W WATER R RIGHTS BUSINESS PROCESS MANAGEMENT SYSTEM P PROJECT C CHARTER F FOR C CERTIFICATION EXECUTIVE SPONSORS: RENEE MARTINEZ, CHIEF INFORMATION OFFICE JOHN ROMERO, WATER RIGHTS DIVISION CHIEF BUSINESS OWNER WRAP MANAGERS AND EMPLOYEES PROJECT MANAGERS: MERCEDES ORTEGA ORIGINAL PLAN DATE: MARCH 1, 2012 REVISION DATE: REVISION:
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project charter for certification - New Mexico Department of
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TTAABBLLEE OOFF CCOONNTTEENNTTSS TABLE OF CONTENTS ................................................................................................................................................. I
1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT ............................................................................................... 2 1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT...................................................... 3 1.3 PROJECT CERTIFICATION REQUIREMENTS .................................................................................................................. 3
2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS ....................................................................................................... 4
2.1 AGENCY JUSTIFICATION ........................................................................................................................................ 4 2.2 BUSINESS OBJECTIVES .......................................................................................................................................... 4 2.3 TECHNICAL OBJECTIVES ........................................................................................................................................ 5 2.4 IMPACT ON ORGANIZATION ................................................................................................................................... 5 2.5 TRANSITION TO OPERATIONS ................................................................................................................................. 6
3.0 PROJECT/PRODUCT SCOPE OF WORK ................................................................................................................ 7
Business Process and Application Implementation Plan (Release 1) ................................................................................. 10 Business Process & Application Requirements (Release 1) ................................................................................................ 10 Change Management Plan .................................................................................................................................................... 10 Business Process & Application Design Specifications (Release 1) ..................................................................................... 10 Business Process & Application Build & Demonstration (Release 1).................................................................................. 10 Business Process & Application User Acceptance & Training (Release 1) .......................................................................... 10 Business Process & Application Deployment (Release 1).................................................................................................. 10
3.2 SUCCESS AND QUALITY METRICS ...................................................................................................................... 11
5.1 FUNDING SOURCE(S) ......................................................................................................................................... 12 5.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE – .......................................................................................... 12
PROJECT CHARTER [WATER RIGHTS BUSINESS PROCESS MANAGEMENT SYSTEM] 1
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The Agency is facing a sustainability challenge in that its budget and staff have been reduced by 5% over the past two years while the volume of water rights claims continues to increase. The current drought has and will continue to exacerbate this problem as water right owners look for opportunities to use or sell previously unused water. The Agency’s Water Resource Allocation Program (WRAP) employs 120 water rights specialists to process water rights claims. This program is operating with 31 (25%) vacancies at this time and the backlog of claims and cycle time to process claims is growing. On a daily basis the Agency serves water right owners across the state of New Mexico by processing water right claims and related transactions (changes of ownership, permit applications, well log submittals, certificates of construction, proof of beneficial use, well meter readings). Customer service and agency efficiency with respect to processing water rights transactions is inextricably tied to the performance of the Agency’s water rights process and supporting information management systems.
The Water Resources Allocation Program (WRAP) within the Office of the State Engineer (OSE) is responsible for processing water rights applications, conducting the scientific research for making water rights decisions, maintaining water rights records, and enforcing any conditions or restrictions on water use. The OSE has, for more than twenty years, developed and used information systems to partially automate water rights administration processes. Unfortunately, the Agency is not able to enhance the current system at a pace that is necessary to support new water right administration requirements, rules and regulations. System users have been forced to implement many workarounds due to limitations of the current system architecture. Only two of seven application developers within the agency have the programming skills required to make enhancements to the current system. To respond to these business and technology challenges, the Agency desires to take a new approach to business process execution and performance management by adopting business process management principals and software.
Fifteen years ago, the Agency created the Water Rights Information Management System (WRIMS) to enhance accounting accuracy for the agency’s extensive water rights records and make them more readily accessible to the public. WRIMS is the accounting system for the State’s water rights, a $16.8 billion resource. The system provides an historical analysis of each individual water right claim in New Mexico, court orders and decrees, hydrographic survey results, permits, water right applications pending before the State Engineer, and electronic images of water rights documents. The system was designed to support historical water rights administration processes; however, these processes were developed prior to the automation age and although they may have been efficient for a paper-based environment, they were not re-engineered to take advantage of modern information technologies. In addition, the system is built upon old technology (Informix 4GL) and its extensive use has created a large backlog of needed enhancements. Examples of these enhancements include:
• Accounting for complex water rights schemes such as “stacking” of rights and multiple-use and diversion accounts.
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• Enhance irrigation meter reading and automated entry.
• Expand utilization and integration of Geographic Information System (GIS) technology.
• Increase adaptability to changes mandated by new laws, rules, regulations, court decisions and policy changes.
The current WRIMS architecture presents significant business and technical challenges to the Agency, including:
• Application updates are slow and costly due to tight-coupling of user interface, business logic and database processes; resulting in a proliferation of manual and semi-automated workarounds. An ever-increasing level of user competency is required to deal with these workarounds.
• Limitations of the text-based Informix 4GL user interface have made it difficult to improve screen layouts and functions. Application users like the key-board-centric data manipulation but complain about the number of screens involved in typical tasks.
• A lack of formal business process management methods has led to an inability to automate end-to-end transactions and workflows. The WRIMS serves mainly as a water rights data repository and has not been extended to automate complete processes and workflows.
• Interfaces with COTS applications, such as document management systems, have been implemented as point-to-point solutions. This makes it difficult to view and manage the entire process state.
• Informix 4GL is an outdated technology and finding skilled IT professionals to maintain and develop the application will become increasingly costly and difficult as the technology reaches obsolescence.
The purpose of this project is to redesign and automate our water rights administration business processes. A roadmap for the redesign was completed with a recommendation to use business process management software (BPMS) as the platform for a future state water right administration system. A request for information (RFI) was issued in April 2011 to several leading BPMS vendors and two vendors were selected for further evaluation through proof of concept application development activities. A final recommendation has been vetted by the Agency and the Agency is poised to start the design and development of business processes and automated systems. A BPMS is an integrated suite of software technologies that addresses business users' desire to see and manage work as it progresses across organizational boundaries. Successful completion of work requires the tight coordination of people, systems and information. A BPMS supports this full view of work by coordinating the interactions among people, systems and information, which are all equally
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important aspects of work. A BPMS supports process modeling, design, development and execution via the runtime environment in one package.
During the solution planning, envisioning and evaluation phase of the project, the following documents were fully developed, considered and adopted by the project sponsors:
Does the project fit into the criteria for certification? Which and how?
CRITERIA YES/NO EXPLANATION
PROJECT IS MISSION CRITICAL TO THE AGENCY
YES CUSTOMER SERVICE AND AGENCY EFFICIENCY WITH RESPECT TO PROCESSING WATER RIGHTS TRANSACTIONS IS INEXTRICABLY TIED TO THE PERFORMANCE OF THE AGENCY’S WATER RIGHTS PROCESS AND SUPPORTING INFORMATION MANAGEMENT SYSTEMS.
PROJECT COST IS EQUAL TO OR IN EXCESS OF $100,000.00
YES IMPLEMENTATION COSTS FOR THE PROJECT ARE ESTIMATED AT $716,250.
PROJECT IMPACTS CUSTOMER ON-LINE ACCESS
YES THE PROJECT AND RESULTING PROCESSES AND SYSTEMS WILL ALLOW CUSTOMERS TO INITIATE AND TRACK WATER RIGHT TRANSACTIONS ON-LINE.
PROJECT IS ONE DEEMED APPROPRIATE BY THE SECRETARY OF THE DOIT
YES THE PROJECT WAS INCLUDED ON THE DOIT LIST OF FY13 C2 IT PROJECT RECOMMENDATIONS.
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CRITERIA YES/NO EXPLANATION
WILL AN IT ARCHITECTURE REVIEW BE REQUIRED?
NO THE SYSTEM WILL BE DEVELOPED AND IMPLEMENTED USING A CLOUD SOFTWARE AS A SERVICE PLATFORM.
IDENTIFY AGENCY MISSION, PERFORMANCE MEASURE OR STRATEGIC GOALS TO BE ADDRESSED THROUGH THIS PROJECT
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GOAL 1 (AGENCY) PROMOTE THE EFFECTIVE ADMINISTRATION, DISTRIBUTION, PROTECTION, CONSERVATION AND DEVELOPMENT OF THE STATE’S SURFACE AND GROUNDWATER.
GOAL 2 (AGENCY) ADMINISTER WATER RIGHTS FROM AN ELECTRONIC PLATFORM THAT INCLUDES: A DATABASE OF EXISTING RIGHTS AND APPLICATIONS; AN APPLICATION STATUS AND TRACKING SYSTEM; AND A GEOGRAPHIC INFORMATION SYSTEM (GIS).
GOAL 3 (GOVERNOR) ENSURE TRANSPARENCY AND ETHICS IN OUR GOVERNMENT
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USE THE FOLLOWING TABLE TO LIST MEASURABLE BUSINESS OBJECTIVES
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BUSINESS OBJECTIVE 1
IMPROVE BUSINESS AGILITY, THAT IS, TO SIGNIFICANTLY (BY 30%) REDUCE THE TIME AND EFFORT REQUIRED TO CHANGE BUSINESS PROCESSES AND INFORMATION SYSTEMS TO ADAPT TO EVOLVING BUSINESS RULES, REGULATIONS AND PRIORITIES
BUSINESS OBJECTIVE 2
IMPROVE STAFF PRODUCTIVITY (BY 15% OR GREATER)
BUSINESS OBJECTIVE 3
INCREASE BUSINESS PROCESS TRANSPARENCY AND PERFORMANCE MANAGEMENT
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BUSINESS OBJECTIVE 4
REDUCE THE COST FOR SYSTEM MAINTENANCE AND FUTURE DEVELOPMENT
BUSINESS OBJECTIVE 5
IMPROVE CONSTITUENT (WATER RIGHTS OWNERS, COURTS, LEGISLATORS) SATISFACTION WITH OSE SERVICES
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TECHNICAL OBJECTIVE 1
PROVIDE FOR QUICK PROCESS AND BUSINESS RULE RECONFIGURATION WITH MINIMAL DOWNTIME
TECHNICAL OBJECTIVE 2
PROVIDE USER INTERFACES THAT ARE INTUITIVE, EASY TO LEARN AND WEB-BASED
TECHNICAL OBJECTIVE 3
PROVIDE AUTOMATED WORKFLOW, BUSINESS RULES AND EXCEPTION HANDLING
TECHNICAL OBJECTIVE 4
PROVIDE REAL-TIME WORKFLOW STATE REPORTING
TECHNICAL OBJECTIVE 5
SHIFT IT WORKLOAD FROM PROGRAMMER TO BUSINESS ANALYST- RESOURCES
TECHNICAL OBJECTIVE 6
MAXIMIZE RE-USE OF EXISTING APPLICATION ASSETS
TECHNICAL OBJECTIVE 7
ADOPT INDUSTRY-STANDARD CLOUD INFRASTRUCTURE AND OPERATIONS PROCEDURES
TECHNICAL OBJECTIVE 8
PROVIDE CUSTOMER SELF-SERVICE FUNCTIONS WITH INTUITIVE, EASY TO LEARN AND USE, WEB-BASED USER INTERFACES
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AARREEAA DDEESSCCRRIIPPTTIIOONN
END USER WATER RIGHTS SPECIALISTS WILL HAVE TO ADAPT TO NEW PROCESSES AND SYSTEMS FOR HANDLING CUSTOMER WATER RIGHT CLAIMS AND TRANSACTIONS.
BUSINESS THE PROJECT WILL HAVE A FOCUS ON THE REDESIGN OF BUSINESS PROCESSES TO MAKE THEM MORE EFFECTIVE,
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AARREEAA DDEESSCCRRIIPPTTIIOONN PROCESSES EFFICIENT AND TRANSPARENT. EXPECTATIONS FOR IMPROVED
PROCESSES WILL BE PARAMOUNT.
IT OPERATIONS AND STAFFING
AGENCY IT STAFF WILL HAVE TO ADAPT TO A NEW APPLICATION DEVELOPMENT METHODS THAT ARE MORE BUSINESS ANALYST FOCUSED AND LESS SOFTWARE DEVELOPMENT FOCUSED.
CONSTITUENTS EXTERNAL CUSTOMERS WILL HAVE THE OPPORTUNITY TO INITIATE WATER RIGHT CLAIMS AND SUBMIT SUPPORTING INFORMATION (WELL LOGS, AFFIDAVITS, METER READINGS) USING A WEB-BASED APPLICATION AS AN ALTERNATIVE TO VISITING A LOCAL DISTRICT OFFICE TO DO THIS.
PRELIMINARY OPERATIONS LOCATION AND STAFFING PLANS
INFRASTRUCTURE (HARDWARE & SOFTWARE SYSTEM) – OUTSOURCED VIA APPIAN’S CLOUD BPMS SOFTWARE AS A SERVICE PLATFORM
APPLICATION DEVELOPMENT – INSOURCED USING AGENCY IT APPLICATION DEVELOPMENT STAFF WITH TRANSITION AND KNOWLEDGE TRANSFER FROM BPMS SOFTWARE VENDOR
DATA SECURITY, BUSINESS CONTINUITY
INFRASTRUCTURE (HARDWARE & SOFTWARE SYSTEM) – OUTSOURCED VIA APPIAN’S CLOUD BPMS SOFTWARE AS A SERVICE PLATFORM
APPIAN IS THE ONLY BPMS VENDOR CERTIFIED WITH AN AUTHORITY TO OPERATE IN THE CLOUD UNDER THE FISMA ACT OF 2002. THE FISMA ACT OF 2002 IS A COMPREHENSIVE FRAMEWORK FOR ENSURING THE EFFECTIVENESS OF INFORMATION SECURITY CONTROLS OVER INFORMATION RESOURCES THAT SUPPORT FEDERAL OPERATIONS AND ASSETS.
APPIAN IS ALSO AN OFFICIAL SOLUTION PROVIDER FOR THE AMAZON WEB SERVICES GOVCLOUD (US).
MAINTENANCE STRATEGY
INFRASTRUCTURE (HARDWARE & SOFTWARE SYSTEM) – OUTSOURCED VIA APPIAN’S CLOUD BPMS SOFTWARE AS
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AARREEAA DDEESSCCRRIIPPTTIIOONN A SERVICE PLATFORM
APPIAN’S CLOUD SUBSCRIPTION SERVICES INCLUDE SOFTWARE AND HARDWARE PATCHING AND UPGRADES
INTEROPERABILITY AGENCY USERS WILL NEED A WEB BROWSER AND INTERNET CONNECTION TO ACCESS THE APPLICATIONS DEVELOPED USING THE BPMS SOFTWARE
RECORD RETENTION THE WATERS DATABASE WILL CONTINUE TO BE THE DATABASE OF RECORD FOR WATER RIGHTS. INTERFACES BETWEEN THE NEW BPMS APPLICATION AND THE WATERS DATABASE AND DOCUMENT MANAGEMENT SYSTEM WILL BE IMPLEMENTED AS PART OF THIS PROJECT.
CONSOLIDATION STRATEGY
INFRASTRUCTURE (HARDWARE & SOFTWARE SYSTEM)– OUTSOURCED VIA APPIAN’S CLOUD BPMS SOFTWARE AS A SERVICE PLATFORM
This initial list of project deliverables are those called for by the IT Certification Process and Project Oversight memorandum, but does not exhaust the project deliverable documents
Project Deliverable Title Project Deliverable Description
Project Charter The Project Charter for Certification sets the overall scope for the project, the governance structure, and when signed is considered permission to proceed with the project. The Project Charter for Certification is used to provide the Project Certification Committee with adequate knowledge of the project and its planning to certify the initiation phase of the project
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Project Deliverable Title Project Deliverable Description
Certification Form The Request for Certification and Release of Funds form is submitted when a project goes for any of the certification phases. It deals with the financial aspects of the project, as well as other topics that indicate the level of planning that has gone into the project. Many of the questions have been incorporated into the preparation of the project charter
Project Management Plan A formal document approved by the executive sponsor and the Department of IT (DoIT) and developed in the plan phase used to manage project execution, control, and project close. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost and schedule baselines. A project plan includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management. plan.
IV&V Contract & Reports Independent verification and validation (IV&V) means the process of evaluating a project to determine compliance with specified requirements and the process of determining whether the products of a given development phase fulfill the requirements established during the previous stage, both of which are performed by an organization independent of the lead agency. The DoIT requires all projects subject to oversight to engage an independent verification and validation contractor unless waived by the DoIT.
IT Service Contracts The DoIT and the State Purchasing Division of General Services have established a template for all IT related contracts.
Risk Assessment and management
The DoIT Initial PROJECT RISK ASSESSMENT template which is meant to fulfill the following requirement:
“Prepare a written risk assessment report at the inception of a project and at end of each product development lifecycle phase or more frequently for large high-risk projects. Each risk assessment shall be included as a project activity in project schedule.” Project Oversight Process memorandum
Project Schedule A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. The defacto standard is Microsoft Project
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Project Deliverable Title Project Deliverable Description
Monthly Project Status Reports to DoIT
Project status reports. For all projects that require Department oversight, the lead agency project manager shall submit an agency approved project status report on a monthly basis to the Department.
Project Closeout Report This is the Template used to request that the project be officially closed. Note that project closure is the last phase of the certification process
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Metric are key to understanding the ability of the project to meet the end goals of the Executive Sponsor and the Business Owner, as well as the ability of the project team to stay within schedule and budget.
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QUALITY METRIC 1 – BUDGET VARIANCE
COSTS THAT EXCEED BUDGETS MUST BE KEPT TO A MINIMUM; NOT TO EXCEED CONTIGENCY BUDGET OF 5% OR $35,000
QUALITY METRIC 2 – BUSINESS OBJECTIVES
ACTUAL BUSINESS BENEFITS ARE WITHIN 5% OF PROJECTED BUSINESS BENEFITS FOR:
• REDUCTION IN WATER RIGHT PROCESSING BACKLOGS
• REDUCTION IN CYCLE TIME TO IMPLEMENT PROCESS CHANGES/IMPROVEMENTS
WRAP EMPLOYEES AND MANAGERS WILL USE THIS SYSTEM TO AUTOMATE THEIR WATER RIGHTS
OSE PROGRAM DIRECTOR
DISTRICT MANAGERS
WATER RIGHTS
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NNAAMMEE SSTTAAKKEE IINN PPRROOJJEECCTT OORRGG TTIITTLLEE ADMINISTRATION BUSINESS PROCESS. THE SYSTEM WILL ALLOW USERS TO SEE AND MANAGE WORK AS IT PROGRESSES ACROSS ORGANIZATIONAL BOUNDARIES.
Mrs. Ortega has over twenty years experience in IT applications development and support with twenty years experience working in the New Mexico Office of the State Engineer. She has five years experience managing applications development projects and has taken project management courses certified by the Project Management Institute.
An iterative business process and application development life cycle with define, design, build, deploy activities will be followed on this project. Release 1 of the new system will design and automate the domestic water right administration processes.
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1 THE SPECIAL APPROPRIATIONS FOR THE PROJECT MUST BE USED PRIOR TO JUNE 30, 2014. SEE 1.2 FUNDING AND SOURCES, ITEM #2.
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Types include the following and should be associated with each dependency listed. • Mandatory dependencies are dependencies that are inherent to the work being done. • D- Discretionary dependencies are dependencies defined by the project management team. This may also
encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.
• E-External dependencies are dependencies that involve a relationship between project activities and non-project activities such as purchasing/procurement
[Risk 1 Change Management] CHANGE MANAGEMENT FOR EMPLOYEES, CONSTITUENTS AND IT PROFESSIONALS. THE PROJECT WILL INTRODUCE MANY CHANGES.
Probability: HHIIGGHH Impact: MMOODDEERRAATTEE
MITIGATION STRATEGY: A STRUCTURED APPROACH TO CHANGE MANAGEMENT WILL BE FOLLOWED DURING THE COURSE OF THE PROJECT STARTING WITH THE DEVELOPMENT OF A CHANGE MANAGEMENT PLAN. CRITICAL CHANGE MANAGEMENT PLAN COMPONENTS WILL INCLUDE: 1. COMMUNICATIONS THAT INFORMS VARIOUS STAKEHOLDERS OF THE REASONS FOR THE CHANGE, THE BENEFITS OF SUCCESSFUL IMPLEMENTATION AS WELL AS THE DETAILS OF THE CHANGE, 2.EDUCATION, TRAINING AND POTENTIAL RE-CLASSIFICATION OF IT JOBS, 3. ALIGNMENT OF EMPLOYEE PERFORMANCE PLANS WITH NEW BUSINESS PROCESS PERFORMANCE GOALS, 4.EMPLOYEE COUNSELING (IF REQUIRED) TO ALLEVIATE ANY CHANGE RELATED FEARS, AND 5. MONITORING THE RESULTS OF THE PROJECT AND FINE-TUNING THE CHANGE MANAGEMENT APPROACH AS REQUIRED. CONTINGENCY PLAN: THE SYSTEM WILL NOT BE DEPLOYED UNTIL USER ACCEPTANCE TEST AND TRAINING ARE SUCCESSFUL
[Risk 2 Cloud SaaS Experience] UNKNOWN TECHNICAL AND IMPLEMENTATION ISSUE MAY IMPACT SCHEDULE AND COSTS DUE TO INEXPERIENCE WITH IMPLEMENTING THIS CLOUD SOFTWARE AS A SERVICE SOLUTION
Probability: HHIIGGHH Impact: MMOODDEERRAATTEE
MITIGATION STRATEGY: THE OSE/ISC IS UTILIZING THE SERVICES OF AN IT RESEARCH AND ADVISORY COMPANY, GARTNER GROUP, TO LEARN AND APPLY BEST PRACTICES FOR THE EVALUATION, ACQUISITION AND IMPLEMENTATION OF CLOUD SOFTWARE AS SERVICE SOLUTIONS. CONTINGENCY PLAN: THE PROJECT MANAGER WILL IDENTIFY ISSUES THAT MAY IMPACT COST AND SCHEDULE ON A REGULAR BASIS AND ASSIGNED RESPONSIBILITY FOR RESOLVING THE ISSUES IS AN APPROPRIATE TIME PERIOD.
John Romero and Renée Martínez will be responsible for keeping the Project Steering Committee and OSE/ISC IT Governance Committee apprised of project status and outcomes.
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All other agency programs will be interested on how and when the business process management software suite and business process improvement standards and methods will be available to their programs once this project is completed.
IV&V focus depends upon the type of project, with various emphases on project and product deliverables. The following check list is based on Exhibit A of the OCIO IV&V Contract Template, and the Information technology template. It is included here to provide a high level of the type of IV&V accountability the project envisions:
Project/Product Area Include –Yes/No
Project Management Yes
Quality Management Yes
Training Yes
Requirements Management Yes
Operating Environment No
Development Environment No
Software Development No
System and Acceptance Testing Yes
Data Management No
Operations Oversight Yes
Business Process Impact Yes
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