The 'project' organization

NOTE:
This page has not been updated since 2013, as the project organization has become irrelevant in operational mode, this is for 'information' only.
The names of the team members has evolved since (people left, and came). This page has not been updated to take these people movements into account.

Bodies, Roles and Responsibilites:

Sponsors/Governance Board:

• Chair Extended Steering Committee
• Final word on arbitration on scope, priorities and resources
• Drive Project Objectives into the Organisation
• Commit necessary resources as required for the success of the Project
• Clear road blocks

Steering Board:

• Chair Steering Committee
• Arbitrate in scope and priority issues
• Ensure adequate resources are engaged
• Ensure adequate communication
• Endorse decisions raised by the Project team
• Take decisions on options/alternatives presented by the Project team
• Provide directions on strategy changes that may affect the Project
• Provide direction to the project on ambiguous issues or unresolved situations
• Be accountable for the outcome of the Project
• Sign-off Project documents
• Clear road blocks

Project Management/Business Architect

• Manage overall project & timelines
• Co-ordinate, tracking, escalation, prioritization
• Maintain project plan & risk register
• Ensure application maps to the business
• Ensure functional design is consistent.
• Help prioritize

Business Consultancy

• Participate in Gap Analysis
• Ensures application is in line with agreed CERN processes and concepts
• Ensure that the application is alligned with ITIL service management best practice
• Participate in communication

Technical Coordination/Implementation Architect

• Ensure coherency of the implementation
• Ensure technical design is consistent

Project Team:

• Implement requirements
• Implement external interfaces
  • Content management system integration
  • Service Catalog Portal implementation
  • Integration points with external systems
• Special design and implementation tasks
• Quality assurance on service catalog information
• Develop Use Cases, participate in UAT
• Train and coach support staff
• Communicate with and TrainEnd-user

Meetings:

Steering Committee (Operational, meets once a week):
Project Steering Board, Project Management, Technical Coordination, Project Consultant (when available) Customer Relationship (when necessary)

Extended Steering Committee (Strategic, meets once every two weeks):
Project Steering Board, Governance Board

• Monitor progress.
• Endorse Steering Committee Decisions.
• Arbitrate when necessary on priorities, resources and scope.

Technical Review Committee (Technical, meets when necessary): 
Project Management, Technical Coordination, Project Consultant (when available)

• Advise on and endorsement of  technical/architectural decisions.
• Assure compatibility and easy integration between the tool and the CERN environment (on all levels of the technology stack).