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KKRONOSRONOS -SHARE -SHARE INTEGRATEDINTEGRATED TIMETIME KEEPINGKEEPING SOLUTIONSOLUTION

PPROJECTROJECT C CHARTERHARTER F FOROR C CERTIFICATIONERTIFICATION

EXECUTIVE SPONSOR – ANITA WESTBROOK, DIRECTOR, OFM

BUSINESS OWNER – OFFICE OF FACILITIES MANAGEMENT, DOH

PROJECT MANAGER – TAMMY JO (TJ) MONTOYA

ORIGINAL PLAN DATE: MARCH 4, 2008

REVISION DATE: MARCH 4, 2008

REVISION: 1.0

TABLE OF CONTENTSTABLE OF CONTENTSTABLE OF CONTENTS.............................................................................................................................................. I

1. PROJECT BACKGROUND.....................................................................................................................................1

1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT 11.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT 11.3 PROJECT CERTIFICATION REQUIREMENTS 2

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS......................................................................................................2

2.1 AGENCY JUSTIFICATION 22.2 BUSINESS OBJECTIVES 22.3 TECHNICAL OBJECTIVES 22.4 IMPACT ON ORGANIZATION 42.5 TRANSITION TO OPERATIONS 4

3.0 PROJECT/PRODUCT SCOPE OF WORK...............................................................................................................4

3.1 DELIVERABLES 53.1.1 Project Deliverables.............................................................................................................................. 53.1.2 Product Deliverables............................................................................................................................. 6

3.2 SUCCESS AND QUALITY METRICS 7

4.0 SCHEDULE ESTIMATE........................................................................................................................................7

5.0 BUDGET ESTIMATE...........................................................................................................................................8

5.1 FUNDING SOURCE(S) 85.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE - 85.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE 8

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE..............................................................................9

6.1 STAKEHOLDERS 96.2 PROJECT GOVERNANCE PLAN 106.3 PROJECT MANAGER 10

6.3.1 PROJECT MANAGER CONTACT INFORMATION.....................................................................................106.3.2 PROJECT MANAGER BACKGROUND ....................................................................................................10

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES 116.5 PROJECT MANAGEMENT METHODOLOGY 13

7.0 CONSTRAINTS................................................................................................................................................13

8.0 DEPENDENCIES...............................................................................................................................................13

9.0 ASSUMPTIONS...............................................................................................................................................14

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY.........................................................................................14

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING.................................................................................15

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V...............................................................................16

13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES...................................................................................18

I

14.0 Project Charter Certification Approval Signature...........................................................................................18

REVISION HISTORY

RREVISIONEVISION N NUMBERUMBER DDATEATE CCOMMENTOMMENT

1.0 March 4, 2008 First Draft by TJ Montoya

1.1 March 14, 2008 Draft submitted to Ron at DoIT for review

II

Kronos – SHARE integrated automated time reporting system 1

1. PROJECT BACKGROUND1. PROJECT BACKGROUND

1.1 E1.1 EXECUTIVEXECUTIVE S SUMMARYUMMARY - -RATIONALERATIONALE FORFOR THETHE PROJECTPROJECT

The goal of this project is to implement Kronos Workforce Time Keeper 6.0, an electronic time keeping system that will integrate with SHARE Human Capital Management System at each of the facilities. As part of this implementation, policies and procedures will be developed to support the use of Kronos. This technology will have an impact on the Facilities’ ability to achieve goal alignment. This system will provide tracking and reporting of employee work times to assist in workforce management.

Kronos is currently implemented at two of NMDOH’s facilities – New Mexico Behavioral Health Institute (NMBHI) and Sequoyah Adolescent Treatment Center. In 2006, NMBHI successfully integrated Kronos with SHARE. NMDOH plans to build upon the success of NMBHI’s implementation of Kronos and integration with SHARE.

Currently, DOH facilities are using a multitude of platforms for time keeping and scheduling employees. Each facility or program has a distinct business process for reporting and approving time. This requires manual repetitive work each pay period. More important, this manual process creates challenges with scheduling the appropriate number of staff to care for the patients and managing staff overtime. Proper patient to staff ratios are required to maintain and/or to achieve accreditation.

Patient care and safety are important to each facility. Staff is oftentimes over scheduled to provide required coverage for patients/clients to maintain appropriate safety and care standards. Adequate coverage will reduce the occurrence of pressure sores in patients. The current manual system does not allow for timely reports to accurately schedule caregivers.

With automation, electronic time keeping processes will reduce the time required to report and approve work schedules. Implementation of Kronos will streamline business processes to improve efficiency and provide reports required for planning and licensing purposes.

1.2 S1.2 SUMMARYUMMARY OFOF THETHE FOUNDATIONFOUNDATION PLANNINGPLANNING ANDAND DOCUMENTATIONDOCUMENTATION FORFOR THETHE PROJECTPROJECT

In February 2006, a requirements document was created by a team of people who represented each facility along with a representative from the IT division. This team was convened to examine and document time keeping requirements for the department’s 24/7 facilities.

The data for the requirements analysis was collected through the use of a written survey and a working conference call with the team. The findings from the team have been updated and incorporated into the Business and Technical objectives.

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1.3 P1.3 PROJECTROJECT C CERTIFICATIONERTIFICATION R REQUIREMENTSEQUIREMENTS

CRITERIA YES/NO EXPLANATION

Project is mission critical to the agency Yes Implementation of Kronos will assist Facilities with workforce management to ensure patient safety.

Project cost is equal to or in excess of $100,000.00

Yes The estimated cost is $800,000.

Project impacts customer on-line access Yes Employees who work in NMDOH’s facilities HR departments will access kronos via the web over the state’s network.

Will an IT Architecture Review be required? No Kronos will be hosted off site.

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS

2.1 A2.1 AGENCYGENCY J JUSTIFICATIONUSTIFICATION

NUMBERNUMBER DESCRIPTIONDESCRIPTION

Strategic Plan 09 Facilities Task #1

Fiscal year 2009 objective for NMDOH’s Office of Facilities is to improve resident care and services for all facilities. To meet this objective, one strategy is to ensure all DOH facilities meet or surpass national quality and safety standards and employ healthcare best practices. These standards set the condition the proper staff to patient ratios to guarantee patient safety. The Kronos implementation will assist each facility to plan for the proper workforce to maintain these conditions for patient well being and safety.

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2.2 B2.2 BUSINESSUSINESS O OBJECTIVESBJECTIVES


Business Objective #1 Ability to manage workforce staffing and scheduling at each facility to ensure proper acuity rates and provide data to federal/state agencies as requested by requiring staff to swipe in/out for their assigned work schedules using reports from Kronos/SHARE/Avatar

Business Objective #2 Create and implement time keeping policies and procedures for Facility staff in relation to Kronos’ capabilities

Business Objective #3 Train Human Resources staff at the Facilities on Kronos. Train employees on the swiping of ID cards or calling in to report time.

Business Objective #4 Decrease manual processing for time keeping and reporting into SHARE

Business Objective #5 Manage work schedules to plan effectively and reduce the amount of unnecessary overtime

2.3 T2.3 TECHNICALECHNICAL O OBJECTIVESBJECTIVES


Technical Objective 1 Test, install and configure Kronos with SHARE integration at six NMDOH facilities and Los Lunas Community Program

Technical Objective 2 Provide integration with SHARE for uploading employee time records

Technical Objective 3 Install swipe terminals in each facility to communicate with Kronos

Technical Objective 4 Configure IVR access in Los Lunas where resident homes do not connect to DOH’s network

Technical Objective 5 Update NMBHI’s and Sequoyah’s version of Kronos and hardware

Technical Objective 6 Auto populate identified fields on entry of employee ID number

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2.4 I2.4 IMPACTMPACT ONON O ORGANIZATIONRGANIZATION

AREAAREA DESCRIPTIONDESCRIPTION

End user Will be required to swipe id card for time keeping, must follow new procedures, must acquire a DOH id card

Business Processes Will change to accommodate new time keeping system and staff management

IT Operations and staffing

Impact will be small. IT staff will be required to maintain connections and liaison with Kronos IT staff

2.5 T2.5 TRANSITIONRANSITION TOTO O OPERATIONSPERATIONS

.

AREAAREA DESCRIPTIONDESCRIPTION

Preliminary Operations location and staffing plans

DOH policy requires a Transition to OPS document be created as part of any project and will be responsible for the creation of the document. Kronos subject matter experts will provide guidance.

Data Security, Business Continuity

DOH policy requires a Transition to OPS document be created as part of any project. This will be addressed in the document. Chief Security Officer and staff will assist team.

Maintenance Strategy DOH policy requires a Transition to OPS document be created as part of any project. This will be addressed in the document

Interoperability DOH policy requires a Transition to OPS document be created as part of any project. This will be addressed in the document

Record retention DOH policy requires a Transition to OPS document be created as part of any project. This will be addressed in the document

Consolidation strategy DOH policy requires a Transition to OPS document be created as part of any project. This will be addressed in the document

3.0 PROJECT/PRODUCT SCOPE OF WORK3.0 PROJECT/PRODUCT SCOPE OF WORK

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3.1 D3.1 DELIVERABLESELIVERABLES

3.1.1 P3.1.1 PROJECTROJECT D DELIVERABLESELIVERABLES

Project Charter The Project Charter for Certification sets the overall scope for the project, the governance structure, and when signed is considered permission to proceed with the project. The Project Charter for Certification is used to provide the Project Certification Committee with adequate knowledge of the project and its planning to certify the initiation phase of the project

Certification Form The Request for Certification and Release of Funds form is submitted when a project goes for any of the certification phases. It deals with the financial aspects of the project, as well as other topics that indicate the level of planning that has gone into the project. Many of the questions have been incorporated into the preparation of the project charter

Project Management Plan “Project management plan” is a formal document approved by the executive sponsor and the Department and developed in the plan phase used to manage project execution, control, and project close. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost and schedule baselines. A project plan includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management. plan.”

IV&V Contract & Reports “Independent verification and validation (IV&V)” means the process of evaluating a project to determine compliance with specified requirements and the process of determining whether the products of a given development phase fulfill the requirements established during the previous stage, both of which are performed by an organization independent of the lead agency. Independent verification and validation assessment reporting. The Department requires all projects subject to oversight to engage an independent verification and validation contractor unless waived by the Department.

IT Service Contracts The Department of Information Technology and the State Purchasing Division of General Services have established a template for all IT related contracts.

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Risk Assessment and management

The DoIT Initial PROJECT RISK ASSESSMENT template which is meant to fulfill the following requirement:

“Prepare a written risk assessment report at the inception of a project and at end of each product development lifecycle phase or more frequently for large high-risk projects. Each risk assessment shall be included as a project activity in project schedule.” Project Oversight Process memorandum

Project Schedule A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. The defacto standard is Microsoft Project

Monthly Project Status Reports to DoIT

Project status reports. For all projects that require Department oversight, the lead agency project manager shall submit an agency approved project status report on a monthly basis to the Department.

Project Closeout Report This is the Template used to request that the project be officially closed. Note that project closure is the last phase of the certification process

3.1.2 P3.1.2 PRODUCTRODUCT D DELIVERABLESELIVERABLES

Requirements Documents The requirements document has been completed. It has identified eight requirements.

Design Documents The vendor will be required to deliver a design document for the collection of data from swipe card terminals at each facility and how the data is sent to SHARE. For those residential homes in the Los Lunas Community Program, a design document for reporting time via IVR will be required. The document will also cover how DOH’s desktop computers must be configured to access the hosted site. Kronos will be required to submit a disaster recovery plan.

Systems Specifications Kronos will be a hosted solution. System specifications may impact software needed on the desktop to connect with hosted site. This will be determined during the planning phases.

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Systems Architecture As a hosted solution, the architecture will reflect the connectivity from the DOH facilities to the hosted site.

System and Acceptance Testing Each facility will be required to test and accept their implementation of swipe terminals and connection to the hosted site.

Operations requirements The transition to OPS and Application Support plan is part of the project deliverables.

3.2 3.2 SUCCESSSUCCESS ANDAND QUALITYQUALITY METRICSMETRICS


Quality Metrics 1 Reduction in overtime expense with controls in place to provide accurate scheduling and reporting of time

Quality Metrics 2 Employees, supervisors and HR technicians will spend less time reporting, approving and uploading time worked or leave taken

4.0 SCHEDULE ESTIMATE4.0 SCHEDULE ESTIMATE

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INITIATION: March 2008 Hire Project Manager, IV & V contract and plan, Project Management plan

PLANNING: May 2008 Design Document, OFM Policy and Procedures, Application Support Plan, IV & V periodic reports

IMPLEMENTATION:

October 2008

Kronos contract – software and hardware purchased, installed, tested, user acceptance, transition to OPS document, IV &V periodic reports

CLOSEOUT: June 2009 DoIT Closure Report, Project Closure Archive, IV &V Close out report


5.0 BUDGET ESTIMATE5.0 BUDGET ESTIMATE

Consulting Services IV&V

PM contract

Kronos Implementation Services

Setup Fee for Hosting

Training

$268,750

Hardware Terminals $182,000

Software Licenses $323,000

TTOTALOTAL $773,750

5.1 FUNDING 5.1 FUNDING Source(s)

SOURCESOURCE AMOUNTAMOUNT ASSOCIATED ASSOCIATED RESTRICTIONSRESTRICTIONS

Law of 2008, Chapter 3, Section 7, Subsection 10

$800,000 None

5.2. B5.2. BUDGETUDGET B BYY M MAJORAJOR D DELIVERABLEELIVERABLE OROR T TYPEYPE OFOF EXPENSEEXPENSE - -

ITEMITEM COST ESTIMATECOST ESTIMATE ..

To be determined during the planning phase

5.3 B5.3 BUDGETUDGET B BYY P PROJECTROJECT P PHASEHASE OROR C CERTIFICATIONERTIFICATION P PHASEHASE

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Phases Planned Certification

Date

Amount to be requested

INITIATION: March 2008 $70,000

PLANNING: May 2008 $320,000

IMPLEMENTATION:

October 2008

$400,000

CLOSEOUT: June 2009 $10,000


6.0 PROJECT AUTHORITY AND ORGANIZATIONAL 6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURESTRUCTURE

6.1 STAKEHOLDERS6.1 STAKEHOLDERS

NAMENAME STAKE IN PROJECTSTAKE IN PROJECT ORGANIZATIONORGANIZATION TITLETITLE

Anita Westbrook Project Champion OFM Director

Edna Ortiz Work closely with Project Manager

OFM

Robert Mayer Allocate IT resources to the technical team and provide day to day IT operational support

ITSD CIO

Employees Required to swipe in/out for reporting work

OFM

HR Technicians Understanding policies, training on Kronos

OFM

Hospital Administrators Provide requirements for data and reports, resources for project, provide user acceptance

ORM

SHARE Administrators Provide guidance and technical support for SHARE integration

DFA

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6.2 PROJECT GOVERNANCE PLAN6.2 PROJECT GOVERNANCE PLAN

6.3 PROJECT MANAGER6.3 PROJECT MANAGER

6.3.1 PROJECT MANAGER CONTACT INFORMATION6.3.1 PROJECT MANAGER CONTACT INFORMATION

NAMENAME ORGANIZATIONORGANIZATION PHONE #(S)PHONE #(S) EMAILEMAIL

Tammy Jo (TJ) Montoya DOH –ITSD 505.827.2540 [email protected]

6.3.2 PROJECT MANAGER BACKGROUND 6.3.2 PROJECT MANAGER BACKGROUND

Tammy Jo Montoya is an IT project manager with a Master’s degree in Public Administration and a Bachelor’s degree in Management of Information Systems and more than 10 years of overseeing IT operations, directing customer support and ensuring the on-time delivery of business solutions including five years of project management. Effective team leader with record of success maintaining business relationships, managing projects and assuming full responsibility for technical infrastructure planning and cost containment. Dynamic management career with strong leadership, problem-solving, planning, team building and project management skills along with strengths in creating relationships with customers to understand their IT requirements and with coworkers/teammates.

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6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES

RROLEOLE RRESPONSIBILITYESPONSIBILITY

Executive Project Sponsor

The Executive Sponsor is the point person for the project within the highest level of the Department of Health. The responsibilities of the Executive Sponsor include:

Participate in planning sessions Ensure project staff availability, funding, and contract

management Review and accept the initial risk assessment,

management plan, project plan, and budget Appoint Project Director Provide management review and accept changes to

project plan, contract or deliverables Attend executive requirements reviews and resolve

requirements problems Empower the Project Manager Communicate with the Department of Health Champion the project Contribute to lessons learned

Project Director The Project Director is the person who makes the business case for the project. The responsibilities of the Project Director include:

Participate in planning sessions Ensure project staff availability, funding, and contract

management Review and accept the initial risk assessment,

management plan, project plan, and budget Appoint Committee and Team members Provide management review and accept changes to

project plan, contracts or deliverables Ensure user and sponsor acceptance Attend executive requirements reviews and resolve

requirements problems Adjudicate any appeals relative to Steering Committee

decisions Cast the deciding vote where a consensus cannot be

reached by the Steering Committee Empower the Project Manager Communicate with the Executive Sponsor and

Department of Health Champion the project

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Contribute to lessons learned

Project Manager The Project Manager’s primary responsibility is to manage the project. This role must not get too involved in the business or technical details of the project. The Project Manager responsibilities include:

Develop initial management plan and project plan Provide leadership for a coordinated project effort Document project assumptions, constraints, and

critical success factors Conduct initial risk assessment Facilitate meetings Assign tasks Track schedules Develop detailed plans with project team for risk,

change, quality Ensure project consensus Manage expectations Report on project status Maintain issues log Maintain action items log Promote and practice change management Close-out action items Value teamwork, cooperation, and planning Champion the project Facilitate lessons learned process

Steering Committee Member

The Steering Committee is chartered to provide governance over the direction and support of the project and is chaired by the Project Director. The Steering Committee member responsibilities include: Attend and participate in meetings Review and accept deliverables Review presented documentation Balance larger picture versus details of project Review project funding and expenditures Champion the project Contribute to lessons learned

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Project Team Member

The Project Team member is an important role in that it is the link between the vision and the reality of the project. The Project Team members’ responsibilities include:

Attend and participate in meetings Participate in the planning process Accomplish and provide deliverables Represent specific area(s) (e.g., technical, clinical,

process, etc.) for the overall project as assigned Report progress, issues, etc. Champion the project Contribute to lessons learned

6.5 P6.5 PROJECTROJECT MANAGEMENTMANAGEMENT M METHODOLOGYETHODOLOGY

The certification methodology outlined by the Department of Information Technology (DoIT) is the appropriate methodology for this project. Each phase will produce a set of deliverables and documents for review and acceptance. These phases will be certified by DoIT before preceding into the next phase. At the end of each phase, a decision will be made to continue further with the project.

7.0 CONSTRAINTS7.0 CONSTRAINTS


1 This project must be completed by June 30, 2009 and funds expended

2 Length of time to get contract approved

8.0 DEPENDENCIES8.0 DEPENDENCIES

Types include the following and should be associated with each dependency listed.

M -Mandatory dependencies are dependencies that are inherent to the work being done. D- Discretionary dependencies are dependencies defined by the project management team. This may also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.

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E-External dependencies are dependencies that involve a relationship between project activities and non-project activities such as purchasing/procurement

NUMBENUMBERR

DESCRIPTIONDESCRIPTION TYPE M,D,ETYPE M,D,E

1 Timely purchase of software and hardware to keep project schedule

M

2 IV & V and Project Manager Contracts must be in place to begin planning and implementation phases to keep project on schedule

M

9.0 ASSUMPTIONS9.0 ASSUMPTIONS


1 Office of Facilities Management will provide appropriate resources for the project team

2 Kronos meets OFM’s needs for electronic time keeping and reporting that integrates with SHARE

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY

Risk 1

The creation of standard policies and procedures is important for the successful implementation of Kronos.

Probability - Possible Impact HI HIGHGH

Mitigation Strategy: Create Business Process team to create, document and communicate new policies and procedures. Involve Kronos experts to assist with new business process. Gain support from Director of OFM. Allow time in project schedule to address policies and procedures.Contingency Plan: Adjust project schedule as needed.

Risk 2

Availability of subject matter experts from OFM, DFA (SHARE) and ITSD

Probability - Possible Impact HIGH HIGH

Mitigation Strategy: Include representatives from each area on Steering Committee. Gain support from departments to allocate resources to the project teams – technical and business process teams. Build realistic project schedule to accommodate people’s schedules

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Contingency Plan: Adjust project schedule as needed. Meet with departments to discuss additional resources.

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING

Meeting agendas, minutes, and supporting documentation will be provided using the following software packages: Microsoft Word, Excel, PowerPoint, Outlook and Project. Every attempt will be made to publish the meeting minutes in a timely fashion and no later than 2 days prior to the next regularly scheduled meeting. Any meeting called should have an agenda, attempt to start on time and finish on time. The time allocated to each agenda topic will vary depending on the depth of issues to be covered. Items not able to be covered within the meeting time and accepted to be postponed may be added to the next standing meeting’s agenda or may require a special session.

The meeting times and distributions of the meeting minutes for the Kronos project are as follows:

Project Team Meetings will be on a regular schedule. The scribe will be assigned by the Project Manager. The project team meetings will be posted in the paper-based and electronic document libraries by the Project Manager.

Monthly Steering Committee Meetings will continue to be held every month. The scribe will be assigned by the Project Director. The Monthly Steering Committee meeting minutes will be posted to the electronic document library in the Kronos Project folder and e-mailed to attendees.

Special Session Meetings may be called at the request of the Project Director or Project Manager. A range of issues may require a special meeting of a team, committee or subset. These meetings will be scheduled to accommodate the majority of attendees. The minutes from these meetings will be posted in the document library and possibly e-mailed depending on the location of the attendees.

Status reports will be used to track progress and issues. The Project Manager will provide bi-monthly project status reports to the Kronos Project Director, and Steering Committee. Project Team members will provide status reports as requested by the Project Manager. These reports will be in addition to such reports prepared upon request and by other contractors.

Special reports will be provided at the request of the Kronos Project Management Contract Administrator or the Project Director.

Steering Committee will approve deliverables acceptance with sign off documents being archived in the physical project library in the Project Manager’s office.

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Issue management and resolution helps to resolve those issues not anticipated during planning process. Issues should be reported at the earliest possible time so that corrective action can be developed to deal with the issue. The corrective action should address both the immediate need and the underlying cause of the issue. The Project Manager will keep an issue tracking log and will work with the Project Team for corrective action.

The Project Manager will maintain an action item list. This action item list identifies the action item, the reference item, the responsible party, the solution, and the due and completion dates. Updates may also be reflected in meeting minutes.

12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V

IV&V focus depends upon the type of project, with various emphases on project and product deliverables.

The following check list is based on Exhibit A of the OCIO IV&V Contract Template, and the Information technology template. . It is included here to provide a high level of the type of IV&V accountability the project envisions:

Project/Product Area Include –Yes/No

Project Management Yes

Quality Management Yes

Training No

Requirements Management No

Operating Environment No

Development Environment No

Software Development No

System and Acceptance Testing Yes

Data Management No

Operations Oversight No

Business Process Impact No

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13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES

SIGNATURESIGNATURE DATEDATE

EXECUTIVE SPONSOREXECUTIVE SPONSOR

BUSINESS OWNERBUSINESS OWNER

PROJECT MANAGERPROJECT MANAGER

14.0 PROJECT CHARTER CERTIFICATION APPROVAL 14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURESIGNATURE

SIGNATURESIGNATURE DATEDATE

DOIT / PCC APPROVALDOIT / PCC APPROVAL

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