PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 1

1. PROJECT BACKGROUND

1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT

The Department of Cultural Affairs (DCA) represents New Mexico's dedication to preserving
and celebrating the cultural heritage of the state. DCA oversees 15 divisions representing a
variety of programs and services. Among them are New Mexico's 8 historic sites and 8
museums, which provide visitors - New Mexico residents and tourists alike - with opportunities
to learn about and experience New Mexico’s culture.
The success of these institutions - in terms of both financial stability and in meeting performance
goals - depends on DCA leadership having access to visitor data. Understanding of visitation
patterns and visitor motivations is critical to program planning and effective management.
Additionally, the Department is required to track attendance, revenue, and participation in events
and to report on these data to the Legislature and executive leadership.
The ticketing systems currently in use by DCA institutions are unable to provide the types of
information the Department needs. There is no single system in use across the department,
reporting of visitation data is cumbersome, and the systems in use at the majority of DCA
facilities are no longer supported or updated by the vendor. At many locations, visitation is
recorded manually, entered into excel spreadsheets, and later transferred to a centralized
database for combined reporting. At each stage, of this process, the possibility of errors is
introduced.
Additionally, DCA's systems do not offer the purchasing options that customers have come to
expect, limiting potential sales. This project will expand purchasing options to include presales,
online ordering, and timed ticketing, which are not currently possible with DCA's current
systems and will lead to increased ticket sales.
The purpose of this project is to replace DCA's antiquated systems with one standard system
capable of meeting the needs of the Department. The project will result in the procurement,
configuration, and implementation of a modern, standardized ticketing system across all of
DCA's visiting institutions. The result will be increased options for visitors, a leadership better
able to make decisions, and more accurate and consistent data about DCA visitation reported to
the Legislature.

1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT
DCA has been evaluating replacement ticketing systems since 2013. In that year, DCA began a
review of vendor offerings, developed a list of requirements and desired functionality, and in the
following year issued a request for proposals (RFP) and selected a vendor.
During contract negotiations with the selected vendor, Wells Fargo raised a statewide concern
about Payment Card Industry Data Security Standards (PCI) compliance. Uncertainty about
whether the state's response would lead to a consolidated approach to credit card acceptance or
some other solution led to cancellation of the RFP. The contract was never executed. The
process was an important step in articulating goals and gaining understanding of the current
market.
Since then, DCA has undergone a rigorous process of PCI compliance and has honed its

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 PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 2

requirements through the selection of an interim ticketing solution at one of its divisions. During
that process, the department made improvements to its financial management, and identified key
areas in which we will focus in selecting a ticketing system. Legislation passed during the 2018
session has given DCA greater flexibility in selecting an appropriate solution.

1.3 PROJECT CERTIFICATION REQUIREMENTS

CRITERIA YES/NO EXPLANATION

Project is mission critical to the
agency
Project cost is equal to or in
excess of $100,000.00
Project impacts customer on-line
access
Project is one deemed appropriate
by the Secretary of the DoIT
YES
A significant portion of DCA's operating
expenses are based on earned revenue.
The new system will affect the manner
in which admissions revenue is
accepted.
YES Project budget is $350,000
YES
An intended outcome is the
implementation of online ticket sales,
which will provide greater convenience
to visitors.
YES The project was recommended by DoIT
for C2 funding in the FY18 session.

Will an IT Architecture Review YES

be required?

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS

2.1 AGENCY JUSTIFICATION

DCA performance measures include those related to both admissions and revenue. Collection and
reporting of data submitted for both of these measures will be facilitated by centralization and
standardization of ticketing systems and ticketing procedures. Additionally, DCA's operations require
revenue earned through ticket sales. New opportunities for purchase of tickets, such as online sales, will
allow for improved marketing and promotional partnerships. Better tools for visualizing and reporting on
revenues will result in more efficient financial practices.

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 PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 3

NUMBER DESCRIPTION

DCA STRATEGIC MAXIMIZE IMPACT OF PROGRAMS AND SERVICES

GOAL 1: ACROSS NEW MEXICO
AGENCY OBJECTIVE 2
EVALUATE EFFECTIVENESS OF PROGRAMS AND SERVICES BY
INSTITUTIONALIZING ASSESSMENT, EVALUATION, AND DATA
COLLECTION
DCA STRATEGIC
GOAL 4:
REALIGN SERVICES TO PRIORITIZE SERVICE DELIVERY,
EFFICIENCY AND ACCOUNTABILITY TO MEET REDUCED OPERATING
BUDGET, IN RECOGNITION OF NEW FISCAL REALITIES

2.2 BUSINESS OBJECTIVES

NUMBER DESCRIPTION

INCREASE EFFICIENCY AND SAVE TIME IN CONFIGURATION AND

BUSINESS OBJECTIVE 1 REPORTING BY STANDARDIZING TICKET SALES WORKFLOWS AND
PROCESSES
BUSINESS IMPROVE VISITATION DATA BY ENABLING REAL-TIME RECORDING OF
OBJECTIVE 2 VISITATION DATA, ELIMINATING AREAS OF DUPLICATION AND
OPPORTUNITY FOR ERROR
BUSINESS ENABLE INFORMED DECISION-MAKING BY PROVIDING
OBJECTIVE 3 DCA EXECUTIVE STAFF WITH ATTENDANCE DATA THAT ARE
COMPLETE, ACCURATE, AND EASY TO USE
INCREASE VISITATION AND REVENUE AT DCA FACILITIES
BUSINESS
BY PROVIDING VISITORS WITH GREATER CHOICES IN
OBJECTIVE 4
TICKET PURCHASING

2.3 TECHNICAL OBJECTIVES

NUMBER DESCRIPTION

TECHNICAL REDUCE NUMBER OF DISPARATE SYSTEMS IN USE IN

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 PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 4

NUMBER DESCRIPTION
OBJECTIVE 1 ORDER TO SAVE ON HARDWARE AND SOFTWARE
UPGRADE AND MAINTENANCE COSTS AND EFFORTS

TECHNICAL PROCURE, CONFIGURE, AND IMPLEMENT POINT OF SALE SYSTEMS AT

OBJECTIVE 2 ALL DCA MUSEUMS

TECHNICAL PROVIDE SECURE, PCI-COMPLIANT MECHANISMS FOR

OBJECTIVE 3 ONLINE SALES OF TICKETS

TECHNICAL PROVIDE IMPROVED CAPABILITY TO MEET LEGISLATIVE REPORTING

OBJECTIVE 4 REQUIREMENTS OF PERFORMANCE MEASURES

2.4 IMPACT ON ORGANIZATION

AREA DESCRIPTION
END USER END USERS (CASHIERS, FINANCIAL STAFF) WILL NEED TO BE
TRAINED IN THE USE OF THE NEW SYSTEM;
MANAGERS AND MARKETING STAFF WILL HAVE OPPORTUNITY TO
MODIFY DECISION-MAKING PROCEDURES BASED ON NEWLY
AVAILABLE DATA.
BUSINESS
PROCESSES
DCA WILL EXPLORE OPTIONS FOR MODIFIED FINANCIAL
MANAGEMENT BASED ON NEWLY AVAILABLE TOOLS;
NEW
FINANCIAL PROCEDURES WILL BE DEVELOPED WHEN A
SPECIFIC SYSTEM IS SELECTED.
ADMINISTRATIVE SERVICES DIVISION WILL HAVE REDUCED NUMBER
OF VENDOR CONTRACTS TO MONITOR FOR PCI COMPLIANCE.

IT OPERATIONS AND DCA STAFF WILL OVERSEE AND MONITOR SYSTEMS AND
STAFFING WILL BE RESPONSIBLE FOR REGULAR MAINTENANCE
AND UPGRADES.

2.5 TRANSITION TO OPERATIONS

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 PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 5

AREA DESCRIPTION

PRELIMINARY
SYSTEM INFRASTRUCTURE WILL BE HOUSED WITHIN THE DOIT DATA
OPERATIONS
LOCATION AND CENTER AND MANAGED BY DCA'S SANTA FE IT STAFF.
STAFFING PLANS
DATA SECURITY,
BUSINESS ALL SENSITIVE DATA WILL BE ENCRYPTED AT POINT OF
CONTINUITY SALE, AND NO CREDIT CARD DATA WILL BE STORED WITHIN THE
SYSTEM. ALL DATA WILL BE BACKED UP TO DCA'S OFFSITE DISASTER
RECOVERY SYSTEM. DCA WILL STRIVE FOR MINIMAL SYSTEM
DOWNTIMES OF LESS THAN FIFTEEN MINUTES DURING HOURS OF
OPERATION.

MAINTENANCE
STRATEGY DCA PLANS TO CONTRACT WITH THE VENDOR TO MAINTAIN THE
SYSTEM, WORKING IN CONJUNCTION WITH DCA IT STAFF.

RECORD RETENTION DCA WILL FOLLOW ALL STATE RULES REGARDING RECORDS
RETENTION.

3.0 PROJECT/PRODUCT SCOPE OF WORK

3.1 DELIVERABLES

3.1.1 PROJECT DELIVERABLES

The Project Manager will work directly on the management and oversight of all project
deliverables.
• Project Certification Requests and Presentations
• Project Charter
• Proj ect Managem ent Pl an
• Project W ork Pl an
• PCI Assessment/Review
• Project Risk Assessment(s)
• Monthly DoIT Reports
• Contractor Status Reports
• IV&V Reports

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 PROJECT CHARTER STANDARDIZED TICKETING SYSTEM 6

3.1.2 PRODUCT DELIVERABLES

DELIVERABLE DESCRIPTION
Ticketing System (Hardware
and software) Configurable ticketing system that enables sales of
museum, theater, and historic site tickets at multiple
locations.
System Design Design of system components and functionality
Initial System Configuration
Configuration of system for the individual ticket types and
and Testing
prices at each DCA venue
Training for End Users
Training sessions for cashiers, financial staff, and
management that provide instruction on
creating/modifying tickets and ticket types and creating
and viewing reports of visitation and revenue.

3.2 SUCCESS AND QUALITY METRICS

NUMBER DESCRIPTION

Quality Metric 1 Reduction in time spent in producing visitation reports (currently up to

30 days) and financial reconciliation reports

Quality Metric 2 Reduction in errors in submitted data, measured by number of request

for modification of previously submitted data
Quality Metric 3
Quality and availability of visitation data to management staff as
measured by management satisfaction with reporting and use of data in
decision-making

Quality Metric 4 Increase in ticket sales due to improved ticketing capabilities

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4.0 SCHEDULE ESTIMATE

5/1S 7/18 9/18 11/18 1/19 3/19 5/19 7/19 9/19 11/19 1/20 3/20 5/20
Standardized T icketing System
INITIATION •
requirements documentation
Project Documents
PLANNING •
RFP Issued
Selection/Contract Negotiation
System Design
PCI Review
IMPLEMENTATION •
Training
Phase One Installations
Phase Two Installations
Training
Final Installations
Online Sales Implementation
CLOSEOUT •
Cleanup
Documentation Review

ESTIMATED SCHEDULE OF PROJECT PHASES

Initiation May 2018

Planning June 2018
Implementation November 2018
Closeout October 2019

5.0 BUDGET ESTIMATE

5.1 FUNDING SOURCE(S)

SOURCE AMOUNT ASSOCIATED RESTRICTIONS

LAWS 2018, CHAPTER 73, $350,000

SECTION 7 (17)
 5.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE

MAJOR PROJECT DELIVERABLE PROJECTED BUDGET

Independent verification and validation (IV&V) $35,000
PCI Consulting $15,000
System Design $30,000
System Configuration and Testing $60,000
IT Equipment, hardware, and software licensing $210,000
Total $350,000

5.3. BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE

PHASE PROJECTED BUDGET

Initiation

Planning $60,000
Implementation $275,000
Closeout $15,000
6.0 PROJECT AUTHORITY AND
ORGANIZATIONAL STRUCTURE

6.1 STAKEHOLDERS
NAME STAKE IN PROJECT ORGANIZATION TITLE

Veronica Gonzales Executive Sponsor DCA Cabinet Secretary

Michael Delello Business Owner DCA Deputy Cabinet

Secretary
Doug Patinka Project Manager DCA Deputy CIO

Chief Financial
Greg Geisler Steering Committee DCA
Officer
Gene Harris PCI Coordinator DCA
Accounts
Receivable
Manager
Andy Wulf Steering Committee DCA Division Director

Rebecca Avitia Steering Committee DCA Division Director

Mary Kershaw Steering Committee DCA Division Director

Patrick Moore Steering Committee DCA Division Director

Systems
Damian Jaramillo Technology Manager DCA
Administrator
DCA
Anne Green-Romig Performance Measures Director of
Reporting Legislative Affairs

Shelley Thompson Visitation Reports DCA Director of

Marketing
End users (cashiers) Will be involved in day- All DCA divisions
Customer service
to-day operations of with visiting
representative
ticket sales facilities
End users (finance) Will be involved in day- All DCA divisions Financial Officer
to-day reconciliation of with visiting
funds facilities
6.2 PROJECT GOVERNANCE PLAN

Contracted Vendor

IV&V Doug Patinka

Project Manager

Customer Service
IT System
Financial Managers Managers
Administrators
Project Team Project Team
Project Team

ROLE RESPONSIBILITY
Executive Sponsor
Allocate resources, provide leadership, legitimizes goals and
objectives, keep abreast of major project activities, and serve as the
ultimate decision-maker for the project.
Business Owner
Participate in project planning and the development of the Project
deliverables; provide support to the Project Manager; assists with
major issues, problems, and policy conflicts; removes obstacles.
Additionally the Business owner will take an active role in planning
the scope; approve changes; sign off on major deliverables. The
Business Owner will chair the steering committee.
Steering Committee
Will include management representatives from the key organizations
involved in the project. The Steering committee will act individually
and collectively to champion the project throughout their
representative organizations. They will approve project deliverables,
help resolve issues and policy decisions, and provide direction and
guidance to the project. The steering committee can will be involved