Erp Project Charter 1

DRAFT AND CONFIDENTIAL
City University of New York (CUNY)

ERP Project Charter
July 10 , 2007
Document Control
Change Record
Date Author Version Change Reference

11/15/06 ERP Project 0.1 Created Document
Management Team
1/4/07 CUNY ERP PMO 0.2 Incorporated Ron Spalters changes
from 1/4 meeting
1/9/07 CUNY ERP PMO 0.3 Removed track changed view,
increased font size per Ron Spalter
1/18/07 CUNY ERP PMO 0.4 Incorporated Ron Spalters changes
from 1/17 meeting, placed phasing
references to yellow as a possible
change and placeholder
1/29/07 CUNY ERP PMO 0.5 Incorporated Ron Spalters edits of
1/24 and Exeter recommendations.
2/5/07 CUNY ERP PMO 0.6 Added Guiding Principles and
Executive Committee Changes
6/1/07 Gartner QA Team 0.7 Updates to:
Chosen software and
implementation partner
Project organization chart
Descriptions of liaison groups
Linkage of business drivers to
CUNY goals
Updates to scope description
Change management
expectations and targets
6/5/07 Exeter PM Team 0.8 Updates to:
Overall document formatting
and language
Open Issues section
Closed Issues section
6/14/07 CUNY ERP PMO 0.9 P 13
7/10/07 CUNY ERP PMO 0.10 Feedback from D. Mitchell
10/22/08 CUNY ERP PMO 0.11 M.Bianco updated CUNY org
chart
DRAFT AND CONFIDENTIAL i

Approvers
Review Reviewer Name Position Approval Date:

Date
DRAFT AND CONFIDENTIAL ii

Document Control (continued)
Distribution
Version Name
0.1 Suman Taneja
0.2 Ron Spalter, Suman Taneja, Brian Cohen, Blackboard Interim Project
Site, Anthony Barnes
0.3 Ron Spalter, Brian Cohen, Suman Taneja, Blackboard Interim Project
Site, Anthony Barnes, Matt Lorenz
0.4 Ron Spalter, Brian Cohen, Suman Taneja, Blackboard Interim Project
Site, Anthony Barnes, Matt Lorenz
0.5 Matt Lorenz
0.6 Ron Spalter, Brian Cohen, Suman Taneja, Mara Bianco, Pooja Ahuja,
Steven Kaplan
0.7 Mara Bianco, Steven Kaplan, Pooja Ahuja, Linda Shatzer
0.9 Ron Spalter, Brian Cohen, Suman Taneja
0.10 Ron Spalter, Brian Cohen, Suman Taneja
DRAFT AND CONFIDENTIAL iii

Table of Contents
1 PROJECT CHARTER ADMINISTRATION ........................................................................ 6

1.1 Purpose .................................................................................................................................... 6
1.2 Approval and Acceptance ..................................................................................................... 6
1.3 Document Change Management ......................................................................................... 7
2 PROJECT IDENTIFICATION ............................................................................................. 8

2.1 Project Background................................................................................................................ 8
2.2 Project Initiation ..................................................................................................................... 8
2.3 Project Vision.......................................................................................................................... 9
2.4 Project Overview .................................................................................................................... 9
2.5 Project Scope ........................................................................................................................10
2.6 Product Description ............................................................................................................11
2.7 Business Drivers ...................................................................................................................11
2.8 Technology Drivers .............................................................................................................12
2.9 Project Goals .........................................................................................................................13
2.10 Guiding Principles ................................................................................................................14
2.11 Critical Success Factors .......................................................................................................14
2.12 Organizational Change Management ................................................................................15
2.13 Project Assumptions, Constraints and Risks ...................................................................15
3 PROJECT GOVERNANCE .............................................................................................. 17

3.1 ERP Executive Governance Model ..................................................................................17
3.2 ERP Governance Roles and Responsibilities ..................................................................20
3.2.1 University Governance Team ...................................................................................20
3.2.2 Executive Sponsor ...................................................................................................21
3.2.3 Project Leaders.........................................................................................................21
3.2.4 ERP Steering Committee (including Process Owners)...............................................21
3.2.5 CUNY Project Director ..........................................................................................22
3.2.6 Project Management Team .......................................................................................23
3.2.7 Councils ...................................................................................................................23
3.2.8 Project Monitoring and Quality Assurance Partners ................................................23
3.2.9 Campus Liaisons and Campus Project Executives ...................................................24
3.2.10 College Presidents .....................................................................................................24
4 PROJECT STRUCTURE AND SCHEDULE .................................................................... 26

4.1 Project Structure / Organization .......................................................................................26
4.2 Project Schedule ...................................................................................................................30
DRAFT AND CONFIDENTIAL iv

5 APPENDIX A: OPEN ISSUES ......................................................................................... 32
6 APPENDIX B: CLOSED ISSUES ..................................................................................... 33
DRAFT AND CONFIDENTIAL v

1 Project Charter Administration
1.1 Purpose
The purpose of this Project Charter is to formally empower the CUNY FIRST PROJECT. The
Project Charter presents the goals, objectives, major assumptions and constraints associated with
the project. It also represents a commitment to dedicate the necessary time and resources to the
project, and formal organizational sponsorship.
1.2 Approval and Acceptance

The review and approval process for the Project Charter is as follows:
Distribution Group
Approval
University Governance
ERP Steering Committee
Team
PMO Manager
Executive Sponsor Councils
Input
ERP PM/QA
ERP Project Director
Partners
Implementation Team Campus Liaisons
Project Leaders
ERP PM/QA Partners ERP Website
Figure 1 Project Charter Approval and Distribution
Once the CUNY ERP PMO Manager has reviewed and approved this document, it will be sent to
the CUNY FIRST Project Director for approval and then to the Project Leaders for final
approval. Once approved, the Project Charter will be provided to the Distribution Group
outlined in Figure 1.
DRAFT AND CONFIDENTIAL 6

1.3 Document Change Management
All proposed changes to the Project Charter will be directed to the CUNY ERP PMO Manager.
The CUNY ERP PMO Manager will evaluate the rationale for the change, and incorporate it
within the Project Charter as necessary. The modified document will be presented to the ERP
Project Director and the Project Leaders for review and approval. All changes will be recorded
in the Change Record table included in the Document Control section of this document. All
approvals will be recorded in the Approvers table within the same section. Once approved, the
updated Project Charter will be provided to the Distribution Group outlined in Figure 1 as
necessary.

2 Project Identification
2.1 Project Background

In preparation for the CUNY FIRST PROJECT and to facilitate a smooth initiation, CUNY
began taking strategic steps from June 2001 to July 2005, such as:
Engaging the University community in a broad discussion of the future direction for
CUNYs legacy systems and reorganizing the IT organization;
Hiring resources;
Issuing a Request for Information;
Assembling a governance body that was representative of the different constituencies;
and
Beginning the cleansing of legacy data.
In July, 2005, at the direction of the Executive Vice Chancellor and Chief Operating Officer
(COO) Allan Dobrin and with the support of the ERP Steering Committee and IT Steering
Committee, Chief Information Officer (CIO) Brian Cohen and Deputy Chief Operating Officer
Ronald Spalter launched the effort to procure an integrated Enterprise Resource Planning (ERP)
solution and engage an implementation partner capable of providing a modern, technologically
advanced, and flexible platform for supporting CUNYs administrative and student services
business processing through best business practices.
The resulting CUNY FIRST PROJECT is a multi-year effort to replace CUNYs legacy systems
with a modern ERP System and improve business processes related to student administration,
financials and human resources to meet CUNYs business requirements for the foreseeable
future, representing the most significant enhancement to CUNY's administrative systems and
processes in a generation.
In December of 2006, CUNY selected Oracles PeopleSoft Enterprise suite as the software to be
implemented by the CUNY and Oracle USA, Inc. (Oracle) as implementation partner.
A project naming campaign was completed in June, 2007 . Until then the project is being
referred to as CUNY FIRST PROJECT. The CUNY FIRST PROJECT is being lead by Brian
Cohen and Ronald Spalter and is being managed by Suman Taneja, the ERP Project Director.
The CUNY FIRST PROJECT started on March 5, 2007.
2.2 Project Initiation

On December 13, 2005, CUNY issued a Request for Proposal (RFP) for an integrated suite of
software products to address its human resources, financials and student administration
requirements. The CUNY ERP RFP planning included the direct participation of more than 190
CUNY subject matter experts, and the indirect assistance and support of many others. This
collective effort resulted in the definition of more than 1,000 specific requirements and the
supporting contextual narrative, to which Oracle and SAP responded.

The requirements identified as part of the RFP development process were used as a starting point
during the first phase of the project, Phase 0. During Phase 0 Oracle worked with CUNY
subject matter experts and the CUNY Project Management Team to further refine project scope,
plan the upcoming phases including the detailed requirements gathering process and finalize the
statements of work. The project schedule provided in Section 4.2 outlines the roadmap for the
project beyond Phase 0.
2.3 Project Vision

CUNY will leverage best practices and 21st century technologies to achieve a transformation of
its administrative practices and process in order to ensure that all members of its Integrated
University community benefit from reduced barriers, increased options for service delivery,
advancement toward the goals of access and excellence, and redeployment of the savings
achieved as a result of transformation to serve the core mission of scholarship and education.
This transformation will be pursued in a manner which creates benefits for the entire CUNY
system while supporting individual CUNY colleges as they maintain their unique identities and
pursue their unique academic missions.
2.4 Project Overview

One of CUNYs strategic administrative goals is to realize the maximum value of CUNYs
resources for the benefit of CUNYs students, faculty, and staff. The foundation of the CUNY
FIRST PROJECT is the principle that the University can better serve its constituents and users
through the implementation of a new University-wide common suite of policies, processes, and
information systems which will allow University stakeholders to significantly streamline
processes and achieve greater efficiency. This project does not seek to replicate existing
business policies and processes in a new system. Rather it strives to establish a standard set of
policies and procedures based on time-proven best practices supported by a common integrated
system across all CUNY Colleges and Affiliates. It will focus on eliminating obstacles to
student success and eliminating redundant transactions, while maintaining the autonomy and
unique identity and character of each of these Colleges and Affiliates.
CUNY is challenged from a tactical perspective in achieving its goals and advancing toward the
Integrated University by its current administrative information systems, which are unable to
support the evolving nature of the University and for which the ability to provide on-going
support and maintenance is at risk. Accordingly, over the next five (5) years, CUNY plans to
implement a suite of applications to serve the following business areas:
Student Administration Admissions processing; financial aid; student registration and
records; student billing; and self-service access for prospects, applicants, students and
faculty;
Human Resources Processing and record keeping of employee work history, faculty,
adjunct, and instructor workload, salary, and benefits starting from recruitment, selection,
hiring and agency transfer through separation or retirement. The system will include

employee self-service functionality and will integrate with the City and State of New
York (City and State) payroll systems, benefit and employee systems where possible;
Financial Management General ledger, budgeting, treasury management, purchasing,
accounts payable, and fixed asset management including integration with the State and
City of New York payroll, purchasing, disbursement, and budget systems providing a
comprehensive picture of the Universitys financial operations and resources to the extent
feasible.
Reporting The ability for end users to access data and generate standard and ad hoc
reports using industry standard reporting tools.
2.5 Project Scope

The official definition of the scope of the CUNY FIRST Project is contained in the Master
Technology Agreement by and between The City University of New York and Oracle USA, Inc.
dated May 15, 2007 (MTA). Specifically, the scope is defined in the ERP Statement of Work
(SOW) which is Schedule 3-A to Exhibit 1 of the MTA.
The constituencies directly included in the scope of the CUNY FIRST Project are:
CUNYs 11 senior Colleges, 6 community Colleges, the CUNY School of Law, the
Graduate School and University Center, the Graduate School of Journalism, the Honors
College, the School of Professional Studies, CUNYs Central Office, and all of CUNYs
related entities and affiliated organizations except for the Research Foundation
[collectively, Affiliates].
Full-time, part-time, and continuing education students;
Full-time and part-time, and adjunct faculty;
CUNYs full- and part-time instructional and non-instructional and classified staff and
continuing education teachers; and
All employees of Affiliated entities (non-tax levy).
The systems that will be implemented as part of the CUNY FIRST PROJECT to serve these
constituencies are as follows:
Student Administration;
Human Resources; and
Financial Management.
In addition, included in the scope of the CUNY FIRST Project is the:
Exchange of data with the CUNY Research Foundation to support accounting and
personnel systems; and
Integration with City and State accounting, personnel, payroll and other systems that
support University operations.
Grants management functions performed by the Research Foundation are out of scope for the
CUNY FIRST PROJECT. However, financial data from those enterprises will be incorporated
for reporting purposes and financial statements.

2.6 Product Description
To achieve the broad project objectives and specific business objectives, the CUNY FIRST
PROJECT will include the deployment of the application modules in the following areas:
Financials Human Resources Management
General AP Human Resources
Ledger Fixed Recruiting
Budgeting Assets Student Benefits
Purchasing AR Administration Administration
Treasury and Time and
Person and
Cash Attendance
Organization
Management Payroll
Information
Admissions
Registrar Functions
Bursar Functions
Financial Aid
Figure 2 Product Description
In addition, the CUNY FIRST PROJECT will implement standard and custom reporting,
interfaces with legacy systems, and workflow solutions across CUNYs administrative functions
to meet CUNYs business requirements.
The PeopleSoft Enterprise modules to be implemented as part of the project are listed in section
2.0 of the SOW.
2.7 Business Drivers

The Master Plan 2004-2008 adopted by the CUNY Board of Trustees on May 3, 2004 observes
the following:
Technology systems in use at CUNY do not meet the standards needed for a University
of our size and complexity to operate efficiently and competitively. current systems are
unable to support new, ever changing and complex legislative mandates as well as the
increasing expectations of our students and faculty for CUNY to operate in a more
competitive environment. (Page 98)
There are a number of practical changes CUNY and its constituent colleges must make in order
to support these new mandates and increasing expectations. Many of these changes depend on
computer systems for their success, and they represent the primary issues driving the CUNY
FIRST PROJECT. These changes include, but are not limited to, the following:
Improve student access to the full resources of the CUNY system. To improve
retention and graduation rates, and increase the movement of students from associate to
baccalaureate programs, students need to be able to easily view courses available from
CUNY colleges other than their home college, and model academic career options
including transferring within CUNY.

Provide a system-wide view of students. To best serve and retain students, faculty
advisors and administrators need easy access to the students entire history at CUNY,
including courses taken and work done at other CUNY colleges.
Support college leaders with accurate, timely, useful information. In order to serve
their institutions and meet their performance management objectives academics and
administrators must have convenient, rapid access to information which can be used
proactively to influence academic and administrative outcomes (for example: using
leading indicators to flag students requiring intervention, thus improving retention and
graduation rates).
Improve service to students, faculty, and staff. In order to build and retain the desired
faculty and student bodies, colleges need to compliment a positive academic experience
with a positive administrative experience. Administrative processes need to be
consistently executued, easy for students, faculty, and staff to understand and follow, and
flexible to meet changing needs. These processes need to be delivered with a high degree
of service, including allowing community members to serve themselves where
appropriate.
Accellerate response to regulatory mandates. When new or changed regulatory
mandates arise, CUNY must be able to implement the changes quickly and effectively, in
order to avoid compliance failures, particularly those which could involve financial
impacts and/or negative publicity.
Secure student and employee information. CUNY and all its constituent colleges must
process sensitive student and employee information in a secure environment. In
particular, CUNY must eliminate the use of the social security number as a primary
student identifier.
All of the above changes are critical to the efforts of the CUNY colleges to meet their objectives
in the coming years. In the long run, none of these changes are possible using CUNYs existing
administrative systems.
2.8 Technology Drivers

CUNYs efforts to implement the changes described above, to meet the objectives of the
Universitys Master Plan, and to use its resources more efficiently are impeded by several
characteristics of the current administrative systems:
Aging Technology challenges the short-and long-term maintainability of the current
administrative systems;
Lack of Functionality limits the capability to provide enhanced features and processes to
users, and contributes to the growth of an unmanageable number of shadow systems; and
De-centralized Systems and Disparate Data prohibit the advancement of the Integrated
University and limits reporting and decision making capability.
CUNYs current systems are the products of a 25-year cycle of fixes and enhancements built on
systems designed for a more decentrallized institution, in an era before the existence of personal
computers and the internet, using technology which is now obsolete. The result is systems which

are technically more complex than necessary, and far less reliable. SIMS, FAP, and other
current systems and are kept running only by the strenuous efforts of college and central office
IT staff. Furthermore, the number of people who are capable of maintaining these systems is
rapidly diminishing. In addition to serving as an impediment to future growth and improvement,
CUNYs current systems run the risk of becoming unable to perform their current functions.
2.9 Project Goals

The goals for the CUNY FIRST PROJECT are 1) eliminating the technical problems described
in section 2.8 above, 2) providing the University with the flexibility and scalability to support its
mission for the long term, including the improvements identified in section 2.7 above, and 3)
enabling CUNY to meet the following broad business objectives:
Create an integrated environment for data sharing;
Improve the flow of information and access to business operations across the University;
Improve decision making;
Improve compliance with federal, state and local regulations;
Establish a University-wide framework of policies and procedures;
Enable organization-specific processes within the University-wide framework;
Reduce variations in business processes;
Streamline business processes by adopting best practices;
Implement a stable, maintainable, secure, and intuitive suite of applications;
Enhance end-user communication, operational efficiencies and productivity;
Enhance service delivery to students, faculty and staff;
Eliminate administrative redundancies and redirect those savings to support the
Universitys core mission of teaching and learning;
Minimize the learning curve and enable an intuitive and highly productive training and
operating experience for users;
Provide a mechanism for capturing data comprehensively across the University;
Reduce the amount of redundant data across the Universitys systems;
Integrate fully with the City and State systems to provide automated electronic exchange
of financial and human resource data for transaction processing;
Reduce the generation of paper and increase electronic data exchange, workflow, and
self-service processing; and
Minimize or eliminate the need for custom programming to produce standard and ad hoc
inquiries and reports.
Utilize the security features of the product to provide enhanced access or denial of
services
Establish two way synchronization between the PeopleSoft applications and all other
required applications in a real-time batch environment

2.10 Guiding Principles
Create an environment where students will have access to information and technology to
enhance their educational experience
Deliver a common administrative solution that best meets the needs of an integrated
university
Adopt common business practices to ensure standardized and consistent high levels of
service across the University
Use the new system to maximize productivity through shared resources across campuses
Develop a system that will allow staff to operate efficiently and provide a higher quality
of service
Eliminate shadow systems wherever possible
Change administrative processes and practices to minimize software customization and
manage project scope
Utilize common administrative solutions for all degree, certificate, collaborative, and
continuing education programs
Align the common administrative solution with the performance goals and targets for
CUNY executives
Utilize CUNY subject matter experts to lead and effect business transformation
Manage the new system centrally while providing the colleges with flexibility to optimize
the system locally
Establish a single data repository
Integrate data universitywide
Establish benchmarks to measure service improvements
2.11 Critical Success Factors

The prerequisites for success of the CUNY FIRST PROJECT are as follows:
Financial Resources: Sufficient financial resources, as budgeted, are available at
appropriate intervals for the duration of the project.
Executive Sponsorship: The Executive Sponsor, an effective champion for the project,
removes barriers and ensures that the project meets its objectives.
College or Affiliate Ownership: College or Affiliate leadership supports the project and
is willing to dedicate resources and time. College or Affiliate representatives are actively
involved in business process definition, analysis and verification, and there is buy-in and
participation from the College or Affiliate project team.
Timely Decisions: In order to minimize risks and maximize resources, timely decisions
are made and communicated effectively.
Staffing: Appropriate personnel resources are provided at the College or Affiliate, Core
Implementation Team and Central Office to ensure on-time completion of tasks.

Ongoing Support: There is uninterrupted post-deployment support for the ERP System.
Common Policies and Procedures: Colleges are committed to standardizing business
processes and procedures where the University benefits as a whole.
Project Budget and Schedule: The project is managed to a schedule, scope definition
and budget that have been approved and are supported by the Executive Sponsor.
Transition and Knowledge Transfer: A comprehensive plan is developed and
implemented to gradually transition and transfer knowledge from Oracle to CUNY
resources.
ERP Implementation Strategy: The CUNY FIRST PROJECT follows a well planned
implementation strategy that has been agreed upon by CUNY and its partners.
Minimum Customization: There is a concerted effort to avoid modifications to the
software in order to minimize short and long term cost.
2.12 Organizational Change Management

During the implementation of CUNYs new ERP system, there will be changes in processes,
people and their organizations, and in technology. As is typical in projects such as this, some
people will resist these changes. The majority who do not actively resist these changes will still
find many of them difficult.
The ultimate measure of the projects success is in how the new system is used by CUNY
faculty, staff, and students. For this reason, the project must do more than build a new computer
system. It must invest significant effort in preparing faculty, staff, and students for the changes
to come, and in positioning them to be successful in using the new system.
To this end, the CUNY FIRST PROJECT will have a team dedicated to Organizational Change
Management (OCM). This team will be responsible for the following activities:
Assessing the organization to identify where OCM activities should be focused, and what
messages need to be delivered
Building executive commitment and sponsorship across the CUNY system
Establishing mechanisms for involving all CUNY colleges in the project throughout its
duration
Communicating with CUNY faculty, staff, and students
Developing end-user training
Establishing the end-user support function
2.13 Project Assumptions, Constraints and Risks

Scale of Implementation: The scale of the implementation as it relates to the number of
students, faculty, administrative staff and entities may not remain static throughout the

life of the project. New entities such as additional Colleges may be added to
implementation scope.
Software Capabilities: The software will meet the Universitys business and technical
requirements as defined in Oracles Technical Response.
Strategic Alignment with CUNYs Vision: Partners engaged by CUNY for purposes of
the ERP Implementation will provide the services specified in the agreed upon contracts
and will align with CUNYs strategic vision.
Business Requirements: The Universitys business requirements are accurately
represented in CUNYs ERP RFP (Request for Proposal) and will be appropriately
refined during the implementation to provide CUNY with a comprehensive solution.
Legacy System Support: CUNYs aging core legacy systems will be supported for the
duration of the project while their replacements are phased in according to the project
timeline.
Technology Infrastructure: The Universitys technology infrastructure will be
augmented as and when appropriate to support project requirements.
Auxiliary Systems: The Colleges and Affiliates will be willing and able to support
migration from, or integration with, their shadow systems.
Staffing: ERP implementations require the involvement of a multitude of resources from
across business areas as well as an adequately staffed Core Implementation Team. Given
the concentration of business knowledge at each College and Affiliate, the CUNY FIRST
PROJECT project may be challenged to involve the right people in the project.
Additionally, ERP projects, in the higher education market, have high staff turnover due
to factors such as cultural conflicts, change, fast-paced environment and complexity.
Common Processes, Policies and Procedures: Constituents may not be willing to
discuss and consider standardizing relevant processes, policies and procedures across the
University resulting in expansion of scope and possibly increased modifications to the
software.
Organizational Readiness: Throughout the duration of the project, project participants,
and in particular the project leadership, must make a concerted effort to obtain and
maintain buy-in from the CUNY community.
IT Infrastructure and Inventory of Skills: In order to successfully complete a project
of the scale, size and complexity of the CUNY FIRST PROJECT, the University will
need to invest heavily in improving its current organizational infrastructure and training
its resources in the use and support of new technologies and toolsets.

3 Project Governance
3.1 ERP Executive Governance Model

The CUNY FIRST Project will be overseen by several CUNY-wide groups according to the
Executive Governance Model shown in Figure 3. The Executive Governance Model has been
designed to dovetail with the ERP Project Team to ensure that the ERP Project Team has the
capability and authority to provide the appropriate governance at the operational level to
minimize escalation within the Executive Governance Model.
This Executive Governance Model is driven by three paramount needs:
Ensuring timely decision-making so as not to adversely impact the delivery of tasks and
achievement of milestones;
Removing barriers and manage internal and external constraints; and
Ensuring necessary resources are made available for the project.
In addition to College representation, the governance model aims to assure that each of the major
functional units (e.g., student administration, benefits, accounting) is appropriately represented.
The CUNY Project Director will be responsible for ensuring that each of the groups is convened
that constitute the Executive Governance Model on a periodic as well as ad-hoc basis to resolve
issues and provide guidance.

Overview of ERP Executive Governance Model
Councils
Advisory Role
University ERP CUNY Project

Executive Project
Governance Steering Project Management
Sponsor Leaders
Team Committee Director Team
Independent
Validation &
Verification
PM / QA
Partner(s)
Overview of ERP Project Team
For Project
Purposes
Campus
Project Campus Project
Project Implemen- Campus
Management Project Executives
Director tation Team Liaisons Report to
Team Executives
College
Presidents
Figure 3 Executive Governance Model
The Executive Governance model is comprised of six entities.
The University Governance Team is the senior executive body within the governance
model, and draws on executive resources from throughout the University. It consists of
the Executive Vice Chancellor and Chief Operating Officer, Executive Vice Chancellor

for Academic Affairs and University Provost, three Vice Chancellors, four College
Presidents, and a Trustee.
The Executive Sponsor is Executive Vice Chancellor and Chief Operating Officer.
The Project Leaders are the Chief Information Office and Deputy Chief Operating
Officer.
The ERP Steering Committee consists of individuals from the Central Office, Colleges,
and Affiliates, and includes a group of Process Owners who will provide guidance,
advice, and operational support to governance entities. Process Owners representing
each of the business areas Financials, Human Resources and Student Administration
and University Applications are:
Financials The University Deputy Controller
Human Resources Human Resources Information Systems
Manager
Student Administration Dean of the Executive Office (or
designee)
University Applications (2) Both Deputy CIOs
The CUNY Project Director
The Project Management Team consists of:

o Functional Project Manager;
o Technical Project Manager;
o Testing Manager;
o Program Management Office Manager;
o Organizational Readiness Manager; and
o Operations Manager.
The Project Management Team will be supported by a full-time staff of administrative,
contract and budget support personnel, subject matter experts representing each of the
major business areas (financials, student administration and human resources),
communications and training personnel, the data conversion team and other technical
resources.
The Councils represent a collection of senior personnel with subject matter expertise
from across the University who will function in an advisory role. The Councils include:
o ERP Steering Committee
o Administrative Council
o IT Steering Committee
o Information Technology Directors Council
o Council of Chief Academic Officers
o Council of Chief Student Affairs Officers
o Council of Admissions and Recruitment

o Graduate Admissions Council
o Enrollment Management Council
o Registrars Council
o Financial Aid Directors Council
o TAP Officers Council
o Bursars Council
o Testing Managers Council
o Council of Students with Disabilities
o International Student Advisors Council
o Council of Chief Librarians
o Blackboard Administrators Group
o Council of Personnel Officers
o Business Managers Council
o Procurement Managers Council
o Property Managers Council
The Project Monitoring Partner is Exeter Group, Inc. The Quality Assurance
Partner is Gartner, Inc. They will provide independent validation and verification and
support to the Project Management Team.
The CUNY Project Director and Project Management Team provide the bridge between the
Executive Governance Model and ERP Project Team. The ERP Project Team includes the
CUNY Project Director, Project Management Team, and the following entities.
The Implementation Team includes CUNY resources, independent contractors, and

consultants from Oracle.
The Campus Liaisons include representatives from the Colleges and Affiliates who will
act as the project liaisons at their respective College or Affiliate. They will serve as
Functional Liaisons, Project Liaisons, Training Liaisons, Communication Liaisons, and
Change Management Liaisons, and will be involved on a part part-time basis to educate
and communicate with their specific College or Affiliate communities.
The Campus Project Executives include a senior staff member from each College who
will be responsible for interfacing directly with his or her College President, and to whom
the Campus Liaisons will report.
3.2 ERP Governance Roles and Responsibilities
3.2.1 University Governance Team

The University Governance Team will:
Act as a vocal and visible champion for the project;

Resolve University-wide issues and conflicts;
Review recommendations provided by the Process Owners regarding decisions affecting
policy and escalate these to the CUNY Board of Trustees for resolution;
Keep abreast of all major project activities;

Review and resolve functional and technical issues that cannot be mitigated at the lower
levels;
Facilitate removal of barriers;
Help mitigate risks; and
Attend bi-monthly project meetings.
3.2.2 Executive Sponsor

The Executive Sponsor will:
Secure and authorize budget and funding to the project; and

Participate in the governance processes where required and when agreement at the
operating levels cannot be achieved.
3.2.3 Project Leaders

The Project Leaders will provide strategic direction and operational oversight in order to ensure a
successful outcome. They will be responsible for advocating for the project at the executive level
and with stakeholders. The Project Leaders will:
Review and authorize strategic project priorities;

Review budget and funding requests, and submit to the Executive Sponsor;
Ensure that the project is being managed to schedule and budget;
Facilitate decision-making on key issues;
Make decisions on escalation of issues to the Executive Sponsor;
Foster active executive sponsorship and participation;
Act as vocal and visible champions for the project;
Monitor the effectiveness of communication across the University;
Approve change orders (CIO only);
Attend monthly project meetings.
3.2.4 ERP Steering Committee (including Process Owners)

The ERP Steering Committee will be responsible for providing guidance through validating the
overall project including organizational change management, quality, scope, schedule, policy,
resources, and integration of processes and systems. The Committee will also facilitate and
ensure that institutional decisions related to the CUNY FIRST Project are made in a timely and
efficient manner. The ERP Steering Committee will:
Ensure that the project is being managed to schedule;

Expedite and facilitate functional and technical issue resolution;
Participate as a communication conduit to and from constituencies;
Ensure that a University-wide perspective is maintained throughout the implementation
process;
Identify and help mitigate risks; and
Actively participate in Steering Committee meetings.

3.2.4.1 Process Owners
The Process Owners will provide advice, guidance and approvals to the Project Management
Team and the Project Leaders as defined by the project Deliverable Approval Process and Issue
Resolution Processes. They will be responsible for establishing policy for all business operations
in regard to the implementation activities by way of escalating policy decisions to the University
Governance Team and to the Board of Trustees. Throughout the CUNY FIRST PROJECT there
will be one designated Process Owner for each of the three business areas, Financials, Human
Resources and Student Administration, as well as two representatives from CIS for university
application issues. The Process Owners will:
Participate in the Functional and Technical Issues Resolution Process when required;
Receive briefings and provide input during the Deliverables Approval Process when
required, including approval of select deliverables;
Participate in the Change Order Resolution Process when required;
Make recommendations to the University Governance Team regarding policy changes for
Trustee action;
Ensure that the Universitys strategic vision and philosophy is reflected in the business
process decisions made by the Implementation Team;
Act as vocal and visible champions for the project;
Provide interpretation of policies;
Actively participate in Steering Committee meetings.
3.2.5 CUNY Project Director

The CUNY Project Director will be responsible for maintaining operational control over the
CUNY FIRST PROJECT, will be directly responsible for the entire Project Team, and will
provide updates and escalate issues, as necessary, to the various governance bodies. The Project
Management Team will report to the CUNY Project Director. The CUNY Project Director will:
Oversee contract management;

Manage relationships with partners;
Foster executive sponsorship and participation from the University community;
Monitor budget and funding;
Ensure a well defined organization structure that promotes accountability and has clearly
defined roles and responsibilities;
Convene governance groups;
Monitor the team's progress against the milestones established, and provide updates to
executives;
Escalate appropriate issues and risks to the ERP Steering Committee and to the Project
Leaders;
Expedite and facilitate functional and technical issue resolution;
Endorse change order requests, as appropriate;
Manage the activities and deliverables of the third party QA and PM partners;
Develop and oversee the functional implementation strategy for CUNYs ERP system;
Determine and schedule the sequencing of system modules to be implemented;
Assure coordination between functional project activities and technical project activities;

Evaluate cost and time implications of project decisions, including compliance with
Implementation Partner and third party Contractor(s) contracts and agreements; and
Investigate, develop, and promote alternative approaches to implementation to meet
overall goals as the project progresses.
3.2.6 Project Management Team

The Project Management Team will be comprised of a Functional Project Manager, a Technical
Project Manager, an Organization Readiness Manager, a Testing Manager, a Program Manager
and an Operations Manager. Each manager will be responsible for leading his/her team and
ensuring that the needs and project objectives of his/her area are met. The Project Management
Team will be an empowered group who will have authority to make decisions and will be
responsible for working collaboratively to ensure the delivery of an integrated solution. The
Team will:
Monitor his or her teams progress against the established milestones;

Ensure decisions are made in a timely and cost effective manner;
Escalate issues to the CUNY Project Director, as appropriate;
Provide regular status reports to the Project Management Office;
Provide regular status reports to the CUNY Project Director;
Engage the Councils;
Manage team members;
Make resource allocation decisions;
Facilitate the resolution of functional and technical issues;
Identify issues and risks and report them to the Program Management Office (PMO);
Ensure that all processes for the specific area are well defined and documented, and have
the requisite approvals; and
Actively participate in the change order resolution process.
3.2.7 Councils
The Councils will:
Provide feedback on deliverables to Project Management Team as needed;

Provide advice towards the resolution of functional and technical issues;
Offer advice and counsel related to processes, system design, and University policy
issues;
Review specific project decisions to ensure that they are in alignment with University
processes and policies;
Consult with the Process Owners, appropriate process experts and users on project-
related issues; and
Attend project meetings as requested by the members of the Project Management Team.
3.2.8 Project Monitoring and Quality Assurance Partners

The PM and QA Partners will be primarily responsible for providing independent validation and
verification of project management and project execution activities to the CUNY Project

Director and the ERP Steering Committee. The PM and QA Partners will:
Develop project monitoring and quality assurance plans;

Recommend tools for project monitoring and quality assurance;
Monitor project management activities;
Monitor all project implementation tasks including testing activities;
Provide independent assessment reports to the CUNY Program Manager and the CUNY
Project Director;
Ensure that the CUNY Program Manager and the CUNY Project Director are aware of
potential issues and risks before they negatively impact the project; and
Recommend mitigation strategies and process improvements.
3.2.9 Campus Liaisons and Campus Project Executives

Representatives from each College will be involved in the day to day activities of the CUNY
FIRST PROJECT. These include a campus ERP Project Executive, a Project Management
Liaison, a Training Liaison, a Communications Liaison, a Security Liaison, several Functional
Liaisons (one for each process area), and a Change Management / Organizational Readiness
Liaison. These representatives will ensure that the requirements of their Colleges are reflected in
the appropriate processes of the project. Collectively they will:
Support, develop and implement Training Plans, Communication Plans, and Change
Management Plans;
Support the Project Management Team by articulating updates and escalating issues/risks
from the College or Affiliate;
Coordinate input from the various business areas within their respective Colleges;
Assist in the College or Affiliate process analysis / fit gap analysis and other functional /
business processes;
Receive briefings and provide input during the Deliverables Approval Process when
required, including approval of select deliverables;
Validate and verify business needs as required;
Ensure that the CUNY FIRST PROJECT meets the business needs of the College or
Affiliate they represent; and
Provide status updates to their Campus Project Executive.
3.2.10 College Presidents

College Presidents will be directly involved in the CUNY FIRST PROJECT activities by virtue
of their executive position within the University. The College Presidents will:
Ensure that qualified staff to represent the Colleges requirements are involved in the
project;
Foster active College sponsorship and participation;
Provide motivation and positive reinforcement to College or Affiliate project team;
Participate at appropriate points in ERP planning and informational sessions intended for
executives;
Ensure that the monitoring ERP communications and getting feedback from their College
community;

Provide feedback to the ERP Project Management Team on issues as they arise; and
Ensure College or Affiliate executive leadership in the systems acceptance process,
which will officially certify each ERP module as ready for production for the College or
Affiliate.

4 Project Structure and Schedule
4.1 Project Structure / Organization

The CUNY FIRST PROJECT project will be staffed from multiple sources. The Core
Implementation Team will form the backbone of the project. Among other members, this team
will consist of Subject Matter Experts (SMEs) specifically hired for the project. An outreach
team will consist of designated liaisons with which the project team SMEs and other members
will liaise throughout the project. Oracle will have their project team. Additionally, there will
be a third party Project Monitoring (PM) team, a Quality Assurance (QA) team, and potentially
an Application Management Services (AMS) team to support the legacy systems. The third
party PM team and QA team are both reflected in the diagram below.
The following graphic depicts the high level implementation team organization.
Project Executive
CUNY Project Leaders
CUNY ERP PROJECT TEAM (Oracle)
REPORTING OVERVIEW
CUNY Project Director
Project Director
Gartner Exeter
Oracle
ERP Project Management Team Oracle Project Management Team
CUNY Oracle
CUNY Technical Organizational CUNY Testing Oracle Technical Organizational Oracle Testing
Project Manager Readiness Manager Project Manager Readiness Manager
Manager Manager
Organizational Organizational
Technical Team Testing Team Technical Team Testing Team
Readiness Team Readiness Team
CUNY CUNY CUNY Program Oracle Oracle Program

OracleOperation
Operations Functional Management Functional Management
s Manager
Manager Project Manager Office Manager Project Manager Office Manager
Operations Team Functional Team PMO Team Operations Team Functional Team PMO Team
* Coloring and shapes represent team members who are part of the same conceptual team despite separate reporting responsibilities.
Figure 4 Project Team Reporting Structure

Figure 5 Project Structure / Organization

Project Leaders
Brian Cohen CUNYfirst

CIO/ Ron Spalter PROJECT TEAM
Assoc Vice Chancellor Deputy COO
FUTURE
Suman Taneja Executive Assistant
ERP Project Director to the Project
Director
FUTURE
Application
Delivery Manager
Linda Shatzer Satish Mishra FUTURE Stuart Schaffer Achilles Mara Bianco
Zev Jeremias Finance/HCM Chris Ianniello
Oraganizational Testing Managers Campus Solutions Katsanakis Project
Technical Project Functional Operations
Readiness (2) Functional Project Contracts Manager Management
Manager Manager Director
Manager Manager Office Manager
FUTURE
William Fox Lynne Rosa FUTURE
Other Technical Michelle Fraboni FUTURE
Financials SME Financials FUTURE
Resources PO designee 4 Testing Analysts Project Manager
Application 1 Student SME
Architect
CIS Technical Jim Russell
Archie Calise Gartner
Development Team Academic Ron Knight
Jeanne Blazina Student SME QA Partner
Intragration HR SME
Manager HR Lead
Max Wang Ali Morgan Exeter

Technical (Financial Aid) PM Partner
Adante Harvey Robert McGarry
Assistance Barbara Manuel
Training Manager Human Resources
HR SME
Application
Architect Ed Lobely Wanda Santiago
5 Documentation Student SME Administrative
Resources (Student Assistant
FUTURE FUTURE Financials)
2 Financials SMEs 2 HCM SMEs Joanne Baptiste
Dominica
Gargasz Administrative
Kevin Fennell Melissa Grant
Nancy Cruz Joanne Sagherian Student SME Assistant
Trainer Trainer
Financials SME Financials SME (Records and
(Acct. Payable) (Purchasing) Registration) Suwen Brunot
Student SME
Anna Tsamakis Adam Kleinberger
Trainer Trainer Mauricio Zegarra Chris Pondish
Financials SME Student Application
(Purchasing) CIS Architect
Somaiya Arefeen
Josephine Vidal Student Financial
Shanna Roberts
John Ray Aid
Trainer Application
Communications
Architect (Budget/
Manager
Exp) Network Security PMO / QA Partner(s), Third Party Contractors, or
Operations team
Analyst Administrator Independent Consultants
CIS Project CUNY Employees
Website
Administrator
HR Liaisons (at the Financials Liaisons

Colleges) (at the Colleges)
Student Liaisons (at

the Colleges)

4.2 Project Schedule
CUNY ERP Implementation Timeline
2007 2008 2009 2010 2011 2012

FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Financials
COA, Accounting Structure
General Ledger All Colleges
w/Base Budgeting and Commitment Control
PHASE PHASE
3
Purchasing , eProcurement, iProcurement, Supplier
2
Contract Mgmt., eSupplier Connection, eSettlements, Catalog Mgmt, Central Office
Strategic Sourcing Training & Deployment for institutions
Payables Central Office

Training & Deployment for institutions
Expenses Central Office

Training & Deployment for institutions
Asset Management All Colleges
Planning & Budgeting (EPM) All Colleges

w/Dist. Budgeting and Budget Analytics
PHASE
1
Receivables and Billing All Colleges
Cash Management and Deal
All Colleges
Management
Human Capital Management Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
HR Org. Structure
Human Resources , eProfile, eProfile Manager Desktop, All Colleges
PHASE PHASE
2
eCompensation Manager Desktop, eCompensation, Talent Acquisition
3
Manager, Candidate Gateway
Payroll Interface
and Base Benefits All Colleges
Benefits Administration
PHASE All Colleges
1
eDevelopment and ePerformance
Time and Labor & Absence

Management All Colleges
Payroll for North America
All Colleges
ePay and Work Study
Student Administration Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Person and Org. Information

Wave 2 Wave 4
Includes SEVIS
Wave 1 Wave 3
Academic Structure Wave 3

Wave 1 Wave 2 Wave 4
PHASE PHASE PHASE

Admissions Processing All Colleges
2 3 4
Student Records Wave 1 Wave 3 Wave 4
1 Wave 2
PHASE Transfer Credit ISIRS / Verification
Financial Aid All Colleges Financial Aid for Work-Study Payroll Course Catalog / Awarding & Packaging
Schedule of Classes Origination
All Colleges
Registration Disbursement /
Student Financials Wave 1 Wave 3 End of Term Activity Reconciliation
Wave 2 Wave 4
EPM Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Enterprise Performance Mgmt. Finance - GL PO / AP AR
HR / Recruit. BA / TL Payroll
SR / SF Financial Aid
Admissions
ELM Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Enterprise Learning Mgmt.
CRM Help Desk Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
CRM Help Desk
Portal Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Portal
KEY Go Live All Institutions for FA Key Dependency Checkpoint Phase 0 Prototype Fit/Gap Analysis Implementation Production Use Requisition Training & Deployment
Figure 6 Project Schedule

CUNY will implement the ERP system in a manner that optimally leverages its current
technology infrastructure and integrates with City and State systems. The goal of the project is
to have the entire university student, HR, and financial data resident in a single integrated
environment. The shared set of Human Resource and Financial modules must integrate with a
multi-institutional set of Student Administration modules capable of supporting a common
academic structure and business processes, yet allow for individualized College academic
governance where appropriate.
CUNY envisions a five-year implementation timeline divided into four distinct phases. Rather
than implement each application sequentially, CUNYs strategic goals require a parallel
implementation, in which all three ERP suite applications Student Administration, Financials,
and HRMS are implemented simultaneously and deployed at pre-defined intervals to pre-
defined groups of Colleges and Affiliates. Some implementation or post production activity will
be ongoing for each of the three ERP suite applications during each phase.
For Financials and HRMS, CUNY envisions an implementation strategy where these two
applications will be implemented module by module and deployed to all Colleges and Affiliates
simultaneously other than the Payables, Purchasing and Expenses modules which will be
deployed in two phases.
For Student Administration, CUNY envisions a different implementation strategy where some
modules will be implemented and deployed to all Colleges simultaneously while other modules
will be implemented and deployed to Colleges gradually in waves.
Figure 6 presents CUNYs planned approach to this ERP implementation.

5 Appendix A: Open Issues
None at this time.

6 Appendix B: Closed Issues
The following open issues have been resolved and closed:
# Closed Issues Resolution Owner Date
1 What is the constitution of the ERP Oversight ERP Steering Committee has been formed Project Sponsors 1/23/07
Steering Committee? including Project Leaders, Process Owners, With support from
and other key stakeholders. the Project Director
3 Shouldnt the College Representatives report No. The College Representatives will provide S. Taneja 10/27/06
to the Vice Presidents at the Colleges status updates to the Campus Project
instead of to College Presidents? Executive who will in turn relay the update to
the College Presidents.
4 Within the Implementation Team, will the The College Representatives will provide S. Taneja 10/27/06
College Representatives report to the Project updates to the SMEs.
Management Team or the SMEs?
5 How often will each of the groups in the The CUNY ERP PMO Manager will be S. Schaffer, M. 10/27/06
Governance model convene? Who will be responsible for convening each group. Bianco, P.Ahuja
responsible for convening each group? Prepare draft schedules and provide to S.
Taneja for review.
6 There is an overlap in roles of the Technical The CIS Data Conversion Team will report to S. Taneja 10/27/06
and Functional Project Manager as well as the Technical Project Manager and have a
the Technical Team and the Functional dotted line relationship to the Functional Project
Team. We need to resolve this overlap. Manager. The Technical Team will be
responsible for data conversion, reporting,
customizations and modifications while the
Functional Team will provide functional input.
7 Should the Academic Administration and Yes Mara Bianco 10/27/06

Financial Operations SMEs be renamed to
Student SME (Other) and Financial SME
(Other),respectively?
8 Who does the Help Desk Staff report to? The Help Desk Staff will continue to report to S. Taneja 10/27/06
the Deputy CIO in CIS. The Help Desk Staff
does not need to be represented within the
Project Organization; they will continue to be
part of CIS.
9. Do the SMEs report to the Application No. The SMEs and the Application Architects S. Taneja 10/27/06
Architects? all report to the Functional Project Manager.
10 Who are the Process Owners? Process owners have been identified as Core Project Closed
Christina Seglem, Robert Ptachik, Ron Knight Management Team 12/10/06
11 How many types of Councils will be formed? Councils have been identified within this Core Project Closed
What is the constitution of the Councils? document Management Team 1/9/07
12 How will Cross Council issues be resolved? Dependent on the resolution to open issue #3. Core Project 10/27/06
Process owners will work with Councils and Management Team Closed
council leaders will work together to resolve 12/10/06
13 DASNY is not defined as a system in the Reference to DASNY has been removed PMO 1/29/07
context of ERP scope. There are no
requirements in the RFP to integrate with
any of DASNYs systems, and it is not clear
whether there are any to integrate with. The
indication in section 2.5 should be clarified.

# Closed Issues Resolution Owner Date
14 Different names and staffing numbers for Clarification needed as follows: Project Leaders
Exec Team Figure 1.1 changes the names to University With support from
Governance Team, but section 3.1 does not the Project Director
include this group. Figure 1.3 will be modified
to add the University Governance Team to
include 2 VC (Malone and Malave) and 3
college presidents but section 3.1 references 4
presidents, EVC/COO, VC for Acad Aff. These
2 areas simply need clarification across the
pages of the document
15 Les Jacobs and James Haggard have been Roles have been confirmed and accepted M.Bianco May, 2007
added in as Process Owners representing M. Bianco
University Applications. Is this the right role
for them or are they really a separate type of
entity more akin to Technical Advisors?

Erp Project Charter 1

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DRAFT AND CONFIDENTIAL

City University of New York (CUNY)

Date Author Version Change Reference

DRAFT AND CONFIDENTIAL i

Review Reviewer Name Position Approval Date:

DRAFT AND CONFIDENTIAL ii

DRAFT AND CONFIDENTIAL iii

1 PROJECT CHARTER ADMINISTRATION ........................................................................ 6

2 PROJECT IDENTIFICATION ............................................................................................. 8

3 PROJECT GOVERNANCE .............................................................................................. 17

4 PROJECT STRUCTURE AND SCHEDULE .................................................................... 26

DRAFT AND CONFIDENTIAL iv

6 APPENDIX B: CLOSED ISSUES ..................................................................................... 33

DRAFT AND CONFIDENTIAL v

1.2 Approval and Acceptance

Executive Sponsor Councils

Implementation Team Campus Liaisons

ERP PM/QA Partners ERP Website

Figure 1 Project Charter Approval and Distribution

DRAFT AND CONFIDENTIAL 6

DRAFT AND CONFIDENTIAL 7

2.1 Project Background

2.2 Project Initiation

DRAFT AND CONFIDENTIAL 8

2.3 Project Vision

2.4 Project Overview

DRAFT AND CONFIDENTIAL 9

2.5 Project Scope

DRAFT AND CONFIDENTIAL 10

Figure 2 Product Description

2.7 Business Drivers

DRAFT AND CONFIDENTIAL 11

2.8 Technology Drivers

DRAFT AND CONFIDENTIAL 12

2.9 Project Goals

DRAFT AND CONFIDENTIAL 13

2.11 Critical Success Factors

DRAFT AND CONFIDENTIAL 14

2.12 Organizational Change Management

2.13 Project Assumptions, Constraints and Risks

DRAFT AND CONFIDENTIAL 15

DRAFT AND CONFIDENTIAL 16

3.1 ERP Executive Governance Model

DRAFT AND CONFIDENTIAL 17

University ERP CUNY Project

Overview of ERP Project Team

Figure 3 Executive Governance Model

The Executive Governance model is comprised of six entities.

DRAFT AND CONFIDENTIAL 18

The CUNY Project Director

The Project Management Team consists of:

DRAFT AND CONFIDENTIAL 19

The Implementation Team includes CUNY resources, independent contractors, and

3.2 ERP Governance Roles and Responsibilities

3.2.1 University Governance Team

Act as a vocal and visible champion for the project;

DRAFT AND CONFIDENTIAL 20

3.2.2 Executive Sponsor

Secure and authorize budget and funding to the project; and

3.2.3 Project Leaders

Review and authorize strategic project priorities;

3.2.4 ERP Steering Committee (including Process Owners)

Ensure that the project is being managed to schedule;

DRAFT AND CONFIDENTIAL 21