MOTOR VEHICLE DIVISION (MVD)
IRP/IFTA SYSTEM
P R OJ EC T CHA R TER FOR C ER T IFIC A TION
EXECUTIVE SPONSOR – MARK WILLIAMS, MVD DIRECTOR
BUSINESS OWNER – VICKIE EVANS, MVD BUREAU CHIEF
PROJECT MANAGER – JAN CHRISTINE, PMP
ORIGINAL PLAN DATE: OCTOBER 23, 2012
REVISION DATE:
REVISION: 1.0
TABLE OF CONTENTS
ABOUT THIS PROJECT CHARTER DOCUMENT ..................................................... ERROR! BOOKMARK NOT DEFINED.
TABLE OF CONTENTS............................................................................................................................................... I
1. PROJECT BACKGROUND ..................................................................................................................................... 1
1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT ......................................................................................................1
1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT ............................................................2
1.3 PROJECT CERTIFICATION REQUIREMENTS ......................................................................................................................2
2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS...................................................................................................... 2
2.1 AGENCY JUSTIFICATION .............................................................................................................................................2
2.2 BUSINESS OBJECTIVES ...............................................................................................................................................3
2.3 TECHNICAL OBJECTIVES .............................................................................................................................................3
2.4 IMPACT ON ORGANIZATION........................................................................................................................................4
2.5 TRANSITION TO OPERATIONS ......................................................................................................................................4
3.0 PROJECT/PRODUCT SCOPE OF WORK .............................................................................................................. 5
3.1 DELIVERABLES .........................................................................................................................................................5
3.1.1 Project Deliverables .....................................................................................................................................5
3.1.2 Product Deliverables ...................................................................................................................................7
3.2 SUCCESS AND QUALITY METRICS ............................................................................................................................8
4.0 SCHEDULE ESTIMATE ....................................................................................................................................... 8
5.0 BUDGET ESTIMATE ........................................................................................................................................... 8
5.1 FUNDING SOURCE(S) ................................................................................................................................................8
5.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE - ................................................................................................8
5.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE ....................................................................................................9
6.0 PROJECT AUTHORITY AND ORGANIZATIONAL STRUCTURE .............................................................................. 9
6.1 STAKEHOLDERS ...................................................................................................................................................9
6.2 PROJECT GOVERNANCE PLAN .............................................................................................................................9
6.3 PROJECT MANAGER...........................................................................................................................................10
6.3.1 PROJECT MANAGER CONTACT INFORMATION .........................................................................................10
6.3.2 PROJECT MANAGER BACKGROUND .........................................................................................................10
6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES ..................................................................................................10
6.5 PROJECT MANAGEMENT METHODOLOGY ...................................................................................................................11
7.0 CONSTRAINTS ................................................................................................................................................ 11
8.0 DEPENDENCIES............................................................................................................................................... 11
9.0 ASSUMPTIONS ............................................................................................................................................... 12
10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY ......................................................................................... 12
11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING ................................................................................. 13
12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V ............................................................................... 13
13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES................................................................................... 15
14.0 PROJECT CHARTER CERTIFICATION APPROVAL SIGNATURE ......................................................................... 15
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REVISION HISTORY
REVISION NUMBER
DATE
COMMENT
1.0
October 23, 2012
Mac Lewis
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PROJECT CHARTER [PROJECT NAME]
1
1. PROJECT BACKGROUND
1.1 EXECUTIVE SUMMARY -RATIONALE FOR THE PROJECT
The Commercial Vehicles Bureau (CVB) of the Motor Vehicle Division (MVD) of TRD
administers interstate Motor Carrier registration and tax transactions under the International
Registration Plan (IRP) and the International Fuel Tax Agreement (IFTA).
The Agency’s current IRP/IFTA systems were acquired from, and are currently maintained by
ACS/Xerox on a fully hosted, sole-source contract basis. The current ACS/Xerox contract, with
all available contract extensions, will expire on June 30, 2013. The monthly cost of the current
ACS/Xerox contract is approximately $35,000.
Because there are a number of vendors in what is now a competitive marketplace for Motor
Carrier systems, including IRP and IFTA, the Agency has pursued a competitive bid RFP
procurement process (RFP#20-333-00-11763) to identify and contract for the IRP/IFTA system
solution that meets the Agency’s needs and offers the best value for the Agency.
The proposed system must allow for the base jurisdiction or authorized third parties to license,
calculate, bill, and record payment of fees for all member IRP and IFTA jurisdictions in which
the applicant’s fleet operates. The registering jurisdiction then disburses the collected fees to the
other jurisdictions along with a control document called a ‘transmittal’ and a summary
document, which shows how the fees were calculated for each registrant (recap). The system
must be able to handle fee processing accurately and in a timely manner. The proposed system
must be able to license and process reporting documents for NM TRD.
Working with Arizona State University’s Performance Based Studies Research Group
(PBSRG), the Agency has completed the initial selection and clarification phases of a
Performance Information Procurement System (PIPS) Best Value RFP process.
In the initial selection process the RFP Evaluation Committee was able to confirm the expert
qualifications of all three offerors to provide IRP and IFTA system installation and maintenance
services. After factoring in the offerors’ cost proposals, the committee recommended the
tentative selection of Fast Enterprises LLC and initiation of the PIPS Best Value pre-award
clarification phase.
The clarification phase included telephone interviews with references for Fast and its Project
Manager; additional documentation by Fast of assumptions, risks and risk mitigation strategies
and a detailed project schedule; and a thorough demonstration of the Fast IRP/IFTA systems to
the subject matter experts (SMEs) of MVD’s Commercial Vehicle Vehicles Bureau (CVB).
Fast was prepared to offer the IRP and IFTA modules on a stand-alone basis. However, it
quickly became clear that integration of the IRP and IFTA modules into the Agency’s current
instance of GenTax, as it is upgraded to GenTax Version 9, offers significant advantages. In
particular several features of TRD’s GenTax system will be available for use with IRP and IFTA
at no additional cost, but would only have come with significant additional cost if the IRP and
IFTA modules were implemented on a stand-alone basis. In addition, the Commercial Vehicles
Bureau already uses the GenTax Weight Distance Tax (WDT) program, and sees real advantage
in having the three programs (WDT, IRP and IFTA) in the same package.
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PROJECT CHARTER [PROJECT NAME]
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We are now prepared to recommend that TRD-MVD contract with Fast Enterprises LLC to
implement Fast’s IRP and IFTA system modules in conjunction with TRD’s GenTax Upgrade to
Version 9 Project.
1.2 SUMMARY OF THE FOUNDATION PLANNING AND DOCUMENTATION FOR THE PROJECT
1.3 PROJECT CERTIFICATION REQUIREMENTS
Does the project fit into the criteria for certification? Which and how?
CRITERIA
YES/NO
Project is mission critical to the agency
Yes
Project cost is equal to or in excess of
$100,000.00
Yes
Project impacts customer on-line access
Yes
Project is one deemed appropriate by the
Secretary of the DoIT
Yes
Will an IT Architecture Review be required?
?
EXPLANATION
It is hoped that the
architecture review
already completed for
the GenTax Upgrade
Project will be
sufficient.
2.0 JUSTIFICATION, OBJECTIVES AND IMPACTS
The justification and objectives section relates the project to the purpose of the lead agency and
describes the high level business and technical objectives for the project. The section also
includes a high level review of the impact to the organization, and of the concerns for transition
to operations.
2.1 AGENCY JUSTIFICATION
IDENTIFY AGENCY MISSION, PERFORMANCE MEASURE OR STRATEGIC GOALS TO BE
ADDRESSED THROUGH THIS PROJECT
NUMBER
DESCRIPTION
From the TRD Strategic Plan for FY13-14, Objectives and Strategies:
Objective 2.1
Establish excellent customer service as a core value of MVD.
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PROJECT CHARTER [PROJECT NAME]
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DESCRIPTION
Strategy 5) Make motor vehicle services easier, faster and better for
the public. (In this case for Motor Carriers who report to and
interface with the Commercial Vehicles Bureau.)
Objective 2.3
Improve communications with MVD customers. (The Fast IRP and
IFTA systems will be much more user-friendly than the current
ACS/Xerox systems.)
Objective 3.1
Implement processes to deliver technology services that are
accessible, responsive, scalable and accurate
Strategies: 4) Update document and data retention to current
technology; 5) Evaluate technology and process for cost savings and
time efficiency
Objective 3.2
Deliver planned system projects that will improve the Department to
meet other goals and objectives
Strategies: 1) Implement (IRP/IFTA modules as part of Version 9)
GenTax upgrade
Objective 4.1
Expand and improve tax services and guidance based on greater
simplicity, clarity, and transparency
Strategies: 7) Reduce taxpayer complaints regarding the filing of
returns by 10%; 8) Ensure a consistent application of tax policy
2.2 BUSINESS OBJECTIVES
USE THE FOLLOWING TABLE TO LIST MEASURABLE BUSINESS OBJECTIVES
NUMBER
DESCRIPTION
Business Objective 1
Facilitate ease of administration by the Commercial Vehicles Bureau
(CVB) and registration, reporting and tax payments by the motor
carriers, resulting in measurable decrease in late and incomplete
filings and payments.
2.3 TECHNICAL OBJECTIVES
NUMBER
DESCRIPTION
Technical Objective 1
Provide web-based administration, while maximizing efficiency, by
adding IRP and IFTA administration functionality to GenTax, which
the CVB already uses to administer the weight distance tax (WDT).
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PROJECT CHARTER [PROJECT NAME]
2.4 IMPACT ON ORGANIZATION
The impacts on the organization are areas that need to be addressed by the project through its
planning process. They may not be internal project risks, but they can impact the success of the
project’s implementation.
AREA
DESCRIPTION
End user
The Commercial Vehicles Bureau and its end-user customers, the
motor carriers, will have to learn a new system. On the other hand
the new GenTax IRP and IFTA systems are far more user-friendly
than CVB’s existing IRP/IFTA system.
Business Processes
Reduced paper processing and greater web-based on line capability
will facilitate all of the IRP and IFTA processes and business flows.
IT Operations and
staffing
The addition of the IRP and IFTA modules to GenTax system is
expected to have minimal impact on IT resources and staffing.
Other
2.5 TRANSITION TO OPERATIONS
The transition to operations areas include items that are asked in the certification form to assure
that the project has accounted or will account for these matters in its planning and requirements
specifications.
AREA
DESCRIPTION
Preliminary Operations
location and staffing
plans
Implementation operations will be based in the Montoya Building.
MVD and ITD will provide space and support for four Fast staff
people and two MVS (CVB) subject matter experts (SMEs) during
implementation.
Data Security, Business
Continuity
Data security and business continuity will be incorporated and integrated
into the current and upgraded GenTax systems.
Maintenance Strategy
Maintenance will be by Fast based on a fixed price annual
maintenance contract in years 2-4 (or years 2-8 with renewal at the
Agency’s option).
Interoperability
Related systems with which the Agency’s new IRP/IFTA system
must integrate and interface include IFTA/IRP Clearinghouses, New
Mexico Web-file System, Performance Registration Information
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PROJECT CHARTER [PROJECT NAME]
AREA
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DESCRIPTION
System Management (PRISM), Commercial Vehicle Information
Exchange Window (CVIEW), the Agency’s other tax, financial and
document management systems, and the Agency’s existing and
future replacement Motor Vehicle Division systems.
Record retention will be consistent with other records in TRD’s GenTax
system.
Record retention
Consolidation strategy
3.0 PROJECT/PRODUCT SCOPE OF WORK
In its efforts to move from the high level business objectives to the desired end product/service
the project team will need to deliver specific documents or work products. The State of New
Mexico Project Management Methodology distinguishes between the project and the product.
Project Deliverables relate to how we conduct the business of the project. Product Deliverables
relate to how we define what the end result or product will be, and trace our stakeholder
requirements through to product acceptance, and trace our end product features and attributes
back to our initial requirements
3.1 DELIVERABLES
3.1.1 PROJECT DELIVERABLES
This initial list of project deliverables are those called for by the IT Certification Process and
Project Oversight memorandum, but does not exhaust the project deliverable documents
Project Charter
The Project Charter for Certification sets the overall scope
for the project, the governance structure, and when signed is
considered permission to proceed with the project. The
Project Charter for Certification is used to provide the
Project Certification Committee with adequate knowledge
of the project and its planning to certify the initiation phase
of the project
Certification Form
The Request for Certification and Release of Funds form is
submitted when a project goes for any of the certification
phases. It deals with the financial aspects of the project, as
well as other topics that indicate the level of planning that
has gone into the project. Many of the questions have been
incorporated into the preparation of the project charter
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PROJECT CHARTER [PROJECT NAME]
Project Management Plan
6
. “Project management plan” is a formal document approved by
the executive sponsor and the Department and developed in the
plan phase used to manage project execution, control, and project
close. The primary uses of the project plan are to document
planning assumptions and decisions, facilitate communication
among stakeholders, and documents approved scope, cost and
schedule baselines. A project plan includes at least other plans
for issue escalation, change control, communications, deliverable
review and acceptance, staff acquisition, and risk management.
plan.”
IV&V Contract & Reports
IT Service Contracts
Risk Assessment and
management
“Independent verification and validation (IV&V)” means the
process of evaluating a project to determine compliance with
specified requirements and the process of determining whether
the products of a given development phase fulfill the
requirements established during the previous stage, both of which
are performed by an organization independent of the lead agency.
Independent verification and validation assessment reporting.
The Department requires all projects subject to oversight to
engage an independent verification and validation contractor
unless waived by the Department.
The Department of Information Technology and the State
Purchasing Division of General Services have established a
template for all IT related contracts.
The DoIT
Initial PROJECT RISK ASSESSMENT
template which is meant to fulfill the following
requirement:
“Prepare a written risk assessment report at the inception of
a project and at end of each product development lifecycle
phase or more frequently for large high-risk projects. Each
risk assessment shall be included as a project activity in
project schedule.” Project Oversight Process memorandum
Project Schedule
A tool used to indicate the planned dates, dependencies, and
assigned resources for performing activities and for meeting
milestones. The defacto standard is Microsoft Project
Monthly Project Status
Reports to DoIT
Project status reports. For all projects that require Department
oversight, the lead agency project manager shall submit an
agency approved project status report on a monthly basis to the
Department.
Project Closeout Report
This is the Template used to request that the project be
officially closed. Note that project closure is the last phase
of the certification process
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3.1.2 PRODUCT DELIVERABLES
The product deliverable documents listed here are only used for illustration purposes
Requirements Documents
Description - Documentation will be determined with the
contractor during contract negotiations. Where possible
standard DoIT document formats will be required, or a
waiver obtained from the ESC or TRD PMs.
Design Documents


Systems Specifications

A comprehensive set of user, system, and management
documentation.
Both online, or otherwise electronic, and hard-copy
documentation libraries.
The online user documentation must describe the
components, functions, and operations of the proposed
solution.

Operations descriptions must include a list and description of
all error conditions, as well as the associated error message
displayed and the action required of the operator.

As part of the maintenance services, the Contractor must
maintain and update online documentation throughout the
life of the proposed system and must reflect hardware/software version updates and modifications.
Systems Architecture
System architecture will consist of the GenTax system
architecture with the addition of the IRP and IFTA modules.
System and Acceptance
Testing
A Test Plan will be provided by the Fast Enterprises LLC
(Fast). Fast will also create and execute System Test
Scenarios and Test Scripts.
User Acceptance Test (UAT) Scenarios and Test Scripts
will be created and executed by TRD personnel with UAT
support supplied by Fast.
Operations requirements
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The online user documentation will describe the
components, functions, and operations of the proposed
solution. Operations descriptions will include a list and
description of all error conditions, as well as the associated
error message displayed and the action required of the
operator.
PROJECT CHARTER [PROJECT NAME]
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3.2 SUCCESS AND QUALITY METRICS
Metric are key to understanding the ability of the project to meet the end goals of the Executive
Sponsor and the Business Owner, as well as the ability of the project team to stay within
schedule and budget.
NUMBER
DESCRIPTION
Quality Metrics 1
Ability of the IRP and IFTA systems to easily manage all of the
functions currently available and used with the Xerox/ACS system.
Quality Metrics 2
Ability of the IRP and IFTA systems to easily manage all of the
functions required by the RFP or otherwise offered by Fast in its
proposal.
4.0 SCHEDULE ESTIMATE
Implementation is expected to begin on or about November 26, 2013 and to be completed by
June 30, 2013 (the end date of the current IRP/IFTA contract with Xerox/ACS).
5.0 BUDGET ESTIMATE
Within the Project Charter budgets for the project can only be estimated. Original budgets
requested in appropriations or within agency budgets are probably not the numbers being
worked with at project time. Funding sources are asked for to help evaluate the realism of
project objectives against funding, and the allocation of budget estimates against project
deliverables.
Please remember to include agency staff time including project managers as costs.
5.1 FUNDING SOURCE(S)
SOURCE
AMOUNT
66-2-7.2. Royalties
$420,000
ASSOCIATED
RESTRICTIONS
66-6-23.5H
5.2. BUDGET BY MAJOR DELIVERABLE OR TYPE OF EXPENSE ITEM
COST ESTIMATE
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PROJECT CHARTER [PROJECT NAME]
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ITEM
COST ESTIMATE
.
FY13, DRIVE MVD
$420,000
Implementation
FY14-16 (and
optionally FY17-20,
MVD Operating
Budget
$420,000 per year
Annual Maintenance
5.3 BUDGET BY PROJECT PHASE OR CERTIFICATION PHASE
6.0 PROJECT AUTHORITY AND ORGANIZATIONAL
STRUCTURE
6.1 STAKEHOLDERS
Stakeholders should be a mix of agency management and end users who are impacted positively
or negatively by the project.
NAME
STAKE IN PROJECT
ORGANIZATION
Demesia Padilla
Project is for one of the
TRD Divisions
TRD
Cabinet Secretary,
TRD
John Monforte
Project is for one of the
TRD Divisions
TRD
Deputy Secretary
Mark Williams
Executive Sponsor
MVD
Director of MVD
Greg Saunders
Responsible for any
required ITD staff support
Vickie Evans
Business Owner
ITD
MVD
TITLE
TRD CIO
Transportation
Chief
6.2 PROJECT GOVERNANCE PLAN
A diagram of the organization structure including steering committee members, project manager
and technical/business teams would be helpful.
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PROJECT CHARTER [PROJECT NAME]
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GenTax
Executive Steering
Committee
DRIVE MVD Executive
Steering Committee
PMO
FAST PM
MVD PM
ITD PM
FAST Team
ITD
(1) FTE
MVD Team
The IFTA\IRP governance reflects the fact that the module will be installed into the existing
GenTax\FAST infrastructure, but will be funded by the DRIVE MVD project, and configured to
meet the needs of a Bureau of Motor Vehicle Division, the Commercial Vehicles Bureau.
Therefore, the PMO will answer to the Driver MVD Executive Steering Committee, and only
indirectly report to the GenTax ESC.
6.3 PROJECT MANAGER
6.3.1 PROJECT MANAGER CONTACT INFORMATION
NAME
ORGANIZATION PHONE #(S)
Jan Christine, PMP
ITD
cell: 505-690-2641 Jan.Christine@state.nm.us
desk: 505-476-1793
6.3.2 PROJECT MANAGER BACKGROUND
6.4 PROJECT TEAM ROLES AND RESPONSIBILITIES
ROLE
RESPONSIBILITY
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EMAIL
PROJECT CHARTER [PROJECT NAME]
ROLE
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RESPONSIBILITY
6.5 PROJECT MANAGEMENT METHODOLOGY
The Department of Information Technology certification process is built around a series of
certification gates: Initiation, Planning, Implementation and Closeout. Each of these
phases/gates has a set of expected documents associated with it. The gates and the associated
documents make up the certification methodology.
For some projects such a framework might be sufficient, where for some projects the solution
development life cycle (SDLC) with plan, define, design, build, close might be more
appropriate.
Put most simply how is the project to be structured into a methodology or framework and where
do the project and product deliverables fit into this roadmap?
7.0 CONSTRAINTS
NUMBER
DESCRIPTION
1.0
MVD budget
2.0
Availability of TRD MVD and ITD personnel to support the project
8.0 DEPENDENCIES
Types include the following and should be associated with each dependency listed.



Mandatory dependencies are dependencies that are inherent to the work being done.
D- Discretionary dependencies are dependencies defined by the project management team. This may also
encompass particular approaches because a specific sequence of activities is preferred, but not mandatory
in the project life cycle.
E-External dependencies are dependencies that involve a relationship between project activities and nonproject activities such as purchasing/procurement
NUMBER DESCRIPTION
D 1.0
Current/historic IRP/IFTA data must be available as needed
from the current contractor (Xerox/ACS).
D 2.0
MVD Commercial Vehicles Bureau staff must be available as
required for project support and testing.
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TYPE M,D,E
M, E
M
PROJECT CHARTER [PROJECT NAME]
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9.0 ASSUMPTIONS
NUMBER
DESCRIPTION
A 1.0
MVD IRP/IFTA budget will not exceed direct-to-contractor costs of
$420,000 for implementation and $420,000 per year for maintenance in
years 2-8, plus some cost sharing (with TRD-ITD) for Gentax v.9 Upgrade
support.
A 2.0
Project implementation will be complete with systems live by June 30,
2013.
10.0 SIGNIFICANT RISKS AND MITIGATION STRATEGY
Risk 1
Description –
Liabilities – All prior IRP
supplements MUST be
paid, before any new
supplements can be
processed with
supervisor/manager
override if necessary.
Probability - Low
Impact - High
Mitigation Strategy: We will be converting balances from a
legacy system and will know if there are outstanding supplement
balances. The new system easily recognizes the balance and can
prevent new supplements (with supervisor/manager override).
Contingency Plan: If for some reason we did not convert
balances, an Indicator can be added to the IRP account to flag
existence of a prior balance. Such an indicator can also stop a
new supplement (with supervisor/manager override).
Risk 2
Description –
Infrastructure or equipment
failure at data center
Probability - Low
Mitigation Strategy: GenTax is architected with multiple failover
points that provide a series of redundancies. The system’s
architecture is also capable of replicating data to an off-site data
center in the case of a disaster or destruction of the primary site.
The (existing) TRD disaster recovery plan specifies the steps and
triggers for enabling this technology.
Contingency Plan:
Risk 3
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Impact - High
PROJECT CHARTER [PROJECT NAME]
Description –
Data to be converted not
available at the initiation of
the project.
Probability - Medium
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Impact - High
Mitigation Strategy: The State has a relationship with the current
vendor as well as other, unrelated contracts which are likely to
motivate the current vendor to perform well. In addition, Fast
Enterprises has worked with the existing vendor to perform
extracts in other jurisdictions across the United States.
Assessing the capabilities, timeline and contractual issues will be
a top priority of the IFTA|IRP project upon initiation. Risk in
this area will require constant attention to ensure timelines are
being met and the project is not waiting for converted data to
continue.
Contingency Plan:
Risk 4
Description –
Quality of Converted Data
Probability - Medium
Impact - High
Mitigation Strategy: The GenTax Implementation Methodology
specifies that users will be dedicated to confirming the quality of
converted data before it is put to productive use. These practice,
or “mock” conversions occur several times during the project as
refinements are made and additional data become available.
During the mock conversion, the user directly compares data in
the legacy system to that converted into GenTax. Discrepancies
are recorded and resolved.
In addition, the GenTax testing methodology encourages use of
both “new” and converted data for system and end-to-end testing
phases. When actual converted data is used within the new
system, additional quality issues are uncovered and can be
addressed before the final conversion occurs.
Contingency Plan:
11.0 COMMUNICATION PLAN FOR EXECUTIVE REPORTING
12.0 INDEPENDENT VERIFICATION AND VALIDATION - IV&V
IV&V focus depends upon the type of project, with various emphases on project and product
deliverables.
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The following check list is based on Exhibit A of the OCIO IV&V Contract Template, and the
Information technology template. . It is included here to provide a high level of the type of
IV&V accountability the project envisions:
Project/Product Area
Project Management
Quality Management
Training
Requirements Management
Operating Environment
Development Environment
Software Development
System and Acceptance Testing
Data Management
Operations Oversight
Business Process Impact
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Include
–
Yes/No
PROJECT CHARTER [PROJECT NAME]
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13.0 PROJECT CHARTER AGENCY APPROVAL SIGNATURES
SIGNATURE
DATE
EXECUTIVE SPONSOR
BUSINESS OWNER
PROJECT MANAGER
14.0 PROJECT CHARTER CERTIFICATION APPROVAL
SIGNATURE
SIGNATURE
DOIT / PCC APPROVAL
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DATE