Project Closure Checklist

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					                                 Project Closeout Report
 Project Name              WIC EBT Connections                                  Date                    05/28/08
 Executive Sponsor         Jane Peacock (replacing Patsy Nelson)                Lead Agency             ITSD
 Project Manager           John Weathersby                                      Agency Code             665



                                                 Schedule and Budget
 Planned Start Date                       10/2/2000                     Actual Start Date                       10/2/2000
 Planned End Date                        12/31/2007                     Actual End Date                         3/31/2008
 Planned Cost: (Budget)                  $6,213,167                     Actual Cost: (Total)                    $ 6,763,998
      Professional                      $ 3,072,268                         Professional                      $ 2,836,321
       Services                                                               Services
      Hardware                           $ 765,000                          Hardware                          $ 843,323
      Software                          $2,252,318                          Software                          $ 2,897,159
      Network                                                               Network
      Other                              $123,581                           Other                             $ 187,195




 Appropriation History (Include all Funding sources,   e.g. Federal, State, County, Municipal laws or grants)

                           Amount                                              Funding Source(s)
    Fiscal Year
 FY98                 $1,142,467            USDA FFY98 482397
 FY99                 $114,191              USDA FFY99 482399
 FY00                 $214,030              USDA FFY00 482300
 FY01                 $413,603              USDA FFY01 482301
 FY02                 $523,028              USDA FFY02 482302
 FY03                 $470,429              USDA FFY03 482303
 FY04                 1,051,130             USDA FFY04 482304
 FY05                 $85,880.              USDA FFY05 482305
 FY06                 $2,198,423            USDA FFY06 482306
 FY06                 $550,823              USDA FFY06 482306




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                                                    Scope Verification
 Requirements Review                                                           Yes      No              Explanation/Notes
 Were the project objectives (expected outcomes) accomplished?                  X
 Were all Deliverables submitted and accepted?                                  X
 Did the IV&V vendor verify that all deliverables met the requirements?         X
 Have all contracts been closed?                                                X
 Have all final payments been made (i.e., invoices paid)                        X
 Has adequate knowledge transfer been completed?                                X



 TRANSITION TO OPERATIONS: (DESCRIBE AGENCY PLAN TO MIGRATE PROJECT SOLUTION TO PRODUCTION.
 INCLUDE DOIT IMPACT IF DIFFERENT THAN PREVIOUS REPORT)




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 The WIC EBT Transition to Operations Plan includes information regarding price agreements for hard and software
 resulting from the WIC EBT Connections Project; such as: Verifone Purchase Agreement, Hitachi Purchase
 Agreement, etc. The Transition to Operations Plan highlights those who are responsible for each area of the systems
 operation such as: the data center, the network infrastructure and connectivity support, and helpdesk support. These
 sections of the Transition to Operations Plan provide high level descriptions of processes followed in support of the
 program and links to the full procedures documents as well as any supporting documents such as forms and contact
 information. The Transition to Operations Plan highlights responsibilities for varying aspects of the systems such as
 ownership and responsibility for trouble shooting and supporting.

 The WIC EBT transition to operations plan includes the following:

          Application Information
 The WIC Application is the Department of Health WIC Program’s tool for: creating and tracking clients, modifying
 client records, creating food prescriptions for clients, tracking client health information, organizing categorizing and
 assigning foods to food packages, accessing and assigning food packages to clients, and writing food benefits to
 smartcard issuance devices.

 The plan includes contact information for all relevant parties involved in the application support so that if there is an
 issue the Application Support Division are aware of the appropriate personnel to contact.

          Documentation
 This section includes documents such as policies and procedures for WIC internal operation; such as, WIC vendor
 policies, the WIC food brochure, and WIC equipment inventory sheets.

           Production Runtime Environment Information
 All servers with detailed information including their role and location is located in this section. The servers are listed
 with all the key information required such as; operating system, server make and model, IP address, etc.

          Database Administration
 This section discusses the roles of the of the Database Administration team at WIC. This includes tasks such as:
 monitoring the daily Backups of the WIC including settlement in Live and Test databases, maintaining replication,
 creating adhoc reports, and creating queries to resolve issues that are called into help desk.

         Server Administration
 This section discusses the role of the DOH NOC in support of the WIC Program; such as Data Center will provide
 Windows server software installation, updates, systems BIOS and firmware updates as required.

          Website Administration
 The WIC application does not use public internet access nor does it have a public facing interface. This section is listed
 as not applicable.

          Application Management
 This section discusses the patch management and version upgrades with respect to the WIC Programs application.
 Maintenance Release Patches are created by the WIC application contractor and are tested through regression and
 regional system testers in the Santa Fe WIC application test environment. Specific patches to fix application bugs can
 be released at any time and may or may not need to be applied before the next Maintenance Release.

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 Regional support conducts implementation of desktop changes. Regional support is charged with conducting the
 rollout of patches and desktop changes according to each regions IT rules and policies.

          Desktop Administration
 Regional support is given for desk top systems used by the WIC application. Applications patches are managed by
 regional staff either by pushing down patches or physically visiting each machine; this decision is left to the regional
 support manager.

          Help Desk
 The DOH help desk section discusses the helpdesks responsibility to perform first level support troubleshooting to
 determine if the problem is desktop, network, server, application or training. Issues that cannot be resolved at first
 level will be assigned to the appropriate second level support staff.

         Network Administration
 The network administration discusses the use of Network Monitoring Tool; What’s Up Pro, monitor all core
 equipment and Simms and Runnel’s Building. This includes the DOH SMTP Gateway (DOHNOCM007) at
 10.136.2.223. Further, it supplies the contact information of individuals who are critical during any network outage.

         Vendor Information
 This section provides contact information for the WIC specific vendors needed for EBT or the WIC Application, such
 as CSC Covansys and Verifone. Links to the contracts are provided within this document, as well as contact
 information within the companies of the vendors the contract or agreement is with.




                                               Maintenance/Operations
                                                                               Yes      No              Explanation/Notes
 Are there recurring maintenance/operational costs for the product/service?              X     $ per Year
 Are there any recommended enhancements or updates?                                      X     (Attach comments)
 Funding source for maintenance/operational costs?     (Describe)



 BUSINESS PERFORMANCE MEASURES (COMPLETE FOR ALL PHASES)
 COMMENTS:




 PHASES              COMPLETION DATE                          GOALS/OBJECTIVES                                 RESULTS




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                                                                                                      The WIC EBT system
                                                                                                      proved its self reliable
                                                                                                      and effective. The
                                         Started pilot in Truth or Consequences and Hatch
                    7/1/2003                                                                          program decided to
                                         areas in July of 2003.
                                                                                                      move forward with
                                                                                                      state wide
 Initiation:                                                                                          implementation.
                                         Pilot was expanded to include the Roswell area and
                                         allowed for a complete cost benefit analysis to be
                    2/1/2006                                                                          Completed
                                         completed further lending support for a state wide
 Planning:                               implementation.
                                         Have 95% of all state vendors on WIC and no access
                                         issues caused by unpreparedness of vendors to
                                         accept eWIC. Implement WIC to greater than 95%
                                         of all WIC clinics in the state with planning or
                                         ongoing operational issues to finalize any remaining
                                         clinics after implementation. The WIC Program has
                                         exceeded their implementation goals in time line and
                    12/18/2008           in quality. 100% of all WIC Clinics how issue WIC            Completed
                                         EBT Benefits to a smartcard. 6 vendors dropped
                                         from the program of the 239 vendors. The project
                                         team worked to negotiate with vendors to ensure
                                         there were NO access issues caused by dropping.
                                         Because of the diligent work of the team there are
                                         currently NO access issues caused by lack of vendor
 Implementation:                         coverage.
                                         DoIT close-out report, final IV&V report, Lessons
                    3/1/2008                                                                          Completed
 Closeout:                               learned



 LESSONS LEARNED

     1. Train staff immediately prior to rollout. Training too early allows people to forget what they learned. Be
        aware training the trainer may cause more issuance errors if the “trainers” do not learn the process very
        thoroughly.

     2. When Training staff ensure they are not skipping ahead of the trainer, this causes further confusion and
        slows the trainings down as well as giving staff a false sense of knowledge and security during initial
        operations.

     3. If using Verifone machines with receipt printers, make sure printers work prior to rollout.

     4. Refrain from creating long and involved client user guides. People don’t read them or pay attention to
        them. They are also expensive to print. Create simple “how to” flyers on how to use the card.

     5. Have all training materials ready prior to rollout. This includes any power points and written materials.
        Training materials take several months to prepare. Provide information in English and Spanish if needed
        for your geographic area.


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     6. Clinic staff should have a plan for client clinic flow the week of rollout. Need to slow down clinics,
        extend certification times and allow time for nutrition education to familiarize clients with the new
        process of food benefit delivery.

     7. Compile UPC data for food items from Master distribution lists available from major chains or grocer
        distributors. Easier to use this system rather than itemizing individual food items from grocery store
        shelves.

     8. Recommend that store pharmacies have card readers installed and stores have a process for providing
        special formula items with correct packaging information and appropriate UPC codes. Identify ahead of
        time which chains/pharmacies will be used to provide formula if needed. Have an alternate provider for
        formula that is not issueable to the card because of packaging problems, i.e., a provider who is willing to
        break cases.

     9. Procurements must be managed closely and followed up on daily during negotiations; legal should be
        involved as early as possible to ensure someone is familiar with the needs of the program and any
        particular issues which may arise.

     10. Ensure steering committee is kept aware of procurement stumbling blocks so that their influence may be
         used in moving procurement forward.

     11. Define rolls of the steering committee early in the process and create a communications plan complete
         with all methods of contact for each member.

     12. Engage IT group who are responsible for the rollout activities in the beginning of each area or regional
         specific rollout. Allow the program to plan rollout activities and submit for approval. IT group can make
         necessary changes and planning to accommodate the needs of the rollout.

     13. With regards to the steps to be accomplished for each process in rollout to ensure that they are
         documented for review by the project team and that any changes are documented.

     14. Always have no less then two staff that understands an IT specific process, this helps to ensure that no
         bottle necks happen and no single person is overly important to the successful completion of the project.

     15. Project Websites would be helpful, not just storage locations, but websites that would keep project team
         members and other interested parties informed.




 IT System Analysis
 On this document, or as an attachment, provide a summary response, including changes, to the
 following IT infrastructure topics relating to this project:

      Describe or estimate this project’s impact on the Enterprise/DoIT infrastructure.
              o Hardware-
              The project has added to the systems functionality without changes or impact to the DoIT
              infrastructure. Peripheral devices have been added in clinic systems, however specialized MICR
              printers have been removed and will not need to be supported by field support, therefore, the net
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              results no change in level of support required.
              o Network (Include Diagram)-
              The programs infrastructure in support of this project has incurred no changes.
              o Software / Applications-
              The software and applications have been built from its earliest phases to include EBT functionality.
              o Where is this system hosted?
                         The WIC systems are currently hosted at the Colgate Data Center
      DoIT/OCIO were involved in the quality assurance during the life of the project. Vicki Gottlieb was on
       the project steering committee as an advisory member and received all IV&V reports.
      Below is the Application Architecture:




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 Business Continuity Strategy

 Clinic-Level Disaster Prevention
 Redundancy has been built into the permanent clinic server disk subsystem through the use of disk mirroring and
 RAID arrays. This provides failure protection for the clinic server disk drive at an affordable cost. Also, local
 backups are performed regularly to ensure that when a disaster occurs the data can be recovered. Additionally,
 an Uninterruptable Power Supply (UPS) is used to protect the clinic server from power failures and power spikes
 which could damage the equipment and corrupt files.

 General Recovery Strategy
 When a component fails, the clinic staff will call the DOH ITSD help desk for technical support. Technical
 support will determine the nature of the problem and attempt recovery. Technical support can connect to the
 clinic server and take over console operation. If technical support cannot resolve the problem remotely, a visit to
 the site will be made.

 Technical support will determine whether the problem is a “disaster”, meaning that special operations procedures
 are required, or the problem is a routine one that does not require special operations procedures. Technical
 support will determine what type of disaster it is, will instruct the clinic staff on what procedure to follow and
 will assist the clinic staff in implementing the procedure.

 On a weekly basis, the clinics print a copy of their appointment schedule for the next week so that it can be used
 as a reference during manual-mode operations.

 Loss of Critical Server Hardware Components
 The clinic will switch to “manual mode” for all functions that are required to be supported in manual mode.

 The clinic will issue hand-written checks using client information contained in their paper files. Information
 from handwritten checks must be kept for entry into the system when capability is restored.

 The clinic staff will record all information pertinent to a client on paper forms for entry into the system when
 capability is restored. When the hardware failure is corrected, technical support will check to make sure that the
 clinic database is recovered properly by examining the SQL Server log. If the database is recovered properly,
 the WIC application will be brought up and the information from manual operations will be entered into the
 system. The entry of manual information must be completed within 48 hours of resuming automated clinic
 operations.

 If the server cannot be repaired, technical support would order a replacement. When it is received technical
 support would install the hardware, install the software, configure the system and restore the database. The
 clinic personnel would then enter any manually captured data.

 Failure of Server System Software
 The recovery strategy is the same as for loss of critical server hardware components, except that the process for
 correcting the problem requires the technical support person to diagnose and correct a software rather than a
 hardware problem. If there are indications that a software file has been corrupted or that recent installation of a
 new software package is causing the problem, the technician may have to reinstall or deinstall software.

 As a precautionary measure, a backup of the clinic database is made whenever software problems are suspected.

 Failure of the WIC Application

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 An application failure is only considered a disaster if critical application functions are unavailable.

 The recovery strategy is the same as for loss of critical server hardware components, except that the process for
 correcting the problem requires the technical support person to diagnose and correct the problem. If there are
 indications that a software file has been corrupted, or that recent installation of a new software package is
 causing the problem the technician may have to reinstall or uninstall software.

 As with suspected system software problems, a backup of the clinic database is made as a precautionary measure
 whenever “disaster-level” application software problems are suspected.

 Damage to the Clinic Database
 If the clinic database is determined to be damaged, it may be possible to recover the database up to the point the
 damage occurred, depending on the nature of the error. For example, if a hardware or operating system error
 caused the damage, it may be possible to fully recover the database. Recovery is accomplished by a technician
 who is trained in SQL Server administration dumping the transaction log, restoring the database from the most
 recent save and then applying the transaction log changes. If successful, the database will be recovered to the
 point of failure.

 If it is not possible to recover to the point of failure, the database will be recovered to the last backup or
 replication. Technical support will determine whether replication has occurred since the last backup. If not, the
 database is restored from the backup. If replication has occurred, the clinic data must downloaded from the state
 database to ensure consistency.

 Failure of Server LAN Controller
 The recovery strategy is the same as for loss of critical server hardware component.

 Failure of All Clinic Workstations
 The clinic will switch to “manual mode” for all functions that are required to be supported in manual mode.

 The clinic will issue hand-written checks using client information contained in their paper files. Information
 from handwritten checks must be kept for entry into the system when capability is restored.

 The clinic staff will record all information pertinent to a client on paper forms for entry into the system when
 capability is restored. When the hardware failure is corrected, the WIC application will be brought up and the
 information from manual operations will be entered into the system. The entry of manual information must be
 completed with 48 hours of resuming automated clinic operations.

 Failure of All Clinic Check Printers
 The recovery strategy is the same as for loss of critical server hardware components, except that the only
 function that must be performed in manual mode is FI Issuance and the information from the manually issued
 checks should be entered into the system as the checks are issued.

 Loss of Communications to State Server
 Loss of communications to the state server is considered a disaster after 1 business day of continuous
 communications outage. It is entirely possible to replicate the clinic database with the state database manually
 by sending data that has been modified at the clinic on diskette or tape to the state office and sending data that
 has been modified at the state office to the clinic. While not complex, this is something that can be done only
 with the assistance of knowledgeable Data Base Administrators using SQL Server’s replication features. This
 type of outage will be handled administratively and replication performed once communications is reestablished.

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 Security Strategy (Application and Data Security Process, Plan, or Standard)

 Overview
 The WIC environment centers largely around the “WIC Application;” this application is used throughout the WIC
 enterprise and handles secure patient data within a statewide database. This database is centralized in the Colgate
 building in Santa Fe, but most WIC sites have their own instance that runs locally and is synchronized with the
 master database at regular intervals. The majority of WIC employees have access to their own or a shared
 workstation that is connected to the DOH Active Directory Domain, and many have their own state email
 address. All WIC site networks are connected directly into the NMDOH network in Santa Fe over secure
 independent dedicated connections. Likewise, internet connection traffic is centrally managed and monitored.

 The WIC Program’s security strategy is being driven by the USDA Security Policy Handbook. There are four
 major categories: Systems Access Security (focuses on the actual workstation level security), Physical Security,
 Personnel Security (deals with training issues and systems management distribution), and Information Security
 (focuses on the databases and how they are managed and secured).

 Systems Access Security
 The WIC Program’s user workstations and server systems are secured using local and Active Directory managed
 user and administrator accounts per DoIT login security policies. Moreover, access to the client records is not
 directly allowed, but is granted via the WIC application which uses its separate and independent user
 authentication and password rules.

 Physical Security
 The WIC applications database servers are stored in restricted locked areas within the state headquarters and all
 clinic locations. Access to these locations is restricted to regional desktop support technicians and authorized
 WIC management.

 Personnel Security
 New employee training includes training surrounding the proper usage of database access and care for client
 confidential data. Clinics regularly remind and/or refresh individual staff members with proper data access
 processes and procedures. Upon termination of employment, database, network and computer terminal access
 privileges are revoked.

 Information Security
 Database administrators have exclusive access to all databases. There are no other user or power user privileges
 granting directly access to client data.

 Project Sign Off
 The signatures below certify that this project has been completed in accordance to the specified budget, schedule,
 scope, and achieved the intended outcome.
 STAKEHOLDERS                                                   NAME: SIGNATURE                                 DATE

 Executive Sponsor                 Jane Peacock                                                            05/15/08

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 (or Designee)

 Lead Agency Head
                             Sid Golden                                                          05/15/08
 (or Designee)

 CIO IT Lead                 Boguslaw Malecki                                                    05/15/08

 Project Manager             John Weathersby                                                     05/15/08




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