PROJECT MANAGEMENT PLAN Florida A&M University Financials Version 9.0 Upgrade and Redeployment

Transcription

1 PROJECT MANAGEMENT PLAN Florida A&M University Financials Version 9.0 Upgrade and Redeployment Author: Carl F. Paroby, Oracle Consulting Creation Date: October 24, 2007 Last Updated: Version: DRAFT 3A Approvals: Carl F. Paroby Oracle Consulting (OC) Veronica Stokes Florida A&M University (FAMU)

2 Document Control Change Record Date Author Version Change Reference 24-October November November Carl Paroby Draft 1a No Previous Document Carl Paroby Draft 2a Initial Comments from STG Process Review Carl Paroby Draft 3a Detailed review with OC team members Distribution Copy No. Name Location 1 Library Master Project Library 2 Veronica Stokes Project Director 3 Carl Paroby Project Director 4 Note to Holders: If you receive an electronic copy of this document and print it out, please write your name on the equivalent of the cover page, for document control purposes. If you receive a hard copy of this document, please write your name on the front cover, for document control purposes. Final Financial PMP Document Control Page ii of 61

3 Contents Document Control... ii Change Record... ii Distribution... ii Purpose of the Project Management Plan... 1 Important Terminology Used in this Document... 1 Scope... 3 Project Charter / Objectives... 3 Project Scope Statement... 4 Out of Scope Items... 6 Constraints and Assumptions... 6 Risks... 7 Relationship to Other Systems/Projects... 8 Project Phases, Deliverables and Milestones... 8 Change Control Process Financial Management Purpose Financial Management Approach Work Management Purpose Work Management Approach Work Plan Control Issue Management Purpose Definitions Issue Management Approach Procedure Risk Management Purpose Risk Management Approach Procedure Problem Management Purpose Problem Management Approach Procedure Organization and Staff Management Purpose Final Financial PMP Document Control Page iii of 61

4 Strategy The Project Team Project Roles and Responsibilities Education and Training Communications Management Purpose Communication Model Recurring Project Meetings Meeting Agendas, Attendees, Inputs, and Outputs Project Status Reports Quality Management Purpose Approach Procedure Configuration Management Purpose Configuration Definition Instance Management Patch Management Strategy Migration Utility Infrastructure Management Purpose Project Software/Tools Technical Infrastructure Team Work Environment Software Backup Procedures and System Administration Procurement Management Purpose Strategy Organizational Change Management Purpose Strategy Appendix A Project Plan Appendix B Control Documents Final Financial PMP Document Control Page iv of 61

5 Purpose of the Project Management Plan The purpose of this Project Management Plan (PMP) is to define the overall project management strategies and approaches that will be applied to the Financials Upgrade project for FAMU. The time and material contract - Ordering Document US OD-23-JULY and all associated Ordering Document Amendments between FAMU and OC defines the sum total of all legally binding obligations between OC and FAMU. This PMP attempts to further address the following key topics for the purpose of clarification and to help facilitate the effective management of the project: Project Charter / Objectives Project Scope Project Approach This PMP specifically defines the detailed Project Management standards and procedures that will be followed on the project, including but not limited to: Scope Management Work Management Issue Management Key Decision Management Risk Management Problem Management Organizational and Staff Management Communications Management Quality Management Configuration Management Infrastructure Management Responsibilities outlined in this plan will be applicable to both, OC and FAMU across the project, as specified in the document. Important Terminology Used in this Document Throughout this document, the term solution refers to and is interchangeable with approach or system. Solution is not intended to contractually bind OC to solve any issues or problems. It is intended to express the concept that an Final Financial PMP Document Control Page 1 of 61

6 approach to the upgrade project has been well thought out and is the result of the use of our products, methods and experience. Throughout this document, the term partner refers to and is interchangeable with ally or collaborator. Partner is not intended to contractually or legally bind OC to FAMU. Final Financial PMP Document Control Page 2 of 61

7 Scope A clear project scope definition will be one of the most important aspects of managing the implementation of FAMU Financials Upgrade as it clearly identifies boundaries of what is to be upgraded and implemented, and key deliverables to be produced. A good scope definition should be easy to understand, and clearly define what application modules, business processes, interfaces, enhancements, conversions and technical architecture needs to be implemented. Scope should also include the geographical boundaries and locations. The scope definition should also clearly define those things that are out of scope. Project Charter / Objectives FAMU is currently on the PeopleSoft Financial Suite version 8.4. FAMU understands that their 8.4 applications are out of support as of March 22, With this project, FAMU intends to upgrade the current 8.4 version of the PeopleSoft Financials to version 9. FAMU also wants to redeploy the Expenses, Accounts Receivable, and Billing modules during this time. Project Objectives Specifically, the objectives of the project are to: Upgrade the following PeopleSoft Release 8.4 modules currently in production at FAMU including all additional interfaces, custom reports, and extensions a. General Ledger b. Accounts Payable c. Asset Management d. Purchasing e. epro f. Contracts g. Grants h. Project Costing Evaluate during fit/gap for Upgrade and Redeployment of other PeopleSoft Applications including: a. Expenses Final Financial PMP Scope Page 3 of 61

8 b. Accounts Receivable c. Billing Critical Success Factors The critical success factors to meeting the goals stated in the mission statement are: Strong executive sponsorship and management support of the project mission and project team Adequate project staffing for the expected goals and timeline to be met Clear roles and responsibilities defined for the project in order to assure accountability, ownership, and quality A committed and well-informed project manager and project team having a thorough understanding of the project mission, goals, and milestones A comprehensive project work plan and Project Management Plan A defined and maintained project infrastructure throughout the project duration A thorough understanding of known project risks and assumptions throughout the executive committee and project team. An encouragement of team cohesion and timely communication A timely and quality resolution of existing logged issues (Service Requests) with the OC Support and Development organizations A timely and quality service and support from the OC Solution Lab Highly experienced and expert level consultants working on the upgrade project Active and strong participation from the campus and FAMU subject matter experts A timely and accurate response for infrastructure and other technical services from all third party service providers Project Scope Statement The project scope is defined completely and comprehensively by the ordering document and all associated ordering document amendments. The ordering document between FAMU and OC is the document of record when it comes to all questions of scope. Please Refer document US OD-23-JULY-2007 for more details on project scope. Applications PeopleSoft Application Module Upgrade Re-Deploy General Ledger Accounts Payable Final Financial PMP Scope Page 4 of 61

9 PeopleSoft Application Module Upgrade Re-Deploy Purchasing eprocurement Asset Management Accounts Receivable Billing Grants Contracts Project Costing Expenses Upgrade and Redeployment Activities Using Compass Methodology as a roadmap, OC will provide project planning and the structure to create a detailed project plan for the upgrade and redeployment. Provide assistance to FAMU with the following Upgrade Activities: a. Delta fit/gap analysis; b. Mentor the FAMU Subject Matter Experts (SMEs); c. Configuration review and adjustment of upgraded functionality; d. Configuration of new functionality; e. Evaluation of customizations, interfaces, and reports; f. Data mapping, conversion; g. OC will provide guidance to the FAMU Technical Team which includes, but is not limited to Customizations, Enhancements, Modifications, Localizations, and Interfaces (CEMLIS) h. Unit, System, and User Acceptance Testing (UAT). Assist FAMU implementation team to validate the Version 9 base table configuration (existing or new, where appropriate), to supplement the Version 9 base table configuration where allowed and appropriate; to design interfaces, reports and extensions, and to test FAMU configured Version 9 applications. Provide FAMU with assistance in revalidating security and streamlining PeopleSoft Roles and Permission Lists. Final Financial PMP Scope Page 5 of 61

10 Out of Scope Items The following items are specifically excluded from the scope of the FAMU Financials Upgrade: Hardware selection Network testing Performance Testing of hardware, network. Database Tuning after implementation Capacity and Sizing Disaster Recovery Reengineering Business processes End User Training Organizational Change Management Development and Execution of Test Scripts Audit Compliance Training Constraints and Assumptions The following constraints have been identified: FAMU resource availability is expected to be limited during July, 2008 due to fiscal year end activities. A July Go-Live was selected because it is best practice during an implementation or an upgrade to Go-Live on a fiscal year end. This facilitates year end processing, while allowing FAMU to start the new fiscal year with a fresh of books. FAMU has experienced a lot of staff turnover and is still trying to fill key project positions. In some cases, staffs with predominantly technical backgrounds have been assigned very challenging functional roles on the project. This presents a degree of risk to the success of the project as the learning curve for these individuals is higher. The following assumptions have been made in defining the Project Management Plan: Consulting Services will be performed at FAMU Tallahassee, Florida location and remotely when acceptable to both OC and FAMU. The FAMU PeopleSoft Financials upgrade project is estimated to be completed within 10 months (including one month of production support). OC will use the PeopleSoft Compass Methodology and related collateral. OC will provide guidance on PeopleSoft version 9 business processes and best practices. FAMU will evaluate new functionality contained within version 9 for possible uptake and inclusion during this upgrade process. Existing Final Financial PMP Scope Page 6 of 61

11 functionality already in use at FAMU will be evaluated during fit/gap of the project for possible inclusion into the project plan for this upgrade. OC will provide a Project Director experienced with Version 9 to work with the FAMU Project Director to plan and guide the implementation. It will be critical to include FAMU? Project Management for the PeopleSoft 8.4 to version 9 upgrade to coordinate onsite consulting, OC Lab, and FAMU resources. FAMU is responsible for providing OC with full access to the relevant FAMU functional, technical and business resources with adequate skills sets, experience, and knowledge to support the performance of upgrade and redeployment services. FAMU will provide a project team that is knowledgeable and experienced in completing work products in areas specific to FAMU business processes, policies and procedures, and organizational structure. FAMU will determine if and when process reengineering is required. FAMU is responsible for reengineering business processes. FAMU agrees to promptly address issues and provide timely responses to functional and technical questions. FAMU project team members will complete the required training or possess equivalent PeopleSoft Financials technical or functional experience. FAMU will provide adequate facilities for OC consultants while onsite, including office space, administrative supplies, meeting space, access to hardware and software, including security rights and passwords where required. FAMU is responsible for the revision and delivery of End User Training. FAMU is responsible for Organizational Change Management. FAMU Technical Team will work in partnership with the OC Team to work on existing and future CEMLIS. Risks The following risks have been identified that may affect the project during its progression: Significant turnover in FAMU leadership and staff FAMU s contractual obligation to IBM for the hosting of the PeopleSoft Financials instances Potential lack of support of the Executive Sponsor Significant data clean up is required in most of the current modules These and any other risks identified later will be tracked through the Risk Management process defined later in the Project Management Plan. Final Financial PMP Scope Page 7 of 61

12 Relationship to Other Systems/Projects It is the responsibility of FAMU to inform the OC Project Director of other business initiatives that may impact the project. The upgrade schedule of the PeopleSoft Financials environment may be impacted by other known business initiatives: Implementation of PeopleSoft HCM Production issues with the Campus Solutions or HCM environments Audit Issues FAMU s accreditation as an independent institution is in jeopardy. Project Phases, Deliverables and Milestones OC s Compass methodology is the toolkit for migrating from one PeopleSoft Applications release to another. Using this methodology, OC and FAMU will facilitate and provide guidance on how to upgrade the aforementioned modules from 8.4 to version 9 through six well-defined phases: Phasing Phase 1 : Strategy Without a strategy, the project doesn t have a course. In this phase, OC will assess FAMU s corporate objectives and business drivers for the project, and develop our understanding of their impacts and measurements. OC will work with FAMU to understand FAMU s critical business processes, current infrastructure, and application portfolio. OC will look at FAMU s goals and business drivers, and how OC can enhance FAMU s competitive advantage. In doing so, OC can understand FAMU s needs and can recommend PeopleSoft upgraded applications to help. Phase 2 : Planning In the Planning phase, our objective is to build a project plan. The deliverables FAMU will have at the end of the Planning phase include: A Project Management Plan (PMP), explaining how the project will be conducted. A Project Plan A list of defined deliverables An Issues, Risk, and Problem Log template Phase 3 : Structure During the Structure phase, FAMU will establish the framework for the upgrade project as a part of the fit/gap process. From the information gathered in the Planning phase, OC will identify, analyze, and prioritize any affected business processes, and OC will assess the software fit within this context. OC will show FAMU how the new release will impact its business processes, enabling FAMU to make decisions for gap solutions. At the conclusion of the Structure phase, FAMU will have: Documented business needs and affected business processes(see the Fit/Gap Prototype Document). Assessment of the fit of the software solution and identified gap solutions. Final Financial PMP Scope Page 8 of 61

13 Defined the technical and functional specifications for reports, interfaces, customizations, etc.. Phase 4 : Construct OC and FAMU together will design, build, and configure the upgraded system. As part of this work, OC will conduct initial system tests, prepare critical plans, and write documentation. The deliverables for this phase include: Test plans A production support plan A go-live contingency plan A fully configured upgraded system into which historical and current data can be loaded Phase 5 : Transition Just prior to Go-Live, the team will update and finalize system configuration and setup of base tables, prepare the production environment, and conduct final user and system tests to verify that all data has been converted accurately thus ensuring a smooth transition to production. OC will also help FAMU determine a training approach for FAMU s end users, design training materials and a training environment, and conduct train-the- trainer sessions. When this phase is completed FAMU will have: A fully tested, production-ready system. A complete end user training approach ready for rollout. A tested cutover plan. Phase 6 : Deploy FAMU is live. As FAMU makes the transition, OC consultants will remain with FAMU in support roles, helping to troubleshoot, teaching FAMU how to maximize the value of the upgraded system that has been deployed, and identifying next step opportunities. At the end of this phase, FAMU will have: Gone Live on v.9 PeopleSoft Financials. Moved all project support activities to FAMU production support team. Trained end users. Carried out project Close-Out activities including Project Diary (Project Documentation, Sign-Off, and Close Out) FAMU will have received production support for the first month end or longer if FAMU chooses to avail of these services. Work Products This section defines the tasks and key deliverables as well as target milestone dates for each phase described above. Please refer to the FAMU Deliverables Tracking Document. Final Financial PMP Scope Page 9 of 61

14 Change Control Process Note: As changes to scope or other controlled project baseline items arise during project execution, it is important to follow a disciplined change management process so as to ensure agreement on the following: 1. Required adjustments to schedule and/or cost 2. Incremental resource requirements 3. Business/project impact 4. Adherence to contractual requirements Note: The scope change management process will include a Change Request Form (CRF) and a change control log (used for tracking the status of all change requests). The process will take into account the following information: Who is logging the request and why Detailed functional and/or technical description of the requested change Business impact / Priority Cost/Schedule impact adjustments to work plan and financial plan Resource impact adjustments to resource plan OC and FAMU approval/escalation process (e.g. who is responsible for approving/rejecting proposed project changes, roles and responsibilities, are any changes automatically approved without review; etc.) The process for updating the contract based on approved changes The process for updating other project plans (i.e. work plan, finance plan, etc.) based on approved change requests Scope Change Control Approach The Scope Change Control procedure is defined as any modification to or deviation from the agreed functionality, or changes to the time or costs agreed upon in the contract will be subject to the following procedure. OC or FAMU may initiate change requests whenever there is a perceived need for a change that will affect the contract of work, such as schedules, functionality, or cost. Agreement to a CRF signifies agreement to a change in overall costs, functionality, or schedules. Propose Changes A change can be identified to both OC and FAMU project managers by a resolved problem or issue, document, conversation, or other form of communication. Final Financial PMP Scope Page 10 of 61

15 The person who is functionally responsible (from OC) for the area of change will: o o o o o o Complete a CRF for the proposed changes and submit copies to the relevant parties (possibly including subcontractors, and technical input) for assessment. Record the CRF in the change control log. Investigate and evaluate the impact of the proposed change. Prepare a response to the proposed change. File the CRF original in the project library. Agree with FAMU on whether the change should be performed and obtain authorization sign-off of the CRF. If the change is not agreed to: The OC Project Manager will discuss and document the objection with the FAMU Project Manager The proposed change will be re-negotiated if possible, or withdrawn if it is agreed to be non-essential. In such a case, the reasons will be documented on the CRF. Monitor Changes Once the CRF has been signed then work may begin. The Project Manager will adjust project plans to incorporate agreed changes and present them at progress meetings for approval. Progress on the change controls will be reported at progress meetings. Both OC and FAMU project managers must sign the CRF once the change has been completed. The CRF is returned to the originator who will update the Change Request Log with the date completed. The Change Request Log will be reviewed at progress meetings to check on changes that have not been completed. Final Financial PMP Scope Page 11 of 61

16 Financial Management Purpose The purpose of the Financial Management Plan is to define all the processes needed to ensure that the project operates and completes within the approved budget. Financial Management Approach Financial Management for the implementation of FAMU Financials Upgrade will be managed on a T&M basis: OC will invoice FAMU for actual time spent performing the services, plus materials, taxes and expenses. Established an initial time & materials project budget Develop a project plan that correlates to the project scope and schedule Additional costs are documented in approved change requests and the budget will be updated Invoicing and payment structure are documented in the contract Final Financial PMP Financial Management Page 12 of 61

17 Work Management Purpose The purpose of the Work Management Plan is to establish procedures for defining, monitoring, and directing all work performed on the project. Work Management Approach The Work Management Plan should clearly state the procedures for defining, documenting, gaining agreement on, and communicating the project s work plan as well as the processes to be used for executing and controlling the work. The project work plan is the hub of project management as it denotes all activities that the team will be participating in within the project s scope, objectives, and approach and it provides a repository of data that the project manager can utilize to manage the project to plan. Processes that would be used for work plan execution and control would include the following: Developing the Baseline Project Work Plan Controlling the Work Plan through the life cycle of the project. Executing the Work Plan Managing Team Work Managing Team Time The project work plan will be updated from project staff timesheets on a weekly basis. At weekly intervals the latest status will be reported to FAMU and OC management as part of Status Monitoring and Reporting. Each week the project work plan and high level project timeline will be archived so that it is possible to trace project data back to previous versions of the work plan. Work Plan Control This procedure defines how the Project Work plan will be maintained throughout the project management life cycle. The procedures also detail the entry of actual and estimated dollars to complete and reporting work progress. The Work plan Control Procedure assumes the use of Microsoft Project and Excel. The procedures are as follows: Commence project with the baseline Project Work plan. The OC Project Director and the FAMU Project Director review and confirm the Project Work plan. 1. OC leads their actual and percentage to complete to the OC Project Director each Friday. Final Financial PMP Work Management Page 13 of 61

18 The OC Project Director updates the Project Work plan on a weekly basis by entering percentage completion for each started task. 2. The OC Project Director backs up the plan after updating. 3. The OC Project Director uploads the updated project plan to 'iprojects' and reports status at the weekly or monthly meetings. 4. The Team Leads will create and maintain the project issue logs on a weekly basis and update the status report. The content of Issue Logs will be discussed at the weekly status-reporting meeting. Issue Logs will be summarized and presented to the Steering Committee on monthly basis. FAMU may use the same process for status reporting for their assigned activities as they relate to the program. The Project Work plan will be updated from project staff timesheets on a weekly basis. At monthly intervals the latest status will be reported to FAMU and OC management as part of status monitoring and reporting. Each week the Project Work plan will be saved to a file with the week number coded in the filename, so that it is possible to trace project data back to previous versions of the Work plan. OC project manager will maintain the project work plan and report changes as soon as they re known. FAMU will have three days to respond to any and all plan changes. Final Financial PMP Work Management Page 14 of 61

19 Issue Management Purpose During the project, issues will occur which will be outside the ability of the project team to be able to resolve immediately. In addition, the project team will require a mechanism to capturing the decisions or resolutions made regarding these issues. Issue Management is a structured process for identifying, documenting, tracking and resolving issues as they occur throughout the lifecycle of a project. Definitions Issues are differentiated from Problems and Risks as follows: An Issue is a point or matter that is not settled and is under discussion (there may also be opposing views and/or disagreements). Some issues if not addressed, could adversely impact the success of a project. (From PMI PMBOK Third Edition) A Problem is a perceived variance between the expected and observed ability of an item to fulfill its defined purpose (e.g. software bug, consistent unexpected downtimes, a faulty design, TARs/SRs, etc.). (From PMI PMBOK 2000) A Risk is an uncertain event or condition, which if it occurs, has a positive or negative effect on a project s objectives. (From PMI PMBOK Third Edition) Issue Management Approach This strategy must include details for Identifying and logging issues Prioritizing issues, including establishing clear guidelines and definitions for discrete issue priorities (e.g. showstopper/executive, high, medium, low, etc.) Assigning issues to person(s) responsible for owning resolution and for performing impact analysis as required Tracking and reporting issues status (e.g. issue aging, open/closed status, resolution status, etc.) Escalating issues including how long does the issue stay at one level before it is escalated to the next level up to the executive committee The intended result is a minimal backlog of unresolved issues, thus providing the lowest practical impact to the project. Final Financial PMP Issue Management Page 15 of 61

20 Procedure Issues can be raised by any project stakeholder, including project team members, third-party integrators, or vendors. Complex issues will be recorded in detail on an Issue Form. If the issue also represents a risk, the risk will be logged as well. Issues should be entered on the Issue Log and categorized by type and priority, and an estimated closure date should be assigned. The Project Manager will investigate the issue and, if necessary, will update the Issue Log with background information to place the issue in perspective. At a minimum, the following information should be captured and tracked for all issues: ISSUE ID - each issue should have a unique ID SUBMITTED BY person and/or organization who raised the issue DATE SUBMITTED date the issue was recorded in the issues tracking system ESTIMATED ACTION DATE date that the next action is expected on this issue IMPACT impact to the project and/or business in terms of money, time, and/or quality APPLICATION/FLOW/MODULE if applicable, the name of the application, flow, or module to which the issue pertains TYPE type of issue (e.g. technical, process, organizational, etc.) TITLE short description of the issue (usually a few words or a sentence, helpful when reporting issues) DESCRIPTION complete description of the issue, the more details the better PRIORITY issue priority (typically values could be critical, high, medium, low ) ESCALATION current escalation level and anticipated date and level of next escalation TARGET DATE target date for resolution ASSIGNED TO who currently owns resolution of the issue STATUS current status of the issue (typical values are open or closed ) ACTION PLAN detailed description of actions (including dates and owners) required resolving the issue. Once the issue has been formally documented, it will be assigned to an owner who will be responsible for resolving the issue. Final Financial PMP Issue Management Page 16 of 61

21 The impact on schedules and costs will be estimated for each solution and any recommendations made for a solution will be documented in the Issue Log. Recommendations will be reviewed at progress meetings and Change Request Forms created a scope change is required. Issues will be transferred to Problem Reports if changes to documentation or software are required as a result of issue resolution. If change control is required then the Issue Form will be submitted for background information as part of the Change Control process. If the issue can be resolved without impacting contractual obligations then the Project Manager will sign-off the Issue Log. If no action is taken this fact must be clearly indicated in the Risk and Issue Log. If an issue cannot be resolved, it must be escalated to senior management for resolution. NOTE: A best practice is to discuss open issues in project status meetings, including executive steering committee meeting, and to make an effort to put a hard closure on. Final Financial PMP Issue Management Page 17 of 61

22 Risk Management The risks to project success were evaluated during the proposal development and updated in the earlier scope section in this document. To manage the risks that arise during the project, a Risk Management Strategy will be implemented. Purpose Risk Management is a structured process for identifying, documenting, tracking and mitigating the negative impact and maximizing the positive impact of project risks throughout the lifecycle of the project. The goal of risk management is the reduction of probability and severity of risk on the project. A Risk is viewed in two dimensions: Risk Probability - the likelihood that a certain risk will negatively affect a project Risk Impact - the anticipated monetary cost of if the risk occurs Risk Management Approach This strategy must include details for Identifying and logging risks Prioritizing risks, including establishing clear guidelines and definitions for discrete risk priorities (e.g. showstopper/executive, high, medium, low, etc.) Assigning risks to person(s) responsible for performing impact analysis as required Tracking and reporting risks status (e.g. probability, impact, mitigation, planned response, symptoms, etc.) A structured management process including the following components: Risk identification Risk analysis Risk prioritization Risk mitigation Risk response Final Financial PMP Risk Management Page 18 of 61

23 Procedure Risks can be raised by any project stakeholder, including project team members, third-party integrators, or vendors. Complex Risks will be recorded in detail on a Risk and Issue Form. Risks will be entered into a Risk Management System and categorized by type and priority. A Risk response will be developed for the risk and a Risk owner will be assigned. The following information will be captured and tracked for all Risks: RISK ID - each risk should have a unique ID SUBMITTED BY person and/or organization who raised the risk DATE SUBMITTED date the risk was recorded in the risks tracking system IMPACT impact to the project and/or business in terms of money, time, and/or quality APPLICATION/FLOW/MODULE if applicable, the name of the application, flow, or module to which the risk pertains TYPE type of risk (e.g. technical, process, organizational, etc.) TITLE short description of the risk (usually a few words or a sentence, helpful when reporting risks) DESCRIPTION complete description of the risk, the more details the better PROBABILITY indicate the probability of the risk SEVERITY risk severity (typically values could be critical, high, medium, low ) ESCALATION current escalation level and anticipated date and level of next escalation TARGET DATE target date for closure review of this risk ASSIGNED TO who currently owns mitigation of the risk STATUS current status of the risk (typical values are open or closed ) RISK RESPONSE PLAN detailed description of actions (including dates and owners) required to respond to the risk s occurrence. ESTIMATED RESPONSE PLAN DATE date that a response plan for the risk is expected to be in place Once the Risk has been formally documented, it s assigned to an owner for monitoring the Risk. Control risks according to the documented response plan for each risk and closely monitor risks paying close attention to symptoms that may indicate risks are Final Financial PMP Risk Management Page 19 of 61

24 beginning to occur. As symptoms and/or risks occur, implement the agreed upon response plans. Conduct regular risk assessments that include these steps as needed: Revisit risks defined at Project Start and include new risks as appropriate Categorize, assess and analyze the probability and severity of each risk Determine symptoms that would indicate that risks may be occurring Prepare a mitigation and response plan for each risk If change control is required then the Risk Form will be submitted for background information as part of the Change Control process. Note: A best practice is to discuss Risks and the response plans in project status meetings, including executive steering committee meetings. Final Financial PMP Risk Management Page 20 of 61

25 Problem Management A problem will normally need to be tracked in order to monitor its status and whether or not it has been resolved or is still outstanding. This might include problems found with documentation, software or during testing. Problems are distinguished from issues in that they apply to real or perceived deficiencies in deliverables of this project. Once remedied, the problem needs to be monitored so as to ensure that it doesn t reoccur. Purpose Problem Management is a structured process for identifying, documenting, tracking and resolving problems as they occur throughout the lifecycle of a project. Problem Management Approach This strategy must include details for Identifying and logging problems Prioritizing problems by severity level, including establishing clear guidelines and definitions for discrete problem severity levels (e.g. showstopper/executive, high, medium, low, etc.) Assigning problems to person(s) responsible for owning the solution and for performing impact analysis as required Tracking and reporting problems status (e.g. problem aging, open/closed status, solution status, etc.) Escalating problems including how long does the problem stay at one level before it is escalated to the next level up to the executive committee The intended result is a minimal backlog of unresolved problems, thus providing the lowest practical impact to the project. Procedure Problems can be raised by any project stakeholder, including project team members, third-party integrators, or vendors. Complex problems will be recorded in detail on a Problem Report Form. Problems should be entered on the Problem Log and categorized by type and priority, and an estimated closure date should be assigned. The Project Manager will investigate the problem and, if necessary, will update the Problem Log with background information to place the problem in perspective. At a minimum, the following information should be captured and tracked for all problems: Final Financial PMP Problem Management Page 21 of 61

26 PROBLEM ID - each problem should have a unique ID SUBMITTED BY person and/or organization who raised the problem DATE SUBMITTED date the problem was recorded in the Problems tracking system ESTIMATED ACTION DATE date the next action is expected on this problem IMPACT impact to the project and/or business in terms of money, time, and/or quality APPLICATION/FLOW/MODULE if applicable, the name of the application, flow, or module to which the problem pertains TYPE type of problem (e.g. application, technical, process, organizational, etc.) TITLE short description of the problem (usually a few words or a sentence, helpful when reporting problems) DESCRIPTION complete description of the problem, the more details the better SEVERITY problem priority (typically values could be critical, high, medium, low ) ESCALATION current escalation level and anticipated date and level of next escalation TARGET DATE target date for resolution ASSIGNED TO who currently owns resolution of the problem STATUS current status of the problem (typical values are open or closed ) ACTION PLAN detailed description of actions (including dates and owners) required resolving the problem. Once the problem has been formally documented, it s assigned to an owner for resolving the problem. The impact on schedules and costs will be estimated for each solution and any recommendations made for a solution will be documented in the Problem Log. Recommendations will be reviewed at progress meetings and Change Request Forms created if FAMU authorization is required. If change control is required then the Problem Report Form will be submitted for background information as part of the Change Control process. If the problem can be resolved without impacting contractual obligations then the Project Manager will sign-off the Problem Log. Final Financial PMP Problem Management Page 22 of 61

27 If no action is taken this fact must be clearly indicated in the Problem Log. If a problem cannot be resolved, it must be escalated to senior management for resolution. NOTE: A best practice is to discuss open problems in project status meetings, including executive steering committee meeting, and to make an effort to put a hard closure on lingering problems. Final Financial PMP Problem Management Page 23 of 61

28 Organization and Staff Management Purpose The Organization and Staff Management Plan provides the project with the right level of staffing and skills and the right environments to support them. Strategy The Organization and Staff Management Plan needs to address the Human Resource component of the project for the entire organization not just the internal project team. (E.g. sponsors, key stakeholders, support personnel, etc.) The plan must include processes to: Evaluate the skills required to deliver the project (within the agreed upon scope) Develop a project plan translating those skills into project roles and mapping those roles to specific tasks in the plan Source, select, and schedule qualified individuals to fill the agreed upon project roles Organize the resources into a cohesive team with assigned roles and responsibilities, and given the tools and information required to perform their assigned tasks Conduct team member orientation Develop methods of effective team building Develop methods to smoothly transition project resources The Project Team Name Role FAMU Robert Seniors Teresa Hardee Veronica Stokes Matthew Gaines Isaac Robinson Stephany Fall Mark Hinchee Project Sponsor Project Director Project Coordinator & AR/BI Lead Technical Lead Payables/Expenses Lead Purchasing/ePro Lead Asset Management/Project Costing Final Financial PMP Organization and Staff Management Page 24 of 61

29 Palmyra Williams Sheila Wesley OC KC Bacher Carl Paroby Vickie Martin Suresh Pandurangam Chester Chu Lead General Ledger Lead Contracts/Grants (AR/BI) Lead Project Sponsor Project Director AR/BI/AP/PO/ePro/Exp/Contracts/ AM Lead GL/KK/PC Lead Grants Lead Project Roles and Responsibilities Executive Sponsor The Executive Sponsor is responsible for : Providing vision and strategic intent Driving executive education, decision-making, and is the highest level for issues escalation and resolution Ensuring support for change at executive level through senior management updates and board presentation Owning the project budget, develop the business case and validate the benefits. Driving the project to successful completion Championing the business case for change, including gaining the support of, or overcoming resistance from, the business partners. Ensuring project benefits are achieved Resolving major issues around scope, budget, timelines, and risks, and keep appropriate councils and business partners apprised. Ensuring monthly status reports accurately reflect project status, risks and open issues. Executive Sponsorship directives include: Assisting FAMU in providing leadership to the project by guiding decision-making and issue resolution. Attending and actively participate in Executive Steering Committee Project Committee, and Project Leadership meetings. Facilitating collaboration with the project leadership team and business partners Ensuring appropriate alignment and integration of technology, business process, organization and control. Identifying and managing all product-related training requirements for FAMU staff Final Financial PMP Organization and Staff Management Page 25 of 61

30 Representing FAMU in meetings with vendors and other representatives associated or involved with the implementation Providing the principal point of contact between FAMU and OC Preparing and delivering regular reports on the project progress and outstanding issues Encouraging the transfer of product knowledge and skills to the appropriate staff within the organization Project Director The FAMU and OC Project Director are responsible for: Developing project plans Assigning tasks to other project personnel Monitoring staff and project Managing risks and escalated issues from project teams Controlling budgets, scheduling resources, and recommending implementation approaches Assuming overall responsibility for the successful conclusion of the project Measuring project success against budget, original scope, business objectives FAMU and OC Project Management directives include: Assisting FAMU in the timely implementation of PeopleSoft Financials Applications Assuming responsibility for planning resource requirements and coordinating the daily tasks of all project team members in conjunction with contract resources Ensuring that all resources and their respective skills are optimally utilized Providing quality assurance of work undertaken by staff assigned to the project Identifying and managing all product-related training requirements for FAMU staff Representing FAMU in meetings with vendors and other representatives associated or involved with the implementation Providing the principal point of contact between FAMU and OC Preparing and delivering regular reports on the project progress and outstanding issues Encouraging the transfer of product knowledge and skills to the appropriate staff within the organization Ensuring project methodology and deliverables align with corporate standards. Final Financial PMP Organization and Staff Management Page 26 of 61

31 Overseeing project delivery, schedule, and quality. Taking responsibility for the overall project budget Developing project financial variance analysis and budget reporting Maintaining project plan using Microsoft Project Overseeing project plan weekly update cycle Coordinating project plan administration with FAMU Taking responsibility for the expense management process Team Leader / Application Product Specialist The FAMU and OC Team Leaders are responsible for: Managing tasks for a specific process, functional or application area Monitoring and reporting the progress Advising, guiding, and supporting the project team on the use, implementation, and maintenance of PeopleSoft Applications Ensuring that FAMU derives the maximum benefits from the application products Completing tasks and deliverables assigned by the project manager Keeping the project manager informed of progress and issues in a timely manner Advising and assisting in the development of a generic model Evaluating specific requirements and recommending how each can be incorporated in the generic model Identifying feasible alternative solutions that minimize the need for custom development Reviewing existing work practices in order to recommend modifications or enhancements that enable the company to derive maximum benefits from the products Identifying any external data requirements and defining phased data load and validation procedures Assisting with the specification of representative data sets and business scenarios for acceptance testing Transferring the appropriate business and technical skills to other project team members The individuals who fulfill this role are likely to have the following qualifications: Accounting Systems background Thorough understanding of the applications Experience in implementing application systems In general, the assigned persons will be responsible for tasks requiring specific skill sets. When FAMU resources change, the FAMU Project Director will ensure that these project team members transfer sufficient knowledge and ensure that coverage exists for any outstanding assignments. If resource changes occur within the OC Final Financial PMP Organization and Staff Management Page 27 of 61

32 staff, the Project Director will use the same approach to maintain continuity and avoid unnecessary delays in progress. Some tasks will require representation from various FAMU functional areas. FAMU will provide all necessary resources to support these tasks. Technical Team The FAMU Technical Team is responsible for: Integration Strategy Information Delivery (Reports) Strategy Technical Designs for Reports, Interfaces, and Extensions Updated Master Test Plan and Phase Test Plans Unit Tested Reports, Interfaces, and Extensions System Tested Reports, Interfaces, and Extensions Integration Tested Reports, Interfaces, and Extensions UAT Reports, Interfaces, and Extensions Installed production-ready software Functional Specification Reviews Infrastructure stabilization (testing and shakeout of multiple environments) Technical Team Lead has to: Ensure that all business requirement are supported by developed software Understand project vision, goals, and lead the software development activities Guide decision making and issue resolution - point of escalation for the project Development team Ensure proper developments methods and standards are defined and adhered to. Participate on the program leadership team by attending meetings and elevating / resolving issues Manage the Development team resources, providing overall leadership and motivating team members. Own the integrated work-plan and budget for development team activities. Partner with the Infrastructure, Architecture, Business Process/Application Delivery, and Change Management Leads to ensure smooth delivery Test Lead The Test Team is responsible for: Master Test Plan Final Financial PMP Organization and Staff Management Page 28 of 61

33 Create Phase Test Plans Test Data Management and Strategy Integration Application, Reports, Interfaces, and Extension components User Acceptance test of Application, Reports, Interfaces, and Extension components Regression Test Tracking Defects and Reporting Coordinate creation of Secured Integration and User Acceptance Test environments Coordinate test activities in System Test, Integration Test and User Acceptance Test environments Manage and schedule test planning and test execution activities for matrix resources Identify components of Test Cycles in System Test, Integration Test and User Acceptance Test Test Status updates to Leadership Team Recommend and implement best practice test solution and processes Adhere to IT Standard Test Process methodology Review and Approve of Test Process Scripts and Business Scenarios Ensure the product delivered is of absolute highest quality Understand project vision, goals, and lead the test activities Direct the test work effort, striving to optimize efficiency and costs Guide decision making and issue resolution point of escalation for the project Test team Ensure proper test methods and standards are defined and adhere to the IT Standard Test Process Participate on the program leadership team by attending meetings and elevating / resolving issues Manage the Test team resources, providing overall leadership and motivating team members Partner with the Infrastructure, Architecture, Business Process/Application Delivery, Change Management and Development Leads to ensure smooth delivery Applications Solution Center Team / FAMU DBAs, Unix Administrators (Platform Support) and Firewall Support The FAMU and IBM Infrastructure Teams are responsible for: Test and Production Environments Performance and Stress testing Physical Test and Production Instances Operational and Support Documentation Final Financial PMP Organization and Staff Management Page 29 of 61

34 System Cutover Manage the infrastructure resources and deliverables Own the work plan and budget for the infrastructure team activities Overseeing the deployment of the various systems environments Own the development of the instance/environment strategy Responsible for overseeing the deployment of the various systems environments Database Administration support for PeopleSoft instances Responsible for overseeing the deployment of the various systems environments Design, Build and Maintain project technical infrastructure Education and Training The staff members working on this project are all suitably qualified in terms of background, experience, and training in the tasks to be undertaken, with the following exceptions that will be catered to during the course of the project as defined below and monitored in the associated Staff Training Plan: FAMU Staff Training needs XML Publisher System Administration PeopleSoft Financials OC Staff Training needs None Final Financial PMP Organization and Staff Management Page 30 of 61