Unc general Administration Intranet Project Project Charter

Download 108,59 Kb.
bet	1/7
Sana	01.04.2017
Hajmi	108,59 Kb.
	#2743

1 2 3 4 5 6 7

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

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 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:

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

Download 108,59 Kb.

1 2 3 4 5 6 7

Download 108,59 Kb.