Project Charter DATE: 9/20/2017 VERSION 1.0 Prepared By: Melany Leavitt and Paul Given Page 1
Document Revision History Version Number Date Description.01 5/25/2017 Draft Charter.02 9/1/2017 Draft for Review with Dave Marty Exec Sponsor.03 9/6/2017 Executive Summary Added.04 9/20/2017 Executive Summary Approved Remaining charter updated.05 10/3/2017 Charter Approved in Steering Scope needs clarification Page 2
Project Title: Executive Sponsor: Business Sponsor: Project Manager: Enterprise Data Strategy and Governance Dave Marty Annette Taylor Melany Leavitt Page 3
Contents Document Revision History... 2 Executive Summary... 5 Project Overview... 7 Project Scope... 9 Key Project Milestones... 9 Project Constraints, Assumptions, and Dependencies... 11 Stakeholders... 11 L&I Project Organization... 12 Project Roles and Responsibilities... 12 Project Communication Plan... 16 Project Risk and Issue Management Plan... 16 Project Management Methodology... 17 Project Agreement... 18 Page 4
Executive Summary Problem Statement: Washington State Department of Labor & Industries (L&I) lacks a data strategy and supporting data governance model that spans across the department. Data is siloed into individual applications and is often duplicated. There are different levels of understanding of data throughout the department and opportunities abound for better data sharing. Data is difficult to extract and often does not reconcile between systems. There are challenges when attempting to leverage data for operational management and there are multiple opportunities for analytic based improvement. Most of L&I s applications are custom-built, including many that have been maintained over decades. This has resulted in a complicated portfolio of systems implemented in aged technologies. Over a period of more than 30 years, L&I now operates more than 200 different computer systems and subsystems used by over 60 servicedelivery and internal-support programs. Project Goals and Objectives: The Business Transformation Program s strategy for modernization begins with an effort to modernize how the department leverages and manages data. Well-managed data is critical to how Business Transformation efforts will improve L&I Operations. Specifically, the Enterprise Data Strategy (EDS) Project will leverage current state analysis and state vision to develop a list of projects that will have smart objectives aligned with the department s organizational goals. The Goals and Objectives of Enterprise Data Strategy and Governance are: Perform an as-is assessment of the current systems, data and the use of data for decision making so that we identify the most valuable pain points to remediate. o Documentation of data flows in and out of systems o Profiles of the data (data types, amount of data, structure, etc.) o Assessment of the quality of the data o Candidates for master data management Develop a future state vision, architecture and enterprise wide data model to guide pain point remediation and modernization solutions. o A set of data management and technology selection criteria for Business Transformation efforts to leverage when selecting vendors and COTS. o Conceptual Design for Enterprise Data Flow and Management o Logical Design for Enterprise Data Flow and Management o Reference Implementation for one area to serve as a model for others to follow Install self-sustaining Data Governance to assure data quality and security, remove and prevent redundancies, and assure delivery of data to the right systems, processes and individuals in a timely manner. o Train and stand up a Data Governance Committee o Train and support Data Stewards for each L&I Program o Train and support Program Level Executives for Data Governance o Facilitate the organizational change management to ensure Data Governance practices are built into the normal day-to-day operations of L&I Page 5
Enterprise Data Strategy and Governance Build a road map for project initiation prioritized to solve the department s largest data challenges and/or most valuable opportunities to leverage data. Each project on the road map will have SMART goals: o Problem Statement o Targeted Solution o Value/Benefit Statement o Estimated Costs and Timeframe Desired Outcomes: To gain a deeper understanding of data and its potential to empower the department to serve its employees and customers better. Implement a strong data governance policy that documents the best way to maintain, use and store L&I data. Standup a sustainable data governance committee that is empowered to make the right decisions in the best interest of the department while ensuring compliance, policies and risks are considered in a consistent manner. Leverage modern technology, to determine a path towards modernization. This path will lead to a future state where L&I can leverage data as an asset for improved operations, analytics for better decisionmaking. To clearly understand the requirements and lowest risks for migrating data from current state to future state, across the Business Transformation portfolio. Project Approach and Milestones: The project will be a focused effort, for a specific period (time-boxed), centered on assessing the most critical, high priority systems and data that L&I manages. The systems and data priorities will be assigned based on input from an department-wide prioritization workshop and from key stakeholder committees considering the impact to the following organizational goals: 1. Make workplaces safe. 2. Help injured workers heal and return to work. 3. Make it easy to do business with L&I. 4. Help honest workers, businesses and providers by cracking down on the dishonest ones. 5. Ensure L&I is an employer of choice. The EDS Project will have four overlapping phases following initiation that are designed to deliver value early. Phase Milestone (Time boxed Effort) Est. Comp Date Initiation Project Road Map 10/17/2017 As-is Assessment Current State Data Assessment (First System) 12/1/2017 As-is Assessment Current State Data Assessment (Last One) 2/28/2018 Data Governance Data Governance Initial approach 11/1/2017 Data Governance Data Governance Roles and Responsibilities defined 11/1/2017 Data Governance Data Governance Training Complete 1/15/2018 Data Governance Data Governance process initiation 1/1/2018 Data Governance Data Governance Coverage complete 4/1/2018 Future State Future State Target Architecture and Reference Implementation 3/1/2018 Future State Enterprise Data Strategy Completed 5/1/2018 Project Road Map Initial Technology and Project Roadmap 2/1/2018 Project Road Map Updated Technology and Project Roadmap 5/1/2018 Page 6
Key Project Summary Data: Project Timeframe: October 9 th, 2017 to May 31 st, 2018 Key Deliverables: Vendor Partner: Vendor Support: L&I SME Support } Current State Assessment } Future State Vision, Target and Reference Architecture } Data Governance Plan, Process, Training and Initiation } Projects Roadmap CapTech Consulting Four full-time consultants with support of three SMEs } Business Transformation Project Manager } SMEs from each L&I program } Identified Data Stewards and Data Executives Project Governance Need to describe this better Executive Sponsor: Business Sponsor: Project Manager: Technical Lead: Steering Committee: Key Stakeholders Committee: Dave Marty Information Services Annette Taylor Fraud Prevention and Labor Standards Melany Leavitt Business Transformation Office Mark Delaplane Information Services Ernie LaPalm Deputy Director Annette Taylor Business Sponsor Project Overview Project Description: L&I will establish an Enterprise Data Strategy (EDS) and Data Governance model and tactical implementation plan that will support and align with the department s Business Transformation Initiative. This effort will be comprised of five phases with four overlapping phases that will enable L&I to gain value from available data assets: Project Initiation As-is Assessment of current department Program data use Future State Definition and vision to guide Business Transformation with a roadmap of tactical projects for modernization Installation of Enterprise Data Strategy Governance Model and Processes to sustain control Project Background and Context: L&I has embarked upon a long term and comprehensive Business Transformation initiative to enable better service to our customers at a lower cost for our taxpayers. A critical component of the success of Business Transformation is creating the ability to leverage internal and external data to discover ways to enhance services and lower costs. Insights from data can only come if L&I understands: Page 7
what data it manages the quality of that data how the data flows through the departmental systems how the data is leveraged for decision making This understanding of the current state is critical to both creating a sustainable data governance management process and developing a future vision and roadmap for L&I. The project will develop a comprehensive enterprise-wide data strategy and architecture that will guide the department in the following ways: Provide non-functional guidance on package software selections to support transformed department business processes Provide data conversion and migration guidance when moving from one software solution to a new one Long-term technical guidance on storage and access technologies for data Specific guidance on how to take advantage of the latest emerging technologies such as cloud, IaaS, etc. In addition to supporting the department s effort to establish a new enterprise data strategy, L&I will be establishing a data governance model. This model will serve to guide and inform future data management decisions well into the future. This organizational change management activity will focus on creating self-sustaining business processes and controls to keep the use of data at L&I in control while leveraging value from internal and external data sources to speed transformation and improvement efforts. Benefits and Duration: Benefits of Data Strategy and a tactical implementation plan: Provides selection criteria to assure that acquisition and internally developed systems are easier to integrate with the business architecture, other IT and decision support systems Informs the migration sequence for IT systems/data to align with changes in business architecture Informs the production sequence, including aligning change management with system go live dates Benefits of Data Governance: Creates a process for managing current, emerging and ongoing data needs in a sustainable manner Reveals likely impacts to existing data warehouse and other decision support systems caused by changes in business architecture and IT systems Shows the dependency between business architecture and IT systems/data This effort is ongoing, but the development and implementation of the strategy and governance should be complete by June, 2018. Tactical implementation projects will start before and after this work completes. Page 8
Project Scope The Project Scope will be aligned with and prioritized by department Programs: In scope Administrative Services DOSH Field Services and Public Safety Financial Management Fraud Prevention and Labor Services Government Affairs and Policy Human Resources Insurance Services Web and Communication Services Out of Scope: Internal Audit Note on Information Services: Information Services is not mentioned in either in-scope or out of scope. By addressing the customer facing department programs, the project will cover the critical business processes and associated data that is both supported and not supported by Information Services. The project is leveraging a supplied system control list (supplied by Insurance Services) to ensure that each system is covered by some department business program. The project will trace its efforts to this list to make sure each system is covered. Key Project Milestones - Dup Milestone (Time boxed Effort) Est. Comp Date Project Road Map 10/17/2017 Current State Data Assessment (First System) 12/1/2017 Current State Data Assessment (Last One) 2/28/2018 Data Governance Initial approach 11/1/2017 Data Governance Roles and Responsibilities 11/1/2017 Data Governance Training Complete 1/15/2018 Data Governance process initiation 1/1/2018 Data Governance Coverage complete 4/1/2018 Future State Target Architecture and reference implementation 2/1/2018 Enterprise Data Strategy Completed 5/1/2018 Initial Technology and Project Roadmap 2/1/2018 Updated Technology and Project Roadmap 5/1/2018 These milestones will be updated as the project progresses. Page 9
Project Risks Absent a centralized vision for aligning data relationships, different parts of the enterprise will view data relationships and capabilities differently, thus allowing for varying opinions and interpretations about the usefulness of data to answer critical questions. The impact to business operations of not having an EDS is that it leads to the duplication of both data and technology systems across the organization (creating the siloization of data), drives up operations costs, increases data proliferation and redundancy unnecessarily, reduces the economic value and usefulness of data to support daily decision-making and business operations. Lastly, it limits the department s ability to timely and effectively make sound business decisions and respond to emergent business events. Initial Risks Lack of consistent and timely participation from L&I staff due to competing priorities to support the work of the vendor partner There needs to be the right balance of L&I staff that can represent both the business and technical perspective Overall timeline is somewhat short and it will be difficult for some key staff to make time to participate on the work stream Leadership team priority changes which could influence the project outcomes LINIIS Migration, which is in flight, but could change dramatically could greatly influence the timeline and target architecture. The project risk and issues list will be updated each week and published on the project SharePoint site. Click here to link to the Enterprise Data Strategy SharePoint issues and risk log. Page 10
Project Constraints, Assumptions, and Dependencies Assumptions: Discovery work with the vendor will help determine the order of the subsequent phases of work throughout the duration of the project. A full data assessment is needed to properly implement data governance and procure a data management tool/system in the future. (Currently L&I does not have a CRM or MRM system) Work stream stakeholders will have time available to be 100% dedicated to the project and are empowered and supported by leadership. A Change Management Lead will be assigned to the project to support the effort end-to-end, ensuring clear stakeholder communication, training and adoption. Constraints: Time is a major constraint, in addition to resources. Identified L&I Subject Matter Experts need to be released from a significant percentage of their primary duties to focus some of their efforts on this enterprise project. Tool access and availability is a constraint. Currently L&I has limited tools available to have virtual meetings, data profiling, and modeling tool sets are limited. Facility constraints have already become a challenge at the L&I headquarters building. Rooms with capacity and supported technology needs are limited. This could cause delays in workshops and project activities. Multiple projects happening in parallel is a constraint and are taking place throughout the department. Dependencies: Other system procurements and enhancements are dependent on EDS and Governance to avoid future re-work. All new system purchase in relation to Business Transformation should be in alignment with the new Data Strategy and be able to support Data Governance within the department. Engagement and strategic alignment and advice from the Business Transformation Strategic Partner. Change Management support to ensure adoption of department-wide governance teams, process and communications. Internal Stakeholders Stakeholders The following positions or groups are internal stakeholders for the project: All Groups within L&I are a customer / stakeholder of Data, namely: o L&I Leadership Team o L&I Operations Team o L&I Extended Management Team o Click here to link to the Enterprise Data Strategy SharePoint site stakeholder list External Stakeholders The following positions or groups are external stakeholders for the project: Department of Revenue Page 11
Department of Health Employment Security Department OCIO WaTech Linea Solutions Vendor(s) selected by Linea for Workers Comp solution L&I Project Organization This section of the document describes how the project is organized for execution and illustrates the project stakeholders who will use information about project status. Project Governance Executive Sponsor: Business Sponsor: Project Manager: Technical Lead: Steering Committee: Key Stakeholders Committee: Dave Marty Information Services Annette Taylor Fraud Prevention and Labor Standards Melany Leavitt Business Transformation Office Mark Delaplane Information Services Ernie LaPalm Deputy Director Annette Taylor Business Sponsor Page 12 Project Roles and Responsibilities Roles and Responsibilities Roles Responsibilities Executive Sponsor Ensure Project Vision document is completed Oversee Project Charter Development Confirm business requirements Point of escalation for Business Sponsor Provide guidance, serve as a mentor, and help develop Business Sponsor s leadership capability Overall change leadership for the initiative Serve as a liaison to the Leadership Team - partner with other ADs to negotiate and secure resources, ensure that Leadership team understands the key what and why of the project Raise issues and risks to Leadership Team, as appropriate, when project changes may have an impact to the department-wide portfolio. Business Sponsor(s) Collaborate with Executive Sponsor to proactively receive feedback and develop as a leader Provide leadership for Project Manager and Project work streams
Page 13 Enterprise Data Strategy and Governance Contribute to Project Vision document creation Contribute to Project Charter Development Confirm business requirements Point of escalation for Project Manager Manage resources, as needed Remove barriers within project work streams Engage key stakeholders to identify department-wide dependencies Steering Committee Monitor project execution, including: Scope, Schedule, Cost, Resources, Issues, and Risks Ensure project risks are mitigated and issues are resolved Remove barriers to project execution, as appropriate Key Stakeholder Committee This is a decision making body that will make decisions on the project that need to be elevated higher than the project team, but not to the level of steering. The key stakeholder committee will be enterprise and will have representation from all business areas involved in the projects. The Project Business Sponsor for each project will chair these meetings. Resolve functional requirement issues regarding future state. Provide direction and resolve project resource constraints. Determine if the current in-flight portfolio projects will continue or if their business requirements will be addressed by the future state. Provide direction whether a business rule is being implemented appropriately. L&I Project Manager Manage the creation of the Project Vision Document (if PM is assigned), Project Charter, Project Plan, and Resource Plan Maintain Issues Log, Risks Log, and Decision Log Partner with Business Sponsor to develop mitigation strategies for all identified risks and issues Report-out on project status and complete monthly project dashboard Lead work streams and provide direction on project activities Maintain project schedule Serve as a point-of-escalation for project team Ensure that the project is complete on-time, onbudget, and within pre-defined scope Attend Strategic Partner Meetings and ensure updates L&I Work stream Leads (Business Area Leads) are shared and represented in the integrated plan Manage individual work streams to meet project objectives
Ensure project work is completed in accordance with Project Plan Actively partner with Project Manager to ensure alignment with Enterprise project objectives Identify and engage SMEs, as appropriate Escalate project issues and risks, as identified L&I Architectural / Technical Lead Provide the team guidance on as-sis assessments, future state architectures. Assure that teams are getting the resources they need to complete tasks Key SME for L&I Policy and Statutory technical guidance L&I Program Data SME (1 Per Program) The Program Data SME will work with the project team to provide guidance on As-is assessments Provide validation on Business Glossary updates, uses of data, and data calculations L&I Data SME/Engineer The L&I technical Data SME will work with project team to aid data analysts and other team members in accessing data repositories, providing information about the data lineage, data security, and data flow via knowledge of ELT, replication and other data movement methods. L&I Business Analyst Analyze current state, define future state, assess risks, and define change strategy Plan business analysis approach, plan stakeholder engagement plan business analysis governance, plan business analysis information management, and identify business analysis performance improvements Prepare for elicitation, conduct elicitation, confirm elicitation results, communicate business analysis information, and manage stakeholder collaboration Specify and model requirements, verify requirements, validate requirements, define requirements architecture, define design options, and analyze potential value and recommend solution Trace requirements, maintain requirements, prioritize requirements, gain approval for requirements and assess requirement changes Measure solution performance, analyze performance measures, assess solution limitations, assess enterprise limitations, and recommend actions to increase solution value Vendor Data Strategist and Project Lead the vendor efforts Manager Integrate vendor plans with L&I Business Transformation plans Support L&I project manager Page 14
Enterprise Data Strategy and Governance Develop change management strategies, recommendations and plans integrated with EDS objectives, and Business Transformation plans Ensure that the project is complete on-time, onbudget, and within pre-defined scope Attend Strategic Partner Meetings and ensure updates are shared and represented in the integrated plan Vendor Data Architect Lead the technical assessment, future state model definition, target architecture and data governance definition Vendor Project Manager Lead the As-is Assessment teams Work with the LNI PM to ensure the following is executed: Maintain Issues Log, Risks Log, and Decision Log Partner with Business Sponsor to develop mitigation strategies for all identified risks and issues Report-out on project status and complete monthly project dashboard Lead work streams and provide direction on project activities Maintain project schedule Vendor Data Engineer Support the Data Architect with data analysis and reference implementations Vendor Data Analyst Support the Data Architect with data analysis and reference implementations Vendor Organizational Change Management Directly perform as-is data assessments for each department program Stakeholder interviews Building Relationships Stakeholder and Impact Assessments with staff Training and execution plan Training material creation and coordination of a repeatable process for implementation (to operationalize) Engagement Survey User/Adoption (assessment, measure, adjust and measure again, feedback to team) Communications (raising awareness, gauging resistance, braking barriers) Page 15
Project Work stream and Team Structure The overall project work stream and team structure is laid out in detail on the project SharePoint site and is updated as new information is available. Click here to access the site and team structure. Project Communication Plan Steering Committee Update - An update to the Business Transformation Steering committee will be presented by the Executive Sponsor once per month. The Steering Committee must approve all changes to the project scope, schedule, or budget. Progress Reports - Weekly progress reports will publish for consumption by project team members, steering committee members, project governance members, project SME s and stakeholders. Progress Demonstration Bi-weekly demonstrations of project deliverables and updated detailed plans for the next two-week period will be provided for Project Governance team. Detailed planning sessions Bi-weekly planning sessions to coordinate vendor, L&I and dependent project activities. 12-week planning sessions Every three months the project team, governance team, and stakeholders will convene to confirm or update priorities and objectives for the upcoming quarter of work given changes in business transformation projects, and other factors influencing the need of data in the organization. The project roadmap will be updated and published. The steering committee will be invited for a review at the end of this planning session to provide feedback approval for updates. All project documentation will be stored in a documentation repository accessible by the appropriate audiences. This will be on SharePoint site under the business transformation office site. Click here for access. Page 16 Project Risk and Issue Management Plan
The current risks and issues will be included in the weekly progress report and published on SharePoint here. Remediation Mitigation Acceptance Each risk will have an owner assigned from the project governance team or assigned by the project governance team to a leader on the project. Actions and tasks associated with moving risks to one of the states identified above will be acted upon by the project team and escalated to the Key Stakeholder Committee and Steering Committee as needed. Project Management Methodology The EDS project will operate using an agile methodology known as Scrum and Scrumban This methodology will exercise the normal controls of definition of ready and done for all requirement types associated with Scrum This methodology will hold the normal ceremonies associated with Scrum This methodology will differ from Scrum in the sense the scope for each sprint will flexible to allow ingestion of new high priority items that meet the definition of ready The sprint length will be two weeks and start and end on Wednesdays The bi-weekly progress demonstration will be held at the end of each sprint (Tuesdays) The EDS project team will leverage a management tool called Jira and the work, backlog of requirements, and tasks will be prioritized by the L&I project manager. Page 17
Project Agreement Signatures The signatures below indicate all listed parties approve the project charter, agree the planning phase is complete, and approve the project to move forward to the execution phase. Name Executive Sponsor Name Business Sponsor Name Project Manager Page 18