CATS+ J01B5400028 RFR Senior Project Manager Business Requirements Document (BRD)

2014

Judonne Greham

Contractor, Maryland Department of

Transportation (MDOT)

4/30/2014

Business Requirements Document (BRD)

Capital Program Management System (CPMS)

CPMS

Business Requirements Document (BRD)

pg. 1

Document Revision History

Document Version – Date

Description of Revisions

04/29/2014

Draft

04/30/2014

Draft updated with new requirements, and MDOT

feedback.

Contributors to this Document

Contributor Name

Department - Role

Judonne Greham

MDOT Office of Planning & Capital Programming – Contract Business Analyst

Dan Favarulo

MDOT Office of Planning & Capital Programming – Project Manager

Bill Appold

MDOT Office of Planning & Capital Programming – Project Owner

Brian Martin

MDOT Office of Planning & Capital Programming – Project Owner

Robert DiPietro

MDOT Office of Planning & Capital Programming – Subject Matter Expert

Andrea Anderson

MDOT Office of Planning & Capital Programming – Subject Matter Expert

Jerry Navratil

Contract Lead Developer

Kerri Griffin

Contract Developer

Don Sellner

MDOT Finance - Subject Matter Expert

Michael Mikolajczyk

MDOT Finance - Subject Matter Expert

Brenda Cachuela

MDOT Audit - Subject Matter Expert

Tony Moore

Maryland Port Administration (MPA) - Subject Matter Expert

Merrilyn Williams

Maryland Aviation Administration (MAA) - Subject Matter Expert

Suhair Alkhatib

Maryland Transportation Authority (MDTA) - Subject Matter Expert

Felicia Alexander

Maryland State Highway Administration (SHA) - Subject Matter Expert

Paul Wenck

Maryland State Highway Administration (SHA) - Subject Matter Expert

Perry Smith

Maryland State Highway Administration (SHA) - Subject Matter Expert

Brian Wilbur

Maryland State Highway Administration (SHA) - Subject Matter Expert

Holly Arnold

Maryland Transit Administration (MTA) – Subject Matter Expert

Mike Helta

Maryland Transit Administration (MTA) – Subject Matter Expert

Tim Herman

Maryland Motor Vehicle Administration (MVA) - Subject Matter Expert

Cristin Tolen

Washington Metropolitan Area Transit Authority (WMATA) - Subject Matter Expert

Jonathan Martin

Maryland Department of Legislative Services (DLS) - Subject Matter Expert

Steve McCulloch

Maryland Department of Legislative Services (DLS) - Subject Matter Expert

CPMS

Business Requirements Document (BRD)

pg. 2

Acronyms / Definitions

Term

Description

Consolidated Transportation Program (CTP)

Maryland's six-year capital budget for transportation projects.

The CTP contains projects and programs across the Department,

including the Maryland Aviation Administration, the Motor

Vehicle Administration, the Maryland Transit Administration,

the Washington Metropolitan Area Transit Authority, the

Maryland State Highway Administration, the Maryland Port

Administration, and the Maryland Transportation Authority.

Comprehensive Work Schedule (CWS)

The quarterly reporting process administered by MDOT’s Office

of Capital Planning and Programming to monitor and approve

state transportation capital projects and programs.

CWS Worksheet

Briefing document compiled in Microsoft Excel used by the

Office of Planning and Capital Programming to illustrate

quarterly capital cash flow changes and reasons for those

changes.

Financial Management Information System

(FMIS)

MDOT’s financial management system used by MVA, SHA, MPA,

MAA, and MTA.

Maryland Aviation Administration (MAA)

Modal administration within MDOT that operates

Baltimore/Washington International Thurgood Marshall Airport

(BWI Marshall) and Martin State Airport as well as provides

grant funding to regional airports.

Maryland Department of Transportation

(MDOT)

State department that has direct coordination and oversight of

all modes of transportation in Maryland.

Maryland Port Administration (MPA)

Modal administration within MDOT that is responsible for the

operation of various public marine terminals in Baltimore as well

as promotes the Port of Baltimore as a leading hub for cargo and

for cruise activity.

Maryland Transit Administration (MTA)

Modal administration within MDOT that is responsible for

providing local and regional public transit services on bus and

rail, as well as grant funding and technical assistance to Locally-

Operated Transit Systems (LOTS) across Maryland.

Motor Vehicle Administration (MVA)

Is a modal administration within MDOT that provides services

for drivers and vehicles in Maryland, including registration and

licensing.

Maryland Transportation Authority (MDTA)

Independent agency responsible for operating and maintaining

the State’s eight toll facilities. The MDOT Secretary serves as

Chairman of the MDTA.

Solomon

Maryland Transportation Authority (MDTA)’s financial

management system. This system is used solely by MDTA.

State Highway Administration (SHA)

Modal administration within MDOT that is responsible for

managing the State’s highway system.

Washington Metropolitan Area Transit

Authority (WMATA)

Independent transportation agency responsible for operating

Metrorail and Metrobus in the Washington Metropolitan Area.

MDOT supports WMATA through annual operating grants in

accordance with the interstate compact.

CPMS

Business Requirements Document (BRD)

pg. 3

Table of Contents

1.0 MANAGEMENT SUMMARY ............................................................................................................... 5

1.1 Objectives to be Met ..................................................................................................................... 6

1.2 Functional Capabilities to be Addressed ....................................................................................... 6

1.3 Organizational Areas Affected ...................................................................................................... 6

1.4 Reason for Project & Project Methodology .................................................................................. 6

2.0 STAKEHOLDERS ................................................................................................................................. 8

3.0 RISK ASSESSMENT ............................................................................................................................. 9

4.0 ASSUMPTIONS .................................................................................................................................. 9

5.0 STATEMENT OF BUSINESS REQUIREMENTS ...................................................................................... 9

5.1 Background ................................................................................................................................... 9

5.2 Current Environment .................................................................................................................. 10

5.2.1 Transportation Mode CWS, Draft CTP & Final CTP Preparation ............................................. 12

5.2.1.1 MPA General Process & Sub Process Identification ................................................................ 12

5.2.1.2 MAA General Processes & Sub Process Identification ............................................................ 14

5.2.1.3 MDTA General Processes & Sub Process Identification .......................................................... 16

5.2.1.4 SHA General Processes & Sub Process Identification ............................................................. 19

5.2.1.5 MTA General Processes & Sub Process Identification ............................................................ 22

5.2.1.6 MVA General Processes & Sub Process Identification ............................................................ 24

5.2.1.7 WMATA General Processes & Sub Process Identification ...................................................... 27

5.2.1.8 TSO General Processes & Sub Process Identification ............................................................. 28

5.2.1.9 MDOT HQ General Processes & Sub Process Identification ................................................... 29

5.3 Relevant Business Problems ....................................................................................................... 31

5.4 Major Functions and Capabilities Required ................................................................................ 32

5.5 Impact to Other Systems and / or Processes .............................................................................. 32

5.6 Limitations, Constraints, and / or Dependencies ........................................................................ 34

5.7 Definition of Completion ............................................................................................................ 34

6.0 SCOPE .............................................................................................................................................. 34

6.1 Specific Functional Capabilities to be Addressed ....................................................................... 34

6.1.1 Statement of Business Requirements ..................................................................................... 34

6.2 Options to Satisfy Requirements ................................................................................................ 43

6.3 Other Options Considered .......................................................................................................... 45

CPMS

Business Requirements Document (BRD)

pg. 4

7.0 IMAPCT URGENCY ........................................................................................................................... 45

8.0 RESOURCES ..................................................................................................................................... 45

9.0 APPROVALS ..................................................................................................................................... 46

CPMS

Business Requirements Document (BRD)

pg. 5

1.0 MANAGEMENT SUMMARY

The Maryland Department of Transportation (MDOT HQ) is responsible for the management of the state

transportation capital program funding across various modal administrations. MDOT HQ and the

various modal administrations currently use the Capital Program Management System (CPMS) to

manage and report their capital program.

CPMS is a series of Microsoft Access databases consisting of SQL statements and macros that control

calculations, queries, reports, and other functionality. MDOT HQ is responsible for the management of

CPMS through a maintenance contract with Computer Sciences Corporation (CSC). MDOT HQ inputs

data and extracts data from CPMS to compile quarterly reports. Each quarter a Comprehensive Work

Schedule (CWS) document is prepared. The 1

quarter a draft Consolidated Transportation Program

(CTP) report is created and the 3

quarter a final Consolidated Transportation Program (CTP) report is

created from data provided from each transportation mode.

The following modal administrations are represented in the CWS, draft CTP, and final CTP:

Maryland Port Administration (MPA)

Maryland Aviation Administration (MAA)

Maryland Transportation Authority (MDTA)

Maryland State Highway Administration (SHA)

Maryland Transit Administration (MTA)

Maryland Motor Vehicle Administration (MVA)

Washington Metropolitan Area Transit Authority (WMATA)

Transportation Secretary’s Office (TSO)

The modes provide MDOT HQ with data that is used in the creation of the CWS, draft CTP, and the final

CTP. Additionally, many modes use CPMS for the day-to-day management of their capital program to

monitor and track project cash flow, status, and schedules.

CPMS was created by contract developers associated with Computer Sciences Corporation (CSC). The

original intent of CPMS was to:

 Manage project data and schedules

 Develop the draft CTP and final CTP

 Create the quarterly CWS

 Perform quarterly Federal Aid assumption analysis

 Forecast project cash flows

 Move data to and from other non-CPMS systems

Each mode is assigned a Microsoft Access Database and related utilities. The mode is responsible to

input project data and cash flow information into the database each quarter. The mode saves the data

and provides MDOT HQ with a copy of the saved database file. MDOT HQ manually uploads the

database file into the MDOT HQ CPMS Application (access database). MDOT HQ reviews the mode

information and creates a CWS, a draft CTP, and / or a final CTP.

CPMS

Business Requirements Document (BRD)

pg. 6

1.1 Objectives to be Met

 Describe CPMS current state

 List future CPMS business requirements

 Propose solution(s) to replace existing system

1.2 Functional Capabilities to be Addressed

 Business Use Current State

 Future Business Requirements

1.3 Organizational Areas Affected

Maryland Department of Transportation (MDOT) Office of Planning & Capital Programming

Maryland Department of Transportation (MDOT) Finance

Maryland Department of Transportation (MDOT) Audit

Maryland Port Administration (MPA)

Maryland Aviation Administration (MAA)

Maryland Transportation Authority (MDTA)

Maryland State Highway Administration (SHA)

Maryland Transit Administration (MTA)

Maryland Motor Vehicle Administration (MVA)

Washington Metropolitan Area Transit Authority (WMATA)

Transportation Secretary’s Office (TSO)

Maryland Department of Legislative Services (DLS)

1.4 Reason for Project & Project Methodology

CPMS was originally developed in the early 2000’s. Recent years various modifications and upgrades

have provided temporary solutions to the growing need for a more robust and modern platform to

manage the transportation capital program. MDOT is experiencing various technical glitches due to

Microsoft Access software upgrades. Additionally, MDOT experienced difficulty finding contract support

to maintain this legacy system. These growing issues have compromised the functionality and reliability

of the system.

Initially, a case study was requested. The case study was to explore in detail the current CPMS

environment and based on findings suggest possible strategies to either retain the current system,

modify the current system, and / or replace the current system. MDOT engaged Infojini (contractor) to

provide a business analyst to create a case study.

At the start of the project, MDOT HQ leadership determined that a case study was not needed to

explore the current CPMS environment. MDOT HQ leadership reasoned they already understood that

retaining or modifying the current system would not be viable solutions. This reasoning was explained

because Microsoft Access was already determined to be an inadequate structure for their ongoing and

future needs. MDOT HQ leadership and the contractor agreed to modify the project deliverable from a

case study to a Business Requirements Document (BRD).

CPMS

Business Requirements Document (BRD)

pg. 7

A BRD provides each stakeholder the opportunity to indicate how they currently use CPMS. The BRD

captures future system requirements suggested by stakeholders. The CPMS BRD will provide future

analysts, project managers, and developers with a path to follow when organizing development efforts.

The contractor used the following strategies to create the CPMS BRD and communicate project updates:

 Researched existing systems

 Researched possible vendors

 Reviewed existing CPMS documentation

 Reviewed current CPMS functionality

 Arranged meetings to document stakeholder current CPMS usage

 Arranged meetings to document stakeholder future CPMS business requirements

 Provided CPMS project owners with weekly project updates

 Facilitated formal and informal project update meetings

Before the end of the project MDOT HQ requested the contractor to add case study elements into the

CPMS BRD. The final deliverable is a hybrid document that provides some case study elements and BRD

elements.

The contractor suggests government organizations who consider new system development use the

following steps:

1. Conduct internal formal and informal information gathering / sharing discussions regarding the

current system

2. Perform business process modeling efforts for those areas / individuals who contribute to the

current system and / or depend on information from the current system

3. Engage Procurement to determine appropriate vehicles for any anticipated vendor engagement

if internal skill set is not available

4. Conduct a formal case study and / or formal needs analysis

5. Create a BRD written with a development audience in mind that captures the current state and

captures future business requirements (the document should focus on what the business would

like the new system to do not how the system should do it)

6. Send the BRD out to external vendors and to internal IT groups for request for information and /

or request for quote (the deliverable should indicate what technologies the organization will use

to develop the new system and general costs estimates that include when appropriate,

hardware, software, server(s), customized development, project oversight, etc.)

7. If appropriate send out for request for proposal requesting awarded vendor to provide the

following deliverables: functional requirements document, technical specifications document,

system development, periodic system demo’s, system technical QA, system User Acceptance

Testing, system roll out to production plan, system documentation, user system training

materials, and if appropriate system maintenance plan

CPMS

Business Requirements Document (BRD)

pg. 8

2.0 STAKEHOLDERS

Stakeholder

Participants

Maryland Department of Transportation (MDOT) Office of Planning &

Capital Programming

Brian Martin, Assistant Director

William Appold, Manager, Consolidated Transportation

Program

Andrea Anderson, Capital Program Analyst

Robert DiPietro, Capital Program Analyst

Dan Favarulo, Capital Program Analyst

Contract Developers

Jerry Navratil

Kerri Griffin

Maryland Department of Transportation (MDOT) Finance

Don Sellner, Policy Analyst

Michael Mikolajczyk, Policy Analyst

Maryland Department of Transportation (MDOT) Audit

Brenda Cachuela, Director, MDOT Office of Audits

Maryland Port Administration (MPA)

Tony Moore

Special Assistant , Office of Capital Planning

Maryland Aviation Administration (MAA)

Merrilyn Williams

Director, Office of Capital Programs

Maryland Transportation Authority (MDTA)

Suhair Alkhatib

Capital Program Manager, Division of Capital Planning

Maryland State Highway Administration (SHA)

Felicia Alexander, Office of Planning & Preliminary

Engineering

Paul Wenck, Office of Planning & Preliminary

Engineering

Perry Smith, Program Development

Brian Wilbur, Program Development

Maryland Transit Administration (MTA)

Holly Arnold, Manager, Office of Capital Programming

Mike Helta, Chief, Office of Capital Programming

Maryland Motor Vehicle Administration (MVA)

Tim Herman, Senior Planner, Office of Planning &

Programming

Washington Metropolitan Area Transit Authority (WMATA)

Cristin Tolen, Acting Director, Washington Area Transit

Programs

Transportation Secretary’s Office (TSO)

Dan Favarulo, Capital Program Analyst

Maryland Department of Legislative Services (DLS)

Jonathan Martin, Policy Analyst

Steve McCulloch, Policy Analyst

CPMS

Business Requirements Document (BRD)

pg. 9

3.0 RISK ASSESSMENT

The Department of Transportation Secretary’s Office Audit Report dated November 2012 cited the

following CPMS risks:

 MDOT had not established adequate procedures to verify the accuracy of expenditure and

estimated cost data recorded in CPMS by MDOT’s modals to help ensure the reliability of data

used for decision making purposes.

 Access to CPMS was not adequately documented or monitored as there was no formal process

for documenting user access requests and approvals.

The contractor, MDOT Audit, and MDOT HQ indicate the following risks:

 Maryland Department of Transportation (MDOT) Office of Planning & Capital Programming

(OPCP) inexperience in the management of IT system contracts. OPCP is a transportation

planning and programming office and lacks the necessary expertise to continue the

management of IT systems.

 CPMS is not integrated into MDOT HQ systems or modal administration systems. As a result,

there is often conflicting capital program information between the modal databases, the various

MDOT CPMS modules, and other financial systems.

4.0 ASSUMPTIONS

Section 6.1.1 Statement of Business Requirements contains duplicate business requirements under the

‘Business Requirements Detail’ area. Many of the modal administrations and MDOT HQ suggested

similar business requirements.

5.0 STATEMENT OF BUSINESS REQUIREMENTS

5.1 Background

Computer Sciences Corporation (CSC) created CPMS for the Maryland Department of Transportation

(MDOT) Office of Planning & Capital Programming. CSC developed CPMS to:

 Manage project data and schedules

 Develop the draft CTP and final CTP

 Create the quarterly CWS

 Perform quarterly Federal Aid assumption analysis

 Forecast project cash flows

 Move date to and from other non-CPMS systems

CSC provides system maintenance and programs new system updates. MDOT and each mode has the

ability to request CSC to perform system fixes and upgrades.

CSC defined CPMS as a core system with customized subsystems.

CPMS

Business Requirements Document (BRD)

pg. 10

Name

Core

Subsystem

Description / Function

CPMS Application

A customizable mode specific Microsoft Access Database.

Allows user direct input into the database through a series

of Microsoft Access custom built input areas (forms).

CPMS Version

Update Utility

A Microsoft Access Database Macro. Allows user to run a

manual macro that retrieves the latest version of the CPMS

Application that resides on a shared / network server.

Ad Hoc Reporting

Database

A Microsoft Access Database series of open queries and

reports. Allows user to query and / or pull Microsoft

Access Reports from database tables found in the CPMS

Application.

Quarterly

Snapshot

A Microsoft Access Database series of defined queries /

reports. Allows user to pull and save a Microsoft Access

Report specific to a defined time period.

Analyze

A Microsoft Access Database defined query / reporting

tool. Allows user to query and / or pull Microsoft Access

Reports from database tables found in the CPMS

Application with defined formulas / calculations applied.

Initially, CSC created 4 distinct CPMS modules and describes them in the following manner:

MDOT CPMS - consists of 1 Headquarters CPMS application, 1 version update utility, and 1 Ad Hoc

subsystem.

MTA CPMS – consists of 1 MTA CPMS application, 1 version update utility, 1 Ad Hoc subsystem, 1

quarterly snapshot subsystem, 1 analyze subsystem, and 1 import FA subsystem.

SHA CPMS – consists of 1 SHA CPMS application, 1 version update utility, 1 Ad Hoc subsystem.

Generic CPMS – consists of 1 generic CPMS application, 1 version update utility, 1 Ad Hoc subsystem, 1

quarterly snapshot subsystem.

CSC created the Generic CPMS application for use by all modes except MTA and SHA. Generic CPMS

versions were later transitioned into specific CPMS modules for MDTA, and MVA.

CSC created and describes these updated generic CPMS modules in the following manner:

MDTA – consists of 1 generic CPMS application, 1 generic version update utility, 1 customized Ad Hoc

subsystem, 1 generic quarterly snapshot subsystem.

MVA - consists of 1 generic CPMS application, 1 generic CPMS application used for CTIPP data, 1 generic

version update utility, 1 generic Ad Hoc subsystem, 1 generic quarterly snapshot subsystem.

5.2 Current Environment

CPMS is a data input and reporting tool. However, many transportation modes use CPMS for the day-to-

day management of their capital program to monitor and track project status and schedules.

Currently, each modal administration (except WMATA) is assigned a CPMS Module. Each mode is

responsible to input project data and cash flow information into their CPMS Application (access

CPMS

Business Requirements Document (BRD)

pg. 11

database) each quarter. The mode saves their data and then manually provides MDOT HQ with a copy

of the saved database file. MDOT HQ manually uploads the database file into the MDOT HQ CPMS

Application (access database).

Depending on the quarter, MDOT HQ prepares the following:

 A quarterly Comprehensive Work Schedule (CWS) document

 A 1

quarter draft Consolidated Transportation Program (CTP) report

 A 3

quarter final Consolidated Transportation Program (CTP) report

MPA

Access DB

(MPA CPMS

Application)

MAA

Access DB

(MAA CPMS

Application)

MDTA

Access DB

(MDTA CPMS

Application)

SHA

Access DB

(SHA CPMS

Application)

MTA

Access DB

(MTA CPMS

Application)

MVA

Access DB

(MVA CPMS

Application)

WMATA

manual data

TSO

Access DB

(TSO CPMS

Application)

MDOT HQ

Access DB

(MDOT HQ CPMS Application)

Saved data

manually

uploaded to

MDOT

Access DB

Saved data

manually

uploaded to

MDOT

Access DB

Saved data

manually

uploaded to

MDOT

Access DB

Saved data

manually

uploaded to

MDOT

Access DB

Saved data

manually

uploaded to

MDOT

Access DB

Saved data

manually

uploaded to

MDOT

Access DB

Saved data

manually

uploaded to

MDOT

Access DB

Saved data

manually

uploaded to

MDOT

Access DB

Current CPMS Overview

Quarterly Outputs:

CWS

Draft CTP

Final CTP

CPMS

Business Requirements Document (BRD)

pg. 12

CSC currently supports the following CPMS Modules:

MDOT CPMS - consists of 1 Headquarters CPMS application, 1 version update utility, and 1 Ad Hoc

subsystem.

Generic CPMS – consists of 1 generic CPMS application, 1 version update utility, 1 Ad Hoc subsystem, 1

quarterly snapshot subsystem. The Generic CPMS Module is used by MPA and MAA.

MTA CPMS – consists of 1 MTA CPMS application, 1 version update utility, 1 Ad Hoc subsystem, 1

quarterly snapshot subsystem, 1 analyze subsystem, and 1 import FA subsystem.

SHA CPMS – consists of 1 SHA CPMS application, 1 version update utility, 1 Ad Hoc subsystem.

MDTA CPMS – consists of 1 generic CPMS application, 1 generic version update utility, 1 customized Ad

Hoc subsystem, 1 generic quarterly snapshot subsystem.

MVA - consists of 1 generic CPMS application, 1 generic CPMS application used for CTIPP data, 1 generic

version update utility, 1 generic Ad Hoc subsystem, 1 generic quarterly snapshot subsystem.

TSO CPMS - consists of 1 generic CPMS application, 1 generic version update utility, 1 customized Ad

Hoc subsystem, 1 generic quarterly snapshot subsystem. MDOT HQ is the only user of the TSO CPMS

Module.

MDOT HQ manually inputs WMATA CWS, Draft CTP, and Final CTP data into the MDOT HQ CPMS

Application.

Additionally, the MDOT IT Group maintains Oracle Servers and has an employee knowledge base related

to Oracle servers and databases.

5.2.1 Transportation Mode CWS, Draft CTP & Final CTP Preparation

Each mode prepares information to be included in the MDOT HQ deliverables: quarterly CWS, the draft

CTP, and the final CTP.

5.2.1.1 MPA General Process & Sub Process Identification

MPA inputs data manually into CPMS on a quarterly basis. Several MPA data sources contribute to the

information needed for the CWS, draft CTP, and final CTP. Many of the data sources consists of MPA

specific internal steps (sub processes). These sub processes are not specific to the MDOT HQ CPMS

general process. However, the MPA sub processes may benefit by being explored in future CPMS

development efforts.

Data Source(s)

 MPA Spreadsheet (sub process)

 Financial data downloads (administered by Web Focus) from FMIS (sub process)

 Bid, Notice to Intent, Notice to Proceed

 Bi-Monthly Meetings with Executive Director, Operations, and Engineering

MPA CPMS User(s)

1 (admin. level security)

Steps (CWS)

CPMS

Business Requirements Document (BRD)

pg. 13

 Input data into MPA Spreadsheet from various data sources

 Input MPA Spreadsheet data into CPMS

 If new project: Go to CPMS select ‘Projects – New’ and create necessary information in the

‘Description, Schedule, etc. tabs)

 If existing project: Go to CPMS select ‘Projects – Existing’ make necessary updates in the

‘Description, Schedule, etc. tabs)

 Cash flow adjustments made in MPA Spreadsheet – using CPMS Override functionality to update

CPMS

 To confirm data entry correct view CWS Comparison Report – select various report filters to display

numerous report views and to analyze quarters

 Save Submission Process - Go to CPMS Snapshot Icon select ‘Create Snapshot’; Open Snapshot then

Go to CPMS select Create submission (this saves the submission)

 Alert HQ that Major and Minor project information available (via email)

 Optional: Provide additional reports (outside of CPMS) to HQ (refer to HQ additional reporting

needs) (MPA has not used this option for some time)

CWS - MPA

CPMS ResourceHQ Reporting

MPA Spreadsheet

Input data into

CPMS

Review CWS

Comparison Report

Save Submission

Verify resource

data and

correct if

necessary

Create Additional

HQ Reports

Alert HQ via email

CWS available and

attach additional

reports

Various Data

Sources

Steps (Draft & Final CTP)

 Input data into MPA Spreadsheet from various data sources

 Input MPA Spreadsheet data into CPMS

 If new project: Go to CPMS select ‘Projects – New’ and create necessary information in the

‘Description, Schedule, etc. tabs)

 If existing project: Go to CPMS select ‘Projects – Existing’ make necessary updates in the

‘Description, Schedule, etc. tabs)

 Cash flow adjustments made in MPA Spreadsheet

CPMS

Business Requirements Document (BRD)

pg. 14

 To confirm data entry correct view CWS Comparison Report – select various report filters to display

numerous report views

 Create and review PIFs / Minors (make updates if necessary)

 Save Submission Process - Go to CPMS Snapshot Icon select ‘Create Snapshot’; Open Snapshot then

Go to CPMS select Create submission (this saves the submission)

 Alert HQ that Major and Minor project information available (via email)

 Provide additional reports (outside of CPMS) to HQ (refer to HQ additional reporting needs)

 After receipt of submission, HQ sends MPA a list of questions to address and MPA responds

(performed every quarter)

Draft & Final CTP - MPA

CPMS ResourceHQ Reporting

MPA Spreadsheet

Input data into

CPMS

Review CWS

Comparison Report

Save Submission

Verify resource

data and

correct if

necessary

Create Additional

HQ Reports

Alert HQ via email

CWS available and

attach additional

reports

Various Data

Sources

Create PIFs / Minors

In addition to providing CWS and CTP information, every 2

quarter MPA reconciles the dollars

budgeted to the dollars spent. MPA achieves this by ensuring close #’s match the data downloaded

from FMIS (sub process).

5.2.1.2 MAA General Processes & Sub Process Identification

MAA inputs data manually into CPMS on a monthly basis. Several MAA data sources contribute to the

information needed for the CWS, draft CTP, and final CTP. Many of the data sources consists of MAA

specific internal steps (sub processes). These sub processes are not specific to the MDOT HQ CPMS

general process. However, the MAA sub processes may benefit by being explored in future CPMS

development efforts.

Data Source(s)

CPMS

Business Requirements Document (BRD)

pg. 15

 Capitol Project Request Form (sub process)

 Project Schedule Updates (formats in Microsoft Word, PowerPoint, & Excel)

 FMIS Report

 FMIS Cash Flow Report (spreadsheet)

 Checkbook Accounts (manual invoices, records of transmittals, etc.)

Users

5 users (various security levels)

Steps (CWS)

 Input data into CPMS from various data sources

 If new project: Go to CPMS select ‘Projects – New’ and create necessary information in the

‘Description, Schedule, etc. tabs)

 If existing project: Go to CPMS select ‘Projects – Existing’ make necessary updates in the

‘Description, Schedule, etc. tabs)

 To view cash flow for a specific phase select ‘Projects – Existing’ select ‘Cash Flow’ button

 To confirm data entry correct view CWS Comparison Report – select various report filters to display

numerous report views

 Save Submission Process - Go to CPMS Snapshot Icon select ‘Create Snapshot’; Open Snapshot then

Go to CPMS select Create submission (this saves the submission)

 Alert HQ that project information available (via email)

 Provide additional reports (outside of CPMS) to HQ (refer to HQ additional reporting needs)

CWS - MAA

CPMS ResourceHQ Reporting

Various Data

Sources

Input data into

CPMS

Review CWS

Comparison Report

Save Submission

Verify resource

data and

correct if

necessary

Create Additional

HQ Reports

Alert HQ via email

Draft CTP available

and attach

additional reports

Steps (Draft & Final CTP)

CPMS

Business Requirements Document (BRD)

pg. 16

 Input data into CPMS from various data sources

 If new project: Go to CPMS select ‘Projects – New’ and create necessary information in the

‘Description, Schedule, etc. tabs)

 If existing project: Go to CPMS select ‘Projects – Existing’ make necessary updates in the

‘Description, Schedule, etc. tabs)

 To view cash flow for a specific phase select ‘Projects – Existing’ select ‘Cash Flow’ button

 To confirm data entry correct view CWS Comparison Report – select various report filters to display

numerous report views

 Create and review PIFs / Minors (make updates if necessary)

 Save Submission Process - Go to CPMS Snapshot Icon select ‘Create Snapshot’; Open Snapshot then

Go to CPMS select Create submission (this saves the submission)

 Alert HQ that project information available (via email)

 Provide additional reports (outside of CPMS) to HQ (refer to HQ additional reporting needs)

 After receipt of submission, HQ sends MAA a list of questions to address and MAA responds

(performed every quarter)

Draft & Final CTP - MAA

CPMS ResourceHQ Reporting

Various Data

Sources

Input data into

CPMS

Review CWS

Comparison Report

Save Submission

Verify resource

data and

correct if

necessary

Create Additional

HQ Reports

Alert HQ via email

Draft CTP available

and attach

additional reports

Create PIFs / Minors

In addition to providing CWS and CTP information, every 2

quarter MAA reconciles the dollars

budgeted to the dollars spent. MAA achieves this by ensuring close #’s match the data downloaded

from FMIS (sub process).

5.2.1.3 MDTA General Processes & Sub Process Identification

MDTA inputs data manually into CPMS on a daily and monthly basis. Several MDTA data sources

contribute to the information needed for the CWS, draft CTP, and final CTP. Many of the data sources

CPMS

Business Requirements Document (BRD)

pg. 17

consists of MDTA specific internal steps (sub processes). These sub processes are not specific to the

MDOT HQ CPMS general process. However, the MDTA sub processes may benefit by being explored in

future CPMS development efforts.

Data Source(s)

 Project Action Form (PAF) (this is a sub process that requires meetings, approvals, etc.)

 Monthly Project Action Form Meeting

 Quarterly Meeting (this is a sub process that depends on a completed CPMS process)

 Various spreadsheets (Finance, Engineering, etc.)

 Advertisement (Ad) / Notice to Proceed (NTP) Schedule Spreadsheet (this is a sub process that

requires reviews, approvals, etc.)

 Monthly NTP Meeting

 Solomon (MDTA uses Solomon not FMIS)

Users

2 users (admin. level security)

Steps (CWS)

 Input data into CPMS from various meetings, PAF Forms, NTP, etc.

 If new project: Review the completed Project Action Form. Go to CPMS select ‘Projects – New’ and

create necessary information in the ‘Description, Schedule, etc. tabs)

 If existing project: Review updated Project Action Form or other data sources. Go to CPMS select

‘Projects – Existing’ make necessary updates in the ‘Description, Schedule, etc. tabs)

 To view cash flow for a specific phase (construction funds not placed in until project is 60% design)

select ‘Projects – Existing’ select ‘Cash Flow’ button

 To confirm data entry correct view CWS Comparison Report – select various report filters to display

numerous report views

 Save Submission Process - Go to CPMS Snapshot Icon select ‘Create Snapshot’; Open Snapshot then

Go to CPMS select Create submission (this saves the submission)

 Alert HQ that Major and Minor project information available (via email)

 Provide additional reports (outside of CPMS) to HQ (refer to HQ additional reporting needs) (MDTA

Does not do this)

 After receipt of submission, HQ sends MDTA a list of questions to address and MDTA responds

(every quarter)

CPMS

Business Requirements Document (BRD)

pg. 18

CWS - MDTA

CPMS ResourceHQ Reporting

Monthly Project

Action Form

Meeting

PAC Form

Monthly NTP

Meeting

NTP Spreadsheet

Input data into

CPMS

Input data into

CPMS

Review CWS

Comparison Report

Save Submission

Verify resource

data and

correct if

necessary

Create Additional

HQ Reports

Alert HQ via email

Draft CTP available

and attach

additional reports

Various

Communicaiton

Input data into

CPMS

Steps (Draft & Final CTP)

 Input data into CPMS from various meetings, PAC Forms, NTP, etc.

 If new project: Review the completed Project Action Form. Go to CPMS select ‘Projects – New’ and

create necessary information in the ‘Description, Schedule, etc. tabs)

 If existing project: Review updated Project Action Form or other data sources. Go to CPMS select

‘Projects – Existing’ make necessary updates in the ‘Description, Schedule, etc. tabs)

 To view cash flow for a specific phase (MDTA typically retains all funds in one phase) select ‘Projects

– Existing’ select ‘Cash Flow’ button

 To confirm data entry correct view CWS Comparison Report – select various report filters to display

numerous report views

 Create and review PIFs / Minors (make updates if necessary)

 Save Submission Process - Go to CPMS Snapshot Icon select ‘Create Snapshot’; Open Snapshot then

Go to CPMS select Create submission (this saves the submission)

 Alert HQ that Major and Minor project information available (via email)

 Provide additional reports (outside of CPMS) to HQ (refer to HQ additional reporting needs)

 After receipt of submission, HQ sends MDTA a list of questions to address and MDTA responds

(performed every quarter)

CPMS

Business Requirements Document (BRD)

pg. 19

Draft & Final CTP - MDTA

CPMS ResourceHQ Reporting

Monthly Project

Action Form

Meeting

PAC Form

Monthly NTP

Meeting

NTP Spreadsheet

Input data into

CPMS

Input data into

CPMS

Review CWS

Comparison Report

Save Submission

Verify resource

data and

correct if

necessary

Create Additional

HQ Reports

Alert HQ via email

Final CTP available

and attach

additional reports

Create PIFs / Minors

Various

Communication

Input data into

CPMS

Steps (Quarterly Meeting) – no process flow depiction

 Pull ad hoc reports from CPMS to use during Quarterly Meeting

 Print reports and review during Quarterly Meeting (approx.150 – 200+ pages)

In addition to providing CWS and CTP information, every 2

quarter MDTA reconciles the dollars

budgeted to the dollars spent (sub process).

5.2.1.4 SHA General Processes & Sub Process Identification

SHA inputs data manually into CPMS on a quarterly basis. Several SHA data sources contribute to the

information needed for the CWS, draft CTP, and final CTP. Many of the data sources consists of SHA

specific internal steps (sub processes). These sub processes are not specific to the MDOT HQ CPMS

general process. However, the SHA sub processes may benefit by being explored in future CPMS

development efforts.

Data Source(s)

 Form 42 Project Data Form (this is a sub process that requires meetings, approvals, etc.)

 Quarterly Finance Report (Capital Forecasting System - CFS)

CPMS

Business Requirements Document (BRD)

pg. 20

 SHA Database (Major Projects)

 SHA Database (Minor & System Preservation Projects) (sub process)

 Form 30 (sub process)

 Financial Advertisement Schedule (sub process)

 Internal SHA Spreadsheet (contains federal and state split percentages).

Users

3 users (admin. level security)

Steps (CWS)

 Input / Import data into CPMS from SHA Database(s)

 If new project: Go to CPMS select ‘Projects – New’ and create necessary information in the

‘Description, Schedule, etc. tabs)

 If existing project: Go to CPMS select ‘Projects – Existing’ make necessary updates in the

‘Description, Schedule, etc. tabs)

 To view cash flow for a specific phase select ‘Projects – Existing’ select ‘Cash Flow’ button

 To confirm data entry correct view CWS Comparison Report – select various report filters to display

numerous report views

 Save Submission (SHA does not have the snapshot subsystem)

 Alert HQ that Major and Minor project information available (via email)

 Provide additional reports (outside of CPMS) to HQ (refer to HQ additional reporting needs)

 After receipt of submission, HQ sends SHA a list of questions to address and SHA responds

(performed every quarter)

CWS - SHA

CPMS ResourceHQ Reporting

SHA Database(s)

Input / Importt data

into CPMS

Review CWS

Comparison Report

Save Submission

Verify resource

data and

correct if

necessary

Create Additional

HQ Reports

Alert HQ via email

CWS available and

attach additional

reports

Various Data

Sources

CPMS

Business Requirements Document (BRD)

pg. 21

Steps (Draft & Final CTP)

 Input / Export data into CPMS from SHA Database(s)

 If new project: Go to CPMS select ‘Projects – New’ and create necessary information in the

‘Description, Schedule, etc. tabs)

 If existing project: Go to CPMS select ‘Projects – Existing’ make necessary updates in the

‘Description, Schedule, etc. tabs)

 To view cash flow for a specific phase select ‘Projects – Existing’ select ‘Cash Flow’ button

 To confirm data entry correct view CWS Comparison Report – select various report filters to display

numerous report views

 Create and review PIFs / Minors (make updates if necessary)

 Save Submission (SHA does not have the snapshot subsystem)

 Alert HQ that Major and Minor project information available (via email)

 Provide additional reports (outside of CPMS) to HQ (refer to HQ additional reporting needs)

 After receipt of submission, HQ sends SHA a list of questions to address and SHA responds

(performed every quarter)

Draft & Final CTP - SHA

CPMS ResourceHQ Reporting

SHA Database(s)

Input / Import data

into CPMS

Review CWS

Comparison Report

Save Submission

Verify resource

data and

correct if

necessary

Create Additional

HQ Reports

Alert HQ via email

CWS available and

attach additional

reports

Various Data

Sources

Create PIFs / Minors

Steps (System Preservation) – no process flow depiction

 PM creates Project Form 42 (this form details anticipated project information, requests planning

funds and / or design funds, and indicates what fund the project belongs to)

CPMS

Business Requirements Document (BRD)

pg. 22

 PM sends Project Form 42 for approval

 If approval provided, PM will use the same form to request additional funding for other project

phases (PE, Construction, etc.). Project Form 42 is an iterative process.

 Data from the approved form is moved into CFS and a request is made to add data into FMIS

(Form 30). FMIS does not capture all Project Form 42 data only the elements relevant that allow

SHA to administer payments through CFS. CFS does not capture and / or use all Project Form 42

data. However, detailed Project Form 42 data is placed into the Financial Advertisement

Schedule. This spreadsheet captures System Preservation individual project details,

advertisement data, and later phases of the project).

 The Financial Advertisement Schedule (detail view) is made available to internal SHA and MDOT

personnel. Summary only views are shared with the public, consultants, etc.

 SHA works with their PMs and Fund Managers to gather cash flow information related to the

identified master fund. This roll up data (fund data) is contained in an internal SHA spreadsheet

where federal and state split percentages are manipulated.

 Fund data is moved to the SHA Database (Minor & System Preservation Projects).

 The SHA Database information is then moved to CPMS (Refer to the SHA CPMS CWS and CTP

steps).

In addition to providing CWS and CTP information, every 2

quarter SHA reconciles the dollars budgeted

to the dollars spent (sub process).

5.2.1.5 MTA General Processes & Sub Process Identification

MTA inputs data manually into CPMS on a daily, weekly, and quarterly basis. Several MTA data sources

contribute to the information needed for the CWS, draft CTP, and final CTP. Many of the data sources

consists of MTA specific internal steps (sub processes). These sub processes are not specific to the

MDOT HQ CPMS general process. However, the MTA sub processes may benefit by being explored in

future CPMS development efforts.

Data Source(s)

 Project Manager Meetings and informal discussions

 Weekly FMIS download auto import into CPMS

 2

Quarter FMIS download

 MTA Quarterly Spreadsheet manually manipulated auto import into CPMS

 Pre-Quarterly Meetings

 CPMS Status Forms (sub process)

 MTA Federal Analysis Project Sheet (sub process)

Users

12 users (admin. level security) (varies)

Approx. 200 users (lower level security – PM and Supervisor) (varies)

Steps (CWS)

 Input data into CPMS from various data sources (numerous sub processes)

 If new or existing project: Go to Update CTP - CWS Maintenance make necessary updates in the

‘Description, Schedule, Status, Cash Flow, etc. tabs) (if add new project select button to do so)

CPMS

Business Requirements Document (BRD)

pg. 23

o To view cash flow for a specific phase select ‘Display CF’(sub process - MTA Federal

Analysis Project Sheet)

 To confirm data entry correct view CWS Comparison Report – select various report filters to display

numerous report views

 Create and review PIFs (make updates if necessary)

 Perform process to Save Submission

 Alert HQ that Major and Minor project information available (via email)

 Provide additional reports (outside of CPMS) to HQ (refer to HQ additional reporting needs)

 After receipt of submission, HQ sends MTA a list of questions to address and MTA responds (every

quarter)

CWS - MTA

CPMS ResourceHQ Reporting

Various Data

Sources

Input data into

CPMS

Review CWS

Comparison Report

Save Submission

Verify resource

data and

correct if

necessary

Create Additional

HQ Reports

Alert HQ via email

CWS available and

attach additional

reports

Steps (Draft & Final CTP)

 Input data into CPMS from various data sources (numerous sub processes)

 If new project: Go to CPMS select ‘Projects – New’ and create necessary information in the

‘Description, Schedule, etc. tabs)

 If existing project: Go to CPMS select ‘Projects – Existing’ make necessary updates in the

‘Description, Schedule, etc. tabs)

 To view cash flow for a specific phase select ‘Projects – Existing’ select ‘Cash Flow’ button (sub

process - MTA Federal Analysis Project Sheet)

 To confirm data entry correct view CWS Comparison Report – select various report filters to display

numerous report views

 Create and review PIFs / Minors (make updates if necessary)

 Perform process to Save Submission

 Alert HQ that Major and Minor project information available (via email)

 Provide additional reports (outside of CPMS) to HQ (refer to HQ additional reporting needs)

 After receipt of submission, HQ sends MTA a list of questions to address and MTA responds (every

quarter)

CPMS

Business Requirements Document (BRD)

pg. 24

Draft & Final - MTA

CPMS ResourceHQ Reporting

Various Data

Sources

Input data into

CPMS

Review CWS

Comparison Report

Save Submission

Verify resource

data and

correct if

necessary

Create Additional

HQ Reports

Alert HQ via email

Draft CTP available

and attach

additional reports

Create PIFs / Minors

In addition to providing CWS and CTP information, every 2

quarter MTA reconciles the dollars

budgeted to the dollars spent. MTA achieves this by ensuring close #’s match the data downloaded

from FMIS (sub process).

5.2.1.6 MVA General Processes & Sub Process Identification

MVA inputs data manually into CPMS on a quarterly basis. MVA also inputs operation funding

information into a duplicate MVA CPMS application named CTIPP. CTIPP data is submitted to Finance

and the CIO. Finance provides MDOT HQ with general MVA operation funding information to include in

the CTP. Several MVA data sources contribute to the information needed for the CWS, draft CTP, and

final CTP. Many of the data sources consists of MVA specific internal steps (sub processes). These sub

processes are not specific to the MDOT HQ CPMS general process. However, the MVA sub processes

may benefit by being explored in future CPMS development efforts.

Data Source(s)

 Internal Agency Project Stakeholders

 Financial Management Information System (FMIS)

 Board of Public Work Agendas and Meeting Transcripts

 MDOT – Inflation Factors (yearly report)

CPMS

Business Requirements Document (BRD)

pg. 25

 MVA Access Database (Project Financial Reports) – sub process contains current FMIS data

allows comparison of CPMS data

 Project Initiation Form (sub process)

 CTIPP (sub process)

Users

1 user (admin. level security)

Steps (CWS)

 Input data into CPMS from various data sources

 If new project: Go to CPMS select ‘Projects – New’ and create necessary information in the

‘Description, Schedule, etc. tabs)

 If existing project: Go to CPMS select ‘Projects – Existing’ make necessary updates in the

‘Description, Schedule, etc. tabs)

 To view cash flow for a specific phase select ‘Projects – Existing’ select ‘Cash Flow’ button

 To confirm data entry correct view CWS Comparison Report – select various report filters to display

numerous report views

 Save Submission Process - Go to CPMS Snapshot Icon select ‘Create Snapshot’; Open Snapshot then

Go to CPMS select Create submission (this saves the submission)

 Provide additional reports (outside of CPMS) to HQ (refer to HQ additional reporting needs)

 Alert HQ that project information available (via email)

CPMS

Business Requirements Document (BRD)

pg. 26

CWS - MVA

CPMS ResourceHQ Reporting

Various Data

Sources

Input data into

CPMS

Review CWS

Comparison Report

Save Submission

Verify resource

data and

correct if

necessary

Create Additional

HQ Reports

Alert HQ via email

Draft CTP available

and attach

additional reports

Steps (Draft & Final CTP)

 Input data into CPMS from various data sources

 If new project: Go to CPMS select ‘Projects – New’ and create necessary information in the

‘Description, Schedule, etc. tabs)

 If existing project: Go to CPMS select ‘Projects – Existing’ make necessary updates in the

‘Description, Schedule, etc. tabs)

 To view cash flow for a specific phase select ‘Projects – Existing’ select ‘Cash Flow’ button

 To confirm data entry correct view CWS Comparison Report – select various report filters to display

numerous report views

 Create and review PIFs / Minors (make updates if necessary)

 Save Submission Process - Go to CPMS Snapshot Icon select ‘Create Snapshot’; Open Snapshot then

Go to CPMS select Create submission (this saves the submission)

 Provide additional reports (outside of CPMS) to HQ (refer to HQ additional reporting needs)

 Alert HQ that project information available (via email)

 After receipt of submission, HQ sends MVA a list of questions to address and MVA responds

(performed every quarter)

CPMS

Business Requirements Document (BRD)

pg. 27

CTP Draft & Final - MVA

CPMS ResourceHQ Reporting

Various Data

Sources

Input data into

CPMS

Review CWS

Comparison Report

Save Submission

Verify resource

data and

correct if

necessary

Create Additional

HQ Reports

Alert HQ via email

Draft CTP available

and attach

additional reports

Create PIFs / Minors

In addition to providing CWS and CTP information, every 2

quarter MVA reconciles the dollars

budgeted to the dollars spent. MVA achieves this by ensuring close #’s match the data downloaded

from FMIS (sub process).

5.2.1.7 WMATA General Processes & Sub Process Identification

WMATA provides manual data to MDOT HQ on a quarterly basis. Several WMATA data sources

contribute to the information needed for the CWS, draft CTP, and final CTP. Many of the data sources

consists of WMATA specific internal steps (sub processes). These sub processes are not specific to the

MDOT HQ CPMS general process. However, the WMATA sub processes may benefit by being explored

in future CPMS development efforts.

Data Source(s)

 Financial information from WMATA (i.e. budget documents, quarterly bills, etc.)

 WMATA (working) Liaison Spreadsheet (sub process)

 WMATA (presentation) Liaison Spreadsheet (sub process)

 Quarterly WMATA Progress Report

 WMATA Narrative (handwritten comments included on CTP Form)

CPMS

Business Requirements Document (BRD)

pg. 28

Users

No WMATA users

Steps (CWS, 2

Quarter, Draft, and Final CTP)

 Prepare data from WMATA

 Alert HQ that project information available (via email)

 HQ inputs WMATA data into MDOT HQ CPMS Application

 MDOT HQ sends the WMATA liaison a list of questions to address and the WMATA liaison responds

(this may or may not be performed every quarter)

5.2.1.8 TSO General Processes & Sub Process Identification

MDOT HQ manually inputs TSO data into the MDOT HQ CPMS Application on a quarterly basis.

Data Source(s)

 Quarterly meetings with program managers

 FMIS downloads

Steps (CWS)

 Input data into CPMS from various data sources

 If new project: Go to CPMS select ‘Projects – New’ and create necessary information in the

‘Description, Schedule, etc. tabs)

 If existing project: Go to CPMS select ‘Projects – Existing’ make necessary updates in the

‘Description, Schedule, etc. tabs)

 To view cash flow for a specific phase select ‘Projects – Existing’ select ‘Cash Flow’ button

 To confirm data entry correct view CWS Comparison Report – select various report filters to display

numerous report views

 Save Submission Process - Go to CPMS Snapshot Icon select ‘Create Snapshot’; Open Snapshot then

Go to CPMS select Create submission (this saves the submission)

CWS - TSO

CPMS Resource

Various Data

Sources

Input data into

CPMS

Review CWS

Comparison Report

Save Submission

Verify resource

data and

correct if

necessary

Steps (Draft & Final CTP)

 Input data into CPMS from various data sources

CPMS

Business Requirements Document (BRD)

pg. 29

 If new project: Go to CPMS select ‘Projects – New’ and create necessary information in the

‘Description, Schedule, etc. tabs)

 If existing project: Go to CPMS select ‘Projects – Existing’ make necessary updates in the

‘Description, Schedule, etc. tabs)

 To view cash flow for a specific phase select ‘Projects – Existing’ select ‘Cash Flow’ button

 To confirm data entry correct view CWS Comparison Report – select various report filters to display

numerous report views

 Create and review PIFs / Minors (make updates if necessary)

 Save Submission Process - Go to CPMS Snapshot Icon select ‘Create Snapshot’; Open Snapshot then

Go to CPMS select Create submission (this saves the submission)

Draft & Final CTP - TSO

CPMS Resource

Various Data

Sources

Input data into

CPMS

Review CWS

Comparison Report

Save Submission

Verify resource

data and

correct if

necessary

Create PIFs / Minors

During the 2

Quarter MDOT HQ reconciles the TSO dollars budgeted to the dollars spent. MDOT HQ

achieves this by ensuring close #’s match the data downloaded from FMIS.

5.2.1.9 MDOT HQ General Processes & Sub Process Identification

MDOT HQ receives the CPMS mode specific data and manually saves the data files into the MDOT HQ

CPMS Application (access database). There are 5 MDOT HQ CPMS users.

Depending on the quarter, MDOT HQ prepares the following:

 A Quarterly CWS Document

Data Sources

 Emailed CPMS Access Files from modes

 Existing MDOT HQ CPMS Access Data

 FMIS Data

 Emailed spreadsheets, word documents, etc. from modes

Steps

 HQ contacts Mode indicating deadline for Mode submission

 Mode alerts HQ that data is available (email)

 HQ creates shared drive folder and labels folder based on appropriate time period (working quarter)

 HQ moves mode data file(s) into appropriate shared drive folder

CPMS

Business Requirements Document (BRD)

pg. 30

 HQ imports mode data file(s) into CPMS

 HQ moves mode data into appropriate working quarter then CPMS provides auto feedback

regarding # of projects, PIFs, and Minors added, etc. “Summary of Results”

 HQ performs comparison using the CPMS ‘CWS Comparison Report’

 HQ vets information with modes if necessary to determine explanations for major shifts in dollars,

etc.

 HQ creates ‘CWS Worksheet’ by running appropriate report in CPMS ‘CWS Comparison Report’

 HQ manually inputs data into ‘CWS Worksheet’ – worksheet tabs auto updated based on initial

manual input

 HQ updates each tab with cash flow changes and provides explanation (manual input)

 HQ provides ‘CWS Worksheet’ data, etc. to Finance

 HQ reviews ‘CWS Worksheet’ with Transportation Secretary

 Finance reviews HQ data and Finance analysis with Transportation Secretary

 After meeting with Transportation Secretary HQ provides Attachment A’s (attachment for each

mode) to Finance – Finance prepares funding authorization letter to modes (refer to Finance)

Office of Planning & Capital Programming (HQ) CWS Process

HQ ModeCPMSCWS WorksheetFinance

Transportation

Secretary

Mode Alerts HQ

Submission

Available

Creates Shared

Drive Folder

Mode Submission

Moved into Shared

Folder

Data

Imported

Into CPMS

Performs

Comparison

Vet

Information

CWS Worksheet

Created

Data

Provided to

Finance

CWS Reviewed w/

Transportation

Secretary

 A 1

Quarter Draft CTP Report and a 3

Quarter Final CTP Report

CPMS

Business Requirements Document (BRD)

pg. 31

The preparation of the 1

Quarter Draft CTP Report and the 3

Quarter Final CTP Report picks up from

the CWS process. The additional steps incorporate the preparation of the draft and / or final CTP, the

printing of the CTP, and senior leadership review meetings. The steps to prepare the draft and / or final

CTP for printing are manual, extremely time consuming, and require the repetitive entry of redundant

information.

Additional Steps

 Review PIF information (review system generated reports) compare against CWS and vet with

mode(s) if necessary

 Review Minor information (review system generated reports) compare against CWS and vet with

mode(s) if necessary

 MDOT HQ Analyst alerts the MDOT Regional Planning & Capital Programming, Assistant Director the

CTP data is reviewed

 The Assistant Director makes comments on the hardcopy documents and meets with his team

members, when appropriate

 If simple adjustments are needed, the Assistant Director will update the data and / or spreadsheet

(if large adjustments are needed the Assistant Director will ask the analyst to perform the update)

 The Assistant Director reviews and / or prepares the CTP Introduction Section (the Introduction of

the CTP report is written in voice of Secretary of Transportation and sets the direction for CTP)

 Additional budget reports, charts, financial tables, and diagrams are generated by CPMS and various

modal and HQ sources. These items are often uploaded and / or manually input into the

appropriate CPMS areas and / or external spreadsheets.

 The Assistant Director has to manually prepare the CTP for printing by compiling and formatting the

various report sections.

 Once the Assistant Director is comfortable with the CTP document his team will meet with senior

leadership, and other interested parties (if appropriate). The team will provide a sample

presentation and feedback will be gathered from senior leaders.

 The team members and senior leadership will meet with Finance to go over the presentation. The

Assistant Director will lead the discussion if Finance has any questions and provide follow up after

the meeting, if needed. This meeting is considered a dry run before the secretary’s meeting.

 The team and senior leadership meet with the Secretary.

 No sign offs are required from the Secretary.

 Stakeholders receive hard copies and / or electronic versions

 Later if addendums are needed, the online CTP report is adjusted. In this instance, the printed CTP

report may not be the same as the online document.

5.3 Relevant Business Problems

Each modes uses CPMS to provide the standard deliverables (CWS, draft / final CTP) to MDOT

Headquarters (HQ). However, many modes have the need to use CPMS in a more robust manner to

connect with other data sources and to manage their capital program on a daily basis. These needs may

not necessarily coincide with MDOT needs but are important and specific to the mode. (Refer to Mode

Current Environment and Business Requirements Sections).

CPMS

Business Requirements Document (BRD)

pg. 32

CPMS does not address all reporting needs. Most modes provide additional reports in addition to their

quarterly CPMS submission. (Refer to Resources Section)

CPMS functionality is comprised when Microsoft Access releases a new version.

CSC contractor is retiring and no current institutional programming knowledge exists.

CSC programmed CPMS to perform the following functions:

 Manage project data and schedules

 Develop the draft CTP and final CTP

 Create the quarterly CWS

 Perform quarterly Federal Aid assumption analysis

 Forecast project cash flows

 Move data to and from other non-CPMS systems

However, the current CPMS modules do not:

 Accurately, manage project data and schedules in a manner consistent with project

management standards.

 Accurately, perform quarterly Federal Aid assumption analysis for those modes who need this

information.

 Seamlessly create draft CTP and final CTPs without extensive manual manipulation and external

input / reporting.

 Seamlessly create quarterly CWSs without extensive manual manipulation and external input /

reporting.

 Forecast project cash flows correctly based on individual mode needs.

 Provide automation to move data to and from other non – CPMS systems.

5.4 Major Functions and Capabilities Required

A new CPMS product will require the following functionality:

 Individual mode access with appropriate security and permission controls

 Ability to manage project data

 Ability to manage project schedules

 Ability to allocate, budget, and track project funding information

 Ability to use automation to develop draft CTP and final CTP reports

 Ability to use automation to create the quarterly CWS document

 Ability to perform quarterly Federal Aid assumption analysis specific to each mode

 Ability to forecast project cash flows specific to each mode

 Ability to use automation to move data into and out of CPMS into other non-CPMS systems,

spreadsheets, utilities, etc.

5.5 Impact to Other Systems and / or Processes

Stakeholders

Other Systems / Processes Impacted

CPMS

Business Requirements Document (BRD)

pg. 33

MDOT HQ

Emailed CPMS Access Files from modes

Existing MDOT HQ CPMS Access Data

FMIS Data

Emailed spreadsheets, word documents, etc. from modes

MPA

MPA Spreadsheet

Financial data downloads (Web Focus) from FMIS

Bid, Notice to Intent, Notice to Proceed

Bi-Monthly Meetings with Executive Director, Operations, and Engineering

MAA

Capitol Project Request Form

Project Schedule Updates (Word, PowerPoint, Excel)

FIMIS Report

FIMIS Cash Flow Report (spreadsheet)

Checkbook Accounts (manual invoices, records of transmittals, etc.)

MDTA

Project Action Form (PAF)

Monthly Project Action Form Meeting

Quarterly Meeting

Various spreadsheets (Finance, Engineering, etc.)

Advertisement Notice to Proceed Schedule (Ad) / NTP Schedule Spreadsheet

Monthly NTP Meeting

Solomon

SHA

Form 42 Project Data Form

Quarterly Finance Report (Capital Forecasting System - CFS)

SHA Database (Major Projects)

SHA Database (Minor & System Preservation Projects)

MTA

Project Manager Meetings and informal discussions

Weekly FIMIS download

Quarter FIMIS download

MTA Quarterly Spreadsheet

Pre-Quarterly Meetings

CPMS Status Forms

MTA Federal Analysis Project Sheet

MVA

Internal Agency Project Stakeholders

Financial Management Information System (FMIS)

Board of Public Work Agendas and Meeting Transcripts

MDOT – Inflation Factors

MVA Access Database (Project Financial Reports)

Project Initiation Form

CTIPP

WMATA

Financial information from WMATA

WMATA Liaison Spreadsheet (working)

WMATA Liaison Spreadsheet (presentation)

Quarterly WMATA Progress Report

WMATA Narrative

TSO

Quarterly meetings with program managers

FMIS Downloads

CPMS

Business Requirements Document (BRD)

pg. 34

5.6 Limitations, Constraints, and / or Dependencies

 CPMS project funding – MDOT may not have the funding to create a new CPMS application.

 Mode Subject Matter Expert (SME) availability – Modes may not have time to provide personnel

to assist with the project.

 Future CPMS responsibility and maintenance – Will the new CPMS application be supported by

vendors and / or internal IT resources.

 Application and server capacity – Where will the new CPMS application be housed if on internal

server or servers will they be able to handle the number of hits (demands) from users who are

simultaneously inputting and extracting data.

 Currently MDOT IT Group supports Oracle environment – Any new development will need to be

aware of the current system environment to ensure new products are compatible with the

current environment.

 The inability to gather project specific information from modes may require business process

adjustments and may not be resolved by a system fix.

5.7 Definition of Completion

Will be determined in future Functional Requirements Document and / or future Technical Specification

Document.

6.0 SCOPE

6.1 Specific Functional Capabilities to be Addressed

Provide individual mode access with appropriate security and permission controls for all mode users

Ability to manage project data

Ability to manage project schedules

Ability to allocate, budget, and track project funding information

Ability to use automation to create the quarterly CWS document

Ability to use automation to develop and correctly print draft CTP and final CTP reports

Ability to perform quarterly Federal Aid assumption analysis specific to each mode

Ability to forecast project cash flows specific to each mode

Ability to store and retrieve files and images specific to a project

Ability to use automation to move data into and out of CPMS into other non-CPMS systems, system

components, spreadsheets, etc.

Provide canned reports and customizable reports based on historical, current, and future needs

6.1.1 Statement of Business Requirements

Stakeholders provided suggestions and requests for new CPMS needs during a series of requirements

meetings. This section provides a summary of the business requirement themes captured and the

details of each requirement captured.

Business Requirements Summary:

CPMS

Business Requirements Document (BRD)

pg. 35

 Ability for all Modes to input projected, new, and existing project information

 Ability to view and adjust current and forecasted cash flows (real time)

 Ability to archive old data and have remain intact

 Ability to archive old data and reflect real time information

 Ability to view project detail from general to specific

 Ability to attribute appropriate (real time) business rules

 Ability to attribute appropriate (archived) business rules

 Ability to store documents, images, etc. and link to general and specific project detail

 Enhanced Reporting Capability (BI backend) that can mimic input needs and adjust after data

input (real time and historical)

 System Maintenance, Level of Service, and Input Agreements (MDOT HQ)

 Ability to communicate with other data sources (real time) – FMIS and mode specific data

sources

 Translation Tables and Configuration Tables needed (FMIS and mode specific)

 Easy Search Function – similar to google search (type in few characters and pull up relations)

 Ability to assign ratings and prioritize projects based off weighted goals and factors

Business Requirements Detail:

Mode suggestions / requests were categorized under specific requirement types:

BP = Business Process

DB = Database

S/P = Security and Permissions

UI = User Interface

The mode suggestions / requests resulted in the following requirement types:

Requirement Type:

Total:

104

S/P

Total All:

137

Stakeholders

Mode Request

Requirement Type

(BP, DB, S/P, UI)

MDOT

There is a need for new internal policies on inputting and maintaining data so all

modes are providing the information in a consistent manner.

MDOT

There should be some discussion on re-organizing project data and how it is

presented in the system. Is the way we program project information the most

effective and usable?

CPMS

Business Requirements Document (BRD)

pg. 36

MDOT

The field names within the current system are not the most intuitive as to what

data it represents. The re-classification of data may be necessary.

MDOT - Brian

SHA – (need to determine how they break out minor projects by equipment,

bridge, etc.) this is a process issue

MDOT - Bob

Be more intuitive have field names make more sense (translation table / data

dictionary)

MDOT - Bob

The ability to view SHA project specific information

MDOT - Dan

The system should provide various automated quality control checks and

error messages to ensure project data is consistent and complete across

system functions and reports.

MDOT - Dan

Ability for system to log and track system maintenance items.

Contract

Developers -

Jerry / Kerry

Would like modes to use the appropriate CPMS system tools correctly

MAA

Develop a universal project coding description methodology that can be used by

all modes. This will effective tracking and descriptions of projects.

MPA

Consider using work days in addition to $$’s

MPA

The ability for the system to calculate a priority rating for each project

based off weighted factors and goals met. In addition, system should

also have the ability to develop budget scenarios based off those priority

ratings.

MDTA

Would like to incorporate Life Cycle Analysis, would like to see CPMS encompass

outside 6 years now only does 6 years – if can do this can link to life cycle

analysis that is currently owned by engineering, which is based off inspection

reports would like the ability to rank projects

MDOT Finance

Expand types of funds to include reimbursable funds

DLS

Public Private Partnerships – the PIF sheets do not show all active capital

spending need to see what the private partner is budgeting for construction,

etc. – possibly may need to see actual costs (this may not be important)

MDOT Audit

Business needs to determine critical data entry fields that should be monitored

if they are altered

MVA

Need new phase descriptions for IT projects – should follow true software

development life cycle (SDLC) phases

MVA

Go beyond standard 6 years (forecast)

MVA

Capture true costs of project (example: allocate employee costs against

projects, overheads, etc.) – this would give a better understanding of true

project costs

MVA

Ability to capture jobs created because of the project (needed for all modes).

Example – this project created this many jobs and contributed to the economic

impact to XYZ local businesses.

CPMS

Business Requirements Document (BRD)

pg. 37

MDOT

The ability to drill down to sub-project details. This is especially the case with

SHA, as they often use the System Preservation Project as a catch all for many

small minor projects. MTA also lumps their LOTS program funding into one

project which does not provide individual county breakdowns of funding. The

ability to breakdown some of these sub-projects for funding, facility, and

location information is needed. There was also some discussion on the ability to

program multiple project phases of under the same project rather than

separating them out as individual projects. This is more pertinent to large multi-

phase projects.

MDOT

The ability for the system to export data report data into excel is important. The

system currently only exports as a PDF or Word document. To analyze the data

it needs to be in excel format. Currently staff have to manually type project

information into an excel workbook.

MDOT

The ability for the new system to auto-generate the CWS Quarterly Review

Report would be very valuable. This is currently created outside the system in a

series of excel workbooks that are manually populated.

MDOT

The ability to auto-generate Attachment As would be valuable too. This is

currently produced through a workbook outside the system by manual input of

data.

MDOT

Analysis queries could prove to be beneficial too. For example, reports that can

generate variance analysis in which cash flow changes are over a certain dollar

figure would be helpful.

MDOT

There should be the ability to have a live feed to import expenditure data. FMIS

is the MDOT’s accounting system that should be interfaced. MDTA and SHA also

have external expenditure systems that they will probably want to interface

with a CPMS replacement.

MDOT

A % Project Completion field may be helpful to capture in the new system.

MDOT

Some sort of ‘Flag’ ability to call out projects of similar types across modes could

be helpful for running queries.

MDOT

It may be beneficial to also enable summary fields to explain major project

changes from quarter to quarter cash flows.

MDOT - Bill

Should see all projects (with criteria to adjust) understanding what project

belongs to what in specific detail

MDOT - Bill

New system needs to coordinate and include STIP and TIP process

MDOT - Bill

Provide year by year expenditure date needed – wants to run a report where

you can see expenditures by year, by quarter, by month, by day, etc. and by

other parameters should be adjustable (menu driven – dashboard)

MDOT - Bill

Automate CWS process (allow customized text entry and also intuitive thinking

that indicates what happened and why) Example: 1mill moved to new year and

system could indicate $ moved to new year

MDOT - Bill

Allow modes to select reason for variance and provide HQ ability to input

custom text to discuss reason for variance

MDOT - Bill

Variance analysis – would like to see major increases and why – based on $

threshold

CPMS

Business Requirements Document (BRD)

pg. 38

MDOT - Bill

Need method to see what we asked to be spent on a project vs what we actually

spent on a project (comparison module)

MDOT - Brian

Pre populate #’s from CPMS into CWS spreadsheet (automate)

MDOT - Brian

Would like new system to have ability to create CWS as an output

MDOT - Brian

Link the CTP Summary document to the word (intro) and charts. Link the new

system to auto populate the appropriate areas.

MDOT - Brian

Summary on top of CTP page generates from check boxes – Brian has to delete

and redo – would like the new system to have a text function that gives user

flexibility to create customized verbiage

MDOT - Brian

Wants to be able to format (text, headers, etc.) within system

MDOT - Brian

Some reports don’t communicate in all case with the raw data – user has to

input the same #’s CPMS already has into the CPMS report areas

MDOT - Brian

Would like to push button to say generate CTP (produce in pdf)

MDOT - Bob

Ad hoc more user friendly

MDOT - Bob

Sync summary reports (Future Development should determine which summary

reports should be synched)

MDOT - Bob

Write queries that can bring attention to variances

Contract

Developers -

Jerry / Kerry

Old db’s not normalized (not adjusted to compensate for excessive database

hits / high server usage) correctly – mode run times are sporadic sometimes

slow and sometimes fast.

MAA

Need FMIS project contract numbers to translate / relate to 8 digit CPMS #

(creation of translation table) – developers will need to explore further

MAA

Ability to download FMIS data directly into the new CPMS

MAA

Ability to download checkbook data directly into new CPMS. Note: MAA’s

Checkbook data is the accounting system used to track expenditures of their

“Other” funds (i.e. PFC, CFC, etc.)

MAA

Believes CPMS should be a full forecast / actual tool that allows user to:

maintain and create an inventory (long range planning) 1 – 20+ years of data of

asset and engineering data to forecast budgets, identify projects available for

alternative funding sources, project prioritization, determine what can be

funded, what could be put on hold, trigger project phases, allow projections and

actuals.

MAA

Ability to adjust project funding logic to fit needs at any time – leave state open

for adjustment (currently state is static and does not allow manipulation)

MAA

Identify fund type and grant type (this requirement may also relate to STIP/TIPP

and the obligation of funds)

MAA

System should track project funding with their associated contract(s) #s.

Reporting functions should enable the query of all projects funded under

a specific contract – a contract may fund several different projects.

MAA

Ability to create and adjust Minor dates correctly (relates to MVA requirement)

CPMS

Business Requirements Document (BRD)

pg. 39

MAA

Search Tool – with ability to search by project name instead of scrolling down a

drop down list.

MAA

Need ability to view archived projects and ability to archive a project

MPA

Would like the ability to use the automated cash flow function - At this time,

CPMS cash flow functionality does not work correctly for MPA. The system

should forecast project cash flows based on customized workday schedules.

MPA

CTP PIF – need reminder to “Assign Project” correctly

MPA

Need ‘Approve Project’ tab to work correctly

MPA

Need the ability to determine federal funds correctly (needs to be intuitive).

Future development should further explore this requirement.

MPA

Need ability for long range planning / programming – facility planning, etc. (go

beyond current HQ needs). Would like to answer the following question(s) –

what do I need to do in the next 15yrs if I want to build XYZ, how much $$

would I need, etc.

MPA

Forecast Tool – that allows potential cost estimates that supports future capital

programming (use historical $$ and work days as a benchmark to determine

future needs). The ability of the system to estimate project costs based off past

projects of similar size and scope.

MDTA

Would like to automate the NTP sub process into CPMS.

MDTA

Would like the ability to create MDTA reports at any time

MDTA

Solomon feed expenditure information into CPMS

MDTA

Would like to get a monthly report that compares expenditures against project

cash flows on a monthly basis (need real time)

MDTA

Make PAF after approval downloadable into CPMS (current word form on

intranet – filled in and submitted for signatures)

MDTA

Report that compares sending from year to year – what did we do for the past 5

years ability to pull information from more than one snapshot (over span of

several years) see differences in budget and expenditures by all project data

fields

MDTA

Have the ability see projects at a glance and change without moving to each

individual project. Example: pull up table with make changes and system places

intuitively move data to appropriate places and ability to open up multiple

pages.

MDTA

Would like to keep CTP Tour Form

MDTA

Need ‘what if’ forecasting analysis formulas in CPMS (business intelligence)

MDTA

In the future may need method to track federal funds (mega project)

MDTA

Track project funding by source (i.e. toll collections, bonds, etc.)

MTA

Would like to have automatic audit tracking – every time $$ moved and ability

to prompt user to type in why changed (electronic footprint = user, date/time

stamp, field changed)

MTA

When adding project budget amount need to see project cash flow (needs to be

intuitive). Current CPMS System has these data inputs on two separate pages.

CPMS

Business Requirements Document (BRD)

pg. 40

MTA

Flag Federal Aid over 80% and identify some grants that are 100% - would like to

reconcile once cash flow done then ability to make 80%. Have the ability to

create automated alert messages that would indicate this cash flow change

would break the 80/20 split on Federal Funds or whatever Federal Share is

determined to be assigned to that project.

MTA

When a project is built would like the ability for CPMS to assign Federal Aid

eligibility status (yes or no selections)

MTA

Maximo (IBM) communication with CPMS (downloads, web service, etc.) –

Maximo is a Transit Asset Management System

MTA

Real Time FMIS connection (all quarters) with appropriate translation tables

MTA

TEAM (Federal Grant Management System) communication with CPMS

(downloads, web service, etc.)

MTA

Automate Task Order Process – provide breakdown / tracking capability to

relate each line item to specific project(s) (relate fund cert to appropriate

project and then calculate correct balance that is left over)

MTA

Document Management System: Create Fund Cert Form – provide online

approval tracking and submit resolution to database and ability for user friendly

form printout / email, etc.

MTA

Propose Project Process - new projects, existing projects to gain or shift more

funds, etc. use a justification form (PAF – Project Action Form) (provide online

approval tracking and submit resolution to database and ability for user friendly

form printout / email, etc.)

MTA

Incorporate TIP/STIP into CPMS

TIP / STIP

Need years federal funds appropriated, what year obligated, what year cash

flow – also need to track re-obligation – need to know separations of $$ what is

being spent when (track color of $$) – currently getting funds from a number of

sources grants, sub grants, (revenue sources) - allocations should be based on

different business rules. This need may mean: Track project Federal funding

down to the appropriation year and obligation year to meet TIP/STIP reporting

process. The system should also track re-obligated federal funds to determine

the history of how these funds have been programmed.

MTA

TIP/STIP, Capitol Budgeting, Federal Aid Allocation – CPMS needs to encompass

these components

TIP / STIP

Need to understand federal laws. Software needs to be able flexible enough to

change when laws changes and then retain historical data. Related to the

Federal Share requirements (i.e. they may change for 80/20 to 90/10 for specific

projects).

TIP / STIP

Wants the ability to report each quarter in a customizable report, create

exportable CPMS data and make available to MPOs

SHA

Auto Import SHA Database(s) into CPMS

SHA

Financial Table (current excel spreadsheet consists of fund sources for all

projects – 1page summary) would like to automate input from individuals and

be captured in CPMS

CPMS

Business Requirements Document (BRD)

pg. 41

SHA

Link System Preservation database to CPMS. This db is maintained by SHA.

SHA

Retain existing canned reports

SHA

Projects advertised in current FY (now manual) would like to be automated;

summary of bike / pedestrian report

SHA

Need ability to upload images/documents quickly – document management

system that sequentially stores image/doc and stores in a central area (ability to

link image to the PIF – the DMS should be able to recognize which image

belongs to each PIF)

SHA

Ability to pull reports (real time) – this would cover special requests that may be

a 1x only request (need a Business Intelligence Tool – BI)

SHA

Need correct associations (project to improvements) need line #’s automated to

link correctly to correct project on PIF (reference PIF sheet examples)

SHA

CPMS Divider Sheet – link financial table to divider sheet (share data)

SHA

Ad (Advertisement) Schedule (comes from CFS – Finance controls) would like to

link to CPMS (ex. Project # would create relation between Ad Schedule and

CPMS – ad date, bid date, ntp date would be helpful to have in CPMS as an

automatic transfer only those dates pulled over related to existing project #’s in

CPMS; but for minors need more information (80%) from Ad Schedule (need all

dates, proj desc, improvement type, project #, cost, and add if project# not

found in CPMS – match to fund if fund relevant) do not want to pull over

projects that SHA not working on

SHA

Ability to adjust fund allocations (real time) pull in data from FMIS, estimate

splits (forecast / intuitive system design), dashboard real time reports

SHA

CPMS to communicate with Financial Advertisement Schedule (spreadsheet) to

pull System Preservation project specific data

WMATA

Make sure comparison reports included monthly, quarterly, etc.

WMATA

Ability to upload additional documentation into CPMS (ex. WMATA Quarterly

Report, etc.)

MDOT Finance

Ability to determine what the mode spent and what was spent by project –

example: This is what the mode has available to spend (from Finance) and here

is what the mode has yet to spend

MDOT Finance

A continuous electronic feed from FIMIS so that modes can project what they

have yet to spend

MDOT Finance

Finance needs ability to enter in the CTP data specific to their area (from their

excel spreadsheet – called mackey files this file houses 3 years of budget data)

to populate CTP report so that Brian and HQ don’t have to manually put it in

DLS

Need access to draft CTP and final CTP data and the ability to manipulate data

for DLS needs.

CPMS

Business Requirements Document (BRD)

pg. 42

DLS

Need actual spending by project (communication with FMIS)

DLS

On PIF would like to see source of all funds (what fund goes with what project)

do not want to see the term ‘other fund’ used – need to see project specific

information not generic roll ups (SHA issue)

DLS

Need electronic data at the time of the draft and final CTP

DLS

Need consistency between summary page and PIF sheets (dollar value and

categories)

DLS

Want actual spending added to PIF sheet

DLS

Would like real time mapping in GIS available related to each project (state

using ESRI Arc GIS) to graphically represent project location (link Arc GIS to

CPMS) example: link coordinates to project for highways, MARC, and others

where appropriate

DLS

Ability to know when one project crosses into 1 or more jurisdictions and the

associated details

MDOT Audit

Audit needed on electronic footprints related to critical data fields (what was

added, if it was changed - how was it changed, when it was changed, and who

changed it)

MDOT Audit

Create new CPMS audit field reports that run automatically and can be accessed

by MDOT Audit.

MDOT Audit

Link audit report access and retrieval to existing work time capture system (add

audit report as an option to the work time capture system reporting dashboard)

MVA

Continued ability to produce customized Finance / Procurement Reporting –

currently found in CPMS ‘Reports’ area

MVA

Need ability to store project documents and relate to specific project (DMS)

MVA

Combine forecast and actual (CPMS and CTIPP) functionalities – align / translate

budget classifications and budgetary needs between the 2 systems and FMIS (all

on same page)

MVA

Direct FMIS integration into CPMS

MVA

Customized Fiscal Year End Reporting

MVA

Ability to prioritize projects (record and rank)

MVA

Capture Data exchanges – between major IT project data and Department of IT

(customized reporting)

MDOT

Ideally we would like a new system to be used across staff levels at the modes

so Project Managers can monitor and maintain their own data in the system.

This may prove to be a difficult business process change for the modes.

S/P

CPMS

Business Requirements Document (BRD)

pg. 43

MDOT

The system should be web-based to enable multi-modal system used by all

agencies anywhere. The ability to work off the same live data is important. To

meet some of the modal needs it may be necessary to have a planning module

where projects are created and preliminary imputed and then a programming

module where planning information is submitted to be final programmed

request/data.

S/P

MDOT

HQ functions should have access to all modes whereas each modal agency

should only have access to their data.

S/P

SHA

Ability to have multiple CPMS sessions loaded and available for real time input

and viewing for all users

S/P

SHA

Possible fund manager direct input (this may be needed in future)

S/P

WMATA

Provide WMATA Liaison with access to CPMS

S/P

MDOT - IT

Need to meet the STATE and MDOT Security Policies as they relate to

password complexity and retention

S/P

MDOT

There needs to be more robust user-friendly reporting functions. There is little

flexibility in the current caned reporting tools and unless you know Access there

is limited ability to create your own reports. This is because many of the data

field names are not intuitive on what they populate as well as the user friendly

issues with Access.

MDOT

The system presentation and tool menus are not the most efficient. As they are

not organized in a logical flow or function way. For example, menu bars could

be separated by task – CWS Review, CTP Development, Etc. Currently they are

spread out among the different menu bars requiring you to move in and out

different menus.

MDOT - Dan

Each modal administration should have a customized user interface that

meets their specific data entry and programming needs. (already

mentioned)

Contract

Developers -

Jerry / Kerry

Make web enabled – where modes could access via intranet, etc.

SHA

Need simple way to pull reports – make user friendly (make a reporting

dashboard available for canned reports)

MVA

Make CPMS UI Web Based

6.2 Options to Satisfy Requirements

The contractor suggests MDOT HQ continue with the suggested system development steps:

1. Engage Procurement to determine appropriate vehicles for any anticipated vendor engagement

if internal skill set is not available

2. Send the BRD out to external vendors and to internal IT groups for request for information and /

or request for quote (the deliverable should indicate what technologies the organization will use

to develop the new system and general costs estimates that include when appropriate,

hardware, software, server(s), customized development, project oversight, etc.)

CPMS

Business Requirements Document (BRD)

pg. 44

3. If appropriate send out for request for proposal requesting awarded vendor to provide the

following deliverables: functional requirements document, technical specifications document,

system development, periodic system demo’s, system technical QA, system User Acceptance

Testing, system roll out to production plan, system documentation, user system training

materials, and if appropriate system maintenance plan

4. After system implementation, determine if a Stakeholder Steering Committee (or other method)

is needed to determine ongoing system enhancement development and implementation

schedules.

The new CPMS product should provide the following (but not be limited to):

 A Custom off the shelf (COTS) database

Possible Vendor(s): Oracle database or Oracle compatible database

 Custom web based input areas for each Mode and MDOT HQ that communicate (real time) with

the database

Possible Vendor(s): Awarded Development Vendor

 A dedicated server(s) and / or virtual server space that houses the database and other

components

Possible Vendor(s): Oracle

 COTS Enterprise Content Management System (CMS) – that will allow the easy storage of files

and images.

Possible Vendor(s): Ektron, Documentum, or Oracle compatible CMS

 COTS Enterprise Business Intelligence (BI) Tool – that will retain business rules / logic for all

formulas, forecasting tools, federal aid calculations, etc. in this component.

Possible Vendor(s): Oracle Business Intelligence Enterprise Edition (OBIEE)

 Custom Web Services (bridges) – created by developer(s) that allow buckles (communication

links) to all CPMS components, i.e. DB, BI Tool, CMS and create connections between FMIS, and

mode specific data sources.

Possible Vendor(s): Awarded Development Vendor

 Single Sign On (Optional) – if available, configure existing MDOT HQ and mode single sign on

protocol to new CPMS product.

Possible Vendor(s): Awarded Development Vendor

MDOT HQ Custom Input / Retrieval Page

User Login

MPA Custom Input / Retrieval Page

MAA Custom Input / Retrieval Page

MDTA Custom Input / Retrieval Page

MTA Custom Input / Retrieval Page

MVA Custom Input / Retrieval Page

SHA Custom Input / Retrieval Page

WMATA Custom Input / Retrieval Page

Database

FMIS

TIP / STIP

Other

Mode Data

Sources

CFS

BI Tool: houses business rules,

formulas, logic,

and calculations

CMS: stores and retrieves

files / images and

allows custom printing setup

MDOT Finance Custom Input / Retrieval Page

CPMS

Business Requirements Document (BRD)

pg. 45

6.3 Other Options Considered

 Do nothing – retain existing CPMS Microsoft Access databases and functionality

 Retain the existing CPMS Microsoft Access databases and functionality and build a Reporting

Tool

7.0 IMAPCT URGENCY

CPMS has reached the end of its useful life. The system is currently operating with a series of temporary

fixes and solutions that do not provide the diverse functionality needed to manage the complex MDOT

Capital Program. Capital programming staff are required to dedicate an enormous amount of time and

resources to managing and reporting on the program through various ad hoc excel spreadsheets,

manual analysis, and manual data entry.

Additionally, CPMS loses some functionality with each Microsoft Access software update. The

functionality is lost because either the function can no longer be programmed in the new software

upgrade or programming support with the skill set required is not available.

These issues compromise MDOT’s ability to effectively administer the MDOT Capital Program.

8.0 RESOURCES

The following resources assisted in the development of the BRD:

Additional Reports – Contact MDOT HQ Capital Planning Analyst to obtain copies of current mode

reports that are normally provided during the CPMS CWS and CTP periods.

Department of Transportation Secretary’s Office Audit Report – Refer to MDOT Audit for current audit

report.

Data Sources - Contact appropriate modal administration and / or MDOT HQ for the data sources

mentioned in the BRD.

MDOT IT Security Documentation – Refer to MDOT IT for current policy.

SHA Financial Advertisement Schedule – Refer to SHA to receive a link to the detailed view of the

current schedule. The schedule contains detailed System Preservation project information.

CPMS

Business Requirements Document (BRD)

pg. 46

9.0 APPROVALS

Stakeholder

Signatures

Maryland Department of Transportation (MDOT)

Office of Planning & Capital Programming

__________________________

Brian Martin, MDOT Regional Planning & Capital

Programming, Assistant Director