Project Management Plan

Project Management Plan for the Development and Deployment of the License Issuance System Recommended in the Decision Support Document Prepared by Software Technology Group stgutah.com January 20, 2004

Table of Contents Introduction..................................................................................................................................4 Integration.....................................................................................................................................4 Project Plan Development, Execution & Change Control..........................................................4 Scope .............................................................................................................................................4 Initiation.....................................................................................................................................4 Scope Planning...........................................................................................................................4 Scope Definition.........................................................................................................................4 Scope Verification.......................................................................................................................5 Scope Change Control................................................................................................................5 Time...............................................................................................................................................6 Activity Definition.......................................................................................................................6 Activity Sequencing & Duration Estimating...............................................................................7 Schedule Development................................................................................................................7 Schedule Control........................................................................................................................7 Cost................................................................................................................................................8 Cost Estimating..........................................................................................................................8 Cost Control...............................................................................................................................8 Quality...........................................................................................................................................8 Quality Planning........................................................................................................................8 Quality Assurance & Control.....................................................................................................8 Human Resource...........................................................................................................................9 Organizational Planning............................................................................................................9 Staff Acquisition..........................................................................................................................9 Team Development.....................................................................................................................9 Communication...........................................................................................................................10 Communications Planning & Performance Reporting.............................................................10 Information Distribution...........................................................................................................10 Administrative Closure.............................................................................................................10 Risk..............................................................................................................................................11 2 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

Risk Management Planning......................................................................................................11 Risk Identification, Analysis and Response Planning...............................................................11 Risk Monitoring and Control....................................................................................................16 Procurement................................................................................................................................16 Procurement Planning..............................................................................................................16 Solicitation Planning, Solicitation & Selection.........................................................................16 Contract Administration & Closeout........................................................................................16 3 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

Introduction This Project Management Plan provides a project plan for the development and deployment of the license issuance system recommended in the Decision Support Document, which recommends that the system be developed using a team consisting of a combination of Wyoming Game & Fish staff and contractors from an outside systems development firm. Integration Project Plan Development, Execution & Change Control Project management will be provided by a contract project manager (PM). Project oversight will be provided by a single point of contact at the Department, the Electronic License Program Coordinator. The project manager will be responsible for updating and maintaining this project plan as needed during the course of the project. The project manager’s responsibilities include authorship, maintenance, monitoring and reporting on the status of the project relative to the project plan. The project manager will report to the Electronic License Program Coordinator, who will report to the Key Stakeholders group, which is not expected to be the same group that developed the Decision Support Document. All changes to the project plan will be communicated using the same communication plan and change control process described later in this document. Scope Initiation Two initiation steps need to be taken: 1. Approval and funding from the Commission 2. Hiring an Electronic License Program Coordinator to lead the detailed design of the system as well as to create and issue the RFP for a contract development partner Scope Planning The scope of this project includes the development of the following new licensing systems and the necessary documentation and training as appropriate: 1. Automated POS system 2. Online Draw application 3. In-house Draw application data entry and interface to current mainframe Draw selection system 4. Online license sales Scope Definition The development of the systems identified in the “Scope Planning” section above will include the creation of the following deliverables: 1. RFP for contract development partner 2. Contract with development partner 3. Functional Requirements document a. Detailed system requirements that are used to design and develop the system 4. Detailed Design document a. Detailed specifications for the capabilities and behavior of the system 4 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

5. Updated project plan, including updated scope, time, costs, human resources, risk analysis, etc. 6. Quality Assurance and Testing plans 7. Training materials 8. Documentation of systems 9. The new systems themselves a. Automated POS system b. Online Draw application c. In-house Draw application data entry and interface to current mainframe Draw selection system i. Note that the interface portion of this task is temporary, as the long-term goal is to consolidate the customer & license information databases of the Draw and the OTC License Accounting systems. See the Risk section of this document for more detail regarding the benefits of this temporary interface solution. ii. The new Draw application data entry portion is part of the long-term solution. d. Online license sales 10. Periodic milestone reports to the Commission at each Commission meeting a. Provided in both printed and electronic format 11. A project web site for sharing deliverables The Project Web Site will be available to the Commission, the Key Stakeholders, the development team, and all others directly involved in this project. This web site will contain: • Contact information for all those with access to the site • The Decision Support Document • This Project Management Plan • The project schedule • All deliverable documents generated as part of this project • Status Reports • Presentations • Discussion/comment area The deliverable documents listed above will be created in MS Office formats (Word, Excel, PowerPoint, Project, Visio, etc.) and output in PDF format. Scope Verification The scope of this project will be verified and approved in writing by the Key Stakeholders group at the conclusion of the Requirements Analysis when this project plan will be updated with the most current estimates of scope, time, and cost. Scope Change Control All requests to change the scope of the project will be handled by the Electronic License Program Coordinator during the requirements analysis, and by the contract PM during development and deployment. Many requests will fall within the scope and the flexibility of the schedule. Minor changes will be handled by the PM, and the appropriate documents – such as the schedule – updated and communicated as part of the normal communication plan. This will give the Key Stakeholders group an opportunity to review the changes and challenge them. However, requests that could have a significant impact on the scope will be communicated by the PM to the Electronic License Program Coordinator and the Key Stakeholders via a Change Request Form which must be approved by the Department and the contract development partner. Such requests must be approved before they will be incorporated into the project. 5 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

Time Activity Definition This project will include the following activities (not necessarily in this order): • Initiation o Commission approval & funding o Hire Electronic License Program Coordinator o RFP for a contract development partner  Create RFP  Issue RFP  Evaluate responses  Select partner  Contract • Requirements analysis o Interviews o Shadowing o Focus groups o Story-boarding o Prioritization o Documentation  Detailed Functional Requirements document • Legislative and regulatory changes as needed and as determined by the requirements analysis • Development o Enable web site for e-commerce o Online Draw application o In-house Draw application data entry o Online license sales o POS system development  Hardware selection  Software design  Software development • Testing & Quality Assurance (QA) o Quality assurance plan o Test plan o In-house testing o Pilot deployment • Deployment o Online Draw application o In-house Draw application data entry o Online sales o POS system  Pilot deployment  Full deployment • Training o Courseware development  POS system 6 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

 Online Draw application  In-house Draw application data entry  Online sales  Internal reports & administration o Training  Department staff  LSAs  Help desk • Marketing o Online Draw application o POS system o Online sales o Internal marketing • Project Management o Communication o Coordination o Regular review and maintenance of the project plan • Hiring o Database developer for Department staff o Additional Department staff as needed to build the project development team o Help desk personnel o Note that all of the above hiring needs are new, full-time, long-term, permanent Department staff Activity Sequencing & Duration Estimating The entire project (including the deployment of the new POS system to hundreds of LSAs) is expected to be complete by January 1, 2006. This project is divided into multiple phases, many of which are overlapped (“fast-tracked”) in the schedule in order to shorten the time to full deployment. Details regarding the tasks involved in these phases – including estimates for these tasks – are provided in the project schedule available in a separate document (in MS Project format). Schedule Development The details of the schedule are available in a separate MS Project file. This schedule will be updated based on the findings of the requirements analysis. It will also be used to monitor and report progress on the project. The contract project manager (PM) will be responsible for schedule development and communication. Schedule Control The contract project manager (PM) will regularly update and monitor the progress of the schedule in MS Project. The PM will also be responsible for reporting on progress, altering the schedule as necessary, etc. Schedule changes will follow the rules set forth in the Change Management plan described in the Scope section. 7 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

Cost Cost Estimating The current estimated costs of the development and deployment of the system are provided in the Decision Support Document, and are reviewed here. POS system development $ 625,000 Draw system development $ 312,500 Back-end hardware (purchase, installation, configuration) $ 100,000 POS hardware for LSAs $ 150,000 Courseware development and training $ 56,250 Help desk (initial deployment) $ 200,000 Total $ 1,443,750 Hardware costs for LSA POS terminals will be borne by the Department, and are expected to be approximately $750 per LSA. These estimates will be refined and updated by the PM following the requirements analysis. Cost Control The PM will track and report actual costs twice per month. These actual costs will be compared to the anticipated costs, and the PM will raise any concerns as needed in the weekly status report. Quality Quality Planning The system will favor the use of open standards and proven systems. It will favor systems that do not require an unusual amount of maintenance, nor hard-to-find skills, resources, hardware, etc. It will not include systems with questionable longevity; however, it will allow some current applications to remain for a time before being upgraded or swapped out (e.g., the mainframe Draw selection). The system will be modularized in order to allow the various applications to be upgraded, modified, customized, or replaced with minimum impact on other applications. It will be designed for future growth. Quality Assurance & Control A team member with the appropriate skills and background will create a quality assurance plan as well as testing plans for each of the major systems to be developed. This QA specialist will periodically review these plans and conduct periodic quality review meetings in order to evaluate the quality of recent work and to make suggestions on how to improve the process. The periodic presentations to the Key Stakeholders group will also be a quality assurance and control mechanism. Daily and weekly checklists will be developed to ensure that routine tasks (such as backups) are performed. The QA specialist will monitor compliance with these requirements. 8 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

Human Resource Organizational Planning The contracted development partner will provide a project manager (PM) and a few additional contract personnel to work with the Department IT staff in developing and deploying this system. The Department will provide a single point of contact (the Electronic License Program Coordinator) that provides project oversight. The PM will report to the Electronic License Program Coordinator, who will report to the Key Stakeholders group. The Key Stakeholders group for the development of these systems is not expected to be the same group that put together the Decision Support Document. Staff Acquisition The following table outlines the plans for filling the project team positions identified in the Decision Support Document. These plans may change somewhat based on the responses from candidate contractors, and should be updated to reflect the change implied the by selection of a particular contractor as well as following review of the project plan and schedule at the beginning of the development phase of the project. Team Position Plan for Filling the Position Legislative, Accounting, Audit Expert Use a current Department employee; backfill this employee with a temporary, contract employee until the project is complete Project Manager / Business Analyst Use a contract project manager Electronic License Program Coordinator Hire a new, full-time Department employee for the project and the ongoing management of the system after deployment Database Architect Use a contract consultant Infrastructure Designer Use a contract consultant Legacy Systems App Developer Use a current Department employee; backfill with a new, full- time Department employee Web / OTC App Developer Use a current Department employee; backfill with a new, full- time Department employee Training Developer & Lead Trainer Use a contract consultant Technical Help Desk – Tier 2 When it comes time for the pilot deployments, hire 4 new full- time permanent Department employees, plus 2 temporary, contract employees for the first year. The contract development partner should also provide occasional review of the system architecture and design by a senior database consultant with experience in data modeling, database design, query optimization, and system tuning. Team Development It will be important to identify technologies and skills that need to be developed within the team, such as understanding of the third-party software to connect the online Draw application to the mainframe. Although much of the development can be done with the contract team working remotely, there will be times when it is important for the combined team to get together, particularly during the requirements analysis. In order to build an open communication within the team, these get together should not be limited to business only. 9 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

Communication Communications Planning & Performance Reporting The PM will be primarily responsible for communication. The PM will send weekly status reports to the Electronic License Program Coordinator as well as the Key Stakeholders group and the project development team. The PM’s daily communications will be mostly with the development team and the Electronic License Program Coordinator. The contract and internal developers will also communicate freely and directly – as they should on a team. All change requests, functional clarifications, and other such official communication will be documented in writing (either by e-mail or on paper). Presentations to the Key Stakeholders group and the Commission will be held at key milestones during the project. Information Distribution Status reports will be sent out via e-mail as well as published to the project web site. The project web site will house a repository of deliverables, including change requests and status reports. A list of the Key Stakeholders and all people directly involved in this project will be maintained and stored on the project web site. Administrative Closure Key milestones will be marked by deliverables that are approved by the Department using a User Acceptance form. 10 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

Risk Risk Management Planning Risk management will be recorded in this document rather than a separate document. The PM will be responsible for maintain this and all other sections of the project plan. Risk Identification, Analysis and Response Planning We will proactively identify and manage significant risks to the success of the project. Those risks that are at least moderate in either their probability or their impact are identified in the following list. 1. Project Management a. Description i. The Department does not currently have a PM that has experience managing the full life-cycle (i.e., business analysis, requirements analysis, architecture, design, development, testing, pilots, deployment, maintenance) of multiple large-scale (i.e. millions of lines of code) applications deployed to a large audience (i.e., hundreds of thousands of users). b. Assessment i. Probability 1. This is a current problem, so the probability of this risk occurring is 100% at the moment ii. Impact 1. The impact to the project of not having a PM qualified for such a project is quite high. The project could easily spin out of control in scope, costs, time, etc. c. Response (Prevention / Reduction / Contingency) i. A contract PM needs to be engaged for this project. This requirement needs to be included in the RFP for a contract development partner. The required PM qualifications need to be clearly enumerated and highly weighted in the RFP. ii. The project should not proceed without a qualified PM. 2. Team a. Description i. This risk is that the Department either does not assemble the team described earlier in this document, or does not adequately backfill those that are on the project team so that they can be dedicated fulltime to the project. This could result in schedule delays, missed deadlines, etc. causing the deployment of the full system to be delayed, or the quality of the system to be compromised. b. Assessment i. Probability 1. Without risk management, the probability of this risk occurring is quite high. ii. Impact 1. The impact to the project is quite high. Without a dedicated, qualified project team, the project would stagnate and experience only small pockets of success. It could even compromise the sportsmen’s trust in the Department, and result in reduced license sales. c. Response (Prevention / Reduction / Contingency) i. The team requirements need to be clearly enumerated and highly weighted in the RFP. 11 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

ii. The project should not proceed without these additional team members from the selected contract development partner, as well as the needed resources to backfill project team members. 3. The Draw a. Description i. Wyoming’s process for determining who gets limited quota licenses (the Draw selection process) has been remarkably reliable: Wyoming has never missed a deadline. Any change to the Draw process, however necessary, carries with it some risk. The risks include loss of data, loss of applications, incorrect results, and delays resulting in missed deadlines. b. Assessment i. Probability 1. The probability of a disruption in the Draw process that is noticeable to the public is moderate (unless something is done to mitigate this risk) ii. Impact 1. The impact could be minor or severe. Although any direct impact would almost certainly be limited to the online Draw applications, it could indirectly affect the Draw itself, and would certainly put at risk the public’s trust in the Draw, which is the source of most of the Department’s operating budget. c. Response (Prevention / Reduction / Contingency) i. The Draw process needs to be carefully migrated over the course of a few years’ time. The changes needed should be divided into small, manageable phases that can each be thoroughly tested prior to deployment. Several small projects are much safer than one large one. ii. All phases need to have ample testing time, resources, etc. Each phase needs to have a complete test plan created for it. A proposed outline of these phases is: 1. The first phase will be the introduction of an online Draw application. Data can be copied from the mainframe to the new system for the purpose of validating data entered by the users. Data gathered in this way should be entered into the current mainframe system for further processing. In other words, the mainframe system itself should not be altered in the first phase, but the online Draw application should simply be added to the current system as an additional method of data gathering. a. This first phase is all that should be done with the Draw in the first year of a new system. 2. The second phase can address the synchronization and consolidation of customer and license data between the Draw and the License Accounting system. a. This can be in the second year. 3. The third phase can then move the Draw selection process to the new system. In this phase, the mainframe system and the new system should be run in parallel for a year (or two) to serve as a backup/contingency as well as a validation of the new system. a. This can be in the third and fourth years of a new system. 4. Court Challenge a. Description i. Sportsmen charged with making a false oath regarding residency may challenge these charges in court by calling into question the validity or reliability of the new system, especially the use of electronic signatures and electronic storage of license data. For example, the sportsman may claim that the electronic signature 12 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

is not binding, or that the information on the license was tampered with while stored electronically. b. Assessment i. Probability 1. The probability that someone will make this claim is relatively high. ii. Impact 1. The impact could be moderate, requiring the Department to make significant changes to the system in response to deficiencies identified by the Court. c. Response (Prevention / Reduction / Contingency) i. The Department should take proactive steps now and through the design, development, and deployment of the system to be prepared to defend the system in court, and to avoid challenges whenever possible. ii. The Wyoming Attorney General’s office should be engaged to research this issue, electronic signature legislation (e.g., the Federal E-SIGN law, and UETA), precedent for defending such systems in court in other states, etc. iii. The AG’s office should advise the Department on steps to take in the design of the system (e.g., clear statements and disclaimers on the Department’s online license sales and Draw application, data backup & security). iv. The Department should seek and implement advice from software developers with experience building web-based applications with legally-binding electronic signatures. v. The Department should continue to print oath statements on all licenses and require the sportsman’s signature for all licenses, whether purchased from an LSA, or printed from home, or mailed by the Department 1. Note that this implies that the oath and signature will be added to Draw licenses in the new system vi. The new system should be designed with a data backup, audit trail, and security system that the developers and the AG’s office feel is appropriate to defend any challenges to the integrity of the data. This can include tracking all data changes, tamper-sealing data, encrypting data, periodic backups that are stored at secure off-site locations, etc. 5. Infrastructure (Prevention / Reduction / Contingency) a. Description i. The infrastructure of the Department is not adequate for the proposed system. This project requires a significant amount of bandwidth and a significant and sustained investment in operating reliable servers. Although the Department has been able to keep its servers running at a 99.5% uptime rate, there are a number of single points of failure that need to be addressed in order to provide the level of reliability required by a 24/7 system. b. Assessment i. Probability 1. This is a current problem, so the probability of this risk occurring is 100% at the moment. ii. Impact 1. The impact to the project is high. Servers or connections being down – particularly during peak times – would seriously impact licenses sales for LSAs, as well as for the online Draw application. c. Response (Prevention / Reduction / Contingency) i. The Department needs to either make a significant and sustained investment in providing high-availability 24/7 servers, or select a suitable data center that has 13 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

proven experience in providing high-availability services. A number of single points of failure need to be corrected by introducing redundant systems in the following areas: 1. Power 2. Internet connectivity 3. Climate control 4. Backups ii. The contract infrastructure architect needs to review and finalize these plans for redundancy and high-availability. iii. Pilots of new systems – particularly the POS system iv. Keep paper-based systems as a backup for the first year of deployment of the new systems 6. Long-term Funding Support a. Description i. With an in-house system (such as this), it is easier to cut the budget for the ongoing administration and maintenance of the system than if these services were provided by a licensing systems provider/partner where a contract provides some protection against budget cuts. b. Assessment i. Probability 1. The probability of ongoing maintenance being under-funded is moderate to high ii. Impact 1. The impact would be minor to moderate to severe depending on the degree and duration of under-funding. c. Response (Prevention / Reduction / Contingency) i. Commitment from the Commission to continue the ongoing funding at certain levels. ii. A system performance and risk assessment report should be routinely generated semi-annually and formally presented to the Department, the Commission, and the Wyoming CIO. This will provide a mechanism for periodically bringing issues and risks to the attention of those who can correct them. 7. Loss of Functionality a. Description i. The new system could be missing needed features that are in the current system. This could happen if business processes that are working fine right now are overlooked in the focus to find and fix what is not working. b. Assessment i. Probability 1. The probability of this occurring is moderate ii. Impact 1. The impact could be minor to high c. Response (Prevention / Reduction / Contingency) i. Thorough requirements analysis ii. Involvement of subject matter experts in the review and testing of new systems iii. Pilots of new systems – particularly the POS system iv. Include an offline capability in the POS system so that licenses can still be sold even when the connection is down v. Thorough testing – particularly the Draw system vi. Adopt and iterative, agile development methodology 1. Tackle risky projects a piece at a time 14 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

8. Resistance to Change a. Description i. There will be those who have difficulty accepting or adjusting to new systems. b. Assessment i. Probability 1. The probability of this occurring is high ii. Impact 1. The impact is expected to be moderate c. Response (Prevention / Reduction / Contingency) i. Involve users in the requirements analysis and testing ii. Provide thorough training on the new systems and processes, including formal courseware and training for LSAs and Department staff iii. Provide user support / help desk iv. We have already decided to allow the low-volume LSAs to continue to use the current manual system in order to avoid resistance to change from those who are most likely to receive the least benefit in new systems 9. Data Loss a. Description i. During development, data and/or deliverables could be lost due to human error, software error, hardware error, theft, accidental damage, etc. b. Assessment i. Probability 1. Low ii. Impact 1. Could be high c. Response (Prevention / Reduction / Contingency) i. Backups. The development team will put into place a regular process that backs up their work, including off-site backups. ii. Version Control. The development team will use industry standard version control software to store their work. iii. Security. The backup systems and version control systems will be secured physically and access to them will be limited to those who legitimately need it. 10. Miscommunication / Misunderstanding a. Description i. Clear and accurate communication is always a concern, particularly with new projects and new clients. b. Assessment i. Probability 1. Moderate ii. Impact 1. Minor to High, depending on the miscommunication and how long it goes unresolved c. Response (Prevention / Reduction / Contingency) i. The PM will be responsible for communication and documenting communications ii. The PM will regularly review communication plans to see how they can be improved. 15 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

Risk Monitoring and Control These risks will be reviewed, updated, and changes communicated, etc. by the PM on a regular basis. An overall risk assessment will be included in the weekly status reports. Procurement Procurement Planning The infrastructure specialist will determine the hardware requirements and will select the specific hardware and vendor in accordance with the State IT standards and in cooperation with the Department IT manager. These hardware requirements and selections will be documented and distributed to all those directly participating in this project. The server hardware and infrastructure needed for them will need to be acquired early in the development phase. The LSA POS terminal hardware will not be needed until just prior to the pilots and deployment. See the project schedule for more details. Solicitation Planning, Solicitation & Selection The necessary hardware, associated configuration, and maintenance contracts will be acquired according to the procurement requirements of the Department and the State of Wyoming. The infrastructure specialist will be responsible for these tasks and will coordinate with the appropriate agencies and individuals to see that procurement is properly completed. Contract Administration & Closeout Managing the relationship with the providers, including contract settlement, ongoing maintenance / upgrade contracts, support, etc. will be handled by the infrastructure specialist in accordance with Department and State IT and procurement standards. 16 stgutah.com 801.595.1000 | fax 801.595.1080 | toll free 888.595.1001

Project Management Plan

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Project Management Plan Document Transcript