Project Charter. Ben Canlas, Bobbi Walker & Tom North. Project Charter Version Control

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1 Project Charter Project Name: PeopleSoft Expense 9.0 Module Implementation UM Business Unit: UMSYS Department: Division of IT: Enterprise Applications Services Strategic Priority: FY08 Strategic Goal #2 Executive Sponsor: Jane Closterman Project Manager: Tom North Prepared by: Ben Canlas, Bobbi Walker & Tom North Project Charter Version Control Version Date Author Change Description /13/09 Tom North Document created /15/09 Tom North Edited document for second development pass /26/09 Tom North Edited document for third development pass /04/09 Tom North Edited document based on input from Bobbi Walker /05/09 Tom North Updated

2 1.5 02/09/09 Tom North Final Edits /19/09 Tom North Incorporated Jane s edits /05/09 Tom North Incorporated edits based on meeting with Nikki Krawitz, Bill Cooper, Steve Mack, Jane Closterman, Donna Johanning, and Bobbi Walker /11/09 Tom North Incorporated Jane s edits /12/09 Tom North Incorporated Bill Cooper and Steve Mack edits PROJECT OVERVIEW The University of Missouri currently uses a paper-based process to manage travel expense reimbursement. Compliance with existing travel policy is enforced by the Accounting Offices through manual review of expense reimbursement requests. This project is phase one of a larger Travel Management Reengineering Initiative which will in later phases address perdiem policy, combining PCard and Travel Card, capturing detailed travel data, and implementation of an online booking tool. Phase one will result in all UM employee travel expense reimbursement processes migrating to the PeopleSoft 9.0 Expenses module. Implementing the 9.0 Expenses module will allow UM to track and report on travel expenses. This will result in greater compliance with existing and future travel policy; and collective dollar leverage with travel vendors. It is suggested this project begin in 1 st Quarter 2009 with an estimated completion/go-live date to be determined in the project planning phase. The benefits of this project include: enhancing reporting capabilities for travel related expenses, enhancing travel reimbursements by efficiently taking advantage of opportunities provided by an internet software solution, and streamlining the review, approval and payment process of creating travel reimbursements. The completion of this project will also ensure a solution that has delivered integration into our PS Financials environment. C ONFIDENTIAL Page 2 6/2/2011

3 1 GOAL There are six main goals of this project: 1. Implement the PeopleSoft 9.0 Expense module. 2. Migrate existing UM travel expense business process functionality to the module for the purpose of managing employee travel expenses. 3. Achieve greater compliance with existing and future travel policy. 4. Attain collective dollar leverage with travel vendors. 5. Streamline the review, approval and payment process of creating travel reimbursements. 6. Integration with our current PeopleSoft Financials environment. 2 SCOPE The Travel Management Reengineering Initiative will have multiple phases. The scope of phase one, and the focus of this project, will include: implementation of the Expense 9.0 module for employee travel, replacing the current paper intensive travel reimbursement process, workflow development for approvals, electronic submission of receipts, automated facilitation of travel policy, tracking of major travel expenditures (i.e., hotels, meals, airfare), training for all staff (i.e., approvers, reviewers, data input operators), reporting, process reengineering, importing travel card transactions, and policy modification. The scope of this project will not include implementation of offline tools unless goals of the project cannot be met without them. This project directly supports Strategic Goal #2: Provide effective, efficient, and adaptable enterprise administrative applications and services. The goal objective supported is: Increase value, reduce costs, and improve efficiency through internal consolidations and outsourcing. 3 OBJECTIVES, DELIVERABLES AND MILESTONES Objective #1- Perform Fit-Gap Analysis 1. Analyze/List Current Travel Business Processes 2. Analyze/List PeopleSoft 9.0 Expense delivered functionality 3. Evaluate Gap deficiencies 4. Formulate gap bridges Objective #2- Installation of PeopleSoft 9.0 Expense Module 1. Prepare server hardware for module installation 2. Install PS 9.0 Expense module 3. Test module installation Objective #3- Setup of PeopleSoft 9.0 Expense Module 1. Configuration of Installation Options 2. Business Unit Setup C ONFIDENTIAL Page 3 6/2/2011

4 3. Expense Type Setup 4. Business Rule Setup 5. Workflow Setup Objective #4- Convert/Build UM Policy Functionality 1. Code/Program UM Travel process functionality Objective #5- Test PeopleSoft 9.0 Expense Module Functionality Objective #6- Transition Campuses to Using Solution 1. End-User Training Objective #7 Feedback on Achievement of Project Success 4 SUCCESS CRITERIA The success of this project is dependent upon the following: full replacement of paper expense process for employees, employees trained to use the system successfully, streamlined reimbursement of reported expenses, and an electronic approval process. Describe any factors that may potentially jeopardize the successful completion of the project. 1. Consensus Among Business Units Currently, no single body provides governance for the development and enforcement of travel policy for UM. Each business unit is responsible for ensuring compliance with travel policy. For this reason, gaining consensus among the business units regarding how to implement the PeopleSoft 9.0 Expense module may be challenging. 2. Budget Restrictions Based on the current analysis, the hardware and software components necessary to complete the project are currently possessed, or have already been purchased. Budgetary restrictions may affect availability of internal human resources and external consulting resources. 3. Resource Availability - This project will require the concerted effort of many departments across the University System. These groups include: Office of the Controller, Division of IT (DoIT) Enterprise Applications Services Finance and Database, Systems and Operations (CSG), Procurement Services, and the Accounting Offices and focus groups on each campus. With many projects being engaged simultaneously within these areas, resources may be reallocated to projects with a higher priority. Further, backfill may be required for the daily work duties of the project team members. 4. Resource Skill Level - Training may need to be made available to project team members as the knowledge necessary to implement and configure the PeopleSoft 9.0 Expense is not currently possessed. This training needs to occur before the project is completed to allow for a smooth transition of these administration duties. Training may not be available per the project schedule due to vendor offerings or budgetary restraints. C ONFIDENTIAL Page 4 6/2/2011

5 5 ASSUMPTIONS AND CONSTRAINTS This plan is based on the following assumptions: 1. Current travel policy may not change before the project is completed. 2. The current staff resource level will not change. 3. Staff resources will have time available to complete assigned tasks as scheduled. 4. UM possesses the necessary technology to implement the solution. 5. Traveler has ability to submit barcode receipts. 6. The DoIT Imaging Team can accept barcode and submission of receipts. 7. The training necessary for all employees will be made available only online. 8. The project will realize a phased implementation. This plan acknowledges the following constraints: 1. Resident PeopleSoft 9.0 Expense module expertise does not currently exist. 2. Backfill may not be available for project team members daily work duties. 3. Current policy will require modification of delivered PeopleSoft 9.0 Expense system. 4. The timing of project go-lives cannot conflict with peak fiscal activity. 6 INTERDEPENDENCIES This project will interface with or impact the following systems: PS Financials, ColdFusion Applications, PS HR, and ImageNow Other projects with which this project will interface/impact: Travel Management Software. This project will interface/impact the following groups: Business Unit Accounting Offices, UM Employees, HR, Travel Coordinators, Incidental Expenditure Committee (ICE), System Payroll, Continuing Education Information System (external system interfaces will be addressed as separate projects). 7 RISKS AND POSSIBLE IMPEDIMENTS The following presents an initial list of identified risks for this project. C ONFIDENTIAL Page 5 6/2/2011

6 Risk Consequence Frequency Impact Budgetary Constriction Unknown Conversion Issues Scope Alteration / Change Errors in Work- Calculation Errors in Software Configuration Project does not fully meet user needs / unable to meet specified deadline Project goes over-budget / is delayed in deployment Project is unable to meet specified deadline/project goes over-budget Project goes over-budget / is delayed in deployment Lack of policy compliance/additional resources required to resolve consequences Likely Likely Moderate Moderate Low Moderate Resource Availability Project is unable to meet specified deadline Moderate Resource Skill Project is unable to meet specified deadline Moderate Resource Training Project is unable to meet specified deadline Low Moderate 8 STAKEHOLDERS AND ROLES/RESPONSIBILITIES MATRIX C ONFIDENTIAL Page 6 6/2/2011

7 Project Role Organization Role Represented By Executive Sponsor Technical Manager Controller- University of Missouri Manager, Financial Systems Applications Jane Closterman Ben Canlas Accountabilities Holds executive oversight over personnel Technical Personnel Oversight Project Manager Project Consultant -DoIT Tom North Project Oversight Project / Functional Lead Functional Manager Technical Staff- Database Technical Staff- Database Imaging Technical Staff- Imaging Financial Systems Principal- UM Office of Controller Director-Financial Information Systems- UM Office of Controller Computer Programmer/ Analyst-DoIT Computer Programmer/ Analyst-DoIT Database Administrator- DoIT Database Programmer/ Analyst-DoIT Systems Administrator-DoIT Business Technology Analyst-DoIT Involvement Low Bobbi Walker Functional Oversight Donna Johanning Suresh Yerrapu Rebecca Bohlmeyer Scott Jenkins Robin Deters Linda Valentine End User Testing Signoff and Acceptance Signoff Application Development / Application Development / Database Development/ Database Development/ Imaging Integration Alisa Buck Imaging Integration Training Lead Technical Writer Janis Levsen Training Development/ Coordination Administrative Associate II- MU Accounting Services Administrative Assistant- UM Health Care Accounting Services Accountant- UMKC Administrative Services Accountant- M S&T Accounting/Financial Services Director- M S&T Accounting/Financial Services Rita Wells Libby Schultz Functional Input / Testing Freda Releford Brenda Quisenberry Andy Lamar C ONFIDENTIAL Page 7 6/2/2011

8 Project Role Organization Role Represented By Accountant- UMSL Accounting Services Administrative Manager MU Cooperative Extension Project Support Lead-UMSL Lead-UMKC Lead-M S&T Lead-MU Lead-Hospital Lead-System Security Systems and Operations Senior Clerk- UM Office of Controller Campus Accounting Directors All Campuses Faith Lucas Callie Glascock Debbie Bradley Accountabilities Various Project Support / Campus Signoff Involvement Low Senior Accountant-UMSL Faith Lucas Testing Mgr. Business Fiscal Operations-Office of Vice Chancellor-Academic Affairs Manager Accounting Services M S&T Assistant Director Business Services - MU Assistant Manager Accounting Administrative Assistant-UM Office of the Controller Systems Security Analyst- DoIT Software Support Analyst- DoIT Dan Chambers Testing Janet Gill Testing Tracy Greenup Testing Tina Putnam Testing CJ Smith Testing Caine Henderson Richard Begemann Security Audit Nightly Processing 9 RESOURCES Based on current analysis, the technology expected to be available to this project or deployed by this project (software, hardware, infrastructure, etc.) is already possessed by the University of Missouri. Types and amounts of human resources needed have been partially outlined in the Roles/Responsibilities matrix. There is a significant need for resources across several departments. Namely, UM Office of Controller, UM campus Accounting Offices, Enterprise Applications Services, Systems and Operations and Telecommunications. An estimate of hours needed to complete this project will be addressed during work breakdown structure development. C ONFIDENTIAL Page 8 6/2/2011

9 10 BUDGETARY IMPACT The budgetary impact of this project includes: the purchase of the PeopleSoft 9.0 Expense module, and PCI compliant server hardware. These items have already been purchased, or are currently possessed by UM. The expense of purchasing additional fax lines has not yet been determined. The potential need exists to hire consulting resources for the PeopleSoft 9.0 Expense module implementation, setup and development. This will be determined during the project planning phase. Capital Expenses Hardware Software: Expense 9.0 Module/UPK $ 165,900\$18,000 Installation Services Operating Expenses Salaries: DoIT Only $18,900.00* Benefits (29.77% of Salaries) $ 8, Maintenance: Hardware Maintenance: Software $ 36,498\$3,960 Depreciation of Hardware Other: Consulting *Estimated TOTAL BUDGET: 11 APPROVALS Approved by: Project Executive Sponsor Division of IT Director Division of IT Manager Division of IT PMO Date Date Date Date C ONFIDENTIAL Page 9 6/2/2011