Notice: applying this to your agency.
The IT Project Resources are not meant to replace your agency’s internal project management practices or prescribe how you must operate. Instead, they offer concepts and tools that can strengthen delivery by providing a scalable framework for project level coordination. All project documentation should be maintained throughout each stage in alignment with agency policies and, where applicable, WaTech requirements and oversight expectations.
Define the structure, roles, responsibilities, and operating norms of the team supporting post‑go‑live stabilization and long‑term operations. The Team Charter establishes how teams collaborate, make decisions, escalate issues, and maintain accountability during the transition from implementation to steady‑state operations. It ensures clarity across agencies, vendors, and operational groups and supports consistent, coordinated execution.
For Programs
Establish an enterprise‑level Team Charter outlining governance, decision‑making authority, communication protocols, and cross‑agency collaboration expectations. Define roles and responsibilities for enterprise operations, including support teams, technical owners, business leads, and vendor partners. Ensure alignment with statewide governance, escalation paths, and operational standards. Confirm that all agencies understand their responsibilities within the enterprise operating model.
Programs with Agency‑Led Sub‑Projects
Agencies develop local Team Charters that define agency‑specific roles, responsibilities, and support expectations. Agencies document how they will collaborate with the enterprise team, including escalation paths, communication cadence, and decision‑making alignment. Enterprise team consolidates agency charters into a unified enterprise operating framework. Confirm that agency and enterprise roles integrate seamlessly for post‑go‑live support and long‑term operations.
For Projects
Define the project‑specific Team Charter outlining roles, responsibilities, decision‑making processes, and communication expectations for the stabilization period. Document how the project team will collaborate with operations, support teams, and business owners during the transition. Establish escalation paths, meeting cadence, and accountability structures to support efficient issue resolution and performance monitoring. Confirm that responsibilities transition smoothly from the project team to long‑term operational owners.
WaTech available template: Team Charter