Organizational Structure

Transcription

1 Organizational Structure HR Lead Team Sherri Woolard (IT) Tammy DeBeaux Ron Burmeister (IT) Ryan Paul (IT) Linda Hack (Benefits) Sherry Scheer (Employment) Sara Wright (Employee Relations) Project Sponsors: Hank Webber, John Gohsman Deloitte Executive Sponsors: John Curry, Kathy Karich Program Lead Denise Hirschbeck Project Manager John Murphy Steering Committee Core Team Finance Lead Team Kim Summers (IT) Kathleen Schasch Extended Team Raji Laksman (IT) Brett Blackwell (IT) Lois Liebert (Accounting) Greg Mosley (Resource Management) Krys Gross (Sponsored Projects) Deloitte Engagement Director Jim Kemp Deloitte Project Manager Geoff Creaghan Deloitte Subject Matter Experts: Staci Bisher, Blair Kin Deloitte Functional Consultants: Diana Horoi and Functional SMEs Student Lead Team Steve Westlund (IT) Erin Schuttpelz Jim Deutschmann (IT) Josh Edwards (IT) Kim Selle (Undergraduate Admissions) Sue Hosack (University Registrar) Tom Evola (Med School Registrar) Mike Runiewicz (Financial Aid) Key Deloitte Project Team WUSTL Project Team University Reps Architecture Bob Guthrie Jason Clevenger Consulting SMEs as needed Working Groups Functional SMEs/Stakeholders Governance Domains / Sub-Domain, Business Managers (schools/departments), Faculty, Department Coordinators (e.g., registrars, users, managers), Students

2 Roles & Responsibilities Project Sponsors Steering Committee WUSTL Core Team (Program Lead, Project Manager, Functional Leads) WUSTL Extended Team Working Groups Provide resources and support for the project and is accountable for enabling success Act as advisory group for the design, implementation and training aspects of the project Acts as vocal and visible project champions and liaisons to stakeholders Approve project deliverables, scope changes, and help resolve issues and policy decisions Provide leadership and overall management of day-to-day program activities Provide input/guidance to resolve program issues and communicates project health Coordinate and manage the team s performance of project tasks, ensuring integration of all project work Act as project champion within the functional areas; generate consensus and enthusiasm around the project Provide subject matter expertise and represent the functional needs of the central units, schools & departments Act as leaders of the various functional units and collaborate with Working Groups Create deliverables as needed to successfully complete the project as assigned by the Core Team Act as representatives of the specific functional areas; represent the needs of the units, schools, & departments Contribute to project deliverables as needed to successfully complete the project as assigned by the extended team Functional SMEs & Stakeholders Deloitte Executive Sponsors Deloitte Core Team Provide insight, expertise and varied perspectives from all areas of the institution; administrative and academic Participate in data collection workshops and/or 1:1 interviews Responsible for the overall success of the project on behalf of Deloitte Establish and manage strategic direction of the program and oversee project management Provide insights and expertise into final deliverables Provide leadership and overall management of day-to-day project activities Responsible for oversight and development of project deliverables Provide expertise on higher education, project methodology, technology and change management issues Responsible for status reporting, risk management and escalation of issues Execute development of key project deliverables including content and facilitation for interviews and workshops See appendix for additional details on roles and responsibilities 1

3 Roles & Responsibilities: Project Sponsors and Deloitte Executive Sponsors Provide resources and support for the project and is accountable for enabling success Project Sponsors: Hank Webber, John Gohsman Provide project objectives and goals Provide funding Approve Project Charter and Plan Signs off on approvals to proceed to next phase Vocal and visible project champion Ultimate decision maker for project May chose to delegate some of these responsibilities Deloitte Executive Sponsors: John Curry, Kathy Karich Overall responsibility for the success of the project on behalf of Deloitte Ensures project is delivered as per the Statement of Work Escalation point of contact within Deloitte Review and validation of project deliverables to ensure quality and completeness Responsible for risk management and escalation of issues that cannot be resolved in the team Ensures project is delivered within budget, on schedule and within scope Participates in key project activities such as interviews and workshops, as necessary Member of the Steering Committee 2

4 Roles & Responsibilities: Steering Committee Steering Committee Members Marsha Cannon Med School Dedric Carter Assoc. Provost Legail Chandler - HR Siomari Collazo Colon Brown Mike Dunlap Finance John Gohsman CIO Denise Hirschbeck IT Brent Jenson Business Dennis Martin A&S Eva Ostrow Law Susan Plassmeyer A&D Erin Schuettpelz Assoc. Provost Rick Stanton Med School Jill Totten Engineering Bobbe Winters Sam Fox Project Governance/Oversight Act as advisory group for all aspects of the project and project deliverables Act as vocal and visible project champions and liaisons to stakeholders Approve project deliverables Approve scope changes to be presented to sponsor Help resolve issues and policy decisions Provide resources (in some cases) Provide subject matter expertise 3

5 Roles & Responsibilities: Program Lead and Engagement Director Program Lead: Denise Hirschbeck Responsible for ensuring that the Project Team completes the project; responsible for management of project process Secure acceptance and approval of deliverables from the Project Sponsors, Steering Committee and Stakeholders Responsible for communication including status of project health Responsible for risk management and escalation of issues that cannot be resolved in the team Manage project procurements working with Resource Management Ensure project is delivered within budget, on schedule and within scope Deloitte Engagement Director: Jim Kemp Overall responsibility for the success of the project on behalf of Deloitte Ensure project is delivered as per the Statement of Work Escalation point of contact within Deloitte Review and validation of project deliverables to ensure quality and completeness Responsible for risk management and escalation of issues that cannot be resolved in the team Ensure project is delivered within budget, on schedule and within scope Participate in key project activities such as interviews and workshops, as necessary Member of the Steering Committee 4

6 Roles & Responsibilities: Project Managers Project Manager: John Murphy Responsible for ensuring that the Project Team completes the project; responsible for management of project process Develop Project Charter and comprehensive project plan via joint planning with the Project Team Coordinate and manage the team s performance of project tasks, ensuring integration of all project work with focus on creation of project deliverables and work performance information Responsible for communication including status of project health Responsible for risk management and escalation of issues that cannot be resolved in the team Responsible for managing change requests and documenting decisions made by accountable parties: Sponsor, Steering Committee, Functional Project Lead, Enterprise Architecture, Information Security, etc. Ensure project is delivered within budget, on schedule and within scope Deloitte Project Manager: Geoff Creaghan Working with the Washington University Project Manager, manage deliverables and work plan Develop and maintain the project plan to ensure project is delivered on time Responsible for oversight and development of project deliverables; maintain quality standards and seek review as required Provide guidance and knowledge of project methodology and processes to complete the project Coordinate and manage the team s performance of project tasks, ensuring integration of all project work with focus on creation of project deliverables Responsible for status reporting, risk management and escalation of issues Responsible for managing change requests and documenting decisions made by accountable parties Ensure project is delivered within budget, on schedule and within scope Attend project Steering Committee meetings 5

7 Roles & Responsibilities: Functional Leads and Deloitte SMEs Functional Leads: Finance Kathleen Schasch Student Erin Schuettpelz HR Tammy DeBeaux Deloitte SMEs: Ensure project success; act as project champion within the functional areas; generate consensus and enthusiasm around the project Provide subject matter expertise and accurately represent the functional needs of the central units, schools & departments Ensure all appropriate Stakeholders, working groups (ancillary and administrative, etc.) are included for input / validation, working with Steering Committee, Project Manager and Technical Leader Make project decisions on behalf of the units that will use or be affected by the product /service the project will deliver Responsible for achieving consensus of their business unit(s) on issues or deliverables Review and approve process deliverables, and ensure the right subject matter experts (within the functional areas) are available to the Project Team Validate deliverables that describe the product or service the project will produce Communicate information about the project to the customer community Bring senior level insights for technology and change management issues Available for consultation on key project issues and subject matter Provide insight and review key deliverables, as needed, to ensure alignment with overall vision and expectations Provide higher education and technology expertise and advise team as necessary 6

8 Roles & Responsibilities: Technical/Business Analysts and Functional Consultant Technical/ Business Analysts: Finance Kim Summers Student Steve Westlund HR Sherri Woolard Provide a leadership role in defining, analyzing and documenting requirements working with the Business / Functional Project Lead and appropriate SMEs May assist/participate with defining the business case Ensure successful translation of business requirements in support of readiness assessment and business case Provide vision, understanding and guidance of how current state functionality maps to technology guiding principles Lend expertise to evaluate vendor offerings around transition to new solution including conversion activities, integrations; works with PM to size technical effort Guide how solution will operate and function in the context of the larger technical ecosystem at WUSTL (interfaces, interoperability, built for support, reuse, etc.) Understand the technical delivery and IT service management resources, processes and tools required for successfully delivery of the product or service and works with Project Manager to ensure they are appropriately represented in project plans Deloitte Functional Consultants: Diana Horoi Functional SMEs Responsible for production of key project deliverables Develop content for interviews and workshops, and facilitate workshops and interviews where necessary Gather and analyze data inputs and track artifacts that are key to the final deliverables Provide subject matter expertise to functional areas Provide weekly update on progress of tasks and activities Involvement and input into the planning process including scheduling of activities such as workshops 7

9 Roles & Responsibilities: Extended Teams, Working Groups and Functional SMEs/Stakeholders Extended Teams: HR, Finance, Student Lead of the various functional units which, in collaboration with the Working Groups, represent the functional needs of central units, schools & departments Create project deliverables necessary to successfully complete the project; emphasis is on doers of work as assigned by the Core Team Contribute to project decisions on behalf of the units that will use or be affected by the product or service the project will deliver Working Groups Functional SMEs / Stakeholders Represent specific functional areas which accurately represent the functional needs of the specific areas, schools and departments Contribute to project deliverables as needed to successfully complete the project; emphasis is on doers of work as assigned by the Extended Team Provide insight, expertise and varied perspectives from all areas of the institution, both administrative and academic May include members of functional business departments, external entities (vendors), IT resources, customers, etc. Participate in data collection workshops and/or 1:1 interviews 8

10 Expected Outcomes Objectives Campus Engagement Activities Suggestions for interview and workshop participants were solicited from the Management Councils from the School of Medicine and Danforth Campus, as well as the Administrative Sub-Domains. 1:1 Interviews Workshops Functional and executive level discussions in 1:1 settings with senior level stakeholders Obtain insights on issues, challenges and risks associated with the current systems Discuss polices, practices and processes relevant to functional areas Identify issues and barriers to change Business process level discussions in a Group setting with Subject Matter Experts Gain deeper insights on specific process issues, challenges and risks associated with the current state Discuss polices, practices and processes relevant to the business (units, schools and departments) Identify process pain points, potential gaps and opportunities for efficiency Gather qualitative and anecdotal data as input for the readiness assessment and business case analysis Gather supporting documentation for business case analysis Gain a clear understanding of risk and challenges faced by system owners Gather supporting documentation and input for the readiness assessment and business case analysis Gain a clear understanding of risks and challenges faced by the business and representative users Listing of process pain points and current gaps 9