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SISProjectCharter|February4,2015 2
TableofContents
Section1: CharterPurpose&Process........................................................................................................................3
Section2: ProjectVision,Goals&CriticalSuccessFactors.....................................................................................42.A-Vision.......................................................................................................................................................................................42.B-Goals........................................................................................................................................................................................42.C-CriticalSuccessFactors..........................................................................................................................................................5
Section3: ProjectScope&Assumptions....................................................................................................................63.A-Scope........................................................................................................................................................................................63.B-Assumptions...........................................................................................................................................................................8
Section4: ProjectGovernance.....................................................................................................................................94.A-Structure.................................................................................................................................................................................94.B-Membership&Procedures..................................................................................................................................................94.C-DecisionMaking..................................................................................................................................................................11
Section5: ProjectMethodology/Responsibilities................................................................................................125.A-Methodology.......................................................................................................................................................................125.B-ProjectTimeline..................................................................................................................................................................135.C-ChangeManagement.........................................................................................................................................................145.D-QualityAssurance&Control............................................................................................................................................155.E-StatusReports......................................................................................................................................................................165.F-Issues/RiskManagement&Escalation..........................................................................................................................165.G-ProjectChangeControl......................................................................................................................................................165.H-DocumentManagement...................................................................................................................................................17
Section6: Strategies&Plans......................................................................................................................................186.A-DataConversionStrategy:................................................................................................................................................................186.B-IntegrationStrategy:...........................................................................................................................................................................186.C-MetadataStrategy:..............................................................................................................................................................................196.D-Reporting&DataWarehouseStrategy:………………………………………………………………………………………………………..196.E-Portal/UXStrategy:..............................................................................................................................................................................196.F-ApplicationDevelopmentStandards:............................................................................................................................................206.G-Infrastructure/DevelopmentStrategy:......................................................................................................................................206.H-IdentityManagementStrategy:…………………………………………………………………………………………………………………...206.I-ApplicationSecurityStrategy:...........................................................................................................................................................216.J-TestingStrategy:....................................................................................................................................................................................216.K-TrainingStrategy:.................................................................................................................................................................................226.L-ChangeManagementStrategy:.......................................................................................................................................................23
Section7: OrganizationalStructure..........................................................................................................................247.A-ProjectRoles&ResponsibilitiesSummary.....................................................................................................................257.A-ProjectRoles&ResponsibilitiesSummary(continued)...............................................................................................26
SISProjectCharter|February4,2015 3
Section1:
CharterPurpose&ProcessThisdocumentoutlinestheUniversityofCalifornia,Berkeley’s(UCB)StudentInformationSystemProject(i.e.,PeopleSoftCampusSolutionsimplementation).Anychangestothisdocumentwillbeagreeduponinwriting,communicatedviaprojectchangerequests,andincludedasaddendatothisdocument.
ItisUCB’sintenttoimplementandupgradetheCampusSolutionsapplicationsuitesand4additionalapplications(SelectiveAdmissions,RoomScheduling,OnlineBillingandPayment,AdvisingAppointments)accordingtoaschedulethatachievesthereplacementofUCB’sexistingsystemsandprovidesthenecessaryfoundationforPeopleSoft'scollaborativeapplications.
TheProjectCharterhasbeendraftedwithinputfrommembersoftheUCBcommunity,includingtheSISProgramManagementOfficeteam,membersofthefunctionalandtechnicalteams,andSierra-Cedarteammembers.Oncedrafted,theProjectCharterwillbereviewedbytheSISProjectSteeringCouncilandtheStudentSystemsExecutiveCommittee.
SISProjectCharter|February4,2015 4
Section2: ProjectVision,Goals&CriticalSuccessFactors
2.A-VisionUCB’sStudentInformationSystemenablesthetransformationofthestudentexperiencebydeliveringtoallstakeholdersasingle,easy-to-usepointofaccesstostudentservices,bysupportingfacultyincreatingnewmodelsofteaching,andbycultivatingforstaffarewardingworkenvironmentthatislesstransactionalandmoreservice-oriented.Theplatformforthistransformationisanintegratedsetofbest-of-breedtools,technologyandprocessesthatarenimble,scalableandsustainable.
2.B-GoalsToincreasestudent,faculty,andstaffsatisfactionwiththeadmissions,enrollment,registration,financialaid,billingandpaymentandadvisingprocessesandtheportalbyprovidingcurrenttoolsandtechnologythatareconvenienttoaccess,easytouse,andprovideaunifiedexperiencestudents,facultyandstaff.
Todelivertoolsandtechnologythatenableinnovationinsupportingstudents,staffandfaculty,thataresustainable(vendor-supported,easilyiterated,cost-effectiveandeliminatesrepetitivesystemsands),secure(enableFERPAcompliance),andscalable(provideaplatformforfutureinnovationandsystemsintegration).ThetechnologywillallowtheUniversitytoeffectivelycontinuedevelopmentofthesystemstoservethecommunityinthefutureexpansionofservices.
Tosupportthedevelopmentofahigh-performanceculturethathelpsstafftodotheirbestworkthroughcurrenttoolsandtechnologies,streamlinedprocessesandtraining.
SISProjectCharter|February4,2015 5
2.C-CriticalSuccessFactors
● Improveandstreamlinebusinessprocessestoachievethemosteffectivepractices,whileretainingthebusinesspracticesthatmakeBerkeleyuniqueandprovideforitsreputationforexcellence
● Includekeyfacultystakeholdersindesignofthesystemandimprovethefacultyuserexperienceofstudentsystems,examplesincluding:
o Schedulingandclassroomassignmento Prerequisitesforclasseso Registrationforspecialcaseso Add/dropimprovementso Gradingo Consolidationofadmissionsandcollege/departmentdataforadvising
● Includekeystudentstakeholdersindesignofsystemandimprovetheapplicantandstudentuser
experienceofstudentsystems,examplesinclude:
o AsinglepointofentrywithausableUserExperienceforallstudentso Fasterintegrationforstatuschangeso Self-servicewebsupporto StrongersupportfortheFallfreshmenandSummerprogramso Improvedclearingprocesseso Billpresentmentandpaymento Supportfornon-traditionalstudentso Improveddegreeplansandprogressiono ProvidereliableandvalidstudentandacademicprogramdatainanintegratedUniversity
systemofrecord,thatallowsfortheflexibilitytomeetspecificuniversityandacademicunitstrategicdecision-makingneedsandtoensurethatdataqualitycontinuestoimprove.
● Includekeystaffstakeholdersindesignofsystemandimprovestaffuserexperienceofstudentsystems,examplesinclude:
o Supportforelectronicforms,integrateddataforfasterchangesandautomatedworkflowo Createandmaintaincoursecatalogo Academicstandingo ContinuedsupportofCalAnswersreports
● Completetheprojectwithinthedefinedtimeline,budgetandscope● Attheconclusionoftheproject,providethecampuswithwell-trainedfunctionalandtechnicalstaffat
astaffinglevelthatprovidestruesupport.(morethanonedeep)● Providethecampusconstituentswitheffectivecommunicationthroughoutthecourseoftheproject.● Effectivelymanageandreportonthefinancialandresourceusagefortheprojecttoensureahigh
returnoninvestmentfortheproject.
SISProjectCharter|February4,2015 6
Section3: ProjectScope&Assumptions
3.A-Scope
ApproachforDeterminingScope:
● Oneoftheproject’scoreobjectivesisathoughtfulplantomaximizesustainabilityandagilityandminimizeongoingexpensethroughbusinessprocessredesignandleveragingdeliveredsystemfunctionality.
● FunctionalmodificationsandincreasedscopechangeswillrequireareviewandrecommendationfromtheSISSteeringCouncil,andsubsequentapprovalbytheSISExecutiveSteeringCommittee.Resultingscopechangeswillbecommunicatedtothecampusviatheprojectwebsite.
● ThetechnicalarchitecturewillalsorequireapprovalfromtheCampusInfrastructureArchitectureTeam.
SISProjectCharter|February4,2015 7
AtthetimeofwritingofthisProjectCharter,thefollowingitemsareconsideredtobeinscope:
● ImplementationofAdmissions,StudentRecords,FinancialAid,AcademicAdvisingandStudentFinancialmodulesofPeopleSoftCampusSolutions(customizationsasneededforbusinessrequirements)
● ImplementationofTechnosolutionsproductSlateforRecruitmentandAdmissions● ImplementationofanOnlineBilling&PaymentServicesapplicationperRequestforProposal
vendorselection● ImplementationofanAcademicAppointmentsapplication● ImplementationofaClassroomAssignmentSchedulingapplication● ExpandtheuseoftheCalCentralPortalforstudents,facultyandstaffinsupportoftheabove
applicationsand/orfunctionality● RetirethemyBerkeleyApp● DevelopkeyreportscriticaltobusinessneedsfortheSISprojectasdeterminedbyIDPsessions● Retrofittheexistingdata/analyticalreportingprovidedbytheEnterpriseDataWarehouseand
OBIEECalAnswers● Implementationofelectronictranscripts● LeveragetheexistingcampusEnterpriseIntegrationSystemsanddeliveredPeopleSofttoolsto
supportintegrationinterfacestoreplacerequireddatafeeds● RetireallsystemsandinterfacesbuiltonDB2(CARS,OUAE,SIS)andotherapplicationsas
functionalityisreplacedbythenewSISsystems.● ConvertorarchiveallrequireddataforSISsuiteofsystemsasdeterminedintheIDPsessions● LeverageCalAccess,whichincludesautomatedworkflowforapprovals,foraccessmanagement
toSISapplicationsanddata● Improveprocessesforautomatedprovisioningofapplicationaccounts● ImplementationofaprocessandgovernanceforrequestingaccesstodataTomeetbusiness
needsoffaculty,staffandstudents(includingautomatedapprovalworkflow)● Developtrainingmaterialsanddocumentationthatareconsistent,reusable,andeasily
accessedonline● Thecurrentcampusteamssupportingapplicationsthatwillneedtocontinuetoconsume
datafromtheSISwillberesponsibletomakethenecessarychangestoacceptthenew/changeddatafromtheSIS.TheIntegrationteamwillprovidematerials,communicationandworkshopstoassistthecampusteams.
Thefollowingitemsareoutofscopefortheproject:
● ImplementationoftheOraclePeopleSoftPortalApplication● ImplementationofOracleBusinessIntelligenceApplication● CurriculumManagementsystems(indiscussion,butcurrentlyoutofscope)● Replacementofthecourseapprovalsystem,CMS(indiscussionbutcurrentlyoutofscope)
AmoredetailedProjectScopewillbedeterminedthroughtheInteractiveDesignandPrototype(IDP)processwithusers.
SISProjectCharter|February4,2015 8
3.B-Assumptions
UCB’sprojectteamhasidentifiedthefollowingassumptionsandconstraints:
● ThegoalofSISistoreleasefunctionalityinsupportofthelifecycleforfall2016applicantsandmatriculatedstudents.
● TheprojectwillworkwithintheAcademiccalendarconstraintsforfunctionalstaffandtimingfordeliverables/go-lives.
● SubjectMatterExperts(SMEs)fromvariousofficesandorganizationswithinUCBwillbeavailableasneeded.
● Fundingwillbesustainedforthelifeoftheproject.● Projectteamstaffingisdependentuponcriticaloperationssupportapprovals.● Effectivecommunicationandsupportfromthebusinessofficesandprojectsponsorsfor
changestopolicy,practicesandregulationscanbeachievedwithintheprojecttimelines.● Throughtheworkoffunction-specificteamsallUCBerkeleystakeholderoperatingunitswillbe
representedinanyrequiredfit/gap(IDP)reviewsinwhichthesystemwillbegintobedeveloped.
● TheprojectwilldevelopacomprehensivesetofrequirementsforUCB’snewSISsystems.Theserequirementswillrepresentacombinationof:
○ TheMandatoryandCriticalrequirementsthatweredocumentedintheDecisionDirector2file.
○ AnyadditionalrequirementsthatareidentifiedduringtheIDPsessions,testingandproduction,orasneededandapprovedbytheproject’sgovernanceprocess.
● UCBerkeleywillstrivetomodifyitsinternalbusinessprocessestoconformtothevendorsoftwarewhereverandwheneverfeasibleandappropriate,toavoidcostlymodificationsand/orcustomizations.However,suchprocessmodificationsshallnotcompromiseanyregulatorycompliancerequirementstowhichUCBerkeleymustadhere.
● Anyextensions,customizationsormodificationstobedevelopedwillberesearchedandfullyvettedbytheprojectfollowingtheProjectGovernancedecisionmatrixbeforeresourcesarecommittedtocompletingthework.
● Theprojectexpectstominimizethenumberofextensions,customizations,andmodifications.● Whereverpossible,theprojectshouldlooktootherinstitutionsthathavealreadyimplemented
theCampusSolutionssystemto“usewithpermission”anydocumentation,modifications,customizations,etc.,forbestpractices,businessprocesses,solutiondocumentation,trainingmaterials,interfaces,etc.
SISProjectCharter|February4,2015 9
Section4: ProjectGovernance
4.A-Structure
4.B-Membership&ProceduresSISExecutiveSteeringCommittee
• HarryLeGrande,ViceChancellor,StudentAffairs(Co-Chair)• CathyKoshland,ViceChancellor,UndergraduateEducation(Co-Chair)• LarryConrad,AssociateViceChancellor,InformationTechnologyandChiefInformationOfficer• JohnWilton,ViceChancellor,AdministrationandFinance• RosemarieRae,AssociateViceChancellor,AdministrationandFinanceandChiefFinancial
Officer• AngelaBlackstone–SeniorProjectExecutiveSISProject(ProjectLiaison)
ExecutiveSteeringCommitteeProcedures:
• TheExecutiveSteeringCommitteewillmeetonceeverymonth,andmorefrequentlyduringspecifictimesoftheprojectwhenneeded.
• Agendasandsupportingdocumentswillbepublishedtwodayspriortothemeetingdate.• MinutesanddecisionswillbepostedtotheProjectSharepointsite.
Executive Steering Committee
Senior Project Executive
SteeringCouncil
Program Executive Director
Sierra-CedarExecutive Team
Organizational Change Management
Lead
Project Implementation
Director
Project Manager
SIS PROJECT GOVERNANCE
SISProjectCharter|February4,2015 10
SISSteeringCouncil
• AnneDeLuca,AssociateViceChancellor,AdmissionsandEnrollment(Co-Chair)• BobJacobson,InterimDeanofUndergraduateStudiesintheCollegeofLettersandScienceand
ProfessorofPhysics(Co-Chair)• JoyceSturm,DirectorofFinancialOperations• WalterWong,UniversityRegistrar• AmyJarich,AssistantViceChancellor/Director,OfficeofAdmissions• RachelleFeldman,AssistantViceChancellor/Director,FinancialAid• CorinneKosmitzki,ChiefAdministrativeOfficer,GraduateDivision• JennStringer,ACIO,AcademicEngagement,andDirectoroftheEducationalTechnologyService
(ETS)• PatrickFurze,ExecutiveDirectorSISProject(ProjectLiaison)
SteeringCouncilProcedures:
• TheSteeringCouncilwillmeetonceeverytwoweeks,andmorefrequentlyduringspecifictimesoftheprojectwhenneeded.
• Agendasandsupportingdocumentswillbepublishedtwodayspriortothemeetingdate.• MinutesanddecisionswillbepostedtotheProjectSharepointsite.
AdditionalCommittees
• Tobeidentifiedasneeded
SISProjectCharter|February4,2015 11
4.C-DecisionMakingThemajorityofdecisionsontheSISprojectwillbemadebytheprojectteam.ThisincludesdecisionsregardingsystemconfigurationsthatmeetUCBbusinessrequirementsandoperationaldecisionsthatdonotimpacttheoverallschedule,scopeorbudgetoftheproject(seebelowtablefordetails).
Theclassificationandprioritizationofcustomizations/modificationsforgapswillbedecidedbytheprojectteaminclosepartnershipwithkeystakeholders.Theprojectteamrecommendations(PTRs)willbedocumentedandsubmittedtotheSteeringCouncilforapprovalorescalationtotheExecutiveSteeringCommittee.TheSteeringCouncilwillreviewanybusinessprocessesthattheprojectteamandstakeholderscannotagreeon,orthataredeemedoutofscope.
IftheSteeringCouncildoesnotreachagreementonadecision,declinestomakeadecision,orifthereisdisagreementbetweentheprojectleadershipandtheSteeringCouncil,thedecisionwillbeescalatedtotheExecutiveSteeringCommittee.
Group CriteriaforReview
ProjectTeam
● ConfigurationmeetsUCBbusinessrequirements● Documentdecisionsandbusinessprocesschanges● Operationaldecisionsthatdonotimpactprojectbudget,schedule
orscope● Projectteamrecommendations(PTRs)formodification
classifications1)Critical,2)HighBenefit/LowCost3)NicetoHave
SteeringCouncil
● Allcustomizations/modifications,prioritizedbyPTRclassification.● Projectteamscannotcometoagreement● BusinessprocessisnotinalignmentwithSCI/UCBprojectteam
recommendations● Scope/schedule/thresholdbudgetdecisions● Criticalmilestonedecisions
ExecutiveSteeringCommittee
● MembersoftheSteeringCouncilcannotcometoagreementoverbusinessprocess,projectexecutionormodifications.
● MembersoftheSteeringCouncilandprojectleadershipareindisagreementaboutanissue.
● IssuesnotresolvedbySteeringCouncil● OverridedecisionsmadebytheSteeringCouncil/SISProject
team.● Anydecisionoractionthatwillimpacttheprojectscope,schedule
orbudget.
SISProjectCharter|February4,2015 12
Section5: ProjectMethodology/Responsibilities
5.A-MethodologyUCBispartneringwithSierra-Cedar,Incorporated(SCI)inacollaborativeapproachthatwillcombineSCI’smethodologyandPeopleSoftexpertisewiththeknowledgeandexpertiseofkeyUCBstaff.Sierra-Cedar’sPropelMethodologywillserveasthefoundationfortheproject.TheProjectteamwillworktogethertoadaptthePeopleSoftapplicationtofitUCB’sbusinessprocesseswhileatthesametimeadaptingUCB’sbusinessprocesses,whereverpossible,tooptimizethedeliveredcapabilitiesofthesoftware.
Themethodologyisusedasablueprintthroughouttheprojecttoensurethattheapproachisbusinessprocess-centric,thatknowledgetransferispromoted,andthattheprojectremainswithinscope,followswell-definedprocesses,andresultsinqualitydeliverables.Inthismethodology,theimplementationactivitiesarecategorizedintofiveprojectphases,andeachgo-livewillcompleteallfivephasesonitsowntimeline,synchronizedintotheoverallProjecttimeline:
○ PhaseI:PlanandDiscover○ PhaseII:AnalyzeandDesign○ PhaseIII:ConfigureandDevelop○ PhaseIV:TestandTrain○ PhaseV:DeployandOptimize
SISProjectCharter|February4,2015 13
5.B-ProjectTimeline
Theabovehighleveltimelineservestheinitialprojectplanningpurposes.Itrepresentstheoveralltimelineforeachfunctionalareawithintheprojectschedule.Additionalgo-livepointsforeachmodulewillbeaddedtothescheduleasneeded.Arefinedtimelinewillbedevelopedattheendoftheplanningphasefortheproject.ItwillberefinedfurtherattheconclusionofPhase2foreachmodule(‘AnalyzeandDesign’)whentheInteractiveDesign&PrototypingSessionsarecompletedandcustomizationrequestsareconfirmedtobeinscope.Atthatpointthefinalgo-livetimelinewillbedeterminedforeachmodule.
Theprojectwilltrackandmonitortheprojectthroughamid-levelprojectplanandwithdetailedtasks,resources,timelinesanddeliverablesmanagedintheJIRAticketingsystem.
SISProjectCharter|February4,2015 14
5.C-ChangeManagementUCBiscommittedtoprovidingeffectiveChangeManagement(CM)toengageandsupportstudents,faculty,andstaffastheymovethroughwhatwillbeasignificantchangeinhowtheyaccomplishcoretasks.
ToensurethattheCMeffortsdeliveraneffectiveandsmoothchangeexperience,theProscichangemethodologywillprovidethebaseframeworkforallchangemanagementefforts.SISchangemanagementwilldevelopandimplementaseriesofcoreplansfortheareaslistedbelow.AnareathathasbeenidentifiedasofparticularimportancetothesuccessoftheSISprojectatUCBistoactivelyengagestudents,facultyandstaffinthechangeprocessthroughouttheproject.
• Communications:
o Audienceso Keymessageso Appropriatesenderso Deliverymethodologies(project
website,openforums,etc.)o Timing
• Sponsor:o Roleexpectationso Sponsorroadmap
• Training:o Trainingneedso Audienceso Deliverymethods(lab/class,online,
jobaids,helpdesk,etc.)o Contentdevelopmento Schedule-just-in-timebasedongo-
livedateso Postgo-livesupport
• CoachingforManagers:o Manager/Supervisorroleo Trainingo Support
• OrganizationalChange:o Facilitatetransitiontochangesin
organizationalstaffingandsupportmodels
o Including:Processchanges,organizationalrestructuring,jobrolesandresponsibilitiesasneeded.
• Sustainment:o Identifyopportunitiestoreinforce
changeo Enablesustainablechangeo Transitionchangesintofuture
operations• Engagement:
o Keystakeholderso Engagementlevel(inform,consult,
involve,collaborate,empower)o Engagementopportunities(surveys,
IDPsessions,testing,steeringcommittee,etc.)
• ProjectTeamChangeManagemento Supportteammembersowning
changechallengeso Enableteammembersroleas
changeagents
SISProjectCharter|February4,2015 15
TheapproachtofacilitatingSISchangeisbasedontheADKARmodelofchangewhichrecognizesthat,inordertobesuccessful,participantsofchangeneedto:
● haveanawarenessoftheneedforchange● havethedesiretosupportthechange● acquiretheknowledgetheyneedtoimplementthechange● gaintheabilitytonavigatethechangesuccessfully● andreinforcethechangetosustainitssuccess
AttheendoftheSISprojecttheCMteamwillhave:
● PreparedtheUniversityfortheadoptionofbestpracticesusageofthedeliveredsystems● DesignedaCMsustainmentmodel● EstablishedamethodologytocontinuethefeedbackloopwiththeUCBcommunity
5.D-QualityAssurance&ControlTheSierra-CedarProjectManagerandtheUCBImplementationDirectorshalljointlydirecttheoverallmanagementoftheprojectasdepictedinthedecision-makingandgovernancesections.TheProjectManagerandImplementationDirectorshallconsultwitheachotherandseektoagreeonalldecisionswhicheitherpartyconsiderssignificantinaccomplishingthegoalsoftheproject.
ProjectQualityReviews(PQRs)
Sierra-CedarwillconductstructuredProjectQualityReviews(PQRs)throughouttheproject.Sierra-Cedar’sPQRsareconductedbytheSCIQualityAssuranceconsultantthroughouttheprojectlifecycle,frominitiationtocloseout.TheseperiodicreviewsoccuratkeypointsoftheprojectasdefinedbythePropelMethodology.Thereviewsprovidecontinuousoversightoftheprojectandallowforcoachingandmentoringofteamsandindividuals.TheresultsofthePQRswillbeprovidedtotheUCBProjectACIOandProjectExecutive,ExecutiveDirector,ImplementationDirectorandProjectManagerfordistributiontotheSteeringCouncilandExecutiveSteeringCommittee.
3rdPartyQualityReview
UCBwilladditionallyemployanexternalindependentQualityReviewoftheprojectbasedonthetimelineforkeydeliverables(approximatelyeveryfourmonths).ThesereviewswillbecomprehensiveoftheoverallSISproject,includingall3rdpartyproductsandimplementationefforts.TheresultsoftheexternalreviewwillbeprovidedtotheExecutiveSteeringCommitteeSponsorsforreviewandactionasneeded.
SISProjectCharter|February4,2015 16
5.E-StatusReportsCompletedstatusreportswillbesavedontheProjectSharepointsite.Thefollowingstatusreportswillbeproducedforthedurationoftheproject:
● TheTeamLeadswilleachproduceaweeklyStatusReport.● TheTechnicalManagerandFunctionalManagerconsolidateteamreportsandaddahigh-level
summaryonaweeklybasis● TheProjectManagerandtheImplementationDirectorwillproduceaweeklyProjectStatus
Report.ThiswillsummarizethekeyinformationfromtheTeamStatusReportsafterreviewintheWeeklyProjectMeeting.
● TheSteeringCouncilandkeystakeholderswillreceivethestatusreportanditwillbemadeavailableintheProjectLibraryforhistoricalpurposes.
● TheExecutiveCommitteewillreceiveamonthlyExecutiveDashboard,preparedbytheChangeManagementTeam,containingsummarylevelprojectstatusatthemonthlyExecutiveCommitteemeeting.
5.F-Issues/RiskManagement&EscalationTheIssueandRiskManagementprocessisdescribedindetailintheIssueandRiskManagementStrategyandPlan.Theprocesswillbeusedtoidentify,analyze,andrespondtoprojectissuesandrisks.IssuesandriskswillbeloggedandreviewedweeklywiththeProjectManagementTeamandintheprojectteamweeklymeetings.IssuesandriskswillalsobeincludedintheExecutiveDashboard,ProjectManagementReport,andTeamStatusReports,asappropriate.IssuesorrisksthatneedimmediateattentionwillbepresentedtotheSISExecutiveDirectorforactionorescalationassoonasidentified.TheExecutiveDirectorwillmovetheissuetotheappropriategovernanceteamwithin48hours.
5.G-ProjectChangeControlThechangecontrolmanagementprocessistheprimaryvehiclefordefiningtheboundariesoftheSISProjectandensuringthatprojectmanagementhastheopportunitytomaketimelytrade-offsbetweenthethreekeyprojectvariablesofcost,schedule,andscope.ItistheresponsibilityoftheProjectManagerstomonitorscopechangesthatwillimpactthethreekeyprojectvariables,alerttheSISExecutiveDirector,andtakeappropriateaction.
SISProjectCharter|February4,2015 17
5.H-DocumentManagementAnumberofdocumentswillbedevelopedduringthelifecycleoftheproject,includingbutnotlimitedto:
● StatusReports
● DecisionDocuments
● WhitePaperAnalysisDocuments
● FunctionalSpecifications
● TechnicalSpecifications
● ProjectTeamworkingdocuments
TheProjectTeamwillutilizeSharepointastheofficialrepositoryforallfinaldocumentsandinformation,withappropriatesecurityandaccessgranted.
TheteamswillalsoutilizeareasintheBDrivetoshareandworkondocumentsasneeded.
Awebsitewillbecreatedtopublishandmakeavailabledocumentstotheexternalteamspertheprojectcommunicationplan.
SISProjectCharter|February4,2015 18
Section6: Strategies&Plans
6.A-DataConversionStrategy:Criteriawillbecarefullydefinedandanalyzedtoidentifythedatatobeconvertedtoprovidethemostsignificantreturntothecampusbusinessprocessesgivenavailableprojectresources.Toexpeditetheconversionprocess,pre-developedconversionprogramsbySierra-Cedarwillbeutilized;ifnecessary,additionalprogramswillbecreated.Conversionsshouldbelimitedtodatathatiscriticaltokeybusinessfunctionality.Asthenumberofrecords,sources,andyearsofconvertiblehistoryincrease,sodoestheeffortrequiredformapping,thepercentofdatarequiringcleansing,andtheruntimeforconversionloads.Datafromauxiliarysystemsandnon-criticalhistoricdatashouldonlybeincludedifitisrequiredforabusinessprocesstofunctioninCS,orifothercompellingreasonsexist(e.g.aregulatoryrequirementthatcannotbereadilyaccessedanyotherway).
DataConversionStrategyDocument
6.B-IntegrationStrategy:UCBerkeley’scurrentstudentsystemsrequireover200interfaceprocesses,manyofwhichwillbecomeobsoletewiththeimplementationofthenewStudentInformationSystems.Approximately90interfacesareexpectedtoremainthatareexternaltoPeopleSoftCampusSolutions.
Withthestakeholdersoftheinterfacesthataretobemigrated,theIntegrationteamwillreview,consolidateanddeliversimplifiedandimprovedinterfacesbetweencoreSISdatasourcesandinternal/externaldataconsumers.Theinterfaceswillbestrategicinthesensethattheywillbewelldocumented,standardsbased,re-usable,secure,enterprisequality,welltestedandmodern(APIandMessagebased).Wherenecessaryand/orappropriate,fileanddatabaseconnectionbasedintegrationsmaybeimplemented,withascheduledmigrationpathtothemodernintegrationmethods.AwarenessoftheSDLCispartofthestrategy,ensuringthattestingandchangemanagement,longtermsupportprocessesandknowledgetransferareconcretedeliverables.
IntegrationStrategyDocument
SISProjectCharter|February4,2015 19
6.C-MetadataStrategy:Metadataenablesaninstitutiontomaximizethevalueofitsinformationassets.Itencompassesnotonlyatraditionalbusinessglossarycontainingthefunctionalmeaningofdataelements,butalsoprocessdescriptions,tableandreportdefinitions,transformationrules,usagecaveats,dependenciesandrelationships,integrationpointdefinitions,andmanyotherkeycharacteristicsofdata,systems,andprocesses.TheSISProjectoffersanunparalleledopportunitytocaptureandmakeaccessiblevaluableinformationaboutBerkeley’sprocesses,systemsanddata.Muchoftheworkdonetoensureasuccessfulmigrationofoperationalsystems,includingbusinessprocessre-engineering,institutionalhierarchydefinition,anddatamapping,isusefulforimprovingtheintegrityandavailabilityofinstitutionalmetadata.
MetadataStrategyDocument
6.D-Reporting&DataWarehouseStrategy:Fromareportingandanalysisperspective,weanticipatethattheSISProjectwillmakepossiblemorerobust,real-timereportingfromthetransactionalsystem,decreasetheeffortspentonstudentdataintegrationandallowformoretimespentonintegrationwithothersystems.Thereportinganddatawarehouseteamseekstomake"[student]dataeasilyaccessible,reliable,consistent,andsecure"forbothourstudentsandthefacultyandstaffwhosupportthem.Inaddition,thedataandthereportingandanalyticaltoolswillsupport:
● Students,individuallyandincohorts,and● FacultyandStaffwhoareplanningthefutureofthecampusviaanalysisofaggregatestudent
dataovertime.Reporting&DataWarehouseStrategyDocument
6.E-Portal/UXStrategy:AspartoftheSISProject,CalCentralwillintegratewithCampusSolutionsandothernewsystemsanddatasources,leveragingthesesystemstoprovidebetter,moreaccurateandmoretimelyinformation.ForstudentsthiswillhelpthembetterunderstandtheirownsituationandcontextandallowingthemmakebetterdecisionsandmoreeasilymanagetheirjourneyasaBerkeleystudent.
CalCentralwillalsoprovideviewsforstaff,facultyandparents,informing,directingandconnectingthemtoinformationandfunctionalityinCampusSolutionsandtheothernewSISsystems.
Inthisway,CalCentralwillserveasthemainnavigationtoCSfunctionalityforallusers.
Portal/UXStrategyDocument
SISProjectCharter|February4,2015 20
6.F-ApplicationDevelopmentStandards:PeopleSoftapplicationdevelopmentstandardswillberevised,documentedandutilizedbytheSISprojecttocodethemodificationsthatarespecifiedbythefunctionalteamsandapprovedbythegovernanceprocess.Adesignreviewwillensurethatthestandardsareconsistentlyapplied.
ApplicationDevelopmentStandardsDocument
6.G-Infrastructure/DevelopmentStrategy:TheInfrastructureandOperationsStrategywillprovidetheoverallframeworkwithinwhichtheinfrastructureandoperationsactivitieswillbemanaged.Specificobjectives:
● MakeuseofcurrentITservices(orfunctions)deliveredbyUniversitywheretheservicemeetstheSISbusinessrequirements.
● Minimizethenumberofuniqueinfrastructuresolutionsofferedtosupportbusinessrequirements.
● Deliverefficientoperationalprocessestosupportinfrastructuresolutions.
● Reviewtechnicalsolutionsfortheprojectincludingnon-PeopleSoftsolutions(CalCentral,EDW,ImageNow,FileServer,etc).Reviewtheversions,supportplans,andpotentialupgradeneedsduringthelifeoftheproject.
Infrastructure/DevelopmentStrategyDocument
6.H-IdentityManagementStrategy:TheidentitymanagementstrategywillincludeanextensiveprocesstomatchandprovideCalNetaccountstostudentsandotherapprovedpersonsandintegrateexistingauthenticationtoolsintocampus.TheCalNetteamwillintegrateexistingIdentityandAccessManagementserviceswiththeSISprojecttomeettherequiredfunctionality:
● ImprovethespeedofprovisioningstudentCalNetaccountsthroughautomation.
● Facilitatetheprocessestoimproveupdatesofcommondata(namechanges,addresses,phonenumbers)asdefinedbysharedsystems(HCM,SISandBFS).
TheSISprojectwillutilizeexistingandnewIAMservicestoimplementnewcampustechnologyandprocessstandards.TheSISprojectwillhelptofacilitatedevelopmentforthepersonregistryandidentitymatchingimprovementprojects.
IdentityManagementStrategyDocument
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6.I-ApplicationSecurityStrategy:TheSecurityStrategyoutlinesprimaryconsiderationswhendefiningsecurityforthesystem,bothexternalandinternal.ItprovidesanoverviewofthedifferentaspectsofsecurityastheyrelatetothePeopleSoftsystem.ASecurityPlanwillbedevelopedtodetailthesecurityapproach,configuration,timelinefordevelopment,andmaintenance.
ThepurposeoftheapplicationsecurityactivitiesistoprovideaccesstotheSISSolutionbasedonthesecurityrequirementsofUCBerkeley.TherearethreeprimaryareastobeconsideredwhendefiningsecurityforanyPeopleSoftapplicationsystem:
1. NetworkSecurity2. DatabaseSecurity3. ApplicationSecurity
ApplicationSecurityStrategyDocument
6.J-TestingStrategy:ATestingStrategyandPlanwillbecreatedtosupporttheproject.Thepurposeoftestingistoassessthe functionality, operation, quality, performance, and interoperability of Campus Solutions, and toidentifyandcorrectdefects,errors,omissionsandfailures.
The Strategy will outline testing that will exercise the developed system, including processes andcustomizations.Anumberof testing toolswillbeutilized: testingstrategy, testplans,scenariosandscripts,schedulefacilitiesandtestsessions,determinepropertestingstandards,leadandconducttestexecution,monitorandreporttestingprogress,andmanageandresolvetestingissuesandproblems.Anoverallapproachfortrackingandmonitoringalltestingissueswillbedeveloped.
ThePre-LiveTestingwillincludeconductingthefollowinghigh-leveltestingphases,intheordershown
● UnitTesting
● SystemIntegrationTesting
● SecurityTesting
● Performance/ParallelTesting(asneeded)
● RegressionTesting(asneeded)
● UserAcceptanceTesting(UAT)
TestingStrategyDocument
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6.K-TrainingStrategy:ThepurposeofthetrainingstrategyistooutlinehowtheChangeManagementteamwillapproach,develop,anddeployendusertrainingfortheStudentInformationSystemProject.Trainingisakeycomponentofanychangemanagementprogramandthisstrategywillestablishaframeworkforhowitwillsupporttheoverallchangemanagementeffort.
Thisstrategydefinestheapproach,processes,andproceduresforsettingupandexecutingthetrainingplanandincludesthefollowingareas:
● Audiences
● Trainingteam
● Materialdevelopmentapproach
● Trainingmaterialformats
● Traininglogistics
● Trainingdelivery
● Trainingevaluation
● Timeline
● Ongoingtrainingmaintenance
● Assumptions
TrainingStrategyDocument
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6.L-ChangeManagementStrategy:Overthenexttwoandahalfyears,UCBerkeleywillbeimplementinganewStudentInformationSystem(SIS)toreplaceavarietyofaging,disparate,andinternallybuiltandmaintainedstudentsystems.Asanessentialpartoftheproject,UCBerkeleyhasmadeacommitmenttoprovidecomprehensivechangemanagementtosupportstudents,faculty,andstaffintransitioningthroughwhatwillbeasignificantorganizationalchangeaffectingallmajorfunctionalareasrelatingtostudentservices.Effectivechangemanagementincreasestheadoptionrateofthenewsystemtofullyrealizeandleveragethevalueandbenefitsprovidedbythenewtechnology.
Theprimarybeneficiariesofthechangewillbestudentswhowillgain24/7accesstotheirinformationthroughavarietyofdevicesenablingthemtoaccomplishalloftheirtaskssuchasregisteringforclasses,managingstudentaid,etc.viatheUniversity’sCalCentralwebsite.Staffinallfunctionalareaswillgainsignificantlythroughincreasedcapabilitiestoprovidemoreeffectiveservicestostudentsasaresultofbettertoolsandtechnology.Facultyandinstructorswillbenefitfrommorecomprehensiveaccesstorelevantstudentdata.
ToassureoptimalchangemanagementoutcomesfortheSISimplementation,theprojectteamselectedtheProscichangemanagementmethodology.Thiswell-establishedmethodologyfocusesonstakeholderengagementandimplementschangemanagementplansinsixkeyareas:
● Communications
● Sponsorsupport
● Managerscoaching
● Stakeholderengagement
● Sustainmentofchange
ChangeManagementStrategyDocument
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Section7: OrganizationalStructure
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7.A-ProjectRoles&ResponsibilitiesSummary● Sr.ProjectExecutive,AngelaBlackstone
○ TheProgramExecutiveprovidesoverallleadershipfortheproject,managesthegovernance,overseestheoverallChangeManagementeffortandreportstotheProjectExecutiveSponsors.
● ExecutiveDirector,PatrickFurze○ TheExecutiveDirectormanagestheworkofSierra-Cedar,theProgramManagementOffice,the
ProjectManagementTeamandoverallexecutionoftheprojectandreportstotheSr.ProjectExecutive.
● ProjectManagementTeam○ TheProjectManagementTeamprovidesleadershiptotheFunctionalandTechnicalTeamLeads
andtheirsub-teams,andreportstotheExecutiveDirector.■ ImplementationDirector,KarenKato■ Sierra-CedarProjectManager,KimRoberts■ FunctionalManager,AnneAaboe■ Sierra-CedarTechnicalManager,ChrisCameron
● ChangeManagementTeam○ TheChangeManagementTeamreportstotheSeniorProjectExecutiveandprovidesleadership
onstakeholderengagement,communicationandtraining,tofacilitatecampusreadinessforthewiderangingorganizationalchangesofthisproject.
■ ChangeManagementLead,AndreasPinterits■ Sierra-CedarChangeManagementConsultant,EricHoefel■ CommunicationsLead,SamGordon■ UserExperienceLead,BernieGeuy■ TrainingManager,TBD■ Trainers,TBD■ ExecutiveAssistant,TBD
● ProgramManagementOffice○ TheEnterpriseProgramManagementOffice(“PMO”)providestheday-to-dayoversightofand
supportfortheproject,andreportstotheExecutiveDirector.■ IssuesManagementandMetrics,TimHeidinger■ RiskManagerandProgramAnalyst,AnnikaBarnes■ ProgramOfficeManager,KatieDustin■ FinancialAnalyst,OscarLuna
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7.A-ProjectRoles&ResponsibilitiesSummary(continued)
● FunctionalTeam○ FunctionalTeamLeads
■ TheUCBerkeleyFunctionalTeamLeadsareassignedfromkeyofficesacrosstheuniversityandhavealevelofexpertiseandinstitutionalexperiencethatwillenablethemtomakemostsystemconfigurationdecisions.Theteamleadswillberesponsibleformanagingthedailyprojecttasksfortheirrespectiveteams.TheTeamLeadsreporttotheFunctionalManagerwhoreportstotheImplementationDirectorandProjectManager.
○ Sierra-CedarFunctionalTeamLeads■ TheprimaryresponsibilityoftheSierra-CedarFunctionalTeamLeadsistowork
alongsidetheTeamLeadsandTeamMemberstoprovideexpertiseontheCampusSolutionsproductandoptimizebusinessprocessesbasedontheirexperienceinhighereducation.
○ FunctionalTeamMembers■ TheUCBerkeleyFunctionalTeammembersareacombinationofstaffassignedfromkey
officesacrosstheuniversityandhavebeenhiredasbusinessanalystsfortheproject.Theywillparticipateinmostsystemconfigurationdecisions.Thefunctionalteamswillberesponsibleforthehands-onworkofimplementingthenewsystem.Theyreporttotheirrespectiveteamlead.
● TechnicalTeam○ TechnicalTeamLeads
■ TheUCBerkeleyTechnicalTeamLeadsarebothassignedfromkeyofficesacrosstheuniversityandhiredspecificallyfortheproject.Theteamleadswillberesponsibleformanagingthedailyprojecttasksfortheirrespectiveteams.TheTeamLeadsreporttotheImplementationDirector.
○ TechnicalTeamMembers■ TheUCBerkeleyTechnicalTeammembersareassignedtechnicaltasks.Thetechnical
teamwillberesponsibleforthehands-onworkofimplementingthenewsystem.TheUCBerkeleytechnicalteammembersreporttotheirrespectiveleads.
● ProjectCoordinators○ ProjectCoordinatorswillassistthefunctionalandtechnicalteammembersincollectingand
postingstatusupdates,creatingstatusreportsandprovidinglogisticalandadministrativesupporttotheteams.
● SubjectMatterExperts(SMEs)○ SubjectMatterExpertsrepresentkeyofficesacrossthecampusandarecalleduponthroughout
thecourseoftheprojecttoprovidetheteamwithexpertiseonbusinessprocessesandpolicies.● StudentStaff
○ Studentstaffwillprovidebothtechnicalandfunctionalsupporttotheproject.