WUSM/TFC VoIP Migration
Charter
Status: Final
Version: 1.00
Prepared by: Terry McElroy
Project Sponsor(s): Mike Caputo
Date Created: 06/17/2015
Date Last Modified: 09/14/2015
Project Charter
Table of Contents
Approvals
3
Revision History
3
1.
Scope Summary
1.1 Business Purpose
1.2 Problem Statement – N/A
1.3 Goal Statement
1.4 Project Scope
4
4
4
4
4
2.
Impact Assessment
2.1 Impacted Applications / Hardware
2.2 Assumptions, Constraints, and Dependencies
5
5
6
3.
Project Structure
3.1 Project Team Roles
3.2 Team Members
6
6
9
4.
Project Methodology
10
5.
Project Communications
5.1 Status Reporting
10
10
6.
Project Estimated Cost/Effort/Duration
11
6.1 Ball Park Cost Estimate
Error! Bookmark not defined.
6.2 Include brief timeline or bullet points for start date, milestones, end date.
11
7.
Risk
11
8.
Project Documentation
12
Project Charter
Approvals
Role & Approval Detail
Name
Steering Committee Chair
Project Owner
Approval is required.
Rick Stanton
Mike Caputo
Ed Welker
Tim Rand
BJC Rep – Gary Leblance / Jerry Verincamp
Department of Medicine – Steve Renalds
Department of Pediatrics: Jennifer Albertina
Department of Surgery: Jamie Sauerberger
Department of Radiology: Joy Haven
Facilities - Mellissa Hopkins
Protective Services - John Ursch
Departent of Anesthesiology: Barry Guild
Research – Lise Westfall
Genome Institute - Lucinda Fulton
Mike Caputo
Ed Welker
Project Sponsor
Tim Rand
Project Manager
Terry McElroy
Revision History
Name
Terry McElroy
Date
06/17/2015
Change and Reason For Changes
Initial draft
Version
0.01
John Roman
06/18/2015
Update business purpose / In Scope & out of Scope / Assumption &
Constraint
0.02
Terry McElroy
6/23/2015
1.1, 2.1, 2.2 Updates for scope, benefit and assumption
0.03
Terry McElroy
6/25/2015
Update made to Approvals
1.00
Page 3 of 12
Washington University in St. Louis
Internal Use Only
Project Charter
1.
Scope Summary
Washington University School of Medicine (WUSM) and Telecommunication Facilities Corporation (TFC)
have entered into a partnership to upgrade voice services at the Medical School. The most evident
change of this project will be a replacement of the current digital handsets throughout the campus with
Voice over IP (VoIP) phones. The new phones will have the same features as existing phones, but will
be connected through the data network. The project will provide additional value by replacing an aging
voice infrastructure and providing the capability for additional and more economical voice services in
the future.
The project is expected to run until approximately July, 2017. During this time about 80% or 5300 phones at the
Medical School will be upgraded to VoIP. The project team will work building by building, first to upgrade the
network infrastructure and then to inventory and replace phone handsets.
1.1
Business Purpose
The purpose of this project is to convert approximately 80% of the Washington University School of
Medicine (WUSM) analog/digital phones to Voice over IP(VoIP) devices.
Business Benefit
VoIP is easier to manage and provision than the existing phone system.
VoIP system will use cabling Network infrastructure for voice.
1.2 Problem Statement – N/A
1.3 Goal Statement
The goals of this project are:
• Replace WUSM analog phones with VoIP phone system.
o
5300+ phones
• Optimize Quality of Service (QoS)
o
Upgrade core and distributed Network Layers
o
Upgrade 400 48-port edge Switches
o
Optimize phone call quality
• Provide voice service during electrical power interruption
o
Upgrade UPS throughout network
1.4 Project Scope
In Scope
Core network Infrastructure
Validation Measure
Replace core network
UPS / Power
Upgrade UPS and Power supply to
support new network equipment
Network connections
Upgrade data lines to Cat 5 cables
Page 4 of 12
Washington University in St. Louis
Internal Use Only
Project Charter
2.
2.1
In Scope
Telecom Room
Validation Measure
Upgrade network switch to 2960
VoIP capable switches
Update CMDB
Modify switch config to reflect new
VoIP requirements
Telephony (TFC)
Capture location for E-911 / billing
information /
Analog / Digital Phones (TFC)
Replace with new VoIP capable
phones
Out of Scope
Fax lines
Reason for Exclusion
Life Safety Systems
Emergency phone call support
Elevator Phones
No Network connection
Conversion to SIP services
Project is focused on replacing existing
handsets with standard H.323 VoIP
handsets
TFC Telephony Software
Existing phone software will be
maintained
End user Headset
Department specific equipment
/Headsets are not owned by TFC
Impact Assessment
Impacted Applications / Hardware
•
TFC Telephony phone software.
•
Network infrastructure (routers and switches)
•
Telephone Switches
Page 5 of 12
Washington University in St. Louis
Internal Use Only
Project Charter
2.2
Assumptions, Constraints, and Dependencies
Assumptions:
- TFC will train end users on how to use new IP phone set.
- TFC to insure end user current phone # is maintained on new IP phone set.
- Vendors will provide expected service at established schedule.
- All WUSM personnel will be connected to WUCON.
o Negotiation needed to resolve the following….:

Users that are connected to BJC CareNet.

Users that are connected to Research networks outside of WUCON.
- BJC and WUSM will develop a single QoS design that can be used on both networks.
- Connectivity between WUSM and BJC CareNet will be upgraded to 10 Gbps and not have any policy
devices (firewalls, etc.) in between.
- UPS service is at least 30 minutes in non-clinical buildings and 1 hour in clinical buildings.
- Less than 20% of phones to be associated with a desktop workstation.
Constraints
• TFC conversion to 10 digit dialing. Go live on November 3, 2015.
o
TFC Freeze period from September 28 thru November 17, 2015.
• VoIP traffic will traverse BJC CareNet. That limits end-to-end visibility and troubleshooting when
problems occur. The Service Level Agreement will need to reflect this status.
Dependencies
- TFC to provide information on phone location, Network Drops/connections, Switches, nearby telecom
room.
- Facilities / Departments for access to sensitive areas, escorts, contractor training,
3.
3.1
Project Structure
Project Team Roles
Describe the roles necessary to complete the project. Remember title and role are not the same thing; one team
member may fill more than one role.
Role
Purpose
Responsibilities
Provides resources and support for
1) Provide project objectives and goals
Project Sponsor(s)
the project and is accountable for
2) Provide funding
enabling success
3) Approve Project Charter and Plan
4) Signs off on approvals to proceed to next phase
5) Vocal and visible project champion
6) Ultimate decision maker for project
Page 6 of 12
Washington University in St. Louis
Internal Use Only
Project Charter
Role
Purpose
Steering Committee
(includes management
representatives from
key stakeholder groups)
Project Governance/Oversight
Project Manager
Direct and manage project work
Business / Functional
Project Lead
Customer representation and
decision making
Responsibilities
7) May chose to delegate some of these
responsibilities
1) Act as advisory group for the design,
implementation and training aspects of the project
2) Acts as vocal and visible project champions and
liaisons to stakeholders
3) Approve project deliverables
4) Approve scope changes to be presented to sponsor
5) Helps resolve issues and policy decisions
6) Provides resources (in some cases)
7) Provides subject matter expertise
1) Responsible for ensuring that the Project Team
completes the project; responsible for management
of project process
2) Develops Project Charter and comprehensive
project plan via joint planning with the Project
Team
3) Coordinates and manages the team’s performance
of project tasks, ensuring integration of all project
work with focus on creation of project deliverables
and work performance information
4) Secures acceptance and approval of deliverables
from the Project Sponsor, Steering Committee and
Stakeholders
5) Responsible for communication including status of
project health
6) Responsible for risk management, and escalation of
issues that cannot be resolved in the team
7) Responsible for managing change requests and
documenting decisions made by accountable
parties: sponsor, steering team, Functional Project
Lead, Enterprise Architecture, Information
Security, etc.
8) Manages project procurements working with
Resource Management
9) Ensures project is delivered within budget, on
schedule and within scope
1) Ensures project success by providing subject matter
expertise to project
2) Responsible to accurately represent their
organization’s needs to the Project Team
3) Ensures all appropriate Stakeholders, working
groups (ancillary and administrative, etc.) are
included for input / validation, working with
Steering Committee, Project Manager and
Technical Leader
4) Makes project decisions on behalf of business units
that will use or be affected by the product or
service the project will deliver
5) Responsible for achieving consensus of their
Page 7 of 12
Washington University in St. Louis
Internal Use Only
Project Charter
Role
Purpose
Technical Project Lead
Provides technical leadership
Business Analyst or
Business Systems
Analyst
Requirements management
Responsibilities
business unit(s) on issues or deliverables and
communicate decisions to the Project Manager
6) Review and approve process deliverables, and
ensure the right subject matter experts are available
to the Project Team
7) Validates deliverables that describe the product or
service the project will produce
8) Communicates information about the project to the
customer community
9) Organizes and provides customer representatives to
test the product or service and provides feedback to
Project Team
1) Ensures project success by providing technical
system expertise to guide technical work,
coordinating closely with PM
2) Ensures successful translation of business
requirements into technical specifications and
solutions
3) Provides vision, understanding and guidance of
how various pieces of solution will fit together at
WUSTL to the Project Team
4) Owns entire solution from a technical design and
engineering perspective and ensures it is consistent
with the architectural standards of the organization;
works with EA & Info Security as needed
5) Lends expertise to evaluate vendor offerings
specifically around transition to new solution
including any conversion activities, integrations;
works with PM to size technical effort
6) Guides how solution will operate and function in
the context of the larger technical ecosystem at
WUSTL (interfaces, interoperability, built for
support, reuse, traceability, etc.)
7) Drives change to mitigate system / technical risks;
facilitates resolutions to technical system issues
8) Ensures technical testing, deployment and
transition to support plans are appropriate
9) Understands the technical delivery and IT service
management resources, processes and tools
required for successfully delivery of the product or
service and works with Project Manager to ensure
they are appropriately represented in project plans
1) Takes a leadership role in defining, analyzing and
documenting requirements working with the
Business / Functional Project Lead and appropriate
SMEs
2) May assist / participate with defining the business
case
3) Elicits requirements (business, stakeholder,
solution, functional, nonfunctional, transition)
4) Organizes, translates and simplifies requirement
statements for appropriate use in solution
Page 8 of 12
Washington University in St. Louis
Internal Use Only
Project Charter
Role
Purpose
Core Team
Provide leadership of various
domains/disciplines necessary to
plan and execute project work
Extended Team
The “doers”, create project
deliverables
3.2
Responsibilities
development / configuration process
5) Lead role in planning, monitoring and designing
use cases and test cases as well as acceptance
testing criteria
6) Participates in planning and determining content of
training materials working with performance
support resources.
1) Leaders of the various functional areas/units who
must create deliverables necessary to successfully
complete the project; emphasis is on “doers” of
work
2) Guides the work of the Extended Team – also
“doers” who create project deliverables (project
management deliverables and technical
deliverables) for review and verification by
customers, Steering Committee, and Sponsor(s)
3) Participates in joint planning session with PM
4) Always includes PM, Business/Functional Project
Lead, Technical Project Lead, Business Analyst.
May also include representatives from functional
business areas, key IT disciplines, external entities
(vendors), etc.
1) Includes all resources who provide labor to create
the deliverables of the project
2) May include members of functional business
departments, external entities (vendors), IT
resources, customers, etc.
Team Members
List all staff participating in the project and indicate which role(s) they belong to. List each participant only once
and indicate all roles they belong to for this project.
Team Member
Role
Contact Information
Terry McElroy
Tim Rand
Project Manager
Provide status reports
Executive Director, TFC
John Roman
Network Engineer
Ed Scheman
Network Engineer
Rick Walls
Network Engineer
Larry Thomas
Network Technician II
phone: 314-276-4096
email: Terry.McElroy@1141Group.com
phone: 314-827-4827
email: tim.rand@bjc.org
phone: : 314-362-7334
email: jroman@wustl.edu
phone: 314 747-0844
email: schemane@wusm.wustl.edu
phone: 314 747-0877
email: wallsri@wusm.wustl.edu
thomasl@wustl.edu
Rich Moran
Network Technician II
moranr@wustl.edu
Scott Appel
Network Engineer
appels@wustl.edu
TFC Contract labor
Page 9 of 12
Washington University in St. Louis
Internal Use Only
Project Charter
4.
Project Methodology
WUSM VoIP Project Methodology
Initiation
•
Develop a Business Case
•
Perform Feasibility Study
•
Establish the Project Charter
•
Create the Project Team
•
Set up the Steering Committee
Planning
•
Perform Analysis
•
Create a Resource Plan
•
Create a Quality Plan
•
Create a Risk Plan
•
Create a Communications Plan
•
Create a Procurement Plan
•
Perform Vendor Management
•
Create a Project Plan
Execution
•
Perform Design / Architecture
•
Build Deliverables
•
Monitor and Control Deliverables
•
Perform System Test
•
Perform Change Management
•
Implement Hardware/Software
•
Perform Training
•
Turn over to Support
Close
•
Perform Project Closure
•
Review Project Completion
5.
Project Communications
5.1 Status Reporting
Project Status Updates: The project management team will provide updates to the Steering Committee on the
progress of the project monthly. The status update will include issues, completed tasks, and planned tasks for
the month.
Project pulse meetings: The project management team will conduct weekly project meetings as required to
review project activities (schedule TBD based on project activities).
Project status report: A project status report will be provided to the sponsor(s) and steering committee chair
every Monday for the duration of the project.
Escalated status/issue communication: The project manager will determine if an issue warrants escalation. If so,
the project manager will inform the sponsor, steering committee chair and the project team.
Page 10 of 12
Washington University in St. Louis
Internal Use Only
Project Charter
6.
Project Estimated Cost/Effort/Duration
6.1 Cost details available upon request from Tim Rand or Ed Welker
6.2 Include brief timeline or bullet points for start date, milestones, end date.
Summary of Milestones:
Event
Target Milestone Date
Initiation and Planning
Project Kickoff
Analysis
TFC Station Review
Network Stage Review
Deploy Pilot conversion
TFC Freeze
Phase 1 Deployment
Phase 2 Deployment
Phase 3 Deployment
Complete/Close
7.
Comments
Jul 09, 2015
Jul 16, 2015
Jul 31, 2015
Aug 31, 2015
Aug 31, 2015
Dec 4, 2015
April 16, 2016
March 01, 2016
Dec 01, 2016
June 1, 2017
July 1, 2017
FPE
10 digit dialing conversion
Risk
Project risks are characteristics, circumstances, or features of the project environment that may have an adverse
effect on the project or the quality of its deliverables. Known risks identified with this project have been
included below. A plan will be put into place to minimize or eliminate the impact of each risk to the project.
Risk area
Level
Risk plan
(H/M/L)
1.
Ability to gain user acceptance
H
2.
Network Layers to support VoIP system
M
3.
M
4.
Support from Facilities for power / ventilation
upgrades in telecom rooms
Registration points
5.
QoS design with BJC
M
6.
Resources to perform Architecture
upgrades/changes
Time and Cost to complete Med School VoIP
conversion
Interruption of service during rollout
M
Upgrades to other network components (Core,
distribution, etc.)
Users that are connected to BJC CareNet.
M
7.
8.
9
10
Strong Communication Plan
Include users in working group
Expand current Network structure to support additional
VoIP connections
M
M
M
M
Page 11 of 12
Washington University in St. Louis
Internal Use Only
Project Charter
11 Users that are connected to Research networks
M
outside of WUCON
8.
Project Documentation
• Project Structure/Governance Document
WUSM VoIP Project
Governance v1.docx
• Change Control Process
o
Change Control
Process Form.doc
• Sign-off Template
Project Signoff.docx
o
Page 12 of 12
Washington University in St. Louis
Internal Use Only