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									Position Management Project

Project Charter Document




Doc. Ref.:         PMP Charter
Version:           1.0
Status:            DRAFT
Created by:        Fred Friedrich
Date:              11/8/2007


To be Approved by: Position Management Operational and Executive Sponsor Groups




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Version History

Version/Revision          Release Date           Updated by      Remarks/Comments           Status
      1.0                  11/12/07              Fred, Julien,    To all Operating          Draft
                                                  and Dana           Sponsors
         2.0                12/1/2007            Operational                                Draft
                                                  Sponsors
         3.0                1/13/2008            Mary Knight                                Draft




Distribution

Operating Sponsor:           Title:                                         Action/Information
Julien Carter                Associate VP for Human Resource Services
Kathy Foster                 Academic Budget Officer
Fred Friedrich               Associate VP and Controller
Mary Knight                  Associate VP and Budget Director
Jamie Southerland            Assistant Dean, Liberal Arts
Renee Wallace                Director, Payroll Services




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                                            Executive Summary

The Position Management Project (PMP) will provide university personnel at all levels
with an administrative system and the accompanying business processes for simplified
and efficient processing of transactions associated with the university workforce. The
resulting Position Management System will achieve real-time integration with a variety
of other University systems, resulting in a foundational piece of a larger Human
Resources Information System (HRIS) that is part of a comprehensive ERP system. The
Position Management System will meet the following objectives:

        Simplified, less complex, efficient, real-time processing for end users:
             - Heavily integrated with other administrative systems, e.g. Faculty
                Database, various authorization systems, VIP, locks & keys, timesheets,
                etc.
             - Streamlined business processes, e.g. automation of previously paper-
                intensive or manual processes.
        More complete and accurate workforce information
        Reduction in overall transaction processing time (i.e. time delays due to funding
         information being unavailable when a person begins their employment)
        Consistent, intuitive, and concise look and feel for the end users

Further, the PMP will be the first ERP project deployed that is fully aligned with the
ENCORE (CASE) strategic plan (Appendix A). As such, the PMP will be run and the
system will be designed, developed and deployed with the strategic plan as its guide.

Priorities and projects will be determined by the operational sponsors. Examples of the
groups that the operational sponsors will seek input from include:

        Departmental personnel with varying perspectives and levels of impact,
        Senior university officials, and
        Other UT campuses using the systems via the newly formed cross-system
         Advisory Group.

The initial phase of the Position Management System will focus on defining and
establishing a foundational template with all of the core aspects of a ―position‖. The
design, development and deployment of the basic position as defined in the foundational
template is targeted for completion in late 2008 or early 2009. The details about the
deployment will be found in the forthcoming Project Plan for phase one. The first phase
of Position Management will enable growth in future phases toward the objectives listed
above.

The implementation of phase one will proceed in manageable steps, carefully
documenting and evaluating design assumptions in light of future implications, and
keeping the investment in line with the value of the results produced. Beginning in the
Spring of 2008, the Operating Sponsors will begin to identify the next wave of desired
functionality for the Position Management System.


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CONTENTS

Introduction ......................................................................................................................... 6
   Purpose of the Project Charter Document ...................................................................... 6
   Review and Approval of this Project Initiation Document ............................................. 6
Project Definition ................................................................................................................ 7
   Background ..................................................................................................................... 7
   Project Approach ............................................................................................................ 7
   Project Objectives ........................................................................................................... 9
   Project Scope .................................................................................................................. 9
   Outline Products............................................................................................................ 12
   Constraints and Expectations ........................................................................................ 12
Project Governance ........................................................................................................... 15
   Roles and Responsibilities ............................................................................................ 15
Project Quality Plan .......................................................................................................... 17
Communication Plan......................................................................................................... 18
Training Plan ..................................................................................................................... 20
Initial Risk and Mitigation Plan ........................................................................................ 21
Change Management ........................................................................................................ 24


Appendix A: CASE (ENCORE) Strategic Plan
Appendix B: User Communities Defined
Appendix C: Companion Governance Structures – UT Austin ENCORE & other UT
            Campuses
Appendix D: Team Roles and Responsibilities




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Introduction

Purpose of the Project Charter Document
    This document has been produced to capture and record the basic information needed to
    direct and manage the PMP. It addresses the following fundamental aspects of the
    project:
    1) What is the project aiming to achieve?
    2) Who is the target user group?
    3) Who will be involved in managing the project, and what are their roles and
          responsibilities?
    4) How and when will the project be executed?
    5) How will the project be funded?


Review and Approval of this Project Initiation Document
    The first version of this charter document will be reviewed by the Operational
    Sponsors, using the following Quality Criteria:
    1) Is the objective of the project clear?
    2) Is the scope of the project clear?
    3) Does the document correctly reflect the project?
    4) Is the project management organization complete? Have all the roles been
         considered?
    5) Are the relationships and lines of authority clear?
    6) Have the risks of the project been assessed?
    7) Are any variations from the standard process workable and agreed to by relevant
         parties? For examples, variations to the Quality Process, changes in Sponsors, or
         other teams?

    The Operational Sponsors, which are essentially the project leadership team, consists of
    the following members, in addition to Dana Cook, the Project Manager.

                             Julien Carter               Mary Knight
                             Kathy Foster                Jamie Southerland
                             Fred Friedrich              Renee Wallace

    The project charter and project plans for each phase of the overall project will be
    approved by the Executive Sponsors.

    Once approved, this charter document will provide the ―Baseline‖ for the project. It
    will be referred to whenever a major decision is made about the project and used at the
    conclusion of the project to measure whether the project was managed successfully and
    whether it delivered a quality outcome for the customers.




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Project Definition

Background
    The administrative software systems used by UT Austin have historically provided
    reliable and stable transaction processing. The systems permit the university to
    capitalize on a highly decentralized IT environment to support goals in real time,
    through coordination of subject area and IT experts. The Human Resource (HR) and
    Payroll related systems have evolved into a similarly stable and reliable toolset;
    however, the recently completed CASE project revealed a number of focus areas for the
    future, if these systems are to remain viable:
         A need to integrate existing university administrative systems in order to realize
            the benefits and efficiencies of a comprehensive and fully aligned ERP.
         The need for documentation and transparency of business processes
         Increased need for business integration and business process redesign
         A need for centralized support and standards for end user training, customer
            service support, and improved communication.
         A need to convert legacy mainframe user interfaces to a web-based design.
         A need for increased planning associated with business continuity and disaster
            recovery, long term platform, hardware and software choices.

    The PMP is a first step in attempting to respond to the issues identified above, in
    improving the HR/Payroll systems utilized in the UT Austin and UT System
    communities.


Project Approach
    The Position Management System will be designed, developed and deployed in
    alignment with the ENCORE (CASE) strategic plan (Appendix A). Some of the
    elements of the strategic plan that are worth highlighting as important in this project
    include:

             The (project) should value collaboration for streamlining business processes and
              providing clarity and consistency to users over the ability to control impact or
              ensure benefit to an individual unit;
             Project plans should ensure an integrated system that avoids redundant
              functionality, cumbersome business processes, and siloed design;
             The (project) should have flexibility in adopting new technologies, infrastructure
              changes, and process changes as they best serve the university;
             Functional experts should be paired with information technology professionals to
              couple expertise in industry trends and cutting edge business integration with sound
              and flexible technological solutions;
             The governing body should clearly define which features of the ERP are core and as
              a result should be consistently deployed across all business units where feasible.


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              Processes outside the core should be developed as extensions and allow for
              configuration by each campus or business unit;
             Assumptions and critical success factors should be clearly stated and identified as
              part of the functional specifications;
             Interface design should focus on optimizing each target end user groups’
              experience. This may include maximizing efficiency and speed, data access, simple
              and accessible navigation, and should gear workflow and procedure automation
              towards maximizing the end user experience; and,
             Systems deployed should be intuitive so training time is reduced and processes are
              easily understood.

    Additionally, the project will be approached in small, manageable efforts using an
    iterative development and deployment methodology. Iterative development refers to a
    process in which sponsors, technical experts, functional experts and end users are
    continually refining requirements and output over multiple development efforts, versus
    trying to determine all requirements up front and implementing on a specific date as is
    common in application implementation projects. Some of the many reasons for this
    approach are as follows:
         Complex development projects have a better track record for success using
            iterative development.
         The end users are typically not fully able to articulate requirements until at least
            one or two iterations are done and there is output to review and react to.
         Management typically does not make a full commitment to a project until actual
            results are tangible and obvious.
         Visible results demonstrating progress can be seen quickly.

    Given the complexity of this project and all of the dependencies on other systems and
    personnel throughout the UT Austin campus and the state, the Operating Sponsors will
    be responsible for prioritizing the phases that will be in scope. During the first phase,
    the Operating Sponsors will review all efforts underway and in the pipeline for the
    future.




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Project Objectives
    The main objective of the Position Management System is to enable faculty,
    administrators and staff of the University and the other campuses that share our
    University ERP to more efficiently and effectively access and use information related
    to positions at the university.

    The long-term goal of the project is to provide:
     Simplified, less complex, efficient, real-time processing for end users:
           - Heavily integrated with other ERP systems, e.g. Faculty Database, various
               authorization systems, VIP, locks & keys, timesheets, etc.
           - Streamlined policies and procedures, e.g. automation of previously paper-
               intensive or manual processes.
     More complete and accurate human resource information
     Reduction in overall transaction processing time (i.e. time delays due to funding
       information being unavailable when a person begins their employment)
     Consistent, intuitive, and concise look and feel for the end users


    The Position Management System is intended to provide a foundational position
    control system in which

                  all positions are captured and managed with real-time integration to
                   upstream and downstream systems (such as Employee, Payroll, Faculty,
                   Accounting, Budget etc.);
                  all UT campuses that are part of the shared services University ERP will
                   be provided an opportunity to participate in establishing project and phase
                   objectives and goals; and
                  all relevant data in existing systems will be converted to the Position
                   Management System as appropriate.

    The Position Management System is not intended to immediately meet the needs of
    all who are intended to benefit from it. While the scope of the first phase of the
    project is fairly limited, further phases of the project could encompass any or all
    employee-related processes on campus as part of the overall HRIS.

Project Scope
    The Position Management System is essentially a newly designed suite of software for
    the HRIS (HR/Payroll processing and reporting), and scope is measured by the amount
    of such processing that is reliably and efficiently deployed among the various affected
    user communities (see Appendix B for definitions of user communities). Phase 1 (to be
    in late 2008 or early 2009) will focus on defining the core content of a position, and
    designing the infrastructure, fields, and dependent systems and organizational units that




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    will interface with a position and be required to support it going forward. Some of the
    decisions that will be in scope for this phase include:
    1) How will positions will be created, changed, deleted and funded?
    2) How will the position management system change the way appointments are
        processed on campus, employees are on-boarded and how they are funded?
    3) How will the position management system improve the management of employees
        by changing business processes, procedures and policies.
    4) How best to assist colleges and departments manage and report on personnel and
        positions in their units?
    5) Which categories or families of positions exist, and what are the key roles and
        benefits associated with each category.
    6) How many positions, and specifically which positions comprise the different units
        of the university community?
    7) How will existing processes (like Payroll, Budget, Appointments, Faculty
        processing etc.) be linked to this new position infrastructure?
    8) What is the fundamental essence of a position to be managed, and what are the
        other dimensions that need to be known and managed?




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                             Potential Graphic Overview of Position Design – DRAFT

                                                  Roles              Pay Rate and % time

                              Campus Locations                               Performance Info.
                                                                                                    Departmental Flex Fields
             Biographical Info

                                                                                           Skills, Training, Etc.
                                                     Person “Incumbent”


             Reporting Relationship                                                           Pay Range and Budgeted Rate
                                                       Job Name/Code

                                                   Position Name/Number
                                                                                               % of Appt. and % time
                   Position Type                   Functions & %s of duty:
                                                             1.
                                                             2.                                  Access (i.e. keys, access cards)
                                                             3.
                                                             4.
                                                            Etc.
             Departmental Flex Fields                                                       Application Security Authorizations




                                   Funding                                     Training Requirements
                                                            Etc….




In scope for consideration and documentation of dependencies during this design phase are the
following units and systems:

        Human Resource Services - Recruitment and Position Management System (RPM), etc.
        Payroll - Appointments Systems, Check calculation, Benefits Administration System,
         Vouchered payroll (OVM), State Comptroller HRIS, ITS - DEFINE Internals/Workflow,
         Identity Management, Systems DBA Staff, Information Security, etc.
        Information Quest (IQ) - Cognos Reporting, Oracle DBA Infrastructure, etc.
        Financial – General Ledger Poster, Unit Hierarchy, Account Profile, Scholarships,
         1099’s, 1042S’s, etc.
        Research – Research Manager System (RMS), Institutional Review Board (IRB)
         Systems, Effort Reporting System (ECRT), etc.
        Provost – Information Management & Analysis (IMA), Faculty Database, Departmental
         System (including Departmental Contacts), Prior Approval Request, Faculty Leave
         Requests, Faculty Annual Reports, Faculty Offers and Acceptances, Faculty Separations,
         etc.
        Budget – BDL Documents, etc.
        Colleges – administrative processes affected by positions


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After completion of this foundational phase, future phases may include the following:

        Develop interfaces with other systems to enable college administrators to manage human
         resource information, e.g., integrate positions and persons with locks & keys information,
         authorization systems, VIP Systems, timesheets, Faculty Database Systems, TXCLASS,
         Departmental Systems, RPM, ID Card, etc.
        Develop faster and more intuitive web processes for reviewers and approvers of human
         resource transactions to perform these functions.
        Develop faster, clearer, and more reliable web processes for creators of human resource
         transactions to perform these functions.
        Develop worksheet(s) to enable fast, integrated, and efficient management of financial
         aspects of positions and people.


       Outline Products
           Regardless of the phase, the following standard deliverables will be produced during
           the PMP:
                Process Diagrams – These should be done by business experts from a process
                 standpoint and by the IT leaders. They should document attributes,
                 relationships, field names, indexes, keys, filters, etc.
                Standards/Definitions – This data will provide for consistency, maintainability
                 and repeatability in the project (or others to follow) and define what is meant by
                 certain key terms.
                Testing Results – This will include the testing plans and critical thresholds that
                 were tested to ensure the highest quality and attainment of phase objectives for
                 system functionality and end user delight.
                Communication/Training Documentation – This will include a plan and
                 curriculum to address the various user groups needs and perspectives.
                Metrics, Usability, Focus Group and User Feedback – This will include a plan
                 for and documentation of how project decisions are made and vetted through
                 end users in order to ensure the system meets the needs of the various user
                 groups’ needs and perspectives. Where possible, decisions will be supported by
                 metrics.
                Detailed Project Plans – A detailed project plan that outlines milestones and
                 contingency plans.



       Constraints and Expectations
           As stated in the ENCORE (CASE) Report, the PMP will not be successfully
           implemented unless the following Critical Success Factors are achieved:

           Knowledgeable, Decisive Leadership – Without trusted and empowered leadership,
           progress will be slow and benefits achieved will be marginal at best.



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    Appropriate Governance –The governance structure should be established such that it is
    characterized by a clear mission, defined scope, appropriate stakeholders, and commonly
    embraced values. An important aspect of the governance structure is the requirement that
    the business needs drive the deployment of the university ERP with the support of key
    partners such as IT and user support services (such as training and communication). (See
    Appendix C)

    Shared Vision – If the university leadership collectively agrees to a shared vision for the
    university ERP and how it can best support the mission of the university, all aspects of the
    deployment of the university ERP will be made easier. The vision should be clearly
    communicated to ensure that while the ultimate vision for the project is shared and known,
    it is also clear that the deployment of the first phases of Position Management will not
    achieve the ultimate vision of the project but that subsequent phases will be undertaken to
    achieve this vision over the course of several years.

    Environment – By fostering an environment that is characterized by teamwork and
    collaboration, success will be easier to achieve. Improved support, training,
    documentation, communication, user involvement, business process transparency and
    support for lifelong learning will help create an environment to attain the maximum success
    possible.

    People – To achieve the strategies in this plan, the most talented staff will be required to be
    committed to these efforts for many years. A commitment to the people resources required
    for each phase should be achieved prior to each phase beginning.

    Adequate Funding –Additional resources and a realignment of current resources will also
    be required with plans and methods to harvest the expected return on this investment. A
    commitment to the funding required for each phase should be achieved prior to each phase
    beginning and be appropriately allocated to each member institution benefiting from the
    administrative system.

    Time – Regardless of the financial and human resources provided, a significant amount of
    time will also need to be invested. Wisely balancing the need to complete and implement
    solutions in a timely manner with the risk of a poor implementation or a poor solution is
    critical. A detailed project plan that is developed prior to each phase beginning as well as
    following an iterative development methodology will assist in the project being on time.

    Technical Infrastructure – Maintenance and deployment of administrative software cannot
    succeed without stable, dependable, high-performing, scalable and secure technical
    infrastructure.

    Assessment – Responsible stewardship demands periodic assessment to determine if the
    chosen course continues to be the best course of action given changes in industry, product
    availability and success of the university ERP. The definition of success should be defined
    before the project is started and should be measurable.



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Project Governance
    Project governance will follow the ENCORE (CASE) strategic plan governance model
    as follows:

                                                                                                         1
                                                                                                                   UT Austin Administrative
                                                                                                                 Systems Executive Sponsors
                                                                                                               Vice Presidents/Provost covering all
         3                                                                                                       administrative areas on campus
                                                   2
          Shared Services Advisory                       UT Austin Administrative Systems
                     Group                                     Operational Sponsors
          Operational Shared Services                     Similar make up to CASE steering
            group - functional area                     committee following a review of current
              leadership from all                       membership and unrepresented areas
            participating campuses




                                                                Project Director


                                        4
                                                                  Project Team
                                            The project team should be a combination of IT and functional
                                                team members. Members should be staffed by the most
                                            talented and appropriate resources available. Where services
                                              are not within the scope of the UT System shared services,
                                               flexible, consistent, standard interfaces will be developed.




Roles and Responsibilities

1.      Executive Sponsors – The purpose of an Executive Sponsor is to provide high-
level strategic direction on the project, cascade project sponsorship throughout the
University, and resolve resource and budget constraints. Executive Sponsors will meet
with the Operational Sponsors and Project Director quarterly to receive an update on
project status and resolve any funding or resource related issues. At this time, Executive
Sponsors should review the strategic direction of the project and adjust as appropriate to
ensure that the project remains in line with University goals and objectives. (In order to
minimize meetings, Executive Sponsors can participate in monthly Operational Sponsor
meetings).

2.      Operational Sponsors – The purpose of the Operational Sponsors is to establish
project objectives and deliverables, determine project priorities, provide tactical project
direction to the project and resolve and act as a final decision point for any issues,
including questions of policy that cannot be resolved by the Project Team. Operational
Sponsors will meet every week with the Project Director to monitor project progress,
review deliverable status, resolve issues as appropriate and ensure that timelines are
being met. The scope of any established objectives and policies developed by the


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Operational Sponsors must be within the strategic direction established by the Executive
Sponsors.

3.       Shared Services Advisory Group – The purpose of the Shared Services Advisory
Group is to provide broad-based advisement to the Operational Sponsors and project
team related to the Position Management project. One member of the Advisory Group
will sit on the Operational Sponsor group.

4.     Project Director and Project Team – The Project Director, Functional Lead,
Technical Lead, and User Services Lead will manage all day-to-day aspects of the
Position Management project, including project plans, deliverables, status reviews,
milestone reviews and project team member activities.

The roles and responsibilities of the team members are described in Appendix D.




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Project Quality Plan
One of the important roles on the PMP is a Quality Assurance (QA) Coordinator.
The QA coordinator and all those who work on the QA team will have responsibility for
all quality reviews.

After each project milestone (i.e. major project deliverable within a phase), the QA
Coordinator will be asked to conduct a final quality review with their team. If the
deliverable is acceptable, then the QA Coordinator will sign off that the milestone is
complete. The reason for this review is to ensure that each deliverable works as expected
and quality software is deployed.

The QA Coordinator will be responsible for defining the QA methodology for the project
to include incident tracking and response system and processes, test plans and checklists.

Quality reviews at project milestones will be accepted based on the following
criteria:

                Software performs as expected
                Data changed by the software results in accurate updates to the database
                Integration points between PM and other areas are working properly (to be
                 coordinated with QA specialists in the area PM is integrating with)
                The file and software design supports efficient processing (load time for the
                 initial screen and subsequent update screens are within user-defined
                 acceptable limits)
                Feature/functionality being tested has been through end user usability
                 testing, focus group or feedback or in some way has been vetted through the
                 end user of the feature or function.




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Communication Plan
       All communication to end users should consider the needs of the various different
       end user target audiences to tailor communication to the audience. See Appendix B
       for a description of different audiences to which communication should be
       specifically tailored.

       This communication plan should be used as a template but refined for each project
       phase to ensure communication is best suited for the unique needs for each phase of
       the PMP. After each phase, the communication plan should be assessed and
       changed as needed based on lessons learned.

       In order to ensure widespread communication regarding the PMP, the following
       medium will be used:

       Status Reports – In order to provide regular updates to end users, the Advisory
       Group, Operational and Executive Sponsors, status reporting will take place at
       regular intervals. These reports will be placed on the PM web page so that all
       interested parties can review them.

       Awareness and Introduction of PM to campus – As a way to encourage adoption
       and acceptance of the Position Management System when it is first deployed, end
       users will need to be given a high level overview of Position Management. See
       section on Training for more information.

       Core User Advisory Group – Provide important feedback to the project from a
       cross-campus decision making perspective. This group is made up of decision
       makers from across the campus. This group will meet monthly.

       Super User Group – Provide important feedback to the project from a cross-campus
       data entry/processor perspective. This group is made up of primarily front line
       document creators and people who deal with Human Resource issues on a regular
       basis. This group will meet monthly.

       Monthly in person update to wide HR community - monthly presentations to the
       HR Forum group to spread knowledge about the system and inform them about
       important dates and activities (i.e. training).

       Special PM User Groups – It will be necessary to establish subject area specific
       user groups (i.e. salary update document, faculty interest group etc.). The purpose
       of these groups is to obtain feedback from experts in existing or new processes
       relating to their specific area of expertise or responsibility. Additionally, the user
       groups will be responsible for providing suggestions on complex reports and
       additional data requirements back to the project team, plus assist in evaluating and
       improving features and the design of the overall system.


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       E-Mail Bulletins – These will be done on an ad hoc basis to various user groups
       established for the project

       Public Website – The PM public website will contain general information about the
       project status, system availability, and contact information.

       Project Team – The PM core project team (those individuals who report to the
       Project Director) will meet regularly for both status updates and collaborative work
       sessions.

       Status update meetings will be help to a minimum and most of the status update
       information will be exchanged via email.

       Collaboration work sessions will be held frequently to make sure all project team
       members are working in harmony.

       Between work sessions, project team members will be encouraged to speak to other
       team members about the project in person when possible (preferable), via phone or
       web meeting when in-person is not possible, and via email as a last resort. This will
       require that project team members make an extra effort to see each other and find
       opportunities to work in labs or war room environments.




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Training Plan
         To optimize the end user acceptance of the ultimate PM system deployment,
         training should begin early, occur often and be conducted using a variety of training
         methods.

         A Training Coordinator will be responsible for developing a detailed training plan
         for the project.

         Some of the types of training to be included in the detailed plan will be:

                  Awareness of concepts, features to expect and differences in business
                   processes;
                  Introduction training for
                       o Processors
                       o Approvers and consumers of Position data
                  Specialized training for
                       o Faculty-heavy colleges
                       o Large colleges
                       o Small colleges
                       o Administrative departments
                       o Central processing offices
                       o Auxiliaries
                  Hands-on training to assist people in accomplishing tasks using the new
                   system

         Some specific methods to be employed include:

                  Classroom instruction
                  Workshops
                  Q&A sessions
                  Online videos and web-casts
                  One on one where needed




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Initial Risk and Mitigation Plan
Risks are inherent in any project. As a result, risk logs and mitigation plans are
maintained throughout the life of a project to ensure that plans are in place to minimize
project impact. The Position Management Project is broad in scope and will enact
fundamental change in the administration of the entire workforce—23,000 employees at
UT Austin plus the employees at associated institutions. At the onset of the project, the
following risks have been identified:



                 Risk                                                  Mitigation
Lack of preparedness or ability of                       Break project into phases that are designed
dependent software systems (or                            and planned in detail such that dependent
resources who maintain these                              areas have time to prepare to meet the needs
systems) to provide necessary                             of the PMP.
integration or functionality.                            Documentation of dependencies.
                                                         Communicate frequently with dependent
                                                          areas so they know the status of the project
                                                          and when the project needs their changes to
                                                          be in place and the project knows in
                                                          advance if the changes will not be in place

Inability to make planned milestones                     Highly developed project plan
and targets                                              Project governance structure
                                                         Critical path decision process

Project is not staffed appropriately                     Before each phase of the project begins, the
with the right number of people or                        Executive and Operational Sponsors will
people who do not have the talents                        receive a resource plan for the phase and
and skills required for the project.                      appropriate resources should be allocated
This may lead to impaired or failed                       prior to any work beginning.
deployment.                                              If there are significant losses to the project
                                                          that result in staffing problems, the Project
                                                          Director will work with the sponsor groups
                                                          to determine if the project can continue and
                                                          be successful.

Errors in pay and benefits,                              The design strategy to use current
accounting and employee history                           appointment file will mitigate complexity of
(data)                                                    development/workflow issues.
                                                         Robust testing program, ability to extend
                                                          duration and ensure thorough end to end
                                                          testing
                                                         Controls and monitors in rollout decision


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                                                          making—e.g. code freeze milestones.
                                                         Controls and monitors post rollout

Failure to sufficiently provide for                      Extensive user commitment and
complexities of individuals with                          participation in design, testing, and
multiple roles, resulting in non-                         validation of system, user-interfaces, and
compliant effort reporting,                               resulting information.
inefficient manual work-arounds,
and/or inaccurate faculty workload
decisions.
Sponsor groups do not share a                            The charter is used as the basis for the
common vision for the project or                          project to which all sponsors agree to use
support the project as a team as is                      Sponsors agree to work in concert with the
required for a project of this size and                   Project Director to come to agreement on
complexity.                                               any issues that need resolution.

―Go live‖ date becomes more                              Use of QA Coordinator to determine if
important as a driver than quality                        system is of sufficient quality to be
deployment                                                deployed
                                                         Sponsors have ultimate decision on ―Go
                                                          Live‖ dates

Failure to realize and harvest                           Detailed quantifying of benefits by
expected returns on investment in                         comparing resource processing requirements
software development and workflow                         for current environment versus those that
changes.                                                  will be required with new system.
                                                         Commitment of project personnel to follow
                                                          up and monitor user acceptance to ensure
                                                          desired results are attained.

System does not meet the needs of                        Have participation from the Colleges and
the colleges and university and other                     Provost office on the Operational Sponsor
universities that share our software.                     group and end user advisory groups.
                                                         Seek feedback from a newly formed shared
                                                          services Advisory Group.
                                                         Make use of focus groups, usability groups,
                                                          end user surveys and data documenting
                                                          current behavior.
                                                         Reduced transactions/volumes and process
                                                         Communications planning
                                                         Institution site visits
                                                         Training plans
                                                         User manuals and materials
                                                         Commitment of project staff until some
                                                          predetermined date after implementation to



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                                                      ensure adequate support of new system.


Throughout the life of the project, risks in addition to those listed above will be
identified. Each identified risk and corresponding mitigation plan will be documented in
a project log and reviewed with Project Sponsors on a bi-monthly basis. Any risks that
have potential wide-spread impact will be reviewed with the Executive Sponsors during
quarterly meetings.




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Change Management
The purpose of change management is to define and implement procedures and/or
technologies to deal with changes in the business environment and to benefit from
changes. Successful adaptation to change is as crucial within an organization.

For Position Management, all changes to the software, business processes and the like
will be documented to ensure proper tracking.

At present, the university is pilot testing a new version control system that will enable the
software to be automatically versioned, thus making change management of the software
much easier. The project team will need to define version control methodologies in case
the pilot project is not fully deployed for the project to use.




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