1. NM Department of Transportation (NMDOT) Electronic Statewide Transportation Improvement Program (eSTIP)
Executive Sponsor: Anthony Lujan, Deputy Secretary
Business Owner: Rebecca Maes, STIP
Project Certification for Closeout
January 24, 2018

2. Project Overview
Objective/Business Goal 1) Replace an existing, obsolete STIP management program, and the existing paper and spreadsheet based systems which address functionality it does not support, with a functional interactive web-based system that meets the NMDOT and FHWA requirements. 2) Migrate current data to the new system.
Outcome: The system has fully met the goals
Improves service delivery to constituents
Automates compliance with statutory funding requirements
Improves productivity
Achieves cost savings
Reduces time in producing reports and planning amendments
Current ROI projection yields a $229K-$253K per year average cost to use the new system, which includes yearly maintenance & hosting, licensing, and all direct and indirect costs associated with use.
Cost to use existing, obsolete system is ~$220K per year, average.
Current projections estimate a 50-70% reduction in business process overhead
Further reduces Agency Oracle footprint
Several MPO stakeholders have confirmed they will be retiring their internal TIP management systems to fully utilize the new eSTIP system. Cost savings for this improvement is not yet measured, but is projected to yield a net cost savings for this implementation across NMDOT plus partner agencies.

3. Project Overview Desired outcomes Description Results
Improves service delivery to constituents
Increased efficiency and productivity through a well- managed planning, programming and tracking system
System has streamlined a number of business processes and allows the business team to analyze trends for improvement.
Automates compliance with statutory funding requirements
Optimize business process, decreasing number of steps, saving time
System is fully compliant with Federal Highway Administration (FHWA)
Improves productivity
Lower the cost of government by having a more efficient work activity process tracking
System has streamlined a number of business processes, and allowed the business team/users to eliminate some altogether. Reports, including the fiscal constraint reports are generated at the click of a button
Achieves cost savings
Improve reporting capability to executive management and to FHWA/FTA
The system is available now via the web, which allows executive management, FHWA/FTA to view projects at anytime with real-time status.
Reduces time in producing reports and planning amendments
Substantial NMDOT business process improvements are achievable through a new planning and programming system available to sub-recipients of FHWA funds and FHWA approvers for tracking of projects to ensure that current data is utilized in the decision-making process for the Agency’s Long-Term Plan to ensure a State of Good Repair.
The ability to process amendments in the system and post to the web for public comment with the click of a button. No separate word document is needed any longer.

4. Funding Source(s) (use specific citations to laws, grants, etc.)
Appropriation/Certification History
Date
Amount
Funding Source(s) (use specific citations to laws, grants, etc.)
March 29, 2017
(Initiation)
$30,000 
$7,500 
Total: $37,500
NMDOT/FHWA State Planning & Research (SP&R) Funds
NMDOT State Road Fund 
June 28, 2017
(Planning)
 $30,000
 $7,500
August 23, 2017
(Implementation)
 $503,999.20
 $157,137.28
Total: $661,136.48
TOTAL
$736,136.48

5. Total Budget (Projected/Actual, by Deliverable)
Projected Cost
Actual Cost
Project Phase
Independent Validation & Verification
$26,543
$24,145
Initiation - Close
Business Analysis & Kickoff* $0
Planning
Project Management*
Initiation – Close
System Requirements & Design*
System Configuration*
Implementation
Development & System Deployment*
Training*
Maintenance & Technical Support
$86,728
Maintenance & Technical Support (Year 1 Remainder)
Fixed fee through remainder of year 1
FY18 Maintenance and Technical Support
$176,058
FY18
FY19 Maintenance and Technical Support
$178,699
FY19
FY20 Maintenance and Technical Support
$181,380
FY20
TOTAL
$736,136
$733,738
Under Budget ($2,398)
*6-month project implementation (Initiation through Close) included in first 6-month maintenance & technical support.

6. Total Cost of Ownership (Actual)
Budget
Description
FY17
FY18
FY19
FY20 & After
Total
Consulting Services
IV&V
$24,145.31 --
Hardware
N/A $0
Software
All inclusive
$173,456.28
$176,058.12
$178,698.84
$181,379.52
$709,592.76
Annual Support
 Included in software
-- 
$197,601.59
$733,738.07

7. Project Schedule # Task Name Due Date % Complete Status Eco1 Eco2 Eco3
Initial Business Analysis & Kickoff
5/20/2017
100
Complete
Eco2
Project Management
11/4/2017
Eco3
System Requirement & Design Documentation
9/4/2017
Eco4
System Configuration
Eco5
System Development & Deployment
10/4/2017
Eco6
Training
Eco7
Ongoing SaaS – Maintenance & Technical Support (Year 1)
On-going 75
Eco8
Ongoing SaaS – Hosting (Year 1)
Resp1
Initial IV&V Report
6/5/2017
Resp2
Interim Report 1
Interim Report 2
7/5/2017, 9/5/2017
Resp3
Final Report
10/15/2017

8. Project Accomplishments
System is Live
Submitted the 1st amendment through the system
Users have been trained on the secure system and the public website
Mapping is fully functional
All users now see real-time data, including users of public website
Adoption and amendment approval processes now fully electronic, including FHWA/FTA review and approvals
System utilizes current approved LRS
MPOs are able to directly enter their TIP data into the system, eliminating previous need for multiple data extracts and management within 2 systems for these partners
Supports agency strategic initiative to reduce Oracle footprint.
System Tracks all changes
Significant reduction in review and process time
Process is now about 80-90% paperless
No longer have an application Licensing cost
50-70% reduction in business process overhead, including travel and per diem
STIP/TIP Generation: Projected savings of $52K-$69K per year
STIP/TIP Amendment Generation: Projected savings of $18K-$22K per year
Public Advertisement Generation: Projected savings of $34K-$38K per year
Ad-hoc Data Request Generation: Projected savings of $6K per year

9. Lessons Learned
Communication, flexibility & expertise within the project team contributed to accepting business processes and testing the system.
Review and testing of the system after agency data was imported allowed easier identification of problems
Involving external stakeholders as part of the team review meetings, to review needs and usage identified several potential issues that were able to be addressed prior to GoLive, and allowed the team to standardize some features and obtain buy-in.
The vendor’s agile development process did not mesh well with NMDOT internal processes, making it difficult early in the project to gauge project completion %. In the latter third of the project, a more formalized and detailed accounting of remaining work was instituted, which allowed better prioritization and scheduling of changes.
Aggressiveness of schedule
Contract negotiations took 1 month longer than expected, while project end date needed to remain fixed to allow alignment with the new STIP adoption and amendment timeframes. This added complexity to the business process cutover, and required deferring some less critical issues to post-GoLive.
The STIP data was more complex than anticipated by the vendor, which contributed to their initial estimation of a 6-month timeline. Additional time should have been allocated during initial evaluation to reduce later rework caused by misunderstandings of data use.
Shortened time available to refine and adapt business processes and identification of expected system usage over time required additional changes to further refine the system.
The aggressive schedule and agile development process required the team to adapt and test while changes were in progress. This occasionally caused rework. A less aggressive schedule would have eased this issue.

10. Next Steps Continue to work with the consultant to create reports
Resolve remaining non-critical issues deferred to post-GoLive

11. NMDOT electronic Statewide Transportation Improvement Program
Questions?