PROGRAM CHARTER
One Montclair Program
Program Name:
Creation Date:
Last Modified Date:
Author(s):
OneMontclair Program
3-28-2014
5-14-2014
Rick Woods, Sam Bakane
Template
Version
Governance
: Program Charter
: 1.0
: OneMontclair PMO & PQM
Montclair State University – Proprietary
Use Pursuant to Organization Instructions
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PROGRAM CHARTER
One Montclair Program
TABLE OF CONTENTS
TABLE OF CONTENTS ................................................................................................................ 2
EXECUTIVE SUMMARY ............................................................................................................ 5
Business Drivers ......................................................................................................................... 5
OneMontclair Objectives ............................................................................................................ 5
Strategic Fit and Vision .............................................................................................................. 5
Program Benefit Realization ....................................................................................................... 6
Program Scope ............................................................................................................................ 9
Major Deliverables (Program) ................................................................................................ 9
Major Deliverables (Systems)................................................................................................. 9
Finance – PeopleSoft v9.2 ........................................................................................................ 10
Human Resources (Workday; includes Payroll) ....................................................................... 10
Student and Campus Service (Banner) ..................................................................................... 11
Enterprise Integration................................................................................................................ 12
Identity Access Management .................................................................................................... 12
Data Warehouse / Business Intelligence (DWBI) .................................................................... 13
Administrative Approach .............................................................................................................. 13
High Level Program Risks and Mitigations.................................................................................. 14
Sponsor, Customer, and Stakeholder Considerations ................................................................... 16
Program Team Structure ........................................................................................................... 16
Program Principles ........................................................................................................................ 18
Program Definition Phase ............................................................................................................. 19
Program Duration and Milestone Dates ........................................................................................ 19
Resources Needed ......................................................................................................................... 19
Vendor Management ..................................................................................................................... 19
Due Diligence Process .............................................................................................................. 19
Program Cost ............................................................................................................................ 20
Document Approval ...................................................................................................................... 21
Appendix A - Administrative Approach ....................................................................................... 22
Appendix B – Program Organizational Structure ......................................................................... 39
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PROGRAM CHARTER
One Montclair Program
DEFINITIONS
Standard acronyms and definitions are contained in OM-STD-003 Standard Definitions and
Acronyms. New definitions required by this document are listed in the table below.
Term
OM
Definition
OneMontclair program as defined in this document.
PMO
Project Management Office is the group that defines and maintains
standards for project management for OneMontclair. The PMO also
produces performance reports for the projects and provides oversight,
training and guidance as needed.
ITIL
Information Technology Infrastructure Library is a set of practices for
IT Service Management (ITSM) that focuses on aligning IT services
with the needs of the business.
ERP
Enterprise Resource Planning. Business management software used to
store and manage data from every stage of business, including:
Finance, Human Resources and Student Information System, etc.
CRM
Customer Relationship Management. A software system used to
manage a company’s interactions with current and future customers.
SDLC
System Delivery Life Cycle or Software Development Life Cycle is a
process for planning, creating, testing, and deploying an information
system. The systems development life-cycle concept applies to a range
of hardware and software configurations, as a system can be composed
of hardware only, software only, or a combination of both.
Business Case /
Charter
A document jointly produced by the requestor and project manager that
identifies the estimated cost and benefits of a project and the approval
of which establishes formal authority for the project manager to utilize
resources to accomplish project activities.
Project
Management Plan
(PMP)
A document that describes how the project will be executed, monitored
and controlled. Typically written in a Word document. [Note: MS
Project does not produce a PMP, but a Workplan, which is part of a
PMP Package].
PMP Package
Includes the PMP, Workplan and RACI. Completion of this package is
a prerequisite to passing the Planning Phase Gate.
Workplan
A document or view, typically produced from a project management
tool, such as MS Project, that contains the WBS, planned start and
finish dates, dependencies, assignments and a Gantt chart. Part of the
PMP Package.
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PROGRAM CHARTER
One Montclair Program
Term
Work Breakdown
Structure (WBS)
Definition
A hierarchical decomposition of the total scope of work to be
completed by the project team to accomplish project objectives and
create the required deliverables. A component of the Workplan.
Gantt chart
A bar chart of schedule information activity durations are shown as
horizontal bars placed according to start and finish dates. A
component of the Workplan.
Dependency
A logical dependency between two activities or an activity and a
milestone. There are 4 types of dependencies; Finish-Start (the most
common), Start-Finish, Start-Start, and Finish-Finish. [E.g. Task A
must finish before task B can start is an example of a Finish-Start
dependency]. A component of the Workplan.
Business
Continuity
Approach
Business continuity approach is a roadmap for continuing operations
under adverse conditions such as a storm or a crime. Any event that
could impact operations is included, such as systems interruption, loss
or damage to critical infrastructure. BCP is not technology specific,
but plans for keeping all aspects of a business functioning in the midst
of disruptive events.
Disaster
Recovery
Approach
Disaster recovery approach is the process, policies and procedures
that are related to preparing for recovery or continuation of technology
infrastructure which are vital to the university after a natural or
human-induced disaster. Focuses on IT or technology systems that
support business functions.
Change
Management
An approach to transitioning individuals, teams and organizations to a
desired future state.
Change Control
A process whereby modifications to documents, deliverables or
baselines associated with a project are identified, documented,
assessed, approved or rejected by a Change Control Board. Changes
may relate to project scope, schedule or budget.
Project
A temporary endeavor undertaken to achieve a unique product, service
or result.
Program
A group of related projects and workstreams managed in a coordinated
way to obtain benefits not available from managing them individually.
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PROGRAM CHARTER
One Montclair Program
EXECUTIVE SUMMARY
Introduction
The purpose of the OneMontclair (OM) program is to replace administrative systems that have
served as the primary business and information platforms for Budgeting and Planning, Finance,
Human Resources, Student and Campus Services, University Advancement, and Institutional
Research.
Montclair State University has maximized the utility of these legacy systems over the past two
decades supporting MSU’s tremendous growth. Montclair State University is once again in a
position to make investments in new technology and business process reviews to sustain that
growth and be best prepared for future business operations.
Business Drivers
MSU’s current administrative systems are 25 years old and have outlived their useful life as they
are no longer supported functionally by their vendors, except for regulatory updates.
These systems do not support streamlined and efficient business processes. In fact, in some
cases, manual processes had to be put in place in the interim to supplement these older systems.
OneMontclair Objectives
•
Review and optimize business processes for each of the key University divisions.
•
Determine where improvements in technology can provide tangible business benefits and
value.
•
Implement technology providing process efficiencies, integrated operations and robust
reporting and analytics capabilities. This will first begin with replacement of existing
outdated systems as a core.
Strategic Fit and Vision
The OneMontclair initiative is designed to ensure that the planning efforts and investments we
make in process optimization and technology will enable or directly support the University’s
strategic goals, improve customer service and create efficiencies and economies of scope and
scale wherever possible.
Once the new solutions are implemented our vision is that MSU will have improved:
1. Business Enablement: Each of the business units are able to gain capabilities where
business contributions to the strategic goals for the University are maintained, enhanced
or enabled.
2. Service Excellence: The business units improve customer satisfaction for key services
provided.
3. Operational Efficiency: Business processes are streamlined and automated where
opportunities present themselves such the resulting efficiencies are far greater than the
efforts to create them.
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PROGRAM CHARTER
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Program Benefit Realization
Value Proposition
o Elimination of duplicated and unnecessary steps in transactions by streamlining processes
o Take advantage of best practices inherent in an ERP system that is used by other higher
education institutions
o Provide a system that substantially improves service to administrators, students, faculty,
staff and other users, and that supports institutional initiatives, taking into account
growing service demand, and stable or shrinking staff and fiscal budgets.
– Select and implement an application that provides workflow and automation tools
that enhance productivity, and provide more effective communication with
prospective students.
– Implement a system based on flexible technology that can support evolving
institutional priorities and end-user needs.
– Implement “self-service” applications to allow students, faculty, staff and other
system constituencies to have direct access to their own data.
– Implement an application whose core end-user functions accommodate infrequent
users, and do not require extensive training to use them effectively.
– Maintain the capabilities of the current system (i.e.: don’t lose any of the essential
functionality MSU modified the current systems to achieve).
– Provide easier access to information through tight integration with the portal, and
through the implementation of easier reporting tools.
– Provide better integration of and service to Online and Extended Studies, Continuing
Education, Study Abroad, and other users who were not effectively served by the
legacy application.
– Select a system based on technology that provides real-time or near real-time
interfaces between appropriate internal and external entities.
– Implement a system that provides robust and configurable security, and that will
effectively implement relevant federal and state legislative requirements, as well as
University policy.
– Utilize tools and technologies that make it easier to exchange data with both
appropriate internal systems (i.e.: course management systems, library, bookstore and
housing) and outside entities (other databases, vendors, Department of Education,
etc.).
– Implement the necessary technical infrastructure to expand the provision of high
system availability and reliability, moving toward near 24 x 7 x 365.
o Implement integrated administrative systems of record for institutional data that allows
for the flexibility to meet specific campus and academic unit needs. Ensure that project
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PROGRAM CHARTER
One Montclair Program
and production processes, structure and staffing consider centralized and decentralized
needs and approaches.
– Implement a system that allows for a single, university-wide view of student (and
other) data, but that also allows for customized, focused views, as required by
campuses or academic units.
– Implement a system that allows MSU to easily record credit, non-credit and other
“learning activities” and choose how this information is reported.
– Implement a system that allows MSU to track both standard academic term-based and
non-standard academic term-based programs and activities.
– Develop a process and structure that provides robust, ongoing, updated
documentation, both during the project and after the cutover to production.
– Develop a process and structure that provides robust, ongoing, updated training, both
during the project and after the cutover to production. Ensure that training is
provided at the right time for a given audience.
– Implement an application with configuration options and a development toolset that
allow campuses and academic units (when appropriate) to create custom views of
data, to easily add data elements as needed, and to create custom workflow and
reporting.
– Ensure that any significant changes to the centralized/decentralized model are
properly planned, budgeted, and staffed for success through implementation and into
production. Ensure that any functions that require increased training or effort from
departmental staff are appropriately identified and supported.
o Improve the quality and timeliness of the institutional and student data MSU maintains,
and ensure that data quality continues to improve.
– Work to understand and clean up legacy data, before and during conversion into the
new system.
– Utilize the greater flexibility, detail and “granularity” of a new system to track data
MSU cannot currently store in its administrative systems.
– As appropriate, consider revising business processes and adopting best practices to
ensure consistency in handling data, while taking into account the differing needs of
campuses and units.
– Use delivered software controls to assure data standardization and integrity.
– Where appropriate, allow the individuals who “own” or are closest to data to perform
data entry, rather than centralized staff who are less familiar with it.
– Ensure that any significant changes to the centralized/decentralized model are
properly planned, budgeted, and staffed for success through implementation and into
production. Ensure that any functions that require increased training or effort from
departmental staff are appropriately identified and supported.
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PROGRAM CHARTER
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– Where possible and reasonable, consolidate disparate “shadow” databases into the
single, enterprise repository.
o Empower end-users with access to integrated data for analysis to support operational and
strategic decision-making.
– Take advantage of both existing and improved portal and data warehouse capabilities
to provide users with integrated access to multiple data sources.
– Where desirable, consolidate disparate “shadow” databases into the easily-accessed
enterprise repository.
– Deliver a common tool set to end-users for data reporting, extraction and analysis.
Provide users with the knowledge, training and capacity to enable them to perform
their own reporting.
– Utilize tools and technologies that make it easier to exchange data with both internal
systems (course management systems, library database, bookstore, housing database)
and outside entities (other databases, vendors, Department of Education, etc.).
Guiding Principles




We must end our reliance on the existing systems due to the risks of losing support
and business outages occurring, current inefficiencies and aim to strategically develop
and reallocate our human resources.
Proper due diligence will be performed to identify vendor-partners who will deliver
products and services in support of the OneMontclair program.
Systems will be deployed as much as possible with delivered functionality, with as
little customization as possible unless it is mission critical.
New or additional items in scope must define the business case and be reviewed with
the Steering Committee for decisions.
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PROGRAM CHARTER
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Program Scope
The key areas within the scope of this program are:
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



Budgeting and Planning
Finance
Human Resources
Student and Campus Services
Office of Institutional Research (Enterprise Reporting and Analytics)
University Advancement (CRM)
Enterprise Technology Platforms
o Identity Management
o Integration
o Data Warehouse & Business Intelligence (DWBI)
o Portal
Major Deliverables (Program)

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Disaster Recovery Approach
Business Continuity Approach
Define a Change Management process
Define standard Roles and Responsibilities
Data Governance standards and policies
Define a Change Control process
Ensure that System Monitoring & Application Support Needs are Met
Define and Implement the Technical Support Strategy
Implement Design and Phase Gate Reviews (See Process Documentation Library)
Implement Project Performance Reporting
Physical Security
Note: Each of the project teams must adhere to the new processes and standards referred to
above.
Major Deliverables (Systems)






Replace existing Finance system with a modern Finance ERP system
Replace existing Human Resources and Payroll system with a modern HR & Payroll ERP
system
Replace existing Student Information System with modern Student ERP system
Replace existing customer system with a more modern CRM system to enable better
institutional management of correspondence and customer relationship activities with all
manner of external stakeholders
Install a modern Data Warehouse / Business Intelligence system to better serve the needs
of the University
Integrate the above systems to be able to share data, as needed to provide more seamless
exchange of data reporting as required
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PROGRAM CHARTER
One Montclair Program


Implement an Identity Access Management System to provide secure access to the new
systems based on roles and permissions and is scalable for the anticipated growth of
MSU over the next 5 years
Implement a new Budgeting & Planning System with a personalized portal and access to
the new FRS system.
Software Components
Finance – PeopleSoft v9.2
The goals of the OneMontclair Finance project include reengineering processes and replacing
the aging legacy Financial Records System (FRS) and other separate support systems to
become more operationally efficient and effective.
High Level Finance Scope:
o
o
o
o
o
E-Procurement – Catalog
Online Expense Entry
Comprehensive Financial Accounting
Financial Reporting
Automating Streamlined Workflow
Functional Components of New Financial System
General Ledger
Commitment Control
Accounts Payable
eProcurement
Purchasing
Accounts Receivable
Billing
Cash Management
Project Costing (full
functionality)
Grants
Contracts
eSupplier connection
eSettlement
Strategic Sourcing
Asset Management
Travel & Expenses
Reports
Interfaces
Conversion
Enhancements
Workflow
Human Resources (Workday; includes Payroll)
The existing HRS system is 25 years old and is no longer supported. Many of the
business processes have been developed because of limitations of the HRS system and so
are paper-based and time consuming to "walk around" campus to get signoff. As part of
the OneMontclair program, the Division of Human Resources will implement a new
system with features and functions that support streamlined and efficient business
processes and allow staff to become more consultative to their customers including all
manner of person records, faculty, staff and student workers of Montclair State
University.
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PROGRAM CHARTER
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Functional Components of New HR System
Staffing / HCM
Student Workers
Position Management
Labor Distribution
Benefits
Payroll
Health & Safety
Time & Attendance
Recruiting
Performance
Management
Employee Development
Compliance
Reports
Workflow
Employee Relations
Collective Bargaining
Units
Succession Planning
Persons of Interest
Student and Campus Service (Banner)
The current student administration system is 25 years old and new agreements are in
place to support it 5 more years, this technology no longer supports efficient operation of
students. Current business processes reflect the limitations of the Plus SIS system and
lack automation, are often repetitive across departments, and require considerable manual
effort and manpower. As part of the OneMontclair initiative, the Student and Campus
Services Divisions will implement a new system with features and functions that support
streamlined and efficient business processes and allow students to engage with the
university in a more effective and satisfying manner. Administrators and faculty will be
able to leverage new tools to become more consultative and strategic in the services they
provide to their constituents.
Functional Components of New Student System
General Person
Admissions
Recruiter
General Student
Catalog
Schedule
Registration
Academic History
Flexible Registration
International Student &
Scholastic Management
Accounts Receivable
Degree Works
Financial Aid
Banner Communications
Management
Recruiting and
Admissions Performance
Reporting
Student Retention
Performance
eVisions Form Fusion
Job Schedule (UC4)
Cognos
Operational Data Store
(ODS)
Workflow
Document Management
Data Migration
Luminis Portal
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PROGRAM CHARTER
One Montclair Program
Enterprise Integration
Enterprise Integration Architecture (EIA) objectives include the successful integration of
ERP systems through well-defined and managed data feed interfaces providing dependent
systems all required data in the frequency demanded, to document the current and future
technical interfaces via a transparent public catalog inventorying the interfaces showing
sources, ownership, data definitions and support contacts.
Organizational goals include understanding current and future resource needs,
establishing well defined and efficient business process and workflow, address common
policy issues, establishing well defined support chain model with agreed upon SLA's.
Identity Access Management
The Identity Access Management System project (IAMS) will select and implement a
“best of breed” scalable enterprise platform that delivers identity management and access
control capabilities to MSU-IT and campus computing network(s) with tight integration
to all identified MSU current legacy and future ERP systems.
The current IAMS platform was internally developed by MSU and is named NetID. The
NetID system is proprietary, is not entirely based on open system standards and has
limited scalability. NetID lacks agility, and any future integrations will require expensive
and lengthy custom coded interfaces. The MSU NetID system also doesn’t address the
mobile application security space which is an area of great importance for future growth
at MSU.
Value Proposition:

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

A scalable platform meeting the (scaling) demands of the current and future (5 year
growth) MSU student, affiliate, faculty and professional staff end user populations
(current = 19,000, 5 years = 30,000).
An agile platform that provides off the shelf integration options to MSU’s ERP
platforms, current and future.
An innovative vendor/provider that maintains an evolving platform, keeping up with
industry standards.
A platform that allows extending the day to day business operations identity
management and provisioning down to the individual business unit, groups and teams
via delegation of authority.
A platform that provides ID management and authentication/access control solution
and services to mobile application platform.
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PROGRAM CHARTER
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Data Warehouse / Business Intelligence (DWBI)
The primary objective of the OneMontclair Functional Team for Enterprise Data
Warehousing, Business Intelligence, and Analytics is to create a cross-functional/crossdivisional platform for data management, reporting, and analytics. An essential feature
of this enterprise system will be its ability to extract and house data from all core
transactional systems for purposes of integrated, cross-platform reporting and
analysis. Implementing full-featured data warehousing, reporting, and business
intelligence modules will:
1. Promote data-driven decision-making across the University by widening access to
information via cutting-edge dashboard technology and advanced analytics,
2. Empower end-users by introducing flexible, easy-to-use tools that can be used to
drill-down into the data for “what if” analysis, and to customize reports to meet
specific needs,
3. Increase confidence in the validity and reliability of information used for
decision-making through reliance on a single source of data, and
4. Improve the efficiency and timeliness of information delivery, and reduce
workload demands on core transactional systems by shifting some reporting
activity to the enterprise data warehouse.
Functional Components of DWBI
ODS - Operational Data
Store
EDW - Enterprise Data
Warehouse
BI Reporting platform
Reports
Executive Dashboard
ETL processes (Data
feeds)
Archived historical data
Tools Infrastructure as Needed
o Project and Portfolio Management (PPM) tool (Daptiv)
o Defect tracking system
Administrative Approach
Please see Appendix A for detailed treatment of the administrative approach for the
OneMontclair program.
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PROGRAM CHARTER
One Montclair Program
High Level Program Risks and Mitigations
The risks below represent risks that have been identified for the OneMontclair program. Program
and project risks and mitigations will be tracked at a detailed level with the Daptiv PPM tool
using the Risk Management Process defined in the Process Documentation Library.
Management
Support
A Steering and Governance Committee comprised of each of the
Division Leads will be defined with Division Leads Accountable for
the ultimate success of each of the projects. Additionally a PMO will
be formed in order to manage the project, quality, communications,
costs and objectives for each pillar. In addition, provisions will be
made to backfill key project and program resources to mitigate
contention from operational demands.
Project Team
Knowledge
Experts experienced in the relevant project management, systems,
process re-engineering, integrations and quality assurance will be
recruited and hired to serve as the internal leadership and control
mechanism for each major implementation.
Inter-departmental
Cooperation
A centralized PMO comprised of cross-divisional leads and gated
enterprise deliverables will be developed in order to ensure
interdepartmental cooperation. In addition, key activities such as
business process engineering, integration, systems design, etc. shall
have stakeholder analysis gates to ensure the participation and
collaboration required.
Clarity of Goals
and Objectives
across the
Organization and
with External
Business Partners
Both program level and project level charters, project plans and other
artifacts will be developed so that scope and activities are consistent
and coordinated across the enterprise.
Project Manager
Ability
Project Mangers with successful histories of implementing our specific
systems in Higher Education environments will be recruited.
Management of
Expectations
Project timelines, approaches and costs will be constructed on
feasibility based models with broad communication and agreement.
Internal project contracts in the form of project charters will clearly
outline goals and objectives.
Regulatory
Compliance and
Reporting
(Federal, State,
Middle States,
Etc.)
A quality management function shall be established to ensure
regulatory compliance, internal policies, etc. are included in the project
lifecycle from inclusion in requirement to ensuring provisions are made
in design for each requirement as well as these items being thoroughly
tested and signed off by any relevant internal and external compliance
monitoring entities. Additional, business process changes will be
reviewed with Internal Audit for compliance concerns.
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PROGRAM CHARTER
One Montclair Program
Security & Privacy
As this is a key concern, particularly with Cloud based options, the
team shall develop a SaaS and Security Assessment and methodology
to ensure key items are guaranteed or remediated in any contracts that
are entered into where security or privacy are at risk. A detailed testing
methodology in accordance with PCI compliance will be defined and
we will be making provisions for continuous monitoring either through
existing security processes for internal items or externally via
contractual obligations for those out of direct control by MSU.
Integration
An integration lead will be assigned internally to thoroughly document
the various aspects of all integrations for the purposes of design and
each individual integration and associated business processes will be
tested as a part of the regular quality methodology. Additionally, the
software, services and implementation partner selections will be
assessed for their experience and ability for the integrations for our
proposed environment.
Vendor Support
Thorough evaluation of vendors will be performed, along with a set of
legal templates for software licensing, cloud services, implementation
services and support agreements that will be developed to aid in
ensuring that guarantees are made to match the University’s intentions
and protect the university against any unforeseen or otherwise
detrimental events such as insolvency, vendors being acquired, security
breaches, etc.
Time Horizon of
Investment and
Exit Strategy /
Switching Costs
The expected time horizon of this investment is seen as being 3 to 4
years, due to the organizational resource demands, high costs of entry
and high switching costs. The exit strategy has not been specifically
planned, however several of the key items will have provisions made,
should an exit be required. Firstly, with contracts, a ‘back door’
strategy that will be developed, should the design or implementation
process present a scenario that is a deal breaker for the University.
Similarly, a milestone payment strategy for services rendered shall be
followed to allow for an early exit during implementation, should that
be necessary. With respect to the long term strategy, the key assets to
maintain are business process workflows, operational data and systems
configuration documentation. The workflows and systems
configuration shall be generated as a part of the quality management
methodology and the data availability to transition to a future system
will be mitigated by establishing an institutional data repository that
will also be used for reporting and analytics, along with a future
investment into what is termed services oriented architecture that
manages the business rules and transfer of data between systems.
While switching costs of any ERP endeavor remain high, the above
factors increase our agility in such an event.
Project
A communication lead role shall be identified and standard project
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PROGRAM CHARTER
One Montclair Program
Communication
reporting scorecards depicting progress against milestones, risks and
financial status shall be established. Finally, a project artifact
repository will be established for the program, along with versioning
and naming conventions.
Sponsor, Customer, and Stakeholder Considerations
Communication plans will be developed and followed for each of the projects and the program
overall, in order to address specific communication needs.
Sponsor:
Susan A. Cole, PhD, MSU President will serve as program sponsor, while oversight will be
provided by the Executive Steering Committee, chaired by Chief of Staff, Keith Barrack. Other
Committee members include:
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Sam Bakane, Executive Director for Enterprise Systems
Willard Gingerich, Provost and Vice President for Academic Affairs
Karen Pennington, Vice President for Student Development and Campus Life
Ed Chapel, Vice President for Information Technology
Don Cipullo, Vice President for Finance and Treasurer
Valerie Van Baaren, University Counsel
John Shannon, Vice President for University Advancement
David Josephson, Executive Director for Budget and Planning
Jerry Cutler, Vice President for Human Resources
Customers:
There are many areas of the University that will benefit from this program, including Finance,
Budgeting & Planning, Human Resources & Payroll, Student Development & Campus Life,
Information Technology and others.
Stakeholders:
Each project will define its own set of stakeholders in addition to the executive stakeholders
above. Please see project organization charts in Appendix B.
Program Team Structure
Role
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Name
Responsibilities
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PROGRAM CHARTER
One Montclair Program
Role
Executive Steering
Committee
Name
Keith Barrack, David
Josephson, Donald Cipullo,
Edward Chapel, John
Shannon, Jerry Cutler,
Karen Pennington, Sam
Bakane, Valerie Van
Baaren, Willard Gingerich,
Gregory Bressler, Maria
Anderson

Responsibilities
Executive guidance and approval
Executive Director
Sam Bakane

Executive oversight
Program Manager
Rick Woods

OneMontclair Program
Management & Reporting; Project
/ Program Management Methods;
Daptiv Administration
Program Quality
Manager
Larry Bramble

OneMontclair Program Quality,
QA/Testing Methods, Project Phase
Gates
PMO Coordinator
Chris Schinell

OneMontclair PMO Coordination;
Daptiv Administration
Project Manager
Sid Das / Frank Downing

Finance
Project Manager
TBD

Human Resources & Payroll
Project Manager
Yosef Morgan

Student
Project Manager
Paul Schaeffler

Integration and Identity Access
Management
Project Manager
Leslie Haskin

Enterprise IT Services
Project Manager
Gary Fischer

Data Warehouse / Business
Intelligence
Please see Appendix B for organization charts.
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PROGRAM CHARTER
One Montclair Program
Program Work Breakdown Structure
The program’s work breakdown structure will be patterned after the Project Management
Institute’s Standard for Program Management, Third Ed. This includes phase groups of
Definition, Benefits Delivery and Closing along with other program-specific items. No attempt
will be made to replicate and maintain the individual OM project’s WBS’s into the program
WBS; however, cross-project dependencies between each project will be defined. High level
structure of the program’s WBS will be as follows:



Program Definition (Program and project planning)
o Program Formulation
 Business Process Reengineering for each project
 Vendor Evaluation and Selection for each project
 Develop Program Management Charter (after project charters)
o Program Preparation
 Develop Program Management Plan (after project PMP’s)
Program Benefits Delivery (Product configuration, testing, training and go-live)
o Analysis for all projects
o Design for all projects
o Configuration for all projects
o Testing for all projects
o Training for all projects
o Finance, HR, Student, etc., Go-Lives
o Legacy system retirements
Program Closure
Program Principles
Principle 1 - Formal project management: The OM program team will implement formal project
management processes to ensure the success of this project. These are based on project
management best practices as defined by the Project Management Institute’s Project
Management Body of Knowledge (PMBOK®), Fifth Edition, and will be adapted to the specific
needs and structure of this project.
Principle 2 – Inclusive project governance: The OM program team will establish a project
governance structure that involves appropriate stakeholders from each of the business units.
Principle 3 – Transparent project decision making: The OM program team will establish a
decision-making process that is transparent, clearly documented and that takes into account the
different kinds of decisions (strategic, tactical, operational) and the scope of effect (system
configuration, departmental, university-wide, etc.) these decisions may have. Decisions will be
made by the appropriate groups or individuals.
Principle 4 – Open and effective communication: The projects will include full, open and
collaborative communication to all University and other affected constituencies.
Principle 5 – Balance of scope and needs: OM will make every effort to achieve the best balance
between a technology replacement project, and one including business processes improvement.
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PROGRAM CHARTER
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Program Definition Phase
Each project will define the detailed scope for their project during Project Initiation and Project
Planning. In addition to the initial functional requirements provided in the vendor RFP’s, a
formal Business Requirements Document (BRD) will be developed for each project to drive out
details not contained in the RFP. Both the resulting contracts and BRD’s will be used to drive to
the solution project stakeholders expect.
Program Duration and Milestone Dates



Program Definition Complete: 12/31/2014
Program Benefits Delivery: 5/20/2016
Program Complete: 3/12/2017
Note: Other projects will be added as planning progresses and dates are known.
Resources Needed
Detailed resource plans and space requirements will be developed by each of the PMs. At this
writing this is still in progress and once finalized will be published in an update.
Vendor Management
The projects in the program will purchase best-in-breed software from certain vendors and have
it configured, tested, implemented and supported.
Due Diligence Process
The OneMontclair team, in order to determine the best investments in technology and services,
shall explore trends, consult with peer institutions, and work with technology consulting
organizations such as CampusWorks and Gartner Research to conduct a review of the software
and services marketplace for higher education.
General trends in both higher education and industry at large have changed in recent years and
now favor technology platforms that are strategically focused (a “best in class” approach where
multiple platforms are used rather than a single software vendor across all business units). There
has also been a move toward managed services offerings, which enable firms to focus on core
competencies, rather than making large investments in building technology infrastructure and
application support practices.
Within Montclair State University, the due diligence process engaged the University’s key
business units (Finance, Human Resources, and Student and Campus Services) to determine
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what their respective day-to-day reporting and business challenges and requirements are.
Evaluation teams for software selection were developed that included Divisional Leads,
Functional Process Owners, Inter-Divisional Stakeholders and Key Customers along with
support from outside consultants familiar with the relevant business operations and market
offerings. Key evaluation criteria for the systems were:
1. Commitment to Higher Education including Functionalities and Capabilities to Support
Existing and Planned Operations
2. Alignment of Planned Enhancements with MSU and Divisional and Enterprise Strategic
Goals
3. Complexity of Implementation
4. Long-Term Viability of Vendor Technology Standards and Platforms
5. Vendor Sustainability
6. Vendor Partnership and Reputation for Ongoing Support
7. Total Cost of Ownership if selected
Key evaluation criteria for implementation services and support vendors were:
1. Vendor Sustainability and Practices Around Relevant Software Implementations
2. Experience with Similar Institutions and Similar Systems Integrations
3. Vendor Project and Quality Assurance Methodologies and Tools for Accelerating the
Project
4. Experience in Training and Organizational Change Management
5. Systems Design and Integration Experience
6. Quality of Personnel and Teams Proposed for Project
7. Business Domain and Higher Education Expertise
8. Total Costs to Implement, Including Internal Costs
Program Cost
Total program cost is that this effort must manage to $65 million.
DOCUMENT CONTROL
Document Version
Version
1.0
Date
March 3,
2014
1.1
March 18-21, Rick Woods
2014
Revised draft
1.2
March 26,
2014
Rick Woods
Revised draft to include more content added,
stubbed out for review by Sam Bakane and
Ed Chapel
1.3
March 27,
2014
Rick Woods
Interim revision before reviewing with Sam
OM_Program_Charter_Final
Author
Rick Woods
Change
Initial version
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PROGRAM CHARTER
One Montclair Program
Version
1.4
Date
March 27,
2014
Author
Sam Bakane
Change
Revision
1.5
March 28,
2014
Rick Woods
Added content per feedback from Sam
1.6, 1.7,
1.8
April 1, 2014
Rick Woods
Additional details and reworking of sections
2.1
April 14,
2014
Sam Bakane & Rick
Woods
Final review and minor changes
2.2
April 29,
2014
Sam Bakane & Rick
Woods
Updates including Executive Committee
comments
Document Approval
This plan must be approved by the persons named below.
Title
Name
Executive Director
Sam Bakane
Provost
Willard Gingerich
Vice President
Karen Pennington
Vice President
Ed Chapel
Vice President
Don Cipullo
University Counsel
Valerie Van Baaren
Vice President
John Shannon
Executive Director
David Josephson
Vice President
Jerry Cutler
Signature
Approval
Date
Document Change Control
This document is under the control of the Program Manager. Change requests or updates are
submitted to the Program Manager or Executive Director for consideration. The approver listed
above will have to approve any proposed document revisions.
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Appendix A - Administrative Approach
Below are program deliverables for which standard operating procedures will be developed and
followed by the individual systems implementation teams. This will be inclusive of the
development of Policies, Procedures, Solutions, Job Aids and Training to fulfill these requests.
Organizational Change Management
Organizational change management helps to ensure efficient and effective adoption of the
changes to our business process (within each function or pillar) that are a natural result of
moving from legacy systems to modern ERP systems.
The implementation of modern ERP systems may require roles and business processes not
currently in place at many organizations. Workers will need new skills which they have not yet
been trained to perform. There are sometimes culture changes and much confusion that must be
addressed before a smooth transition to these new systems can take place.
The general process for teams to follow includes:
•
Effectively managing organizational change is a four-step process:
– Recognizing the changes in the business environment (From BPR and System
Design Impact Analysis)
– Developing the necessary adjustments (Changes to process, policy, system use as
defined during requirements definition)
– Training employees on the appropriate changes
– Winning the support of the employees with the persuasiveness of the appropriate
adjustments
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Surveys will be administered to proactively monitor and respond to the following aspects of
change and communication at the project phases as outlined below.
Pre- Planning
•What are we
doing?
•Why are doing
this? What are
the benefits?
•Why now?
•When will this
happen?
•How will this
benefit me?
Planning
•What is the
plan?
•Is the plan
feasible?
•What is my
specific role?
•What are the
next steps?
Implementation
•What is the
timeline?
•What are my
specific tasks
and due dates?
•What is the
project critical
path?
•What is my
new role?
•What is the
training plan?
Pre-Go Live
•What is the
new process?
•What are the
new policies?
•How do I get
the most out
of the new
System?
•Where do I go
for help?
•Am I ready?
Go Live
Post Go Live
•Have I been
adequately
trained?
•Am I proficient
in the new
system?
•What is the
plan for the
‘old’ system?
•What if I am
having a
problem?
•Monitoring of
intended
outcomes
•Policy/Process
and systems
changes
•Incident
Management
•Ongoing
Training for
New Hires
The OCM lead will be responsible for the following:





Development and execution of change management and communications plans and will
facilitate cross-functional team communication for timely issue resolution
Define measurable stakeholder aims and monitor issues affecting the progress of the
project.
Compose effective communications that inform various stakeholders of the reasons for
the change, the benefits of successful implementation as well as the details of the change.
Devise an effective education, training and/or skills upgrading scheme for the
organization
Ensure consistency among pillar change management efforts and alignment with the
MSU CUE initiative.
Program Level Training shall include the following:
•
Program Governance/Project Management ‘Light’
•
Good Documentation Practices
•
Good Testing Practices
•
Dealing with Change
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Project Level Organizational Change Management activities shall include:
•
Identification of Divisional Strategic Plans
•
Competency Definitions
•
OM Supporting Role Definitions
•
Curriculum Development
•
Skills Assessment
•
Training Delivery (Grouped by Role)
•
•
•
•
Policy Changes
Process Changes
Application Usage
Application Administration
Disaster Recovery
Planning for resumption of applications, data, hardware, electronic communications (e.g.
networking) and other IT infrastructure. Control measures can be classified into three types:
1. Preventive Measures – Controls aimed at preventing an event from occurring.
2. Detective Measures – Controls aimed at detecting or discovering unwanted events.
3. Corrective Measures – Controls aimed at correcting or restoring the system after a
disaster or event.
A Disaster Recovery approach will be defined, classified in the above types, to specify policies
and procedures for recovering our systems from a disaster.
Business Continuity
Planning for non-IT related aspects such as key personnel, facilities, and crisis communication
and reputation protection. A Business Continuity approach will be defined that specifies policies
and procedures needed to
Business Administration
New business processes will be needed to manage the daily functions of Finance, HR and
Student after these systems are implemented. Early efforts to document the current (As-is)
business processes and identify potentially better processes in the future are being defined by a
Business Process Reengineering (BPR) effort that will better enable a smooth transition to these
new systems and ways of doing business.
System Administration
A process that defines how these systems will be maintained and configured along with how the
systems will be kept reliable and ready to support MSU business units.
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System Monitoring & Support
This will include uptime, performance, resources and security the systems will need as well as
the process for adding new users and removing those who are no longer at MSU.
IT Service Management
IT Service Management refers to any aspect of the management of IT service provisioning,
including quality Customer service, and is a core principle of the Information Technology
Infrastructure Library (ITIL). This is achieved by ensuring that Customer requirements and
expectations are met at all times. The satisfaction of MSU business and Customer requirements
is fundamental to ITSM. ITSM includes a number of key activities which once established by the
program must be followed by all project teams:





Documenting, negotiating and agreeing to Customer and business quality targets and
responsibilities in Service Level Agreements (SLAs)
Regular assessment of Custom opinion in Customer feedback and Customer Satisfaction
Surveys
IT personnel regularly taking the ‘Customer journey’ and sampling the ‘Customer
experience’
IT personnel taking the Customer and business perspective and always trying to keep
Customer interactions as simple and enjoyable as possible
Establishing the processes and tools for the collection, analysis, production and
distribution of information with respect to the above, also sometimes referred to as
Information Communication Technology (ICT)
Below is a simple graphic of the interactions and overlap between these efforts:
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The program deliverables include the evaluation and recommendations to establish the IT
support structure for OneMontclair.
Change Control (Operations)
Change control in this context means Scope change control, that is, how requested functional
changes to these systems will be managed post implementation. The requestor will need to
complete a change request either within a system or by completing a form, then sending it first
for approval, as needed, and then on to a MSU Manager and/or vendor who will evaluate the
feasibility and any impacts of the requested change for submitting the work order to the
appropriate party.
Process Standards
Process standards for the OM program are developed and administered within the PMO via the
Quality and Compliance Management and Program Management functions.
Required Phase Gates and spot audits will be performed through each project to ensure
compliance with the processes that have been approved, which are based on best practices.
Below represents a typical project life cycle of activities that will be completed for each OM
project (phase names may differ slightly):
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OneMontclair project standards and related templates shall be developed and published on the
Blackboard (soon Canvas) in the Process Documentation Library (PDL) at the following
location:
https://blackboard.montclair.edu/webapps/portal/frameset.jsp?tab_tab_group_id=_10_1&url=%2
Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_90468_1%
26url%3D
Quality Assurance
Quality Assurance is a Testing and defect tracking function that defines and oversees the Test
Planning and Test Execution processes by which each project within OM performs the different
types of tests that may be executed, including System Test, Integration Test, Performance Test,
Regression Test, Load / Stress Test, and may also establish testing standards by which
Development must adhere to during Unit Test. Additionally, this QA function will oversee defect
repair and reporting.
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Design Reviews
Design reviews will be conducted by the Architecture Review Board (ARB), which is
responsible for validating, recommending, and approving technical solutions in support of the
enterprise that meets a defined set of criteria/business rules and are executed through a set of
standardized processes to ensure those criteria are met. The Design Review / ARB process will
help align the OneMontclair program with the strategic goals of the University by promoting
adherence to the University’s established principles, policies, and standards while incorporating
relevant industry best practices and proven design methodologies to ensure program success.
Data Governance
A Data Governance function is being established to coordinate data definitions to help ensure
consistent application across the pillars.
Data governance encompasses the people, processes, and information technology required to
create a consistent and appropriate handling of an organization's data across the business
enterprise. Specific goals include.









Increasing consistency and confidence in decision making
Decreasing the risk of regulatory fines
Improving data security
Maximizing the value generation potential of data
Designating accountability for information quality
Enable better planning by supervisory staff
Minimizing or eliminating re-work
Optimize staff effectiveness
Establish process performance baselines to enable improvement efforts
These goals are realized by the implementation of Data governance programs, or initiatives using
Change Management techniques.
Communication
Communication Management Plans will be produced for each OM project documenting the
individual stakeholders’ communication requirements, along with expected content, frequency
and format of those communications. They will be presented as part of each project’s Project
Management Plan (PMP). An overall OneMontclair program communications plan will also be
developed and presented in the Program Management Plan (PGMP).
Systems Performance Monitoring
Provisions will be made to monitor capacity, responsiveness, functionality, integrations, uptime,
backups, data center and security monitoring. This will include baseline metrics development so
performance monitoring standards can be used to measure against the baseline to monitor
improvement.
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Performance Reporting
Performance reporting will be accomplished biweekly or as needed based on the latest project
information as contained in our official project repository, Daptiv, and supplemented as needed
with additional information to provide a complete picture of the state of each OM project and the
program overall. Biweekly Project Scorecard reports will be produced and emailed to primary
stakeholders and other interested parties. The biweekly PMO Meeting will be the forum where
issues, risks and needed decisions can be made.
Physical and Logical Security
The teams shall abide by and ensure planning and solutions are aligned with the developed
standards for access controls for applications, SaaS services, databases, networks, operating
systems and infrastructure. Teams will also abide all security policies that have been adopted by
the university.
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General Team Design
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Duties of the OneMontclair Program Team:
1. Project Executive:
a. Program Process ownership and continuous improvement, Ensures effective
management of project
i. Conduct phase reviews
ii. Ensure appropriate methodology is followed
iii. Control adherence to project lifecycles
iv. Ensure standardization and harmonization of tools, reports and forms across sites
v. Coach Division and Team Leads and program and project staff as required
b. Track projects at the program level
i. Reviews at concept, proposal, initiation, estimation, approval, execution,
operational handover and closure phases
ii. Risk, Resource and Budget monitoring and mitigation
2. Division Leads:
a. Set the vision and demonstrate commitment to the future state; encourage and drive
positive changes
b. Resolve any performance issues as raised by team leads and ensure that support staff who
are not direct reports are accountable for project deliverables
c. Communicating the importance and committing the staff and resources of the
organization
d. Empower staff at relevant levels with the necessary decision making authority
e. Ensure timely decision-making by area and team leads for items in the critical path for
the program deliverables
f. Manage Performance of team leads and divisional staff members. Reward good
behavior, hold staff accountable for outcomes
g. Define business objectives and define functional areas in scope for the initiative
h. Encouragement of support for the initiative from all staff, including non-project team
members.
i. Will promote transparency of progress, activities, risks and issues
3. Team Leads:
a. Manage and Motivate Assigned Staff
i. Provides leadership and general management for the program as it pertains to the
assigned areas. Coach and motivate staff and communicate importance of the
initiative and opportunity to re-engineer inefficient processes.
ii. Identify and resolve conflicts, manage staff performance issues, assess business
acumen and participation levels, ensure timely decision-making, foster an
openness to change.
iii. Create necessary mandates for training and policy development as required to
foster organizational uptake of re-engineered processes and technology
b. Drive successful completion of project for assigned areas
i. Identify key customers of the relevant business function, key process owners and
subject matter experts.
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ii. Define business objectives and identify processes in scope for this effort. Ensure
that staff provide business / user requirements at sufficient detail as to facilitate
planning and deployment
iii. Own processes within their assigned area from end-to-end; responsible for
collaborating on process design with internal and external business partners
iv. Works with the Project Manager to facilitate team meetings, set agendas, and
drive project decision-making as well as identify and adhere to company policies.
v. Prepare, distribute and communicate stage review materials to all key parties
vi. Provide documented testing scenarios, execute testing and sign off that user
acceptance has been completed to department satisfaction to ensure a quality
product is delivered.
4. Process Owners:
a. Gather metrics, best practices, design alternatives
b. Drive recommendations to conclusion (not just raise issues)
c. Demonstrate openness to change, and suggestions from outside the industry
d. Willingness to pioneer new ways of reaching desired outcomes and challenge the status
quo
e. Knowledgeable about compliance issues
f. Make and keep time commitments and deliverables, irrespective of organizational
reporting relationship
g. Identify and enlist key customers and stake holders
h. Identify problems and openly investigate ways of defining solutions
i. Fully responsible for planning and definition of elements of the future state:
i. Efficiency
ii. Feasibility
iii. Service delivery
iv. Impacts on the organization
5. Program Manager:
a. Conduct progress reviews of the OneMontclair program
b. Conduct regular reviews of program to ensure desired benefits will be delivered in
accordance with the strategy
c. Ensure project interdependencies are identified and monitored to help make the program
a success
d. Ensure program level issues, risks and needed decisions receive the proper attention,
mitigation and focus to keep any negative impacts to the program to a minimum
e. Coordinate program status reporting, ensuring that PM’s maintain up-to-date project data
from which an accurate status can be ascertained
f. Ensure best practices are followed in both program and project management
g. Communicate program decisions to relevant management teams
h. Conduct training, and ongoing coaching and mentoring as needed to help PM’s be
successful. This also includes removing roadblocks, as needed, to achieve results
according to the approved project management plan
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6. Project Managers:
a. Work Planning and Management
i. Drives project planning and execution
ii. Maintain and manage program work plans and timelines
iii. Validate feasibility of project schedules and resources
iv. Plan, coordinate and monitor the budget, schedule and resources
b. Program Facilitation
i. Document minutes and action items
ii. Facilitate resolutions to key business and technical issues
iii. Facilitate and ensure timely completion of action items
iv. Manage agendas and team meetings
v. Manage in-process change control
c. Program Reporting and Communications
i. Communicate status to key executives and across functions
ii. Communicate technical details to non-technical audience
7. Test Lead:
a. Manages and/or develops QA Methodology for a large ERP program, develops /
maintains processes, and Policies & Procedures for planning and executing the
Integration, Systems, Regression testing. Will also be looked upon for guidance in
developing a UAT strategy. Will oversee test planning & execution for 3 large ERP
implementations simultaneously.
b. Create Test Strategy, Test plans, Test cases, execute tests, remediates and leverages Test
Management tools.
c. Will put a process in place to validate any vendor testing performed.
8. Business Analysis Team:
a. Business Process Re-Engineering and Analysis
i. Understand the changes and impact the new systems will have on students,
faculty, staff, and customers
ii. Understand business requirements and technology capabilities, and integrates the
two to create novel approaches
iii. Elicit requirements using interviews, document analysis, workshops, surveys,
scenarios, business analysis, task and workflow analysis
iv. Facilitate discussion to challenge current processes and develop new processes
based on the availability of efficient system processing, better reporting and best
practices
v. Documents As Is and To Be processes in light of policies, procedures and system
capabilities
vi. Act as liaison between business owners and technology resources
vii. Drive and challenge business units on their assumptions of how they will
successfully execute their plans
viii. Ensure a smooth transition through:
1. Communication
2. Education
3. Training
4. Feedback
5. Customer Engagement
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9. Quality Management Lead:
a. Quality Assurance
i. Maintains sufficient level of independence and objectivity
ii. Responsible for all validation requirements and activities
iii. Responsible to ensure all applicable regulations, university policies and
procedures are followed
b. Quality Control
i. Ensures validation plan is appropriate and adequate
ii. Review validation deliverables for content
iii. Review validation deliverables for compliance
iv. Coordinate with other functional area Quality, Auditing, or Regulatory groups to
ensure all needs are met.
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Project RACI Example
A RACI Chart, which stands for Responsible, Accountable, Consulted, and Informed, helps the project
team and stakeholders understand who will participate on which tasks and what their responsibility is for
those tasks. For example, if we have a task named “Gather Requirements”, who should be participating in
a requirements meeting vs. who should merely know that it is or has occurred? A RACI Chart spells that
out. This will assist the PM as they assign resources to tasks and develop their Resource Plan. A brief
definition is below:




Responsible – The person who actually does the work. The BA, the PM, the Programmer, the
Tester, the Project Lead, etc. There can be multiple people responsible for a task.
Accountable – This is the person who has to make sure it gets done, but may not actually
participate in the development of the task deliverable. This may be the PM, the Test Lead, usually
a supervisor or lead role. There should only be one person accountable.
Consulted – This is a person or team that are subject matter experts (SME’s) or other person with
knowledge and skills that is needed to complete the task. More than one person is usually
consulted. This can also be people in other departments which have cross dependencies with your
project.
Informed – These are folks that have an interest in the outcome of the work such as project
sponsor, other project managers, program manager or other interested party.
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Project Governance
Large, complex, mission critical projects have high risk of failure or not totally satisfying the business
objectives. It has been proven over thousands of projects that applying a certain degree of rigor to
these projects in the form of proven, structured methods greatly reduces the risk of failure. We’re
working diligently to reduce project risks.
In support of that due diligence, we have defined and will continue to refine structured project
management and testing methods that are based on best practices in the United States (e.g. PMI,
IEEE, ISO, ASQ, etc); example artifacts and phase gate checks are listed below:
Initiation Phase
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 Approved Business Case / Project Charter
 Pass Initiation Phase Gate Review (Passive review)
Vendor Selection
 Vendor assessment criteria documented
 Signed Contract and SOW
Planning Phase
Analysis Phase
 Approved Business Requirements Document (BRD)
 Requirements Traceability Matrix
 Issues and Risks being properly documented and worked
 Pass Analysis Phase Gate Review
Design Phase
 Approved Technical Architecture Document
 Other design documents approved as required (e.g. configuration specs, etc)
 Pass Design Phase Gate Review
Project Planning
 Approved Project Management Plan (including subsidiary plans for Risk,
Communications, Resources, Quality, etc)
 Approved MS Project or Daptiv Workplan
 Approved RACI
 Approved Test Plan (Integration & System)
 Pass Planning Phase Gate (Extensive review)
Execution Phase
 Development / Configuration & Unit Testing
 Testing (Integration, System, UAT)
 Deployment
 Operational Readiness
 Go-Live
 Project Acceptance
 Pass Execution Phase Gate Review
Closing Phase
 Lessons Learned
 Pass Closing Phase Gate Review (Maybe passive)
Additionally, other major PM duties are:
 Must identify when environments will be ready and communicate to their stakeholders
 Continuously collaborate with other OM PM’s (Program Manager has weekly meeting
with all PM’s)
 Must keep Daptiv data up to date no less often than biweekly as follows:
o Review all tasks for correct planned and actual dates, % complete, assignments,
dependencies and ensure no finished tasks have dates in the past
o Work issues to as rapid a conclusion as possible
o Mitigate identified risks and continue to try and identify new ones
o Enter any major decisions that have been made or need to be made in Daptiv
o Identify and prioritize any risks and issues that may have an impact to the
program
o Document action items in Daptiv and keep them up to date
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o
o
o
o
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Be sure to assign owners to all risks, issues and action items in addition to all
tasks (including milestones)
Ensure project profile is accurate in Daptiv
Update project status in Daptiv by end of business each Friday (grace period until
11:59pm Sunday night)
Escalate issues and risks to the Program Manager and/or Project Executive as
needed
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PROGRAM CHARTER
One Montclair Program
Appendix B – Program Organizational Structure
OM_Program_Charter_Final
Page: 39 of 43
PROGRAM CHARTER
One Montclair Program
OM_Program_Charter_Final
Page: 40 of 43
PROGRAM CHARTER
One Montclair Program
HUMAN RESOURCES TEAM
OM_Program_Charter_Final
Page: 41 of 43
PROGRAM CHARTER
One Montclair Program
FINANCE TEAM
OM_Program_Charter_Final
Page: 42 of 43
PROGRAM CHARTER
One Montclair Program
STUDENT TEAM
OM_Program_Charter_Final
Page: 43 of 43