1. Department of Health Administrative services division– Network Infrastructure Upgrade
Project Closeout
July 25, 2018
Presenters: Terry Reusser – CIO
Gina Romero – Project Manager
Leif Gregory - CSO
1190 S. St. Francis Drive • Santa Fe, NM • Phone: • Fax: • nmhealth.org

2. Outline Project Overview Phase 1 – Key Objectives Met Timeline Budget
Lessons Learned
Questions

3. Project Overview
The New Mexico Department of Health (NMDOH) implemented a Wide Area Network (WAN) infrastructure in FY98. The system over several years has been enhanced/improved/expanded in a piecemeal fashion to support ever increasing program area needs. Keeping pace with technological advances in a holistic manner, has proven to be an immense challenge, primarily due to lack of a true and dedicated IT budget. However remaining status quo was not an option. Following a multi-year, multi-phase hybrid lifecycle approach utilizing elements of waterfall and agile, New Mexico Department of Health (NMDOH) initiated a network infrastructure upgrade and successfully completed phase 1 of 4 anticipated phases. Phases were iteratively planned, based on computer enhancement funds received.

5. Key Objectives Met
Established Consortium status thru third party vendor with Universal Service Administrative Company (USAC), Rural Health Care (RHC) program in anticipation of 2018 funding support thru the Telecommunications (Telecom) and Healthcare Connect Fund (HCF) sub-programs, but then we missed the funding window because of the delay (see lessons learned section).
Completed in-depth network analysis, resulting in comprehensive reporting of current infrastructure deficiencies and recommended remediation. As part of this network analysis, vendor created a living network design diagram to aid in capturing infrastructure changes and device configuration; diagram being used as an operational tool for Production Support Bureau (PSB), Network Operations Center (NOC) staff.
Replaced 93 wireless access points Wireless Access Points (WAPS) at 28 regional sites.
Replaced 10 routers and 5 switches at 13 regional sites.
Performed cabling assessments and replaced copper and fiber at 2 regional sites.

6. Key Objectives Met (cont’d)
Procured and provided StealthWatch (network visibility and security intelligence) training for 6 staff members within Production Services Bureau (PSB) and Chief Security Office (CSO).
Procured and implemented Splunk, a network application management, security and compliance solution.
Performed a Proof of Concept (POC) initiative for the Enterprise Back-up Solution for enterprise-wide implementation. A successful Proof of Concept (POC) was achieved.
Procured and implemented the Enterprise Back-up Solution, Avamar and Networker, to ensure disk-to-disk and disk-to-tape backups. Provided Production Services Bureau (PSB), Service Management Bureau (SMB) and other staff members with enhanced administrative Avamar training. Provided Networker administrative training to Production Services Bureau (PSB) staff member.
Performed three Proof of Value (POV) initiatives with vendors for the Network Access Control (NAC) Identity Services Engine (ISE) solution for enterprise-wide implementation. A successful Proof of Value (POV) was achieved and the selected vendor proceeded into the design, and implementation phases.
Procured and implemented the NAC Virtual Solution thru a three phased work package approach; design, implementation and deploy (pilot location).

7. Budget Planned Cost: Actual Cost: Professional Services $26,018.69
Actual Cost:
Professional Services
$26,018.69
Hardware
$335,981.69
$188,449.52
Software
$137,999.62
$263,532.63
Other
Other (training and technology discovery)
$21,999.16
Total
$500,000

8. Lessons Learned
Start contracts, procurements, Enterprise Project Management Office (ePMO) e-Review’s as early as possible to avoid funding loss based on delay.
DOH, ITSD staff were reluctant to follow project management methodology. ITSD, staff in the past, have solely relied on operational processes to meet internal ITSD objectives. The team now has an understanding of the value of project management, and moving forward, team acceptance should be greatly improved thru the continuous application of project management methodologies.

9. Questions