BAO&G Project Charter

Team 4

Sheena Mirchandani

Conor Nibert

Feta Kodra

Trevon Adams

Tsitsi Mkaratigwa

Project Charter Document

Project Name: BAO &G Data Center Move         

Department: Team 4

Focus Area: Integration Team        

Product/Process: Merger of Gulf and South offices into new data center

Prepared By

TABLE OF CONTENTS

1 PROJECT CHARTER PURPOSE        3

2 PROJECT EXECUTIVE SUMMARY        4

3 PROJECT OVERVIEW        4

4 PROJECT SCOPE        4

Goals and Objectives        4

Departmental Statements of Work (SOW)        5

Organizational Impacts        6

Project Deliverables        6

Deliverables Out of Scope        7

Project Estimated Costs & Duration        7

PROJECT CONDITIONS        7

Project Assumptions        7

Project Issues(will be completed in Baseline)        8

Project Risks        8

Project Constraints        8

Project Structure Approach        9

Project Team Organization Plans        11

PROJECT REFERENCES        11

9 APPROVALS        12

APPENDICES        13

Change Request Form        13

1 PROJECT CHARTER PURPOSE

Describe the charter itself.

Our team has taken an approach that will accommodate the three constraints (Time,Quality,Cost) with our Data Center Move. Within this project charter our team will give a complete and clear direction for the implementation of integrating the south and gulf region data centers.

2        PROJECT EXECUTIVE SUMMARY

BAO&G is an oil and gas company as that deals with domestic petroleum producers. With the growing need in this industry, the primary conflict we face is choosing the best way to integrate and handle that growth within the company. By examining the Gulf region, there lay a large need for expansion of facilities. Therefore, by using the two regions located in Houston ,Texas for relocation and a merger, BAO&G will experience greater benefits.

The transformation will serve as an investment in the Houston division. The expansion will be conducted in the form for merger between the Southern and Gulf regions. The goal is to integrate both offices into a new data center that supports BAO&G’s data services. To succeed with this proposal, there needs to be a careful analysis of risk management, and cost benefit.

This proposed solution will provide the end-users of BAO&G with better services as the current Houston facilities are reaching their maximum capacity for personnel and equipment. This document will provide insight into the relocation and merger of the Houston offices as we examine the risks associated with the project.

3        PROJECT OVERVIEW

We are combining the two offices in Houston and relocating to a new location. The purpose of relocating is to strategically prepare for growth of the BAO&G company. The advantages of this project derives from the fact that we will have more space to better assist our customers in data services. An increase in employee satisfaction will  directly increase productivity and ultimately more profit. Both of the two data centers are pushing the limit of their  capabilities. This new Houston office will manage the growing network capabilities and establish a competitive advantage for growth in technology. The current situation at BAO-G is that they have two data centers located a few miles apart from one another with a combination of 1800 sq ft building space. Some of the issues with the current situation is the communication between the two data centers, the staffing cost such as management, maintenance, and an IT team. With that being said, if the two locations decide to merge into one building, they will decrease the cost for staffing, improve functionality and will always have room to grow, as the new building that they will be occupying is 3600 sq ft. Alternative one at first will be costly, but in the long run this will have been the smarter move. 

4        PROJECT SCOPE

1. Goals and Objectives

2. Departmental Statements of Work (SOW)

3. Organizational Impacts

4. Project Deliverables

5. Deliverables Out of Scope

• Changes in company’s marketing department or company’s website
• Moving of personal computers and workspaces  
• Current applications used will not be included in the project scope, only those applications which need upgrades for integration will be included in the scope
• All of the employee records and databases will simply be transferred to the new data center and not used in the integration process
• The current services being offered will not be affected by merger.

1. Project Estimated Costs & Duration

1. PROJECT CONDITIONS

1. Project Assumptions

• We assume that the project will be completed by Memorial Day weekend.
• We assume that all the contracts will be approved in order for reconstruction to occur.
• We assume that the manager will guide the team in the correct way.
• We assume the data will transfer and the new system will able to handle the increased capacity.
• Adequate budget from project sponsors and upper management.
• We assume the team will take on the responsibilities that are given to them.
• We assume to have no complications on move in day.

1. Project Issues(will be completed in Baseline)

2. Project Risks

3. Project Constraints

• Time- The project must be completed by Memorial Day (May). This acts as constraint as the project will run on a tight schedule.
• Money-  In order to integrate the offices, a budget is formed to ensure that company is only spending on what is needed to make the merger successful.
• Resources- The project calls for limited amount of space of 1800 sq ft and we must work within that requirement. In addition, after conducting a budget, the project is limited by the number of team members, amount of employees in new office, and supplies that fit within the office.
• Approval of Contacts- The project is dependant on the approval of contracts, We have to wait till approvals go through to begin physical work on the office space.

2. Project Structure Approach

• What are the dependencies of the project?

• Most of the dependencies viewed in this project are a finish to start dependency as a particular task in B can’t start unless the task in A is completed. A dependency of the project is the wiring of the new office space. The network connection will depend on when the wiring is finished, in order to be able to store the data on the network. Another dependency is testing the new systems. The use of the system to transfer the data from both data centers is dependent on whether the system passes the tests.  In addition, before moving the tangible servers into the server rooms, the raised flooring, proper AC system, and tinted windows must be installed.

• How will you Plan and Manage the project?

• We plan to split the project in teams, the teams would include, a technical team which focuses on properly transferring the data onto the new system safely and accurately. There will be a team focused on working with the customer, to keep them updated of our move. We will also have a team to handle the construction contracts and timeline of the construction crew to make sure the building comes together on time.

• Communications Plan

• how will we communicate with our stakeholders?

• Scheduling conference meetings with senior executives during milestone accomplishments. Each meeting will require an attendance and a scribe to document meeting notes.

• It is apparent to our team that we maintain transparency with the customer support team. Maintaining this link in our team will ensure that stakeholders and customer relationships stay positive in a risky move.  
• These notes are to be registered confidential and must only stay within the meeting attendees.

• Our integration team will be required to give daily updates on their situational report.
• When major milestones have been reached we will be

• Storing information from our communication devices will be leveraged with Outlook 365. Privacy is a concern when storing information during this move. The integration team will store its information according to the policies and procedures noted in the employee manual.
• Storing knowledge will have to be handled with care. The information that we receive from audits, testing, performance metrics should stay in the Project Office. The knowledge should be displaying the information in dashboards and concept of operation documents.
• What information goes to whom, when, and how?
• Who can access what information?

• Documents and Procedures should maintain their level of confidentiality.
• If a document is strictly confidential is only for integration team.
• If a document is confidential employees within BAO&G Company may access the information.
• If a document is open the access level is available to all stakeholders.

• Communication Management processes

• Identifying stakeholders

StakeHolders List- Gulf office, South office, Project manager, Project sponsor, Executive Sponsor, Client Sponsor, Project Team Leader, General employees, the contractors, investors, Upper management.

• planning communications
• distributing information

• Right information - right time - right people
• Both formal and informal methods
• Don’t bury crucial information
• Don’t be afraid to report bad information

Scope Management Plan

• Project scope initiation

• project scope planning
• scoupe boundary
• scope statement
• out of scope for this project

• scope planning

• interviewing
• focus groups and workshops
• questionnaires and surveys
• observation
• prototyping
• software tools

• scope definition

• project charter
• requirements documentation
• organizational process assets

• policies and procedures
• project files
• lessons learned from previous, similar projects

• scope verification

• involves formal acceptance of completed project scope by the stakeholders
• acceptance: customer inspection & sign-off

• scope change control

• influence factors causing scope changes
• follow scope change control procedures
• manage changes when they occur

• Change Management Plan-  We plan to implement the request change forms below
• Quality Management Plan- In order to have quality control, the integration team will use check charts, and test plans to examine internal and external failures. The South and Gulf offices will offer and keep track of employee training to ensure that the employee’s are on board with the move. Training can be tracked by control charts. All teams will incorporate six sigma which is a comprehensive and flexible system for achieving, sustaining, and maximizing business success. The six sigma deals with six aspects known as define, measure, analyze, improve, and control. From a software’s perspective, we will run tests and check that the softwares are upgraded and reach a level of maturity to where the employees can use it.
• Human Resources Plan

• Assign teams to monitor current projects, while undergoing merger of data centers.
• Keep employees up to date with the move, to make sure everyone is onboard.
• Assist employees with the possible changes because of move.

• Implementation and Project Closure Plan]

• Test the new systems prior to transfer data.
• Transfer data after positive results from the tests.
• Run tests after data has been transfered to make no sure no errors or redundancy of data.
• Train and Retrain employees on the new system.

3. Project Team Organization Plans

1. PROJECT REFERENCES

9        APPROVALS

Prepared by        Conor Nibert

Project Manager

Approved by        Feta Kodra_

Project Sponsor

Sheena Mirchandani

                Executive Sponsor

Trevon Adams

Client Sponsor

                          Tsitsi Mkaratigwa

                      Project Team Leader

10. APPENDICES

1. Change Request Form - sample forms

The signatures above indicate an understanding of the purpose and content of this document by those signing it. By signing this document, they agree to this as the formal Project Change Request Form.