1. IT Transformation Strategic Plan and Pilot Project Closure
September 20, 2019
PED IT CIO Matt Goodlaw
Project Manager Mark DeCamp

2. Project Abstract
This project’s contracts were originally completed, and paid, by June Many project deliverables and objectives were not met, and the lack of oversight failed to mitigate risks from happening.
As originally approved in September 2016…
The main goal of the NMPED IT Transformation Project is to establish a Chief Information Office with the management systems needed to deliver on its obligations to program leaders, districts, schools, and the public in support of NMPED’s strategic mission. A key part of this transformation is the development of a secure, agile operational data store and data dashboard to aggregate multiple academic source system results to inform data-driven decision making at the state and district level.
The primary contractor was RE/SPEC Inc. doing business as RESPEC Inc., formerly known as POD Inc., and the sub-contractors under the two separate contracts were UPD Consulting and EASOL. EASOL and RE/SPEC Inc. entered a strategic partnership in October, 2017.

3. Appropriation History
Certification History

4. Scope Verification Cost and Schedule
Contract costs, vs Actual Invoices

5. Closing Comments
Phase A: Contractor shall conduct interviews and gather information to assess existing organizational and data structures of PED ITD and make recommendations for improvement.
Phase A: A 203 page document was delivered by UPD (UPD Analysis) on April 3, This was a valuable document to me coming on board to establish a PMO for IT.
Phase B: Contractor shall support PED ITD’s planning and implementation of data governance based on recommendations.
Phase B: Data Governance was not implemented as documented in the UPD analysis.
Phase C: Contractor shall gather requirements for data validation tool development and assist with implementing selected process changes from prior phases. Contractor shall also assist with standing up of an IT Project management function for PED ITD. Contractor shall assist PED ITD will strategic planning and road mapping for future state to drive efficiencies and improve processes.
Phase C: A PMO was created in late 2017, a Business Analyst was hired in November 2017, and a PMO dual certified Project Manager Lead was hired in February 2018.
Phase D: Contractor shall support the Office of Policy and Programs in determining appropriate performance metrics, mapping the data required to calculate these metrics, assessing the quality of these data, planning for the reporting of these data (including data visualization recommendations), developing a performance management process to routinely analyze and discuss these data, and providing support in the implementation of the performance management process.
Phase D: There was a system put in place to monitor the progress of programs called Automated Metrics for Performance (AMP) that is not being used.
E1: Needs Analysis, Solution Design and Data Transformation Design
E1: No evidence except in the UPD Analysis
E2: Data Transformation Services (Import/Export)
E2: No data transportation services were developed
E3: Integrated Operational Data Warehouse
E3: No ODS was delivered
E4: Flexible Data Reporting
E4: No flexible data reporting was delivered
E5: Single Sign-On Services for Dashboard
E5: No SSO was delivered
E6: Operational Monitoring and Service Health
E6: No Operational Monitoring and Service Health was delivered
E7: Solution Deployment, End-User Training and Professional Development
E7: No Training and PD was delivered

6. Closing Comments Don’t shoot the messenger.
The current CIO and PMO was established 7 months after this project was closed. All leadership at the time of this project initiation, also
UPD Analysis and Recommendations and the Automated Metrics for Performance AMP system were the only visible deliverables received.
The project was very aggressive, and had a very short 9 month time line.
Financial oversight did not take place.

7. Lessons Learned
Do not appropriate 100% of funds during initiation and Planning.
There was no evidence of Project Certification request for Implementation or approval, and all funds were approved in Initiation and Planning.
Project PCC Closure should be closer to the projects documented conclusion.
Staff change, and the staff involved with the project should be available for closure and history.
PMO, and Certified Project Managers add value.
At the time, there was no certified project management on staff to manage the project and safeguard against risks.
Financial controls need to be in place.
Stakeholders other than IT need to be in place, and financials need to be monitored.

8. Thank you for attending