PROJECT CHARTER HAIL SAP PROJECT Version No: 1.9 Date: 10/10/2016
Purpose of this Document: This Charter authorizes the execution of Project “Hail SAP Project”. Approval of the Charter indicates an understanding of the purpose and content described in this deliverable. By signing this deliverable, each individual agrees work should be initiated on this project and necessary resources should be committed as described herein.
Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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PROJECT CHARTER APPROVAL SIGNOFF Approver Name
Approver Title
Approver Role
Jawad Al Hamayel
Head of Hail Plant Operation, Hail Project
Business Project Sponsor
Adel Abdulhadi
VP, EBS
IT/EBS Project Sponsor
Omar K Al-Belali
GM, GBS
Christo Esterhuizen
GM, GBP
Mansour Siddiqui
Section head, SAPCC
Project Manager
Mohammed Khadeer
Head of PMO
PMO
Othman M. Alshaikh
BP SBU Corporate
Business Partner
Signature Date
Note: The final authority to sign this document is Project Sponsor; other authorities can be included as per Project need.
Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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&
CHANGE/VERSION HISTORY Version No
Version Date
Change Description
Changed By
Document/File Name
1.0
30/03/201 6
First version created
Othman
1.1
14/04/201 6
Business project sponsor changed from Ryyan to Saeed
Othman
1.2
17/04/201 6
Changes requested by PMO
Othman
1.3
19/04/201 6
Changes requested by PMO
Othman
1.4
21/04/201 6
Mansoor
1.5
26/04/201 6
Procurement Strategy Major Project milestones and deliverables Project Functional and Technical Teams Section 3.2.1 added for Project duration and risk associated to it.
EBSPMO-003Project Charter – Hail SAP Project.docx EBSPMO-003Project Charter – Hail SAP Project v1.1.docx EBSPMO-003Project Charter – Hail SAP Project v1.2.docx EBSPMO-003Project Charter – Hail SAP Project v1.3.docx EBSPMO-003Project Charter – Hail SAP Project v1.4.docx
1.6
27/04/201 6
Section 4.3/4.4 added for Business Project and EBS Operations resource requirements
Christo
1.7
01/05/201 6
Updated section 4.3 table and committed changes
Othman
1.8
03/05/201 6
Committed changes
Othman
1.9
10/10/201 6
1. General Information section updated 2. Project Business team updated 3. Business/Project sponsor updated 4. Risk Management section updated 5. Key Contact list updated 6. Project Functional &
Mansoor
Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
Mansoor
EBSPMO-003Project Charter Hail SAP Project v1.5 EBSPMO-003Project Charter Hail SAP Project v1.6 EBSPMO-003Project Charter Hail SAP Project v1.7 EBSPMO-003Project Charter Hail SAP Project v1.8 EBSPMO-003Project Charter Hail SAP Project v1.9
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Technical Team updated 7. Project steering Committee updated 8. High level Project Plan updated
CONTENTS 1.
Executive Summary.....................................................................................
1.1 1.2 1.3 1.4 1.5 2.
General Information..................................................................................... Business Challenges..................................................................................... Business Objectives...................................................................................... Business Benefit........................................................................................... Impacted Organisations................................................................................ Project Overview..........................................................................................
2.1 2.2 2.3 2.4 2.5 2.6 2.7 3.
Business Requirement.................................................................................. Background.................................................................................................. Project Scope................................................................................................ Critical Success Factors.............................................................................. Assumptions............................................................................................... Constraints................................................................................................. Procurement Strategy................................................................................. Project Delivery..........................................................................................
3.1 3.2 3.3 3.4 4.
Project Methodology................................................................................... High-level Project Schedule........................................................................ Major Project Milestones/Deliverable.......................................................... Delivery Strategy (RACI)............................................................................. Project Organization...................................................................................
4.1 4.2 4.3 4.4 4.5 5.
Project Organization Structure.................................................................... Project Team Identification......................................................................... Project Business Team Identification........................................................... EBS Operational Team Identification........................................................... Roles and Responsibilities.......................................................................... Project Budget............................................................................................
5.1 5.2 6.
Funding Source........................................................................................... Approved Budget........................................................................................ Organizational Change Management.........................................................
6.1 6.2 7.
Training Strategy........................................................................................ Project Communication Management......................................................... Risk Management.......................................................................................
8.
Key Contact List..........................................................................................
Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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1. Executive Summary 1.1
General Information Project Approved by IT Steering Committee (Circle the right option) Project Project Sponsor Hail SAP Project Number (Business) Project APR/2016 TO Project Sponsor (IT) Timeline DEC/2016 Organizational Scope (Tick mark only one option) SBU Titanium T&I SBU Finance Petrochemical (CFO) Corporate SBU Downstream HR
1.2
YES
/ NA
Jawad Al Hamayel Adel Abdulhadi
Corporate-IT Infra CorporateProcurement Corporate-Others
Business Challenges 1.2.1 Totally new company from A to Z 1.2.2 Different plants that vary in operational processes 1.2.3 Financial challenges to reduce the cost 1.2.4 Limited and frequently changing resources 1.2.5 High visibility of the new company 1.2.6 Rowad Business Process and Documentation will be followed for: Green Films = Rowad International Geosynthetics Co. (Dammam) Plastic Pallets = Rowad National Plastic Co. (Riyadh) Plastic Pipes = Rowad National Plastic Co. (Riyadh) 1.2.7 Water Recycling Units is completely new Plant and business 1.2.8 Ramadan work schedule and Eid Holidays
1.3
Business Objectives 1.3.1 To implement SAP ERP at Hail company 1.3.2 Implementation covers 4 plants 1.3.3 To follow Tasnee practices in other sites, particularly Rowad’s
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1.4
Business Benefit 1.4.1 To automate operational processes 1.4.2 Reduce manual work to manage the operations 1.4.3 Generate accurate reports from the ERP system
1.5
Impacted Organisations This project impacts Hail site with its plants part of the Plastic unit of downstreams SBU
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2. Project Overview 2.1
2.2
Business Requirement •
Hail is a green field project which will be part of the Plastic BU. The objective is to implement SAP in the HAIL operation complex to cover all operations.
•
Today there is NO other solution, and it is important to ensure the right startup of the operation with the proper ERP system in place, as a late introduction for a new startup site may affect the operation and team efficient utilization of the system.
Background 2.2.1 Definitions:
2.3
2.2.1.1
EBS – Enterprise Business Solutions
2.2.1.2
PMO – Project Management Office
2.2.1.3
SME – Subject Matter Expert
2.2.1.4
SPOC – Single Point of Contact
2.2.1.5
BS – Business Solutions
Project Scope 2.3.1 Modules in Scope 2.3.1.1 Finance – FI / CO / IM (PS) (VIM ) 2.3.1.2 Sales and Distribution – SD 2.3.1.3 Quality Management – QM 2.3.1.4 Procurement - MM 2.3.1.5 Supply Chain – WM / LE 2.3.1.6 Production Planning – PP 2.3.1.7 Plant Maintenance – PM 2.3.1.8 Project System – PS(IM) 2.3.1.9 Human Resource – HR 2.3.1.10
Document Management System – DMS
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Process Track
Sub Processes
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Record to Report (R2R)(FICO)
General Ledger
GL Account - Master Data GL - Account Assignments GL - Income Statement Accounts GL- Balance Sheet Accounts Trial Balance Balance Sheet
Payables Payables Payables Payables Payables Payables Payables Payables
- Master data and open items - Invoice verification - Review automatic payment run - Process automatic payment run - Print Payment Advices - Print Cheque / Cheque Management – GRIR
Receivables Receivables Receivables Receivables Receivables
-
Master data and open items Sales Order verification Aging Analysis Credit Control and Release
Fixed Assets Capitalization from Direct Purchases Capitalization from AUC Retirement of Assets Depreciation Run Revaluation of Assets Asset Register and Inventory Management CO Module - High-level Scope PP / Costing Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
PP- Set up of recipe / activity types PP- Production confirmation PP- Variance posting PP- Tank Taping file / posting variances PP- Product costing run PP- Release of Standards PP- Settlement of process orders PP-Cost reports Page 9 of 39
Order to Cash / Logistics execution (OTC/LE)
Quality Management (QM)
Procure to Pay (PTP) (MM-LE-WM)
Sales Order Processing: Delivery Free of Charge Delivery Returns and Complaints Sales Processing using Third Party (with/without Shipping Notification) Credit Management Sales of Non-stock Item with Order Specific Procurement Debit Memo Processing ; Credit Memo Processing Sales: Period End Closing Operations ; Samples Processing Presales Activities Sales Order Processing with Warehouse Management Rebates Handling Customer Satisfaction Management Intercompany Sales Reporting In process Inspection with production Source inspection Incoming GR inspection for purchase order Outgoing or Inspection for GR form Production. Batch classification Inspection lot creation and sample determination Customer complaint process Vendor complaints Process Quality certificates @ goods receipt and Certificate of Analysis (CoA) with customer specifications. Quality Order management. Quality with Procurements Quality with SD Process Quality with Plant maintenance (Test equipment management) Quality Dynamic Modification and statistical process control QM during Goods Movements Quality Inspections for Outbound delivery Quality with Warehouse management and Handling unit management
Materials Master, Vendors Master, Service Master Info records, Source List Request for Quote / Quotation maintenance and Analysis Consumable Purchasing Procurement with or without QM Procurement Contracts / Schedule Line Agreements
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Plan to Make
Return to Vendor Procurement and Consumption of Consigned Inventory Procurement on Quota Arrangement Procurement of Batch-Managed Stock Materials Procurement of Warehouse-Managed Stock Materials Procurement of External Services / Sub-Contracting Quality Management in Procurement Invoice verification Inventory management; Physical inventory Define Message Outputs Document Workflow (Approval Strategy) and Transmittals Classification / Purchase Conditions Follow on Functions Reporting/Enhancements/LSMW Data Uploading tools Approved Manufacturers list and Vendor evaluation Repairable and refurbishment Reservation / Goods Movement Supply Chain- WM High-level Scope Warehouse Management Stock Transfer with Delivery Stock Transfer without Delivery Physical Inventory / Inventory Count and Adjustment Supply and Demand Planning Barcoding for MRO Tank Trailer Filling Totes Handling Vendor Managed Inventory Reports Material Master analyze report (created, changes, and Min/Max) Goods Receipt report (MIR) Goods Issue and receive report Inventory variance report Material Aging report Dead stock report Slow moving report Non stock report Monthly and Annual report Supply Chain-LE High-level Scope Outbound Logistics Inbound Logistics Transportation/TRACKING/WEIGHBRIDGE
Material Requirement Planning Process
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(PTM)
Master scheduling Process Make -To- Stock (Discreet, Process and Repetitive mfg. types.) Recipe Management Process orders with co-products and by products Work in Process (Batch) Classification with Batch managed materials Subcontracting Process in production environment Engineering Change Management in Process manufacturing. Rework process Stock handling with different scrap types in manufacturing. Repetitive Manufacturing or Period based manufacturing for Recurring stock Pilings Product costing management for all industry types
Build to Maintain (BTM)(PM)
Maintenance work order Process Breakdown Maintenance Process General Maintenance process Preventive Maintenance Process Calibration process - internal / external Capital Investment process Condition based maintenance process equipment/plant improvement process Shutdown Maintenance process Maintenance Planning and scheduling Refurbishment process Work clearance management Subcontracting business process External/internal service process Overhaul Maintenance Process
Project systems (PS)
Project Set up Enter budgets in project Process charges to a project Capitalization from AUC Retirement of Assets Depreciation Run Project Reporting
(PP)
Human Capital Management (HCM)
Organisational Management Personnel Management Payroll Self-Services o Business Travel o Employment Letter o Housing Advance o Personal Data Maintenance
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o o o o o o o Document Management System (DMS)
2.4
Personal Status Change Time Management Reimbursements Leave Reports Requests/ Complaints Exit Interview – Final Settlement Emergency Loans
Interfaces to internal systems o Link to other R/3 objects, such as: o Materials o Equipment o Customer o WBS Element o Batch o Layout area o Functional location Engineering change management with integrated workflow SAP Business Workflow Document Structures Internet application functions Interfaces to external systems o Any workstation application o CAD systems via SAP-CAD interface o Archiving using R/3 ArchiveLink or Knowledge Provider
Critical Success Factors
2.4.1Business ownership, availability of business and internal resources, Scope definition and timely budget approval 2.4.2EBS PMO function will be key in the success of the project, to act as a catalyst within EBS as well as a SPOC with the rest of the organization and other stakeholders 2.4.3The new Engagement Process methodology put in place by EBS BP function allows all parties to be aligned and validate all stages formally by going through Stage Gates Active and committed business sponsorship
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2.5
Assumptions
2.5.1 SAP implementation at Hail will follow Tasnee practices at Rowad sites 2.5.2 Business Process Owners will be made available during the implementation phases 2.5.3 SAP Project will be funded from the Hail project’s budget 2.5.4 Project go-live depends highly on the availability of the above. Any delay on the above objects will directly impact the total period of the project 2.5.5 Business Process flow and Documentation will be made available during implementation phase
2.6
Constraints
2.6.1 ERP needs to be implemented as soon as possible to support the business operations 2.6.2 Limited resources from EBS and business operations sides 2.6.3 Critical financial situation limits the budget 2.6.4 Ramadan work schedule and Eid Holidays
2.7
Procurement Strategy
2.7.1 Lump sum Project will award to vendor based on above Section 2.3 Project Scope.
3. Project Delivery 3.1
Project Methodology Project will be executed as per the IT/EBS PMO Project Management Methodology. EPM Project Server shall be utilized as the Core Project Management Tool. Project Manager shall refer the Project Management Process and Gate Review Checklist (Quality Check) to comply with the requirements for successful project delivery. Below is the snap of the Project Methodology:
Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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Figure 1 : IT/EBS PMO Project Methodology
3.2
High-level Project Schedule
3.3
Major Project Milestones/Deliverable Project Phases
S. No. 1 2
P1-Initiation 3 4 P2Preparation /Requirements
1 2 3 4 5
Deliverable(s)
Produ cer
Final Approver
Approved Business Case Document Approved Project Charter Project Team list Gate review checklist Approved SoW - RFP Updated Project Schedule in EPM Budget Spend Plan Risks/Issues management in EPM Resource Matrix/engagement Plan
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6 7
Communication Plan Developed Quality Plan Updated Risks/issue Register in EPM Approved Business Blueprint Document Updated Risk/Issue Register Test results User Acceptance Testing sign-off Updated Risk/Issue Register Cut-over Plan/Script Broadcast information note Updated Risk/Issue Register Lesson learnt document Approved project closure report
8 1 P3-BBP/Design
P4Realization/Buil d & Test
P5-Final Preparation/ Deploy
2 1 2 3 1 2 3 1
P6-Golive & Support
3.4
Delivery Strategy (RACI)
Role and Responsibility
R-
A-
C-
I-
Responsi ble
Accountabl e
Consult ed
Inform ed
Project Phase
Key mile stones /Activities
Deliverables
Preparatio n
• Detailed document ation and prioritizati on of requireme nts
• Approved Project Management Plans
Vendor Company
Vendor Company
Tasnee
Tasnee
• Develop release plan for approved scope
• Approved release scope
Vendor Company
Vendor Company
Tasnee
Tasnee
• Data Migration
Vendor Company
Vendor Company
Tasnee
Tasnee
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Role and Responsibility
R-
A-
C-
I-
Responsi ble
Accountabl e
Consult ed
Inform ed
plan, tools & techniques BluePrint/ Design
Realization /Build & Test
• Applicatio n design
• Application design documents
Vendor Company
Vendor Company
Tasnee
Tasnee
• Project setup
Tasnee Basis System Admin
Tasnee
Tasnee
Vendor Compan y
Vendor Compan y
• Conversio n design
• Conversion design documents
Vendor Company
Vendor Company
Tasnee
Tasnee
• Business process flows
• Updated Business process flows
Vendor Company , Tasnee
Vendor Company
Vendor Compan y
Vendor Compan y
• Solution developm ent
• Configured system and documentati on
Vendor Company
Vendor Company
Tasnee
Vendor Compan y
• Detailed functional specification s
Vendor Company
• Business Process Procedures
Vendor Company
• System configurati on • Unit testing of functional, technical and data conversion s.
Tasnee Vendor Company
Tasnee
Vendor Compan y Tasnee
Vendor Company
Tasnee
Vendor Compan y Tasnee
• Integration test Scenarios /plans
Vendor Company
Integration test scripts creation
Vendor Company
Vendor Company
Tasnee
Vendor Compan y Tasnee
Vendor Company
Vendor Compan y
Vendor Compan y Tasnee
• Training requirements defined
Tasnee
Tasnee
Vendor Compan y
Vendor Compan y Tasnee
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Role and Responsibility
• Integration testing - User Acceptanc e Testing
R-
A-
C-
I-
Responsi ble
Accountabl e
Consult ed
Inform ed
• Documented Integration test results
Vendor Company , Tasnee
Vendor Company
Tasnee, Vendor Compan y
Vendor Compan y
• Global signoff
Tasnee
Vendor Compan y
Vendor Compan y
Tasnee
Vendor Company
Tasnee
Tasnee - Defect Resolution
• Test Results
Vendor Company
Vendor Company
Vendor Compan y
Vendor Compan y Tasnee
- Data load
Vendor Company
Vendor Company
Tasnee
Vendor Compan y Tasnee
• Operation al readiness assessmen t Final Prep @ GoLive/De ploy
Tasnee
Tasnee
Vendor Compan y
Vendor Compan y Tasnee
• Training developm ent and delivery
• Trained users and support personnel
Tasnee, Vendor Company
Vendor Company
Tasnee
Vendor Compan y
Train the Trainer
Train Key users and Key support personnel
Vendor Company
Tasnee
Tasnee, Vendor Compan y
Vendor Compan y
• Release migration to production environme nt
• Businesses readiness approval
Tasnee
Tasnee
Vendor Compan y
Vendor Compan y, Tasnee
• Businesse s readiness assessmen t
• Application go-live
Vendor Company , Tasnee
Tasnee
Vendor Compan y
Vendor Compan y, Tasnee
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Tasnee
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Role and Responsibility
Golive Support (Stabilisati on)
R-
A-
C-
I-
Responsi ble
Accountabl e
Consult ed
Inform ed
• Data load and cutover
• Completed cutover
Vendor Company , Tasnee
Vendor Company
Vendor Compan y
Vendor Compan y, Tasnee
• Finalize support organizati on
• Perform post implementati on support,
Tasnee
Tasnee
Vendor Compan y
Vendor Compan y
• Conduct post implement ation support, hyper care
• Conduct refresher training,
Vendor Company
Vendor Company
Tasnee
Vendor Compan y, Tasnee
• Perform production fixes
Vendor Company
Vendor Company
Vendor Compan y, Tasnee
Vendor Compan y, Tasnee
4. Project Organization 4.1
Project Organization Structure
4.2
Project Team Identification Project Steering Committee Members S. No.
Name
Designation
Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
Role (Chairman/Member) Page 19 of 39
1. Omar Najjar eVP DS SBU Chairman 2. Adel Abdulhadi VP EBS Member 3. Christo Esterhuizen GM, GBP Member 4. Omar Albilali GM, GBS Member Following team members will participate in project as and when required, communication would be made in advance for their participation and they will be required to spend max 20% time through the project lifecycle.
Project Functional & Technical Team S. No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.
4.3
Name
Designation
Mansour Siddiqui Mahmood Sultan V Rengarajan Senthil Andavar Muniyandi Alfred K. Kingsley Mallikarjun Padmasri Zafar valsal Ali Taha Al Amin Arif Bukharee Muhammad Al Mulla Hussam A. Almarwani Sivaprasath Nagappan Lokeshwara Pollina
Role
Project Manager FICO Consultant PP Consultant QM Consultant
Chairman Member Member Member
PM Consultant PS Consultant MM/WM Consultant SD Consultant ABAP Lead SAP Security team Workflow Consultant EP Consultant
Member Member Member Member Member Member Member Member
HR Consultant
Member
Project Business Team Identification As the Business representatives is a key to the success of the SAP project, there need to be Business resources allocated to the Project, who will be able to present the business processes as required.
Business Project Members S. No.
Name
Designation
1. 2.
Abdul Salam Qawas Samer Al Soud
Sales & Distribution Sales & Distribution
3. 4.
Majed AlShbnan Jamal Eghrib
Inventory Management Inventory Management
5.
Material Management
6. 7.
Mohamad Al Koudmani Faisal O. AlShagdali Tariq Abduwahed
8.
Manuj chudhari
Production Planning - All Production Planning -Injection Molding Production Planning -Injection
Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
Role (Chairman/Mem ber)
Member Member (Backup) Member Member (Backup) Member Member Member Member(Back Page 20 of 39
9.
Sopan Thengadi
10.
Dixit Kumar
11.
Moamen Osman
12.
Amr Shady
13. 14.
Abdulhameed Binoy.N.John
Molding Production Planning molding /Recycling Production Planning molding /Recycling Production Planning Film Production Planning Film Production Planning Production Planning
15. 16.
Ali Z. Sayyed John PE.
Quality Management Quality Management
17.
Agnelo Braganza
Quality Management
18.
Mohammed A. Aziz
19. 20.
Samir Abojbara Ahmed Morsy Mostafa Rami Al Hammad
Plant Maintenance/Process Engg. Process Engg. Plant Maintenance
21. 21. 22. 23. 24.
4.4
Mohammed Al Sayed AbdulKharim A. Al Swayegh Fawaz k. Al Fayez Abdulquddus
- Roto - Roto - Blown - Blown - Pipe - Pipe
up) Member Member(Back up) Member Member (Backup) Member Member (Backup) Member Member (Backup) Member (Backup) Member
Project Systems
Member Member (Backup) Member (Backup) Member
Human Resource
Member
Human Resource Human Resource
Member Member(Back up)
Plant Maintenance
EBS Operational Team Identification Operational phase - the above resources is to sustain the solutions, after the deployment. Shared Services will be a mix of onsite and Shared services resources for the ongoing business support.
Ser No Ongoing Business 1 2 3 4 5
Total
1 1 0.5 1 0.5 4
Description
SAP - Support Service Desk Operations IT Infrastructure IT Security
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4.5
Roles and Responsibilities The following table lists the main roles and responsibilities along with the tentative required commitment time: TASNEE Team Roles and Responsibilities: Role
Steering Committee
Responsibilities 1- Meet regularly to review project plan impact on their departments 2- approve project deliverables
Commitm ent time As per High level Schedule
3- Resolve issues. 4- Steer the project to completion in an orderly and progressive manner 5- Review and approve scope changes, and provide direction and guidance to the project
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Role Project Sponsor
Responsibilities 1- Be the owner of the project and promote the project throughout the organization
Commitm ent time As Needed
2- Participate in and/or lead project preparation phase and approve the Project Charter. 3- Communicate the project goals and vision throughout the organization. 4- Ensure delivery of the benefits in accordance with the business plan. 5- Present the project to the appropriate management and review boards for approval to achieve endorsement and commitment of resources. 6- Ensure that resource issues constraining the project are resolved. 7- Prioritizing project goals with other ongoing projects 8- Manage funding level and flow of funds. 9- Approving strategies, implementation plan, project scope and milestones. 10-Driving and managing change through the organization. 11-Authorize spending. 12-Taking appropriate decisions and final decision that are within the scope of the project 13-Recommend direction on major issues, scope changes, and leverage points. 14-Delegate any of the above responsibilities to other personnel either in or outside the Project Team.
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Role Project Manager
Responsibilities 1- Provide advice and strategic direction. And a single point of Contact with PMO.
Commitm ent time Full time
2- Create schedule, assign and follow-up tasks. 3- Responsible to maintain the projects in EPM (any other tool as directed by PMO). 4- Hold project work team accountable for implementation. 5- Steer the project to completion in an orderly and progressive manner. 6- Resolve issues referred from budget resource manager and resource managers. 7- Review scope changes and change requests. 8- Meet with project work team. 9- Serve as communication conduit. 10-Coordinate with budget resource manager, ongoing budget process and documentation. 11-Report status and progress including risk, issues, scope changes and quality concerns. 12-Monitor the progress against the plan appropriately and regularly 13-Signs off on approvals to proceed to each succeeding project phase. 14-Initiate a gate review with PMO for Quality Check and project phase changes. 15-Responsible to submit the required reports to PMO on regular basis.
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Role Project Technical Lead Responsibilities
Responsibilities 1- The Project Technical Lead will assist the Project Manager for accomplishing the project objectives within the constraints of the project.
Commitm ent time Full Time (as per Project schedule)
2- The Project Technical Lead is responsible to report status and provide recommendations on progress toward project management deliverables. 3- The Project Technical Lead will represent the company in all internal and external negotiations. 4- The Project Technical Lead is responsible to provide pre-approvals of necessary documents if necessary 5- The Project Technical Lead is responsible for assigning the project tasks to the team members and will continuously monitor their timely closure 6- The Project Technical Lead is a primary point of contact for Business Users, Internal and External Consultant. 7- The Project Technical Lead is responsible to coordinate for Travel and Commercial activities of the Project 8- The Project Technical responsible to report to Project Manager. Business Process Owner
1. Act as the central point-of-contact for a specific business process with an end-to-end responsibility for the whole Process Management Lifecycle to ensure a best-in-class processes.
3 hours/day (as Needed as per project Schedule)
2. As and when requested by the Project Team, provide information on their respective areas of expertise to ensure that the Blueprint is complete. 3. Review deliverables to ensure that the solution provided, meets business requirements and provide feedback in line with project team requirements. 4. Review project deliverables with work Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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Role
Commitm ent time
Responsibilities group members. 5. Provide sign-off of approvals when requested. 6. Identify process or technical issues that would affect the quality and organizational acceptability of project deliverables 7. Participate in solution testing activities (test scenarios / scripts development; testing) as directed by the Functional Consultants. 8. Oversee and ensure adequate resources for data management activities as directed by the Functional Consultants (data cleansing; construction and validation). 9. Oversee resources grouping.
and ensure adequate for role definition and
10.Oversee and resources for development.
ensure training
adequate material
11.Participate in production cutover. 12.Oversee and ensure adequate resources for the execution and validate final data conversion results. Business Process Expert
1. Identify requirements 2. Analyse and document as-is process and process interfaces. 3. Discover process gaps
4 hours/day (as Needed according to Schedule)
4. Derive improvement potentials 5. Establish process performance measurement system to be able to constantly control and report end-toend process performance. 6. Contribute to process community 7. Develop and maintain best process management approach for Business and IT 8. Provide expertise in change management, process management Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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Role
Commitm ent time
Responsibilities and project management 9. Develop process standards evaluate tools as needed.
System Administrator
and
1- Administrate the operating systems 2- Resolve problems operating systems.
related
to
the
3- Identify appropriate software/hardware components based on business solutions requirements
Full time (as needed for Support)
4- Provide application software change control across the different environments 5- Provide technical system support across all phases of solution landscape planning and system operations 6- Identify, analyze, and resolve technical problems with applications 7- Install and upgrade server and application software in collaboration with suppliers 8- Provide support in Data Migration and Interfaces with other systems 9- Develop and operate technical testing procedures. 10-Provide support in reporting configuration and components deployment. Business Team Members
1- As requested by the Project Team, provide or gather information on their respective areas of expertise to ensure that the Blueprint is complete 2- Contribute to deliverables and ensure that the solution being created in conjunction with the Functional Consultants meets business requirements.
Part time (as Needed from the project schedule)
3- Gain sign-off approvals from Process Owners where requested. 4- Identify and assist in the solution of process or technical issues that would affect the quality and organizational Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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Role
Responsibilities
Commitm ent time
acceptability of project deliverables 5- Participate in solution testing activities (creating test scenarios / scripts development ; executing testing) as directed by the Functional Consultants 6- Participate in data management activities as directed by the Functional Consultants (data cleansing; construction and validation). 7- Provide input into role definition and grouping. 8- Provide input into training material development; develop training material, attend Train the Trainer sessions and Conduct End User Training. 9- Participate in production cutover, execute and validate final data conversion results. 10-Provide end user support post go live and resolve issues. Super User/Power User
1- Actively participate in workshops to refine and prioritize business requirements.
As per Project Schedule
2- Provide information about their business objectives and the ways in which their units operate and respond to events in order to achieve those objectives. 3- Describe the problems they face and requirements for the systems 4- Participate in requirements definition workshops 5- Participate in business requirements & GAP analysis Workshops 6- Approves functional specification of development tasks 7- Aware of the business processes related to his department and can recommend and approve improvements. Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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Role
Commitm ent time
Responsibilities 8- Review and solutions
evaluate
alternative
9- Participate in requirements mapping workshops 10-Attend Key User training sessions 11-Approve project deliverable related to system testing, solution design, etc. 12-Perform system testing workshops 13-Participate in confirming Production Readiness 14-Train support users and end users PMO – Project Mentor
1- Establish a regular meeting with PMs and conduct Gate Reviews (Quality Checks).
As per Schedule
2- Review the status of projects in the portfolio and make recommendations for improved execution through the coaching and mentoring on project management processes, methods, and best practices. 3- Ensure all relevant project documents are updated in respective project sites through EPM. 4- Ensure that project schedules and project status reports are updated on a weekly basis by PMs. 5- Conduct project health checks to identify issues/risks in a timely manner and assist with taking appropriate corrective actions when necessary. 6- Provide a safe, confidential environment where project managers can seek advice or assistance on project related matters. 7- Reinforce recent training to ensure concepts put into practice.
Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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Contractor Roles and Responsibilities: Role Vendors Representativ e
Responsibilities 1. Representing the interests of the Contractor.
Commitm ent time n/a
2. Considered as the escalation point from/to the vendor. 3. Achieving the results required by business owners within the cost and time parameters for which the sponsor is accountable. 4. Ensuring that implementation achievable.
is
the plan of realistic and
5. Ensure that Contractor resources required for the project are made available. 6. Arbitrate on and ensure resolution of any Contractor priority or resource conflicts. Project Manager
1. Prepare and develop the project plan and manage the execution of projects according to it.
Full time
2. Manage relationship with project stakeholders, including internal and external clients, keeping stakeholders informed of progress and issues in order to manage expectations on all project requirements and deliverables. 3. Manage and communicate a clear vision of the project’s objectives, and motivate the project team to achieve them; create a project environment that enables peak performance by team members. 4. Proactively identify changes in work scope and ensure appropriate planning measures are taken with internal and external stakeholders to reassess and amend the scope of work requirements, budget and timeline. 5. Proactively identify changes in work Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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Role
Responsibilities
Commitm ent time
scope and ensure appropriate planning measures are taken with internal and external stakeholders to reassess and amend the scope of work requirements, budget and timeline. 6. Analyze risk, establish contingency plans and identify trigger events and responsibilities for initiating mitigating action. 7. Determine what constitutes successful closure for all parties. Gain acceptance and sign-off by all parties when closure is attained 8. Proactively manage project stakeholder satisfaction to position and secure customer reference and success story. 9. Ensure proper use of project management methodology, standards, tools, processes and procedures. 10.Coach to clarify assignments and deliverables to project team; review quality of work and manage integration of team members’ work; provide performance input to project team members’ functional management. 11.Performance appraisal of the team members. Business Solution Architect
1. Prepare a detailed design of industry-specific or corporate customer processes based on SAP product-family and customerspecific development.
As per Project Schedule
2. Review of business processes and corresponding mapping into IT architecture, create documents of business requirements, analyze and define requirements for customerspecific development needs or integration requirements 3. Design process
architecture based on requirements, application
Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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Role
Commitm ent time
Responsibilities and system landscape. 4. recommend improvements in the existing business processes 5. Map and indicators
validate
performance
6. Provide support during the implementation and assist with the development of project requirements, scope and acceptance testing. 7. Generate business cases and assists in defining project benefits/costs and participates in project reviews Technology Architect (Consultant)
1. Implement IT-Process related IT-components
across
2. Develops value-based cases for customers
all
Full time
business
3. Define detailed blueprint development requirements
for
4. Plan, schedule, and coordinate activities related to system development projects 5. Develop and review technological work
scope
of
6. Act as a sounding board for project technological strategies 7. Provide technical direction 8. Provide system or development expertise technical resource team
technical to the
9. Consult and mentor technical resources concerning methods, procedures, and standards to be used during design, development, and unit testing phases of system development projects 10.Support of operating system and support for system optimization.
Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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Role Functional Consultant
Commitm ent time
Responsibilities 2. Identify gap solutions and closely coordinate with Project Management for gap resolution in compliance with the business objectives, as well as, for timely resolution of configuration; Reports, Interfaces, Conversion, Enhancement, and Form (RICEF) development and Test Problem Reports.
Fulltime
3. Refine the processes of the function. 4. Ensure compliance with identified business benefits.
the
5. Secure functional alignment and approval on TO-BE process design, and solution within the constraints of the requirements. 6. Rapidly resolve issues raised by process teams and integration management. 7. Drive acceptance on the Blueprint and RICEFW specs within the team. 8. Align required Master data to the processes activities as being captured in the blue print. 9. Guide data cleansing and construction as per Master data design. 10.Ensure all data issues are recognized and timely resolved. 11.Managing with the Business reorganisation activities in advance of ‘go-live’. 12.Review training materials and user procedures. 13.Review and input into test scenarios/scripts and test results. 14.Participate in and manage business resource participation in testing activities. 15.Sign-off the implementation critical milestones.
at
16.Own the solution and act as an Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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Role
Commitm ent time
Responsibilities advocate within the team. 17.Completion tasks.
of
assigned
project
18.Conduct internal and external reviews and walk-throughs. Basis and Security Consultant
1. Define the Operational Production System Environment 2. Provide detailed implementation
planning
of
3. Define detailed blueprint development requirements
Full time
ITfor
4. Provide support of operating system 5. Provide support optimization
for
system
6. Ensure full integration between each of the Basis focus areas. 7. Provide implementation strategy for each of the SAP environments. 8. Provide input to IT team lead on project plan and related deliverables. 9. Provide hands-on assistance in any of the Basis areas as required. 10.Liaise between infrastructure and development.
technical systems
11.Liaise between technical infrastructure and business teams. 12.Provide security support organization role design
to
the
13.Work with the Process and Change Teams to develop security profile requirements. 14.Manage all application support activities including the installation of the software, release/fix maintenance and tools. 15.Ensure a stable environment for development, testing and production. Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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Role ABAP Developer
Commitm ent time
Responsibilities Perform technical application design, construction, and implementation activities for the following:
Full time
1- Interfaces 2- Conversions 3- ABAP/4 reports/queries 4- SAP script forms 5- Report status and identify issues. Integration Development Analyst
1- Uses specification of integration scenarios based on customer business processes. 2- Estimate the effort blueprint documents
based
Full time
on
3- Analyse the feasibility for new and changed services and interfaces Implementation and coding of services, composites and interfaces. 4- Conducts customer workshops 5- Participate in planning and coordination of integration tests 6- Reviews the integration aspects Organizational Change Management (OCM) Leader
1- Lead OCM projects.
Full time
2- Plan, conceive and implement strategic and operational change management measures. 3- Coach the customer’s management where processes and systems are changed. 4- Lead Change Management teams, including external consultants and people from different departments, regions and cultures. 5- Support, together with the customer, the Change Management Process by creation of system and business process acceptance and personal motivation at all levels with specific measures. 6- Design
and
lead
Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
global
training Page 35 of 39
Role
Responsibilities
Commitm ent time
sessions and workshops
5. Project Budget 5.1
Funding Source Fund to be allocated from Hail project budget
5.2
Approved Budget SAR 5.2 M
6. Organizational Change Management 6.1
Training Strategy Onsite training to key users Train the trainer All training materials to be handed to Tasnee for future internal trainings
6.2
Project Communication Management Project communications management includes the processes required to ensure timely and appropriate generation, collection, distribution, storage retrieval and ultimate disposition of project information. The project communication management processes provide the critical links among people and information that are necessary for successful communications. Project managers can spend an inordinate amount of time communicating with the project team, stakeholders, customer, and sponsor. Everyone involved in the project should understand how communications affect the project as a whole. Effective and constant project communication is an essential factor for the success of the project. Productive communication means to address the right information to the right people at the right time. The goal of the communication plan is to raise awareness in the organization about the project’s mission, strategy, and goals that provides the basis for the stakeholders’ call-to-action. Communication Management Plan is a continuous process composed of 4 steps including regular reporting:
Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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Communication Manage Performance Information Distribution Planning Stakeholders Reporting
Collecting Determining Providing and information distributing project information and performance available to needs project ofincluding project stakeholders stakeholders statusinissues reporting, a timely manner progress measurement, Managing communications to communication satisfy theinformation, requirements of and resolve with project stakeholders
6.2.1 Communication Plan Below Table depicts the major Communication activities. Invites for the meeting shall be sent in advance of at least 3 Working days through MS Outlook. And document circulation shall always have a standard and consistent format. Communica tion Type
Freque ncy
Project Sponsor Executives
Every month/P roject Mileston e
/
Content 1. Strategic / level Update;
Audience High
Project Sponsors
2. Preparation for Strategic Approval
Method Face-toface Video Conferenc e e-mail
Steering Committee Meeting
Every month/P roject Mileston e Based
1. Strategic / level Update;
High
Project management meeting
Every week
1. Update / Progress
2. Request for Strategic Approval
2. Verify direction 3. Project monitoring and progress tracking
Steering Committee Members
Face-toface
Project management team (PMOProject Mentor and Project Managers)
Face-toFace.
Video Conferenc e
Video Conferenc e
4. Issue resolution 5. Escalation management Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
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Communica tion Type
Freque ncy
Project team meeting
Every week
Content 1. Update Progress track:
Audience
status/ of each
2. Status, next steps 3. Critical Issues
Method
Project team (consultants, engineers, developers, SME, BP etc.)
Face-toface
According to requirements
According to requireme nts
4. Latest Info 5. Open issues Individual Meetings for action points responsible
Upon request
1. Detailed Status 2. Next Steps 3. Degree of completion
WBS
4. Critical Issues 5. Risks
7. Risk Management S.N o. 1.
Risk Description
Mitigation Plan
Severity
Project budget allocation is not confirmed yet. It was agreed that project will be funded from Hail Project budget
High
2.
Shortage of EBS resources
3.
Shortage of business resources
The project will continue based on the agreement during IT Steering Committee that project is to be funded from Hail project budget External resources will be considered for this project Focal PoC is Jawad Al Hamayel and he will be supporting in the resources matter
(Critical, High, Medium, Low)
High High
8. Key Contact List S.N o. 1.
Name
Title
Email
Othman
Corporate
Othman.alshaikh@cristal.
Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
Phone +966500101
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2. 3.
Alshaikh Mansour Siddiqui Jawad Al Hamayel
Business Partner Tasnee SAPCC
com
[email protected]
Business/Project Owner
j.alhamayel@rowadplasti c.com
Document No.: EBSPMO-003 TASNEE Document Name: Project Charter - Hail SAP Project Version 1.9 Date: 10/10/2016
907 +966544469 847 +966504213 988
Page 39 of 39
