WATERLOO REGIONAL POLICE FORCE COMMON INFORMATION MANAGEMENT SYSTEM PROJECT CHARTER By Domitille Biehlmann, Timothée Bommelaer, Camille Favreau, Caroline Forestell, Alexandra Isabel, Vivian Tsang
TABLE OF CONTENTS PROJECT CHARTER
1. Project Goal..................................................................1 2. Project Objectives......................................................1 3. Scope..............................................................................1 4. Out of Scope................................................................2 5. Project Success Criteria............................................5 6. Constraints....................................................................6 7. Assumptions.................................................................7 8. Project Risks..................................................................7 9. Key Stakeholders.........................................................7 10. Estimated Duration & milestones.........................8 11. Budget............................................................................9
1. PROJECT GOAL To provide an integrated platform between the different Golden Horseshoe police organizations in order to facilitate information sharing, hence resulting in improved police services to the greater community
2. PROJECT OBJECTIVES >
Take a more preventive approach towards crime by identifying the resolution of safety issues before they become major problems
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Take a more collaborative approach towards solving crime through leveraging the existing knowledge of different police organizations and learning from one another
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Take a more efficient approach through decreasing duplicated efforts and bottlenecks that result from information delays
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Leverage the synergies of cross-organizational information sharing in order to provide the community with faster, more effective and more accurate police service
3. SCOPE This section forms the agreement between the Project Sponsors, namely the seven regional police services boards in the Golden Horseshoe area of Ontario, including the Waterloo Regional Police Service (WRPS), Halton, Hamilton-Wentworth, Niagara, Durham, York and Peel, and the Executive Sponsor, Chief Larry Gravill, about the expected results of the project and covers what is in scope of the project.
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3. 1 CONTEXT The Common Information Management Systems (CIMS) project is an extension and expansion of earlier police information systems projects, such as PRIDE (Police Regionalized Information Data Entry System). The CIMS project is aimed at enabling information sharing among regional police services to identify crime trends and for Police Forces to operate in an informed manner. The system includes five components: computer aided dispatch (CAD), records management systems (RMS), mapping, mobile workstation environments and the module linked to the Canadian Police Information Centre (CIPC) (see the Project Success Criteria for further information). ITG has been selected as the main vendor responsible for the system’s integration.
3. 2 GUIDING PRINCIPLES >
All processes deliverables should be designed for the purpose of providing the following benefits for the Police Forces:
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Align operations with Golden Horseshoe Police Forces information sharing strategy Enabling the full integration of systems
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Improve and simplify information sharing between police forces of the Golden Horseshoe area address the regional information sharing objectives
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Improve operational efficiencies of police forces thanks to access of information
The overall system should follow Canadian standards and systems from outside the country should be adapted in accordance with Canadianization characteristics.
3. 3 PROJECT DELIVERY APPROACH ITG and CIMS must first meet for mutual approval on: A. the requirements B. the deliverables C. how, when and who will produce the deliverables addressing each requirements.
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For each part of the project that ITG wants to achieve, the vendor must state how the part they are working on fulfills the goals and objectives of the CIMS system
3. 4 RULES OF ENGAGEMENT DURING COMMITTEE MEETINGS All stakeholders of the project are required to work from Ontario locations to ensure communication and be able to meet often. During meetings the following rules would be recommended as a baseline:
Have an agenda Communication during discussions should be respectful and open Let everyone say their opinion Members must be fully engaged Be direct and honest Aim for short meeting; no useless discussions Have follow up action items
3.5 DELIVERABLES Each deliverable of the project should support at least one of the project objectives listed in Section 2. The CIMS project deliverables are as follows: Signed contract between each police forces and ITG Project Management Plan, including: - Resource Plan - Implementation plan in each of the project life \ cycle phases (initiation, planning, execution, monitoring & controlling, closing, Quality Management Plan Training plan for police forces users Functional requirements of the system description document, including - User request - Features (inputs, and outputs) - Use Case - Business Case Functional design specifications for all five comp nents of the CIMS system Hardware installation of all CIMS components Training for super users (for them to become trainers to end users) Functional system testing Lessons learned report
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4. OUT OF SCOPE The following items are not in scope of the project:
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Maintenance, customer support, and resilience capabilities will not be part of the project but will be available to CIMS teams through subscription fees after the project date completion.
Implement the system in other police departments than the ones specified in the scope (Section above)
Training all users and new users in the police forces of the Golden Horseshoe, besides trainers.
Any upgrade of hardware or software after the completion date of the project
Measure the improvement to operational efficiencies after the project is completed. Each agencies is responsible to establish their baseline and identify operational efficiencies against them.
Adoption by employees of the new system will not be the responsibility of ITG: ITG will not train and educate each individuals in the agencies on the new software and updated processes. Each agencies will be responsible to deliver the training and human change management activities required to deploy the new system
5. PROJECT SUCCESS CRITERIA
Business Value
Criteria for Project Success
Measurement
1. Fully integrated system
The system supports: 1. Improved crime analysis procedures for proactive action and improved police services 2. The facilitation of the community mobilization strategy where communities would be able to become knowledgeable and aware of their own safety or security issues
Accessible from all mobile stations.
2. CIMS includes 5 basic functions
1. Computer aided dispatch (CAD): calls can be recorded calls and assigning work to officers is easily done 2. Records Management System (RMS): information on crimes and offenders is maintained and easily accessed on the primary system 3. Mapping: Maps can be generated quickly and easily for dispatchers to identify patrol cars through the software 4. Mobile Workstation Environment (MWE): systems in each of the patrol cars can be used by dispatch. 5. CPIC: the module providing integration with the Canadian Police Information Centre is functioning, and information from the Centre can be accessed at all times.
- 5 Basic functions of the CIMS project are working to achieve their designated function as described under the Criteria for Project Success section. - Effective and efficient task delegation - Easily accessible information on both crimes and offenders - Operative mapping systems for use by patrol cars and dispatch - Accessible, timely, and accurate information for Police Information Centre
3. Provide the basis for effective information sharing among the regional police services.
1.Provide the same information across all regions in order to update officers on crime status and areas. 2. Provide updates to officers 3. Allow them to act in a more proactive manner and serve the community better
- System integration and accurate information
4. Canadianization
1. Includes providing ‘a fully integrated CPIC in- - Terms comply with Canaterface, the integrated rollover from the RMSi dian legislation into the database. - Terms are hard-coded in the system
5. Effective roll-out of project
1. All police forces stay on board for the whole duration of the project 2. Systems in different police forces are aligned 3. End-users are satisfied with the system
- Successfully implemented - Successful integration
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6. CONSTRAINTS, ASSUMPTIONS, RISKS AND DEPENDENCIES
CONSTRAINTS TIME:
> Functional Design Specifications should be completed to sign off on the installment of $350,000 in Feb 2001. > The Hamilton-Wentforth Region Police desperately required a new system, as theirs was becoming inoperable. > The predetermine Go-live date cannot be pushed later than Aug 2002 > The police services cannot afford delays because it would risk the above mentioned group to pull-ou from the projectt for them to address their own needs
COST:
> The CIMS project is tailored to a public service, namely the police forces, thus the project must not exceed the predetermined costs in the contract to comply with taxpayers’ demand of public service spending accountability.
SCOPE: > It is understood that each of the police services have their own needs, however the scope of this project is to address the com mon needs of everyone (namely system integration and functionality of all five CIMS components), not addressing each of the police services’ unique needs
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ASSUMPTIONS > The contract between ITG and the police agencies was signed on August 19, 1999 > The $200,000 Canadianization fee is included in the contract value of $16 million, although there has been some misinterpretation and miscommunication of what this fee entails. > All parties involved in the CIMS project are committed, fully support the project, and want the project to be completed successfully. > The six regional police services, including the Waterloo Regional Police Service, Halton, Niagara, Durham, York, and Peel, will stay on board with the CIMS project, even if the Hamilton-Wentworth Region ever decides to pull out of the project completely to address its own needs, making the project less effective. > The CIMS project team and the ITG vendor will address and eventually solve the dispute over the Canadianization issue, otherwise the CIMS project will not be able to be implemented and used in Canada. > The right people and technology required are already in place to implement the project. RISKS
INSERT RISKS HERE
7. KEY STAKEHOLDERS This section covers the key stakeholders for this project, as spelled out in the case.
1. CIMS Executive Project Sponsor Larry Gravill, Chief of police of Waterloo Regional Police Services
4. CIMS Core Project Team Members Al Stauch, Staff Sergeant in the Waterloo Regional Police Services Other police department members of the Golden Horseshoe area
2. CIMS NonExecutive Project Sponsor One sponsor for each of the seven (7) police regional departments
5. Clients Waterloo Regional Police Services Halton, HamiltonWentworth, Niagara, Durham, York Peel
3. CIMS Project Managers Before September 2000: RCMP-appointed full-time project manager
6. Main Vendor Integrated Technologies Group (ITG)
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8. MILESTONES & ESTIMATED DURATIONS A detailed project plan with the specific dates for each deliverable will be produced once the charter has been approved. Actual delivery dates will be confirmed when true resources are assigned and confirmed after the project kick-off. The dates provided are high level target dates. Those dates will be revised when needed and this plan can be used as a baseline once the list of actual processes to be defined in scope of the CIMS is confirmed after the design phase.
Description
HL Target Date
Initial signed agreement and delivery of the performance bond
Mon 8/19/99
Delivery of implementation plan
Mon 7/31/00
Delivery of draft functional system descriptions
Wed 2/14/01
Approval of functional design specifications for CAD and RMS
Tue 7/24/01
Functional design specifications approval plus 30 days
Thu 8/23/01
Installation of application software
Tue 8/7/01
Completion of functional system testing Completion of reliability testing/beneficial use
Fri 9/28/01 Fri 9/28/01
Completion by ITG of train the trainer program Mon 11/12/01
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9. BUDGET The budget presented below is based on the major milestones of the project and their payment schedule to the ITG vendor. The value amount for each milestone has been calculated with their respective percentage portion of the total contract value of $16 million, and have been classified by processes. Calculations of the dollar value amount for each milestone: Milestones
% of Payment
$ Value
Initial signed agreement + delivery of performance bond
10%
$1,600,000
Delivery implementation plan
5%
$800,000
Delivery of draft functional system descriptions
10%
$1,600,000
Approval of functional design specifications for CAD and RMS
25%
$4,000,000
Functional design specification approval
10%
$1,600,000
Installation of application software 15%
$2,400,000
Completion by ITG of train the trainer program
5%
$800,000
Completion of functional system testing
10%
$1,600,000
Completion of reliability testing / beneficial use
10%
$1,600,000
Annual net budget
$16,000,000
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Budget plan by process Initiating Process
Amount
Initial signed agreement and delivery of the performance bond Sub Total (1)
$1,600,000 $1,600,000
Planning Process Delivery implementation plan
$800,000
Delivery of draft functional system descriptions
$1,600,000
Approval of functional design specifications for CAD and RMS
$4,000,000
Functional design specification approval
$1,600,000
Sub Total (2)
$8,000,000
Executing Process Installation of application software
$2,400,000
Completion by ITG of train the trainer program Sub Total (3)
$1,600,000 $3,200,000
Monitoring Process
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Completion of functional system testing
$1,600,000
Completion of reliability testing / beneficial use Sub Total (4)
$1,600,000
Grand Total (1+2+3+4)
$16,000,000
$3,200,000
SIGNATURES Project Sponsors
Signature
Date
Project Manager(s)
Signature
Date
The signatures of the people above indicate the document approval of the formal Project Charter . The project manager is empowered by this charter to proceed with the project as outlined in the charter
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