Project Charter (1A)

IST 345: Managing Information Systems Projects

Lily Peck

Spring 2021

March 18, 2021

Project Identification
● Name: Implementation of LandVantage Cloud Based Information System for Callon Petroleum
● Project Identification Number:123456

Executive Team Members

● Michol Ecklund – Executive Sponsor
● Jeff Balmer – Technical Sponsor, Senior Vice President, and COO
● Rex Bigler – Functional Sponsor, Vice President – Asset Development

Summary of Project Origin and Description

Callon Petroleum wants to reduce their operating costs, while continuing their outstanding growth
through their acquisitions. However, the company is finding it to be difficult to get real-time production
data, expenses on their current oil and gas wells, and keep up with changing regulations at the state and
federal level regarding the maintenance of wells. The existing system at Callon Petroleum is not scaled to
match their volume and speed to success. They need a solution that can efficiently process and analyze
their data to support their needs and allow them to implement new data into the system as they
continue to grow.

Project Business Case

The LandVantage cloud-based system will allow Callon Petroleum to utilize their current IT team
members and maximize their efficiency. This will help with the retention of technical employees that
struggle with their work-life balance due to the large workload that they are currently facing. The system
will also help the company with making real-time decisions on land portfolios that are best for each
investment project. The LandVantage system can analyze and process current or new data and provide
information about current land that they own. It will allow all employees of Callon Petroleum to view
accurate data at any time that they need.

Product Deliverables
● Determine if LandVantage cloud-based software meets Callon Petroluem’s needs
● Implementation of LandVantage software (if approved)
o Efficient decision making
o More information of owned real-estate
o Retention of employees
● Testing the LandVantage system
o Rework if there are problems
● Training for users and support with implementation

Process Deliverables
● Regular meetings with team, stakeholders, and other departments that are impacted
● Contract negotiation and approval process
● Develop and Update WBS
● Approval throughout the project process
 ● Refine cost and staff responsibilities
● Final reports and closing processes

Known Constraints
● Time: Anticipate Statement of Work (specific scope, time, and cost) within 2 weeks of approval
signatures
● Cost: One time implementation cost, monthly subscription after

Out of Scope
● This project will not update other administrative systems
● This project will not upgrade the infrastructure (computer network/computer hardware)

Assumptions
● We are assuming that Callon Petroleum is now in a place that they are completely ready to
upgrade to a cloud-based system.

Project Team and Organizational Reporting Structure

Name Project Role, Title Reports to
Mark Collier Functional Lead Lily Peck
Rebekeh Granbery Subject Matter Expert (SME)/Land Lily Peck
Division
Farida Hussain & team of 6 Technical Lead Lily Peck (team reports to Farida
analysts Hussain)
Cherise Johnson Corporate Trainer and Change Farida Hussain
Management Support
Michol Ecklund Executive Sponsor Lily Peck
Jeff Balmer Senior VP and COO Lily Peck
Rex Bigler VP of Asset Jeff Balmer
Development/Functional Sponsor
Lily Peck Project Manager Rex Bigler

High-level Phases and Milestones

● 3/15 – Callon Petroleum project team meeting to discuss current system and goals for the new
system.
● 3/17 – LIS presents LandVantage software to Callon Petroleum to discuss what needs to be
accomplished.
● 3/19 – Callon Petroleum project team meeting to discuss if LandVantage software meets needs,
software will be approved or denied during meeting. If approved, project can continue.
● 3/22 – Callon Petroleum and LIS complete detailed project plan
● 3/24 – Statement of Work presented to the Executive Team for approval
● 3/24 – Implement contract
 o If contract if completely negotiated, follow detailed project plan
o After this, any significant change to the scope, timeline, or budget needs to be
approved in writing and signed by the executive team.

Project Integration Plan

● Develop Project Charter – outlines project at high level to authorize the project to start
● Develop Project Management Plan – coordinates all of the planning for the project coherently
and consistently
● Direct and Manage Project Work – perform the actions developed in Project Management Plan,
carry out regular meetings, keep track of changes, updates, and issues that arise throughout
project
● Perform Integrated Change Control – identify, evaluate, and manage the changes in the project
● Close Project – finalize all project activities and deliverables, formally close the project

Initial Risks and Responses

# Risk
1 Lose Callon Team Members
2 Lose LIS Team Members
3 Lose Large Client
4 Time and Budget Constraints
Response
Perform tasks quickly and efficiently to implement
project, in order to lighten the workload for
employees in a reasonable time
If a key project team member is lost, LIS needs to
provide a replacement team member within 2
business days (include in contract)
Communicate with clients in case there are any
difficulties and tell them that Callon Petroleum is in
the process of implementing a new cloud-based
information system that will help both parties in the
end
Constant communication with team members,
executives, stakeholders, and other relevant
positions to ensure that everything is being kept
track of

Signatures

Michol Ecklund, Executive Sponsor Date

Rex Bigler, Functional Sponsor Date

Jeff Balmer, Technical Sponsor Date

Lily Peck, Project Manager Date