8. Project Team Structure

Project Team Structure Overview

The proposed delivery model for VNA Meals on Wheels 2.0 Phase 1 is built around a role-based team structure with clear accountability, full-time delivery focus in the core workstreams, and defined escalation paths for both business and technical decisions. The intent is to give VNA a team that is structured for execution, not a loosely assembled set of part-time contributors.

For Phase 1, 3Wrkz proposes a delivery structure that combines executive oversight, architectural leadership, dedicated project management, and focused implementation teams across the major workstreams required to design, build, test, deploy, and stabilize the solution. This structure is intended to support disciplined delivery while also allowing issues to be escalated quickly when a decision or blocker cannot be resolved within the working team.

Executive and Architectural Oversight

Brian Davis (3Wrkz owner) will serve as a direct client contact and provide administrative and executive oversight for the engagement. In that role, he will help guide delivery direction, support major project decisions, and serve as the escalation point for unresolved issues that cannot be settled within the working team. His role is not intended to replace day-to-day project management, but to provide leadership coverage for priority decisions, business alignment, delivery oversight, and issue resolution when a higher level of intervention is needed.

Steve Schaneville (3Wrkz owner) will serve as a direct client contact and provide architectural oversight across the program. He will be responsible for technical direction, architectural consistency, major solution-design decisions, and final resolution of technical issues that cannot be resolved within the implementation team. Given his enterprise architecture background and depth in Microsoft-oriented systems, he will serve as the final technical escalation point for complex design questions, integration decisions, and unresolved implementation tradeoffs.

Together, these roles provide active senior leadership within the delivery team itself, with both Brian and Steve remaining directly engaged in the project's ongoing direction, execution, and issue resolution while still preserving clear day-to-day operating responsibilities across the broader team.

Dedicated Project Management

The project will include a full-time dedicated Project Manager assigned specifically to the VNA Phase 1 implementation. That Project Manager will not be serving on other projects during the buildout of the VNA Phase 1 solution. This role is intended to provide VNA with a single day-to-day point of coordination for delivery execution.

The Project Manager's responsibilities will include:

1. project planning and schedule management
2. coordination across delivery teams and workstreams
3. risk, issue, and action tracking
4. meeting facilitation, status reporting, and follow-up management
5. dependency management across application, mobile, reporting, infrastructure, testing, and migration activities
6. support for escalation routing when issues require executive or technical intervention

This structure gives VNA a dedicated operational lead for the project while preserving separate escalation paths for administrative and technical matters.

Core Delivery Teams

The delivery team for Phase 1 is expected to include the following core workstreams:

1. API and web application team

   This team will be full-time on the project and will be responsible for the central application platform, web-based user experiences, backend services, integrations, administrative workflows, and the primary operational workflows delivered through the browser-based application.

2. Mobile application team

   This team will also be full-time on the project and will be responsible for the React Native mobile application, field workflows, mobile release coordination, and the delivery experience required for route execution and other operational mobile use cases.

3. Data migration team

   This team will focus on source-system profiling, extract planning, mapping, transformation, conversion execution, validation, reconciliation, and cutover support for the legacy data that must move from VNA's current environment into the new Phase 1 platform.

4. QA team

   The QA function will operate as a cross-module testing team rather than being limited to a single workstream. This team will test web, mobile, integrations, and reporting, and will support functional validation, regression testing, end-to-end verification, and UAT readiness across the program.

5. Power BI and ETL team

   A dedicated reporting-oriented function will support ETL, executive reporting, dashboard development, data shaping, and related reporting deliverables needed for both operational visibility and leadership reporting.

These teams form the main full-time delivery engine for the Phase 1 solution and are intended to run in parallel rather than sequentially so that the major workstreams advance together under coordinated management.

Shared and Specialized Functions

In addition to the full-time core delivery teams, the project may include a smaller set of supporting functions that help maintain delivery quality and alignment.

1. Infrastructure expert

   This role will support Azure environment setup, CI/CD, infrastructure-as-code, deployment structure, and related security/configuration foundations. It is expected to be most active early in the project and then remain available as needed.

2. Business analysis / functional leadership

   This role will support requirements clarification, workflow translation, acceptance criteria, backlog refinement, and coordination between client stakeholders and the delivery teams.

3. UX / product design

   This role will support workflow design, usability, responsive behavior, and consistency across the web and mobile experiences.

These functions are supporting roles within the delivery model rather than separate full-time workstreams.

Governance, Escalation, and Decision-Making

The team structure should make issue routing and decision ownership explicit.

At the working-team level, delivery issues should first be addressed by the responsible implementation leads and the Project Manager. When a blocker cannot be resolved through normal team coordination:

1. the Project Manager owns delivery-level coordination and cross-team blocker management
2. Brian Davis becomes the escalation point for unresolved business, directional, administrative, or client-alignment issues
3. Steve Schaneville becomes the escalation point for unresolved technical, architectural, integration, or platform-design issues

This structure is intended to minimize ambiguity about who resolves what. It also helps prevent technical questions from being handled purely as scheduling issues, and business-governance issues from being treated as implementation-level disputes.