O365 & Calendar Implementation Project Management Plan

Project Manager: Mark Treiber Last Updated: May 9, 2014

O365 – Email & Calendar Implementation

Page 2 of 27

1

C

ONTENTS

2 Approval & Revision History ... 3

3 Introduction & Purpose ... 4

4 Executive Summary ... 5

5 Project Scope & Requirements ... 7

6 Team Structure – Integration ... 9

7 Project Approach ... 12 8 Project Timeline ... 13 9 Issue Management ... 15 10 Scope Management ... 17 11 Cost Management ... 20 12 Communication Management ... 22 13 Quality Management ... 25 14 Risk Management ... 26

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2

A

PPROVAL

&

R

EVISION

H

ISTORY

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 Review

4/7/2014 Version 1.0 Updated Risk, Communications, Project

Timeline

4/23/2014 Operating Version Updated Cost, Quality, Team Structure 5/5/2014 Operation Version – for

approval

Page 4 of 27

3

I

NTRODUCTION

&

P

URPOSE

This project management plan formally recognizes the existence of the O365 Email & 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 5 of 27

4

E

XECUTIVE

S

UMMARY

4.1

B

C

S

(F

AE

I

B

C

6/6/2012)

The objective of this project is to build out the email 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 2010.

Team members will identify a single email 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

B

C

N

(FROM

AE

INITIATIVE

BUSINESS

CASE

6/6/2012)

Email is one of the most widely used communication services on campus. In March, the AE email & 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 email. 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 email 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 email 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 email 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 6 of 27

These savings will be achievable only if all of campus adopts the recommended solution. There currently is no formal policy for the use of email and calendaring systems.

4.3

R

D

• Business Case –

https://sharepoint.aims.wisc.edu:8181/sites/AEemail/Phase%20II%20Team%20Work%20Products/Forms/AllItems.as px

Page 7 of 27

5

P

ROJECT

S

COPE

&

R

EQUIREMENTS

5.1

O

(

P

C

A

8/24/2012)

Team objectives are to plan and execute the implementation of a campus-wide UW-Madison email 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

G

(F

P

C

A

8/24/2012)

The primary goal of the team is to successfully convert UW-Madison campus users from their current email and calendaring platform to the MS Office 365 email 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

S

(F

P

C

A

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 email & 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 Email 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

Page 8 of 27

5.4

R

D

:

• Project Charter -

Page 9 of 27

6

T

EAM

S

TRUCTURE

–

I

NTEGRATION

6.1

T

S

R

:

` COO John Krogman Project Management Mark Treiber Communication

DoIT: Brian Rust UW-Comm: Greg Bump Service Delivery: Matt Goins Technical Team: Jenny Rado

Office 365 Email & Calendaring Project Team – Functional Structure

Team Leader: Patrick Brennan

Technical Architect: Jesse Thompson Technical Team

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

5/1/2014

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

Executive Advisory Group: Email & Calendaring

CIO: Bruce Maas DoIT: John Krogman SMPH: Rick Konopacki

Liaison:

Tamara Walker Architectural Advisory Team

Jesse Thompson Joe Streeter Ryan Larscheidt Jon Miner

Steve DeVoti Madison Technology Advisory

Group (MTAG) Bobby Burrow

Leadership Representative (Dean/Director) Migration Partner

Administrative Contact Transition Sponsor Transition Advocate Organization Managers/Supervisors Calendar Power Users End Users / Employees

Steering Committee

Organizational Groups

Service Delivery Team

Training Advisory Committtee

Campus Advisory Kelly Bauman/Lisa Diaz – AIMS Tim Czerwonka – Comp Sci Don McDermott – Med School Jeff Ballard – Engineering

6.1.1 Steering Committee / COO (Project Sponsors)

 Provided final decision to approve the implementation of the MS Office 365 email & calendaring solution; maintains all final decision-making authority; will continue to support implementation through participation in change management / communication activities as appropriate.

6.1.2 Project Manager

Page 10 of 27

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

6.1.4 Communication Team

 Develop and distribute the media as approved by the implementation team

6.1.5 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.

6.1.6 Training Advisory Committee

 Assist Service Delivery & Technical Team on decisions that will support the Organizational Groups in technology adoption and training

6.1.7 Campus Advisory

 Assist Service Delivery & Technical Team on decisions that will support the Organizational Groups adopt the new system

6.1.8 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

Page 11 of 27

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

6.1.10 Architecture Advisory Team

• Advisory team that reviews architecture and design considerations for the email and calendaring solution, including the implementation process and tools.

• Integrates with

• Liaison between Project Team and Madison Technical Advisory Group (MTAG)

6.1.11 Madison Technical Advisory Group (MTAG)

 Advisory group that receives periodic progress updates from the team, and provides feedback

6.1.12 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 12 of 27

7

P

ROJECT

A

PPROACH

7.1

M

D

(F

P

C

A

8/24/2012)

7.1.1 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)

7.1.2 Contracting

 Professional Services – revised 3/10/2014

 Licensing Agreements - TBD

7.1.3 Analysis/Project Planning

 O365 Solutions Architectural Workshop (SAW)

 Migration Due Diligence Sessions (MDD)

7.1.4 Design & Technical Planning

 Final Design – to be review with Microsoft Engagement

7.1.5 MS Office O365 Installation & Configuration

 Pilot Users – users tested and operating in O365 environment

7.1.6 Campus Conversions

 Rollout Group #1 – Early Adopters

 80% Majority of Campus Users

 100% of Users Identified for Conversion

Page 13 of 27

8

P

ROJECT

T

IMELINE

8.1

K

M

O

G

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

############# ############# #############

############# ############# #############

############# ############# #############

############# ############# #############

8.1.1 Pre-Transition – Census Completion

 Census Follow-up

 Transition Kickoff

 Transition Preparedness Meeting

8.1.2 Transition Implementation

 All Staff Kickoff Meeting

 Check-In #1

 Check-In #2

 Check-In #3

 Training Period

 Go Live Confirmation Meeting

8.1.3 Office 365 Go-Live

 Go-Live Day

Page 14 of 27

8.2

M

P

P

8.2.1 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: http://www.365transition.wisc.edu

8.2.2 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 15 of 27

9

I

SSUE

M

ANAGEMENT

9.1

I

M

9.1.1 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.

9.1.2 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.

9.1.3 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.

9.1.4 Issue Escalation

The Service Delivery & Technical Team Leads will be responsible for escalating issues. Criteria for Escalation:

ISSUE TYPE CRITERIA

Schedule Delay of more than 1 week

Cost Increase of > 10% of planned

Quality Quality Metric outside of control limits

Risk All Risks with High Impact

Communication TBD by Communication Plan

Resource / Team Member / Stakeholder

Any potential issue or risk that could result in schedule, cost, or quality variance

Issue Log

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9.2

I

M

F

O365 Email & Calendar Implementation Project

Issue Management

O365 Email & Calendar Project Project Manager: Mark J. Treiber Last Updated:3/26/2014 Service Delivery

Team Technical Team

JIRA Service Delivery Issue Log Tech Team Issue Log Issue Escalation? Project Management Executive Advisory Group Architecture Advisory

Master Issue Log

Master Risk Log

Review with Leadership

Communication Plan

9.3

R

D

:

Page 17 of 27

10

S

COPE

M

ANAGEMENT

10.1

S

M

P

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 18 of 27

10.2

P

F

O365 Email & Calendar Implementation Project

Change Management/Decision Process

O365 Email & Calendar Project Project Manager: Mark J. Treiber Last Updated:3/26/2014 Service Delivery

Team Technical Team

Scope Change or Decision? Project Management Executive Advisory Group Architecture Advisory Decision/Change Log Review with Leadership Decision Document/ Change Request Approve/Reject Steering Committee (if necessary)

Page 19 of 27

10.3

D

/

C

L

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.

10.4

R

D

:

 Master Issue/Decision Log: Maintained in the O365 Project Management Repository Decision / Change Log

Page 20 of 27

11

C

OST

M

ANAGEMENT

11.1

C

M

P

11.1.1 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 email & 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 $120,000 - -

TOTAL COSTS $636,750 $1,675,270 -

11.1.2 Proposed Tracking of Costs

11.1.2.1 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 - - - - 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 - - -

-Page 21 of 27

11.1.2.2 Cost Management – Costs

11.1.2.3 Cost Management – Benefits

11.2

REFERENCE

DOCUMENTATION:

• Master Cost Management Plan: Maintained in the O365 Project Management Repository 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 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 - - - - -

-Page 22 of 27

12

C

OMMUNICATION

M

ANAGEMENT

12.1

I

C

12.1.1 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

12.1.2 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 MAIN REPOSITORY

Collaboration Google Docs

Box Folders

Shared Team Documentation Box Folders

SharePoint Site

Overall Project Team Documentation SharePoint Site

Page 23 of 27

• Service Delivery Index -

https://docs.google.com/a/wisc.edu/spreadsheet/ccc?key=0Ak8h_p9WqlxOdEt1cTBnVXVtQUd4eUphVm5iMTZ0bmc &usp=sharing#gid=0

12.1.3 Meeting Ground Rules

 Team Ground Rules

-https://sharepoint.aims.wisc.edu:8181/sites/AEemail/Shared%20Documents/Forms/AllItems.aspx

12.2

E

C

12.2.1 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 email templates, etc) - links to the communication will be found - https://data.office365.wisc.edu

Page 24 of 27

12.2.2 Email and Calendar Transition

 The main site for the transition - https://www.365transition.wisc.edu/ 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 25 of 27

13

Q

UALITY

M

ANAGEMENT

13.1

Q

M

P

13.1.1 Quality Control

13.1.1.1 Quality Control Team

 Mark Treiber  John Krogman  Kevin Cherek  Tamara Walker  Pat Brennan  Brandon Bernier

13.1.1.2 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.

13.2

REFERENCE

DOCUMENTATION:

• Master Quality Control Plan: Maintained in the O365 Project Management Repository

Quality Control

Critical To Quality Time Period Group Sig Char #

Significant Characteristic Description Measurement Method Control Limits Stability (Y or N) Control Plan A-1 Y A A-2 Y A-3 Y B-1 Y B B-2 Y B-3 Y

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14

R

ISK

M

ANAGEMENT

14.1

R

M

P

O365 Email & Calendar Implementation Project

Risk Management Process

O365 Email & Calendar Project Project Manager: Mark J. Treiber Last Updated:3/26/2014 Project

Management

Executive Advisory Group Master Issue Log

Master Risk Log

Service Delivery/ Tech Team Leadership Review Mitigation Plans Master Project Plan

Page 27 of 27

14.1.1 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.

14.1.1.1 Risk Register - All risks that could have impact on the project

14.1.1.2 Preventative Actions – Response to a documented risk to prevent or reduce the risk from happening

14.1.1.3 Contingency Actions – Planned response to a documented risk after the risk has occurred

14.2

REFERENCE

DOCUMENTATION:

• Master Risk Register: Maintained in the O365 Project Management Repository Risk Register

Risk # Status Category Date Raised Raised By Description of Risk Description of Impact Likelihood Impact Priority

Summary Description Rating

Preventative Actions

Risk # Description of Risk PA# Status Preventative Actions Action Owner Action Date

Summary Preventative Actions

Contingency Actions

Risk # Description of Risk CA# Status Contingency Actions Action Owner Action Date