Cornell Project Management Methodology (CPMM)
CPMM Project Initiation Plan
IT Security/Identity Management
Project Name:
Business Unit / Program Area (Customer):
Executive Sponsor:
Project Director (Sponsor):
Organization:
Project Manager:
Proposed Project Start Date:
Proposed Project End Date:
Key Contact, Phone #
Date Submitted:
Date Approved:
Version:
Last Updated:
CPMM Project Initiation Plan
Version: February 28, 2006
Alumni Provisioning
Alumni Affairs and Development
Polley McClure, Charles Phlegar
Rick Banks, Steve Schuster
OIT/IT Security
Andrea Beesing
3/5/06
3/31/07
Andrea Beesing, 254-7441
September 27, 2006
V 1.4
9/26/06
Appendix 2-1
Cornell Project Management Methodology (CPMM)
Contents
Change Record .............................................................................ii
Executive Summary...................................................................... 1
Goals and Objectives.................................................................... 1
Project Scope ............................................................................... 2
High Level Schedule..................................................................... 8
Assumptions/Basic Requirements .............................................. 12
Stakeholder Roles and Responsibilities...................................... 13
Communication Plan................................................................... 15
Project Governance and Resourcing .......................................... 17
Management Approaches........................................................... 18
Risk Plan .................................................................................... 21
Signatures .................................................................................. 22
CPMM Project Initiation Plan
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Change Record
Date
5/19/06
Author
Andrea Beesing
7/18/06
8/3/06
9/12/06
Andrea Beesing
Andrea Beesing
Andrea Beesing
9/26/06
Andrea Beesing
CPMM Project Initiation Plan
Version
Change Reference
0.5
Initial draft for review by AAD and Identity
Management
1.0
Revised draft for PIP development team
1.1
Revised based on meeting of PIP development team
1.2
Revised based on additional discussions with AAD
and input from CIT staff in various divisions
1.3
Draft for sponsor review incorporating PIP team
comments
1.4
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Appendix 2-1
Cornell Project Management Methodology (CPMM)
Executive Summary
As Alumni Affairs and Development will be launching a major fundraising campaign in October 2006,
they would like to provide alumni with improved self-service* options. Issuing IDs and passwords to
mailable living alumni will be an important first step in this direction. The preferred approach is to
issue NetIDs to all mailable living alumni who don’t have them already, and provide a means for
activating the new NetIDs and reactivating existing alumni NetIDs. The trustee balloting cycle
represents a good opportunity for mailing this information to the targeted group. Identity Management
has completed an investigation of capacity issues associated with an increase in the NetID database
by approximately 142,000. In addition to defining the process and mechanisms for issuing this number
of NetIDs and passwords (activation codes), utilities will be required for assisting alumni who opt to
take advantage of them. For example, a self-service mechanism for resetting a forgotten password is
essential. Such a capability will also help the CIT Contact Center by reducing the time spent resetting
passwords for customers.
* The term self-service is used here in the broader sense to designate online services to which the
customer authenticates and performs some function or process on his own behalf. Such services are
usually web-based and may or may not be directly tied to PeopleSoft.
Alternatives considered and rejected:
Option
Issues
Allow alumni to quickly obtain an ID with the
format of their choice using either a dedicated
alumni authentication system or a centrally
maintained "secondary" authentication system
such as the Guest ID system.
Modifying the existing Guest ID system or
implementing a secondary authentication system
would require more time and resources than can
be committed to this project. Leveraging our
existing infrastructure for generating and
maintaining accounts will allow the project to be
completed on time and at or under budget.
Use the PeopleSoft emplid (cuid) as the principle.
Many alumni already know what their emplid is
and use it for other services such as the alumni
directory.
Infrastructure work required could be significant.
We could expect people already using NetIDs to
react negatively to switching to a seven-digit
number. Problems authenticating due to mistyped
emplid’s would probably be more frequent than
with mistyped NetIDs. This approach would not
automatically provide the alumnus with a friendly
Cornell email address which would require
additional work to address. The alternate email
alias project would likely be impacted.
Goals and Objectives
Overall Goal: Provide a means for alumni to authenticate to self-service applications with
supporting systems and business processes.
Specific Objectives
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Cornell Project Management Methodology (CPMM)
Table 1: Project Objectives
Objective
1.
Create a NetID and
associated identity data for
all mailable living alumni.
2.
3.
Distribute a NetID and
activation code to all
mailable living alumni in a
secure manner and in a
manner which encourages
alumni to activate and use
them.
Provide secure and
customer-friendly means for
alumni to manage their
electronic credentials
4.
Establish effective service
model for supporting alumni
use of online services
5.
Provide accurate and
synchronized identity
repositories which support
Alumni Affairs business
processes
Description
Develop the software and
processes for selecting the
appropriate PeopleSoft records,
creating the NetID and other
identity data (directory entry,
permits), generating a data set for
letter/envelope creation and
mailing to the alumnus address of
record.
This objective concerns how we
communicate the NetID and
password only to the correct
individual and the marketing of its
value.
Success Criteria
Tasks are completed on time
and within budget with no
rework required for “missed”
records, records selected in
error, or missed processes.
This objective includes the
services and processes we
provide for functions such as
NetID activation, password
changes, general profile
management, and handling issues
with NetID format.
Establish roles and responsibilities
necessary for positive customer
experience. Examples include
service owner, frontline support
team and backline support team.
In addition to PeopleSoft, there
are other identity repositories
(Alias file, LDAP directory, Permit
Server) which support business
processes such as the adjustment
of access privileges as the
individual’s status changes, as the
individual subscribes to or cancels
services. Systems and process
must be defined to support these
operations
Percentage of Helpdesk cases
for NetID-related matters for
alumni is not disproportionate
with the rest of the community
Uptake in use of NetIDs is at
least 10 % of mailable living
alumni
Sustained growth in use of
self-service applications by
alumni.
Number of cases requiring
manual intervention is low
(<2% per year)
Project Scope
Complete the following aspects of scope that further define this project.
Functional Scope
The functional scope defines the business functions and processes that are to be defined or
supported by this project.
Table 3: Functional Scope
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Cornell Project Management Methodology (CPMM)
In Scope
Distributing NetID and password
to all mailable living alumni
Out of Scope
Use of ID and password for
services external to Cornell
Providing essential security and
policy information regarding use
of NetID and password
Documentation to help alumni
take full advantage of the NetID
and password
Frontline and backline support
for alumni who have problems
and questions about the NetID
and password
Cornell-maintained alumni
directory to replace commercial
offering
uPortal
Procedures for handling of
security and abuse cases
involving alumni
Uncertain
Modifications to existing CU on
the Net to allow self-service for
setting email forwarding
address. Profile application will
handle this eventually but may
not be delivered prior to NetID
distribution.
Ability to expedite password
resets for people who don’t
have shared secrets set up.
Current established process will
be used.
Resolution of email address
format for CU on the Net
subscribers (alumni.cornell.edu
vs. cornell.edu). This question
may require analysis as the
number of subscribers to the
CU on the Net service grows
and as discussions around staff
and faculty email forwarding
progress. The CIT Systems &
Operations Messaging team will
initiate those conversations with
the appropriate stakeholders.
Business rules for change of
status (e.g. alumnus to student,
staff to alumnus, living to
deceased) and other scenarios
(e.g. NetID change requests)
Decisions regarding what data
attributes are maintained for
alumni in the directory, how they
are updated, privacy rules
CPMM Project Initiation Plan
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Appendix 2-1
Cornell Project Management Methodology (CPMM)
Figure 1: Sample Process Flow
CPMM Project Initiation Plan
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Cornell Project Management Methodology (CPMM)
System Scope
Define the systems within scope of this project, either as components of any application(s) to be
delivered, or as interfacing to this application. You may use either a table showing what is within and
what is outside of scope, or a Context Diagram, which shows the relationship of the components &
interfaces—input, output, or both (an example is shown below the table).
Table 4: System Scope
In Scope
Online forgotten password reset
utility
Out of Scope
New self-service applications
Online NetID activation utility
uPortal
NetID Administrator
Formscape feed file; production
work for mailing will be
outsourced
Kerberos
CUWebAuth
SunOne LDAP directory
PeopleSoft
Alias file
Web hosting environment
HelpHero
Resnet during reunion
CPMM Project Initiation Plan
Uncertain
Other services, systems which
may not be able to
accommodate longer NetID
Who I Am depending on how
Alumni Profile application
accesses directory updates
FirstLogic, pending resolution of
current issues with PS 8.9
CU on the Net subscription site
AAD profile application
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Cornell Project Management Methodology (CPMM)
Figure 2: Context Diagram
Alumni Provisioning
Kerberos
database
09/13/2006 wrt1
Selection
NetID
Data file(s) to
Production
Control
PeopleSoft
database
Alias File
NetID, EmplID, SID
NetID,
Alumni permit
Data selection
(SQL)
Permit
Database
Mailable alumni with no
NetID
NetID,
SID
NetID Creation
PeopleSoft
Data Extract
NetID, EmplID, Alumni type, Activation code, Name?
Directory
EmplID
Name?
Data file(s)
from
Production
Control
Notification
mailing, etc.
EmplID
Name?
NetID
Activation Code
Manual
massaging
of data?
Password
Activation
NetID, Activation Code
Shared secret
(DOB?)
Alumnus receives
mail
CPMM Project Initiation Plan
NetID Activation
Web application
6
Appendix 2-1
Cornell Project Management Methodology (CPMM)
Project Interdependencies
The project boundaries are defined by the projects that are interdependent with this project. Also
identify follow on projects that may be required.
Table 5: Scope—Project Interdependencies
Project
Interdependency Type
PeopleSoft Student Records
AAD project will create, at minimum, a skeletal record in
the University directory for all former students. The need
for a directory entry for former students has been
identified as a requirement for PS Student Records to
support self-service functionality (e.g. transcript requests)
PeopleSoft Self-service
Current project forms foundation for alumni self-service
and any former student self-service
PeopleSoft Roles
Alumni roles may be required for PS self-service and
replicated in central authorization service
Central Authorization Project
Will support access management for alumni services
Trustee Online Balloting
Balloting mailing can be leverage to deliver the NetID and
activation code. Online voting could then be accomplished
using the NetID.
Alumni Profile
Planned project, will address self-service option for setting
email forwarding address
Computing at Cornell
New audience will require additional online documentation
First Point of Public Contact
New, large user group must be considered
Organizational Scope
Define all organizational units considered in any way to be involved in this project in the table below,
or if appropriate, use an organization chart, like the one in Figure 3.
Table 7: Scope—Organizational Scope
In Scope
Out of Scope
Alumni Affairs & Development
HR Records
OIT IT Security/Identity
Management
OIT Policy Office
University Registrar
Audit
Other CIT units in subcontract
role: IS, ATS&US, S&O
CPMM Project Initiation Plan
Uncertain
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Appendix 2-1
Cornell Project Management Methodology (CPMM)
High Level Schedule
Work Breakdown Structure (WBS)
WBS: A deliverable - oriented grouping of project elements that organizes and defines the total work
scope of the project. Each descending level represents an increasingly detailed definition of the
project work.
1.
Planning
1.1.
Determine use cases and process flow
1.1.1. Forgot password flow
1.1.2. NetID activation flow
1.1.3. Upgrading password to meet complexity rules
1.2.
Determine automatic entitlements to be given to alumni at time of provisioning (e.g.
access to online transcript requests)
1.2.1. Kerberos principal - definitely
1.2.2. Directory entry
1.2.2.1.
Hidden?
1.2.2.1.1.
Almost certainly yes
1.2.2.1.2.
Connect Ids required
1.2.2.2.
Attributes to be included?
1.2.2.3.
Status codes to be included?
1.2.2.4.
Special security required for certain individuals?
1.2.2.5.
Deprovisioning requirements?
1.2.3. Permit(s?)
1.2.4. Anything else?
1.3.
Verify NetID name space stays as is
1.3.1. Document alternatives with pros and cons
1.3.2. Identify potential technical issues (e.g. length of NetID exceeds max length for
critical service)
1.4.
1.5.
Determine communication plan for NetID letter
1.4.1.1.
Determine scope of work for Cathedral vs. Cornell
1.4.1.2.
Security implications require secure transmission and handling
1.4.1.3.
Will any letters be handed out in person?
1.4.1.4.
Who will deal with returned envelopes?
Determine Activation code policies
1.5.1. How long does the activation code live?
1.5.2. Under what circumstances would we create a new one?
1.6.
Determine plan for responding to complaints about NetID
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Cornell Project Management Methodology (CPMM)
1.6.1. Name changes
1.6.2. Unlucky numbers
1.7.
Determine plan for help with password setting
1.7.1. HelpDesk as primary contact, or Alumni office?
1.7.2. Will Cornell take walk-ins?
1.8.
2.
Determine schedule
Development and Implementation
2.1.
Design Activation program for Alumni
2.1.1. Design
2.1.2. Usability study of design
2.1.3. Policy description
2.1.4. Additional type
2.2.
Design forgotten password utility
2.2.1. Data discussion with alumni to identify shared data to use
2.3.
Design forgotten NetID utility
2.4.
Determine selection criteria for alumni to be provisioned
2.4.1. SQL against PeopleSoft?
2.5.
2.4.1.1.
Is analysis needed, or does a suitable query exist?
2.4.1.2.
IdMgt (Bill) can run SQL queries and provide control files
2.4.1.3.
Would Alumni prefer to provide control files?
Determine who will run the actual batches
2.5.1. HelpDesk (Paula)?
2.5.2. Production Control?
2.5.2.1.
Will require some software changes and a new role
2.5.2.2.
Requires planning with S&O management
2.5.3. IdMgt?
2.6.
Update software to implement the above
2.6.1. NetID Admin
2.6.1.1.
Update control files for new types
2.6.1.2.
Client changes as needed
2.6.1.2.1.
Any special logic for new type
2.6.1.2.2.
New simple client for Production Control?
2.6.1.2.3.
User testing
2.6.2. Activation Code application
2.6.2.1.
Add logic for new type
2.6.2.2.
User testing
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Cornell Project Management Methodology (CPMM)
2.6.3. Directory changes?
2.6.3.1.
Schema changes?
2.6.3.2.
ACLs?
2.6.3.3.
Mechanism for updating alumni records
2.6.4. HelpHero changes for Helpdesk support
2.6.5. Anything else?
3.
2.7.
Implement forgotten password utility
2.8.
Implement forgotten NetID utility
Execution
3.1.
Generate control files
3.2.
Run batches
3.3.
Produce letters (to be outsourced to Cathedral)
3.4.
Mail letters (to be outsourced to Cathedral)
3.5.
Provide support
3.6.
Deprovision any unused activation codes
Milestone Schedule
The below Chart should show the Milestones (a significant event, end of process or phase or usually
a completion of a major deliverable) for your project. These milestones should include both the Project
Management and Product Milestones. If your project does not have a large number of Key
Deliverables, you may wish to include them in the table below and not list them separately.
Table 8: Milestone Schedule
Milestone
Pre-project Discovery
Identify potential scope and stakeholders for mass NetID solution
Complete architectural and sizing investigation for mass NetID
solution
Hold Kick Off for Project Initiation Planning
Planning (High Level)
Project Initiation Plan
Approve Project Initiation Plan
Planning (Detail)
Dependencies on current projects identified
Requirements document completed
Use cases and process flow documents complete
Project Plan (Detailed)
Baseline Schedule
Approve Baseline Schedule
Hold Kick Off for Executing the Project
Executing and Controlling
Decision on general approach to provisioning alumni
CPMM Project Initiation Plan
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Start Date
Completion
Date
9/1/05
2/1/06
2/21/06
5/31/06
7/25/06
5/16/06
9/26/06
7/25/06
7/25/06
9/6/06
8/10/06
9/6/06
10/9/06
5/22/06
9/26/06
10/5/06
9/22/06
10/9/06
9/22/06
10/9/06
10/9/06
10/13/06
Week of 10/9/06
7/12/06
Appendix 2-1
Cornell Project Management Methodology (CPMM)
Milestone
Start Date
Technical design for self-service utilities (NetID activation,
forgotten password reset, forgotten NetID lookup) complete and
approved
Self-service provisioning utilities in test
6/21/06
Completion
Date
10/16/06
10/16/06
11/13/06
Letter content finalized/go –no go decision – Beth Hamilton to
provide
Alumni service entitlement decisions made
10/2/06
12/18/06
Initial end to end testing of self-service process complete
11/13/06
12/18/06
Service ownership and support roles and responsibilities defined
12/4/06
12/18/06
Usability recommendations for self-service process available
11/13/06
12/22/06
Final testing of self-service utilities incorporating usability
recommendations and customer sign-off
NetID batch process changes fully tested
1/2/07
1/15/07
1/2/07
1/15/07
NetID batch process changes moved to production
1/16/07
1/16/07
Self-service utilities moved to production
1/19/07
1/19/07
Online documentation in production
12/18/06
1/31/07
Transition to Steady State-Project Close Out Report
3/1/07
3/15/07
End of Project Review Report (Lessons Learned)
3/15/07
3/31/07
Mail letters – Beth Hamilton to provide
Closing
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Cornell Project Management Methodology (CPMM)
Assumptions/Basic Requirements
State all base assumptions used to produce this plan. In particular state the assumptions about
scope, time frame, deliverables, policies, schedules, technologies, resources, and costs, etc.
1. Alumni Affairs is seeking a provisioning solution which best leverages the University’s
infrastructure investment while providing a positive experience which will attract participation.
2. The solution should comply with University policy and meet minimum security standards
established by the IT Security Council.
3. The set of self-service applications available to alumni will grow over time and some may
provide access to sensitive or confidential data.
4. Future projects will address the needs of more casual users (for example, a non-Cornellian
company exec signing up for an event sponsored by Corporate Relations
5. Providing a self-service forgotten password reset option is required
6. Alumni Affairs is an active partner with CIT in the implementation and support of alumni
identity provisioning services.
7. Alumni Affairs plans to develop the Alumni Profile application which will allow alumni, among
other tasks, to set the email forwarding address after authenticating. If this project is not
scheduled to complete before NetIDs are issued, an interim approach to setting email address
forwarding will be required
8. A Functional Project Lead will be identified to coordinate all Alumni Affairs deliverables and act
as liaison to the CIT project manager for keeping work on schedule.
CPMM Project Initiation Plan
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Appendix 2-1
Cornell Project Management Methodology (CPMM)
Stakeholder Roles and Responsibilities
Stakeholders are all those groups, units, individuals or organizations, internal or external to our
organization, which are impacted by, or can impact, the outcomes of this project.
Table 9: Stakeholder Roles and Responsibilities
Executive Sponsor
Who
University Role
% Time Required
Polley McClure
VP, Information Technology
Project Responsibilities
• Secure spending authority for project
• Act as a vocal and visible champion for the project
• Keep abreast of all major project activities
• Be the final decision-maker on key issues
• Provide support for all Sponsors, Project Directors, and Project Manager
• Provide final approval for all major scope changes
• Provide signoff to approve project to move forward to succeeding phases
Project Sponsors
Who
University Role
% Time Required
Rick Banks
Director, Alumni Affairs and Development Services
2%
Steve Schuster
Director, IT Security
2%
Project Responsibilities
• Help to secure spending authority for project
• Act as a vocal and visible champion for the project
• Keep abreast of all major project activities
• Facilitate decision-making on key issues
• Make decision on escalation of issues to the Executive Sponsor
• Provide support for Project Manager and Project Team
• Provide approval for all major scope changes
• Provide signoff to approve project to move forward to succeeding phases
Project Manager
Who
University Role
% Time Required
Andrea Beesing
Asst Dir, Identity Management
25%
Project Responsibilities
• Ensures the project team completes the project
• Develops the CPMM Project Documentation with the team and others as needed
• Manages the team’s performance of project tasks
• Manages the project scope, schedule, and budget
• Communicate status/issues as identified in the Communication Plans
• Quickly works to address project issues, or escalate project issues to appropriate people
• Develop all necessary CPMM project documentation
• Manage issues, risks, actions, and change
• Provide performance feedback to team members
• Gain Project Acceptance
• Archive Project Information
Project Team
Who
University Role
% Time Required
Susan Luckhurst
Functional Project Liaison
10%
Greg Kimbell
Director, Contributor Relations and Reporting
5%
Tilly Garnett
Consultant/Advisor, Alumni Affairs and Development
5%
CPMM Project Initiation Plan
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Appendix 2-1
Cornell Project Management Methodology (CPMM)
Beth Hamilton
Bill Turner
Chris Brown
TBD
TBD (Candace Dias?)
Exec Staff Asst.
1%
Programmer/Analyst, Identity Management
25%
Application Developer, CIT Information Systems
15%
Production Controller, Systems & Operations
10%
Training and Documentation Specialist, CIT User
5%
Services
TBD
Technical Writer, CIT User Services
4%
TBD (JP Brannan?)
Consultant or Manager, CIT Contact Center
5%
Project Responsibilities
• Execute tasks and produce deliverables as outline in the Project Plan or as directed by the
project Manager
• Provide input on planning activities as requested
• Identify and quickly communicate or escalate issues and risks to the Project Manager
• Stay up to date on the project status
• Provide input on change requests as required
• Provide feedback on project performance
Customers / Subject Matter Experts
Who
% Time Required
Greg Kimbell, Alumni Affairs and Development
5%
Tilly Garnett, Alumni Affairs and Development
5%
Susan Luckhurst, Alumni Affairs and Development
10%
Jim Howell, Systems & Operations Messaging Manager
1%
Project Responsibilities
• Provide Subject Matter Expertise
• Represent their business units needs to the project team
• Validate deliverables that describe the product or service that the project
will produce
• Bring information about the project back to the Customer community
• Test the product or service and provide feedback
Other
Project Role
Who
University
Project Responsibilities
Role
Communication Joe Zappala Communication Determines letter content and
Mgr, Alumni
coordinates its production and mailing
s and Marketing
Affairs
Mgr
Consultant
Butch
Data
Review and provide input for data
Labrecque
Administrator,
decisions
Information
Systems
CPMM Project Initiation Plan
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Appendix 2-1
% Time
3%
1%
Cornell Project Management Methodology (CPMM)
Communication Plan
The following methods will be used to keep stakeholders and outside parties informed and involved in
the project. You must edit the text to reflect the communication needs of your project.
Note: Key Stakeholders are a subset of Stakeholders who, if their support were to be withdrawn,
would cause the project to fail.
What
Initiation
Meeting
Project Kick
Off
Project Status
Reports
Team
Meetings
Post Project
Review
Project
repository
Presentations
to campus
stakeholder
groups
Who/Target
Planning
team
Purpose
Gather information
for Project Initiation
Plan
All
Communicate plans
stakeholders and stakeholder
roles/responsibilities.
Encourage
communication
among
stakeholders.
All
Update stakeholders
stakeholders on progress of the
project.
Entire project To review detailed
team.
plans (tasks,
assignments, issues,
and action items).
Project
Identify improvement
manager,
plans, lessons
key
learned, what
stakeholders, worked and what
and
could have gone
sponsor(s).
better. Review
accomplishments.
Location to house
ALL project
status reports,
team
meeting minutes,
members
project description,
and others
and Project Initiation
as
Plan.
designated
by the
Project
Sponsor and
Project
Manager
FABIT,
Inform, gather
ITMC,
information about
Identity
impacts
Management
Developers
Group,
CCD’s, PS
Directors,
COG
CPMM Project Initiation Plan
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When/Frequency Type/Method(s)
July 2006 with
Meeting
additional as
needed
Once, October
Meeting
Monthly
Distribute electronically
Weekly
Meeting Minutes
March
Post-project Review Document
Update monthly
with status
reports;
otherwise, as
necessary.
http://identity.cit.cornell.edu/projects/index.html
As scheduled
with each chair
PowerPoint presentation with
question & answer at end
Appendix 2-1
Cornell Project Management Methodology (CPMM)
What
Announcement
to campus
service
owners,
developers
Who/Target
net-admin-l,
web
developers
list, directory
developers
list, it
security (?)
CPMM Project Initiation Plan
Purpose
Instruct application
developers and
service owners to
make sure
applications are
properly configured
to prevent
unintended access
(no allow valid user
without internal
authorization)
16
When/Frequency Type/Method(s)
Email
As soon as
schedule is
known and
confirmed, one
month prior to
mailing and
again when
alumni begin
activating NetIDs
Appendix 2-1
Cornell Project Management Methodology (CPMM)
Project Governance and Resourcing
Project Governance
Define the management organization for this project, A sample is provided below. Include Actual
Names
Figure 5: Governance Model
CPMM Project Initiation Plan
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Project Resourcing
Define the make-up of the project resources as currently understood. Include those specific
individuals that have been identified and also show those that need ‘To Be Determined’ (TBD).
Table 2: Resources
Project Role
#
Req’d
1
Who (if known)
% Time
or TBD
Andrea Beesing 25%
Identity
Management
Developer
Data Administrator
1
Bill Turner
25%
1
1%
Functional Project
Liaison
Functional Project
Liaison
Customer Expert
1
Butch
Labrecque
Tillie Garnett
Project Manager
IS Developer – Java
and/or Coldfusion
Production
Controller
Training and
Documentation
Specialist
Technical Writer
Contact Center
Consultant
1
10%
10%
1
Susan
Luckhurst
Greg Kimbell
Tilly Garnett
Chris Brown
1
TBD
10%
1
Candice Dias
5%
1
TBD
4%
1
JP Brannan
5%
2
5%
5%
15%
Dates Needed
(Date Range)
7/25/06 –
3/31/07
7/25/06 –
3/31/07
Name of
Manager
Steve Schuster
10/2/06 –
3/31/07
7/25/06 –
3/31/07
7/25/06 –
3/31/07
7/25/06 –
3/31/07
8/1/06 –
1/19/07
1/2/07 –
3/31/07
9/20/06 12/15/06
Dave Koehler
12/18/06 –
1/31/07
10/9/06 –
3/31/07
Sebastian
Carello
Michael
Swenson
Andrea Beesing
Greg Kimbell
Rick Banks
Steve Lutter
Mariann
Carpenter
Sebastian
Carello
Resourcing Comments, Constraints, and/or Issues: The Identity Management team continues to
experience difficulty filling an open position. An extended vacancy may require re-prioritization of
projects. To that end, we should reassess project priorities based on the work being done by the
senior management team in CIT.
Management Approaches
The Cornell Project Management Methodology (CPMM) will be applied as the project management
approach to implementing this project, specifically, planning, tracking, reporting, and closing out the
project. The following sections define the standard approaches. Please describe any exceptions, and
explain the reasons for them.
Issues Management
Critical to the success of a project is to manage issues that surface from the very beginning of a
project. It is important that all key stakeholders participate in resolution of issues that might affect the
Triple Constraints (Scope, Schedule, and Budget) and resulting quality.
CPMM Project Initiation Plan
18
Appendix 2-1
Cornell Project Management Methodology (CPMM)
The following issues management procedures will be used:
An issue is registered in the CPMM Issues Log.
When the issue has been registered, the issue owner initiates a planning process to develop an action
plan to resolve the issue. The action plan identifies the expected resolution date.
The project manager and the project team will review issues at project meetings to ensure that action
is being taken. Other key stakeholders will review open issues as needed.
When an issue is resolved, merged with another issue, or withdrawn, the issue log is updated.
When an issue is closed the resolution is logged and it is moved to a closed status.
Change Management
Change is expected to occur during the life of any project, but that change must be managed if the
project is to succeed.
The following change management procedures will be used when a change occurs:
Complete a Change Order (Internal) [Template: CPMM Change Order (Internal)] and log the change
requests in the [Template: CPMM Change Log]. Complete the Impact Analysis Statement of the
change. Submit the CPMM Change Order (Internal) to the appropriate people for authorization
The Project Manager will track the CPMM Change Order (Internal) and log the status in the
CPMM Request for Change Log: Proposed, Authorized, Denied, Deferred
The project manager reports on the status of the Change Orders in the CPMM Project Status Report.
The above change management process covers managing changes that are internal to Cornell. If the
project you are managing will involve changes to Purchase Orders or contracts with outside Vendors,
the please follow standard University Policy.
Risk Management
Risk planning is the process of deciding how to approach and plan the risk management activities for
a project.
Risks will be managed as follows:
During Initiation, stakeholders will be informed of the risk management process and its benefits. Broad
risk areas will be defined in the Project Initiation plan.
During Project Planning (Detail Level), a more detailed risk plan will be developed, including the
identification and assessment of risks and the planning of strategies to minimize or avoid the risks.
[Template: CPMM Risk Management Plan]
Throughout the remaining phases of the project, the risk plan will be monitored on a regular basis,
reported on at regular intervals in the CPMM Status Report, and updated as required.
When the project is complete, the risks and strategies will be analyzed to evaluate the success of the
risk management plan.
Gathering Customer Requirements Approach
A key component to delivering projects on-time and on-budget is doing a great job of defining the
requirements and understanding the approach. Requirements can be gathered in many ways. Some
projects cannot start before all requirements are known, while other projects will have a more iterative
approach to gathering requirements.
CPMM Project Initiation Plan
19
Appendix 2-1
Cornell Project Management Methodology (CPMM)
CIT staff will meet with stakeholders to gather requirements and document in standard format now
being used within the Identity Management team.
Reporting
Each team determines who should receive their status reports and attend status review meetings,
based on the stakeholder table.
Status reports will be distributed monthly
[Template: CPMM Project Status Report]
CPMM Project Initiation Plan
20
Appendix 2-1
Cornell Project Management Methodology (CPMM)
Risk Plan
The following table should include the broad risk areas that have been identified, and the
accompanying strategies that will be put in place to control them. The rating should include a
probability of the risk occurring and the severity of the impact of the risk to the project should it occur.
This will provide an overall Risk rating. (You can use H=High, M=Medium, L=Low or a numerical
rating if you prefer). A sample Risk is included below (please delete the sample row before starting).
Table 15: High Level Risk Plan
Risk Factor
Impact on Project
Prob Sev Risk
Risk Plan (Strategy)
Resp.
In Place
HML HML Rating
By
HML
A key technical Inability to
M
H
MH
Identify alternate
Project 10/11/06
resource may maintain schedule
resource for tasks in the Manager
not be
critical path in advance
available for
where possible.
various
Carefully prioritize
reasons
production issues
(illness,
based on severity of
departure for
customer impact. Build
another job,
extra time into plan for
unexpected
completion of tasks
production
where possible, set
issues or
date for go-no go
higher priority
decision.
assignments)
Project 12/22/06
M
LM
Quality checkpoints
Mishandling of Success of project L
Manager
should be established
mailing and/or will be in jeopardy
throughout the project;
communication
work with Contact
could result in
Center and/or Alumni
loss of good
Affairs on contingency
will among
plan for additional staff
alumni,
to answer queries
unmanageable
should problems result
volume of calls
in unexpectedly high
volume of calls
Proposed
No impact on
L
L
LL
Decide on a
Project 12/1/06
solution sets a current project but
governance structure to Manager
precedent for the current project
be used in the future to
using NetIDs
provides strong
help decide when to
for more
motivation for
issue NetIDs to groups
"external"
of users who don't
groups of
currently qualify for
individuals.
them.
The length of
the NetID
increases and
it becomes
less user
friendly
CPMM Project Initiation Plan
21
Appendix 2-1
Cornell Project Management Methodology (CPMM)
Signatures
The Sponsor should indicate approval or rejection of the CPMM Project Initiation Plan by checking the
Approve or Reject box. If the Sponsor is rejecting the Project Initiation Plan, he/she must indicate
the reason in the comments field.
The Sponsor indicates final acceptance of the CPMM Project Initiation Plan (including securing
individual resources) by providing his/her signature in the Project Sponsor Signature box and the
approval date in the Date box.
Executive Sponsors
Name
Action
Comments
Polley
McClure
Approve:
Reject:
Charles
Phlegar
Approve:
Reject:
Signature
Date
Signature
Date
Project Directors and/or Sponsors
Name
Action
Comments
Rick Banks
Approve:
Reject:
Steve
Schuster
Approve:
Reject:
Approvers
Agreement to Secure Required Resources
The Approver is the person(s) or group that has the authority to commit resources for this project.
He/she indicates his/her agreement to provide required resources for the Project by providing his/her
Approver Signature and the approval Date.
Name
Action
Comments
David Yeh
Approve:
Reject:
Lyman
Flahive
Approve:
Reject:
David
Koehler
Approve:
Reject:
Jim Lombardi
Approve:
Reject:
CPMM Project Initiation Plan
Signature
22
Date
Appendix 2-1
Cornell Project Management Methodology (CPMM)
Rick
MacDonald
Approve:
Reject:
Mark Mara
Approve:
Reject:
CPMM Project Initiation Plan
23
Appendix 2-1