Fillable Printable Project Charter Template Free
Fillable Printable Project Charter Template Free
Project Charter Template Free
Information Technology Services
ServiceNow:
Change Management Phase I
Project Charter
VERSION: 1.3
REVISION DATE: 9/28/2011
Approval of the Project Charter indicates an understanding of the purpose and content described
in this deliverable. By signing this deliverable, each individual agrees work should be initiated on
this project and necessary resources should be committed as described herein.
Approver Name
Title
Signature
Date
Opinder Bawa
Chief Technology Officer,
ITS
Joe Bengfort
Chief Information Officer,
Medical Center
James Hong
Deputy Director, Product &
Portfolio Management
James Hong
9/15/2011
Rebecca Nguyen
ITSM Product Manager
Rebecca Nguyen
9/14/2011
Information Technology Services PROJECT CHARTER
ServiceNow Phase III: Change Management 1.3 | 9/28/2011
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Contents
Section 1. Project Overview ................................................................................. 1
1.1 Project Description .............................................................................. 1
1.2 Project Goals and Objectives .............................................................. 1
1.3 Project Scope ...................................................................................... 2
1.5 Project Approach................................................................................. 3
1.6 Critical Success Factors ..................................................................... 3
1.7 Assumptions ........................................................................................ 4
1.8 Constraints .......................................................................................... 4
Section 2. Project Authority and Milestones ........................................................ 6
2.1 Funding Authority ................................................................................ 6
2.2 Estimated Cost .................................................................................... 6
2.3 Project Oversight Authority ................................................................. 6
2.4 Major Project Milestones ..................................................................... 6
Section 3. Project Organization ........................................................................... 7
3.1 Project Structure ................................................................................. 7
3.2 Roles and Responsibilities .................................................................. 7
Section 4. Points of Contact ................................................................................. 9
Section 5. Glossary ............................................................................................ 10
Section 6. Revision History ................................................................................ 11
Section 7. Appendices (Available Upon Request) ............................................. 12
Information Technology Services PROJECT CHARTER
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Section 1. Project Overview
1.1 Project Description
In accordance with the Chancellor’s Operational Excellence (OE) Initiative, “Service
Management” is one of the core technologies identified to be implemented across the UCSF
Enterprise. The primary goal of this initiative is to reduce costs, improve service, and increase
the process efficiency of Information Technology at UCSF.
ServiceNow is the chosen platform; it offers a comprehensive suite of cloud-based services for
enterprise IT management. ServiceNow supports all common ITIL processes including incident,
problem, change, request fulfillment, service level management and others.
The ServiceNow Change Management Phase I project will focus on rolling out the Change
Management Application and Enterprise Change Management Process to a pilot group consisting
of Campus ITS, Medical Center IT, and the School of Medicine ISU.
After the pilot group has used the new Change Application and Enterprise Process over a period
of one to three months, recommendations can be made for application enhancements and
process improvements. The Change Management Phase II project will consist of evaluating and
determining which of the pilot group’s recommendations to implement, as well as integrating other
departments (ex. Apex, Department of Surgery, etc.) into the new application and process. The
phase II project will be documented in a separate charter, schedule and timeline.
1.2 Project Goals and Objectives
The Change Management Process aims to improve and maintain service quality by providing a
structured approach to managing and implementing changes within the department. To achieve
this, the department must conduct standardized methods and procedures that include
coordinating, scheduling, reporting and monitoring of departmental changes. The process must
review achievements based on customer expectations and take steps to improve or modify
changes and the process accordingly.
Today, the Change Management Process is conducted in organizational silos (ex. ITS changes
are not coordinated with the MC IT). The implementation of an enterprise Change Management
Process would promote collaboration and reduce the impact of change-related incidents and
downtime.
The Service Management solution will be designed to meet the needs of the Enterprise. The
project will achieve the following goals:
Develop a variety of models to address the most commonly occurring type of change.
Institute an efficient approval structure covering the business, technical and financial
aspects of the change.
Set criteria to distinguish a genuine Request for Change (RFC) from a Service Request.
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Incorporate a robust reporting process to provide key performance indicators to help
facilitate continuous improvement.
Identify Roles and Responsibilities (ex. Process Owner, Change Manager, Change
Coordinators, etc.)
Collaboratively implement and configure a single instance of ServiceNow to address the
needs of the enterprise Change Management Process.
Support common practices while accommodating unique operational needs.
Create a scalable design that supports future enhancements and the specialized needs
of Campus and Medical Center.
1.3 Project Scope
Developing an enterprise change management process that includes Campus ITS,
Medical Center IT and School of Medicine ISU.
Defining an enterprise process for managing changes that involves the following aspects
of the department infrastructure:
- Database
- Hardware
- Communications Equipment and Software Database
- Application Software
- System Software
- Data Center Environmental Systems
- Infrastructure Management
- Environmental Systems
- Data/Information Repositories
- Documentation and procedures associated with the running, support and maintenance
of production systems
Creating reports and change-related dashboards to monitor key performance indicators
of the Change Management Process
Determining change workflow for basic approvals and change tasks
Defining change categorization and change-related fields related to: Routine, Emergency,
and Comprehensive changes
Identify notifications, including:
- Change-related filters and modules
- Change roles and access controls
- Change reports and scheduled reports
Identify relationship of Change Management to other applications (ex. Incident
Management)
Migrating Campus ITS SDLC functionally from Remedy to ServiceNow to allow Campus
ITS to migrate off Remedy completely.
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Out of Scope for this project includes:
Rolling out Change Management to other departments in the Enterprise will be part of
Change Management Phase II.
Developing an Enterprise Release and SDLC process. This will be part of the Release
and SDLC project, scheduled to begin in February 2012.
Developing a complete Configuration Management Database. Currently, this project only
covers configuration items (CI) from the Service or Application Layer. The CIs are not
defined within the System, Logical Host or Physical Host layers. This will be part of the
Configuration Management Project, scheduled to begin in January 2012.
1.5 Project Approach
The project teams will follow a standardized and scalable approach for implementing ITIL
processes. This model is focused on the creation of a core process design team and the
identification of a larger group of stakeholders involved in review, feedback and signoff activities.
A typical project plan includes staged milestones and project activities, which consider the
requirements and dependence of process, people, and technology.
The diagram below provides a high level project model which demonstrates the integration and
sequence of activities for a typical process implementation project.
1.6 Critical Success Factors
CSF 1
Change owners are identifiable. Roles and responsibilities are clearly defined.
CSF 2
Planned changes are visible across the enterprise. Affected stakeholders are aware of upcoming
changes and service impacts.
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CSF 3
Key performance indicators are measureable. Reports and dashboards are available for
monitoring the change process.
CSF 4
The Change Management Process can be easily adopted by any Campus or Medical Center
department.
CSF 5
The ServiceNow Change Management Application enforces the Enterprise Change Management
process, but is scalable and agile to allow for on-going process improvements and application
enhancements that support the specialized needs of Campus and Medical Center.
1.7 Assumptions
In order to identify and estimate the required tasks and timing for the projects, certain
assumptions and premises need to be made. Based on the current knowledge today, the project
assumptions are listed below. If an assumption is invalidated at a later date, then the activities
and estimates in the project plan will be adjusted accordingly.
Campus OE budgeted funds and Medical Center will cover the costs incurred to achieve
project scope
Stakeholders will continue to provide a high level of project support
All IT departments will utilize an enterprise Change Management process, focused on IT best
practices.
Terminology is clearly defined and understood (Incident, Problem, Change)
ITIL v3 framework will be used for developing our processes
All affected work units understand and enforce the policy and procedures of the new system
Data migration will not be done (Remedy and other Change Control systems will be used in
parallel with ServiceNow to close out existing open tickets.)
Project Managers and Subject Matter Experts who are involved in developing the Enterprise
Change Management Process are expected to have, at the minimum, ITIL Foundation
training.
Process Owners are expected to have Practitioner level training in the ITIL processes they
are assigned to.
Staff will be provided ITIL Overview training.
1.8 Constraints
Limited to Campus OE and Medical Center budgets.
Limited resources since ServiceNow Phase I project is concurrently running and internal
resources must be shared.
Aggressive timeline for the project. ITS go-live is November 15, 2011 and Medical Center
and SOM, ISU go live is January 31, 2012.
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Information Technology Services PROJECT CHARTER
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Section 2. Project Authority and Milestones
2.1 Funding Authority
This project will be funded by the Campus Information Technology Services (ITS) and Medical
Center Information Technology (IT). The budget is managed by the ITSM Product Manager with
oversight and authorization from the Executive Sponsors.
2.2 Estimated Cost
Description
Estimated Cost
Navigis Business Analyst Services (40 hours)
$7,000.00
Navigis ServiceNow Development Support (120 hours)
$21,000.00
Project Manager / Business Analyst (50% for five months)
$31,000
ITIL Foundation Training for Process Owner and SMEs (5)
$7,500
ITIL Practitioner: Release, Control & Validation (3)
$9,000
ITIL Awareness Overview Self-Paced Online (100)
$10,000
2.3 Project Oversight Authority
The ServiceNow Change Management Project supports the Chancellor’s Operational Excellence
program. The project is supported by Executive sponsorship from Campus ITS department and
Medical Center IT. The Project Manager reports weekly statuses to the Executive Sponsors, Key
Stakeholders, and ITSM Product Manager. The project’s business analysts, project manager,
development team, and test team report to the ITSM Product Manager.
2.4 Major Project Milestones
Below is a list of significant milestones for the Change Management project.
Milestone/Deliverable
Planned Completion Date
Functional Requirements Completed & Approved
September 14, 2011
Project Charter Approved
September 16, 2011
Enterprise Change Management Process & Procedures Approved
September 23, 2011
Development Completed
October 7, 2011
UAT Completed
October 28, 2011
ITS Training Completed
November 14, 2011
Change Management Go-live for ITS
November 15, 2011
Medical Center and SOM Training Completed
January 30, 2012
Change Management Go-live for Medical Center and SOM
January 31, 2012
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Section 3. Project Organization
3.1 Project Structure
3.2 Roles and Responsibilities
Role
Name
Responsibility
Executive
Sponsors
Joe Bengfort
Opinder Bawa
The Sponsor will provide the Executive Leadership, priority
and commitment to the project, its goals and objectives. The
Sponsor assures appropriate resources, funding and the final
decision on issues that may need resolution by the project
team.
Key Stakeholders
Julie Cox
Darlena Torres
Jane Wong
The Key Stakeholder will work with the Product Manager in
providing Department priorities and domain knowledge. The
Key Stakeholders will review, concur and participate in
milestone review briefings and work with the Product Manager
in voicing concerns or issues impacting the success of the
projects.
Stakeholders
IT Directors
The Stakeholders will work with the Product Manager in
voicing concerns or issues impacting the success of the
projects.
Product Manager
Rebecca Nguyen
The Product Manager is the liaison to the Project Sponsor and
Project Stakeholders, and is responsible for facilitating and
organizing the project roadmap, managing the team work
activities, and resolving issues raised by the Project Manager.
Project Manager
Francine Sneddon
The Project Manager develops and maintains the project plan
(resourcing, implementation, work plans, etc.), monitor project
progress, and ensures projects are completed on time and
within budget.
Executive Sponsors
Product Manager
Project ManagerDevelopment Manager
Administrators SMEs Business Analysts
Stakeholders
Developers
Key Stakeholders
Project Organization
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Role
Name
Responsibility
Development
Manager
Ed Martin
The Development Manager oversees the Developers, ensures
optimal, accurate, and timely technical solutions to
requirements and requests. In addition, is a technical liaison
with other departments, coordinating information systems
across the Enterprise.
Developers
Jason Lin
Navigis
The Developers will ensure technical quality of the systems
and products, control system development and operation
during implementation, provide input into the project plans for
work completed status, produce all technical project
deliverables, documentation and design specifications, and
ensure technical issues are resolved.
Administrators
Shawn Hall
Peter Stampfer
Administrators maintain knowledge of how the system
operates and are responsible for establishing processes and
enforcing policies such as user access (accounts). In addition
to monitoring and supporting the system, they contribute to
user training, communication, troubleshooting, and enhancing
the overall user experience.
SMEs
Laura Biachini
Lynn Bosworth
Chris Orsine
Mimi Sosa
Sean Schluntz
Peter Stampfer
Additional SMEs will
be identified
Subject Matter Experts (SMEs) have expertise in a particular
area of the product for their business unit. The SME is a
resource often involved in reviewing and validating changes to
the system and guiding/teaching users.
Business Analysts
David Hosea
Rebecca Nguyen
Francine Sneddon
Navigis
Business Analysts analyze, interpret, and document business
rules and requirements for technical systems. In addition,
they assist in integration and user acceptance testing, support
the development of training material, participate in the
implementation of systems, and provide post-implementation
support.
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Section 4. Points of Contact
Primary Contact
Name/Title/Organization
Phone
Email
Francine Sneddon
Project Manager, IT PMO
415-476-2967
Secondary Contact
Name/Title/Organization
Phone
Email
Rebecca Nguyen
ITSM Product Manager
415-476-6748
James Hong
Deputy Director, IT PMO
415-476-2938
