Project Charter Draft
Project Overview
In partnership with Gallup, Inc., we are starting to build a culture of employee engagement at the district. Gallup defines engaged employees as those who are "highly involved in and enthusiastic about their work and workplace. They are psychological owners, drive performance and innovation, and move the organization forward."
During a minimum of a three year period, we will be:
- Providing Engagement training workshops for the Executive Team, Leaders/Managers, and Staff
- Creating a team of "Engagement Champions" to support the organization in creating a great working environment of thriving teams
- Measuring Employee Engagement utilizing the Gallup Q12 Survey
- Increasing team and organization-wide engagement year-over-year
Confluence is the tool to support all the initiatives and is the mechanism for transparency across the organization.
Description of the Project
The following is a recommendation of the order in which the Gallup Employee Engagement project should be approached:
Step | Description | Purpose |
|---|---|---|
1 | Gallup Workshop Trainings for Staff | The purpose of this is to train impacted staff and prepare them for next steps both pre-survey and post-survey. Pre-survey trainings include: Deliver Impact of Engagement Leader Workshop, Deliver Creating an Engaging Workplace for Engagement Champions, Deliver Creating an Engaging Workplace for Managers, & Deliver Creating an Engaging Workplace for Individual Contributor. Post-Survey trainings include: Gallup Access Manager Training |
| 2 | Gallup Q12 Survey | The purpose of the Q12 is to analyze/measure the most important elements of employee engagement. The questions form the foundation of their employee engagement program and most important of all, the 12 items are actionable. |
| 3 | State of the Team Conversations | In these conversations, managers/leaders get to present their teams’ data to the team while leading a fruitful conversation around the state of their team’s engagement. From this, an action plan can begin to be developed with the guidance and assistance of team members themselves to ensure relevant, visible plans. Audience: All Teams |
Strategic Alignment
- High – Project outcome will directly implement one or more strategic initiatives
- Medium – Project outcome will support / complement one or more strategic initiatives
- Low – Project outcome will not directly affect the organization's strategic initiatives
- N/A – Not applicable
SASD 5-Year Strategic Plan | Project Impact | Priority |
|---|---|---|
2017-2022 Strategic Goals: | ||
| Enhance Business Practices | High | Goal 1 |
| Be a Workplace of Choice | High | Goal 4 |
| Enhance Communication and Collaboration | High | Goal 5 |
| Regional Sanitation 10-Year Strategic Plan | ||
|---|---|---|
| 2016-2026 Strategic Goals: | ||
| Employ the Most Effective and Efficient Business Practices | Medium | Goal 1 |
| Foster a Culture That Makes Regional San a Workplace of Choice | High | Goal 4 |
Project Vision, Objectives, and Scope Statement
Project Vision
Vision |
|---|
Fostering an open, honest, and authentic environment where staff can provide their deeply valuable and needed insight and feedback. |
Business Level Objectives/Goals
Objectives/Goals | Measurements |
|---|---|
Increase employee knowledge around engagement, specifically:
| Provide all pre-survey training to different levels of staff by end of March, 2023 |
| Identify and create a team of "Engagement Champions" to help promote engagement initiatives that will provide learning, coaching and support to accelerate engagement and optimize growth | Identify, interview, and announce Engagement champions by February 22, 2023 |
| Launch Gallup Q12 Engagement survey on an annual basis | Launch the annual Q12 engagement survey. First one launched Spring, 2023 |
| Conduct Leadership Results Briefing with the Executive Team | All teams hold State of the Team Conversations |
Project Scope Statement
In Scope | |
|---|---|
| 1 | Complete content development for re-designing the current IT Service Desk portal including interface, workflow, and automation improvements. The portal will be aligned following the processes and standard operating procedures already established by the dependent projects. |
| 2 | Complete content development for implementing the project intake process on the IT Service Desk portal. The project intake process is intended to fill the gap between the portal and IT's internal project request process. |
Out of Scope | |
|---|---|
| 1 | Build and implement a Targeted Knowledgebase - Initiative-178: Knowledge Management is a future project. |
| 2 | Preparing for a Self-Service Customer Portal including developing self-service tools for customers, developing FAQs and developing an online community. |
| 3 | Including a entry point for IT Services provided by Technology Purchasing System (TPS). Those services have been identified as: Application Access Requests, Customer Device Services (with the exception of Office Move), and Desktop Application Services. Initiative-173: Service Request Management has identified incorporating the TPS system functionality into Jira Service Desk as a follow-up project. |
| 4 | Building and establishing Jira as a task management tool for non-IT staff. |
Assumptions, Constraints, Dependencies and Related Projects
Assumptions
Assumptions | |
|---|---|
| 1 | Organization Development will have adequate resources to meet stated goals and objectives. |
| 2 | Project team members and supporting team members will have content developed in the timelines outlined in measurements to meet stated goals and objectives. |
| 3 | The Manager/Leader trainings are required to be completed |
| 4 | The Individual Contributor trainings are not required, but are strongly encouraged |
Constraints
Include the triple constraint, which consists of:
- Schedule – addresses project duration and scheduling
- Scope – addresses project goals and objectives, which can affect requirements
Resources – addresses project budget and resources
Constraint
Description
Schedule
Schedule will be developed along with a Project Management Plan with milestones.
Scope
Scope has been yet to be defined under the Scope Statement section of this Project Charter.
Resources
Resources will be required throughout the expected duration of the project: TBD
Schedule
Scope
Resources
Least Flexible X Somewhat Flexible X Most Flexible X Organization
Project Team Roles and Responsibilities
The table below identifies core project team members responsible for delivering on the project objectives. This table does not include any supporting team members that may be called on from time to time.
Name
Role
Responsibility
Christoph Dobson Executive Sponsor Champions the project across the organization. Assist the Project Sponsor in determining competing project priority across the organization. Communicate with the business organization, executive management, and external stakeholders about the plans for the project. Understand the project scope and its relationship to the organization's strategic plan. Oversees the establishment of governance processes and structures. Demonstrates commitment to the project. Matt Doyle ISD Project Sponsor Overall sponsorship and ownership for delivery of the project. Champions the project across the organization. Determines competing project priority across IT. Provides project vision, objectives, goals, and scope. Provides guidance on content development and design. Provides direct support to the Project Manager to ensure his/her success. Remove impediments/roadblocks from team to ensure project objectives can be met within the established timeframe. Nicole Coleman Communication Specialist Assist in identifying other key IT Stakeholders within the organization who may have future responsibilities for implementing and operating the functionality created by the project. Provide input and support to the Project Sponsor and Project Manager regarding the Project Charter, review and provide feedback on the RACI matrix, project staff estimates, provides technical information, resources, and support to complete tasks in the execution phase of the project. Confirms satisfactory completion of all transition activities and approves transfer of open issues accepted by IT. Supports project closing activities.
Jeff Vail IT Analyst
Manages day-to-day project activities. Works with sponsors, stakeholders and SMEs on development of content. Provides status updates to the Project Sponsor, IT Sponsor and other Stakeholders. Defines and documents project roles and reporting relationships in a RACI matrix. Assist with conducting stakeholder analysis and creates a stakeholder register. Responsible for ensuring that the solution that is implemented satisfies the requirements and delivers the value as defined in the Business Case Evaluation. Ensures that the Software Development Lifecycle is followed including proper analysis, requirements, and technical specifications are being developed. Vu Pham Business Analyst,
Scrum Master
BA Role: Responsible for reviewing all Project Management deliverables. Leads the Business Analysis phase and is responsible for the development of the Business Analysis document with input from the Product Owner, Customers, Users and Subject Matter Experts. Leads the Requirements phase and is responsible for the development of the Functional Requirements with input from the Product Owner, Customers, Users and Subject Matter Experts. Responsible for the development of the Requirements Traceability Matrix once the Functional Requirement Specification has been baselined. Responsible for the development of the high-level design document (project dependent) with input from Product Owner, Customers, Users, Development and Subject Matter Experts. Responsible for conducting documentation reviews and obtaining approvals on the Business Analysis document, Requirements Specification and High-Level Design deliverables.
Scrum Master Role: Responsible for ensuring the technical team follows the processes and practices that the team agreed they would use. Clears obstacles, protects the team from outside interruptions and distractions.
Cassandra Kline System Tester Responsible for testing the product, system or application. Manages the verification and validation of the developed solution, and documents the results of the system test. effort
Louella Magtoto Technical Lead,
Jira Tool SME
Manages the technical development activities including design and development of the product or system. Provides technical consultation to the project to help plan and manage project activities. Responsible for documenting the technical requirements and ensuring the technical specification is reviewed and approved by the sponsors.
Michelle McCostis Jira Tool SME Responsible for documenting the technical requirements, designing and developing the product or system. Responsible for performing unit and integration testing of the product or system, and responsible for conducting code reviews and obtaining sign-off before delivery to system test.
Amit Agarwal Jira Tool Developer Responsible for documenting the technical requirements, designing and developing the product or system. Responsible for performing unit and integration testing of the product or system, and responsible for conducting code reviews and obtaining sign-off before delivery to system test. Jennifer Weitz Training Specialist Responsible monitoring, coordinating, and facilitation of both pre-survey and post-survey training for managers. Sonny Lunde RS O&M Sponsor (Glenn may be filling this role instead of Sonny?) Glenn Bielefelt RS Operations Project Sponsor Tepa Banda Finance Analyst Rosemary Clark SASD Operations Specialist (If we want to have someone who isn't director level for this then Paige Bedegrew would be the next person in line) Elizabeth Bonilla Project Manager (Not sure which initiative this project charter is for; Liz for legal merger) Vyomini Upadhyay Project Manager (Not sure which initiative this is for; Vyomini for Staffing services) Belinda Pedayachee Personnel Specialist Jeff Vail (or delegated down) IT Analyst Help with launch of Gallup Access
Supporting Member Roles and Responsibilities
This table does includes any supporting team members that may be called on from time to time.