Unc general Administration Intranet Project Project Charter

|
Unc general Administration Intranet Project Project Charter
|
bet | 1/7 | Sana | 01.04.2017 | Hajmi | 108,59 Kb. | | #2743 |
UNC General Administration
Intranet Project
Project Charter
Approved Version (1. General (lot. generalis - umumiy, bosh) - qurolli kuchlardagi harbiy unvon (daraja). Dastlab, 16-a.da Fransiyada joriy qilingan. Rossiyada 17-a.ning 2-yarmidan maʼlum. Oʻzbekiston qurolli kuchlarida G. 0)
May 19, 2014
Table of Contents
Document Revision History 3
Purpose of Charter 3
Background and Opportunity 3
Goals, Objectives and Success Criteria 4
Project Scope 4
This section outlines the deliverables and features that will and will not be part of the UNC-GA Intranet Project. 4
In Scope 4
Out-of-Scope 5
Governance Structure & Stakeholders 5
High-Level Timeline and Milestones 12
Project Budget 15
Assumptions, Dependencies, Risks and Constraints 15
Status Reporting and Change Control 16
Document Repository 17
Document Revision History
Date
|
Ver.
|
Description
|
Author
|
March 10, 2014
|
.01
|
Initial draft of project charter (leverages components of the UNC-GA Intranet Vision and Scope document prepared by Terri L. Amer)
|
M. Thorland
|
March 17, 2014
|
.02
|
Revised to reflect input from first Steering Committee meeting
|
M. Thorland
|
April 8, 2014
|
.03
|
Revised to include additional business/functional team members, as well as information pertaining to the document repository
|
M. Thorland
|
April 14, 2014
|
.04
|
Incorporated modifications resulting from 4/14 Steering Committee meeting (team members, potential constraints)
|
M. Thorland
|
April 14, 2014
|
.05
|
Removed dates in timeline that extend beyond June.
|
M. Thorland
|
May 14, 2014
|
.06
|
Included additional assumptions and scope items, adjusted timeline
|
M. Thorland
|
May 19, 2014
|
1.0
|
Approved version
|
M. Thorland
|
Purpose of Charter
The purpose of this Project Charter is to establish consensus on key aspects of the University of North Carolina (UNC) General Administration’s (UNC-GA) Intranet Project in advance of its implementation. The Project Charter serves as the organizational directive for the Intranet Project to exist. In its entirety, this Project Charter is a “scope” document. It establishes the boundaries for the project by defining specific goals and objectives, deliverables and a high-level timeline, as well establishing responsibilities for team members and procedures for how deliverables and changes will be approved. Once the Intranet Steering Committee approves the Project Charter, it will be designated as a “fixed baseline” and will be used as part of the change control process to judge the impact and potential value of any new or modified requirements. The Change Control section of this Project Charter provides details regarding the process.
Background and Opportunity
UNC-GA recently launched UNC’s revamped external facing website on the Internet, and is now positioned to redesign its internal content to support internal GA and UNC system-wide stakeholders. The Intranet Project involves a complete structural and organizational revision, as well as a platform migration of the old.northcarolina.edu site. The functions and features that are currently on the old.northcarolina.edu site and designated for the UNC-GA intranet will be migrated in collaboration with stakeholders who will have an opportunity to purge obsolete information, rewrite content, or migrate content exactly as it is on the current site. Furthermore, new functionality that supports business processes will be incorporated, as appropriate. The redesigned site will include an enhanced look and feel that is consistent and compatible with the brand and appearance of the new external site. UNC-GA will take advantage of the opportunity to design a new intranet using industry standard principles and best practices to create a user-centered intranet.
Goals, Objectives and Success Criteria
The goal of the UNC-GA Intranet Project is to leverage a redesigned intranet site in order to provide a more efficient communication channel between stakeholders, to increase the knowledge flow within the organization, and to support operational processes that deliver business benefits. In support of this goal, the objectives are as follows:
-
Create a user-centric intranet site that provides UNC stakeholders with efficient and easy access to information and applications required for day-to-day operations.
-
Utilize the redesigned intranet site to consolidate processes and procedures.
-
Utilize the redesigned intranet site as the single interface to organization applications, where possible.
-
Utilize the redesigned intranet site as a platform for developing an online community among UNC stakeholders that reside in various locations throughout the state.
The redesigned UNC-GA intranet will be considered successful when the following is accomplished:
ID
|
Success Criteria
|
Value
|
Method of Measurement
|
1
|
Increased usage of the intranet
|
Need to establish desired target
|
Website traffic metrics
|
2
|
Intranet content is up-to-date, complete and accurate
|
Need to define tolerable level of outdated, incomplete or inaccurate material
|
Periodic audit of content
|
3
|
Interactive applications work as intended
|
Need to identify desired target
|
Number of IT “tickets”
|
4
|
Criteria related to operational efficiency (TBD, based on procedures/processes that are redesigned/automated)
|
TBD
|
TBD
|
Project Scope This section outlines the deliverables and features that will and will not be part of the UNC-GA Intranet Project. In Scope -
The intranet will provide a vehicle for UNC-GA and campus stakeholders to communicate, collaborate and disseminate information to internal GA and UNC system-wide stakeholders
-
The intranet will provide access to both unsecured content and secured content requiring Shibboleth federated authentication
-
A consistent naming convention will be developed for content in order to support efficient search capabilities for information on the intranet
-
The intranet will provide mechanisms for collaboration, managing meetings and meeting materials, and presenting directories and contact information for specialty groups
-
The intranet will provide content owners with the ability to easily modify content
-
Select operational processes will be redesigned in order to automate them for the intranet and produce efficiencies
-
As required, the intranet will support current features of the internal facing content currently housed on old.northcarolina.edu
-
A support model will be developed to maintain the intranet on an ongoing basis
Out-of-Scope -
Campus processes that do not include a touch point/interface with UNC-GA are excluded from the scope of the UNC-GA Intranet Project.
-
Improving users’ ability to search the UNC policy manual on the Internet is out-of-scope for the Intranet Project.
-
Some online collaboration solutions include e-mail integration to support meeting management. Replacing UNC-GA’s existing e-mail capabilities is not within the scope of the Intranet Project.
Governance Structure & Stakeholders
The Intranet Project regards the entities and individuals reflected below as primary stakeholders. Primary stakeholders are defined as individuals and groups that are content owners and users of the intranet (with the exception of the Project Manager), and that play a key role in fulfilling the implementation of the Intranet Project.
Stakeholder
|
Role
|
Contact(s)
|
Executive Sponsor
| -
Own and promote the development and implementation of the project from the executive level
-
Champion the project among executive and management team
|
President Tom Ross
|
Executive Committee
| -
Own and promote the development and implementation of the project from the executive level
-
For escalated issues, provide direction on any financial, business, or IT decisions
-
For escalated issues, approve any necessary contingency plans to meet project deliverables
-
Review and approve recommendations from the Steering Committee
-
Participate in 3-4 Executive Committee meetings during the course of the project
|
Kevin FitzGerald
John Leydon
Suzanne Ortega
Charlie Perusse
Thomas Shanahan
|
Steering Committee
| -
Own and direct overall implementation of the project from the business level
-
Commission team members within own operational areas, and ensure that appropriate resources are assigned and committed to the project
-
Encourage standardization across functional areas, as appropriate
-
Interface with project participants to ensure business requirements and procedures are developed and documented for the project
-
Work with the Project Manager to identify contingency plans to keep project on track and within scope
-
Approve/signoff on deliverables requiring the committee’s approval
-
Participate in monthly Steering Committee meetings
-
Transition to a standing committee to oversee maintenance of the intranet on an ongoing basis, post launch
|
Steven Hopper (Chair)
Alisa Chapman
Dan Cohen-Vogel
Karrie Dixon
William Fleming
Ann Lemmon
Jonathan Pruitt
Karin Szypszak
Courtney Thornton
Joni Worthington
|
Project Manager
| -
Manage project from inception through closure
-
Develop Project Charter and integrated project plan (including communication components)
-
Work with project participants to keep the project within scope, within budget and on schedule
-
Initiate contingency plans, as necessary
-
Facilitate regular team meetings
-
Coordinate acceptance/approval of deliverables
-
Track and report project status to stakeholders
|
Maraya Thorland
|
Applications Development/ Technical Team
| -
Work with business/functional teams to identify and document business requirements
-
Assess technical solutions and coordinate technical activities needed to successfully implement project
-
Develop/design, test, validate and deploy redesigned intranet
-
Advise project team on feasibility of requests
-
Provide support to business/functional areas post launch
|
IT Project Management
Lisane Razack
Business Analysis
Terri Amer
Development:
-
Jamico Chapman
-
Doug Davis
-
Shweta Kautia
Web Design
Infrastructure
|
Business/Functional Teams
| -
Coordinate business activities needed to successfully implement the project
-
Participate in the identification and creation of all necessary business requirements and project plan tasks
-
Identify and escalate risks and issues, as necessary
-
Participate in project team meetings, and coordinate alternate representation when necessary
|
Refer to participants below
|
Communications
|
Joni Worthington
Dena Konkel
Aaron Hawkins
|
Secretary’s Office
|
Ann Lemmon
Debbie Robertson
|
State Relations
|
Drew Moretz
Jonathan Kappler
|
Federal Relations
|
Kimrey Rhinehardt
Ann Marie Beall (Military & Veteran)
Emily Dickens
|
Human Resources
|
William Fleming
Brian Usischon
Anne Schwarz
Judy Munson
Alana Sanders
|
Finance
|
Jonathan Pruitt
Jonathan Womer
|
Business Services
|
Marsha Fields
Lisa Fleischman (Purchasing)
Lars Jarkko (accounting)
Jennifer Leung and
Ralph McLester (Financial Systems)
|
Division of Compliance and Operational Efficiency
|
Ken Craig
Heather Hummer
Shannon Byers
Lynne Sanders
Alesja Deinrich
|
University Advancement
|
Tim Minor
Erin Langston
|
Legal Affairs
|
Karin Szypszak
|
Academic and University Programs
|
Alisa Chapman
Cody Thompson
|
Academic Policy and Funding Analyses
|
Kate Henz
Eric Fotheringham
|
Academic and Student Affairs
|
Karrie Dixon
Tracey Ford
Michelle Bunce
|
Institutional Research
|
Dan Cohen-Vogel
Laura Bageant
|
Research & Graduate Programs and Sponsored Programs
|
Chris Brown
Courtney Thornton
Sarah Smith
Betsy Rich
|
Academic Affairs (overall)
|
Samantha McAuliffe
Alisa Chapman
|
Safety/Security
|
Brent Herron
|
IT Infrastructure
|
Lauren Connolly
|
The following groups are also considered stakeholders, as they currently own content on the intranet and will continue to utilize the site. These stakeholder groups are represented by the UNC-GA primary stakeholders, and as necessary, discussions will be held directly with these groups.
Stakeholder Group
|
Representation
|
Staff Assembly
|
Represented by William Fleming
|
Faculty Assembly
|
Represented by Kelley Gregory
|
Student Body Presidents
|
Represented by Tracey Ford
|
Student Government Association
|
Represented by Tracey Ford
|
GA Staff Forum
|
Represented by Eric Fotheringham
|
UNC-GA employees
|
Represented by William Fleming
|
High-Level Timeline and Milestones
The following draft timeline reflects the high-level milestones and estimated timing for implementing the UNC-GA Intranet Project.
KEY MILESTONES
|
FEB
|
MAR
|
APR
|
MAY
|
JUN
|
JUL
|
AUG
|
SEP
|
OCT
|
NOV
|
DEC
|
2015
|
Planning
|
|
|
|
|
|
|
|
|
|
|
|
|
Establish governance structure
|
2/28
|
|
|
|
|
|
|
|
|
|
|
|
Identify stakeholders and team members
|
|
3/13
|
|
|
|
|
|
|
|
|
|
|
Develop detailed project plan
|
|
3/31
|
Update/refine on an ongoing basis
|
|
Develop and approve Project Charter
|
|
|
4/30
|
|
|
|
|
|
|
|
|
|
Develop and approve intranet support/maintenance model
|
|
|
|
|
|
|
8/29
|
|
|
|
|
|
Develop communication plan for organizational roll-out
|
|
|
|
|
TBD -- based on launch date(s)
|
Business Requirements
|
|
|
|
|
|
|
|
|
|
|
|
|
Develop business requirements framework*
|
|
|
|
|
|
|
|
|
|
|
|
|
Define, document and approve business requirements **
|
|
|
|
5/30
|
|
|
|
|
|
|
|
|
Prioritize business requirements
|
|
|
|
|
|
|
|
|
|
|
|
|
Dates beyond May will be determined upon the prioritization of business requirements and sizing of the work effort, which is dependent on knowing which platform will be used for the intranet.
|
Design
|
|
|
|
|
|
|
|
|
|
|
|
|
Determine the platform for the intranet (driven by selected collaboration tool)
|
|
|
|
|
|
|
|
|
|
|
|
|
Design site structure and produce mock-ups***
|
|
|
|
|
|
|
|
|
|
|
|
|
Generate timeline and resource estimates
|
|
|
|
|
|
|
|
|
|
|
|
|
Business Development
|
|
|
|
|
|
|
|
|
|
|
|
|
Edit/rewrite existing content; create/obtain new content
|
|
|
|
|
|
|
|
|
|
|
|
|
Edit and/or create new policies and procedures
|
|
|
|
|
|
|
|
|
|
|
|
|
KEY MILESTONES
|
FEB
|
MAR
|
APR
|
MAY
|
JUN
|
JUL
|
AUG
|
SEP
|
OCT
|
NOV
|
DEC
|
|
IT Development
|
|
|
|
|
|
|
|
|
|
|
|
|
Develop
|
|
|
|
|
|
|
|
|
|
|
|
|
Test
|
|
|
|
|
|
|
|
|
|
|
|
|
Deployment
|
|
|
|
|
|
|
|
|
|
|
|
|
Install and migrate content
|
|
|
|
|
|
|
|
|
|
|
|
|
Test
|
|
|
|
|
|
|
|
|
|
|
|
|
UNC-GA and campus roll-out
|
|
|
|
|
|
|
|
|
|
|
|
|
Deploy to production
|
|
|
|
|
|
|
|
|
|
|
|
|
Go-Live****
|
|
|
|
|
|
|
|
|
|
|
|
|
Completion/Maintenance
|
|
|
|
|
|
|
|
|
|
|
|
|
Debrief and review "maintenance agreement"
|
|
|
|
|
|
|
|
|
|
|
|
|
*
|
Business requirements framework must be completed in advance of meetings with stakeholders. Framework includes analysis, such as a content inventory, identifying the intranet interface points between UNC-GA and campuses, sufficiently defining the information architecture to inform discussions, establishing interview questions in order to consistently capture requirements among stakeholders, etc.).
|
**
|
Business requirements work includes conducting interviews with stakeholders to identify what content needs to be purged versus migrated, to determine what new content or functionality is necessary, and to prioritize the requirements for a potentially phased rollout.
|
***
|
For this project, mock-ups will serve as functional and technical specifications. An iterative development approach will be used, and as appropriate, requirements and design work will occur in parallel.
|
****
|
Depending on resource capacity and other factors, functionality may be released in phases that extend beyond the initial “go-live” date.
|
Project Budget
It will be necessary to determine what type of budget is needed to support the development and implementation of the UNC-GA Intranet Project. At a minimum, it will be important to establish and track a budget for any projected additional expenses associated with hardware, software, new content, licensing, etc.
Assumptions, Dependencies, Risks and Constraints
Item
|
Description
|
Assumption
|
The intranet will be designed using its own branding and theme, and it will complement and be compatible with the branding and theme of the public site
|
Assumption
|
The internal facing content currently housed on old.northcarolina.edu will be migrated based on content strategies developed in conjunction with each stakeholder group that owns content
|
Assumption
|
Functional areas will be responsible for determining what content needs to be protected via access rights.
|
Assumption/Constraint
|
The intranet will support use of the Shibboleth federated identity and authentication process
|
Dependency
|
Design work will commence after a decision is made regarding the platform for the intranet (which is largely driven by the collaboration tool that is selected)
|
Dependency
|
The Intranet Project is dependent on the decisions made about content migration to the public website, and the navigation links from the public website to content
|
Dependency
|
Once the design of the intranet is well understood and business requirements are prioritized, a decision will be made regarding whether to allow the old.northcarolina.edu to remain active and accessible until all content has migrated to the either the public site or the intranet
|
Risk
|
The project does not have an imposed end date; however, there is a desire to launch the intranet by late summer 2014. Prioritizing and launching functionality in phases can mitigate this risk.
|
Risk
|
Adequate funding may not be available to lease/acquire new applications.
|
Risk
|
Resource constraints exist, as several other initiatives are utilizing the same subject matter experts required for the Intranet Project. Example projects:
-
PeopleSoft (scheduled to launch 10/1/14)
-
Student Data Mart (SDM)
-
HR Data Mart
-
UNC Online
-
Fostering Undergraduate Student Success (FUSS)
-
Comprehensive Articulation Agreement (CAA)
Prioritizing and launching functionality in phases can mitigate this risk.
|
Risk
|
Many details associated with the PeopleSoft implementation have not yet been determined. This makes it challenging for the Intranet Project to determine the scope of Human Resources and Finance content for the intranet, as some content may or may not be incorporated into PeopleSoft.
Working on content that is definitively known to be within the scope of the intranet, and phasing in additional content, as necessary, can address this issue.
|
Status reports will be produced and shared with the Intranet Project Steering Committee on a regular basis in order to monitor progress and to ensure that the Intranet Project is delivered within expectations. The status reports will also capture and elevate critical project risks, assumptions, issues and dependencies in order to support decision-making, to anticipate and manage change, and to optimize execution of the project.
As necessary, change control documentation will be created to capture and manage any changes to the project’s baseline scope, schedule or costs. The objectives of the change control process are to:
-
Assess the value and impact of proposed alterations
-
Ensure that stakeholders are made aware of any approved changes that occur
-
Document the change request and outcome
The change control process is as follows:
-
Change request is directed to Project Manager
-
Recommended change and rationale is documented
-
Impacts to the project are assessed (e.g., value, impacts to systems and business processes, cost, timing, etc.)
-
Change and associated impacts are reviewed by the Intranet Steering Committee, and as necessary, the Executive Committee, and either approved or rejected
-
Project Charter is modified to reflect the agreed upon change (if approved), and the new version of the Project Charter replaces previous versions
-
Change is incorporated into the project plan and implemented
Document Repository
Project documentation will be stored in the ActiveCollab project folder titled: GA Intranet Redesign, and may be accessed by project team members using the following hyperlink:
https://collab.northcarolina.edu/public/index.php?path_info=projects/ga-intranet-redesign
|
| |