PROJECT CHARTER PERFORMANCE MEASUREMENT PROJECT MAY 9TH, Project Charter Version Control:

Transcription

1 PROJECT CHARTER PERFORMANCE MEASUREMENT PROJECT MAY 9TH, 2013 Project Charter Version Control: Version Date Author Change Description Scott Bark Document created Prepared By: Scott Bark Jim Jackson Laurel Johnson Christopher King Brenton MacDonald Matt Sheridan

2 Table of Contents 1. Project Description Business Objectives and Project Goals Stakeholders Project Scope Assumptions and Dependencies Key Milestones High Level Budget Business Risks Resources... 7 Signatures... 8 Project Charter Version 1.0 Page 1

3 1. Project Description The Board of Directors as well as the Executive Team for Kinark Child and Family Services require timely access to the necessary data and information required to manage the business. A core business category item to do so is requested of this project team that will place the agency on par with other excellent organizations. The chosen performance measurement methodology to lead Kinark to success in this regard is the Balanced Scorecard. The Balanced Scorecard is a methodology by which the organization will utilize organizational data and information assets to generate a system of measurement in the areas of Financial, Client and Stakeholder, Internal Processes, and Organizational Capacity. The targets of this measurement system will be metrics that support current KRA s. The project timeline runs from March through November Business Objectives and Project Goals The overall business objective is to develop a framework to maintain such a system within the organization. The expected outcomes are: A system of measures that services the Board and Executive Team according to their needs for timely and accurate reporting of data and information on a frequency basis that serves their respective needs. The system will be scalable to support Directors, Managers, and Front-line staff. A set of measures that cover the scope of a Balanced Scorecard set of measures (Financial, Client and Stakeholder, Internal Processes, and Organizational Capacity) One complete set of baseline data in 2013 for each of the four Balanced Scorecard measurements areas. Targets and Measures (and/or indicators) that support current ( ) KRA s Enhanced capacity and resources of staff and technology to support the integration of the system into management processes and decision-making behaviours, aligned with the decision support system (Informetrics) and to ensure a legacy of its ongoing support by management The availability of appropriate skill sets in the organization for ongoing support to a measurement system and data-based culture. The project team is expected to meet at least once per week. The Project Leader will report to the project sponsor weekly and to the Executive Team on a monthly basis Project Charter Version 1.0 Page 2

4 3. Stakeholders Stakeholder Win Conditions Constraints Project Sponsor Project Leader Team members Dependent Kinark committees (e.g. Informetrics) Agency Management Team Performance measurement tool for decision making Meeting business objectives and project goals Meeting business objectives and project goals Performance measurement framework enables them to do their work Measurement tool for decision making Improvements to Existing Data Governance N/A Fixed budget Tight timelines Limited staff Initial limited familiarity with subject matter Potential changes to strategic plan Organizational restructuring/staffing changes Fixed budget, Tight timelines Limited staff Initial limited familiarity with subject matter Potential changes to strategic plan Organizational restructuring/staffing changes Fixed budget, Tight timelines Limited staff Initial limited familiarity with subject matter Dependency on project team work/timelines Change Management Limited familiarity with subject matter/tools and their uses Agency Staff Kinark Clients Community Partner Agencies Funding Ministries Improvements to Existing Data Governance Agency decision making improves client service delivery and agency responsiveness Enhanced partnerships and opportunities for service integration and efficiencies Rationalization of funding Change Management Limited familiarity with subject matter/tools and their use N/A Existing partnership agreements/arrangements may change Project Charter Version 1.0 Page 3

5 4. Project Scope The project scope over time will be defined more clearly as more information becomes available. The Project Charter will be updated accordingly. In-Scope Develop a performance management system to inform key strategic and operational measures Liaise with Executive team re: project plan including monthly status reports Educate project team members to create a group of subject matter experts within the agency Identify and connect with like agencies who have implemented performance measurement or Balance Scorecard approaches Develop a strategy for implementing and maintaining a set of measures that cover the scope of a Balanced Scorecard across the agency within all functional areas Recommend targets and measures that support current KRAs Provide Informetrics team with the framework necessary for them to recommend/develop needed systems, staffing supports, and infrastructure required to install and implement a Balanced Scorecard approach Coordinate with Informetrics team to obtain a set of baseline measures related to the Balanced Scorecard for 2013 Document all relevant processes Implement all approved plans to meet expected outcomes Out of Scope Performance management activities Duplication of Informetrics Committee work Report directly to Kinark Board of Directors Establishing agency benchmarks Project Charter Version 1.0 Page 4

6 5. Assumptions and Dependencies Assumptions Strong project management Executive team support Agency resources (people and equipment) will be made available when required with ample notice from the project team where possible Accommodation for project team members of 20-30% of time to commit to project Other significant agency initiatives do not interfere or divert resources/priority from this work (eg. Agency Restructuring, Introduction of new Quality Service Sustainability Model, Ministry mandated realignment through introduction of new model of Districts, Funding Structure and Lead Agencies. Dependencies Developing a set of Subject Matter Experts for the Project Team Members (SME) Availability of Kinark Resources (human resources, systems and technology) Availability of 3 rd party resources for education and training sessions Funding when required for executing the approved plan Collaboration with Informetics team 6. Key Milestones Event or Deliverable Target Date Responsibility Project Charter approved April 2013 Project Leader, Sponsor Initial Resources Installed April 2013 Project Leader, Project Members Draft Plan Created April 2013 Project Leader, Project Members 3 rd Party Resources Identified May 2013 Project Leader, Project Members 3 rd Party Resources Approved May 2013 Project Leader, Executive Team Team Members Prepared as SME s May 2013 Project Leader, Project Members Kinark Resources Identified May 2013 Project Members Coordination with Informetrics Team May 2013 Project Members, Informetrics Team Domains identified and approved May/June 2013 Project Members, Executive Team, Board Indicators identified and approved June/July 2013 Project Members, Executive Team, Board Measurement system created and approved July/August 2013 Project Members, Informetrics; Executive Team, Board Indicators and Measures approved by September Executive Team; Board Board 2013 Dry run data collected and validated October/Nove Project Members, Informetics Team mber 2013 Project Closed Out December2013 Project Leader Project Charter Version 1.0 Page 5

7 7. High Level Budget No specific budget has been set however all costs should be monitored for fiscal responsibility up to receiving proper approval from the Executive, if required. Major budget lines may be identified during initial planning phase when more information becomes available. The Project Sponsors will approve any spending in advance through the Project Lead. Project Charter Version 1.0 Page 6

8 8. Business Risks Risk Unclear Scope Definition Regarding Implementation Project Resources Availability SME Development Project costs Short Turn Around Time Mitigation Action Items Perform research and education sessions in advance of actual work to prepare for proper planning and to minimize scope drift Initial communication with Board sponsor Liaise with Executive team as needed to ensure congruence of scope definition and subsequent activities Adopt and revise project charter as required Clear and concise plan including buffering for events. Transparent communication to all required parties Required training opportunities for the development of internal subject matter experts Prepare cost estimates as soon as possible before requiring action Clearly define and present project goals; plan as far ahead as possible and review to ensure the project leader has control on timelines 9. Resources Resource Project Leader Project Team Members Description and Source Will work with sponsors, project team, and other people involved in the project to meet project goals including chairing full team meetings and monitoring project schedule Will work with Project Leader to meet project goals Project Sponsor Liaison Will provide access to Board/ET for approval on items required to complete project 3 rd Party Resource Educate team members on Balance Scorecard including implementation and system maintenance practices Internal Agency Resources Informetrics; others as identified Project Charter Version 1.0 Page 7

9 Signatures This project charter formally authorizes the existence of the project Performance Measurement Project and provides the Project Leader with the authority to apply organizational resources to the project activities described herein. If there is a change in the project scope, the changes will be added to the Appendix. Any changes affecting principal priorities will be reported to the sponsor for consultation. Name Role or Title Signature Date Scott Bark Project Leader Rod Evans Executive Team Liaison Project Charter Version 1.0 Page 8