Academic Affairs Office of Academic Innovation & University Studies Online Pathways Project

Transcription

1 Academic Affairs Office of Academic Innovation & University Studies Online Pathways Project Project Management Plan P a g e 1

2 Contents Project Management Plan Purpose Scope Development of Online Pathways Website Development Define Integration and Partnerships Assumptions Governance Roles & Responsibilities Communication Plan Target Audiences: Communication Tools: Communication Channels: Deliverables Change process Appendices Appendix A: Project Management Glossary of Terms Appendix B: Change Request Form P a g e 2

3 Purpose The purpose of the University Studies Online General Education Pathways Project is to develop online pathways for completion of SINQ, Upper-division Cluster and Capstone courses in Environmental Sustainability (Natural Sciences), Family and Society (Social Sciences), Interpreting the Past (Humanities), Knowledge, Values, Rationality (Humanities) cluster. This includes the creation of a cluster website, piloting a community of practice for one of the clusters and online research and information literacy support for clusters. Scope Development of Online Pathways create and document online course creation process(es) develop D2L course templates implement new online SINQ, Cluster and Capstone courses develop and implement an online experiential learning course Website Development determine requirements for a website select website development tool develop a new clusters website using the selected tool Define Integration and Partnerships determine a solution for integrating and/or linking the cluster website and communities of practice website and implement it define the partnership with the library including an understanding of the support tools the library is developing as support content for research projects and determine how to link into this area P a g e 3

4 from the cluster website and from D2L Assumptions The project team members and involved faculty have the time to accommodate this project in addition to their daily workload. It will be possible to build the required website within the specified budget and with the available resources. Identified End Users have a need or desire for the benefits of this project and will utilize the course offerings accordingly. Ongoing support to sustain the work outcomes of this project will be available. Governance Roles & Responsibilities Role/Assigned Parties Vice Provost for Academic Innovation and Student Success Sukhwant Jhaj List of Responsibilities Ultimate authority and responsibility for the project budget, timeline and scope Provide high level leadership for the entirety of the project including ensuring that project is in line with OAA needs/goals Final decision maker on all Change Requests, and any elevated Issues and Risks P a g e 4

5 Ensure resolution of conflicts or issues raised by the Project Sponsor(s) and/or Project Manager Responsible for executive level communication of the project Assure availability of essential project resources Project Sponsors Yves Labissiere, UNST Johannes De Gruyter, OAI Project Lead Rowanna Carpenter Project Manager Reagan Vincennes Act as champion of the project Ensure resolution of conflicts or issues raised by the and/or Project Leadership Responsible for executive level communication of the project as applicable Responsible to ensure that project is in line with UNST and OAI needs/goals Assure availability of essential project resources within UNST and OAI (OAI) Responsible for approval of all new courses and course creation processes. Responsible to ensure that project is in line with UNST needs/goals Serve as central point of communication for the project Manage project budget Oversee day to day operations of the Co-manage key project documentation Own process(es) creation and documentation Work closely with Project Leadership to ensure project objectives are being met Mitigate issues & risks Lead/coordinate project evaluation and assessment Liaison to the Cross Projects Communications Team Manage overall scope and schedule including administering the change management process Own PM plans and processes providing P a g e 5

6 general support and PM framework to Project Lead for execution of day to day project activities Make sure there are clear communication paths between all identified project roles Manage Project Coordinator Own and manage or co-manage key project documentation Work closely with Project Leadership to ensure project objectives are being met Mitigate issues and risks Project Assistant Lia Halverson Anne McClanan (representing Cluster Coordinators) Zapoura Calvert (Capstone) David Osborn (Communities of Practice) Meredith Farkas (Library) Jeanne Ellis (Internships) Annie Knepler (Mentors/Writing) Vince Schreck (OAI) Tom Seppalainen Joe Maser Michael Taylor Subgroups Cluster coordinators Capstone courses Manage project AID log including follow-up with action and issue owners Provide meeting support including scheduling and documentation Support project documentation needs including project plan updates, status report updates, etc. Coordinate research efforts as needed Execute project communications plan as defined Support requirements gathering process Contribute to creation and documentation of policies and procedures as needed Serve as first line of defense in issue and risk mitigation Help define and execute overall communications and marketing plan to end users Serve as liaisons and project champions to all project stakeholders Execute project communications plan as defined Carry out daily project tasks Create/contribute to project deliverables as applicable Carry out required testing/approval Refer to responsibilities of P a g e 6

7 Experiential courses Course Designer/Developer Vincent Schreck Sarah Berry Library Work Lead Meredith Farkas Communities of Practice Work Lead David Osborn In consultation with project team members, determine overall look and feel of online course templates Develop courses Implement Templates Provide input to course development processes Manage gathering and execution of technical requirements Responsible for development of library modules to support research for online courses. Responsible for development of communities of practice website as it relates to this project. OAI Review Team TBD per the MOU Faculty Senate Responsible for review and approval of all new courses. Other Stakeholders Focus Area Leads Faculty outside the project team Students Be available to the to answer questions and provide feedback as needed Contribute to requirements gathering process Communication Plan Target Audiences: Project Leadership Faculty Leadership (Deans/Department Heads) Faculty Students Communication Tools: Project Status Report AID Log Blog Posts P a g e 7

8 Project documents course lists, minutes, planning documents, etc. Communication Channels: Meetings Google Drive Provost Challenge Website What Purpose Audience Owner/ Distributor/ Channel Cross Projects Status Report 1:1 Check-in Meetings 1:1 Check-in Meetings 1:1 Check-in Meetings AID Log Meetings Subgroups Meetings A roll up of the individual status reports designed to communicate Provost Challenge Program Status A regular check-in mtg on project status, outstanding actions, issues, etc A regular check-in mtg on project status, outstanding actions, issues, etc A regular check-in mtg on project status, outstanding actions, issues, etc To track actions, issues/risks, and decisions Standing meetings to check in project status, communicate outstanding risks/issues, plan and stategize Regular meetings to accomplish specific project Vice Provost / Cross Projects Communication Project Manager / Project Assistant / , Status Meeting, Projects Website Project Lead Project Manager / Project Manager /1:1 Meeting Zapoura Project Lead / Project Lead / Meeting David Project Lead / Project Lead / Meeting All Project Participants Project Manager & Project Lead / Project Assistant / & Phone Calls Project Manager & Project Lead / Meeting Subgroups Project Lead / Subgroup meetings Frequency Twice per term Weekly Biweekly Biweekly Weekly Monthly Monthly P a g e 8

9 Project Documentation work To document the project in a due diligence manner so that the work can be sustained post project and so that the intentions and outcomes of the project can be easily determined / communicated All stakeholders & interested parties Project Manager & Project Lead / distributed as needed As needed Deliverables Deliverable Owner Contributors Project Management Plan Project Manager Project Manager, Project Lead, Project Sponsors, Program Manager, Project AID Log Project Manager Project Manager, Project Lead, Work Breakdown Structure (WBS) Project Manager Project Coordinator Project Manager, Project Lead, Project Sponsors, Program Manager Project Plan Project Manager Project Manager, Project Lead, Project Sponsors, Program Manager Process Charts Project Lead Project Lead, Project Manager, Status Reports Project Manager Project Manager, Project Lead, Project Coordinator Service Level Plan Project Lead/OAI Project Lead, Project Sponsors, Program Manager Functional Requirements Project Lead Project Lead,, Course Designer Technical Requirements Course Criteria Course Designer/Zapoura Course Designer, Online Faculty, OAI Project Sponsor, Cluster Coordinators Faculty Packet for new online course creation Combination of individuals Begin with the high level process see meeting notes from Rowanna/Kari 1: Website Design Layout Website Implementation Plan End-of-Project Report Project Lead Project Lead, Project Manager, P a g e 9

10 , Project Sponsors, Program Manager Change Process A change request may be submitted by any project participant. If the change does not impact the project scope as defined by project documentation (MOU, Project Management Plan and any additional statements of scope), the schedule, or the budget of the project as assigned to various categories, then the change can simply be a conversation between the Project Lead and the Requestor. The Project Lead may then determine whether or not the change requires additional input from any member of project leadership, including the Steering Committee and Project Sponsors. Project leadership (Project Lead and Project Sponsors) may then, at their discretion, determine if a formal change request is needed. If the change being requested will have or has the potential to have an impact on the project scope, schedule or budget then the following formal change process must be initiated: 1. The Requestor will fill out a Change Request Form as completely as possible. 2. Requestor submits the Change Request Form to the Project Manager and the Project Lead via , who then convenes the Steering Committee if one exists. 3. The Steering Committee, if one exists, will make a recommendation to the Vice Provost for Academic Innovation and Student Success, who is the final decision-maker on all change requests. The Vice Provost for Academic Innovation and Student Success will determine the overall impact of the change, vet the change with relevant parties/stakeholders and make a decision as to whether or not the change will be approved. 4. If no Steering Committee exists, the Project Lead will share the Change Request Form with the Project Sponsors for their review and input. The Project Lead and Project Sponsors will then will make a recommendation to the Vice Provost for Academic Innovation and Student Success, who is the final decision-maker on all change requests. The Vice Provost for Academic Innovation and Student Success will determine the overall impact of the change, vet the change with relevant parties/stakeholders and make a decision as to whether or not the change will be approved. 5. The Vice Provost for Academic Innovation and Student Success or Project Sponsors will communicate the decision back to the requestor and will, subsequently, communicate any changes that were made to the scope, timeline or budget to all the appropriate parties. This will include distributing the completed request to the project team. Appendices Appendix A: Project Management Glossary of Terms Appendix B: Change Request Form P a g e 10