Project management

Production Deployment of the New Integrator

Project Charter

Last Updated On:

August 19, 2011 by Denise Austin (daustin)

Program Name (if applicable)

Program Number (if applicable)

New Integrator – Production Deployment

Project Manager

Business Project Owner

Executive Sponsor

Adler, Mark (M.)

Habash, Richard (R.T.)

Hyde, Art (A.S.)

Program Manager

Project Start Date

Project End Date

Schlax, Mary (M.K.)

06-01-2011

12-31-2012

Business Issue and / or Opportunity

• The Current Integrator does not have the capability to effectively manage global platforms, top hats and power packs across regions and that has been valued at $4.6M in annual personnel inefficiencies

• Integrator is perceived as less effective than other tools

  • Focus Groups identified specific Integrator issues and requested enhancements to improve:

    • Setup, Access, & Security Management

    • Assessment Management – Deliverable Evidence, Comments, Rollup

    • Issues Management – 5Ds, Conformance Plans, Tracking

    • Online Management Reviews & Standard Reporting – ex. PIR, ESR

    • Training Delivery

Better View of the Situation:
Implement replacement software for Integrator as the strategic solution to effectively manage Global Platforms, TopHats and Powerpacks across regions providing improved PD Factory efficiency and effectiveness, full transparency of timing and health metrics driving more robust implementation of the Global Product Development System (GPDS).

• Implement new functionality to manage complex systems (hat & platform) with layered many to many relationships (powertrains in multiple programs), as well as, system to system interoperability (stand alone today)

• Purchase a commercial program management application and configure it to provide functionality required vs developing a custom internal application.

• The first phase of implementing a strategic solution was a Vendor Prove Out of Planisware software (the selected supplier) to validate the functionality and integration capability

• This project takes the successes from the Vendor Prove Out and using a phased approach, pilot the software in a development environment, launch in a production environment and support the migration off the current Integrator application.

Strategic Initiative Supported

Way Forward: One Ford global requirements.

Project Goal

To

• • replace the existing Integrator application by implementing a strategic production solution

In such a way that

• • it enables Program Management and Core Engineering to effectively manage global vehicle programs &

  • it enables all affected departments (e.g. Planning, Engineering, Finance to Manufacturing and FCSD) to effectively manage global programs

  • it enables management of many to many relationships across regions and/or programs supporting global platforms and powertrains

So that

• • Functional areas globally will have the ability to deliver their product’s using the system of record as the master source of program timing and health data supporting reviews in an accurate and timely manner.

• Develop/Configure New Integrator Application that will integrate all supporting applications within scope in a seamless manner, across the global enterprise and throughout the entire program lifecycle.

• Eliminate manual tracking of health for large global programs and offline tracking of small scale programs

• Provide Capability to do online Integrator reviews efficiently rather than using manually generated documents

• Eliminate requirement to setup unique files for multi-tophats, platforms & powerpacks and then N/A duplicative milestones/ gateways/deliverables

The foundation will provide people and applications, authors and consumers, with a single location where Program timing & health can be accessed.

Key criteria for evaluating the success of the broad objective

• Reduce the number of manual user actions/operations across the various processes where users manually enter input to other processes.

Principal Project Deliverables

1. A conference room prototype with limited functionality and system interoperability as required (phase 0.1) and a pilot with actual program data and additional functionality (phase 0.2) in the development environment.

2. An accelerated production-like pilot simulating the life cycle of a program in the development environment. (phase 0.3)

3. A deployment plan to move identified program data from the old Integrator databases into the new production solution.

4. Software and hardware implementation into development, Quality Assurance (QA), and production environments and technical support.

5. Training documentation will be jointly developed with the business and IT.

6. Application Training Delivery and Cost will be determined at a later date.

7. The Production Release Version 1.0 of this project includes the functionality validated in the VPO and Pilots.

NOTE: Any additional changes will be handled through the standard change control process or will be addressed in future releases as prioritized by the business.

8. System-to-system interoperability to receive and/or send the agreed information from the following systems in scope of the project:

• Global Product Development System (GPDS) – Integrator receives process sheets & GPDS timing templates from GPDS.

• Electronic Document Management System (EDMS) – Store evidence and other documents within EMDS as the document repository application.

• Enterprise Data Warehouse (GCH) – Receives program and milestone data from Integrator.

• PIT Dashboard – Receives program data from Integrator (April 2012) . Long Term TBD

• Advanced Product Quality Planning (APQP) – Receives program timing. Automated update of supplier timing and assessments from APQP into new Integrator solution needs to be investigated.

• Project Central (MSP EESE) – Receives electrical program management (scheduling & timing).

• Team Center (TCe) – Send/Receive data to/from TCe solution (which replaces SETk, eFDVS, CeTP, eDeviation and PT Design Rules) % Complete fed from Tce/DRP and rating generated based on QOE guidelines

• Common Manufacturing Management System (CMMS) – Integrator to receive BOM timing from CMMS Vehicle Parts Progress (VPP) module. Update Integrator timing with actual plant timing.

• Product Development Quality Operating System (PDQOS) – only to receive timing metrics from Integrator

• Online Assessment Table System (OATS) – Send Engine / Transmission MY, name and number

• Application Policy Services (APS) – Implement role based security for Ford employees and Suppliers.

• Lightweight Directory Access Protocol (LDAP) - Implement Web Single Login (WSL) for user access into Planisware.

• Vehicle Class Data Set (VCDS) – Incorporate the VCDS attributes in Integrator for all programs. Share the Excel output from integrator. Long term plan is for the new Integrator to be the master for VCDS info’

Any addition of new source system(s) during the course of the project will be handled through the standard Change Control process. Any new additional source systems will impact the delivery, timing, and cost.

The following systems are identified to be OUT OF SCOPE and for this phase and may be implemented in a later phase, at a later time. There will be no automated functionality or exchange of data in the first phase of the Production Integrator with the following systems:

• • PD Factory Applications:

    • Investment Efficiency Toolset

    • Calendarization Model

    • Work Hours Management System (eWHMS, Black & White)

    • Budget & Actual Reporting (BOPS)(GBOPS)

    • Engineering Inventory

    • Global Program Resource Report (GPRR)

    • Global Cycle Planning System (GCPS) - input program timing, vehicle volume, powertrain lineup, global cycle plans, program information. (New Future Workshop)

  • Global Resource Management (GRM) – determine sharing program timing and resource requirements.(Resource Management team to Start ID & Assess for Planisware)

• • Bill of Material Foundation (BOMF) - Send Financial Health Information to New Integrator (Output From PDQOS Workstream)

• • Vehicle Class Data Set (VCDS) – Only attributes are managed in Integrator. Security, interface with other applications, additional attributes and administration screens are not in scope. (VCDS Phase 1 in scope )

• • Product Development Quality Operating System (PDQOS) – receive metrics from Integrator (Determine from Current Workstream)

• • Global Purchasing Program Management (GPPM) – Uses downstream data sent to APS for granting supplier access (New Future Workshop)

Any addition of new source system(s) during the course of the project will be handled through the standard Change Control process. Any additional source systems will impact the delivery, timing, and cost.

• Business sign off.

• **********************************************

None identified at this time.

1. No application customization is included in the scope of this project unless performed by Planisware.

1. VPO Related

   1. Mid August during the Vendor Prove Out Go/No Go Gate Review, the business and IT chooses Planisware as the supplier of this application.

   2. Mapping of all Integrator business functions will be completed in the Vendor Prove Out by business and copied into the new environments.

   3. All documents from the Vendor Prove Out are available as part of the production implementation.

   4. The Vendor Prove Out running in the Raslab will be immediately shut down upon the thirtieth day after the launch into the production environment.

2. Business Responsibility

   1. Business assumes ownership of configuring Planisware screens, creating objects, and reports.

   2. Business assumes responsibility for development and execution of training plan for end users.

   3. Business assumes responsibility for documenting all New Integrator business processes, rules and exceptions and providing them to the IT Program Manager and Business Analyst.

3. IT Responsibility

   1. IT assumes the responsibility of test case creation and execution.

   2. IT will prepare the Use Case documents for all business processes to be tested and system interfaces.

   3. IT will prepare the QA & Production environments for the use cases that are functional in Phase 0.3 and the production-like pilot used in the development environment.

   4. IT assumes ownership of all production support of the hardware in all environments.

4. Joint Business / IT Responsibility

   1. Business/IT assumes responsibility for development of all administrative and end user application training material.

5. Other

   1. No application customization by IT is included in the scope of this project unless performed by Planisware.

   2. Access will only be via the Ford intranet. Access will be available via VPN with appropriate security controls.

   3. Security and Control Champions (SCC) /Internal Control Coordinators (ICC) will approve hosting of the Planisware software on Ford desktop computers.

   4. Security model must be established for all roles including Joint Venture(JV) employee considerations.

   5. System response times will be no greater than the current Integrator production environment. (Wait time in seconds)

   6. Availability will be greater than current Integrator and support real-time management reviews.

Group

Receives from Project

Gives to Project

Name and

E-mail Address

Executive Sponsors

Delivered solution,

Bi-Weekly project status

Funding, authority

Art Hyde (ahyde)

Stephen Smith (ssmith61)

L1 Champions

Delivered solution, Bi-Weekly project status

Vision, organizational direction

Pandora Ellison (pelliso1)

Bob Trecapelli (rtrecape)

Kevin Timms (ktimms)

Virginia Preuss (vpreuss)

Richard Riff (rriff)

Hau Thai-Tang (hthaitan)

Raj Nair (snair)

Jim Baumbick (jbaumbic)

Business Owner / PD Operations

Delivered solution,

Bi-Weekly project status

Vision, authority, business resolutions, organizational alignment, sign-off, representation to the L1 Champions & sponsors.

Rick Habash (rhabash)

Steering Team

Delivered solution,

Bi-Weekly project status

Vision, business resolutions, organizational alignment, sign-off, representation to the L1 Champions.

Richard Tilley(rtilley)

Tim Veenstra (tveenstr)

Tim Reid (treid)

George Halow (ghalow)

Imad Melki (imelki)

Mary Schlax (mschlax)

Steven Smith (ssmith61)

Functional Lead SMEs / PD Operations

Delivered solution, weekly project status

Business & solution requirements, functional requirements. Business expertise.

Cindy Giacobbe (cgiacobb)

Anil Manikkara (amanikka)

Project Management Team

Delivered solution, weekly project status

Business & solution functional requirements, Business expertise, IT Support

Bill Sturgeon (wsturgeo)

Ken Nguyen (knguyen3)

Marty Trenkle(mtrenkl2)

Brian Hawkins (bhawkin5)

Thomas Hain (thain)

Ernst Meijer (emeijer)

Mark Adler (madler5)

Functional / Regional SMEs

Functional / Regional SMEs

Continued…..

Delivered solution,

Weekly project status

Business Requirements, Business expertise

Randy Miller(rmille10)

Steve Taylor(stayl100)

Alison Shefferly (asheffer)

Bradley Bysouth (bbysouth)

Uwe Kloss (ukloss1)

Rodrigo Melo (rmelo6)

Romel Reckerman (rreckerm)

Tim King (tking11)

Mike Wrublewski (mwrublew)

Chris Benson ( ?????

Bradley Bysouth (bbysouth)

Cynthia Bertini (cbertini)

Tom Bennett (tbennet1)

Matthais Baumann (mbaumann)

Brandon Dobbins(bdobbin4)

Scott Lauffer (slauffer)

Cynthia Nicholson (cnicho19)

Marilynn Smith (msmith53)

Justin Platt (jplatt17)

Marie Mann (mmann1)

Diane Traskos (dtraskos)

Matthew Jefferson (mjeffer1)

Gerd Mueller (gmuelle2)

Graham Crawley (gcrawle1)

Stuart Smith (ssmith28)

Joanne Burns (jallen16)

Mark Albrant (malbrant)

Tricia Tygesen (ttygesen)

Chris Woodhouse (cwoodhou)

Kelly Plawinski (kplawins)

Shashi Maire (smaire)

David Laske (dlaske)

John Lane (jlane15)

IT Application Development Services

Direction, timing, plans, application requirements, business rules.

Technical expertise, SDM Documents, Project Management, estimates, design

Diane O’Mara (dfranci2)

Mark Adler (madler5)

Art Rice (arice)

Ellen Burrows (eburrow1)

IT Support

Direction, timing, plans, application requirements, business rules.

Technical expertise, SDM Documents, estimates, design, hardware support

PM: N.Sivasankaran(nsivasa1)

PM: M.Senthilnathan (msenth13)

SD: Sakthi Singaravella (ssakthi4)

SD: Matt Fobear (mfobear)

SA:Judith Britto (jbritt31)

Reinhard Drueckes (rdruecke)

Vendor

Business contract

Planisware software, technical support

Benoit Delhuille (bdehuil & [email protected])

Application

Purpose

Global Product Development System (GPDS Online)

Using XL files, automated load.

Integrator receives process sheets and GPDS timing templates from GPDS.

Electronic Data Management System (EDMS)

Using Ford Web service

Will be used as the document repository/management system.

Enterprise Data Warehouse (GCH)

Automated feed.

A DB view will be created in Planisware for use in MS Access to generate reports/data to be sent.

Will be sent Program, Program Team, and Milestone data from Planisware.

PIT Dashboard

Automated feed.

A DB view will be created in Planisware for use in MS Access to generate reports/data to be sent.

Will be sent Program data from Planisware.

Advanced Product Quality Planning (APQP)

Automated feed.

Receives program timing & inputs supplier program status to APQP. Possible automated update of supplier timing from APQP into new Integrator solution.

Project Central (MSP EESE)

Automated feed

Will be sent Electrical Program Scheduling & Timing from Planisware.

Team Center (TCe)

TCe solution (which replaces SETk, eFDVS, CeTP, eDeviation and PT Design Rules)

Automated load and feed.

Planisware will pull assessment data from TCe through a DB View. In Planisware, it will be used to calculate and update deliverable compliance. % complete for DI data can be used to generate a R/Y/G status for deliverables in Planisware. TCe will be sent Program Timing data from Planisware.

Common Manufacturing Management Systems (CMMS)

Automated load and feed.

Planisware will pull CMMS LR-OKTB timing from CMMS VPP (Vehicle Parts Progress) module and load actual plant timing into Planisware. (Who is Master?) CMMS will be sent Program Timing from Planisware.

Product Development Quality Operating System (PDQoS)

Automated feed

Will be sent Timing Metrics from Planisware.

OATS

Automated feed

Will be sent Program Timing for engine & transmission data for Powertrain from Planisware.

Application Policy Services (APS)

Will be used to implement role based security for Ford employees and Suppliers. Will be sent Program code and Milestone data from Planisware. This data will then be altered and passed from APS to GPPM and to APQP.

Lightweight Directory Access Protocol (LDAP) (FDS)

Will be used to implement Web Single Logon (WSL) using APS (Application Policy Services) for user access to Planisware and implement role based security.

Application

Purpose

PD Factory Applications:

- Investment Efficiency Toolset

- Calendarization Model

- Work Hours Management system (eWHMS, Black & White)

- Budget & Actual Reporting (BOPS)(GBOPS)

- Engineering Inventory

- Global Cycle Planning System (GCPS) - input program timing, vehicle volume, powertrain lineup, global cycle plans, program information.

- Global Resource Management (GRM) – determine sharing program timing and resource requirements.

- Global Program Resource Report (GPRR)

- Advanced Vehicle Bill of material (AVBOM)

Vehicle Class Data Set (VCDS)

Apply agreed approach to use VCDS data as applicable to new solution.

PD QOS

Complete integration and reporting of health chart metrics at the functional and vehicle program level is out of scope. Only receiving timing metrics is in scope.

Allow suppliers to use Integrator directly (CDSID) to complete assessments, usually on a monthly basis.

Milestone

Date

Project Start

5/2/11

Vendor Prove Out – GO.NO Decision

8/15/11

SEER Estimate Complete

8/23/11

Project Completion

#

Critical Risk Factor

Mitigation Strategy

1

Availability of SMEs across CBGs

2

Availability of Integration Team resources

3

For Reporting, Planisware reporting may not meet our requirements. Setting up the VPP timing with Benoit in Planisware was “pretty rough”. We may need to additionally look at Congo’s and/or Web Focus for reporting. Planisware is working on a new BI module that is scheduled for release in early 2012.

set a go/no go date in the VPO (or one of the pilots) for using Planisware for reporting.

Risk Category / Risk Description

Unclear Objectives and Requirements

The support model between the business and IT is not agreed on. Need agreement on development and on-going support to get an accurate deployment cost estimate

Resource availability

Availability of other application teams during the implementation of project (TCe, EDMS, SharePoint) may not be able to make changes to meet our production launch timing.

Resources to develop/execute applications training have not been identified.

Software

Initial feedback and training indicate the report capabilities within Planisware may not be robust enough to support Ford's requirements (VPP,etc.) If Planisware reporting tool does not cover the business’s needs, other tools will need to be evaluated (such as Cognos or WebFocus). This will result in a delay in timing and an increase in the project cost.

Initial feedback from tool training and Airbus indicate more emphasis may be needed to validate UI with end users early on to ensure the tool is simple to use.

Sponsorship, Governance

Few of the L2 steering members have been participating in the governance meetings adding risk to the overall acceptance of the project.

Need to ensure functional engineering organizations are aware of project direction, improvements and understand what their role will be in the future (i.e. feedback from discussion with Electrical - Sandra Skinner).

Need to ensure functional engineering organizations are aware of the product.

Supportability, Maintainability

Airbus feedback indicated low satisfaction with Planisware's support post deployment. Slow response with continued negotiations to resolve issues, along with no commitment on release dates.

Planisware is scheduled to launch a BI Module in early 2012. Need to determine what functionality will be available with new Module and determine what capabilities can wait.

Testing and Quality Assurance

Planisware Current Database Training Setup is done in Oracle 10 version. For Load testing in SQL DB server need to install Planisware Component in SQL server.

Program/Project

Dependency

Coordination Strategy

Sponsor

• Takes ultimate responsibility for approving feasibility of the project

• Articulates business goals and objectives

• Provides funding for the project

• Takes ultimate responsibility for the project

• Has ultimate authority over the project

• Approves changes to the scope and obtains any additional funds those changes require,

• Motivates the Business Project Owner by demonstrating commitment

• Negotiates prioritisation and scheduling of the project

Hyde, Art (A.S.)

Smith, Stephen (R.)

GPDS Integrator L1

• Review Program Status and Progress

• Organization Alignment

• Support/Provide Strategic vision

• Approve funding and resources

• Monitor ROI

• Critical Issues and Risks

• Resolve issues across enterprise

Pandora Ellison

Art Hyde

Bob Trecapelli

Frank Davis

Richard Riff

Kevin Timms

Stephen Smith

Mary Schlax

Hau Thai-Tang

GPDS Integrator L2 Steering Team

• Program Status and Progress

• Organization/priority Alignment

• Risk Management / Quality Assurance

• Release development and strategy

• Financial performance/business case attainment

• Stakeholder communication and buy-in

• Human resources – acquisition

• Vendor management: Contract, performance, and relationship

• Implementation strategy

• Legal, regulator, audit

• Facilities and infrastructure

Art Hyde

Rick Habash

Richard Tilley

Tim Reid

Stephen Smith

Mary Schlax

Tim Veenstra

George Halow

Imad Melki

Greg Reynolds

GPDS Integrator L3 Program Management Team

• Foundation of governance model

• Responsible to identify and escalate issues and risks

• Resolves cross functional issues

• Accountable for project priorities and alignment with project goals and objectives

Rick Habash, Cindy Giacobbe Randy Miller, Bill Sturgeon,

Alison Shefferly /Clem Valot

Romel Reckerman

Marty Trenkle

Thomas Hain,

Brian Hawkins

Bradley Bysouth

Project Customer

• Uses deliverables to generate benefits from the project

• Assists in developing Project Charter and Project Plan

• Controls the customer aspects of the Project

• Ensures availability of resources

• Resolves or approves resolution of issues, approves scope change requests and actions deferred changes

• Assists in tracking action items and budgets

• Participates in status reviews with the project team and project reviews with the Sponsor

• Approves project deliverables and takes responsibility for their quality

• Ensures completion of the Vendor prove out Review

• Responsible for end-to-end solution from a business process perspective

• Assigns Business Lead SMEs

• Participates in mitigation of any project issues or risks as required

• Communicates regularly with stakeholders

• Authorization on final results on the Vendor Prove out for the Business use cases results.

• Conduct Weekly Checkpoint meeting on the Business resources on execution of use cases.

• Prioritise Issue/Clarifications on Vendor Prove out.

Habash, Richard (R.T.)

(rhabash)

IT Project Owner

• Assigns a Project Manager

• Helps resolve and approve issues

• Approves scope change requests and actions deferred changes

• Manages project integration and approve project completion

• Approves and monitor project plans

• Leads/conducts Operations Reviews with the Sponsor

O’Mara, Diane (dfranci2)

PTG Manager

• Helps resolve and/or approve resolution of issues

• Approves scope change requests and actions deferred changes

• Approves project completion

• Participates in Project Reviews with the Sponsor

• Set up initial meetings with Integration Systems teams.

• Involve SD team during Initial Integration Team meetings and share information on Integration team requirements.

• Involve in Cost Analysis & Support System for future model

• Contributes to the Vendor meetings

Giacobbe, Cindy (C.)

(cgiacobb)

Manikkara, Anil (K.) (amanikka)

Project Manager

• Ensures that the Sponsor and Business Project Owner are aware of their responsibilities

• Develops and maintains the Project Charter and Project Plan

• Controls the technical and day-to-day aspects of the project

• Manages the Project Team

• Executes team status reviews and project reviews with the Sponsor & Program Manager

• Coordinates technical and quality reviews of project plans and deliverables and supports Operations Reviews

• Tracks issues and scope change requests, escalating as appropriate

• Assists in resolving issues and work with scope change requests

• Tracks the project schedule and costs, action items, and manages the contingency element of the budget

• Takes responsibility for quality of project deliverables

Note: The Project Manager may assist in the creation of the project deliverables, but this is a secondary role to that of Project Manager and must be treated as such.

Adler, Mark (M.) (madler5)

Functional Lead SMEs

• Assess current/future state needs and solicit feedback/consensus from functional/regional SMEs

• Develop and document global/common process and requirements

• Provide sign-off/approval on global/common requirements/processes

• Act as SME and liaison for issues resolution among region/trust mark SMEs

•  Actively participate throughout the project and will sign-off on designated SDM deliverables.

• First level resolution for business issues across regions/trust marks

• Identify and drive consensus for alternative proposed solutions

• Approve project gate reviews

• Responsible for business deliverables related to IT Development phases (SDM deliverables)

• Lead Requirements Prioritization

• Work with IT to ensure that all requirements are clearly documented, spelled out in sufficient detail, reviewed with all stakeholders, and signed off.

• Detailed & timely review of business requirements documentation to ensure that:

• Requirements properly represent department's business objectives and priorities

• Assists in development of requirement documents

• Execute the Business Use cases for Vendor Prove out

• Consolidate the results for the different regions.

• Consolidate issue/clarifications during Vendor Prove out for the Vendor tool.

Sturgeon, Bill (W.E.)

(wsturgeo)

Nguyen, Ken

(knguyen3)

Thomas Hain

Brian Hawkins

Extended Team SMEs

• Business customer/SME with responsibility for business processes within their area that is empowered to define and accept solution.

• Identify and provide business requirement input/feedback for their function/region

• Accountable for implementing solution and processes within their area

• Participate in program status and issue stats as needed

Meijer, Ernst (EJ) (emeijer)

Business Analyst

• Mainly works with the business, Vendor to firming up the requirements

• Liaise with various business units to gather requirements

• Improve business processes

• Gather and define business requirements

• Analyze and map processes (current state/future state)

• Produce high quality documentation

• Report status and issues to the Project Manager(s)

• Coordinates documentation, testing, RAZ lab testing, workshops and training efforts related to project

• Facilitates and contributes to the Architecture(EAA), Engineering (HIR) Meetings

• Facilitates Integration team meetings.

• Consolidate Integration System Requirements.

• Participates in team status reviews and project reviews

Burrows, Ellen (eburrow1)

Rice, Arthur (arice)

Team member

• Develop and test the solution for IT use cases.

• Assist to Integration teams to get the relevant information from Vendor tool

• Support project planning and tracking

• Analyze requirements.

Fobear, Matt (MJ) (mfobear) Senthilnathan (M) (msenth13) Singaravelu, Sakthivel (S.)

(SSAKTHI4)

Vendor

• Support Setup in the FORD systems

• Support and Identify solution alternatives for Integration systems

• Provide Training to Business & IT owners

• Support incase of issues during the Vendor Prove out

• Define support group for Vendor Prove out

• Support Business requirements in Vendor Tool

• Provide Training Plan and Vendor Prove out Plan in detail

Planisware Delhuille, Benoit (B.) (bdelhuil)

Role

Description / Skills

Resource Allocation

(# FTE)

Responsibility

(Name & CDS ID)

IT Program Manager Production

1

Diane O’Mara (dfranci2)

IT

Program Manager(VPO)

0.25

Sivasankaran (nsivasa1)

IT Project Manager Production

1

Mark Adler (madler5)

IT

Project Manager(VPO)

0.75

Senthilnathan. M (msenth13)

IT

Business Analysts

2

Ellen Burrows (eburrow1)

Art Rice (arice)

IT

Developer

1

Singaravel Sakthi

(SSAKTHI4)

IT

Solutions Architect

.25

Rajagopal Mahesh

(rmahes1)

IT

Solutions Architect

.25

Judith Britto

(jbritt31)

Approval of the Charter

By signing this Control Sheet, I confirm that I approve Version.... of the Initial / Project Charter for the New Integrator Production Deployment Project. This means that you want the New Integrator Production Deployment Project to proceed and allow the Application Development organization resource to continue work toward meeting the deliverables described in this document.

Name

Role on the Project

Signature

Approved

Y / N (See below)

Date

Hyde, Art (A.S.)

Sponsor – GPDS

Y

9/26/11

Smith, Stephen (R.)

Sponsor – Quality IT

Y

7/06/11

Habash, Richard (R.T.)

Business Owner

Y

7/15/11

Tilley, Richard (R.C.)

Chief Program Manager

Y

9/26/11

Reid, Timothy (T.)

Chief Program Manager APA

Y (Cond)

7/13/11

Veenstra, Tim (T.W.)

Chief Program Manager FNA

Y

7/05/11

Halow, George (G.F.)

Body Integration Chief

Y

7/28/11

Melki, Imad (I.E.)

Powertrain

Y (Cond)

7/14/11

Schlax, Mary (M.K.)

IT Program Manager

Y

7/15/11

O’Mara, Diane (M.)

IT Project Owner

Y

7/15/11

Giacobbe, Cindy (C.)

IT Portfolio Manager, Quality

Y

7/15/11

Adler, Mark (M.)

IT Project Manager

Y

7/15/11

Conditions

Acceptance is conditional on the following:

Information Required

Name

File Name

200_Project_Charter_Prod Integrator_1.0.doc

Original Author(s):

Version 1.0 – Initial Charter

Denise Austin (daustin)

Current Revision Author(s):

Version 1.01

Mark Adler (madler5)

Current Revision Author:

Version 1.02 - 1.04

Denise Austin (daustin)

Charter Session Participants

Global Steering Committee

Current Revision Author v.1.05

Mark Adler (madler5)

Version

Date

Author(s)

Revision Notes

1.01

06-JUL-2011

Mark Adler

Incorporated Suggestions from Stephen Smith

1.02

06-JUL-2011

Denise Austin

Updated Organizational Scope & Dependencies and Interface Scope

1.03

28-JUL-2011

Denise Austin

Updated to reflect changes to the PowerPoint Charter Overview document from 7-18-11.

1.04

10-Aug-11

Denise Austin

Updated to reflect changes to the PowerPoint Charter Overview document from 8-1-11.

1.05

22-Nov-11

Mark Adler

Final synchronization will approved Powerpoint Charter Overview Document from 9-26-11