Department Of Health Care Services CA-MMIS
Department of Health CareServicesCA-MMISProject Management PlanOverviewVersion 3.00
Table of ContentsPreface . viRevision History .viConfiguration of This Document.vi1.Introduction . 11.11.2Scope. 1Objectives . 12.PMM Process Groups . 23.4.PMM Alignment with PMBOK . 8Project Management Plans . 102.14.14.24.34.44.54.64.74.8Integration with System Development . 5Action Item Management Plan . 104.1.1 Objectives. 104.1.2Key Content . 104.1.3Essential Relationships. 11Change Control Management Plan . 124.2.1 Objectives. 124.2.2Key Content . 124.2.3Essential Relationships. 13Communication Management Plan . 144.3.1 Objectives. 144.3.2Key Content . 144.3.3Essential Relationships. 15Configuration Management Plan . 164.4.1 Objectives. 164.4.2Key Content . 164.4.3Essential Relationships. 17Cost Management Plan . 18Decommissioning Plan . 184.6.1 Objectives. 184.6.2Key Content . 184.6.3Essential Relationships. 19Defect Management Plan . 204.7.1 Objectives. 204.7.2Key Content . 204.7.3Essential Relationships. 21Deliverable Management Plan . 22Project Management Plan Overviewii
4.94.8.1Objectives. 224.8.2Key Content . 224.8.3Essential Relationships. 23Document Management Plan . 254.9.1 Objectives. 254.9.2Key Content . 254.9.3Essential Relationships. 264.10 Governance Management Plan . 274.10.1 Objectives. 274.10.2 Key Content . 274.10.3 Essential Relationships. 284.11 Human Resource Management Plan. 294.11.1 Objectives. 294.11.2 Key Content . 294.11.3 Essential Relationships. 304.12 Issue Management Plan. 314.12.1 Objectives. 314.12.2 Key Content . 314.12.3 Essential Relationships. 324.13 Procurement Management Plan . 334.14 Quality Management Plan . 334.14.1 Objectives. 334.14.2 Key Content . 334.14.3 Essential Relationships. 344.15 Release Management Plan . 354.15.1 Objectives. 354.15.2 Key Content . 354.15.3 Essential Relationships. 364.16 Requirements Management Plan . 374.16.1 Objectives. 374.16.2 Key Content . 374.16.3 Essential Relationships. 384.17 Risk Management Plan . 394.17.1 Objectives. 394.17.2 Key Content . 394.17.3 Essential Relationships. 404.18 Scope Management Plan . 414.18.1 Objectives. 414.18.2 Key Content . 414.18.3 Essential Relationships. 42Project Management Plan Overviewiii
4.19 Subcontractor Management Plan . 444.20 Time (Schedule) Management Plan . 444.20.1 Objectives. 444.20.2 Key Content . 444.20.3 Essential Relationships. 455.CMMI . 465.15.25.35.45.55.65.76.Project Planning . 47Project Monitoring and Control . 47Measurement and Analysis . 48Configuration Management . 48Supplier Agreement Management . 48Process and Product Quality Assurance . 49Requirements Management . 49Roles and Tools . 506.16.26.36.4Roles and Responsibilities . 50Training . 50Tools . 50Definitions . 51Project Management Plan Overviewiv
Table of FiguresFigure 1: PMBOK Process Groups . 2Figure 2: Project Management Processes . 4Figure 3: SDM and PMM Phase Relationship . 6Figure 4: SDM and PMM Activity Relationship . 7Figure 5: Essential Action Item Management Plan Relationships . 11Figure 6: Essential Change Control Management Plan Relationships . 13Figure 7: Essential Communication Management Plan Relationships . 15Figure 8: Essential Configuration Management Plan Relationships . 17Figure 9: Essential Decommissioning Plan Relationships . 19Figure 10: Essential Defect Management Plan Relationships . 21Figure 11: Essential Deliverable Management Plan Relationships . 23Figure 12: Essential Document Management Plan Relationships . 26Figure 13: Essential Governance Management Plan Relationships . 28Figure 14: Essential Human Resource Management Plan Relationships . 30Figure 15: Essential Issue Management Plan Relationships. 32Figure 16: Essential Quality Management Plan Relationships . 34Figure 17: Essential Release Management Plan Relationships . 36Figure 18: Essential Requirements Management Plan Relationships . 38Figure 19: Essential Risk Management Plan Relationships . 40Figure 20: Essential Scope Management Plan Relationships . 42Figure 21: Essential Time (Schedule) Management Plan Relationships . 45Figure 22: CMMI Maturity Levels . 46Project Management Plan Overviewv
PrefaceRevision structure plan template and content perdiscussion with DHCS, plan approvalNicole Tressler1.103/06/2012Restructure document into SPARK-ITSTemplate and update for Legacy Operationsand Replacement System phasesPamela Preston1.203/14/2012Updated per informal DHCS commentsPamela Preston1.303/19/2012EPMO and QM ReviewsShirley SinghDebra Johnson2.003/27/2012DHCS ApprovalParis Moore2.0108/02/20126 month UpdateShirley Singh2.0210/12/2012Peer ReviewDeirdre Smith2.0310/15/2012QM ReviewSharisse BaltikauskasJudy Saechao3.0011/29/2012DHCS ApprovalTanya SachdevaConfiguration of This DocumentThis document is under limited configuration management. See the Configuration ItemsList in the CA-MMIS SharePoint site for details.Project Management Plan Overviewvi
1.IntroductionThe Project Management Plan Overview (PMPO) provides a high-level description of theProject Management Methodology (PMM) activities used on the California MedicaidManagement Information System (CA-MMIS) Contract.The PMM is composed of a group of project management plans (PMPs), processes,procedures, and tools used to effectively and efficiently manage project activities. Keyrelationships between the various plans and processes support execution of project tasksand activities in a structured and repeatable manner.1.1ScopeThis document is intended to provide Department of Health Care Services (DHCS) andCA-MMIS staff with an overview of the PMM: its purpose, structure, alignment withindustry standards, and key work products as adopted and tailored by the Xerox StateHealthcare, LLC (Xerox), Enterprise Project Management Office (EPMO), and projectmanagement leadership.1.2ObjectivesThrough the PMPs, the PMPO defines how the project will be executed, monitored,controlled, and closed. It includes actions necessary to define, integrate, and coordinateproject management processes selected by the project management team.Project Management Plan Overview1
2.PMM ProcessGroupsThe PMM is a grouping of plans, processes, procedures, and tools used to manage theCA-MMIS activities. Aspects of the “business” side of the project are governed by thePMM, while aspects of the “development” side are governed by the system developmentmethodology (SDM). Our PMM is built on the recognized project management areas ofknowledge outlined in the Project Management Body of Knowledge (PMBOK ) Guide —Fourth Edition. The Project Management Institute’s (PMI’s) five project managementprocess groups provide a framework for organizing project management processesdefined by the nine PMBOK Guide knowledge areas. The following are the five PMBOK Guide process e PMM is composed of the same five process groups. Each contains one or more coreprocess using standard tools and templates. A graphical representation of the variouselements of the Xerox PMM is shown in Figure 1: PMBOK Process Groups below.Figure 1: PMBOK Process GroupsThese process groups occur in concert with the SDM. The following list includes a briefdefinition of each of the five process groups that are an integral part of the Xerox PMM.1. Initiating — A formal approval for each project and project kickoff is obtained. Thisincludes the activities conducted at the beginning of each project phase to determineor reaffirm the management team and to document and approve the business criteriaand strategy for the phase.2. Planning — Project requirements, client expectations, and project objectives aredetermined and the project baseline plan is created. In this phase, workable methodsare developed and maintained for accomplishing business needs and objectives thatthe project was originally undertaken to address. This includes activities conductedthroughout the project that identify and reaffirm the processes, practices, procedures,resources, schedules, and deliverables that are needed or expected for successfulcompletion of business goals and objectives.Project Management Plan Overview2
3. Executing — Work is performed according to the plan in order to meet deliverablerequirements. Scope control is carefully monitored in this phase of the project. Statusis tracked and reported. This phase includes staff activities performed to prepare andaccept the deliverables needed to meet business objectives. These deliverables areset forth in the schedule (also known as “work plan”), which captures and reports onthe progress of the project.4. Closing — Projects are closed and final client approval is obtained for the enddeliverable. Post-project evaluations are conducted and lessons learned aredocumented and stored. This includes activities conducted at the end of a phase orproject to transition resources back to their normal duties. It also includes activitiesrequired to end the phase or project in an orderly manner.5. Controlling — Issues and risks are identified and resolved, progress is measuredand monitored, and changes that affect project, cost, timing, and quality aremanaged. A process to measure and record project metrics is also established andimplemented in the executing phase of the project. This includes activities conductedby the management team to monitor the progress of planned and unplanned work. Italso includes the corrective actions taken to avoid or resolve performance problemsthat may endanger the business objectives of the phase.The PMM components are illustrated below in Figure 2: Project Management Processes.Key PM processes described in the PMBOK are included in the top tier (these aredescribed further in Section 3 PMM Topics). Governance is also included in the diagramas a key PM process as it supports the facilitation of decision-making and resolution ofproject concerns. Supporting PM and system development (SD) processes are identifiedin the diagram’s lower tier. Detailed standard operating procedures (SOPs) have beendeveloped for many of the PMP processes (as indicated in the diagram). The SOPs weredeveloped to help verify structured and consistent execution of the tasks associated withthe PM process.It is important to note that Xerox PMM process inputs and outputs depend on the PMMlife cycle phase in which they are accomplished. During a project, there will be manyoverlaps. The planning process, for example, must not only provide details about thework to be performed to bring the current project phase to successful completion, butalso provide a preliminary description of work to be performed in later phases. See thevarious PMM plans for specific activities conducted to initiate, plan, execute, control, andclose each process.Project Management Plan Overview3
PMP OverviewPMMKey PM Processes (PMBOK, Governance)Change mmissioningGovernanceManagementHuman RiskManagementScope (WBS)ManagementSOPTime (Schedule)ManagementSOPSupporting Processes (PM, SD**)Action SOPLegendKey PMProcessSupportingProcessStandard OperatingProcedure**** SDSD SupportingSupportingProcessProcessFigure 2: Project Management ProcessesProject Management Plan Overview4
2.1Integration with SystemDevelopmentThe combined efforts of the SDM, used for defining system solutions, and the PMM is theencompassing methodology for overall project management for the CA-MMIS Contract.These two methodologies are used concurrently to manage and implement projects.Every effort has been made to verify the PMM and SDM work together, do not conflict,and focus on their respective areas of expertise. Aspects of systems and softwaredevelopment, particularly design, code, and test, are governed by the SDM, while theaspects of project management, the “business” side of the project, are governed by thePMM.The project managers use the PMPs to plan, manage, monitor, deliver, and support eachproject for which it is responsible. The processes, standards, and activities identified inthe PMPs are applied universally to each project and verify that similar managementtasks are performed in a similar way. Executing tasks in a retrievable, repeatable, andmeasureable manner ensures consistent, high-quality work products, ultimately resultingin successful project implementation.The PMM governs the PMPs, which address the management of a project and the higherlevel activities that support schedule, communication, change control, quality, risk, scope,time, etc.; whereas the SDM governs the System Replacement plans and TechnicalA
4.4 Configuration Management Plan . 4.15 Release Management Plan . Change Control Management Scope (WBS) Management. PMP Overview. PMM. Configuration Management** Defect Management** Deliverable Management Document
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