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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 1
PROJECT SCOPE AND FRAMEWORK 2
APPROACH 3
PROJECT TIMING 6
PARTICIPANTS AND INVOLVEMENT 7
PLANNED PROJECT OUTCOMES AND NEXT STEPS 14
COORDINATION WITH OTHER PLANNING INITIATIVES 14
PROJECT ADMINISTRATION 14
RELATED DOCUMENTS ERROR! BOOKMARK NOT DEFINED.
DOCUMENT REVISION HISTORY 15
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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
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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P r o j e c t P l a n a n d C h ar t e r
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 Scope and Framework
and Information Management
Information Management Business Processes and
§ Enterprise data warehouse; data Information Systems
management § Finance; Procurement; and Budget
§ Tools § HR/Payroll
§ Common portal to access § Student and academic
information. administrative systems; course
§ Distributed development management; financial aid; fiscal
environment with access to services
common central services and § Research (pre-award, post award)
enabling local solutions for § Facilities/Space; housing & food
specialized needs services; hazardous materials;
§ Security equipment inventory
§ Integration § 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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P r o j e c t P l a n a n d C h ar t e r
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 SPRING SUMMER FALL WINTER SPRING
2007 2007 2007 2007 2008 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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P r o j e c t P l a n a n d C h ar t e r
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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P r o j e c t P l a n a n d C h ar t e r
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 Project
Technology Advisory
Technical Project Steering Committee
Management Steering
Group (I-MAC)
Team
Team
Roadmap
Roadmap Team
Working Team
Administrative Systems Task Groups Information Management Task Groups Governance Task Group
FACILITIES/ RESEARCH DECISION INTEGRATION/
HR/PAYROLL GOVERNANCE
SPACE ADMIN SUPPORT INFRASTRUCTURE
FINANCE/
STUDENT ALUMNI/
BUDGET/
ADMIN DEVELOPMNT
PROCUREMENT
ROLES AND RESPONSIBILITIES OF SPONSORS AND ADVISORY GROUPS
Executive Sponsors • Champion the project; communicate key introductory
messages to project participants and define the overall
Ron Johnson
priority of the project
Phyllis Wise
• 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 As project sponsor:
Sponsor: Sara Gomez • 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 • Act as high-level advisors to the project
I-MAC • Approve guiding principles
V’Ella Warren, Chair • Validate the vision - strategic direction and priorities
• Approve initiatives and action plan
IM/AS Technology Advisory • Evaluate Roadmap issues against technical constraints – provide
Group 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 • Act as advisors to the project
Deans • Help define guiding principles
Faculty • Recommend initiatives and priorities
The Advisory Group for the • Identify key business representatives for participation
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
Data Management Committee • Provide input and advice
Represented by Mike Eisenberg
(Chair), Jeanne Marie Isola, and
Bill Yock
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P r o j e c t P l a n a n d C h ar t e r
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 Responsibilities
Roadmap Internal Project • Coordinate with Consulting Project Manager on
Manager development of Project Plan, Charter, and Work Plan
documents
Jeanne Marie Isola
• 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 • Develop and maintain Project Plan, Charter, and Work
Plan documents
Jackie Bardsley
• 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 • Develop and document a communication plan including
internal communication with project team members,
Jeanne Marie Isola, Jackie
sponsors, advisory committees, user groups, external
Bardsley, Nancy Rauhauser, Mary
constituents and other stakeholders
Syre, Pat Bonner, Gary Prohaska
• 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 • Provide high level design direction
Jeanne Marie Isola, Jackie • Review and approve deliverables
Bardsley, Bill Shirey, Bill Yock, Jim
• Support formal and informal communications
Loter, Sara Gomez, Cindy Brown
• Coordinate with Core Planning team liaison
• Understand and concur with task group meeting plans
and deliverables
Project Logistics Team • Develop calendar of recurring meetings, including
dates, times, attendees and location.
Kristina Powers, Kimberley
Jaehne, Mary Friedmar, Stephen • Attend meetings, take notes and provide draft minutes
Want 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 I-
MAC 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 • Oversee and guide the work of the administrative
Team Leads systems task groups
Jeanne Marie Isola • Define and review all deliverables
Bill Shirey
Information Management Team • Develop all deliverables
Leads
• Coordinate collaboration with team to assess current
Bill Yock state, define the vision and develop the action plan
Gary Prohaska
Governance & Partnership Team • Oversee and guide the work of the Governance and
Leads Partnership task group
Cindy Brown • Define and review all deliverables
Jim Loter
Roadmap Working Team • 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 naming: 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: Issues and tasks will be tracked in SharePoint
Project standards: 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 Revision History
Date Changed By Summary
5/24/2007 Jackie Bardsley Created first draft of document for discussion
6/1/2007 Jackie Bardsley Updated sections on Participants based on feedback in
meetings on May 31.
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Date Changed By Summary
6/1/2007 Jackie Bardsley Updated based on feedback from Sara in email dated
6/1/2007.
6/7/2007 Jackie Bardsley Updated participants based on feedback from Bill Shirey.
6/13/2007 Jackie Bardsley Updated scope to exclude ticketing.
6/19/2007 Jackie Bardsley 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 Changed By Summary
8/7/07 Jackie Bardsley 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.
9/26/07 Jackie Bardsley 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.
Page 17 9/11/2009
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