Procurement Reporting - OBIEE

Transcription

1 UC BERKELEY Procurement Reporting - OBIEE Project Charter Tracey Bolton 9/7/ P age Version 3

2 Project Name: Prepared by: EDW Procurement Reporting Project Tracey Bolton Date (MM/DD/YYYY): 08/4/2011 Project Charter Version History: Version Date Comments 1 8/4/2011 Original 2 8/23/2011 Updated with sponsor input 3 9/7/2011 Updated with Finance Description Document Purpose The Project Charter documents the formal conversation between the Project Sponsor and the Project Manager/Team, including the definition of success for the project. Once approved, the Project Charter communicates the current agreement between the Project Sponsor and the Project Team throughout the lifecycle of a project. The Charter provides a high-level overview of the project including the definition of project success, and project resource (people and funds) requirements. Requests and additions to the project scope are considered out-of-scope for the current project. When a scope change is required, document a change request that includes an impact analysis of project cost, resources, schedule, and risk. The Project Sponsor then formally approves the scope change request. The project manager will retain additional documents that provide detail on the management of the project, including a communications plan, an issues log, a risk log, a change management plan, a budget, and a work schedule. Review & Approval The Project Sponsor signature indicates approval of the Project Charter, and authorizes the Project Manager/Team to use identified resources to proceed with the detailed planning and execution of the project; using this charter as guide Project Sponsor(s) Name Signature Date 1 P age

3 Review & Approval The Project Sponsor signature indicates approval of the Project Charter, and authorizes the Project Manager/Team to use identified resources to proceed with the detailed planning and execution of the project; using this charter as guide Project Sponsor(s) Name Signature Date 2 P age

4 Table of Contents 1. Case for Change: Purpose: Results: Scope: Constraints and Assumptions: Project Milestones: Impact Statement: Finance Description: Project Risks: Appendix A Project Roles & Responsibilities P age

5 1. Case for Change: The Enterprise Data Warehouse (EDW) and Business Intelligence (BI) Projects are tasked to incrementally build upon the foundation of the existing data in the EDW and to integrate data from new source systems. Doing so will result in many benefits, including but not limited to: Improve data security, reliability and accuracy. Reduce data duplication and hosting costs of maintaining data in multiple systems. Simplify the data access request process by reducing duplicative data stores. Improve understanding of data by developing common definitions. Provide easy-to-use BI tools to produce reports and dashboards to: Facilitate quick development of ad-hoc reports to meet the growing campus analysis and visualization needs. Save analyst time by 1) minimizing the need to integrate data locally 2) eliminating the need for analyst to repeatedly develop complex metrics and 3) making ad hoc report creation simple. Improve quality of campus analysis by exposing data descriptions (metadata), using consistent calculations and certified reports. Allow users to start at the high level, identify exceptions/issues and drill down to the critical detail for improved response. 2. Purpose: The purpose of the EDW Procurement Reporting Project is to support the overall goals of improving procurement to pay analysis on campus. UCB and UCSF have partnered to implement a SciQuest Procurement Solution. To support this effort the campus has identified the need for a robust reporting and analytics solution to assist procurement management activities. The Oracle Business Intelligence Enterprise Edition (OBIEE) and Spend Classifier solution will provide users with the ability to analyze procurement work-flow, improve vendor pricing and distribute procurement workload. This effort will provide dynamic reporting and analytical functionality that will facilitate improved monitoring and management of procurement activities across the UCB campus and with UCSF. The project will provide: Operational reporting capability, facilitating daily monitoring of the purchasing cycle. Real time access to procurement data. Reporting and analysis capabilities of strategic procurement data. Management Dashboards to allow analysis of purchasing practices and efficiencies. Flexibility to build custom reports as required. The procurement reporting project directly aligns with the procurement strategic goals, providing: Consistent and reliable certifiable data means less time validating data sources. The data integration work can be performed once and continually utilized by all. Improved accuracy of published data through certification of data, metrics and reports. Improved analysis and time savings by developing reports and dashboards that identify data exceptions. 4 P age

6 Faster development of ad hoc reports, through easy to use tools and pre-build reports and metrics, providing decision makers with faster access to information Easier and more improved access to integrated campus data will encourage greater use of data and encourage more analytical thinking. 3. Results: Improve data security, reliability and accuracy Real time access to procurement data Reduced procurement staff effort to access and monitor procurement information; estimate 15% efficiency savings for dashboard users and 30% for ad hoc query users. Reduce data duplication and hosting costs of maintaining data in multiple systems 4. Scope: The UCB Procurement Reporting Project scope will include: Data Architecture - Add the procurement architecture to existing EDW, allowing the design to support possible integration with UCSF s chart of account structure. Data - Populate the Enterprise Data Warehouse with procurement data from 1) UCB PeopleSoft Financial System (BFS9) 2) UBC SciQuest procurement system and/or other non-bfs sources and 3) BFS8.8 Dashboards & Reports - Modification of delivered Oracle Business Intelligence Enterprise Edition reports (OBIEE Cal Answers) to support user key requirements. Spend Classifier - This tool will allow central campus procurement staff to reclassify spend data for improved analysis and procurement cost savings. The underlying data will remain as-is, so analysis can be performed and reconciled to production systems and enhanced. 5 P age

7 The project will be completed in four phases as follows: Phase # Deliverables Completion Date: 1 Data Architecture, Data sourced from BFS9 and supporting Cal Answers Dashboards and Reports. December 6, 2011 and January 23, 2012 A set of baseline reports for delivery in December and January will be determined based on results from the reports requirements prototyping session. 2 Data sourced from non-bfs data sources (Requisitions, P-Card -US Bank, Receipts and Open Invoices) and supporting Cal Answers Dashboards and Reports. Note: A level of effort, timeline and cost impact analysis is currently being performed. Based on the results a decision will be made on delivery for phase 1 or 2. TBD 3 Spend Classifier implemented for Procurement staff TBD utilization 4 Data sourced from BFS8.8 TBD 5. Constraints and Assumptions: # Name 1 Loading UCSF procurement data is not included in the scope of this project. The data architecture does include considerations for data differences that might exist between UCB and UCSF PeopleSoft implementations. 2 Final determination of Phase Four (BFS8.8) scope is still TBD 3 P-card - US Bank data, currently included as part of Phase Two can be completed in Phase Three as the configuration effort for level three bank data that is not in PeopleSoft is extensive, and the data is not required in the phase one. Project Team will update project plans and work-plan as appropriate 4 Procurement processes and transactional systems are currently undergoing changes which could impact the timing of data that will be available for the Enterprise Data Warehouse. 5 Functional subject matter experts and IT staff with knowledge of the systems and processes must divide time between on-going operational activities and supporting multiple development efforts (SciQuest and EDW Procurement). 6 Data quality from source systems. 7 Ongoing training for new reports. 6 P age

8 6. Project Milestones: Phase One is scheduled to be completed in conjunction with the SciQuest go live, currently scheduled for Jan 23, Note: List includes only Phase One Milestones. Milestones for Phases Two through Four are TBD upon completion of Phase One. Milestone Project Initiation Requirements Functional Reports/Data (Dec & Jan Releases) OBIEE 11g Upgrade Development Dec Release Completion Dates Mid to Late August Mid-September Late October Mid October UAT December Release Late October Early Nov Migration to Production Dec December Release Go Live Dec Release December 6, 2011 Development Jan Release Mid December UAT Jan Release Early January Migration to Production Jan Late January Release Phase One Complete January 23, Impact Statement: Potential Impact This solution is complimentary and critical to the implementation of the SciQuest BearBuy procurement system. Adding the historical procurement data will allow for the retirement of BFS 8.8. This will fill a long time need for detailed procurement reporting data and will eliminate the need for shadow systems. This is a campus-wide solution that will benefit campus staff, faculty, researchers, and executive-level administrators. It will increase their ability to easily access consistent established answers derived from integrated campus-wide data. It will reduce the time spent by analysts integrating, validating, and cleaning-up data, and free them to spend more time on valueadded work. Everyone making decisions on campus will be working with more accurate and consistent data, reducing doubt created by inaccurate and/or conflicting data, and reducing time wasted by such. Examples are UC Berkeley s cabinet (viewing financial trends), staff (integrated data from procurement, finance, student, HR, advancement etc.) What and Who is Rating (1-5) impacted BearBuy (SciQuest) 1 Audit, Campus Community 4 Procurement Departments 1 Campus Community 1 7 P age

9 8. Finance Description: Overall project is costs are budgeted at $2,909,000; this amount includes $159,752 of department contributions. Note: Benefits will be tracked at an aggregate level for all Procurement Projects (BearBuy, EDW Procurement Reporting, Commodities, and UCOP programs; see BearBuy OE documents for more detail) 9. Project Risks: Risk Phase Mitigation Strategy 1 One Time and Ongoing Funding All Seek OE one-time funds. Seek incremental ongoing costs from common good funding. If common good funding is not available, the funds allocated for enhancements will be utilized for baseline support until common good funding is secured. 2 UCB/UCSF integration costs for future (limited design built into ALL This will be a separate project. existing project) 3 Functional subject matter experts and IT staff with knowledge of the systems and processes must divide time between on-going operational activities and supporting multiple development efforts (SciQuest and EDW Procurement). 4 SciQuest does not provide functionality to export open invoices, only approved or matched invoices. 5 Receiving data may not be available for Jan. go live ALL One One A reporting business analyst and intuitional data manager have been hired. Team is currently working to identify an alternative strategy for getting open invoice data. Team is working with BearBuy to determine a timeline for implementation. 8 P age

10 10. Appendix A Project Roles & Responsibilities Sponsor: Provides overall direction on the project. Responsibilities include: approve the project charter and plan; secure resources for the project; confirm the project s goals and objectives; keep abreast of major project activities; make decisions on escalated issues; and assist in the resolution of roadblocks. Name / Phone Erin Gore - EDW esgore@berkeley.edu/ Ron Coley Procurement rcoley@berkeley.edu/ Jim Hine Procurement jhine@finance.ucsf.edu/ Project Manager: Leads in the planning and development of the project; manages the project to scope. Responsibilities include: develop the project plan; identify project deliverables; identify risks and develop risk management plan; direct the project resources (team members); scope control and change management; oversee quality assurance of the project management process; maintain all documentation including the project plan; report and forecast project status; resolve conflicts within the project or between cross-functional teams; ensure that the project s product meets the business objectives; and communicate project status to stakeholders. Name / Phone Tracey Bolton Technology Program Office traceyb@berkeley.edu/ Team Member: Works toward the deliverables of the project. Responsibilities include: understand the work to be completed; complete research, data gathering, analysis, and documentation as outlined in the project plan; inform the project manager of issues, scope changes, and risk and quality concerns; proactively communicate status; and manage expectations. Name / Phone Karen Kato IST Enterprise Data kkato@berkeley.edu Cheryl Kojina - IST Enterprise Data ckojina@berkeley.edu Gregory Hamilton - IST Enterprise Data greghamilton@berkeley.edu Richard Taylor Procurement Services rjtaylor@berkeley.edu Stacey Templeman Procurement Services stempleman@berkeley.edu Peter Cava IST Enterprise Data pcava@berkeley.edu Max Michel IST Enterprise Data mmichel@berkeley.edu Customer: The person or department requesting the deliverable. Responsibilities include: partner with the sponsor or project manager to create the Project Charter; partner with the project manager to manage the project including the timeline, work plan, testing, resources, training, and documentation of 9 P age

11 procedures; work with the project team to identify the technical approach to be used and the deliverables to be furnished at the completion of the project; provide a clear definition of the business objective; signoff on project deliverables; take ownership of the developed process and software. Name / Phone Richard Taylor rjtaylor@berkeley.edu Lori Cripps l_cripps@berkeley.edu BearBuy Liaison Group Shana Amenaghawon College of Dean Dean s Office Jon Conhaim Technology Program Office Grace Crvarich VC Facilities Srv Immed Office Laura Hazlett Athletics Heidi Hoffman College of L & S Cathy Jen Engineering Research Support Org Barbara Lane CNR Dean s Office Diane Leite Research Enterprise Supp Svcs Moira Perez VCUA Immediate Office Jodie Rous Campus Procurement & Buss Contracts Subject Matter Expert: Provides expertise on a specific subject. Responsibilities include: maintain up-todate experience and knowledge on the subject matter; and provide advice on what is critical to the performance of a project task and what is nice-to-know. Name / Phone Stacey Templeman Rich Taylor stempleman@berkeley.edu rjtaylor@berkeley.edu P age