Download QA Team Charter - University of Wisconsin

DESKTOP SECURITY PROJECT TEAM CHARTER
11/06/03
PROJECT:
Desktop Security Team (CSIRT)
PROJECT SPONSORS:
Joe Douglas, CIO, Office of Information Technology (OIT)
Monica Rimai, Vice Chancellor for Administrative Affairs
PROJECT
OBJECTIVE :
Working within the broad context of overall campus security, the Desktop
Security Team will address one component of security by documenting the
practices in place on campus for detecting and responding to desktop security
issues. The team will recommend work practices and procedures. As part of the
objective, the team will specifically review the multiple EPO servers arrayed on
campus and recommend how the campus could implement one enterprise
service and strategy. The team should also document what constitutes a
violation of campus security and make recommendations about escalation to
University Police, Legal Affairs, and the FBI. The teams recommendations will
assist in compliance with the Graham-Leach-Bliley act and FERPA guidelines.
The output of this team will provide essential information so that the campus
Computer Use Policy can be updated and additional policy related to overall
security can be created/updated as necessary.
Team Leader (Project Manager): Steve Brukbacher, I&MT
OIT Project Management Organization Resource: Bruce Maas, Deputy CIOProjects
OIT Project Management Technical Resource : Paul Trebian, Interim Deputy
CIO-Design/System Integration and UWM Computing Security Coordinator
TEAM MEMBER Team Role
Steve
Project
Unit
I&MT
TEAM
MEMBER
David Crass
Team
Role
Member
Unit
IMT
Brukbacher
Lead
Eric Dietenberger Member
Business
Mike Grypp
Administration
Monica Cloutier
Network
Operations
Bob Meyer
Member
Brad
Bonkiewitz
Dean
Member
IMT
Client
Services
Enderis
Member Hall
Group
Resource I&MT
Member
DES
Member
Suzanne
Internal Audit
Carter
John Krezoski
Member
Environmental
Health and
Lynn Ponton Member
Saftey
Library
Shane Dunlap
Member
I&MT Client
Services
Aux.
Serv.
Paul Rediske
Holschbach
Gwen
Mueller
Member
Member
Legal
Affairs
TEAM BOUNDARIES
DATE BEGIN: September 16, 2003
INITIAL ANTICIPATED
DATE END: December 1, 2003
MEETING FREQUENCY: Weekly Every Wednesday at 2pm
AUTHORITY:
RESOURCES AVAILABLE: OIT, Team members, UWM technical staff & Vendors as
appropriate
REPORTING REQUIREMENTS: Regular Progress Reports to Project Sponsors.
Periodic Progress Reports for the four IT governance committees and campus
community. Also regular reports and updates will be posted at the following
website:
http://cfusion02.imt.uwm.edu/webdev/teams/teamdetails.cfm?id=320
CHARTERED BY : OIT
GROUND RULES:
1. Civility will be expected in interactions among team member.
2. Endeavor by each team member to foster and support a participatory,
collegial environment for IT planning.
3. Tasks will be completed on time.
4. Regular progress reports concerning tasks will be forwarded to
[email protected] or the team reflector, [email protected]
5. If less that 2/3 of the team is available to meet, the meeting will be
rescheduled.
6. Information gathered concerning the current practices and systems in
place (or NOT in place) will be considered confidential to the Team
Members. Minutes and other published information will identify no areas
specifically when specifying current practices.
General:
UW-Milwaukee is increasingly at risk from attacks on our computer systems.
Individuals and units at UWM need guidance and assistance in the practice of
managing their security. Ongoing support structure for desktop security and
guidelines for ongoing management are needed.
Desktop Security Project Team Charter
COMMITMENT:
A significant amount of work has been and will continue to be accomplished at UWM through
projects. By their very nature, projects pull staff from various departments and areas together in
order to assemble the skills and FTE staff necessary to accomplish a specific set of tasks,
commonly defined as a project that is intended to meet the business needs of the university.
UWM is firmly committed to broad, collegial involvement of staff from across campus in the
design, leadership and management of information technology services.
The University of Wisconsin-Milwaukee has introduced a practice of selecting Project Managers
who have demonstrated the potential for leadership through past experiences. The Office of
Information Technology is committed to the practice of developing a substantial number of staff
as project managers and creating teams of diverse groups of individuals to assume
responsibilities for projects, and to then recommend structures for operational responsibility of ongoing services. Information technology Project Managers will come from a variety of
backgrounds, including the end-user community, functional offices, and from Information and
Media Technologies. Each will bring a unique perspective, set of skills, and leadership abilities to
the task. Each will need to strengthen those skills necessary to be successful that have not been
developed in prior roles.
Each team member will be committed to a collegial and campus wide approach to this project.
MISSION:
Plan for and implement a consistent, fully supported core electronic desktop environment for
UWM faculty and staff, and student customers
PURPOSE:
Utilize existing industry standards
EXPECTATIONS:
UWM will be taking a “common sense” approach to this project. The team will build upon
software and practices already in place to develop a plan to provide desktop security guidance
and recommendations to the campus community. The team will not be limited to, but will include
the following as part of their charge:






Review and document in summary fashion, the existing core desktop security
infrastructure
Make recommendations on a core, supportable service that addresses intel, Unix, and
MacIntosh platforms
Develop a communication plan
Develop a plan that is compatible with with a Spring 2004 rollout of the UWM portal.
Be sensitive to differences on campus that would necessitate a staggered
implementation plan.
Follow a phased approach with the following phases:
o Phase 1: Develop a documented “Applied Use” of Existing Campus desktop
security infrastructure
o Phase 2: Provide assessment of existing infrastructure
o Phase 3: Develop a set of requirements for a core campus desktop security
infrastructure
o Phase 4: Develop a documented “Applied Use” of the new campus desktop
security infrastructure
o
Phase 5: Help guide the implementation of new campus desktop security
infrastructure
Deliverables:
1. Documentation regarding the present state of Desktop Security at UWM
2. Recommendations regarding what should be done to consolidate and improve
these efforts to include best practices
3. Documentation regarding how this can be achieved long term including
suggestions for the training and development of staff who will be expected to
implement and support these recommendation.
RESPONSIBILITIES:
Project Managers
Team lead (project manager) will facilitate discussions, be responsible for task assignments,
review work completed, provide status reports to the CIO and for public communication, and
compile final report to the CIO.
The Project Manager is not a direct supervisor of the staff assigned to the project, yet has full
responsibility for the success of the project.
The project manager (with cooperation and help from supervisors and OIT Resources) is the key
leader who sets the tone and models appropriate behaviors for the project.
A project manager’s role is to represent all members of a project team, not just the members from
their home area or department. In this way, the project manager ceases their normal role and
assumes one of greater responsibility and greater breadth.
A key attribute of a project manager is a willingness to be flexible and understand that to
successfully complete projects on time, there are periods in which effort beyond a standard
working day and week is required. Project managers are expected to manage and schedule
resources to meet those objectives.
A project manager should focus primarily on the needs of the business. By focusing on customer
needs as the primary driver, the process used in the project will be aligned better with institutional
mission and needs, and therefore minimize risk of failure.
A project manager needs to consistently focus on communications. Projects require a high level
of communication in order to be successful. To be most effective, telephone and in-person
communications are preferred over email communications in matters requiring a two-way
exchange of information. Talking with key staff and key customers on a regular basis is an
essential part of good project communications. Email is appropriate for some forms of
communication, but it is generally over utilized and results in a higher communications failure
rate.
A project manager is a leader who projects confidence in the ability of the team to resolve all
problems. A project manager needs to understand there are many unanswered questions along
the way, which may result in temporary private doubts. This is a very normal part of the process.
A project manager needs to be proactive and assume a high level of personal responsibility for
potential risks to the project. They need to ask the questions that are not being asked by others.
A project manager needs to utilize all beneficial sources of information in order to minimize risk to
the project. This includes hardware and software vendors, consultants, colleagues on campus
and at other campuses and higher management. Each project should show improvements over
prior projects. The continuous improvement process is extremely important for project managers
to foster with teams.
A project manager needs to make recommendations to the CIO at the end of the project about
the makeup of operational team(s) that will carry on with ongoing responsibilities.
Finally, a project manager needs to know that they have support from the OIT resources
assigned to them. The OIT shares in the responsibility for all the items referenced above, and is
committed to helping the project manager succeed.
Supervisors of Staff Assigned to Projects
Supervisors are expected to be actively supportive of all OIT sanctioned projects, supportive of
staff under their supervision assigned to project teams and fully commit to helping the project to
succeed.
 Accept the leadership role of the PM and OIT, and work cooperatively with the them
 Communicate broadly and often with the PM and OIT, and other staff that are under their
supervision
 Identify risks or problems in an appropriate and timely way and communicate them to the
project manager and/or OIT.
Project Team Members
The team will provide regular progress reporting that includes written points for management,
tasks completed, work in progress, task plans for following period to the CIO. Team will provide
regular status updates for the four governance committees.
 Communicate broadly and often with home organization and reference groups
(departments in your school or division, others in similar positions, etc).
 Carry out responsibilities as assigned, and communicate with the Project Manager and
supervisor.
 Provide periodic progress reporting.
 Identify risks or problems in an appropriate and timely manner and communicate them to
the project manager.
OIT Resources Assigned to Projects
Project managers can expect that the Deputy CIO’s assigned to the project will help them at the
very beginning of a project to get it organized, work with the other Deputy CIO’s to identify and
secure approval for the participation of other team members, help identify training needs and
opportunities, establish basic parameters and ground rules including standards/guidelines for
project cost/accounting, work on the development and refinement of the budget, establish
communication practices, and to be available to work through difficult issues throughout the term
of the project.
 Serve as expert resources to the Project Manager
 Support the Project Manager and help them to be successful
 Mentor the Project Manager
 Allow the Project Manager to lead, but do not abdicate responsibility
 Clarify for the Project Manager who they should draw upon for support
 Be available to the Project Manager to interact with supervisors and other higher level
staff when problems arise with staff assigned to the project.
 Provide Project Management support services
 Identify risks or problems in an appropriate and timely manner and communicate them to
the project manager.
Vendors
 Work cooperatively with the project team
 Assume responsibility as a partner of the university on a long term basis
RESOURCES:
Bruce Maas, Deputy CIO for Projects, OIT
Paul Trebian, Interim Deputy CIO for Design/System Integration
SCHEDULE
The project team will review the initial schedule, and establish a team sponsored schedule for
recommendation to the Project Sponsors as one of the first activities of the team. The schedule
will contain all activities necessary in the high level project plan.