Project Charter - Template
Content
KARACHI ELECTRIC SUPPLY COMPANY
Project Charter
SAP ISU & CRM Implementation for IRB
AutomationProject Name
Project Charter – SAP ISU IRB Automation
Revision History
Revisio
n#
1.0
2.0
3.0
Revision
Date
31/12/2013
02/01/2014
06/01/2014
Summary
Changes
Prepared
Review
Changes
incorporated
of
Updated by
Kanwal Saeed
Abdul Nasir Khan
Kanwal Saeed
Distribution
This document has been distributed to:
Name
Title
Sign-Of
This document should be signed by:
Name/ Title
Signature
2
Project Charter – SAP ISU IRB Automation
Contents
1
Project Overview.................................................................................................. 5
1.1
Project Site..................................................................................................... 5
1.2
Scope of Work................................................................................................ 5
1.2.1
In Scope................................................................................................... 5
1.2.2
Prerequisites............................................................................................ 5
In order to complete the in scope project, following prerequisites will be required:
............................................................................................................................. 5
1.2.3
2
Out of Scope............................................................................................ 6
1.3
Project Goals and Objectives.........................................................................6
1.4
Benefits.......................................................................................................... 6
1.5
Critical Success factors................................................................................67
1.6
Project Assumptions & Constraints................................................................7
Project Organization & Roles................................................................................ 8
2.1
ProjectTeam Organization and Roles Definition..............................................8
2.1.1
Project Management Quality Advisor.......................................................8
2.1.2
Project Manager– IT.................................................................................8
2.1.3
Project Manager - Business....................................................................89
2.1.4
Project Functional Leads (DM, B&I, CRM)...............................................89
2.1.5
Technical Team Lead/ Members...............................................................9
2.1.6
Business Power Users.............................................................................. 9
2.2
Project Steering Committee...........................................................................9
3
Project Schedule............................................................................................. 1011
4
Project Implementation Methodology/ Key deliverables.................................1113
4.1
Proposed Implementation Strategy..........................................................1113
4.1.1
Project Preparation............................................................................ 1113
4.1.2
Business Blue Print............................................................................ 1113
4.1.3
Realization......................................................................................... 1113
4.1.4
Final Preparation................................................................................ 1214
3
Project Charter – SAP ISU IRB Automation
4.1.5
5
Go Live & Support.............................................................................. 1214
Project Management/ Implementation Standards & Procedures....................1315
5.1
Project Scope Change Management Plan.................................................1315
5.2
Risk Management.................................................................................... 1315
5.3
Project Planning and Monitoring (Review Meetings).................................1416
5.4
Project Documentation.............................................................................1416
5.5
Knowledge Transfer..................................................................................1517
5.6
Testing Strategy....................................................................................... 1517
4
Project Charter – SAP ISU IRB Automation
1 Project Overview
IRB standardization/automation across all IBCs according to premise/consumer type. It
will be applicable for ordinary residential, commercial, and agricultural direct-metered
customers.The project will cover following:
Automatic calculation of SIR units
IRB amount calculation
Workflow based approvals of SIRs based on IRB amount
Tracking of pending / not posted SIRs
Reports
1.1 Project Site
The site for carrying out the SAP ISU IRB Automation is:
The KESC ITG Office (Elander Road)
1.2 Scope of Work
1.2.1 In Scope
The scope of the project is divided into two phases:
Phase I
Automatic calculation of SIR units for ordinary residential, commercial, and
agricultural direct-metered customers
IRB amount calculation
Phase II
Workflow based approvals of SIRs based on IRB amount
Tracking of pending / not posted SIRs
Reports
The manual calculation of SIR units (exisxting functionality) will remain open for complex/
disputed cases.It will be tracked through reporting
1.2.2 Prerequisites
5
Project Charter – SAP ISU IRB Automation
In order to complete the in scope project, following prerequisites will be required:
Prerequisite
Load factor for the consumer
categories
SOP for IRB Code processing
Matrix for Approval policy of
detection bills
SOP for change in Load factor/
customer categories
Responsibility
Obaid Rehman - Delivered
Owais Ahmed Khan
Obaid Rehman - Delievered
Obaid Rehman – Any change will
be forwaded from DS/DF teams
to IT
1.2.3 Out of Scope
Following functionalities/business processes arepart of phase III, which is out of scope for
this project.
Process- Automatic processing of IRB amount within 10 days after SIR entry
o Automatic SIR posting
o Automatic IRB posting within 10 days
o SIR checks for holding and releasing SIRs
Report- Average monthly kWh consumption before and after detection
Report-Supervisory Diligence
Report-Supervisory Changes
Report-Inspector kWh Productivity
Report- “Held” IRBs
Report-Cancelled IRBs
1.3 Project Goals and Objectives
The overall goal of this project in accordance with the scope outlined above with following
key project goals and objectives:
To minimize the opportunity for employees to collaborate with and extort
money from customers during the site inspection and irregular billing (IRB)
process.
To minimize the man-hours expended and elapsed time for processing SIRs by
standardizing and automating the procedures.
6
Project Charter – SAP ISU IRB Automation
Provide an audit trail of all changes in IRB calculations by supervisor and
managers in order to detect patterns of collaboration with customers.
Monitoring the authorization of the calculated IRB.
Calculation is done through the system.
1.4 Benefits
The primary benefits resulting from this project are:
1. Standadized way of IRB calculation across all IBCs including PSC for ordinary
residential, commercial, and agricultural direct-metered customers(apart from
manual SIR calculation).
2. System based authorization/escalation of IRB’s approval.
3. Propoer tracking of pending or unposted SIRs will help the management to monitor
user’s KPI
1.5 Critical Success factors
Success for the SAP IRB Automation Project implementation is defined as follows:
1. As per best project management practices the implementation must be delivered
on time and with the functional scope defined and agreed.
2. Satisfactory knowledge transfer must take place from the project team to KESC
power users / end users.
3. The project team along with power users and key users must be identified from
start of the project. This will help in smooth transition to the new functionality.
4. All key users (identified) must be adequately trained prior to using or working with
the new system. The power users would further train the end-users internally to
get the fully trained and competent team.
1.6 Project Assumptions & Constraints
1. A Project Steering Committee will be formed to oversee progress and to provide
prompt resolution of project issues/disputes. This committee will have business and
ITG representation.
2. Project core team including power users for implementation to be formed for
smooth transition of system after the GO Live.
3. Project core team will finalize the approach, scope of services and work plan, and
team organizations / resource plan during the initial planning phase of the
implementation.
4. Any change in scope will be dealt as per procedure outlined in clause 5.1.
7
Project Charter – SAP ISU IRB Automation
5. All information and data required for the purposes of this implementation project
shall be provided within the required timeframe.
6. All policy decisions and project issues requiring resolution will be resolved by the
Project team, whenever possible, within 5 working days. Issues and decisions not
resolved by the team will be brought to the knowledge of Project Manager and if
required escalated to the steering committee for final resolution.
7. Project team will deliver training to power users (master trainers). Power users will
then be responsible for delivering end user training.
8. Business users will accomplish data cleansing and data extraction as per the
templates provided by Project Functional Lead.
8
Project Charter – SAP ISU IRB Automation
2
Project Organization & Roles
2.1 ProjectTeam Organization and Roles Definition
The Project Team will consist of following roles:
Project Management Quality
Advisor
Project Manager– IT
Project Manager - Business
Project Functional Leads/
Members (DM, B&I, CRM)
Abdul Nasir Khan
Kanwal Saeed
Obaid Rehman
DM Team: Syed Muhammad Shoaib
(Lead)
M.Ashfaq Memon( Member)
B&I Team: Owais Ahmed Khan
(Lead)
Mudassir Ali Siddiqui (Member)
Abish Asphandiar (Member)
Wokflow Facilitator: Wajiha Hafeez
(Lead)
Rayyan Bilwani (Member)
HCM Team: Salman Rauf (Org chart
maintainance)
Technical Team Lead/Members
Business Power Users
Lead: Amin Ullah
Members: Muhammad Asim Khan,
Hira Gulroo, Saad Ansari
Owais Kacka, Fareed Ahmed Rajput
Kindly provide the number of power
users required for the training
2.1.1 Project Management Quality Advisor
The Project Management Quality Advisor will be responsible for quality assurance of the
project documentation and adherence to ITG Project Mangement Framework
/implementation methodology.
2.1.2 Project Manager– IT
The Project Manager IT will have ownership (with the Project Manager - Business) of the
project deliverables and will provide day-to-day directions to the project team.He will also
9
Project Charter – SAP ISU IRB Automation
be responsible for the definition of project scope, development and maintenance of the
project plan, resolution of issues, and communication of the project status to the Project
Stakeholders. Other activities include training schedule, attendance at Steering
Committees meetings, acquiring additional SAP trained resources etc.
In general, the Project Manager will provide overall project management for the
implementation as well as play an active role in the integration between the individual
team members.
The Project Manager must proactively anticipate project deviations and be responsible for
taking immediate corrective action. It will also be his responsibility to obtain an
understanding of the overall system business process integration in KESC’s environment.
2.1.3 Project Manager - Business
The Project Manager Business will have the ownership of the project from business side.
He will be responsible for work items/ WBS items specified in project plan.The Project
Manager- Business will have the responsibility to provide the current business processes
and the requirements of the project stakeholders It will be his responsibility to
communicate the changes that will be made in the business processes after the project
implementation to the project stakeholders and get their agreement on the same.
He will also be responsible for arranging the requirement gathering workshops, cleansed
data, nomination of power/end users and logistics for training etc.
2.1.4 Project Functional Leads (DM, B&I, CRM)
The Project Functional Lead will work with Project Business to identify the current and
future business processes, identify the gaps and document the same.
The Project Functional Lead willberesponsible for configuration and development of the
solution as per the design (i.e. To Be Document). It will be his responsibility to identify the
cross-module integration points, ensure the correct configuration, and provide resolution
of configuration/development issues.
The Functional Lead will also be responsible forresolution of issues, testing, training and
communication of the project status to the Project Manager.
The Functional Team Members will be responsible to configure the solution into the SAP
system as defined in the To Be document under the guidance and supervision of the
Functional Lead.
10
Project Charter – SAP ISU IRB Automation
2.1.5 Technical Team Lead/ Members
The Technical Team Members (ABAP and BASIS) will work with the Functional Team to
implement/develop the functionalities of the solution as defined in the Technical
Specification/ RICEFW
2.1.6 Business Power Users
The Business power Users will be responsible for the gap analysis of the proposed
solution to the functional requirements and hence will be responsible for UAT.
2.2 Project Steering Committee
Chairman:
( Obaid to suggest )Moin Iqbal
Members:
1.
2.
3.
4.
Mr. Abdul Nasir Khan (Project Management Quality Advisor - IT)
Mr. Obaid Rehman (Project Manager - Business)
Ms. Kanwal Saeed (Project Manager – IT)
( nomination from Obaid) Mutahar Azhar
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Project Charter – SAP ISU IRB Automation
3 Project Schedule
Following is the high level project schedule:
Activity
Timeline
04th November, 2012 - 16th December,
2012
17th December, 2012 - 06th January,
2014
Project Preparation
Business Blueprint
Phase I
Realization
07thJanuary, 2014 - 02nd April, 2014
Final Preparation
03rd April, 2014 - 11thApril, 2014
Go-Live / Support
14thApril, 2014 - 28th April, 2014
Phase II
Realization
10thMarch, 2014 - 29thApril, 2014
Final Preparation
30thApril, 2014 - 09th May, 2014
Go-Live / Support
12th May, 2014 - 26thMay, 2014
Nov-13
High Level
Project Plan
Durati
on
(days)
4
8
Task/phases
Project Prep
Business Blue
Print
1
1
1
5
1
8
2
2
Dec-13
2
5
2
9
2
6
9
1
3
1
6
2
0
2
3
2
7
Jan-13
3
0
3
6
1
0
1
3
1
7
2
0
2
4
Feb-13
2
7
3
1
7
1
0
1
4
180
31
15
PHASE I
12
1
7
2
1
Mar-1
2
4
2
8
3
7
1
0
1
4
1
7
2
1
Project Charter – SAP ISU IRB Automation
Realization
Final Preparation
Go Live &
Support
61
7
11
PHASE II
Realization
Final Preparation
Go Live &
Support
36
8
11
4 Project Implementation Methodology/ Key deliverables
4.1 Proposed Implementation Strategy
The project will utilize the Accelerated SAP (ASAP) implementation process. Accelerated
SAP was built from SAP’s best implementation practices. The following is a brief outline of
the phases of Accelerated SAP:
4.1.1 Project Preparation
This phase will kick-off the project and will include the following deliverables:
Deliverable
Project Charter
Project Plan
Requirements / AS-IS
Document
Responsibility
Project Manager IT/
Business
Project Manager IT
Project Manager
Business
Review & Sign of
Responsibility
Project Team
Review & Sign of
4.1.2 Business Blue Print
Deliverable
Finalize BP Document
( To-Be)
Finalize RICEFW List
Testing/Training Strategy
Project Team
Project Team
4.1.3 Realization
In this phase, the system will be configured as defined in the blueprint. This phase will
include the following deliverables:
13
Project Charter – SAP ISU IRB Automation
Deliverable
Base Line Configuration
Unit Testing
Final Configuration
Authorization Matrix
Finalization
ABAP Development
(RICEFW)
Integration Testing
Training Manual
Preparation
UAT
Cutover Plan Preparation
Responsibility
Functional Lead - IT
Functional Team Member
-IT
Functional Lead - IT
Project Manager
Business/ Functional
Lead / BASIS
Technical Team Members
Review & Sign of
Power User / Functional
Lead IT
Power User / Functional
LeadIT
Power User / End User
Project Manager IT/
Functional Lead / Project
Manager Business
4.1.4 Final Preparation
In this phase, the project team will prepare for implementation of the system. This phase
will include the following deliverables:
Deliverable
Cutover Plan Finalization
Data Cleansing /
Conversion
End User Training
Cutover Simulation
Responsibility
Project
Manager
IT/
Functional Lead IT /
Project
Manager
Business
Power User / Functional
Lead IT
Power User
Functional Lead IT /
Project
Manager
Business
Review & Sign of
14
Project Charter – SAP ISU IRB Automation
4.1.5 Go Live & Support
In this phase, the project team will ensure that end-users needs are being met. Tasks in
this phase include:
Deliverable
Upload data into the
Production System
Data Validation /
Reconciliation
Issue Resolution /
Support
Responsibility
Functional Lead
Review & Sign of
Project Manager Business
Functional Lead IT/ Technical
Team
15
Project Charter – SAP ISU IRB Automation
5
Project Management/ Implementation Standards &
Procedures
5.1 Project Scope Change Management Plan
The purpose of the Scope Change Management procedure is to control any additions,
deletions, or modifications to the scope of the project plan affecting cost, additional
resources or impacting schedules. All requests for changes must be evaluated and
approved (or disapproved) in order to control scope creep.
The steps required to change the project scope are as follows:
1. A project scope issue has been identified that will affect the scope of the project.
2. The issue originator fills out the SCRF (Scope Change Request Form), first
describing the proposed change and then enumerating the reasons for it. The SCRF
will be evaluated by the Project Manger, Functional and Business Leads.
3. Scope issues that cannot be agreed on and resolved at the PM/Lead level must be
escalated to the Steering Committee.
4. The Steering Committee will evaluate results of the investigation and will either
approve or reject the proposed change to the project.
5. Approvals of the proposed change at any level of the process require the Project
Manager to incorporate the change into the relevant project plan.
6. Scope changes resulting in any new RICEFW(i.e. Reports, Interfaces, Conversions
and Enhancements) need to be added to the RICEFWList and the Development
Team should be informed.
5.2 Risk Management
In a project of this nature, there are always risks. Management of these risks is a critical
factor in ensuring the success of the project. Below are listed a number of potential risks
and the strategy for managing and minimizing them.
Risk
Response
Strategy
Response Action
Responsibility
Provision of SAP
User ID’s for
Risk
Manageme
Rationalization of
existing SAP Users in
Project Manager –
Business
16
Project Charter – SAP ISU IRB Automation
Risk
Response
Strategy
Users
nt
Clean, Audited
and Reconciled
Data for Data
Upload for Auto
Calculation of
SIR
Risk
Minimizatio
n
Any untested
billing scenario
or any sort of
NEPRA decision
in between may
have impact on
the
implementation
scope
Risk
Manageme
nt
Any change in
shared approval
policy for
detection bills
may propose
changes in the
workflow
Risk
Manageme
nt
Transfer /
Resignation of
Any Team
Member
Risk
Manageme
nt
Response Action
Responsibility
Distribution as no new
User ID can be created
Development of
template for data
filebefore cutover
simulation. Userhas to
take ownership of
providing cleansed data.
Project Manager –
Business (Data File)
Such changes will be not
bepart of current
implementation. They
may have impact on
project timelines.
Business decision will be
pursued in such cases.
Project Manager –
Business (Data File)
Such changes will be not
be part of current
implementation. They
may have impact on
project timelines.
Business decision will be
pursued in such cases.
Project Manager –
Business (Data File)
Inclusion of extra
member in the team as
back-up and proper
documentation of the
project tasks
Project Steering
Committee (Project
Managers)
Functional Lead – IT
(Data Upload)
Functional Lead – IT
(Data Upload)
Functional Lead – IT
(Data Upload)
Project Manager –
Business (Business
Team)
Project Manager – IT
(IT Team)
17
Project Charter – SAP ISU IRB Automation
Risk
Response
Strategy
Response Action
Responsibility
Orgchartmaintai
nance
Risk
Manageme
nt
Business to ensure
proper / timely
maintainance of org
chart.
Project Manager Business
5.3 PProject Planning and Monitoring (Review Meetings)
This section defines the types of review meetings and reporting which will occur, their
purpose and frequency.
Regular meetings include:
1. Steering Committee – Once in a month or as and when required. The purpose is
to keep the track of the progress of the project and to resolve any issues that
cannot be resolved by the project team.
2. Project Team meetings – Project Manager, Functional and Business Leads will
meet on daily/weekly basis or as and when required. The purpose is to manage and
identify issues and to make prompt decisions on those issues.
5.4 Project Documentation
The project documentation will be place on shared folder on DMS server for quick
reference and review.
5.5 Knowledge Transfer
During the project, achieving knowledge transfer to Power/End User is an important goal
of the Project Team involved.Transfer of knowledge will occur:
1. This will occur particularly in the end user training sessions.
5.6 Testing Strategy
This testing strategy defines the requirements and goals of the SAP configuration,
determines the tools and methods used to check that the system responds correctly,
determines how and when the test will be performed and recommends how the approval
process should occur.
18
Project Charter – SAP ISU IRB Automation
There are different types of testing that occur during the project, and each plays a critical
role in the project’s ultimate success. The testing strategy includes:
Activity
Responsibility
Unit Testing( Workflows))
Technical team and Functional team
Integration testing
Functional Team/ Nominated Power Users
User Acceptance Testing
Business and Power Users
19
Project Charter
SAP ISU & CRM Implementation for IRB
AutomationProject Name
Project Charter – SAP ISU IRB Automation
Revision History
Revisio
n#
1.0
2.0
3.0
Revision
Date
31/12/2013
02/01/2014
06/01/2014
Summary
Changes
Prepared
Review
Changes
incorporated
of
Updated by
Kanwal Saeed
Abdul Nasir Khan
Kanwal Saeed
Distribution
This document has been distributed to:
Name
Title
Sign-Of
This document should be signed by:
Name/ Title
Signature
2
Project Charter – SAP ISU IRB Automation
Contents
1
Project Overview.................................................................................................. 5
1.1
Project Site..................................................................................................... 5
1.2
Scope of Work................................................................................................ 5
1.2.1
In Scope................................................................................................... 5
1.2.2
Prerequisites............................................................................................ 5
In order to complete the in scope project, following prerequisites will be required:
............................................................................................................................. 5
1.2.3
2
Out of Scope............................................................................................ 6
1.3
Project Goals and Objectives.........................................................................6
1.4
Benefits.......................................................................................................... 6
1.5
Critical Success factors................................................................................67
1.6
Project Assumptions & Constraints................................................................7
Project Organization & Roles................................................................................ 8
2.1
ProjectTeam Organization and Roles Definition..............................................8
2.1.1
Project Management Quality Advisor.......................................................8
2.1.2
Project Manager– IT.................................................................................8
2.1.3
Project Manager - Business....................................................................89
2.1.4
Project Functional Leads (DM, B&I, CRM)...............................................89
2.1.5
Technical Team Lead/ Members...............................................................9
2.1.6
Business Power Users.............................................................................. 9
2.2
Project Steering Committee...........................................................................9
3
Project Schedule............................................................................................. 1011
4
Project Implementation Methodology/ Key deliverables.................................1113
4.1
Proposed Implementation Strategy..........................................................1113
4.1.1
Project Preparation............................................................................ 1113
4.1.2
Business Blue Print............................................................................ 1113
4.1.3
Realization......................................................................................... 1113
4.1.4
Final Preparation................................................................................ 1214
3
Project Charter – SAP ISU IRB Automation
4.1.5
5
Go Live & Support.............................................................................. 1214
Project Management/ Implementation Standards & Procedures....................1315
5.1
Project Scope Change Management Plan.................................................1315
5.2
Risk Management.................................................................................... 1315
5.3
Project Planning and Monitoring (Review Meetings).................................1416
5.4
Project Documentation.............................................................................1416
5.5
Knowledge Transfer..................................................................................1517
5.6
Testing Strategy....................................................................................... 1517
4
Project Charter – SAP ISU IRB Automation
1 Project Overview
IRB standardization/automation across all IBCs according to premise/consumer type. It
will be applicable for ordinary residential, commercial, and agricultural direct-metered
customers.The project will cover following:
Automatic calculation of SIR units
IRB amount calculation
Workflow based approvals of SIRs based on IRB amount
Tracking of pending / not posted SIRs
Reports
1.1 Project Site
The site for carrying out the SAP ISU IRB Automation is:
The KESC ITG Office (Elander Road)
1.2 Scope of Work
1.2.1 In Scope
The scope of the project is divided into two phases:
Phase I
Automatic calculation of SIR units for ordinary residential, commercial, and
agricultural direct-metered customers
IRB amount calculation
Phase II
Workflow based approvals of SIRs based on IRB amount
Tracking of pending / not posted SIRs
Reports
The manual calculation of SIR units (exisxting functionality) will remain open for complex/
disputed cases.It will be tracked through reporting
1.2.2 Prerequisites
5
Project Charter – SAP ISU IRB Automation
In order to complete the in scope project, following prerequisites will be required:
Prerequisite
Load factor for the consumer
categories
SOP for IRB Code processing
Matrix for Approval policy of
detection bills
SOP for change in Load factor/
customer categories
Responsibility
Obaid Rehman - Delivered
Owais Ahmed Khan
Obaid Rehman - Delievered
Obaid Rehman – Any change will
be forwaded from DS/DF teams
to IT
1.2.3 Out of Scope
Following functionalities/business processes arepart of phase III, which is out of scope for
this project.
Process- Automatic processing of IRB amount within 10 days after SIR entry
o Automatic SIR posting
o Automatic IRB posting within 10 days
o SIR checks for holding and releasing SIRs
Report- Average monthly kWh consumption before and after detection
Report-Supervisory Diligence
Report-Supervisory Changes
Report-Inspector kWh Productivity
Report- “Held” IRBs
Report-Cancelled IRBs
1.3 Project Goals and Objectives
The overall goal of this project in accordance with the scope outlined above with following
key project goals and objectives:
To minimize the opportunity for employees to collaborate with and extort
money from customers during the site inspection and irregular billing (IRB)
process.
To minimize the man-hours expended and elapsed time for processing SIRs by
standardizing and automating the procedures.
6
Project Charter – SAP ISU IRB Automation
Provide an audit trail of all changes in IRB calculations by supervisor and
managers in order to detect patterns of collaboration with customers.
Monitoring the authorization of the calculated IRB.
Calculation is done through the system.
1.4 Benefits
The primary benefits resulting from this project are:
1. Standadized way of IRB calculation across all IBCs including PSC for ordinary
residential, commercial, and agricultural direct-metered customers(apart from
manual SIR calculation).
2. System based authorization/escalation of IRB’s approval.
3. Propoer tracking of pending or unposted SIRs will help the management to monitor
user’s KPI
1.5 Critical Success factors
Success for the SAP IRB Automation Project implementation is defined as follows:
1. As per best project management practices the implementation must be delivered
on time and with the functional scope defined and agreed.
2. Satisfactory knowledge transfer must take place from the project team to KESC
power users / end users.
3. The project team along with power users and key users must be identified from
start of the project. This will help in smooth transition to the new functionality.
4. All key users (identified) must be adequately trained prior to using or working with
the new system. The power users would further train the end-users internally to
get the fully trained and competent team.
1.6 Project Assumptions & Constraints
1. A Project Steering Committee will be formed to oversee progress and to provide
prompt resolution of project issues/disputes. This committee will have business and
ITG representation.
2. Project core team including power users for implementation to be formed for
smooth transition of system after the GO Live.
3. Project core team will finalize the approach, scope of services and work plan, and
team organizations / resource plan during the initial planning phase of the
implementation.
4. Any change in scope will be dealt as per procedure outlined in clause 5.1.
7
Project Charter – SAP ISU IRB Automation
5. All information and data required for the purposes of this implementation project
shall be provided within the required timeframe.
6. All policy decisions and project issues requiring resolution will be resolved by the
Project team, whenever possible, within 5 working days. Issues and decisions not
resolved by the team will be brought to the knowledge of Project Manager and if
required escalated to the steering committee for final resolution.
7. Project team will deliver training to power users (master trainers). Power users will
then be responsible for delivering end user training.
8. Business users will accomplish data cleansing and data extraction as per the
templates provided by Project Functional Lead.
8
Project Charter – SAP ISU IRB Automation
2
Project Organization & Roles
2.1 ProjectTeam Organization and Roles Definition
The Project Team will consist of following roles:
Project Management Quality
Advisor
Project Manager– IT
Project Manager - Business
Project Functional Leads/
Members (DM, B&I, CRM)
Abdul Nasir Khan
Kanwal Saeed
Obaid Rehman
DM Team: Syed Muhammad Shoaib
(Lead)
M.Ashfaq Memon( Member)
B&I Team: Owais Ahmed Khan
(Lead)
Mudassir Ali Siddiqui (Member)
Abish Asphandiar (Member)
Wokflow Facilitator: Wajiha Hafeez
(Lead)
Rayyan Bilwani (Member)
HCM Team: Salman Rauf (Org chart
maintainance)
Technical Team Lead/Members
Business Power Users
Lead: Amin Ullah
Members: Muhammad Asim Khan,
Hira Gulroo, Saad Ansari
Owais Kacka, Fareed Ahmed Rajput
Kindly provide the number of power
users required for the training
2.1.1 Project Management Quality Advisor
The Project Management Quality Advisor will be responsible for quality assurance of the
project documentation and adherence to ITG Project Mangement Framework
/implementation methodology.
2.1.2 Project Manager– IT
The Project Manager IT will have ownership (with the Project Manager - Business) of the
project deliverables and will provide day-to-day directions to the project team.He will also
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Project Charter – SAP ISU IRB Automation
be responsible for the definition of project scope, development and maintenance of the
project plan, resolution of issues, and communication of the project status to the Project
Stakeholders. Other activities include training schedule, attendance at Steering
Committees meetings, acquiring additional SAP trained resources etc.
In general, the Project Manager will provide overall project management for the
implementation as well as play an active role in the integration between the individual
team members.
The Project Manager must proactively anticipate project deviations and be responsible for
taking immediate corrective action. It will also be his responsibility to obtain an
understanding of the overall system business process integration in KESC’s environment.
2.1.3 Project Manager - Business
The Project Manager Business will have the ownership of the project from business side.
He will be responsible for work items/ WBS items specified in project plan.The Project
Manager- Business will have the responsibility to provide the current business processes
and the requirements of the project stakeholders It will be his responsibility to
communicate the changes that will be made in the business processes after the project
implementation to the project stakeholders and get their agreement on the same.
He will also be responsible for arranging the requirement gathering workshops, cleansed
data, nomination of power/end users and logistics for training etc.
2.1.4 Project Functional Leads (DM, B&I, CRM)
The Project Functional Lead will work with Project Business to identify the current and
future business processes, identify the gaps and document the same.
The Project Functional Lead willberesponsible for configuration and development of the
solution as per the design (i.e. To Be Document). It will be his responsibility to identify the
cross-module integration points, ensure the correct configuration, and provide resolution
of configuration/development issues.
The Functional Lead will also be responsible forresolution of issues, testing, training and
communication of the project status to the Project Manager.
The Functional Team Members will be responsible to configure the solution into the SAP
system as defined in the To Be document under the guidance and supervision of the
Functional Lead.
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Project Charter – SAP ISU IRB Automation
2.1.5 Technical Team Lead/ Members
The Technical Team Members (ABAP and BASIS) will work with the Functional Team to
implement/develop the functionalities of the solution as defined in the Technical
Specification/ RICEFW
2.1.6 Business Power Users
The Business power Users will be responsible for the gap analysis of the proposed
solution to the functional requirements and hence will be responsible for UAT.
2.2 Project Steering Committee
Chairman:
( Obaid to suggest )Moin Iqbal
Members:
1.
2.
3.
4.
Mr. Abdul Nasir Khan (Project Management Quality Advisor - IT)
Mr. Obaid Rehman (Project Manager - Business)
Ms. Kanwal Saeed (Project Manager – IT)
( nomination from Obaid) Mutahar Azhar
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Project Charter – SAP ISU IRB Automation
3 Project Schedule
Following is the high level project schedule:
Activity
Timeline
04th November, 2012 - 16th December,
2012
17th December, 2012 - 06th January,
2014
Project Preparation
Business Blueprint
Phase I
Realization
07thJanuary, 2014 - 02nd April, 2014
Final Preparation
03rd April, 2014 - 11thApril, 2014
Go-Live / Support
14thApril, 2014 - 28th April, 2014
Phase II
Realization
10thMarch, 2014 - 29thApril, 2014
Final Preparation
30thApril, 2014 - 09th May, 2014
Go-Live / Support
12th May, 2014 - 26thMay, 2014
Nov-13
High Level
Project Plan
Durati
on
(days)
4
8
Task/phases
Project Prep
Business Blue
1
1
1
5
1
8
2
2
Dec-13
2
5
2
9
2
6
9
1
3
1
6
2
0
2
3
2
7
Jan-13
3
0
3
6
1
0
1
3
1
7
2
0
2
4
Feb-13
2
7
3
1
7
1
0
1
4
180
31
15
PHASE I
12
1
7
2
1
Mar-1
2
4
2
8
3
7
1
0
1
4
1
7
2
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Project Charter – SAP ISU IRB Automation
Realization
Final Preparation
Go Live &
Support
61
7
11
PHASE II
Realization
Final Preparation
Go Live &
Support
36
8
11
4 Project Implementation Methodology/ Key deliverables
4.1 Proposed Implementation Strategy
The project will utilize the Accelerated SAP (ASAP) implementation process. Accelerated
SAP was built from SAP’s best implementation practices. The following is a brief outline of
the phases of Accelerated SAP:
4.1.1 Project Preparation
This phase will kick-off the project and will include the following deliverables:
Deliverable
Project Charter
Project Plan
Requirements / AS-IS
Document
Responsibility
Project Manager IT/
Business
Project Manager IT
Project Manager
Business
Review & Sign of
Responsibility
Project Team
Review & Sign of
4.1.2 Business Blue Print
Deliverable
Finalize BP Document
( To-Be)
Finalize RICEFW List
Testing/Training Strategy
Project Team
Project Team
4.1.3 Realization
In this phase, the system will be configured as defined in the blueprint. This phase will
include the following deliverables:
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Project Charter – SAP ISU IRB Automation
Deliverable
Base Line Configuration
Unit Testing
Final Configuration
Authorization Matrix
Finalization
ABAP Development
(RICEFW)
Integration Testing
Training Manual
Preparation
UAT
Cutover Plan Preparation
Responsibility
Functional Lead - IT
Functional Team Member
-IT
Functional Lead - IT
Project Manager
Business/ Functional
Lead / BASIS
Technical Team Members
Review & Sign of
Power User / Functional
Lead IT
Power User / Functional
LeadIT
Power User / End User
Project Manager IT/
Functional Lead / Project
Manager Business
4.1.4 Final Preparation
In this phase, the project team will prepare for implementation of the system. This phase
will include the following deliverables:
Deliverable
Cutover Plan Finalization
Data Cleansing /
Conversion
End User Training
Cutover Simulation
Responsibility
Project
Manager
IT/
Functional Lead IT /
Project
Manager
Business
Power User / Functional
Lead IT
Power User
Functional Lead IT /
Project
Manager
Business
Review & Sign of
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Project Charter – SAP ISU IRB Automation
4.1.5 Go Live & Support
In this phase, the project team will ensure that end-users needs are being met. Tasks in
this phase include:
Deliverable
Upload data into the
Production System
Data Validation /
Reconciliation
Issue Resolution /
Support
Responsibility
Functional Lead
Review & Sign of
Project Manager Business
Functional Lead IT/ Technical
Team
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Project Charter – SAP ISU IRB Automation
5
Project Management/ Implementation Standards &
Procedures
5.1 Project Scope Change Management Plan
The purpose of the Scope Change Management procedure is to control any additions,
deletions, or modifications to the scope of the project plan affecting cost, additional
resources or impacting schedules. All requests for changes must be evaluated and
approved (or disapproved) in order to control scope creep.
The steps required to change the project scope are as follows:
1. A project scope issue has been identified that will affect the scope of the project.
2. The issue originator fills out the SCRF (Scope Change Request Form), first
describing the proposed change and then enumerating the reasons for it. The SCRF
will be evaluated by the Project Manger, Functional and Business Leads.
3. Scope issues that cannot be agreed on and resolved at the PM/Lead level must be
escalated to the Steering Committee.
4. The Steering Committee will evaluate results of the investigation and will either
approve or reject the proposed change to the project.
5. Approvals of the proposed change at any level of the process require the Project
Manager to incorporate the change into the relevant project plan.
6. Scope changes resulting in any new RICEFW(i.e. Reports, Interfaces, Conversions
and Enhancements) need to be added to the RICEFWList and the Development
Team should be informed.
5.2 Risk Management
In a project of this nature, there are always risks. Management of these risks is a critical
factor in ensuring the success of the project. Below are listed a number of potential risks
and the strategy for managing and minimizing them.
Risk
Response
Strategy
Response Action
Responsibility
Provision of SAP
User ID’s for
Risk
Manageme
Rationalization of
existing SAP Users in
Project Manager –
Business
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Project Charter – SAP ISU IRB Automation
Risk
Response
Strategy
Users
nt
Clean, Audited
and Reconciled
Data for Data
Upload for Auto
Calculation of
SIR
Risk
Minimizatio
n
Any untested
billing scenario
or any sort of
NEPRA decision
in between may
have impact on
the
implementation
scope
Risk
Manageme
nt
Any change in
shared approval
policy for
detection bills
may propose
changes in the
workflow
Risk
Manageme
nt
Transfer /
Resignation of
Any Team
Member
Risk
Manageme
nt
Response Action
Responsibility
Distribution as no new
User ID can be created
Development of
template for data
filebefore cutover
simulation. Userhas to
take ownership of
providing cleansed data.
Project Manager –
Business (Data File)
Such changes will be not
bepart of current
implementation. They
may have impact on
project timelines.
Business decision will be
pursued in such cases.
Project Manager –
Business (Data File)
Such changes will be not
be part of current
implementation. They
may have impact on
project timelines.
Business decision will be
pursued in such cases.
Project Manager –
Business (Data File)
Inclusion of extra
member in the team as
back-up and proper
documentation of the
project tasks
Project Steering
Committee (Project
Managers)
Functional Lead – IT
(Data Upload)
Functional Lead – IT
(Data Upload)
Functional Lead – IT
(Data Upload)
Project Manager –
Business (Business
Team)
Project Manager – IT
(IT Team)
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Project Charter – SAP ISU IRB Automation
Risk
Response
Strategy
Response Action
Responsibility
Orgchartmaintai
nance
Risk
Manageme
nt
Business to ensure
proper / timely
maintainance of org
chart.
Project Manager Business
5.3 PProject Planning and Monitoring (Review Meetings)
This section defines the types of review meetings and reporting which will occur, their
purpose and frequency.
Regular meetings include:
1. Steering Committee – Once in a month or as and when required. The purpose is
to keep the track of the progress of the project and to resolve any issues that
cannot be resolved by the project team.
2. Project Team meetings – Project Manager, Functional and Business Leads will
meet on daily/weekly basis or as and when required. The purpose is to manage and
identify issues and to make prompt decisions on those issues.
5.4 Project Documentation
The project documentation will be place on shared folder on DMS server for quick
reference and review.
5.5 Knowledge Transfer
During the project, achieving knowledge transfer to Power/End User is an important goal
of the Project Team involved.Transfer of knowledge will occur:
1. This will occur particularly in the end user training sessions.
5.6 Testing Strategy
This testing strategy defines the requirements and goals of the SAP configuration,
determines the tools and methods used to check that the system responds correctly,
determines how and when the test will be performed and recommends how the approval
process should occur.
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Project Charter – SAP ISU IRB Automation
There are different types of testing that occur during the project, and each plays a critical
role in the project’s ultimate success. The testing strategy includes:
Activity
Responsibility
Unit Testing( Workflows))
Technical team and Functional team
Integration testing
Functional Team/ Nominated Power Users
User Acceptance Testing
Business and Power Users
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