Project Plan Template - PDF by alllona

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									        NYSDOT Program Support Division and
      NYSTA Department of Engineering Services
Joint Implementation of AASHTO Trns•port® SiteManager
                    Project Plan


                    March 14, 2005


   Mike Arthur, NYSDOT Program Area Project Manager
   Harold Crusan, NYSTA Program Area Project Manager
      Cheryl Falcone, NYSDOT ISB Project Manager
         John Moak, NYSTA IT Project Manager
      Frank Hartley, NYSDOT Construction Division
        Dave Bernard, NYSDOT Technical Services
         Russ Barron, Info Tech Project Manager
                           Project Plan Revision History

   Date                                 Description        Version

11/7/2004    Initial Draft by Russ Barron                        1.0
11/18/2004   Merged Cheryl Falcone’s version                     2.0
11/22/2004   Edits by Russ Barron                                2.1
11/23/2004   PM Team Review                                      3.0
12/15/2004   Core Team Input                                     4.0
12/21/2004   More Core Team Input                                4.1
1/13/2005    Final Draft (includes Risks and Schedule)           5.0
1/19/2005    Lead Team Review                                    5.1
1/26/2005    Final Lead Team Review                              5.2
2/16/2005    PMO Review
2/21/2005    Revisions per PMO Review                            6.0
2/24/2005    Revisions per PMO Review                            6.1
3/1/2005     Revisions per PMO Follow-up Review                  6.2
3/14/2005    Final Draft (incorporating NYSTA revisions)         7.0




                                                                       Page 2
                                                       Project Plan Table of Contents

Project Plan Revision History............................................................................................................................ 2
Project Plan Table of Contents............................................................................................................................ 3
PROJECT IDENTIFICATION............................................................................................................................. 4
   1.1    Project Request .......................................................................................................................................... 4
   1.2    Project Background.................................................................................................................................... 4
   1.3    Project Objective........................................................................................................................................ 4
   1.4    Critical Success Factors ............................................................................................................................. 5
2     SCOPE OF EFFORT .................................................................................................................................... 6
   2.1    In Scope ..................................................................................................................................................... 6
   2.2    Out of Scope .............................................................................................................................................. 6
   2.3    Key Project Dependencies (funded separately) ......................................................................................... 6
3 MANAGEMENT APPROACH ................................................................................................................... 7
   3.1    Project Management .................................................................................................................................. 7
   3.2    Program Area Management ....................................................................................................................... 8
   3.3    Schedule / WBS Management ................................................................................................................... 8
   3.4    Communications Management .................................................................................................................. 8
   3.5    Issues Management.................................................................................................................................. 11
4 QUALITY ASSURANCE APPROACH.................................................................................................... 14
5 TECHNICAL APPROACH AND DETAILED SCOPE OF WORK ........................................................ 15
   5.1    Technical Environment............................................................................................................................ 15
   5.2    Work Approach and Deliverables (Detailed Scope of Work) ................................................................. 15
   5.3    Engagement / Project Organization ......................................................................................................... 26
   5.4    IT Responsibilities ................................................................................................................................... 26
   5.5    User Responsibilities ............................................................................................................................... 29
   5.6    InfoTech Responsibilities ........................................................................................................................ 31
6 TIME AND COST (SCHEDULE AND BUDGET) .................................................................................. 32
7     RISK MANAGEMENT.............................................................................................................................. 45
   7.1    Risk Management Approach.................................................................................................................... 45
   7.2    Project Risks ............................................................................................................................................ 46
8     CHANGE MANAGEMENT ...................................................................................................................... 47
   8.1    Change Procedures................................................................................................................................... 47
   8.2    Change Criteria ........................................................................................................................................ 49
9 TRANSITION MANAGEMENT............................................................................................................... 51
   9.1    Organizational Management.................................................................................................................... 51
   9.2    Procedural Management .......................................................................................................................... 51
10      ACCEPTANCE MANAGEMENT ........................................................................................................ 52
   10.1 Deliverable Acceptance Procedure .......................................................................................................... 52
   10.2 Final Acceptance...................................................................................................................................... 52
   10.3 Initiation Document ................................................................................................................................. 53
11      FINANCIAL RECONCILIATION ........................................................................................................ 54
APPENDIX A – PROJECT SCHEDULE and WBS.......................................................................................... 55
APPENDIX B – PROJECT and PROGRESS STATUS REPORTS.................................................................. 56
APPENDIX C – CHANGE REQUEST ............................................................................................................. 62
APPENDIX D – RISK MANAGEMENT.......................................................................................................... 66
APPENDIX E – DELIVERABLE ACCEPTANCE........................................................................................... 69




                                                                                                                                                           Page 3
PROJECT IDENTIFICATION

  1.1 Project Request
    New York State Department of Transportation (NYSDOT) jointly with the New York State Thruway
    Authority (NYSTA) requested Info Tech, Inc to implement the AASHTO Trns•port products Site
    Manager and Site Pad (including both Construction and Materials functionality).

  1.2 Project Background
    Currently the construction management, materials management, and contract payment systems at both the
    NYSDOT and NYSTA are comprised of many disparate, stand-alone PC-based, and mainframe systems. The
    systems are not integrated and do not provide full project life-cycle functionality. Parts of the system require
    duplication of data entry effort, consuming a great deal of staff time. The applications are high-maintenance and
    tend to be supported by a few individuals resulting in a high risk of loss of institutional knowledge and support.
    The systems generally provide limited data access and they do not fully interface with the decision support
    system. The Contract Payment Systems at both agencies are inflexible and difficult to modify.

    In early 2003, NYSDOT developed a business case for a SiteManager implementation project. Later in 2003,
    NYSDOT and NYSTA determined a joint implementation was possible and beneficial to both organizations. A
    presentation was made to the NYSDOT IT Council in March 2004, requesting project approval and funding
    authorization. Both were granted, and a joint SiteManager implementation project was initiated September 1,
    2004.

  1.3   Project Objective
    Joint NYSDOT/NYSTA implementation of Trns•port SiteManager and SitePad (including both Construction
    and Materials functionality)
    SiteManager will replace the following systems:
        • CEES (Computerized Engineer’s Estimate System)
        • CPS (Contract Payment System); NYSDOT only
    SiteManager will involve implementation of the following interfaces:
        • Trns•port PES/LAS to SiteManager
        • SiteManager to Trns•port DSS
        • Trns•port to IAS (Integrated Accounting System); NYSDOT only
        • LIMS / GSLA LIMS for lab management; NYSDOT only
    SiteManager will facilitate many construction and materials processes, including:
        • Management of Approved List Items
        • Management of Producer/Suppliers, with associated materials
        • Management of samplers, testers, and welders
        • Shop drawing approvals
        • Documenting sample information and approval status
        • Change Order
        • Contractor Payment Estimate
        • Daily Work Report
        • Contract Management

    SitePad will:
        • Replace the paper Inspector Report (IR)
        • Enable electronic data collection in the field.
    As a result of the implementation of standard AASHTO software, SiteManager will allow the revision of
    business practices to be more consistent with industry-accepted best practices.



                                                                                                               Page 4
1.4 Critical Success Factors
The implementation in the client/server environment for SiteManager is critical to the overall business.

Critical success factors are:
    • Interagency cooperation
    • New systems that meet the needs of the business as defined in the preliminary analysis document (change
         controls will be submitted for NYSTA-specific needs)
    • New business processes adopted by program areas (including single data entry).
    • Coordinating new business processes to meet NYSTA and NYSDOT needs
    • ODBC read access for program areas during development phase to development and production database
         environments
    • Program area access to PowerBuilder resources
    • Access for all end users (NYSDOT, NYSTA, consultant inspectors, etc.) that provides acceptable
         performance.
    • Sufficient hardware for all end users delivered in a timely manner.

Required contributions for success
   • Executive support
   • Effective communication (all levels)
   • Stakeholder commitment & availability
   • Effective (project) scope control
   • Sufficient project funding and change control funding.
   • Teamwork
   • Educated users




                                                                                                           Page 5
2   SCOPE OF EFFORT

2.1 In Scope
    •   At a summary level, the project scope includes
            Project Management
            Implementation Strategy
            Issue Tracking and Reporting
            Reference Data and Code Table analysis and population
            Group and User Security analysis and population
            Software Installation and Configuration assistance
            Business Process Evaluation and Analysis
            Custom Interfaces, Templates, Plug-ins and Reports
            Testing Assistance
            Custom Documentation
            Custom Training
            Support during the transition period.
    •   The scope of this project is defined in detail in the following documents:
            • The tasks defined in the SiteManager Construction Implementation – Preliminary Analysis for
                the New York State Department of Transportation document delivered April 14, 2003.
               \\s2im33\DOT Data\Office of Budget and Finance\Information Services\Project Management\Projects\SITEMANAGER\Project Definition and
               Schedules\Project Definition\NYSDOT SM Construction Analysis Final 20030414.pdf:



           •   The tasks defined in the SiteManager Materials Management Implementation - Preliminary
               Analysis for the New York State Department of Transportation document delivered July 7,
               2003.
               \\s2im33\DOT Data\Office of Budget and Finance\Information Services\Project Management\Projects\SITEMANAGER\Project Definition and
               Schedules\Project Definition\NYSDOT SM Materials Analysis Final 20030808.pdf:



    Note: NYSTA joined the project after the preliminary analysis was completed and incorporated into the
    Business Case submitted to the IT Council. The NYSTA impact to the project will be assessed and
    managed through the Change Management Process.

2.2 Out of Scope
    •   Work not defined in the aforementioned documents.
    •   NYSDOT/NYSTA Specification, Policy and Procedural Manual changes.
    •   NYSTA interface to Contract Management System (to be developed by NYSTA resources).
    •   NYSTA interface to Capital Program Management System (to be developed by NYSTA resources).
    •   Enhancements to the base (generic) SiteManager product.

2.3 Key Project Dependencies (funded separately)
    •   Hardware (PCs, tablets, notebooks, or PDA’s)
    •   Field Office network implementation
    •   Field Office network support
    •   Required enhancements to the IT infrastructure (database space, application server capacity, etc.)




                                                                                                                                        Page 6
3    MANAGEMENT APPROACH

3.1 Project Management
This project, managed by a project management team made up of Mike Arthur, NYSDOT Program Area Project
Manager, Harold Crusan, NYSTA Program Area Project Manager, Cheryl Falcone, NYSDOT ISB Project Manager,
John Moak, NYSTA IT Project Manager, and Russ Barron, Info Tech Project Manager, will follow the principles of
Project Management as outlined in the New York State Project Management Guidebook, and adopted and modified for
use by NYSDOT. These principles include the following essentials:

Project definition essentials (defined at the beginning of the project):
    • A Project Charter, defining the project, project sponsors, and commitments to the project, is the initial defining
        document which commits resources to the project and allows the project to proceed;

    •   A Project Schedule, in MS Project, defining in detail the tasks, activities, deliverables, and phases of this project
        (in terms of dates, effort, and cost) which make up the entire scope of the project, and maintained on a weekly
        basis to reflect actual and forecasted activity; and

    •   A Project Plan (this document), defining and containing the following:
           o Project Scope and Deliverables
           o Project Roles and Responsibilities
           o Project Technical Approach
           o Project Work Breakdown Structure and Schedule
           o The definition of the following processes:
           o Project Management
           o Schedule Management
           o Deliverable Acceptance Management
           o Plan Change Management
           o Issue Management
           o Escalation Management
           o Risk Management
           o Communication Management
           o Organizational Change Management
           o Quality Management
           o Team and Consultant Management
           o Budget and Financial Reconciliation and Management

Project execution and control essentials (performed during the life of the project):
• The project will be executed and controlled by the performance of the following activities:
        o Conducting the project (phase) kickoff meeting
        o Manage the team (assignments, training, team meetings, etc.)
        o Manage the project schedule (apply actuals, estimates, change impact)
        o Manage the acceptance process (criteria, development, review, signoff)
        o Manage the plan change process (scope, effort, duration, date changes - signoff)
        o Manage the issues (identify, assign, followup, close)
        o Manage escalation (determine need to escalate, escalate, followup, close)
        o Manage the risks (identify, prioritize, mitigate, contingency, followup, close)
        o Manage the communications (identify stakeholders, set up meetings, distribution lists, perform weekly status
            meetings, write weekly and monthly status reports, etc.)
        o Manage the organizational change (identify changes, facilitate the program areas resolving the change)
        o Manage the quality (how quality is built in, what quality checks are performed)
        o Manage the consultant (contract, invoices, payments, etc.)
        o Manage the project budget and reconcile the project financials

The specifics for each of the definitions are detailed in the sections that follow.

                                                                                                                      Page 7
3.2 Program Area Management
This project, managed by a program area management team made up of Mike Arthur, NYSDOT Program Area Project
Manager, Harold Crusan, NYSTA Program Area Project Manager, Frank Hartley, NYSDOT Construction Division,
Dave Bernard, NYSDOT Technical Services, and Andrew Nagy, NYSTA Office of Contract and Construction
Management, will follow the principles of Project Management as outlined in the New York State Project Management
Guidebook, and adopted and modified for use by NYSDOT. These principles include the following essentials:

Project definition essentials (defined at the beginning of the project):

    •   Will participate in the preparation for and the project kick off meeting
    •   Will identify, coordinate and negotiate for program area resources
    •   Will represent program area needs, expectations to the project; will manage program area expectations of the
        project; will track and communicate program area political and organizational changes which could impact the
        project
    •   Will coordinate program area review and approves / disapproves deliverables for program area
    •   Initiates project issues
    •   Identifies project risks
    •   Identifies potential project changes
    •   Will coordinate specific task assignments with program area resources
    •   Will provide/validate estimates for effort and duration for tasks assigned to program area resources
    •   Will facilitate periodic program area presentations
    •   Will participate in periodic program area presentations

3.3 Schedule / WBS Management
    A schedule for the project has been developed and will be maintained using PlanView and exported to Microsoft
    Project defining in detail the tasks, activities, deliverables, and phases of this project (in terms of dates, effort, and
    cost) which make up the entire scope of the project, and maintained on a weekly basis to reflect actual and forecasted
    activity. The tasks, activities, deliverables provided by NYSDOT and NYSTA resources will also be documented in
    the PlanView and MS Project schedule. Updates to the MS Project file will occur the fourth business day of each
    week and will include actual effort. Updates to percent completes will occur weekly on the fourth business day of
    the week and will include an estimate to task completion and address any variance to the schedule or budget.
    Updates to the NYSDOT and NYSTA resources tasks, activities, deliverables, and percent completes will be
    delivered to Info Tech on the first business day of the week and will include an estimate to task completion.
    Modifications to the project schedule baseline will occur only when approved through a change request.

3.4 Communications Management
Communication is key to the management of the participant’s expectations. Communication will be incorporated in all
levels of the project at regularly occurring intervals. This function will promote the understanding of project and foster
the flow of information to each organization involved in the process.

3.4.1   Communications Management Process:

    1. Weekly, Team members attend a status meeting and provide updates which are incorporated into the Weekly
       Project Status Report.

    2. The weekly Project Status Report is circulated for review prior to the weekly Project Status Meeting. The
       review includes schedule, budget, accomplishments, planned accomplishments, issues, action items, and risk
       (monthly).



                                                                                                                      Page 8
3. Monthly, the ISB Project Manager will develop and distribute a more formal Project Status Report, by the third
   business day of the month for PMO review and approval, after which the report will be distributed.

4. Weekly Project Status meetings will have a standing agenda; non-status meetings will have an agenda published
   at least 48 hours prior to the meeting (when practical), with a list of participants, list of topics, and anticipated
   time for discussion. Minutes of meetings will be taken and published to all participants (and others as designated
   during the meeting) within 48 hours of the meeting. (A template for the agenda and (non-status meeting)
   meeting minutes is attached).

5. Other meetings:
   • Weekly PM meetings – attended by PMs and Program Area managers
   • Monthly Implementation Team status meeting – attended by 64 member team
   • Weekly Info Tech project conference call
   • Program Area subteam meetings and/or conference calls as needed
   • Executive Quarterly Review
   • Ad-hoc meetings as required

6. Other communications:
   • Variance Reports as required
   • Updated project schedule with actuals
   • Detailed Service Unit Billing Report




                                                                                                                Page 9
3.4.2    Communications Plan Table

         All planned communication events should be identified in the following Communications Plan Table:

        Event / Activity                Initiator               Participant           Recipient
        Weekly Project Status           Cheryl Falcone          NYSDOT                Participants plus
        Meeting                                                 employees: Mike       NYSDOT PMO,
        Meeting @ 10:30 am Monday                               Arthur, Dave          NYSDOT Help Desk,
        Minutes by COB Wednesday                                Bernard, Daryl        NYSDOT Data
                                                                Bushika, Chuck        Management Group,
                                                                Crane, Cheryl         NYSDOT IT
                                                                Falcone, Bruce        Infrastructure,
                                                                Foster, Frank         NYSDOT Automation
                                                                Hartley, Rob          Support Unit,
                                                                Howland, Jim          NYSDOT/NYSTA
                                                                Hanley, Dave          ISO, NYSTA PMO,
                                                                Turco, and Steve      NYSDOT Regional
                                                                Zargham               Construction
                                                                NYSTA                 representatives,
                                                                employees: Harold     NYSTA Headquarters
                                                                Crusan, John          and Division
                                                                Moak, Andrew          Construction
                                                                Nagy, and Mike        representatives
                                                                Perry
                                                                ITI employees:
                                                                Russ Barron and
                                                                Diane Menz
        Weekly Project Management       Cheryl Falcone          PM Team plus          N/A
        Meeting                                                 Program Area
        Meeting @ 9:30 am Monday                                Managers
        Monthly Project Status Report   Cheryl Falcone          N/A                   Weekly distribution list
        (By COB the 3rd business day                                                  plus Project Sponsors,
        of the month)                                                                 Project Managers, plus
                                                                                      NYSDOT ISB Director
        ISB Director’s Monthly          Cheryl Falcone          N/A                   Weekly distribution list
        Project Status Report                                                         plus Project Sponsors,
        (By COB the 5th business day                                                  Project Managers, plus
        of the month)                                                                 NYSDOT ISB Director
        Monthly Implementation          Cheryl Falcone          Implementation        Same as Weekly
        Team Meeting                                            Team plus             Project Status plus
        Meeting @ 1:00 pm Monday                                NYSDOT/NYSTA          Implementation Team
        Minutes by COB Thursday                                 Help Desk, Data
                                                                Management
                                                                Group, IT
                                                                Infrastructure,
                                                                Desktop Support,
                                                                Systems
                                                                Management Team,
                                                                and ISO
        Subteam Meeting & Minutes       Subteam Leader          Subteam Members       Implementation Team
        (team, leaders, and schedules
        to be determined)
        Executive Quarterly Review      Mike Arthur             PM Team, Project      N/A
                                                                Sponsors and other
                                                                executives
                                                                                                             Page 10
3.5 Issues Management

Introduction

Managing issues involves documenting, reporting, escalating, tracking, and resolving problems that occur as a project
progresses. The issue management process addresses the following:
1.      How issues will be captured and tracked
2.      How issues will be prioritized
3.      How and when issues will be escalated for resolution

Issues are usually questions, suggestions, or problems raised by Project Team members, including the Project
Manager(s) and Customers. Issues are usually (but not always) raised prior to their having a negative and irreversible
impact on the project. If issues remain unresolved, they will have some negative affect on the Project Schedule, Budget
or Quality. It is, therefore, very important to address issues promptly, before issues become significant impediments to
project success.

3.5.1   Issue Management Process

1. Anyone involved in the project in any way can and should inform the ISB Project Manager of issues that can or are
impacting the project.

2. The ISB Project Manager will thank the person who raised the issue and solicit ideas from that individual and other
team members for its resolution.

3. The ISB Project Manager is responsible for capturing and tracking issues as soon as they arise, using the issues log
and (for the status meeting) the appropriate issues section of the Project Status Report. Every issue, whether technical or
business related, will be documented in the log and status report.

Below are some examples of project issues:
      •       Computer system will be down for routine maintenance.
      •       Project Sponsor is taking another job.
      •       Project Team member start date may be sooner (or later) than expected.
      •       There is a delay in approving or rejecting a change request or deliverable.
      •       Severe weather is predicted on the date of a statewide meeting or workshop.

4. Once the new issue has been logged, the ISB Project Manager will estimate the potential impact the issue could have
on the project. Based upon potential impact, the ISB Project Manager will prioritize the issue in relation to all other open
issues.

The issues log will also include the date the issue is recorded, its anticipated closure date, and the name of the individual
responsible for resolving it or seeing that it is resolved.

5. While the issue remains open, its continuing impact and the status of its action plan will be discussed at every status
meeting. If appropriate resources or materials are not available to complete the action items, or if there is disagreement
about any of the elements on the issues log, the ISB Project Manager will invoke escalation procedures.

6. As progress occurs on the resolution of an issue, the ISB Project Manager will update the issues log to reflect what has
occurred.

7. As issues are closed, they will be moved to a different section of the issues log. Along with a description of how the
issue was resolved, the ISB Project Manager will document who resolved the issue and the closure date. As a rule, an
Issue is only closed when the individual who identified the issue agrees that the resolution actions have adequately
addressed the issue.


                                                                                                                    Page 11
Issue Log Elements

The following 10 items will be entered and maintained for every issue in the Project Issues Log:
  1. The Issue log number (incremental, beginning at 1)
  2. The Issue description
  3. The date that the Issue was first raised to the ISB Project Manager
  4. Name of the person identifying Issue
  5. The potential impact of the Issue on project
  6. The priority of resolving the Issue
  7. The name of the person assigned to resolve (or facilitate resolution of) the Issue
  8. The date of expected Issue resolution
 9. The date of actual Issue resolution
10. Description (brief) of what was necessary to resolve the Issue

3.5.2   Escalation Management Process

Should it become apparent that an issue can not be resolved within the day to day project team’s authority, and the issue
will or already is having a significant negative impact on the project and will continue to do so, the Escalation
Management Procedure will be invoked to facilitate issue closure.

The process is as follows:
   1. The owner of the issue identifies that the issue needs to be escalated.
   2. The owner of the issue prepares a summary of the following:
       • A description of the issue - what the issue is, how its impacting the project, when it was identified, or when
       it first occurred
       • A description of what has been done in an attempt to resolve the issue
       • Recommendations for closure
   3. The owner of the issue then meets with the next higher level of authority on the project (as shown below in the
       project escalation matrix) and requests assistance in resolving the issue.
   4. The owner of the issue tracks the issue as it is either resolved or yet further escalated until resolved.




                                                                                                                 Page 12
The Project escalation matrix is as follows:
Level                                          1                          2                        3
                         Project Manager
                         Mike Arthur;

                         Program Area
                         Managers:                 Division Directors:
                         Construction -            Construction - Jim         ASCOM Program
                         Frank Hartley;            Tynan;                     Support Division
NYSDOT Program           Technical Services -      Technical Services -       Chief Engineer
Area Role / Person       Dave Bernard              Bob Sack                   Paul Wells
                                                   Assistant to
                         Project Manager           Department Director        Chief Engineer
                         Harold Crusan             Jim Chicoine               John Brizzell

                                                   Director of Contract       Department of
                         Program Area              and Construction           Engineering
NYSTA Program            Manager:                  Management                 Services Director
Area Role / Person       Andrew Nagy               Christina Troisi           Chris Waite
                                                   Application
NYSDOT ISB Role          Project Manager           Development Unit           Assistant Director
/ Person                 Cheryl Falcone            Manager Bruce Foster       ISB Jim Shaver
                                                   Director of Program        Department
NYSTA IT Role /          Project Manager           Management Office          Director Joanne
Person                   John Moak                 Barry Solomon              Riddett
Vendor Role /            Project Manager           Account Manager            Director Monelle
Person                   Russ Barron               John Carpenter             McKay




                                                                                                       Page 13
4    QUALITY ASSURANCE APPROACH

The Quality Assurance function ensures that the project meets quality objectives. This includes adherence to procedures
and standards as well as assuring the completeness and quality of project deliverables. Quality Assurance conducts
reviews of project practices and data as required.

    1. Where possible interim deliverables will be developed in an interactive team environment with immediate
        review team feedback and correction, thereby reducing review time and rework. Examples of this type of
        interim deliverable are existing business processes documentation and custom report layout design. When
        deliverables are refined or developed outside the team environment (e.g., off-site custom report development)
        the following quality assurance steps will be followed by Info Tech resources:
            a. The originator will perform a pre-delivery quality check, making any necessary corrections prior to
                 delivery.
            b. The appropriate Lead Analyst1 will review the deliverable, returning it to the originator for any
                 necessary corrections prior to delivery.
            c. The Technical Lead2 will review the deliverable, returning it to the originator for any necessary
                 corrections prior to delivery (copying the Lead Analyst and Project Manager).
            d. The Project Manager will review the deliverable, returning it to the originator for any necessary
                 corrections prior to delivery (copying the Lead Analyst and Technical Lead).
    2. Following delivery NYSDOT and NYSTA staff whose subject area of expertise relates to the initial deliverable
        will review each initial deliverable.
    3. Info Tech will provide NYSDOT and NYSTA with interim deliverables for review.
    4. NYSDOT and NYSTA staff will review the interim deliverables and provide feedback to Info Tech.
    5. Info Tech will revise the deliverable based on feedback provided by NYSDOT and NYSTA staff.
    6. Appropriate members of the project team review each final deliverable to assure compliance to standards,
        acceptance criteria and deliverable approvals.
    7. Biweekly project reviews by the project management team.
    8. Conference call with Info Tech Account Manager or System Services Director as problems or concerns arise.
    9. Quarterly project audits by Info Tech System Services Director or named designee and interview with the
        project management team to ensure NYSDOT and NYSTA satisfaction with project progress.
    10. NYSDOT staff will assure that the project will follow the NYSDOT System Development Life Cycle (SDLC) in
        order to track the activities and deliverables that are expected to be incorporated into a development project.
    11. NYSDOT staff will review any new non-generic Site Manager database tables to assure they follow the database
        standards set by the NYSDOT Data Management Group.




1
  There are four Lead Analysts: Construction Business Process and Implementation – John Oberdiek, Construction Training – Pam
Keith, Materials Business Process and Implementation – Gina Merseal, and Materials Training – Olga Sotomayor.
2
  The Technical Lead is Diane Menz.
                                                                                                                     Page 14
5   TECHNICAL APPROACH AND DETAILED SCOPE OF WORK

5.1 Technical Environment

The project will be managed using the following:
                                     NYSDOT/NYSTA                      Info Tech
       Operating System                 Windows XP                Windows 2000/XP
       Office Suite                MS Office 2002/2003          MS Office 2000/2003
       Project Scheduling tool        MS Project 2002     PlanView (exported to MS Project)
The project will be deployed on the following:
       Database                                                    Oracle 9i
       Client Operating System                                   Windows XP
       PocketPC Operating System                      Windows Mobile 2003 for Pocket PC
       Application Server Operating System                      Windows 2000
       Database Server Operating System                             AIX 5.2
Custom software code will be developed using the following:
       Reports                                                  Trns•port RTF
       Plug-ins                                                PowerBuilder 8.0
       Executables (EXE’s)                           PowerBuilder 8.0 or MS Visual C++ 6.0
       Dynamic Link Libraries (DLL’s)                         MS Visual C++ 6.0


5.2 Work Approach and Deliverables (Detailed Scope of Work)

Work Approach:
       Info Tech will facilitate analysis and design workshops at NYSDOT with NYSDOT and NYSTA staff.
       Info Tech will document the results of the analysis and design workshop.
       NYSDOT/NYSTA will review the documented analysis and design, noting any required revisions.
       Info Tech will make the required revisions.
       Once the analysis and design document has been accepted, the work described in the documentation will be
       performed off-site by Info Tech staff.
       The resulting deliverables (e.g. custom report code, custom training materials, etc.) will be delivered to
       NYSDOT.
       NYSDOT/NYSTA will review and test the deliverable, noting any required revisions.
       Info Tech will make the required revisions.
       Info Tech will assist NYSDOT/NYSTA in moving the deliverable into production.




                                                                                                             Page 15
Deliverables
Deliverable        Acceptance Criteria                                      Review           User(s)          Initial
Description                                                                 Subteams         Authorized       Review
                                                                            (abbreviations   to Approve       Period
                                                                            at bottom)
NYSMC3 -           Initial project schedule (MS Project file) and project   PM, LEAD,        Project          2 weeks
High Level         plan (MS Word document) complete, reviewed, and          NYSDOT &         Sponsors
Implementation     accepted.                                                NYSTA PMOs
Plan
NYSMC -            Detail added to schedule for implementation phase,       PM, LEAD,        Project          2 weeks
Detailed           including acceptance criteria for implementation         NYSDOT &         Sponsors
Implementation     phase deliverables, and draft CC to rebaseline.          NYSTA PMOs
Plan
NYSMC - End        A 2-day on-site workshop to discuss end user             CTR              Frank Hartley,   2 weeks
User Training      training (e.g., training team details, number of                          Dave Bernard
Needs              trainees, training schedule, training locations, etc.)                    and Andy
Assessment                                                                                   Nagy
NYSMC -            A 2 to 10 page document summarizing                      PM, CTR          Frank Hartley,   2 weeks
Development        Construction End User Training Needs. Will                                Dave Bernard
of Training        include specific training needs for each Group (from                      and Andy
Plan               Groups and Users); training approach (classroom v                         Nagy
                   CBT); detailed training schedule; training roles and
                   responsibilities.
NYSMC -            NYSDOT and NYSTA Access to a working system.             LEAD, ITAD,      PM Team,         2 weeks
Support and        Support, assist and review the various installations     ITDM, ITINF      Frank Hartley,
Review of          that must be completed as part of the SiteManager                         Dave Bernard
NYSDOT             implementation. These installations include an                            and Andy
Installations      Application Server, an Object Store Server and                            Nagy
                   Client Machines.
NYSMC -            NYSDOT and NYSTA Access to a working system.             LEAD, ITAD       PM Team,         2 weeks
Testing of         Provide testing of the SiteManager architecture                           Frank Hartley
Architecture       once the application server(s) are installed and                          and Andy
                   configured.                                                               Nagy
NYSMC - Initial    Trained implementation team. One-week on-site            LEAD             PM Team          2 weeks
Implementation     class using generic training materials.
Team Training
NYSMC -            Trained Sys Admin team. One-week on-site class           SA               PM Team          2 weeks
System             using generic training materials.
Administration
Training
NYSMC -            Trained Transition Managers (need to be identified       PM, LEAD         PM Team,         2 weeks
Transition         first). Provide a one-day class to SiteManager                            Frank Hartley
Management         Implementation team and selected NY                                       and Andy
Training           management to coordinate NY SiteManager                                   Nagy
                   implementation business goals and objectives. The
                   focus will be on management of and education
                   about new business system and processes
                   commitment, resistance, denial
                   (change will not occur) as they relate to
                   NYSDOT/NYSTA organization, business work flow,
                   data and technology.




3
    NYSMC = New York SiteManager Construction
                                                                                                                  Page 16
Deliverable        Acceptance Criteria                                      Review           User(s)          Initial
Description                                                                 Subteams         Authorized       Review
                                                                            (abbreviations   to Approve       Period
                                                                            at bottom)
NYSMC -            Transition Management Approach defined and               PM, LEAD         PM Team,         2 weeks
Transition         documented. It will describe how the new project                          Frank Hartley
Management         will impact the organization in terms of addition,                        and Andy
Documentation      change, or deletion of roles and responsibilities in                      Nagy
                   the organization. Identify the organizational
                   changes expected, and how these changes will be
                   implemented. It will also describe how the new
                   project will impact the organization in terms of
                   addition, change, or deletion of specific tasks and
                   processes, as compared to those currently being
                   performed in the organization.
NYSMC -            Decisions regarding training strategy. A 2-day Joint     CTR              Frank Hartley,   2 weeks
Training JAD       Application Design (JAD) session to obtain input                          Dave Bernard
Session            from participants about the content and the                               and Andy
                   structure of training materials.                                          Nagy
NYSMC - Pilot      Trained Pilot Teams, trained just in time. Provide       LEAD, CTR        Frank Hartley    2 weeks
Team Training      guidance and assistance to the NY staff conducting                        & Andy Nagy
                   trial use of SiteManager in the field offices with
                   active contract(s). This will include support for any
                   unforeseen problems or circumstances that may
                   arise.
NYSMM4 -           Initial project schedule (MS Project file) and project   PM, LEAD,        Project          2 weeks
High Level         plan (MS Word document) complete, reviewed, and          NYSDOT &         Sponsors
Implementation     accepted.                                                NYSTA PMOs
Plan
NYSMM -            Detail added to schedule for implementation phase,       PM, LEAD,        PM Team and      2 weeks
Detailed           including acceptance criteria for implementation         NYSDOT &         Project
Implementation     phase deliverables, and draft CC to rebaseline.          NYSTA PMOs       Sponsors
Plan
NYSMM - End        A 2-day on-site workshop to discuss end user             MTR              Frank Hartley,   2 weeks
User Training      training (e.g., training team details, number of                          Dave Bernard
Needs              trainees, training schedule, training locations, etc.)                    and Andy
Assessment                                                                                   Nagy
NYSMM -            A 2 to 10 page document summarizing                      PM, MTR          Frank Hartley,   2 weeks
Development        Construction End User Training Needs. Will                                Dave Bernard
of Training        include specific training needs for each Group (from                      and Andy
Plan               Groups and Users); training approach (classroom v                         Nagy
                   CBT); detailed training schedule; training roles and
                   responsibilities.
NYSMM -            NYSDOT and NYSTA Access to a working system.             LEAD, ITAD,      PM Team,         2 weeks
Support and        Support, assist and review the various installations     ITDM, ITINF      Frank Hartley,
Review of          that must be completed as part of the SiteManager                         Dave Bernard
NYSDOT             implementation. These installations include an                            and Andy
Installations      Application Server, an Object Store Server and                            Nagy
                   Client Machines.
NYSMM -            NYSDOT and NYSTA Access to a working system.             LEAD, ITAD       PM Team,         2 weeks
Testing of         Provide testing of the SiteManager architecture                           Frank Hartley
Architecture       once the application server(s) are installed and                          and Andy
                   configured.                                                               Nagy
NYSMM -            Trained implementation team. One-week on-site            LEAD             PM Team          2 weeks
Initial            class using generic training materials.
Implementation
Team Training


4
    NYSMM = New York SiteManager Materials
                                                                                                                  Page 17
Deliverable      Acceptance Criteria                                     Review           User(s)          Initial
Description                                                              Subteams         Authorized       Review
                                                                         (abbreviations   to Approve       Period
                                                                         at bottom)
NYSMM -          Transition Management Approach defined and              PM, MDOC         PM Team,         2 weeks
Transition       documented. It will describe how the new project                         Dave Bernard
Mgmt             will impact the organization in terms of addition,                       and Andy
Workshop and     change, or deletion of roles and responsibilities in                     Nagy
Documentation    the organization. Identify the organizational
                 changes expected, and how these changes will be
                 implemented. It will also describe how the new
                 project will impact the organization in terms of
                 addition, change, or deletion of specific tasks and
                 processes, as compared to those currently being
                 performed in the organization.
NYSMM -          Decisions regarding training strategy. A 2-day Joint    MTR              Frank Hartley,   2 weeks
Training         Application Design (JAD) session to obtain input                         Dave Bernard
Definition and   from participants about the content and the                              and Andy
JAD Sessions     structure of training materials.                                         Nagy
NYSMM - Pilot    Trained Pilot Teams, trained just in time. Provide      MTR              Dave Bernard     2 weeks
Team Training    guidance and assistance to the NY staff conducting                       & Andy Nagy
                 trial use of SiteManager in the field offices with
                 active contract(s). This will include support for any
                 unforeseen problems or circumstances that may
                 arise.
NYSMC -          All Construction Reference Data populated with NY       LEAD, SA,        Frank Hartley    2 weeks
Global           data and accepted for DOT/TA maintenance. Note          ITAD             & Andy Nagy
Construction     that it is expected that most contract reference data
Reference        will be imported from PES/LAS. This data includes,
Data             vendor and addresses, and funding source codes.
                 PES/LAS pay item data will be used to build
                 SiteManager’s item master list. Other contract
                 reference data such as wage decision information,
                 vendor specific data such as securities, personnel
                 and work classes, and Daily Work Report specific
                 needs such as contractor equipment list will need to
                 be built manually or imported from various sources,
                 such as CHAMP. This task refers to the review of
                 existing data and 9-8 Implementation and Project
                 Planning determining if changes will be required to
                 data or processes to best fit NYSDOT/NYSTA’s
                 Pre-Construction and Contract Administration
                 needs.
NYSMC -          All Construction Contract Reference populated with      LEAD, SA,        Frank Hartley    2 weeks
Global           NY data and accepted for DOT/TA maintenance.            ITAD             & Andy Nagy
Contract         Note that it is expected that most contract reference
Reference        data will need to be manually entered. Daily Work
Data             Report reference data includes the Vendor Master
                 Lists. These are centralized lists of equipment,
                 personnel types, supervisors and agency staff for
                 vendors and contracts. In order for field inspectors
                 to log information regarding the equipment,
                 personnel types, supervisors and staff on the
                 construction sites, the Daily Work Report reference
                 data must be gathered and entered into
                 SiteManager. Info Tech will provide support and
                 guidance as the staff identifies necessary reference
                 data. Info Tech will enter the reference data into
                 SiteManager.


                                                                                                               Page 18
Deliverable     Acceptance Criteria                                    Review           User(s)          Initial
Description                                                            Subteams         Authorized       Review
                                                                       (abbreviations   to Approve       Period
                                                                       at bottom)
NYSMC -         Code Table Approach Defined and Documented             LEAD, SA         Frank Hartley    2 weeks
Code Table      and accepted for maintenance. A 5-day meeting to                        & Andy Nagy
Meeting         review code tables and their associated functions
                will be held on-site. The code tables to be
                populated with NYSDOT/NYSTA-specific values
                must be identified.
NYSMC -         All Code Tables populated with NY data and             LEAD, SA         Frank Hartley    2 weeks
Code Table      accepted for maintenance. Info Tech will support                        & Andy Nagy
Population      NY staff as they determine NY-specific values for
                the code tables
                and their associated functions.
NYSMC -         Groups and Users Defined and Documented and            LEAD, SA         Frank Hartley,   2 weeks
Groups and      accepted for DOT/TA maintenance. A 3-day                                Dave Bernard
Users Meeting   meeting will be held with key NY and Info Tech staff                    and Andy
                to discuss the different user populations (i.e.,                        Nagy
                central office staff, field inspectors, contract
                procurement staff) that will be using SiteManager
                and the software components that they must
                access. The necessary Groups and levels of
                security access for the different user populations
                will be defined.
NYSMC -         Groups and Users Testing Complete and accepted         LEAD, SA         Frank Hartley,   2 weeks
Group and       for maintenance. Once the group definitions and                         Dave Bernard
User Creation   users have been established during the on-site                          and Andy
                groups and users meeting, NY and Info Tech staff                        Nagy
                will complete input of groups and users and define
                security access.
NYSMC -         SiteManager/SitePad-related Business Processes         PM, LEAD         Frank Hartley    2 weeks
Business        Defined and Documented and accepted for                                 & Andy Nagy
Process         DOT/TA maintenance. List of policy, procedure,
Meetings        and specs to be updated and added to schedule.
                SiteManager has eight functional components.
                Over a period of two weeks, each component will
                be reviewed and discussed in detail with the
                appropriate NYSDOT/NYSTA and Info Tech staff.
                The primary purpose of the meetings will be to
                determine how current NYSDOT/NYSTA
                procedures and business processes will be
                managed within SiteManager. Emphasis will be
                placed on the review and approval processes for
                pay estimates, change orders, civil rights
                compliance, daily work reports, engineer’s diary,
                EEO processes, liquidated damages, stockpiled
                materials, force accounts contract initiation and
                finalization.
NYSMC -         SiteManager-impacted Specification and                 PM, LEAD         Frank Hartley    2 weeks
Business        Procedural Documentation accepted for                                   & Andy Nagy
Processes       maintenance. Analyze and document issues,
Follow-up       resolutions, procedures, etc. surrounding
Analysis        SiteManager functionality and business processes
                (Contract administration, Subcontracting
                administration, Field reporting, Contractor
                payments, Progress schedule tracking, Change
                orders, Civil rights, Pipeline and zip,
                Implementation and Project Planning, System
                administration, Miscellaneous processes)

                                                                                                             Page 19
Deliverable         Acceptance Criteria                                        Review           User(s)          Initial
Description                                                                    Subteams         Authorized       Review
                                                                               (abbreviations   to Approve       Period
                                                                               at bottom)
NYSMC -             All Construction Reports identified as no impact,          PM, LEAD         Frank Hartley    2 weeks
Documentation       replaced by custom report, replaced by generic                              & Andy Nagy
of Reports          report. Provide an analysis document that will
Analysis            detail the data elements on the current NY forms
                    and reports and compare those to data available
                    within SiteManager.
NYSMC -             New custom plug-ins and attachments defined and            PM, LEAD         Frank Hartley    2 weeks
Identification of   documented. Prepare document regarding all                                  & Andy Nagy
Plug-ins and        areas of SiteManager that have attachments (e.g.,
Attachments         plug-ins, OLE and
                    URL links) available and provide examples of
                    attachments. Determine where Plug-in and
                    attachment functionality will be used. Many current
                    letters may be considered for scanning and
                    attaching as OLE documents so their images are
                    more universally available.
NYSMC -             CPM Interface defined and documented. Provide a            PM, LEAD,        Frank Hartley    2 weeks
Planning for        detailed analysis and mapping document to                  ITAD, ITDM       & Andy Nagy
Interface to        facilitate the development of an interface between
CPM Software        the NYSDOT CPM Software and SiteManager.
                    Note: This task deliverable will be a detailed plan
                    for the interface and will not include a working
                    interface.
NYSMC -             Planning, Specification and Engineering Database           PM, LEAD,        Frank Hartley    2 weeks
Planning for        Interface defined and documented. Provide a                ITAD, ITDM       & Andy Nagy
Interface to        detailed analysis and mapping document to
Planning,           facilitate the development of an interface between
Specification       the Planning, Specification and Engineering
and                 Database and SiteManager. Note: This task
Engineering         deliverable will be a detailed plan for the interface
Database            and will not include a working interface.
NYSMC -             Comptroller Interface defined and documented.              PM, LEAD,        Frank Hartley    2 weeks
Planning for        Provide a detailed analysis, data mapping                  CCO, CCP,        & Andy Nagy
Interface to        document to facilitate the creation of a flat file to be   Finance
Comptroller         generated by SiteManager for                               Subteam
                    import to the Comptrollers Accounting System.
                    Estimate does not include programming of an
                    import to the Comptrollers Accounting System.
NYSMM -             All Code Tables populated with NY data and                 LEAD, MMIS       Dave Bernard     2 weeks
System Code         accepted for DOT/TA maintenance                                             and Andy
Tables                                                                                          Nagy
NYSMM -             All Materials Reference data populated with NY             LEAD, ITAD,      Dave Bernard     2 weeks
Materials           data and accepted for DOT/TA maintenance                   MMIS,            and Andy
Reference                                                                                       Nagy
Data
NYSMM -             Groups and Users Defined and Documented and                MCORE            Frank Hartley,   2 weeks
Group and           accepted for DOT/TA maintenance. A 3-day                                    Dave Bernard
User Security       meeting will be held with key NY and Info Tech staff                        and Andy
Analysis            to discuss the different user populations (i.e.,                            Nagy
                    central office staff, field inspectors, contract
                    procurement staff) that will be using SiteManager
                    and the software components that they must
                    access. The necessary Groups and levels of
                    security access for the different user populations
                    will be defined.


                                                                                                                     Page 20
Deliverable      Acceptance Criteria                                       Review           User(s)          Initial
Description                                                                Subteams         Authorized       Review
                                                                           (abbreviations   to Approve       Period
                                                                           at bottom)
NYSMM -          Groups and Users Testing Complete and accepted            MCORE            Frank Hartley,   2 weeks
Group and        for maintenance. Once the group definitions and                            Dave Bernard
User Security    users have been established during the on-site                             and Andy
Population       groups and users meeting, NY and Info Tech staff                           Nagy
                 will complete input of groups and users and define
                 security access.
NYSMM -          All materials codes defined and documented and            MMIS             Dave Bernard     2 weeks
Materials Code   accepted for DOT/TA maintenance. List of policy,                           and Andy
Analysis         procedure, and specs to be updated and added to                            Nagy
                 schedule.
NYSMM -          All approved source, plant, and materials defined         MAM              Dave Bernard     2 weeks
Approved         and documented and accepted for DOT/TA                                     and Andy
Source, Plant,   maintenance. List of policy, procedure, and specs                          Nagy
and Matls        to be updated and added to schedule.
Analysis
NYSMM -          All Personnel, Equipment, & Lab Qual defined and          MPEQL            Dave Bernard     2 weeks
Personnel,       documented and accepted for DOT/TA                                         and Andy
Equipment, &     maintenance. List of policy, procedure, and specs                          Nagy
Lab Qual         to be updated and added to schedule.
Analysis
NYSMM - Mix      All Mix Design defined and documented and                 MMD              Dave Bernard     2 weeks
Design           accepted for DOT/TA maintenance. List of policy,                           and Andy
Analysis         procedure, and specs to be updated and added to                            Nagy
                 schedule.
NYSMM -          All Sampling and Testing defined and documented           MST              Dave Bernard     2 weeks
Sampling and     and accepted for DOT/TA maintenance. List of                               and Andy
Testing          policy, procedure, and specs to be updated and                             Nagy
Analysis         added to schedule. Info Tech will provide support
                 and guidance during this analysis to assist
                 NYSDOT in determining whether or not
                 SiteManager will be used to record and display
                 sampling and testing data. The decision on whether
                 or not SiteManager will be interfaced with LIMS will
                 impact decisions made during this analysis. During
                 this phase, the appropriate NYSDOT and Info Tech
                 staff will participate in a four-day on-site meeting to
                 review and discuss the related SiteManager
                 components in detail.
                 If NYSDOT determines SiteManager will be utilized
                 for tracking sampling and testing data, this task will
                 analyze the NYSDOT business practices and
                 procedures for tracking this data and perform a
                 detailed analysis of the best method for tracking
                 this data in SiteManager utilizing the Sampling and
                 Testing features.
                 If NYSDOT determines this feature will be used in
                 SiteManager, Info Tech will assist with the
                 population of the Sampling and Testing functionality
                 NYSDOT elects to utilize in SiteManager. It is
                 expected that at least part of this data will be
                 imported into SiteManager from existing NYSDOT
                 applications and/or systems. Further, Info Tech will
                 provide documentation Sampling and Testing
                 procedural decisions made during this analysis.



                                                                                                                 Page 21
Deliverable      Acceptance Criteria                                   Review           User(s)          Initial
Description                                                            Subteams         Authorized       Review
                                                                       (abbreviations   to Approve       Period
                                                                       at bottom)
NYSMM -          All Materials Tests and Associated Templates          PM, MMTT         Dave Bernard     2 weeks
Materials Test   defined and documented and accepted for DOT/TA                         and Andy
Template         maintenance                                                            Nagy
Analysis
NYSMM -          All Materials Reports defined and documented and      PM, MST          Dave Bernard     2 weeks
Reports          accepted for DOT/TA maintenance. Info Tech will                        and Andy
Analysis and     provide a detailed analysis of the standard                            Nagy
Documentation    SiteManager reports and the existing
                 NYSDOT/NYSTA reports to determine the
                 requirements for NYSDOT/NYSTA Materials
                 specific reports that SiteManager Materials will
                 produce. NYSDOT/NYSTA will have the option of
                 having a maximum of five simple to moderately
                 difficult RTF reports identified, defined, and
                 developed by an Info Tech programmer. During this
                 phase, the appropriate NYSDOT/NYSTA and Info
                 Tech staff will participate in a three-day on-site
                 meeting to review and discuss the related
                 SiteManager components in detail. Info Tech will
                 provide documentation identifying the standard
                 reports NYSDOT/NYSTA will utilize during
                 implementation, as well as the custom reports
                 requested.
NYSMM -          New custom plug-ins and attachments defined and       PM, MLIMS        Dave Bernard     2 weeks
Plug-Ins, URL,   documented. Info Tech will provide support and                         and Andy
and OLE          guidance to NYSDOT/NYSTA to determine the                              Nagy
Analysis         SiteManager Materials locations where a Plug-In,
                 URL, or OLE attachment will be needed and how it
                 will be accessed in Trns•port SiteManager
                 Materials Management Preliminary Analysis Study
                 for NYSDOT/NYSTA 9-15 SiteManager. Info Tech
                 will provide documentation for defining, coding,
                 formatting, and testing Plug-In, URL, and OLE
                 attachments and executables. The development of
                 plug-ins is beyond the scope of this analysis. Info
                 Tech may provide programmers for plug-in
                 development at a separate cost.
MURK             Accepted per current DOT/TA approval process          MDOC             per existing     2 weeks
Updates          (official issuance system)                                             approval
                                                                                        structure
Specification    Accepted per current DOT/TA approval process          MDOC             NYSDOT           2 weeks
Updates          (official issuance system)                                             Deputy Chief
                                                                                        Engineer,
                                                                                        Construction
                                                                                        or Tech
                                                                                        Services,
                                                                                        NYSTA
                                                                                        Director of
                                                                                        Engineering
                                                                                        Services
NYSMC -          To be determined during the Detailed                  SA               SiteManager      TBD
Custom           Implementation Plan task.                                              System
System                                                                                  Administration
Administration                                                                          Team
Documentation


                                                                                                               Page 22
Deliverable      Acceptance Criteria                    Review           User(s)          Initial
Description                                             Subteams         Authorized       Review
                                                        (abbreviations   to Approve       Period
                                                        at bottom)
NYSMC -          To be determined during the Detailed   LEAD, CTR        Frank Hartley    TBD
Custom User      Implementation Plan task.                               and Andy
Documentation                                                            Nagy
NYSMC -          To be determined during the Detailed   LEAD             Frank Hartley    TBD
Development      Implementation Plan task.                               and Andy
of Test Plan                                                             Nagy
and Test
Cases
NYSMC -          To be determined during the Detailed   LEAD             Frank Hartley    TBD
Enhanced         Implementation Plan task.                               and Andy
Support of                                                               Nagy
State's System
Testing
NYSMC -          To be determined during the Detailed   LEAD, SA         Frank Hartley    TBD
Support for      Implementation Plan task.                               and Andy
Pilot Testing                                                            Nagy
NYSMC -          To be determined during the Detailed   LEAD, CCO,       Tom Lynch,       TBD
Interface to     Implementation Plan task.              CCP, Finance     Frank Hartley
Comptroller's                                           Subteam          and Andy
Accounting                                                               Nagy
System
NYSMC - RTF      To be determined during the Detailed   LEAD, CDWR       Frank Hartley    TBD
and DWR          Implementation Plan task.                               and Andy
Template                                                                 Nagy
Creation
NYSMM -          To be determined during the Detailed   MTR,             Dave Bernard     TBD
Development      Implementation Plan task.                               and Andy
of Custom                                                                Nagy
Training
Database
NYSMM -          To be determined during the Detailed   MTR              Dave Bernard     TBD
Development      Implementation Plan task.                               and Andy
of Custom                                                                Nagy
Training
Materials
NYSMM -          To be determined during the Detailed   MTR              Dave Bernard     TBD
NYSDOT On-       Implementation Plan task.                               and Andy
Site End User                                                            Nagy
Training
NYSMM -          To be determined during the Detailed   SA,              SiteManager      TBD
System           Implementation Plan task.                               System
Administration                                                           Administration
Training                                                                 Team
NYSMM - On-      To be determined during the Detailed   SA               SiteManager      TBD
going Support    Implementation Plan task.                               System
& Sys Admin                                                              Administration
Training                                                                 Team
NYSMM -          To be determined during the Detailed   MLIMS            Dave Bernard     TBD
Materials LIMS   Implementation Plan task.                               and Andy
& SiteManager                                                            Nagy
Interface
NYSMM -          To be determined during the Detailed   MLIMS            Dave Bernard     TBD
GSLA LIMS        Implementation Plan task.                               and Andy
and                                                                      Nagy
SiteManager
Interface

                                                                                                Page 23
Deliverable      Acceptance Criteria                    Review           User(s)          Initial
Description                                             Subteams         Authorized       Review
                                                        (abbreviations   to Approve       Period
                                                        at bottom)
NYSMM -          To be determined during the Detailed   SA               SiteManager      TBD
Custom           Implementation Plan task.                               System
System                                                                   Administration
Administration                                                           Team
Documentation
NYSMM -          To be determined during the Detailed   MCORE            Dave Bernard     TBD
Custom User      Implementation Plan task.                               and Andy
Documentation                                                            Nagy
NYSMM -          To be determined during the Detailed   LEAD             Dave Bernard     TBD
Development      Implementation Plan task.                               and Andy
of Test Plan                                                             Nagy
and Test
Cases
NYSMM -          To be determined during the Detailed   LEAD             Dave Bernard     TBD
Enhanced         Implementation Plan task.                               and Andy
Support of                                                               Nagy
State's System
Testing
NYSMM -          To be determined during the Detailed   LEAD, SA         Dave Bernard     TBD
Support for      Implementation Plan task.                               and Andy
Pilot Testing                                                            Nagy
NYSMM -          To be determined during the Detailed   MMTT             Dave Bernard     TBD
Materials Test   Implementation Plan task.                               and Andy
Template                                                                 Nagy
Development
NYSMM -          To be determined during the Detailed   MST              Dave Bernard     TBD
Custom Report    Implementation Plan task.                               and Andy
Development                                                              Nagy
NYSMC -          To be determined during the Detailed   CTR              Frank Hartley    TBD
Custom           Implementation Plan task.                               and Andy
Training                                                                 Nagy
Materials & Db
Development
NYSMC –          To be determined during the Detailed   CTR              Frank Hartley    TBD
On-Site          Implementation Plan task.                               and Andy
Training                                                                 Nagy
NYSMC - On-      To be determined during the Detailed   SA               SiteManager      TBD
going Support    Implementation Plan task.                               System
and System                                                               Administration
Admin Training                                                           Team




                                                                                                Page 24
Abbreviation   Group          Subteam
CCA            Construction   Contract Administration
CCC            Construction   Customization Coordination
CCO            Construction   Change Orders
CCOM           Construction   Communication
CCP            Construction   Contractor Payments
CCR            Construction   Civil Rights
CDOC           Construction   Documentation
CDWR           Construction   Daily Work Reports
CES            Construction   External Stakeholders
CM             Construction   Materials
CTR            Construction   Training
CTS            Construction   Technical Support
ITAD           ISB/IT         Applications Development
ITDM           ISB/IT         Database Management
ITINF          ISB/IT         Infrastructure
LEAD                          Lead Team
MAM            Materials      Approved Materials and Sources (Approved Lists) Sub Team
MCORE          Materials      Materials Core Group
MDOC           Materials      Documentation / Change Management
MLIMS          Materials      LIMS
MMD            Materials      Mix Designs Sub Team
MMIS           Materials      Material Information Sub Team
MMTT           Materials      Material Test Templates Sub Team
MPEQL          Materials      Personnel, Equipment, and Qualified Labs Sub Team
MST            Materials      Sampling and Testing Process and Contract Materials Sub Team
MTR            Materials      Training
PM                            Project Management Team
SA                            System Administration




                                                                                             Page 25
    ROLES AND RESPONSIBILITIES
5.3 Engagement / Project Organization

5.4 IT Responsibilities

Jim Shaver (NYSDOT) and Joanne Riddett (NYSTA) are authorized as the Information Technology project sponsors, to
approve the project charter for IT. The IT sponsors will participate in the preparation for and the project kick off
meeting. The IT sponsors will facilitate approval of increased cost change requests.

Cheryl Falcone (NYSDOT) and John Moak (NYSTA) are authorized as IT Project Managers for this project. They are
designated to ensure customer satisfaction and to shepherd the project to a successful conclusion, as described in the
project charter. Additionally they will be responsible for internal communication and cooperation with responsible
functional managers included in the organization chart. Primary focus is driving project management processes and
overall coordination between IT, the vendor, and the program area resources to ensure project success.

The IT Project managers will –
       • Have overall project coordination responsibility
       • Identify, coordinate and negotiate for IT technical resources
       • Represent IT needs, expectations to the project; will manage IT expectations of the project
       • Develop and present a project orientation (guide / packet) to the project team members (inclusive of IT,
            vendor, and program area team members)
       • Retain ownership of the project notebook and maintain the contents thereof
       • Initiate project issues
       • Coordinate the receipt, logging, tracking, assignment, and resolution of project issues
       • Identify project risks
       • Coordinate the receipt, logging, tracking, assignment, mitigation, and contingency planning for project risks
       • Identify potential project changes
       • Coordinate the receipt, logging, and tracking of change requests
       • Coordinate task assignments with IT resources
       • Provide/validate estimates for effort and duration for tasks assigned to IT resources
       • Facilitate the weekly project status meeting
       • NYSDOT ISB will generate the (final) monthly project status report
       • Participate in periodic program area presentations
       • Participate in periodic steering committee presentations
       • Assess project team performance and negotiate with IT, vendor, and program areas if changes are required
       • Ensure project progress according to schedule and work approach
       • Coordinate with NYSDOT and NYSTA legal on any project non-contractual legal issues

   The IT Project managers’ authority includes -
        • Approval or rejection of "no cost" change requests for IT
        • Validation of estimates for effort, schedule, and cost
        • Recommendation for approval or rejection of increased cost change requests for IT
        • Co-ownership and maintenance of the master project schedule (all milestone and deliverable dates, budget
           (baseline) and forecast effort and cost at an aggregate level;
        • Approval and reconciliation of vendor timesheets, invoices, timesheets and other administrative documents
           from vendor (NYSDOT ISB only)
        • Access to financial reports related to project expenditures, including time and attendance
        • Coordination of IT review and approval or rejection of deliverables for IT




                                                                                                                Page 26
Rick Wark and Mike Perry are authorized as IT Technical Managers. The IT Technical Managers understand the overall
strategic need and direction of the project. The general responsibility of the IT Technical Managers is to ensure the
technical aspects of the project comply with IT technical standards and expectations. The Technical Managers will
perform this by (A) utilizing their own technical capabilities AND (B) bringing the right technical resources to bear on
the project when and as required.

The IT Technical Managers –
       • Understand the overall business enterprise model and how project(s) should support it
       • Review the project technical approach and validate that it supports both the strategic technical direction as
           well as the enterprise model
       • Review the design to ensure it can be properly supported by the technical approach
       • Ensure the project has defined technical processes, standards, and tools, and enforces their use
       • Define the project quality assurance and control processes, standards, and tools, and enforces their use
       • Train the project team in both the technical and quality assurance and control processes, standards, and tools
       • Coordinate and holds code walk-through, peer reviews, quality checkpoints, etc. on all technical work
           products and deliverables
       • Ensure the definition of, and coordinate the establishment of the development and test environments,
           repositories, standards, procedures, release controls, etc.
       • Train the project team in the specifics of the development and test environments, repositories, standards,
           procedures, release controls, etc.
       • Coordinate DBA and Network activities with the project team
       • Help to develop and review the acceptance criteria for prototypes and other technical deliverables
       • Monitor the testing of prototypes and deliverables
       • Review and recommend changes to prototypes and deliverables
       • Review and recommend acceptance / rejection of technical testing, technical deliverables (from the technical
           perspective)
       • Define the types and methods of testing, and recommend or select the tools to be used to verify technical
           deliverable compliance to specification
       • Take ownership of and coordinate, resolve, or escalate technical issues

Jim Hanley, Daryl Bushika and Jerry Anania (NYSTA consultant) are authorized as Technical Analysts. The Technical
Analysts understand the overall strategic need and direction of the project. The Technical Analysts provide
identification of current (and future acceptable) technologies as applicable to the project. The general responsibility of
the Technical Analysts are to ensure the business aspects of the project comply with NYSDOT ISB and NYSTA IT
standards and expectations.

The Technical Analysts –
       • Will be responsible for reviewing the custom code in Trns•Port that will not be included in the client server
           application
       • Will meet with Bruce Foster, ISB Business Account Manager, and program area subject matter experts to
           ascertain the need for customization in the client server application
       • Will document work and data flow of the various organizational areas that are impacted by the Trns•port
           system
       • Will recommend ways to streamline the existing work flows in order to obtain the maximum benefits of the
           new Trns•port client server applications.
       • Will recommend methods of consolidating entry of data when various organizational areas entering the same
           data into other systems.

Chuck Crane and Rae Chardeen are authorized as NYSDOT Database Analysts. The NYSDOT Database Analysts will
approve the logical, functional and system security database models. The NYSDOT Database Analysts will implement
the database model in the target database environment.




                                                                                                                   Page 27
Robert Baldwin is authorized as the NYSTA Database Analyst. The NYSTA Database Analyst will review and
comment on the logical, functional and system security database models.

The Database Analysts will review the migration plan.

NYSDOT and NYSTA Information Security Offices are authorized to review and approve the security requirements and
security implementation for Trns•port.

Pat Santillo and Sharon Tate are authorized to review the IT infrastructure requirements for Trns•port client server
application. They will provide identification and review of current (and future acceptable) technologies as applicable to
the project and ensure it can be properly supported by the technical approach.




                                                                                                                  Page 28
5.5 User Responsibilities

Paul Wells, Cliff Thomas, Chris Waite, and John Brizzell are authorized, as the program area sponsors, to approve the
project charter for their respective program areas. The program area sponsor will participate in the preparation for and
the project kick off meeting. The program area sponsor will facilitate CIO and IT Council approval of increased cost
change requests.

Mike Arthur and Harold Crusan are authorized as Program Area Project Managers for this project. They are designated
to ensure customer satisfaction and to shepherd the project to a successful conclusion, as described in the project charter.
They will be responsible for working with the project managers in cooperation with responsible functional managers
included in the organization chart. Primary focus is the coordination, communication, and representation of and with the
program area(s)

  The program managers will –
       • Develop the ITPP, business case, RFP, review proposal, make recommendations
       • Participate in the preparation for and the project kick off meeting
       • Identify, coordinate and negotiate for program area resources
       • Represent program area needs, expectations to the project; will manage program area expectations of the
           project; will track and communicate program area political and organizational changes which could impact
           the project
       • Develop and present a project orientation (guide / packet) to the project team members (inclusive of ISB,
           vendor, and program area team members)
       • Initiate project issues
       • Identify project risks
       • Identify potential project changes
       • Coordinate specific task assignments with program area resources
       • Provide/validate estimates for effort and duration for tasks assigned to program area resources
       • Facilitate periodic program area presentations
       • Participate in periodic program area presentations
       • Facilitate periodic steering committee presentations
       • Participate in periodic steering committee presentations
       • Coordinate with NYSDOT/NYSTA legal on any project non-contractual legal issues
       • Coordinate with NYSDOT/NYSTA legal on any project vendor related contractual legal issues
       • Assess project team performance and negotiate with IT, vendor, and program areas if changes are required
  The program managers’ authority includes –
       • Approval and acceptance of the project plan for the program area
       • Approval or rejection of "no cost" change requests for the program area
       • Recommendation for approval or rejection of increased cost change requests for program area
       • Approval and reconciliation of invoices, timesheets and other administrative documents from vendor
       • Access to financial reports related to project expenditures, including time and attendance
       • Review and recommendation for approval for vendor team timesheets
       • Coordination of program area review and approval or rejection of deliverables for program area




                                                                                                                   Page 29
Frank Hartley, Dave Bernard, Andy Nagy and Rita Broberg are authorized as Business Subject Matter Experts (SME).
The Business SME will attend Joint Application Design (JAD) sessions. The Business SME will review and approve
deliverables as specified in the deliverables section of the Project Plan. The Business SME will identify additional
organizations that may be impacted or have an interest in data collected by the Trns•port system.

Jim Hanley, Dave Turco, Rob Howland, Cathy Kaine, Leslie Mackaravitz, Debbie Postrk, Ann Congilosi, Daryl
Bushika, John Reagan, Mike Grasso, Sean Carrington, Michael Jauch, Jessica Mandy, Michelle McGraw, Mark Hollis,
Ted Shields, Tom Lynch, Dick Recor, Jan Antidormi, Bill Howe and Steve Zargham are authorized as JAD participants.
JAD participants attend all sessions when subject matter being discussed is pertains to their job function. JAD
participants will review and recommend approval of deliverables as specified in the deliverables section of the Project
Plan. JAD participants will identify additional organizations that may be impacted or have an interest in data collected
by the Trns•port system.




                                                                                                                Page 30
5.6 InfoTech Responsibilities

Russ Barron is authorized as InfoTech project manager for this project. Russ Barron is designated to ensure customer
satisfaction and to shepherd the project to a successful conclusion, as described in the project charter. Russ Barron will
be responsible for internal Info Tech communication and cooperation with responsible Info Tech. Primary focus is
managing the Info Tech team, the quality of the product, and project schedule.

     InfoTech project manager will –
         • Participate in the preparation for and the project kick off meeting
         • Ensure that the project scope & deliverables are completely defined and documented for this project
         • Ensure that the project technical approach is completely defined and documented for this project
         • Develop the detailed (task and resource level) project schedule for this project
         • Ensure that the project schedule management process is completely defined and documented for this project
         • Ensure that the project deliverable technical quality process is completely defined and documented for this
            project
         • Identify and coordinate vendor resources
         • Represent vendor needs, expectations to the project; manage vendor expectations of the project
         • Initiate and facilitate all project deliverable reviews
         • Initiate project issues
         • Identify project risks
         • Identify potential project changes
         • Estimate effort, schedule, cost impact of change requests
         • Own and maintain the detailed (task by task) project schedule in a critical path tool; budget (baseline) and
            forecast effort and cost at a detailed (task by task) level
         • Receive all individual task by task effort to date, effort to complete, date to complete information and
            update the detailed project schedule
         • Provide/validate estimates for effort and duration for tasks assigned to vendor resources
         • Generate the weekly project status report in the form of updates to the Project Schedule
         • Generate a weekly document addressing any variance identified in the Project Schedule.
         • Generate a bi-weekly update to Project Schedule addressing the % complete.
         • Participate in periodic program area presentations.
         • Participate in periodic steering committee presentations.
         • Supervise vendor project team members.
         • Manage vendor team related administrative needs (timesheets, invoices, etc.)

The InfoTech project manager’s authority includes –
        • Approve or reject "no cost" change requests for the vendor
        • Recommend approval or rejection of increased cost change requests for the vendor

The InfoTech account manager’s authority includes –
        • Approve or reject all change requests for the vendor




                                                                                                                   Page 31
6   TIME AND COST (SCHEDULE AND BUDGET) - MODIFIED BY CHANGE #7
Schedule (time portion):
Outline #    Task                                                                Start    Finish
1            2590-490 NYSDOT SM Mat and Con Imp                                8/2/04    3/17/10
1.1            Production                                                      8/2/04    3/17/10
1.1.1             NYSMC - NY SM Construction - Proj Mgmt                       8/2/04    6/18/09
1.1.1.1              NYSMC - Management and Administration                    8/16/04    6/18/09
1.1.1.2              NYSMC - Project Management                                8/2/04    6/18/09
1.1.1.2.1               NYSMC - General Project Management                     8/2/04    5/28/09
1.1.1.2.2               NYSMC - Transition Management                         2/21/05    1/28/09
1.1.1.2.3               NYSMC - Project Tracking and Reporting                8/24/04    6/18/09
1.1.1.2.4               NYSMC - Weekly Status Calls                           8/10/04    6/11/09
1.1.1.3              NYSMC - Issue Tracking and Reporting                     11/1/04    6/18/09
1.1.1.3.1               NYSMC - Issues and Resolutions                        1/24/05    6/18/09
1.1.1.3.2               NYSMC - Issues Meetings                               11/1/04    6/18/09
1.1.2             NYSMM - NY SM Materials - Proj Mgmt                          8/2/04    6/18/09
1.1.2.1              NYSMM - Management and Administration                    8/16/04    6/18/09
1.1.2.2              NYSMM - Project Management                                8/2/04    6/18/09
1.1.2.2.1               NYSMM - General Project Management                     8/2/04    5/28/09
1.1.2.2.2               NYSMM - Transition Management                         2/21/05    1/28/09
1.1.2.2.3               NYSMM - Project Tracking and Reporting                8/24/04    6/18/09
1.1.2.2.4               NYSMM - Project Resource Communication - Conf Call    10/6/04    6/18/09
1.1.2.3              NYSMM - Issue Tracking and Resolutions                   11/4/04    6/18/09
1.1.2.3.1               NYSMM - Issue Tracking                                1/10/05    6/18/09
1.1.2.3.2               NYSMM - Issues and Resolutions Meetings               11/4/04    6/18/09
1.1.3             NYSMC - NY SM Construction - Initiation                      9/8/04    8/21/08
1.1.3.1              NYSMC - Implementation Strategy                          9/29/04    4/10/07
1.1.3.1.1               NYSMC - High Level Implementation Plan                9/29/04    3/18/05
1.1.3.1.2                 Review                                              3/21/05    3/31/05
1.1.3.1.3                 Rework                                               4/4/05    4/14/05
1.1.3.1.4                 Accept                                              4/18/05    4/28/05
1.1.3.1.5               NYSMC - Detailed Implementation Plan                  11/6/06     1/4/07
1.1.3.1.6                 Review                                               1/8/07    1/18/07
1.1.3.1.7                 Rework                                              3/15/07    3/27/07
1.1.3.1.8                 Accept                                              3/29/07    4/10/07
1.1.3.1.9               NYSMC - End User Training Needs Assessment           12/29/05    1/27/06
1.1.3.1.10                Review                                              3/20/06    3/30/06
1.1.3.1.11                Rework                                               4/3/06    4/13/06
1.1.3.1.12                Accept                                              4/17/06    4/27/06
1.1.3.1.13              NYSMC - Development of Training Plan                   2/9/05     3/1/06
1.1.3.1.14                Review                                              4/18/06    4/28/06
1.1.3.1.15                Rework                                               5/2/06    5/12/06
1.1.3.1.16                Accept                                              5/16/06    5/29/06
1.1.3.2              NYSMC - Software Installation and Configuration           9/8/04     8/2/05
1.1.3.2.1               NYSMC - Support and Review of NYSDOT Installations     9/8/04    2/28/05
1.1.3.2.2                 Review                                              2/28/05    3/11/05
1.1.3.2.3                 Rework                                              3/14/05    3/25/05
1.1.3.2.4                 Accept                                              3/28/05     4/8/05
1.1.3.2.5               NYSMC - Testing of Architecture                       10/5/04    6/21/05
1.1.3.2.6                 Review                                              6/21/05     7/5/05
1.1.3.2.7                 Rework                                               7/6/05    7/19/05
1.1.3.2.8                 Accept                                              7/20/05     8/2/05

                                                                                         Page 32
Outline #    Task                                                                Start     Finish
1.1.3.3               NYSMC - Implementation Team Training                    9/10/04     8/21/08
1.1.3.3.1               NYSMC - Initial Implementation Team Training          9/10/04    12/16/04
1.1.3.3.2               NYSMC - System Administration Training               10/26/04     12/9/04
1.1.3.3.3               NYSMC - Transition Management Training               11/11/04     4/15/05
1.1.3.3.4                  Review                                             4/18/05     4/28/05
1.1.3.3.5                  Rework                                              5/2/05     5/12/05
1.1.3.3.6                  Accept                                             5/16/05     5/26/05
1.1.3.3.7               NYSMC - Transition Management Documentation          12/17/04     5/16/05
1.1.3.3.8                  Review                                             5/17/05     5/30/05
1.1.3.3.9                  Rework                                              6/1/05     6/13/05
1.1.3.3.10                 Accept                                             6/15/05     6/27/05
1.1.3.3.11              NYSMC - Training JAD Session                          5/17/05     6/15/05
1.1.3.3.12                 Review                                             6/17/05     6/29/05
1.1.3.3.13                 Rework                                              7/1/05     7/14/05
1.1.3.3.14                 Accept                                             7/18/05     7/28/05
1.1.3.3.15              NYSMC - Pilot Team Training                            6/5/08     7/10/08
1.1.3.3.16                 Review                                             7/11/08     7/24/08
1.1.3.3.17                 Rework                                             7/25/08      8/7/08
1.1.3.3.18                 Accept                                              8/8/08     8/21/08
1.1.4               NYSMM - NY SM Materials - Initiation                      9/10/04     8/19/08
1.1.4.1               NYSMM - Implementation Strategy                         9/28/04     7/28/06
1.1.4.1.1               NYSMM - High Level Implementation Plan                9/28/04     3/21/05
1.1.4.1.2                  Review                                             3/21/05      4/1/05
1.1.4.1.3                  Rework                                              4/4/05     4/15/05
1.1.4.1.4                  Accept                                             4/18/05     4/29/05
1.1.4.1.5               NYSMM - Detailed Implementation Plan                  4/19/06     6/15/06
1.1.4.1.6                  Review                                             6/16/06     6/29/06
1.1.4.1.7                  Rework                                             6/30/06     7/14/06
1.1.4.1.8                  Accept                                             7/17/06     7/28/06
1.1.4.1.9               NYSMM - End User Training Needs Assessment           11/22/05    12/28/05
1.1.4.1.10                 Review                                            12/30/05     1/12/06
1.1.4.1.11                 Rework                                             1/16/06     1/26/06
1.1.4.1.12                 Accept                                             1/30/06      2/9/06
1.1.4.1.13              NYSMM - Development of Training Plan                 12/30/05      2/1/06
1.1.4.1.14                 Review                                              2/2/06     2/15/06
1.1.4.1.15                 Rework                                             2/16/06      3/1/06
1.1.4.1.16                 Accept                                              3/2/06     3/15/06
1.1.4.2               NYSMM - Software Installation and Configuration         9/17/04      8/1/05
1.1.4.2.1               NYSMM - Support and Review of NYSDOT Installations    9/17/04     2/25/05
1.1.4.2.2                  Review                                             2/28/05     3/10/05
1.1.4.2.3                  Rework                                             3/14/05     3/24/05
1.1.4.2.4                  Accept                                             3/28/05      4/7/05
1.1.4.2.5               NYSMM - Testing of Architecture                      10/22/04     6/20/05
1.1.4.2.6                  Review                                             6/21/05      7/4/05
1.1.4.2.7                  Rework                                              7/6/05     7/18/05
1.1.4.2.8                  Accept                                             7/20/05      8/1/05
1.1.4.3               NYSMM - Implementation Team Training                    9/10/04     8/19/08
1.1.4.3.1               NYSMM - Initial Implementation Team Training          9/10/04     11/1/04
1.1.4.3.2               NYSMM - Transition Mgmt Workshop and Documentation     3/1/06     3/28/06
1.1.4.3.3                  Review                                             3/30/06     4/11/06
1.1.4.3.4                  Rework                                             4/13/06     4/25/06
1.1.4.3.5                  Accept                                             4/27/06      5/9/06

                                                                                         Page 33
Outline #    Task                                                                Start     Finish
1.1.4.3.6               NYSMM - Training Definition and JAD Sessions          1/18/05     4/26/06
1.1.4.3.7                  Review                                             4/27/06      5/9/06
1.1.4.3.8                  Rework                                             5/11/06     5/23/06
1.1.4.3.9                  Accept                                             5/25/06      6/7/06
1.1.4.3.10              NYSMM - Pilot Team Training                            6/6/08      7/8/08
1.1.4.3.11                 Review                                              7/9/08     7/22/08
1.1.4.3.12                 Rework                                             7/23/08      8/5/08
1.1.4.3.13                 Accept                                              8/6/08     8/19/08
1.1.5               NYSMC - Construction Implementation Analysis             12/27/04     11/2/06
1.1.5.1               NYSMC - Reference Data and Code Tables                  10/6/05     1/25/06
1.1.5.1.1               NYSMC - Global Construction Reference Data            10/6/05    10/19/05
1.1.5.1.2                  Review                                            10/21/05     11/2/05
1.1.5.1.3                  Rework                                             11/4/05    11/16/05
1.1.5.1.4                  Accept                                            11/18/05     12/2/05
1.1.5.1.5               NYSMC - Global Contract Reference Data               10/21/05     11/4/05
1.1.5.1.6                  Review                                             11/8/05    11/18/05
1.1.5.1.7                  Rework                                            11/22/05     12/6/05
1.1.5.1.8                  Accept                                             12/8/05    12/20/05
1.1.5.1.9               NYSMC - Code Table Meeting                            11/8/05    11/21/05
1.1.5.1.10                 Review                                            11/23/05     12/7/05
1.1.5.1.11                 Rework                                             12/9/05    12/21/05
1.1.5.1.12                 Accept                                            12/23/05      1/9/06
1.1.5.1.13              NYSMC - Code Table Population                        11/23/05    12/12/05
1.1.5.1.14                 Review                                            12/13/05    12/27/05
1.1.5.1.15                 Rework                                            12/29/05     1/11/06
1.1.5.1.16                 Accept                                             1/13/06     1/25/06
1.1.5.2               NYSMC - Group and User Security                        11/23/05     2/24/06
1.1.5.2.1               NYSMC - Groups and Users Meeting                     11/23/05    12/27/05
1.1.5.2.2                  Review                                            12/29/05     1/11/06
1.1.5.2.3                  Rework                                             1/13/06     1/25/06
1.1.5.2.4                  Accept                                             1/27/06      2/8/06
1.1.5.2.5               NYSMC - Group and User Creation                      12/29/05     1/13/06
1.1.5.2.6                  Review                                             1/17/06     1/27/06
1.1.5.2.7                  Rework                                             1/31/06     2/10/06
1.1.5.2.8                  Accept                                             2/14/06     2/24/06
1.1.5.3               NYSMC - Business Process Evaluation and Analysis       12/27/04    11/15/05
1.1.5.3.1               NYSMC - Business Process Meetings                    12/27/04     4/15/05
1.1.5.3.2                  Review                                             8/18/05     8/30/05
1.1.5.3.3                  Rework                                              9/1/05     9/14/05
1.1.5.3.4                  Accept                                             9/16/05     9/28/05
1.1.5.3.5               NYSMC - Business Processes Follow-up Analysis          2/7/05     2/11/05
1.1.5.3.6                  Review                                             10/6/05    10/18/05
1.1.5.3.7                  Rework                                            10/20/05     11/1/05
1.1.5.3.8                  Accept                                             11/3/05    11/15/05
1.1.5.4               NYSMC - Reporting                                       2/28/06     10/3/06
1.1.5.4.1               NYSMC - Detailed Analysis of Reports                  2/28/06     6/21/06
1.1.5.4.2               NYSMC - Documentation of Reports Analysis             6/23/06     8/21/06
1.1.5.4.3                  Review                                             8/23/06      9/5/06
1.1.5.4.4                  Rework                                              9/7/06     9/19/06
1.1.5.4.5                  Accept                                             9/21/06     10/3/06
1.1.5.4.6               NYSMC - Identification of Plug-ins and Attachments    6/23/06     7/24/06
1.1.5.4.7                  Review                                             7/26/06      8/7/06

                                                                                         Page 34
Outline #    Task                                                                Start     Finish
1.1.5.4.8                  Rework                                              8/9/06     8/21/06
1.1.5.4.9                  Accept                                             8/23/06      9/5/06
1.1.5.5               NYSMC - Interfaces                                     12/29/05     11/2/06
1.1.5.5.1               NYSMC - Planning for Interface to CPM Software        8/23/06     9/21/06
1.1.5.5.2                  Review                                             9/25/06     10/5/06
1.1.5.5.3                  Rework                                             10/9/06    10/19/06
1.1.5.5.4                  Accept                                            10/23/06     11/2/06
1.1.5.5.5               NYSMC - Planning for Interface to PS&E Database       2/28/06     3/27/06
1.1.5.5.6                  Review                                             3/29/06     4/10/06
1.1.5.5.7                  Rework                                             4/12/06     4/24/06
1.1.5.5.8                  Accept                                             4/26/06      5/8/06
1.1.5.5.9               NYSMC - Comptroller Acct System Interface Analysis   12/29/05     2/24/06
1.1.5.5.10                 Review                                             2/28/06     3/10/06
1.1.5.5.11                 Rework                                             3/14/06     3/24/06
1.1.5.5.12                 Accept                                             3/28/06      4/7/06
1.1.6               NYSMC - Construction Implementation                        1/8/07      4/8/09
1.1.6.1               NYSMC - Project Documentation                            6/7/07     1/29/08
1.1.6.1.1               NYSMC - Custom System Administration Documentation     6/7/07      7/6/07
1.1.6.1.2                  Review                                              7/9/07     7/20/07
1.1.6.1.3                  Rework                                             7/23/07      8/3/07
1.1.6.1.4                  Accept                                             10/3/07    10/15/07
1.1.6.1.5               NYSMC - Custom User Documentation                     8/22/07    12/13/07
1.1.6.1.6                  Review                                            12/17/07      1/1/08
1.1.6.1.7                  Rework                                              1/2/08     1/15/08
1.1.6.1.8                  Accept                                             1/16/08     1/29/08
1.1.6.2               NYSMC - Testing                                         8/22/07      4/8/09
1.1.6.2.1               NYSMC - Development of Test Plan and Test Cases       8/22/07     9/18/07
1.1.6.2.2                  Review                                             9/20/07     10/2/07
1.1.6.2.3                  Rework                                             10/4/07    10/16/07
1.1.6.2.4                  Accept                                            10/18/07    10/30/07
1.1.6.2.5               NYSMC - Enhanced Support of State's System Testing    9/20/07     3/25/08
1.1.6.2.6                  Review                                             3/26/08      4/8/08
1.1.6.2.7                  Rework                                              4/9/08     4/22/08
1.1.6.2.8                  Accept                                             4/23/08      5/6/08
1.1.6.2.9               NYSMC - Support for Pilot Testing                     7/11/08     2/25/09
1.1.6.2.10                 Review                                             2/27/09     3/11/09
1.1.6.2.11                 Rework                                             3/13/09     3/25/09
1.1.6.2.12                 Accept                                             3/27/09      4/8/09
1.1.6.3               NYSMC - Interfaces                                       1/8/07     4/12/07
1.1.6.3.1               NYSMC - Comptroller Acct System Interface Build        1/8/07      3/1/07
1.1.6.3.2               NYSMC - Comptroller Acct System Interface Test         1/8/07      3/1/07
1.1.6.3.3                  Review                                              3/5/07     3/15/07
1.1.6.3.4                  Rework                                             3/19/07     3/29/07
1.1.6.3.5                  Accept                                              4/2/07     4/12/07
1.1.6.4               NYSMC - Reporting                                        1/8/07     10/2/07
1.1.6.4.1               NYSMC - RTF and DWR Template Creation                  1/8/07     8/20/07
1.1.6.4.2                  Review                                             8/22/07      9/4/07
1.1.6.4.3                  Rework                                              9/6/07     9/18/07
1.1.6.4.4                  Accept                                             9/20/07     10/2/07
1.1.7               NYSMM - Materials Implementation Analysis                12/22/04     4/18/06
1.1.7.1               NYSMM - Reference Data and Code Tables                  7/27/05     12/6/05
1.1.7.1.1               NYSMM - System Code Tables                            7/27/05     8/24/05

                                                                                         Page 35
Outline #    Task                                                              Start     Finish
1.1.7.1.2               Review                                              8/26/05      9/8/05
1.1.7.1.3               Rework                                              9/12/05     9/22/05
1.1.7.1.4               Accept                                              9/26/05     10/6/05
1.1.7.1.5             NYSMM - Materials Reference Data                      8/26/05    10/21/05
1.1.7.1.6               Review                                             10/25/05     11/4/05
1.1.7.1.7               Rework                                              11/8/05    11/18/05
1.1.7.1.8               Accept                                             11/22/05     12/6/05
1.1.7.2             NYSMM - Group and User Security                        10/25/05     1/25/06
1.1.7.2.1             NYSMM - Group and User Security Analysis             10/25/05    11/18/05
1.1.7.2.2               Review                                             11/22/05     12/6/05
1.1.7.2.3               Rework                                              12/8/05    12/20/05
1.1.7.2.4               Accept                                             12/22/05      1/6/06
1.1.7.2.5             NYSMM - Group and User Security Population           11/22/05     12/9/05
1.1.7.2.6               Review                                             12/13/05    12/27/05
1.1.7.2.7               Rework                                             12/28/05     1/11/06
1.1.7.2.8               Accept                                              1/12/06     1/25/06
1.1.7.3             NYSMM - Business Process Evaluation and Analysis       12/22/04      9/6/05
1.1.7.3.1             NYSMM - Business Process Analysis Prep               12/22/04    12/29/04
1.1.7.3.2             NYSMM - Materials Code Analysis                        1/3/05     5/20/05
1.1.7.3.3               Review                                              5/23/05      6/3/05
1.1.7.3.4               Rework                                               6/7/05     6/17/05
1.1.7.3.5               Accept                                              6/21/05      7/4/05
1.1.7.3.6             NYSMM - Approved Source, Plant, and Matls Analysis    5/23/05     7/18/05
1.1.7.3.7               Review                                              7/20/05      8/1/05
1.1.7.3.8               Rework                                               8/3/05     8/15/05
1.1.7.3.9               Accept                                              8/17/05     8/29/05
1.1.7.3.10            NYSMM - Personnel, Equipment, & Lab Qual Analysis     5/31/05     7/25/05
1.1.7.3.11              Review                                              7/27/05      8/8/05
1.1.7.3.12              Rework                                              8/10/05     8/22/05
1.1.7.3.13              Accept                                              8/24/05      9/6/05
1.1.7.3.14            NYSMM - Mix Design Analysis                           5/23/05     7/18/05
1.1.7.3.15              Review                                              7/20/05      8/1/05
1.1.7.3.16              Rework                                               8/3/05     8/15/05
1.1.7.3.17              Accept                                              8/17/05     8/29/05
1.1.7.3.18            NYSMM - Sampling and Testing Analysis                  1/2/05     5/27/05
1.1.7.3.19              Review                                              5/31/05     6/10/05
1.1.7.3.20              Rework                                              6/14/05     6/24/05
1.1.7.3.21              Accept                                              6/28/05     7/11/05
1.1.7.3.22            NYSMM - LIMS Analysis                                  1/6/05     5/20/05
1.1.7.4             NYSMM - Material Test Templates                          1/6/05    12/26/05
1.1.7.4.1             NYSMM - Materials Test Template Analysis               1/6/05     11/9/05
1.1.7.4.2               Review                                             11/10/05    11/22/05
1.1.7.4.3               Rework                                             11/28/05     12/8/05
1.1.7.4.4               Accept                                             12/12/05    12/26/05
1.1.7.5             NYSMM - Materials Management Reports                    1/11/06     4/18/06
1.1.7.5.1             NYSMM - Reports Analysis and Documentation            1/11/06      3/7/06
1.1.7.5.2               Review                                               3/8/06     3/21/06
1.1.7.5.3               Rework                                              3/22/06      4/4/06
1.1.7.5.4               Accept                                               4/5/06     4/18/06
1.1.7.6             NYSMM - Materials Management Plug-Ins, URL, & OLE      11/10/05     2/21/06
1.1.7.6.1             NYSMM - Plug-Ins, URL, and OLE Analysis              11/10/05     1/10/06
1.1.7.6.2               Review                                              1/11/06     1/24/06

                                                                                       Page 36
Outline #    Task                                                                Start     Finish
1.1.7.6.3                  Rework                                             1/25/06      2/7/06
1.1.7.6.4                  Accept                                              2/8/06     2/21/06
1.1.8               NYSMM - Materials Implementation                          6/16/06      4/9/09
1.1.8.1               NYSMM - Interfaces                                      6/16/06     1/24/07
1.1.8.1.1               NYSMM - Materials LIMS & SiteManager Interface        6/16/06    12/11/06
1.1.8.1.2                  Review                                            12/12/06    12/26/06
1.1.8.1.3                  Rework                                            12/28/06     1/10/07
1.1.8.1.4                  Accept                                             1/12/07     1/24/07
1.1.8.1.5               NYSMM - GSLA LIMS and SiteManager Interface           6/16/06     12/6/06
1.1.8.1.6                  Review                                             12/7/06    12/20/06
1.1.8.1.7                  Rework                                            12/21/06      1/5/07
1.1.8.1.8                  Accept                                              1/9/07     1/19/07
1.1.8.2               NYSMM - Project Documentation                           8/23/07     1/30/08
1.1.8.2.1               NYSMM - Custom System Administration Documentation    8/23/07     9/19/07
1.1.8.2.2                  Review                                             9/21/07     10/3/07
1.1.8.2.3                  Rework                                             10/5/07    10/17/07
1.1.8.2.4                  Accept                                            10/19/07    10/31/07
1.1.8.2.5               NYSMM - Custom User Documentation                     8/23/07    12/14/07
1.1.8.2.6                  Review                                            12/18/07      1/2/08
1.1.8.2.7                  Rework                                              1/3/08     1/16/08
1.1.8.2.8                  Accept                                             1/17/08     1/30/08
1.1.8.3               NYSMM - Testing                                         8/23/07      4/9/09
1.1.8.3.1               NYSMM - Development of Test Plan and Test Cases       8/23/07     9/19/07
1.1.8.3.2                  Review                                             9/21/07     10/3/07
1.1.8.3.3                  Rework                                             10/5/07    10/17/07
1.1.8.3.4                  Accept                                            10/19/07    10/31/07
1.1.8.3.5               NYSMM - Enhanced Support of State's System Testing    9/21/07     3/26/08
1.1.8.3.6                  Review                                             3/27/08      4/9/08
1.1.8.3.7                  Rework                                             4/10/08     4/24/08
1.1.8.3.8                  Accept                                             4/24/08      5/8/08
1.1.8.3.9               NYSMM - Support for Pilot Testing                     7/11/08     2/26/09
1.1.8.3.10                 Review                                             2/27/09     3/12/09
1.1.8.3.11                 Rework                                             3/13/09     3/26/09
1.1.8.3.12                 Accept                                             3/27/09      4/9/09
1.1.8.4               NYSMM - Material Test Templates                         6/16/06     4/13/07
1.1.8.4.1               NYSMM - Materials Test Template Development           6/16/06      3/2/07
1.1.8.4.2                  Review                                              3/6/07     3/16/07
1.1.8.4.3                  Rework                                             3/20/07     3/30/07
1.1.8.4.4                  Accept                                              4/3/07     4/13/07
1.1.8.5               NYSMM - Materials Management Reports                     3/6/07     10/3/07
1.1.8.5.1               NYSMM - Custom Report Development                      3/6/07     8/21/07
1.1.8.5.2                  Review                                             8/23/07      9/5/07
1.1.8.5.3                  Rework                                              9/7/07     9/19/07
1.1.8.5.4                  Accept                                             9/21/07     10/3/07
1.1.9               NYSMC - NY SM Construction - Train & Support             12/17/07     12/1/09
1.1.9.1               NYSMC - Production Training                            12/17/07     10/6/09
1.1.9.1.1               NYSMC - Custom Training Materials & Db Development   12/17/07      6/4/08
1.1.9.1.2                  Review                                              6/5/08     6/18/08
1.1.9.1.3                  Rework                                             6/19/08      7/2/08
1.1.9.1.4                  Accept                                              7/3/08     7/17/08
1.1.9.1.5               NYSMC - NYSDOT On-Site Training                       9/19/08     8/25/09
1.1.9.1.6                  Review                                             8/27/09      9/8/09

                                                                                         Page 37
Outline #     Task                                                                 Start     Finish
1.1.9.1.7                     Rework                                            9/10/09     9/22/09
1.1.9.1.8                     Accept                                            9/24/09     10/6/09
1.1.9.2                NYSMC - Production Support                               8/27/09     12/1/09
1.1.9.2.1                 NYSMC - On-going Support and System Admin Training    8/27/09    10/20/09
1.1.9.2.2                     Review                                           10/22/09     11/3/09
1.1.9.2.3                     Rework                                            11/5/09    11/17/09
1.1.9.2.4                     Accept                                           11/19/09     12/1/09
1.1.10               NYSMM - NY SM Materials - Train & Support                  9/21/07     6/16/09
1.1.10.1               NYSMM - Production Training                              9/21/07     4/21/09
1.1.10.1.1                NYSMM - Development of Custom Training Database      12/18/07      6/5/08
1.1.10.1.2                    Review                                             6/6/08     6/19/08
1.1.10.1.3                    Rework                                            6/20/08      7/4/08
1.1.10.1.4                    Accept                                             7/7/08     7/18/08
1.1.10.1.5                NYSMM - Development of Custom Training Materials     12/18/07      6/5/08
1.1.10.1.6                    Review                                             6/6/08     6/19/08
1.1.10.1.7                    Rework                                            6/20/08      7/4/08
1.1.10.1.8                    Accept                                             7/7/08     7/18/08
1.1.10.1.9                NYSMM - NYSDOT On-Site End User Training              9/19/08     3/10/09
1.1.10.1.10                   Review                                            3/12/09     3/24/09
1.1.10.1.11                   Rework                                            3/26/09      4/7/09
1.1.10.1.12                   Accept                                             4/9/09     4/21/09
1.1.10.1.13               NYSMM - System Administration Training                9/21/07     9/26/07
1.1.10.1.14                   Review                                            9/28/07    10/10/07
1.1.10.1.15                   Rework                                           10/12/07    10/24/07
1.1.10.1.16                   Accept                                           10/26/07     11/7/07
1.1.10.2               NYSMM - Production Support                               3/12/09     6/16/09
1.1.10.2.1                NYSMM - On-going Support & Sys Admin Training         3/12/09      5/5/09
1.1.10.2.2                    Review                                             5/7/09     5/19/09
1.1.10.2.3                    Rework                                            5/21/09      6/2/09
1.1.10.2.4                    Accept                                             6/4/09     6/16/09
1.1.11               NYSDOT/NYSTA Resource Tasks                                11/1/04     3/17/10
1.1.11.1               Decision Regarding Digital Signatures & Approvals        2/21/05     2/16/06
1.1.11.2               Pre-requisite Training (basic user Windows skills)        1/3/06     6/26/07
1.1.11.3               Decision Re Capital Plan Interface (both TA & DOT)       2/21/05      3/3/05
1.1.11.4               Decision Regarding Format of SiteManager UserID          3/22/05     3/25/05
1.1.11.5               Decision Regarding Training Approach (CBT)               2/21/05     6/10/05
1.1.11.6               Update Inventory of Construction Reports                 2/21/05     3/31/05
1.1.11.7               Update Inventory of Material Reports                     2/21/05     4/14/05
1.1.11.8               Reconcile NYDSOT and NYSTA Report Requirements           4/18/05     6/10/05
1.1.11.9               Identify the pilot test sites                            7/26/06     9/19/06
1.1.11.10              CHAMP - Interface or Replace?                            2/21/05     5/12/05
1.1.11.11              Decision Regarding Funding & Fiscal Shares               11/1/04     4/29/05
1.1.11.12              Comptroller Decision regarding new FMS                   2/21/05     8/16/05
1.1.11.13              ISO Review of SiteManager - Initial Review               2/21/05     8/16/05
1.1.11.14              Guidelines for Security of Attachments                   2/21/05     4/18/05
1.1.11.15              Decision/Clarification Regard Consult User Access        2/21/05     8/16/05
1.1.11.16              Decision Regard Non-DOT/TA Access                        2/21/05     8/16/05
1.1.11.17              ISO Review of SM - Group & User Security Review           6/4/08     7/31/08
1.1.11.18              ISO Review of SM - Pilot Test Review (pre-prod)          2/22/06     8/17/06
1.1.11.19              Schedule for ISB tasks - Analysis Phase                   2/1/05      2/1/05
1.1.11.20              ClearCase Set-up & Documentation                         2/21/05     3/17/05
1.1.11.21              Decision Regarding PowerBuilder                           1/3/05     2/28/05

                                                                                           Page 38
Outline #   Task                                                            Start     Finish
1.1.11.22          Analysis of other state's templates                   2/21/05     4/18/05
1.1.11.23          LANDesk Package Ready                                 1/17/05     1/17/05
1.1.11.24          Database Triggers Ready                                1/9/07      1/9/07
1.1.11.25          Schedule for ISB tasks - Const Impl/Train Phase       11/6/06     11/6/06
1.1.11.26          Schedule for ISB tasks - Matls Impl/Train Phase       4/19/06     4/19/06
1.1.11.27          Decision Regard Field Office Connectivity Approach     2/3/05     7/29/05
1.1.11.28          Field Office Connectivity - Pilot Test Offices        9/21/06     9/21/06
1.1.11.29          Field Office Connectivity - Production Offices        8/17/07     8/17/07
1.1.11.30          Decision Regard DB Connectivity (pooled vs indiv)     8/18/05     8/15/06
1.1.11.31          Decision Regarding Attachment Storage & Usage          6/9/06      6/6/07
1.1.11.32          Decision RE state-owned v contr PCs v Seat Mgmt        2/3/05     7/29/05
1.1.11.33          Decision Regarding Pocket PCs                         9/12/06     1/11/07
1.1.11.34          Decision Regarding Tablets, Laptops, etc              9/12/06     1/11/07
1.1.11.35          Acquisition/Delivery of SM Hardware (PC & Network)    4/18/06     6/15/06
1.1.11.36          Application Development Environment Ready              8/4/08      8/4/08
1.1.11.37          Data Population Environment Ready                     1/17/05     1/17/05
1.1.11.38          Test Environment Ready                                1/17/05     1/17/05
1.1.11.39          Training Environment Ready                            1/17/05     1/17/05
1.1.11.40          Other States Data Environment Ready                   1/17/05     1/17/05
1.1.11.41          Pilot Test Environment Ready (incl LANDesk)           9/21/06     9/21/06
1.1.11.42          Decision Regard Redundancy & Load Bal Servers          4/4/08     7/31/08
1.1.11.43          Production Environment Ready                          4/24/08     4/24/08
1.1.11.44          Strategy for Off-hrs Support (tech & business)        11/6/06      5/4/07
1.1.11.45          Assessment of Regional Training Facilities            9/22/06    11/17/06
1.1.11.46          Schedule for Construction tasks - Analysis Phase       2/1/05      2/1/05
1.1.11.47          Decisions regard "Other Contracts"                    11/1/04     4/29/05
1.1.11.48          MURK Updates                                           8/8/05      8/1/07
1.1.11.49          Highway Design Manual Updates                          8/8/05      8/3/06
1.1.11.50          Highway Law Updates                                    8/8/05      8/1/07
1.1.11.51          Design Procedures Manual Updates                       8/8/05      8/3/06
1.1.11.52          Standard Sheet Updates                                 8/8/05      8/3/06
1.1.11.53          Specification Updates                                  6/8/05      6/1/07
1.1.11.54          EI & EB Updates                                        6/8/05      6/1/07
1.1.11.55          Manual of Admin Procedures Updates                     8/8/05      8/3/06
1.1.11.56          Accounting Manual Updates                              8/8/05      2/2/07
1.1.11.57          Help Desk Documentation                                8/8/05      2/6/06
1.1.11.58          Migration from CEES to SiteManager                   11/11/09      3/1/10
1.1.11.59          Sunset CEES (including non-DOT/TA users)              3/17/10     3/17/10
1.1.11.60          Schedule for Construction tasks - Impl/Train Phase    11/6/06     11/6/06
1.1.11.61          Schedule for NYSTA tasks - Analysis Phase             3/21/05     3/21/05
1.1.11.62          Decision Regarding Format of Sample ID                 2/1/05     2/28/05
1.1.11.63          LIMS/GSLA Decision - to interface or replace?         2/21/05     5/19/05
1.1.11.64          Big 15                                                 9/2/05      9/2/05
1.1.11.65          Schedule for NYSTA tasks - Impl/Train Phase           11/6/06     11/6/06
1.1.11.66          Schedule for Tech Svcs tasks - Analysis Phase          2/1/05      2/1/05
1.1.11.67          NYSTA Licensing SiteManager                            1/4/06      1/4/06
1.1.11.68          NYSTA Completion of PreConstruction Implementation     7/5/05      7/5/05
1.1.11.69          Decision Regard Location of TA Trng (with DOT?)      10/16/06     11/9/06
1.1.11.70          NYSTA Decision Regarding CMS and CPMS                 2/21/05     4/18/05
1.1.11.71          NYSTA Documentation Updates                            8/8/05      2/6/06
1.1.11.72          Sched for Tech Svcs tasks - Impl/Train Phase          11/6/06     11/6/06
1.1.11.73          Contractor Communication                              2/21/05     4/15/08

                                                                                    Page 39
Outline #      Task                                                               Start     Finish
1.1.11.74               Contractor Input (as required per BPA)                 2/21/05     8/16/05
1.1.12                NYSM - Approved Change Control Work                     11/15/04     1/27/05
1.1.12.1                NYSMC - Initial Implementation Team Training (CC2)    11/15/04    12/16/04
1.1.12.1.1                  NYSMC - Initial Imp Team Training Prep            11/15/04    12/10/04
1.1.12.1.2                  NYSMC - Initial Imp Team Training Travel          12/12/04    12/16/04
1.1.12.1.3                  NYSMC - Initial Imp Team Training On-site Class   12/13/04    12/16/04
1.1.12.2                NYSMM - Initial Implementation Team Training (CC2)    11/18/04     1/27/05
1.1.12.2.1                  NYSMM - Initial Imp Team Training Prep            11/18/04     1/27/05
1.1.12.2.2                  NYSMM - Initial Imp Team Training Travel           1/23/05     1/27/05
1.1.12.2.3                  NYSMM - Initial Imp Team Training On-site Class    1/24/05     1/27/05
1.1.13                Major Milestones                                          8/2/04    11/11/09
1.1.13.1                 Project Start                                          8/2/04      8/2/04
1.1.13.2                 Stakeholder Analysis Complete                        11/17/05    11/17/05
1.1.13.3                End of Init and Analysis Phase - Begin Impl Phase      11/6/06     11/6/06
1.1.13.4                Proj Complete (All prjs in SM; all CO & TS Trnd)       8/27/09     8/27/09
1.1.13.5                 Code Table & Reference Data Ready - Pilot             1/27/06     1/27/06
1.1.13.6                LANDesk Package Ready - Pilot                          2/21/05     2/21/05
1.1.13.7                 Database Triggers Ready - Pilot                        1/9/07      1/9/07
1.1.13.8                Pilot/Production System Ready - Pilot                  8/21/06     8/21/06
1.1.13.9                 Release Freeze                                         9/2/05      9/2/05
1.1.13.10               1st Successful Import from PES/L - Pilot               7/11/08     7/11/08
1.1.13.11                1st Successful Complete Project Activation - Pilot    7/18/08     7/18/08
1.1.13.12                1st Successful Approved Change Order - Pilot          8/18/08     8/18/08
1.1.13.13                1st Successful Contractor Payment Estimate - Pilot    9/17/08     9/17/08
1.1.13.14                1st Interface to Comptroller - Pilot                  9/19/08     9/19/08
1.1.13.15               1st Successful DSS Interface - Pilot                   9/19/08     9/19/08
1.1.13.16                1st Successful Approved Sample & Test - Pilot          8/1/08      8/1/08
1.1.13.17                1st Successful Proj Close-out/Final - Pilot           3/18/09     3/18/09
1.1.13.18                Code Table & Reference Data Ready - Production        4/24/08     4/24/08
1.1.13.19               Production/Production System Ready - Production        8/17/07     8/17/07
1.1.13.20                1st Successful Import from PES/L - Production         4/10/09     4/10/09
1.1.13.21                1st Successful Complete Proj Activation - Prod        4/13/09     4/13/09
1.1.13.22                1st Successful Approved Change Order - Prod           4/20/09     4/20/09
1.1.13.23                1st Successful Contractor Payment Estimate - Prod     5/19/09     5/19/09
1.1.13.24               1st Interface to Comptroller - Production              5/20/09     5/20/09
1.1.13.25               1st Successful DSS Interface - Production              5/20/09     5/20/09
1.1.13.26                1st Successful Approved Sample & Test - Prod          4/20/09     4/20/09
1.1.13.27                1st Successful Proj Close-out/Final - Production     11/11/09    11/11/09
1.1.14                NYSDOT PMO Milestones                                    2/28/05     8/27/09
1.1.14.1                 ReqPhBegins                                           2/28/05     2/28/05
1.1.14.2                 DesPhBegins                                           2/28/06     2/28/06
1.1.14.3                 DevPhBegins                                            1/8/07      1/8/07
1.1.14.4                 SytPhBegins                                            1/8/07      1/8/07
1.1.14.5                 UatPhBegins                                           9/21/07     9/21/07
1.1.14.6                 QatPhBegins                                           7/11/08     7/11/08
1.1.14.7                 ImpPhBegins                                           4/10/09     4/10/09
1.1.14.8                 InProduction                                          8/27/09     8/27/09
1.1.15                Release Activities                                       2/21/05    12/31/07
1.1.15.1                SM 3.5 Release (December 2004)                         2/21/05      4/8/05
1.1.15.1.1                  Install New Version                                2/21/05      4/8/05
1.1.15.1.1.1                    Run DB Update Scripts (TEST)                   2/21/05     2/21/05
1.1.15.1.1.2                    Install New App Server Software (TEST)         2/23/05     2/23/05

                                                                                          Page 40
Outline #      Task                                                         Start     Finish
1.1.15.1.1.3                   Install New Client (TEST)                 2/25/05     2/25/05
1.1.15.1.1.4                   Update LANDesk Package (TEST)             2/28/05     3/24/05
1.1.15.1.1.5                   Test New Release                          2/28/05     3/24/05
1.1.15.1.1.6                   Run DB Update Scripts (PROD)              3/28/05     3/28/05
1.1.15.1.1.7                   Install New App Server Software (TEST)    3/30/05     3/30/05
1.1.15.1.1.8                   Update LANDesk Package (PROD)              4/1/05      4/6/05
1.1.15.1.1.9                   Announce New Release                       4/8/05      4/8/05
1.1.15.2                 SM 3.6a Beta Release (April 2005)               4/25/05     6/13/05
1.1.15.2.1                  Install New Version                          4/25/05     6/13/05
1.1.15.2.1.1                   Run DB Update Scripts (TEST)              4/25/05     4/25/05
1.1.15.2.1.2                   Install New App Server Software (TEST)    4/27/05     4/27/05
1.1.15.2.1.3                   Install New Client (TEST)                 4/29/05     4/29/05
1.1.15.2.1.4                   Update LANDesk Package (TEST)              5/2/05     5/26/05
1.1.15.2.1.5                   Test New Release                           5/2/05     5/26/05
1.1.15.2.1.6                   Run DB Update Scripts (PROD)              5/31/05     5/31/05
1.1.15.2.1.7                   Install New App Server Software (TEST)     6/2/05      6/2/05
1.1.15.2.1.8                   Update LANDesk Package (PROD)              6/6/05      6/9/05
1.1.15.2.1.9                   Announce New Release                      6/13/05     6/13/05
1.1.15.3                 SM 3.6a Production Release (September 2005)     8/22/05    10/10/05
1.1.15.3.1                  Install New Version                          8/22/05    10/10/05
1.1.15.3.1.1                   Run DB Update Scripts (TEST)              8/22/05     8/22/05
1.1.15.3.1.2                   Install New App Server Software (TEST)    8/24/05     8/24/05
1.1.15.3.1.3                   Install New Client (TEST)                 8/26/05     8/26/05
1.1.15.3.1.4                   Update LANDesk Package (TEST)             8/29/05     9/23/05
1.1.15.3.1.5                   Test New Release                          8/29/05     9/23/05
1.1.15.3.1.6                   Run DB Update Scripts (PROD)              9/27/05     9/27/05
1.1.15.3.1.7                   Install New App Server Software (TEST)    9/29/05     9/29/05
1.1.15.3.1.8                   Update LANDesk Package (PROD)             10/3/05     10/6/05
1.1.15.3.1.9                   Announce New Release                     10/10/05    10/10/05
1.1.15.4                 SM June 2006 Release                             7/3/06      7/3/06
1.1.15.5                 SM December 2006 Release                         1/2/07      1/2/07
1.1.15.6                 SM June 2007 Release                             7/2/07      7/2/07
1.1.15.7                 SM December 2007 Release                       12/31/07    12/31/07
1.1.16                Non-billable Travel                                9/19/04     2/21/05
1.1.17                Project Directs                                    2/21/05     2/21/05




                                                                                    Page 41
Budget (cost portion):
Outline #    Task                                                                 Work          Cost
         1   2590-490 NYSDOT SM Mat and Con Imp                              42,949 hrs   $6,162,830
       1.1     Production                                                    42,949 hrs   $6,162,830
     1.1.1        NYSMC - NY SM Construction - Proj Mgmt                      7,002 hrs     $878,184
   1.1.1.1           NYSMC - Management and Administration                    1,893 hrs     $241,215
   1.1.1.2           NYSMC - Project Management                               4,331 hrs     $539,719
 1.1.1.2.1              NYSMC - General Project Management                     1,716 hr    $214,500
 1.1.1.2.2              NYSMC - Transition Management                           649 hrs      $81,125
 1.1.1.2.3              NYSMC - Project Tracking and Reporting                 1,144 hr     $143,000
 1.1.1.2.4              NYSMC - Weekly Status Calls                             822 hrs     $101,094
   1.1.1.3           NYSMC - Issue Tracking and Reporting                       778 hrs      $97,250
 1.1.1.3.1              NYSMC - Issues and Resolutions                          674 hrs      $84,250
 1.1.1.3.2              NYSMC - Issues Meetings                                 104 hrs      $13,000
     1.1.2        NYSMM - NY SM Materials - Proj Mgmt                         9,296 hrs   $1,160,521
   1.1.2.1           NYSMM - Management and Administration                    2,239 hrs     $281,886
   1.1.2.2           NYSMM - Project Management                               5,991 hrs     $745,385
 1.1.2.2.1              NYSMM - General Project Management                    2,288 hrs     $286,000
 1.1.2.2.2              NYSMM - Transition Management                           630 hrs      $78,750
 1.1.2.2.3              NYSMM - Project Tracking and Reporting                1,377 hrs     $172,125
 1.1.2.2.4              NYSMM - Project Resource Communication - Conf Call    1,696 hrs     $208,510
   1.1.2.3           NYSMM - Issue Tracking and Resolutions                   1,066 hrs     $133,250
 1.1.2.3.1              NYSMM - Issue Tracking                                  837 hrs     $104,625
 1.1.2.3.2              NYSMM - Issues and Resolutions Meetings                 229 hrs      $28,625
     1.1.3        NYSMC - NY SM Construction - Initiation                      1,744 hr     $210,748
   1.1.3.1           NYSMC - Implementation Strategy                            699 hrs      $82,951
 1.1.3.1.1              NYSMC - High Level Implementation Plan                  230 hrs      $27,910
 1.1.3.1.2              NYSMC - Detailed Implementation Plan                    340 hrs      $40,120
 1.1.3.1.3              NYSMC - End User Training Needs Assessment               75 hrs       $8,675
 1.1.3.1.4              NYSMC - Development of Training Plan                     54 hrs       $6,246
   1.1.3.2           NYSMC - Software Installation and Configuration            174 hrs      $21,750
 1.1.3.2.1              NYSMC - Support and Review of NYSDOT Installations      134 hrs      $16,750
 1.1.3.2.2              NYSMC - Testing of Architecture                          40 hrs       $5,000
   1.1.3.3           NYSMC - Implementation Team Training                       871 hrs     $106,047
 1.1.3.3.1              NYSMC - Initial Implementation Team Training            177 hrs      $22,125
 1.1.3.3.2              NYSMC - System Administration Training                  106 hrs      $13,250
 1.1.3.3.3              NYSMC - Transition Management Training                  112 hrs      $14,000
 1.1.3.3.4              NYSMC - Transition Management Documentation              88 hrs      $11,000
 1.1.3.3.5              NYSMC - Training JAD Session                            211 hrs      $23,547
 1.1.3.3.6              NYSMC - Pilot Team Training                             177 hrs      $22,125
     1.1.4        NYSMM - NY SM Materials - Initiation                         1,735 hr    $205,646
   1.1.4.1           NYSMM - Implementation Strategy                            631 hrs      $74,888
 1.1.4.1.1              NYSMM - High Level Implementation Plan                  238 hrs      $29,078
 1.1.4.1.2              NYSMM - Detailed Implementation Plan                    260 hrs      $31,155
 1.1.4.1.3              NYSMM - End User Training Needs Assessment               75 hrs       $8,675
 1.1.4.1.4              NYSMM - Development of Training Plan                     58 hrs       $5,980
   1.1.4.2           NYSMM - Software Installation and Configuration            169 hrs      $21,135
 1.1.4.2.1              NYSMM - Support and Review of NYSDOT Installations      130 hrs      $16,260
 1.1.4.2.2              NYSMM - Testing of Architecture                          39 hrs       $4,875
   1.1.4.3           NYSMM - Implementation Team Training                       935 hrs     $109,623
 1.1.4.3.1              NYSMM - Initial Implementation Team Training            187 hrs      $23,375
 1.1.4.3.2              NYSMM - Transition Mgmt Workshop and Documentation      230 hrs      $28,750
 1.1.4.3.3              NYSMM - Training Definition and JAD Sessions            326 hrs      $36,186
 1.1.4.3.4              NYSMM - Pilot Team Training                             192 hrs      $21,312
     1.1.5        NYSMC - Construction Implementation Analysis                2,153 hrs     $264,430
   1.1.5.1           NYSMC - Reference Data and Code Tables                     383 hrs      $46,728
                                                                                                       Page 42
Outline #    Task                                                                Work        Cost
 1.1.5.1.1              NYSMC - Global Construction Reference Data              94 hrs    $11,750
 1.1.5.1.2              NYSMC - Global Contract Reference Data                 141 hrs    $16,920
 1.1.5.1.3              NYSMC - Code Table Meeting                              89 hrs    $11,125
 1.1.5.1.4              NYSMC - Code Table Population                           59 hrs     $6,933
   1.1.5.2            NYSMC - Group and User Security                          402 hrs    $47,602
 1.1.5.2.1              NYSMC - Groups and Users Meeting                       181 hrs    $21,477
 1.1.5.2.2              NYSMC - Group and User Creation                        221 hrs    $26,125
   1.1.5.3            NYSMC - Business Process Evaluation and Analysis         860 hrs   $108,460
 1.1.5.3.1              NYSMC - Business Process Meetings                      434 hrs    $55,290
 1.1.5.3.2              NYSMC - Business Processes Follow-up Analysis          426 hrs    $53,170
   1.1.5.4            NYSMC - Reporting                                        254 hrs    $31,750
 1.1.5.4.1              NYSMC - Detailed Analysis of Reports                    80 hrs    $10,000
 1.1.5.4.2              NYSMC - Documentation of Reports Analysis              136 hrs    $17,000
 1.1.5.4.3              NYSMC - Identification of Plug-ins and Attachments      38 hrs     $4,750
   1.1.5.5            NYSMC - Interfaces                                       254 hrs    $29,890
 1.1.5.5.1              NYSMC - Planning for Interface to CPM Software          85 hrs    $10,025
 1.1.5.5.2              NYSMC - Planning for Interface to PS&E Database         89 hrs    $10,465
 1.1.5.5.3              NYSMC Comptroller Acct System Interface Analysis        80 hrs     $9,400
     1.1.6          NYSMC - Construction Implementation                       1,352 hr   $149,830
   1.1.6.1            NYSMC - Project Documentation                            275 hrs    $31,749
 1.1.6.1.1              NYSMC - Custom System Administration Documentation     102 hrs    $12,420
 1.1.6.1.2              NYSMC - Custom User Documentation                      173 hrs    $19,329
   1.1.6.2            NYSMC - Testing                                          398 hrs    $49,750
 1.1.6.2.1              NYSMC - Development of Test Plan and Test Cases         85 hrs    $10,625
 1.1.6.2.2              NYSMC - Enhanced Support of State's System Testing      92 hrs    $11,500
 1.1.6.2.3              NYSMC - Support for Pilot Testing                      221 hrs    $27,625
   1.1.6.3            NYSMC - Interfaces                                        78 hrs     $8,406
 1.1.6.3.1              NYSMC Comptroller Acct System Interface Build           68 hrs     $7,156
 1.1.6.3.2              NYSMC Comptroller Acct System Interface Test            10 hrs     $1,250
   1.1.6.4            NYSMC - Reporting                                        601 hrs    $59,925
 1.1.6.4.1              NYSMC - RTF and DWR Template Creation                  601 hrs    $59,925
     1.1.7          NYSMM - Materials Implementation Analysis                4,209 hrs   $473,138
   1.1.7.1            NYSMM - Reference Data and Code Tables                   344 hrs    $40,935
 1.1.7.1.1              NYSMM - System Code Tables                             263 hrs    $31,930
 1.1.7.1.2              NYSMM - Materials Reference Data                        81 hrs     $9,005
   1.1.7.2            NYSMM - Group and User Security                          321 hrs    $37,365
 1.1.7.2.1              NYSMM - Group and User Security Analysis               137 hrs    $17,125
 1.1.7.2.2              NYSMM - Group and User Security Population             184 hrs    $20,240
   1.1.7.3            NYSMM - Business Process Evaluation and Analysis       3,040 hrs   $335,886
 1.1.7.3.1              NYSMM - Materials Code Analysis                        720 hrs    $80,606
 1.1.7.3.2              NYSMM - Approved Source, Plant, and Matls Analysis     918 hrs   $100,022
 1.1.7.3.3              NYSMM - Personnel, Equipment, & Lab Qual Analysis      515 hrs    $55,695
 1.1.7.3.4              NYSMM - Mix Design Analysis                            593 hrs    $66,901
 1.1.7.3.5              NYSMM - Sampling and Testing Analysis                  294 hrs    $32,662
   1.1.7.4            NYSMM - Material Test Templates                          274 hrs    $31,282
 1.1.7.4.1              NYSMM - Materials Test Template Analysis               274 hrs    $31,282
   1.1.7.5            NYSMM - Materials Management Reports                     172 hrs    $20,420
 1.1.7.5.1              NYSMM - Reports Analysis and Documentation             172 hrs    $20,420
   1.1.7.6            NYSMM - Materials Management Plug-Ins, URL, & OLE         58 hrs     $7,250
 1.1.7.6.1              NYSMM - Plug-Ins, URL, and OLE Analysis                 58 hrs     $7,250
     1.1.8          NYSMM - Materials Implementation                         3,556 hrs   $407,250
   1.1.8.1            NYSMM - Interfaces                                     1,670 hrs   $186,070
 1.1.8.1.1              NYSMM - Materials LIMS & SiteManager Interface         835 hrs    $96,095
 1.1.8.1.2              NYSMM - GSLA LIMS and SiteManager Interface            835 hrs    $89,975
   1.1.8.2            NYSMM - Project Documentation                            269 hrs    $29,845
                                                                                                    Page 43
Outline #    Task                                                               Work          Cost
 1.1.8.2.1             NYSMM - Custom System Administration Documentation     102 hrs      $11,182
 1.1.8.2.2             NYSMM - Custom User Documentation                      167 hrs      $18,663
   1.1.8.3          NYSMM - Testing                                           410 hrs      $51,250
 1.1.8.3.1             NYSMM - Development of Test Plan and Test Cases         87 hrs      $10,875
 1.1.8.3.2             NYSMM - Enhanced Support of State's System Testing      97 hrs      $12,125
 1.1.8.3.3             NYSMM - Support for Pilot Testing                      226 hrs      $28,250
   1.1.8.4          NYSMM - Material Test Templates                           931 hrs     $108,205
 1.1.8.4.1             NYSMM - Materials Test Template Development            931 hrs     $108,205
   1.1.8.5          NYSMM - Materials Management Reports                      276 hrs      $31,880
 1.1.8.5.1             NYSMM - Custom Report Development                      276 hrs      $31,880
     1.1.9       NYSMC - NY SM Construction - Train & Support               6,235 hrs    $733,556
   1.1.9.1          NYSMC - Production Training                             5,091 hrs     $590,556
 1.1.9.1.1             NYSMC - Custom Training Materials & Db Development   1,176 hrs     $130,536
 1.1.9.1.2             NYSMC - NYSDOT On-Site Training                      3,915 hrs     $460,020
   1.1.9.2          NYSMC - Production Support                              1,144 hrs     $143,000
 1.1.9.2.1             NYSMC - On-going Support and System Admin Training   1,144 hrs    $143,000
    1.1.10       NYSMM - NY SM Materials - Train & Support                  5,667 hrs     $670,916
  1.1.10.1          NYSMM - Production Training                             4,769 hrs     $558,666
1.1.10.1.1             NYSMM - Development of Custom Training Database        106 hrs      $13,250
1.1.10.1.2             NYSMM - Development of Custom Training Materials       742 hrs      $84,676
1.1.10.1.3             NYSMM - NYSDOT On-Site End User Training             3,803 hrs     $446,860
1.1.10.1.4             NYSMM - System Administration Training                 118 hrs      $13,880
  1.1.10.2          NYSMM - Production Support                                898 hrs     $112,250
1.1.10.2.1             NYSMM - On-going Support & Sys Admin Training          898 hrs     $112,250
    1.1.13       Non-billable Travel                                            0 hrs           $0
    1.1.14       Project Directs                                                0 hrs   $1,008,612
       1.2     Reserve                                                          0 hrs           $0

Change Budget:
No formal project change budget has been established. Each change that results in a cost
increase will require sponsor budget and funding approval.

Appendix A contains the Microsoft Project File for this project




                                                                                                     Page 44
7    RISK MANAGEMENT
Proper management of risk is very important to the success of the project. Risk management is a "process." That is, risk
management is a progression or series of actions that are taken with the purpose of minimizing events that would have a
negative impact on the project schedule.

7.1 Risk Management Approach
Introduction

All projects have risk associated with them; it is what you do about the risks that separate successful projects from not so
successful ones. Risk mitigation is used to reduce (but typically not eliminate) the potential or possibility that a risk
element will impact the project. Risk contingency planning is used to plan for what tasks and activities need to take place
should that risk element occur (in spite of the mitigation) and impact the project.

Risk Management processes focus on the following 4 critical areas of risk management:

Risk Identification and Monitoring
Risk Assessment and Evaluation
Risk Mitigation Strategies and Tasks
Risk Contingency Planning

7.1.1   Risk Management Process

For this project, the following Risk Management steps (or processes) will be followed:

1. Identify the initial risks.

This is done at the beginning of each project, typically in a meeting specifically focused on risk identification. Meeting
participants will include representatives identified above. Each risk identified will also have the potential impact on the
project qualified to some degree and quantified (nil, minor, medium, major), as well as defining the timeframe in which
the risk factor could occur (over the next 3 months, 3 – 6 months, 6 – 12 months, beyond 12 months)

2. Define the initial priority of risk mitigation based upon the probability of the risk occurring and impact
   if/when it occurs.

The Risk Assessment Spreadsheet contains an algorithm that prioritizes risks based on potential impact and timing of
impact. Other factors may come into play and should be included. Consider that it would be unusual (and costly) for all
risks to be mitigated and/or have contingency plans developed.

3. Define mitigation strategies/actions to reduce the probability of the risk occurring. This includes assigning
   responsibility for enactment of the mitigation action.

Upon evaluation, risks typically fall into 4 categories:

Those for which you can do little or nothing to mitigate the potential that they will occur (other than to acknowledge
their existence and track them);
Those for which you choose to do little or nothing to mitigate the potential that they will occur;
Those for which mitigation strategies, activities, and tasks are warranted, and;
Those for which contingency planning is also warranted.

For the third and fourth categories, identify what can be done to reduce the risk potential, assign action items to
individuals, and track them to closure as you would any other project task.



                                                                                                                      Page 45
4. Developing contingencies for those risks that have a high probability of occurring even with mitigating
   activities.

Mitigation reduces risk potential – but doesn’t eliminate it. Some risks will still occur, and those that have a potential to
significantly impact the project will have contingency plans developed for such occasions.

5. Monitoring progress of the risk mitigation strategies and risk elements.

Risks will be reviewed during the weekly Project Status Meeting at least monthly. The opportunity will be afforded to
(a) close out a risk that no longer has a potential to impact the project, and (b) identify and add new risks to the mix. All
project risks (whether mitigated or not) will be tracked using the Risk Assessment Spreadsheet.



7.2 Project Risks

The project risk log is located at “P:\Budget and Finance\Information Services\Project
Management\Projects\SiteManager\Project Logs”

The project risks identified at the time this plan was created are documented in Appendix D.




                                                                                                                     Page 46
8 CHANGE MANAGEMENT
8.1 Change Procedures

Introduction: The Purpose of Change Management

The purpose of Change Management is to identify, quantify, communicate, and manage the impact of change on a
project such that all stakeholders for that project are aware of the change and its impact to scope, schedule, cost,
resources, quality, and/or functionality. Change management is not about preventing or minimizing change, but is about
effectively implementing changes that are deemed appropriate for the project, and recognizing and accepting the impact
that those changes will have on the project.

Change Definition

A change is defined as:

Any item that deviates from the predefined assumptions and definitions which describe a project, including but not
limited to project scope, technology, schedule, approach, resources, costs, constraints, assumptions, issues, and risks.

Change implies that there is a predefined and recognized (i.e., accepted) set of expectations (project baseline) from
which change can be identified and quantified, hence the need for an initial defining document which describes the
project baseline (the Project Plan). Change is inherent in every project - therefore change will be anticipated and
managed, not to minimize change but to properly identify, quantify, communicate, and gain consensus for their
application to the project.

Key Areas of Consideration

When dealing with the management of change, the following will be considered:

    •   There are more types of change than scope change;
    •   Changes that impact cost, scope, schedule, or quality must be formally managed;
    •   Changes that do not impact cost, scope, schedule, or quality may be formally managed based on the IT Project
        Managers’ prerogative;
    •   Changes can have either a positive or negative impact on the project; and
    •   The easiest way to implement the change management process is to address a positive impact change first.

8.1.1   Change Management Process

It is one of the IT Project Managers’ responsibilities to ensure the Change Management Process is performed.

The 6 steps to the Change Management Process are as follows:

1. The initial project definition as contained in this Project Plan (defining scope, schedule, cost, quality,
   functionality, processes, roles and responsibilities, timeframes for acceptance and change, assumptions, etc.)
   provides a baseline from which changes can be identified;

During the Project Planning phase of the project, this Project Plan is developed in detail to the extent that it can then be
utilized as the defining baseline of the project from which one can identify change. The project's scope, schedule, cost,
approach, technology, processes, roles & responsibilities, and assumptions are all identified, quantified, and accepted by
the acceptance of the Project Plan. This includes the Change Management process as defined here.




                                                                                                                    Page 47
Identify the individuals performing the indicated roles here as they pertain to the change control process:

Role, Authority (non-cost increase / cost increase)                  Name of NYSDOT         Name of NYSTA
                                                                     Person filling role    Person filling role
IT Project Manager (can approve/recommend only)                      Cheryl Falcone         John Moak
Program Area Manager (can approve/recommend only)                    Mike Arthur            Harold Crusan
Consultant Project Manager (can approve/recommend only)              Russ Barron            Russ Barron
IT Project Sponsor (can approve/must approve)                        Jim Shaver             Joanne Riddett
Program Area Sponsor (can approve/must approve)                      Paul Wells and         John Brizzell and
                                                                     Cliff Thomas           Chris Waite
Consultant Sponsor (can approve/must approve)                        John Carpenter         John Carpenter

2. Requests for changes are submitted to the respective IT Project Manager using the Change Request Form

When the need for a change is identified, the change requestor (typically this can be anyone associated with the project)
fills out the Change Request Form. The Project Identification section is filled out in total, and the Requested Date,
Requested By, Program Area, and Description of Change items of the Change Request Information section are also filled
out.

If it can be quantified by the Change Requestor, the impact to project scope, schedule, quality, resource, and/or cost is
also filled out. The Change Requestor then submits the Change Request Form to the respective IT Project Manager.

3. The respective IT Project Manager logs the Change Request and assigns it to the appropriate reviewer(s) for
   development and validation of estimated project impact

 The respective IT Project Manager receives the Change Request Form, assigns a number to it, and places the
 appropriate information in the Project's Change Request Log (minimally, the date, change request number, requestor,
 and brief description of the Change Request is initially logged).

 Once logged, the respective IT Project Manager forwards the Change Request Form to the appropriate Change
 Reviewer(s) and NYSDOT ISB Director Don Wells.

4. The Change Request is reviewed; estimates for scope, schedule, cost, quality, and/or functionality changes are
   derived and added to the Change Request Form; the Change Reviewer's comments and recommendations are
   also added to the form

The Change Reviewer(s) evaluate the Change Request, and develop specific detail to the Change Request such that
impact to scope, schedule, quality, resource, and/or cost can be quantified. Typically the Change Reviewers work with
the respective IT Project Manager in developing these estimates (the respective IT Project Manager being primarily
responsible for determining the schedule and cost estimates.) This detailed information is then appended to the Change
Request Form, along with the Change Reviewer's comments and recommended action. If multiple Change Reviewers are
used, each will provide their own comments and recommended actions on separate sections of the Change Request
Form. If the recommended action is rejection of the Change Request, a detailed reason for the recommendation is
included.


5. The respective IT Project Manager submits the updated Change Request to the appropriate individuals who have
   the authority to approve the type of Change Request in process; the Change Request is approved or rejected
   within the timeframe outlined, and returned to the respective IT Project Manager

The individuals who have Change Request Approval Authority (as defined in this Project Plan) will review the Change
Request and attach their approval or rejection to the Change Request Form, along with any comments, and their
signature and date. If the recommended action is rejection of the Change Request, a detailed reason for the
recommendation is included. If multiple approvals are required, each approver will provide their own approval or

                                                                                                                  Page 48
rejection, comments, and signature section to the form. Once reviewed, accepted or rejected, and signed, the Change
Request Form is returned to the respective IT Project Manager.

Identify the number of business days allowed for a Change Request to be approved or rejected below:

          Number of business days for Change Request Approval:                           7

Note that approval or rejection by default will not be allowed. If notification of approval or rejection is not received
from the Approver(s) within the timeframe stipulated above, the respective IT Project Manager will identify the cause
and determine if an extension is warranted - or the delay should become a project issue - or need to be escalated for
closure, and take the appropriate action(s).

6. The respective IT Project Manager logs the Change Request; and if approved, the respective IT Project Manager
   applies the changes to the project schedule and assigns the associated tasks accordingly

 The respective IT Project Manager receives the signed Change Request Form back from the final (highest) level of
 Approval Authority, signs and dates the form, and logs the acceptance or rejection of the Change Request in the Change
 Control Log. The Change Request Form is filed in the Project Notebook.

 If the Change Request is approved, the Consultant Project Manager applies the changes to the Project Schedule and
 WBS (if and as appropriate), and the project team schedules the work to be performed and assigns the tasks and
 activities accordingly. Performance and tracking of those tasks and activities is done in the same manner as other
 project tasks and activities.


8.2 Change Criteria
    •   Change is the request to adjust any portion of the Project Plan, Schedule, WBS, approved deliverable or
        approved change request. Changes are more than an adjustment to scope.
    •   Change may be “compliance” or “non-compliance.” A compliance change request adjusts something agreed to.
        A non-compliance change request defines something that did not happen as planned. Examples, include system
        not being available (lost time) or people not performing their duties per ROLES & RESPONSIBILITIES and the
        project plan.
    •   Change may be a result of a risk factor.
        Initial Project Assumptions (from the Preliminary Analysis Documents and additions made due to NYSTA
        participation):
        • It is assumed that a VPN connection will be established between Info Tech and NYSDOT to ensure quick
            response and the highest quality 4th level support of the Trns•port systems.
        • It is assumed that NYSDOT/NYSTA will implement high-speed connectivity to all Construction field
            offices.
        • It is assumed that NYSDOT/NYSTA will provide those Construction field inspectors who submit pay
            quantities with a field data collection device (capable of running SiteManager or SitePad, as determined
            during detailed implementation analysis).
        • Additional Detailed Analysis
                 o This preliminary analysis assumes that a limited number of customized material test templates,
                     twenty-seven (27), will need to be created during the implementation of SiteManager. The tests
                     these templates will be created for will be identified and outlined during the detailed analysis.
                 o Setting-up Material Testing requirements is an extensive task required for implementing
                     SiteManager Materials. Laboratory and field tests need to be associated and assigned to
                     NYSDOT/NYSTA pay item materials. This enables SiteManager Materials to know what tests and
                     frequencies are required to satisfy project specific material qualification needs. A member of
                     NYSDOT/NYSTA materials staff will need to work closely with Info Tech personnel to enter this
                     data accurately, and efficiently. Further analysis may be needed to determine if this information can
                     be entered electronically, such as a conversion from CEES, or if it will have to be entered manually.


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        o    This analysis assumes that ITI and NYSDOT/NYSTA will be able to electronically enter a portion
             of the approximately five hundred (500) existing Producer/Suppliers into the Approved List
             functionality. The analysis further assumes that Info Tech will provide data entry staff to assist with
             the task of entering Producer/Suppliers by hand where necessary. If this assumption does not hold
             then the task of entering SiteManager Producers/Supplier will need to be negotiated.
         o This analysis assumes that Info Tech personnel will assist with the population of the Approved List,
             including approved Producer/Suppliers and approved Producer/Supplier Materials. SiteManager
             requires that on the sample record, the Producer/Supplier for the material be indicated from the
             Approved List, or that a null value be selected in its place. NYSDOT/NYSTA may choose not to
             enter this information for HMA & PCC producers, instead indicating in policy and procedure that
             the null value be selected. Additional detailed analysis will need to be completed.
         o NYSDOT/NYSTA has indicated a need to see additional functional demonstrations of the Materials
             Management capabilities as a workflow manager in comparison to the existing LIMS. Detailed
             analysis will be needed at the beginning of this effort to identify any steps in the existing LIMS
             workflow that cannot be replicated in or replaced by a function of SiteManager. NYSDOT has
             indicated a particular interest in evaluating the Sampling and Testing procedure in detail.
•   All project-specific samples will be tracked in SiteManager, entering as much data in SiteManager as
    possible. If an interface is created from SiteManager to LIMS, this sample record information may be passed
    to LIMS, and additional information from LIMS may be passed back to the SiteManager sample record.
    Additional analysis will be required to determine the information that will be passed if an interface is
    created.
         o If NYSDOT determines that Approved List sampling and testing data will be entered in LIMS with
             an interface to SiteManager, NYSDOT LIMS will transmit at least sufficient data to SiteManager to
             indicate that a sample passed or failed. In this scenario the test and test results details will not be
             needed in SiteManager. A generic Pass/Fail custom Material Test Template is assumed to be
             sufficient for NYSDOT approved list sampling and testing requirements. The assumption is that
             these minimum requirements for SiteManager will not adversely effect implementation or
             functionality. The exact extent and nature of the impact on SiteManager Materials Management
             functionality will not be known without detailed implementation analysis.
•   NYSDOT/NYSTA is a dynamic business organization with business practices and procedures in place now
    that will or may be modified, added to or removed before the SiteManager Materials Management
    application is actually put into production. This SiteManager Materials preliminary implementation analysis
    assumes that the formal NYSDOT/NYSTA Materials Specifications will not be significantly or continuously
    changed during implementation.
•   If NYSDOT determines that data will be entered in LIMS with an interface to SiteManager, it is assumed the
    NYSDOT LIMS systems will be stable and in production before the start of the interface analysis. This
    assumes that only about 150 field or project received materials will not be in the LIMS and will need to be
    manually entered. All other Material Code information and specifications needed for SiteManager Materials
    will be obtainable through the interfaces between the two LIMS and SiteManager. Additionally it is assumed
    that NYSDOT material tests and gradations in addition to material code information will be included in the
    interfaces.
•   ITI will provide analysis of business requirements and functionality, as well as assistance with populating
    the necessary data require for SiteManager Materials project sampling and testing requirements.
    NYSDOT/NYSTA will need to provide the personnel to associate pay items with materials and materials
    with tests in order for SiteManager Materials to function properly. SiteManager Materials project sampling
    and testing requirements is dependent upon all materials and pay items being in SiteManager. This assumes
    that all materials will either have been manually entered or electronically interfaced into SiteManager
    Materials and that SiteManager Materials Construction pay item master will exist.
•   This analysis assumes that NYSDOT will have DSS 6 in production.




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9   TRANSITION MANAGEMENT
This project will have an impact on the organization’s responsibilities and processes, and will bring a shift of,
or addition or elimination of certain tasks and responsibilities within the performing organization. Transition
management will address how the implementation of this project will impact the structure, roles, and
responsibilities of the organization, as well as the processes that are followed.


9.1 Organizational Management
This will be detailed in the detailed implementation plan and/or transition management document (developed
during the analysis phase).


9.2 Procedural Management
This will be detailed in the detailed implementation plan and/or transition management document (developed
during the analysis phase).




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10 ACCEPTANCE MANAGEMENT

10.1 Deliverable Acceptance Procedure

The Deliverable Acceptance Management Process describes the process that will be followed to obtain formal
acceptance of all project deliverables. The project acceptance approach is:

•        Deliverables are defined for throughout the life of the project. These provide the building blocks that move the
project towards final completion of the scope (as defined in the Project Plan).
•        Acceptance means the customer has given a “go” to use this deliverable as foundational input to related future
deliverables.
•        A pro-active approach will be made on obtaining acceptance review with the appropriate and authorized
representatives.

10.1.1 The Deliverable Acceptance Management Process:

1. Each deliverable will have had an acceptance criteria defined (within this project plan) prior to any work
   commencing on that deliverable; in the case where it is impractical to have one defined when the project plan is
   established, a task to define the acceptance criteria must preface the task to develop the deliverable. It is possible that
   the scope of the project can change as a result of not having acceptance criteria defined initially.

2. Consultant, upon submission of a deliverable for acceptance, will walk the customer through the deliverable and
   present a deliverable acceptance form with the deliverable for approval;

3. The customer will have two weeks to review the deliverable (which can vary depending on the deliverable, to be
   defined at the same time the acceptance criteria is defined);

4. The customer will either accept the deliverable by signing the deliverable acceptance form, or reject the deliverable
   for cause, in writing;

5. Consultant will review and clarify all rejections and correct the deliverable deficiencies as noted within one week;

6. The customer will validate the corrections and accept the deliverable if all corrections have been properly addressed
   by signing the deliverable acceptance form within one week;

7. Additional changes requested to the deliverable, not initially requested as a result of the first review, may be subject
   to a change request. This does not include insufficient response to a rejection requirement.

8. Acceptance must be in writing (no verbal approvals).

If approval is not received on a timely basis, its lateness is treated as an issue and so listed in the Issue Log and on the
Project Status Report. A rejection must specify what is unacceptable. This may indicate if the deliverable missed the
acceptance criteria or is factually incorrect. In either case, rejection for “just cause” is not criteria for change.

10.2 Final Acceptance

Final Project Acceptance will be secured at the completion of the project. This Final Acceptance means that all
requirements as defined in this Project Plan and amended through approved change requests are complete and accepted.
It is not acceptable to conclude since all deliverables are approved that this Final Acceptance is unnecessary.




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10.3 Initiation Document

The first deliverable and initial use of the Acceptance Management process is approval of the Project Plan (this
document) including its appendices such as the Project Schedule and initial Risk assessment.




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11 FINANCIAL RECONCILIATION

InfoTech will submit time sheets on the last business day of the month following the month in which the work was
completed. Time sheets will contain the total number of hours for that employee that month, the signature of the
employee, and the signature of the InfoTech project manager. The time sheets will be retained as part of the project book
by the ISB Project manager for use in reconciliation of payment and audit control documentation.

InfoTech will submit monthly, a detailed invoice to Mike Arthur for all billable charges incurred for the previous month.
This invoice is to be the detailed account of the charges the InfoTech intends to bill AASHTO for On-site Work Unit
reimbursement. Cheryl Falcone and Mike Arthur will reconcile the detailed invoice against work performed. If any
discrepancies are noted, Mike Arthur or Cheryl will resolve with Russ Barron or the InfoTech accounting department.

This project is expected to take approximately four years to complete. AASHTO Maintenance, Support and
Enhancement (MSE) labor rates are determined by AASHTO and are reviewed annually. Should the labor rates
increase, which historically is the case, the cost impact to the project will be assessed and brought forward to the project
sponsors as a change request. All work will be performed on a time and materials basis at the AASHTO labor rates in
effect at the time of performance.




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APPENDIX A – PROJECT SCHEDULE and WBS
The project schedule will be maintained by Russ Barron, the Info Tech project manager using PlanView
(http://www.planview.com/) hosted at Info Tech’s headquarters in Gainesville, Florida. The project schedule
will be exported to Microsoft Project using PlanView’s Exchange Work facility. The current PlanView
version has several documented issues that impact this interface and leads us to an interim solution where the
schedule is delivered via two MS Project files. PlanView assures us that these issues will be addressed in
version 7.4 Info Tech plans to upgrade to version 7.4 by March 31, 2005.
The
                            Budget MS Project File       Schedule MS Project File
Target Information          Tasks                        Tasks
                            Work                         Start Date
                            Cost                         Finish Date
                            Task Relationships
                            Resources
                            Resource Work
File
                            2590-490_Prod_1-10           2590-490_Prod_2-21
                            -05_A (BUDGET) Base          -05_B (SCHEDULE) Ba

File Name                   2590-490_Prod_1-10-          2590-490_Prod_1-29-
                            05_A (BUDGET)                05_B (SCHEDULE)
                            Baseline 20050112.mpp        Baseline .mpp

A third export file will be provided to report Actual Work by resource and by date.




                                                                                                       Page 55
APPENDIX B – PROJECT and PROGRESS STATUS REPORTS




                                                   Page 56
APPENDIX B – PROJECT and PROGRESS STATUS REPORTS




                                                   Page 57
APPENDIX B – PROJECT and PROGRESS STATUS REPORTS




                                                   Page 58
APPENDIX B – PROJECT and PROGRESS STATUS REPORTS




                                                   Page 59
APPENDIX B – PROJECT and PROGRESS STATUS REPORTS




                                                   Page 60
APPENDIX B – PROJECT and PROGRESS STATUS REPORTS




                                                   Page 61
APPENDIX C – CHANGE REQUEST




                              Page 62
APPENDIX C – CHANGE REQUEST




                              Page 63
APPENDIX C – CHANGE REQUEST




                              Page 64
APPENDIX C – CHANGE REQUEST




                              Page 65
                             APPENDIX D – RISK MANAGEMENT

                         SiteManager Risks -- 1/6/2005
#         Category      Risk                                                                    Probability   Impact
1    Access             Access for Non-NYSDOT/NYSTA personnel (Contractors, etc.)                  High       Medium
2    Access             Access to data for reporting (outside SiteManager)                         Low         High
3    Access             Access for Consultants who work for NYSDOT/NYSTA                         Medium        High
4    Access             Proper Access (at right time)                                            Medium        High
5    Administration     Coordination of Change Approvals                                         Medium        High
6    Administration     Coordination of PM Team                                                    Low         High
7    Administration     Issue Escalation                                                           Low         High
8    Business Process   Business Process Change Identification                                   Medium       Medium
9    Business Process   Change Order Process                                                       High        High
10   Business Process   DBE/EEO Functionality/Interface - cert payrolls, etc.                      High       Medium
11   Business Process   E-signatures/E-approvals                                                 Medium       Medium
12   Business Process   Fiscal Share/Funding - impact on new BP                                    High        High
13   Business Process   Metric/English (but not "Mixed" units… that would be a bigger issue,       High        Low
                        but is not a possibility)
14   Business Process   Number of items/special specs (co items too)                             Medium       Medium
15   Business Process   6-digit PIN/Dnumber Assoc - multiple? Considers impact to                 Low          High
                        Preconstruction
15   Business Process   9-digit PIN/Dnumber Assoc - multiple? Considers impact to                  High        High
                        Preconstruction (ties to funding approach)
16   Business Process   Spec & Procedure Changes                                                  High        Medium
17   Business Process   Time required to change law                                               Low          High
18   Communication      Lack of Communication during project                                     Medium       Medium
19   Communication      Communication/Technical Changes (network, etc.) – Infrastructure         Medium        High
20   External           Lack of Acceptance by contractor associations                             Low          Low
21   External           External politics (government may not like)                               Low          Low
22   External           External Stakeholder Conflicts (AGC, etc.)                                Low          Low
23   External           Changing, unknown, or impossible FHWA Requirements (can we                Low         Medium
                        meet their requirements)
24   External           Interaction with other agencies - DOL (information in)                    High         Low
25   External           Municipalities - want to keep CEES                                        High         Low
26   External           Other agencies joining project                                           Medium        Low
27   Field Office       Field Office - network access - high speed, hardware, etc.                High         High
28   Funding            Change Funding ($ for changes)                                            High         High
29   Funding            Coordination of Project Funding w/NYSTA                                   High         High
30   Funding            Funding for Hardware/SitePad                                              High         High
31   Funding            Funding for project after 2005                                           Medium        High
32   Funding            Handling of construction project budget overruns is different             High         Low
                        between TWY and DOT
33   Info-Tech          DSS Security - can TA SM data go into NYSDOT DSS (TA ISO                   High       Medium
                        issue)
34   Info-Tech          Not Keeping Trns•port modules in sync (or not be aware of the              Low        Medium
                        issues)
35   Info-Tech          Site Pad - missing functionality (Site Pad Phase 2)                       High        Medium
36   Info-Tech          SiteManager Missing NYSDOT/NYSTA-required Functionalities                 High         High
37   Info-Tech          SM - PL data - data not in sync                                           High         Low
38   Info-Tech          SM - Trns•port/XML Impact                                                Medium       Medium
39   Info-Tech          SM Core Changes/Version Changes                                           High         Low
40   NYSTA              NYSTA Capital Program - impact on project resources - more work          Medium       Medium
41   NYSTA              NYSTA Materials Needs - Conflict (who to talk to at TA re: materials)     High         High
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42   Partnership      NYSDOT/NYSTA Contract - not in place in a timely manner                   High    Medium
43   Partnership      NYSDOT/NYSTA Impact --- Differences in BPA                                High    Medium
44   Personnel        Adequate Admin Staffing - Core Team / PM Team                             Low     Medium
45   Personnel        Change in Sponsors                                                        High     Low
46   Personnel        Construction Season effect on Resource Availability                      Medium   Medium
47   Personnel        Construction/Materials Coordination - not working together                Low     Medium
48   Personnel        Issues with Data entry table maintenance - master lists - single entry   Medium   Medium
                      - no books, etc.
49   Personnel        Identification of resources required to implement changes (Business       High     High
                      Process changes)
50   Personnel        Implementation Team Size - Too Big - impact on schedule is slow          Medium   Medium
51   Personnel        Implementation Team Size - Too Small - not Enough Resources               Low     Medium
52   Personnel        ISB Resource Availability                                                 High    Medium
53   Personnel        Key member overloaded with duties --- unable to perform                  Medium    High
54   Personnel        Legal resource availability                                               High    Medium
55   Personnel        Loss of expertise * time to replace. Lateral moves also have a            High    Medium
                      negative affect.
56   Personnel        Staying on Schedule - reviewing docs --- time effect                      Low     Medium
57   Personnel        Not able to attend TEA/TUG (need to)                                     Medium    Low
58   Personnel        Not enough Template Development Resources (people)                       Medium   Medium
59   Personnel        Weather (FL hurricanes, NY winter) - Resource Availability                High     Low
60   PowerBuilder     Power Builder - no Powerbulider at all impact to product/schedule         Low      High
61   PowerBuilder     Power Builder - no Powerbulider in program areas - impact to              High     High
                      product/schedule/acceptance
62   Schedule         Planview conversion to MS Project error not fixed by March 2005          Medium   Medium
63   Schedule         Project schedule timing could be too fast for Thruway                     High     Low
64   Schedule         Lack of Agreed Schedule                                                  Medium    High
65   Schedule         Timing Construction & Materials --- implementation                        High     High
66   Schedule         Scope Creep                                                               Low     Medium
67   Security         Security                                                                  High     High
68   Support          Insufficient Support - Support (24/7) - Program Area / business          Medium   Medium
                      support
69   Support          Support - System and Software Support - availability of IT support       Medium    High
                      (even during core hours)
70   Systems          Difficulty Sunsetting CEES / Conversion of CEES contracts into SM         High     Low
71   Systems          Comptroller Issues                                                        High    Medium
72   Systems          CPS Interface - if CPS can't be replaced by SM                            Low      High
73   Systems          Interface to Acct System - FMS changing                                   High     Low
74   Systems          LANDesk won't work for software distribution                              Low      High
75   Systems          LIMS Functionality                                                       Medium    High
76   Systems          LIMS is huge nut "Dave B"                                                Medium    High
77   Systems          Sandbox - impact to schedule/training/credibility                         High    Medium
78   Systems          Database Server Space                                                    Medium    High
79   Systems          Virtual Server - if it doesn't work, No App Servers for Database          Low      High
                      Schemas
80   Training         Training - prerequisite training requirements - computer skills -         High      Low
                      literacy
81   Transformation   Transformation                                                            High    Medium
82   Transition       Lack of Field office staff buy-in (Construction)                          High    Medium
     Management
83   Transition       SM/LIMS - user acceptance (Materials)                                     High    Medium
     Management
84   Transition       Transition Management - getting people to change                          High    Medium
     Management
85   Systems          SiteExchange as part of the SM Project                                   Medium    High

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86   Info-Tech          Next Generation Trns•port – Impact                                      High     High
86   Info-Tech          Next Generation Trns•port - ITI Resource Pulled from NY project         Low     Medium
86   Info-Tech          Next Generation Trns•port - no work on existing platform, TMRs, etc.   Medium   Medium

Risk mitigation plans have been developed for the high-probability / high-impact risks and are documented in
the project risk log (located in P:\Office of Budget and Finance\Information Services\Project
Management\Projects\SITEMANAGER\Project Logs). Risks will be discussed at a monthly “Risk
Management” project management team meeting. The focus on this meeting will be to consider new risks,
monitor known risks, develop the remaining risk mitigation plans, and develop contingency plans as needed.




                                                                                                        Page 68
APPENDIX E – DELIVERABLE ACCEPTANCE
APPENDIX E – DELIVERABLE ACCEPTANCE




                                      Page 70
APPENDIX E – DELIVERABLE ACCEPTANCE




                                      Page 71

								
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