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ERP Project Charter ERP Project Charter Document Transcript

  • DRAFT AND CONFIDENTIAL City University of New York (CUNY) ERP Project Charter July 10 , 2007
  • Document Control Change Record Date Author Version Change Reference 11/15/06 ERP Project 0.1 Created Document Management Team 1/4/07 CUNY ERP PMO 0.2 Incorporated Ron Spalter’s changes from 1/4 meeting 1/9/07 CUNY ERP PMO 0.3 Removed track changed view, increased font size per Ron Spalter 1/18/07 CUNY ERP PMO 0.4 Incorporated Ron Spalter’s changes from 1/17 meeting, placed phasing references to yellow as a possible change and placeholder 1/29/07 CUNY ERP PMO 0.5 Incorporated Ron Spalter’s edits of 1/24 and Exeter recommendations. 2/5/07 CUNY ERP PMO 0.6 Added Guiding Principles and Executive Committee Changes 6/1/07 Gartner QA Team 0.7 Updates to: Chosen software and implementation partner Project organization chart Descriptions of liaison groups Linkage of business drivers to CUNY goals Updates to scope description Change management expectations and targets 6/5/07 Exeter PM Team 0.8 Updates to: Overall document formatting and language Open Issues section Closed Issues section 6/14/07 CUNY ERP PMO 0.9 P 13 7/10/07 CUNY ERP PMO 0.10 Feedback from D. Mitchell 10/22/08 CUNY ERP PMO 0.11 M.Bianco updated CUNY org chart DRAFT AND CONFIDENTIAL i
  • Approvers Review Reviewer Name Position Approval Date: Date DRAFT AND CONFIDENTIAL ii View slide
  • Document Control (continued) Distribution Version Name 0.1 Suman Taneja 0.2 Ron Spalter, Suman Taneja, Brian Cohen, Blackboard Interim Project Site, Anthony Barnes 0.3 Ron Spalter, Brian Cohen, Suman Taneja, Blackboard Interim Project Site, Anthony Barnes, Matt Lorenz 0.4 Ron Spalter, Brian Cohen, Suman Taneja, Blackboard Interim Project Site, Anthony Barnes, Matt Lorenz 0.5 Matt Lorenz 0.6 Ron Spalter, Brian Cohen, Suman Taneja, Mara Bianco, Pooja Ahuja, Steven Kaplan 0.7 Mara Bianco, Steven Kaplan, Pooja Ahuja, Linda Shatzer 0.9 Ron Spalter, Brian Cohen, Suman Taneja 0.10 Ron Spalter, Brian Cohen, Suman Taneja DRAFT AND CONFIDENTIAL iii View slide
  • Table of Contents 1 PROJECT CHARTER ADMINISTRATION ........................................................................ 6 1.1 Purpose .................................................................................................................................... 6 1.2 Approval and Acceptance ..................................................................................................... 6 1.3 Document Change Management ......................................................................................... 7 2 PROJECT IDENTIFICATION ............................................................................................. 8 2.1 Project Background................................................................................................................ 8 2.2 Project Initiation ..................................................................................................................... 8 2.3 Project Vision.......................................................................................................................... 9 2.4 Project Overview .................................................................................................................... 9 2.5 Project Scope ........................................................................................................................10 2.6 Product Description ............................................................................................................11 2.7 Business Drivers ...................................................................................................................11 2.8 Technology Drivers .............................................................................................................12 2.9 Project Goals .........................................................................................................................13 2.10 Guiding Principles ................................................................................................................14 2.11 Critical Success Factors .......................................................................................................14 2.12 Organizational Change Management ................................................................................15 2.13 Project Assumptions, Constraints and Risks ...................................................................15 3 PROJECT GOVERNANCE .............................................................................................. 17 3.1 ERP Executive Governance Model ..................................................................................17 3.2 ERP Governance Roles and Responsibilities ..................................................................20 3.2.1 University Governance Team ...................................................................................20 3.2.2 Executive Sponsor ...................................................................................................21 3.2.3 Project Leaders.........................................................................................................21 3.2.4 ERP Steering Committee (including Process Owners)...............................................21 3.2.5 CUNY Project Director ..........................................................................................22 3.2.6 Project Management Team .......................................................................................23 3.2.7 Councils ...................................................................................................................23 3.2.8 Project Monitoring and Quality Assurance Partners ................................................23 3.2.9 Campus Liaisons and Campus Project Executives ...................................................24 3.2.10 College Presidents .....................................................................................................24 4 PROJECT STRUCTURE AND SCHEDULE .................................................................... 26 4.1 Project Structure / Organization .......................................................................................26 4.2 Project Schedule ...................................................................................................................30 DRAFT AND CONFIDENTIAL iv
  • 5 APPENDIX A: OPEN ISSUES ......................................................................................... 32 6 APPENDIX B: CLOSED ISSUES ..................................................................................... 33 DRAFT AND CONFIDENTIAL v
  • 1 Project Charter Administration 1.1 Purpose The purpose of this Project Charter is to formally empower the CUNY FIRST PROJECT. The Project Charter presents the goals, objectives, major assumptions and constraints associated with the project. It also represents a commitment to dedicate the necessary time and resources to the project, and formal organizational sponsorship. 1.2 Approval and Acceptance The review and approval process for the Project Charter is as follows: Distribution Group Approval University Governance ERP Steering Committee Team PMO Manager Executive Sponsor Councils Input ERP PM/QA ERP Project Director Partners Implementation Team Campus Liaisons Project Leaders ERP PM/QA Partners ERP Website Figure 1 Project Charter Approval and Distribution Once the CUNY ERP PMO Manager has reviewed and approved this document, it will be sent to the CUNY FIRST Project Director for approval and then to the Project Leaders for final approval. Once approved, the Project Charter will be provided to the Distribution Group outlined in Figure 1. DRAFT AND CONFIDENTIAL 6
  • 1.3 Document Change Management All proposed changes to the Project Charter will be directed to the CUNY ERP PMO Manager. The CUNY ERP PMO Manager will evaluate the rationale for the change, and incorporate it within the Project Charter as necessary. The modified document will be presented to the ERP Project Director and the Project Leaders for review and approval. All changes will be recorded in the Change Record table included in the Document Control section of this document. All approvals will be recorded in the Approvers table within the same section. Once approved, the updated Project Charter will be provided to the Distribution Group outlined in Figure 1 as necessary. DRAFT AND CONFIDENTIAL 7
  • 2 Project Identification 2.1 Project Background In preparation for the CUNY FIRST PROJECT and to facilitate a smooth initiation, CUNY began taking strategic steps from June 2001 to July 2005, such as:  Engaging the University community in a broad discussion of the future direction for CUNY’s legacy systems and reorganizing the IT organization;  Hiring resources;  Issuing a Request for Information;  Assembling a governance body that was representative of the different constituencies; and  Beginning the cleansing of legacy data. In July, 2005, at the direction of the Executive Vice Chancellor and Chief Operating Officer (COO) Allan Dobrin and with the support of the ERP Steering Committee and IT Steering Committee, Chief Information Officer (CIO) Brian Cohen and Deputy Chief Operating Officer Ronald Spalter launched the effort to procure an integrated Enterprise Resource Planning (ERP) solution and engage an implementation partner capable of providing a modern, technologically advanced, and flexible platform for supporting CUNY’s administrative and student services business processing through best business practices. The resulting CUNY FIRST PROJECT is a multi-year effort to replace CUNY’s legacy systems with a modern ERP System and improve business processes related to student administration, financials and human resources to meet CUNY’s business requirements for the foreseeable future, representing the most significant enhancement to CUNY's administrative systems and processes in a generation. In December of 2006, CUNY selected Oracle’s PeopleSoft Enterprise suite as the software to be implemented by the CUNY and Oracle USA, Inc. (“Oracle”) as implementation partner. A project naming campaign was completed in June, 2007 . Until then the project is being referred to as “CUNY FIRST PROJECT”. The CUNY FIRST PROJECT is being lead by Brian Cohen and Ronald Spalter and is being managed by Suman Taneja, the ERP Project Director. The CUNY FIRST PROJECT started on March 5, 2007. 2.2 Project Initiation On December 13, 2005, CUNY issued a Request for Proposal (RFP) for an integrated suite of software products to address its human resources, financials and student administration requirements. The CUNY ERP RFP planning included the direct participation of more than 190 CUNY subject matter experts, and the indirect assistance and support of many others. This collective effort resulted in the definition of more than 1,000 specific requirements and the supporting contextual narrative, to which Oracle and SAP responded. DRAFT AND CONFIDENTIAL 8
  • The requirements identified as part of the RFP development process were used as a starting point during the first phase of the project, “Phase 0”. During Phase 0 Oracle worked with CUNY subject matter experts and the CUNY Project Management Team to further refine project scope, plan the upcoming phases including the detailed requirements gathering process and finalize the statements of work. The project schedule provided in Section 4.2 outlines the roadmap for the project beyond Phase 0. 2.3 Project Vision CUNY will leverage best practices and 21st century technologies to achieve a transformation of its administrative practices and process in order to ensure that all members of its Integrated University community benefit from reduced barriers, increased options for service delivery, advancement toward the goals of access and excellence, and redeployment of the savings achieved as a result of transformation to serve the core mission of scholarship and education. This transformation will be pursued in a manner which creates benefits for the entire CUNY system while supporting individual CUNY colleges as they maintain their unique identities and pursue their unique academic missions. 2.4 Project Overview One of CUNY’s strategic administrative goals is to realize the maximum value of CUNY’s resources for the benefit of CUNY’s students, faculty, and staff. The foundation of the CUNY FIRST PROJECT is the principle that the University can better serve its constituents and users through the implementation of a new University-wide common suite of policies, processes, and information systems which will allow University stakeholders to significantly streamline processes and achieve greater efficiency. This project does not seek to replicate existing business policies and processes in a new system. Rather it strives to establish a standard set of policies and procedures based on time-proven best practices supported by a common integrated system across all CUNY Colleges and Affiliates. It will focus on eliminating obstacles to student success and eliminating redundant transactions, while maintaining the autonomy and unique identity and character of each of these Colleges and Affiliates. CUNY is challenged from a tactical perspective in achieving its goals and advancing toward the Integrated University by its current administrative information systems, which are unable to support the evolving nature of the University and for which the ability to provide on-going support and maintenance is at risk. Accordingly, over the next five (5) years, CUNY plans to implement a suite of applications to serve the following business areas:  Student Administration – Admissions processing; financial aid; student registration and records; student billing; and self-service access for prospects, applicants, students and faculty;  Human Resources – Processing and record keeping of employee work history, faculty, adjunct, and instructor workload, salary, and benefits starting from recruitment, selection, hiring and agency transfer through separation or retirement. The system will include DRAFT AND CONFIDENTIAL 9
  • employee self-service functionality and will integrate with the City and State of New York (“City and State”) payroll systems, benefit and employee systems where possible;  Financial Management – General ledger, budgeting, treasury management, purchasing, accounts payable, and fixed asset management including integration with the State and City of New York payroll, purchasing, disbursement, and budget systems – providing a comprehensive picture of the University’s financial operations and resources to the extent feasible.  Reporting – The ability for end users to access data and generate standard and ad hoc reports using industry standard reporting tools. 2.5 Project Scope The official definition of the scope of the CUNY FIRST Project is contained in the Master Technology Agreement by and between The City University of New York and Oracle USA, Inc. dated May 15, 2007 (“MTA”). Specifically, the scope is defined in the ERP Statement of Work (“SOW”) which is Schedule 3-A to Exhibit 1 of the MTA. The constituencies directly included in the scope of the CUNY FIRST Project are:  CUNY’s 11 senior Colleges, 6 community Colleges, the CUNY School of Law, the Graduate School and University Center, the Graduate School of Journalism, the Honors College, the School of Professional Studies, CUNY’s Central Office, and all of CUNY’s related entities and affiliated organizations except for the Research Foundation [collectively, “Affiliates”].  Full-time, part-time, and continuing education students;  Full-time and part-time, and adjunct faculty;  CUNY’s full- and part-time instructional and non-instructional and classified staff and continuing education teachers; and  All employees of Affiliated entities (non-tax levy). The systems that will be implemented as part of the CUNY FIRST PROJECT to serve these constituencies are as follows:  Student Administration;  Human Resources; and  Financial Management. In addition, included in the scope of the CUNY FIRST Project is the:  Exchange of data with the CUNY Research Foundation to support accounting and personnel systems; and  Integration with City and State accounting, personnel, payroll and other systems that support University operations. Grants management functions performed by the Research Foundation are out of scope for the CUNY FIRST PROJECT. However, financial data from those enterprises will be incorporated for reporting purposes and financial statements. DRAFT AND CONFIDENTIAL 10
  • 2.6 Product Description To achieve the broad project objectives and specific business objectives, the CUNY FIRST PROJECT will include the deployment of the application modules in the following areas: Financials Human Resources Management  General  AP  Human Resources Ledger  Fixed  Recruiting  Budgeting Assets Student  Benefits  Purchasing  AR Administration Administration  Treasury and  Time and  Person and Cash Attendance Organization Management  Payroll Information  Admissions  Registrar Functions  Bursar Functions  Financial Aid Figure 2 Product Description In addition, the CUNY FIRST PROJECT will implement standard and custom reporting, interfaces with legacy systems, and workflow solutions across CUNY’s administrative functions to meet CUNY’s business requirements. The PeopleSoft Enterprise modules to be implemented as part of the project are listed in section 2.0 of the SOW. 2.7 Business Drivers The Master Plan 2004-2008 adopted by the CUNY Board of Trustees on May 3, 2004 observes the following: “Technology systems in use at CUNY do not meet the standards needed for a University of our size and complexity to operate efficiently and competitively. …current systems are unable to support new, ever changing and complex legislative mandates as well as the increasing expectations of our students and faculty for CUNY to operate in a more competitive environment.” (Page 98) There are a number of practical changes CUNY and its constituent colleges must make in order to support these new mandates and increasing expectations. Many of these changes depend on computer systems for their success, and they represent the primary issues driving the CUNY FIRST PROJECT. These changes include, but are not limited to, the following:  Improve student access to the full resources of the CUNY system. To improve retention and graduation rates, and increase the movement of students from associate to baccalaureate programs, students need to be able to easily view courses available from CUNY colleges other than their home college, and model academic career options including transferring within CUNY. DRAFT AND CONFIDENTIAL 11
  •  Provide a “system-wide” view of students. To best serve and retain students, faculty advisors and administrators need easy access to the student’s entire history at CUNY, including courses taken and work done at other CUNY colleges.  Support college leaders with accurate, timely, useful information. In order to serve their institutions and meet their performance management objectives academics and administrators must have convenient, rapid access to information which can be used proactively to influence academic and administrative outcomes (for example: using “leading indicators” to flag students requiring intervention, thus improving retention and graduation rates).  Improve service to students, faculty, and staff. In order to build and retain the desired faculty and student bodies, colleges need to compliment a positive academic experience with a positive administrative experience. Administrative processes need to be consistently executued, easy for students, faculty, and staff to understand and follow, and flexible to meet changing needs. These processes need to be delivered with a high degree of service, including allowing community members to serve themselves where appropriate.  Accellerate response to regulatory mandates. When new or changed regulatory mandates arise, CUNY must be able to implement the changes quickly and effectively, in order to avoid compliance failures, particularly those which could involve financial impacts and/or negative publicity.  Secure student and employee information. CUNY and all its constituent colleges must process sensitive student and employee information in a secure environment. In particular, CUNY must eliminate the use of the social security number as a primary student identifier. All of the above changes are critical to the efforts of the CUNY colleges to meet their objectives in the coming years. In the long run, none of these changes are possible using CUNY’s existing administrative systems. 2.8 Technology Drivers CUNY’s efforts to implement the changes described above, to meet the objectives of the University’s Master Plan, and to use its resources more efficiently are impeded by several characteristics of the current administrative systems:  Aging Technology challenges the short-and long-term maintainability of the current administrative systems;  Lack of Functionality limits the capability to provide enhanced features and processes to users, and contributes to the growth of an unmanageable number of shadow systems; and  De-centralized Systems and Disparate Data prohibit the advancement of the Integrated University and limits reporting and decision making capability. CUNY’s current systems are the products of a 25-year cycle of fixes and enhancements built on systems designed for a more decentrallized institution, in an era before the existence of personal computers and the internet, using technology which is now obsolete. The result is systems which DRAFT AND CONFIDENTIAL 12
  • are technically more complex than necessary, and far less reliable. SIMS, FAP, and other current systems and are kept running only by the strenuous efforts of college and central office IT staff. Furthermore, the number of people who are capable of maintaining these systems is rapidly diminishing. In addition to serving as an impediment to future growth and improvement, CUNY’s current systems run the risk of becoming unable to perform their current functions. 2.9 Project Goals The goals for the CUNY FIRST PROJECT are 1) eliminating the technical problems described in section 2.8 above, 2) providing the University with the flexibility and scalability to support its mission for the long term, including the improvements identified in section 2.7 above, and 3) enabling CUNY to meet the following broad business objectives:  Create an integrated environment for data sharing;  Improve the flow of information and access to business operations across the University;  Improve decision making;  Improve compliance with federal, state and local regulations;  Establish a University-wide framework of policies and procedures;  Enable organization-specific processes within the University-wide framework;  Reduce variations in business processes;  Streamline business processes by adopting best practices;  Implement a stable, maintainable, secure, and intuitive suite of applications;  Enhance end-user communication, operational efficiencies and productivity;  Enhance service delivery to students, faculty and staff;  Eliminate administrative redundancies and redirect those savings to support the University’s core mission of teaching and learning;  Minimize the learning curve and enable an intuitive and highly productive training and operating experience for users;  Provide a mechanism for capturing data comprehensively across the University;  Reduce the amount of redundant data across the University’s systems;  Integrate fully with the City and State systems to provide automated electronic exchange of financial and human resource data for transaction processing;  Reduce the generation of paper and increase electronic data exchange, workflow, and self-service processing; and  Minimize or eliminate the need for custom programming to produce standard and ad hoc inquiries and reports.  Utilize the security features of the product to provide enhanced access or denial of services  Establish two way synchronization between the PeopleSoft applications and all other required applications in a real-time batch environment DRAFT AND CONFIDENTIAL 13
  • 2.10 Guiding Principles  Create an environment where students will have access to information and technology to enhance their educational experience  Deliver a common administrative solution that best meets the needs of an integrated university  Adopt common business practices to ensure standardized and consistent high levels of service across the University  Use the new system to maximize productivity through shared resources across campuses  Develop a system that will allow staff to operate efficiently and provide a higher quality of service  Eliminate shadow systems wherever possible  Change administrative processes and practices to minimize software customization and manage project scope  Utilize common administrative solutions for all degree, certificate, collaborative, and continuing education programs  Align the common administrative solution with the performance goals and targets for CUNY executives  Utilize CUNY subject matter experts to lead and effect business transformation  Manage the new system centrally while providing the colleges with flexibility to optimize the system locally  Establish a single data repository  Integrate data university–wide  Establish benchmarks to measure service improvements 2.11 Critical Success Factors The prerequisites for success of the CUNY FIRST PROJECT are as follows:  Financial Resources: Sufficient financial resources, as budgeted, are available at appropriate intervals for the duration of the project.  Executive Sponsorship: The Executive Sponsor, an effective champion for the project, removes barriers and ensures that the project meets its objectives.  College or Affiliate Ownership: College or Affiliate leadership supports the project and is willing to dedicate resources and time. College or Affiliate representatives are actively involved in business process definition, analysis and verification, and there is buy-in and participation from the College or Affiliate project team.  Timely Decisions: In order to minimize risks and maximize resources, timely decisions are made and communicated effectively.  Staffing: Appropriate personnel resources are provided at the College or Affiliate, Core Implementation Team and Central Office to ensure on-time completion of tasks. DRAFT AND CONFIDENTIAL 14
  •  Ongoing Support: There is uninterrupted post-deployment support for the ERP System.  Common Policies and Procedures: Colleges are committed to standardizing business processes and procedures where the University benefits as a whole.  Project Budget and Schedule: The project is managed to a schedule, scope definition and budget that have been approved and are supported by the Executive Sponsor.  Transition and Knowledge Transfer: A comprehensive plan is developed and implemented to gradually transition and transfer knowledge from Oracle to CUNY resources.  ERP Implementation Strategy: The CUNY FIRST PROJECT follows a well planned implementation strategy that has been agreed upon by CUNY and its partners.  Minimum Customization: There is a concerted effort to avoid modifications to the software in order to minimize short and long term cost. 2.12 Organizational Change Management During the implementation of CUNY’s new ERP system, there will be changes in processes, people and their organizations, and in technology. As is typical in projects such as this, some people will resist these changes. The majority who do not actively resist these changes will still find many of them difficult. The ultimate measure of the project’s success is in how the new system is used by CUNY faculty, staff, and students. For this reason, the project must do more than build a new computer system. It must invest significant effort in preparing faculty, staff, and students for the changes to come, and in positioning them to be successful in using the new system. To this end, the CUNY FIRST PROJECT will have a team dedicated to Organizational Change Management (“OCM”). This team will be responsible for the following activities:  Assessing the organization to identify where OCM activities should be focused, and what messages need to be delivered  Building executive commitment and sponsorship across the CUNY system  Establishing mechanisms for involving all CUNY colleges in the project throughout its duration  Communicating with CUNY faculty, staff, and students  Developing end-user training  Establishing the end-user support function 2.13 Project Assumptions, Constraints and Risks  Scale of Implementation: The scale of the implementation as it relates to the number of students, faculty, administrative staff and entities may not remain static throughout the DRAFT AND CONFIDENTIAL 15
  • life of the project. New entities such as additional Colleges may be added to implementation scope.  Software Capabilities: The software will meet the University’s business and technical requirements as defined in Oracle’s Technical Response.  Strategic Alignment with CUNY’s Vision: Partners engaged by CUNY for purposes of the ERP Implementation will provide the services specified in the agreed upon contracts and will align with CUNY’s strategic vision.  Business Requirements: The University’s business requirements are accurately represented in CUNY’s ERP RFP (Request for Proposal) and will be appropriately refined during the implementation to provide CUNY with a comprehensive solution.  Legacy System Support: CUNY’s aging core legacy systems will be supported for the duration of the project while their replacements are phased in according to the project timeline.  Technology Infrastructure: The University’s technology infrastructure will be augmented as and when appropriate to support project requirements.  Auxiliary Systems: The Colleges and Affiliates will be willing and able to support migration from, or integration with, their shadow systems.  Staffing: ERP implementations require the involvement of a multitude of resources from across business areas as well as an adequately staffed Core Implementation Team. Given the concentration of business knowledge at each College and Affiliate, the CUNY FIRST PROJECT project may be challenged to involve the right people in the project. Additionally, ERP projects, in the higher education market, have high staff turnover due to factors such as cultural conflicts, change, fast-paced environment and complexity.  Common Processes, Policies and Procedures: Constituents may not be willing to discuss and consider standardizing relevant processes, policies and procedures across the University resulting in expansion of scope and possibly increased modifications to the software.  Organizational Readiness: Throughout the duration of the project, project participants, and in particular the project leadership, must make a concerted effort to obtain and maintain buy-in from the CUNY community.  IT Infrastructure and Inventory of Skills: In order to successfully complete a project of the scale, size and complexity of the CUNY FIRST PROJECT, the University will need to invest heavily in improving its current organizational infrastructure and training its resources in the use and support of new technologies and toolsets. DRAFT AND CONFIDENTIAL 16
  • 3 Project Governance 3.1 ERP Executive Governance Model The CUNY FIRST Project will be overseen by several CUNY-wide groups according to the Executive Governance Model shown in Figure 3. The Executive Governance Model has been designed to dovetail with the ERP Project Team to ensure that the ERP Project Team has the capability and authority to provide the appropriate governance at the operational level to minimize escalation within the Executive Governance Model. This Executive Governance Model is driven by three paramount needs:  Ensuring timely decision-making so as not to adversely impact the delivery of tasks and achievement of milestones;  Removing barriers and manage internal and external constraints; and  Ensuring necessary resources are made available for the project. In addition to College representation, the governance model aims to assure that each of the major functional units (e.g., student administration, benefits, accounting) is appropriately represented. The CUNY Project Director will be responsible for ensuring that each of the groups is convened that constitute the Executive Governance Model on a periodic as well as ad-hoc basis to resolve issues and provide guidance. DRAFT AND CONFIDENTIAL 17
  • Overview of ERP Executive Governance Model Councils Advisory Role University ERP CUNY Project Executive Project Governance Steering Project Management Sponsor Leaders Team Committee Director Team Independent Validation & Verification PM / QA Partner(s) Overview of ERP Project Team For Project Purposes Campus Project Campus Project Project Implemen- Campus Management Project Executives Director tation Team Liaisons Report to Team Executives College Presidents Figure 3 Executive Governance Model The Executive Governance model is comprised of six entities.  The University Governance Team is the senior executive body within the governance model, and draws on executive resources from throughout the University. It consists of the Executive Vice Chancellor and Chief Operating Officer, Executive Vice Chancellor DRAFT AND CONFIDENTIAL 18
  • for Academic Affairs and University Provost, three Vice Chancellors, four College Presidents, and a Trustee.  The Executive Sponsor is Executive Vice Chancellor and Chief Operating Officer.  The Project Leaders are the Chief Information Office and Deputy Chief Operating Officer.  The ERP Steering Committee consists of individuals from the Central Office, Colleges, and Affiliates, and includes a group of Process Owners who will provide guidance, advice, and operational support to governance entities. Process Owners representing each of the business areas – Financials, Human Resources and Student Administration – and University Applications are:  Financials – The University Deputy Controller  Human Resources – Human Resources Information Systems Manager  Student Administration – Dean of the Executive Office (or designee)  University Applications (2) – Both Deputy CIOs  The CUNY Project Director  The Project Management Team consists of: o Functional Project Manager; o Technical Project Manager; o Testing Manager; o Program Management Office Manager; o Organizational Readiness Manager; and o Operations Manager. The Project Management Team will be supported by a full-time staff of administrative, contract and budget support personnel, subject matter experts representing each of the major business areas (financials, student administration and human resources), communications and training personnel, the data conversion team and other technical resources.  The Councils represent a collection of senior personnel with subject matter expertise from across the University who will function in an advisory role. The Councils include: o ERP Steering Committee o Administrative Council o IT Steering Committee o Information Technology Directors Council o Council of Chief Academic Officers o Council of Chief Student Affairs Officers o Council of Admissions and Recruitment DRAFT AND CONFIDENTIAL 19
  • o Graduate Admissions Council o Enrollment Management Council o Registrars Council o Financial Aid Directors Council o TAP Officers Council o Bursars Council o Testing Managers Council o Council of Students with Disabilities o International Student Advisors Council o Council of Chief Librarians o Blackboard Administrators Group o Council of Personnel Officers o Business Managers Council o Procurement Managers Council o Property Managers Council  The Project Monitoring Partner is Exeter Group, Inc. The Quality Assurance Partner is Gartner, Inc. They will provide independent validation and verification and support to the Project Management Team. The CUNY Project Director and Project Management Team provide the bridge between the Executive Governance Model and ERP Project Team. The ERP Project Team includes the CUNY Project Director, Project Management Team, and the following entities.  The Implementation Team includes CUNY resources, independent contractors, and consultants from Oracle.  The Campus Liaisons include representatives from the Colleges and Affiliates who will act as the project liaisons at their respective College or Affiliate. They will serve as Functional Liaisons, Project Liaisons, Training Liaisons, Communication Liaisons, and Change Management Liaisons, and will be involved on a part part-time basis to educate and communicate with their specific College or Affiliate communities.  The Campus Project Executives include a senior staff member from each College who will be responsible for interfacing directly with his or her College President, and to whom the Campus Liaisons will report. 3.2 ERP Governance Roles and Responsibilities 3.2.1 University Governance Team The University Governance Team will:  Act as a vocal and visible champion for the project;  Resolve University-wide issues and conflicts;  Review recommendations provided by the Process Owners regarding decisions affecting policy and escalate these to the CUNY Board of Trustees for resolution;  Keep abreast of all major project activities; DRAFT AND CONFIDENTIAL 20
  •  Review and resolve functional and technical issues that cannot be mitigated at the lower levels;  Facilitate removal of barriers;  Help mitigate risks; and  Attend bi-monthly project meetings. 3.2.2 Executive Sponsor The Executive Sponsor will:  Secure and authorize budget and funding to the project; and  Participate in the governance processes where required and when agreement at the operating levels cannot be achieved. 3.2.3 Project Leaders The Project Leaders will provide strategic direction and operational oversight in order to ensure a successful outcome. They will be responsible for advocating for the project at the executive level and with stakeholders. The Project Leaders will:  Review and authorize strategic project priorities;  Review budget and funding requests, and submit to the Executive Sponsor;  Ensure that the project is being managed to schedule and budget;  Facilitate decision-making on key issues;  Make decisions on escalation of issues to the Executive Sponsor;  Foster active executive sponsorship and participation;  Act as vocal and visible champions for the project;  Monitor the effectiveness of communication across the University;  Approve change orders (CIO only);  Help mitigate risks; and  Attend monthly project meetings. 3.2.4 ERP Steering Committee (including Process Owners) The ERP Steering Committee will be responsible for providing guidance through validating the overall project including organizational change management, quality, scope, schedule, policy, resources, and integration of processes and systems. The Committee will also facilitate and ensure that institutional decisions related to the CUNY FIRST Project are made in a timely and efficient manner. The ERP Steering Committee will:  Ensure that the project is being managed to schedule;  Expedite and facilitate functional and technical issue resolution;  Participate as a communication conduit to and from constituencies;  Ensure that a University-wide perspective is maintained throughout the implementation process;  Identify and help mitigate risks; and  Actively participate in Steering Committee meetings. DRAFT AND CONFIDENTIAL 21
  • 3.2.4.1 Process Owners The Process Owners will provide advice, guidance and approvals to the Project Management Team and the Project Leaders as defined by the project Deliverable Approval Process and Issue Resolution Processes. They will be responsible for establishing policy for all business operations in regard to the implementation activities by way of escalating policy decisions to the University Governance Team and to the Board of Trustees. Throughout the CUNY FIRST PROJECT there will be one designated Process Owner for each of the three business areas, Financials, Human Resources and Student Administration, as well as two representatives from CIS for university application issues. The Process Owners will:  Participate in the Functional and Technical Issues Resolution Process when required;  Receive briefings and provide input during the Deliverables Approval Process when required, including approval of select deliverables;  Participate in the Change Order Resolution Process when required;  Make recommendations to the University Governance Team regarding policy changes for Trustee action;  Ensure that the University’s strategic vision and philosophy is reflected in the business process decisions made by the Implementation Team;  Act as vocal and visible champions for the project;  Provide interpretation of policies;  Help mitigate risks; and  Actively participate in Steering Committee meetings. 3.2.5 CUNY Project Director The CUNY Project Director will be responsible for maintaining operational control over the CUNY FIRST PROJECT, will be directly responsible for the entire Project Team, and will provide updates and escalate issues, as necessary, to the various governance bodies. The Project Management Team will report to the CUNY Project Director. The CUNY Project Director will:  Oversee contract management;  Manage relationships with partners;  Foster executive sponsorship and participation from the University community;  Monitor budget and funding;  Ensure a well defined organization structure that promotes accountability and has clearly defined roles and responsibilities;  Convene governance groups;  Monitor the team's progress against the milestones established, and provide updates to executives;  Escalate appropriate issues and risks to the ERP Steering Committee and to the Project Leaders;  Expedite and facilitate functional and technical issue resolution;  Endorse change order requests, as appropriate;  Manage the activities and deliverables of the third party QA and PM partners;  Develop and oversee the functional implementation strategy for CUNY’s ERP system;  Determine and schedule the sequencing of system modules to be implemented;  Assure coordination between functional project activities and technical project activities; DRAFT AND CONFIDENTIAL 22
  •  Evaluate cost and time implications of project decisions, including compliance with Implementation Partner and third party Contractor(s) contracts and agreements; and  Investigate, develop, and promote alternative approaches to implementation to meet overall goals as the project progresses. 3.2.6 Project Management Team The Project Management Team will be comprised of a Functional Project Manager, a Technical Project Manager, an Organization Readiness Manager, a Testing Manager, a Program Manager and an Operations Manager. Each manager will be responsible for leading his/her team and ensuring that the needs and project objectives of his/her area are met. The Project Management Team will be an empowered group who will have authority to make decisions and will be responsible for working collaboratively to ensure the delivery of an integrated solution. The Team will:  Monitor his or her team’s progress against the established milestones;  Ensure decisions are made in a timely and cost effective manner;  Escalate issues to the CUNY Project Director, as appropriate;  Provide regular status reports to the Project Management Office;  Provide regular status reports to the CUNY Project Director;  Engage the Councils;  Manage team members;  Make resource allocation decisions;  Facilitate the resolution of functional and technical issues;  Identify issues and risks and report them to the Program Management Office (PMO);  Ensure that all processes for the specific area are well defined and documented, and have the requisite approvals; and  Actively participate in the change order resolution process. 3.2.7 Councils The Councils will:  Provide feedback on deliverables to Project Management Team as needed;  Provide advice towards the resolution of functional and technical issues;  Offer advice and counsel related to processes, system design, and University policy issues;  Review specific project decisions to ensure that they are in alignment with University processes and policies;  Consult with the Process Owners, appropriate process experts and users on project- related issues; and  Attend project meetings as requested by the members of the Project Management Team. 3.2.8 Project Monitoring and Quality Assurance Partners The PM and QA Partners will be primarily responsible for providing independent validation and verification of project management and project execution activities to the CUNY Project DRAFT AND CONFIDENTIAL 23
  • Director and the ERP Steering Committee. The PM and QA Partners will:  Develop project monitoring and quality assurance plans;  Recommend tools for project monitoring and quality assurance;  Monitor project management activities;  Monitor all project implementation tasks including testing activities;  Provide independent assessment reports to the CUNY Program Manager and the CUNY Project Director;  Ensure that the CUNY Program Manager and the CUNY Project Director are aware of potential issues and risks before they negatively impact the project; and  Recommend mitigation strategies and process improvements. 3.2.9 Campus Liaisons and Campus Project Executives Representatives from each College will be involved in the day to day activities of the CUNY FIRST PROJECT. These include a campus ERP Project Executive, a Project Management Liaison, a Training Liaison, a Communications Liaison, a Security Liaison, several Functional Liaisons (one for each process area), and a Change Management / Organizational Readiness Liaison. These representatives will ensure that the requirements of their Colleges are reflected in the appropriate processes of the project. Collectively they will:  Support, develop and implement Training Plans, Communication Plans, and Change Management Plans;  Support the Project Management Team by articulating updates and escalating issues/risks from the College or Affiliate;  Coordinate input from the various business areas within their respective Colleges;  Assist in the College or Affiliate process analysis / fit gap analysis and other functional / business processes;  Receive briefings and provide input during the Deliverables Approval Process when required, including approval of select deliverables;  Validate and verify business needs as required;  Ensure that the CUNY FIRST PROJECT meets the business needs of the College or Affiliate they represent; and  Provide status updates to their Campus Project Executive. 3.2.10 College Presidents College Presidents will be directly involved in the CUNY FIRST PROJECT activities by virtue of their executive position within the University. The College Presidents will:  Ensure that qualified staff to represent the College’s requirements are involved in the project;  Foster active College sponsorship and participation;  Provide motivation and positive reinforcement to College or Affiliate project team;  Participate at appropriate points in ERP planning and informational sessions intended for executives;  Ensure that the monitoring ERP communications and getting feedback from their College community; DRAFT AND CONFIDENTIAL 24
  •  Provide feedback to the ERP Project Management Team on issues as they arise; and  Ensure College or Affiliate executive leadership in the systems acceptance process, which will officially certify each ERP module as ready for production for the College or Affiliate. DRAFT AND CONFIDENTIAL 25
  • 4 Project Structure and Schedule 4.1 Project Structure / Organization The CUNY FIRST PROJECT project will be staffed from multiple sources. The Core Implementation Team will form the backbone of the project. Among other members, this team will consist of Subject Matter Experts (SMEs) specifically hired for the project. An outreach team will consist of designated liaisons with which the project team SMEs and other members will liaise throughout the project. Oracle will have their project team. Additionally, there will be a third party Project Monitoring (PM) team, a Quality Assurance (QA) team, and potentially an Application Management Services (AMS) team to support the legacy systems. The third party PM team and QA team are both reflected in the diagram below. The following graphic depicts the high level implementation team organization. Project Executive CUNY Project Leaders CUNY ERP PROJECT TEAM (Oracle) REPORTING OVERVIEW CUNY Project Director Project Director Gartner Exeter Oracle ERP Project Management Team Oracle Project Management Team CUNY Oracle CUNY Technical Organizational CUNY Testing Oracle Technical Organizational Oracle Testing Project Manager Readiness Manager Project Manager Readiness Manager Manager Manager Organizational Organizational Technical Team Testing Team Technical Team Testing Team Readiness Team Readiness Team CUNY CUNY CUNY Program Oracle Oracle Program OracleOperation Operations Functional Management Functional Management s Manager Manager Project Manager Office Manager Project Manager Office Manager Operations Team Functional Team PMO Team Operations Team Functional Team PMO Team * Coloring and shapes represent team members who are part of the same conceptual team despite separate reporting responsibilities. Figure 4 Project Team Reporting Structure DRAFT AND CONFIDENTIAL 26
  • Figure 5 Project Structure / Organization DRAFT AND CONFIDENTIAL 27
  • Project Leaders Brian Cohen CUNYfirst CIO/ Ron Spalter PROJECT TEAM Assoc Vice Chancellor Deputy COO FUTURE Suman Taneja Executive Assistant ERP Project Director to the Project Director FUTURE Application Delivery Manager Linda Shatzer Satish Mishra FUTURE Stuart Schaffer Achilles Mara Bianco Zev Jeremias Finance/HCM Chris Ianniello Oraganizational Testing Managers Campus Solutions Katsanakis Project Technical Project Functional Operations Readiness (2) Functional Project Contracts Manager Management Manager Manager Director Manager Manager Office Manager FUTURE William Fox Lynne Rosa FUTURE Other Technical Michelle Fraboni FUTURE Financials SME Financials FUTURE Resources PO designee 4 Testing Analysts Project Manager Application 1 Student SME Architect CIS Technical Jim Russell Archie Calise Gartner Development Team Academic Ron Knight Jeanne Blazina Student SME QA Partner Intragration HR SME Manager HR Lead Max Wang Ali Morgan Exeter Technical (Financial Aid) PM Partner Adante Harvey Robert McGarry Assistance Barbara Manuel Training Manager Human Resources HR SME Application Architect Ed Lobely Wanda Santiago 5 Documentation Student SME Administrative Resources (Student Assistant FUTURE FUTURE Financials) 2 Financials SMEs 2 HCM SMEs Joanne Baptiste Dominica Gargasz Administrative Kevin Fennell Melissa Grant Nancy Cruz Joanne Sagherian Student SME Assistant Trainer Trainer Financials SME Financials SME (Records and (Acct. Payable) (Purchasing) Registration) Suwen Brunot Student SME Anna Tsamakis Adam Kleinberger Trainer Trainer Mauricio Zegarra Chris Pondish Financials SME Student Application (Purchasing) CIS Architect Somaiya Arefeen Josephine Vidal Student Financial Shanna Roberts John Ray Aid Trainer Application Communications Architect (Budget/ Manager Exp) Network Security PMO / QA Partner(s), Third Party Contractors, or Operations team Analyst Administrator Independent Consultants CIS Project CUNY Employees Website Administrator HR Liaisons (at the Financials Liaisons Colleges) (at the Colleges) Student Liaisons (at the Colleges) DRAFT AND CONFIDENTIAL 28
  • DRAFT AND CONFIDENTIAL 29
  • 4.2 Project Schedule CUNY ERP Implementation Timeline 2007 2008 2009 2010 2011 2012 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Financials COA, Accounting Structure General Ledger All Colleges w/Base Budgeting and Commitment Control PHASE PHASE 3 Purchasing , eProcurement, iProcurement, Supplier 2 Contract Mgmt., eSupplier Connection, eSettlements, Catalog Mgmt, Central Office Strategic Sourcing Training & Deployment for institutions Payables Central Office Training & Deployment for institutions Expenses Central Office Training & Deployment for institutions Asset Management All Colleges Planning & Budgeting (EPM) All Colleges w/Dist. Budgeting and Budget Analytics PHASE 1 Receivables and Billing All Colleges Cash Management and Deal All Colleges Management Human Capital Management Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun HR Org. Structure Human Resources , eProfile, eProfile Manager Desktop, All Colleges PHASE PHASE 2 eCompensation Manager Desktop, eCompensation, Talent Acquisition 3 Manager, Candidate Gateway Payroll Interface and Base Benefits All Colleges Benefits Administration PHASE All Colleges 1 eDevelopment and ePerformance Time and Labor & Absence Management All Colleges Payroll for North America All Colleges ePay and Work Study Student Administration Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Person and Org. Information Wave 2 Wave 4 Includes SEVIS Wave 1 Wave 3 Academic Structure Wave 3 Wave 1 Wave 2 Wave 4 PHASE PHASE PHASE Admissions Processing All Colleges  2 3 4 Student Records Wave 1 Wave 3 Wave 4 1    Wave 2 PHASE  Transfer Credit  ISIRS / Verification Financial Aid All Colleges Financial Aid for Work-Study Payroll  Course Catalog /  Awarding & Packaging Schedule of Classes  Origination     All Colleges  Registration  Disbursement / Student Financials Wave 1 Wave 3  End of Term Activity Reconciliation Wave 2 Wave 4 EPM Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Enterprise Performance Mgmt. Finance - GL PO / AP AR HR / Recruit. BA / TL Payroll SR / SF Financial Aid Admissions ELM Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Enterprise Learning Mgmt. CRM Help Desk Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun CRM Help Desk Portal Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Portal KEY Go Live All Institutions for FA Key Dependency Checkpoint Phase 0 Prototype Fit/Gap Analysis Implementation Production Use Requisition Training & Deployment Figure 6 Project Schedule DRAFT AND CONFIDENTIAL 30
  • CUNY will implement the ERP system in a manner that optimally leverages its current technology infrastructure and integrates with City and State systems. The goal of the project is to have the entire university student, HR, and financial data resident in a single integrated environment. The shared set of Human Resource and Financial modules must integrate with a multi-institutional set of Student Administration modules capable of supporting a common academic structure and business processes, yet allow for individualized College academic governance where appropriate. CUNY envisions a five-year implementation timeline divided into four distinct phases. Rather than implement each application sequentially, CUNY’s strategic goals require a parallel implementation, in which all three ERP suite applications – Student Administration, Financials, and HRMS – are implemented simultaneously and deployed at pre-defined intervals to pre- defined groups of Colleges and Affiliates. Some implementation or post production activity will be ongoing for each of the three ERP suite applications during each phase. For Financials and HRMS, CUNY envisions an implementation strategy where these two applications will be implemented module by module and deployed to all Colleges and Affiliates simultaneously other than the Payables, Purchasing and Expenses modules which will be deployed in two phases. For Student Administration, CUNY envisions a different implementation strategy where some modules will be implemented and deployed to all Colleges simultaneously while other modules will be implemented and deployed to Colleges gradually in waves. Figure 6 presents CUNY’s planned approach to this ERP implementation. DRAFT AND CONFIDENTIAL 31
  • 5 Appendix A: Open Issues None at this time. DRAFT AND CONFIDENTIAL 32
  • 6 Appendix B: Closed Issues The following open issues have been resolved and closed: # Closed Issues Resolution Owner Date 1 What is the constitution of the ERP Oversight ERP Steering Committee has been formed Project Sponsors 1/23/07 Steering Committee? including Project Leaders, Process Owners, With support from and other key stakeholders. the Project Director 3 Shouldn’t the College Representatives report No. The College Representatives will provide S. Taneja 10/27/06 to the Vice Presidents at the Colleges status updates to the Campus Project instead of to College Presidents? Executive who will in turn relay the update to the College Presidents. 4 Within the Implementation Team, will the The College Representatives will provide S. Taneja 10/27/06 College Representatives report to the Project updates to the SMEs. Management Team or the SMEs? 5 How often will each of the groups in the The CUNY ERP PMO Manager will be S. Schaffer, M. 10/27/06 Governance model convene? Who will be responsible for convening each group. Bianco, P.Ahuja responsible for convening each group? Prepare draft schedules and provide to S. Taneja for review. 6 There is an overlap in roles of the Technical The CIS Data Conversion Team will report to S. Taneja 10/27/06 and Functional Project Manager as well as the Technical Project Manager and have a the Technical Team and the Functional dotted line relationship to the Functional Project Team. We need to resolve this overlap. Manager. The Technical Team will be responsible for data conversion, reporting, customizations and modifications while the Functional Team will provide functional input. 7 Should the Academic Administration and Yes Mara Bianco 10/27/06 Financial Operations SMEs be renamed to Student SME (Other) and Financial SME (Other),respectively? 8 Who does the Help Desk Staff report to? The Help Desk Staff will continue to report to S. Taneja 10/27/06 the Deputy CIO in CIS. The Help Desk Staff does not need to be represented within the Project Organization; they will continue to be part of CIS. 9. Do the SMEs report to the Application No. The SMEs and the Application Architects S. Taneja 10/27/06 Architects? all report to the Functional Project Manager. 10 Who are the Process Owners? Process owners have been identified as Core Project Closed Christina Seglem, Robert Ptachik, Ron Knight Management Team 12/10/06 11 How many types of Councils will be formed? Councils have been identified within this Core Project Closed What is the constitution of the Councils? document Management Team 1/9/07 12 How will Cross Council issues be resolved? Dependent on the resolution to open issue #3. Core Project 10/27/06 Process owners will work with Councils and Management Team Closed council leaders will work together to resolve 12/10/06 13 DASNY is not defined as a system in the Reference to DASNY has been removed PMO 1/29/07 context of ERP scope. There are no requirements in the RFP to integrate with any of DASNY’s systems, and it is not clear whether there are any to integrate with. The indication in section 2.5 should be clarified. DRAFT AND CONFIDENTIAL 33
  • # Closed Issues Resolution Owner Date 14 Different names and staffing numbers for Clarification needed as follows: Project Leaders “Exec Team” Figure 1.1 changes the names to University With support from Governance Team, but section 3.1 does not the Project Director include this group. Figure 1.3 will be modified to add the University Governance Team to include 2 VC (Malone and Malave) and 3 college presidents but section 3.1 references 4 presidents, EVC/COO, VC for Acad Aff. These 2 areas simply need clarification across the pages of the document 15 Les Jacobs and James Haggard have been Roles have been confirmed and accepted M.Bianco May, 2007 added in as Process Owners representing M. Bianco University Applications. Is this the right role for them or are they really a separate type of entity more akin to Technical Advisors? DRAFT AND CONFIDENTIAL 34