehouse has
been developed. This system will allow for more effective management of behavioral health
programs, with consideration to the ever-increasing demands for service. A data warehouse
also provides the capability to make better decisions based upon trends and statistics.
The Interagency Behavioral Health Purchasing Collaborative (Collaborative) was created during
the 2004 Legislature to allow most state agencies and entities involved in behavioral health
treatment and recovery to work as one in an effort to improve mental health and substance abuse
services in New Mexico. This cabinet-level group represents 15 agencies and the New Mexico
State Governor’s Office. The Collaborative has built a data warehouse which currently contains
data from the previous Statewide Entity (SE), ValueOptions New Mexico (VONM) and will
eventually contain data on behavioral health clients served by many of the Collaborative
Agencies. This data will ultimately be used for decision support, federal reporting, legislative
inquiries and the Governor’s Performance and Accountability Contract, as well as ad hoc reports
and other as yet undefined requests.
The Behavioral Health Data Warehouse project has been designed to be completed in three
phases, all treated as separate projects. Phase One, completed in January, 2010, consists of the
receipt of four (4) years of behavioral health data from ValueOptions New Mexico (VONM).
VONM was the contracted Statewide Entity (SE) and collected all the Collaborative data from
7/1/05 through 6/30/09 when their contract ended.
This document addresses Phase Two which will be the implementation of ongoing data feeds
from the new SE, OptumHealth New Mexico (OHNM) whose contract runs from 7/1/09 through
6/30/13. Also in Phase Two we will obtain historical and ongoing data from Medicaid and
create standard reports for Collaborative Stakeholders.
Phase Three of the Data Warehouse will be proposed as the implementation of a business
intelligence tool for Collaborative Stakeholders to create their own queries and reports. Phases
Two and Three will be treated as separate projects.
1.2 FUNDING AND SOURCES
SOURCE AMOUNT ASSOCIATED APPROVERS
RESTRICTIONS
State Outcome Measurement & $200,000 None BHSD Financial
PAGE | 4
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
SOURCE AMOUNT ASSOCIATED APPROVERS
RESTRICTIONS
Management System (SOMMS) Officer
Funds from the Drug and Alcohol
Services Information System
(DASIS); Federal dollars
associated with substance abuse
reporting
1.3 CONSTRAINTS
Constraints are factors that restrict the project by scope, resource, or schedule.
Number Description
1. Timeline: There is no control over the quality of the data received. The
reconciliation of the data could affect the timeline.
2. Infrastructure Support: The project is dependent upon the network support
resources available from HSD-ITD and other Collaborative member agencies.
1.4 DEPENDENCIES
Types include the following and should be associated with each dependency listed.
Mandatory dependencies are dependencies that are inherent to the work being done.
D- Discretionary dependencies are dependencies defined by the project management
team. This may also encompass particular approaches because a specific sequence of
activities is preferred, but not mandatory in the project life cycle.
E-External dependencies are dependencies that involve a relationship between project
activities and non-project activities such as purchasing/procurement
NUMBER DESCRIPTION TYPE M,D,E
1. Dependent upon federal monetary awards. E
Dependent upon purchase of appropriate hardware and
2. software. E
Dependent upon purchased hardware and software being
3. installed and configured properly. M
4. Dependent upon full cooperation of OptumHealth New Mexico M
Dependent upon continued availability of state resources during
5. a monetary crisis and hiring freeze M
6. Dependent upon Collaborative member agencies defining their D
PAGE | 5
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
NUMBER DESCRIPTION TYPE M,D,E
priority reporting needs as well as the Collaborative as a whole
defining its overall priorities.
Dependent upon specific expertise being available when
7. needed. D
1.5 ASSUMPTIONS
NUMBER DESCRIPTION
There will be adequate resources for the implementation phase of this project,
1.
including the Project Manager, Business Analyst, the ETL developer, a technical
lead/application developer, and technical staff.
The project team will have the proper software and hardware tools to accomplish
2.
essential and necessary tasks.
The DoIT will approve the project.
3.
The subject matter experts will be ready and available on schedule.
4.
OHNM’s and Medicaid’s data will be similar in structure to those anticipated.
5.
6. Assume that the vendors will stay in business and that their key technical staff will
remain in place.
1.6 INITIAL PROJECT RISKS IDENTIFIED
Listed below are the initial high risks identified for the project. All project risks will be
maintained by the Project Manager in the Project Cadence Workbook that is stored in a common
project repository. This will be updated and maintained on a frequent basis throughout the life of
the project.
# Risk Rating Mitigation Plan Notes/Comments
PAGE | 6
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
# Risk Rating Mitigation Plan Notes/Comments
~~ The Project has included in the
~~ Have a consistent contractor
POD contract the services of a
who is handling the
business analyst to assist with the
development of the
development of business
Data Quality from the requirements as well as the
requirements for ETL, data quality
OHNM and Medicaid development of the ETL
and reconciliation for the data
resources is uncertain and solution.
received from the SE during this
data may not be ~~ It will be important for the
phase of the Project
compatible with the initial and ongoing data
~~ POD contract finalized on
1 requirements as defined 0.5225 downloads from all sources
7/27/2010; kick-off meeting with POD
for the Data Warehouse (e.g. OptumHealth and
held on 8/4/2010.
Project, negatively Medicaid) to assure quality data
~~ A knowledgeable and experienced
impacting the Project is received that is
business analyst is under contract to
Schedule and ultimate compatible/reconciled with the
assist with development of business
Project success. Data Warehouse requirements.
requirements.
~~ Data dictionaries should be
9/22: No additional updates; this
crosschecked to be certain all
activity will be more prevelant during
data fields are well matched.
the actual design and develop stages.
Phase II is likely more complex
and requires data decisions and
updated policies and
Policies and procedures
procedures.
related to access to and
~~ The Project should work with
use of data in the Data
the Steering Committee to
Warehouse may be
finalize appropriate access to 9/22: This risk should be discussed
incomplete, unclear and/or
the data and identify tools to at the first Steering Committee
not well communicated to
access the Phase I data. Meeting so that it is on the radar.
2 all stakeholders, resulting 0.4125
~~ Data sources from other 9/29: This has been discussed in the
in misunderstandings
entities should be researched, 9/29 meeting; will be an additional
among stakeholders,
both historical and current, e.g. topic at the next meeting.
negative perceptions about
UNM, DOH, etc.
the value of the Data
~~ Clear policies and
Warehouse and less than
procedures should be
optimal use of the data.
developed and published
regarding access to the Data
Warehouse data sets.
Failure of OHNM to ~~ Engage OHNM with the data
develop and implement an requirements process
internal project plan in ~~ Meet with OHNM and agree
9/29: Will request letter of direction
support of the HSD Data on common goals
and also ask for a copy of their plan
3 Warehouse Project 0.3325 ~~ Obtain input from OHNM
to validate and verify against the
requirements may result in during the planning process and
master plan.
dealys in the Project input to the project schedule
Schedule and/or an ~~ Obtain their commitment to
unsuccessful Project. the plan
PAGE | 7
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
# Risk Rating Mitigation Plan Notes/Comments
If there is a change in
~~ The RFP process and
Statewide Entity, the
readiness will take a minimum 9/22: no additional updates
current SE's response to
of a year. 9/29: changed probability to possible
our Phase II Requirements
4 0.3325 ~~ Begin working with - given the change in the schedule
could be strained if they
OptumHealth in implementing pushing their need for support further
begin to slow down
regular data feeds as early as out.
operations, or let staff go,
possible in Phase II.
etc.
Risks will be ranked utilizing a standardized ranking methodology for probability and impact. The table
below shows the values that are used for the computations where the rating is determined by the
Probability * Impact.
Probability Impact
Certain (.95) Very High (.95)
Expected (.75) High (.75)
Likely (.55) Medium (.55)
Possible (.35) Low (.35)
Unlikely (.15) Very Low (.15)
Overall ranking of the risks will be categorized as follows:
• Minimum Risk – Acceptable
• Some risks – Monitor at PM/Team Level
• High Risks – Active monitoring and ongoing Contingency/Mitigation activity
• Show Stoppers – Active participation with steering committee to mitigate
PAGE | 8
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
0.95 0.1425 0.3325 0.5225 0.7125 0.9025
Probability
0.75 0.1125 0.2625 0.4125 0.5625 0.7125
0.55 0.0825 0.1925 0.3025 0.4125 0.5225
0.35 0.0525 0.1225 0.1925 0.2625 0.3325
0.15 0.0225 0.0525 0.0825 0.1125 0.1425
0.15 0.35 0.55 0.75 0.95
Impact
Detailed mitigation and contingency strategies will only be developed by the risk owner for all risks with
a ranking of High or Show Stopper.
2.0 PROJECT AUTHORITY AND ORGANIZATIONAL
STRUCTURE
2.1 STAKEHOLDERS
NAME STAKE IN ORGANIZATION T IT L E
PROJECT
US Department of Federal financial Substance Abuse and
Health and Human participation. Mental Health
Services (HHS) Expectations related Services
to federal reporting Administration
requirements. (SAMHSA)
New Mexico Governor’s/legislative
Legislature/Governor performance
measures. Funding
allocation.
New Mexico Data driven decision Cabinet secretaries
Behavioral Health making. Resource from member
Collaborative allocation. agencies.
Consumers of Improved behavioral Behavioral Health
Behavioral Health health data for Planning Council,
Services advocacy and system Local Collaboratives
improvement.
Linda Roebuck Executive Sponsor New Mexico Chief Executive
PAGE | 9
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
NAME STAKE IN ORGANIZATION T IT L E
PROJECT
Interagency Officer
Behavioral
Purchasing Health
Collaborative
Teresa Gomez Business Owner New Mexico Deputy Chief
Behavioral Health Executive Officer
Collaborative
Brian Pietrewicz Technical Sponsor Human Services Interim Chief
Department- Information Officer
Information
Technology Division
(HSD-ITD)
Teresa Henke State Project Manager HSD-ITD State Project Manager
Chris Neitzey Project Manager POD, Inc Project Manager
Mark Pitcock Collaborative Data MAD
Mike Estrada Warehouse Steering NMCD
Committee
Jeff Tintsman CYFD
Karen Northfield BHSD
Teresa Henke HSD – ITD
Carol Thomas-Gravel HSD - ITD
PAGE | 10
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
2.2 PROJECT GOVERNANCE STRUCTURE
2.2.1 ORGANIZATIONAL STRUCTURE
Executive Sponsors
Linda Roebuck,
BHC CEO
Teresa Gomez Brian Pietrewicz,
Deputy BHC CEO Interim CIO
Steering Committee
Teresa Henke
Mark Pitcock Mike Estrada, Jeff Tintsman Carol Thomas Karen Northfield
BHDW Contract
MAD NMCD CYFD Gravel, HSD-ITD BHSD
Mgr
Mary Gerlach
IV&V
Project Manager
Chris Neitzey
POD Contractor
Bev Harris, HSD-ITD
Gordon, O’Brien, HSD-ITD
Bev Harris, HSD-ITD
ETL Developers (2) – POD
Gordon, O’Brien, HSD-ITD
Theta Nyein (MAD)
Dale Atkinson, BA – POD
SAB Resource (as needed)
Jon King, BA – POD
NM DoIT Resource
Wayne McCashland - POD
(as needed)
Technical Team
Data Modeling Team
OTHER
Policy Development
Subcommittee
Requirements Gathering
Team
Reporting and Analysis
Team
2.2.2 ROLE AND MEMBERS OF THE PROJECT STEERING COMMITTEE
The Steering Committee consists of management grade personnel. It is responsible for
overseeing the progress of the project and responding to any strategic problems as they arise.
The committee is involved from project planning and initiation including development of the
project definition in concurrence with the Project Manager. Once the project is initiated, the
PAGE | 11
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
committee actively reviews the project’s progress. In addition, the Committee will negotiate
through delicate diplomatic areas of the project.
The Executive Sponsors consists of:
Executive Sponsors: Linda Roebuck, CEO BH Collaborative; Teresa Gomez, Deputy
BHC CEO, and Brian Pietrewicz, Acting CIO HSD/ITD.
The Steering Committee consists of the following members:
Management Leads: Carol Thomas-Gravel, HSD-ITD; Teresa Henke, HSD-ITD; Mark
Pitcock, MAD; Mike Estrada, NMCD; and Jeff Tintsman, CYFD
Project Manager: Chris Neitzey, POD Inc.
2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES
The joint state agencies making up the Behavioral Health Collaborative that directly contribute
funds to the SE and who are key stakeholders for the data warehouse are HSD (MAD, BHSD),
CYFD, NMCD (Corrections), DOH, and ALTSD. The key participants are at management level,
program/business representatives and data/technical representatives. In addition to the
management level participants, the Collaborative has formed subcommittees which enable
effective communications with member agency management and program staff. The Data
Warehouse is part of the Administrative Contracts Subcommittee of the Behavioral Health
Collaborative.
The roles of the subcommittees are as follows:
Act as subject matter experts for the participating state agencies under the Collaborative
Collect business requirements from program staff in order to accurately specify business
requirements.
Attend meetings as necessary.
2.3 EXECUTIVE REPORTING
The Steering Committee of the Collaborative Data Warehouse Project meets monthly for up to
one and a half hours. Other committees meet on regular intervals based on their project tasks.
At each meeting the Project Manager informs the Steering Committee of project progress to date,
including: challenges, accomplishments, updates on the work plan, and action items or tasks
needed. Meeting minutes are taken and distributed at the next meeting. In between meetings,
the Project Manager sends pertinent emails to project staff and committee members as needed.
This process will be summarized on a monthly basis to distribute to the Executive Sponsors,
Collaborative stakeholders as appropriate, and to the Department of Information Technology.
For all projects that require Department oversight, the lead agency project manager shall submit
an agency approved project status report on a monthly basis to the Department.
PAGE | 12
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
Group Frequency Method of Communication
OCIO Monthly report Through HSD CIO to NM DoIT
Executive Sponsors As needed Written and Face to Face
Steering Committee Monthly Written and Face to Face
Data Modeling Group Weekly Written and Face to Face
Technical Group Weekly Written and Face to Face
3.0 SCOPE
3.1 PROJECT OBJECTIVES
3.1.1 BUSINESS OBJECTIVES
DESCRIPTION: The business objective of the Data Warehousing Project Phase II,
will be to receive ongoing Collaborative data feeds from
Business
OptumHealth, New Mexico, the recently contracted Statewide Entity
Objective One
(SE), and historic and ongoing data from Medicaid.
RATIONALE The Behavioral Health Collaborative contracts with the SE whose
contract is finite. It is important for the state to have a copy of the
data the SE collects, and to ensure that the reports are accurate.
ACCEPTANCE/FIT Data requirements agreed upon; incremental monthly data feeds from
CRITERIA OHNM, and one data feed of historic data from Medicaid;
Reconciliation of OHNM data reports and the reports from the state.
DESCRIPTION: Begin developing a Proof of Concept for data quality and sample
reporting.
Business
Requirement
Two
RATIONALE Demonstrate potential analytical tools and reporting capabilities
PAGE | 13
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
ACCEPTANCE/FIT A tool to facilitate collection of user reporting needs and analytical
CRITERIA tools for Stakeholders.
3.1.2 TECHNICAL OBJECTIVES
Parent N/A
Requirement #
Description Build an ETL process to utilize SSIS packages and stored procedures. Design
a reporting database to support analytic and reporting needs.
Rationale Using the standard MS SQL server suite of tools, import and incrementally
load data into a SQL server database.
Source n/a Source N/A
Document
Acceptance/Fit Develop POC analytic cubes and reports utilizing SSIS and SSRS; present
Criteria tools to end user for evaluation and critique.
Validate data feeds received and processed in a timely fashion.
3.2 PROJECT EXCLUSIONS
The initial vision of this project included the implementation of an Information System for the
BH Collaborative. That system was to include, not only a Data Warehouse, but also the
implementation of SharePoint to create a mechanism for secure file sharing across the
Collaborative, a reporting module within SharePoint to make available standard reports to the
Collaborative, and to provide a mechanism to collect the Governor’s BH Performance Measures.
In FY2008, as part of the HSD IT Plan, a request was made for funding the BH Collaborative IT
system; and although the OCIO supported the request, the legislature didn’t approve funding for
the project. Therefore, given the limited funds, and the unexpected transition of Statewide
Entities (VONM to OptumHealth), it is critical that the BH Collaborative implement the Data
Warehouse to house the last four years of BH Collaborative data VONM collected and to collect
the SE and Medicaid data going forward.
3.3 CRITICAL SUCCESS FACTORS
NUMBER DESCRIPTION
QUALITY By June, 2011, receive an initial and two regular monthly data feeds from
PAGE | 14
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
NUMBER DESCRIPTION
METRICS 1 OptumHealth New Mexico
QUALITY Comparison of a minimum of three reports to verify data is reconciled with
METRICS 2 the reports delivered from OptumHealth New Mexico to the Behavioral
Health Purchasing Collaborative.
QUALITY Import of full historic data from Medicaid and verify data is reconciled
METRICS 3 with reports currently produced by Medicaid.
4.0 PROJECT DELIVERABLES AND METHODOLOGY
4.1 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS
The project deliverables will be approved by the Agency’s Chief Information Officer or Designee.
Typically, drafts will be distributed for Agency review with feedback provided within 5 business days.
The contractor team will incorporate the feedback and submit the final deliverable for approval and
invoicing. The Agency will have 5 business days for their final approvals. Final approvals will be
provided via email to the Project Manager.
Deliverable Deliverable Method
Type
Document Copy of the Deliverable will be created and delivered electronically via email to the
Agency’s Chief Information Officer or Designee. A copy will also be posted in the
SharePoint Project Repository.
Application Source code will be provided to the Agency on server designated. An email will be
distributed to the Agency’s Chief Information Officer or Designee indicating where
the source code resides and how to access.
4.2 PROJECT MANAGEMENT DELIVERABLES
Listed below are the key deliverables identified by type along with the acceptance criteria. The wording
below has been captured from the actual SOW for convenience of incorporating into this document. The
SOW is the binding document as to what work needs to be performed. The target dates for the
deliverables are referenced in Section 5.1, Work Breakdown Structure.
PAGE | 15
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
# Deliverables Type Acceptance Criteria
Follows the DoIT Template for Project Management
Plan
Update the existing project management plan and
maintain monthly, and/or as conditions change.
Updated Project Monthly updates will include but not be limited to
1. Document
Management Plan
updates in project budget, work schedule and scope.
Updated Project Management Plan will be presented
monthly to the Agency designee for review and
approval.
Reports are distributed on a bi-weekly basis in a
format approved by the agency
2. Project Status Reports Document Reports are submitted to the Agency’s Chief
Information Officer or Designee for review and
approval before distributing
A process has been defined and communicated for
handling of issues associated with the project (defined
as any instance, event, or potential event which may
affect the project scope, budget, or schedule in a
positive or negative manner).
A project issues tracking mechanism (issues list) has
Project Issue Tracking been established and used which documents issues as
3. Document
Documentation they arise, enables communication of issues to proper
state agency individuals/entities, documents a
mitigation strategy as appropriate and tracks issues to
closure.
Issues list is updated as conditions change and
reviewed as part of the Project Meetings.
Provide written recommendations on potential
problems with the existing Project Certification
Committee project documentation.
Project Assessment Provide written documentation on IT technical
4. and Recommendations Document infrastructure needs and resources, all stakeholder
Report resources, and other staffing and other resources
needed.
Submitted to the Agency’s Chief Information Officer
or designee for review and approval.
Bi-weekly Project Status Meetings are scheduled and
conducted
Monthly Steering Committee Meetings are scheduled
and conducted.
Project Meeting Project activities are summarized and presented to the
5. Document agency on a bi-weekly basis.
Documentation
Status on the Project Certification Documentation is
presented on a bi-weekly basis.
Meeting Agendas are distributed prior to the meeting.
Minutes are documented from the meeting and
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PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
# Deliverables Type Acceptance Criteria
distributed.
Meeting Materials are stored in the Project
Repository.
The following documents have been updated and
ready for presentation to the DoIT Project
Certification Committee (PCC):
o Project Implementation Certification form
o Updated Project Management Plan
o Updated Project Schedule (contained in PMP)
o Project Risk Management Plan (contained in
PMP)
The following documents have been updated and
ready for presentation to the Technical Architecture
Review Committee (TARC):
o Technical Architecture Review Form
o Agency Chief Information Office (CIO) EA
compliance Form
Updated Project o Business Continuity, Backup and Recovery
Certification Implementation Design
6. Document o System Design Document to include: the
Committee
Documentation network Architecture Design and the System
Hardware and Software Architecture Design
o Operations and Support Plan
o Security Questionnaire
Templates and instructions provided by the
PCC/TARC for this documentation are followed.
BHDW Phase I Documents are used as a baseline,
updating them as necessary for Phase II.
All documents will be submitted to the Agency’s
Chief Information Officer or Designee for review and
approval before distributing.
In coordination with Agency/Project Team, the PM
shall present to the PCC on behalf of the agency for
the TARC and PCC Implementation Presentation
Sessions.
A document library structure has been defined and
approved by the agency that organizes the project
documentation such that Project or Agency staff can
search and obtain all documentation with a reasonable
Project level of effort.
7. Document Library
Repository A project repository has been established that can be
assessed by all key project personnel.
All project documentation is stored in the project
repository on a regular basis.
The project artifacts are updated to the Agency file
PAGE | 17
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
# Deliverables Type Acceptance Criteria
server by the end of the project.
4.3 TECHNICAL DELIVERABLES
# Deliverables Type Acceptance Criteria
Technical requirements gathering sessions will have
been conducted with OptumHealth New Mexico
(OHNM) and Medicaid.
Detailed requirements from OHNM include:
o Source data types
o Source to target mapping
o Source file definition
o Incremental file frequency
o Process definition for handling invalid source
data including documenting feedback and
Technical facilitating feedback to OHNM
Requirements for Detailed requirements from Medicaid will include:
1. Document o Source data types
sourcing OHNM data
and Medicaid data o Source to target mapping
o Source file definition
o Incremental data processing definitions
Data lists have been verified with State stakeholders
for completeness.
Draft document will be delivered to the Agency’s
Chief Information Officer or Designee for review and
feedback.
Final document will be delivered to the Agency’s
Chief Information Officer or Designee for review and
approval.
ETL Business Rule gathering sessions will have been
conducted with the project stakeholders.
The ETL documentation should include:
o Data cleansing and transformation rules
o Load frequency
Technical Extract, o Audit strategy
Transform and Load o Rules for handling changing dimension data,
2. Document
(ETL) Business Rules error handling strategy
Documentation o Data persistence rules
o Data lists have been verified with the state
stakeholders for completeness.
Draft document will be delivered to the Agency’s
Chief Information Officer or Designee for review and
PAGE | 18
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
# Deliverables Type Acceptance Criteria
feedback.
Final document will be delivered to the Agency’s
Chief Information Officer or Designee for review and
approval.
BI data requirements sessions will have been
conducted with project stakeholders.
The BI Requirements documentation will include:
o Prioritized list of standard reports with
detailed template definition
o Report mock ups
o User input definitions
o Advanced report features (drilldown, charts,
Business Intelligence export rules etc),
Requirements for the o Refresh rate
3. Document o User access rules
BI Proof of Concept
(POC) o Performance metrics
Data lists have been verified with the state
stakeholders for completeness.
Draft document will be delivered to the Agency’s
Chief Information Officer or Designee for review and
feedback.
Final document will be delivered to the Agency’s
Chief Information Officer or Designee for review and
approval.
A System Design Document for the ETL solution for
OHNM and Medicaid Data Load has been created
following the NM DoIT documentation template.
System Design Draft document will be delivered to the Agency’s
4. Documentation for Document Chief Information Officer or Designee for review and
ETL Solution feedback
Final version will be submitted to the Agency’s Chief
Information Officer or Designee for review and
approval.
Have developed an ETL solution to process OHNM
full and incremental data loads per the System Design
Documentation.
Developed and finalized the SSIS packages for the
ETL solution.
Will complete two draft versions (V1 and V2) and a
Development of ETL final SSIS package of the solution for review and
5. Application
Solution for OHNM approval by the Agency’s Chief Information Officer
or Designee.
The solution will be developed using the Microsoft
SQL Server 2008 suite of tools, primarily Integration
Services.
An ETL process which satisfies all business
PAGE | 19
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
# Deliverables Type Acceptance Criteria
requirements is submitted and fully tested and
verified by state employees.
Audit reports have been included in the ETL solution
to verify the success of the ETL process which can be
accessed by state system administrators.
Included in the ETL solution is a feedback method
for reporting invalid or incomplete data back to
OHNM.
A detailed test plan has been included using the NM
DoIT documentation template.
Documentation will be submitted to the Agency’s
Chief Information Officer or Designee for review and
approval.
Developed an ETL solution to process full and
incremental data loads from Medicaid.
Developed and finalized the SSIS p[packages for the
ETL solution.
Completed one draft version (V1) and a final SSIS
package of the solution for review and approval by
Agency Management.
The solution will be developed using the Microsoft
SQL Server 2008 suite of tools, primarily Integration
Services.
An ETL process which satisfies all business
Development of ETL requirements is submitted and fully tested and
6. Application verified by state employees.
Solution for Medicaid
Audit reports have been included in the ETL solution
to verify the success of the ETL process which can be
accessed by state system administrators.
Included in the ETL solution is a feedback method
for reporting invalid or incomplete data back to
OHNM.
A detailed test plan has been included using the NM
DoIT documentation template.
Documentation will be submitted to the Agency’s
Chief Information Officer or Designee for review and
approval.
A Dimensional data model is designed that will
support the reporting and analysis requirements
identified in the BI requirements document.
Development of Proof The database is developed in Microsoft SQL Server
7. of Concept Data Application 2008.
Model A Systems Design Document is created using the NM
DoIT templates detailing the dimensional model with
ERD, data dictionary, etc.
The ETL process developed by POD contractor is
PAGE | 20
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
# Deliverables Type Acceptance Criteria
tested and verified.
A Dimensional data model is designed that will
support the reporting and analysis requirements
identified in the BI requirements document.
The database is developed in Microsoft SQL Server
2008.
Development of Proof
A Systems Design Document is created using the NM
8. of Concept Cubes and Application
DoIT templates detailing the dimensional model with
Reports
ERD, data dictionary, etc.
The ETL process developed by POD contractor is
tested and verified
The Contractor will review the Proof of Concept Data
Model and provide feedback on the following items:
Does the data model meet the requirements as stated
in the BI Requirements Documentation?
Does the data model adhere to Industry Standards and
Best Practices for Dimensional Modeling?
Does the data model provide adequate flexibility and
scalability to handle adjusting business needs and
data volume increases?
Review of Proof of
9. Document Does the data model provide a solid foundation for
Concept Data Model
future cube and Business Intelligence document?
Feedback will be provided in the form of a
recommendations report.
The report will answer in detail each of the separate
questions identified above.
There will be no specific report format required for this
deliverable.
The Contractor will facilitate and document in detail
the BI requirements sessions to support the Business
Additional Interview Intelligence (BI) Proof of Concept.
Sessions – It is anticipated that each of the sessions will last up
to two hours.
1) Secretaries /
The BI documentation should include
10. Directors; Document
o a prioritized list of standard reports with
2) State Data detailed template definition,
Warehouse Council o report mock ups,
Workgroup o user input definition,
o advanced report features (drill down, charts,
export rules etc.),
o refresh rate,
PAGE | 21
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
# Deliverables Type Acceptance Criteria
o user access rules and
o performance metrics.
4.4 IV&V DELIVERABLES
# Deliverables Type Acceptance Criteria
Six periodic reports are submitted based on the status of
each activity shown in the PMP and the progress toward
accomplishment of that activity since the prior report.
Each report includes:
o A summary of the findings associated with the
evaluation, including an evaluation of how the Project
is implementing previously recommended risk
mitigation activity(ies), and the status of the
requirements traceability activity and the effectiveness
of requirements management;
o An evaluation of the current status of the Project,
including any pertinent historical background
information which may explain any problems or
movement forward otherwise undisclosed;
o For each activity area evaluated, the following
questions are answered;
What is the Project's current activity/tasks in this
1. IV&V Reports Document area?
How effective is the project in meeting best
practices in this activity area?
Is the Project making measurable progress in this
area?
Is the Project within budget and on schedule?
What best practices or standards are applicable
and or are being followed (State, industry (IEEE,
SEI, ISO, etc.), internal?
Is the documentation for this activity area accurate
and up-to-date?
Ensure a clear line of sight between the project
requirements management and the actual project
requirements.
o If possible, aspects of each report are quantified;
o Detailed recommendations are included for each
identified area specifying what can be done
immediately and in the long term to improve the
agency and/or State's management of IT Projects.
PAGE | 22
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
5.0 PROJECT WORK
5.1 WORK BREAKDOWN STRUCTURE (WBS)
5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE
Attached below is the Microsoft Project Schedule which will be maintained in the Project Repository. An
instance of the project file is attached in this document as a starting point for the project and has been
baselined on 9/2/2010.
Project Schedule
12-02-2010.mpp
PAGE | 23
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
Behavioral Health Data Warehouse Phase II Timeline
5/16
8/20 Today 2/25 Incremental OHNM
Collect Data Requirements Begin developing data feed
OHNM and Medicaid ETL Process OHNM
(full data load)
Cert 4/6
2/20 First full OHNM
12/15 Test Data from data feed
4/28 PCC OHNM/MAD
Project Startup/ 12/8 6/30
Initiation and Planning TARC Project Closeout
May 10 Jun 10 Jul 10 Aug 10 Sep 10 Oct 10 Nov 10 Dec 10 Jan 11 Feb 11 Mar 11 Apr 11 May 11 Jun 11
28 Apr, 2010 30 Jun, 2011
5/25
6/20
Contract with IV&V
Vendor 1/18 Incremental OHNM
Begin System Design data feed
7/26 ETL Solution
Contract with Project Manager, 3/11
Business Analyst, and ETL Developer Begin developing
8/20 ETL Process
Work with Stakeholders Medicaid
To collect reporting 2/1
And analysis requirements Begin developing
Proof of Concept
Cubes and Reports
10/18
Begin developing
Proof of Concept 3/31
Data Model Begin developing
ETL Process OHNM
(incremental
data)
5/2
Updated 12/08/2010
Medicaid Data Feed
5.3 PROJECT BUDGET
Phase / Estimated
Activity Associated Deliverables Budget
Project -0-
Initiation o Project Charter
Phase o Project Plan
o Project Schedule
Project o Contract with Project $63,127
Planning Phase Manager/Business Analyst/ETL
Developer and IV&V;
o Collect Business Requirements for
OHNM and Medicaid
o Work with Stakeholders to collect
reporting and analysis requirements
PAGE | 24
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
Phase / Estimated
Activity Associated Deliverables Budget
o Technical Architecture Review
o Implementation Certification
o Project Management and Oversight
o Project Meeting Documentation
o IV&V Reports
Project o Development of Proof of Concept $136,873
Implementation Data ModelSystem Design
Phase Documentation for ETL Solution
o Development of ETL Solution for
OHNM
o Development of ETL Solution for
Medicaid
o Development of Proof of Concept
Cubes and Reports
o Receive first full OHNM data feed
o Receive first incremental OHNM data
feed
o Receive full Medicaid data fed
o Project Management and Oversight
o Project Meeting Documentation
o IV&V Reports
o Acquisition of Hardware
Project o Project Closeout Report -0-
Closeout Phase o Lessons Learned
Total Project
Cost $200,000.00
PAGE | 25
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
5.4 PROJECT TEAM
5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE
Teresa Henke
BHDW Contract
Mgr
Mary Gerlach
IV&V
Project Manager
Chris Neitzey
POD Contractor
Bev Harris, HSD-ITD
Bev Harris, HSD-ITD Gordon, O’Brien, HSD-ITD
Gordon, O’Brien, HSD-ITD ETL Developers (2) – POD
Dale Atkinson, BA – POD Theta Nyein (MAD)
Jon King, BA – POD SAB Resource (as needed)
Wayne McCashland - POD NM DoIT Resource
(as needed)
Technical Team
Data Modeling Team
OTHER
Policy Development
Subcommittee
Requirements Gathering
Team
Reporting and Analysis
Team
5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES
ROLE RESPONSIBILITY
Project Manager This person is responsible for developing, in concurrence with the
Project Steering Committee, a project definition. The Project
Manager takes the lead on the planning and development of all
project deliverables. The Project Manager ensures that the project is
delivered on time, to budget and to the required quality standards
within agreement specifications. The Project Manager ensures the
project is efficiently resourced and manages relationships with a wide
range of groups. The Project Manager is also responsible for
managing the work of consultants, allocating and utilizing resources
in an efficient manner and maintaining supportive and motivated
successful teams, and developing and maintaining project
documentation.
PAGE | 26
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
ROLE RESPONSIBILITY
Project Steering The Steering Committee consists of management grade personnel. It
Committee is responsible for overseeing the progress of the project and
responding to any strategic problems as they arise. The committee is
involved from project planning and initiation including development
of the project definition in concurrence with the Project Manager.
Once the project is initiated, the committee actively reviews the
project’s progress. In addition, the Committee will negotiate through
delicate diplomatic areas of the project.
Data Modeling Team This team prepares data models for the source system based on
information provided by the business analyst and a data expert. In
addition, the data modeling team assists in the development of the
data model(s) for the Enterprise Data Warehouse (EDW) or a data
mart. This team may also assist in the development of the business
process models.
Technical The role of this group is to implement and manage the infrastructure
Implementation Group that is the foundation of the data warehouse. Group members are
familiar with the hardware and software likely to be used,
experienced in administration of these and are able to direct fine-
tuning and optimizing efforts as the data warehouse develops. The
technical implementation group helps ensure that the needed
technical resources are available.
5.5 STAFF PLANNING AND RESOURCE ACQUISITION
Listed below are the anticipated resources needed to support the certification funding requests
for this project. This includes the contractor resources that are in addition to the HSD staff, as
well as the hardware/software requirements that are needed to satisfy the goals/objectives of this
project.
PAGE | 27
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
5.5.1 PROJECT STAFF
Cost
Resource Estimate Work Product/Deliverable
Project Manager – $ 73,079 Updated PMP/Schedule
contractor (1) Bi-Weekly Status Reports
Updated Project Tracking Documentation (Project
Cadence Workbook)
Project Initiation and Assessment Report
Conduct and Document Project Meetings (Project
Status and Executive Steering Committee)
Project Certification Committee Documents and
Presentation
Document Library
Business Analyst (2) $ 22,893 Technical Requirements Documentation (OHNM /
Medicaid)
Technical Extract, Transform, and Load (ETL Business
Rules Documentation
Business Intelligence Requirements Documentation for
the BI Proof of Concept.
Additional interviews for Secretaries/Directors and
State Data Warehouse Council Workgroup
ETL Developer – $ 38,948 Systems Design Document for ETL Solution
contractor (2) Develop ETL Solution to process OHNM data loads
Develop ETL solution to process Medicaid data loads
IV&V Contractor (1) $ 15,172 Six IV&V Reports
Total $150,092
5.5.2 NON-PERSONNEL RESOURCES
Estimated Work
Resource Cost Estimate units/hours Availability Source Product/Deliverable
Hardware and $ 49,908 Implementation Phase
Software;
possible virtual
environment
5.6 PROJECT LOGISTICS
5.6.1 PROJECT TEAM TRAINING
Not Applicable to Phase Two
PAGE | 28
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
6.0 PROJECT MANAGEMENT AND CONTROLS
6.1 RISK AND ISSUE MANAGEMENT
6.1.1 RISK MANAGEMENT STRATEGY
Both Risks and Issues can significantly impact a project’s success, and both should be handled in
similar ways.
The strategy to manage risk includes but is not limited to:
1. Identify, characterize, and assess the risk
2. Identify ways to reduce those risks
3. Prioritize risk reduction measures based on a strategy
Managing risk is a most important element of any successful project. Risks need to be clearly
identified and effectively mitigated. Risk will be identified in a risk management matrix and
tracked throughout the project.
6.1.2 PROJECT RISK IDENTIFICATION –
Risk identification happens throughout the project. The project manager, the project team and
stakeholders are involved in the process. For this project, risks will be identified using the
Qualitative/Quantitative Analysis Method. This method lists the risk in a matrix based upon
impact and probability. This is the same method used by NM DoIT.
6.1.3 PROJECT RISK MITIGATION APPROACH
The response method used for the risk will be mitigation. Effort is made to reduce the
probability, impact or both of an identified risk in the project before the risk event occurs.
6.1.4 RISK REPORTING AND ESCALATION STRATEGY
The risk reporting and escalating strategy are communicated through a monthly status reporting
process.
Risk will be assigned to the responsible working group. An effort will be made by that group to
resolve the risk at that level. Depending on the priority of the risk, it may be escalated to the
Project Manager. If the Project Manager is unable to mitigate the risk, it will then be escalated to
the Steering Committee for mitigation.
PAGE | 29
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
6.1.5 PROJECT RISK TRACKING APPROACH
This project does not have a risk manager. The project team keeps the top risks highly visible
and tracks the effectiveness of the mitigation regularly. When the risks have been mitigated to
an acceptable level, the new risen risks will be kept track of. This project will use the NM DoIT
Risk Management Process.
6.1.6 ISSUE MANAGEMENT
6.1.6.1 Internal Issue Escalation and Resolution Process and
6.1.6.2 External Issue Escalation and Resolution Process
This project does not have an issues manager, and the project team oversees the issues and action
items. The Project Manager monitors due dates and raises issues and action items to the Project
Functional Manager as appropriate.
Issues can be identified by any party involved with the project and communicated to the Project
Manager. Issues will be assigned to the responsible individual or group for resolution. An effort
will be made by that individual or group to resolve the issue at that level. Depending on the
priority of the issue, it may be escalated to the Project Manager. If the Project Manager is unable
to resolve the issue, it will then be escalated to the Steering Committee for resolution.
6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V
Fox Systems have been identified as the IV&V Contractor which was approved on May 25,
2010. Six IV&V reports are scheduled for Phase II of this project, but additional reports may be
requested if needed. Reports will be submitted to the Agency’s Chief Information Officer or
Designee. Once approved, these reports will be posted in the Projects Repository.
6.3 SCOPE MANAGEMENT PLAN
Project Scope Management includes the processes required to ensure that the project includes all
the work required, and only the work required, and to complete the project successfully. For this
project the primary tool to manage the scope is to follow the work breakdown structure and by
defining and controlling what is or is not included in the project.
6.3.1 CHANGE CONTROL
6.3.1.1 Change Control Process
This project will use HSD’s Change Control Process to manage any changes related to the
development and test infrastructure.
6.3.1.2 Change Control Board (CCB)
PAGE | 30
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
This project will utilize HSD’s Change Control Board to manage any changes related to the
development and test infrastructure.
6.4 PROJECT BUDGET MANAGEMENT
6.4.1 BUDGET TRACKING
Currently all project expenditures for material resources are tracked in the Project as well as the
State of New Mexico Financial System. Budget reports are made monthly at the Steering
Committee Meetings. Below is how the rolled up expenses are reported:
Vendor Allocated Amount
Activity Description Remaining Status
Selected Budget Invoiced
Interna l l y s upported;
Project Initiation Phase Internal $ - $ - $ - no a ddi tiona l fundi ng
reques ted
Project Planning Phase
IV&V Contract (4 rpts) Fox Systems $ 10,115 $ 10,115 $ 0
PM Oversight (Del 1,2,3,4) POD $ 33,971 $ 24,234 $ 9,737
Requirements (Del 6,7,8) POD $ 19,041 $ 15,579 $ 3,462
Project Planning Totals $ 63,127 $ 49,928 $ 13,199
Project Implementation Phase
IV&V Contract (2 rpts) Fox Systems $ 5,057 $ - $ 5,057
PM Oversight (Del 5 + one month
POD $ 4,868 $ - $ 4,868
of PM Oversight)
ETL Development (Del 9,10,11) POD $ 38,948 $ - $ 38,948
PM Oversight - Amendment 1 POD $ 38,092 $ - $ 38,092
Hardware / SW / Other Contract
TBD $ 49,908 $ - $ 49,908
Support
Project Implementation Phase Total $ 136,873 $ - $ 136,873
Interna l l y s upported;
Project Closeout Phase Internal $ - $ - $ - no a ddi tiona l fundi ng
reques ted
Total Project $ 200,000 $ 49,928 $ 150,072
6.5 COMMUNICATION PLAN
The Steering Committee of the Collaborative Data Warehouse Project meets monthly on the
third Wednesday of the month for up to one and a half hours. Other committees meet on regular
intervals based on their project tasks. At each meeting the Project Manager informs the Steering
Committee of project progress to date, including: challenges, accomplishments, updates on the
PAGE | 31
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
work plan, and action items or tasks needed. Meeting minutes are taken and distributed at the
next meeting. In between meetings, the Project Manager sends pertinent emails to project staff
and committee members as needed. This process will be summarized on a monthly basis to
distribute to the Executive Sponsors, Collaborative stakeholders as appropriate, and to the
Department of Information Technology.
6.5.1 COMMUNICATION MATRIX
Listed below is the communication plan for the overall project to include planned meetings and
communications. More detailed information regarding the actual scheduling of these activities is
maintained in the Project Cadence Workbook which is stored in the Project Repository
maintained by the Project Manager. In addition, refer to Section 2.3, Executive Reporting above:
Est Content
Meeting Title Minutes Attendees Frequency
Time Owner
Internal Project Team
1 hr Project PM Internal Team Weekly
Meetings
Project Status Meetings 2 hr y Project PM Project Team Bi-Weekly
Steering Committee
2 hr y Project PM Steering Committee Monthly
Meetings
Updated Project Cadence Agency
Project PM Bi-Weekly
Worksheet Management
Agency
Project PM Bi-Weekly
Status Reports Management
6.5.2 STATUS MEETINGS
Project Status Meetings are conducted as planned in the detailed communication plan maintained
in the Project Cadence Workbook. Agendas will be distributed at least one day prior to the
meeting, and minutes generated and distributed within 48 hours of the meeting. All meeting
materials are maintained in the Project Repository.
6.5.3 PROJECT STATUS REPORTS
The New Mexico DoIT Templates will be used.
http://www.doit.state.nm.us/projmgmt_templ.html
In addition, at each Steering Committee meeting, an updated Project Progress Report is
distributed.
PAGE | 32
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)
6.6.1 BASELINES
Project Area Category Measure
Project Management Task performance On Schedule
Quality Errors in Data Modeling Errors by functional area
Testing (Data Warehouse) Performance and Quality Accepted/Not Accepted
Implementation Quality Data A final data feed from the SE
that is accurate and complete.
6.6.2 METRICS LIBRARY
A metrics library will not be used for Phase II.
6.7 PRODUCT AND PROCESS QUALITY ASSURANCE
Product and Process Quality Assurance falls into two categories. The first is Quality Control
which encompasses the physical quality of the products. This is provided by a series of product
checks done by various levels of reviews and test. The level of review will be determined by the
level of risk of errors. The second category is Quality Assurance which is monitored and
measured by an independent validation that work is being performed according to documented
processes and procedures. The Quality Assurance Branch will perform the IV&V required by
the Certification Committee.
Reviews:
Reviews will be performed on a variety of levels. The following describe the major reviews
performed.
Plans
There are two major plans for the project as follows:
Project Management Plan
The IV&V Plan
These plans will be reviewed by the project management team and the Executive Steering
Committee, and placed under CM Control in accordance with the documented processes
and procedures set forth for the project.
PAGE | 33
PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
Schedules
There is one master schedule that has been developed for the project. This schedule will
be under CM Control in accordance with the documented processes. The schedule will
be reviewed with the Agency’s Chief Information Officer or designee for review and
approval.
Milestones
Milestone reviews will be conducted as identified and annotated on the schedules.
Senior Management
Senior management reviews will be performed as scheduled in the form of an Executive
Steering Committee briefing. Items reviewed will include
Scheduled performance and milestones
Budget
Contracts
Risks & Issues
Escalated Incidents
Testing:
Testing of equipment will be performed by the technical staff assigned to the Technical Team in
accordance with industry best practices.
Quality Assurance:
Prabakhar Reddy is the Quality Assurance Manager. This project will follow NM DoIT project
performance standards. The specific activities that will be reviewed in Phase Two of this project
are Project Management, Systems Design and Business Continuity. The quality standards are
assessed by NM DoIT Project Certification Committee (PCC) and the Technical Architecture
Review Committee (TARC).
6.8 CONFIGURATION MANAGEMENT
6.8.1 VERSION CONTROL
All project documentation and data will be versioned and kept in the Project Repository. The
naming conventions for documents will adhere to the following structure:
DocumentName mmddyyyy v# authorinitials.doc
Example: BiWeekly Status Report 07152010 v1 CDN.doc
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PROJECT CHARTER: NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE
DATA WAREHOUSE PHASE II
6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)
The Project deliverables will be stored in a variety of media and available for updating as
necessary. The Project Manager will be the primary controller of the project repository and will
provide guidance on requirements and access controls.
The initial storage location has been set up on a SharePoint site that all HSD-ITD authorized
staff have access to.
The high level structure for the repository
00. Project Standards/Templates
01. Organizational Information (contact lists, org charts)
02. Plans and Actuals (PMP, Schedule, Project Cadence Workbook)
03. Communications (minutes)
04. Scope (change requests)
05. Deliverables (working materials, final deliverables, approvals)
06. Sponsor Information (Contracts, Agreements)
07. Requirements
08. Project Background Data
09. State Data Background Information
6.9 PROCUREMENT MANAGEMENT PLAN
Procurement of all professional services will follow standard processes for State Price
Agreement or General Services Agreement contracts.
All software and hardware procurement will follow standard procedures for obtaining the
requisition, purchase order and accompanying approval processes.
7. 0 PROJECT CLOSE
7.1 ADMINISTRATIVE CLOSE
The Project will follow the NM DoIT Project Closure requirements.
7.2 CONTRACT CLOSE
The close will consist of verification that the objectives and deliverables of Phase Two were met.
Acceptance is formalized and Project Management activities are administratively closed out. A
Project Closeout Report will be developed as well as Lessons Learned.
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