nm doit€¦ · web view2019/10/24 · taxation and revenue departmentaudit and compliance...

TAXATION AND REVENUE DEPARTMENT

AUDIT AND COMPLIANCE DIVISION

CALL CENTER MODERNIZATION PROJECT

PROJECT CHARTER FOR CERTIFICATION

EXECUTIVE SPONSOR – AYSHA MORA (TRD ACD DIRECTOR)

BUSINESS OWNER – ARTHUR MARTINEZ ACD (CALL CENTER BUREAU CHIEF) AND LISA TRUJILLO (ACD DEPUTY DIRECTOR)

AGENCY CIO – MIKE BACA

PROJECT MANAGER – KELVIN GINN

ORIGINAL PLAN DATE: FY20

REVISION DATE: OCTOBER 08, 2019

VERSION: 1.5

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

REVISION HISTORY............................................................................................................................................. III

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....................................................................................................3

2.1 AGENCY JUSTIFICATION 32.2 BUSINESS OBJECTIVES 32.3 TECHNICAL OBJECTIVES 42.4 IMPACT ON ORGANIZATION 42.5 TRANSITION TO OPERATIONS5

3.0 PROJECT/PRODUCT SCOPE OF WORK............................................................................................................ 5

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

3.2 SUCCESS AND QUALITY METRICS 8

4.0 SCHEDULE ESTIMATE..................................................................................................................................... 9

5.0 BUDGET ESTIMATE........................................................................................................................................ 9

5.1 FUNDING SOURCE(S) 95.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE – 95.3 BUDGET BY FISCAL YEAR 10

Description.....................................................................................................................................................................10FY18 & Prior.....................................................................................................................................................10

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE...........................................................................10

6.1 STAKEHOLDERS 106.2 PROJECT GOVERNANCE PLAN 12

6.2.1 Executive Steering Committee.................................................................................................................126.3 PROJECT MANAGEMENT 12

6.3.1 Project Manager Contact Information.....................................................................................................126.3.2 State Project Manager Background.........................................................................................................126.3.3 Vendor Project Manager Background.....................................................................................................13

6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES136.5 PROJECT MANAGEMENT METHODOLOGY 14

7.0 CONSTRAINTS............................................................................................................................................. 15

8.0 DEPENDENCIES............................................................................................................................................ 15

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9.0 ASSUMPTIONS............................................................................................................................................ 16

10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY........................................................................................17

1.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING..................................................................................17

11.1 Monthly DoIT Status Reporting................................................................................................................1711.2 Monthly Steering Committee Status Reporting........................................................................................17

12.0 INDEPENDENT VERIFICATION AND VALIDATION (IV&V)..............................................................................17

13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES.................................................................................19

14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE........................................................................19

ii

REVISION HISTORY

REVISION NUMBER

DATE COMMENT

1.0 DoIT Template

1.1 June 13, 2019 Draft Project Charter

1.2 September 11, 2019 Revised Draft (AM)

1.3 September 30, 2019 Revised Draft (KG)

1.4 October 3, 2019 Final Draft for OCIO review.

1.5 October 8, 2019 OCIO Revisions

1.6 October 17, 2019 EPMO Comments and Redlines.

1.7 October 17, 2019 Integrated EPMO Comments and Redlines.

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PROJECT CHARTER - ACD CALL CENTER MODERNIZATION 1

1. PROJECT BACKGROUND

1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT

The New Mexico Taxation and Revenue Department (TRD) Audit and Compliance Division (ACD) mission is to ensure compliance with tax programs under the Tax Administration Act. ACD initiates audits, resolves tax issues, performs collection activities, and provides customer service for 20 different tax programs. The ACD call center currently supports the mission by providing taxpayer assistance and collections services. The current solution is antiquated and does not provide adequate reporting and analytics for call tracking and process improvement. In addition, the inability to record calls does not provide the department with a vital method of quality assurance. The Avaya solution call recording mechanism is not compliant with security standards. Additionally, the existing system does not provide for a means for taxpayers to utilize an integrated self-serve Integrated Voice Response (IVR) system to make payments on tax debt due to the systems inability to meet the above described security standards.

The intent of the TRD ACD Call Center Modernization Project is to utilize the current TRD Motor Vehicles Division (MVD) IVR solution to improve the taxpayer experience, regulatory requirements, improve operational efficiency, and enhance revenue.This charter should be considered a draft. It shall be finalized as a part of the Planning Phase of the Project.

1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT

Background:

ACD is currently operating an antiquated phone system that does not provide taxpayers with a mechanism to make payments via a self-serve portal. In addition, the Call Center management currently does not have the ability to coach employees and research tax problems by employing a functioning call recording process and repository that meets security standards that the Department must adhere to. Continual process improvements and increases in operational excellence are limited due to a lack of robust reporting and analytic mechanisms to track items like call arrival, wait times, and abandonment rates reliably. These metrics provide necessary information to properly schedule staff and increase the efficiency in call handling.

The ACD Call Center Bureau services more than 290,000 calls per year and collected $105M in FY’16, over half of ACD’s total annual delinquent collections. According to the 2016 Legislative Finance Committee (LFC) audit findings described in Tax Gap, Audit and Compliance, and Fraud Report # 16-07 | October 26, 2016, ACD’s existing call

VERSION 1.0. NEW MEXICO TAXATION AND REVENUE - ACD PAGE | 1


management systems are “woefully inadequate”, which lacks robust inbound call automation.

The existing call management solution fails to meet regulatory requirements therefore is lacking functionality and the support for taxpayers to submit payments by phone without agent intervention. Another compliance issue is the lack of call recording which is necessary for agent training and coaching purposes and lacks support for efficient outbound call automation. The limited functionality and reporting do not allow the department to maximize collection efforts. The LFC collection measures for FY19 have increased, driving the department to employ technology to enhance operational efficiencies.

Purpose:

The intent of this project is to replace the current call center management solution utilizing the existing TRD MVD system to support robust Integrated Voice Response (IVR) and Automated Call Distribution with efficient predictive dialing capabilities. The resulting system will significantly improve outbound call efficiency for increased collections and inbound call efficiency by decreasing call wait times and dropped calls by directing calls according to skills. The new solution will enable automated workflows for customer requests for refund status and payment submissions which allows Call Center agents to focus on more important taxpayer inquiries. The new solution will enable reporting capabilities necessary to enhance ACD’s ability to meet its support obligations while improving operational efficiency and customer satisfaction.

The Call Center bureau is often the first point of contact between the Department and a taxpayer. The enhancement to the phone system will allow ACD to meet the strategic requirements in providing quality customer service, taxpayer support and the ability to effectively contact more taxpayers to encourage voluntary tax compliance.

1.3 PROJECT CERTIFICATION REQUIREMENTS

CRITERIA YES/NO EXPLANATION

Project is mission critical to the agency No

Project cost is equal to or more than $100,000.00

Yes Current total cost estimate for system delivery, initial maintenance and support, and IV&V services is $235,000

Project impacts customer on-line access No

Project is one deemed appropriate by the Yes DoIT approved C2 request in



Secretary of the DoIT August 2018

Will an IT Architecture Review be required? No The current system and architecture are approved by DoIT. TRD worked in close collaboration with DoIT and will support if additional architecture review may be needed.

2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS

2.1 AGENCY JUSTIFICATION

NUMBER DESCRIPTION

TRD / ACD 1 This project supports ACD’s Mission and Strategic Goals of compliance by providing a system that will enable taxpayers to efficiently and easily make self-service payments through an automated IVR system while the Department meets the regulatory requirements

TRD / ACD 2 The project supports TRD goals of increased customer service by providing a more advanced skills-based phone routing that will enable taxpayers to reach the appropriate skilled agent.

TRD / ACD 3 The project also supports TRD goals of increased customer service by having a call recording system that is compliant with standards, allowing the Bureau to review calls for coaching and training purposes.

2.2 BUSINESS OBJECTIVES

NUMBER DESCRIPTION

BUSINESS OBJECTIVE 1

Decrease customer wait times and dropped call rates by 10%


Increase collections via increased outbound collections calls by 5%


Compliance with regulatory and security standards.



NUMBER DESCRIPTION


Obtain reporting and analytic mechanisms which accurately measure call wait times, abandoned calls and operational efficiency.


Improve customer service by providing a technological system (call recording) to aid in agent training and coaching.

2.3 TECHNICAL OBJECTIVES

NUMBER DESCRIPTION

TECHNICAL OBJECTIVE 1

Determine if the ACD Call Center could utilize or expand the MVD Automated Call Distribution equipment currently installed and add the IVR for automated service.


Provide full service Automatic Call Distribution system with IVR capabilities.


Deliver operational metrics and analysis.


Capability to manage call queue’s and emergency messaging.

2.4 IMPACT ON ORGANIZATION

AREA DESCRIPTION

END USER The new solution will enable automated workflows for customer requests for refund status and payment submissions which allows Call Center agents to focus on more important taxpayer inquiries.

The Call Center bureau is often the first point of contact between the Department and a taxpayer. The enhancement to the phone system will allow ACD to meet the strategic requirements in providing quality customer service, taxpayer support and the ability to effectively contact more taxpayers to encourage voluntary tax compliance.

BUSINESS PROCESSES

ACD/IVR role reference outbound calling.

BUSINESS Measuring operational performance of Call Center Agents



AREA DESCRIPTION

PROCESSES

IT OPERATIONS AND STAFFING

Limit organizational change. TRD’s ITD is well versed and well equipped to support complex enterprise information systems. The ACD Call Center IVR system shall be less demanding of IT resources than many other existing systems. Minimal impact is expected.

OTHER

2.5 TRANSITION TO OPERATIONS

AREA DESCRIPTION

PRELIMINARY OPERATIONS LOCATION AND STAFFING PLANS

The services will be provided by Five9 Inc. and will be deployed in the Call Center bureau. Training for staff on the new phone system will be provided on-site by Carahsoft Technology Corp. and via on-line training videos. No additional staff is anticipated.

DATA SECURITY, BUSINESS CONTINUITY

Standard DoIT security and business continuity protocols will be applied.

MAINTENANCE STRATEGY

Telecommunications and Five9 will provide IVR and phone system support and maintenance in the contract for this system.

INTEROPERABILITY The new phone system will be interoperable with the current TRD Grant Street acquirer services provider, the GenTax tax program management platform and the existing phone system for other bureaus, departments and agencies.

RECORD RETENTION Applicable TRD data, transaction, and documentation retention policies will be applied to define requirements.

CONSOLIDATION STRATEGY

Not applicable

3.0 PROJECT/PRODUCT SCOPE OF WORK



3.1 DELIVERABLES

3.1.1 PROJECT DELIVERABLES

Project Deliverable Description

Project Charter The Project Charter defines the overall scope and governance structure for the project. The Project Charter also sets the schedule and budget for the project; identifies significant constraints, assumptions and dependencies; and describes significant risks and mitigation strategies.

PCC Certification Requests

The PCC Certification Request will be submitted at various points in the project to achieve authorization to proceed to the next phase and to obtain release of appropriated funding.

Project Management Plan (PMP)

The PMP is a formal document approved by the executive sponsor and the Agency, is developed in the plan phase, and used to manage project execution, control, and project close. The PMP documents planning assumptions and decisions, facilitates communication among stakeholders, and documents approved scope, cost and schedule baselines.

Independent Verification and Validation (IV&V) Contract & Reports

IV&V contract, risk assessment, periodic project status assessment reports and a project close out report unless waived by DoIT.

IT Service Contracts Required project related contracts are currently in place with Grant Street Group and Fast Enterprises, each utilizing DoIT’s and the State Purchasing Division of General Services Department’s established template.

Risk Assessment and Management

The risk assessment will be completed in the project Planning Phase. Risk Management will include periodically updating the assessment throughout the project life cycle to ensure project risks are appropriately assessed, mitigated, and communicated to stakeholders.

Project Schedule A Project Schedule will be utilized to communicate and track the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones.

Monthly Project Status Reports to DoIT

Monthly project status reports will be submitted to DoIT’s EPMO utilizing the approved template.



Project Deliverable Description

Project Closeout Report A report submitted to the PCC using the DoIT template to request that the project be officially closed.

3.1.2 PRODUCT DELIVERABLES

Scoping / Vision Document

Includes a detailed business process review which requires that all information regarding the existing data, systems and workflows for a functional area are documented. Based on this documentation, a high-level vision for what the new systems will be is provided.

Business Requirements Document (BRD)

This document elaborates upon the high-level vision to provide detailed functional requirements in tabular form. These requirements allow for a foundation upon which the system wireframes are developed. Tabular business requirements are combined with any technical requirements (platforms, required integrations with other systems etc.) and included in the business requirements document.

Systems Requirements and Design Documentation

This includes system architecture documentation, including all required hardware and software components.

Technical Design This document combines logical design, and application business logic. It includes field mapping and related database functionality as appropriate. Wireframes are expanded to include additional details regarding system logic (e.g. button actions, system checks, error messages).

Systems Staging and Deployments

Test installations shall be performed regularly with the end of sprint cycles after the team conducts unit test, internal code review and an interface review with the business team.

Systems Testing Thorough end-to end-testing performed, and results documented to report identified bugs for correction. Regression testing is conducted to verify resolution of identified defects and to certify that the build is ready for User Acceptance Testing (UAT).



Security and Load Test This deliverable describes the results of security audits and relevant penetration testing performed on all modules. Any issues or vulnerabilities identified will be addressed and retested to confirm resolution. Load testing is performed prior to final deployment to simulate typical and peak loading situations and measure systems performance and response time. Any system or infrastructure bottlenecks are identified and addressed as required prior to go-live. Load tests are part of regression testing throughout the systems lifecycle.

User Acceptance Test (UAT)

Final acceptance of the software will be achieved through User Acceptance Testing (UAT). UAT allows the end users to verify functionality and suitability of purpose prior to acceptance of the delivered solution. Several test cases will be defined to address both common and critical/complex use cases. Scripting will provide input on how each test case can be completed within the system. Test results will be documented for each test case. Any identified deficiencies, defects, or bugs will be documented for correction. Successful completion of UAT and regression testing will indicate preliminary sign-off of the required functionality

Systems Training Five 9 shall provide comprehensive plans for internal staff user training strategies.

3.2 SUCCESS AND QUALITY METRICS

Metric are key to understanding the ability of the project to meet the end goals of the Executive Sponsor and the Business Owner, as well as the ability of the project team to stay within schedule and budget.

NUMBER DESCRIPTION

QUALITY METRIC 1 Project does not exceed budget.

QUALITY METRIC 2 The project schedule / benchmarks meet designated goals.

QUALITY METRIC 3 The system meets stated business objectives and requirements.



4.0 SCHEDULE ESTIMATE The project start date is August 1, 2019 and the estimated completion date is August 30, 2020.

5.0 BUDGET ESTIMATE

5.1 FUNDING SOURCE(S)

SOURCE AMOUNT ASSOCIATED RESTRICTIONS

LAWS 2016, CHAPTER 271, SECTION 7, ITEM (5)

$235,000

5.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE –

ITEM COST ESTIMATE

DUE DATE PROJECT PHASE

Deliverable 1: Project Management – Throughout Project Lifecycle TBD August, 2020

Initiation - Closeout

Deliverable 2: Software Licensing (Five9, Inc.) $125,000 February, 2020 Planning

Deliverable 3: Business Requirements and System Design TBD February, 2020 Planning

Deliverable 4: Implementation TBD June, 2020 Implementation

Project Close Out TBD August, 2020 Close Out



5.3 BUDGET BY FISCAL YEAR

Estimated Project Budget (do not include maintenance and operations.)

Comments: Preliminary cost breakdown is tentative until initiation and planning phases are complete.

Description FY20* FY21 FY22 FY23 Total

Professional Services (P.S.)

Business Analysis, Requirements, Design, Implementation, Testing, Delivery $85,000 $0 $0 $0 $85,000

IV&V

Independent Verification and Validation Services (estimate) $15,000 $0 $0 $0 $15,000

Hardware / Software $135,000 $0 $0 $0

$135,000

Internal Staff NA $0 $0 $0 $0 $0

Total: $235,000 $235,000

6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE

6.1 STAKEHOLDERS

NAMESTAKE IN PROJECT ORGANIZATION TITLE

Stephanie Schardin Clarke Agency Head TRD Secretary

Aysha Moya Executive Sponsor TRD ACD Director



NAMESTAKE IN PROJECT ORGANIZATION TITLE

Lisa Trujillo Business Owner TRDACD Deputy Director

Art Martinez Business Owner TRDACD Call Center Bureau Chief

Kelvin Ginn Project Manager TRDTRD Project Manager

Mike BacaIT CIO – Technical Sponsor TRD CIO

Matt Kantor GenTax deployment Fast Enterprises Project Manager

Darryn Hernandez GenTax deployment Fast Enterprises Project Manager

Elizabeth SanchezGenTax Integration Lead TRD-ITD

GenTax Bureau Chief

Paul AlbrechtFive 9 Integration Partner Five 9

Enterprise Sales Director

Janine HyattGrant Street Group Integration Partner Grant Street Group

Engagement Manager

Vince MartinezProject Oversight and Compliance DoIT Secretary



6.2 PROJECT GOVERNANCE PLAN

6.2.1 EXECUTIVE STEERING COMMITTEE

6.3 PROJECT MANAGEMENT

6.3.1 PROJECT MANAGER CONTACT INFORMATION

NAME ORGANIZATION PHONE #(S) EMAIL

Kelvin Ginn TRD ITD PMO (505) 490-5617 [email protected]

Richard SolaVendor Consulting Services Provider

(386) 428-3701 [email protected]

6.3.2 STATE PROJECT MANAGER BACKGROUND

Kelvin Ginn is assigned as the TRD Project Manager on the project. Mr. Ginn has 20 plus years’ experience in program, project and product management. His experience in project and matrix model organizations ranges from Fortune 500 to entrepreneurial ISV startups, defining, socializing and driving change in processes, systems and infrastructure to enable and extend business capabilities and stakeholder value.

6.3.3 VENDOR PROJECT MANAGER BACKGROUND

TBD



6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES

ROLE RESPONSIBILITY

Project Manager Overall responsibility for project leadership and guidance – scope, schedule, budget, risk and communications management from Project inception through delivery and closeout.

Five9 Project Manager Overall responsibility for coordination with members of the extended project team to define, develop, test and delivery the Five9 integration in accordance with the project goals and objectives and in support of the business requirements.

Grant Street Project Manager

Overall responsibility for coordination with members of the extended project team to define, develop, test and delivery the Grant Street Group’s Payment Express integration in accordance with the project goals and objectives and in support of the business requirements.

Fast Project Manager Overall responsibility for applying the Fast Development methodology and coordination with members of the extended project team to define, develop, test and delivery the GenTax integration in accordance with the project goals and objectives and in support of the business requirements.

GenTax Integration Lead

Overall responsibility for leading ITD’s GenTax developers and implementation coordinators in documenting and confirming business requirements, developing and testing the GenTax Cashier Manager in accordance with the project goals and objectives and in support of the business requirements.

ITD Infrastructure Team

Responsible for working with Five 9 to architect, install and test the proper function of IVR in accordance with requirements, and for working with the Grant Street, GenTax and Fast Development Teams in supporting end to end process and performance testing.

ACD Business Owners and Subject Matter Experts (SMEs)

Work with Vendor and GenTax Integration Teams as required to define and document requirements, review and approve the business requirements documents, and to conduct end to end business process testing.

6.5 PROJECT MANAGEMENT METHODOLOGY

The Call Center Modernization Project will follow and comply with the methodology prescribed by New Mexico’s Department of Information Technology. To the end, the project will consist of



Initiation, Planning, Implementation and Closeout phases, with each phase including the documents typically associated with each phase, and including certification gates at Initiation, Planning, Implementation and Closeout.

Initiation and Planning will consider all elements of the project with regard to deployment of hardware, software and process. The Implementation Phase will be comprised of requirements gathering, design, build/install, testing, training and deployment. The Closeout Phase will consist of operational support and transition to operational support.



7.0 CONSTRAINTS

NUMBER DESCRIPTION

1. Project funding is currently limited to $235,000

2. TRD IT delivery commitments previously made in FY2020 will require deferral of design and implementation deliverables for this initiative to early in calendar year 2020.

8.0 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.

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

NUMBER DESCRIPTION TYPE M, D, E

1. Internal IT and contract resources available in sufficient numbers to support development, deployment and support of this initiative.

M

2. Hardware and infrastructure is available in sufficient quantity and capacity to support the project implementation schedule.

M

3. TBD



9.0 ASSUMPTIONS

NUMBER DESCRIPTION

1. Funding will be available throughout the duration of the project.

2. Assigned TRD business owners will be available to support the team and make timely decisions as required throughout the duration of the project.

3. Contractor will assign appropriate resources to complete all phases of the project from requirements through design & implementation.

4. Entire scope of project will be completed by August 2020.

5. Division leadership will be supportive and engaged

6. Department leadership will be supportive and engaged

7. ITD leadership will be supportive and engaged

8. Division staff will be supportive and engaged

9. Local government stakeholders will be supportive and engaged

10. The IVR services vendor will be able to quickly staff the project per plan after contract execution.



10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY

Risk #1 - Loss of phone service during transition

Probability: Minimal/High Impact: HighMitigation Strategy: Review MVD implementation transition and identify possible issues that could result in loss of serviceContingency Plan: Keep existing system running until the Five 9 system is fully implemented.

Risk #2 – TRD Staff Relocation from BOW to new facility TBD

Probability: Medium Impact: HighMitigation Strategy: Manage overall project schedule around potential anticipated move timeframeContingency Plan: NA

Risk #3 – Startup inefficiencies due to learning curve transitioning from current systems

Probability: High Impact: High/Minimal

Mitigation Strategy: Begin online training well in advance of implementation Contingency Plan: Utilize all the training available from the Vendor System to ensure staff is fully functional with system prior to implementation

11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING

Note that the complete project Communication Plan including objectives, target audience, methods, frequency and single point of contact details can be found in the project repository (https://axiomnh.teamwork.com).

11.1 MONTHLY DOIT STATUS REPORTING

Reporting for this project will be subject to current standards from DoIT.

11.2 MONTHLY STEERING COMMITTEE STATUS REPORTING

Monthly Executive Steering Committee (ESC) meetings will be held to provide the ESC with a high-level update on project status and any issues.

12.0 INDEPENDENT VERIFICATION AND VALIDATION (IV&V)

Project/Product Area Include –Yes/No



Project Management Yes

Risk Management Yes

Change Management Yes

Communications Management Yes

Configuration Management Yes

Quality Management Yes

Requirements Management Yes

Security and Privacy Requirements Yes

Operating Environment Yes

Development Environment No

Software Development Yes

System and Acceptance Testing Yes

Data Management Yes

Transition to Operations Yes

Training Yes

Business Process Impact Yes



13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES

SIGNATURE DATE

EXECUTIVE SPONSOR

BUSINESS OWNER

PROJECT MANAGER

14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE

SIGNATURE DATE

DOIT / PCC APPROVAL


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