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Managing to Success

Project Charter©

Enterprise Asset Management Program Roadmap Project

for

Halifax Regional Municipality

Version: 1.5Date: March 13, 2012

[ICT0888] – EAM Program Roadmap Project Project Charter

Document Control

Document Information©

InformationDocument ID ICT0888 EAM-PC001Document Owner Angela BurtonIssue Date October 5, 2011Last Saved Date 3/22/2012 01:56:00 AMFile Name document.doc

Document HistoryVersion Issue Date ChangesDraft 2011/09/30 Initial draft provided to project owner for review and feedback.

1.0 2011/10/05Updated to include feedback from review with project sponsor, business prime, project owner and ICT consultant (Planning and Infrastructure; Halifax Water)

1.1 2011/10/06 Added Executive Summary; Updated Stakeholders, Milestones, Staffing and RACI sections

1.2 2011/10/11 Accepted changes/input from project owner (Jeff Fitzgerald)

1.3 2011/10/17

Made the following changes to reflect review and feedback on the project work plan (Oct 13-11 meeting): the order of deliverables in sections 3.1 In Scope and 3.3 Approach; the grouping of deliverables and target dates in section 13 Project Milestone Schedule; and resource effort and totals in section 14.1 Team Staffing.

1.4 2011/10/18 Break “Phase II” into 2 phases for a total of 4 phases.1.5 2012/03/13 Updated milestones to reflect new schedule.

Document Approvals Role Name Signature© DateProject Sponsor Peter DuncanProject Manager Angela BurtonProject Owner Jeff Fitzgerald

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Table of Contents

1 EXECUTIVE SUMMARY.........................................................................22 PURPOSE........................................................................................33 SCOPE............................................................................................4

3.1 IN SCOPE................................................................................................................................43.2 ASSET CLASSES.......................................................................................................................63.3 APPROACH..............................................................................................................................73.4 NOT IN SCOPE.........................................................................................................................8

4 KEY BUSINESS DRIVER(S)....................................................................85 BENEFITS........................................................................................86 CORPORATE ALIGNMENT......................................................................87 CRITERIA FOR SUCCESS / ASSUMPTIONS..................................................98 MEASURES OF SUCCESS......................................................................99 STAKEHOLDERS...............................................................................1010 CONSTRAINTS / DEPENDENCIES.........................................................1011 RISKS........................................................................................1112 TERMINOLOGY..............................................................................1113 PROJECT MILESTONE SCHEDULE........................................................1214 PROJECT RESOURCES.....................................................................13

14.1 TEAM STAFFING.....................................................................................................................1314.2 PROJECT STRUCTURE..............................................................................................................1414.3 ROLES AND RESPONSIBILITIES...................................................................................................1414.4 RACI MATRIX.......................................................................................................................16

15 Authorization(s)..........................................................................................17


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1 Executive SummaryThe primary objective of the Enterprise Asset Management (here after referred to as EAM) Program Roadmap Project is to engage stakeholders across the HRM Administration body and Halifax Water in a road mapping exercise to define the vision for an enterprise wide asset management program and to develop a business-focused roadmap defining the sequence of projects (activities), estimated cost, and dependencies to develop and implement an enterprise asset management program and enabling technology solution(s). The roadmap is a high level plan, outlining both strategic and tactical approaches to evolving from the current state to an efficient, cost effective enterprise-level asset management program.

The requirement for the EAM Program is driven by the need to improve the utilization and performance of HRM public assets towards the realization of reduced operational costs, reduced capital expenditures, and extended life. The roadmap will be essential in providing access to current, factual information to help decision makers understand the timing, financial, staff and other resource commitments required to develop an effective and practical EAM Program for HRM.

The road mapping exercise will be executed as a formal project, led by an external project manager under the direction of an Asset and Transportation Planning project sponsor (Peter Duncan) and an Information and Communications Technology (ICT) project owner (Jeff Fitzgerald). Asset managers and other staff with expertise in asset management from HRM and Halifax Water will be engaged in the project, forming the Business Advisory Group. These resources will be asked to participate in workshops to help define the current state of asset management across all related business areas, provide insight on the desired future state, identify any gaps to be addressed and make recommendations on how to evolve from the current state toward the desired future state over the next five years.

The Capital Planning Steering Committee will serve as the project steering committee, providing guidance to the project team and acting as an escalation point for any major issues or risk arising during the life of the project. This group will be asked to provide input into the vision of the desired state and to provide final approval of the vision/desired state recommendation coming from the gap analysis and the final road map deliverable.

The project planning and initiation phase started on September 26, 2011 and is expected to be complete mid-October. Next, the project team will move into the current state assessment work, gathering information on the current state of asset management across HRM. As the current state assessment is wrapping up the project team will move into a visioning and definition of future state exercise. The resulting, EAM Program Vision and Strategic Objectives will be presented to the Capital Planning Steering Committee for feedback and approval in mid-December 2011. Once this work is approved, the team will move into the gap analysis phase which will compare the current state to the desired future state, identify any gaps in business processes, technology and operational support processes. Recommendations will also be formulated on how best to fill the identified gaps. The plan is to present the results of the gap analysis in mid-January 2012 and the EAM Program Roadmap early February 2012 to the steering committee for final approval, with the project expected to wrap up mid-February 2012.

The project scope also includes the definition and implementation of a governance model to provide for the maintenance of the EAM Program Roadmap and the evolution of the enterprise asset management program.

The EAM Program Roadmap will lay the foundation for the implementation of an efficient, cost effective enterprise solution for managing HRM assets; moving HRM closer to a single integrated enterprise solution for asset management that provides an accurate and timely view into the status, value and other attributes of assets under management of the municipality.


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2 PurposeThe Halifax Regional Municipality (HRM) was formed on April 1, 1996 through the amalgamation of the former City of Halifax, City of Dartmouth, Town of Bedford, Halifax County Municipality, and Metropolitan Authority. The new municipality spans a geographic area of 5,600 square kilometers and provides municipal services to a population of approximately 380,000. These services include such typical municipal functions as police and fire protection, community development and planning, engineering and public works, sewage treatment, parks and recreation facilities, solid waste management and public transit.

HRM Administration is made of the following ten separate yet interdependent business units (as of October 3, 2011):

Planning and Infrastructure Transportation and Public Works Finance and Administration Transit Community and Recreation Services Fire Police Human Resources Legal Office of the CAO

HRM Administration has a binding relationship with Halifax Water. Halifax Water operates as a separate entity with HRM as its primary shareholder. HRM Administration also has a binding relationship with Halifax Public Libraries. Although, Halifax Public Libraries is part of the HRM Administration body, it’s governed by its own, separate board of directors (separate from HRM Council).

HRM Administration recently went through a restructuring exercise to ensure services provided by HRM Administration are aligned to achieve council’s direction in an efficient and cost effective manner. Moving away from loosely integrated business functions, services and technology systems towards an integrated corporate enterprise management model is a key strategy to achieving this alignment.

The Enterprise Asset Management (EAM) Program Roadmap will lay the foundation for the implementation of an efficient, cost effective enterprise solution for managing HRM assets. HRM has a desire for a single integrated enterprise solution for asset management that provides an accurate and timely view into the status, value and other attributes of assets under management of the municipality. For example, HRM staff need to understand the condition of assets and plan for timely and cost effective repair, maintenance and replacement to avoid disruption to services; decision makers and municipal planners require easy access to accurate information on value and condition of public assets to support fiscal planning and other accounting activities.

The need for an EAM Program Roadmap became apparent during the development of the business case to acquire a replacement for the aging road analytics systems currently used by the Design and Construction team within the Transportation and Public Works business unit. It was discovered that several of the products being considered also offered capabilities to manage assets for a variety of functional and service delivery areas across the municipality. Knowing other business units were challenged in managing assets, it was decided to step back and look at asset management from an


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enterprise perspective before making a product decision to replace the aging road analytic systems.

The goal of the EAM Program Roadmap Project is to engage stakeholders across the HRM Administration body and Halifax Water in a road mapping exercise to define the vision for an enterprise wide asset management program and to develop a business focused roadmap that clearly articulates the recommended sequence of projects (activities), estimated cost, and dependencies to develop and implement an enterprise asset management program and enabling technology solution(s).

3 Scope3.1 In ScopeThe follow table presents the in scope deliverables for this project.No. Deliverables Description Details Key Contributors

1

Project Charter

Work with project sponsor and other key project stakeholders to document the definition of the work; clearly outlining project objectives, purpose, scope, resource requirements, project organization, any known constraints, critical success factors and deliverables.

To be approved by project sponsor.

To be communicated to key project stakeholders.

Project ManagerProject SponsorProject OwnerBusiness Prime

2

Project Work Plan

Engage project team resources to define the project work break down structure; developing the baseline plan specifying the effort, resources, sequence of activities and schedule of the project work.



Project ManagerBusiness AnalystProgram Solution Architect

3

Project Log(s) Develop and present process and project logs to track issues, risk, actions, change requests and decisions during the life of the project.

Present to project sponsor for review and approval of processes and tracking tool prior to project kick off.

Project Manager

4

Project Communications Plan

Brief document to clearly define the processes for status reporting and other stakeholder communications and specify any resource requirements to support the project communications processes.



Project ManagerProject SponsorProject OwnerBusiness Prime


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No. Deliverables Description Details Key Contributors

5

Current State Document

Conduct a current assessment of asset management practices, policies, procedures and tools, taking into consideration business processes, dependent services and current technology employed to enable the business process and operational support process (business and ICT related) and current governance structure.

Review and approval by Program Solution Architect, BAG, and Project Sponsor

Business AnalystBusiness PrimeBAGProgram Solution Architect

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EAM Program Business Requirements

Work with SMEs within and across “in-scope” business units to identify and document critical business requirements related to asset management. This exercise is looking to gather high level requirements, beginning to identify common (core) requirements and more functional specific requirements related to asset management. Existing requirements that have been gathered during previous Asset Management initiatives will be used as an input to this exercise.


Business AnalystBusiness PrimeBAG

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Jurisdictional Scan

Conduct a jurisdictional scan to garner a better understanding of how other similar-sized municipalities and other organizations within the Atlantic region are managing assets.

Present findings to key stakeholders as a power point presentation and gather feedback.

Business AnalystBusiness PrimeProgram Solution Architect

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Definition of EAM Program Vision; Strategic Objectives and Guiding Principles

Conduct a formal vision exercise to define the EAM program vision; strategic objectives and the guiding principles (desired future state). Work with stakeholders to establish the scope and boundaries of the roadmap; determine the vision, strategic objectives and the guiding principles; and socialize the vision, strategic objectives and the guiding principles throughout the organization.


Approval by steering committee.

Project SponsorBusiness AnalystBusiness PrimeBAGProgram Solution Architect


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9

Gap Analysis Report

Conduct a gap analysis comparing current state to desired future state, taking into account critical business requirements for realization of the desired future state; identify any gaps in business processes, technology and operational support processes; and provide recommendations on how best to fill the identified gaps.


Approval by steering committee


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Short List of Potential Technology Solutions

Conduct a preliminary product evaluation to develop a short list of possible technology solutions through a structured product assessment and evaluation exercise using the HRM PPM evaluation and selection processes and tools.


Business AnalystBusiness PrimeBAGProgram Solution Architect

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EAM Program Roadmap

Depicting the path, sequence, and dependencies of initiative along on the journey from current state to desired future for the next three to five years.




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Project Estimation Summary

Populate the Program and Portfolio Management template “Project Estimation Summary” for each project on the road map.

Packaged with the roadmap.



Project ManagerBusiness AnalystProgram Solution Architect

13

Governance Model

Define and implement a governance model for decision making to support the evolution of the enterprise asset management program and the EAM Program roadmap.



Project SponsorBusiness AnalystBusiness PrimeBAGProgram Solution Architect


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Project close Prepare and present project close deliverables (lessons learned, project CD, project evaluation).

Approval by project sponsor and Project Owner

Project SponsorProject OwnerProject ManagerBusiness PrimeBAGICT Consultants

3.2 Asset ClassesThe classes of assets to be considered for the EAM Program Roadmap are taken from the HRM Tangible Capital Assets Policy document (Appendix B, Tangible Capital Asset Classes) last updated May 25, 2010. Following is a list. See link http://insidehrm/BusinessUnits/Finance/Documents/CapitalAssetPolicy.pdf , Appendix B, Tangible Capital Asset Classes for detailed descriptions of each class listed below.

1. Land2. Land Improvements3. Buildings4. Road Infrastructure

a. Streets and Roadsb. Bridgesc. Sidewalks and Curbsd. Other Road Infrastructure

5. Vehiclesa. Fire Trucksb. Busesc. Heavy Vehiclesd. Medium Vehiclese. Light Vehicles

6. Ferries7. Machinery & Equipment

a. Heavy Machinery & Equipmentb. Small Equipmentc. Computer Hardwared. Computer Software

8. Leasehold Improvements9. Dams10. Assets under construction

3.3 ApproachThe road mapping exercise will be conducted as a formal project, moving through the project lifecycles from planning and initiation through a monitored and controlled execution to a formal close out.

Project management monitoring and control processes based on the Project Management Book of Knowledge (PMBOK) will be used to monitor the progress of the project work and to ensure the project work remains on schedule and in scope towards a successful delivery. The following processes will be used to monitor and control the work

Regular status meetings and development of regular status reports Communication to key stakeholders to be defined in the communication plan Issue and risk management processes Prescribed management of decisions and change request impacting the scope,

budget and schedule of the project work.

Phase I: Project Planning and initiation will include the following activities: Development and approval of project management deliverables (see above

section 2.0 Scope for list of PM deliverables)


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http://insidehrm/BusinessUnits/Finance/Documents/CapitalAssetPolicy.pdf%20


Conduct a formal project kick off to ensure the project team, project sponsor and other key project stakeholders understand the intention and expected outcome of the project.

Phase II: Current State phase will include the following activities: Current assessment of in-place asset management practices, policies, procedures

and tools, taking into consideration business processes, dependent services, current technology employed to enable the business process and operational support process (business and ICT related).

Define and document critical business requirements related to asset management across related business units. This exercise will use requirements gathered in previous Asset Management initiatives as an input.

Jurisdictional scan to garner a better understanding of how other similar sized municipalities and other organizations within the Atlantic Region are managing their enterprise assets.

Phase III: Future State and Roadmap formulation phase will include the following activities:

Vision exercise to define the EAM Program vision, strategic objectives and guiding principles (desired future state). Work with stakeholders to establish the scope and boundaries of the roadmap; determine the vision and strategic objectives; articulate guiding principles and socialize the vision, strategic objectives and guiding principles throughout the organization.

Gap Analysis comparing the current state to desired future state of the EAM Program for HRM, identifying any gaps in business processes, technology and operational support processes; and presenting recommendations on how best to fill the identified gaps.

Identify potential technology solutions for enablement of the EAM Program. This would involve gathering high level business requirements for each business unit and defining business process, system and operational support requirements for the optimal solution.

Preliminary product evaluation to develop a short list of possible technology solution through a structure product assessment and evaluation exercise using the HRM PPM evaluation and selection process and tools.

Develop EAM Program Roadmap, depicting the path from current state to desired future for the next three to five years.

Populate the Program and Portfolio Management template “Project Estimation Summary” for each project on the road map.

Define and implement a governance model to provide for the maintenance of the roadmap and the evolution of the enterprise asset management program.

Phase IV: Project Close will include the following activities: Lessons learned exercise with project team and key stakeholders Hand off of project CD with all documentation and deliverables from the project Project evaluation to determine if stakeholder expectations were met

3.4 Not in ScopeNot in ScopeDetailed business requirements and/or detailed system requirements required to execute projects on the road map. The requirements gathering to support the road mapping exercise will focus on high level and critical requirements for assets management across the enterprise and will include the high-level requirements to deliver and support each individual asset management function and related services.

Jurisdiction scans for projects on the road map. The jurisdiction scan for the road mapping exercise will focus on gathering information of successes and challenges experienced by other jurisdictions in developing an enterprise (corporate) asset management program and selection and implementation of enabling technologies.


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Not in Scope

Selection of a final technology solution.

Development of business case (s) for projects on the road map.

Tasks/activities related to day to day operations of asset management functions and related service.

4 Key Business Driver(s) Desire of HRM Administration to improve the utilization and performance of HRM

public assets towards the realization of reduced operational costs related to asset management, reduced capital expenditures, and extended life of assets.

Desire of HRM Administration to understand how to move from the current environment of loosely integrated business processes and systems for managing public assets to an enterprise asset management program supported by the appropriate technology suite.

Allow for easy access to a common, shared, single source of data about HRM corporate assets, resulting in improved data integrity and accuracy.

5 Benefits Access to current, factual information to help decision makers understand the

timing, financial, staff and other resource commitments required to develop an effective EAM Program.

The road mapping exercise to develop the EAM Program Roadmap will facilitate the cultural shift from silo assets management functions and services to an integrated enterprise mind set; focused on public asset management. Staff engaged in assets management functions and those providing services dependent on accurate information about assets will begin to understand the interconnectedness of their work as HRM moves through the road mapping exercise.

6 Corporate Alignment• Alignment of capital budgets with HRM council’s desired outcomes to feed into the

measure of public satisfaction. The expectation is that the implementation and ongoing operations and governance of an effective enterprise asset management program will greatly facilitate the development of service levels and performance measures by providing predictive models for asset conditions and improved life cycle management of public assets.

HRM Administration has a strategic mandate to reduce operational and capital costs through improved utilization and management of public assets.

Improved access to timely and accurate information to support capital planning decisions.

7 Criteria for Success / AssumptionsIn order for this work to be successful:


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Knowledgeable subject matter experts from each business unit (and/or groups within business units) who manage “in scope” assets will be made available as required to participate in various workshops, review and provide feedback on deliverables and provide approval on deliverables.

A steering committee made up of senior level decision makers from each business unit (and/or groups within business units) who manage “in scope” assets will be formed to provide guidance project activities, to serve as an escalation point and to review and approve major deliverables.

HRM Program Solution Architect will be available half time to participate in this project.

8 Measures of SuccessThis project will be deemed successful when / if:

The EAM Program Road map clearly depicts the projects (type of work), sequence of projects and dependencies among the projects, estimated cost and resources requirements to develop and implement an EAM Program and to select and implement an enabling technology solution.

Success will be measured via survey of key stakeholders to determine the degree to which the project deliverables met the key stakeholder’s expectations. Following are some sample questions:

Did the road mapping exercise meet your expectations? If not, where did it fall short of expectations?

Was participation in the road mapping exercise a useful application of your time? If not, why?


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9 StakeholdersStakeholder Title Project Involvement

Peter Duncan Manager,Infrastructure Planning

Planning and InfrastructureBusiness Unit

Sponsor

Jeff Fitzgerald Enterprise Architect

ICT Planning

Finance and Administration Business Unit

Project Owner

Holly Power-Garrett Asset Management Program Coordinator

Infrastructure Planning

Planning and InfrastructureBusiness Unit

Business Prime (Business Advisory Group lead)

Peter Verge David Hubley Terry Gallagher Paul Beauchamp Diane Moulton Blair Blakeney Peter Bigelow Peter Stickings Louise deMontburnTaso KoutroulakisBruce FisherKimberley Cusack

Asset Managers, HRM Administration

Business Advisory Group

Valarie Williams Environmental Engineer, Halifax Water

Business Advisory Group

Phil Townsend (Planning and Infrastructure)Ken Reashor (Transportation and Public Works)Jim Cooke (Finance and Administration)Eddie Robar (Transit)Brad Anguish (Community and recreation Services)Jamie Hannam (Halifax Water)Roy Hollett (Fire)Robin McNeil (Police)Shawn West (Halifax Public Libraries)

Capital Steering Committee Project Steering Committee

10Constraints / Dependencies The EAM Program Roadmap deliverable must be completed by the end of January

2011 / early February 2011 to provide adequate time for any considerations impacting the 2012/13 fiscal planning activities.

Subject matter experts and key decision makers from each business unit (and/or groups within business units) who manage “in scope” assets will be made available to the project as required.

There is an urgent need to replace the aging road analytic systems as it is no longer support by the vendor and is in constant need to maintenance; creating increased inefficiencies and putting stress and strain on staff dependent on the system to do their work.


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11RisksNo. Known Risks Proposed Mitigation

R-001 Key SMEs may not be available for workshops and other meetings due to conflicting priorities and scheduling constraints, delaying progress of the work.

Escalate to project sponsor to address with management.

If the staff member cannot be made available, the PM will proceed with the required workshop/meetings and follow up for feedback. This is not considered the best approach because those not in the room for the shared workshops will miss a valuable opportunity to better understand the interconnectedness of asset management functions and dependent services.

R-002 Key SMEs may retire, taking with them valuable knowledge on current process and systems for asset management.

Identify those SMEs who may retire within the year and define a knowledge transfer process to capture valuable knowledge prior to their departure.

R-003 Fiscal budgets may not be sufficient to allow for the timely implementation of the EAM Program and enabling technologies. Time and money may be invested into the roadmap exercises and yet the time and money to develop the program may not be available.

Early in the assessment process (once requirements are better understood) determine an “order of magnitude” estimate and provide this information to the steering committee. It needs to be clear that this is not the final estimate but a very high level estimate to determine if it makes sense to proceed.

12Terminology Asset - In financial accounting, assets are economic resources. Anything tangible

or intangible that is capable of being owned or controlled to produce value and that is held to have positive economic value is considered an asset. Simply stated, assets represent ownership of value that can be converted into cash. (Wikipedia 2011)

EAM - Enterprise asset management (EAM) means the whole life optimal management of the physical assets of an organization to maximize value. It covers such things as the design, construction, commissioning, operations, maintenance and decommissioning/replacement of plant, equipment and facilities. "Enterprise" refers to the management of the assets across departments, locations, facilities and, in some cases, business units. By managing assets across the facility, organizations can improve utilization and performance, reduce capital costs, reduce asset-related operating costs, extend asset life and subsequently improve ROA (return on assets). (Wikipedia 2011)

Public Asset - Public asset management expands the definition of Enterprise Asset Management (EAM) by incorporating the management of all things which are of value to a municipal jurisdiction and its citizen’s expectations. An EAM requires an asset registry (inventory of assets and their attributes) combined with a computerized maintenance management system. Public Asset Management is the term that considers the importance that public assets affect other public assets and work activities which are important sources of revenue for municipal governments and has various points of citizen interaction.

SME – Subject matter expert (SME) is a person who is an expert in a particular area or topic.


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13Project Milestone ScheduleAt this point in time, limited planning has taken place. More exact dates will be determined during planning. The dates provided here are completion targets.Major Milestone Target Date DeliverablesProject kick off Oct. 19-11 Summary of project charter/work

plan/logs/communications plan

Completion of project planning and initiation phase* Oct. 20-11

Project CharterProject Work PlanProject Log(s)Project Communications Plan

Presentation of Current State Analysis Nov. 30-11 Current State Document

Presentation of EAM Program Business Requirements Jan 12-12

EAM Program Business Requirements

Completion of phase II Jan 12-12

Presentation of EAM Program Vision, Strategic Objectives and Guiding Principles

Feb 20-12EAM Program Vision EAM Program Strategic ObjectivesEAM Program Guiding Principles

Presentation of Gap AnalysisFeb 29-12

Gap Analysis ReportShort List of Potential Technology Solutions

Presentation of RoadmapApril 2-12

EAM Program RoadmapProject Estimation SummaryEAM Program Governance Model

Completion of phase III April 4-12

Project closeApril 12-12

Lessons LearnedProject CDProject Evaluation

Completion of phase IV April 12-12*Project planning and initiation phase started September 26, 2011.


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14Project Resources 14.1 Team StaffingHRM Position

Resource Project Role

Allocation* Effort Total Effort

External Consultant

Angela Burton Project Manager(PM) 100% for

12 wks62 days 62 days

Enterprise Architect

Jeff Fitzgerald Project Owner (PO) 50% 60 days 60 days

Program Coordinator

Holly Power-Garrett Business Prime (BP) 44% 53 days 53days

Manager, Asset and Transportation Planning

Peter Duncan Project Sponsor (PS) 17% 20 days 20 days

Asset Managers

Peter Verge David Hubley Terry Gallagher Paul Beauchamp Diane Moulton Blair Blakeney Peter Bigelow Peter Stickings Valarie WilliamsLouise deMontburnTaso KoutroulakisBruce FisherShawn WestKimberley Cusack

Business Advisory Group (BAG)

20% 24 days * 14

336 days

Capital Steering Committee

Phil Townsend Ken Reashor Jim Cooke Eddie Robar Brad Anguish Jamie Hannam Roy Hollett Robin McNeilShawn West

Project Steering Committee (PSC)

5% 6 days * 10 60 days

*Duration is 6 months (120 days) 591days


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Project Organization

14.2 Project StructureThe following diagram outlines the project organization structure that will be in place for the duration of the project.

14.3 Roles and ResponsibilitiesThe following are the roles and responsibilities of each group identified in the project structure:

Project Steering Committee: Review, provide input and approve specific deliverables Need to be informed of project status If necessary, provide support to ensure potential issues are resolved in a

timely manner. Project Sponsor:

Champion of the project within HRM Administration, championing the work within the appropriate business unit to ensure support from the management team


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Review and final approve project deliverables, change requests and decision requests

Identify stakeholders, SMEs (BAG members) and other key contacts Help to ensure success by securing required funding, staffing and

participation of SMEs and key stakeholders Assist with the resolution of project issues and risk mitigation Final acceptance authority of project results

Project Owner: Identify stakeholders and key contacts Review and approve all deliverables prior to submissions to the project

sponsor

Project Manager: Reports to the project sponsor and project owner Prepare project deliverables Identify and manage project issues and risks Communicate status to the Project Steering Committee Manage project budget, scope and timelines

Business Analysts: Prepare project deliverables Work with business SME’s (BAG) to understanding business requirements,

challenges and potential opportunities for improved asset management capabilities

Program Solution Architect: Provide historical documentation and knowledge of current IT systems

utilized for asset management functions and related services Provide subject matter expertise to support the completion of specific

deliverables Analyze and make recommendations regarding technology direction

taking into account the fit of the proposed solution within HRM’s current Enterprise Architecture

Business Prime: Primary business contact Lead for the business advisory group Provide historical documentation and knowledge Provide subject matter expertise to support the completion of deliverables Review and approve deliverables before submissions to the project

sponsor

Business Advisory Group (BAG): Provide historical documentation and knowledge Provide subject matter expertise to support the completion of deliverables Reviews and approve specific deliverables (see in section 2.0 Scope

above)

ICT Consultants: Attend regular status meetings to stay informed of project progress and

decisions toward the development of the road map Assist business unit clients in the review and approval of project

deliverables


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Operational Managers: Ensure SMEs and other key stakeholders are available to participate in

workshops, review deliverables and attend other project meetings as necessary


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14.4 RACI MatrixThe RACI Matrix, also referred to as a Responsibility Matrix, outlines the responsibilities of each stakeholder group for each project deliverable. The RACI matrix and corresponding legend are shown below.

Stakeholder RACI Involvement in the ProjectCapital Steering Committee I Project steering committee

Peter Duncan A Project Sponsor

Jeff Fitzgerald R Project Owner

Angela Burton R Project Manager

Jeff Fitzgerald C Program Solution Architect

Angela Burton C Business Analysts

Holly Power-Garrett C Business Prime (also on BAG)

Peter Verge

David Hubley

Terry Gallagher

Paul Beauchamp

Diane Moulton

Blair Blakeney

Peter Bigelow

Peter Stickings

Valarie Williams

Louise deMontburn

Shawn West

Kimberley Cusack

C Business Advisory Group (BAG) Subject Matter Experts

Donna Davis

David Muise

I ICT Managers with staff involved in project work.

Allen White

Vincent Reilly

John Spekkens

Priti Bhade

Kimberley Taylor

Tracey Dicksom

I ICT Consultants

R = Responsible - owns the problem / project (usually involved in the doing)A = to whom "R" is Accountable - who must sign off (Approve) on work before it is effective C = to be Consulted - has information and/or capability necessary to complete the workI = to be Informed - must be notified of results, but need not be consulted


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15Authorization(s)Sponsor Role

The role of the sponsor is to provide approval to use HRM resources (budget / staff) to address the work described in the Charter. This role also includes: helping to ensure success by securing required funding and staffing ensuring participation at the levels needed assisting in resolution of issues escalated by the project team / manager championing the work within the appropriate business / technical unit

As sponsor, I agree to fulfill the duties of the role listed above. In addition, my signature indicates approval to allocate the funding and staffing detailed in this charter to produce the deliverables of this project.

Signature

Sponsor: Peter Duncan, Manager, Asset and Transportation Planning Date


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