The PM must have expertise in managing information technology (IT) projects within ambitious, constrained timelines per the State Information Management Manual (SIMM) 17 CA-PMF, SIMM 19 PAL, and the State Administration Manual 4910.1. The PM will be directly responsible for all knowledge areas, as defined by the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK), across all process groups for this project. The PM will work closely with the CDT Project Approval and Oversight Manager, the Independent Verification and Validation (IV&V) consultant, CCHCS Project Management Office, AIS Team, IT Leadership, and staff to ensure project deliverables are identified, documented, and implemented in a timely fashion to be compliant with AB 133.
This project requires effective management of people and technology. The PM must be able to plan, organize, direct, and control the project activities, have substantial project management experience working with an IV&V consultant, and experience leading several medium-and/or high-complexity project efforts through all phases of the project lifecycle.
The PM must possess advanced project management certifications and also demonstrate experience in the various approaches to system analysis, development and/or replacement, personnel management, stakeholder management, operation support, and organizational change management. The PM must be able to understand the technology being used but not necessarily be an expert in its use. Additionally, the PM shall have experience working on projects with CDT Oversight and IV&V services. The PM will focus the majority of their effort on the analysis, planning, implementation, and controlling aspects of the project.
This is a time and materials contract in which the PM will be responsible for the necessary planning and analysis to determine a modernization approach and roadmap for the new system and will serve in a lead role to ensure the continuity of all project activities. The PM shall perform project management tasks and complete assignments associated with other CCHCS projects as needed.
The CCHCS Contract Manager will oversee the PM contract.
As directed by CCHCS, the consultant resource will work with the management team, IV&V consultant, project team, staff, and the PMO staff on the following tasks during the planning, development, and implementation phases.
Tasks
Tasks and Requirements
Project Familiarization
and Ramp Up
- Gain a detailed understanding of the nature and intended use of the application from a regulatory perspective.
- Review all project-related documentation and artifacts that have been gathered and assembled to date.
- Identify roles and responsibilities of project team members.
- Schedule and facilitate meetings with the CalAIM MCRS project team members, staff, stakeholders, IV&V consultant, PMO Chief, IT Leadership, and Project Sponsor(s).
- Examine the existing project library to ascertain the current folder management structure and recommend necessary improvements to enable rapid identification of the latest document versions, approved project artifacts, and additional/new project artifacts.
- Review and maintain logs for risks, issues, action items, decisions, and stakeholders as needed.
- Update and maintain a detailed narrative description of the Project Management Plan and the individual plans that comprise the Project Management Plan.
- Review and maintain the project schedule using Microsoft Project; including but not limited to, a detailed work breakdown structure containing tasks, activities, resources, effort, task start/end time durations, milestones, deliverables, dependencies, and critical path.
- Conduct a walk-through of the project schedule with all project team members, program staff, IT Leadership, and managers responsible for resources assigned to the project schedule and adjust as necessary.
- Baseline the project schedule that will be used to track, monitor, manage, and measure the progress and performance of the project.
- Establish a methodology for obtaining weekly work task updates and progress from resources assigned via the project schedule.
- Update the Project Management Plan to show schedule changes from baseline and the percentage of work completed as required by CCHCS.
- Update the Project Management Plan to reflect the changes based on the approved change management process.
- Update and maintain roadmaps with input from
the project stakeholders.
Project Approval Lifecycle
- Schedule and lead meetings with various project team members, program staff, IT Leadership, and managers to prepare Stage 3 Solution Analysis (S3SA). Address all questions raised during the completion of the CalAIM MCRS S3SA, including any documentation submitted according to the S3SA requirements and instructions, such as the Project Management Plan.
- Establish an Executive Steering Committee (ESC) and schedule weekly or biweekly meetings to provide status and updates to the ESC.
- Establish a project governance structure to make decisions, and approve project management plans, change requests, and project artifacts.
- Schedule and lead team meetings to complete the S3SA.
- Schedule and lead meetings to complete the required S3SA project management plans and various other project management documents as necessary.
- Schedule and lead meetings to complete the Stage 4 Readiness and Approval (S4RA) Pre-Assessment and S4RA templates.
- Schedule and lead meetings with various personnel to address questions raised by CDT about the contents of any of the PAL documents.
System Implementation
Readiness and Evaluation
- Schedule and lead team meetings to develop an implementation checklist to determine and confirm all preparations have been completed to support “go-live” readiness.
- Assist in the development of tools and processes to capture metrics, as appropriate.
- Schedule and lead team meetings to gather and document best practices and lessons learned from all project team members.
- Collaborate and work strategically with the IV&V consultant to ensure the project meets IV&V requirements.
Executing, Monitoring & Controlling, and Closing
- Perform the day-to-day management of tasks and activities. The PM is responsible for managing, monitoring, controlling, and communicating all work associated with the project outcome.
- Manage and control stakeholder engagement; communicate and interact with stakeholders to meet their expectations and needs as documented in the Communication, Stakeholder, and Resource Management Plans.
- Support project planning and direction, including project staffing and resource estimates.
- Conduct risk management (identify, analyze, conduct risk response planning, execute risk response plan, and monitor and report risks).
- Conduct issue management (identify, prioritize, communicate, manage, and report issues).
- Manage, coordinate, facilitate, prepare, and disseminate documents for the Executive Steering Committee and project team members as outlined in the Communication Management Plan.
- Monitor change requests and follow processes identified in the Change Management Plan.
- On a weekly and monthly basis, the PM will provide a status report that contains the project schedule, document library, stakeholder register, action item log, decision log, risk log, issue log, change request log, and status reports.
- On a weekly basis, manage, update, and provide status reports to CDT.
- Meet with the CCHCS Contract Manager weekly to review the status reports and any related matters. All variances shall be presented for approval at the status meeting.
- Analyze project progress and recommend alternatives to meet the scheduled milestones and deliverables.
- Assist with the prioritization of assigned tasks and provide status to the program/project management team.
- Utilize the CA-PMF, PAL, and industry best practices on reference manuals, toolkits, plans, templates, and associated policies to strengthen project management standards in use on the CalAIM MCRS Project.
- Assist in project closing activities to document and share lessons learned, obtain feedback from all participants, complete the Post Implementation Evaluation Report to CDT, and archive project documents.