ERP Project Charter

DRAFT AND CONFIDENTIAL

City University of New York (CUNY)

ERP Project Charter July 10 , 2007

DRAFT AND CONFIDENTIAL i

Document Control

Change Record

Date Author Version Change Reference

11/15/06 ERP Project Management Team

0.1 Created Document

1/4/07 CUNY ERP PMO 0.2 Incorporated Ron Spalter’s changes from 1/4 meeting

1/9/07 CUNY ERP PMO 0.3 Removed track changed view, increased font size per Ron Spalter

1/18/07 CUNY ERP PMO 0.4 Incorporated Ron Spalter’s changes from 1/17 meeting, placed phasing references to yellow as a possible change and placeholder

1/29/07 CUNY ERP PMO 0.5 Incorporated Ron Spalter’s edits of 1/24 and Exeter recommendations.

2/5/07 CUNY ERP PMO 0.6 Added Guiding Principles and Executive Committee Changes

6/1/07 Gartner QA Team 0.7 Updates to:

Chosen software and implementation partner

Project organization chart

Descriptions of liaison groups

Linkage of business drivers to CUNY goals

Updates to scope description

Change management expectations and targets

6/5/07 Exeter PM Team 0.8 Updates to:

Overall document formatting and language

Open Issues section

Closed Issues section

6/14/07 CUNY ERP PMO 0.9 P 13

7/10/07 CUNY ERP PMO 0.10 Feedback from D. Mitchell

10/22/08 CUNY ERP PMO 0.11 M.Bianco updated CUNY org chart

DRAFT AND CONFIDENTIAL ii

Approvers

Review

Date Reviewer Name Position Approval Date:

DRAFT AND CONFIDENTIAL iii

Document Control (continued)

Distribution Version Name

0.1 Suman Taneja

0.2 Ron Spalter, Suman Taneja, Brian Cohen, Blackboard Interim Project Site, Anthony Barnes

0.3 Ron Spalter, Brian Cohen, Suman Taneja, Blackboard Interim Project Site, Anthony Barnes, Matt Lorenz

0.4 Ron Spalter, Brian Cohen, Suman Taneja, Blackboard Interim Project Site, Anthony Barnes, Matt Lorenz

0.5 Matt Lorenz

0.6 Ron Spalter, Brian Cohen, Suman Taneja, Mara Bianco, Pooja Ahuja, Steven Kaplan

0.7 Mara Bianco, Steven Kaplan, Pooja Ahuja, Linda Shatzer

0.9 Ron Spalter, Brian Cohen, Suman Taneja

0.10 Ron Spalter, Brian Cohen, Suman Taneja

DRAFT AND CONFIDENTIAL iv

Table of Contents

1 PROJECT CHARTER ADMINISTRATION ........................................................................ 6

1.1 Purpose .................................................................................................................................... 6

1.2 Approval and Acceptance ..................................................................................................... 6

1.3 Document Change Management ......................................................................................... 7

2 PROJECT IDENTIFICATION ............................................................................................. 8

2.1 Project Background................................................................................................................ 8

2.2 Project Initiation ..................................................................................................................... 8

2.3 Project Vision .......................................................................................................................... 9

2.4 Project Overview .................................................................................................................... 9

2.5 Project Scope ........................................................................................................................10

2.6 Product Description ............................................................................................................11

2.7 Business Drivers ...................................................................................................................11

2.8 Technology Drivers .............................................................................................................12

2.9 Project Goals .........................................................................................................................13

2.10 Guiding Principles ................................................................................................................14

2.11 Critical Success Factors .......................................................................................................14

2.12 Organizational Change Management ................................................................................15

2.13 Project Assumptions, Constraints and Risks ...................................................................15

3 PROJECT GOVERNANCE .............................................................................................. 17

3.1 ERP Executive Governance Model ..................................................................................17

3.2 ERP Governance Roles and Responsibilities ..................................................................20

3.2.1 University Governance Team ...................................................................................20

3.2.2 Executive Sponsor ...................................................................................................21

3.2.3 Project Leaders.........................................................................................................21

3.2.4 ERP Steering Committee (including Process Owners) ...............................................21

3.2.5 CUNY Project Director ..........................................................................................22

3.2.6 Project Management Team .......................................................................................23

3.2.7 Councils ...................................................................................................................23

3.2.8 Project Monitoring and Quality Assurance Partners ................................................23

3.2.9 Campus Liaisons and Campus Project Executives ...................................................24

3.2.10 College Presidents .....................................................................................................24

4 PROJECT STRUCTURE AND SCHEDULE .................................................................... 26

4.1 Project Structure / Organization .......................................................................................26

4.2 Project Schedule ...................................................................................................................30

DRAFT AND CONFIDENTIAL v

5 APPENDIX A: OPEN ISSUES ......................................................................................... 32

6 APPENDIX B: CLOSED ISSUES ..................................................................................... 33

DRAFT AND CONFIDENTIAL 6 6 ERP Project Charter

1 Project Charter Administration

1.1 Purpose

The purpose of this Project Charter is to formally empower the CUNY FIRST PROJECT. The

Project Charter presents the goals, objectives, major assumptions and constraints associated with

the project. It also represents a commitment to dedicate the necessary time and resources to the

project, and formal organizational sponsorship.

1.2 Approval and Acceptance

The review and approval process for the Project Charter is as follows:

PMO Manager

ERP Project Director

Project Leaders

University Governance

Team

Executive Sponsor

ERP Steering Committee

Councils

Distribution Group

Approval

Implementation Team Campus Liaisons

ERP PM/QA Partners

ERP PM/QA

Partners

Input

ERP Website

Figure 1 Project Charter Approval and Distribution

Once the CUNY ERP PMO Manager has reviewed and approved this document, it will be sent to

the CUNY FIRST Project Director for approval and then to the Project Leaders for final

approval. Once approved, the Project Charter will be provided to the Distribution Group

outlined in Figure 1.

DRAFT AND CONFIDENTIAL 7

1.3 Document Change Management

All proposed changes to the Project Charter will be directed to the CUNY ERP PMO Manager.

The CUNY ERP PMO Manager will evaluate the rationale for the change, and incorporate it

within the Project Charter as necessary. The modified document will be presented to the ERP

Project Director and the Project Leaders for review and approval. All changes will be recorded

in the Change Record table included in the Document Control section of this document. All

approvals will be recorded in the Approvers table within the same section. Once approved, the

updated Project Charter will be provided to the Distribution Group outlined in Figure 1 as

necessary.


2 Project Identification

2.1 Project Background

In preparation for the CUNY FIRST PROJECT and to facilitate a smooth initiation, CUNY

began taking strategic steps from June 2001 to July 2005, such as:

Engaging the University community in a broad discussion of the future direction for

CUNY’s legacy systems and reorganizing the IT organization;

Hiring resources;

Issuing a Request for Information;

Assembling a governance body that was representative of the different constituencies;

and

Beginning the cleansing of legacy data.

In July, 2005, at the direction of the Executive Vice Chancellor and Chief Operating Officer

(COO) Allan Dobrin and with the support of the ERP Steering Committee and IT Steering

Committee, Chief Information Officer (CIO) Brian Cohen and Deputy Chief Operating Officer

Ronald Spalter launched the effort to procure an integrated Enterprise Resource Planning (ERP)

solution and engage an implementation partner capable of providing a modern, technologically

advanced, and flexible platform for supporting CUNY’s administrative and student services

business processing through best business practices.

The resulting CUNY FIRST PROJECT is a multi-year effort to replace CUNY’s legacy systems

with a modern ERP System and improve business processes related to student administration,

financials and human resources to meet CUNY’s business requirements for the foreseeable

future, representing the most significant enhancement to CUNY's administrative systems and

processes in a generation.

In December of 2006, CUNY selected Oracle’s PeopleSoft Enterprise suite as the software to be

implemented by the CUNY and Oracle USA, Inc. (“Oracle”) as implementation partner.

A project naming campaign was completed in June, 2007 . Until then the project is being

referred to as “CUNY FIRST PROJECT”. The CUNY FIRST PROJECT is being lead by Brian

Cohen and Ronald Spalter and is being managed by Suman Taneja, the ERP Project Director.

The CUNY FIRST PROJECT started on March 5, 2007.

2.2 Project Initiation

On December 13, 2005, CUNY issued a Request for Proposal (RFP) for an integrated suite of

software products to address its human resources, financials and student administration

requirements. The CUNY ERP RFP planning included the direct participation of more than 190

CUNY subject matter experts, and the indirect assistance and support of many others. This

collective effort resulted in the definition of more than 1,000 specific requirements and the

supporting contextual narrative, to which Oracle and SAP responded.


The requirements identified as part of the RFP development process were used as a starting point

during the first phase of the project, “Phase 0”. During Phase 0 Oracle worked with CUNY

subject matter experts and the CUNY Project Management Team to further refine project scope,

plan the upcoming phases including the detailed requirements gathering process and finalize the

statements of work. The project schedule provided in Section 4.2 outlines the roadmap for the

project beyond Phase 0.

2.3 Project Vision

CUNY will leverage best practices and 21st century technologies to achieve a transformation of

its administrative practices and process in order to ensure that all members of its Integrated

University community benefit from reduced barriers, increased options for service delivery,

advancement toward the goals of access and excellence, and redeployment of the savings

achieved as a result of transformation to serve the core mission of scholarship and education.

This transformation will be pursued in a manner which creates benefits for the entire CUNY

system while supporting individual CUNY colleges as they maintain their unique identities and

pursue their unique academic missions.

2.4 Project Overview

One of CUNY’s strategic administrative goals is to realize the maximum value of CUNY’s

resources for the benefit of CUNY’s students, faculty, and staff. The foundation of the CUNY

FIRST PROJECT is the principle that the University can better serve its constituents and users

through the implementation of a new University-wide common suite of policies, processes, and

information systems which will allow University stakeholders to significantly streamline

processes and achieve greater efficiency. This project does not seek to replicate existing

business policies and processes in a new system. Rather it strives to establish a standard set of

policies and procedures based on time-proven best practices supported by a common integrated

system across all CUNY Colleges and Affiliates. It will focus on eliminating obstacles to

student success and eliminating redundant transactions, while maintaining the autonomy and

unique identity and character of each of these Colleges and Affiliates.

CUNY is challenged from a tactical perspective in achieving its goals and advancing toward the

Integrated University by its current administrative information systems, which are unable to

support the evolving nature of the University and for which the ability to provide on-going

support and maintenance is at risk. Accordingly, over the next five (5) years, CUNY plans to

implement a suite of applications to serve the following business areas:

Student Administration – Admissions processing; financial aid; student registration and

records; student billing; and self-service access for prospects, applicants, students and

faculty;

Human Resources – Processing and record keeping of employee work history, faculty,

adjunct, and instructor workload, salary, and benefits starting from recruitment, selection,

hiring and agency transfer through separation or retirement. The system will include


employee self-service functionality and will integrate with the City and State of New

York (“City and State”) payroll systems, benefit and employee systems where possible;

Financial Management – General ledger, budgeting, treasury management, purchasing,

accounts payable, and fixed asset management including integration with the State and

City of New York payroll, purchasing, disbursement, and budget systems – providing a

comprehensive picture of the University’s financial operations and resources to the extent

feasible.

Reporting – The ability for end users to access data and generate standard and ad hoc

reports using industry standard reporting tools.

2.5 Project Scope

The official definition of the scope of the CUNY FIRST Project is contained in the Master

Technology Agreement by and between The City University of New York and Oracle USA, Inc.

dated May 15, 2007 (“MTA”). Specifically, the scope is defined in the ERP Statement of Work

(“SOW”) which is Schedule 3-A to Exhibit 1 of the MTA.

The constituencies directly included in the scope of the CUNY FIRST Project are:

CUNY’s 11 senior Colleges, 6 community Colleges, the CUNY School of Law, the

Graduate School and University Center, the Graduate School of Journalism, the Honors

College, the School of Professional Studies, CUNY’s Central Office, and all of CUNY’s

related entities and affiliated organizations except for the Research Foundation

[collectively, “Affiliates”].

Full-time, part-time, and continuing education students;

Full-time and part-time, and adjunct faculty;

CUNY’s full- and part-time instructional and non-instructional and classified staff and

continuing education teachers; and

All employees of Affiliated entities (non-tax levy).

The systems that will be implemented as part of the CUNY FIRST PROJECT to serve these

constituencies are as follows:

Student Administration;

Human Resources; and

Financial Management.

In addition, included in the scope of the CUNY FIRST Project is the:

Exchange of data with the CUNY Research Foundation to support accounting and

personnel systems; and

Integration with City and State accounting, personnel, payroll and other systems that

support University operations.

Grants management functions performed by the Research Foundation are out of scope for the

CUNY FIRST PROJECT. However, financial data from those enterprises will be incorporated

for reporting purposes and financial statements.


2.6 Product Description

To achieve the broad project objectives and specific business objectives, the CUNY FIRST

PROJECT will include the deployment of the application modules in the following areas:

Person and

Organization

Information

Admissions

Registrar Functions

Bursar Functions

Financial Aid

Student

Administration

Human Resources

Recruiting

Benefits

Administration

Time and

Attendance

Payroll

Human Resources Management

General

Ledger

Budgeting

Purchasing

Financials

AP

Fixed

Assets

AR

Treasury and

Cash

Management

Figure 2 Product Description

In addition, the CUNY FIRST PROJECT will implement standard and custom reporting,

interfaces with legacy systems, and workflow solutions across CUNY’s administrative functions

to meet CUNY’s business requirements.

The PeopleSoft Enterprise modules to be implemented as part of the project are listed in section

2.0 of the SOW.

2.7 Business Drivers

The Master Plan 2004-2008 adopted by the CUNY Board of Trustees on May 3, 2004 observes

the following:

“Technology systems in use at CUNY do not meet the standards needed for a University

of our size and complexity to operate efficiently and competitively. …current systems are

unable to support new, ever changing and complex legislative mandates as well as the

increasing expectations of our students and faculty for CUNY to operate in a more

competitive environment.” (Page 98)

There are a number of practical changes CUNY and its constituent colleges must make in order

to support these new mandates and increasing expectations. Many of these changes depend on

computer systems for their success, and they represent the primary issues driving the CUNY

FIRST PROJECT. These changes include, but are not limited to, the following:

Improve student access to the full resources of the CUNY system. To improve

retention and graduation rates, and increase the movement of students from associate to

baccalaureate programs, students need to be able to easily view courses available from

CUNY colleges other than their home college, and model academic career options

including transferring within CUNY.


Provide a “system-wide” view of students. To best serve and retain students, faculty

advisors and administrators need easy access to the student’s entire history at CUNY,

including courses taken and work done at other CUNY colleges.

Support college leaders with accurate, timely, useful information. In order to serve

their institutions and meet their performance management objectives academics and

administrators must have convenient, rapid access to information which can be used

proactively to influence academic and administrative outcomes (for example: using

“leading indicators” to flag students requiring intervention, thus improving retention and

graduation rates).

Improve service to students, faculty, and staff. In order to build and retain the desired

faculty and student bodies, colleges need to compliment a positive academic experience

with a positive administrative experience. Administrative processes need to be

consistently executued, easy for students, faculty, and staff to understand and follow, and

flexible to meet changing needs. These processes need to be delivered with a high degree

of service, including allowing community members to serve themselves where

appropriate.

Accellerate response to regulatory mandates. When new or changed regulatory

mandates arise, CUNY must be able to implement the changes quickly and effectively, in

order to avoid compliance failures, particularly those which could involve financial

impacts and/or negative publicity.

Secure student and employee information. CUNY and all its constituent colleges must

process sensitive student and employee information in a secure environment. In

particular, CUNY must eliminate the use of the social security number as a primary

student identifier.

All of the above changes are critical to the efforts of the CUNY colleges to meet their objectives

in the coming years. In the long run, none of these changes are possible using CUNY’s existing

administrative systems.

2.8 Technology Drivers

CUNY’s efforts to implement the changes described above, to meet the objectives of the

University’s Master Plan, and to use its resources more efficiently are impeded by several

characteristics of the current administrative systems:

Aging Technology challenges the short-and long-term maintainability of the current

administrative systems;

Lack of Functionality limits the capability to provide enhanced features and processes to

users, and contributes to the growth of an unmanageable number of shadow systems; and

De-centralized Systems and Disparate Data prohibit the advancement of the Integrated

University and limits reporting and decision making capability.

CUNY’s current systems are the products of a 25-year cycle of fixes and enhancements built on

systems designed for a more decentrallized institution, in an era before the existence of personal

computers and the internet, using technology which is now obsolete. The result is systems which


are technically more complex than necessary, and far less reliable. SIMS, FAP, and other

current systems and are kept running only by the strenuous efforts of college and central office

IT staff. Furthermore, the number of people who are capable of maintaining these systems is

rapidly diminishing. In addition to serving as an impediment to future growth and improvement,

CUNY’s current systems run the risk of becoming unable to perform their current functions.

2.9 Project Goals

The goals for the CUNY FIRST PROJECT are 1) eliminating the technical problems described

in section 2.8 above, 2) providing the University with the flexibility and scalability to support its

mission for the long term, including the improvements identified in section 2.7 above, and 3)

enabling CUNY to meet the following broad business objectives:

Create an integrated environment for data sharing;

Improve the flow of information and access to business operations across the University;

Improve decision making;

Improve compliance with federal, state and local regulations;

Establish a University-wide framework of policies and procedures;

Enable organization-specific processes within the University-wide framework;

Reduce variations in business processes;

Streamline business processes by adopting best practices;

Implement a stable, maintainable, secure, and intuitive suite of applications;

Enhance end-user communication, operational efficiencies and productivity;

Enhance service delivery to students, faculty and staff;

Eliminate administrative redundancies and redirect those savings to support the

University’s core mission of teaching and learning;

Minimize the learning curve and enable an intuitive and highly productive training and

operating experience for users;

Provide a mechanism for capturing data comprehensively across the University;

Reduce the amount of redundant data across the University’s systems;

Integrate fully with the City and State systems to provide automated electronic exchange

of financial and human resource data for transaction processing;

Reduce the generation of paper and increase electronic data exchange, workflow, and

self-service processing; and

Minimize or eliminate the need for custom programming to produce standard and ad hoc

inquiries and reports.

Utilize the security features of the product to provide enhanced access or denial of

services

Establish two way synchronization between the PeopleSoft applications and all other

required applications in a real-time batch environment


2.10 Guiding Principles

Create an environment where students will have access to information and technology to

enhance their educational experience

Deliver a common administrative solution that best meets the needs of an integrated

university

Adopt common business practices to ensure standardized and consistent high levels of

service across the University

Use the new system to maximize productivity through shared resources across campuses

Develop a system that will allow staff to operate efficiently and provide a higher quality

of service

Eliminate shadow systems wherever possible

Change administrative processes and practices to minimize software customization and

manage project scope

Utilize common administrative solutions for all degree, certificate, collaborative, and

continuing education programs

Align the common administrative solution with the performance goals and targets for

CUNY executives

Utilize CUNY subject matter experts to lead and effect business transformation

Manage the new system centrally while providing the colleges with flexibility to optimize

the system locally

Establish a single data repository

Integrate data university–wide

Establish benchmarks to measure service improvements

2.11 Critical Success Factors

The prerequisites for success of the CUNY FIRST PROJECT are as follows:

Financial Resources: Sufficient financial resources, as budgeted, are available at

appropriate intervals for the duration of the project.

Executive Sponsorship: The Executive Sponsor, an effective champion for the project,

removes barriers and ensures that the project meets its objectives.

College or Affiliate Ownership: College or Affiliate leadership supports the project and

is willing to dedicate resources and time. College or Affiliate representatives are actively

involved in business process definition, analysis and verification, and there is buy-in and

participation from the College or Affiliate project team.

Timely Decisions: In order to minimize risks and maximize resources, timely decisions

are made and communicated effectively.

Staffing: Appropriate personnel resources are provided at the College or Affiliate, Core

Implementation Team and Central Office to ensure on-time completion of tasks.


Ongoing Support: There is uninterrupted post-deployment support for the ERP System.

Common Policies and Procedures: Colleges are committed to standardizing business

processes and procedures where the University benefits as a whole.

Project Budget and Schedule: The project is managed to a schedule, scope definition

and budget that have been approved and are supported by the Executive Sponsor.

Transition and Knowledge Transfer: A comprehensive plan is developed and

implemented to gradually transition and transfer knowledge from Oracle to CUNY

resources.

ERP Implementation Strategy: The CUNY FIRST PROJECT follows a well planned

implementation strategy that has been agreed upon by CUNY and its partners.

Minimum Customization: There is a concerted effort to avoid modifications to the

software in order to minimize short and long term cost.

2.12 Organizational Change Management

During the implementation of CUNY’s new ERP system, there will be changes in processes,

people and their organizations, and in technology. As is typical in projects such as this, some

people will resist these changes. The majority who do not actively resist these changes will still

find many of them difficult.

The ultimate measure of the project’s success is in how the new system is used by CUNY

faculty, staff, and students. For this reason, the project must do more than build a new computer

system. It must invest significant effort in preparing faculty, staff, and students for the changes

to come, and in positioning them to be successful in using the new system.

To this end, the CUNY FIRST PROJECT will have a team dedicated to Organizational Change

Management (“OCM”). This team will be responsible for the following activities:

Assessing the organization to identify where OCM activities should be focused, and what

messages need to be delivered

Building executive commitment and sponsorship across the CUNY system

Establishing mechanisms for involving all CUNY colleges in the project throughout its

duration

Communicating with CUNY faculty, staff, and students

Developing end-user training

Establishing the end-user support function

2.13 Project Assumptions, Constraints and Risks

Scale of Implementation: The scale of the implementation as it relates to the number of

students, faculty, administrative staff and entities may not remain static throughout the


life of the project. New entities such as additional Colleges may be added to

implementation scope.

Software Capabilities: The software will meet the University’s business and technical

requirements as defined in Oracle’s Technical Response.

Strategic Alignment with CUNY’s Vision: Partners engaged by CUNY for purposes of

the ERP Implementation will provide the services specified in the agreed upon contracts

and will align with CUNY’s strategic vision.

Business Requirements: The University’s business requirements are accurately

represented in CUNY’s ERP RFP (Request for Proposal) and will be appropriately

refined during the implementation to provide CUNY with a comprehensive solution.

Legacy System Support: CUNY’s aging core legacy systems will be supported for the

duration of the project while their replacements are phased in according to the project

timeline.

Technology Infrastructure: The University’s technology infrastructure will be

augmented as and when appropriate to support project requirements.

Auxiliary Systems: The Colleges and Affiliates will be willing and able to support

migration from, or integration with, their shadow systems.

Staffing: ERP implementations require the involvement of a multitude of resources from

across business areas as well as an adequately staffed Core Implementation Team. Given

the concentration of business knowledge at each College and Affiliate, the CUNY FIRST

PROJECT project may be challenged to involve the right people in the project.

Additionally, ERP projects, in the higher education market, have high staff turnover due

to factors such as cultural conflicts, change, fast-paced environment and complexity.

Common Processes, Policies and Procedures: Constituents may not be willing to

discuss and consider standardizing relevant processes, policies and procedures across the

University resulting in expansion of scope and possibly increased modifications to the

software.

Organizational Readiness: Throughout the duration of the project, project participants,

and in particular the project leadership, must make a concerted effort to obtain and

maintain buy-in from the CUNY community.

IT Infrastructure and Inventory of Skills: In order to successfully complete a project

of the scale, size and complexity of the CUNY FIRST PROJECT, the University will

need to invest heavily in improving its current organizational infrastructure and training

its resources in the use and support of new technologies and toolsets.


3 Project Governance

3.1 ERP Executive Governance Model

The CUNY FIRST Project will be overseen by several CUNY-wide groups according to the

Executive Governance Model shown in Figure 3. The Executive Governance Model has been

designed to dovetail with the ERP Project Team to ensure that the ERP Project Team has the

capability and authority to provide the appropriate governance at the operational level to

minimize escalation within the Executive Governance Model.

This Executive Governance Model is driven by three paramount needs:

Ensuring timely decision-making so as not to adversely impact the delivery of tasks and

achievement of milestones;

Removing barriers and manage internal and external constraints; and

Ensuring necessary resources are made available for the project.

In addition to College representation, the governance model aims to assure that each of the major

functional units (e.g., student administration, benefits, accounting) is appropriately represented.

The CUNY Project Director will be responsible for ensuring that each of the groups is convened

that constitute the Executive Governance Model on a periodic as well as ad-hoc basis to resolve

issues and provide guidance.


Councils

Advisory Role

Overview of ERP Executive Governance Model

Campus

Liaisons

Implemen-

tation Team

College

Presidents

For Project

Purposes

Campus

Project

Executives

Report to

PM / QA

Partner(s)

Independent

Validation &

Verification

Overview of ERP Project Team

Project

Management

Team

CUNY

Project

Director

ERP

Steering

Committee

Project

Leaders

Executive

Sponsor

University

Governance

Team

Project

Director

Project

Management

Team

Campus

Project

Executives

Figure 3 Executive Governance Model

The Executive Governance model is comprised of six entities.

The University Governance Team is the senior executive body within the governance

model, and draws on executive resources from throughout the University. It consists of

the Executive Vice Chancellor and Chief Operating Officer, Executive Vice Chancellor


for Academic Affairs and University Provost, three Vice Chancellors, four College

Presidents, and a Trustee.

The Executive Sponsor is Executive Vice Chancellor and Chief Operating Officer.

The Project Leaders are the Chief Information Office and Deputy Chief Operating

Officer.

The ERP Steering Committee consists of individuals from the Central Office, Colleges,

and Affiliates, and includes a group of Process Owners who will provide guidance,

advice, and operational support to governance entities. Process Owners representing

each of the business areas – Financials, Human Resources and Student Administration –

and University Applications are:

Financials – The University Deputy Controller

Human Resources – Human Resources Information Systems

Manager

Student Administration – Dean of the Executive Office (or

designee)

University Applications (2) – Both Deputy CIOs

The CUNY Project Director

The Project Management Team consists of:

o Functional Project Manager;

o Technical Project Manager;

o Testing Manager;

o Program Management Office Manager;

o Organizational Readiness Manager; and

o Operations Manager.

The Project Management Team will be supported by a full-time staff of administrative,

contract and budget support personnel, subject matter experts representing each of the

major business areas (financials, student administration and human resources),

communications and training personnel, the data conversion team and other technical

resources.

The Councils represent a collection of senior personnel with subject matter expertise

from across the University who will function in an advisory role. The Councils include:

o ERP Steering Committee

o Administrative Council

o IT Steering Committee

o Information Technology Directors Council

o Council of Chief Academic Officers

o Council of Chief Student Affairs Officers

o Council of Admissions and Recruitment


o Graduate Admissions Council

o Enrollment Management Council

o Registrars Council

o Financial Aid Directors Council

o TAP Officers Council

o Bursars Council

o Testing Managers Council

o Council of Students with Disabilities

o International Student Advisors Council

o Council of Chief Librarians

o Blackboard Administrators Group

o Council of Personnel Officers

o Business Managers Council

o Procurement Managers Council

o Property Managers Council

The Project Monitoring Partner is Exeter Group, Inc. The Quality Assurance

Partner is Gartner, Inc. They will provide independent validation and verification and

support to the Project Management Team.

The CUNY Project Director and Project Management Team provide the bridge between the

Executive Governance Model and ERP Project Team. The ERP Project Team includes the

CUNY Project Director, Project Management Team, and the following entities.

The Implementation Team includes CUNY resources, independent contractors, and

consultants from Oracle.

The Campus Liaisons include representatives from the Colleges and Affiliates who will

act as the project liaisons at their respective College or Affiliate. They will serve as

Functional Liaisons, Project Liaisons, Training Liaisons, Communication Liaisons, and

Change Management Liaisons, and will be involved on a part part-time basis to educate

and communicate with their specific College or Affiliate communities.

The Campus Project Executives include a senior staff member from each College who

will be responsible for interfacing directly with his or her College President, and to whom

the Campus Liaisons will report.

3.2 ERP Governance Roles and Responsibilities

3.2.1 University Governance Team

The University Governance Team will:

Act as a vocal and visible champion for the project;

Resolve University-wide issues and conflicts;

Review recommendations provided by the Process Owners regarding decisions affecting

policy and escalate these to the CUNY Board of Trustees for resolution;

Keep abreast of all major project activities;


Review and resolve functional and technical issues that cannot be mitigated at the lower

levels;

Facilitate removal of barriers;

Help mitigate risks; and

Attend bi-monthly project meetings.

3.2.2 Executive Sponsor

The Executive Sponsor will:

Secure and authorize budget and funding to the project; and

Participate in the governance processes where required and when agreement at the

operating levels cannot be achieved.

3.2.3 Project Leaders

The Project Leaders will provide strategic direction and operational oversight in order to ensure a

successful outcome. They will be responsible for advocating for the project at the executive level

and with stakeholders. The Project Leaders will:

Review and authorize strategic project priorities;

Review budget and funding requests, and submit to the Executive Sponsor;

Ensure that the project is being managed to schedule and budget;

Facilitate decision-making on key issues;

Make decisions on escalation of issues to the Executive Sponsor;

Foster active executive sponsorship and participation;

Act as vocal and visible champions for the project;

Monitor the effectiveness of communication across the University;

Approve change orders (CIO only);


Attend monthly project meetings.

3.2.4 ERP Steering Committee (including Process Owners)

The ERP Steering Committee will be responsible for providing guidance through validating the

overall project including organizational change management, quality, scope, schedule, policy,

resources, and integration of processes and systems. The Committee will also facilitate and

ensure that institutional decisions related to the CUNY FIRST Project are made in a timely and

efficient manner. The ERP Steering Committee will:

Ensure that the project is being managed to schedule;

Expedite and facilitate functional and technical issue resolution;

Participate as a communication conduit to and from constituencies;

Ensure that a University-wide perspective is maintained throughout the implementation

process;

Identify and help mitigate risks; and

Actively participate in Steering Committee meetings.


3.2.4.1 Process Owners

The Process Owners will provide advice, guidance and approvals to the Project Management

Team and the Project Leaders as defined by the project Deliverable Approval Process and Issue

Resolution Processes. They will be responsible for establishing policy for all business operations

in regard to the implementation activities by way of escalating policy decisions to the University

Governance Team and to the Board of Trustees. Throughout the CUNY FIRST PROJECT there

will be one designated Process Owner for each of the three business areas, Financials, Human

Resources and Student Administration, as well as two representatives from CIS for university

application issues. The Process Owners will:

Participate in the Functional and Technical Issues Resolution Process when required;

Receive briefings and provide input during the Deliverables Approval Process when

required, including approval of select deliverables;

Participate in the Change Order Resolution Process when required;

Make recommendations to the University Governance Team regarding policy changes for

Trustee action;

Ensure that the University’s strategic vision and philosophy is reflected in the business

process decisions made by the Implementation Team;

Act as vocal and visible champions for the project;

Provide interpretation of policies;


Actively participate in Steering Committee meetings.

3.2.5 CUNY Project Director

The CUNY Project Director will be responsible for maintaining operational control over the

CUNY FIRST PROJECT, will be directly responsible for the entire Project Team, and will

provide updates and escalate issues, as necessary, to the various governance bodies. The Project

Management Team will report to the CUNY Project Director. The CUNY Project Director will:

Oversee contract management;

Manage relationships with partners;

Foster executive sponsorship and participation from the University community;

Monitor budget and funding;

Ensure a well defined organization structure that promotes accountability and has clearly

defined roles and responsibilities;

Convene governance groups;

Monitor the team's progress against the milestones established, and provide updates to

executives;

Escalate appropriate issues and risks to the ERP Steering Committee and to the Project

Leaders;

Expedite and facilitate functional and technical issue resolution;

Endorse change order requests, as appropriate;

Manage the activities and deliverables of the third party QA and PM partners;

Develop and oversee the functional implementation strategy for CUNY’s ERP system;

Determine and schedule the sequencing of system modules to be implemented;

Assure coordination between functional project activities and technical project activities;


Evaluate cost and time implications of project decisions, including compliance with

Implementation Partner and third party Contractor(s) contracts and agreements; and

Investigate, develop, and promote alternative approaches to implementation to meet

overall goals as the project progresses.

3.2.6 Project Management Team

The Project Management Team will be comprised of a Functional Project Manager, a Technical

Project Manager, an Organization Readiness Manager, a Testing Manager, a Program Manager

and an Operations Manager. Each manager will be responsible for leading his/her team and

ensuring that the needs and project objectives of his/her area are met. The Project Management

Team will be an empowered group who will have authority to make decisions and will be

responsible for working collaboratively to ensure the delivery of an integrated solution. The

Team will:

Monitor his or her team’s progress against the established milestones;

Ensure decisions are made in a timely and cost effective manner;

Escalate issues to the CUNY Project Director, as appropriate;

Provide regular status reports to the Project Management Office;

Provide regular status reports to the CUNY Project Director;

Engage the Councils;

Manage team members;

Make resource allocation decisions;

Facilitate the resolution of functional and technical issues;

Identify issues and risks and report them to the Program Management Office (PMO);

Ensure that all processes for the specific area are well defined and documented, and have

the requisite approvals; and

Actively participate in the change order resolution process.

3.2.7 Councils

The Councils will:

Provide feedback on deliverables to Project Management Team as needed;

Provide advice towards the resolution of functional and technical issues;

Offer advice and counsel related to processes, system design, and University policy

issues;

Review specific project decisions to ensure that they are in alignment with University

processes and policies;

Consult with the Process Owners, appropriate process experts and users on project-

related issues; and

Attend project meetings as requested by the members of the Project Management Team.

3.2.8 Project Monitoring and Quality Assurance Partners

The PM and QA Partners will be primarily responsible for providing independent validation and

verification of project management and project execution activities to the CUNY Project


Director and the ERP Steering Committee. The PM and QA Partners will:

Develop project monitoring and quality assurance plans;

Recommend tools for project monitoring and quality assurance;

Monitor project management activities;

Monitor all project implementation tasks including testing activities;

Provide independent assessment reports to the CUNY Program Manager and the CUNY

Project Director;

Ensure that the CUNY Program Manager and the CUNY Project Director are aware of

potential issues and risks before they negatively impact the project; and

Recommend mitigation strategies and process improvements.

3.2.9 Campus Liaisons and Campus Project Executives

Representatives from each College will be involved in the day to day activities of the CUNY

FIRST PROJECT. These include a campus ERP Project Executive, a Project Management

Liaison, a Training Liaison, a Communications Liaison, a Security Liaison, several Functional

Liaisons (one for each process area), and a Change Management / Organizational Readiness

Liaison. These representatives will ensure that the requirements of their Colleges are reflected in

the appropriate processes of the project. Collectively they will:

Support, develop and implement Training Plans, Communication Plans, and Change

Management Plans;

Support the Project Management Team by articulating updates and escalating issues/risks

from the College or Affiliate;

Coordinate input from the various business areas within their respective Colleges;

Assist in the College or Affiliate process analysis / fit gap analysis and other functional /

business processes;

Receive briefings and provide input during the Deliverables Approval Process when

required, including approval of select deliverables;

Validate and verify business needs as required;

Ensure that the CUNY FIRST PROJECT meets the business needs of the College or

Affiliate they represent; and

Provide status updates to their Campus Project Executive.

3.2.10 College Presidents

College Presidents will be directly involved in the CUNY FIRST PROJECT activities by virtue

of their executive position within the University. The College Presidents will:

Ensure that qualified staff to represent the College’s requirements are involved in the

project;

Foster active College sponsorship and participation;

Provide motivation and positive reinforcement to College or Affiliate project team;

Participate at appropriate points in ERP planning and informational sessions intended for

executives;

Ensure that the monitoring ERP communications and getting feedback from their College

community;


Provide feedback to the ERP Project Management Team on issues as they arise; and

Ensure College or Affiliate executive leadership in the systems acceptance process,

which will officially certify each ERP module as ready for production for the College or

Affiliate.


4 Project Structure and Schedule

4.1 Project Structure / Organization

The CUNY FIRST PROJECT project will be staffed from multiple sources. The Core

Implementation Team will form the backbone of the project. Among other members, this team

will consist of Subject Matter Experts (SMEs) specifically hired for the project. An outreach

team will consist of designated liaisons with which the project team SMEs and other members

will liaise throughout the project. Oracle will have their project team. Additionally, there will

be a third party Project Monitoring (PM) team, a Quality Assurance (QA) team, and potentially

an Application Management Services (AMS) team to support the legacy systems. The third

party PM team and QA team are both reflected in the diagram below.

The following graphic depicts the high level implementation team organization.

Oracle Project Management Team

Organizational

Readiness TeamTesting Team

Operations Team Functional Team PMO Team

Technical Team

ERP Project Management Team

Organizational

Readiness TeamTesting Team

Operations Team Functional Team PMO Team

Technical Team

CUNY ERP PROJECT TEAM

REPORTING OVERVIEW

CUNY Project Leaders

CUNY Project Director

ExeterGartnerProject Director

Oracle

Project Executive

(Oracle)

CUNY Technical

Project Manager

CUNY Program

Management

Office Manager

CUNY

Functional

Project Manager

CUNY

Operations

Manager

CUNY Testing

Manager

CUNY

Organizational

Readiness

Manager

Oracle Technical

Project Manager

Oracle Program

Management

Office Manager

Oracle

Functional

Project Manager

OracleOperation

s Manager

Oracle Testing

Manager

Oracle

Organizational

Readiness

Manager

* Coloring and shapes represent team members who are part of the same conceptual team despite separate reporting responsibilities. Figure 4 Project Team Reporting Structure


Figure 5 Project Structure / Organization


Project Leaders

CUNYfirst

PROJECT TEAMBrian Cohen

CIO/

Assoc Vice Chancellor

Ron Spalter

Deputy COO

Suman Taneja

ERP Project Director

Gartner

QA Partner

Zev Jeremias

Technical Project

Manager

Linda Shatzer

Oraganizational

Readiness

Manager

Satish Mishra

Finance/HCM

Functional

Manager

Chris Ianniello

Operations

Director

Stuart Schaffer

Campus Solutions

Functional Project

Manager

Mara Bianco

Project

Management

Office Manager

Joanne Baptiste

Administrative

Assistant

Wanda Santiago

Administrative

Assistant

Chris Pondish

Student Application

Architect

Lynne Rosa

Financials

Application

Architect

Robert McGarry

Human Resources

Application

Architect

Achilles

Katsanakis

Contracts Manager

Barbara Manuel

HR SME

Jeanne Blazina

HR Lead

Ed Lobely

Student SME

(Student

Financials)

Ali Morgan

(Financial Aid)

Dominica

Gargasz

Student SME

(Records and

Registration)

Nancy Cruz

Financials SME

(Acct. Payable)

William Fox

Financials SME

Joanne Sagherian

Financials SME

(Purchasing)

Max Wang

Technical

Assistance

Archie Calise

Student SME

HR Liaisons (at the

Colleges)

Financials Liaisons

(at the Colleges)

Student Liaisons (at

the Colleges)

CIS Technical

Development Team

FUTURE

Other Technical

Resources

Adante Harvey

Training Manager

John Ray

Communications

ManagerSecurity

Administrator

CIS

Network

Analyst

Ron Knight

HR SME

FUTURE

Testing Managers

(2)

5 Documentation

Resources

Jim Russell

Academic

Intragration

Manager

Michelle Fraboni

PO designeeFUTURE

1 Student SME

FUTURE

Application

Delivery Manager

Exeter

PM Partner

Operations team

FUTURE

Executive Assistant

to the Project

Director

FUTURE

Project Manager

CIS Project

Website

Administrator

FUTURE

4 Testing Analysts

FUTURE

2 Financials SMEs

FUTURE

2 HCM SMEs

PMO / QA Partner(s), Third Party Contractors, or

Independent Consultants

CUNY Employees

Suwen Brunot

Student SME

Mauricio Zegarra

Financials SME

(Purchasing)

Josephine Vidal

Application

Architect (Budget/

Exp)

Somaiya Arefeen

Student Financial

Aid

Melissa Grant

Trainer

Adam Kleinberger

Trainer

Kevin Fennell

Trainer

Anna Tsamakis

Trainer

Shanna Roberts

Trainer



4.2 Project Schedule

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Financials

Human Capital Management Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Student Administration Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

EPM Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

ELM Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Enterprise Learning Mgmt.

CRM Help Desk Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

CRM Help Desk

Portal Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Portal

KEY Go Live All Institutions for FA Key Dependency Checkpoint Phase 0 Prototype Fit/Gap Analysis Implementation Production Use Requisition Training & Deployment

Enterprise Performance Mgmt.

2009

Student Financials

Academic Structure

Payroll for North AmericaePay and Work Study

Expenses

Payables

Admissions Processing

Student Records

FY 11/12

20122010 2011

FY 10/11FY 09/10

Financial Aid

Person and Org. InformationIncludes SEVIS

Payroll Interfaceand Base Benefits

Purchasing , eProcurement, iProcurement, Supplier

Contract Mgmt., eSupplier Connection, eSettlements, Catalog Mgmt,

Strategic Sourcing

FY 06/07

Time and Labor & Absence

Management

Asset Management

Cash Management and Deal

Management

Planning & Budgeting (EPM)w/Dist. Budgeting and Budget Analytics

Receivables and Billing

Human Resources , eProfile, eProfile Manager Desktop,

eCompensation Manager Desktop, eCompensation, Talent Acquisition

Manager, Candidate Gateway

Benefits AdministrationeDevelopment and ePerformance

FY 08/09

CUNY ERP Implementation Timeline

General Ledgerw/Base Budgeting and Commitment Control

2007 2008

FY 07/08

BA / TL

All Colleges

All Colleges

All Colleges

Wave 1

Wave 1

Central Office

COA, Accounting Structure

All Colleges

All Colleges

HR Org. Structure

All Colleges

Wave 1

Wave 1

All Colleges

Central Office

Central Office

Wave 2

Wave 2

Wave 3 Wave 4

Wave 2 Wave 4

Wave 2

Wave 3

Wave 4

Wave 3

Wave 3

Training & Deployment for institutions



All Colleges

All Colleges

Wave 4

All Colleges

All Colleges

All Colleges

All Colleges

Finance - GL

HR / Recruit.

PO / AP AR

Payroll

SR / SF Financial Aid

Financial Aid for Work-Study Payroll

Transfer Credit ISIRS / Verification

Course Catalog /

Schedule of Classes

End of Term Activity

Registration

Awarding & Packaging

Origination

Disbursement /

Reconciliation

PHASE

2

PHASE

3

PHASE

1

PHASE

1

PHASE

2

PHASE

3

PHASE 1

PHASE

2

PHASE

3

PHASE

4

Admissions

Figure 6 Project Schedule


CUNY will implement the ERP system in a manner that optimally leverages its current

technology infrastructure and integrates with City and State systems. The goal of the project is

to have the entire university student, HR, and financial data resident in a single integrated

environment. The shared set of Human Resource and Financial modules must integrate with a

multi-institutional set of Student Administration modules capable of supporting a common

academic structure and business processes, yet allow for individualized College academic

governance where appropriate.

CUNY envisions a five-year implementation timeline divided into four distinct phases. Rather

than implement each application sequentially, CUNY’s strategic goals require a parallel

implementation, in which all three ERP suite applications – Student Administration, Financials,

and HRMS – are implemented simultaneously and deployed at pre-defined intervals to pre-

defined groups of Colleges and Affiliates. Some implementation or post production activity will

be ongoing for each of the three ERP suite applications during each phase.

For Financials and HRMS, CUNY envisions an implementation strategy where these two

applications will be implemented module by module and deployed to all Colleges and Affiliates

simultaneously other than the Payables, Purchasing and Expenses modules which will be

deployed in two phases.

For Student Administration, CUNY envisions a different implementation strategy where some

modules will be implemented and deployed to all Colleges simultaneously while other modules

will be implemented and deployed to Colleges gradually in waves.

Figure 6 presents CUNY’s planned approach to this ERP implementation.


5 Appendix A: Open Issues

None at this time.


6 Appendix B: Closed Issues

The following open issues have been resolved and closed:

# Closed Issues Resolution Owner Date

1 What is the constitution of the ERP Oversight Steering Committee?

ERP Steering Committee has been formed including Project Leaders, Process Owners, and other key stakeholders.

Project Sponsors

With support from the Project Director

1/23/07

3 Shouldn’t the College Representatives report to the Vice Presidents at the Colleges instead of to College Presidents?

No. The College Representatives will provide status updates to the Campus Project Executive who will in turn relay the update to the College Presidents.

S. Taneja 10/27/06

4 Within the Implementation Team, will the College Representatives report to the Project Management Team or the SMEs?

The College Representatives will provide updates to the SMEs.

S. Taneja 10/27/06

5 How often will each of the groups in the Governance model convene? Who will be responsible for convening each group?

The CUNY ERP PMO Manager will be responsible for convening each group.

Prepare draft schedules and provide to S. Taneja for review.

S. Schaffer, M. Bianco, P.Ahuja

10/27/06

6 There is an overlap in roles of the Technical and Functional Project Manager as well as the Technical Team and the Functional Team. We need to resolve this overlap.

The CIS Data Conversion Team will report to the Technical Project Manager and have a dotted line relationship to the Functional Project Manager. The Technical Team will be responsible for data conversion, reporting, customizations and modifications while the Functional Team will provide functional input.

S. Taneja 10/27/06

7 Should the Academic Administration and Financial Operations SMEs be renamed to Student SME (Other) and Financial SME (Other),respectively?

Yes Mara Bianco 10/27/06

8 Who does the Help Desk Staff report to? The Help Desk Staff will continue to report to the Deputy CIO in CIS. The Help Desk Staff does not need to be represented within the Project Organization; they will continue to be part of CIS.

S. Taneja 10/27/06

9. Do the SMEs report to the Application Architects?

No. The SMEs and the Application Architects all report to the Functional Project Manager.

S. Taneja 10/27/06

10 Who are the Process Owners? Process owners have been identified as Christina Seglem, Robert Ptachik, Ron Knight

Core Project Management Team

Closed

12/10/06

11 How many types of Councils will be formed? What is the constitution of the Councils?

Councils have been identified within this document


Closed

1/9/07

12 How will Cross Council issues be resolved? Dependent on the resolution to open issue #3.

Process owners will work with Councils and council leaders will work together to resolve


10/27/06

Closed

12/10/06

13 DASNY is not defined as a system in the context of ERP scope. There are no requirements in the RFP to integrate with any of DASNY’s systems, and it is not clear whether there are any to integrate with. The indication in section 2.5 should be clarified.

Reference to DASNY has been removed PMO 1/29/07


# Closed Issues Resolution Owner Date

14 Different names and staffing numbers for “Exec Team”

Clarification needed as follows:

Figure 1.1 changes the names to University Governance Team, but section 3.1 does not include this group. Figure 1.3 will be modified to add the University Governance Team to include 2 VC (Malone and Malave) and 3 college presidents but section 3.1 references 4 presidents, EVC/COO, VC for Acad Aff. These 2 areas simply need clarification across the pages of the document

Project Leaders

With support from the Project Director

15 Les Jacobs and James Haggard have been added in as Process Owners representing University Applications. Is this the right role for them or are they really a separate type of entity more akin to Technical Advisors?

Roles have been confirmed and accepted M.Bianco

M. Bianco

May, 2007

ERP Project Charter

Documents

project governance

ron spalter11807cuny

meeting1907 cuny erp

mitchell102208 cuny

placeholder12907cuny

project scope

project goals

project identification