Project Summary Project* IPS Integration with Global Financials Client* Mercer IPS Primary Contact Chi Swain Engagement Manager* Project Manager* Tracking/Billing Code* Description* Irene Spyke Joy Wallace MFIN01-101-568 (MFS) IMISGL-001-Multiple Projects (IPS) Migration of the IMIS Financials and other disparate operating systems and applications being used by the IPS business in each region towards one global finance system (Global Single Instance) in order to improve global operations and reporting. Project Team Role Name Responsibilities Sponsor Chi Swain Provides guidance to Engagement Manager: maintains project vision; establishes priorities; builds organizational support; grants formal approval, as needed. Engagement Manager* Irene Spyke (IPS) Errol Viegas (MFS) Sets strategic direction; drives decisionmaking; facilitates project team communication; manages team dynamics; resolves risk and scope issues; builds buy-in with project stakeholders. Establish the processes and disciplines for large, high-risk / high-reward projects - eg ensure PM Lite documents are completed; team is correctly identified; regular meeting set-up; project properly scoped; stakeholders thoroughly identified; a communication strategy established and followed; acts as peer reviewer / quality assurer to monitor and assist in the process as needed etc. Mercer Human Resource Consulting (20030602) Page 1 of 9
Project Manager* Joy Wallace (IPS) Guy Mantley (Admin) Owns Project Plan; manages delivery; tracks progress; coordinates day-to-day activity; facilitates peer review and quality assurance protocol; elevates risks and scope changes to Engagement Manager. The Project manager may assume the Engagement Manager role in a small to medium-sized project. Core Team - Business Analysts* Irene Spyke Joy Wallace Local IPS (separate team sheet) Vinay Mandava (MFS) Ashley McDougald Completes specific Assignments (based on project and team member skills); collaborates with the Project Manager to negotiate Project Plan (results, resources and time); clarifies expectations; executes assigned responsibilities. Advisory Team* Irene Spyke Nathan Moutoux Chi Swain Doug Rausch (MFS) Randy Sanders (MFS) Errol Viegas (MFS) Kathy Grossman (PMO) Larry Vangen Gives input to the Project Manager and Engagement Manager (as requested); raises issues and potential conflict. Advisory Meetings will be scheduled twice a month (15th & 30th where possible) to review the IMIS Financial Migration Project's status. Mercer Human Resource Consulting (20030602) Page 2 of 9
Executive Steering Committee Team Steve Brink Larry Snyder Nathan Moutoux Chi Swain (Sponsor) Andy Goldbaum Larry Boyd Harry Van Drunen Nancy Stromp Larry Vangen Gerry Fazio Peter Beltrame Reviews Project Progress & Status and key decisions to offer feedback; shares project status with others (and other teams) to inform and identify potential conflict; champions project; helps secure resources. Steering Committee Meetings will be scheduled once a month. Key Stakeholders IPS Leadership Group IPS Operations Members IPS Finance Members MFS Leadership Group MFS Oracle Support Members MFS Production Support Members MFS Global One-Code Members Have interest in the successful delivery of the project and that the objectives identified have been addressed in a sufficient manner Standardization in processes, support, and administration is reduced or eliminated. Able to meet reporting needs of senior management more efficiently and accurately. Have interest in the successful delivery of the project and that the objectives identified have been addressed in a sufficient manner Have interest in the successful delivery of the project and that the objectives identified have been addressed in a sufficient manner Enhance their capabilities to support the IPS Finance business group as part of the Global Mercer system Enhance their capabilities to support the IPS Finance business group as part of the Global Mercer system Mercer Human Resource Consulting (20030602) Page 3 of 9
Business Alignment Business Need* The new IMIS system will be part of the Mercer financial platforms consistent with the One Mercer initiative and as such enhance the leveraging of resources while eliminating critical dependencies, other risks and duplicative work of maintaining a separate parallel instances/systems. As a global system that is part of Mercer s global single instance, this will also broaden the knowledge of customers and prospects creating additional marketing opportunities across both Consulting and Products Services. Business Needs identified are: Client data globally Tracking of Relationship management Tracking of Survey Purchase and Participation history Ability to assess Client Profitability One-code client records Migrate IPS Customers to Mercer s Global Customer base Access to Customer Demographic data Product data globally Ability to assess Product Profitability Standardize pricing Standardize processes Bundling (ATO, PTO) (Business decision) Revenue recognition, sharing Disparate systems, support, processes reduced or eliminated. Administration reduced, centralized Support leveraged across more resources System enhancements Legacy systems no longer supported or have the flexibility to grow and transform along with the business. MAGIC and SURVEY Operations enhancements, linkages Survey participation Product access / fulfillment (on-line access to Surveys) Evidence of Need Lack of a Global Instance with common Customer and Item Database. Mercer Human Resource Consulting (20030602) Page 4 of 9
Success Measures Desired Outcomes Migrate the current IMIS North American application into the Global Single Instance (GSI) Expand the GSI version of IMIS to all IPS Operations. Desired Results: - Common Customer and Item Database - Standard, Participation tracking, Order and Invoicing Processes (IMIS, GIS-LITE, Survey, Magic, TPS) - Global, Regional and Local Reporting capabilities (drill up/down) Measurement Successful Migration of IMIS into a Global Single Instance. At a minimum, current functionality must be kept in tact. Global expansion of the GSI Version to support regional IPS groups in Asia-Pac, Australia, Latin America, and Europe. Single Instance database Common Survey Business Processes in one global system Enhanced Reporting Capabilities to provide management with client and product revenue. - Enhanced Customer knowledge Ability to use Client demographic data to pursue other opportunities to increase revenue - Reduce critical dependencies and repetitive efforts Stream line the Ordering process, and eliminate duplicated efforts The above initiatives should be done in tandem to insure that all proposed objectives are achieved. Preliminary Scope Proposed SMART Solution* Complete Project Scoping efforts by mid-january (excluding all Global Requirements). Launch the IMIS Migration Project early to mid-january 2008. Project Driver* Results -- Resources -- Time -- Deliverable(s)* Result, Product or Service Description Global Business Requirements Project Charter Global business requirements for all IPS regional groups must be gathered to build a standard global platform. Definition of the scope, risks, success criteria, resources, costs, communications, and overall governance of the project. Mercer Human Resource Consulting (20030602) Page 5 of 9
Detailed Project Plan GAP Analysis Communications Plan Work break-down structure of the detailed tasks required during the course of the project timeline To identify gaps in systems/processes, their relevance and priority to the success/failure of the project. How the progress and status of the project will be communicated to the various stakeholders, executive members, and project team members. Project Governance Document Risk Management & Contingency Plan System Documentation Project Close Checklist Rules on how the project will be governed escalation of issues, constraints, progress tracking, etc. Identification of project risks, the severity of each type and the impact each may have on the project. Each risk should have a contingency measures if permissible in order to mitigate the risk of failure. Configuration guides, Interface specifications, custom programs, etc should all be documented and approved as the project unfolds and should be version controlled for modifications throughout the project lifecycle. Project Closure Components Estimated Timing* Start Jan-2008 End TBD Milestones* Event Develop Project Charter Develop Detailed Project Plan Charter Approval Project Kick-Off Meeting Finalize Business Requirements Finalize Training Requirements Identify GAPS and FITS Finalize IPS Migration Plan (Regional Migrations) Development Set-up Completed Custom Development Completed Conference Room Pilot 1 Quality Assurance Phase Completed Conference Room Pilot 2 Target Date 23-Jan-2008 25-Jan-2008 05-Feb-2008 07-Feb-2008 29-Feb-2008 TBD 06-Mar-2008 21-Mar-2008 28-Apr-2008 16-Jun-2008 24-Jul-2008 29-Aug-2008 TBD Mercer Human Resource Consulting (20030602) Page 6 of 9
Customer Data readiness (UAT) Data Migration Completed User Acceptance Phase Completed User Acceptance Testing Sign-Offs Production Setup Completed Production Data Migration Completed Production Migration Sign-Offs Project Close 15-Aug-2008 29-Aug-2008 06-Oct-2008 06-Oct-2008 15-Oct-2008 20-Oct-2008 23-Oct-2008 TBD Estimated People Resources* Estimated Financial Resources* Scope Inclusions and Exclusions See Team Worksheet Matrix See Budget Worksheet In Scope: 1. Oracle Modules to be implemented are: A. Receivables B. Order Management C. Inventory D. Telesales E. General Ledger F. Advanced Pricing 2. Vertex Tax Calculation Engine 3. Migration of custom objects that are required to build the current functionality of IMIS into Global Financials 4. Migration of IPS North America to Global Financials 5. Enable Asia-Pac GIS Lite countries with additional global functionality/processes. 6. Migration of Australia/New Zealand from Survey Application 7. Migration of IPS Europe from Magic Application 8. Data Migration of AR Open Items 9. Global One-Coding of IPS Customer data 10. New Interface from Global Financials to M-IDEAS for Global Revenue Reporting Out of Scope: 1. Automated integration with Pay Monitor, DSMS, GST 2. Migration of Latin American countries Mercer Human Resource Consulting (20030602) Page 7 of 9
Project Context Risk Identification* Assumptions, Constraints and Dependencies Event 1. Inadequate resources (human or financial) to achieve project s desired outcomes or target timing. 2. Project Team unable to agree on resolution of additional requirements, scope creep, or agreed upon FITS to identifiable GAPS during the testing stages of the project. 3. Customer data in the Global Financials is adequately and properly maintained 4. Customer Maintenance is immediate and users have a need to directly access the data. H M L M - H M - H H H Potential Mitigation Obtain commitment on resources in advance (e.g. from Project Team and Management) Ensure adequate consultation with business areas to ensure their needs are taken into account Allow IPS responsibilities to maintain data that is specific to their organization. Allow IPS responsibilities to maintain data that is specific to their organization. Potential Contingency Build additional time into target date or put on more resources, or increase the budget Final decisions to be made by members of the Steering Committee Incorporate a data clean-up exercise into the timeline as a requirement of the project. TBD 1. Resources identified are fully engaged on the project in order to meet deliverables according to the detailed work plan 2. Project Tracking and Change Management Procedures Status Reporting* Scope Change* Team Communication Mercer Human Resource Consulting (20030602) Page 8 of 9
Version Information Author* Errol Viegas Date 03-06 Dec-2007 Reviewer Irene Spyke / Joy Wallace Date Project Team Approver* Irene Spyke / Errol Viegas Date Client Approver* Chi Swain Date Attachments/ Related Documents* Proposal Y Engagement Letter -- Business Case -- Situational Analysis -- Gap Analysis -- Risk Management Plan RACI -- Resource Plan -- Budget Development Worksheet Stakeholder Analysis -- Team Selection Worksheet -- Organization Chart -- Other: -- Other: -- Other: -- -- Y Version This form is intended to help Mercer employees initiate and preliminarily define an internal project or external engagement. This document does not constitute a legal contract or agreement between parties. Please refer to the document use guidelines (available separately) to learn more about the Mercer Project Management process and use of the Mercer PM toolkit. Examples, additional tools and information are available through Mercer s global intranet. c:\documents and settings\marian-pallazola\my documents\project management initiative\tools\gate tools\charter\charter_template_20041004.doc Mercer Human Resource Consulting (20030602) Page 9 of 9