Campus Solutions Implementation Project: Project Charter

Transcription

1 Last Revised: 06/04/2014 (Final) Revision Control Campus Solutions Implementation Project: Project Charter Document Title: Author: File Reference: Project Charter Jessie Lum Date By Action Pages 04/07/2014 J. Lum Create Initial Draft All 04/08/2014 R. Pittman. et al First Pass All 04/15/2014 J. Lum Consolidated edits All 04/16/2014 D. Burgess New formatting and text, edits All 04/18/2014 D. Burgess New formatting and text, edits All 04/21/2014 D.B. and R.P Edits All 04/29/2014 R.P. Edits from SC All 04/18/2014 D. Burgess Additional review All 05/06/2014 R. Pittman Incorporation of Steering Committee edits and suggestions All 05/07/2014 D. Burgess Final edits and formatting All 05/21/2014 D. Burgess & Change Champions Committees section altered to Change Pg.11 R. Pittman Champions 06/04/2014 D. Burgess Search/replace Stakeholders to Change Champions, co-chair All Review/Approval History Date By Action Pages 04/08/2014 D. Burgess, R. Pittman 04/15/2014 R. Pittman D. Burgess G. Grafe First review Second review 04/22/2014 Steering Committee Review and edits suggested All 05/14/14 Steering Committee Final Version Approved All and Project Team 05/19/14 Steering Committee and Project Team Stakeholders to Change Champions Approved pg. 11 All All Page 1 of 19

2 Table of Contents I. Introduction...3 II. Mission...3 III. Project Principles & Objectives...3 A. Principles...3 B. Objectives...4 IV. Project Success Factors & Metrics...5 V. Project Organization...6 A. Governance Structure...6 B. Project Organization Structure...7 C. Roles and Responsibilities...8 i. Executive Sponsors...8 ii. Steering Committee...9 iii. Change Champions Committee (C 3 )...10 iv. Project Management Team...12 v. End-Users Groups: Functional & Technical...15 vi. IoConsulting Implementation Partner: Project Manager...16 vii. Functional Leads...17 viii. Technical / Service Design Leads...17 ix. IoConsulting Implementation Partner: Team Leads...18 x. Work Groups (SMEs)...19 Page 2 of 19

3 I. Introduction University of Cincinnati plans to replace its legacy student information system as a critical firststep to transforming the way it conducts student-centered business in support of teaching and learning. UC will implement an enterprise student information system that supports the needs of the future for our students, faculty and administrative staff. Among other outcomes, a new student information system will enable the University to: Benefit from scale-economy in supporting regulated and standard higher education best practice business processes; Optimize UC student-support and administrative business processes, and nurture a mindful culture of operation; Enable adoption of advanced business technologies, such as analytics ("business intelligence"), workflow management, and document management; Facilitate long-range strategic planning across all business functions and disciplines with accurate, readily-available data presented in intuitive and familiar formats; Enable adoption of mobile and multiple platform delivery technologies; Provide agile, modern interfaces (i.e., portals and dashboards) for all users to improve communication, information access, and support campus engagement; and Enhance the student experience and increase lateral and vertical interactions with University academic, advisory, and administrative environments and support processes. II. Mission The project s mission is to provide an integrated, 24/7 student information system that is highly effective and efficient for students, faculty, and staff. All functional areas will challenge their current ways of doing business by incorporating industry standard best practices and leveraging the latest technology. III. Project Principles & Objectives Principles The project s goal is to ensure that the new student information system is implemented successfully, as scheduled, and within the approved funding. The following business principles establish the project framework: On Time meet the project milestones as outlined in the project plan; Page 3 of 19

4 On Budget manage overall project costs; It Works ensure the final product is an effective management tool for the University, one that improves service and user experience to students, faculty and staff; Standardize & Streamline Business Practices and Data Standards provide a student system that not only automates business functions, but also standardizes and streamlines business processes and data standards (where possible) to support faculty and staff in their daily activities, and by so doing enhance support services to students; Utilize the ERP Solution as Delivered by the Vendor subscribe to the premise that the Campus Solutions student business processes constitute industry standard best practices. It is therefore preferable to implement the delivered product and adapt the university s business processes to minimize complexity and optimize the delivered capabilities of the new student system. Deliver a Sustainable Model Ensure that the implemented system can be supported through the entire software lifecycle. Objectives The University has identified important business objectives for the project, in addition to the main-driver of successfully implementing Campus Solutions, Student BI, CRM, Mobile Solutions and Self-Service. These key project objectives are: Increase the functionality of the student information system and improve the business processes in support of student, faculty and administrative staff user-needs; Provide more convenient, intuitive, and accessible web-based utilities for students, faculty and administrative staff; Improve responsiveness to student needs by streamlining business processes, enhancing student access, and providing additional student-support functionality to the faculty, the colleges and the administrative offices; Leverage delivered software solutions and adopt industry-standard best practices for effective, efficient use of the delivered system rather than creating local modifications and customizations; Review processes and systems for change opportunities so as to best leverage the new system as delivered; Promote teamwork and cooperation between and within the project teams and with student, faculty and administrative partners; Phase-out existing campus, college and administrative unit shadow data systems and utilities made redundant by the new student information system; Page 4 of 19

5 Implement the system based on data governance for privacy, confidentiality and compliance that complements existing security standards and control frameworks by providing a holistic approach to identifying data-flow specific threats against data privacy, information security and compliance and addressing risks in effective and efficient ways; Increase support for the ERP software product from all units across the campuses. Communicate strategically throughout the implementation with timely and pertinent information to keep students, faculty and staff informed and engaged; Employ training and change-management strategies to facilitate an effective transition; Create a shared-services model to support the delivered system; and Create a collaborative, inclusive environment for informed, effective decision-making. IV. Project Success Factors & Metrics On Schedule Milestone targets hit on time; and Go live targets met. On Budget Expenses at or below budget. Usability 24/7 student-information-system-portal environment; University community trained fully; Establish common business processes and data standards across campuses, colleges, departments, and units; Provide constituents with secure, single sign-on access to campus services; Introduce bring-your-own-device, self-service interfaces (portals and dashboards); and Delivered effective student-use tools and functionality for enhancing the student experience. Solution Conversion of all legacy data, as defined; Integration of required third-party systems; Page 5 of 19

6 Integrated CRM solution; and Develop real-time reporting and analytics. Change Management Prepared the University for the adoption and best practices usage of the delivered system; Establish sustainment model; Maintain governance structure, including Change Champions Committee (C3) and End-User Group; Continue feedback loop with University community; and Sunset legacy system(s) in reasonable timeframe after final go-live. V. Project Organization Governance Structure The Campus Solutions Implementation Project will adhere to a pre-defined governance structure that defines the relationship between internal and external groups involved in the implementation. This governance structure ensures appropriate review and resolution of issues encountered during the project. The governing bodies provide direction to the project team throughout the implementation and ensure the proper flow of information to the University community. The governance structure is fully-integrated with the operating principles to guide resolution of issues impacting the overall scope, timeline or budget. The project staff will include representative members of the academic and administrative units, IT offices and external implementation partner(s). Team members are assigned to the implementation on a full-time basis with back-fill. Additional University personnel will participate in project activities in working group roles (i.e., content experts) and technical support roles on an as-needed basis. The Executive Sponsors and the Steering Committee provide governance and oversight. The Project Management Office is staffed by three UC Project Managers, an ioconsulting Project Manager, and an ioconsulting Technical Project Manager. Page 6 of 19

7 Project Organization Structure Page 7 of 19

8 Roles and Responsibilities The following definition of project roles and responsibilities is meant to define the project organization chart. The roles and responsibilities set the boundaries for project decision-making and interactions across project team lines as outlined by the project governance structure. Executive Sponsors The Executive Sponsors are responsible for the overall success of the Campus Solutions Implementation Project. The Executive Sponsors hold final decision making authority over any issues related to scope, budget and timeline that cannot be resolved by the Steering Committee. Responsibilities Provide executive leadership and make decisions that affect project scope, organization, and funding; Procure and provide sufficient funding for the project. Monitor the budgets and spending of the project with updates from the Steering Committee; Provide the Steering Committee with sufficient campus resources to execute the project; Define or approve the project s critical success factors; Champion the project. Provide advocacy for the new student information system; Endorse and promote standardization of academic and administrative policies and procedures. Champion the adoption of industry-standard best practices for leveraging delivered system functionality; Take steps to ensure buy-in and change-acceptance among all University constituents; Remove obstacles that may impact the successful outcome of the project; Monitor overall progress and resolve any issues escalated by the Steering Committee; Review and approve/deny Tier-3 delivered-system modification/ customization requests; Provide executive and budgetary support for system sustainment following implementation; Provide project updates to the University President and the UC Board of Trustees; and Meet as-needed for the project s duration. Executive Sponsors ship Robert Ambach, Senior Vice President for Administration & Finance Beverly Davenport, Senior Vice President for Academic Affairs and Provost Page 8 of 19

9 Nelson Vincent, Chief Information Officer and Vice President for Information Technology Ben Santelman, Executive Director, ioconsulting Steering Committee The Steering Committee oversees the Campus Solutions Implementation Project and exercises initial decision-making authority on all issues related to project scope, budget and timeline. The Steering Committee address issues related to policy, procedures and process changes stemming from the new student system implementation. The Steering Committee serves as advisors to and agents for the Executive Sponsors and escalates issues to the Executive Sponsors as necessary. The Steering Committee leverages the Change Champions Committee to analyze issues that arise during the new student system implementation. The Steering Committee partners with the Change Champions Committee to communicate system implementation progress and collateral issues to the academic and administrative units. The Project Management Team reports directly to the Steering Committee. The Steering Committee defines the decision-making authority exercised by the Project Management Team. The Steering Committee utilizes the Project Management Team to track and monitor the overall progress of the implementation. The Steering Committee addresses all issues relating to the project as escalated by the Project Management Team. Responsibilities Provides leadership and champions the Campus Solutions Implementation Project; Performs financial planning for the Campus Solutions Implementation Project; Identifies costs, approves budgets, tracks project spending and progress. Makes decisions on scope and approves spending on project scope items; Regularly updates the Executive Sponsors. Solicits approval for any major change to the project s scope, budget or timeline and take actions recommended by the Executive Sponsors; Escalates issues as required to the Executive Sponsors; Escalate Tier-3 delivered-system modification/customization requests to the Executive Sponsors; Provides the Project Management Team with budget, campus resources and support; ensures that sufficient project resources are made available; Defines project success factors and defines/monitors measurement metrics; Ensures successful implementation project completion; monitors the project s overall progress through the Project Management Team; Page 9 of 19

10 Establishes project decision and acceptance criteria; Resolves project issues escalated by the Project Management Team; Provides appropriate guidance, support and resources to address issues surrounding policies, procedures and processes; Provides guidelines for the functioning of the Change Champions Committee. Identifies issues and agenda items for the Change Champions Committee; Monitors the implementation partners quality of work and takes corrective action as necessary; Provides timely review, approval and acceptance of project deliverables; Makes decisions regarding the integration of required third-party and unit self-developed systems to the new system; Reviews and approves/denies Tier-2 delivered-system modification /customization requests; Provides oversight to Project Management Team decisions and actions regarding Tier-1 delivered-system modification/customization requests; Provide oversight and guidance to the Project Management Team; and Meets monthly, or as required, for the project duration. Steering Committee ship: Mark Faulkner Caroline Miller Jim Plummer Wendy Williams, (io) Douglas K. Burgess Gary Grafe Robin Pittman Jessie Lum, (io) Jim Hunter, (io) Designation Staff Staff Staff Staff Staff Page 10 of 19

11 Change Champions Committee (C 3 ) The Change Champions Committee (C 3 ) members serve as communicators and change leaders to their representative home units and the university community at large. C 3 has wide-ranging representation from the academic and administrative units. Given its membership, this committee offers diverse and unique viewpoints for change leadership. C 3 will receive frequent updates from the Steering Committee regarding implementation project progress. The Project Management Team will invite Steering Committee members or other community representatives to C 3 meetings as necessary to provide additional insight or input for particularly complex issues. Responsibilities Provide leadership and champion the implementation project to their representative home units and to the campus at large; Represent the institutional interests; consider needs across all campuses, colleges and administrative offices; Obtain project progress updates and system functionality and usage information from the Steering Committee and Project Management Team. Transfer knowledge obtained to their respective home units; Facilitate acceptance of implementation-related decisions in all appropriate units; Meet bi-monthly, or as needed. Change Champions Committee ship College / Office Represented Undergraduate Admissions College of Medicine Student Government Association Graduate Student Government University Communications McMicken College of Arts & Sciences College of Allied Health Science Lindner College of Business Conservatory-College of Music College of Design, Architecture, Art, and Planning College of Education, Criminal Justice and Human Services Tom Canepa (Co-Chair) Aurora Bennett (Co-Chair) Jen St. John M.B. Reilly Mary Fox Tina Whalen Marianne Lewis Anton Harfmann Ric Stackpole Page 11 of 19

12 College of Engineering and Applied Science College of Law College of Nursing James L. Winkle College of Pharmacy The Graduate School UC Blue Ash College UC Clermont College Provost s Office Faculty Senate Student Affairs Professional Practice (PROPEL) Athletics Alumni/Foundation Finance Division Human Resources UC International Representative Douglas K. Burgess Robin Pittman Gary Grafe Jessie Lum Allen Arthur Ken Hirsch Krista Maddox Andrea Wall Mark Miller Jen Radt Rich Miller Kettil Cedercreutz Joe Luckey Jennifer Heisey Carol Metzger Erin Ascher Raj Mehta Designation Staff Staff Staff Staff Project Management Team The Project Management Team provides day-to-day management and oversight to all activities pursuant to the Campus Solutions implementation. The Project Management Team reports to the Steering Committee. The Project Management Team escalates to the Steering Committee all issues relating to project scope, timeline, and budgets. The Project Management Team escalates to the Steering Committee policy, procedures and process change issues arising from the system implementation. The Project Management Team works with the Stakeholder Group on issues designated by the Steering Committee. The Project Management Team works with the Project Functional End-Users and Technical User Group on issues identified by those groups. The Project Management Team oversees data standardization discussion and decision-making. The Project Management Team stewards the modification/customization request and action process. Page 12 of 19

13 Responsibilities Lead the overall execution of all Campus Solutions implementation project tasks; Supervise and handle all personnel issues for all UC staff members assigned to the project as 100% FTE. Manage all resources provided by the Steering Committee; Coordinate with, consult and work with all appropriate students, faculty, college and administrative offices to execute implementation work plan tasks; Create functional teams consisting of UC and implementation partners resources (with the approval of the Steering Committee) to work on tasks related to the functional domain. The functional work groups will be: registrar, bursar, financial aid, admissions/crm, advising, reporting, and data conversion. The functional teams will be constituted for the duration of the implementation project; Oversee the workings and the progress of the functional work groups; Create technical work groups consisting of UC and implementation partner resources (with the approval of the Steering Committee) to work on tasks related to technical areas. The technical groups may be constituted along technical work streams such as infrastructure, enterprise architecture, security, data warehouse, user compliance etc. The technical work groups will be constituted for the duration of the implementation project; Oversee the workings and the progress of the technical work groups. Coordinate the project participation of the UC Enterprise Architecture Committee and IT Managers; Create an end-user training team and a change-management work team consisting of UC and implementation partner personnel (with the approval of the Steering Committee) to employ end-user training and change-management strategies to facilitate an effective transition to the use of the new student information system for students, faculty, administrative staff, and other identified constituents; Create other working groups consisting of University and implementation partner resources on an as-needed basis. A working group may be created to consolidate specific requirement and needs of the University across all campuses, academic and administrative units. These working groups may be disbanded after their specific purpose is accomplished during the system implementation; Oversee the workings and the progress of the Users-Group(s), functional and technical; Identify risks and project issues and escalate as required o the Steering Committee. Provide all relevant information, including resolution options and recommendations. Escalate all policy, procedures and process-related issues to the Steering Committee; Page 13 of 19

14 Vet the proposed integrations of required third-party and unit self-developed systems to the new system; make recommendations to the Steering Committee; Manage the system modification/customization requests. Vet such requests and make recommendations to the Steering Committee; Act upon feedback provided by the Steering Committee and/or the Change Champions Committee; Recommend issues that would benefit from Change Champions Committee feedback; Facilitate discussions of the Change Champions Committee by providing all information required on issues designated to the Change Champions Committee by the Steering Committee; Provide project updates and progress reports to the Stakeholder Committee; Ensure compliance of University-established standards, best practices and methodologies; Monitor the implementation partners quality of work and takes corrective action as necessary; escalate to the Steering Committee as required; and Meet regularly throughout the implementation project. Note: UC project managers will be responsible for UC personnel management; implementation partner project managers will be responsible for implementation partner personnel management. Project Management Team ship Douglas K. Burgess Gary Grafe Robin Pittman Jessie Lum Jim Hunter Designation UC Project Manager UC Project Manager UC Project Manager Partner Project Manager Partner Technical Project Manager Page 14 of 19

15 End-Users Groups: Functional & Technical The project functional and technical end-users group represents a comprehensive cross-section of the University operational users. They are currently the functional and technical subject matter experts on business processes and the legacy system. After project completion, these users will be the SIS knowledge experts and advocates. Responsibilities Represent end-user current and future operational requirements across the campuses, academic and administrative units; Actively participate in business process analysis, mapping and requirements gathering; Participate in data-conversion, interface, reporting, security and timeline analysis, enterprise architecture, and data warehouse discussions; Serve as content experts; Participate in business process analysis and documentation; Support data-conversion review and operations testing tasks as identified by the Project Management Team; Serve as the knowledge experts for post-go live. Functional Users-Group ship College / Office Representation Cecily Goode Undergraduate Admissions Campus Solutions Implementation Project Functional Leads Student Government Association Graduate Student Government McMicken College of Arts & Sciences College of Allied Health Science Lindner College of Business Conservatory-College of Music College of Design, Architecture, Art, and Planning College of Education, Criminal Justice and Human Services College of Engineering and Applied Science College of Law College of Medicine Co-Chair (other co-chair, ) Listed in Functional Lead section Page 15 of 19

16 College of Nursing James L. Winkle College of Pharmacy The Graduate School UC Blue Ash College UC Clermont College Provost s Office Faculty Senate Professional Practice (PROPEL) Campus Services (Housing) Athletics Alumni/Foundation Finance Human Resources UC International Technical Users-Group ship Representation Existing IT Governance membership Chair Io Consulting - Implementation Partner Project Manager Assist UC Project Manger(s) effort to manage and maintain control of entire project, including deliverables, timeline, cost, milestones schedule and quality; Provide advice and guidance to the Steering Committee and the Executive Sponsors; Coordinate functional and technical efforts of the project to ensure proper communication across project teams; Establish project milestones and lead development of detailed work plans; Manage the work plan; Plan strategy and approach for achieving project objectives; Recruit, screen, and present implementation partner consultants for consideration by the Project Management Team; Page 16 of 19

17 Monitor and report progress toward project objectives and milestones and take corrective action as needed; Discuss, resolve and/or escalate project issues; Identify project risks and mitigation approaches; Ensure project deliverables are completed on-time with appropriate quality and adherence to standards; Manage the project budget in coordination with the Project Management Team. Functional Leads Report to the Project Management Team; Coordinate functional efforts of the project to ensure proper communication across teams; Coordinate users-group members across central offices, schools, project team and IT to participate in process analysis, requirements gathering, fit/gap, and gap-resolution sessions; Enact the work plan and report configurations and deliverables progress to the Project Management Team; Make and enact system configuration decisions in consultation as appropriate with the implementation partner functional leads, and other module UC functional leads; Assist, with the consultation and approval of the Project Management Team, in new system functionality and business process knowledge transfer to the respective home units; Discuss and/or escalate project issues and risks to the Project Management Team; and assist in identifying and enacting mitigation approaches. Functional Leads Bryan Fox Ryan Hall Wendy Lambing Ted Magdinski Dana Pawlowicz Ken Wolterman Nick Frame Designation Admissions / Campus Community Academic Advising Student Records CRM Financial Aid Student Financials Reporting Page 17 of 19

18 Technical/Service Design Leads Report to the Project Management Team; Coordinate technical efforts of the project to ensure proper communication across project teams; Coordinate technical focus group members across IT, SIS, administrative offices, and schools to participate in infrastructure, enterprise architecture, data conversion, integration, security, portal, IdM, data warehouse and reporting; Provide input and updates for work plan maintenance; Manage, retain and motivate staff assigned to their supervision for the project; Discuss and/or escalate project issues and risks to the Project Management Team; and assist in identifying and enacting mitigation approaches. Technical Service/ Design Leads Peter Brink Rikard Dolezal Derek Tepe Phil Robchewski Derek Tepe Jim Longano Anthony Luongo Matt Hartman Designation Student Financials Student Records CRM Financial Aid Admissions / Campus Community Academic Advising Integrations Development Lead ioconsulting Implementation Partner Team Lead(s) Provide advice and guidance to the Project Management Team; Coordinate and communicate with the admissions, financial aid, registrar and bursar administrative offices and across campuses, colleges and administrative units to ensure that business needs are addressed by project deliverables; Lead and document all discovery, process mapping sessions, requirements gathering sessions and fit/gap exercises; Participate in interface, data conversion, reporting and application security sessions; Provide updates to the work plan; Plan strategy and approach for achieving project objectives; Page 18 of 19

19 Monitor and report progress toward project objectives and milestones and take corrective actions as needed; Discuss, resolve and/or escalate project issues through defined governance structure; Ensure project deliverables are completed on-time with appropriate quality and adherence to standards; and Ensure development of content expertise with SIS functionality with academic affairs, student services staff Work Groups (SMEs) These work groups will be established as needed to support specific activities for the project. Their tasks will be defined and assigned by the Project Management Team. During the project, there may be a change in the participants or members, but the groups will remain active for the entire project. Page 19 of 19