1. How to Use this CommonWay Program Governance Document This is a streamlined model which we use to designate and identify the people in charge because industry standard best practice has pointed out that accountability and direct acknowledgement of ownership is valuable to projects. This template is useful whether it is a single person or single entity is responsible for items within a project. It is not meant to supplant any governance the project has, but we’ve learned that if there is confusion as to the person or single assigned entity named or the person responsible in the above document, there is a good chance that role is not being fulfilled. How to use: For any project, try to fill out the name of the person in the box. If that box is blank, then that function is either not being done or is confused. *note: if an entity is named, then the Chairperson of that entity is the name that goes into each box. – Functions cannot be shared (aka, no 2 people can be the “business lead.”) – No person should be owner of two functions within a box. “Can’t be the PM and an Product owner lead.” IT’s best to delegate. Again, this template, Like all CommonWay templates, is not meant to take over or replace governance roles within a project, or to suddenly burden a simple project with complicated governance, but it is a way to quick identify governance resources which may be needed and can help to clarify roles and responsibilities to a project team 09/13/20111

2. Commonway Program Governance Roles 2 Executive Sponsor ( of business benefiting from project) Program/Project/Scrum Master (Head or Co-Chair ESC) Technology Lead (Architecture, Application, Infrastructure) Technology Lead (Architecture, Application, Infrastructure) Core Support Team Members (Business, IT, Vendor) Makes Decisions Drives Execution Executes on Plan Vendor PM Procurement Directs/Steers Decision Making Defines the vision & sets the course Business Change Management Lead Finance MassIT Capital PMO Advisors Legal Customers Funding & QA Interacts at all levels / Decision Influencers Delivery/ SCRUM Team SME Executive Stakeholders Strategy & Oversight Business & Product Owner (Business Impacted) Technology Owner (SCIO unless delegated) Voice of Customer (1. General every day users 2. Specific internal user or agency) Exec. Steering Committee (ESC) (of business benefiting of Project) Executive Strategy Board Advisors Listen here Advisors Input here.

3. 3 Commonwealth’s CommonWay Typical Governance Responsibilities Capital Project Advisor – Oversight funding and stewardship of Capital Funds – Provide project delivery & Benefit Realization guidance – Advise Executive Steering Committee and be a source of Knowledge of Project Management Best Practices – Ensure that projects maintain a pace and schedule to maintain project continuity and deliver value – Assist projects to properly conduct IT procurements and acquiring needed key project resources – Ensure that projects follow established best practices and processes, and when deviation occurs, first suggest, and if required, implement corrective actions prior to the occurrence of significant project impact – Provide objective, fact-based assessments of project value, status, progress, risks and barriers to success to projects, sponsoring Secretariats and agencies, MassIT senior management and the CIO Executive Sponsor – Leads the organization that requires or directly benefits from the products or services being provided by the project – Is the ultimate champion and decision-maker for the project – Key resource in planning and vision – Approves governance – Must approve all Project Vision changes – Can Sits on steering committee – Controls key Resources of Projects Voice of the Customer - represents the needs and wants of your customers. ⁻Minimum of 2 needed -1 representing general everyday users of the system 2. one representing specific internal (Agency) users of the system ⁻represents the needs and wants of Endpt customers or the public. ⁻Advises on Training/Retraining feedback and requests in terms of understanding, usability, and value. ⁻Advisor and tests form, functionality, accessibility, and usability of delivered product in active, daily, use. ⁻Collects data through various means, including Surveys and Focus Groups. ⁻Rates End to End usability of product, and is allowed to give the project a failing grade if the feedback is not incorporated or addressed (by the Exec. Spon.) in next deployment phase or release. ⁻Ensures working product is delivered every release or yearly

4. Other Typical Governance Responsibilities Steering Committee – Management representatives from the key organizations involved in the project oversight and control, and any other key stakeholder groups that have special interest in the outcome of the project – Acts collectively as a vocal and visible project champion throughout their representative organizations – Directs Key Project Resources Business Owner (see Government Agile Slide) – Provides the overall business direction for the project – Ensures that the needs and accomplishments within the business area are widely known and understood – Reviews Epics, Features, Keeps – Acts as a vocal and visible champion, legitimizes the project’s goals and objectives, keeps abreast of major project activities, and is the primary decision-maker for the project. Product Owners (and Head Product Owner) – Answers Directly to the Business Owner Ensures that the design of the system meets functional and non-functional business goals – Product Owner provides support for the Business Owner; assists with major issues, problems, and policy conflicts; removes obstacles – Sits on Steering Committee SCIO / Technology Owner – Principal advisor on the effective application of technology to business needs – Ensures technology portion of the solution is consistent with master technology plan/strategy – Ensures that technical standards are met, that the design specifies a system that is maintainable, and that sound design principles are practiced – Sits on Steering Committee Project Manager/ Scrum Master ⁻Responsible for leading all aspects of the project from initiation/planning to project close under the direction of the executive sponsor ⁻Manages overall project schedule and execution of all project activities (IT, business, vendor) ⁻Manages financials, scope, risks, issues, and quality of the program or project ⁻Notifies stakeholders of schedule and budget deviations beyond allowed variances as well as changes in scope ⁻Heads or Co-Chairs steering committee 4

5. Instructions for Each project Each category identified for Oversight, QA, and Governance, needs a name (or a group of names). Please supply a name for each 09/13/20115 FunctionName/GroupUsually Delegated to ReceivesGenerally Meets Executive Stakeholders /Exec. Strategy Boards, CCIO SCIO/MassITCO O Others Under Secretaries Cap PMO Director ACIO Business Affecting reports detailing Business Changes/Training needed to use of Production Release) Benefits Go Live Timeline and Impacts.(KGI) Funding strategic Impact on Operations Release Milestones and Go Live (User Demo’s with Actual Data) Monthly Funding/QACap PMO Director CFO PABusiness Delivery reports detailing (Business Functionality Delivery timeline) Benefits Timeline (KGI) Spending Reports Milestones Deployment Milestones Bi Weekly Exec Sponsor or Sponsors of Impacted Business Project Affecting Business Deliverable reports detailing (Training Classes, User Testing, Roll out, Deployment. KPI), Release Schedule End to End Business Use Demo’s Funding Summary and Operational Impacts Quarterly,Monthl y for Large Projects Steering Committee MembersDecision Reports, detailing Project Actions and decision they must take to keep project successful Funding Summary and Operational Impacts Implementation Milestones, Functional (iterative) Demo Bi Weekly without Ex. Sponsor/ Monthly with Exc Sponsor Steering Committee Head Steering Committee Co – Chair Status Reports of Projects Business OwnerStatus Reports of Projects Technology OwnerSCIOACIOStatus Reports of Projects