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  • 1. Position Management Project Project Charter Document Doc. Ref.: PMP Charter Version: 1.0 Status: DRAFT Created by: Fred Friedrich Date: 11/8/2007 To be Approved by: Position Management Operational and Executive Sponsor Groups Document: positionmanagementprojectcharterv396.doc 1 Last Update Date: 6/3/2010
  • 2. Version History Version/Revision Release Date Updated by Remarks/Comments Status 1.0 11/12/07 Fred, Julien, To all Operating Draft and Dana Sponsors 2.0 12/1/2007 Operational Draft Sponsors 3.0 1/13/2008 Mary Knight Draft Distribution Operating Sponsor: Title: Action/Information Julien Carter Associate VP for Human Resource Services Kathy Foster Academic Budget Officer Fred Friedrich Associate VP and Controller Mary Knight Associate VP and Budget Director Jamie Southerland Assistant Dean, Liberal Arts Renee Wallace Director, Payroll Services Document: positionmanagementprojectcharterv396.doc 2 Last Update Date: 6/3/2010
  • 3. Executive Summary The Position Management Project (PMP) will provide university personnel at all levels with an administrative system and the accompanying business processes for simplified and efficient processing of transactions associated with the university workforce. The resulting Position Management System will achieve real-time integration with a variety of other University systems, resulting in a foundational piece of a larger Human Resources Information System (HRIS) that is part of a comprehensive ERP system. The Position Management System will meet the following objectives: • Simplified, less complex, efficient, real-time processing for end users: - Heavily integrated with other administrative systems, e.g. Faculty Database, various authorization systems, VIP, locks & keys, timesheets, etc. - Streamlined business processes, e.g. automation of previously paper- intensive or manual processes. • More complete and accurate workforce information • Reduction in overall transaction processing time (i.e. time delays due to funding information being unavailable when a person begins their employment) • Consistent, intuitive, and concise look and feel for the end users Further, the PMP will be the first ERP project deployed that is fully aligned with the ENCORE (CASE) strategic plan (Appendix A). As such, the PMP will be run and the system will be designed, developed and deployed with the strategic plan as its guide. Priorities and projects will be determined by the operational sponsors. Examples of the groups that the operational sponsors will seek input from include: • Departmental personnel with varying perspectives and levels of impact, • Senior university officials, and • Other UT campuses using the systems via the newly formed cross-system Advisory Group. The initial phase of the Position Management System will focus on defining and establishing a foundational template with all of the core aspects of a “position”. The design, development and deployment of the basic position as defined in the foundational template is targeted for completion in late 2008 or early 2009. The details about the deployment will be found in the forthcoming Project Plan for phase one. The first phase of Position Management will enable growth in future phases toward the objectives listed above. The implementation of phase one will proceed in manageable steps, carefully documenting and evaluating design assumptions in light of future implications, and keeping the investment in line with the value of the results produced. Beginning in the Spring of 2008, the Operating Sponsors will begin to identify the next wave of desired functionality for the Position Management System. Document: positionmanagementprojectcharterv396.doc 3 Last Update Date: 6/3/2010
  • 4. Document: positionmanagementprojectcharterv396.doc 4 Last Update Date: 6/3/2010
  • 5. CONTENTS Introduction..........................................................................................................................6 Purpose of the Project Charter Document.......................................................................6 Review and Approval of this Project Initiation Document..............................................6 Project Definition.................................................................................................................7 Background......................................................................................................................7 Project Approach.............................................................................................................7 Project Objectives............................................................................................................9 Project Scope...................................................................................................................9 Outline Products.............................................................................................................12 Constraints and Expectations.........................................................................................12 Project Governance............................................................................................................15 Roles and Responsibilities.............................................................................................15 Project Quality Plan...........................................................................................................17 Communication Plan..........................................................................................................18 Training Plan......................................................................................................................20 Initial Risk and Mitigation Plan.........................................................................................21 Change Management.........................................................................................................24 Appendix A: CASE (ENCORE) Strategic Plan Appendix B: User Communities Defined Appendix C: Companion Governance Structures – UT Austin ENCORE & other UT Campuses Appendix D: Team Roles and Responsibilities Document: positionmanagementprojectcharterv396.doc 5 Last Update Date: 6/3/2010
  • 6. Introduction Purpose of the Project Charter Document This document has been produced to capture and record the basic information needed to direct and manage the PMP. It addresses the following fundamental aspects of the project: 1) What is the project aiming to achieve? 2) Who is the target user group? 3) Who will be involved in managing the project, and what are their roles and responsibilities? 4) How and when will the project be executed? 5) How will the project be funded? Review and Approval of this Project Initiation Document The first version of this charter document will be reviewed by the Operational Sponsors, using the following Quality Criteria: 1) Is the objective of the project clear? 2) Is the scope of the project clear? 3) Does the document correctly reflect the project? 4) Is the project management organization complete? Have all the roles been considered? 5) Are the relationships and lines of authority clear? 6) Have the risks of the project been assessed? 7) Are any variations from the standard process workable and agreed to by relevant parties? For examples, variations to the Quality Process, changes in Sponsors, or other teams? The Operational Sponsors, which are essentially the project leadership team, consists of the following members, in addition to Dana Cook, the Project Manager. Julien Carter Mary Knight Kathy Foster Jamie Southerland Fred Friedrich Renee Wallace The project charter and project plans for each phase of the overall project will be approved by the Executive Sponsors. Once approved, this charter document will provide the “Baseline” for the project. It will be referred to whenever a major decision is made about the project and used at the conclusion of the project to measure whether the project was managed successfully and whether it delivered a quality outcome for the customers. Document: positionmanagementprojectcharterv396.doc 6 Last Update Date: 6/3/2010
  • 7. Project Definition Background The administrative software systems used by UT Austin have historically provided reliable and stable transaction processing. The systems permit the university to capitalize on a highly decentralized IT environment to support goals in real time, through coordination of subject area and IT experts. The Human Resource (HR) and Payroll related systems have evolved into a similarly stable and reliable toolset; however, the recently completed CASE project revealed a number of focus areas for the future, if these systems are to remain viable: • A need to integrate existing university administrative systems in order to realize the benefits and efficiencies of a comprehensive and fully aligned ERP. • The need for documentation and transparency of business processes • Increased need for business integration and business process redesign • A need for centralized support and standards for end user training, customer service support, and improved communication. • A need to convert legacy mainframe user interfaces to a web-based design. • A need for increased planning associated with business continuity and disaster recovery, long term platform, hardware and software choices. The PMP is a first step in attempting to respond to the issues identified above, in improving the HR/Payroll systems utilized in the UT Austin and UT System communities. Project Approach The Position Management System will be designed, developed and deployed in alignment with the ENCORE (CASE) strategic plan (Appendix A). Some of the elements of the strategic plan that are worth highlighting as important in this project include: • The (project) should value collaboration for streamlining business processes and providing clarity and consistency to users over the ability to control impact or ensure benefit to an individual unit; • Project plans should ensure an integrated system that avoids redundant functionality, cumbersome business processes, and siloed design; • The (project) should have flexibility in adopting new technologies, infrastructure changes, and process changes as they best serve the university; • Functional experts should be paired with information technology professionals to couple expertise in industry trends and cutting edge business integration with sound and flexible technological solutions; • The governing body should clearly define which features of the ERP are core and as a result should be consistently deployed across all business units where feasible. Document: positionmanagementprojectcharterv396.doc 7 Last Update Date: 6/3/2010
  • 8. Processes outside the core should be developed as extensions and allow for configuration by each campus or business unit; • Assumptions and critical success factors should be clearly stated and identified as part of the functional specifications; • Interface design should focus on optimizing each target end user groups’ experience. This may include maximizing efficiency and speed, data access, simple and accessible navigation, and should gear workflow and procedure automation towards maximizing the end user experience; and, • Systems deployed should be intuitive so training time is reduced and processes are easily understood. Additionally, the project will be approached in small, manageable efforts using an iterative development and deployment methodology. Iterative development refers to a process in which sponsors, technical experts, functional experts and end users are continually refining requirements and output over multiple development efforts, versus trying to determine all requirements up front and implementing on a specific date as is common in application implementation projects. Some of the many reasons for this approach are as follows: • Complex development projects have a better track record for success using iterative development. • The end users are typically not fully able to articulate requirements until at least one or two iterations are done and there is output to review and react to. • Management typically does not make a full commitment to a project until actual results are tangible and obvious. • Visible results demonstrating progress can be seen quickly. Given the complexity of this project and all of the dependencies on other systems and personnel throughout the UT Austin campus and the state, the Operating Sponsors will be responsible for prioritizing the phases that will be in scope. During the first phase, the Operating Sponsors will review all efforts underway and in the pipeline for the future. Document: positionmanagementprojectcharterv396.doc 8 Last Update Date: 6/3/2010
  • 9. Project Objectives The main objective of the Position Management System is to enable faculty, administrators and staff of the University and the other campuses that share our University ERP to more efficiently and effectively access and use information related to positions at the university. The long-term goal of the project is to provide: • Simplified, less complex, efficient, real-time processing for end users: - Heavily integrated with other ERP systems, e.g. Faculty Database, various authorization systems, VIP, locks & keys, timesheets, etc. - Streamlined policies and procedures, e.g. automation of previously paper- intensive or manual processes. • More complete and accurate human resource information • Reduction in overall transaction processing time (i.e. time delays due to funding information being unavailable when a person begins their employment) • Consistent, intuitive, and concise look and feel for the end users The Position Management System is intended to provide a foundational position control system in which • all positions are captured and managed with real-time integration to upstream and downstream systems (such as Employee, Payroll, Faculty, Accounting, Budget etc.); • all UT campuses that are part of the shared services University ERP will be provided an opportunity to participate in establishing project and phase objectives and goals; and • all relevant data in existing systems will be converted to the Position Management System as appropriate. The Position Management System is not intended to immediately meet the needs of all who are intended to benefit from it. While the scope of the first phase of the project is fairly limited, further phases of the project could encompass any or all employee-related processes on campus as part of the overall HRIS. Project Scope The Position Management System is essentially a newly designed suite of software for the HRIS (HR/Payroll processing and reporting), and scope is measured by the amount of such processing that is reliably and efficiently deployed among the various affected user communities (see Appendix B for definitions of user communities). Phase 1 (to be in late 2008 or early 2009) will focus on defining the core content of a position, and designing the infrastructure, fields, and dependent systems and organizational units that Document: positionmanagementprojectcharterv396.doc 9 Last Update Date: 6/3/2010
  • 10. will interface with a position and be required to support it going forward. Some of the decisions that will be in scope for this phase include: 1) How will positions will be created, changed, deleted and funded? 2) How will the position management system change the way appointments are processed on campus, employees are on-boarded and how they are funded? 3) How will the position management system improve the management of employees by changing business processes, procedures and policies. 4) How best to assist colleges and departments manage and report on personnel and positions in their units? 5) Which categories or families of positions exist, and what are the key roles and benefits associated with each category. 6) How many positions, and specifically which positions comprise the different units of the university community? 7) How will existing processes (like Payroll, Budget, Appointments, Faculty processing etc.) be linked to this new position infrastructure? 8) What is the fundamental essence of a position to be managed, and what are the other dimensions that need to be known and managed? Document: positionmanagementprojectcharterv396.doc 10 Last Update Date: 6/3/2010
  • 11. Potential Graphic Overview of Position Design – DRAFT Roles Pay Rate and % time Campus Locations Performance Info. Departmental Flex Fields Biographical Info Skills, Training, Etc. Person “Incumbent” Reporting Relationship Pay Range and Budgeted Rate Job Name/Code Position Name/Number % of Appt. and % time Position Type Functions & %s of duty: 1. 2. Access (i.e. keys, access cards) 3. 4. Etc. Departmental Flex Fields Application Security Authorizations Funding Training Requirements Etc…. In scope for consideration and documentation of dependencies during this design phase are the following units and systems: • Human Resource Services - Recruitment and Position Management System (RPM), etc. • Payroll - Appointments Systems, Check calculation, Benefits Administration System, Vouchered payroll (OVM), State Comptroller HRIS, ITS - DEFINE Internals/Workflow, Identity Management, Systems DBA Staff, Information Security, etc. • Information Quest (IQ) - Cognos Reporting, Oracle DBA Infrastructure, etc. • Financial – General Ledger Poster, Unit Hierarchy, Account Profile, Scholarships, 1099’s, 1042S’s, etc. • Research – Research Manager System (RMS), Institutional Review Board (IRB) Systems, Effort Reporting System (ECRT), etc. • Provost – Information Management & Analysis (IMA), Faculty Database, Departmental System (including Departmental Contacts), Prior Approval Request, Faculty Leave Requests, Faculty Annual Reports, Faculty Offers and Acceptances, Faculty Separations, etc. • Budget – BDL Documents, etc. • Colleges – administrative processes affected by positions Document: positionmanagementprojectcharterv396.doc 11 Last Update Date: 6/3/2010
  • 12. After completion of this foundational phase, future phases may include the following: • Develop interfaces with other systems to enable college administrators to manage human resource information, e.g., integrate positions and persons with locks & keys information, authorization systems, VIP Systems, timesheets, Faculty Database Systems, TXCLASS, Departmental Systems, RPM, ID Card, etc. • Develop faster and more intuitive web processes for reviewers and approvers of human resource transactions to perform these functions. • Develop faster, clearer, and more reliable web processes for creators of human resource transactions to perform these functions. • Develop worksheet(s) to enable fast, integrated, and efficient management of financial aspects of positions and people. Outline Products Regardless of the phase, the following standard deliverables will be produced during the PMP: • Process Diagrams – These should be done by business experts from a process standpoint and by the IT leaders. They should document attributes, relationships, field names, indexes, keys, filters, etc. • Standards/Definitions – This data will provide for consistency, maintainability and repeatability in the project (or others to follow) and define what is meant by certain key terms. • Testing Results – This will include the testing plans and critical thresholds that were tested to ensure the highest quality and attainment of phase objectives for system functionality and end user delight. • Communication/Training Documentation – This will include a plan and curriculum to address the various user groups needs and perspectives. • Metrics, Usability, Focus Group and User Feedback – This will include a plan for and documentation of how project decisions are made and vetted through end users in order to ensure the system meets the needs of the various user groups’ needs and perspectives. Where possible, decisions will be supported by metrics. • Detailed Project Plans – A detailed project plan that outlines milestones and contingency plans. Constraints and Expectations As stated in the ENCORE (CASE) Report, the PMP will not be successfully implemented unless the following Critical Success Factors are achieved: Knowledgeable, Decisive Leadership – Without trusted and empowered leadership, progress will be slow and benefits achieved will be marginal at best. Document: positionmanagementprojectcharterv396.doc 12 Last Update Date: 6/3/2010
  • 13. Appropriate Governance –The governance structure should be established such that it is characterized by a clear mission, defined scope, appropriate stakeholders, and commonly embraced values. An important aspect of the governance structure is the requirement that the business needs drive the deployment of the university ERP with the support of key partners such as IT and user support services (such as training and communication). (See Appendix C) Shared Vision – If the university leadership collectively agrees to a shared vision for the university ERP and how it can best support the mission of the university, all aspects of the deployment of the university ERP will be made easier. The vision should be clearly communicated to ensure that while the ultimate vision for the project is shared and known, it is also clear that the deployment of the first phases of Position Management will not achieve the ultimate vision of the project but that subsequent phases will be undertaken to achieve this vision over the course of several years. Environment – By fostering an environment that is characterized by teamwork and collaboration, success will be easier to achieve. Improved support, training, documentation, communication, user involvement, business process transparency and support for lifelong learning will help create an environment to attain the maximum success possible. People – To achieve the strategies in this plan, the most talented staff will be required to be committed to these efforts for many years. A commitment to the people resources required for each phase should be achieved prior to each phase beginning. Adequate Funding –Additional resources and a realignment of current resources will also be required with plans and methods to harvest the expected return on this investment. A commitment to the funding required for each phase should be achieved prior to each phase beginning and be appropriately allocated to each member institution benefiting from the administrative system. Time – Regardless of the financial and human resources provided, a significant amount of time will also need to be invested. Wisely balancing the need to complete and implement solutions in a timely manner with the risk of a poor implementation or a poor solution is critical. A detailed project plan that is developed prior to each phase beginning as well as following an iterative development methodology will assist in the project being on time. Technical Infrastructure – Maintenance and deployment of administrative software cannot succeed without stable, dependable, high-performing, scalable and secure technical infrastructure. Assessment – Responsible stewardship demands periodic assessment to determine if the chosen course continues to be the best course of action given changes in industry, product availability and success of the university ERP. The definition of success should be defined before the project is started and should be measurable. Document: positionmanagementprojectcharterv396.doc 13 Last Update Date: 6/3/2010
  • 14. Document: positionmanagementprojectcharterv396.doc 14 Last Update Date: 6/3/2010
  • 15. Project Governance Project governance will follow the ENCORE (CASE) strategic plan governance model as follows: 1 UT Austin Administrative Systems Executive Sponsors Vice Presidents/Provost covering all 3 administrative areas on campus 2 Shared Services Advisory UT Austin Administrative Systems Group Operational Sponsors Operational Shared Services Similar make up to CASE steering group - functional area committee following a review of current leadership from all membership and unrepresented areas participating campuses Project Director 4 Project Team The project team should be a combination of IT and functional team members. Members should be staffed by the most talented and appropriate resources available. Where services are not within the scope of the UT System shared services, flexible, consistent, standard interfaces will be developed. Roles and Responsibilities 1. Executive Sponsors – The purpose of an Executive Sponsor is to provide high- level strategic direction on the project, cascade project sponsorship throughout the University, and resolve resource and budget constraints. Executive Sponsors will meet with the Operational Sponsors and Project Director quarterly to receive an update on project status and resolve any funding or resource related issues. At this time, Executive Sponsors should review the strategic direction of the project and adjust as appropriate to ensure that the project remains in line with University goals and objectives. (In order to minimize meetings, Executive Sponsors can participate in monthly Operational Sponsor meetings). 2. Operational Sponsors – The purpose of the Operational Sponsors is to establish project objectives and deliverables, determine project priorities, provide tactical project direction to the project and resolve and act as a final decision point for any issues, including questions of policy that cannot be resolved by the Project Team. Operational Sponsors will meet every week with the Project Director to monitor project progress, review deliverable status, resolve issues as appropriate and ensure that timelines are being met. The scope of any established objectives and policies developed by the Document: positionmanagementprojectcharterv396.doc 15 Last Update Date: 6/3/2010
  • 16. Operational Sponsors must be within the strategic direction established by the Executive Sponsors. 3. Shared Services Advisory Group – The purpose of the Shared Services Advisory Group is to provide broad-based advisement to the Operational Sponsors and project team related to the Position Management project. One member of the Advisory Group will sit on the Operational Sponsor group. 4. Project Director and Project Team – The Project Director, Functional Lead, Technical Lead, and User Services Lead will manage all day-to-day aspects of the Position Management project, including project plans, deliverables, status reviews, milestone reviews and project team member activities. The roles and responsibilities of the team members are described in Appendix D. Document: positionmanagementprojectcharterv396.doc 16 Last Update Date: 6/3/2010
  • 17. Project Quality Plan One of the important roles on the PMP is a Quality Assurance (QA) Coordinator. The QA coordinator and all those who work on the QA team will have responsibility for all quality reviews. After each project milestone (i.e. major project deliverable within a phase), the QA Coordinator will be asked to conduct a final quality review with their team. If the deliverable is acceptable, then the QA Coordinator will sign off that the milestone is complete. The reason for this review is to ensure that each deliverable works as expected and quality software is deployed. The QA Coordinator will be responsible for defining the QA methodology for the project to include incident tracking and response system and processes, test plans and checklists. Quality reviews at project milestones will be accepted based on the following criteria: • Software performs as expected • Data changed by the software results in accurate updates to the database • Integration points between PM and other areas are working properly (to be coordinated with QA specialists in the area PM is integrating with) • The file and software design supports efficient processing (load time for the initial screen and subsequent update screens are within user-defined acceptable limits) • Feature/functionality being tested has been through end user usability testing, focus group or feedback or in some way has been vetted through the end user of the feature or function. Document: positionmanagementprojectcharterv396.doc 17 Last Update Date: 6/3/2010
  • 18. Communication Plan All communication to end users should consider the needs of the various different end user target audiences to tailor communication to the audience. See Appendix B for a description of different audiences to which communication should be specifically tailored. This communication plan should be used as a template but refined for each project phase to ensure communication is best suited for the unique needs for each phase of the PMP. After each phase, the communication plan should be assessed and changed as needed based on lessons learned. In order to ensure widespread communication regarding the PMP, the following medium will be used: Status Reports – In order to provide regular updates to end users, the Advisory Group, Operational and Executive Sponsors, status reporting will take place at regular intervals. These reports will be placed on the PM web page so that all interested parties can review them. Awareness and Introduction of PM to campus – As a way to encourage adoption and acceptance of the Position Management System when it is first deployed, end users will need to be given a high level overview of Position Management. See section on Training for more information. Core User Advisory Group – Provide important feedback to the project from a cross-campus decision making perspective. This group is made up of decision makers from across the campus. This group will meet monthly. Super User Group – Provide important feedback to the project from a cross-campus data entry/processor perspective. This group is made up of primarily front line document creators and people who deal with Human Resource issues on a regular basis. This group will meet monthly. Monthly in person update to wide HR community - monthly presentations to the HR Forum group to spread knowledge about the system and inform them about important dates and activities (i.e. training). Special PM User Groups – It will be necessary to establish subject area specific user groups (i.e. salary update document, faculty interest group etc.). The purpose of these groups is to obtain feedback from experts in existing or new processes relating to their specific area of expertise or responsibility. Additionally, the user groups will be responsible for providing suggestions on complex reports and additional data requirements back to the project team, plus assist in evaluating and improving features and the design of the overall system. Document: positionmanagementprojectcharterv396.doc 18 Last Update Date: 6/3/2010
  • 19. E-Mail Bulletins – These will be done on an ad hoc basis to various user groups established for the project Public Website – The PM public website will contain general information about the project status, system availability, and contact information. Project Team – The PM core project team (those individuals who report to the Project Director) will meet regularly for both status updates and collaborative work sessions. Status update meetings will be help to a minimum and most of the status update information will be exchanged via email. Collaboration work sessions will be held frequently to make sure all project team members are working in harmony. Between work sessions, project team members will be encouraged to speak to other team members about the project in person when possible (preferable), via phone or web meeting when in-person is not possible, and via email as a last resort. This will require that project team members make an extra effort to see each other and find opportunities to work in labs or war room environments. Document: positionmanagementprojectcharterv396.doc 19 Last Update Date: 6/3/2010
  • 20. Training Plan To optimize the end user acceptance of the ultimate PM system deployment, training should begin early, occur often and be conducted using a variety of training methods. A Training Coordinator will be responsible for developing a detailed training plan for the project. Some of the types of training to be included in the detailed plan will be: • Awareness of concepts, features to expect and differences in business processes; • Introduction training for o Processors o Approvers and consumers of Position data • Specialized training for o Faculty-heavy colleges o Large colleges o Small colleges o Administrative departments o Central processing offices o Auxiliaries • Hands-on training to assist people in accomplishing tasks using the new system Some specific methods to be employed include: • Classroom instruction • Workshops • Q&A sessions • Online videos and web-casts • One on one where needed Document: positionmanagementprojectcharterv396.doc 20 Last Update Date: 6/3/2010
  • 21. Initial Risk and Mitigation Plan Risks are inherent in any project. As a result, risk logs and mitigation plans are maintained throughout the life of a project to ensure that plans are in place to minimize project impact. The Position Management Project is broad in scope and will enact fundamental change in the administration of the entire workforce—23,000 employees at UT Austin plus the employees at associated institutions. At the onset of the project, the following risks have been identified: Risk Mitigation Lack of preparedness or ability of • Break project into phases that are designed dependent software systems (or and planned in detail such that dependent resources who maintain these systems) areas have time to prepare to meet the to provide necessary integration or needs of the PMP. functionality. • Documentation of dependencies. • Communicate frequently with dependent areas so they know the status of the project and when the project needs their changes to be in place and the project knows in advance if the changes will not be in place Inability to make planned milestones • Highly developed project plan and targets • Project governance structure • Critical path decision process Project is not staffed appropriately • Before each phase of the project begins, with the right number of people or the Executive and Operational Sponsors people who do not have the talents and will receive a resource plan for the phase skills required for the project. This and appropriate resources should be may lead to impaired or failed allocated prior to any work beginning. deployment. • If there are significant losses to the project that result in staffing problems, the Project Director will work with the sponsor groups to determine if the project can continue and be successful. Errors in pay and benefits, accounting • The design strategy to use current and employee history (data) appointment file will mitigate complexity of development/workflow issues. • Robust testing program, ability to extend duration and ensure thorough end to end testing • Controls and monitors in rollout decision Document: positionmanagementprojectcharterv396.doc 21 Last Update Date: 6/3/2010
  • 22. making—e.g. code freeze milestones. • Controls and monitors post rollout Failure to sufficiently provide for • Extensive user commitment and complexities of individuals with participation in design, testing, and multiple roles, resulting in non- validation of system, user-interfaces, and compliant effort reporting, inefficient resulting information. manual work-arounds, and/or inaccurate faculty workload decisions. Sponsor groups do not share a • The charter is used as the basis for the common vision for the project or project to which all sponsors agree to use support the project as a team as is required for a project of this size and • Sponsors agree to work in concert with the complexity. Project Director to come to agreement on any issues that need resolution. “Go live” date becomes more • Use of QA Coordinator to determine if important as a driver than quality system is of sufficient quality to be deployment deployed • Sponsors have ultimate decision on “Go Live” dates Failure to realize and harvest expected • Detailed quantifying of benefits by returns on investment in software comparing resource processing development and workflow changes. requirements for current environment versus those that will be required with new system. • Commitment of project personnel to follow up and monitor user acceptance to ensure desired results are attained. System does not meet the needs of the • Have participation from the Colleges and colleges and university and other Provost office on the Operational Sponsor universities that share our software. group and end user advisory groups. • Seek feedback from a newly formed shared services Advisory Group. • Make use of focus groups, usability groups, end user surveys and data documenting current behavior. • Reduced transactions/volumes and process • Communications planning • Institution site visits • Training plans • User manuals and materials • Commitment of project staff until some predetermined date after implementation Document: positionmanagementprojectcharterv396.doc 22 Last Update Date: 6/3/2010
  • 23. to ensure adequate support of new system. Throughout the life of the project, risks in addition to those listed above will be identified. Each identified risk and corresponding mitigation plan will be documented in a project log and reviewed with Project Sponsors on a bi-monthly basis. Any risks that have potential wide-spread impact will be reviewed with the Executive Sponsors during quarterly meetings. Document: positionmanagementprojectcharterv396.doc 23 Last Update Date: 6/3/2010
  • 24. Change Management The purpose of change management is to define and implement procedures and/or technologies to deal with changes in the business environment and to benefit from changes. Successful adaptation to change is as crucial within an organization. For Position Management, all changes to the software, business processes and the like will be documented to ensure proper tracking. At present, the university is pilot testing a new version control system that will enable the software to be automatically versioned, thus making change management of the software much easier. The project team will need to define version control methodologies in case the pilot project is not fully deployed for the project to use. Document: positionmanagementprojectcharterv396.doc 24 Last Update Date: 6/3/2010