• 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.


    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





    March 10, 2014


    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


    Revised to reflect input from first Steering Committee meeting

    M. Thorland

    April 8, 2014


    Revised to include additional business/functional team members, as well as information pertaining to the document repository

    M. Thorland

    April 14, 2014


    Incorporated modifications resulting from 4/14 Steering Committee meeting (team members, potential constraints)

    M. Thorland

    April 14, 2014


    Removed dates in timeline that extend beyond June.

    M. Thorland

    May 14, 2014


    Included additional assumptions and scope items, adjusted timeline

    M. Thorland

    May 19, 2014


    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:


    Success Criteria


    Method of Measurement


    Increased usage of the intranet

    Need to establish desired target

    Website traffic metrics


    Intranet content is up-to-date, complete and accurate

    Need to define tolerable level of outdated, incomplete or inaccurate material

    Periodic audit of content


    Interactive applications work as intended

    Need to identify desired target

    Number of IT “tickets”


    Criteria related to operational efficiency (TBD, based on procedures/processes that are redesigned/automated)



    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


    • 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.




    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


    • Jamico Chapman

    • Doug Davis

    • Shweta Kautia

    Web Design

    • Alex MacKethan


    • 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


    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


    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


    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


    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.























    Establish governance structure









    Identify stakeholders and team members









    Develop detailed project plan




    Update/refine on an ongoing basis

    Develop and approve Project Charter









    Develop and approve intranet support/maintenance model








    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 **









    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.










    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




















    IT Development


































    Install and migrate content
















    UNC-GA and campus roll-out









    Deploy to production

























    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




    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


    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


    Functional areas will be responsible for determining what content needs to be protected via access rights.


    The intranet will support use of the Shibboleth federated identity and authentication process


    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)


    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


    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


    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.


    Adequate funding may not be available to lease/acquire new applications.


    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.


    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:


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    Unc general Administration Intranet Project Project Charter

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