OE Project Charter Template

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Neal Jayson Dorsey
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1 Project Charter EMI Outreach April 12, 2011 OE Project Charter Template Project Name: Energy Management Office Prepared by: Sara Shirazi Date (MM/DD/YYYY): August 1, 2011 Project Charter Version History: Version Date (MM/DD/YYYY) 1 8/1/2011 Draft 2 11/02/2011 Proofed/edited Document Purpose Comments (Draft, Signed, Revised current status) The Project Charter documents the formal understanding between the Project Sponsor and the Project Manager/Team, including the definition of success for the project. Once approved, the Project Charter communicates the current agreement between the Project Sponsor and the Project Team throughout the lifecycle of a project. The Charter provides a high-level overview of the project, including the definition of project success and project resource (people and funds) requirements. Requests and additions to the project scope are considered out-of-scope for the current project. When a scope addition or change is required, a scope change request will be prepared that includes an impact analysis of project cost, resources, schedule, and risk. The Project Sponsor will formally approve the scope change request, if appropriate. The project manager will retain additional documents that provide detail on the management of the project, including a communications plan, an issues log, a risk log, a change management plan, a budget, and a work schedule. Review & Approval The Project Sponsor signature indicates approval of the Project Charter, and authorizes the Project Manager/Team to use identified resources to proceed with the detailed planning and execution of the project; using this charter as guide Project Sponsor(s) Name Signature Date Chris Christofferson 1

2 A. Case for Change UC Berkeley does not use energy as efficiently or as wisely as we could. Energy services like heating or lighting are too often managed as if energy is free, a scenario that encourages waste. As the design team investigated the current state of campus energy funding and use, identified opportunities and looked at best practices, our team realized that to truly create a sustainable energy savings plan, we needed to: better monitor buildings and energy usage and fix problems more quickly provide support to campus units and individuals so that they could save energy share some of the incentives to save with campus units craft new policy that supports this effort With little central control over the use of energy resources and robust research programs to support, energy use is based on many factors and decisions/activities by individuals across the campus community. To date, the lack of cohesive, comprehensive guidance on those areas that influence energy use has meant that decisions around building systems and procurement standards are guided by basic compliance and not performance. While there are numerous initiatives in individual buildings led by faculty, staff, and students, there is currently no comprehensive campaign to motivate individual behavior change to reduce energy. The impact of these individual campaigns can be large. For example, the Green Campus program holds Blackout Battles each semester in the residence halls where the winning building has reduced electricity usage by as much as 16%. However, these savings have been difficult to sustain when the campaign is over and are not being replicated campus-wide. Motivating individual behavior change is also complicated by the fact that most people on campus do not know how much energy is used in their buildings. (Source: Design Phase ENERGY Business Case v9) The recommendations of the Energy Management Office represent a dramatic shift in the way that energy and energy services (such as heating, ventilation and lighting) will be managed on campus. By instituting a central office to oversee campus wide efforts, providing incentives, and emphasizing the importance of individual actions (from quick responses to hot and cold calls and better central operation of campus buildings), the campus will achieve $3 4 million in annual energy savings and a 10,000 ton reduction in greenhouse gas emissions. The Energy Management Office will improve energy and energy services management in campus facilities by: a. Instituting a central Energy Office and ensuring better energy management of campus buildings. b. Instituting Commissioning in new constructions and Retro-Commissioning of the existing buildings. c. Design new buildings to meet campus energy load and energy intensity standards and to exceed California energy code by a minimum of 30%. d. Implementing energy policy to include renovation projects. e. Improving management and performance of buildings, leading to increased occupant comfort and improved productivity. f. Providing feedback on energy usage to building occupants and an incentive program to empower individuals. g. Hiring Facility Engineers for the highly complex buildings to ensure most efficient operation with the goal of reducing building electrical consumption by 20%. h. Hiring qualified Building Automation Technicians to be dedicated to timely operation maintenance and programming of campus building automation systems and communicating the information to the Energy Manager and/or Facility Engineer. 2

3 B. Purpose A campus energy management office is one of the four actions recommended by the design team. C. Results # Success Measure 1 Savings of the campus will achieve $3 4 million in annual energy savings and a 10,000 ton reduction in greenhouse gas emissions. D. Scope The energy office will apply to all campus buildings. Key elements include: Establish the Energy Office. Plan and organize the Energy Office. Create organizational model. Identify office space for the Energy Office. Hire Campus Energy Manager. Hire Campus Energy Analyst. Establish electrical base-line for the high consuming buildings on campus. Start second phase of meter installation in additional buildings. Procure Campus EIS software and hardware. Install software and hardware for the building dashboards to communicate building electrical consumption to the building occupants. Hire Facilities Engineer to monitor the high consuming building operations with the goal of 20% electrical reduction. Ensure adequate and on-going resources and staff to support the Energy Manager in reaching his/her goal. Hire Building Automation Technicians. Design Incentive Program. Create baseline. Confirm with Operating Unit Energy Contact (OUEC) (based on occupancy). Implement Incentive Program. E. Project Constraints & Assumptions # Name 1 Assumes that Energy Office with Energy Manager is established by Fall Assumes the Energy Analyst is hired and electrical base load for the designated building is established. 3 Assistance from Campus Procurement office to bid and procure the Campus EIS software and hardware. 4 Acceptance and cooperation from PPCS shops in having Facility Engineers. 5 Assumes successful hiring qualified Building Automation Technicians and Facilities Engineers. 3

4 F. Project Milestones & Deliverables Milestone Deliverables Date Prepare Job Descriptions Prepare JD and get central campus approval Summer 2011 for recruitment. Establish the Energy Office Recruit for the Energy Manager and establish Energy Office. Fall Assist Energy Manager to hire Energy 2011/Winter Analyst Establish baseline for the selected buildings. Procure Campus EIS Hire Facilities Engineer Hire Building Automation Technicians G. Impact Statement Prepare specifications for the campus EIS. Invite vendors for presentation to interested campus clients. Prepare JD and get central campus approval for recruitment. Prepare JD and get central campus approval for recruitment. Fall 2011/winter 2012 Fall 2011/Winter 2012 Winter Low, 3 Medium, 5 High Potential Impact What and Who is Impacted Rating (1-5) Students Minimal behavior changes around energy usage 1 will be voluntary. Staff Minimal behavior changes around energy usage will be voluntary. 1 Faculty Minimal behavior changes around energy usage will be voluntary. 1 Energy Stewards Will be asked to help implement some recommendations, but their workload will likely vary by Operating Unit and building. Will be designated by OUs. H. Finance Description The project will require $$$$ in OE funding and is expected to be covering on-going expenses through captured energy savings. 4

5 I. Risks Risk Risk that we don t hire Energy Manager on time Risk that we don t hire Energy Analyst on time to establish buildings electrical baseline Risk that we don t procure the Campus EIS on time Risk that we won t be able to hire qualified Facilities Engineers to work cross-craft with our existing union contract Risk that the Facilities Engineer Job classification won t get much support from PPCS shops Mitigation Strategy Assistance from Campus HR Assistance from Campus HR Assistance from campus procurement Meeting with campus labor relation and possibly Alameda Building Trades Union. Clear communication with the operational shops at PPCS. J. Communication Highlight the communication requirements between the Sponsor, the Key Stakeholders and the Project Team, including the frequency of check-ins, project reviews, and status reports (in person and written). Project Managers: Will meet bi-weekly to coordinate work and will share status reports. VC, Facilities Services: Regular meetings with Project Managers for project review. Steering Committee: TBD Project website: Will be used to share information with a broader audience and will be updated regularly Newsletter/ad hoc electronic communications: Will be used to share project status with key stakeholders and others on campus. Operating Units and Energy Stewards: Regular communications (electronic and inperson) will occur with the Energy Office and the Office of Sustainability. Appendix A - Project Roles & Responsibilities Describe the roles and responsibilities of the project participants. The Project Sponsor has ultimate authority over the project. The sponsor provides resources; helps resolve escalated issues, approves scope changes, approves major deliverables, and provides high-level direction. Name: VC Edward Denton The Functional Owner is responsible for managing the impact of the project within their functional area. Their responsibilities include ensuring agreed-upon project tasks and 5

6 deliverables are completed, incorporating the views of their customers, providing functional expertise in a particular area, articulating requirements, and working to ensure that business needs are met. Name: Chris Christofferson The Project Manager leads the team in planning and implementing the project from initiation to closure. Their responsibilities include scope and change management, keeping the project plan current (deliverables, schedule, and resources), issue and risk management, maintaining project documents, reporting project status, and facilitating conflict resolutions within the project and between cross-functional teams. Name Sara Shirazi The Project Steering Committee includes key stakeholders and subject matter experts. The steering committee provides guidance on key issues. Name TBD (will share with other two Energy Management projects) The Subject Matter Expert (SME) provides expertise on project elements including business process and current or new technical solutions. Their responsibilities include maintaining up-to-date experience and knowledge on the subject matter, validating recommendations, and providing advice on what is critical to the performance of a project task. Name AVC Christofferson, SEP Manager Patrick Mac Ardle, Sara Shirazi, Gilbert Escobar, Raul Abesamis, Procurement and HR The Team Members responsibilities include understanding the work to be completed, completing the research, data gathering, analysis, and documentation. They inform the project manager and team members of issues, scope changes, risks, and quality concerns. They also proactively communicate status and manage expectations. Name Roles tbd Appendix B - Key Terms & Definitions for this Project Charter Define key terms unique to this Project Charter. 6

OE PROJECT CHARTER PROJECT NAME: PREPARED BY: PROJECT CHARTER VERSION HISTORY VERSION DATE

OE PROJECT CHARTER PROJECT NAME: PREPARED BY: PROJECT CHARTER VERSION HISTORY VERSION DATE PROJECT : PREPARED BY: Josh Blatt DATE (MM/DD/YYYY): 1/9/2012 Institutional Data Council Project Manager PROJECT CHARTER VERSION HISTORY VERSION DATE COMMENTS (DRAFT, SIGNED, REVISED CURRENT STATUS) (MM/DD/YYYY)