Business Needs & Objectives
The primary purpose of this project is to successfully establish a comprehensive, statewide public safety ecosystem. By deploying the FedRAMP-authorized Rave Alert mass notification platform and the Rave Panic Button system, this initiative will significantly enhance emergency preparedness and res ponse capabilities. While the scope centrally focuses on securing state government buildings and supporting local jurisdictions, project objectives include, but are not limited to, the following
Enable High -Speed, Precision Alerting: Provide state and loc al officials with a reliable platform to immediately send multi -channel notifications to state employees and first responders. This includes utilizing advanced GIS boundaries, mapping, and geo-fencing to ensure the right message reaches the right target audience.
Deploy Rave Single-Tap Panic Button Application: Equip state employees with the Rave Panic Button Application on state cell phones or personal cell phones if requested. This solution will provide a direct connection to local law enforcement through 911 and alert designated personnel to the emergency. Each building will be geofenced to assist with critical situational data.
Foster Multi-Agency Collaboration: Partner closely with the executive steering committee to ensure successful mobile integration, and gather setup feedback from agency directors and the multi -agency Steering Committee to ensure the system is optimally configured for all stakeholders.
Resource Request
To successfully support this initiative, the Senior Project Manager must posses s comprehensive knowledge of formal project management methodologies (such as Agile, PMBOK, or hybrid models) and have demonstrated success operating within a PMO-governed framework with strict reporting and artifact
requirements. The role demands close co ordination with third -party vendors and system integrators.
Additionally, candidates should have hands-on experience with complex system integrations, particularly involving emergency telecommunications or alert and notification systems, alongside exceptional problem-solving and communication skills to translate technical concepts into business terms and deliver concise executive reporting. Relevant certifications, such as a PMP or Agile/Scrum certifications, are strongly preferred to ensure alignment with best practices.
Resource Qualifications
8–12+ years of enterprise-level IT project management experience
Proven experience delivering large-scale, multi-stakeholder implementations, preferably in:
Public sector / government environments
3 Emergency management, public safety, or critical infrastructure systems
Strong knowledge of formal project management methodologies (e.g., PMBOK Guide, Agile,
hybrid delivery models)
Demonstrated experience working within a PMO-governed environment, including strict artifact
and reporting requirements
Experience managing third-party vendors and system integrators, including contract oversight
and performance enforcement
Exceptional communication skills, with the ability to:
Translate technical details into business terms
Deliver clear, concise executive reporting
Strong risk management and problem-solving capabilities
Experience with complex system integrations, telecommunications, or alert/notification systems
preferred
Relevant certifications strongly preferred:
PMP (Project Management Professional)
Agile/Scrum certifications (as applicable)
Expected Outcomes and Deliverables
Successful deployment of RAVE emergency alerting solution serving statewide needs.
Full compliance with State Enterprise Technology Services project management office standards
and governance.
Transparent, proactive communication with no unexpected escalations
Strong vendor performance and accountability
Project governance and artifacts to include but not limited to:
Project Charter
Scope Statement
Work Breakdown Structure
Milestone schedule
Stakeholder Register
Risk, Issue, and Change Control
Communication Plan
Training Plan
Reporting Deliverables
Progress on Deliverables: Detailed status of all active milestones within the reporting period.
Knowledge Transfer Activities: Dedicated tracking of mentorship and training progress to ensure the state is meeting "Internal Ownership" targets.
4 Risk Identification & Analysis: Inventory of active and emerging risks, including potential impacts
on scope, schedule, or budget.
Mitigation Strategies: Specific, actionable plans to address identified risks.
Challenges and Solutions: Documentation of technical or administrative obstacles encountered and the proposed resolutions to maintain the project timeline.
Reporting cadence should include:
Weekly project team status reports to the WDHS leadership team.
Regular updates to risk and issue logs
Facilitate monthly and milestone-driven progress updates for the Executive Steering
Committee, ensuring cross-agency alignment between A&I, WYDOT/WHP, ETS, Client,
WDHS, and the Governor's Office.
Bi-weekly reporting to key stakeholders.
Bi-monthly "town halls” for all stakeholders?
Ad hoc escalation reporting as required
Operational Standards
Escalation Path
Roadblocks should be routed through the WDHS Public Information Officer (PIO) as the primary escalation point. Issues that remain unresolved will be escalated to the WDHS Director, with the Executive Steering Committee engaged as necessary.
Resource Replacement Requirements
Timeline: Minimum 30 days' notice. If the resource leaves sooner, the vendor should provide a
"service credit" or discount for the disruption.
The "Shadow" Period: The vendor will present a replacement candidate within 5 business days.
Overlap: The new PM must shadow the old PM for at least 10 business days at the vendor's expense (you only pay for one PM).
Resource Expectation: A formal Project Health Audit. The departing PM must sign off on a "Project Roadmap" update so the new PM isn't flying blind
5Schedule Requirements
This role requires a 100% in-state presence with Wyoming Department of Homeland Security
to ensure seamless collaboration with the core project team and direct contact with state
agencies. Please note that the selected consultant is responsible for provid ing their own
standard IT equipment and any software licenses necessary to perform the duties.
Travel & Expenses:
The Vendor is responsible for all travel-related expenses, including airfare, lodging, and local
transit. No separate reimbursement will be provided by HLS; therefore, all costs must be
bundled into the proposed hourly rate or fixed fee and should remain within federal per diem
guidelines.
Coordination Requirements
Cultivate a strategic partnership with the Executive Steering Committee to ensure operational
alignment and the realization of shared organizational objectives.
Data Considerations
To help Vendors know how to respond to this resource call, please choose which option best describes
your agency's data. (Wyoming OCIO Information Classification Policy)
Project data is public information that poses no risk to the State if made generally available.
Project data is state information whose loss, corruption, or unauthorized disclosure is of importance
only inside the State and, therefore, may result in a tangible business, financial, or legal loss.
Project data is confidential information whose loss, corruption, or unauthorized disclosure would
seriously harm the State's reputation or business position, resulting in severe financial and legal
loss.