VoIP Deployment Committee Charter

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1 Version 1.6 Prepared by William Green, ITS Last Edited October 30, 2012 Charter Summary A task force and executive committee of representatives from the College of Natural Sciences, Cockrell School of Engineering, College of Liberal Arts, the College of Communication, McCombs School of Business, University Operations and Information Technology Services has been assembled to oversee the deployment of the Voice Over IP (VoIP) telephony system on campus. IT Governance called for this task force to oversee the deployment plans of the decentralized portion of this multi- year $8M VoIP project, and has given it the authority to make decisions necessary to complete the transition in a fiscally responsible manner. Business Need and Background The approach to convert the campus telephone system to VoIP was endorsed by SITAB in March of 2012: Acquire a new standards- based Enterprise Class VoIP telephone system ($2m in ITS Capital Budget). Distribute operational and cost responsibilities for the telephone system between units and ITS; completing the transition by Manage the transition: 1. IT governance committee to establish transition schedules 2. ITS Common Good funding to provide the planning and labor for transition 3. ITS to provide financing options for units to cover de- central capital conversion costs 4. Grandfather existing private telephone systems at their current scale. Additional investments in existing private systems will only be authorized on an exception basis by the Strategic IT Accountability Board. No more future distributed private telephone systems will be accepted. Adjust rates for the new system based on actual costs of providing telephone services and remove hidden subsidies: 1. Provide ITS Common Good funding for institutional copper- wired phones 2. Establish a task force to recommend Building Security System (BACS) maintenance funding options 3. Determine which project to incorporate the costs of relocating the institutional copper lines when the Services Building is demolished Purchase orders for the system have been made, and installation of the central portion is expected to be completed by December, at which time a planned deployment of the distributed components will commence. Committee Description Oversee high-level deployment plans for the VoIP system. 1

2 Committee Responsibilities Determine the order of buildings for VoIP deployment Determine broad deployment strategy and schedule (ex: insource/outsource) Communications to campus Approve deployment rules and procedures, and their communications Approve end user VoIP instruments and softphones to be supported by ITS Approve broad VoIP service offerings within governance endorsements Ratify the new Voice Operations section required for the Network Operations Manual as approved by the AIC Approve Service Level Agreements (also part of Voice Operations section) between ITS and Units; and joint SLAs for the service to the end users Approve business procedure changes by ITS to adjust to new VoIP environment (including billing, provisioning, pricing review, etc) 2

3 Schedule and Milestones Milestone/Deliverable Target Date Project kickoff meeting, scope and charter discussion July 2012 Central system installation schedule July 2012 Insource/outsource for building deployment decision August 2012 Criteria for building selection order for VoIP deployment September 2012 Approve VoIP instruments selection September 2012 Begin campus communications concerning project October 2012 SmartVoice replacement schedule (ahead of VoIP deployment) October 2012 Decentral deployment staffing acquired or RFP complete November 2012 Deployment Methodology December 2012 Early Testing December 2012 Building deployment schedule December 2012 Rate review December 2012 Deployment rules and procedures January 2013 First set of surveys for deployment begins January 2013 Voice Operations section for NetOpsMan February 2013 First deployments begin March 2013 Reporting status to Deployment Committee 25% completed TBD 50% completed TBD 75% completed TBD 100% completed TBD Institutional lines completed Starting Qtrly Project completed By end 2016 Scope The scope of this project is to oversee, at a high level, the deployment of the new VoIP system in units across campus. Implementation will be managed by ITS. In Scope Rules and procedures necessary to replace 23,000 instruments in finite time Deployment timelines Communications Rate reviews Telephone service bundles Distributed management capabilities for units Billing 911 and other safety issues Service Level Agreements Mobility (single number reach and smartphone clients) Exceptions Out of Scope VoIP System selection (been made) TBD 3

4 Integration with other services and systems (ex: DAS and cellular systems, Microsoft Lync, Adobe Connect) Additional services Unified communications Network infrastructure investments beyond the scope of the VoIP project Project Management and Governance Role Name(s)/Title(s) Responsibilities Sponsor(s) Brad Englert, CIO Ensures governance groups, senior management, and other campus leaders are aware of the project s progress and that they are being properly engaged. ITS Management William Green Responsible for overall VoIP strategy. Ensures ITS units have allocated resources to support this project and are executing the plans developed. Project Manager TBD (new hire or contract) Ensures all project timeline stays on track and plan is kept updated, ensures all key parties are engaged and communicated with. Business Leads Sandra Germenis Subject matter expert to identify business needs and processes for the project. Technical Leads Jay Riekenberg (Voice); Ryan Moore (Network) Subject matter expert to identify technology needed to support new features, reliability levels, scalability, and any integration requirements with the current environment. Working Group Technical: David Burns; Bob Gloyd; James Lewis; Toren Smith; Charles Soto; Research, compile data, interview campus representatives and provide options and recommendations to the executive committee for the issues at hand. Business: TBD 1; TBD 2; Darla Chapman William Green, Working Group Chair; Committee John Ekerdt; Mark McFarland; Joe TenBarge; Bill Throop University Ops; Sponor; Working Group Chair Review options and findings from the working group and make decisions for the areas of committee responsibilities. Determine if additional IT Governance feedback is needed. 4

5 Campus IT Governance Oversight Operational IT Committee, IT Architecture and Infrastructure Committee (Technical) Business Services Committee (Business) Project Facilities and Resources The project will determine the facilities and technologies needed for deployment. Assumptions The acquired system will meet all needs to replace the existing phone system. Grandfathered distributed voice services will be supported and converted to SIP trunking on the new system (any decentral costs born by units). Units will work with the deployment team to implement the new system as the task force has scheduled. Unit networks are capable of being expanded to support this new use. Unit budgets or financing will be available to meet the establish schedules. ITS will be able to acquire sufficient manpower for the deployment. Unit TSC (Technical Support Coordinators) and other unit staff have sufficient resources to respond to the deployment team as required when a building is undergoing conversion. Unit TSCs are able to operate the distributed portion of the VoIP system once it has been turned over to them (complying with Voice Operations section in Network Operations Manual) Rate review for the new rates will be completed in The necessary tools and management systems will not be available to the early deployments. Impact Analysis All units on campus will be impacted by this deployment. Expect phases include: Initial survey: deployment team will need access to inspect all existing phone locations, potentially requiring unit staff and disturbing building occupants, and make mappings of cabling and network resources. Option selection: deployment team will provide unit with options and costs for the new VoIP system in their building based on survey findings, and the unit will need to make selections within a fixed timeframe. Purchase and construction: deployment team will issue purchases and work orders from unit s funds or financing (incurred debt by the unit and approvals by their business staff). Construction, such as cable installation or data closet modification, could disturb building occupants and require planning and access by unit facility staff. Deployment: deployment team will replace all phones in the building; requiring access and disturbing building occupants and briefly disrupting their voice communications. Training sessions will be provided on the new system for occupants taking time from their normal 5

6 activities. The team will install necessary network equipment and make changes in data closets. TSCs:The team will train TSCs on VoIP system operations taking time from their normal activities and adding new tasks to their regular duties. Institutional lines: there may be impact to services requiring institutional lines, such as elevators and support spaces, while those services are re-routed. Staff will need to learn how to use the new VoIP system, which has additional features and options not present in the existing system. Constraints ITS staffing Unit TSC staffing Department networks Any construction timelines if construction is needed Risks Obtaining needed staffing (insourced or outsourced) Ability for units to allocate resources to respond as required by the schedule Distributed management capability for the units to interact with the new system Establishing proper 911 support Changing out voice mail system during VoIP project (if necessitated by in/outsourcing decisions) Revision History Version Date Description V 1.3 June 28, 2012 Initial draft completed V 1.5 July 9, 2012 Review/markup by Working Group V 1.6 July 29, 2012 Review/markup by Committee Signatures Formal written signoff. Name Role Signature Date Brad Englert William Green Committee Sponsor Working Group Chair John Ekerdt; Mark McFarland; 6

7 Joe TenBarge; Bill Throop; 7

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