Governance

CU Boulder's IT governance model is comprised of various committees and groups that represent the academic and research interests of the campus and guide strategic IT direction. This structure ensures engagement and dialogue between key stakeholders. TheÌýgovernance model provides strategic direction, improves transparency, and leverages appropriate technical and functional expertise as needed. Below is the Learner Lifecycle CRM governance structure.Ìý

CRM Executive Leadership

Executive Sponsor
  • Ann Schmiesing (Strategic Initiatives)
Project Owners
  • Amy Hutton (Enrollment Management)
  • Jon Leslie (Strategic Relations and Communication)
  • Marin Stanek (Office of Information Technology)
Executive Stakeholders
  • Scott Adler (Graduate School)
  • Erika Randall (Undergraduate Education)
  • Scott Battle (Continuing Education)
  • D'Andra Mull (Student Life)
  • Katherine Eggert (Academic Planning & Assessment)
  • Elizabeth Romero Fuerte (Office of Information Technology)
  • Shelly Bacon (Office of Undergraduate Education)
  • Erin Harrell (Division of Student Affairs)
  • Kristine Jackson (Enrollment Management)
  • Deans

Definitions & Decision-Making

  • Consulted/Informed on major milestones, status updates, and strategic decisions.
  • Decisions made include providing executive support, ensuring alignment withÌýinstitutional priorities, and may be consulted for go/no-go decisions.

CRM Steering Committee

  • Shelly Bacon (Office of Undergraduate Education)
  • Kristi Wold-McCormick (Office of the Registrar)
  • Elizabeth McVeigh (Enrollment Management)
  • Elizabeth Romero-Fuerte (Office of Information Technology)
  • Gretchen O'Connell (Graduate School)
  • Randall Fullington (Academic & Learning Innovation)
  • Suzanne Classen (Continuing Education)
  • Erin Harrell (Student Affairs)
  • Dave Kohnke (Leeds School of Business)
  • Medford Moorer (College of Engineering & Applied Sciences)
  • Erin Frazier (Strategic Relations & Communications)
  • Working Group Leads

Definitions & Decision-Making

  • Responsible for strategic oversight, governance, milestone approvals, and structuredÌýdecision-making.
  • Consulted on operational and technical matters.
  • Decisions madeÌýinclude approving major milestones, recommending scope changes.

CRM Implementation Team

CU Boulder Team
  • Danielle Rourke - Project Lead
  • Alicia Torres de Lozano - Program Manager
  • Carlos Sepulveda - Campus/Executive Project Manager Liaison
  • Mikal Brusby - Technical Project Manager
  • Siegfried Appelt - Integrations Project Manager
  • Jeremy Case - Salesforce Chief Technology Officer
  • Kimberly Buwalda - Salesforce Customer Experience Engagement Director
  • Christine Carlson - Salesforce Account Executive
Cloud for Good Team
  • David Sicoli - VP, Education
  • Noah Hunter - Account Executive
  • Alison Zwecker - Engagement Manager
  • Marcel Campos - Project Manager
  • Rob Sobalvarro - Technical Architect
  • David Miller - Solution Architect
  • Jamie Holzhuter-Currie - Marketing Cloud Architect
  • Nitin Natarah - Data Architect
  • Joy Walker - Senior Business Analyst
  • Nasser Barakat - Senior Configuration Consultant
  • Max Mallari - Quality Assurance Analyst
  • Will Smith - Change Consultant
Definitions & Decision-Making
  • Manage and execute project activities within scope and timeline
  • FacilitateÌýcollaboration within and across workstreams
  • Provide status reporting and raise issues and risks