The Administrative Manager directs the administrative staff, coordinates tools and services training, ensures that the administrative staff adhere to processes and policies, leads the cost management effort including: sponsoring cost budgeting and tracking activities, facilitating communication on fiscal status, and ensuring the project cost tool and supporting documentation is maintained. The Administrative Manager also provides reports, recommendations, and status on the project budget and expenditures, e.g., planned vs. actual reports, initiates corrective action, and re-planning activities. 

The Administrative Staff Services Support is responsible for supporting the Administrative Manager by providing staff services-related activities; acting as the help desk liaison between the Project Office and external stakeholders; serving as personnel liaison and training coordinator. The Administrative Staff Support Services also supports the Administrative Manager by providing support for acquiring new or additional facility space and/or infrastructure resources, providing asset management oversight, making preparation for contract arrival and staff orientation, providing clerical/secretarial support, maintaining conference room calendars and distribution lists, and managing incoming/outgoing mail.

The Executive Steering Committee acts as the Project stakeholders group, ensuring that the deliverables and functionality of the project are achieved as defined in the project initiation documents and subsequent project management plans. This committee provides high-level project direction, receives project status updates, and addresses and resolves issues, risks, or change requests.

The Financial Analyst is responsible for supporting the Administrative Manager by managing and tracking project budget/costs, coordinating/preparing budgetary documents, e.g., Special Project Reports and OSI Budget Change Proposals, reviewing budget/contract expenditures, and collecting and reporting financial metrics. This includes reconciling the accounting and Work Breakdown Structure cost management processes and developing financial management policies and procedures. The Financial Analyst also provides support in project solicitations, evaluations, and award processes - assisting in the evaluation of the cost and administrative sections of the proposals based on the criteria in the Evaluation Plan.

The Implementation Manager (IM) will be responsible for the implementation portion of the project. The IM will provide implementation management leadership through planning, organizing, coordinating, and monitoring implementation activities. In addition, the IM will be responsible for effectively managing all information technology resources assigned by the project manager, including implementation strategy, organizational change management, production support, IT training/knowledge transfer, defect/problem tracking, and Maintenance & Operation. The IM will coordinate SOWs and interface directly with contractors to ensure technical obligations satisfy all objectives and expectations. 

The IPOC works under the direction of the Project Sponsor to provide independent project management oversight in accordance with the Office of the State Chief Information Officer (OCIO) Information Technology Project Oversight Framework:

     http://www.cio.ca.gov/Government/IT_Policy/pdf/IT_OvrsghtFrmwrkR2-25-04s.pdf

The IV&V representatives work under the direction of the Project Sponsor to provide IV&V against the project. The IV&V team will provide independent, technical review and verification of project deliverables, as well as independent testing and auditing of project deliverables against requirements, with a special emphasis placed on deliverable quality assurance and information security control reviews. 

The legal representative provides legal opinions upon request in areas of the RFP or RFO and Service Request content, contract amendments, work authorizations, contracting questions, conflicts of interest, discovery issues, communication documents, industry trends, and general contracting issues.

The Operations Manager is responsible for coordinating and overseeing the operations of the new system. This includes overseeing problem resolution and administration and operations activities. They monitor prime contractor management of operations and resolution of operations support problems.

The Procurement Manager oversees and manages the generation of the RFP or RFO and other solicitation documents. Other areas of the project office may be assigned responsibility for specific sections, but the Procurement Manager is responsible for integrating all the pieces and ensuring consistency and continuity throughout the entire procurement process and conforming to procurement standards, rules, and regulations. This includes managing the RFP or RFO development, preparing and maintaining procurement schedule, coordinating contract negotiations and managing evaluation of proposals or offers and selection of vendor.

The Project Director is responsible for planning, directing and overseeing the project, and ensuring that deliverables and functionality are achieved as defined in the Project Charter, funding documentation and subsequent project plans. The Project Director is also responsible for the management of all resources assigned to the project, serves as the primary liaison between the project and the Project Sponsor and Executive Committee, and escalates decisions and issues as needed. The Project Director coordinates project related issues with other efforts, reviews and resolves project issues not resolved at lower levels, and directs the project management functions. The Project Director acts as the principle interface to the contractors. 

The Project Librarian is responsible for supporting the Administrative Manager by acting as the librarian lead, assisting with contract deliverable tracking, and assisting with administrative services support activities.

The Project Manager is accountable to the Project Director for all the project office management related activities. The Project Manager plans, guides, and oversees the day-to-day internal activities that support the Project Office, and assists in the development of the master project schedule and all other project work plans. The Project Manager is accountable for the development, maintenance, and adherence to the Project Office infrastructure and supporting methodologies (e.g. processes, procedures, standards, and templates) that are in compliance with OSI Best Practices and policies.  

The Project Scheduler is responsible for coordinating and managing inputs to the project plan. This includes tracking progress against project schedule, merging and identifying dependencies and risks between the project schedule, tracking progress on prime contractor's schedule and counties' schedules.

The Project Sponsor has overall authority for the project. The Project Sponsor provides vision and direction for the project, provides policy leadership, assists in removing barriers and supports change management initiatives, participates in the Executive Steering Committee, and provides support to the Executive Steering Committee as needed. 

External resources included in the staff planning estimates should be described here. If the resource is only providing review or response to questions, it is not necessary to describe the organization in this section.

A full description of all external stakeholders should be in the Governance Plan or Communication Plan, so this section should only highlight those organizations that are lending staff or significant time to the project to support project activities.

Indicate the type of support the organization is providing and whether the resources are full or part-time and if they are on-site or off-site. Also describe whom the externals “report” to in the project and/or the type of relationship, peer, advisor/counsel, etc. 

The Quality Manager is responsible for overseeing and ensuring both product and process quality for the project office as well as for the Prime Contractor. The Quality Manager provides insight into the project and contractor methods of doing business by reviewing process and product activities for adherence to standards and plans.

The Risk Manager is responsible for managing and tracking risks and risk mitigation/contingencies on the project. The Risk Manager also monitors prime contractor risk management efforts to ensure they do not adversely impact the project. The Risk Manager manages and tracks potential and active risks, maintain the risk management tool and documentation information, leads risk identification sessions for the project, monitors prime contractor risk management efforts, and participates in division-level risk management activities for risks that cross project boundaries or are beyond the project’s control.

The primary role of the Solution Architect is to translate what is required to run the business into actual design specifications and models that can be supported and fulfilled by components within the Technology Architecture.

The System Engineer is a co-leadership position with the Technical Manager in overseeing the technical aspects of the project and is a direct support to the Technical Manager. The System Engineer provides industry best practices and disciplines that will be applied and tailored to suit the processes and culture of the state technical environment.

The System Engineer will support the Technical Manager primarily in providing technical leadership towards the development and tracking of the system business requirements and interfaces, assisting with technical analyses, and ensuring the final system meets all stated requirements. The System Engineer will also be responsible for the following: tracking and managing the requirements for the new system and any changes to the requirements, providing exposure to project stakeholders on new technologies and processes relevant to the project, providing training of the evaluation team, and holding technical simulations of the project as needed.

The Technical Manager is responsible for the day-to-day activities of state and vendor technical staff who are engaged in the technical management aspects of the project. The technical manager (a state manager for the project) and system engineer (a consultant on the project) co-lead in the technical disciplines of the project, unlike the Project Director and Project Manager who will focus on the overall project management of the project.

One of the key roles of the Technical Manager is to partner with other IT managers to acquire appropriate technical assistance for such areas as enterprise architecture, database, software development, security, testing, configuration management, change management, release management, and other technical areas of the new system. The Technical Manager, along with the system engineer, will provide leadership and support to technical staff that are augmented to the project throughout the project life cycle.

The Technical Manager will also provide technical support to the Project Director, Project Manager, and other managers in the Project Office to establish and execute technical policies, processes, and procedures.  

The Test Manager is responsible for coordinating the testing of the Prime Contractor's system. The Manager works with the Quality Management staff to design test cases and data that will best represent "real-life" scenarios for the system. The Test Manager is also responsible for coordinating interface tests with other organizations (county, state, federal), as needed. They plan, monitor, and evaluate prime contractor test plans, problem reporting and resolution process.