Purpose of Plan The Odessa Mobile Technology Project Plan will provide a definition of the project, including the project’s goals and objectives. Additionally, the Plan will serve as an agreement between the following parties: Project Sponsor, Steering Committee, Project Manager, Project Team, and other personnel associated with and/or affected by the project.
The Project Plan defines the following:
Business and project goals and objectives
Scope and expectations
Roles and responsibilities
Assumptions and constraints
Project management approach
Ground rules for the project
The conceptual design of new technology
Background Information/Available Alternatives Debbie: This section should describe the work you have done to date, the choices you had with regard to hardware/software, and an explanation of how you arrived at the decision to use L3 and Tiburon.
Project Approach This section should outline the way you will roll out the technology, including the highest level milestones.
Phase I: Secure agreement with vendors (L3 and Tiburon)
Business Goals and Objectives The business goals and objectives for this project will focus on implementing mobile technology that:
Improves officer, firefighter and citizen safety.
Facilitates coordination and information sharing both internal and external to the participating organizations.
Enhances the ability and effectiveness of staff to perform their jobs.
Facilitates coordinated crime prevention and reduction.
Provides high levels of data security.
Provides an open, flexible, reliable technology base for the future.
Facilitates the electronic capture of data at its source.
Is easy to use.
Eliminate redundant data entry throughout the organization.
Project Goals and Objectives Sample project goals and objectives:
Ensure that end users have input into the design process.
Accomplish project business goals and objectives within defined budget and time parameters.
Minimize impact to standard business operations within the affected units.
Craft a favorable and secure agreement between the Department and the selected vendor.
Scope Definition The Project will introduce new mobile technology; including the following:
35 mobile devices
Digital CAD dispatch software
Car to car messaging
Internet access (?)
Automated field reporting software
GPS/AVL for automated dispatch
Including the following interfaces:
Items Beyond Scope
The project does not include the following:
Devices in supervisor vehicles
Desktop hardware upgrade or replacement
Projected Budget Define the project budget and insert it here:
The initial Risk Assessment (following page) attempts to identify, characterize, prioritize and document a mitigation approach relative to those risks which can be identified prior to the start of the project.
The Risk Assessment will be continuously monitored and updated throughout the life of the project, with monthly assessments included in the status report (see Communications Plan) and open to amendment by the Project Manager.
Because mitigation approaches must be agreed upon by project leadership (based on the assessed impact of the risk, the project’s ability to accept the risk, and the feasibility of mitigating the risk), it is necessary to allocate time into each Steering Committee meeting, dedicated to identifying new risks and discussing mitigation strategies.
The Project Manager will convey amendments and recommended contingencies to the Steering Committee monthly, or more frequently, as conditions may warrant.
Initial Project Risk Assessment
Likelihood of Event
H: Over 20,000
Assigned Project Manager, engaged consultant, comprehensive project management approach and communications plan
Estimated Project Schedule
H: Over 12 months
Created comprehensive project timeline with frequent baseline reviews
Number of Times Team Has Done Prior Work with Vendor Creates Foreign Relationship
A comprehensive vendor evaluation and selection process (incorporated into Project Plan) will be employed to predict and define the relationship between the department and the vendor
Team’s Lack of Knowledge of Package
M: Conceptual understanding
Comprehensive vendor evaluation and selection process incorporated into Project Plan will assist the team in better understanding the package offering(s)
Poor Functional Match of Package to Initial System Requirements
L: Minimal customization required
Although a package has not yet been selected, the Consultant has compared the initial requirements with available functionality and determined that a functional match to the initial requirements is very likely. Vendor selection will be based, in part, on how well the proposed application matches defined functional specifications.
Team’s Involvement in Package Selection Impacts Success of Implementation
L: High involvement in selection
Comprehensive vendor evaluation and selection process incorporated into Project Plan
The following represent key project milestones, with estimated completion dates:
Milestone Estimated Completion Date
Phase I: XXX
Initial Steering Committee Meeting00/00/2003
Project Assumptions The following assumptions were made in preparing the Project Plan:
OPD employees are willing to change business operations to take advantage of the functionality offered by the new mobile technology.
Management will ensure that project team members are available as needed to complete project tasks and objectives.
The Steering Committee will participate in the timely execution of the Project Plan (i.e., timely approval cycles and meeting when required).
Failure to identify changes to draft deliverables within the time specified in the project timeline will result in project delays.
Project team members will adhere to the Communications Plan.
Mid and upper management will foster support and “buy-in” of project goals and objectives.
The City will ensure the existence of a technological infrastructure that can support the new mobile technology.
All project participants will abide by the guidelines identified within this plan.
The Project Plan may change as new information and issues are revealed.
Project Constraints The following represent known project constraints:
Project funding sources are limited, with no contingency.
Due to the nature of law enforcement, resource availability is inconsistent.
Related Projects None known.
Critical Project Barriers Unlike risks, critical project barriers are insurmountable issues that can be destructive to a project’s initiative. In this project, the following are possible critical barriers:
Removal of project funding
Natural disasters or acts of war
Should any of these events occur, the Project Plan would become invalid.
PROJECT MANAGEMENT APPROACH Project Timeline
Project Roles and Responsibilities
Ultimate decision-maker and tie-breaker
Provide project oversight and guidance
Review/approve some project elements
Commits department resources
Approves major funding and resource allocation strategies, and significant changes to funding/resource allocation
Direct/lead team members toward project objectives
Handle problem resolution
Manages the project budget
Understand the user needs and business processes of their area
Act as consumer advocate in representing their area
Communicate project goals, status and progress throughout the project to personnel in their area
Review and approve project deliverables
Creates or helps create work products
Coordinates participation of work groups, individuals and stakeholders
Provide knowledge and recommendations
Helps identify and remove project barriers
Assure quality of products that will meet the project goals and objectives
Identify risks and issues and help in resolutions
To be identified by Steering Committee
Subject Matter Experts
Lend expertise and guidance as needed
To be identified by Steering Committee
The information contained within the Project Plan will likely change as the project progresses.While change is both certain and required, it is important to note that any changes to the Project Plan will impact at least one of three critical success factors: Available Time, Available Resources (Financial, Personnel), or Project Quality. The decision by which to make modifications to the Project Plan (including project scope and resources) should be coordinated using the following process:
Step 1: As soon as a change which impacts project scope, schedule, staffing or spending is identified, the Project Manager will document the issue.
Step 2: The Project Manager will review the change and determine the associated impact to the project and will forward the issue, along with a recommendation, to the Steering Committee for review and decision.
Step 3: Upon receipt, the Steering Committee should reach a consensus opinion on whether to approve, reject or modify the request based upon the information contained within the project website, the Project Manager’s recommendation and their own judgment. Should the Steering Committee be unable to reach consensus on the approval or denial of a change, the issue will be forwarded to the Project Sponsor, with a written summation of the issue, for ultimate resolution.
Step 4: If required under the decision matrix or due to a lack of consensus, the Project Sponsor shall review the issue(s) and render a final decision on the approval or denial of a change.
Step 5: Following an approval or denial (by the Steering Committee or Project Sponsor), the Project Manager will notify the original requestor of the action taken. There is no appeal process.
Communications Plan Disseminating knowledge about the project is essential to the project’s success. Project participants desire knowledge of what the status of the project is and how they are affected. Furthermore, they are anxious to participate. The more that people are educated about the progress of the project and how it will help them in the future, the more they are likely to participate and benefit.
This plan provides a framework for informing, involving, and obtaining buy-in from all participants throughout the duration of the project.
Audience This communication plan is for the following audiences:
User Group Participants
Subject Matter Experts
Communications Methodology The communications methodology utilizes three directions for effective communication:
Top-Down It is absolutely crucial that all participants in this project sense the executive support and guidance for this effort. The executive leadership of the organization needs to speak with a unified, enthusiastic voice about the project and what it holds for everyone involved. This will be 'hands-on' change management, if it is to be successful. Not only will the executives need to speak directly to all levels of the organization, they will also need to listen directly to all levels of the organization, as well.
The transition from the project management practices of today to the practices envisioned for tomorrow will be driven by a sure and convinced leadership focused on a vision and guided by clearly defined, strategic, measurable goals.
Bottom-Up To ensure the buy-in and confidence of the personnel involved in bringing the proposed changes to reality, it will be important to communicate the way in which the solutions were created. If the perception in the organization is that only the Steering Committee created the proposed changes, resistance is likely to occur. However, if it is understood that all participants were consulted, acceptance seems more promising.
Middle-Out Full support at all levels, where the changes will have to be implemented, is important to sustainable improvement. At this level (as with all levels), there must be an effort to find and communicate the specific benefits of the changes. People need a personal stake in the success of the project management practices.
Communications Outreach The following is a list of communication events that are established for this project:
Monthly Status Reports The Project Manager shall provide monthly written status reports to the Steering Committee. The reports shall include the following information tracked against the Project Plan:
Summary of tasks completed in previous month
Summary of tasks scheduled for completion in the next month
Summary of issue status and resolutions
Monthly Steering Committee Meeting These status meetings are held at least once per month and are coordinated by the Project Manager. Every member of the Steering Committee participates in the meeting. The Project Manager sends the status report to each member of the team prior to the meeting time so everyone can review it in advance.
Bi-Monthly Project Team Status Meeting These status meetings are held every other month. Every member of the Project Team will be invited to participate in the meeting. Project Manager sends the status report to each member of the team prior to the meeting so everyone can review it in advance.
Website Use User Group Participants and Subject Matter Experts may be updated monthly at the discretion of the Project Manager. Information will be posted to the project’s website.
ATTACHMENTS/APPENDICES Appendices/Attachments may be included in a hardcopy form
I have read the above Project Plan and will abide by its terms and conditions and pledge my full commitment and support for the Project Plan.