Obvient FocalPOINT Project Charter

Indianapolis Power & Light Company
Project Charter
____________________________________________________________________________________________
OMS Reporting Tool Upgrade
____________________________________________________________________________________________
Prepared By: Brian Kaiser
Date of Publication: 12/09/10
____________________________________________________________________________________________

Obvient Focal POINT
TABLE OF CONTENTS
DOCUMENT IDENTIFICATION ............................................................................................................................ 1
DOCUMENT REVISION HISTORY ....................................................................................................................... 1
TERMS AND TRADEMARKS ................................................................................................................................. 2
PROJECT OVERVIEW............................................................................................................................................. 3
PROJECT OBJECTIVES.......................................................................................................................................... 3
PROJECT SCOPE...................................................................................................................................................... 4
IN SCOPE:....................................................................................................................................................................... 4
OUT OF SCOPE: .............................................................................................................................................................. 4
COMPATIBILITY WITH CURRENT VERSIONS OF SOFTWARE AND HARDWARE:.............................. 5
ORGANIZATIONS AFFECTED OR IMPACTED: ............................................................................................... 5
OTHER PROJECTS................................................................................................................................................... 5
PROJECT APPROACH............................................................................................................................................. 5
PROJECT RISKS ....................................................................................................................................................... 7
PROJECT ASSUMPTIONS .................................................................................................................................... 10
STAFFING PLAN..................................................................................................................................................... 11
PROJECT ESTIMATED EFFORT/COST/DURATION...................................................................................... 11
ESTIMATED COST:........................................................................................................................................................ 11
ESTIMATED EFFORT HOURS: 450 ................................................................................................................................. 11
ESTIMATED DURATION: 17 WEEKS............................................................................................................................... 11
FUNDING AND BUDGET INFORMATION ........................................................................................................ 12
ANNUAL BUDGET:........................................................................................................................................................ 12
CAPITAL EXPENDITURES:............................................................................................................................................. 12
PROJECT ORGANIZATION ................................................................................................................................. 13
DOCUMENT APPROVAL...................................................................................................................................... 14
REVIEWERS’ SIGNATURES ................................................................................................................................ 14
PROJECT APPROVERS’ SIGNATURES............................................................................................................. 14

Obvient FocalPOINT
Title: Obvient FocalPOINT Page 1 of 16 Version 0.1
Originator: Brian Kaiser Confidential Last Save Date: 01/14/16 8:41 AM
File Name: Obvient FocalPOINT Project Charter.doc
Document Identification
Title Obvient FocalPoint Project -
Global Information Asset Protection Program Charter
Electronic File The electronic copy of the Charter is stored in the following folder:
J: xxxxxxxxxxxxx.doc
The signed copy of the Charter will be located in _____________ in the
EIS PMO folder when established.
Version The version number of this document is found in the footer.
Document Revision History
Introduction This Revision History documents changes to the document. Any
differences between this version and previous ones are resolved in favor
of the present document.
Revision History The following table describes all revisions to this document.
Versioning 0.<N> = preapproval. <N & N+1>.<N> = post approval
Version Date Initials Updated
Section
Description
0.1 September 13, 2010 BK New document
0.2 September 16, 2010 BK Final Revised signatures
0.3 December 9, 2010 BK

Obvient FocalPOINT
Terms and Trademarks
Terminology This document contains the following acronyms, abbreviations, and terms.
Term Explanation
Company Indianapolis Power & Light Company
CBT Computer Based Training
CSQ Computer System Qualification
DOU Document of Understanding
EIS Enterprise Information Services
ESP External Service Provider
IIS Internet Information Services
IPL Indianapolis Power & Light Company
IPP Integrated Project Plan
IT Information Technology
OCM Organizational Change Management
PC Personal Computer
PCM Problem Change Management
PCM CM Change Management module of the PCM system
PM Project/Program Manager
PMO Program Management Office
PMBOK Project Management Body of Knowledge
prob. Probability – refers to the probability of a risk occurring.
SDLC System Development Life Cycle
Stakeholder Any group or individual who has an interest in the aspects of this
project. This includes affected groups, support teams, users and
executive management
WBS Work Breakdown Structure
Trademarks
Any trademarks used in this document remain the property of their
respective owners.

Obvient FocalPOINT
Project Overview
CGI has partnered with Obvient Strategies to provide a more robust and configurable alternative
to the current OMS reporting system. IPL currently uses Microsoft Access-based reporting
databases posted on the network to generate reports used by all areas of the company. Due to
unresolved Oracle issues and the inherent limits of Microsoft Access, this method of reporting is
rapidly becoming obsolete. Obvient Strategies has implemented its product through CGI in other
utilities with great success. Obvient has demonstrated its solution to many people involved with
OMS, and all have been pleased with its range of functions and configurability.
Project Objectives
This project will meet the following objectives:
• Implement the Obvient FocalPOINT Business Intelligence solution before Q3 2011
• Train all related persons to use the Obvient portal before Q3 2011
• Migrate all current Access-based reports to the Obvient solution before Q3 2011
• Discontinue use of current reports before 2012

Obvient FocalPOINT
Project Scope
The scope of this project includes and excludes the following items:
In Scope:
• Currently used OMS and CAD reporting processes
• OMS and CAD Production databases
• Obvient Operations, Asset Reliability, Storm Central, and Field Force Management modules
• Obvient Operations/Asset Reliability and Work Management BIMs
Out of Scope:
• All other OMS and CAD databases (Development, Training, etc.)
• Unused OMS and CAD reporting processes
• OMS and CAD Application servers
• Any other Obvient modules
• New reporting required by Metering group (after integration with CAD)
• New reporting required by other groups

Obvient FocalPOINT
Compatibility with current versions of software and hardware:
This project will not require the purchase of any additional software to resolve compatibility
issues.
Organizations Affected or Impacted:
The impact of this project on other organizations needs to be determined to ensure that the right
people and functional areas are involved and communication is directed appropriately. The
organizations affected or impacted are:
Organization How Are They Affected, or How Are They Participating?
Distribution Planning Solution replaces existing reporting methods. Will help to
standardize reports, create replacements for existing reports
using the Obvient solution
EIS Responsible for creating servers and databases, allocating
storage, support throughout project
Distribution Operations Will help during testing stages
Other Projects
This project will not have interaction with any other ongoing projects, and is not dependent on
any other projects.
Project Approach
This project will be led by the OMS Project Team, and all members of that Team will sign off on
all project milestones. The project manager provided by CGI will be IPL’s point of contact.
Obvient Strategies provides a turn-key reporting solution, and as such will provide all
development, testing, and implementation services. EIS will be responsible for creating virtual
servers and databases to be used by Obvient.

Obvient FocalPOINT
Deliverables Produced:
 Funding Plan (cost, source, approval requirements)
 Project Work Plan (detail step by step listing of how that project will be carried out) To
be provided by CGI/Obvient
 Quality Assurance Plan (Any quality controls, possible gaps, expectations, restrictions)
 Risk Management Plan (any risks that can impact project, the level of risk, the impact, a
strategy to either prevent or address the risk event when it occurs) Contained in this
document
 Staffing Plan (project ownership, required skill sets, who, contact information, hierarchy
of authority, auditing, personnel touching points, other business unit representatives)
 Purchasing Plan (what you need, when you need it, how to get it, purchasing
requirements)
 Payment Plan (cash flow, who you pay, how you pay, special arrangements),
 Hardware Plan (any special needs for equipment or availability)
 Software Plan (Any application software or tools for carrying out the project)
 Communication Plan (Meetings, reporting plan, chain of command, organizational chart,
contact information, frequency of communication, documentations-minutes & agenda)
 Change Control Plan (Change management process during course of project, document,
levels of approval, impact, additional cost, additional time, additional resources, impact of
not approving change) To be facilitated by CGI/Obvient
 Project Plan (timeline, resource requirement, predecessors, task level, planned start and
end task
 Test Plan (approval, test data, acceptance, participants, limitations)
 Acceptance Plan (who, requirements, documentation)
 Documentation Plan (events, strategy, processes, procedures, policy, terms and
conditions, contracts, retention, )
 Installation Plan (rollout, notification, monitoring)
 Training Plan (who-users, support, management)
 Implementation
 Life Cycle Plan (project closeout, asset closeout, ownership of activity, requirements)
 Project Closeout Plan (disengages team, assign new management to initiative)
 Lessons Learned Document (standard document with guidelines) To be facilitated by
CGI/Obvient
 Project Satisfaction Survey (submit survey to people associated with project to gather
information about the project successes, failures, strengths, future considerations)
 Final Project Report

Obvient FocalPOINT
Milestone Date
Completed
Deliverable(s) Completed
Project Planning 10/18/2010 • Project Definition
• Workplan
• Funding Plan
• QA Plan
• Staffing Plan
• Payment Plan
Kick-off 11/01/2010 • Purchasing Plan
• Subcontracting Plan
• Hardware/Software Plan
• Detailed Implementation
Plan
• Development/QA
Environment
ETL Configuration 11/29/2010 • OMS Data Mapping
• Test Plan
Dashboard Configuration 01/10/2010 • Acceptance Plan
• Installation Plan
Project Conclusion and Roll-out 02/14/2010 • Training Plan
• Implementation
• Life Cycle Plan
• Project Closeout Plan
• Project Satisfaction Survey
• Final Project Report
Project Risks
Project risks are characteristics, circumstances, or features of the project environment that may
have an adverse effect on the project or the quality of its deliverables. Known risks identified
with this project have been included below. A plan will be put into place to minimize or eliminate
the impact of each risk to the project.
Risk Area Level (H/M/L) Risk Plan
Name Description Potential Impact Plan
Major risks
Requirements
Requirements are only partly known at project
start. Customers may not allocate sufficient
resources to exploring requirements. Medium
Critical to
Catastrophic
Requirements will be detailed first for the top priority
goals. Indicator: Track the rate at which requirements
are discovered. Contingency: request more customer
effort.
Goals Stakeholders’ goals may conflict. Medium Critical
Keep an explicit list of stakeholders’ goals. The project
manager will report progress to each declared goal.

Obvient FocalPOINT
Communication
Communication problems in development team.
They are dispersed among several sites, and
have not worked together before. Medium Critical
Use these tools to help communication. The main
indicator of miscommunication will be software defects
detected by our QA activity.
Acceptance
Customer may accept delivery of the system
although it does not really meet their goals. Medium Critical
Customers are asked to declare acceptance criteria as
each release is planned.
Scope
The total features requested may be beyond
what the development team can deliver in the
time available. High Marginal
Assign levels of important to the use cases. Make the
first review of project scope after 12 months.
Minor risks
TODO: Review this list regularly, to decide whether the likelihood or impact of a risk has increased to make it a "major" risk.
Estimate
The development team might not be able to
estimate the work time, preventing customers
from deciding priorities effectively. Medium Marginal
The development team will gain experience in
estimating the work, and deliver the first estimates
after 12 months. We will compare estimated work to
actual work.
Retention
Some developers may leave the project before it
is finished. Medium Marginal
Employing locations should provide support for
continuing professional development. The project
manager will discuss career goals with each
developer, and try to assign tasks appropriately.
Correctness
The system as delivered may have low take-up
because of a lack of confidence in its correctness. Low Catastrophic
State of the art QA activity. Contingency: stop
development of new facilities until the quality of the
existing code is assured.
Usability
The system as delivered may have low take-up
because of poor usability. Low Critical
We will have a UI style guide. Most of the
development of the front end will be in close contact
with customers. We will review usability later in the
project.
Desire
The stated requirements might not match the
customers' desires and ambitions for the system. Low Critical
Incremental delivery of versions will provide
experience of using the system, which will help the
customers to identify the real requirements. Indicator:
a developer saying "I think they mean ...", a customer
saying "They know what I mean". Contingency:
request customer review of requirements.
Changes
After requirements have been documented and
agreed, development activities begin based on
them, first design then implementation. If the
requirements change later then effort is wasted. Low Critical
A change control procedure is required, so changes
are only made when the cost is worthwhile. Indicator:
compare cost of change to new development.
Contingency: request customer review of
requirements.
Process
Some developers may not cooperate in common
standards and processes. Low Critical
QA to check conformance, then discussions in
development team meetings to change the standard
or the actual practice as appropriate.
Maintainability
The system as delivered might be hard to
maintain. Low Marginal We will review the code for maintainability.
Other
risks
Project
Management
Risks
Project purpose and need is poorly defined
Low Marginal
Purpose and need will be clarified, but may not have
large impact on final product
Project scope definition is poor or incomplete Low Critical Scope will be revised until accepted by all parties
Project scope, schedule, objectives, cost, and
deliverables are not clearly defined or understood Low Critical
Weekly meetings will involve progress review and
clarification of all areas of the project
No control over staff priorities
Too many projects Medium Marginal
CGI/Obvient will be made aware of other projects and
will adapt schedule
Consultant or contractor delays Low Critical Project will be delayed if necessary

Obvient FocalPOINT
Estimating and/or scheduling errors Medium Marginal Project will be delayed if necessary
Unplanned work that must be accommodated Low Marginal
Unplanned work will be assigned with low priority to be
finished as needed, after rollout if possible
Communication breakdown with project team Medium Critical
CGI and Obvient project managers responsible for
maintaining good level of communication
Pressure to deliver project on an accelerated
schedule Medium Marginal
Dedication to quality product will remain, so project will
be delayed if necessary
Lack of coordination/communication Medium Critical
Weekly status meetings will focus on good
communication between teams
Lack of upper management support Medium Critical
CGI/Obvient will demonstrate final product to upper
management to gain commitment
Change in key staffing throughout the project Low Critical
Project managers (IPL, CGI, and Obvient) will be
responsible for compensating for changes in staffing
Inexperienced workforce/inadequate
staff/resource availability Medium Critical
CGI/Obvient will supply knowledgeable people, and
IPL will use that experience if needed
Technical
Risks
Design incomplete
Low Catastrophic
CGI/Obvient will revise the design to the satisfaction of
all parties
Change requests because of errors Low Marginal
Change requests will only be used in case of
additional features or requests
Inaccurate assumptions on technical issues in
planning stage Low Catastrophic EIS will be consulted to help resolve issues
Need for design exceptions Low Critical
Change requests will be submitted to CGI/Obvient and
will be implemented in Warranty phase
Context sensitive solutions Low Critical
Changes will be documented by Obvient project
manager after decision is made by project managers
Organizational
Risks
Inexperienced staff assigned
Low Marginal Help will be recruited from other IPL departments
Losing critical staff at crucial point of the project
Low Critical Will be replaced as possible, but could delay project
Insufficient time to plan Low Marginal Project will be delayed as necessary
Unanticipated project manager workload Low Marginal
Internal “red tape” causes delay getting
approvals, decisions Medium Critical Will be compensated for in project schedule
Functional units not available, overloaded Low Marginal Project managers will reallocate priorities to adapt
Lack of understanding of complex internal funding
procedures Medium Critical
Will stay in contact with IPL financial groups to prevent
delays
Priorities change on existing program Low Marginal
Project managers will shift project schedule, scope,
etc.
Inconsistent cost, time, scope and quality
objectives Low Critical
Project managers will be responsible for maintaining
all objectives and ensuring they are met
External Risks Stakeholders choose time and/or cost over quality
Low Catastrophic Rollout will be delayed until all goals are accomplished
Priorities change on existing program Low Critical
Project managers will shift project schedule, scope,
etc.
Stakeholders request late changes Low Marginal
Changes that cannot be finished before rollout will be
pushed into Warranty phase
New stakeholders emerge and demand new work High Critical
New stakeholders’ demands will be placed at lower
priority and may be moved into separate project
Influential stakeholders request additional needs
to serve their own commercial purposes Low Critical
Goals of original project will take precedent, with
additional project as a possibility to accomplish further
requirements
Threat of lawsuits Low Critical
If a lawsuit becomes a possibility, IPL’s Legal
department will be consulted

Obvient FocalPOINT
Project Assumptions
Certain assumptions and premises need to be made to identify and estimate the required tasks and
timing for the project. Based on the current knowledge today, the project assumptions are listed
below. If an assumption is invalidated at a later date, then the activities and estimates in the
project plan should be adjusted accordingly. These assumptions are:
• CGI and Obvient can schedule all resources necessary to complete the project on-time
• Obvient FocalPOINT is fully compatible with data imported from the OMS and CAD
databases
• Project approved by CAPEX Committee in a timely fashion

Obvient FocalPOINT
Staffing Plan
Name Impact
Level
(H/M/L)
Responsibility
CGI H Project management
Obvient Strategies H Software development, testing,
implementation
Brian Kaiser H Project management and
implementation
Jane Hammes H Implementation, report creation,
performance index verification
Doug Pauley H Project management and
implementation
Jeff Price H Hardware architecture
Matthew Jones H Server creation and maintenance
Ray English H Oracle server maintenance
Lekh Raj H Oracle database maintenance
Web Developer M Website creation and maintenance
Project Estimated Effort/Cost/Duration
Estimated Cost:
Milestone Date Cost
Project Start 1/15/2010 221700
ETL Configuration 2/1/2010 42961
Dashboard Configuration 2/15/2010 40000
FAT Completion 3/1/2010 62088
SAT Completion 4/1/2010 46534
Standard Support (2 years) 5/1/2010 40921
Total 482139
Estimated Effort Hours: 450
Estimated Duration: 25 weeks
REDACTED

Obvient FocalPOINT
Funding and Budget Information
Annual Budget:
Costs included in current year budget ________0___________
Costs that will be included in subsequent annual budgets _____500000_________
Costs that were not in budget ________0___________
Capital Expenditures:
Capital costs approved by the CAPEX Committee ________0___________
Capital cost not yet approved by the CAPEX Committee _____500000_________
REDACTED

Obvient FocalPOINT
Project Organization
An appropriate project organization structure is essential to achieve success. The following list
depicts the proposed organization:
Project Executive Sponsor: Ken Zagzebski
Project Sponsor: Mike Holtsclaw
Project Director (Manager of the Project Manager): Mike Holtsclaw
Steering Committee Members: Brian Kaiser, Doug Pauley, Cathy Swindle, Jeff
Price, Mark Irving, Jane Hammes
Project Manager: Brian Kaiser
Project Advisors: Cathy Swindle, Jeff Price
Project Team Members: Brian Kaiser, Doug Pauley, Jane Hammes

Obvient FocalPOINT
Document Approval
Reviewers’
Signatures
Your signature indicates that, as a content expert, you have reviewed this
document and that it accurately and completely defines the contract
between the project team and the stakeholders identified in this document.
Name/Title Signature Dept. Date
Project Sponsor — Mike Holtsclaw
Project Manager — Brian Kaiser
Project Team Member — Doug Pauley
Project Team Member — Jane Hammes
Project Advisor — Cathy Swindle
Steering Committee Member — Mark Irving
Project
Approvers’
Signatures
Your signature indicates that you agree with the purpose and scope of this
document and that it has been reviewed by appropriate personnel to ensure
compliance with company and department policies.
Name Signature Title Dept. Date

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