• Document Revision History
  • Background and Opportunity
  • Goals, Objectives and Success Criteria
  • Project Scope This section outlines the deliverables and features that will and will not be part of the UNC-GA Intranet Project. In Scope
  • Governance Structure Stakeholders
  • High-Level Timeline and Milestones
  • Assumptions, Dependencies, Risks and Constraints
  • Status Reporting and Change Control
  • Unc general Administration Intranet Project Project Charter




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    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:

    1. 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.

    2. Utilize the redesigned intranet site to consolidate processes and procedures.

    3. Utilize the redesigned intranet site as the single interface to organization applications, where possible.

    4. 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

    • Alex MacKethan

    Infrastructure

    • Doug Taber

    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 Reporting and Change Control


    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:

    1. Change request is directed to Project Manager

    2. Recommended change and rationale is documented

    3. Impacts to the project are assessed (e.g., value, impacts to systems and business processes, cost, timing, etc.)

    4. Change and associated impacts are reviewed by the Intranet Steering Committee, and as necessary, the Executive Committee, and either approved or rejected

    5. Project Charter is modified to reflect the agreed upon change (if approved), and the new version of the Project Charter replaces previous versions

    6. 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


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    Unc general Administration Intranet Project Project Charter

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