In business process restructuring, defining the project’s organizational scope helps identify the project’s primary organizational stakeholders – the process’s owners and influencers -- so that communication, decision-making, and escalation paths may be established. Later in the project, this organizational scope document will be used to help illustrate and track any changes in organizational boundaries [or process ownership] that may occur as part of ongoing business operations, or as a result of executing the project’s implementation plan.

Generally speaking, an organizational scope equal to the full extent of the business process – from point of origin through point of closure – would be defined and documented. This V1.0 iteration of the Network and Telephone Installation Process [NTIP] at MIT intentionally includes only internal Information Systems organizations. Later versions may contain the full breadth of organizations, internal or external to MIT, involved in the NTI process.

D. Baron = Primary Advocate/Project Sponsor NTIP

JDB T. Regan & V. Kumar = Primary Customer Advocates

J. Schiller & T. Coppeto = Primary Influencers for NTIP

Bill Hogue Roger Roach Allison Dolan

B. Goguen D. Lambert

Help Desk DCS CSR RCC

B. Goguen M. Sampson J. Hallisey A. Allen

C. Griffith W. Hishmael

5E Ops Trans. Net Ops. ABST [who?]

L. Koehane B. Shannon J. Schiller Rates

J. Cyr E. Morrison T. Coppeto Salary & Comp.

B. Mahoney

R. Hoffman

Based on the draft Organizational Scope described on page 1 of this document, the existing Stakeholder Analysis which appears in the Draft Scope Statement dated 2/18/1999 [D. Baron] can be updated as shown below:

Stakeholder:	Project Role:	Stake in the Project Outcome:	Project Responsibilities:
Jim Bruce ISVP	Initiating Sponsor Tiebreaker at the Final Appeals level of project issue escalation path.	Improved organizational effectiveness and key contribution to the Institute’s operations.	Authorizes significant changes to the existing NTI Processes, Policies and Human Resource allocations. Charters the project by issuing a clear mission statement.
Dennis Baron Practice Director Voice, Data, Imaging.	Primary Sustaining Sponsor Change Agent Tiebreaker at the Process Owner level of project issue escalation path. Principal communicator of project information up, down and across IS organization.	Improved, measureable, repeatable process which improves customer satisfaction and is easier to operationally maintain.	Brokers the interaction between ISVP and Process Owners. Facilitates removal of project barriers to success, Influences Process Owners to legitimize and implement changes to the current NTI process, policies and HR allocations. Advocates on behalf of the NTIP project team with ISVP and Process Owners
Bill Hogue Process Owner – IT Support	Sustaining Sponsor – Support Change Agent Issue Resolver at the Process Owner Level of issue escalation path. Principal communicator of project direction into IS Support Organization.	Improved, measureable, repeatable process which improves customer satisfaction and is easier to operationally maintain.	Authorizes and Legitimizes changes in IS Support Organization. Influences Support Team Leaders and other process owners to gain commitment for implementing changes to the current NTI process, policies and HR allocations.
Roger Roach Process Owner – IT Service	Sustaining Sponsor – Service Change Agent Issue Resolver at the Process Owner Level of issue escalation path Principal communicator of project direction into IS Service Organization.	Improved, measurable, repeatable process which improves customer satisfaction and is easier to operationally maintain.	Authorizes and Legitimizes changes in IS Service Organization. Influences Service Team Leaders and other process owners to gain commitment for implementing changes to the current NTI process, policies and HR allocations.
Stakeholder:	Project Role:	Stake in the Project Outcome:	Project Responsibilities:
Allison Dolan Process Owner – IT Competency	Sustaining Sponsor – Competency Change Agent Issue Resolver at the Process Owner Level of issue escalation path	Ensure IS Rate structure, Salary, and other compensation stays within recommended guidelines during and after the changes have been implemented.	Facilitates Service and Support Process Owners ability to initiate significant changes in IS Rates, Salary and Compensation within IS Org. Implements Rate, Salary, Compensation changes as appropriate.
Vijay Kumar Practice Director – Academic Computing	Consultant / Influencer Advocate for changes that benefit NITP customers within the academic computing community.	Improved customer relations due to process improvements and increase in customer satisfaction.	Facilitates ongoing information exchange between the customers and the principal project stakeholders. Negotiates win/win solutions. Creates opportunities for the project team to meet with key customers.
Theresa Regan Practice Director – Office Computing	Consultant/ Influencer Advocate for changes that benefit NITP customers within the office computing community.	Improved customer relations due to process improvements and increase in customer satisfaction.	Facilitates ongoing information exchange between the customers and the principal project stakeholders. Negotiates win/win solutions. Creates opportunities for the project team to meet with key customers.
Barbara Goguen – Helpdesk Mike Sampson - DCS Joanne Hallisey - CSR Alicia Allen - RCC Lu Keohane - 5E Ops. Brian Shannon - Trans. Jeff Schiller - Net Ops. ??????????? - ABST	Change Agents / Implementors Issue Resolvers at the Team Leader level of issue escalation path.	Improved customer relations, team morale, and process efficiencies due to reduction of process handoffs, scheduling conflicts. Reduced long-lead time problem resolution acorss IS functions or between IS and the customer.	Legitimizes and Communicates approved changes to be made in process, policies or HR allocations within their respective teams Provides information and resources, or access to information and resources, to project team in support of the NTIP project. Performs, or delegates, the work to be done to enable changes to be made within their respective teams. Ensures follow-through. Evaluates the effectiveness of changes implemented in their teams and recommends corrective action to the NTIP team and sponsors.
Stakeholder:	Project Role:	Stake in the Project Outcome:	Project Responsibilities:
C. Griffith - Helpdesk W. Hishmael - DCS J. Cyr - 5E Ops. E. Morrison - Trans. B. Mahoney - Net Ops. R. Hoffman D. Lambert - Service	Change Agents / Influencers Providers of information, advise and effort, as appropriate, to project sponsors, team members, and their respective team leaders.	Improved customer relations, team morale, and process efficiencies due to reduction of process handoffs, scheduling conflicts. Reduced long-lead time problem resolution acorss IS functions or between IS and the customer.	Provides information and resources, or access to information and resources, to project team in support of the NTIP project. Performs, or delegates, the work to be done to enable changes to be made within their respective teams. Assists their respective team members with assimilating new skills, knowledge, etc. to ensure change happens. Ensures follow-through. Evaluates the effectiveness of changes implemented in their teams and recommends corrective action to the NTIP team and sponsors.

Stakeholders Outside IS:	Project Role:	Stake in the Project Outcome:	Anticipated Contributions:
Facilities	Business Partner Information Source	Clearer understanding of NTIP Clearer understanding of how to ensure win/win relationship with IS Increased predictability for their own projects which utilize NTIP.	Collaboration and Information Exchange. Support and Assistance to implement changes. Evaluation criteria to set process measurements and define continuous process improvements over time.
Individual Customers within MIT	Information Source	Improved value and efficiencies received from a critical IS process.	Collaboration and Information Exchange. Evaluation criteria to set process measurements and define continuous process improvements over time.