Project Charter

CONTOSO, LTD MICROSOFT DYNAMICS CRM

IMPLEMENTATION FOR CALL CENTER

Prepared for
Contoso, Ltd

Prepared by
Jonathan Haas, Proseware, Inc. Sr Project Manager
Proseware, Inc.
 Table of Contents
1 INTRODUCTION ................................................................................................................................ 1
2 PROJECT SCOPE ................................................................................................................................ 2
BUSINESS OBJECTIVES .......................................................................................................................................... 2
PROJECT OBJECTIVES ............................................................................................................................................ 2
RELEASE 1 SCOPE ................................................................................................................................................ 2
PROJECT DEPENDENCIES........................................................................................................................................ 3
OUT OF SCOPE .................................................................................................................................................... 3
3 PROJECT GOVERNANCE MODEL ........................................................................................................ 5
KEY STAKEHOLDERS .............................................................................................................................................. 5
PROSEWARE, INC. ROLES AND RESPONSIBILITIES ........................................................................................................ 6
CONTOSO, LTD ROLES AND RESPONSIBILITIES ........................................................................................................... 7
PROJECT TEAM STRUCTURE ................................................................................................................................... 9
REPORTING....................................................................................................................................................... 10
COMMUNICATIONS ............................................................................................................................................ 11
4 PROJECT APPROACH ....................................................................................................................... 12
CONSTRAINTS AND ASSUMPTIONS ......................................................................................................................... 12
ISSUES AND RISKS .............................................................................................................................................. 12
HIGH-LEVEL SCHEDULE ....................................................................................................................................... 13

Release Roadmap ...................................................................................................................................... 13

Release 1 Schedule .................................................................................................................................... 13

KEY MILESTONES AND DELIVERABLES ..................................................................................................................... 13

5 SUCCESS CRITERIA AND METRICS .................................................................................................... 16
BENEFITS.......................................................................................................................................................... 16
 1 INTRODUCTION
Contoso, Ltd is among the largest providers of private post-secondary education in Brazil, based on student
enrollment and revenue, with 83 locations. Headquartered in Rio de Janerio, Contoso, Ltd employs
approximately 21,000 full-time, part-time and adjunct faculty and staff and Fall 2007 enrollment of
116,000 students.
Contoso, Ltd’s education institutions offer a broad range of academic programs concentrated in the
creative and applied arts, behavioral sciences, education, health sciences and business fields, culminating
in the award of associate's through doctoral degrees as well as non-degree programs. Contoso, Ltd faculty
are skilled instructors and trained professionals in their fields. Many faculty have extensive industry
experience as well as the necessary academic qualifications.
 2 PROJECT SCOPE
BUSINESS OBJECTIVES

1. Increase Admissions staff productivity and drive consistency of Admissions staff performance.
2. Provide effective communications with the student through the student life cycle
3. Increase the weekly completed applications by 16% per ADA
4. Improve the application to start rate by 45%
5. Improve employee satisfaction by decreasing ramp up time by providing an intuitive easy to use
system
6. Improve the predictability and consistency of key business metrics
7. Improve data access for real-time access to management and monitoring

PROJECT OBJECTIVES

Release 1

1. Establish Microsoft Dynamics CRM as the system of record for Contoso, Ltd lead information
2. Design and implement a solution for the Contoso, Ltd Lead to Application new and re-entry student
processes using an integrated solution
3. Design and implement a solution for the Contoso, Ltd Application to Enrollment new processes
using an integrated solution
4. Integrate the solution with the existing Leads and Siebel applications
5. Test and deploy the integrated solution to the Contoso, Ltd user base

Release 2

1. Design and implement a solution for the Lead to Application new and re-entry student processes
using an integrated solution
2. Integrate the solution with the existing Leads and Siebel applications
3. Test and deploy the integrated solution to the user base
4. Design and implement dashboard reporting for the entire user base

RELEASE 1 SCOPE

1. Microsoft Dynamics CRM Modules

 Microsoft Dynamics CRM Sales
 Microsoft Dynamics CRM Marketing

2. Business Processes
a. Lead to Application Student processes
b. Application to Enrollment Student processes
c. New and Re Entry Student processes

3. Microsoft Dynamics CRM Entities

 a. Account
b. Contact
c. Activity
d. Opportunity
e. Campaign
4. Integration
a. Microsoft Dynamics CRM  Siebel (Student Information System) interface for
unidirectional or bidirectional (if necessary) for the dynamic synchronization of Contacts and
Opportunities
b. Leads  Microsoft Dynamics CRM interface for unidirectional synchronization of Contacts
and Opportunities
5. Other Integration Components (primary responsibility of Contoso, Ltd)
a. Online Application  Microsoft Dynamics CRM for student account information
b. Campus Portal  Microsoft Dynamics CRM for student account information
c. Microsoft Dynamics CRM  Responsys for outbound email campaigns
6. Training
a. Assist with the development of training materials for Train the Trainer
b. Provide train the trainer training
7. Knowledge Transfer
a. Functional
b. Microsoft Dynamics CRM Administration
c. Microsoft Dynamics CRM Installation
d. Systems Architecture
e. Configurations and Customizations
f. Reports
8. Reporting
a. Perform training for users to create ad hoc reports on data in Microsoft Dynamics CRM
b. Develop up to 10 custom reports using standard reports included in Microsoft Dynamics-
Microsoft Dynamics CRM 4.0 as templates.
9. Deployment
a. Configure, stabilize (test) and deploy the solution to the Contoso, Ltd (Release 1) , AUO and
SUO (Release 2) for 1,201 users distributed among the communities as follows:
Contoso, Ltd 600
Others 601
Total 1,201
b. Locations – Rio de Janerio, Buenos Aires
c. Mode – Microsoft Dynamics CRM 4.0 Web Client

PROJECT DEPENDENCIES

Migration of Contoso, Ltd student information system to Siebel is in progress and expected to be
completed by the end of May 2008. Contoso, Ltd will be responsible for ensuring cross project
communications take place to ensure there are no schedule impacts.

OUT OF SCOPE

1. Student Alumni processes are out of scope for both releases of the project
2. Future state business process definition or re-engineering beyond the processes impacted by the
Microsoft Dynamics CRM solution for Release 1 and 2

3. Microsoft Dynamics CRM Workflows or multiple sales processes and\or methodologies (except for
Lead to Enrollment)

4. Modifications to the core Microsoft Dynamics CRM SDK or coding/scripting on third party
applications

5. Integration or interface to any third-party or legacy systems the systems identified in the scope
section

6. Preparation/formatting, data cleansing, de-duplication and export of legacy data for the migration
to Proseware, Inc. provided template

7. Validation of migrated data

8. Hardware and software procurement and installation

9. Remote connectivity infrastructure (Except for CITRIX and Desktop)

10. End-user training beyond train the trainer

11. Creation of end-user training collateral. Proseware, Inc. will provide a template to Contoso, Ltd who
will be responsible for customizing it for their needs.

12. Organizational Change Management

13. Support documentation, as this comes with the Proseware, Inc. Microsoft Dynamics CRM 4.0
Software

14. Creating Mail merge word documents or email templates

15. Desktop, OS upgrades or service pack maintenance to meet minimum product operating
requirements

16. Deployment of the solution to mobile users

 3 PROJECT GOVERNANCE MODEL
KEY STAKEHOLDERS

Group Name Title

Executive Steering
Committee

Hadaya, Sagiv President

Abolrous, Hazem VP Operations

Iallo, Lucio VP Education

Jacob, Sanjay CIO

Bator, Tomasz Proseware, Inc. Practice Manager

Rasmussen,
Morten Proseware, Inc. Engagement Manager

Kerle, Michael Proseware, Inc. Sr. Project Manager

Executive Sponsors

Cabatana, Reina President

Lachance, Joel VP Operations

Makovec, Tina CIO

Stakeholders

Eamsiri, Krittiya VP, Student Applications

Hamilton, James R. CIO

 Harel, Eran Director, Technology

Hao, Junmin VP

Hanson, Mark VP

Oğuz, Göktuğ AVP, Systems Integration

Grauner, Torleif Proseware, Inc. Engagement Manager

Proseware, Inc. Practice Manager and

Xie, Ming-Yang Proseware, Inc.’s Project Sponsor
Ownership and Accountability

Yang, Chen Proseware, Inc. Account Manager

Dan Richards Proseware, Inc. Public Sector Sales

Director
Ownership and Accountability Matrix

PROSEWARE, INC. ROLES AND RESPONSIBILITIES

Role Responsibilities
The Project Manager is responsible for ensuring that all aspects of the project
Project Manager
are planned and executed in a manner that will lead to meeting the
implementation goals within the established timeframe and budget to a high
degree of customer satisfaction
During the implementation, the Engagement Manager has overall
Engagement Manager
responsibility for ensuring quality and timeliness in the delivery of services
and maintaining a healthy relationship with the customer.

Solution Architect The Solution Architect is the primary resource for determining the approach
to be utilized in an implementation. The Solution Architect will also assist in
scoping and documenting customizations the project may require. The
Solution Architect should possess a thorough understanding of the product
from both a functional and technical perspective.
Application Consultant The Application/Functional Consultant will participate in every aspect of the
implementation from analyzing the customer’s business requirements to
configuring the Proseware, Inc. Microsoft Dynamics application to meet the
customer’s needs. The Application/Functional Consultant communicates with
the customer’s organization on many levels to obtain the necessary
understanding of the business processes.

Development The Development Consultant is responsible for the design and development
Consultant of modifications to the standard Proseware, Inc. Microsoft Dynamics
application.

Technology Consultant The Technology Consultant is tasked with solving issues that relate to
implementing Proseware, Inc. Microsoft Dynamics and related software in
the customer's current IT environment.

CONTOSO, LTD ROLES AND RESPONSIBILITIES

Role Responsibilities

Executive Sponsor The Customer Executive Sponsor is a senior level executive who has accepted
ownership of investigating and investing in a business system initiative and
will promote funding and staffing of the project.

Business Decision Business Decision Makers are management level individuals within the
Maker customer's organization responsible for a specific aspect of the organizational
process that will be impacted by the implementation.

Customer Project The Customer Project Manager is responsible for ensuring all customer
Manager requirements are planned and executed in a manner that will meet the
implementation goals for the project.

IT Manager The IT Manager is responsible for the customer’s entire IT environment

including both hardware and software setup in all locations, or the person
filling this role may be accountable for assembling the resources who can be
responsible for these technologies.
Organizational Change The Organization Change Manager is responsible for ensuring that the change
Manager introduced by the new Microsoft Dynamics CRM system is introduced and
communicated to the stakeholders and users. These activities including
mobilizing the leadership, managing communications and ensuring that
training is planned and executed.

QA Manager The QA Manager is responsible for managing and coordinating the Systems
and Integration Test, Performance Test and User Acceptance Test activities.
These activities include ensuring the availability of test users, test resources
and scheduling the test activities.

Key Users Key Users (or Subject Matter Experts) represent a functional area or
department within the customer organization, for example, marketing or
inside sales. They are typically a more experienced user who has in-depth
knowledge of the business processes and procedures currently being used in
their functional area or department.

End Users End Users are the individuals from various functional areas or departments
who will use the new solution to perform their daily activities.
PROJECT TEAM STRUCTURE

Executive Steering
Committee
(Contoso / Vendor)

Project Management

Organization Change / Technology

Architecture Operations
Application Business

1
2 1
2

Integration and Migration

Development Business Analysis

1 Business Owners
2 Key Users

Role Name Organization

Project Manager(s) Numadutir, Inga Proseware, Inc.

Øby, Sidsel Contoso, Ltd

Engagement Manager Gornozhenko, Dmitry Proseware, Inc.

Solution Architect(s) Noriega, Fabricio Proseware, Inc.

Xylaras, Ioannis Contoso, Ltd

Application Consultant(s) Miller, Ben Proseware, Inc.

Fitzmaurice, Mike

Frank, Jill
 Development Consultant(s) Valverde, Eva Proseware, Inc.

Li, Yan

Czernek, Pawel

Technical Support Account TBD Proseware, Inc.

Manager

Services Executive Stammler, Jeff Proseware, Inc.

Organization Change Manager Lang, Eric Contoso, Ltd

and Business Process Manager

Business Process Analysis Clark, Molly Contoso, Ltd

Manager

QA Manager Barbariol, Angela Contoso, Ltd

CRM Administrator Ræbild, Jesper Contoso, Ltd

Infrastructure and Operations Ptak-Małysiak, Urszula Contoso, Ltd

Manager

Integration and Interface Hughes, Christine Contoso, Ltd

Manager

Key Users / Business Owners Contoso, Ltd

REPORTING

1. Proseware, Inc. team status reports from the Functional Lead and Technical Lead are due to the
Proseware, Inc. Project Manager by Thursday every week at 9:00am EST

2. Proseware, Inc. Project Status Report from Proseware, Inc. Project Manager due to Contoso, Ltd
Project Manager by Thursday every week at 4:00pm EST

3. Steering Committee Report from the Proseware, Inc. and Contoso, Ltd Project Managers due every
Friday at 10:00am EST
COMMUNICATIONS

1. Proseware, Inc. team internal status meeting will occur every Friday at 8:00am EST

2. Proseware, Inc. and Contoso, Ltd project status meeting will occur every Thursday at 03:00pm EST.
Meeting attendees will include all team leads and project leads.

3. Proseware, Inc. and Contoso, Ltd Steering Committee update will occur every Thursday at 01:00pm
EST

4. Phase Tollgate review meetings will be scheduled at the end of every phase completion

5. Change control board meetings will be scheduled on a weekly basis upon completion of the Design
phase
 4 PROJECT APPROACH
Proseware, Inc. will leverage the Sure Step Methodology to execute this implementation. Sure Step
provides a structured approach to implementing Proseware, Inc. Microsoft Dynamics products. The Sure
Step Methodology provides detailed guidance on roles required to perform activities and proven best
practices. Flowchart diagrams within this implementation methodology point to tools and templates that
can be used at different phases of an implementation project.

Sure Step Methodology organizes the approach into five distinct phases during the implementation project
lifecycle

CONSTRAINTS AND ASSUMPTIONS

None identified

ISSUES AND RISKS

None identified
HIGH-LEVEL SCHEDULE

RELEASE ROADMAP

Sales Marketing Service

Contoso, Ltd Release 1

Contoso, Ltd
Release
2
Adm. V2 CM V2 Future

Release 2 Release 3
Contoso, Ltd
3

RELEASE 1 SCHEDULE

KEY MILESTONES AND DELIVERABLES

R – Responsible, A – Accountable, I – Informed, C – Consulted

All dates are draft and to be finalized based on the project plan.

Functional Deliverable/ Milestone Date Proseware, Inc. Contoso,

Area Ltd
Analysis Phase Tollgate Review 04/30/2008
Project Charter 3/26/2008 - 4/1/2008 R, A, C, I R, A, C, I
 Project Plan 4/1/2008 - 4/7/2008 R, A, C, I R, A, C, I
Business Requirements 3/31/2008 - R A, C, I
4/11/2008
Solution Architecture 3/31/2008 - R, A C, I
4/11/2008
Gap Fit Analysis 4/7/2008 - 4/18/2008 R, A C, I
Dev / Sandbox Environments 4/18/2008 R, A C, I
Design Phase Tollgate Review 5/30/2008
Functional Design 4/21/2008 - 5/2/2008 R, A C, I
Technical Design 5/2/2008 - 5/16/2008 R, A C, I
Training / Test Environments 5/23/2008 R A, C, I
Test Plan 5/30/2008 R A, C, I
System Test Scripts 5/30/2008 R, A C, I
Training Plan 5/30/2008 R A, C, I
Developmen Phase Tollgate Review 6/30/2008
t
Configuration and 4/28/2008 - R, A C, I
Development 5/23/2008
Systems and Integration Test 5/26/2008 - R A, C, I
6/13/2008
Performance Test 6/2/2008 - 6/13/2008 R A, C, I
Production Environment 6/6/2008 C, I R, A
Training Documentation 6/12/2008 R A, C, I
Deployment Phase Tollgate Review 7/11/2008
Deployment Plan 6/9/2008 R A, C, I
Train the Trainer 6/9/2008 – 6/12/2008 R, A C, I
User Acceptance Test 6/16/2008 - C, I R, A
6/27/2008
Go / No Go Decision 6/27/2008 C, I R, A
Go Live 6/30/2008 C, I R, A
Operation Phase Tollgate Review 7/25/2008
End User Training 7/1/2008 – 7/11/2008 C, I R, A
Transition to Support 7/1/2008 – 7/11/2008 R, A C, I
Key Milestones and Deliverables
 5 SUCCESS CRITERIA AND METRICS
BENEFITS
 Increase productivity of Admissions Support by standardizing and automating staff’s daily activities:
o Increase talk times of Admissions on a weekly basis.
o Reduce the “paperwork” and low-value add activities
o Increase the average completed applications per week
o Increase sub-processes rates (i.e. lead-to-contact, lead-to-application, lead-to-interview and lead-
to-start rates)
 Improve Admissions support staff job satisfaction and morale by reducing the amount of human
middleware :
o Reduce “paperwork” and lower value-add activities
 Improve campaign management ROI on all types of leads (including re-entry students)
 Improve visibility into and drive consistency of Admissions performance