o365 – email & calendar implementation project management plan
TRANSCRIPT
Project Manager: Mark Treiber Last Updated: May 9, 2014
O365 – Email & Calendar Implementation Project Management Plan
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
Page 2 of 27
1 CONTENTS
2 Approval & Revision History ................................................................................................................. 3
3 Introduction & Purpose ........................................................................................................................ 4
4 Executive Summary ............................................................................................................................... 5
5 Project Scope & Requirements ............................................................................................................. 7
6 Team Structure – Integration ................................................................................................................ 9
7 Project Approach ................................................................................................................................ 12
8 Project Timeline .................................................................................................................................. 13
9 Issue Management .............................................................................................................................. 15
10 Scope Management ........................................................................................................................ 17
11 Cost Management ........................................................................................................................... 20
12 Communication Management ........................................................................................................ 22
13 Quality Management ...................................................................................................................... 25
14 Risk Management ........................................................................................................................... 26
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
Page 3 of 27
2 APPROVAL & REVISION HISTORY
EXECUTIVE COMMITTEE INITIAL / SIGNATURE DATE
John Krogman JK 5/9/2014
Bruce Maas BM 5/9/2014
Rick Konopacki RK 5/9/2014
REVISION COMMENTS DATE
Draft To be review by Executive Committee 3/26/2014
Draft – version 2 Updated Team Structure from Risk Assessment Review
4/7/2014
Version 1.0 Updated Risk, Communications, Project Timeline
4/23/2014
Operating Version Updated Cost, Quality, Team Structure 5/5/2014
Operation Version – for approval
Minor edits & revisions 5/7/2014
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
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3 INTRODUCTION & PURPOSE
This project management plan formally recognizes the existence of the O365 Email & Calendar Project
Implementation at University of Wisconsin. The goal is to document what the project is, what the
project will deliver, and how the project will be managed. This document will reference where all
relevant project artifacts are located along the process to approve deliverables in relation to scope, cost,
schedule, quality, communication, risk, and issues.
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
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4 EXECUTIVE SUMMARY
4.1 BUSINESS CASE SUMMARY (FROM AE INITIATIVE BUSINESS CASE 6/6/2012) The objective of this project is to build out the email and calendaring consolidation proposed as
an opportunity within Phase I of Administrative Excellence. This will include incorporating salient
portions of the work completed within the campus project launched in May of 2010.
Team members will identify a single email and calendaring platform for the UW-Madison
community (including faculty, staff, and students) that meets the broad needs of the University.
The team will identify the system, quantify the investment required and efficiencies anticipated,
and determine service levels and policies that would govern the administration and use of the
new system.
4.2 BUSINESS CASE NEED (FROM AE INITIATIVE BUSINESS CASE 6/6/2012) Email is one of the most widely used communication services on campus. In March, the AE email
& calendaring team conducted a campus-wide use case survey, which indicated that a majority of
employees spend two hours or more per day on work-related email. Electronic calendars are also
widely used, with two-thirds of employees using a UW-hosted calendar and the remaining third
using either external calendars such as Google or Yahoo, or paper calendars.
WiscMail and WiscCal, the current email and calendar systems implemented and supported by
the Division of Information Technology (DoIT), have not been adopted campus-wide, with many
schools and colleges choosing instead to implement and support their own local email and
calendaring services. While the team identified 20 systems across campus as a result of this
project, the total number is estimated to be between 35 and 50 systems. These disparate systems
result in increased costs due to duplication of hardware, software licensing, infrastructure, and
end user support. The total operating costs of redundant systems across campus are estimated to
be approximately $1.6 million.
The annual financial impact on productivity from scheduling meetings across disparate systems is
an estimated $6.1 million in hours of lost labor.
A unified system for email and calendaring will reduce infrastructure costs on the IT side and will
enable the recovery of a significant amount lost productivity on the end user side. This would
create a significant opportunity for schools, colleges, and DoIT to redirect labor to other activities
which are more beneficial to the teaching, learning, and research missions of the University. Over
a five year period, the cumulative potential cost savings are estimated to be $11 million in
operating costs plus workforce efficiency gains of approximately $30.5 million.
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
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These savings will be achievable only if all of campus adopts the recommended solution. There
currently is no formal policy for the use of email and calendaring systems.
4.3 REFERENCE DOCUMENTATION • Business Case –
https://sharepoint.aims.wisc.edu:8181/sites/AEemail/Phase%20II%20Team%20Work%20Products/Forms/AllItems.as
px
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
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5 PROJECT SCOPE & REQUIREMENTS
5.1 OBJECTIVE (FROM PROJECT CHARTER APPROVED ON 8/24/2012) Team objectives are to plan and execute the implementation of a campus-wide UW-Madison email and
calendaring solution (Microsoft Office 365), as recommended by the Phase II Administrative Excellence
(AE) work team, vetted by the Advisory Committee and approved by the Steering Committee.
5.2 GOALS (FROM PROJECT CHARTER APPROVED ON 8/24/2012) The primary goal of the team is to successfully convert UW-Madison campus users from their current
email and calendaring platform to the MS Office 365 email and calendaring product, including technical
implementation, transition of data, user training, development and communication of support
resources, and hand off to the DoIT support organization:
Rollout Group #1 – early adopters (Date: TBD)
80% majority of campus users (Date: TBD)
100% of users identified for conversion (Date: TBD)
5.3 SCOPE (FROM PROJECT CHARTER APPROVED ON 8/24/2012) In Scope:
• Implementation of Microsoft Office 365 Exchange Online
Out of scope:
• Implementation of software in the MS Office 365 suite unrelated to email & calendaring is
considered out of scope, though significant work may be performed concurrently.
Microsoft Office 365 SharePoint Online
Microsoft Office 365 Lync Online for Enterprises
Microsoft Office 365 Office Professional Plus
• Though the development of a campus-wide active directory is critical to the success of the
Email and Calendaring Implementation Team, a separate companion project team is
charged with creating the directory.
Related projects & initiatives:
• Directory Services/Authentication (Campus-wide Active Directory)
• AE Enterprise IT Decision-Making: Future State
• AE Policy Work Group
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
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5.4 REFERENCE DOCUMENTATION: • Project Charter -
https://sharepoint.aims.wisc.edu:8181/sites/AEemail/Shared%20Documents/Forms/AllItems.aspx
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
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6 TEAM STRUCTURE – INTEGRATION
6.1 TEAM STRUCTURE ROLES:
`
COO John Krogman
Project ManagementMark Treiber
CommunicationDoIT: Brian RustUW-Comm: Greg BumpService Delivery: Matt Goins Technical Team: Jenny Rado
Office 365 Email & Calendaring Project Team – Functional Structure
Team Leader: Patrick BrennanTechnical Architect: Jesse Thompson
Technical Team
Provisioning & Acct Management: Jesse ThompsonTransition Interoperability: Collin CuddDocumentation and Support: Mark JenkinsMail Flow/ASAV: Steve KohlbeckTechnical Communications: Jenny RadoWM/WC Data Migration: David KarnowskiTraining Development/Delivery: Ara Mesdjian
5/1/2014
Service Delivery Lead: Scott Gletty-SyoenService Delivery Planning Teams: Organizational Readiness: Matt Goins Technology Lead : Shawn Cannon Training Coordinator: Nicole Olthafer Tool and Process Development: Ben Rissman Migration Coordination: Dan Michalski, Justin Marita Help Desk Coordination: Marc Tunes Organizational Support Coordination: RaDs On-Site Services Coordination: Christina Gomez Business Analyst: Bulut Nesim
Team Management & Business Process Owners Chris Holsman Tamara Walker Brandon Bernier
Executive Advisory Group:
Email & Calendaring
CIO: Bruce MaasDoIT: John KrogmanSMPH: Rick Konopacki
Liaison: Tamara Walker
Architectural Advisory Team Jesse Thompson Joe Streeter Ryan Larscheidt Jon Miner
Steve DeVoti
Madison Technology Advisory Group (MTAG)
Bobby Burrow
Leadership Representative (Dean/Director) Migration Partner Administrative Contact Transition Sponsor Transition Advocate Organization Managers/Supervisors Calendar Power Users End Users / Employees
Steering Committee
Organizational Groups
Service Delivery Team
Training Advisory Committtee
Campus Advisory Kelly Bauman/Lisa Diaz – AIMS
Tim Czerwonka – Comp Sci Don McDermott – Med School Jeff Ballard – Engineering
6.1.1 Steering Committee / COO (Project Sponsors)
Provided final decision to approve the implementation of the MS Office 365 email & calendaring
solution; maintains all final decision-making authority; will continue to support implementation
through participation in change management / communication activities as appropriate.
6.1.2 Project Manager
• Ensure project meets the deliverables as noted in the project charter
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
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6.1.3 Executive Advisory Group
Oversee the progress of the Implementation Team; manage, administer, and fund the work of
the team; ultimately responsible for the overall success of the project
6.1.4 Communication Team
Develop and distribute the media as approved by the implementation team
6.1.5 Organizational Groups
Leadership Representative – The dean or director of an organization.
Migration Partner – Technical point of contact. In cooperation with the Transition Advocate,
completes and monitors the technical requirements of the transition through the Organizational
Readiness Website.
Administrative Contact – Administrative point of contact. Communicates with the Office 365
Team and their organization’s leadership.
Transition Sponsor – Leadership representative who participates actively and visibly.
Communicates directly with managers and employees to build a coalition of transition
sponsorship within their organization. Also communicates leadership decisions to their
organization.
Transition Advocate – Keeps organization leadership up to date on transition issues, support
options, and the activities of their organization’s implementation staff. In cooperation with the
Migration Partner, the Transition Advocate monitors, edits, and maintains their organization’s
transition plan on the Organizational Readiness Website. Keeps Transition Sponsor updated for
progress reporting.
Organization Managers / Supervisors – Communicates and engages staff in the transition process.
Calendar Power Users – Members of an organization with advanced technical and practical
knowledge of the calendaring system. May also have special access privileges.
End Users / Employees – Complete all end-user tasks to prepare for the transition.
6.1.6 Training Advisory Committee
Assist Service Delivery & Technical Team on decisions that will support the Organizational
Groups in technology adoption and training
6.1.7 Campus Advisory
Assist Service Delivery & Technical Team on decisions that will support the Organizational
Groups adopt the new system
6.1.8 Office 365 Technical Team - Team Lead: Pat Brennan
• Install and configure infrastructure and applications necessary to support the delivery and
management of Office 365 services
• Create and execute end-to-end system testing plan, including support scenario plans
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
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6.1.9 Office 365 Service Delivery - Team Lead: Scott Getty-Syoen
• Collaborative team of project and local staff to work within the business unit.
• Tactical team to execute migrations to Office 365; including pre-work and data migration
execution
6.1.10 Architecture Advisory Team
• Advisory team that reviews architecture and design considerations for the email and calendaring
solution, including the implementation process and tools.
• Integrates with
• Liaison between Project Team and Madison Technical Advisory Group (MTAG)
6.1.11 Madison Technical Advisory Group (MTAG)
Advisory group that receives periodic progress updates from the team, and provides feedback
6.1.12 Business Process Owners
Support the team through the allocation of resources, removal of roadblocks, participation in
change management and communication activities, and ensuring the project benefits are
sustained through policy and process leadership
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
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7 PROJECT APPROACH
7.1 MAJOR DELIVERABLES (FROM PROJECT CHARTER APPROVED 8/24/2012)
7.1.1 Pre-Work
Project Structure – update with Project Management Plan (revised 3/31/2014)
Project Leadership – See Team Structure (revised 3/302014)
Team Membership – See Team Structure (revised 3/30/2014)
Project Charter – 8/24/2012
Project Management Infrastructure – updated with Project Management Plan (revised
5/2/2014)
7.1.2 Contracting
Professional Services – revised 3/10/2014
Licensing Agreements - TBD
7.1.3 Analysis/Project Planning
O365 Solutions Architectural Workshop (SAW)
Migration Due Diligence Sessions (MDD)
7.1.4 Design & Technical Planning
Final Design – to be review with Microsoft Engagement
7.1.5 MS Office O365 Installation & Configuration
Pilot Users – users tested and operating in O365 environment
7.1.6 Campus Conversions
Rollout Group #1 – Early Adopters
80% Majority of Campus Users
100% of Users Identified for Conversion
7.1.7 Project Close
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Last Updated: May 9, 2014
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8 PROJECT TIMELINE
8.1 KEY MILESTONES BY ORGANIZATIONAL GROUPS All Organizational Groups will be scheduled with a Go-Live (ETA) date which will determine the
actual Kickoff Date and proceed to determine the Key Milestone dates to completion the
migration for that Organizational Group.
Go-Live (ETA)
#/weeks Migr Coor date Kickoff date Tr Prep date
############# ############# #############
############# ############# #############
############# ############# #############
############# ############# #############
8.1.1 Pre-Transition – Census Completion
Census Follow-up
Transition Kickoff
Transition Preparedness Meeting
8.1.2 Transition Implementation
All Staff Kickoff Meeting
Check-In #1
Check-In #2
Check-In #3
Training Period
Go Live Confirmation Meeting
8.1.3 Office 365 Go-Live
Go-Live Day
Post Transition Review
O365 Email & Calendar Project Project Manager: Mark J. Treiber
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8.2 MASTER PROJECT PLAN
8.2.1 Implementation Schedule Tracking
Office 365 Organization Schedule Planning
o Data from Census and other data will be collected to create a Master Schedule that
contains all Organizational Groups
o Schedule will be posted on the O365 Transition Site: http://www.365transition.wisc.edu
8.2.2 Variance Tracking & Reporting
Baseline Report
o After a preliminary Implementation Schedule is proposed, the following metrics will
be calculated and base lined:
10% users migrated - Completion Date
20% users migrated - Completion Date
30% users migrated- Completion Date
40% users migrated- Completion Date
50% users migrated- Completion Date
60% users migrated- Completion Date
70% users migrated- Completion Date
80% users migrated- Completion Date
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Last Updated: May 9, 2014
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9 ISSUE MANAGEMENT
9.1 ISSUE MANAGEMENT
9.1.1 Issue Management Responsibilities
The importance of identifying, monitoring and communicating issues is critical in the overall
efforts of project management. A clear process by which issues are managed and escalated,
supported by an effective scope management plan, are critical. All project team members and
others affiliated with the project are responsible for identifying issues as early as possible and for
notifying the project manager.
9.1.2 Issues Tracking
All issues will be documented by the teams. They will be entered into issue tracking systems and
assigned to owners to manage and report progress by the Service Delivery & Technical Team
Leads.
9.1.3 Master Issue Log
Project Management will maintain a Master Issue Log for tracking issues that will impact
Schedule, Cost, or Quality. These will be reviewed with Leadership & Executive Advisory.
9.1.4 Issue Escalation
The Service Delivery & Technical Team Leads will be responsible for escalating issues.
Criteria for Escalation:
ISSUE TYPE CRITERIA Schedule Delay of more than 1 week
Cost Increase of > 10% of planned
Quality Quality Metric outside of control limits
Risk All Risks with High Impact
Communication TBD by Communication Plan
Resource / Team Member / Stakeholder
Any potential issue or risk that could result in schedule, cost, or quality variance
Issue Log
Issue # Status Description Assigned To Priority Open Date Target Date Closed Date Notes
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9.2 ISSUE MANAGEMENT FLOW
O365 Email & Calendar Implementation Project Issue Management
O365 Email & Calendar ProjectProject Manager: Mark J. Treiber
Last Updated:3/26/2014
Service Delivery Team
Technical Team
JIRAService
Delivery Issue Log
Tech Team Issue Log
Issue Escalation?
Project Management
Executive Advisory Group
ArchitectureAdvisory
Master Issue Log
Master Risk Log
Review with Leadership
Communication Plan
9.3 REFERENCE DOCUMENTATION: Master Issue/Decision Log: Maintained in the O365 Project Management Repository
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
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10 SCOPE MANAGEMENT
10.1 SCOPE MANAGEMENT PROCESS Scope Management includes the processes required to ensure that the work plan includes all the work
agreed upon, and only the work agreed upon for a successful project completion. It is primarily
concerned with defining and controlling what is or is not included in the project.
This section describes how project scope will be managed and how scope changes will be integrated into
the project. It also includes a clear description of how scope changes will be identified, classified and
tracked.
Scope changes originate in one of three ways. An issue (See section 9 - Issue Management) becomes a
scope issue, someone requests a change, or a decision is needed to allow progression on the project. All
scope change requests will follow the following process:
1. Change Request or Decision Needed is requested by team member
2. Project Manager reviews the Change Request or Decision Needed and logs the request
3. Project Manager reviews with Leadership to validate
4. Project Manager puts request into Decision Document or Change Document
a. Including the impacts to Time, Cost, and Quality
5. Project Manager reviews request with Executive Advisory Group
6. Executive Advisory Group (acting as the Change will review Decision or Change and make
one of three decisions:
a. Approved – Change/Decision can move forward
b. Reject – Change/Decision is not justified based on its impact
c. Deferred – Change/Decision will need to be approved by Steering Committee
7. Approved Change/Decision Updates
a. Updates Project Timeline
b. Updates to Cost Management
c. Updates to Quality Management
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10.2 PROCESS FLOW
O365 Email & Calendar Implementation Project Change Management/Decision Process
O365 Email & Calendar ProjectProject Manager: Mark J. Treiber
Last Updated:3/26/2014
Service Delivery Team
Technical Team
Scope Change orDecision?
Project Management
Executive Advisory Group
ArchitectureAdvisory
Decision/Change Log
Review with Leadership
Decision Document/
Change RequestApprove/Reject
Steering Committee(if necessary)
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10.3 DECISION / CHANGE LOG Project Management will maintain a Master Decision/Change Log for tracking all items will impact
Schedule, Cost, or Quality. These will be reviewed with Leadership & Executive Advisory.
10.4 REFERENCE DOCUMENTATION: Master Issue/Decision Log: Maintained in the O365 Project Management Repository
Decision / Change Log
Item # Status Description Assigned To Priority Open Date Target Date Closed Date Notes / Reference
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11 COST MANAGEMENT
11.1 COST MANAGEMENT PLAN
11.1.1 Anticipated Solution Cost (From Business Case)
TYPE UPFRONT/ONE-TIME
REOCCURRING NOTES
Labor $543,750 $1,241,250 Assumes administrators in distributed units will continue to spend 15% of their time managing email & calendaring
Infrastructure - $122,000 Includes routing, admin. Console
Licensing - $303,020 Per mailbox fees are based on defined plans and may fluctuate based on user needs
Communication - $9,000 -
Training $120,000 - -
TOTAL COSTS $636,750 $1,675,270 -
11.1.2 Proposed Tracking of Costs
11.1.2.1 Cost Management – Main
Project Management will maintain a Master Cost Management Plan for maintaining the Projected
vs. Actual Costs & Benefits for the project. These will be reviewed with Leadership & Executive
Advisory on a monthly basis.
Cost Management Plan - Main Projected Year 1 Year 2 Year 3 Year 4 Year 5 Total
Up-Front Costs 663,750 - - - - 663,750
Recurring Costs 1,675,270 1,675,270 1,675,270 1,675,270 1,675,270 8,376,350
One-Time Savings - - - - - -
Recurring Savings - - - - - -
Net Savings/(Costs) - - - - - -
Actual FY2014 FY2015 FY2016 FY2017 FY2018 Total
Up-Front Costs - - - - - -
Recurring Costs - - - - - -
One-Time Savings - - - - - -
Recurring Savings - - - - - -
Net Savings/(Costs) - - - - - -
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
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11.1.2.2 Cost Management – Costs
11.1.2.3 Cost Management – Benefits
11.2 REFERENCE DOCUMENTATION: • Master Cost Management Plan: Maintained in the O365 Project Management Repository
Cost Management Plan - CostsProjected Up-Front / One-Time Recurring (annually)
Labor 543,750 1,241,250
Infrastructure - 122,000
Licensing - 303,020
Communication - 9,000
Training 120,000
Total Costs 663,750 1,675,270
Actual Up-Front / One-Time FY2014 FY2015 FY2016 FY2017 FY2018 Total
Labor - - - - - - -
Infrastructure - - - - - - -
Licensing - - - - - - -
Communication - - - - - - -
Training - - - - - - -
Total Costs - - - - - - -
Cost Management Plan - BenefitsProjected Recurring (annually)
Operating Costs -
Calendar Efficiency -
Total Benefits -
Actual FY2014 FY2015 FY2016 FY2017 FY2018 Total
Total Converted Users - - - - -
Operating Costs - - - - - -
Calendar Efficiency - - - - - -
Total Benefits - - - - - -
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
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12 COMMUNICATION MANAGEMENT
12.1 INTERNAL COMMUNICATIONS
12.1.1 Meetings
TYPE PURPOSE ATTENDEES TIME OUTPUT Service Delivery Keep entire team updated
on progress Core Service Delivery Team
Wednesday 3:00pm Agenda Weekly Reports
Service Delivery Leadership Review direction, risks, & issues
Team Leader & Management
Monday 11:30am Updates to Risks/Issues
Technical Team Keep entire team updated on progress
Core Technical Team
Tuesday 9:00am Agenda Weekly Reports
Technical Team Leadership Review direction, risks& issues
Team Leader & Management
Monday 3:30pm Updates to Risks/Issues
Service/Technical Integration Determine proper crossovers
Team Leaders & Management
Wednesday 11:00am Updates to Risks/Issues
Communication Review & approve communication
Communication Team
Thursday 9:00am Communication Plan
Executive Committee High Level Update Review Risks
Executive Committee
Thursday 1:00pm
Agenda Executive Level Status
Quality Meetings Develop Quality Control Metrics
Quality Team As Needed
Updates to Quality Plan
Architecture Meetings Review & Approve Architecture
Architect Team As Needed
Decision Information
Steering Committee Major Project Decisions Project Leadership As Needed Decision Information
12.1.2 Meeting Documentation
All documentation will be maintained on one of the preferred technologies. All team members need to
keep documentation in one of the following repositories.
TYPE MAIN REPOSITORY Collaboration Google Docs
Box Folders
Shared Team Documentation Box Folders SharePoint Site
Overall Project Team Documentation SharePoint Site
• Main SharePoint Site - https://sharepoint.aims.wisc.edu:8181/sites/AEemail/SitePages/Home.aspx
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• Service Delivery Index - https://docs.google.com/a/wisc.edu/spreadsheet/ccc?key=0Ak8h_p9WqlxOdEt1cTBnVXVtQUd4eUphVm5iMTZ0bmc
&usp=sharing#gid=0
12.1.3 Meeting Ground Rules
Team Ground Rules -https://sharepoint.aims.wisc.edu:8181/sites/AEemail/Shared%20Documents/Forms/AllItems.aspx
12.2 EXTERNAL COMMUNICATIONS
12.2.1 Communication Toolkit
The Service Delivery team will work with Migration Partners from each Organizational Group to
assist in providing consistent communication to the end-users (via email templates, etc) - links
to the communication will be found - https://data.office365.wisc.edu
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12.2.2 Email and Calendar Transition
The main site for the transition - https://www.365transition.wisc.edu/ will be used to keep campus
informed on implementation.
o “Students, Faculty & Staff – information for end-users on migration
o “Migration” Section – information for Migration Partners
o “Project Information” Section – information about news, project management, and
archived communications
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
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13 QUALITY MANAGEMENT
13.1 QUALITY MANAGEMENT PLAN
13.1.1 Quality Control
13.1.1.1 Quality Control Team
Mark Treiber
John Krogman
Kevin Cherek
Tamara Walker
Pat Brennan
Brandon Bernier
13.1.1.2 Quality Control Tracking
Project Management will maintain a Master Quality Control for tracking all quality metrics for the
project. These will be proposed by the Quality Control Team and managed and tracked
throughout the implementation.
13.2 REFERENCE DOCUMENTATION: • Master Quality Control Plan: Maintained in the O365 Project Management Repository
Quality Control
Critical To Quality Time Period Group Sig Char #
Significant Characteristic
Description
Measurement
Method
Control
Limits
Stability
(Y or N)
Control
Plan
A-1 Y
A A-2 Y
A-3 Y
B-1 Y
B B-2 Y
B-3 Y
Quality Characteristic Measurement Process
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14 RISK MANAGEMENT
14.1 RISK MANAGEMENT PROCESS
O365 Email & Calendar Implementation Project Risk Management Process
O365 Email & Calendar ProjectProject Manager: Mark J. Treiber
Last Updated:3/26/2014
Project Management
Executive Advisory Group
Master Issue Log
Master Risk Log
Service Delivery/Tech Team Leadership
Review
Mitigation Plans
Master Project Plan
O365 Email & Calendar Project Project Manager: Mark J. Treiber
Last Updated: May 9, 2014
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14.1.1 Master Risk Register
Project Management will maintain a Master Risk Register for tracking all risks for the project
issues that will impact Schedule, Cost, or Quality. These will be reviewed with Leadership &
Executive Advisory.
14.1.1.1 Risk Register - All risks that could have impact on the project
14.1.1.2 Preventative Actions – Response to a documented risk to prevent or reduce the risk from
happening
14.1.1.3 Contingency Actions – Planned response to a documented risk after the risk has occurred
14.2 REFERENCE DOCUMENTATION: • Master Risk Register: Maintained in the O365 Project Management Repository
Risk Register
Risk # Status Category Date Raised Raised By Description of Risk Description of Impact Likelihood Impact Priority
Summary Description Rating
Preventative Actions
Risk # Description of Risk PA# Status Preventative Actions Action Owner Action Date
Summary Preventative Actions
Contingency Actions
Risk # Description of Risk CA# Status Contingency Actions Action Owner Action Date
Summary Contingency Actions