Project Governance
Members of the Project SPARK Governance are committed to a successful implementation of Workday as 51³Ô¹ÏÍø’s ERP system.
*At this time, only governance for the HR/Finance/Payroll implementation is reflected. Those involved in Student implementation will be reflected as the project evolves.*
Roles & Responsibilities
- Ensure overall program is progressing as planned
- Ensure there is funding available for the project
- Make any decisions that cannot be made by other governing bodies
- Remove roadblocks that cannot be removed by other governing bodies
- Make decisions about significant changes to timeline and budget
- Ensure 51³Ô¹ÏÍø resources are assigned to the program
- Champion the program
- Recommend changes to the timeline or budget for the project to the Steering Committee and the Executive Co-Sponsors
- Request necessary resources for the project
- Ensure recommendations made to the Steering committee for decisions are aligned to program goals & objectives, as well as compliant with various mandates including federal, state, local laws, as well as university policy
- Review key deliverables and milestones such as the project charter
- Ensure organizational alignment by reviewing project progress and ensuring it continues to meet the strategic goals of the university
- Champion/own the program and help drive change management
- Consult with all relevant councils, groups, advisory committees and constituent bodies within 51³Ô¹ÏÍø that might be impacted
- Make decisions escalated to the Committee
- Review/approve significant changes escalated by the executive leadership team
- Provide input on processes that impact the university community
- Review key deliverables and milestones such as the project charter as escalated by the executive leadership team
- Help resolve and remove issues received from other groups
- Champion/own the program and help drive change management
- Project planning and team leadership in conjunction with Huron
- Monitor and mitigate risks/ issues
- Track deliverable execution, status reporting, and communication
- Coordinate work across workstreams
- Identify and help secure resources for the division
- Ensure that there is adequate change management / training for the division’s resources and the division’s customer groups
- Collaborate with the rest of the PM team
- Ensure that the division head and leads are aware of discussions with the PM team and the vendor, as needed
- Act as the liaison between the division and all other parties involved in the project or impacted by the project
- Champion the project within the and outside the division
- Track goals of for the division and ensure that they are being met
- Facilitate decision making by the division head and leads
- Ensure that the project is progressing on time and within budget while delivering on agreed-upon scope
- Guide the implementation to align with the strategic priorities and the tactical plans defined by the university
- Make decisions that cannot be made by the core project team, to the extent possible
- Responsible for sign off / long term ownership of the business / process decisions
- Review and approve project deliverables that cannot be reviewed and approved by the core project team
- Guide the implementation to align with the strategic priorities and the tactical plans defined by the university
- Review and approve all escalated configuration / design / conversion / development decisions
- Be the champions of the project and the solution
- Escalate key issues, risks and decisions to the Steering Committee and the Executive Leadership Team
- Make policy change recommendations to the Steering Committee and Executive Leadership team
- Assist with testing the system
- Ensure that we are building a secure solution
- Responsible for achievement of SPARK goals
- Consider all aspects of the solution, versus just a single area, when making project decisions
- Identify risks and mitigate or escalate
- Consult with the Business Management Advisory committee and Business Transformation Advisory committee consisting of representatives from the Colleges and other administrative functions
- Make day to day project decisions and recommendations to leadership
- Review and approve project deliverables, to the extent possible, for their own workstream
- Actively participate in planning, requirements gathering, design, configuration, testing and training sessions
- Identify issues and risks and escalate, as needed, in a timely manner
- Each member of the team will represent their area (e.g., Purchasing, Benefits and IT) in making decisions to ensure that the project is moving forward while meeting user requirements
- Each member of the team will be the subject matter expert for their area and be able to speak to their processes and policies
- Be the first level of approval for all project deliverables
- Review and approve configuration / design / conversion / development decisions; and escalate, as necessary
- Define and refine the path forward with the systems integrator
- Be the champions of the project and super users for the solution
- Test the solution thoroughly
- Possibly, train other users on the solution
- Ensure that the project is progressing on time and within budget while delivering on agreed-upon scope
- Ensure that security is front and center in the implementation
- Be the first level of support for the ERP within their respective functional/technical area
- Consult with the Business Management Advisory committee and Business Transformation Advisory committee consisting of representatives from the Colleges and other administrative functions