[INSERT PROJECT NAME] · Web viewFileNet P8 installation, configuration and integration Install, integrate and configure P8 environments with the RIO pension system. Three functional

RIO SYSTEM UPGRADE

PROJECT MANAGEMENT PLAN (PMP)

EXECUTIVE SPONSOR – WAYNE PROPST

BUSINESS OWNER – VINCE JARAMILLO

PROJECT MANAGER – GREG PORTILLOS

ORIGINAL PLAN DATE: JULY 1, 2013REVISION DATE: JULY 1, 2013

REVISION: 1.0

REVISION HISTORY............................................................................................................................................. III

PREPARING THE PROJECT MANAGEMENT PLAN................................................................................................. IV

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

PROJECT OVERSIGHT PROCESS MEMORANDUM – DOIT, JULY 2007 IV

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

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT 11.2 FUNDING AND SOURCES11.3 CONSTRAINTS 11.4 DEPENDENCIES 11.5 ASSUMPTIONS 21.6 INITIAL PROJECT RISKS IDENTIFIED 2

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE.............................................................................3

2.1 STAKEHOLDERS 42.2 PROJECT GOVERNANCE STRUCTURE 5

2.2.1 Org Chart:..................................................................................................................................................62.2.2 project steering committee........................................................................................................................62.2.3 Organizational Boundaries, interfaces and responsibilities.......................................................................7

2.3 EXECUTIVE REPORTING 7

3.0 SCOPE........................................................................................................................................................... 7

3.1 PROJECT OBJECTIVES 73.1.1 Business Objectives....................................................................................................................................73.1.2 Technical Objectives..................................................................................................................................7

3.2 PROJECT EXCLUSIONS 83.3 CRITICAL SUCCESS FACTORS 8

4.0 PROJECT DELIVERABLES AND METHODOLOGY...............................................................................................9

4.1 PROJECT MANAGEMENT LIFE CYCLE 94.1.1 Project Management Deliverables...........................................................................................................114.1.2 Deliverable Approval Authority Designations..........................................................................................124.1.3 Deliverable Acceptance Procedure...........................................................................................................13

4.2 PRODUCT LIFE CYCLE 134.2.1 Technical Strategy...................................................................................................................................144.2.2 Product and Product Development Deliverables......................................................................................144.2.3 Deliverable Approval Authority Designations..........................................................................................164.2.4 Deliverable Acceptance Procedure...........................................................................................................17

5.0 PROJECT WORK........................................................................................................................................... 17

5.1 WORK BREAKDOWN STRUCTURE (WBS) 175.2 SCHEDULE ALLOCATION -PROJECT TIMELINE 175.3 PROJECT BUDGET 185.4 PROJECT TEAM 18

5.4.1 Project Team Organizational Structure....................................................................................................185.4.2 Project Team Roles and Responsibilities..................................................................................................19

5.5 STAFF PLANNING AND RESOURCE ACQUISITION 205.5.1 Project Staff.............................................................................................................................................205.5.2 Non-Personnel resources.........................................................................................................................21

5.6 PROJECT LOGISTICS 21

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5.6.1 Project Team Training..............................................................................................................................21

6.0 PROJECT MANAGEMENT AND CONTROLS....................................................................................................22

6.1 RISK AND ISSUE MANAGEMENT 226.1.1 Risk Management Strategy......................................................................................................................226.1.2 Project Risk Identification........................................................................................................................226.1.3 Project Risk Mitigation Approach............................................................................................................226.1.4 Risk Reporting and Escalation Strategy...................................................................................................226.1.5 Project Risk Tracking Approach................................................................................................................226.1.6 ISSUE MANAGEMENT..............................................................................................................................23

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&V 236.3 SCOPE MANAGEMENT PLAN 23

6.3.1 Change Control........................................................................................................................................236.4 PROJECT BUDGET MANAGEMENT 24

6.4.1 Budget Tracking.......................................................................................................................................246.5 COMMUNICATION PLAN 24

6.5.1 Communication Matrix............................................................................................................................246.5.2 Status Meetings.......................................................................................................................................246.5.3 Project Status Reports..............................................................................................................................24

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS) 256.6.1 Baselines..................................................................................................................................................25

6.7 QUALITY OBJECTIVES AND CONTROL 256.7.1 quality Standards.....................................................................................................................................256.7.2 Project and Product Review AND ASSESSMENTS.....................................................................................266.7.3 Agency/Customer Satisfaction.................................................................................................................276.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS......................................................................................28

6.8 CONFIGURATION MANAGEMENT 286.8.1 Version Control........................................................................................................................................286.8.2 Project Repository (Project Library).........................................................................................................29

6.9 PROCUREMENT MANAGEMENT PLAN29

7. 0 PROJECT CLOSE........................................................................................................................................... 29

7.1 Administrative Close...................................................................................................................................297.2 Contract Close.............................................................................................................................................29

ATTACHMENTS................................................................................................................................................. 29

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REVISION HISTORY

REVISION NUMBER DATE COMMENT

1.0 07/09/2013 By Gabriel Baca

2.0

2.1

2.2

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1.0 PROJECT OVERVIEW

1.1 EXECUTIVE SUMMARY- RATIONALE FOR THE PROJECT The Retirement Information Online (RIO) System is PERA’s mission-critical retirement pension administration system. The objective of the RIO upgrade project is to refresh all servers and upgrade third party software for RIO. PERA received $2.8 million for this project to be expended in FY14.

PERA maintains a full production and test environment in the Santa Fe data center and a Disaster Recovery/Business Continuity environment in the Albuquerque data center for the RIO system. Both of these environments will be updated with refreshed hardware and upgraded third party software.

The upgraded hardware and third party software will improve the performance of the RIO pension administration system and improve customer service to retirees, members and employers. These upgrades will also improve infrastructure reliability for the RIO pension administration system.

1.2 FUNDING AND SOURCES

SOURCE AMOUNT ASSOCIATED RESTRICTIONS

APPROVERS

LAWS 2013, CH 227,SEC 7 (8)

$2,800,000 NONE HB2(EXECUTIVE/ LEGISLATIVE)

1.3 CONSTRAINTS

NUMBER DESCRIPTION

1 Acquiring required hardware/software in a timely manner

2 Assuring qualified personnel are available so as to not delay the project

3 DoIT project certification process, to ensure that all documentation is correct and funds are released on time.

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1.4 DEPENDENCIESTypes include the following and should be associated with each dependency listed.

M-Mandatory dependencies are dependencies that are inherent to the work being done. D- Discretionary dependencies are dependencies defined by the project management team. This may also

encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.

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

NUMBER

DESCRIPTION TYPE M,D,E

1 Acquiring required hardware/software E

2 Scheduling qualified HP and Softech personnel for the project

M

3 DoIT project certification process, to ensure that all documentation is correct and funds are released on time.

E, M

1.5 ASSUMPTIONSAssumptions are planning factors that, for planning purposes, will be considered true, real, or certain.

NUMBER DESCRIPTION

1 Hardware/Software is available

2 All critical HP, Softech, and PERA IT personnel are available for the entire project

3 All preliminary development work by HP and Softech, to install and test all third party software upgrades function properly with existing code.

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1.6 INITIAL PROJECT RISKS IDENTIFIED

Risk 1 – Testing for new versions of third party software

The RIO integration vendor, HP, may experience problems integrating the new versions of the third party software with the Java code before the RIO server hardware’s maintenance contract expires in October 2013.

Probability 5% Impact DELAY OF THE START OF THE PROJECT

Mitigation Strategy HP needs to have backup personnel available if the need arisesContingency Plan Use HP backup personnel when necessary

Risk 2 – Acquisition of refreshed hardware and software versions

Time required to complete the state’s procurement processes could delay to the project as a whole.

Probability 50% Impact : DELAY TO THE START OF PROJECT

Mitigation Strategy

Ensure all DoIT and PERA purchasing requirements are met.

2.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE

PERA Team Members HP Team Members Softech MembersWayne Propst Ernie Sanders Don JulianGreg Portillos Muraliram Narasimhan Hao LuLeonard Martinez Justin Bryant Tom DangGabriel BacaAndres MartinezFrank MartinezVince JaramilloJoe ChavezPERA Staff

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2.1 STAKEHOLDERS

NAME STAKE IN PROJECT ORGANIZATION TITLE

Wayne Propst PERA Executive Director PERA Executive Director

Greg Portillos Project Manager PERA CIO

Leonard Martinez IT General PERA IS Manager 4

Gabriel Baca IT FileNet PERA IS Manager 3

Andres Martinez IT Networking PERA Network Specialist II

Frank Martinez IT General PERA IT Generalist I

Vince Jaramillo PERA User Administration Manager PERA User Admin Manager

Joseph Chavez PERA Records Management PERA Records Bureau Chief

Ernie Sanders HP Team Manager HP HP Team Manager

Muraliram Narasimhan HP Project Manager HP Project Manager

Justin Bryant HP Technical Lead Advisor HP Technical Advisor

Don Julian Softech Team Manager Softech Softech Team Manager

Hao Lu Softech FileNet P8/KOFAX Specialist Softech Project Manager/ Imaging Specialist

PERA Staff Regression and functional testing PERA Staff

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2.2 PROJECT GOVERNANCE STRUCTURE2.2.1 ORG CHART:

2.2.2 PROJECT STEERING COMMITTEE

Wayne Propst – PERA Executive Director, overall project funding and functional approval.

Greg Portillos – PERA CIO and Project Manager, overall project deliverables acceptance and approval.

Gabriel Baca – PERA FileNet Technical Lead, acceptance of all FileNet deliverables.

Ernie Sanders – HP Executive Manager, acceptance of all HP staff deliverables.

Don Julian – Softech Executive Manager, acceptance of all Softech staff deliverables.

DoIT Project Manager – Ensure that all DoIT policies and procedures are being followed.

IV&V Vendor – Will monitor the overall project, and ensure that all reporting periods and deliverables are met.

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Wayne Propst

Greg Portillos

Ernie Sanders

Muraliram Narasimhan

Justin Bryant

Leonard Marrinez

Andres Martinez

Frank Martinez

Gabriel Baca

Don Julian

Hao Lu Tom Dang

Joseph Chavez

Vince Jaramillo

PERA USERS

2.2.3 ORGANIZATIONAL BOUNDARIES, INTERFACES AND RESPONSIBILITIES

Everyone involved with the RIO system upgrade project will have some type of interaction with PERA’s project manager. There are no special considerations regarding the interaction between the project manager the technical staff on the project. When necessary, project status meetings will be held as per PERA’s project manager’s request.

2.3 EXECUTIVE REPORTINGPERA’s Project Manager will provide monthly status reports to PERA’s Executive Director, IV&V vendor (TBD), and to the DoIT Project Manager. Included will be milestones reached and completed, along with any deliverables that have been completed. The PERA project manager will also report budget issues, and or time issues that may be encountered.

3.0 SCOPE

3.1 PROJECT OBJECTIVES3.1.1 BUSINESS OBJECTIVES

NUMBER DESCRIPTION

Bus. Objective 1

Increase RIO system performance for staff and self-service users

The refreshed hardware and third party software will ensure that the RIO is usable for at a minimum five years, until the next significant hardware upgrade will be required. The refreshed hardware will be significantly faster than the existing hardware and the refreshed hardware will increase system response time and performance for all RIO users.

Bus. Objective 2

Provide a stable and functional pension system for PERA users

By replacing outdated software, which is no longer supported, PERA will be extending the life of the overall pension system. This will be done by ensuring that all software and hardware are supported for a minimum of five years, while meeting all current industry standards.

3.1.2 TECHNICAL OBJECTIVES

NUMBER DESCRIPTION

Tech. Objective 1

Upgrade RIO system hardware and software

PERA will replace the hardware and include a warranty for five years. This will also ensure that PERA assets are upgraded and maintained for another five years. PERA will also upgrade the third party software to the latest available versions.

Tech. Objective 2

Upgrade and replace current imaging systems

PERA will be replacing and upgrading all imaging related software. Currently PERA is utilizing custom scanning and indexing applications, which no longer have support, or are at end

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NUMBER DESCRIPTION

of product life. PERA will be introducing out of the box industry standard software, which is cost effective and widely supported.

3.2 PROJECT EXCLUSIONSThe RIO system architecture and functionality will not be modified or replaced in the scope of this project. The only modifications that may need to be made are minor interface changes due to updated API standards from third party software. All other changes will be considered out of scope for this project.

3.3 CRITICAL SUCCESS FACTORS

NUMBER DESCRIPTION

QUALITY METRIC 1

IMPROVED RIO SYSTEM PERFORMANCE

The new hardware will be significantly faster than the existing hardware and the new hardware will increase the response time and performance on the RIO system for the PERA staff users and self-service users. The new hardware and third party software will ensure that the RIO is usable and supported for at a minimum five years till the next significant hardware/Software upgrade will be required.

QUALITY METRIC 2

LESS ENERGY CONSUMPTION

Utilizing newer technology, PERA will reduce the total amount of space and power that is currently. This will result in overall cost savings for the energy consumption and cooling costs involved in running both the PERA Santa Fe Office and the PERA Albuquerque Disaster Recovery site.

QUALITY METRIC 3

UPDATING UNSUPPORTED THIRD PARTY SOFTWARE

All third party software no longer supported by third party vendors will be upgraded to current version. This will ensure that PERA’s vital systems infrastructure is supported by all vendors, in the event of system or application failure. This also gives PERA the right to software patches and modifications which will ensure that all security risks are properly fixed.

QUALITY METRIC 4

UPDATING UNSUPPORTED IMAGING SOFTWARE

Upgrading unsupported legacy imaging products. This will allow PERA it to consolidate current scanning and indexing applications into widely supported and utilized industry standard software. It will also provide a solid and stable frame work for future imaging projects, as well as provide for new functionality not currently available utilizing outdated products.

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4.0 PROJECT DELIVERABLES AND METHODOLOGY

4.1 PROJECT MANAGEMENT LIFE CYCLE

Phase Summary of Phase Key Deliverables

Infrastructure review and planning

Reviewing of current infrastructure and research current technologies.

A project plan that encompasses all actions to be performed and all deliverables to be met.

HP and Softech offsite development environment upgrades.

Contractors will perform all third party software upgrades within the offsite development environments.

Functional installation procedures and detailed documentation on any modifications or changes made to any system settings or API changes.

Procurement of hardware and software

While preliminary development environments are being upgraded the procurement process will begin

Servers, storage, and all networking components necessary to be delivered on site. Procurement of all software and licensing as required for the success of the project.

Build onsite Test Environment Build all operating systems and updated third party software, and migrate all necessary environment data.

Install and configure all test environments to included upgraded Server 2008 r2, Batch reporting software, GECS software and Office 2013.

Build onsite Imaging Test Environment

Build all operating systems and updated third party software, and migrate all necessary environment data.

Functional test environment which includes a Kofax and FileNet P8 environment. Functional test of data conversion and migration.

Build onsite Production Environment


Install and configure all test environments to included upgraded Server 2008 r2, batch reporting, GECS, and Office 2013.

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Build onsite Imaging Production Environment



Build offsite Disaster Recovery Environment


Install and configure all test environments to include upgraded Server 2008 r2, Batch reporting software, GECS software and Office 2013.

Build onsite Test Environment Installation and regression testing of updated WebSphere application engine

Installation and configuration of the updated current version of WebSphere


Installation and regression testing of updated WebSphere application engine



Installation and regression testing of updated WebSphere application engine


Build offsite Imaging Production Environment



Build onsite PRD Environment

Installation and regression testing SQL 2012 migration application engine

Installation and configuration of the updated current version of SQL 2012







Final regression testing of all PRD and DRS environments

User applications testing to ensure full functionality

User acceptance of updated system

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4.1.1 PROJECT MANAGEMENT DELIVERABLES

4.1.1.1 Hardware Delivery and InstallationDescription – Delivery and installation of all hardware in three functional environments.

Deliverable Acceptance CriteriaFunctioning base operating system and configurations of all required hardware and storage devicesStandards for Content and Format – Fully functioning Hardware and base operating systems on all machines.Quality Review – Project Manager and PERA Technical Lead signoff.

4.1.1.2 Analyze/install possible API changes for base 3rd party softwareDescription – Install and regression testing of four functional environments, with updated versions of GECS, SVN Edge, Microsoft Office GECS and Hyperion

Deliverable Acceptance Criteria – Fully functional environment with detailed installation documentation, and any detailed documentation listing any changes necessary for the environment to function.

Standards for Content and Format – All documentation pertaining to Installation delivered electronically and stored in the shared document repository

Quality Review – CIO, Project Manager, User Testing group and User Administration Signoff

4.1.1.3 Analyze/install WebSphere 8.5 applicationDescription – Install and regression testing four functional environments to ensure that the new WebSphere application is functional.

Deliverable Acceptance Criteria – Fully functional environments with detailed installation documentation, and any detailed documentation listing any changes necessary for the environment to function.

Standards for Content and Format – All documentation pertaining to Installation delivered electronically and stored in the shared document repository.


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4.1.1.4 Analyze/install SQL 2012 applicationDescription – Install and regression testing four functional environments to ensure that all data has been migrated to SQL 2012, and that all ODBC connections to all third party software is functional.

Deliverable Acceptance Criteria – Fully functional environments with detailed installation documentation, and any detailed documentation listing any changes necessary for the environment to function.



4.1.1.5 Installation and Testing of Imaging EnvironmentDescription – Install and regression testing four functional imaging environments to ensure that all data has been migrated to FileNet P8, and all legacy scanning and indexing applications have been migrated to Kofax.

Deliverable Acceptance Criteria – Fully functional environments with detailed installation documentation, detailed functional specification documentation, and any API modifications necessary.


Quality Review – CIO, Project Manager, Imaging Project Manager, User Testing group and User Administration Signoffs must be acquired.

4.1.2 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

Complete the following table to identify the deliverables this project is to produce, and to name the person or persons who have authority to approve each deliverable.

DELIVERABLE NUMBER

DELIVERABLE APPROVERS (WHO CAN APPROVE)

DATE APPROVED

PRJ-DEL-001 Hardware delivery and installation CIO, PERA IT Lead

PRJ-DEL-002 Analyze/install possible API changes for base 3rd party software

CIO, Project Manager, User Testing group and User Administration Signoff

PRJ-DEL-003 Analyze/install WebSphere 8.5 application

CIO, Project Manager, User Testing group and User Administration

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DELIVERABLE NUMBER


DATE APPROVED

Signoff

PRJ-DEL-04 Analyze/install SQL 2012 application

CIO, Project Manager, User Testing group and User Administration Signoff

PRJ-DEL-05 Installation and Testing of Imaging Environments

CIO, Project Manager, Records Chief, Imaging Project Manager

4.1.3 DELIVERABLE ACCEPTANCE PROCEDURE

PERA IT staff will test the RIO system within the test environment. If IT discovers any problems, HP and IT will work together to resolve the issue. Once the system is running in the test environment, PERA staff will test the application to ensure the functionality. If PERA staff encounters problems with the system, the problem will be reported to PERA IT. If the problem is with the environment PERA IT will resolve the problem internally and if need be enlist HPs assistance. If the problem that PERA staff finds is a business problem, then an incident report will be raised and HP will work on resolving the problem. PERA IT does not have access to the code so business problems need to be addressed by HP. Once the test system has received user acceptance then work will beginning in the production environment and the process is repeated for production. PERA staff will also review all documentation prior to project completion.

4.2 PRODUCT LIFE CYCLE “During the project management lifecycle, agencies shall select and implement a phase product development lifecycle methodology approved by the Department.” PROJECT OVERSIGHT PROCESS Memorandum

Phase Summary of Phase Key Deliverables

Initiation/Planning RIO enhancement RIO enhancement project plan

Initiation Ordering hardware/software New hardware/software

Installation, regression testing, and user acceptance of fully functional RIO test

Installation and upgrade of all third party software to the RIO test environment. To include

Fully functional test environment.

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environment. all User acceptance testing

Installation, regression testing, and user acceptance of fully functional RIO production environment.

Installation and upgrade of all third party software to the RIO production environment. To include all User acceptance testing

Fully functional production environment.

Installation, regression testing, and user acceptance of fully functional RIO Disaster Recovery environment.

Installation and upgrade of all third party software to the RIO test environment. To include all User acceptance testing

Fully functional disaster recovery environment.

Installation, regression testing, and user acceptance of three fully functional imaging environment.

Installation, regression testing and user acceptance of Kofax and FileNet P8 environment.

Three fully functional imaging environment.

Close Out Assure the system is functioning and that all maintenance contacts are in place

RIO retirement system

4.2.1 TECHNICAL STRATEGY

PERA IT staff will order all hardware and software for the project in a timely manner. PERA IT will also ensure all licensing is in place prior to the start of the project. PERA IT staff will work closely with HP and Softech to ensure all third party software is properly installed, configured and interfaced. This process will also serve as a cross-training exercise so PERA IT can maintain the system’s environment upon completion of the project. Any errors that are encountered will be reported to HP’s on-site environment team. Once the errors have been addressed PERA IT will retest the scripts to ensure they are working properly.

4.2.2 PRODUCT AND PRODUCT DEVELOPMENT DELIVERABLES

4.2.2.1 Hardware installation and configurationDescriptionUpgraded hardware, storage and network installation and configuration.

Deliverable Acceptance Criteria – New servers will be installed and configured.Standards for Content and Format – All servers will be built based on the original installation documentation created from the development phases.Quality Review – PERA IT will work with HP and Softech to ensure that all servers a properly built to specifications and approve after build.

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4.2.2.2 Third party software upgrade and integrationDescription –

Latest third party software releases, are installed, integrated and tested.

Deliverable Acceptance Criteria – The third party software integration with the RIO pension system to ensure a functioning environment.

Standards for Content and Format – PERA’s User Administration staff will coordinate system testing with PERA staff.

Quality Review - PERA’ User Administration staff will coordinate system testing with PERA staff, resulting in a signoff of a functional system. PERA IT will coordinate base system tests to ensure functionality and signoff once complete.

4.2.2.3 WebSphere installation and integrationDescription –

New WebSphere installation, integration and configuration.

Deliverable Acceptance Criteria – WebSphere is fully upgraded to current version and user acceptance testing is complete.



4.2.2.4 SQL upgrade and integrationDescription –

Installation, integration, data migration, and users' acceptance of SQL 2012 software.

Deliverable Acceptance Criteria – All SQL databases are upgraded and all data is migrated, to the new database servers. Integration with the RIO pension system to ensure a functioning environment.



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4.2.2.5 Kofax/P8 software installation and integrationDescription –

All Kofax and IBM P8 software has been installed, configured and integrated with the RIO pension system.

Deliverable Acceptance Criteria – Fully functional scanning, indexing, auditing application and image repository.

Standards for Content and Format – Imaging project manager will coordinate with Records Section, User Administration, and PERA staff to conduct a full regression test.

Quality Review – Imaging project manager, user administrator, records manager and staff representative will approve the final signoff.

4.2.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS

Complete the following table to identify the deliverables this project is to produce, and to name the person or persons who have authority to approve each deliverable.

DELIVERABLE NUMBER


DATE APPROVED

PRJ-DEL-001 Hardware installation Greg Portillos

PRJ-DEL-002 Third party software Greg Portillos, Vince Jaramillo, PERA Staff

PRJ-DEL-003 WebSphere Software installation Greg Portillos, Vince Jaramillo, PERA Staff

PRJ-DEL-004 SQL 2012 installation Greg Portillos, Vince Jaramillo, PERA Staff

PRJ-DEL-005 KOFAX P8 installation Greg Portillos, Vince Jaramillo, Joseph Chavez, Gabriel Baca, PERA Staff

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4.2.4 DELIVERABLE ACCEPTANCE PROCEDURE

PERA IT staff will test the RIO system. If IT discovers any problems, HP and IT will work together to resolve the issue. Once the system is running, PERA staff will test the application to ensure the functionality. If PERA staff encounters problems with the system, the problem will be reported to PERA IT. If the problem is with the environment, PERA IT will resolve the problem internally and if need be enlist HPs assistance. If the problem that PERA staff finds is a business problem, then an incident report will be raised and reported to HP. HP will then resolve the problem. PERA IT does not have access to the code so business problems need to be addressed by HP. PERA staff will also review all documentation prior to project completion.

5.0 PROJECT WORK

5.1 WORK BREAKDOWN STRUCTURE (WBS)

Identifier Work Package Description Definition/Objective Milestone/Deliverable

PRJ-WBS-1 Hardware Installation Install all hardware necessary Three fully functional environments.

PRJ-WBS-2 3rd party software installation All third party software is installed and fully integrated with base RIO system

Four functional RIO environments

PRJ-WBS-3 Kofax installation, configuration and integration

Install, integrate and configure Kofax environments with the RIO pension system.

Three functional environments that include the integration and communication with the RIO pension system.

PRJ-WBS-4 FileNet P8 installation, configuration and integration

Install, integrate and configure P8 environments with the RIO pension system.

Three functional environments that include the integration and communication with the RIO pension system.

PRJ-WBS-5 Support Support for HP and Softech Teams

Functional RIO and imaging systems.

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5.2 SCHEDULE ALLOCATION -PROJECT TIMELINE

5.3 PROJECT BUDGET

PAGE | 20

Identifier Work Package or Budget Category Cost

PRJ-PB-1 Hardware $1,300,000

PRJ-PB-2 HP Services $690,000

PRJ-PB-3 Softech Services $158,000

PRJ-PB-4 Third Party Software $602,000

PRJ-PB-5 IV&V $50,000

5.4 PROJECT TEAM5.4.1 PROJECT TEAM ORGANIZATIONAL STRUCTURE

5.4.2 PROJECT TEAM ROLES AND RESPONSIBILITIES

ROLE RESPONSIBILITY NAME FUNCTIONAL AREA

PERA Executive Director and Final Approval

Final Project Approval Wayne Propst PERA Executive Director

PERA Project Manager

Approval for all project deliverables

Greg Portillos PERA CIO

PERA Imaging Project Manager

Approval for all imaging project deliverables

Gabriel Baca PERA Imaging Technical Lead

PAGE | 21

Wayne Propst

Greg Portillos

Ernie Sanders


Justin Bryant

Leonard Marrinez

Andres Martinez

Frank Martinez

Gabriel Baca

Don Julian

Hao Lu Tom Dang

Joseph Chavez

Vince Jaramillo

PERA USERS

ROLE RESPONSIBILITY NAME FUNCTIONAL AREA

PERA User Administrator

Approval for all regression and user testing

Vince Jaramillo PERA User Administration Section

PERA IT Technician

Technical support Leonard Martinez System environment

PERA IT Technician

Technical support Andres Martinez System environment

PERA IT Technician

Technical support Frank Martinez System environment

PERA Records Manager

Approval for all imaging related regression testing

Joseph Chavez Imaging testing and functionality

PERA Staff System users PERA staff RIO system

Softech Executive Manager

Project oversight Don Julian Imaging products and services

Softech P8 Kofax technician

Installation and configuration of all imaging products

Hao Lu KOFAX FileNet P8

Softech Data Migration technician

Data migration from Image services to P8

Tom Dang Imaging products and services

HP Executive Manager

Oversight of HP staff and staff deliverables

Ernie Sanders HP retirement products

HP project manager

To coordinate all HP staff necessary to complete project, manage all deliverable dates


HP retirement products

HP Technical Lead

Installation and testing of all software, and upgraded software

Justin Bryant HP retirement products

IV&V IV&V contractor To be determined IV&V

PAGE | 22

5.5 STAFF PLANNING AND RESOURCE ACQUISITION5.5.1 PROJECT STAFF

ResourceCost Estimate

Estimated Hours Availability Skill Set Work Product/Deliverable

Wayne Propst 10 hrs/wk 100% Executive Director

Executive Approval

Greg Portillos 40 hrs/wk 100% Project Manager

Project Management

Muraliram Narasihan 40 hrs/wk 100% Project Manager

Project Management

Leonard Martinez 40 hrs/wk 100% IT Technical support

Gabriel Baca 40 hrs/wk 100% Project Manager Imaging Project

Manager

Andres Martinez 32 hrs/wk 80% IT Technical support

Frank Martinez 20 hrs/wk 50% IT Technical support

PERA Staff 20 hrs/wk 20% System users RIO retirement system

Hao Lu 40 hr wk 100% ST technical lead

Imaging technical lead

Tom Dang 30 hrs/wk 90% ST technical support

Imaging data migration technical lead

Justin Bryant 40 hrs/wk 100% Business process analyst/ technical support

Business process analyst/ technical support

IV&V contractor to be determined

PAGE | 23

5.5.2 NON-PERSONNEL RESOURCES

Use this section to list services or product (HW/SW and such) needed for project

ResourceCost Estimate

Estimated units/hours Availability Source Work Product/Deliverable

Dell Servers and Storage $1,300,000 80 DELL RIO system servers

3rd party software$602,000 2376 HP/

SOFTECHRIO and imaging applications

HP Services $690,000 3668 HP RIO application

Softech Services $158,000 2000 Softech Imaging applications

IV&V $50,000 333 TBD IV&V Reports

5.6 PROJECT LOGISTICSThe RIO system upgrade will be done at PERA on-site. PERA IT staff will work closely with HP during the infrastructure upgrades. If IT discovers any problems, HP and IT will work together to resolve the issue. Once the system is running, PERA staff within the User Administration unit will coordinate with PERA staff the testing of system components to ensure system functionality. If PERA staff encounters problems with the system, the problem will be reported to PERA IT. If the problem is with the environment, PERA IT will resolve the problem internally and if need be enlist HP’s or Softech’s project staff managers. If the problem that PERA staff finds is a business problem, then an incident report will be raised and reported to HP on-site. HP or Softech will then resolve the problem.

5.6.1 PROJECT TEAM TRAINING

The project team will not require any additional training to achieve the deliverables in this project.

6.0 PROJECT MANAGEMENT AND CONTROLS

6.1 RISK AND ISSUE MANAGEMENT

6.1.1 RISK MANAGEMENT STRATEGY

Risks for this project could be not having the hardware/software on-site even if ordered on time. This could impact project implementation. When the hardware/software arrives at PERA, IT will ensure PERA receives what was ordered. If anything is missing from the orders IT will immediately contact the vendor and request immediate delivery of the missing products. In the event of time delays PERA IT will work with vendors to reallocate resources to the project to ensure success.

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6.1.2 PROJECT RISK IDENTIFICATION

Potential risks for this project:

1. Funding delays

2. Incompatible client hardware or incompatible server software with base code.

3. Hardware failures or loss of vital data.

4. Staffing losses by either the contractor or by PERA IT.

6.1.3 PROJECT RISK MITIGATION APPROACH

If new risks arise the project team and the executive sponsor will collectively find an alternative and a mitigation strategy to offset the risk.

6.1.4 RISK REPORTING AND ESCALATION STRATEGY

Risks will be reported by the project team to the project manager. In the event that the project manager cannot resolve the issue, the risk will be elevated to the PERA Executive Director for further assistance

6.1.5 PROJECT RISK TRACKING APPROACH

All risks will be tracked carefully by the PERA, HP, Softech and the IV&V vendor project managers to ensure that all perceived risks are dealt with prior to the risk becoming an issue, which may hinder the project.

6.1.6 ISSUE MANAGEMENT

6.1.6.1 Internal Issue Escalation and Resolution ProcessAny issues within the project structure or with the project in general will be addressed and reported to the project manager. In the event that there are any internal IT issues they will be reported to the Chief Information Officer for guidance and direction. If the project manager determines that any issue needs to be further escalated the project manager will then report it to the PERA Executive Director.

6.1.6.2 External Issue Escalation and Resolution ProcessAll issues will be tracked carefully by the PERA, HP, Softech, and IV&V project managers to ensure that they are dealt with prior hindering the project.

6.2 INDEPENDENT VERIFICATION AND VALIDATION - IV&VPERA is currently in the process of getting quotes from IV&V contractors that are on the State price agreements.

6.3 SCOPE MANAGEMENT PLANThe project manager will monitor the project to ensure that the initial project requirements are detailed and complete. IT will report to the project manager during all the phases of the project.

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The project manager will include the involvement of PERA’s User Administration Unit (they will coordinate PERA staffs involvement) during the acceptance phase. Weekly status reports shall be submitted by PERA IT staff, HP Project Manager, Softech Project Manager, Imaging Project Manager and by User Administration to the overall Project Manager to ensure that the scope of the project is not changing, and that all deliverables are on time.

6.3.1 CHANGE CONTROL

6.3.1.1 Change Control ProcessThe hardware/software and services of this project have been predetermined and budgeted for. Any overages for the project will be addressed by PERA and HP project managers and if necessary PERA’s Executive Director.

6.3.1.2 Change Control Board (CCB)Any change controls for the project will be addressed by PERA’s overall project manager after consulting with HP and Softech project managers. If necessary PERA’s Executive Director will make final approval decisions.

6.4 PROJECT BUDGET MANAGEMENT

Resource Cost

Hardware $1,300,000

Software $602,000

HP Services $690,000

Softech $158,000

IV&V $50,000

6.4.1 BUDGET TRACKING

The budget for this project will be tracked by the project manager and PERA’ budget analyst as payments are made to HP after the completion on specific stages of the project.

6.5 COMMUNICATION PLAN

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The project team will communicate with the PERA project manager on all items that need to be addressed with the project. The project manager will provide reports to PERA’s Executive Director during weekly management meetings. As information needs to be presented to the project team, the information will be distributed by the project manager. All documentation and correspondences regarding the project will be maintained in a shared folder accessible by the project team members, and made available to the selected IV&V contractor to ensure that everyone is informed at all times.

6.5.1 COMMUNICATION MATRIX

The project manager will serve as the liaison between the internal project team, HP’s project team and PERA’s executive staff regarding this project. Each individual team member will be responsible for reporting to their specific manager who will report to the project manager.

6.5.2 STATUS MEETINGS

Status meetings will be held with the project managers on a biweekly basis and sooner as the needs arise.

6.5.3 PROJECT STATUS REPORTS

The project team will communicate with the PERA project manager on all items that need to be addressed with the project. The project manager will provide reports to the PERA’s Executive Director, DoIT Project Oversight and Compliance Division, and the selected IV&V vendor on a monthly basis.

6.6 PERFORMANCE MEASUREMENT (PROJECT METRICS)

6.6.1 BASELINES

Project Area Category Measure

Refreshed hardware Infrastructure Functional RIO retirement system running on new hardware

Refreshed software Infrastructure Functional RIO retirement system running on new hardware and software

IT Training Infrastructure IT receives training from HP in order to support the environment upon project completion

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PERA Staff Training Business HP trains PERA staff on new RIO enhancements

RIO System Business Functional RIO retirement system running on new hardware and software

6.7 QUALITY OBJECTIVES AND CONTROLThe primary goal is to replace the RIO production environment hardware, the RIO test environment hardware and replace the RIO business continuity/disaster recovery system hardware. PERA will also upgrade third party software required for RIO that includes IBM WebSphere, Microsoft SQL Server and FileNet. The benefits of new hardware and third party software are increased performance of the RIO system by improving response time, increased reliability since the hardware will be new and supported for five years by DELL support, increased reliability with third party software since the software will be newer and will be supported by the software vendor.

6.7.1 QUALITY STANDARDS

Identify each of the project quality standards that are directly related to the project and not to the performance of the actual product and/or service. For each quality standard, identify the tracking tool or measure such as number of project reviews or Project Status.

No. Quality Standard Tracking Tool or Measure

1Refreshed hardware New hardware and warranty support

2Refreshed software New software maintenance and support

3IT Training IT receives training from HP in order RIO

4PERA Staff Training Vendors train PERA staff on new software

features available in new versions

5RIO System Functional RIO retirement system running on new

hardware and software that will enable staff to perform day to day activities

6.7.2 PROJECT AND PRODUCT REVIEW AND ASSESSMENTS

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Review Type Quality Standard Tools Reviewer Reports

Requirements 1,2 HP’ Project Plan PERA IT staff Functional specification

Plans 1,2 HP’ Project Plan PERA IT staff Functional specification

Milestones 3 Regression Testing Project Team

Testing 4 Application usage User Administration and PERA System Users

Functional specification

6.7.3 AGENCY/CUSTOMER SATISFACTION

Areas of feedback When How Often

Project team awareness Throughout the life of the project

Bi-Weekly

Quality of communications During the life of the project, or during a communication issue

As needed, or as issues arise

Manages project tasks Upon completion of each task, or major milestone or deliverable.

Upon completion of milestones, or phases

Productive Meetings During the life of the project Bi-Weekly

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6.7.4 PRODUCT DELIVERABLE ACCEPTANCE PROCESS

Deliverable Final Approval Process Customer Acceptance Criteria

Software Project Manager All software is provided to PERA from the vendor on DVD or CD

Hardware Project Manager Functioning hardware is delivered and set up in the PERA environment.

Configuration and setup manuals

Project Manager A detailed description of all setup and configuration procedures, to include re-build options as well as any hardware related books or user manuals.

User and Administration guidelines

Project Manager/User Administration

A detailed guide that will assist in training, and in the daily administration of the system.

Service agreements Project ManagerAll service agreements must be in place prior to the close of project.

Software License Agreements

Project ManagerAll software license agreements must be in place and in a hardcopy format prior to the close of the project. They also must be in PERA’ possession prior to the close and final payment.

6.8 CONFIGURATION MANAGEMENTPERA will be the owners of all information generated throughout the project lifecycle. The project manager will keep all electronic project information until the completion of the project. All data will be stored within PERA’s secure data repository system, and made available at any time.

6.8.1 VERSION CONTROL

Any modifications to any documentation pertaining to this project shall be reviewed and approved by the project team. Each team member will be asked to approve and ratify any modifications prior to versioning any documentation. All versions of each document must be saved for future reference and new version number will be assigned within the CVS repository and managed by the project manager.

6.8.2 PROJECT REPOSITORY (PROJECT LIBRARY)All documentation for this project will be maintained by the project manager. The project manager will be in charge of maintaining and providing the agency with any documentation or information they may need.

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6.9 PROCUREMENT MANAGEMENT PLANPERA will be utilizing several State Price Agreements. The vendors PERA will be utilizing Abba Technologies for third party software, Softech and Associates for Imaging products and services, and Dell for all hardware purchases. PERA IT must also meet the strict internal standards set by internal and state wide procurement rules and regulations.

7. 0 PROJECT CLOSEUpon completion of this project, the project team will meet to verify that all project goals and deliverables were met. The project team will also keep and maintain a copy of the systems administration guide. The project manager will sign off on any outstanding invoices from HP and provide a final report to PERA’s Executive Director, DoIT Project Oversight and Compliance Division, and by the chosen IV&V vendor.

7.1 ADMINISTRATIVE CLOSE

At the close of each phase of the project, the project manager will sign off on invoices pertaining to the completed phase and coordinate payment to HP. The project manager will provide a report to PERA’s Executive Director, DoIT Project Oversight and Compliance Division, and chosen IV&V vendor.

7.2 CONTRACT CLOSE

All invoices and payments will be reviewed by the project manager to ensure correct and complete payment processing accuracy. The finance section will be notified to close the encumbrances.

ATTACHMENTSThe complete RIO2013 Project Schedule and Gantt Chart is available upon request.

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[INSERT PROJECT NAME] · Web viewFileNet P8 installation, configuration and integration Install, integrate and configure P8 environments with the RIO pension system. Three functional

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