DOT-Travel Demand Model Update Charter.DOC

NEW MEXICO STATEWIDE TRAVEL DEMAND MODEL (NMSTDM) PROJECT CHARTER FOR CERTIFICATION EXECUTIVE SPONSOR – MIKE SANDOVAL, CABINET SECRETARY BUSINESS OWNER – TAMARA P HAAS, DIVISION DIRECTOR PROJECT MANAGER – PAUL SITTIG ORIGINAL PLAN DATE: SEPTEMBER 12, 2018 REVISION DATE: JANUARY 14, 2019 REVISION: 1.3 TABLE OF CONTENTS TABLE OF CONTENTS I PROJECT BACKGROUND 1.1 EXECUTIVE SUMMARY - RATIONALE FOR THE PROJECT 1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT .1 1.3 PROJECT CERTIFICATION REQUIREMENTS 2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS 2.1 AGENCY JUSTIFICATION 2.2 BUSINESS OBJECTIVES 2.3 TECHNICAL OBJECTIVES 2.4 IMPACT ON ORGANIZATION 2.5 TRANSITION TO OPERATIONS 3.0 PROJECT/PRODUCT SCOPE OF WORK 3.1 DELIVERABLES 3.1.1 Project Deliverables 3.1.2 Product Deliverables 3.2 SUCCESS AND QUALITY METRICS 4.0 SCHEDULE ESTIMATE 10 5.0 BUDGET ESTIMATE 10 5.1 FUNDING SOURCE(S) 10 5.2 BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE - 10 5.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE 11 6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE 12 6.1 STAKEHOLDERS 12 6.2 PROJECT GOVERNANCE PLAN 13 6.3 PROJECT MANAGER 13 6.3.1 PROJECT MANAGER CONTACT INFORMATION 13 6.3.2 PROJECT MANAGER BACKGROUND 14 6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES 14 6.5 PROJECT MANAGEMENT METHODOLOGY 15 7.0 CONSTRAINTS 15 8.0 DEPENDENCIES 15 9.0 ASSUMPTIONS 16 10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY .16 11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING 18 12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V 18 13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES 19 14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE .19 I II Revision History REVISION NUMBER DATE COMMENT 1.0 September 12, 2018 Original version 1.1 October 31, 2018 Updates through contract finalization with vendor, including update for approved IV&V waiver 1.2 January 4, 2019 Updates with contract modification to include network development by UNM EDAC 1.3 January 14, 2019 Update budget & timeline per updated vendor quotes III PROJECT CHARTER PERFORMANCE DASHBOARD 1 PROJECT BACKGROUND 1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT Moving Ahead for Progress in the 21st Century Act (MAP-21) was signed into law on July 6, 2012, and the Fixing America's Surface Transportation Act (FAST Act) followed, being signed into law on December 4, 2015 Both federal bills emphasize performance-based approaches to transportation planning and programming, and implicitly call for improved analysis to provide consistent emphasis of future costs and benefits from proposed transportation projects and policy innovations To this end, the Federal Highway Administration (FHWA) supports the effective use of analytic methods and tools in transportation decision-making, and a Travel Demand Model can be significant tool in a State DOT’s toolbox, forecasting future traffic volumes and evaluating significant projects The New Mexico Department of Transportation (NMDOT) developed its first New Mexico Statewide Travel Demand Model (NMSTDM) in 2010 with consultant services Major maintenance and updates followed in 2012 and 2014, but the model retained the original 2006 base year traffic counts The proposed project will update the model with a new base year, re-establish the roadway network to ensure it matches the current statewide network, and incorporate current socio-economic and travel data To complete this work, the NMDOT will work with Resource Systems Group, Inc (RSG) NMDOT is also working with the University of New Mexico (UNM) to update the NMSTDM network, and process one of the raw data sets (INRIX) The NMSTDM will continue to be maintained and updated on the PTV Visum software platform With this maintenance and updates, the NMSTDM will better serve to forecast passenger and truck (freight) traffic throughout New Mexico, which will improve project identification and design, helping NMDOT to make better data-driven decisions, and potentially rely less on consultant services to evaluate corridors and significant projects 1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT Most state DOTs and medium to large Metropolitan Planning Organizations (MPOs) have and maintain travel demand models to inform their long-range planning documents, support corridor studies, identify the need for future projects and evaluate the potential benefits and impacts of significant projects The five MPOs in New Mexico (Santa Fe, Mid Region [Albuquerque area], Farmington, Mesilla Valley [Las Cruces area] and El Paso, which covers a small portion of New Mexico) all have Travel Demand Models, which they update and maintain in coordination with the NMSTDM NMDOT worked with New Mexico State University (NMSU) to develop a Modeling Evaluation Study in 2016-2017 to evaluate the NMSTDM compared to practices in 16 other State DOTs, and reviewed the five MPO models, which resulted in a final report that was delivered to NMDOT in July 2017 Following that report, NMDOT hosted a peer exchange with FHWA’s Travel Model Improvement Program (TMIP), which reviewed the NMSU study and brought together modeling experts from Ohio, Michigan, and Iowa DOTs, as well as the director of the Transportation Policy Research Group at the National Center PAGE PROJECT CHARTER PERFORMANCE DASHBOARD for Smart Growth The peer review resulted in recommendations from the panel, which generally supported the NMSU suggestions, and added more items for consideration NMDOT has followed those recommendations in coordinating with RSG to upgrade and maintain the NMSTDM, particularly updating the traffic count base year to the most recent complete data, increasing the zonal resolution to better model and forecast traffic patterns, and utilize updated socio-economic data To this, NMDOT has licensed three data sets: American Transportation Research Institute (ATRI) truck travel time and route data, INRIX passenger vehicle travel time and route data, and InfoGroup residence and business location information RSG will work with NMDOT to process these data sets to update the NMSTDM These data sets are licensed from the data vendors, though InfoGroup data will not be owned in perpetuity by NMDOT That data will be used to make new data products, which NMDOT will retain When the data license periods have ended, NMDOT will delete the original data National Performance Management Research Data Set (NPMRDS) and supporting data that is produced by the consultants will be archived by NMDOT RSG can complete the following six tasks in 18 months, which will align well with the next update to the NMDOT long-range transportation plan: Zonal Data Coordination Highway Network Development Big Data Processing Future Year Zone & External Development INRIX Speed Validation Data-Driven Framework and Updated Model Documentation for all prior tasks Due to estimated costs for each task and the current NMSTDM budget for FFY 2019 and 2020, Tasks 1-4 and will be funded in FFY 2019 as “Phase I,” while Task will be funded in FFY 2020 as “Phase II” If additional funds are identified, Task may be funded in FFY 2019, and additional tasks may be added to the project, including use of INRIX data to apply a second validation to the model’s travel speed calculations These potential changes will be evaluated as part of the change control processes for the project, should additional funding become available during the planning or implementation phases 1.3 PROJECT CERTIFICATION REQUIREMENTS Does the project fit into the criteria for certification? Which and how? CRITERIA YES/NO EXPLANATION Project is mission critical to the agency Yes Based on Federal guidance, Travel Demand Models are identified as key tools in forecasting future volumes to help set Department policies, PAGE PROJECT CHARTER PERFORMANCE DASHBOARD identify future needs, and evaluate the benefits and impacts of significant capacity projects Project cost is equal to or in excess of $100,000.00 Yes Project cost includes data processing, and significant updates to the model, which NMDOT cannot inhouse Project impacts customer on-line access No NPMRDS will not be public-facing Project is one deemed appropriate by the Secretary of the DoIT Yes Federal funds from FHWA will be used Will an IT Architecture Review be required? No The NPMRDS is operated on existing NMDOT hardware and infrastructure 2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS 2.1 AGENCY JUSTIFICATION The NMDOT Mission is to provide a safe and efficient transportation system for the traveling public, while promoting economic development and preserving the environment of New Mexico In order to provide a safe and efficient transportation system, the NMDOT makes investment decisions based on current and future needs The NMSTDM is a key tool to identify future needs statewide, along a given corridor, and may even evaluate the network benefits of significant projects Accurate traffic volume forecasts require current information and appropriate growth factors, and an accurate representation of the roadway network to evaluate route selection options While NMDOT staff are able to produce some of the GIS work necessary to update the model’s geographic origin/destination zones and evaluate the roadway network for changes from the existing model to the current roadway network of record, the data processing, model updates, particularly the updated truck model, and data validation and calibration are beyond the current skills of NMDOT staff RSG has developed and updated a number of other statewide models, and will be able to complete the six tasks identified above within 18 months, in time for NMDOT to utilize the updated NMSTDM in updating the statewide long-range transportation plan PAGE PROJECT CHARTER PERFORMANCE DASHBOARD The long-range forecasts will also be used by NMDOT divisions and Districts to better understand future volumes, which will assist in the identification, development, and potentially the evaluation of projects NMDOT staff may also be able to support corridor studies, reducing the reliance on consultant support Additionally, NMDOT will coordinate with the MPOs, who have their own regional models, but rely on NMDOT for traffic forecasts outside of their specific regions, as NMDOT relies on the MPOs for their regional models to produce more detailed forecasts of those urban areas The maintenance and update of the NMSTDM will include coordination and discussions with the MPOs as the project proceeds, to ensure that assumptions and data remain consistent between statewide and regional modeling efforts NUMBER DESCRIPTION NMDOT-1 UPDATE AND MAINTAIN NMSTDM WITH RECENT DATA, INCREASED ZONAL DENSITY, AND CURRENT ROAD NETWORK TO BETTER FORECAST TRAFFIC VOLUMES NMDOT-2 IMPROVE CAPACITY TO SUPPORT CORRIDOR STUDIES NMDOT-3 INCREASE ABILITY TO EVALUATE SIGNIFICANT PROJECTS NMDOT-4 UPDATE AND MAINTAIN MODEL TO BETTER COORDINATE WITH MPO MODELS NMDOT-5 SET UP NMSTDM TO ALLOW EASIER FUTURE MAINTENANCE 2.2 BUSINESS OBJECTIVES NUMBER DESCRIPTION BUSINESS OBJECTIVE UPDATE AND MAINTAIN NMSTDM TO INFORM EXECUTIVE STAFF, AND OTHER NMDOT DECISION-MAKERS OF FUTURE VOLUMES BUSINESS OBJECTIVE INCREASE INTERNAL CAPACITY TO MAINTAIN MODEL AND POTENTIALLY EVALUATE SCENARIOS AND PROJECTS BUSINESS OBJECTIVE LOWER THE COST OF CORRIDOR STUDIES BY UPDATING IN-HOUSE TOOL AND CAPACITY BUSINESS IMPROVE PROJECT EVALUATION POTENTIAL, TO REVIEW SIGNIFICANT PROJECTS PAGE PROJECT CHARTER PERFORMANCE DASHBOARD NUMBER DESCRIPTION OBJECTIVE 2.3 TECHNICAL OBJECTIVES NUMBER DESCRIPTION NM-TECH-01 UPDATE AND MAINTAIN DATA TO ENSURE NMSTDM IS BASED ON RECENT DATA, TO IMPROVE FORECASTS NM-TECH-02 ENABLE NMDOT STAFF TO UPDATE DATA IN THE FUTURE, TO REDUCE RELIANCE ON CONSULTANTS NM-TECH-03 MODEL OUTPUTS ARE AVAILABLE TO BE INCORPORATED INTO NMDOT ESRI ROADS AND HIGHWAYS APPLICATION FOR EASE OF DATA UTILIZATION NM-TECH-04 MODEL OUTPUTS ARE AVAILABLE TO NMDOT DISTRICT OFFICES FOR PROJECT IDENTIFICATION AND DEVELOPMENT NM-TECH-05 MODEL OUTPUTS ARE AVAILABLE TO MPOS AS INPUTS INTO THEIR MODELS, AND NMSTDM ACCEPTS MPO INPUTS IN RETURN 2.4 IMPACT ON ORGANIZATION AREA DESCRIPTION END USER NMDOT STAFF WILL WORK WITH CONSULTANT IN UPDATING NMSTDM, AND SUPPORT CONSULTANT IN ZONE CREATION, INCREASING STAFF’S UNDERSTANDING OF THE MODEL BUSINESS PROCESSES ANAYSIS OF EXISTING MODEL, RECENT DATA SOURCES, CURRENT ROADWAY NETWORK COMPARED TO NETWORK IN NMSTDM IT OPERATIONS AND STAFFING MODEL UPDATE WILL HAVE LIMITED INTERACTION WITH IT OPERATIONS, AS NPMRDS IS MAINTAINED WITHIN PTV VISUM SOFTWARE, AND WILL NOT BE PUBLIC-FACING DATA ARCHIVING WILL BE COORDINATED WITH NMDOT IT PAGE PROJECT CHARTER PERFORMANCE DASHBOARD AREA DESCRIPTION THROUGHOUT THE PROJECT OTHER N/A 2.5 TRANSITION TO OPERATIONS AREA DESCRIPTION PRELIMINARY OPERATIONS LOCATION AND STAFFING PLANS NMSTDM OPERATES FROM WITHIN PTV VISUM SOFTWARE, WHICH IS ALREADY IN USE BY NMDOT PLANNING STAFF RAW AND POST-PROCESSED DATA WILL BE RETAINED BY NMDOT WHILE RAW DATA LICENSE IS ACTIVE AT THE END OF THE DATA LICENSE PERIOD, RAW DATA WILL BE DELETED AND POST-PROCESSED DATA WILL BE RETAINED NMDOT STAFFING WILL NOT CHANGE DURING PROJECT OR AFTER PROJECT COMPLETION, AS SPB INCLUDES ONE (1) MODELING POSITION, TO MAINTAIN NMSTDM DATA SECURITY, BUSINESS CONTINUITY DATA WILL BE STORED AS DESCRIBED ABOVE PRODUCTION POST-PROCESSED DATA WILL BE DEVELOPED BY CONSULTANTS, AND RETAINED AS DESCRIBED ABOVE MODEL OUTPUTS WILL BE DEVOID OF CONFIDENTIAL INFORMATION, AND WILL BE SHARED WITH MPOS TO COORDINATE MODELING MAINTENANCE STRATEGY PRODUCTION DATA WILL COME FROM CONSULTANTS, AND BE RETAINED BY NMDOT AS DESCRIBED ABOVE SPB STAFF WILL BE TRAINED DURING THE PROJECT TIMELINE TO ENABLE ON-GOING MAINTENANCE OF THE MODEL INTEROPERABILITY NMDOT STAFF WILL COORDINATE INTERNALLY TO ENSURE MODEL OUTPUTS WILL BE AVAILABLE TO BE INCORPORATED INTO NMDOT’S ESRI ROADS AND HIGHWAYS APPLICATION RECORD RETENTION RAW DATA IS LICENSED FOR A LIMITED TIME POSTPROCESSED DATA WILL BE ARCHIVED IN COORDINATION WITH NMDOT IT CONSOLIDATION STRATEGY NMSTDM IS OPERATED ONLY WITHIN SPB, NO CONSOLIDATION IS NECESSARY PAGE PROJECT CHARTER PERFORMANCE DASHBOARD 3.0 PROJECT/PRODUCT SCOPE OF WORK 3.1 DELIVERABLES 3.1.1 PROJECT DELIVERABLES 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 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 “Project management plan” is a formal document approved by the executive sponsor and the Department 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 ” “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 Independent verification and validation assessment reporting The Department requires all projects subject to oversight to engage an independent verification and validation contractor unless waived by the Department IV&V Contract & Reports NMDOT requested and was granted a waiver of IV&V for this project The waiver was approved on September 21, 2018 PAGE PROJECT CHARTER PERFORMANCE DASHBOARD IT Service Contracts Risk Assessment and Management The Department of Information Technology and the State Purchasing Division of General Services have established a template for all IT related contracts 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 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 Project Schedule 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 3.1.2 PRODUCT DELIVERABLES Requirements Documents Requirements are built into the Scope of Work, and will be developed in increased detail in the individual Task Orders, which will be proposed by the consultant, then reviewed, marked up and approved by NMDOT staff Delivery of and compliance with requirements will be verified throughout the project, and required by NMDOT staff before payment on invoices Design Documents Design documentation is built into the Scope of Work, and will be developed, where required, by the consultant, then reviewed, marked up and approved by NMDOT staff Project Management Plan The contractor shall work jointly with the NMDOT project team to deliver a PMP per DoIT format Additional ongoing project deliverables include weekly meeting minutes, development and delivery of project technical documentation, and other project artifacts PAGE PROJECT CHARTER PERFORMANCE DASHBOARD Systems Specifications Document detailing the PTV Visum installation guide Systems Architecture Document describing configuration of application license, user configuration and model, as required System and Acceptance Testing NMDOT modeler will test system functionality, performance, forecasting accuracy and review system documentation prior to accepting major project deliverables Operations Requirements The consultant is required to deliver configuration and training documents for modeling procedures, including forecasting and minor data updates 3.2 SUCCESS AND QUALITY METRICS NUMBER DESCRIPTION QUALITY METRIC THE PREDICTED TRAVEL MATCHES THE OBSERVED TRAVEL WITHIN THE REGION FOR THE BASE YEAR THIS SHALL BE ACCOMPLISHED BY MODEL CALIBRATION AND ADJUSTMENT OF PARAMETER VALUES, AND OTHER TECHNIQUES JOINTLY AGREED BY NMDOT AND THE CONSULTANT QUALITY METRIC THE CALIBRATED MODEL HAS BEEN VALIDATED BY PERFORMANCE OF ‘REASONABLENESS’ CHECKS AND SENSITIVITY CHECKS QUALITY METRIC PROJECT DOES NOT EXCEED BUDGET QUALITY METRIC THE PROJECT SCHEDULE, ASSIGNED TASKS AND MILESTONES ARE MET WITHIN PROJECT PLAN QUALITY METRIC DATA INTEGRITY IS MAINTAINED QUALITY METRIC STAFF IS TRAINED ON SYSTEM 4.0 SCHEDULE ESTIMATE PAGE PROJECT CHARTER PERFORMANCE DASHBOARD 10 A baseline schedule has been developed with the vendor and will be maintained throughout the project as described in the Project Management Plan The anticipated date to complete all deliverables in the contract and move to production is March 1, 2020 5.0 BUDGET ESTIMATE 5.1 FUNDING SOURCE(S) SOURCE AMOUNT ASSOCIATED RESTRICTIONS NMDOT FEDERAL STATE PLANNING AND RESEARCH (SP&R) FUNDS $600,587.77 NONE TOTAL $600,587.77 5.2 BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE ITEM COST ESTIMATE DUE DATE PROJECT PHASE Project Kickoff $0 9/21/2018 Initiation Network Routability, Sample Set $15,000 3/31/2019 Planning Zonal Data Coordination $36,778.06 6/30/2019 Planning Highway Routability, Complete Network $30,595.00 5/31/2019 Implementation Network Assessment, Import into Model $48,751.44 9/30/2019 Implementation Big Data Processing $78,320.72 6/30/2019 Implementation RSG Interim Report $0.00 6/30/2019 Implementation Future Year Zone & $15,791.00 External Development 12/31/2019 Implementation Speed Validation $106,254.76 12/31/2019 Implementation In-Person Training $25,580.53 1/31/2010 Implementation PAGE 10 PROJECT CHARTER PERFORMANCE DASHBOARD 11 ITEM COST ESTIMATE DUE DATE PROJECT PHASE Data Validation and Expansion $34,435.52 3/31/2020 Implementation RSG Interim Report $0.00 5/31/2020 Implementation Data-Driven Framework & Updated Model $175,765.02 11/30/2020 Implementation RSG Final Report $0.00 12/15/2020 Implementation Documentation $33,315.72 12/31/2020 Planning - Closeout Project Total $600.587.77 5.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE PHASES ESTIMATED BUDGET PLANNED CERTIFICATION Initiation $0.00 September 2018 Planning $51,788.06 January 2019 Implementation $548,809.71 April 2019 $0 January 2021 Closeout 6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE 6.1 STAKEHOLDERS PAGE 11 PROJECT CHARTER PERFORMANCE DASHBOARD 12 NAME STAKE IN PROJECT ORGANIZATION TITLE MIKE SANDOVAL CHAMPION NMDOT SECRETARY TAMARA P HAAS OWNS THE PROJECT IS RESPONSIBLE FOR THE BENEFITS NMDOT EXECUTIVE SPONSOR TAMARA P HAAS MONITORS PROJECT PROGRESS NMDOT BUSINESS OWNER PAUL SITTIG PROJECT DELIVERY NMDOT BUSINESS PROJECT MANAGER NMDOT DISTRICT ENGINEERS, DESIGNERS, ENGINEERS END USERS OF DATA NMDOT END USERS OF DATA JEFF WOODMAN TECHNICAL OVERSIGHT NMDOT IT BUREAU CHIEF JOANN GIRARD IT PROJECT MANAGEMENT NMDOT IT IT PROJECT MANAGER MATTHEW SOLANO IT PROJECT MANAGEMENT NMDOT IT IT PROJECT MANAGER MARY L HOLTON MPO COORDINATION FARMINGTON MPO MPO OFFICER ERICK AUNE MPO COORDINATION SANTA FE MPO MPO OFFICER DAVID PENNELLA MPO COORDINATION MID-REGION MPO MPO OFFICER ANDREW WRAY MPO COORDINATION MESILLA VALLEY MPO MPO OFFICER ROGER WILLIAMS MPO COORDINATION EL PASO MPO MPO OFFICER 6.2 PROJECT GOVERNANCE PLAN PAGE 12 PROJECT CHARTER PERFORMANCE DASHBOARD 13 Executive Sponsor Mike Sandoval, Cabinet Secretary Business Owner Tamara P Haas Division Director Project Manager Paul Sittig, F&TP Supervisor Technical Advisory Committee Modeling Team Assessment Planning and Training Team 6.3 PROJECT MANAGER 6.3.1 PROJECT MANAGER CONTACT INFORMATION NAME ORGANIZATION PHONE #(S) EMAIL PAUL SITTIG NMDOT – FREIGHT & TECHNICAL PLANNING 505-490-2410 PAUL.SITTIG@STAT E.NM.US JOANN GIRARD NMDOT, IT 505-470-0194 JOANN.GIRARD@ST ATE.NM.US MATTHEW SOLANO NMDOT, IT 505-216-8790 MATTHEW.SOLANO 2@STATE.NM.US 6.3.2 PROJECT MANAGER BACKGROUND Business Project Manager has 11 years of planning experience, in transportation planning with NMDOT Project Manager has successfully assisted large consultant-lead projects and managed medium projects for NMDOT that were delivered on-time and on-budget IT Project Managers have a combined 40 years of IT and software project management experience, and have successfully managed large IT and software deployment projects for the NMPED, Motorola, Microsoft and the NMDOT, that were delivered on-time and on- or underbudget Most recent NMDOT IT projects were the deployments of the ARNOLD and MS2 systems for NMDOT that went live in July of 2018, and December of 2017, respectively PAGE 13 PROJECT CHARTER PERFORMANCE DASHBOARD 14 6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES ROLE RESPONSIBILITY Executive Sponsor Ensure project funding Approve any changes to project plan or scope Communicate with Project Champion the status of project Business Owner Co-chairs steering committee with project manager Monitors project progress and works with the project manager to keep project on track Works with the project managers and executive sponsor to resolve issues quickly Reports to executive sponsor on the status of the project Project Managers Manage the development of project deliverables and project plan Ensure monthly project reporting and meeting IT project certification timelines and gates Assemble project steering committee and ensure everyone is aware and agrees to roles and responsibilities Co-chairs steering committee with business owner Communicate project status to all interested parties Keep project on schedule relative to milestones, timelines, deliverables, and resources Steering Committee Provide direction for configuration of software Act as User Acceptance team (UAT) for formal acceptance of project deliverables Contractor Assist project manager in developing and providing a Project Management and Implementation Plan Assist in establishing reporting, change management, and risk mitigation strategies Conduct periodic project meetings and issue monthly status reports Maintain a project schedule for contractor tasks, milestones, and invoicing 6.5 PROJECT MANAGEMENT METHODOLOGY The Project will be structured using a mixture of process-based and agile approaches In addition, project reporting structures will be adjusted to meet timelines and phase gates defined by the Project Certification Committee 7.0 CONSTRAINTS NUMBER DESCRIPTION C01 Numerous data sources with different formatting and ages, including travel time data, origin-destination information, and socio-economic data C02 Adequacy of resources C03 State requirements for oversight and finalization of vendor contracts will PAGE 14 PROJECT CHARTER PERFORMANCE DASHBOARD 15 NUMBER DESCRIPTION gate project start 8.0 DEPENDENCIES 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 NUMBER DESCRIPTION TYPE M,D,E M01 Hardware and software to run the model M M02 Data availability E M03 Project certification committee approval M M04 Contract approvals and purchases E M05 Funding for software maintenance M 9.0 ASSUMPTIONS NUMBER DESCRIPTION A01 Business Representatives should be available during the course of the project for Zonal Data Coordination Highway Network Development Big Data Processing Future Year Zone & External Development guidance Development of Data-Driven Framework & Updated Model Documentation and Training Project closure PAGE 15 PROJECT CHARTER PERFORMANCE DASHBOARD 16 NUMBER DESCRIPTION A02 NMDOT IT team will be available for technical discussions related to availability, access for source systems etc A03 Project will be completed within defined timeline A04 Project scope will not change A05 Project staffing resources will be available as they are needed A06 Proposed budget is sufficient to complete project A07 Dedicated project team members remain in their current roles 10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY RISK 1: Zonal data configuration delay Probability Medium Description Updated zonal data may take longer than anticipated to develop by NMDOT staff Impact High Mitigation Strategy Consultant team may have to devote more time to assisting an updated zonal structure, which is a core feature in the updated travel demand model Contingency Plan Consultant team develops additional zonal structure directly RISK 2: Developing Highway Network takes more time than planned Description - Probability Medium Impact High Upgrading the current roadway network in the NMSTDM may take longer than anticipated Mitigation Strategy NMDOT Staff will perform a preliminary network comparison between NMSTDM network and current ARNOLD network, to identify the amount of changes required to bring NMSTDM network up to date Contingency Plan Consultant team may be able to guide NMDOT staff to assist with network edits, allocate additional consultant team members for this work, or can work with NMDOT staff to revise timelines RISK 3: Delay in processing Big Data Probability Medium Description - PAGE 16 Impact High PROJECT CHARTER PERFORMANCE DASHBOARD 17 Given the range and size of data sets to be processed by the consultant team, the allocated time may not be sufficient Mitigation Strategy NMDOT Staff will deliver all available data sets as early as possible to the consultant team, to give the team adequate time to understand the detailed work to be done Contingency Plan Consultant team may be able to guide NMDOT staff to assist with data processing, allocate additional consultant team members for data processing, or can work with NMDOT staff to revise timelines RISK 4: Prolonged development of Data-Driven Framework and Updated Model Probability Medium Description Updating model assumptions, developing the new truck model, and performing system calibration & validation may take longer than anticipated Impact Medium Mitigation Strategy Early in process of detailing steps and work process for this task, the consultant will identify potential constraints and work with NMDOT staff to prioritize efforts and scale efforts accordingly, while keeping focused on the end product, budget and timeline Contingency Plan Should any of these steps be unachievable due to either technical constraints or timing, identify potential to increase consultant staffing, NMDOT support, or potentially extend the contract, if need be 11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING The Project champion will receive communications from the Executive Sponsor/Business Owner on the overall status of the project This will include major milestones that have been completed and any major issues that may prevent the project from achieving its goals The Executive Sponsor/Business Owner will receive communications from the Project Managers on the overall project plan and status This will include communication when resource scheduling is to occur and when assignments are complete The Project Steering Committee will receive its communications from the Project Managers on the status of their work and related tasks This will include detailed status about completed work and work that is scheduled for them in the future A bi-monthly Project Steering Committee meeting will be held through the course of the project to facilitate communication Frequency of meetings will be adjusted, as needed The Project Manager for the contractor will issue a weekly status reports This status report will be reviewed by the NMDOT PMs and the NMDOT PMs will be responsible for communicating status up through the NMDOT project organization All project reporting, including monthly DoIT project status reporting, will be shared electronically with Executive sponsors and the project team PAGE 17 PROJECT CHARTER PERFORMANCE DASHBOARD 18 12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V Given the low-risk nature of the project, NMDOT submitted a request for waiver of IV&V services The waiver request was approved on September 21, 2018 PAGE 18 PROJECT CHARTER PERFORMANCE DASHBOARD 19 13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES SIGNATURE DATE EXECUTIVE SPONSOR BUSINESS OWNER PROJECT MANAGER IT PROJECT MANAGER IT PROJECT MANAGER CHIEF INFORMATION OFFICER 14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE SIGNATURE DOIT / PCC APPROVAL PAGE 19 DATE ... model updates, particularly the updated truck model, and data validation and calibration are beyond the current skills of NMDOT staff RSG has developed and updated a number of other statewide models,... Mexico) all have Travel Demand Models, which they update and maintain in coordination with the NMSTDM NMDOT worked with New Mexico State University (NMSU) to develop a Modeling Evaluation Study... to update the model? ??s geographic origin/destination zones and evaluate the roadway network for changes from the existing model to the current roadway network of record, the data processing, model