O365 & Calendar Implementation Project Management Plan

Transcription

1 O365 & Calendar Implementation Project Management Plan Project Manager: Mark Treiber

2 1 CONTENTS 2 Approval & Revision History Introduction & Purpose Executive Summary Project Scope & Requirements Team Structure Integration Project Approach Project Timeline Issue Management Scope Management Cost Management Communication Management Quality Management Risk Management Page 2 of 27

3 2 APPROVAL & REVISION HISTORY EXECUTIVE COMMITTEE INITIAL / SIGNATURE DATE John Krogman JK 5/9/2014 Bruce Maas BM 5/9/2014 Rick Konopacki RK 5/9/2014 REVISION COMMENTS DATE Draft To be review by Executive Committee 3/26/2014 Draft version 2 Updated Team Structure from Risk Assessment 4/7/2014 Review Version 1.0 Updated Risk, Communications, Project 4/23/2014 Timeline Operating Version Updated Cost, Quality, Team Structure 5/5/2014 Operation Version for approval Minor edits & revisions 5/7/2014 Page 3 of 27

4 3 INTRODUCTION & PURPOSE This project management plan formally recognizes the existence of the O365 & Calendar Project Implementation at University of Wisconsin. The goal is to document what the project is, what the project will deliver, and how the project will be managed. This document will reference where all relevant project artifacts are located along the process to approve deliverables in relation to scope, cost, schedule, quality, communication, risk, and issues. Page 4 of 27

5 4 EXECUTIVE SUMMARY 4.1 BUSINESS CASE SUMMARY (FROM AE INITIATIVE BUSINESS CASE 6/6/2012) The objective of this project is to build out the and calendaring consolidation proposed as an opportunity within Phase I of Administrative Excellence. This will include incorporating salient portions of the work completed within the campus project launched in May of Team members will identify a single and calendaring platform for the UW-Madison community (including faculty, staff, and students) that meets the broad needs of the University. The team will identify the system, quantify the investment required and efficiencies anticipated, and determine service levels and policies that would govern the administration and use of the new system. 4.2 BUSINESS CASE NEED (FROM AE INITIATIVE BUSINESS CASE 6/6/2012) is one of the most widely used communication services on campus. In March, the AE & calendaring team conducted a campus-wide use case survey, which indicated that a majority of employees spend two hours or more per day on work-related . Electronic calendars are also widely used, with two-thirds of employees using a UW-hosted calendar and the remaining third using either external calendars such as Google or Yahoo, or paper calendars. WiscMail and WiscCal, the current and calendar systems implemented and supported by the Division of Information Technology (DoIT), have not been adopted campus-wide, with many schools and colleges choosing instead to implement and support their own local and calendaring services. While the team identified 20 systems across campus as a result of this project, the total number is estimated to be between 35 and 50 systems. These disparate systems result in increased costs due to duplication of hardware, software licensing, infrastructure, and end user support. The total operating costs of redundant systems across campus are estimated to be approximately $1.6 million. The annual financial impact on productivity from scheduling meetings across disparate systems is an estimated $6.1 million in hours of lost labor. A unified system for and calendaring will reduce infrastructure costs on the IT side and will enable the recovery of a significant amount lost productivity on the end user side. This would create a significant opportunity for schools, colleges, and DoIT to redirect labor to other activities which are more beneficial to the teaching, learning, and research missions of the University. Over a five year period, the cumulative potential cost savings are estimated to be $11 million in operating costs plus workforce efficiency gains of approximately $30.5 million. Page 5 of 27

6 These savings will be achievable only if all of campus adopts the recommended solution. There currently is no formal policy for the use of and calendaring systems. 4.3 REFERENCE DOCUMENTATION Business Case px Page 6 of 27

7 5 PROJECT SCOPE & REQUIREMENTS 5.1 OBJECTIVE (FROM PROJECT CHARTER APPROVED ON 8/24/2012) Team objectives are to plan and execute the implementation of a campus-wide UW-Madison and calendaring solution (Microsoft Office 365), as recommended by the Phase II Administrative Excellence (AE) work team, vetted by the Advisory Committee and approved by the Steering Committee. 5.2 GOALS (FROM PROJECT CHARTER APPROVED ON 8/24/2012) The primary goal of the team is to successfully convert UW-Madison campus users from their current and calendaring platform to the MS Office 365 and calendaring product, including technical implementation, transition of data, user training, development and communication of support resources, and hand off to the DoIT support organization: Rollout Group #1 early adopters (Date: TBD) 80% majority of campus users (Date: TBD) 100% of users identified for conversion (Date: TBD) 5.3 SCOPE (FROM PROJECT CHARTER APPROVED ON 8/24/2012) In Scope: Implementation of Microsoft Office 365 Exchange Online Out of scope: Implementation of software in the MS Office 365 suite unrelated to & calendaring is considered out of scope, though significant work may be performed concurrently. Microsoft Office 365 SharePoint Online Microsoft Office 365 Lync Online for Enterprises Microsoft Office 365 Office Professional Plus Though the development of a campus-wide active directory is critical to the success of the and Calendaring Implementation Team, a separate companion project team is charged with creating the directory. Related projects & initiatives: Directory Services/Authentication (Campus-wide Active Directory) AE Enterprise IT Decision-Making: Future State AE Policy Work Group Page 7 of 27

8 5.4 REFERENCE DOCUMENTATION: Project Charter - Page 8 of 27

9 6 TEAM STRUCTURE INTEGRATION 6.1 TEAM STRUCTURE ROLES: Office 365 & Calendaring Project Team Functional Structure 5/1/2014 COO John Krogman Steering Committee DoIT: Brian Rust UW-Comm: Greg Bump Service Delivery: Matt Goins Technical Team: Jenny Rado Communication Project Management Mark Treiber Executive Advisory Group: & Calendaring CIO: Bruce Maas DoIT: John Krogman SMPH: Rick Konopacki Madison Technology Advisory Group (MTAG) Bobby Burrow Architectural Advisory Team Jesse Thompson Joe Streeter Ryan Larscheidt Jon Miner Steve DeVoti Training Advisory Committtee Campus Advisory Kelly Bauman/Lisa Diaz AIMS Tim Czerwonka Comp Sci Don McDermott Med School Jeff Ballard Engineering Organizational Groups Leadership Representative (Dean/Director) Migration Partner Administrative Contact Transition Sponsor Transition Advocate Organization Managers/Supervisors Calendar Power Users End Users / Employees Service Delivery Team Service Delivery Lead: Scott Gletty-Syoen Service Delivery Planning Teams: Organizational Readiness: Matt Goins Technology Lead : Shawn Cannon Training Coordinator: Nicole Olthafer Tool and Process Development: Ben Rissman Migration Coordination: Dan Michalski, Justin Marita Help Desk Coordination: Marc Tunes Organizational Support Coordination: RaDs On-Site Services Coordination: Christina Gomez Business Analyst: Bulut Nesim Team Management & Business Process Owners Chris Holsman Tamara Walker Brandon Bernier Liaison: Tamara Walker Technical Team Team Leader: Patrick Brennan Technical Architect: Jesse Thompson Provisioning & Acct Management: Jesse Thompson Transition Interoperability: Collin Cudd Documentation and Support: Mark Jenkins Mail Flow/ASAV: Steve Kohlbeck ` Technical Communications: Jenny Rado WM/WC Data Migration: David Karnowski Training Development/Delivery: Ara Mesdjian Steering Committee / COO (Project Sponsors) Provided final decision to approve the implementation of the MS Office 365 & calendaring solution; maintains all final decision-making authority; will continue to support implementation through participation in change management / communication activities as appropriate Project Manager Ensure project meets the deliverables as noted in the project charter Page 9 of 27

10 6.1.3 Executive Advisory Group Oversee the progress of the Implementation Team; manage, administer, and fund the work of the team; ultimately responsible for the overall success of the project Communication Team Develop and distribute the media as approved by the implementation team Organizational Groups Leadership Representative The dean or director of an organization. Migration Partner Technical point of contact. In cooperation with the Transition Advocate, completes and monitors the technical requirements of the transition through the Organizational Readiness Website. Administrative Contact Administrative point of contact. Communicates with the Office 365 Team and their organization s leadership. Transition Sponsor Leadership representative who participates actively and visibly. Communicates directly with managers and employees to build a coalition of transition sponsorship within their organization. Also communicates leadership decisions to their organization. Transition Advocate Keeps organization leadership up to date on transition issues, support options, and the activities of their organization s implementation staff. In cooperation with the Migration Partner, the Transition Advocate monitors, edits, and maintains their organization s transition plan on the Organizational Readiness Website. Keeps Transition Sponsor updated for progress reporting. Organization Managers / Supervisors Communicates and engages staff in the transition process. Calendar Power Users Members of an organization with advanced technical and practical knowledge of the calendaring system. May also have special access privileges. End Users / Employees Complete all end-user tasks to prepare for the transition Training Advisory Committee Assist Service Delivery & Technical Team on decisions that will support the Organizational Groups in technology adoption and training Campus Advisory Assist Service Delivery & Technical Team on decisions that will support the Organizational Groups adopt the new system Office 365 Technical Team - Team Lead: Pat Brennan Install and configure infrastructure and applications necessary to support the delivery and management of Office 365 services Create and execute end-to-end system testing plan, including support scenario plans Page 10 of 27

11 6.1.9 Office 365 Service Delivery - Team Lead: Scott Getty-Syoen Collaborative team of project and local staff to work within the business unit. Tactical team to execute migrations to Office 365; including pre-work and data migration execution Architecture Advisory Team Advisory team that reviews architecture and design considerations for the and calendaring solution, including the implementation process and tools. Integrates with Liaison between Project Team and Madison Technical Advisory Group (MTAG) Madison Technical Advisory Group (MTAG) Advisory group that receives periodic progress updates from the team, and provides feedback Business Process Owners Support the team through the allocation of resources, removal of roadblocks, participation in change management and communication activities, and ensuring the project benefits are sustained through policy and process leadership Page 11 of 27

12 7 PROJECT APPROACH 7.1 MAJOR DELIVERABLES (FROM PROJECT CHARTER APPROVED 8/24/2012) Pre-Work Project Structure update with Project Management Plan (revised 3/31/2014) Project Leadership See Team Structure (revised 3/302014) Team Membership See Team Structure (revised 3/30/2014) Project Charter 8/24/2012 Project Management Infrastructure updated with Project Management Plan (revised 5/2/2014) Contracting Professional Services revised 3/10/2014 Licensing Agreements - TBD Analysis/Project Planning O365 Solutions Architectural Workshop (SAW) Migration Due Diligence Sessions (MDD) Design & Technical Planning Final Design to be review with Microsoft Engagement MS Office O365 Installation & Configuration Pilot Users users tested and operating in O365 environment Campus Conversions Rollout Group #1 Early Adopters 80% Majority of Campus Users 100% of Users Identified for Conversion Project Close Page 12 of 27

13 8 PROJECT TIMELINE 8.1 KEY MILESTONES BY ORGANIZATIONAL GROUPS All Organizational Groups will be scheduled with a Go-Live (ETA) date which will determine the actual Kickoff Date and proceed to determine the Key Milestone dates to completion the migration for that Organizational Group. Go-Live (ETA) #/weeks Migr Coor date Kickoff date Tr Prep date ############# ############# ############# ############# ############# ############# ############# ############# ############# ############# ############# ############# Pre-Transition Census Completion Census Follow-up Transition Kickoff Transition Preparedness Meeting Transition Implementation All Staff Kickoff Meeting Check-In #1 Check-In #2 Check-In #3 Training Period Go Live Confirmation Meeting Office 365 Go-Live Go-Live Day Post Transition Review Page 13 of 27

14 8.2 MASTER PROJECT PLAN Implementation Schedule Tracking Office 365 Organization Schedule Planning o Data from Census and other data will be collected to create a Master Schedule that contains all Organizational Groups o Schedule will be posted on the O365 Transition Site: Variance Tracking & Reporting Baseline Report o After a preliminary Implementation Schedule is proposed, the following metrics will be calculated and base lined: 10% users migrated - Completion Date 20% users migrated - Completion Date 30% users migrated- Completion Date 40% users migrated- Completion Date 50% users migrated- Completion Date 60% users migrated- Completion Date 70% users migrated- Completion Date 80% users migrated- Completion Date Page 14 of 27

15 9 ISSUE MANAGEMENT 9.1 ISSUE MANAGEMENT Issue Management Responsibilities The importance of identifying, monitoring and communicating issues is critical in the overall efforts of project management. A clear process by which issues are managed and escalated, supported by an effective scope management plan, are critical. All project team members and others affiliated with the project are responsible for identifying issues as early as possible and for notifying the project manager Issues Tracking All issues will be documented by the teams. They will be entered into issue tracking systems and assigned to owners to manage and report progress by the Service Delivery & Technical Team Leads Master Issue Log Project Management will maintain a Master Issue Log for tracking issues that will impact Schedule, Cost, or Quality. These will be reviewed with Leadership & Executive Advisory. Issue Log Issue # Status Description Assigned To Priority Open Date Target Date Closed Date Notes Issue Escalation The Service Delivery & Technical Team Leads will be responsible for escalating issues. Criteria for Escalation: ISSUE TYPE Schedule Cost Quality Risk Communication Resource / Team Member / Stakeholder CRITERIA Delay of more than 1 week Increase of > 10% of planned Quality Metric outside of control limits All Risks with High Impact TBD by Communication Plan Any potential issue or risk that could result in schedule, cost, or quality variance Page 15 of 27

16 9.2 ISSUE MANAGEMENT FLOW O365 & Calendar Implementation Project Issue Management Review with Leadership Architecture Advisory Master Issue Log Master Risk Log Project Management Communication Plan Executive Advisory Group Issue Escalation? Service Delivery Team Technical Team Service Delivery Issue Log JIRA Tech Team Issue Log O365 & Calendar Project Last Updated:3/26/ REFERENCE DOCUMENTATION: Master Issue/Decision Log: Maintained in the O365 Project Management Repository Page 16 of 27

17 10 SCOPE MANAGEMENT 10.1 SCOPE MANAGEMENT PROCESS Scope Management includes the processes required to ensure that the work plan includes all the work agreed upon, and only the work agreed upon for a successful project completion. It is primarily concerned with defining and controlling what is or is not included in the project. This section describes how project scope will be managed and how scope changes will be integrated into the project. It also includes a clear description of how scope changes will be identified, classified and tracked. Scope changes originate in one of three ways. An issue (See section 9 - Issue Management) becomes a scope issue, someone requests a change, or a decision is needed to allow progression on the project. All scope change requests will follow the following process: 1. Change Request or Decision Needed is requested by team member 2. Project Manager reviews the Change Request or Decision Needed and logs the request 3. Project Manager reviews with Leadership to validate 4. Project Manager puts request into Decision Document or Change Document a. Including the impacts to Time, Cost, and Quality 5. Project Manager reviews request with Executive Advisory Group 6. Executive Advisory Group (acting as the Change will review Decision or Change and make one of three decisions: a. Approved Change/Decision can move forward b. Reject Change/Decision is not justified based on its impact c. Deferred Change/Decision will need to be approved by Steering Committee 7. Approved Change/Decision Updates a. Updates Project Timeline b. Updates to Cost Management c. Updates to Quality Management Page 17 of 27

18 10.2 PROCESS FLOW O365 & Calendar Implementation Project Change Management/Decision Process Architecture Advisory Review with Leadership Decision/Change Log Project Management Decision Document/ Change Request Executive Advisory Group Steering Committee (if necessary) Approve/Reject Scope Change or Decision? Service Delivery Team Technical Team O365 & Calendar Project Last Updated:3/26/2014 Page 18 of 27

19 10.3 DECISION / CHANGE LOG Project Management will maintain a Master Decision/Change Log for tracking all items will impact Schedule, Cost, or Quality. These will be reviewed with Leadership & Executive Advisory. Decision / Change Log Item # Status Description Assigned To Priority Open Date Target Date Closed Date Notes / Reference 10.4 REFERENCE DOCUMENTATION: Master Issue/Decision Log: Maintained in the O365 Project Management Repository Page 19 of 27

20 11 COST MANAGEMENT 11.1 COST MANAGEMENT PLAN Anticipated Solution Cost (From Business Case) TYPE UPFRONT/ONE- TIME REOCCURRING NOTES Labor $543,750 $1,241,250 Assumes administrators in distributed units will continue to spend 15% of their time managing & calendaring Infrastructure - $122,000 Includes routing, admin. Console Licensing - $303,020 Per mailbox fees are based on defined plans and may fluctuate based on user needs Communication - $9,000 - Training $120, TOTAL COSTS $636,750 $1,675, Proposed Tracking of Costs Cost Management Main Project Management will maintain a Master Cost Management Plan for maintaining the Projected vs. Actual Costs & Benefits for the project. These will be reviewed with Leadership & Executive Advisory on a monthly basis. Cost Management Plan - Main Projected Year 1 Year 2 Year 3 Year 4 Year 5 Total Up-Front Costs 663, ,750 Recurring Costs 1,675,270 1,675,270 1,675,270 1,675,270 1,675,270 8,376,350 One-Time Savings Recurring Savings Net Savings/(Costs) Actual FY2014 FY2015 FY2016 FY2017 FY2018 Total Up-Front Costs Recurring Costs One-Time Savings Recurring Savings Net Savings/(Costs) Page 20 of 27

21 Cost Management Costs Cost Management Plan - Costs Projected Up-Front / One-Time Recurring (annually) Labor 543,750 1,241,250 Infrastructure - 122,000 Licensing - 303,020 Communication - 9,000 Training 120,000 Total Costs 663,750 1,675,270 Actual Up-Front / One-Time FY2014 FY2015 FY2016 FY2017 FY2018 Total Labor Infrastructure Licensing Communication Training Total Costs Cost Management Benefits Cost Management Plan - Benefits Projected Recurring (annually) Operating Costs - Calendar Efficiency - Total Benefits - Actual FY2014 FY2015 FY2016 FY2017 FY2018 Total Total Converted Users Operating Costs Calendar Efficiency Total Benefits REFERENCE DOCUMENTATION: Master Cost Management Plan: Maintained in the O365 Project Management Repository Page 21 of 27

22 12 COMMUNICATION MANAGEMENT 12.1 INTERNAL COMMUNICATIONS Meetings TYPE PURPOSE ATTENDEES TIME OUTPUT Service Delivery Keep entire team updated on progress Core Service Delivery Team Wednesday 3:00pm Agenda Weekly Reports Service Delivery Leadership Review direction, risks, & issues Team Leader & Management Monday 11:30am Updates to Risks/Issues Technical Team Keep entire team updated on progress Core Technical Team Tuesday 9:00am Agenda Weekly Reports Technical Team Leadership Review direction, risks& issues Team Leader & Management Monday 3:30pm Updates to Risks/Issues Service/Technical Integration Determine proper crossovers Team Leaders & Management Wednesday 11:00am Updates to Risks/Issues Communication Review & approve communication Communication Team Thursday 9:00am Communication Plan Executive Committee High Level Update Review Risks Executive Committee Thursday 1:00pm Agenda Executive Level Status Quality Meetings Develop Quality Control Metrics Quality Team As Needed Updates to Quality Plan Architecture Meetings Review & Approve Architecture Architect Team As Needed Decision Information Steering Committee Major Project Decisions Project Leadership As Needed Decision Information Meeting Documentation All documentation will be maintained on one of the preferred technologies. All team members need to keep documentation in one of the following repositories. TYPE Collaboration Shared Team Documentation Overall Project Team Documentation MAIN REPOSITORY Google Docs Box Folders Box Folders SharePoint Site SharePoint Site Main SharePoint Site - Page 22 of 27

23 Service Delivery Index - &usp=sharing#gid= Meeting Ground Rules Team Ground Rules EXTERNAL COMMUNICATIONS Communication Toolkit The Service Delivery team will work with Migration Partners from each Organizational Group to assist in providing consistent communication to the end-users (via templates, etc) - links to the communication will be found - Page 23 of 27

24 and Calendar Transition The main site for the transition - will be used to keep campus informed on implementation. o Students, Faculty & Staff information for end-users on migration o Migration Section information for Migration Partners o Project Information Section information about news, project management, and archived communications Page 24 of 27

25 13 QUALITY MANAGEMENT 13.1 QUALITY MANAGEMENT PLAN Quality Control Quality Control Team Mark Treiber John Krogman Kevin Cherek Tamara Walker Pat Brennan Brandon Bernier Quality Control Tracking Project Management will maintain a Master Quality Control for tracking all quality metrics for the project. These will be proposed by the Quality Control Team and managed and tracked throughout the implementation. Quality Control Quality Characteristic Measurement Process Critical To Quality Time Period Group Sig Char # Significant Characteristic Description Measurement Method Control Limits Stability (Y or N) A-1 Y A A-2 Y A-3 Y B-1 Y B B-2 Y B-3 Y Control Plan 13.2 REFERENCE DOCUMENTATION: Master Quality Control Plan: Maintained in the O365 Project Management Repository Page 25 of 27

26 14 RISK MANAGEMENT 14.1 RISK MANAGEMENT PROCESS O365 & Calendar Implementation Project Risk Management Process Master Issue Log Project Management Review Executive Advisory Group Master Risk Log Service Delivery/ Tech Team Leadership Mitigation Plans Master Project Plan O365 & Calendar Project Last Updated:3/26/2014 Page 26 of 27

27 Master Risk Register Project Management will maintain a Master Risk Register for tracking all risks for the project issues that will impact Schedule, Cost, or Quality. These will be reviewed with Leadership & Executive Advisory Risk Register - All risks that could have impact on the project Risk Register Summary Description Rating Risk # Status Category Date Raised Raised By Description of Risk Description of Impact Likelihood Impact Priority Preventative Actions Response to a documented risk to prevent or reduce the risk from happening Preventative Actions Summary Preventative Actions Risk # Description of Risk PA# Status Preventative Actions Action Owner Action Date Contingency Actions Planned response to a documented risk after the risk has occurred Contingency Actions Summary Contingency Actions Risk # Description of Risk CA# Status Contingency Actions Action Owner Action Date 14.2 REFERENCE DOCUMENTATION: Master Risk Register: Maintained in the O365 Project Management Repository Page 27 of 27