U n i v e r s i t y o f W a s hi n g t o n R o a d m a p f o r I n f o r m at i o n M a n a g e m e n t & A d m i n i s t r a t i v e S y st e m s P r o j e c t P l a n a n d C h ar t e r
Table of Contents
PROJECT OBJECTIVES AND BACKGROUND PROJECT SCOPE AND FRAMEWORK APPROACH PROJECT TIMING PARTICIPANTS AND INVOLVEMENT PLANNED PROJECT OUTCOMES AND NEXT STEPS COORDINATION WITH OTHER PLANNING INITIATIVES PROJECT ADMINISTRATION RELATED DOCUMENTS
1 2 3 6 7 14 14 14
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DOCUMENT REVISION HISTORY
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Project Objectives and Background
The objective of the University of Washington Strategic Roadmap for Information Management and Administrative Systems (the “Roadmap”) project is to define a vision of the future of information management and administrative systems (IM/AS) at the University of Washington, aligned with the institution’s business goals and priorities, and to develop an action plan for achieving this vision. The Roadmap will be the University’s plan for information management and administrative systems designed by business owners in collaboration with the Office of Information Management (OIM) and its constituent stakeholders. OIM will implement and maintain the plan, under the oversight of the Information Management Advisory Committee (I-MAC). The Roadmap is being developed in response to the IS Futures Taskforce and feedback from I-MAC. Although foundation work had been performed in the Systems Strategy initiative and outlined in the Strategic Choices document, the IS Futures Taskforce determined that the University did not have a clear and integrated long term plan for information systems or a vision of where the University needs to be in five or ten years. As a result, I-MAC had no context for the prioritization of project requests and no framework within which to determine how individual requests would fit into a longer term vision. The Office of Information Management was created to ensure the long term integration of systems, planning and resources supporting information management and administrative systems across campus. In the winter of 2006-07, immediately following the creation of the OIM, a discovery process was initiated involving meetings with key stakeholders to identify critical issues and concerns. Several recurring themes were identified as a result of the discovery process which will help guide the focus of the Roadmap. These themes include: Users need broader and more timely access to data Core systems are not meeting current needs There is a need for integration across systems and data, and consistency across business practices There are many opportunities for business process improvements There is a need for improved OIM/user partnerships and collaboration to achieve the business goals The University needs to fund compliance and utility projects and not have these compete with new development and innovation Following is a link to the Emerging Themes web page for additional background: http://www.washington.edu/provost/oim/reports/EmergingThemes_May2007.pdf
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Project Scope and Framework
The scope of the Roadmap project will encompass institution-wide information management and administrative systems organized into the following three key areas, identified as priorities during the preliminary discovery process:
Roadmap for Administrative Systems and Information Management
Scope and Framework
Information Management § Enterprise data warehouse; data § § §
management Tools Common portal to access information. Distributed development environment with access to common central services and enabling local solutions for specialized needs Security Integration
Business Processes and Information Systems § Finance; Procurement; and Budget § HR/Payroll § Student and academic
administrative systems; course management; financial aid; fiscal services Research (pre-award, post award) Facilities/Space; housing & food services; hazardous materials; equipment inventory Alumni/Development
§ § §
§ §
Strategy, Policy and Partnership § Leadership and alignment; strategic partnerships; § § §
governance; project prioritization Information sharing culture; collaborative environment. Portfolio management An on-going, repeatable process for tuning the strategic plan
The scope of the Roadmap project does not include technical infrastructure, security middleware, desktop tools, academic teaching tools, digital libraries, and collaboration tools. These areas will be coordinated with the C&C strategic planning initiatives, along with overlapping areas such as the MyUW/portal. The OIM Roadmap scope also does not include applications specific to the individual departments such as medical center billing and clinical systems, athletic ticketing systems, enterprise risk, etc. The scope will address the current state relating to IM/AS funding but will not cover funding solutions. Funding solutions will be handled separately at the executive level.
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Approach
The diagram below provides a high level overview of the proposed approach and work plan. A more detailed work plan is available in Excel.
WINTER 2007
SPRING 2007
SUMMER 2007
FALL 2007
WINTER 2008
SPRING 2008
Project Planning
Perform Discovery
Assess Current State
Research Trends
Define the Vision
Analyze the Gap
Develop Action Plan
PROJECT PLANNING
Develop project approach, structure, communication plan, team members, issue resolution structure and meeting plans. Design template deliverables.
PERFORM DISCOVERY
Conduct interviews Document and organize results; identify broad themes Identify and document institutional business goals and priorities
DOCUMENT CURRENT STATE
Clarify scope of each area (which applications are covered, which functions, business processes and organizational groups) Review and summarize inventory of current systems (technology used, number of users, age, stability assessment) Review and summarize projects in progress
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Identify resources required to support the current environment Identify high level business processes and cross reference to high level data defined by the Data Management Committee (DMC) Summarize relevant data from Discovery/Assessment Meetings, the IS Futures Task Force findings and other relevant recent studies and documents (22 committee assessment, I-MAC presentations, Choices, Information System Services table, I-MAC interviews) Conduct additional interviews, work sessions or surveys as needed Summarize how well the current systems and process support UW goals and priorities; identify major risks and compliance issues
CONDUCT RESEARCH
Summarize previous UW research, plans and studies Research what other comparable institutions and the State of Washington are doing in areas such as: o Information management o Administrative systems o Governance o Guiding principles Research technical trends and the state of the application software industry for higher education Research best practices and examples from research organizations: o Gartner o Forrester o Educause o IT Governance Institute Summarize analysis of trends and research
DEFINE THE VISION
Develop Guiding Principles Work in task groups to define vision for individual areas.; coordinate across teams for consistency of vision; engage task group sponsors, deans and other advisory groups in vision Document the Vision
PERFORM FIT-GAP ANALYSIS
Compare current state to desired state Document the Gap Analysis
DEVELOP ACTION PLAN
Identify solutions, resources, timelines, trade-offs Define long term priorities mapped to broad themes and institutional objectives Define sequencing based on priorities, dependencies, readiness, budget and risk
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Define short term solutions for each area based on overall calendar and sequencing Develop sequenced roadmap to achieve the vision Define governance and responsibility model Develop ongoing repeatable planning process
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Project Timing
The current plan is to complete the OIM Roadmap by Spring 2008. Project work will be scheduled around the availability of project team members and advisory team members. Project deliverables will be timed for I-MAC review coordinated with I-MAC meetings and retreats. September 26, 2007 I-MAC Retreat: A half-day I-MAC retreat to discuss Guiding Principles. A handbook will be developed for I-MAC committee members covering: strategic plan information, an update on the Roadmap planning process, and examples of guiding principles. Fall I-MAC Meeting, December 10, 2007: Planned Roadmap deliverables for this meeting will include: o Current State Assessment Update (including Trends and Risk Assessment) o Guiding Principles Winter I-MAC Meeting, March 6, 2008: Planned Roadmap deliverables for this meeting will include: o Vision o Gap Analysis o Preliminary Roadmap Action Plan Spring I-MAC Meeting, May 14, 2008: Planned Roadmap deliverables for this meeting will include: o Final Roadmap Action Plan
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Participants and Involvement
The following chart provides a high level overview of project governance and participant groups:
Executive Sponsors Executive Sponsor: Phyllis Wise/Ron Johnson
IM/AS Technology Advisory Technical Group
Project Project Management Team Team
Steering Committee Steering (I-MAC)
Roadmap Roadmap Team Working Team
Administrative Systems Task Groups
FACILITIES/ SPACE FINANCE/ BUDGET/ PROCUREMENT HR/PAYROLL RESEARCH ADMIN
Information Management Task Groups
DECISION SUPPORT INTEGRATION/ INFRASTRUCTURE
Governance Task Group
GOVERNANCE
STUDENT ADMIN
ALUMNI/ DEVELOPMNT
ROLES AND RESPONSIBILITIES OF SPONSORS AND ADVISORY GROUPS
Executive Sponsors Ron Johnson Phyllis Wise
• Champion the project; communicate key introductory messages to project participants and define the overall priority of the project • Give advice • Resolve high-level issues and remove organizational barriers • Provide executive vision • Support the project and the project manager • Fund the project • Identify risks • Assign resources to the project
Project Sponsor Sponsor: Sara Gomez
As project sponsor: • Champion the project • Monitor progress
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• Communicate with Executive Sponsors • Review and validate all deliverables • Give advice • Resolve high-level issues • Provide executive vision • Support the project and the project manager • Fund the project • Identify risks • Assign resources to the project As CIO: • Provide direction and input on technical issues • Facilitate Technical Advisory Group (in role as CIO) • Provide high-level liaison with C&C Steering Committee I-MAC V’Ella Warren, Chair • Act as high-level advisors to the project • Approve guiding principles • Validate the vision - strategic direction and priorities • Approve initiatives and action plan IM/AS Technology Advisory Group • Evaluate Roadmap issues against technical constraints – provide input to Steering Committee and Working Team • Identify cross UW technical issues and challenges (infrastructure, database, application, web) • Provide input into guiding principles and vision • Identify technical gaps between current environment and defined vision – report back to roadmap working team
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Other Advisory Groups Deans Faculty The Advisory Group for the Governance & Partnership task groups will include Ron Johnson, Mike Eisenberg, V’Ella Warren, Matt O’Donnell, Nancy Woods, Pam Stewart, Gary Quarfoth, and Jim Fine (for IM/AS overlap with UW Medicine). Other
Note: Look at existing committees and groups to see if any of these could serve as an advisory group
• Act as advisors to the project • Help define guiding principles • Recommend initiatives and priorities • Identify key business representatives for participation
Data Management Committee Represented by Mike Eisenberg (Chair), Jeanne Marie Isola, and Bill Yock
• Provide input and advice
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ORGANIZATION OF PROJECT MANAGEMENT, ROADMAP WORKING TEAM AND TASK GROUPS
The following table presents an overview of the task group roles, the Roadmap Working team, and the project management team. Each task group will include Sponsors, Leads, Facilitators, Task Group Members and Staff. Detailed team lists are included in the separate supporting document – Team Members.xls. Note: All proposed team members are subject to approval of their sponsors based on other commitments.
Roles Roadmap Internal Project Manager Jeanne Marie Isola
Responsibilities • Coordinate with Consulting Project Manager on development of Project Plan, Charter, and Work Plan documents • Assign tasks, track dependencies, track task and deliverable completion • Concur on project logistics • Manage project communications with key internal and external stakeholders • Review and approve all deliverables • Present findings to Sponsors and Steering Committee • Track project risks and take mitigating action when required • Complete project wrap up document, including assessment of original objectives, final timeline and costs, lessons learned, and next steps • Facilitate project meetings • Review and approve project status reports and public website content
Consulting Project Manager Jackie Bardsley
• Develop and maintain Project Plan, Charter, and Work Plan documents • Design project logistics including deliverable templates, standards for electronic documents formats, document naming standards • Develop and distribute meeting agendas • Facilitate project meetings • Develop and distribute project status reports and content for website • Maintain the project work plan. In coordination with Internal Project Manager, assign tasks, track dependencies, track task and deliverable completion
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• Oversee completion of all project tasks including meetings, interviews, work sessions, research, analysis, documentation, presentation materials, and presentations. Keep Internal Project Manager informed of issues. • Track project risks in coordination with Internal Project Manager • Assist in project wrap up activities and summarization Core Planning Team Jeanne Marie Isola, Jackie Bardsley, Nancy Rauhauser, Mary Syre, Pat Bonner, Gary Prohaska • Develop and document a communication plan including internal communication with project team members, sponsors, advisory committees, user groups, external constituents and other stakeholders • Maintain internal communication with core project team members. • Manage project SharePoint site, document repository and version control • Track issues and ensure timely resolution of issues. Escalate when necessary. • Develop deliverable templates, examples, and meeting plans, jointly with the project managers. • Ensure all project documentation is archived. Roadmap Design Team Jeanne Marie Isola, Jackie Bardsley, Bill Shirey, Bill Yock, Jim Loter, Sara Gomez, Cindy Brown • Provide high level design direction • Review and approve deliverables • Support formal and informal communications • Coordinate with Core Planning team liaison • Understand and concur with task group meeting plans and deliverables Project Logistics Team Kristina Powers, Kimberley Jaehne, Mary Friedmar, Stephen Want • Develop calendar of recurring meetings, including dates, times, attendees and location. • Attend meetings, take notes and provide draft minutes for the meeting facilitator. • Record discussions, decisions and follow up items from meetings. Task Group Sponsors • Identify business needs and priorities • Assign subject matter experts to task groups • Provide vision for the task groups • Determine area readiness for major systems projects Task Group Leads and Team • Assess current state
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Members • Define vision • Identify gaps between current state and desired state • Brainstorm ways to achieve the vision • Provide the content for all task group deliverables • Present results to other task group leads, sponsors and IMAC as appropriate (leads)
Task Group Facilitators
• Act as project coordinators of the task group • Act as support to task group leads • Coordinate and facilitate task group working sessions • Manage the current environment and research documentation • Complete the required task group documentation in consistent format
Task Group Staff
• Act as support to task group leads and facilitators • Perform the research on trends and current environment • Maintain documentation in working sessions
Administrative Systems Area Team Leads Jeanne Marie Isola Bill Shirey Information Management Team Leads Bill Yock Gary Prohaska Governance & Partnership Team Leads Cindy Brown Jim Loter Roadmap Working Team
• Oversee and guide the work of the administrative systems task groups • Define and review all deliverables
• Develop all deliverables • Coordinate collaboration with team to assess current state, define the vision and develop the action plan
• Oversee and guide the work of the Governance and Partnership task group • Define and review all deliverables
• Integrate Roadmap across functional silos/resolve cross functional issues • Provide cross UW business representation of major business areas
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• Major team for defining the gap and action plan, setting priorities and sequencing
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Planned Project Outcomes and Next Steps
The outcomes of the Roadmap project will include: Current State Assessment – including an inventory of systems, projects, resources and governance, and an assessment of how well they support the University’s goals and priorities; risk assessment, trends and best practices Guiding Principles Vision – an outline of the desired future state Gap Analysis Recommended Action Plan to achieve the vision Executive summary and presentation materials Following the completion of the Roadmap, the next steps will be to develop feasibility studies or research projects for longer term priorities and to develop project charters and investment plans for shorter term priorities.
Coordination with Other Planning Initiatives
The Roadmap team is aware that we are working in a dynamic environment and that several other strategic and tactical planning projects are underway. Some examples – C&C is conducting a planning process involving an assessment of the current state of systems, and a definition of a vision and role for C&C to support the University’s strategic goals. The OIM Roadmap is being developed in parallel with the C&C plan and the two plans will dovetail in certain areas such as architecture decisions. The two planning teams will coordinate outreach efforts to avoid duplication and confusion in the user community. C&C is a service provider to OIM so in several areas the C&C plans will need to support the OIM requirements for applications. Re-assessment of the role of the University’s I-MAC committee. Financial Systems Scoping Study. This study will be coordinated with the task group work for Finance, Budget and Procurement. UW Medicine has recently developed an ITS strategic plan and is in process of developing new project quality and governance structures. Earlier planning documents by C&C covering business applications will be considered and updated where appropriate. These will include: The “Rainbow” chart http://www.washington.edu/computing/directions/iss.html The UW strategic plan slide deck http://depts.washington.edu/cac/cchome/splan.finalrpt.pdf The Strategic Choices document http://depts.washington.edu/cac/cchome/choices/
Project Administration
Project team email list: oim-roadmap Project website: Under development – for external communication. Periodic email updates will be sent to stakeholders linking back to the website
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for news, status and updates. This site will be linked from the OIM website. Team SharePoint: https://share.u.washington.edu/sites/OIM/Roadmap/de fault.aspx. The project team SharePoint site will be used for storing team documents and templates and for tracking team news, calendar, status and discussions Document formats: All project deliverables will be created using the following tools: Microsoft Word, Excel, PowerPoint. Documents created using any other tools, including Microsoft Project and Visio, will be imported into Word or PowerPoint documents or will be saved and distributed as PDF documents to ensure accessibility. Document names will be created in the following format: Roadmap – [Doc Name] – Draft/Final] Example: Roadmap – Team Meeting Minutes 05-25-2007– Draft All project documents will be stored on the SharePoint site Shared Documents, with version control/check in/check out so it will not be necessary to include a version number or revision date in the document name Document layout: Standard templates for each deliverable will be used where possible. At a minimum, all documents will include the following: Header: Document title Footer: Left: logo, center: page number; right: date and file name Table of contents for all documents over 10 pages in length Revision history at the end of each document for all documents that are subject to revision over time Issue tracking: Project standards: Issues and tasks will be tracked in SharePoint All meetings will have an agenda (distributed in advance of the meeting), a designated facilitator and note-taker, and minutes on a timely basis following the meeting. Minutes will include assigned follow-up items which will be discussed in the following meeting.
Document naming:
Document Revision History
Date 5/24/2007 6/1/2007 Changed By Jackie Bardsley Jackie Bardsley Summary Created first draft of document for discussion Updated sections on Participants based on feedback in meetings on May 31.
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Date 6/1/2007 6/7/2007 6/13/2007 6/19/2007 Changed By Jackie Bardsley Jackie Bardsley Jackie Bardsley Jackie Bardsley Summary Updated based on feedback from Sara in email dated 6/1/2007. Updated participants based on feedback from Bill Shirey. Updated scope to exclude ticketing. Edited list of Governance Advisory team members based on discussions in Roadmap team meeting. Clarified scope as AS/IM, not IS/IM. Clarified application scope renaming Facilities/Services to Facilities/Space; moving Housing under the Student area. Added a comment on Project Scope to clarify that funding solutions are out of scope. Updated the team member diagram to be consistent in terminology and content with the team spreadsheet. Clarified roles and responsibilities. 6/22/2007 Jackie Bardsley Changed document header and other references to refer to Information Management and Administrative Systems, or IM/AS. Added dates of scheduled I-MAC meetings. Added V’Ella Warren as co-sponsor of the Student task group. In the section on coordination with other planning initiatives, added comment that “Kuali Scoping Study for financial systems. This study will be coordinated with the task group work for Finance, Budget and Procurement.” (later changed to Financial Systems Scoping Study. 7/19/07 Jackie Bardsley In the Approach section, underlined tasks relating to key deliverables from each phase. In Timing section, changed I-MAC subcommittee session from July/August to August since it will not be possible to schedule in July. In the Participants and Involvement section, added a Technical Advisory committee. Changed terminology throughout the document to refer to Task Groups rather than Subteams.
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Date 8/7/07 Changed By Jackie Bardsley Summary Added URL link to Emerging Themes. Removed “service delivery” from the scope list for Strategy, Policy and Partnership (based on meeting with Cindy Brown and Mary Syre). Updated the high level timeline document to agree with most recent plans regarding kick off and timing. Added a Project Planning activity. Removed reference to August 2007 I-MAC subcommittee as this session will not be held. Added new project structure to the Participants and Involvement section. Add task group sponsors with a responsibility to provide vision for their assigned task groups. Added URL to SharePoint site. Removed related documents since all documents will be on SharePoint. Made minor editing clarifications. 8/7/07 Jackie Bardsley Changed “Kuali Scoping Study” to “Financial Systems Scoping Study”. Changed additional instances of “sub team” to “task group”. 8/30/07 Jackie Bardsley Updated roles and responsibilities for Executive Sponsor, Project Sponsor, Internal Project Manager based on PowerPoint deck from Jeanne Marie. Added placeholders for Core Planning Team, Logistics Team, Design Team and Roadmap Working Team. Remove references to Technology Future Days. Updated with the latest version of the Project Structure chart and removed the old bubble chart. Replaced Technical Advisory Group with IM/AS Technology Advisory Group.
9/26/07
Jackie Bardsley
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