Project Plan The attached Project Plan has been reviewed and is approved for execution by the undersigned. Administrative Information AIS Project Title: System Project Working Title: Implementation Project
S/0/F Signature
7/26/06 Date
Jo Jo Martin Project Sponsor
CIO or designee approval of AIS Implementation Project Plan:
Signature
Date
Name
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Project Plan A. General Information Provide basic information about the project including: Project Title – The proper name used to identify this project; Project Working Title – The working name or acronym that will be used for the project; Proponent Secretary – The Secretary to whom the proponent agency is assigned or the Secretary that is sponsoring an enterprise project; Proponent Agency – The agency that will be responsible for the management of the project; Prepared by – The person(s) preparing this document; Date/Control Number – The date the plan is finalized and the change or configuration item control number assigned. Project Title:
Administrative Information System Implementation Project
Proponent Secretary:
Education
Prepared by:
Project Working Title: Proponent Agency:
Bob Swab
Date / Control Number:
AIS Implementation Project Virginia Community College System June 2006
B. Points of Contact List the principal individuals who may be contacted for information regarding the project.
Position Project Sponsor
Program Manager Project Manager
Title/Name/Organization
Phone
Karen Petersen, (804) 819 -4910 Executive Vice Chancellor Jo Jo Martin, Director of (804) 819-4680 Project Management and Administrative Services, ITS Bob Swab, Project Manager, (336) 416-7922 BearingPoint
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E-mail
[email protected] [email protected]
robert.swab@bearingpo int.com
C. Contractor Information Identify each company contracted to work on this project and list the names, telephone numbers, and email addresses for the representatives of each company.
Company Name: BearingPoint Position
Name
Phone
E-mail
Tami Perriello, (703) 623-9380
[email protected] Managing Managing Director, Director BearingPoint (336) 416-7922
[email protected] Project Manager Bob Swab, Project Manager, BearingPoint D. Project Plan Summary 1. Business Problem Insert the Business Problem as stated in the Project Charter (Section C).
The current financial management system utilized by the Virginia Community College System (VCCS) employs obsolete technology, which limits the expansion of functionality necessary to remain competitive in the higher education market and to meet VCCS educational and public service missions. VCCS uses a fixed asset inventory system, which is not integrated with the financial management system. The fixed asset system requires extensive manual processing, reconciliation activities, and additional reporting. To address these problems, VCCS plans to implement commercial software for financial management. The proposed system will provide self-service access and business process support to students, faculty, and staff and improve workflow for major financial functions performed throughout the VCCS colleges and Central Office. Enhanced interoperability with other VCCS internal and external application systems will provide additional benefits from information sharing, elimination of redundant data entry, and business process improvement. The capabilities of the PeopleSoft financial module will support reengineering efforts and business process improvements. The reduction in manual reconciliations and processing will result in a significant cost savings for the 23 colleges represented in this project. Five critical business processes were researched and benchmarked during the requirements definition and are listed below. Finance, Accounts Payable, Online Query/Reporting 1. Weekly manually keying data into Excel Spreadsheets from the FRS system General Ledger Interface 2. Daily transferring the data from the ATV report (SIS to accounting system) 3. Daily reconciling the ATV transactions from the SIS/FRS GL interface Asset Management 4. Account payable to fixed asset coordination Travel and Expenses 5. Completing, copying and getting signatures on your travel and expense vouchers In addition to these, 28 other business processes will be re-engineered to improve administrative efficiency and effectiveness.
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2. Assumptions List the Assumptions made about the project in the Project Charter (Section D). List and identify any changes to the original assumptions or additional assumptions made during project planning.
The following list represents the team’s goals and objectives in implementing PeopleSoft Finance Module at VCCS:
Facilitate communication Establish and improve analytics Increase the efficiency of business operations Promote data-driven decision-making Targeted automation/integration Improve Change Management capabilities of the organization Facilitate access to business data and reporting Enhance access to the business systems
3. Project Description Provide the Project Description stated in the Project Charter (Section E). If there are changes to the Description because of Project Planning, clearly identify the changes or additions made to the Project Description.
The Virginia Community College System (VCCS) is contracting implementation services to replace mainframe-based financial and asset management systems with PeopleSoft Financials (Version 8.9). In addition to the replacement of legacy software, the implementation of an Administrative Information System (AIS) for finance will include re-engineering of business processes (both automated and manual) and development and implementation of interfaces to VCCS and Commonwealth of Virginia systems with the objective of improving service delivery to our customers—the VCCS students, faculty and staff. The Statement of Work (SOW) defines the scope of the Implementation Services to be performed, and the Deliverables to be produced by Vendor in Phases I and II of the AIS Project. Implementation Services include software implementation of specified PeopleSoft modules and sub modules and redesign and documentation of selected VCCS business processes. The scope of work incorporates by reference the findings of the six-week assessment jointly conducted by VCCS and Vendor during the Requirements Phase of the Project, as documented in the reports, VCCS ERP Requirements Validation Results for Finance, Portal, and Technical. The scope of work and requirements set forth in this SOW are based on the information developed by the VCCS during the Requirements Phase, as further qualified and supplemented by Vendor's higher education experience and knowledge. Vendor will direct the implementation of the PeopleSoft Finance module and shall provide the Services and the Deliverables described in this SOW in accordance with the detailed VITA Project Management Standard pertaining to Project documentation for a high complexity project, Appendix A – IT Project Documentation Summary Table (sections Project Planning and Project Execution and Control).
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4. Project Scope Preliminary Scope and Consultant Staffing by Phase Phase Phase I Go Live Date 7/1/07 General Ledger Modules Accounts Payable (Payments) Purchasing (Vendor, PO) Portal for AIS only Finance Portal Pak Additional Features & Functions
CARS interface/reconciliation CIPPS interface Budget Load SIS interface Local check production Reporting History conversions (balances forward plus one year of details where possible)
Phase II 12/1/07 Asset Management Travel & Expense
Workflow JE approvals (one level) Reporting History conversions Portal integration extended Workflow T&E approval (one level)
Provide the Project Scope found in the Project Charter (Section E) and identify any additions or changes resulting from detailed Project Planning
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Preliminary Scope and Supported Business Processes by Phase General Ledger Business Processes Supported – Phase I Chart of Accounts Initial design Population of values Maintenance processes Mapping between CARS/CIPPS and AIS Actuals Ledgers Journal Entry (initial, correcting, reversing, allocation, templates) Record expense (accounts payable interface) Record revenue (cash receipts journals and interface from SIS financials) Asset, liability and fund balances and journal entry adjustments Fiscal year closing Interface to CARS including automated reconciliation and reports Interface from CIPPS for wage and salary costs and employer fringe benefit cost Actuals detail transactions History conversion (one year of detailed transactions where possible and balances forward) Budget Budget load Budget execution and management Budget adjustment through journal entry Commitment Control – encumbrances via journal, encumbrances via purchase order, liquidation of encumbrances through journal entry or payment Reporting Replacement of necessary existing financial reports in production Query – strategy for deployment, training nVision – tree development and management, strategy for deployment, training Security Initial setup Maintenance process Integration Portal/finance portal pack Business Processes Supported – Phase II Journal Entries 6
Automate approval of journal entries through on-line workflow
Accounts Payable Business Processes Supported – Phase I Payment Processing Generate payments Record expenses process (no central check production) Liquidate encumbrances through payment General ledger interface Integration with purchasing (vendor) Interface to/from CARS for payment information Produce local checks Support two way matching for payment approval Reporting Replacement of necessary existing accounts payable reports in production Security Initial setup Maintenance process Integration Portal/finance portal pack Business Processes Supported – Phase II Interface with Asset Management (asset values) Interface with Travel & Expense (payment) Purchasing Business Processes Supported – Phase I Purchasing Processes Create and maintain vendors files for System-wide and College use Generate purchase orders (create encumbrances, support payment two-way match) Track monitored purchases (e.g., haz-mats for labs) Reporting
Replacement of necessary existing purchasing reports in production
Security Initial setup Maintenance process Integration Portal/finance portal pack
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5. Performance Plan Summary Provide a summary of the Measures of Success from the Performance Plan at Appendix A. In the table below, list the Project Objectives, Performance Goal for each objective, and briefly describe the Methodology for how the Performance Goal is measured.
5.1 Financial Performance Standard
Performance Measurement
Project Budget monitored in a Project Budget Financial Tracking (Spreadsheet)
Project budget will be updated monthly and variances greater than 10% of monthly projection will be elevated the project management team.
5.2 Non-Financial – Key work products and deliverables were pulled directly from the Implementation Service SOW for BearingPoint. Work Product/Deliverable Descriptions
Performance Measurement
Plan Detailed Project Plan, WBS and Schedule (D1,D23, D24, D25)
The Detailed Project Plan including components plans will have the appropriate approvals and sign-off and the deliverables will be submitted to VITA by 7/28/06.
Business Process Deliver Business Process Inventory (D3)
The successful validation (100%) and sign-off of the Business Process Inventory no later than 10/06/06.
Infrastructure/Product Installation Finalize Infrastructure Plans
The Infrastructure Plans are finalized and accepted no later than 10/10/06.
Design and Development PeopleSoft Configuration (D15)
Preliminary PS configuration to VCCS by 11/29/06. Production version of PS configuration available by 6/27/06.
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Data Conversion Data Conversion Final Validation (D19)
The final validation of the Data Conversion by Project Manager and Program Manager on or before 7/04/07.
Project Management Services Project Status Reports and Meetings
BearingPoint will prepare bi-weekly project status reports for presentation at bi-weekly status meetings of the Project Management Team.
Testing Prepare Multi-Unit Test Summary Report
The Multi-Unit Test Summary Report is prepared and accepted as complete by VCCS no later than 3/28/07.
Prepare System Test Summary The Systems Test Summary Report is prepared and accepted as complete by VCCS no later than 4/30/07. Report Prepare Performance Test Summary Report
The Performance Test Summary Report is prepared and accepted as complete by VCCS no later than 5/30/07.
Acceptance Test Results (WP29)
Acceptance test results compiled and presented to VCCS for acceptance by 6/28/07.
Training Training Plan and Schedule (D30)
Deliver the final training plan and schedule to VCCS by 4/26/07.
Deploy End User Training (D32)
Successful completion of the end user training by 6/28/07.
PeopleSoft Security PeopleSoft Security, Permission List, and Role Configuration (WP36)
Build out of security configuration by 02/23/07.
Post-Implementation Production Support
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Post Implementation Support (WP38)
Complete the application and implementation review and document lessons learned no later than 8/6/07 and provide findings in a post implementation review report to the Program Manager by 9/6/07.
IV&V IV & V Strategy and Timeline developed for AIS project.
IV & V sessions and reports generated as outlined in the strategy and timeline.
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6. Critical Milestone Summary Summarize the Project Schedule by listing the Milestones or Events on the critical path of the Project Schedule (Appendix D). The critical path is: a series of activities, which determine the earliest completion time of the project. For each event, provide the Projected Date of completion and a brief description of the Significance of the Milestone or Event listed. No.
Phase / Activity
Date
Phase I – General Ledger, Accounts Payable 1
Plan & Design (Strategy
6/15/2006 - 10/2/2006
2
Build & Unit Test
10/2/2006 – 3/28/2007
3
System & Integration Test
4/2/2007 – 5/30/2007
4
User Acceptance Testing & Training
5/30/2007 – 6/28/2007
5
Post Implementation Support
7/2/2007 – 8/29/2007
6
Close Project Phase
9/3/2007
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7. Budget Planning Summary Provide a summary in table form of the expenditures and source of funding for the project during the life of the project. Identify and explain deviations from the approved funding outlined in the Project Charter. This budget does not include expenditures and funding for the life of the asset produced. Lifecycle costs for the asset are addressed in project initiation. The complete Budget Plan is attached at Appendix E.
Estimated Expenditures ($000) FY 2006 Internal Staff Labor Internal Staff (New Hire) Services Software Tools Hardware
38,509
152,429
FY 2007
FY 2008
FY 2009
Total
407,003
191,965
637,477
527,850
307,913
835,763
3,765,365
2,135,176
6,052,971
75,000
75,000
250,000
250,000
250,000
750,000
Oracle Services
18,000
25,000
20,000
63,000
Travel and Misc. Software Maintenance (Portal) Software Maintenance
5,000
10,000
8,000
23,000
16,500
9,625
26,125
156,000
91,000
247,000
Training PM Support & IV&V
Cost included in Services 18,000
117,000
67,500
202,500 $730,337 has been included in Consulting Services and Oracle Services for contingency based on identified risks.
Contingency (Risk) Total
Comments
556,938
This estimate is accurate to: Explanation:
5,274,719
50% [ ]
8,912,835
3,081,179
60% [ ]
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70% [ ]
80% [ ]
90% [ X ]
8. Procurement Plan Summary Summarize the Procurement Plan for the project found in Appendix F. Include information about major procurements, procurement strategies, and projected dates for critical procurement activities.
Procurement plan is a two-page document. Refer to Appendix F for details.
9. Risk Planning Summary Summarize the Risk Management Strategy for the project.
There are six primary activities in the Risk Management process, all of which will be:
Risk Identification – Continuous efforts to capture, acknowledge, and document risks as they are found.
Risk Analysis – An evaluation of each identified risk to estimate the probability of occurrence, severity of impact, timeframe of expected occurrence, triggers for mitigation actions, classification of related risks, and priority ranking.
Risk Planning – Establishes actions, plans, and approaches for addressing risks and assigns responsibilities and schedules for completion. Metrics for determining the risk status are also defined during this step.
Risk Tracking – Document risk status and monitor progress against the mitigation plan.
Risk Control – Implement tasks to mitigate or eliminate project risk.
Risk Communication – A consistent effort to document the risk status in the risk assessment log throughout all steps in the project and to communicate that risk status to all appropriate parties.
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10. Top Risk(s) Provide a list of the top risks to the project’s success, including the probability of their occurrence, level of impact anticipated, and a brief description of the Mitigation Strategy for each. #
Description
Probability %
Impact 1= low 3 = high
Mitigation Strategy
1
Aggressive project timeline
100%
3
Provide regular status reports to communicate any risks to timeline. Closely monitor all project milestones. Adjust resources to meet timeline or implement a change control to modify timeline.
2
Resistance to organizational change
60%
3
Develop an organizational change management strategy. Identify project champions to assist Colleges with change management. Redefine job descriptions and communicate all modifications to those affected.
3
Lack of acceptance of reengineered business processes
50%
3
Develop a clear communication and organizational change strategy. Identify and involve stakeholders from all of the Colleges.
4
Training and roll out challenges presented by statewide geographic location of 40 campuses Timely acquisition and installation of non-production and production environments
25%
2
Develop a comprehensive training and testing strategy.
100%
2
Work with VCCS infrastructure team to procure and install all hardware and software.
5
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PROJECT PLAN APPENDICES The attached appendices represent the detailed project subplans supporting the project plan for the AIS project and are required as part of the Commonwealth PM Standard.
Appendix A - Performance Management Plan Appendix B - Project Schedule & Work Breakdown Structure Appendix C - Resource Management Plan Appendix D - Budget Plan Appendix E - Procurement Management Plan Appendix F - Risk Management Plan Appendix G - Communication and Organizational Change Management Plan Appendix H - Configuration Management Plan Appendix I - Change Control Plan Appendix J - Quality Management Plan
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