Project Plan
DFM Oracle 11i Upgrade
Prepared By: Project Manager
Title:
Date: mm / dd / yy
Project Plan Approval Signatures
Project Manager
______
(Signature) (Date)
Name
Position
Organization
Project Sponsor
______
(Signature) (Date)
Name
Position
Organization
Project Customer
______
(Signature) (Date)
Name
Position
Organization
Project Customer
______
(Signature) (Date)
Name
Position
Organization
Document Change Control
The following is the document control for revisions to this document.
Version Number / Date of Issue / Author(s) / Brief Description of ChangeV1.2.1 / mm/dd/yy / Staff 1 / Initial Release
Definition
The following are definitions of terms, abbreviations and acronyms used in this document.
Term / DefinitionADI / Application Desktop Integrator
CFO / Chief Financial Officer
DBA / Data Base Administrator
DFM / Department of Family Medicine
DoIT / Division of Information Technology
PSST / Project Startup and Status Tool
Table of Contents
1. Project Plan Overview and Critical Assumptions 4
2. Project Work Plans 5
2.1 Work Breakdown Structure 5
2.2 Staffing Plan 5
2.3 Project Schedule 6
2.4 Project Milestones 7
2.4 Project Budget 8
3. Project Control Plans 9
3.1 Communications Plan 9
3.2 Quality Management Plan 9
3.3 Change Management Plan 10
3.4 Issue Management Plan 10
3.5 Risk Management Plan 10
3.6 Procurement Plan 11
3.7 Document Management Plan 11
Appendixes 12
Appendix A – Work Breakdown Structure 12
Appendix B – Project Schedule 12
1. Project Plan Overview and Critical Assumptions
The purpose of this plan is to present the detail required to successfully execute and control the DFM Oracle Upgrade Project, facilitate communication among project stakeholders, and document cost/schedule estimates. The project plan is a living document and is expected to change over time as more information about the project becomes available.
The project plan was developed based upon certain key goals, assumptions, constraints, and requirements as noted in the Project Charter and the supporting Upgrade Analysis Q & A document. Any changes to the above could impact the project’s scope, schedule, and projected costs.
2. Project Work Plans
2.1 Work Breakdown Structure
See Appendix A for a breakdown of the tasks identified to complete the Oracle upgrade.
2.2 Staffing Plan
The purpose of the staffing plan is to make certain the project has sufficient staff with the right skills and experience to ensure a successful project completion.
Role Requirements
The following is a detailed breakdown of the roles required to execute the project. It includes: the project role, the project responsibility of the role, skills required, number of staff required, the estimated start date, and the expected duration the staff resource will be needed on the project.
Role / Project Responsibility / SkillsRequired / Staff
Needs / Estimated Start Date / Duration Required
FY yy-yy
Project Team
Project Manager / Lead team, manage project, and report status. / Project Management / .x / mm/dd/yy / 9 months
Data Base
Administrator / Prepare technical environments, install software, patch, trouble shoot. / Oracle Applications Project DBA and supporting DoIT systems. / .x / mm/dd/yy / 6 months
Oracle Applications Consultant / Analyze existing system. Facilitate new system design, setup, interfaces, & data conversion. / Oracle Applications General Ledger and general consulting expertise / .x / mm/dd/yy / 6 months
Financial System
Project Lead / Assume responsibility for system design, setup, testing, and operational functional decisions. / DFM financial requirements and accounting processes. / .x / mm/dd/yy / 4 months
Oracle
Developer/
DFM Tech Consulting / Build/test/implement the needed ad hoc and long-term customizations and interfaces. / Oracle development skills. DoIT and DFM technical environments. Oracle Apps GL data model. / .x / mm/dd/yy / 4 months
Total FTE / x.x
Staff Assigned to Roles
The following is a detailed breakdown of the actual staff assigned to the project role, the amount of Full Time Equivalent (FTE) requested for the role, the labor rate and unit of the labor rate for the resource and the source from which the resource is recruited.
Role / Name / RequestedFTE at Peak Level / Average Rate / Rate Unit / Source /
Project Team
Project Manager / Project Manager / .x / $XX / hour / DoIT – Applications Development and Integration
Data Base
Administrator / Staff 1 / .x / $XX / hour / DoIT- Data Management Resource Technology
Oracle Applications Consultant / Staff 2 / .x / $XX / hour / DoIT – Applications Development and Integration
Oracle Applications Consultant / Staff 3 / .x / $XX / hour / DoIT – Applications Development and Integration
Financial System
Project Lead / Staff 4 / .x / NA / NA / DFM Business Services
Oracle
Developer / Staff 5 / .x / NA / NA / DFM Info Systems
Oracle
Developer / Staff 6 / .x / $XX / hour / DoIT – Applications Development and Integration
DFM Technical
Consultant / Staff 7 / .x / NA / NA / DFM Info Systems
Training Needs
The following are project related training recommendations.
Role/Staff Resource / Training Need / Desired Timeframe / Anticipated Cost / SuggestedVendor/Method
Oracle Applications Consultant (Staff 2) / Oracle ADI tool / By mm/dd/yy / $X,XXX / Oracle Education
Financial System
Project Lead / Oracle ADI tool / Fall yy / $X,XXX / Oracle Education
2.3 Project Schedule
See Appendix B for a baseline of the detailed project schedule containing the tasks identified to complete the Oracle upgrade with assigned resources, estimated hours, and status information for each task. This is a working document and the primary tool for the project team in executing and managing the system implementation.
The project schedule will be updated throughout the project and is available to team members in the DFM Oracle Upgrade project file within My WebSpace.
2.4 Project Milestones
Following are the projects targeted milestone dates:
Planned High-Level Milestones. Project Charter Concurrence……………………………………………..mm/dd/yy
. Project Plan Concurrence………………………………………………... mm/dd/yy
. Oracle 11i test system available to begin setup….……….…...…….... mm/dd/yy
. Oracle 11i test system setup complete…………………..….…………. mm/dd/yy
. System testing completed/joint sign-off……… …….………………..... mm/dd/yy
. Oracle 11i prod system setup complete……… …………………...... mm/dd/yy
. Oracle 11i prod data conversion complete…… ………..…………..…. mm/dd/yy
. Parallel Testing complete…...…..……………………………………….. mm/dd/yy *
. Production system implementation………………….……………..…… mm/dd/yy *
. Existing system obsolescence………………………..……………….… mm/dd/yy *
* The Parallel Testing completion date of mm/dd/yy reflects the earlier of two production parallel test alternative windows (accounting month of mm to mm). Doing a June month parallel would result in approximately a month’s delay.
2.4 Project Budget
The table below reflects the latest detail estimates for DoIT labor charges to complete the project. It does not include DFM costs nor the likely increased initial costs for ongoing support after system implementation.
Project Cost EstimatesItem / FY yy-yy / FY yy-yy / Total
. Project Initiation / $ X,XXX / $0 / $ X,XXX
. Project Planning / $ X,XXX / $ X,XXX
. Analysis and Design / $ XX,XXX / $ XX,XXX
. Training/Documentation / $ X,XXX / $ X,XXX / $ X,XXX
. Install Software / $ X,XXX / $ X,XXX
. System Setup / $ X,XXX / $ X,XXX
. Upgrade Interfaces/Customizations / $ X,XXX / $ X,XXX
. Data Conversions / $ X,XXX / $ X,XXX
. System Testing / $ X,XXX / $ X,XXX / $ X,XXX
. Production Implementation / $ X,XXX / $ X,XXX
. Project Management Activities / $ X,XXX / $ X,XXX / $ X,XXX
. Initial Production Consulting Support / $ 0 / As Requested
Total Estimated Costs: / $ XX,XXX / $ X,XXX / $ XX,XXX
3. Project Control Plans
Project Control Plans will provide the basis to control, monitor, and manage the progress of the project in the following areas.
3.1 Communications Plan
Project objectives include giving all involved parties the information they need when it’s needed, as well as providing the appropriate vehicles to readily ask questions and resolve issues. That communication will be facilitated by:
— Frequent individual project team member contacts
— Periodic project team planning meetings
— Biweekly status reports to project sponsors
— Posting written status reports to PSST for DoIT Management
— Use of a project team email list
— Use of a project WiscCal calendar
3.2 Quality Management Plan
The DFM Oracle Upgrade Project quality management plan consists of:
— Reviewing the project charter objectives, requirements, and related statements against actual results.
— Regularly tracking, reviewing, and reporting the activities listed in the project detail plan at project team meetings against actual tasks performed.
The Oracle GL System quality management plan consists of a careful review of current systems set-ups, options, and features as well as thoroughly testing the new system. Testing is considered a shared technical and functional responsibility and will be carried out by both DoIT and DFM team members as appropriate. A detailed test plan will be developed by the project team and will guide this effort. We will need to both fully test the new system’s functionality in Test and then later confirm that it’s been correctly reconfigured and loaded in Production. Ultimately, the decision to accept the system for production financial management will rest with the DFM project sponsor.
The principal goals of our testing will be to:
— Verify that the system and its extensions have been correctly installed, configured, and are fully functional.
— Verify that all needed one-time setup, historical transactional data, budget data, and reporting components have been successfully loaded to the new 11i system.
— Confirm that DFM staff has the needed training, documentation, and support to manage the system.
Key system implementation tasks include the chart of account setup, initial account balance entries, historical budget and journal entry conversion, and FSG creation. Successful completion of these and related tasks will be confirmed by running monthly financial reports and comparing the results to the existing system.
A second key quality check will be one month’s parallel operation and comparison of the existing 10.7 and newly created 11i system. The project team has agreed on an aggressive implementation schedule that, if achieved, will allow us to use May’s financial operations for the parallel test. If the new 11i production system isn’t fully loaded and available by June 23rd for the May parallel, an accounting month of June parallel test is planned.
3.3 Change Management Plan
Changes to the project’s original scope or deliverables may be necessary as the project progresses. However, such changes put project budget estimates and schedules at risk. Therefore, before any proposed change to the project is accepted, the project manager will document the requested change, its impact, and gain project sponsor’s approval.
3.4 Issue Management Plan
Discussions on the appropriate method, given the nature of the project and size of the team, to record and manage project issues are underway. Use of DoIT’s internal Task Tracker tool is being explored as the leading candidate.
3.5 Risk Management Plan
Several risks to the project and the successful implementation of the 11i Oracle GL application are identified and addressed below. Other risks exist but are considered less significant at this stage.
Risk / Likelihood / Impact If It Materialized / PlannedRemedial Action
1. Loss of Key staff / Low / High / Cross-training of backups is underway.
2. Problems with the
software / Moderate / Moderate / Have a solid channel to Oracle support in place for help as needed.
3. System setup
errors / Moderate / High / Plan to carefully document and verify all manual operations.
4. Data conversion
errors / Low / High / Carefully review of monthly FSG comparison reports.
5. Implementation
schedule delays / Moderate / Moderate / Fall back from a May parallel test to a June parallel.
3.6 Procurement Plan
The DFM Oracle Upgrade 11i software has already been purchased. No additional hardware or software are anticipated for this project.
3.7 Document Management Plan
Care will be taken to identify, maintain, safeguard, distribute, and manage project and system related documents, papers, or manuals that may have ongoing system value. Once needed campus NetID’s are obtained, a My WebSpace for both shared team and read-only project document access is envisioned to meet this need. Short-term, the project team members will manage these documents on a shared network directory space.
Appendixes
Appendix A – Work Breakdown Structure
Excluded from example
Appendix B – Project Schedule
Excluded from example
mm/dd/yy Example: Project Plan Page 2