ODESSA MOBILE TECHNOLOGY PROJECT

Project Plan
Odessa Mobile
Technology Project
 ODESSA MOBILE TECHNOLOGY PROJECT
TABLE OF CONTENTS
INTRODUCTION ..................................................................................................................................................................... 2
PURPOSE OF PLAN ........................................................................................................................................................................ 2
BACKGROUND INFORMATION/AVAILABLE ALTERNATIVES ........................................................................................................... 2
PROJECT APPROACH ..................................................................................................................................................................... 3
PHASE X: SECURE EQUIPMENT ..................................................................................................................................................... 3
GOALS AND OBJECTIVES.................................................................................................................................................... 4
BUSINESS GOALS AND OBJECTIVES .............................................................................................................................................. 4
PROJECT GOALS AND OBJECTIVES................................................................................................................................................ 4
SCOPE ........................................................................................................................................................................................ 5
SCOPE DEFINITION ........................................................................................................................................................................ 5
ITEMS BEYOND SCOPE ................................................................................................................................................................. 6
PROJECTED BUDGET..................................................................................................................................................................... 6
RISK ASSESSMENT ........................................................................................................................................................................ 7
INITIAL PROJECT RISK ASSESSMENT ............................................................................................................................................. 8
MILESTONES ............................................................................................................................................................................... 10
ASSUMPTIONS ...................................................................................................................................................................... 11
PROJECT ASSUMPTIONS .............................................................................................................................................................. 11
CONSTRAINTS ...................................................................................................................................................................... 12
PROJECT CONSTRAINTS .............................................................................................................................................................. 12
RELATED PROJECTS .................................................................................................................................................................... 12
CRITICAL PROJECT BARRIERS..................................................................................................................................................... 12
PROJECT MANAGEMENT APPROACH .......................................................................................................................... 13
PROJECT TIMELINE ..................................................................................................................................................................... 13
PROJECT ROLES AND RESPONSIBILITIES ..................................................................................................................................... 13
ISSUE MANAGEMENT.................................................................................................................................................................. 15
COMMUNICATIONS PLAN ............................................................................................................................................................ 16
ATTACHMENTS/APPENDICES.......................................................................................................................................... 18

APPROVALS ........................................................................................................................................................................... 19
SIGN-OFF SHEET ......................................................................................................................................................................... 19

1
INTRODUCTION

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:

− Project purpose
− Business and project goals and objectives
− Scope and expectations
− Roles and responsibilities
− Assumptions and constraints
− Project management approach
− Ground rules for the project
− Project budget
− Project timeline
− 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.

2
Project Approach

This section should outline the way you will roll out the technology, including the highest
level milestones.

For example:

Phase I: Secure agreement with vendors (L3 and Tiburon)

Phase II: Order/Install Equipment
Phase III: Install/Test Software
Phase IV: Conduct Hardware/Software Testing
Phase V: Conduct Training
Phase VI: Implement ARS/AFR

Phase X: Secure Equipment

Define the phases in more detail.

3
GOALS AND OBJECTIVES

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.

4
SCOPE

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:

− CAD
− RMS
− AFR
− TLETS/NCIC/NLETS

Desired Enhancements
− Any?

5
Items Beyond Scope

The project does not include the following:

− Devices in supervisor vehicles

− Desktop hardware upgrade or replacement
− Printers

Projected Budget

Define the project budget and insert it here:

6
Risk Assessment

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.

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 Initial Project Risk Assessment

Risk Risk Level Likelihood of Mitigation Strategy

L/M/H Event
Project Size
Person Hours H: Over 20,000 Certainty Assigned Project Manager, engaged
consultant, comprehensive project
management approach and
communications plan
Estimated Project Schedule H: Over 12 months Certainty Created comprehensive project
timeline with frequent baseline
reviews
Team Size at Peak H: Over 15 members Certainty Comprehensive communications plan,
frequent meetings, tight project
management oversight
Number of Interfaces to H: Over 3 Certainty Develop interface control document
Existing Systems Affected immediately
Project Definition
Narrow Knowledge Level of M: Knowledgeable of Likely Assigned Project Manager(s) to
Users user area only assess global implications
Available documentation M: More than 75% Likely Balance of information to be gathered
clouds establishment of complete/current by consultant
baseline
Project Scope Creep L: Scope generally Unlikely Scope intially defined in project plan,
defined, subject to reviewed monthly by three groups
revision (Project Manager and Steering
Committee) to prevent undetected
scope creep
Consultant Project L: Well defined Unlikely Included in project plan, subject to
Deliverables unclear amendment
Vendor Project Deliverables M: Estimated, not clearly Somewhat Included in project plan, subject to
defined likely amendment

Cost Estimates Unrealistic L: Thoroughly predicted Unlikely Included in project plan, subject to
by industry experts using amendment as new details regarding
proven practices to 15% project scope are revealed
margin of error
Timeline Estimates M: Timeline assumes no Somewhat Timeline reviewed monthly by three
Unrealistic derailment likely groups (Project Manager and Steering
Committee) to prevent undetected
timeline departures

Number of Team Members L: Team well versed in Unlikely Project Manager and consultant to
Unknowledgeable of Business business operations identify knowledge gaps and provide
impacted by technology training, as necessary
Project Leadership
Steering Committee existence L: Identified and Unlikely Frequently seek feedback to ensure
enthusiastic continued support
Absence of Commitment L: Understands value & Unlikely Frequently seek feedback to ensure
Level/Attitude of supports project continued support
Management
Absence of Commitment L: Understands value & Unlikely Frequently seek feedback to ensure
Level/Attitude of Users supports project continued support

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 Risk Risk Level Likelihood of Mitigation Strategy
L/M/H Event
Absence of Mid-Management L: Most understand value Unlikely Frequently seek feedback to ensure
Commitment & support project continued support
Project Staffing
Project Team Availability M: Distributed team Somewhat Continuous review of project
makes availability likely momentum by all levels. Consultant to
questionable identify any impacts caused by
unavailability. If necessary, increase
committmment by participants to full
time status
Physical Location of Team M: Team is dispersed Likely Use of Intranet project website,
prevents effective among several sites comprehensive Communications Plan
management
Project Team’s Shared Work M: Some have worked Somewhat Comprehensive Communications Plan
Experience creates poor together before likely
working relationship
Weak User Participation on L: Users are part-time Unlikely User Group Participants coordinated
Project Team team members by full time employee
Project Management
Procurement L: Procurement Unlikely N/A
Methodology Used foreign to Methodology familiar to
team team
Change Management L: Well-defined Unlikely N/A
Procedures undefined
Quality Management L: Well-defined and Unlikely N/A
Procedures unclear accepted
Software Vendor
Number of Times Team Has H: Never Certainty A comprehensive vendor evaluation
Done Prior Work with and selection process (incorporated
Vendor Creates Foreign into Project Plan) will be employed to
Relationship predict and define the relationship
between the department and the
vendor
Team’s Lack of Knowledge M: Conceptual Somewhat Comprehensive vendor evaluation and
of Package understanding likely selection process incorporated into
Project Plan will assist the team in
better understanding the package
offering(s)

Poor Functional Match of L: Minimal customization Unlikely Although a package has not yet been
Package to Initial System required selected, the Consultant has compared
Requirements 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 L: High involvement in Unlikely Comprehensive vendor evaluation and
Package Selection Impacts selection selection process incorporated into
Success of Implementation Project Plan

9
Milestones

The following represent key project milestones, with estimated completion dates:

Milestone Estimated Completion Date

Phase I: XXX
Initial Steering Committee Meeting 00/00/2003

10
ASSUMPTIONS

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.

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CONSTRAINTS

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.

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PROJECT MANAGEMENT APPROACH

Project Timeline
Insert here

Project Roles and Responsibilities

Role Responsibilities Participant(s)

▪ Ultimate decision-maker and tie-breaker Insert Name
Project
▪ Provide project oversight and guidance
Sponsor
▪ Review/approve some project elements

▪ Commits department resources Insert Names

Steering
▪ Approves major funding and resource
Committee
allocation strategies, and significant changes
to funding/resource allocation
▪ Resolves conflicts and issues
▪ Provides direction to the Project Manager
▪ Review project deliverables

Project ▪ Manages project in accordance to the Debbie Whitson

Manager project plan
▪ Serves as liaison to the Steering Committee
▪ Receive guidance from Steering Committee
▪ Supervises consultants
▪ Supervise vendor(s)
▪ Provide overall project direction
▪ Direct/lead team members toward project
objectives
▪ Handle problem resolution
▪ Manages the project budget

Project ▪ Understand the user needs and business To be identified by Steering

Participants processes of their area Committee
▪ 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 13
 Role Responsibilities Participant(s)
project goals and objectives
▪ Identify risks and issues and help in
resolutions

Subject Matter ▪ Lend expertise and guidance as needed To be identified by Steering

Experts Committee

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Issue Management

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.

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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:

− Project Sponsor
− Steering Committee
− Project Manager
− 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.

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 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.

17
ATTACHMENTS/APPENDICES

Appendices/Attachments may be included in a hardcopy form

18
APPROVALS

Sign-off Sheet

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.

Project Sponsor:
Date
Project Manager:
Date

Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date

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