template - policy - montclair state web viewtypically written in a word ... take advantage of best...

PROGRAM CHARTEROne Montclair Program

Program Name: OneMontclair ProgramCreation Date: 3-28-2014Last Modified Date: 5-14-2014Author(s): Rick Woods, Sam Bakane

Template : Program CharterVersion : 1.0Governance : OneMontclair PMO & PQM

Montclair State University – ProprietaryUse Pursuant to Organization Instructions

OM_Program_Charter_Final Page: 1 of 43


TABLE OF CONTENTSTABLE OF CONTENTS...............................................................................................................2

EXECUTIVE SUMMARY...........................................................................................................5

Business Drivers........................................................................................................................5

OneMontclair Objectives...........................................................................................................5

Strategic Fit and Vision............................................................................................................. 5

Program Benefit Realization......................................................................................................6

Program Scope...........................................................................................................................9

Major Deliverables (Program)...............................................................................................9

Major Deliverables (Systems)................................................................................................9

Finance – PeopleSoft v9.2.......................................................................................................10

Human Resources (Workday; includes Payroll)......................................................................10

Student and Campus Service (Banner).....................................................................................11

Enterprise Integration.............................................................................................................. 12

Identity Access Management...................................................................................................12

Data Warehouse / Business Intelligence (DWBI)....................................................................13

Administrative Approach.............................................................................................................13

High Level Program Risks and Mitigations.................................................................................14

Sponsor, Customer, and Stakeholder Considerations...................................................................16

Program Team Structure..........................................................................................................17

Program Principles.......................................................................................................................18

Program Definition Phase............................................................................................................19

Program Duration and Milestone Dates.......................................................................................19

Resources Needed........................................................................................................................19

Vendor Management................................................................................................................... 19

Due Diligence Process.............................................................................................................19

Program Cost........................................................................................................................... 20

Document Approval.....................................................................................................................21

Appendix A - Administrative Approach......................................................................................22

Appendix B – Program Organizational Structure........................................................................39



DEFINITIONSStandard acronyms and definitions are contained in OM-STD-003 Standard Definitions and Acronyms. New definitions required by this document are listed in the table below.

Term DefinitionOM OneMontclair program as defined in this document.

PMO

Project Management Office is the group that defines and maintains standards for project management for OneMontclair. The PMO also produces performance reports for the projects and provides oversight, training and guidance as needed.

ITILInformation Technology Infrastructure Library is a set of practices for IT Service Management (ITSM) that focuses on aligning IT services with the needs of the business.

ERPEnterprise Resource Planning. Business management software used to store and manage data from every stage of business, including: Finance, Human Resources and Student Information System, etc.

CRM Customer Relationship Management. A software system used to manage a company’s interactions with current and future customers.

SDLC

System Delivery Life Cycle or Software Development Life Cycle is a process for planning, creating, testing, and deploying an information system. The systems development life-cycle concept applies to a range of hardware and software configurations, as a system can be composed of hardware only, software only, or a combination of both.

Business Case / Charter

A document jointly produced by the requestor and project manager that identifies the estimated cost and benefits of a project and the approval of which establishes formal authority for the project manager to utilize resources to accomplish project activities.

Project Management Plan (PMP)

A document that describes how the project will be executed, monitored and controlled. Typically written in a Word document. [Note: MS Project does not produce a PMP, but a Workplan, which is part of a PMP Package].

PMP Package Includes the PMP, Workplan and RACI. Completion of this package is a prerequisite to passing the Planning Phase Gate.

Workplan

A document or view, typically produced from a project management tool, such as MS Project, that contains the WBS, planned start and finish dates, dependencies, assignments and a Gantt chart. Part of the PMP Package.



Term Definition

Work Breakdown Structure (WBS)

A hierarchical decomposition of the total scope of work to be completed by the project team to accomplish project objectives and create the required deliverables. A component of the Workplan.

Gantt chartA bar chart of schedule information activity durations are shown as horizontal bars placed according to start and finish dates. A component of the Workplan.

Dependency

A logical dependency between two activities or an activity and a milestone. There are 4 types of dependencies; Finish-Start (the most common), Start-Finish, Start-Start, and Finish-Finish. [E.g. Task A must finish before task B can start is an example of a Finish-Start dependency]. A component of the Workplan.

Business Continuity Approach

Business continuity approach is a roadmap for continuing operations under adverse conditions such as a storm or a crime. Any event that could impact operations is included, such as systems interruption, loss or damage to critical infrastructure. BCP is not technology specific, but plans for keeping all aspects of a business functioning in the midst of disruptive events.

Disaster Recovery Approach

Disaster recovery approach is the process, policies and procedures that are related to preparing for recovery or continuation of technology infrastructure which are vital to the university after a natural or human-induced disaster. Focuses on IT or technology systems that support business functions.

Change Management

An approach to transitioning individuals, teams and organizations to a desired future state.

Change Control

A process whereby modifications to documents, deliverables or baselines associated with a project are identified, documented, assessed, approved or rejected by a Change Control Board. Changes may relate to project scope, schedule or budget.

Project A temporary endeavor undertaken to achieve a unique product, service or result.

Program A group of related projects and workstreams managed in a coordinated way to obtain benefits not available from managing them individually.



EXECUTIVE SUMMARYIntroductionThe purpose of the OneMontclair (OM) program is to replace administrative systems that have served as the primary business and information platforms for Budgeting and Planning, Finance, Human Resources, Student and Campus Services, University Advancement, and Institutional Research.

Montclair State University has maximized the utility of these legacy systems over the past two decades supporting MSU’s tremendous growth. Montclair State University is once again in a position to make investments in new technology and business process reviews to sustain that growth and be best prepared for future business operations.

Business DriversMSU’s current administrative systems are 25 years old and have outlived their useful life as they are no longer supported functionally by their vendors, except for regulatory updates.

These systems do not support streamlined and efficient business processes. In fact, in some cases, manual processes had to be put in place in the interim to supplement these older systems.

OneMontclair Objectives• Review and optimize business processes for each of the key University divisions.

• Determine where improvements in technology can provide tangible business benefits and value.

• Implement technology providing process efficiencies, integrated operations and robust reporting and analytics capabilities. This will first begin with replacement of existing outdated systems as a core.

Strategic Fit and VisionThe OneMontclair initiative is designed to ensure that the planning efforts and investments we make in process optimization and technology will enable or directly support the University’s strategic goals, improve customer service and create efficiencies and economies of scope and scale wherever possible.

Once the new solutions are implemented our vision is that MSU will have improved:

1. Business Enablement: Each of the business units are able to gain capabilities where business contributions to the strategic goals for the University are maintained, enhanced or enabled.

2. Service Excellence: The business units improve customer satisfaction for key services provided.



3. Operational Efficiency: Business processes are streamlined and automated where opportunities present themselves such the resulting efficiencies are far greater than the efforts to create them.

Program Benefit RealizationValue Proposition

o Elimination of duplicated and unnecessary steps in transactions by streamlining processeso Take advantage of best practices inherent in an ERP system that is used by other higher

education institutions o Provide a system that substantially improves service to administrators, students, faculty,

staff and other users, and that supports institutional initiatives, taking into account growing service demand, and stable or shrinking staff and fiscal budgets.

– Select and implement an application that provides workflow and automation tools that enhance productivity, and provide more effective communication with prospective students.

– Implement a system based on flexible technology that can support evolving institutional priorities and end-user needs.

– Implement “self-service” applications to allow students, faculty, staff and other system constituencies to have direct access to their own data.

– Implement an application whose core end-user functions accommodate infrequent users, and do not require extensive training to use them effectively.

– Maintain the capabilities of the current system (i.e.: don’t lose any of the essential functionality MSU modified the current systems to achieve).

– Provide easier access to information through tight integration with the portal, and through the implementation of easier reporting tools.

– Provide better integration of and service to Online and Extended Studies, Continuing Education, Study Abroad, and other users who were not effectively served by the legacy application.

– Select a system based on technology that provides real-time or near real-time interfaces between appropriate internal and external entities.

– Implement a system that provides robust and configurable security, and that will effectively implement relevant federal and state legislative requirements, as well as University policy.

– Utilize tools and technologies that make it easier to exchange data with both appropriate internal systems (i.e.: course management systems, library, bookstore and housing) and outside entities (other databases, vendors, Department of Education, etc.).

– Implement the necessary technical infrastructure to expand the provision of high system availability and reliability, moving toward near 24 x 7 x 365.



o Implement integrated administrative systems of record for institutional data that allows for the flexibility to meet specific campus and academic unit needs. Ensure that project and production processes, structure and staffing consider centralized and decentralized needs and approaches.

– Implement a system that allows for a single, university-wide view of student (and other) data, but that also allows for customized, focused views, as required by campuses or academic units.

– Implement a system that allows MSU to easily record credit, non-credit and other “learning activities” and choose how this information is reported.

– Implement a system that allows MSU to track both standard academic term-based and non-standard academic term-based programs and activities.

– Develop a process and structure that provides robust, ongoing, updated documentation, both during the project and after the cutover to production.

– Develop a process and structure that provides robust, ongoing, updated training, both during the project and after the cutover to production. Ensure that training is provided at the right time for a given audience.

– Implement an application with configuration options and a development toolset that allow campuses and academic units (when appropriate) to create custom views of data, to easily add data elements as needed, and to create custom workflow and reporting.

– Ensure that any significant changes to the centralized/decentralized model are properly planned, budgeted, and staffed for success through implementation and into production. Ensure that any functions that require increased training or effort from departmental staff are appropriately identified and supported.

o Improve the quality and timeliness of the institutional and student data MSU maintains, and ensure that data quality continues to improve.

– Work to understand and clean up legacy data, before and during conversion into the new system.

– Utilize the greater flexibility, detail and “granularity” of a new system to track data MSU cannot currently store in its administrative systems.

– As appropriate, consider revising business processes and adopting best practices to ensure consistency in handling data, while taking into account the differing needs of campuses and units.

– Use delivered software controls to assure data standardization and integrity.

– Where appropriate , allow the individuals who “own” or are closest to data to perform data entry, rather than centralized staff who are less familiar with it.



– Ensure that any significant changes to the centralized/decentralized model are properly planned, budgeted, and staffed for success through implementation and into production. Ensure that any functions that require increased training or effort from departmental staff are appropriately identified and supported.

– Where possible and reasonable, consolidate disparate “shadow” databases into the single, enterprise repository.

o Empower end-users with access to integrated data for analysis to support operational and strategic decision-making.

– Take advantage of both existing and improved portal and data warehouse capabilities to provide users with integrated access to multiple data sources.

– Where desirable, consolidate disparate “shadow” databases into the easily-accessed enterprise repository.

– Deliver a common tool set to end-users for data reporting, extraction and analysis. Provide users with the knowledge, training and capacity to enable them to perform their own reporting.

– Utilize tools and technologies that make it easier to exchange data with both internal systems (course management systems, library database, bookstore, housing database) and outside entities (other databases, vendors, Department of Education, etc.).

Guiding Principles

We must end our reliance on the existing systems due to the risks of losing support and business outages occurring, current inefficiencies and aim to strategically develop and reallocate our human resources.

Proper due diligence will be performed to identify vendor-partners who will deliver products and services in support of the OneMontclair program.

Systems will be deployed as much as possible with delivered functionality, with as little customization as possible unless it is mission critical.

New or additional items in scope must define the business case and be reviewed with the Steering Committee for decisions.



Program ScopeThe key areas within the scope of this program are:

Budgeting and Planning Finance Human Resources Student and Campus Services Office of Institutional Research (Enterprise Reporting and Analytics) University Advancement (CRM) Enterprise Technology Platforms

o Identity Managemento Integrationo Data Warehouse & Business Intelligence (DWBI)o Portal

Major Deliverables (Program) Disaster Recovery Approach Business Continuity Approach Define a Change Management process Define standard Roles and Responsibilities Data Governance standards and policies Define a Change Control process Ensure that System Monitoring & Application Support Needs are Met Define and Implement the Technical Support Strategy Implement Design and Phase Gate Reviews (See Process Documentation Library) Implement Project Performance Reporting Physical Security

Note: Each of the project teams must adhere to the new processes and standards referred to above.

Major Deliverables (Systems) Replace existing Finance system with a modern Finance ERP system Replace existing Human Resources and Payroll system with a modern HR & Payroll ERP

system Replace existing Student Information System with modern Student ERP system Replace existing customer system with a more modern CRM system to enable better

institutional management of correspondence and customer relationship activities with all manner of external stakeholders

Install a modern Data Warehouse / Business Intelligence system to better serve the needs of the University

Integrate the above systems to be able to share data, as needed to provide more seamless exchange of data reporting as required


https://blackboard.montclair.edu/webapps/blackboard/content/listContentEditable.jsp?content_id=_2005749_1&course_id=_90468_1


Implement an Identity Access Management System to provide secure access to the new systems based on roles and permissions and is scalable for the anticipated growth of MSU over the next 5 years

Implement a new Budgeting & Planning System with a personalized portal and access to the new FRS system.

Software Components

Finance – PeopleSoft v9.2The goals of the OneMontclair Finance project include reengineering processes and replacing the aging legacy Financial Records System (FRS) and other separate support systems to become more operationally efficient and effective.

High Level Finance Scope:

o E-Procurement – Catalog o Online Expense Entry o Comprehensive Financial Accountingo Financial Reportingo Automating Streamlined Workflow

Functional Components of New Financial SystemGeneral Ledger Commitment Control Accounts Payable

eProcurement Purchasing Accounts Receivable

Billing Cash Management Project Costing (full functionality)

Grants Contracts eSupplier connection

eSettlement Strategic Sourcing Asset Management

Travel & Expenses Reports Interfaces

Conversion Enhancements Workflow

Human Resources (Workday; includes Payroll)The existing HRS system is 25 years old and is no longer supported. Many of the business processes have been developed because of limitations of the HRS system and so are paper-based and time consuming to "walk around" campus to get signoff. As part of the OneMontclair program, the Division of Human Resources will implement a new system with features and functions that support streamlined and efficient business processes and allow staff to become more consultative to their customers including all manner of person records, faculty, staff and student workers of Montclair State University.



Functional Components of New HR SystemStaffing / HCM Student Workers Position Management

Labor Distribution Benefits Payroll

Health & Safety Time & Attendance Recruiting

Performance Management

Employee Development Compliance

Reports Workflow Employee Relations

Collective Bargaining Units

Succession Planning Persons of Interest

Student and Campus Service (Banner)The current student administration system is 25 years old and new agreements are in place to support it 5 more years, this technology no longer supports efficient operation of students. Current business processes reflect the limitations of the Plus SIS system and lack automation, are often repetitive across departments, and require considerable manual effort and manpower. As part of the OneMontclair initiative, the Student and Campus Services Divisions will implement a new system with features and functions that support streamlined and efficient business processes and allow students to engage with the university in a more effective and satisfying manner. Administrators and faculty will be able to leverage new tools to become more consultative and strategic in the services they provide to their constituents.

Functional Components of New Student SystemGeneral Person Admissions Recruiter

General Student Catalog Schedule

Registration Academic History Flexible Registration

International Student & Scholastic Management

Accounts Receivable Degree Works

Financial Aid Banner Communications Management

Recruiting and Admissions Performance Reporting

Student Retention Performance

eVisions Form Fusion Job Schedule (UC4)

Cognos Operational Data Store (ODS)

Workflow

Document Management Data Migration Luminis Portal



Enterprise Integration

Enterprise Integration Architecture (EIA) objectives include the successful integration of ERP systems through well-defined and managed data feed interfaces providing dependent systems all required data in the frequency demanded, to document the current and future technical interfaces via a transparent public catalog inventorying the interfaces showing sources, ownership, data definitions and support contacts.

Organizational goals include understanding current and future resource needs, establishing well defined and efficient business process and workflow, address common policy issues, establishing well defined support chain model with agreed upon SLA's.

Identity Access Management

The Identity Access Management System project (IAMS) will select and implement a “best of breed” scalable enterprise platform that delivers identity management and access control capabilities to MSU-IT and campus computing network(s) with tight integration to all identified MSU current legacy and future ERP systems.

The current IAMS platform was internally developed by MSU and is named NetID. The NetID system is proprietary, is not entirely based on open system standards and has limited scalability. NetID lacks agility, and any future integrations will require expensive and lengthy custom coded interfaces. The MSU NetID system also doesn’t address the mobile application security space which is an area of great importance for future growth at MSU.

Value Proposition:

A scalable platform meeting the (scaling) demands of the current and future (5 year growth) MSU student, affiliate, faculty and professional staff end user populations (current = 19,000, 5 years = 30,000).

An agile platform that provides off the shelf integration options to MSU’s ERP platforms, current and future.

An innovative vendor/provider that maintains an evolving platform, keeping up with industry standards.

A platform that allows extending the day to day business operations identity management and provisioning down to the individual business unit, groups and teams via delegation of authority.

A platform that provides ID management and authentication/access control solution and services to mobile application platform.



Data Warehouse / Business Intelligence (DWBI)

The primary objective of the OneMontclair Functional Team for Enterprise Data Warehousing, Business Intelligence, and Analytics is to create a cross-functional/cross-divisional platform for data management, reporting, and analytics. An essential feature of this enterprise system will be its ability to extract and house data from all core transactional systems for purposes of integrated, cross-platform reporting and analysis. Implementing full-featured data warehousing, reporting, and business intelligence modules will:

1. Promote data-driven decision-making across the University by widening access to information via cutting-edge dashboard technology and advanced analytics,

2. Empower end-users by introducing flexible, easy-to-use tools that can be used to drill-down into the data for “what if” analysis, and to customize reports to meet specific needs,

3. Increase confidence in the validity and reliability of information used for decision-making through reliance on a single source of data, and

4. Improve the efficiency and timeliness of information delivery, and reduce workload demands on core transactional systems by shifting some reporting activity to the enterprise data warehouse.

Functional Components of DWBIODS - Operational Data Store

EDW - Enterprise Data Warehouse

BI Reporting platform

Reports Executive Dashboard ETL processes (Data feeds)

Archived historical data

Tools Infrastructure as Needed

o Project and Portfolio Management (PPM) tool (Daptiv)o Defect tracking system

Administrative ApproachPlease see Appendix A for detailed treatment of the administrative approach for the OneMontclair program.



High Level Program Risks and MitigationsThe risks below represent risks that have been identified for the OneMontclair program. Program and project risks and mitigations will be tracked at a detailed level with the Daptiv PPM tool using the Risk Management Process defined in the Process Documentation Library.

Management Support

A Steering and Governance Committee comprised of each of the Division Leads will be defined with Division Leads Accountable for the ultimate success of each of the projects. Additionally a PMO will be formed in order to manage the project, quality, communications, costs and objectives for each pillar. In addition, provisions will be made to backfill key project and program resources to mitigate contention from operational demands.

Project Team Knowledge

Experts experienced in the relevant project management, systems, process re-engineering, integrations and quality assurance will be recruited and hired to serve as the internal leadership and control mechanism for each major implementation.

Inter-departmental Cooperation

A centralized PMO comprised of cross-divisional leads and gated enterprise deliverables will be developed in order to ensure interdepartmental cooperation. In addition, key activities such as business process engineering, integration, systems design, etc. shall have stakeholder analysis gates to ensure the participation and collaboration required.

Clarity of Goals and Objectives across the Organization and with External Business Partners

Both program level and project level charters, project plans and other artifacts will be developed so that scope and activities are consistent and coordinated across the enterprise.

Project Manager Ability

Project Mangers with successful histories of implementing our specific systems in Higher Education environments will be recruited.

Management of Expectations

Project timelines, approaches and costs will be constructed on feasibility based models with broad communication and agreement. Internal project contracts in the form of project charters will clearly outline goals and objectives.

Regulatory Compliance and Reporting (Federal, State, Middle States, Etc.)

A quality management function shall be established to ensure regulatory compliance, internal policies, etc. are included in the project lifecycle from inclusion in requirement to ensuring provisions are made in design for each requirement as well as these items being thoroughly tested and signed off by any relevant internal and external compliance monitoring entities. Additional, business process changes will be reviewed with Internal Audit for compliance concerns.


https://blackboard.montclair.edu/webapps/blackboard/execute/content/file?cmd=view&mode=designer&content_id=_2086703_1&course_id=_90468_1


Security & Privacy As this is a key concern, particularly with Cloud based options, the team shall develop a SaaS and Security Assessment and methodology to ensure key items are guaranteed or remediated in any contracts that are entered into where security or privacy are at risk. A detailed testing methodology in accordance with PCI compliance will be defined and we will be making provisions for continuous monitoring either through existing security processes for internal items or externally via contractual obligations for those out of direct control by MSU.

Integration An integration lead will be assigned internally to thoroughly document the various aspects of all integrations for the purposes of design and each individual integration and associated business processes will be tested as a part of the regular quality methodology. Additionally, the software, services and implementation partner selections will be assessed for their experience and ability for the integrations for our proposed environment.

Vendor Support Thorough evaluation of vendors will be performed, along with a set of legal templates for software licensing, cloud services, implementation services and support agreements that will be developed to aid in ensuring that guarantees are made to match the University’s intentions and protect the university against any unforeseen or otherwise detrimental events such as insolvency, vendors being acquired, security breaches, etc.

Time Horizon of Investment and Exit Strategy / Switching Costs

The expected time horizon of this investment is seen as being 3 to 4 years, due to the organizational resource demands, high costs of entry and high switching costs. The exit strategy has not been specifically planned, however several of the key items will have provisions made, should an exit be required. Firstly, with contracts, a ‘back door’ strategy that will be developed, should the design or implementation process present a scenario that is a deal breaker for the University. Similarly, a milestone payment strategy for services rendered shall be followed to allow for an early exit during implementation, should that be necessary. With respect to the long term strategy, the key assets to maintain are business process workflows, operational data and systems configuration documentation. The workflows and systems configuration shall be generated as a part of the quality management methodology and the data availability to transition to a future system will be mitigated by establishing an institutional data repository that will also be used for reporting and analytics, along with a future investment into what is termed services oriented architecture that manages the business rules and transfer of data between systems. While switching costs of any ERP endeavor remain high, the above factors increase our agility in such an event.

Project A communication lead role shall be identified and standard project



Communication reporting scorecards depicting progress against milestones, risks and financial status shall be established. Finally, a project artifact repository will be established for the program, along with versioning and naming conventions.

Sponsor, Customer, and Stakeholder Considerations

Communication plans will be developed and followed for each of the projects and the program overall, in order to address specific communication needs.

Sponsor:

Susan A. Cole, PhD, MSU President will serve as program sponsor, while oversight will be provided by the Executive Steering Committee, chaired by Chief of Staff, Keith Barrack. Other Committee members include:

Sam Bakane, Executive Director for Enterprise Systems Willard Gingerich, Provost and Vice President for Academic Affairs Karen Pennington, Vice President for Student Development and Campus Life Ed Chapel, Vice President for Information Technology Don Cipullo, Vice President for Finance and Treasurer Valerie Van Baaren, University Counsel John Shannon, Vice President for University Advancement David Josephson, Executive Director for Budget and Planning Jerry Cutler, Vice President for Human Resources

Customers:

There are many areas of the University that will benefit from this program, including Finance, Budgeting & Planning, Human Resources & Payroll, Student Development & Campus Life, Information Technology and others.

Stakeholders:

Each project will define its own set of stakeholders in addition to the executive stakeholders above. Please see project organization charts in Appendix B.



Program Team StructureRole Name Responsibilities

Executive Steering Committee

Keith Barrack, David Josephson, Donald Cipullo, Edward Chapel, John Shannon, Jerry Cutler, Karen Pennington, Sam Bakane, Valerie Van Baaren, Willard Gingerich, Gregory Bressler, Maria Anderson

Executive guidance and approval

Executive Director Sam Bakane Executive oversight

Program Manager Rick Woods OneMontclair Program Management & Reporting; Project / Program Management Methods; Daptiv Administration

Program Quality Manager

Larry Bramble OneMontclair Program Quality, QA/Testing Methods, Project Phase Gates

PMO Coordinator Chris Schinell OneMontclair PMO Coordination; Daptiv Administration

Project Manager Sid Das / Frank Downing Finance

Project Manager TBD Human Resources & Payroll

Project Manager Yosef Morgan Student

Project Manager Paul Schaeffler Integration and Identity Access Management

Project Manager Leslie Haskin Enterprise IT Services

Project Manager Gary Fischer Data Warehouse / Business Intelligence

Please see Appendix B for organization charts.



Program Work Breakdown StructureThe program’s work breakdown structure will be patterned after the Project Management Institute’s Standard for Program Management, Third Ed. This includes phase groups of Definition, Benefits Delivery and Closing along with other program-specific items. No attempt will be made to replicate and maintain the individual OM project’s WBS’s into the program WBS; however, cross-project dependencies between each project will be defined. High level structure of the program’s WBS will be as follows:

Program Definition (Program and project planning)o Program Formulation

Business Process Reengineering for each project Vendor Evaluation and Selection for each project Develop Program Management Charter (after project charters)

o Program Preparation Develop Program Management Plan (after project PMP’s)

Program Benefits Delivery (Product configuration, testing, training and go-live)o Analysis for all projectso Design for all projectso Configuration for all projectso Testing for all projectso Training for all projectso Finance, HR, Student, etc., Go-Liveso Legacy system retirements

Program Closure

Program PrinciplesPrinciple 1 - Formal project management: The OM program team will implement formal project management processes to ensure the success of this project. These are based on project management best practices as defined by the Project Management Institute’s Project Management Body of Knowledge (PMBOK®), Fifth Edition, and will be adapted to the specific needs and structure of this project.

Principle 2 – Inclusive project governance: The OM program team will establish a project governance structure that involves appropriate stakeholders from each of the business units.

Principle 3 – Transparent project decision making: The OM program team will establish a decision-making process that is transparent, clearly documented and that takes into account the different kinds of decisions (strategic, tactical, operational) and the scope of effect (system configuration, departmental, university-wide, etc.) these decisions may have. Decisions will be made by the appropriate groups or individuals.

Principle 4 – Open and effective communication: The projects will include full, open and collaborative communication to all University and other affected constituencies.

Principle 5 – Balance of scope and needs: OM will make every effort to achieve the best balance between a technology replacement project, and one including business processes improvement.



Program Definition PhaseEach project will define the detailed scope for their project during Project Initiation and Project Planning. In addition to the initial functional requirements provided in the vendor RFP’s, a formal Business Requirements Document (BRD) will be developed for each project to drive out details not contained in the RFP. Both the resulting contracts and BRD’s will be used to drive to the solution project stakeholders expect.

Program Duration and Milestone Dates Program Definition Complete: 12/31/2014 Program Benefits Delivery: 5/20/2016 Program Complete: 3/12/2017

Note: Other projects will be added as planning progresses and dates are known.

Resources NeededDetailed resource plans and space requirements will be developed by each of the PMs. At this writing this is still in progress and once finalized will be published in an update.

Vendor ManagementThe projects in the program will purchase best-in-breed software from certain vendors and have it configured, tested, implemented and supported.

Due Diligence ProcessThe OneMontclair team, in order to determine the best investments in technology and services, shall explore trends, consult with peer institutions, and work with technology consulting organizations such as CampusWorks and Gartner Research to conduct a review of the software and services marketplace for higher education.

General trends in both higher education and industry at large have changed in recent years and now favor technology platforms that are strategically focused (a “best in class” approach where multiple platforms are used rather than a single software vendor across all business units). There has also been a move toward managed services offerings, which enable firms to focus on core competencies, rather than making large investments in building technology infrastructure and application support practices.

Within Montclair State University, the due diligence process engaged the University’s key business units (Finance, Human Resources, and Student and Campus Services) to determine



what their respective day-to-day reporting and business challenges and requirements are. Evaluation teams for software selection were developed that included Divisional Leads, Functional Process Owners, Inter-Divisional Stakeholders and Key Customers along with support from outside consultants familiar with the relevant business operations and market offerings. Key evaluation criteria for the systems were:

1. Commitment to Higher Education including Functionalities and Capabilities to Support Existing and Planned Operations

2. Alignment of Planned Enhancements with MSU and Divisional and Enterprise Strategic Goals

3. Complexity of Implementation4. Long-Term Viability of Vendor Technology Standards and Platforms5. Vendor Sustainability6. Vendor Partnership and Reputation for Ongoing Support7. Total Cost of Ownership if selected

Key evaluation criteria for implementation services and support vendors were:

1. Vendor Sustainability and Practices Around Relevant Software Implementations2. Experience with Similar Institutions and Similar Systems Integrations3. Vendor Project and Quality Assurance Methodologies and Tools for Accelerating the

Project4. Experience in Training and Organizational Change Management5. Systems Design and Integration Experience6. Quality of Personnel and Teams Proposed for Project7. Business Domain and Higher Education Expertise8. Total Costs to Implement, Including Internal Costs

Program CostTotal program cost is that this effort must manage to $65 million.

DOCUMENT CONTROLDocument Version

Version Date Author Change1.0 March 3,

2014Rick Woods Initial version

1.1 March 18-21, 2014

Rick Woods Revised draft

1.2 March 26, 2014

Rick Woods Revised draft to include more content added, stubbed out for review by Sam Bakane and Ed Chapel

1.3 March 27, 2014

Rick Woods Interim revision before reviewing with Sam



Version Date Author Change1.4 March 27,

2014Sam Bakane Revision

1.5 March 28, 2014

Rick Woods Added content per feedback from Sam

1.6, 1.7, 1.8

April 1, 2014 Rick Woods Additional details and reworking of sections

2.1 April 14, 2014

Sam Bakane & Rick Woods

Final review and minor changes

2.2 April 29, 2014

Sam Bakane & Rick Woods

Updates including Executive Committee comments

Document ApprovalThis plan must be approved by the persons named below.

Title Name Signature Approval Date

Executive Director Sam Bakane

Provost Willard Gingerich

Vice President Karen Pennington

Vice President Ed Chapel

Vice President Don Cipullo

University Counsel Valerie Van Baaren

Vice President John Shannon

Executive Director David Josephson

Vice President Jerry Cutler

Document Change Control

This document is under the control of the Program Manager. Change requests or updates are submitted to the Program Manager or Executive Director for consideration. The approver listed above will have to approve any proposed document revisions.



Appendix A - Administrative ApproachBelow are program deliverables for which standard operating procedures will be developed and followed by the individual systems implementation teams. This will be inclusive of the development of Policies, Procedures, Solutions, Job Aids and Training to fulfill these requests.

Organizational Change Management

Organizational change management helps to ensure efficient and effective adoption of the changes to our business process (within each function or pillar) that are a natural result of moving from legacy systems to modern ERP systems.

The implementation of modern ERP systems may require roles and business processes not currently in place at many organizations. Workers will need new skills which they have not yet been trained to perform. There are sometimes culture changes and much confusion that must be addressed before a smooth transition to these new systems can take place.

The general process for teams to follow includes:

• Effectively managing organizational change is a four-step process:

– Recognizing the changes in the business environment (From BPR and System Design Impact Analysis)

– Developing the necessary adjustments (Changes to process, policy, system use as defined during requirements definition)

– Training employees on the appropriate changes

– Winning the support of the employees with the persuasiveness of the appropriate adjustments



Surveys will be administered to proactively monitor and respond to the following aspects of change and communication at the project phases as outlined below.

The OCM lead will be responsible for the following:

Development and execution of change management and communications plans and will facilitate cross-functional team communication for timely issue resolution

Define measurable stakeholder aims and monitor issues affecting the progress of the project.

Compose effective communications that inform various stakeholders of the reasons for the change, the benefits of successful implementation as well as the details of the change.

Devise an effective education, training and/or skills upgrading scheme for the organization

Ensure consistency among pillar change management efforts and alignment with the MSU CUE initiative.

Program Level Training shall include the following:

• Program Governance/Project Management ‘Light’

• Good Documentation Practices

• Good Testing Practices

• Dealing with Change


Pre- Planning

What are we doing?Why are doing this? What are the benefits?Why now?When will this happen?How will this benefit me?

Planning

What is the plan?Is the plan feasible?What is my specific role?What are the next steps?

Implementation

What is the timeline?What are my specific tasks and due dates?What is the project critical path?What is my new role?What is the training plan?

Pre-Go Live

What is the new process?What are the new policies?How do I get the most out of the new System?Where do I go for help?Am I ready?

Go Live

Have I been adequately trained?Am I proficient in the new system?What is the plan for the ‘old’ system?What if I am having a problem?

Post Go Live

Monitoring of intended outcomesPolicy/Process and systems changesIncident ManagementOngoing Training for New Hires


Project Level Organizational Change Management activities shall include:

• Identification of Divisional Strategic Plans

• Competency Definitions

• OM Supporting Role Definitions

• Curriculum Development

• Skills Assessment

• Training Delivery (Grouped by Role)

• Policy Changes• Process Changes• Application Usage• Application Administration

Disaster Recovery

Planning for resumption of applications, data, hardware, electronic communications (e.g. networking) and other IT infrastructure. Control measures can be classified into three types:

1. Preventive Measures – Controls aimed at preventing an event from occurring.2. Detective Measures – Controls aimed at detecting or discovering unwanted events.3. Corrective Measures – Controls aimed at correcting or restoring the system after a

disaster or event.

A Disaster Recovery approach will be defined, classified in the above types, to specify policies and procedures for recovering our systems from a disaster.

Business Continuity

Planning for non-IT related aspects such as key personnel, facilities, and crisis communication and reputation protection. A Business Continuity approach will be defined that specifies policies and procedures needed to

Business Administration

New business processes will be needed to manage the daily functions of Finance, HR and Student after these systems are implemented. Early efforts to document the current (As-is) business processes and identify potentially better processes in the future are being defined by a Business Process Reengineering (BPR) effort that will better enable a smooth transition to these new systems and ways of doing business.

System Administration

A process that defines how these systems will be maintained and configured along with how the systems will be kept reliable and ready to support MSU business units.



System Monitoring & Support

This will include uptime, performance, resources and security the systems will need as well as the process for adding new users and removing those who are no longer at MSU.

IT Service Management

IT Service Management refers to any aspect of the management of IT service provisioning, including quality Customer service, and is a core principle of the Information Technology Infrastructure Library (ITIL). This is achieved by ensuring that Customer requirements and expectations are met at all times. The satisfaction of MSU business and Customer requirements is fundamental to ITSM. ITSM includes a number of key activities which once established by the program must be followed by all project teams:

Documenting, negotiating and agreeing to Customer and business quality targets and responsibilities in Service Level Agreements (SLAs)

Regular assessment of Custom opinion in Customer feedback and Customer Satisfaction Surveys

IT personnel regularly taking the ‘Customer journey’ and sampling the ‘Customer experience’

IT personnel taking the Customer and business perspective and always trying to keep Customer interactions as simple and enjoyable as possible

Establishing the processes and tools for the collection, analysis, production and distribution of information with respect to the above, also sometimes referred to as Information Communication Technology (ICT)

Below is a simple graphic of the interactions and overlap between these efforts:



The program deliverables include the evaluation and recommendations to establish the IT support structure for OneMontclair.

Change Control (Operations)

Change control in this context means Scope change control, that is, how requested functional changes to these systems will be managed post implementation. The requestor will need to complete a change request either within a system or by completing a form, then sending it first for approval, as needed, and then on to a MSU Manager and/or vendor who will evaluate the feasibility and any impacts of the requested change for submitting the work order to the appropriate party.

Process Standards

Process standards for the OM program are developed and administered within the PMO via the Quality and Compliance Management and Program Management functions.

Required Phase Gates and spot audits will be performed through each project to ensure compliance with the processes that have been approved, which are based on best practices.

Below represents a typical project life cycle of activities that will be completed for each OM project (phase names may differ slightly):



OneMontclair project standards and related templates shall be developed and published on the Blackboard (soon Canvas) in the Process Documentation Library (PDL) at the following location: https://blackboard.montclair.edu/webapps/portal/frameset.jsp?tab_tab_group_id=_10_1&url=%2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_90468_1%26url%3D

Quality Assurance

Quality Assurance is a Testing and defect tracking function that defines and oversees the Test Planning and Test Execution processes by which each project within OM performs the different types of tests that may be executed, including System Test, Integration Test, Performance Test, Regression Test, Load / Stress Test, and may also establish testing standards by which Development must adhere to during Unit Test. Additionally, this QA function will oversee defect repair and reporting.


https://blackboard.montclair.edu/webapps/portal/frameset.jsp?tab_tab_group_id=_10_1&url=%2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_90468_1%26url%3D




Design Reviews

Design reviews will be conducted by the Architecture Review Board (ARB), which is responsible for validating, recommending, and approving technical solutions in support of the enterprise that meets a defined set of criteria/business rules and are executed through a set of standardized processes to ensure those criteria are met. The Design Review / ARB process will help align the OneMontclair program with the strategic goals of the University by promoting adherence to the University’s established principles, policies, and standards while incorporating relevant industry best practices and proven design methodologies to ensure program success.

Data Governance

A Data Governance function is being established to coordinate data definitions to help ensure consistent application across the pillars.

Data governance encompasses the people, processes, and information technology required to create a consistent and appropriate handling of an organization's data across the business enterprise. Specific goals include.

Increasing consistency and confidence in decision making Decreasing the risk of regulatory fines Improving data security Maximizing the value generation potential of data Designating accountability for information quality Enable better planning by supervisory staff Minimizing or eliminating re-work Optimize staff effectiveness Establish process performance baselines to enable improvement efforts

These goals are realized by the implementation of Data governance programs, or initiatives using Change Management techniques.

Communication

Communication Management Plans will be produced for each OM project documenting the individual stakeholders’ communication requirements, along with expected content, frequency and format of those communications. They will be presented as part of each project’s Project Management Plan (PMP). An overall OneMontclair program communications plan will also be developed and presented in the Program Management Plan (PGMP).

Systems Performance Monitoring

Provisions will be made to monitor capacity, responsiveness, functionality, integrations, uptime, backups, data center and security monitoring. This will include baseline metrics development so performance monitoring standards can be used to measure against the baseline to monitor improvement.

Performance Reporting



Performance reporting will be accomplished biweekly or as needed based on the latest project information as contained in our official project repository, Daptiv, and supplemented as needed with additional information to provide a complete picture of the state of each OM project and the program overall. Biweekly Project Scorecard reports will be produced and emailed to primary stakeholders and other interested parties. The biweekly PMO Meeting will be the forum where issues, risks and needed decisions can be made.

Physical and Logical Security

The teams shall abide by and ensure planning and solutions are aligned with the developed standards for access controls for applications, SaaS services, databases, networks, operating systems and infrastructure. Teams will also abide all security policies that have been adopted by the university.




General Team Design


Duties of the OneMontclair Program Team:1. Project Executive:

a. Program Process ownership and continuous improvement, Ensures effective management of project

i. Conduct phase reviewsii. Ensure appropriate methodology is followed

iii. Control adherence to project lifecyclesiv. Ensure standardization and harmonization of tools, reports and forms across sitesv. Coach Division and Team Leads and program and project staff as required

b. Track projects at the program leveli. Reviews at concept, proposal, initiation, estimation, approval, execution,

operational handover and closure phasesii. Risk, Resource and Budget monitoring and mitigation

2. Division Leads:a. Set the vision and demonstrate commitment to the future state; encourage and drive

positive changesb. Resolve any performance issues as raised by team leads and ensure that support staff who

are not direct reports are accountable for project deliverablesc. Communicating the importance and committing the staff and resources of the

organizationd. Empower staff at relevant levels with the necessary decision making authoritye. Ensure timely decision-making by area and team leads for items in the critical path for

the program deliverablesf. Manage Performance of team leads and divisional staff members. Reward good

behavior, hold staff accountable for outcomesg. Define business objectives and define functional areas in scope for the initiativeh. Encouragement of support for the initiative from all staff, including non-project team

members.i. Will promote transparency of progress, activities, risks and issues

3. Team Leads:a. Manage and Motivate Assigned Staff

i. Provides leadership and general management for the program as it pertains to the assigned areas. Coach and motivate staff and communicate importance of the initiative and opportunity to re-engineer inefficient processes.

ii. Identify and resolve conflicts, manage staff performance issues, assess business acumen and participation levels, ensure timely decision-making, foster an openness to change.

iii. Create necessary mandates for training and policy development as required to foster organizational uptake of re-engineered processes and technology

b. Drive successful completion of project for assigned areasi. Identify key customers of the relevant business function, key process owners and

subject matter experts.



ii. Define business objectives and identify processes in scope for this effort. Ensure that staff provide business / user requirements at sufficient detail as to facilitate planning and deployment

iii. Own processes within their assigned area from end-to-end; responsible for collaborating on process design with internal and external business partners

iv. Works with the Project Manager to facilitate team meetings, set agendas, and drive project decision-making as well as identify and adhere to company policies.

v. Prepare, distribute and communicate stage review materials to all key partiesvi. Provide documented testing scenarios, execute testing and sign off that user

acceptance has been completed to department satisfaction to ensure a quality product is delivered.

4. Process Owners:a. Gather metrics, best practices, design alternativesb. Drive recommendations to conclusion (not just raise issues)c. Demonstrate openness to change, and suggestions from outside the industryd. Willingness to pioneer new ways of reaching desired outcomes and challenge the status

quoe. Knowledgeable about compliance issuesf. Make and keep time commitments and deliverables, irrespective of organizational

reporting relationshipg. Identify and enlist key customers and stake holdersh. Identify problems and openly investigate ways of defining solutionsi. Fully responsible for planning and definition of elements of the future state:

i. Efficiencyii. Feasibility

iii. Service deliveryiv. Impacts on the organization

5. Program Manager:a. Conduct progress reviews of the OneMontclair programb. Conduct regular reviews of program to ensure desired benefits will be delivered in

accordance with the strategy c. Ensure project interdependencies are identified and monitored to help make the program

a successd. Ensure program level issues, risks and needed decisions receive the proper attention,

mitigation and focus to keep any negative impacts to the program to a minimume. Coordinate program status reporting, ensuring that PM’s maintain up-to-date project data

from which an accurate status can be ascertainedf. Ensure best practices are followed in both program and project managementg. Communicate program decisions to relevant management teamsh. Conduct training, and ongoing coaching and mentoring as needed to help PM’s be

successful. This also includes removing roadblocks, as needed, to achieve results according to the approved project management plan



6. Project Managers:a. Work Planning and Management

i. Drives project planning and executionii. Maintain and manage program work plans and timelines

iii. Validate feasibility of project schedules and resourcesiv. Plan, coordinate and monitor the budget, schedule and resources

b. Program Facilitationi. Document minutes and action items

ii. Facilitate resolutions to key business and technical issuesiii. Facilitate and ensure timely completion of action itemsiv. Manage agendas and team meetingsv. Manage in-process change control

c. Program Reporting and Communicationsi. Communicate status to key executives and across functions

ii. Communicate technical details to non-technical audience

7. Test Lead:a. Manages and/or develops QA Methodology for a large ERP program, develops /

maintains processes, and Policies & Procedures for planning and executing the Integration, Systems, Regression testing. Will also be looked upon for guidance in developing a UAT strategy. Will oversee test planning & execution for 3 large ERP implementations simultaneously.

b. Create Test Strategy, Test plans, Test cases, execute tests, remediates and leverages Test Management tools.

c. Will put a process in place to validate any vendor testing performed.

8. Business Analysis Team:a. Business Process Re-Engineering and Analysis

i. Understand the changes and impact the new systems will have on students, faculty, staff, and customers

ii. Understand business requirements and technology capabilities, and integrates the two to create novel approaches

iii. Elicit requirements using interviews, document analysis, workshops, surveys, scenarios, business analysis, task and workflow analysis

iv. Facilitate discussion to challenge current processes and develop new processes based on the availability of efficient system processing, better reporting and best practices

v. Documents As Is and To Be processes in light of policies, procedures and system capabilities

vi. Act as liaison between business owners and technology resourcesvii. Drive and challenge business units on their assumptions of how they will

successfully execute their plansviii. Ensure a smooth transition through:

1. Communication2. Education3. Training4. Feedback5. Customer Engagement



9. Quality Management Lead:a. Quality Assurance

i. Maintains sufficient level of independence and objectivityii. Responsible for all validation requirements and activities

iii. Responsible to ensure all applicable regulations, university policies and procedures are followed

b. Quality Controli. Ensures validation plan is appropriate and adequate

ii. Review validation deliverables for contentiii. Review validation deliverables for complianceiv. Coordinate with other functional area Quality, Auditing, or Regulatory groups to

ensure all needs are met.



Project RACI Example

A RACI Chart, which stands for Responsible, Accountable, Consulted, and Informed, helps the project team and stakeholders understand who will participate on which tasks and what their responsibility is for those tasks. For example, if we have a task named “Gather Requirements”, who should be participating in a requirements meeting vs. who should merely know that it is or has occurred? A RACI Chart spells that out. This will assist the PM as they assign resources to tasks and develop their Resource Plan. A brief definition is below:

Responsible – The person who actually does the work. The BA, the PM, the Programmer, the Tester, the Project Lead, etc. There can be multiple people responsible for a task.

Accountable – This is the person who has to make sure it gets done, but may not actually participate in the development of the task deliverable. This may be the PM, the Test Lead, usually a supervisor or lead role. There should only be one person accountable.

Consulted – This is a person or team that are subject matter experts (SME’s) or other person with knowledge and skills that is needed to complete the task. More than one person is usually consulted. This can also be people in other departments which have cross dependencies with your project.

Informed – These are folks that have an interest in the outcome of the work such as project sponsor, other project managers, program manager or other interested party.



Project Governance

Large, complex, mission critical projects have high risk of failure or not totally satisfying the business objectives. It has been proven over thousands of projects that applying a certain degree of rigor to these projects in the form of proven, structured methods greatly reduces the risk of failure. We’re working diligently to reduce project risks.

In support of that due diligence, we have defined and will continue to refine structured project management and testing methods that are based on best practices in the United States (e.g. PMI, IEEE, ISO, ASQ, etc); example artifacts and phase gate checks are listed below:



Initiation Phase Approved Business Case / Project Charter Pass Initiation Phase Gate Review (Passive review)

Vendor Selection Vendor assessment criteria documented Signed Contract and SOW

Planning PhaseAnalysis Phase

Approved Business Requirements Document (BRD) Requirements Traceability Matrix Issues and Risks being properly documented and worked Pass Analysis Phase Gate Review

Design Phase Approved Technical Architecture Document Other design documents approved as required (e.g. configuration specs, etc) Pass Design Phase Gate Review

Project Planning Approved Project Management Plan (including subsidiary plans for Risk,

Communications, Resources, Quality, etc) Approved MS Project or Daptiv Workplan Approved RACI Approved Test Plan (Integration & System) Pass Planning Phase Gate (Extensive review)

Execution Phase Development / Configuration & Unit Testing Testing (Integration, System, UAT) Deployment Operational Readiness Go-Live Project Acceptance Pass Execution Phase Gate Review

Closing Phase Lessons Learned Pass Closing Phase Gate Review (Maybe passive)

Additionally, other major PM duties are: Must identify when environments will be ready and communicate to their stakeholders Continuously collaborate with other OM PM’s (Program Manager has weekly meeting

with all PM’s) Must keep Daptiv data up to date no less often than biweekly as follows:

o Review all tasks for correct planned and actual dates, % complete, assignments, dependencies and ensure no finished tasks have dates in the past

o Work issues to as rapid a conclusion as possibleo Mitigate identified risks and continue to try and identify new oneso Enter any major decisions that have been made or need to be made in Daptivo Identify and prioritize any risks and issues that may have an impact to the

programo Document action items in Daptiv and keep them up to date



o Be sure to assign owners to all risks, issues and action items in addition to all tasks (including milestones)

o Ensure project profile is accurate in Daptivo Update project status in Daptiv by end of business each Friday (grace period until

11:59pm Sunday night)o Escalate issues and risks to the Program Manager and/or Project Executive as

needed



Appendix B – Program Organizational Structure



HUMAN RESOURCES TEAM



FINANCE TEAM



STUDENT TEAM
