CCRP Web Tool Project Charter DRAFT

“CARVE YOUR PATH” WEB-BASED COLLEGE AND CAREER PLANNING TOOL PROJECT CHARTER FOR CERTIFICATION EXECUTIVE SPONSOR – CABINET SECRETARY REED DASENBROCK BUSINESS OWNER – PROJECT MANAGER – STEVE OIZUMI, CACG PROJECT DIRECTOR ORIGINAL PLAN DATE: DECEMBER 2008 REVISION DATE: JANUARY 21, 2009 REVISION: INITIAL RELEASE TABLE OF CONTENTS Revision History REVISION NUMBER DATE COMMENT 1.0 January 09, 2009 Steve Oizumi 1.0 January 13, 2009 Edits, fill-in, distribution of sections to project team 2.0 January 19, 2009 Development of content by Steve Oizumi, Tashina Banks-Moore, Veronica Chavez Neuman PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL PROJECT BACKGROUND VCN will work most of this section (will use the History documentation that Steve provided, related legislation, and Making Schools Work) The project background section is meant to provide the reviewer with a picture of the development of the project from inception to its being submitted for certification 1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT The track that led to the interest in a Web-Based College and Career Planning Tool began at the 2006 New Mexico First Today’s Students, Tomorrow’s Workforce: A Town Hall on Higher Education Governor Bill Richardson spoke at the statewide town hall, a multi-day consensus meeting held April 20 -22, 2006 New Mexico First, a nonpartisan nonprofit organization cofounded by Senator Jeff Bingaman and Senator Pete Domenici, reported that 122 active stakeholders gave unanimous consensus in support of creating a major public awareness campaign on higher education access The final town hall recommendation reads: The Governor, tribal leaders, business leaders, and additional state leaders should conduct a major public awareness campaign on the value of education The campaign should create a sense of urgency about the need for students to complete school It should also feature… the economic value of education.” Pursuant to the above policy recommendation, New Mexico Public Education Department (NMPED), New Mexico Higher Education Department (NMHED), New Mexico Student Loans (NMSL), and hosted by College Success Network led and invited over 150 New Mexico leaders to participate in New Mexico’s first statewide College Outreach Roundtable (COR) with over 100 representatives from 66 agencies attending to discuss the issue of college and career readiness As a result, the Middle School Outreach Campaign Initiative (“MSOCI” or “Outreach Campaign”) was formed representing NMHED, NMPED, NMSL and College Success Network The MSOCI was tasked with identifying a statewide solution that represented the COR’s feedback which resulted in “a [proposed] statewide education collaboration supported by a statewide web-based system of guidance information for students in grades 6-12 and their parents for career exploration and planning.” Problem: Students and Parents currently treasure hunt for information on College and Career planning and receive, at times, inconsistent messages In August of 2008, The New Mexico Higher Education Department in collaboration with College Success Network and supported by the MSOCI, submitted for and was awarded the College Access Challenge Grant Building on the MSOCI’s efforts; the College Access Challenge Grant identified the top 10 performing states as reported by Measuring Up 2008: The National Report Card on Higher Education and it was determined that eight of the top ten performing states (Exhibit A) PAGE PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL incorporated a web-based college and career planning portal as an integral part of the states College and Career readiness outreach campaign, with of the top 10 selecting a commercial web-based application Exhibit A Steve, we need to make this a table labeled without the product name It was also determined that to fill the college and career planning “void,” New Mexico school districts, middle and high school, along with an additional 28 secondary schools, 14 postsecondary institutions and 20 work force centers have already independently contracted with the Xap/Bridges Corporation to provide the web-based college and career planning tool branded Choices Explorer ™ and Career Planner™ In addition, over 44,747 of the approximately 163,473 middle/high students from New Mexico’s public, charter and alternative schools currently have active electronic portfolios designed to assist students on how to plan, prepare, apply and pay for college and career readiness Problem: o Limited fiscal resources to enhance or purchase a more robust comprehensive product o Difficulty securing interoperability [data exchange] with other key agencies such as post-secondary institutions and state secondary agencies o Difficulty securing a long-term sustainability plan to retain the product, institutional support and governance Solution: Statewide implementation [contract] of the Choices Explorer ™ and Career Planner™ products will: PAGE PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL Model the nation’s top educational performers [One-Stop-Shop source of College and Career Planning] Yield an immediate return of approximately 27% student utilization Enhance product features and functionality for current Xap/Bridges users, AND Deliver an estimated cost savings, cumulatively totaling $100,000, for school districts currently contracting independently Results: Satisfies SB 460 requirements Sat An online tool that allows students to create an electronic portfolio to manage course plans Provides pre-determined college and career guideways for student use 1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT 1.3 PROJECT CERTIFICATION REQUIREMENTS Does the project fit into the criteria for certification? Which and how? CRITERIA YES/NO EXPLANATION Project is mission critical to the agency Y Project cost is equal to or in excess of $100,000.00 Y Project impacts customer on-line access Y However, consolidates existing tools, & distributes technology support Project is one deemed appropriate by the Secretary of the DoIT Y Tied to Executive Recommendations & Gov’s Exec Initiatives Will an IT Architecture Review be required? PAGE UNK Agency needs to continue work toward P20 initiatives and Making Schools Work PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL 2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS VCN & Tashina (have Tyler review for overall PBBI) The justification and objectives section relates the project to the purpose of the lead agency and describes the high level business and technical objectives for the project The section also includes a high level review of the impact to the organization, and of the concerns for transition to operations 2.1 AGENCY JUSTIFICATION AGENCY MISSION: The New Mexico Higher Education Department develops and coordinates relevant policy, programs and services that provide advocacy and support equitable access to college to enable all people to succeed in reaching their full potential through education NUMBER DESCRIPTION AGENCY NMHED 2020 GOALS Increase by 20% the number of New Mexicans accessing and participating in higher education by 2020: Expand Objective: College Outreach to reach every middle, high and postsecondary institution; align outreach efforts with partner organizations to maximize limited student contacts Strategic Activities: o Establish a college and career exploration, portfolio and application web portal o Build a collaborative with existing college outreach programs Performance Measures: o # of modules complete by grant timeline o # of member organizations associated with the collaborative Make higher education affordable for all New Mexicans by 2020 Objective: Establish an evolving college outreach campaign PAGE 8 PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL model that partners public and private sectors Strategic Activities: o Establish a college access web portal with financial aid information for parents, students and counselors o Leverage the business community as a penetration point for getting financial aid information into the hands of employees seeking additional education or training o Provide financial aid programs information to businesses o Build collaborations between college access programs and the business community o Expand outreach network to connect with other state agency’s outreach efforts: CYFD, DWS, PED, EDD Performance Measures: o o o o o # of businesses that join the collaborative # of outreach services and events provided to students related to financial literacy and student aid through collaborative Establish database to identify and track workforce needs # of students receiving the College Affordability Scholarship # of collaborative outreach efforts involved with through other state agencies 2.2 BUSINESS OBJECTIVES USE THE FOLLOWING TABLE TO LIST MEASURABLE BUSINESS OBJECTIVES NUMBER DESCRIPTION BUSINESS OBJECTIVE Track career interests of middle school students as students transition to high school BUSINESS OBJECTIVE Deliver an online college application for NM public postsecondary institutions BUSINESS OBJECTIVE Deliver accurate information about college requirements PAGE 9 PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL 10 BUSINESS OBJECTIVE Deliver accurate information about costs of college BUSINESS OBJECTIVE Deliver accurate information about saving for college BUSINESS OBJECTIVE Deliver accurate information about career technical training available at year community colleges in New Mexico BUSINESS OBJECTIVE Deliver timely information to students and their families so they can make informed decisions about their futures BUSINESS OBJECTIVE Deliver timely and accurate information on financial aid applications, deadlines, Lottery scholarship, and federal aid guidelines 2.3 TECHNICAL OBJECTIVES NUMBER DESCRIPTION TECHNICAL OBJECTIVE Align and leverage HED and PED electronic initiatives TECHNICAL OBJECTIVE Deliver information electronically to students and their families when they need it TECHNICAL OBJECTIVE Partner with PED to deliver synthesized information electronically TECHNICAL OBJECTIVE Enables HED to align with electronic initiatives of PED + DWS 2.4 IMPACT ON ORGANIZATION The impacts on the organization are areas that need to be addressed by the project through its planning process They may not be internal project risks, but they can impact the success of the project’s implementation AREA DESCRIPTION END USER Middle and High School Students and their families, College-Going New Mexicans, Educators, Administrators, Counselors, HED staff, NMCan Partner Organizations (College Access Programs), BUSINESS PROCESSES The College and Career Portal allows HED to efficiently transfer time sensitive and accurate information via an interactive web-based solution PAGE 10 PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL IT OPERATIONS AND STAFFING 11 The web portal will be managed by an PED/HED Portal Advisory with Financial Aid Director as lead until a Project Manager is identified OTHER 2.5 TRANSITION TO OPERATIONS The transition to operations areas include items that are asked in the certification form to assure that the project has accounted or will account for these matters in its planning and requirements specifications AREA DESCRIPTION PRELIMINARY OPERATIONS LOCATION AND STAFFING PLANS Grant staff, Existing NMHED staff, CSN site in Albuquerque Plans to hire a project manager by [date] HED/PED will rollout out a phased project beginning with the NMGEAR UP cohort in Year One, expanding to all school districts in Year Two DATA SECURITY, BUSINESS CONTINUITY Portal will be hosted at a secure data center location in NM, with automated support services with single sign-on capabilities MAINTENANCE STRATEGY Grant funds will pay for maintenance up to three years; public-private partnerships will provide services and donations INTEROPERABILITY Project is based on interoperability between initiatives RECORD RETENTION Each participant will retain their own records CONSOLIDATION STRATEGY Incorporates multiple initiatives into “ONE STOP SHOP” FOR PARENTS, STUDENTS, administrators, policymakers & OTHER STAKEHOLDERS 3.0 PROJECT/PRODUCT SCOPE OF WORK VCN (MOST) In its efforts to move from the high level business objectives to the desired end product/service the project team will need to deliver specific documents or work products The State of New Mexico Project Management Methodology distinguishes between the project and the product Project Deliverables relate to how we conduct the business of the project Product Deliverables relate to how we define what the end result or product will be, and trace our stakeholder PAGE 11 PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL 12 requirements through to product acceptance, and trace our end product features and attributes back to our initial requirements 3.1 DELIVERABLES 3.1.1 PROJECT DELIVERABLES This initial list of project deliverables are those called for by the IT Certification Process and Project Oversight memorandum, but does not exhaust the project deliverable documents Project Charter The Project Charter for Certification sets the overall scope for the project, the governance structure, and when signed is considered permission to proceed with the project The Project Charter for Certification is used to provide the Project Certification Committee with adequate knowledge of the project and its planning to certify the initiation phase of the project Certification Form The Request for Certification and Release of Funds form is submitted when a project goes for any of the certification phases It deals with the financial aspects of the project, as well as other topics that indicate the level of planning that has gone into the project Many of the questions have been incorporated into the preparation of the project charter Project Management Plan “Project management plan” is a formal document approved by the executive sponsor and the Department and developed in the plan phase used to manage project execution, control, and project close The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost and schedule baselines A project plan includes at least other plans for issue escalation, change control, communications, deliverable review and acceptance, staff acquisition, and risk management plan.” IV&V Contract & Reports “Independent verification and validation (IV&V)” means the process of evaluating a project to determine compliance with specified requirements and the process of determining whether the products of a given development phase fulfill the requirements established during the previous stage, both of which are performed by an organization independent of the lead agency Independent verification and validation assessment reporting The Department requires all projects subject to oversight to engage an independent verification and validation contractor unless waived by the Department IT Service Contracts The Department of Information Technology and the State Purchasing Division of General Services have established a template for all IT related contracts PAGE 12 PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL Risk Assessment and management 13 The DoIT Initial PROJECT RISK ASSESSMENT template which is meant to fulfill the following requirement: “Prepare a written risk assessment report at the inception of a project and at end of each product development lifecycle phase or more frequently for large high-risk projects Each risk assessment shall be included as a project activity in project schedule.” Project Oversight Process memorandum Project Schedule A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones The defacto standard is Microsoft Project Monthly Project Status Reports Project status reports For all projects that require Department oversight, the lead agency project manager shall submit an agency to DoIT approved project status report on a monthly basis to the Department Project Closeout Report This is the Template used to request that the project be officially closed Note that project closure is the last phase of the certification process 3.1.2 PRODUCT DELIVERABLES The product deliverable documents listed here are only used for illustration purposes Requirements Documents Design Documents Systems Specifications Systems Architecture System and Acceptance Testing PAGE 13 Description - PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL 14 Operations requirements 3.2 SUCCESS AND QUALITY METRICS Metric are key to understanding the ability of the project to meet the end goals of the Executive Sponsor and the Business Owner, as well as the ability of the project team to stay within schedule and budget NUMBER DESCRIPTION QUALITY METRICS 4.0 SCHEDULE ESTIMATE VCN The schedule estimate is requested to provide the reviewers with a sense of the magnitude of the project and an order of magnitude of the time required to complete the project In developing the schedule estimate, certification timelines and state purchasing contracts and procurement lead times are as critical as vendor lead times for staffing and equipment delivery Project metrics include comparisons of actual vs target date At the Project Charter initial phase, these times can only be estimated 5.0 BUDGET ESTIMATE VCN & Steve Within the Project Charter budgets for the project can only be estimated Original budgets requested in appropriations or within agency budgets are probably not the numbers being worked with at project time Funding sources are asked for to help evaluate the realism of project objectives against funding, and the allocation of budget estimates against project deliverables Please remember to include agency staff time including project managers as costs 5.1 FUNDING SOURCE(S) SOURCE AMOUNT COLLEGE ACCESS $316,000 CHALLENGE GRANT PAGE 14 ASSOCIATED RESTRICTIONS PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL (CACG) YR COLLEGE ACCESS $365,750 CHALLENGE GRANT (CACG) YR 15 YR FUNDING DEPENDENT ON DEMONSTRATED PROGRESS IN YR COLLEGE SUCCESS $117,500 NETWORK (CSN) 501(C)(3) YR COLLEGE SUCCESS $216,000 NETWORK (CSN) 501(C)(3) YR CONSORTIUM AGREEMENT SOURCE ASSOCIATED RESTRICTIONS AMOUNT COLLEGE ACCESS $563.000000 CHALLEGE GRANT MUST BE USED FOR… 5.2 BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE –S –STEVE – NEED ESTIMATED BREAKDOWN FOR TOTAL SYSTEM ITEM COST ESTIMATE RE-OCCURING STAFF $159,900 YES SOFTWARE $667,000 YES ESTIMATED 36% ANNUAL INCREASE HARDWARE $0 NA TRAINING $12,000 YES ITEM COST ESTIMATE NON-REOCCURING - NA 5.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE ITEM COST ESTIMATE SOURCE STAFF $159,900 CACG/GENERAL FUND PAGE 15 PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL SOFTWARE $235,000 CACG TRAINING $6,000 CACG ITEM COST ESTIMATE SOURCE STAFF $81,900 CACG/GENERAL FUND SOFTWARE $432,000 CACG/CSN TRAINING $6,000 CACG 16 PHASE (Year 2) 6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE STEVE AND TASHINA 6.1 STAKEHOLDERS Stakeholders should be a mix of agency management and end users who are impacted positively or negatively by the project NAME STAKE IN PROJECT ORGANIZATION TITLE REED DASENBROCK SPONSOR NMHED SECRETARY TASHINA BANKS MOORE BUSINESS OWNER NMHED FINANCIAL AID DIRECTOR STEVE OIZUMI PROJECT MANAGER, MGMT OVERSIGHT NMHED CACG PROJECT DIRECTOR VERONICA CHAVEZ NEUMAN PROJECT TECHNICAL OVERSIGHT NMHED CHIEF INFORMATION OFFICER TASHINA BANKS MOORE USER/OVERSIGHT NMHED FINANCIAL AID DIRECTOR TIMOTHY SNIDER USER/OVERSIGHT NMHED/IDEAL-NM USER/OVERSIGHT NMHED/GEAR-UP REPRESENTATIVE USER/OVERSIGHT NMPED REPRESENTATIVE USER/OVERSIGHT NMDWS REPRESENTATIVE(S) USER SECONDARY (PROPOSED) LAVERNE ELLERBY (PROPOSED) PAGE 16 STUDENT/PARENT PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL 17 SCHOOLS REPRESENTATIVE USER SECONDARY SCHOOLS COUNSELOR REPRESENTATIVE USER SECONDARY SCHOOLS TEACHER REPRESENTATIVE USER SECONDARY SCHOOL ADMINISTRATOR REPRESENTATIVE USER NMASFAA FINANICAL AID REPRESENTATIVE USER POST-SECONDARY ADMINISTRATOR REPRESENTATIVE USER POST-SECONDARY ADMISSIONS REPRESENTATIVE USER NEW MEXICO COLLEGE ACCESS NETWORK (NMCAN) PRIVATE AND NONPROFIT SECTOR 6.2 PROJECT GOVERNANCE PLAN A diagram of the organization structure including steering committee members, project manager and technical/business teams would be helpful PAGE 17 PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL 18 6.3 PROJECT MANAGER 6.3.1 PROJECT MANAGER CONTACT INFORMATION NAME ORGANIZATION PHONE #(S) EMAIL STEVE OIZUMI NMHED, CACG PROJECT DIRECTOR 505.821.2100 EXT 11 STEVE.OIZUMI@STATE.NM.US 6.3.2 PROJECT MANAGER BACKGROUND Steve Oizumi will serve as interim Project Manager pending final selection from the Executive Steering Committee ???? Mr Oizumi currently serves as Project Director for the College Access Challenge Grant (CACG) and holds an MBA from Western New Mexico University with a Bachelor of Science degree in Operations Management and Supervision Prior to accepting the CACG Project Directors position, Steve was employed with New Mexico Student Loans (NMSL) where he: PAGE 18 PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL 19 • Led, in partnership with New Mexico’s secondary and post-secondary institutions, the development and piloting of College Connections Nights which is currently used as a statewide outreach model for College awareness and preparation • Led, in partnership with New Mexico’s post-secondary institutions, the development and piloting of on-site FAFSA assistance for graduating seniors • In partnership with New Mexico Financial Aid offices, led the development and statewide deployment of an online student loan application module • In partnership with New Mexico’s Credit Union Association, led the development, pilot and launch of a customized student loan application for integration with New Mexico’s 50+ credit union’s websites • Facilitated and led the statewide implementation of NMSL’s electronic Stafford and PLUS Master Promissory Note application for post-secondary • Served as product owner and lead tester for the development of a comprehensive Student Loan Information Management (SLIM) system 6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES ROLE RESPONSIBILITY Executive Sponsor The Project Sponsor’s role is to provide project oversight, vision/direction, commit resources, resolve issues/problems, provide strategic direction and policy approvals where required The Project Sponsors will champion the project within the organization and work to bring overall success to the project Executive Steering Committee The Executive Steering Committee is a representation from key stakeholders Their role is to provide overall project direction, make key project decisions, grant final approval of business policies, and accept and approve project objectives in strategic plan Business Owner The Business Owner is a member of the Executive Steering Committee His/her role will be to advise the Executive Steering Committee and to execute the directives of the Executive Steering Committee Project Manager The Project Manager’s role is to provide leadership and management necessary to achieve the project’s success The Project Manager is responsible for hands-on project leadership and will direct team activities The project manager will be responsible for project documentation, project reporting, and the document repository PAGE 19 PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL Public Relations The public relations role is to provide guidance on developing press release, messages relating to the project status and timeliness of communications to key stakeholders and external agencies Legal Legal’s role is to provide legal counsel and compliance as it relates to project partnerships, relationships with key stakeholders, vendor contracts, system content and formal documents Agency/Technical Consultant The Agency Technical consultant will provide technical project oversight, guidance and support, ensure compliance with state IT standards and policies, and work with Project Manager to ensure project success User Representation The user’s role will be to provide cross-organizational support to the Project’s implantation team in support of their organizational functionality These activities will include workshops, interviews, system testing and data gathering based on assignment Business Process Owners The business process owners are responsible for the development activities and integrating the functional requirements into the web based college and career planning system They will report to the Project Manager and are responsible for the coordination of the overall management of the project activities as they relate to their individual core processes 20 6.5 PROJECT MANAGEMENT METHODOLOGY VCN SAYS TO USE THE SDLC MODEL For some projects such a framework might be sufficient, where for some projects the solution development life cycle (SDLC) with plan, define, design, build, close might be more appropriate Put most simply how is the project to be structured into a methodology or framework and where the project and product deliverables fit into this roadmap? 7.0 CONSTRAINTS Veronica NUMBER DESCRIPTION PAGE 20 PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL 21 8.0 DEPENDENCIES ALL of us should identify this section Types include the following and should be associated with each dependency listed • • • Mandatory dependencies are dependencies that are inherent to the work being done D- Discretionary dependencies are dependencies defined by the project management team This may also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle E-External dependencies are dependencies that involve a relationship between project activities and nonproject activities such as purchasing/procurement NUMBER DESCRIPTION TYPE M,D,E 9.0 ASSUMPTIONS VCN NUMBER DESCRIPTION EXAMPLE: PED AND HED WILL WORK COLLABORATIVELY ON THIS PROJECT 10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY VCN Risk Probability Description Project team weak High Impact HIGH Mitigation StrategyPlan to hire Project Manager to handle technical planning and rollout Contingency PlanHave staffer dedicated to project management & documentation Risk Probability Description - Medium Impact MODERATE Mitigation StrategyEnsure access for school districts through grant outreach activities PAGE 21 PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL 22 Contingency Plan – Infrastructure weak-need to Work directly with schools by training, site visits, etc ensure access to target audience 11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING Steve: This is a description of how/who/what/when about the project activities The need for close coordination and communication with the project team, executive sponsors, and stakeholders is recognized as a vital part of this project Communication plays an essential role in organizational change success During times of change, communication is especially critical The following Communication Plan describes how specific aspects of the CCRP Project will be communicated to affected audience groups The plan also provides specific strategies to introduce personnel to the changes they will be experiencing by providing timely and comprehensive information delivery Clear, planned, and regular communication of information throughout the project is required to ensure effective management of project resources The project manager in partnership with NMHED public relations officer will serve as the hub for all formal project communication (scope, time, and budget) and for all official project deliverables It will be the responsibility of the project manager and public relations officer to distribute all communications to the appropriate personnel This does not imply that all communication goes through the project manager and teams cannot work together It is to serve as a matrix for all official project communication A primary objective will be the continual communication of project status and progress with major stakeholders and the DoIT Direct communications with the DoIT will include:  Monthly communications of project status based on the DoIT Project review forms  Consultation on technical architecture and requirements  Direct IV&V reviews 11.1 AUDIENCE  Project Management must report to multiple layers of management  The project team involves the vendor implementation team, key stakeholders, functional and technical personnel  The application and the re-engineered processes and procedures will result in new roles and responsibilities for affected personnel  A large number of state and district users will be affected by the new systems and business processes PAGE 22 PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL 23 11.2 OBJECTIVES  Provide frequent, credible, information that enables the awareness of the CCRP Project  Enable buy-in, ownership, and participation of key stakeholders  Assure that all stakeholders receive the appropriate level of timely communication that is most meaningful to them  Carefully craft and communicate change messages, making sure that all messages are aligned and appropriately targeted to each audience  Create ongoing, open, honest, feedback loops with key stakeholder groups  Establish the New Mexico College Access Network listserv as the primary communication tool 12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V Steve and Tashina – you will have to decide whether to ask for a waiver on IVV All projects over $100K are required to have it (DoIT rarely waives this requirement) I suggest the highlighted areas for this project IV&V focus depends upon the type of project, with various emphases on project and product deliverables The following check list is based on Exhibit A of the OCIO IV&V Contract Template, and the Information technology template It is included here to provide a high level of the type of IV&V accountability the project envisions: Project/Product Area Project Management Quality Management Training Requirements Management Operating Environment Development Environment Software Development System and Acceptance Testing PAGE 23 Include – Yes/No PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL Data Management Operations Oversight Business Process Impact PAGE 24 24 PROJECT CHARTER, WEB-BASED COLLEGE & CAREER PLANNING TOOL 25 13.0 Project Charter Agency Approval Signatures SIGNATURE DATE EXECUTIVE SPONSOR DR REED DASENBROCK, SECRETARY, HIGHER EDUCATION DEPARTMENT BUSINESS OWNER TASHINA BANKS MOORE, FINANCIAL AID DIRECTOR PROJECT MANAGER STEVE OIZUMI, PROJECT DIRECTOR, CACG 14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE SIGNATURE DOIT / PCC APPROVAL PAGE 25 DATE ... Yes/No PROJECT CHARTER, WEB- BASED COLLEGE & CAREER PLANNING TOOL Data Management Operations Oversight Business Process Impact PAGE 24 24 PROJECT CHARTER, WEB- BASED COLLEGE & CAREER PLANNING TOOL. .. activities The project manager will be responsible for project documentation, project reporting, and the document repository PAGE 19 PROJECT CHARTER, WEB- BASED COLLEGE & CAREER PLANNING TOOL Public... documents Project Charter The Project Charter for Certification sets the overall scope for the project, the governance structure, and when signed is considered permission to proceed with the project