Project Governance

Consolidation Governance Structure

The OIT Consolidation project supporting SB08-155 was one of the largest, most complex efforts undertaken by the state, touching technology, budget, procurement, and human resources as well as agency business staff in a myriad of ways. A number of projects were initiated to begin the process of realigning IT from a series of distributed, independent functions to a centrally managed enterprise function. In order to ensure success and coordination among the consolidation-related projects (which were defined as impacting more than one agency, having an enterprise impact, or were deemed a consolidation project by the Leadership Oversight Committee), a strong governance structure to manage resources and interfaces between the projects was required.  As a result, the Consolidation Advisory Team developed the Consolidation Governance Structure depicted in the graphic below. 

This framework utilized a matrix structure of functional leadership, project management, and OIT leadership to oversee and recommend the initiation of new consolidation projects, oversee the execution and successful implementation of projects within each band, ensure alignment across projects and across functional areas, and communicate progress and status throughout the enterprise.

Roles and Responsibilities

In brief, the primary roles and responsibilities of the Consolidation Governance Structure were:

Leadership Oversight Committee

Ensured that consolidation progressed according to SB155 and the Colorado Consolidation Plan (C2P) in a fiscally responsible manner.

Consolidation Governance Team (CGT)

Recommended project priorities within and across the bands, oversaw project progress, and assured all projects were adhering to the CGT framework.

Program Managers

Developed a charter and strategic plan for their band, provided oversight for the execution and implementation of projects within the bands and ensured that the appropriate functional areas were involved when required.

Functional Managers

Assisted Program Managers with fulfilling project duties and functions associated with their area of expertise.

Project Execution

Consolidation-related projects were assigned to one of four bands: OIT Administration, Infrastructure Services, Line of Business Services, or Enterprise Services. A standard series of steps and common activities within each project included:

• Develop a Project Charter
• Inventory the current business process
• Define the vision or "To Be" end state
• Develop the steps to achieve the vision (result is the Implementation Plan)
• Execute the Implementation Plan