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ServiceNow Phase I: Service Desk ConsolidationProject CharterPrepared By: Jodi Muller and Rebecca NguyenDate of Publication: 06/6/2011Version 1.6

U C S F I nf o r m a t i o n T e c h n o l o g y S e r v i c e sS e r v i c e N o w P h a s e I : S e r v i c e De s k C o n s ol i d a t i o nProject CharterTable of ContentsPROJECT OVERVIEW . 3PROJECT SCOPE . 3OUT OF SCOPE . 3PROJECT APPROACH . 4ESTIMATED COST . 5MILESTONES AND TIMELINE. 5PROJECT ASSUMPTIONS . 5PROJECT RISKS . 6PROJECT CONSTRAINTS. 6PROJECT DEPENDENCIES. 6ROLES AND RESPONSIBILITIES . 7PROJECT ORGANIZATIONAL CHART . 121Document Author: Jodi Muller and Rebecca NguyenVersion 1.5As of: 06/6/2011

U C S F I nf o r m a t i o n T e c h n o l o g y S e r v i c e sS e r v i c e N o w P h a s e I : S e r v i c e De s k C o n s ol i d a t i o nProject CharterRevision /11/115/16/115/17/115/19/11Jodi MullerRebecca NguyenJodi MullerRebecca NguyenRebecca1.55/23/11Jodi1.66/6/11JodiRevision NotesInitial DraftUpdated Roles and Responsibilities sectionUpdated Project Scope and RolesUpdates based on initial review w/keygroup.Updated Key Stakeholder to Julie, addedStakeholders, updated ProjectOrganizational Chart.2Document Author: Jodi Muller and Rebecca NguyenVersion 1.5As of: 06/6/2011

U C S F I nf o r m a t i o n T e c h n o l o g y S e r v i c e sS e r v i c e N o w P h a s e I : S e r v i c e De s k C o n s ol i d a t i o nProject CharterProject OverviewThe ServiceNow Phase I: Service Desk Consolidation project is the first phase of a largerServiceNow Product Roadmap Project. The Roadmap supports the overall UCSF OperationalExcellence (OE) initiative, and focuses on replacing Remedy and implementing an enterprisewide Service Management tool for UCSF. A project charter will be developed separately foreach phase of the roadmap.This first phase of the ServiceNow Roadmap project specifically supports the Service DeskConsolidation portion of the OE initiative. The Service Desk Consolidation includes ITS, MedicalCenter, School of Medicine – ISU and SFGH. The consolidated Service Desk will use the same ITService Management solution, ServiceNow. ServiceNow offers a suite of on-demand IT ServiceManagement solutions offered via the internet and modern software as a service (SaaS). Schoolof Medicine and Medical Center IT are currently using ServiceNow for Incident Management,Employee Self Service, Asset Management and Service Catalog (Medical Center - telephoneonly).Project ScopeServiceNow Phase I will focus on implementing the following ServiceNow modules for UCSFService Desk groups of ITS, Medical Center, School of Medicine – ISU and SFGH:oIncident Management ―Fine-tune‖ existing Incident Management build for Medical Center andSOM –ISU to support the consolidated Service Desk Incident Managementprocess. Implement Incident for ITS and SFGH according to the consolidatedService Desk Incident Management process. Service Level Agreement oService Catalog oImplement Service Level targets for ITS, Medical Center and SFGH(currently in place for SOM – ISU)Build out existing Service Catalog to include current/existing onlinerequests from ITS, SOM – ISU, SFGH, and Medical Center. (All current onlineservices will be evaluated.)Employee Self Service (ESS) Build out/modify existing ESS page to integrate News andAnnouncements, Quick Links, Service Catalog items, Help items,knowledge search, etc. The goal is to develop a single landing page forcustomers.Out of Scope Other IT groups, including ones using Remedy Non-IT groups New Service Catalog items3Document Author: Jodi Muller and Rebecca NguyenVersion 1.5As of: 06/6/2011

U C S F I nf o r m a t i o n T e c h n o l o g y S e r v i c e sS e r v i c e N o w P h a s e I : S e r v i c e De s k C o n s ol i d a t i o nProject CharterProject ApproachThe project approach is a waterfall project which is a sequential software development processwhere we have project phases in a cascading affect. Below is the Waterfall model projectmanagement approach for this particular project:Phase Activities Define businessproblem and projectgoalsDefine usabilityneedsCreate projectproposal withballpark estimateNote: Estimate isonly for budgetallocation planning ApproachDefine initial projectscope, risks,constraints andassumptionsDefine resourcesneeded to gatherrequirements anddevelop plan InitiateGather high levelrequirementsCreate and reviewProof of Concept inparallel with gatheringrequirementsCreate projectestimate DiscoverDesign, develop andtest functionality withclientAdjust functionalityand project scopeaccording to clientpriorities ExecuteProvide user training Implement solutionProvide bug fixesReview lessonslearnedTrainGo LiveKey Deliverables Creative Brief(for ) ProjectOverview withDiscoveryEstimate High LevelRequirements (HLR)Proof of ConceptProject Estimate 4Solution DesignDocumentRevisedRequirementsRevised Estimate/Burn ChartsSprint Deliverables Tricks and TipsTraining Collateral entDocument Author: Jodi Muller and Rebecca NguyenVersion 1.5As of: 06/6/2011

U C S F I nf o r m a t i o n T e c h n o l o g y S e r v i c e sS e r v i c e N o w P h a s e I : S e r v i c e De s k C o n s ol i d a t i o nProject CharterEstimated Cost This project will be funded by the OE Service Desk Consolidation project.Milestones and TimelineMilestoneApproach and InitiateDeliverable(s) Completed Define scope for Phase 1 Define Risks, Constraints and Assumptions Define ServiceNow Project Team roles and responsibilities Develop initial project plan/scheduleDiscover Gather and Document current processes for Incident andService Catalog for ITS, Medical Center, SOM – ISU and SFGH Identify and document gaps between Incident and ServiceCatalog for ITS, Medical Center, SOM-ISU and SFGH Propose consolidated process Obtain sign-off/approval of proposed consolidated process Review current ServiceNow build and document fixes andenhancements required to support the consolidatedprocess. Gather and Document detailed requirements.Execute Develop ServiceNow according to requirements Test functionality Document Training materialsTrain and Go Live Train staff Go LiveProject AssumptionsCertain assumptions and premises need to be made to identify and estimate the required tasksand timing for the project. The project assumptions listed below are based on current knowledgetoday. If an assumption is invalidated at a later date, then the activities and estimates in theproject plan should be adjusted accordingly. Only the following groups will be converted to ServiceNow during Phase 1: ITS, MedicalCenter IT, SOM – ISU and SFGH. All remaining Remedy users (IT and Non-IT groups) will be converted at a later date to bedetermined. Remedy will be used in parallel with Service-Now.5Document Author: Jodi Muller and Rebecca NguyenVersion 1.5As of: 06/6/2011

U C S F I nf o r m a t i o n T e c h n o l o g y S e r v i c e sS e r v i c e N o w P h a s e I : S e r v i c e De s k C o n s ol i d a t i o nProject CharterProject RisksProject risks are characteristics, circumstances, or features of the project environment that mayhave an adverse effect on the project or the quality of its deliverables. Known risks identified withthis project have been included below. A plan will be put into place to minimize or eliminate thenegative impact of each risk to the project.Risk AreaLevel(H/M/L)Risk Plan1.Resources – There are competingprojects that are potentiallyutilizing same resources.MMitigation – To be determined in future RiskMitigation Workshop session.2.Staff – Resistance to change bysystem users.MMitigation Strategy - Focus needs to beplaced on the system user to be involved inthe implementation process. Provideinformation regarding the project inadvance and request input during planningprocess. Provide regular progresscommunication to ensure users getadequate training and support onServiceNow.3.Parallel processing – Until Remedyis retired, some users/groups maybe required to do parallelprocessing on Remedy andServiceNow.MMitigation – To be determined in future RiskMitigation Workshop session.Project Constraints1. Some processes/integrations will remain on Remedy until all modules are built out inServiceNow.2. Consolidated Service Desk must be in place by December 2011.3. Vacant positions within ServiceNow team.Project DependenciesProjectDate Due6Deliverable DependencyDocument Author: Jodi Muller and Rebecca NguyenVersion 1.5As of: 06/6/2011

U C S F I nf o r m a t i o n T e c h n o l o g y S e r v i c e sS e r v i c e N o w P h a s e I : S e r v i c e De s k C o n s ol i d a t i o nProject CharterRoles and ResponsibilitiesNameRoleResponsibilitiesOpinder BawaProject Sponsor Meet regularly with Product Manager andProject Manager (bi-weekly) to review projecttimeline, key milestones and outstandingissues.- Work with the Product Manager inidentifying objectives, key deliverables,and communicating changes to allimpacted areas.- Share accountability for the project.Be readily available and accessible forconsultation with Product Manager or ProjectManager.Act as an umbrella when roadblocks occur forProduct Manager, Project Manager and team- prevent scope and schedule creep.Confirm project direction and advocate forthe project.Meet regularly with Project Manager (weekly)to review project timeline, key milestones andoutstanding issues.Be readily available and accessible forconsultation with Project Manager.Act as an umbrella when roadblocks occur forProject Manager and project team.- Prevent scope and schedule creepAid the Project Manager in lining up, gettingcommitment from, and managing crossfunctional support of resource needs:- Protect resources from getting pulledinto other projects- Lead project budget creation andvalidation- Lead efforts to secure external fundingEnsure project stays in line with budget.Review & approve project status reports:- Provide official backing of the project- Communicate project closure andresults to organization- Act as an escalation route for theProject ManagerAttend team meetings as needed to keepproject on trackContribute in post-evaluation of project: keylessons learned Rebecca NguyenProductManager 7Document Author: Jodi Muller and Rebecca NguyenVersion 1.5As of: 06/6/2011

U C S F I nf o r m a t i o n T e c h n o l o g y S e r v i c e sS e r v i c e N o w P h a s e I : S e r v i c e De s k C o n s ol i d a t i o nProject CharterNameRoleResponsibilitiesJodi MullerProject Manager Identify, track, manage and resolve projectissues.Proactively disseminate project information toProduct Manager and all stakeholders.Identify, communicate and mitigate projectrisk.Ensure that the solution is of acceptablequality.Proactively manage scope to ensure that onlywhat was agreed to is delivered, unlesschanges are approved through changemanagement.Define and collect metrics to give a sense forhow the project is progressing and whetherthe deliverables produced are acceptable.Manage the overall schedule to ensure work isassigned and completed on time and withinbudget.Prepare and distribute project status report onregular basis (weekly or bi-weekly) to ProductManager Julie CoxKey StakeholderReview/validate/concur on project charter.Validates and communicates projectobjectives and goals that are aligned with thestrategic goals of the stakeholders.Maintain ongoing communication with theProduct Manager and Project Manager.Review/concur with project plan, costs, andoverall risks.Provide guidance in cost and scheduledevelopment.Ensure project staff availability.Review, concur and participate in milestonereview briefings.Prioritize any changes to project scope.Review whether stated improvements orbenefits were realized from the project 8Document Author: Jodi Muller and Rebecca NguyenVersion 1.5As of: 06/6/2011