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					                       Template Examples Disclaimer

Unless otherwise specifically stated, the information contained herein
is made available to the public by the Department of Human
Services, Office of Information Services, Project Management Office
for use as an example of template content information and may not
reflect the realities of an actual project. The intent of the template
example is to assist an individual creating a new document using the
PMO standard template.

Neither the DHS, OIS, PMO nor any other agency or entities thereof,
assumes any legal liability or responsibility for the accuracy,
completeness, or usefulness of any information, product or process
disclosed in these examples.

Reference herein to any specific commercial product, process,
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not constitute or imply its endorsement, recommendation, or favoring
by the PMO or any entities thereof.

The views and opinions of the originators expressed therein do not
necessarily state or reflect those of the DHS, OIS, PMO or any
agency or entities thereof.




Author: Debra Herrli
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                FACIS GAP Project Integrated Project Plan



         Oregon Department of Human Services
             Office of Information Services
                  FACIS GAP Project

                        Integrated Project Plan
                          Approval Date: May 27, 2003



                                           Planning




                    Determine work                       Determine work
                  activities, resources,                controls to ensure
                    schedule, costs                    project performance
                   (Core work Plans)                    (Facilitating Plans)
                                                                               Project Plan

                                   Incorporate planning
                                 outputs into one coherent
                                         document
                                 (Integrated Project Plan)




                                           Executing




                            Purpose of the Document
The Integrated Project Plan is used to guide both project execution and project
control. It is required to ensure that the various elements of the project are
properly coordinated. It is a document or collection of documents, which
communicate the project’s plan. The integrated plan should be expected to
change over time, as more information becomes available to the project.

The amount of planning performed should be commensurate with the scope of
the project and the usefulness of the information developed.



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                FACIS GAP Project Integrated Project Plan

                         Document Change Activity
The following is a record of the changes that have occurred on this document
from the time of its original approval
#   Change Description                                             Author      Date
1   Initial Document Creation                                      DAH         3/20/03
2   Finishing touches on initial document                          DAH         4/21/03
3   Update per Steering Committee feedback –                       DAH         5/12/03
    objectives, assumptions, project organization
4   Changes to Schedule                                            DAH         5/21/03
5   Change project sponsor to Nancy Keeling, update                DAH         6/2/03
    Business Team with member names
6   Update plan with revised schedule based on                     DAH         7/30/03
    extension of requirements phase and misc. changes
7   Updated Schedule                                               DAH         8/29/03
8   Update Schedule; names assigned to specific roles              DAH         9/22/03
    in place of “TBD”
9   Updating names and titles again                                DAH         9/30/03




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                  FACIS GAP Project Integrated Project Plan


1   Background ................................................................................ 1
  1.1    Problem/Opportunity ........................................................... 1
  1.2    Context or Alignment ........................................................... 1
  1.3    Planning Inputs or References ............................................ 2
2 Scope Statement........................................................................ 2
  2.1    Objectives & Measurements ............................................... 2
  2.2    Major Deliverable Milestones .............................................. 4
  2.3    Assumptions ....................................................................... 4
  2.4    Completion Criteria ............................................................. 4
3 Work Plan .................................................................................. 5
  3.1    Work Breakdown Structure (WBS) ...................................... 5
  3.2    Schedule ............................................................................. 5
  3.3    Feasibility and Recommendations....................................... 5
  3.4    Budget Projection ................................................................ 5
4 Organization ............................................................................... 6
  4.1    Project Team Composition .................................................. 6
  4.2    Internal Roles & Responsibilities ......................................... 6
    4.2.1 Steering Committee ......................................................... 6
    4.2.2 Project Sponsor - Business ............................................. 7
    4.2.3 OIS Oversight .................................................................. 7
    4.2.4 Project Manager .............................................................. 8
    4.2.5 Analysis, Design, and Development Team ...................... 8
    4.2.6 Business Team ................................................................ 9
  4.3    Other Group Roles & Responsibilities ............................... 10
5 Facilitating Controls .................................................................. 10
  5.1    Change Management........................................................ 10
  5.2    Quality Management ......................................................... 10
  5.3    Risk Management Plan ..................................................... 11
  5.4    Communications Management Plan.................................. 11
    5.4.1 Status Reporting ............................................................ 11
    5.4.2 Issue & Decision Management ...................................... 12
    5.4.3 Project Document Standards, Approval, and Controls ... 12
  5.5    Cost Management Plan ..................................................... 13
    5.5.1 Procurements & Contracts ............................................. 13
Appendix A – WBS Dictionary ......................................................... 14




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1 BACKGROUND
1.1    Problem/Opportunity
In February 1998, Oregon began a process to redefine and add structure to
their Child Protective Services assessment process. Following the lead of
other states and using other states’ processes as input, Oregon has been
developing a CPS structured decision-making process, which is now nearly
complete. This structured process will provide more consistent decisions
and outcomes when referrals are screened and when children’s immediate
safety and future risk are assessed.

In June 2001, while Oregon was still developing their structured CPS
process, the Federal Children and Family Service Review Board (CFSR)
performed an audit/review of CAF’s processes. This review showed that
CAF fell short in meeting the requirements in the area around Child Safety
Assessment, risk identification, timelines and documentation.
On November 14, 2001 CAF submitted its Program Improvement Plan
(PIP) to address the findings in the CFSR. CAF is addressing the
commitments outlined in the PIP as part of their restructure of CPS
processes, which was already underway. CAF has informed the CFSR that
the commitments in the PIP will be complete by July 2004.
In addition, there is a review of the FACIS SACWIS requirements by the
Federal Adults, Children and Families (ACF) division in progress. If FACIS
is not SACWIS compliant, Oregon may be liable for up to $6 million
payback of federal matching funds. To ensure that the Screening and
Assessment portions of FACIS meet SACWIS requirements, it is necessary
to review and incorporate SACWIS requirements in the Screening and
Assessment modules.

To support the new structured CPS process, address certain portions of the
commitments in the PIP, and meet federal SACWIS requirements, CAF
requires the development of supporting tools, data, and reporting
capabilities within FACIS. The FACIS GAP project addresses that
requirement.
1.2    Context or Alignment



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Oregon’s new CPS process will rely on tools within FACIS that will help
focus a worker’s thinking on consistent factors at specific decision points of
screening and assessment. These tools will incorporate elements of
legislative mandates, reasonable efforts, federal requirements, and the
philosophical goals of the system of care, which CPS has been integrating
into case practice as part of the restructuring process.

1.3    Planning Inputs or References

This project is in support of a large Child Protective Services restructuring
project that includes employing new administrative rules, creating new
policies, and implementing revised CPS processes. Refer to the CPS GAP
project documents for further information.

2 SCOPE STATEMENT
The project scope includes all the work required, and only the work
required to successfully complete the project. The defined work will be an
integration of the work required to plan and manage the project with the
work to define, implement and support the customer’s request. The
following indicates what is in scope for this project:
Scope of this product is limited to the development of an enhanced
Screening and Safety Assessment system within FACIS including
supporting forms and management reports. Business rules and processes
developed by CPS regarding screening and safety assessment will be
supported through development of a more structured and productive user
interface. The new functionality will be developed to be SACWIS compliant.
Issues regarding availability and stability of FACIS or speed of the system
in areas other than the new development for the screening and assessment
tools are not within the scope of this project.

2.1    Objectives & Measurements

The following are measurable project objectives, which have been refined
from the business need in the approved product description. Each
objective may contain one or more measurements that will indicate clear
progress towards or achievement of the objective.




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The project will manage scope development and change to ensure the
project objectives remain the basis for defining the high-level to specific
requirements needed to deliver the product or service.
   1. Objective-1
Provide a framework within FACIS that will help focus a worker on
consistent factors at specific decision points and assist in determining an
appropriate and timely safety response.
   Measurement-1:
   Development and implementation of a FACIS screening tool that meets
   the agreed upon requirements outlined in the requirements
   documentation.
   2. Objective-2
Provide a framework for a safety and risk assessment, which will guide the
worker through a consistent process of information gathering to determine
the likelihood of abuse and the safety of a child. Provide the ability for
workers to create Safety Plans.
   Measurement-2:
   Development and implementation of a FACIS assessment tool that
   meets the agreed upon requirements outlined in the requirements
   documentation.
   3. Objective-3
Add needed data elements, reports, and user interfaces to the FACIS
application to be in compliance with Federal, State, and Agency policies.
   Measurement-3:
   Development and implementation of required information, reports, and
   interfaces to meet the agreed upon requirements outlined in the
   requirements documentation.
   4. Objective-4
Design and implement a fully functional system that assists the worker with
Screening and Assessment vs. being more labor-intensive.
   Measurement-4:


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      A process to jointly review new functionality for worker productivity and
      response time impact will be implemented. The process will allow for
      evaluation, recognition and discussion regarding the impact of
      requirements. Mutual agreement to proceed or not to proceed with
      specific features will be made by OIS and CPS representatives prior to
      implementation.

2.2     Major Deliverable Milestones
MS# Milestone Description                                                  Planned
                                                                           Complete
MS1 Rapid Requirements Discovery                                           8/29/03
Execution of a contract for a Business Requirements Engineer;
completion and approval of requirements documents.
MS2 Smalltalk Development Contract Execution                               9/30/03
Completion of contract execution; contractors on-site.
MS3 System Analysis and Design                                             10/31/03
Analysis and design of system completed and approved.
MS4 System Development                                                     1/30/04
Completion of the Smalltalk development and unit testing.
MS5 System Testing                                                         3/11/04
Completion of system testing and user testing.
MS6 Statewide Implementation                                               4/1/04
Completion of training and rollout of new system.
2.3     Assumptions
Appropriate business resources will be assigned and available to perform
applicable assignments related to this project.

Appropriate technical resources will be assigned and available to perform
applicable assignments related to this project.

Contracts needed for execution of this project will be processed in a timely
manner.
Funding will be allocated to this project according to agreed-upon budget.

2.4     Completion Criteria




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                      FACIS GAP Project Integrated Project Plan

  This project will be considered complete and ready to turn over to standard
  operations and routine maintenance when the FACIS GAP system has
  been successfully implemented statewide.

  3 WORK PLAN
  3.1    Work Breakdown Structure (WBS)
  The Work Breakdown Structure (WBS) dictionary is a grouping of project
  elements that organizes and defines the total scope of the project: work not
  in the WBS is outside the scope of the project. This WBS dictionary is
  intended to confirm a common understanding of project scope. Each
  descending level of the WBS dictionary represents an increasingly detailed
  description of the work required to manage the project and deliver the
  customers request.
  The WBS Dictionary is located in the appendix of this document due to the
  page orientation and size.
  3.2    Schedule




  3.3    Feasibility and Recommendations

  A feasibility study regarding this project will be conducted as part of the
  contracting process.          See the       4_Controlling/Procurement &
  Contracts/Contract Deliverables and Signoffs folder in the project library.

  3.4    Budget Projection
2003           Mar    Apr    May    Jun      Jul    Aug   Sep       Oct   Nov   Dec   Jan   Feb


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OIS Staff FTE                1           1               2                2              3            3      3              3           3              3           2         0

Other Costs                  0           0               50               100            100          100    100            100         100            50          50        0

  *Cost are in thousands of dollars

  4 ORGANIZATION
  4.1          Project Team Composition

                                           Consultant                                                                      Steering
                                                                                            Nancy Keeling
                                             Quality                                                                      Committee
                                                                                               Sponsor
                                           Coordinator




                                                          Debra Herrli
                                                         Project Manager




                                                                                                            Consultant
                                  Contractor              Lee Brown
                                                                                    Consultant               Business                         Consultant
                                   Systems                FACIS GAP
                                                                                   Brio Reporting           Engineering                      Business Lead
                                   Engineer              Technical Lead
                                                                                                              Analyst


          Gary Jones          2 Contractors                Kim Tran                   (TBD)
        Data Architect (as       Smalltalk                 Tester (As               System &                               Dan Brennan                       Valaska Smith
            needed)          Systems Analysts               Needed)                  Network                              Business Analyst                       Trainer
                                                                                  Engineering (As
                                                                                     Needed)
                                 6 Contractors
             (TBD)
                                    Smalltalk
        Database Analyst                                                                                                                   (TBD)
                                   Developers                                                               Business Reps
                                                                          (TBD)                                                        Business User
                                                                                                             Requirements
                                                                         Mainframe                                                      Testing (As
                                  Contractor                                                                   Analysts
                                                                        Developer(s)                                                     Needed)
                                   Testing
                                  Coordinator

                                                                                                                                      Business Team




                                 Analysis, Design & Development Team




  4.2          Internal Roles & Responsibilities

  The Roles & Responsibilities Facilitating Plan contains a detailed
  description of the roles and responsibilities for each team member.

  4.2.1 Steering Committee

                  The steering committee will be responsible for approval of the
                  Project Charter and Project Plan.      All changes in scope and
                  implications thereof must be approved by the Steering Committee.
                  Members of the Steering Committee are:

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        Nancy Keeling, CPS Program Operation Assistant Administrator
        Susan Akey, OIS Distributed Application Support Group Manager
        Pat Melius, Contractor, CPS GAP Project Business Lead
        Lynn Page, CHS
        John Richmond, Child Welfare Manager, Gresham
        Michael Serice, CAF Deputy Administrator
        Janiver Slick, CPS Family Based Services Manager
        Una Swanson, CPS Program Manager
        Jason Walling, Child Welfare Manager, SDA3
        Jim White, Portland State University
        Una Swanson, CPS Program Manager
        Advisors:

        Ward Kent, OIS Information Systems Engineering Manager (OIS
        Oversight Advisor to Steering Committee)
        Margie Lowe – CAF Manager and project budget oversight
        Kathy Curlee – Child Welfare Executive Assistant
        Judy Clyburn – CAF Program Systems Support Manager
4.2.2 Project Sponsor - Business

        Nancy Keeling, the Project’s Business Sponsor, will be responsible
        for providing the leadership, priority, and commitment to the project
        from the Business perspective. Serves as liaison to the Business,
        communicating the goals and objectives of the project and assuring
        appropriate resources are allocated. Makes the final decision on
        escalated business issues, with the approval of the Steering
        Committee.

4.2.3 OIS Oversight

        Ward Kent, the OIS Oversight, will be responsible for providing the
        leadership, priority, and commitment to the project from the
        perspective of OIS. Interfaces with the Steering Committee and
        assures appropriate OIS resources are allocated to the project.


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        Makes the final decision on escalated OIS issues, with the approval
        of the Steering Committee.

4.2.4 Project Manager

       Debra Herrli, Project Manager, is responsible for the project plan,
       organization, work execution, and controls to ensure successful
       project performance relating to cost, schedule and quality. Delivers
       the agreed-upon business goals and objectives on time, within
       budget, and with the expected level of quality. Works closely with the
       sponsors to plan the project, resolve issues, and monitor team
       activities. Manages day-to-day project activities and supervises
       project team.
4.2.5 Analysis, Design, and Development Team

        This team is responsible for system analysis, design, and
        development of the system. It is responsible for liaison with the
        Business Team, coordinating system design with business
        requirements, and implementing a closed-loop system to ensure
        that business requirements are met in the completed system.

        Team members include:
 Name                              Role                                 Commitment
 Lee Brown                         FACIS GAP Technical Lead             100%
 Kannan Srinivasan, Anthem
                                   Smalltalk Systems Engineer/Analyst   100%
 Technologies
 Curtis Burch, Anthem
                                   Smalltalk Systems Engineer/Analyst   100%
 Technologies
 Krishna Kalluru, Anthem
                                   Testing Coordinator                  100%
 Technologies
 2 Contractors                     Smalltalk Developers                 100%
                                   Mainframe Development
 Steve McGoldrick                                                       10%
                                   Coordination
 Kamho Ha                          COBOL Mainframe Developer            20%
 Gary Jones                        DRM Data Architect                   20%
 Sally Gilbert                     DRM Database Analyst                 20%
 Michael Rodgers                   System & Network Engineer            10%


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 Greg Lies                         Mainframe Developer – Reports       10%
 Kim Tran (during testing)         DASG System Tester                  100%
                                   Software Configuration
 Susan Lelack                                                          30%
                                   Management

4.2.6 Business Team

       This team is responsible for documenting business processes and
       defining requirements, and for communicating business needs to the
       technical team on the project. It is responsible for participating in a
       closed-loop system that assists with system design and matches it
       with business requirements to ensure that business requirements are
       met in the completed system. Team members include:

Name                             Role                                  Commitment
Sandeep Singh, Anthem            Business System Engineering Analyst   100%
Technologies                     (Contractor, during requirements
                                 gathering)
Pat Melius, Finding              Business Lead                         100%
Solutions
Una Swanson, CPS                 Business Oversight                    20%
Program Manager
Dan Brennan                      CAF Business Analyst                  100%
Anna Cox                         Child Welfare Business                50% thru July /
                                 Representative – Research             20% thereafter
Jan Slick                        Child Welfare Business                50% thru July
                                 Representative – Policy Rep.
Kara Dodson                      Child Welfare Business                50% thru July /
                                 Representative – Screening            20% thereafter
                                 Perspective
Dyan Bradley                     Child Welfare Business                50% thru July /
                                 Representative - Assessment           20% thereafter
Cheryl Baldomaro-Lucas                                                 20% beginning
                                                                       Oct.
Ryan Vogt                                                              20% beginning
                                                                       Oct.
Kathy Prouty                                                           20% beginning
                                                                       Oct.


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TBD (estimated time for          Child Welfare Screeners and Workers   50% during user
user testing only)                                                     testing
Valaska Smith                    CAF Trainer                           80%

4.3    Other Group Roles & Responsibilities

Judy Clyburn, CAF Program Sys. Supt. Mgr. Judy will act as liaison
between CAF and the OIS development team.

Margie Lowe, CAF Financial Manager. Margie will assist with project cost
management.

Contractor, Quality Assurance Coordinator

5 FACILITATING CONTROLS
5.1    Change Management

All changes will be logged and evaluated for impact to the project and
product scope, schedule, and cost. The Technical Lead, Business Lead,
Sponsor, and Project Manager will recommend whether to incorporate the
changes or hold changes for a future release. All suggested changes to the
process, activities, tasks or defined deliverables would go to the Technical
Lead for analysis.
A Change Management Plan will be developed using the Change
Management Plan template located in the project controls section of the
project file. This plan will be used to incorporate agreed upon changes into
the project.

5.2    Quality Management

The purpose of the Quality Management Plan is to develop a reasonable
and appropriate method for an objective review of how well the project is
following the projects’ plans and controls to deliver the requested product
and meet the standards of the agency and DAS oversight requirements.
The review will include areas of insufficiency in the project’s plan and
processes, as well as, insufficiency in the project’s ability to carry out the
plan. It will also include recommendations for improvement for each QA
finding.



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A Quality Management Plan will be developed by an outside party and will
be located in the project controls section of the project file. This plan will be
used to ensure that a proper level of process and product quality is applied
in delivering a customer solution.

5.3     Risk Management Plan

The project manager will identify project risks relating to schedule, costs, or
quality. For each identified risk an agreed mitigation will be determined.
Some mitigation is expected to be informal and handled by sponsor
decision or action, other mitigation will be planned and responsibility
assigned for carrying out the mitigation plan.

A Risk Management Plan will be developed using the Risk Management
Plan template located in the project controls section of the project file. This
plan will be used to manage the risks of the project.
5.4     Communications Management Plan
The purpose of the projects Communication Management Plan is to
determine communication needs of all people within the organization and
possibly external to the organization that will be affected by the project:
who needs what information, when will they need it, and how it will be given
to them. Communication Management includes communications of project
performance measures, status reporting, and distribution and storage of
information about the project.
A Communication Plan will be developed using the Communication Plan
template located in the project controls section of the project file. This plan
will be used to appropriately communicate about the project to the project
stakeholders.
5.4.1 Status Reporting

The project manager will deliver status reporting to the steering committee
and sponsor formally on a monthly basis during regularly scheduled
meetings. Informal status will be given weekly at the regularly scheduled
team meetings. The outline of the formal status reporting will be as follows:
     Status Summary – This section is a high-level view of the project and
      progress against the major activities. An indicator of percent complete
      for each key deliverable will be given.


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   Problems Resolved Since Last Report – This section covers resolutions
    to delays, problems, actions, and implications since the last status.
   Accomplishments Since Last Report – This section lists the main critical
    deliverables since the last report.
   New Problems/Concerns - This section covers delays, problems,
    actions, and implications since the last status.
   Next Period Planned Activities – This section defines the immediate next
    steps.
A Status Report Template to be used by this project is located in the project
controls section of the project file.
5.4.2 Issue & Decision Management

The plan for Issue Management is to provide a method to identify and
resolve the issues that impact the scope, schedule, cost or quality of the
project.
The plan includes (1) a method to identify and analyze issues impacting
project progress and (2) a means to achieve and document the planned
resolution and decisions.

Issues that the Project Manager cannot resolve will go first to the Business
Lead, then the Steering Committee and ultimately the Sponsor for a final
resolution or decision.
An Issue and Decision Management Plan will be developed using the Issue
Management Plan template located in the project controls section of the
project file. This plan will be used to appropriately identify and resolve and
record issues and decisions made during the course of the project.

5.4.3 Project Document Standards, Approval, and Controls

Document Standards – the project will use a consistent document style and
layout for internal and external products produced. The standard word
processing tool will be MS Word.
Changes to formal documents will be tracked via a change activity log
located in the document.
All internal work products being drafted or revised will be located in a
shared area.

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A standard electronic project directory will organize the project
documentation. The electronic project directory is located on Pkwy2-Ns1
server in the directory found at \data\shared\FACIS GAP Project. The
layout of the electronic libraries is located in the project controls section of
the project file or notebook.
5.5    Cost Management Plan

The project cost and committed costs will be tracked against the project
budget using an Excel spreadsheet, which will be balanced against reports
produced by OIS Accounting and Administration. The Project Cost
Tracking spreadsheet will be located in the project controls section of the
project file.
5.5.1 Procurements & Contracts
The purpose of the Contract Management Plan is to select qualified
contractors to do specific pieces of work on the project plan and manage
them effectively. The project management team performs the planning,
tracking, and oversight activities to ensure the contractors work is
performed appropriately and that the products delivered by the contractors
satisfy the agreed upon acceptance criteria.
A Contract Management Plan has been developed using the Contract
Management Plan template located in the project controls section of the
project file. This plan will be used to manage and track the performance of
the contracts used on this project.
Contract costs will be tracked using the Contracts and Procurement
Tracking Spreadsheet template located in the project controls section of the
project file.




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APPENDIX A – WBS DICTIONARY
The Work Breakdown Structure (WBS) is a grouping of project elements
that organizes and defines the total scope of the project: work not in the
WBS is outside the scope of the project. This WBS dictionary is intended
to confirm a common understanding of project scope. Each descending
level of the WBS dictionary represents an increasingly detailed description
of the work required to manage the project and deliver the selected PMO
functions.

The Layout or description of the template is as follows:

First Column – Indicates the WBS grouping and numbering convention.
The groupings are a hierarchy of Phase, Activity, Task, and Milestone.

The numbering convention is standard engineering numbering.
       The Phase level is represented by a single number(i.e. 1.).

       The Activity level is represented by a 2 digit number (i.e. 1.1),
       The Task level is represented by a 3 digit number (i.e. 1.1.1).

       The Milestone is represented by a four digit number (1.1.1.1)

Second Column – Indicates the Phase, Activity, Task, or Milestone name
and a brief description that describes the work at each level. The activity
level is the level for status and change control. The task and milestone
level describe the specific work assignment to be accomplished.
Third Column – Indicates, at the task and milestone levels only, the
assigned deliverable name.

Fourth Column – Indicates, at the task level only, the anticipated “effort in
hours” to fully accomplish the defined task.

Fifth Column – Indicates, at the task and milestone levels only, the other
tasks that this task or milestone is critically dependent on.

Sixth Column – Indicates, at the task and milestone levels only, the type of
resource recommended, or most likely to have the skills to complete the
assignment.

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                                                FACIS GAP Project Integrated Project Plan

                                                                                                                            Del Name & #   Dur   Critically   Skill
#               WBS Dictionary                                                                                                             est   Depend

                                                                                                                            N/A
1. Phase        Initiate – Obtaining agreement on the business requirement and charting the project.
                                                                                                                            N/A
1.1. Activity   Develop the Business Requirement – Establish a common understanding of the
                base requirements that are to be addressed by the project.
                                                                                                                            Product                           PM
1.1.1. Task     Create the Product Description – define, scope, and give context to the product & services that the
                                                                                                                            Description
                project will be chartered to develop, deliver, and support.
                                                                                                                            Project
1.1.2. Task     Prepare and Review the Product description – depending on audience preference, summarizes the
                                                                                                                            Proposal,
                content of the product description into an executive summary and deliver it or prepare and conduct a
                                                                                                                            Document
                review of the product description. Obtain approval to charter a project that will assign initial planning
                                                                                                                            Approval
                resources to develop the project plan.
                                                                                                                            N/A
1.2. Activity   Charter the Project – Obtain the commitment and agreement between the sponsor
                and project team indicating how the project will be conducted and who needs to be
                involved.
                                                                                                                            Project                           PM
1.2.1. Task     Create the Project Charter – define the mission, authority, and level of project planning and controls
                                                                                                                            Charter
                necessary for the project, and indicate the personnel or groups expected to be involved in the project.
                Assign the project manager, sponsor, and any required resources to complete the overall project planning.
                                                                                                                            N/A                               PM
               Project Proposal Approved by Project Sponsor, Toni Peterson
1.2.1.1. Milestone
                                                                                                                            N/A
2. Phase        Plan – Creation and approval of the core work plan and facilitating plans, which will
                guide project execution and control.
                                                                                                                            N/A
2.1. Activity   Develop the Core Work Plan (CWP) – The development of the work scope,
                supporting schedule, budget, and project organization that focuses and guides the project
                work effort.




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                                                 FACIS GAP Project Integrated Project Plan

                                                                                                                              Del Name & #   Dur   Critically   Skill
#               WBS Dictionary                                                                                                               est   Depend

                                                                                                                              Scope                             PM
2.1.1. Task     Develop the Scope Statement – Develop the scope statement with the customer that indicates an
                                                                                                                              Statement
                agreement on work scope, project objectives and measurements, hi-level deliverables, assumptions, and
                completion criteria.
                                                                                                                              WBS                               PM
2.1.2. Task     Develop the WBS – Define the work Activities, sequencing, effort estimates, and deliverables. Indicate the
                type of resource(people, equipment, materials, facilities) needed to complete the work activities. Review
                and obtain agreement of the WBS work activities with the customer, sponsor, and management of other
                groups expected to support the project.
                                                                                                                              Schedule                          PM
2.1.3. Task     Develop the Project Schedule – Develop approximate cost estimates of all the types of resources. Build a
                                                                                                                              and Budget
                project schedule from the WBS and cost estimates. Produce a time-phased cost budget from the
                                                                                                                              Projection
                schedule.
                                                                                                                              Feasibility
2.1.4. Task     Determine the Project Feasibility and Recommendation – Approximate and define the life span of the
                                                                                                                              and
                product or service being delivered. Approximate and define a dollar value for soft and hard benefits and
                                                                                                                              Recommend
                any cost reduction or avoidance that may be the result of the product or service delivery. Chart or
                                                                                                                              ations
                summarize the information and provide a recommendation
                                                                                                                              Organization                      PM
2.1.5. Task     Organize Project & Staff Acquisition – provide an overall framework to describe the roles, responsibilities
                and membership of the Project. Obtain the staff needed for the core team and staff need from other groups
                in the organization that will be cross-committed to the project. Obtain from management commitment of all
                non-contracted personnel. (Note– any contracted staff is acquired via the contract activity, however none
                are planned for this project.)
                                                                                                                              N/A
2.2. Activity   Develop the Facilitating Plans for Controls (FPC) – The plans for ongoing
                work required to ensure that the project can anticipate possible problems, solve, and
                make coordinated work plan adjustments.
                                                                                                                              FPC – Risk
2.2.1. Task     Risk Management – Determine which risks are likely to affect the project, evaluate potential risk
                                                                                                                              Id and Mgmt
                outcomes and indicators, define plan to respond to key risks indicators.
                                                                                                                              FPC – Chg
2.2.2. Task     Change Management – Outline a simple change management process to coordinate approved changes
                                                                                                                              Mgmt
                in the project plan.




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                                                 FACIS GAP Project Integrated Project Plan

                                                                                                                           Del Name & #   Dur   Critically   Skill
#               WBS Dictionary                                                                                                            est   Depend

                                                                                                                           FPC – Stds,
2.2.3. Task     Project Standards, Approval, And Document Controls – Define and setup the documentation
                                                                                                                           Apvls, Cntls
                standards, document storage locations, project notebook, document approval and promotion process, and
                securities.
                                                                                                                           FPC –
2.2.4. Task     Communication Plan and Management – Outline a plan that identifies “who” needs “what”
                                                                                                                           Comm. Plan
                communications, in “what” media, “how” often and by “whom”.
                                                                                                                           & Mgmt
                                                                                                                           FPC –
2.2.5. Task     Status Reporting – Define how status will be reported, by whom, how often, and in what formats and
                                                                                                                           Status Rptg
                media.
                                                                                                                           FPC – Proc.
2.2.6. Task     Procurements & Contracting – Determine what to procure and when, document requirements and
                                                                                                                           & Cntrkg
                identify potential sources.
                                                                                                                           FPC- QA
2.2.7. Task     Quality Assurance – Identify the project’s relevant quality standards and determine how to satisfy them.

                                                                                                                           FPC – Time
2.2.8. Task     Time Tracking – Determine what level to track time at, how time will be tracked, how frequently, and
                                                                                                                           Tracking
                administer the time tracking activities.
                                                                                                                           FPC – Iss. &
2.2.9. Task     Issue and Decision Management – Determine process for raising and resolving project issues that impact
                                                                                                                           Decision
                the scope, schedule, cost or quality of the project.
                                                                                                                           Mgmt
                                                                                                                           N/A
2.3. Activity   Develop the Project Plan – Integrating the results of the other planning activities
                into a coherent document to guide the project execution and control.
                                                                                                                           Project Plan
2.3.1. Task     Plan Integration – Summarize and incorporate the outputs of the planning activities into a single
                reference document – the <project name> Project Plan. The plan is the reference document for work to be
                performed by all involved in the project and must be made easily accessible to all in electronic format.
                                                                                                                           Presentation
2.3.2. Task     Plan Presentation and Review – Distribute, review and obtain approval of the project plan from the
                                                                                                                           ,&
                project directing authorities and managers who have staff assigned to the project.
                                                                                                                           Document
                                                                                                                           Approval
                                                                                                                           N/A            0                  PM
               Plan
2.3.2.1. Milestone and Schedule Approved by Steering Committee




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                                              FACIS GAP Project Integrated Project Plan

                                                                                                                   Del Name & #   Dur   Critically   Skill
#               WBS Dictionary                                                                                                    est   Depend

                                                                                                                   N/A
3. Phase        Execute – Definition of the required work activities to define, construct, pilot, and
                implement the product scope or selected system functions.
                                                                                                                   N/A
3.1. Activity   Requirements Analysis – Determine business requirements.

3.1.1. Task     Contract for Business Process Engineering Analyst – Execute contract for consultant to lead
                requirements gathering process and development of use cases.

3.1.2. Task     Gather Business Requirements – Prepare high-level requirements document and requirements
                traceability matrix; prepare first draft of use cases.
                                                                                                                   N/A            0
               Approval of Requirements and Use Cases by Business Lead
3.1.2.1. Milestone
                                                                                                                   N/A
3.2. Activity   Smalltalk Development Contract– Prepare and execute a contract for
                Smalltalk Analysis, Design and Development Expertise

3.2.1. Task     Execute Contract for Smalltalk Expertise

                                                                                                                   N/A
               Contractors on-site
3.2.1.1. Milestone
                                                                                                                   N/A
3.3. Activity   System Analysis and Design – Perform analysis of requirements and
                design the system.

3.3.1. Task     Analysis and Design – Analyze requirements, design system, use closed-loop process to tie system
                design to requirements
                                                                                                                   N/A
               Analysis and Design Completed, Confirmed for match to requirements, and approved.
3.3.1.1. Milestone
                                                                                                                   N/A
3.4. Activity   System Development – Develop the system

3.4.1. Task     Development – Smalltalk development and unit testing


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                                                 FACIS GAP Project Integrated Project Plan

                                                                                                                             Del Name & #   Dur   Critically   Skill
#               WBS Dictionary                                                                                                              est   Depend

                                                                                                                             N/A
               Completion of Development and Unit Testing
3.4.1.1. Milestone
                                                                                                                             N/A
3.5. Activity   System and User Testing

3.5.1. Task     System and User Testing – Prepare test scripts, obtain business testers, test the system

                                                                                                                             N/A
               Completion of System and User Testing
3.5.1.1. Milestone
                                                                                                                             N/A
3.6. Activity   Implementation– System Rollout

3.6.1. Task     Distribute to Pilot sites – Select pilot sites, prepare rollout schedule, distribute to pilot sites, make
                appropriate system corrections and distribute fixes.

3.6.2. Task     Distribute system statewide – Prepare statewide rollout schedule, coordinate rollout, roll system
                out statewide.
                                                                                                                             N/A
               System in production statewide
3.6.2.1. Milestone
                                                                                                                             N/A
4. Phase        Controls – Administer and manage work controls to ensure project
                performance.
                                                                                                                             N/A
4.1. Activity   Project Procedures and Controls –
                                                                                                                             FPC – Risk
4.1.1. Task     Risk Management – Manage risks by responding to identified risk indicators as they occur.
                                                                                                                             Id and Mgmt
                                                                                                                             FPC – Chg
4.1.2. Task     Change Management – Identify, plan, and conduct ongoing change control of the project. Ensure that the
                                                                                                                             Mgmt
                requirements, budget, and schedule milestones remain in line with the current approved project plan or are
                changed officially providing new requirements, budget, or schedule milestones.
                                                                                                                             FPC – Stds,
4.1.3. Task     Project Standards, Approval, And Document Controls – Conduct administration of approvals, project
                                                                                                                             Approvals, &
                library, administrative filing, and securities.
                                                                                                                             Cntls



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                                                 FACIS GAP Project Integrated Project Plan

                                                                                                                          Del Name & #   Dur   Critically   Skill
#               WBS Dictionary                                                                                                           est   Depend

                                                                                                                          FPC –
4.1.4. Task     Communication Management – Deliver communications or facilitate communication delivery and conduct
                                                                                                                          Comm. Plan
                ongoing administration of communications
                                                                                                                          & Mgmt
                                                                                                                          FPC –
4.1.5. Task     Status Reporting –Conduct ongoing project status reporting of work activities, budgets achievements and
                                                                                                                          Status Rptg
                issues.
                                                                                                                          FPC –
4.1.6. Task     Procurements & Contracting Management – obtain quotations, bids, offers, or proposals, choose from
                                                                                                                          Procuremen
                among potential vendors, administer the contract, and close.
                                                                                                                          ts &
                                                                                                                          Contracting
                                                                                                                          FPC- QA
4.1.7. Task     Quality Assurance – monitor and identify way to eliminate causes of unsatisfactory quality performance.

                                                                                                                          FPC – Time
4.1.8. Task     Time Tracking – administer the time tracking activities and team recording of individual time
                                                                                                                          Tracking
                                                                                                                          FPC – Issue
4.1.9. Task     Issue and Decision Management – Administer the issue and decision process.
                                                                                                                          and
                                                                                                                          Decision
                                                                                                                          Mgmt
                                                                                                                          N/A
5. Phase        Close – Evaluate the projects achievement of scope, objectives, and measurements.
                Identify the maintenance plan, turn-over to maintenance, and release project resources.
                                                                                                                          N/A
5.1. Activity   Project Evaluation – Recognize the achievements and lessons learned of
                the project, and determine readiness to close the project.
                                                                                                                          Project                           PM
5.1.1. Task     Prepare a project evaluation – Review the project’s completion criteria, scope, objectives,
                                                                                                                          Evaluation &
                measurements, and lessons learned. Document and analyze the information and review with the
                                                                                                                          Lessons
                sponsors. Obtain agreement from the sponsors on readiness to proceed with project closure.
                                                                                                                          Learned
                                                                                                                          N/A
5.2. Activity   Plan for Maintenance and Turn-over – Coordinate “what” will be
                maintained and prepare supporting materials to enable smooth transition to
                maintenance. Close Project.



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                                               FACIS GAP Project Integrated Project Plan

                                                                                                                           Del Name & #   Dur   Critically   Skill
#             WBS Dictionary                                                                                                              est   Depend

                                                                                                                           Maintenanc
5.2.1. Task   Coordinate Maintenance Turn-over – Identify all items or components, and their production
                                                                                                                           e Turn-over
              version/location, which will become maintenance responsibility. Ensure change request log is accurate and
              up-to-date. Ensure all issues and prior decisions are documented for turn-over. Identify maintenance staff
              and any associated budgets. Meet with maintenance lead and review this information.
                                                                                                                           Project
5.2.2. Task   Close out Project – Prepare for and celebrate project closure. Release project resources.
                                                                                                                           Celebration
                                                                                                                           Closing
                                                                                                                           N/A            0
               Project successfully turned-over to maintenance and closed
5.2.2.1. Milestone

5.2.3. Task




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DOCUMENT INFO
Description: Project Charter Network Restructure document sample