Project Management Plan Contents and Templates
Content
Project Management Plan
For
-
<CUSTOMER> -
Revision 1.0
Customer - Project Manager
Vendor - Project Manager
Date 2014
Project Management Plan
Page ii
Table of Contents
1. Overview ................................................................................................................... 3
1.1. Project Purpose, Objectives, and Success Criteria ............................................ 3
1.2. Project Deliverables ........................................................................................... 3
1.3. Assumptions, Dependencies, and Constraints .................................................. 3
2. Project Organization ................................................................................................ 5
2.1. Team Structure .................................................................................................. 5
2.2. Roles and Responsibilities ................................................................................. 6
3. Managerial Process Plans ....................................................................................... 7
3.1. Staffing Plan ...................................................................................................... 7
3.2. End User Training Plan ...................................................................................... 8
3.3. Detailed Monitoring Plan .................................................................................... 9
3.4. Communication and Reporting Plan .................................................................. 9
3.5. Risk Management Plan .................................................................................... 12
3.6. Issue Resolution Plan ...................................................................................... 12
3.7. Project Close-Out Plan .................................................................................... 13
Appendix A – Project Plan ....................................................................................... 16
Appendix B – Detailed Monitoring Plan.................................................................... 17
Appendix C – Change Request Form ...................................................................... 18
Appendix D – Risk and Issue Management Templates ........................................... 19
Appendix E – Progress Reporting Template ............................................................ 21
Appendix F – Meeting Minutes Template................................................................. 24
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Project Management Plan
Page 3
1. Overview
The Company Intro in Brief
1.1. Project Purpose, Objectives, and Success Criteria
Project Purpose
The purpose of this project is to implement ERP - at <Customer>, which will help <CUSTOMER> to
improve its operational efficiency, enhance productivity and control over operations by adopting industries
best practices embedded in ERP business process. And to provide the project management tasks in
support of the overall project and the various phases of implementation.
Objectives and Success Criteria
The project covers the following high level objectives:
•
•
•
•
•
Process Improvement by implementing industry’s best practices
Improve administrative (cross functional) collaboration
Transfer user skill sets
Automated accounting rules and chart of accounts classifications
Implementation of <xyz Product>
- Financials
- Purchasing
- Inventory
- Sales Order Management
1.2. Project Deliverables
Following are the key deliverables of the project:
Deliverable
Project Preparation
ABC Execution
Validation & Acceptance
Testing
Post Execution Activities
Recipients
Delivery
Date
Delivery
Method
<CUSTOMER> Jan-11 2014 Memo for
confirmation /
Site Inspection
<CUSTOMER> Feb-22 2014 On Server
<CUSTOMER> Mar-02 2014 Acceptance
Certificate
<CUSTOMER> Mar-29 2014 On Test
Server /
Acceptance
Certificate
Comments
Task
Id
16
51
63
68
1.3. Assumptions, Dependencies, and Constraints
Assumptions
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Project Management Plan
•
•
•
•
•
•
•
•
•
•
•
•
•
Page 4
<CUSTOMER> shall provide proper working space and other resources to <VENDOR> team.
<CUSTOMER> shall provide timely response to information request and required approvals to
go-forward from <VENDOR> within 3 business days.
<CUSTOMER> shall provide the personnel / executive support and access as reasonably
requested by <VENDOR> to meet the identified timelines for this project
<CUSTOMER> shall ensure participation of its staff in the coordination meetings to ensure quick
decision making and timely approvals to avoid any project delays.
Any delay / operational hindrance in providing information and/or sign-off shall consequently
result in delay in the overall project and should not be included in the time line. This may have
material affect on the contract executed by <VENDOR> and <CUSTOMER>.
There shall be adequate involvement from IT and Business Management for interviews,
facilitation sessions, and project guidance and the involvement of key IT-Business liaisons to
gather the information required to perform the assignment.
<CUSTOMER> shall provide access to any work previously performed on related projects that
could be of use to <VENDOR> such as presentations, project schedules, BPR and business
plans, etc.
<CUSTOMER> shall provide access to documentation of processes and manuals, related
performance measures and any current state reports/studies.
<CUSTOMER> shall assign a full-time project manager to this project to assist with data
gathering, interviews and any other reasonable assistance required for this project
<CUSTOMER> project management office shall arrange the time and place with the interviewers
as per the project plan
<VENDOR> shall deploy its people in accordance with the project plan/Staffing Plan (2.3)
<CUSTOMER> will provide balances as of Mar-31 2014 for go-live activities.
Oracle System will go-live in April. <CUSTOMER> will run parallel system till Jun-30 2014 and
from Jul-01 2014 legacy system will be shutdown.
Dependencies
•
•
<VENDOR> team will be dependent on <CUSTOMER> team for information and the decisions
where needed.
<VENDOR> team deliverables will be dependent on <CUSTOMER> response i.e. document
acceptance / signoff.
Constraints
•
Availability of <CUSTOMER> SMEs
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2. Project Organization
2.1. Team Structure
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Project Management Plan
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2.2. Roles and Responsibilities
Project Director: is responsible for:
• Securing funds and resources for the project
• Participate in project planning (high level) and the development of the Project Management
Plan
• Serving as level 2 escalations for <CUSTOMER> .
• Provides support for the Project Manager; assists with major issues, problems, and policy
conflicts; removes obstacles; is active in planning the scope; approves scopes changes;
signs off on major deliverables; and signs off on approvals to proceed to each succeeding
project phase.
Solution Architect: is responsible for:
• Ensuring timely delivery of technical deliverables.
• Clearing hindrances/road blocks and ensuring timely availability of resources.
• Reviewing the project’s progress.
• Assist in project implementation to achieve the project objective.
• Identify risks and issues and help in resolutions.
Project Manager: is responsible for:
• Serving as the focal point for all communication between (CUSTOMER > and <VENDOR>.
• Track timelines, budgets, risks and monitor overall progress of the project.
• Serving as level 1 escalation for < CUSTOMER >.
• Providing regular updates to <CUSTOMER>and meeting with <CUSTOMER>PMO.
• Provisioning of signoffs on deliverables by Business/technical stakeholders.
• Assure speedy resolution to issues and provide guidance to the consultants.
Track Leads: is responsible for:
• Overseeing support resources and checking quality of deliverables.
• Interacting with senior <CUSTOMER>end users as required.
• Identify risks and issues and help in resolving them.
• Assure speedy resolution to issues and provide guidance to the consultants.
Consultants: are responsible for:
• Data gathering, entering setup data and executing the application.
• Resolving functional issues reported by < CUSTOMER>.
• Interacting with <CUSTOMER>Analysts and End Users to resolve issues.
• Logging service requests with Oracle support services.
Developer: is responsible for:
• Understanding the report development requirements of < CUSTOMER>.
• Developing customized reports
DBA/System Administrator: is responsible for:
• ERP Server Administration.
• Operation of Storage and Backup systems.
• Systems Patching.
• Running Oracle utilities such as adadmin and adpatch and backup/recovery.
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Project Management Plan
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Managerial Process Plans
2.3. Staffing Plan
<VENDOR> will allocate following team members to the implementation project:
<VENDOR> Team
Sr.
#
Resource Name
1
2
3
4
5
6
7
8
9
10
11
Role
Senior Solution
Architect/Manager
Project manager
Track Lead SCM
SCM Consultant
SCM Consultant
SCM Consultant
Track Lead Financials
Financials Consultant
Financials Consultant
DBA/System
Administrator
Developer
Cell #
Utilization Days
40%
35%
80%
30%
100%
70%
80%
100%
100%
24
21
49
18
61
43
49
61
61
20%
100%
12
61
<CUSTOMER> Team
Sr.
#
1
2
3
4
5
6
7
8
9
10
Resource Name
Role
Project Manager
Manager IT Infrastructure
Financials Support
SCM Support
Project Lead
Financials User
Financials User
Financials User
SCM User
SCM User
Cell #
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2.4. End User Training Plan
End user trainings will be conducted by <VENDOR> Functional consultants of implemented modules via
online workflows and videos that are available on the accelerator website. These training sessions will
equip the <CUSTOMER> team with the project methodology, solution overview, functionality and its
usage. Training will be provided to a maximum of 20 users and a maximum of 5 days session will be
allocated for Business User Training. The training schedule is as follows:
Sr. #
1
Activity
User Training (Financials & SCM)
Duration
5 days
Start Date
18-Mar-13
End Date
24-Mar-13
2.5. Training Plan
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Detailed Monitoring Plan
The Project Management Team is responsible for planning all project activities and ensuring that these
activities are completed within the targeted timeframes. To support this objective, the <VENDOR> Project
Manager will develop and maintain a Detailed Monitoring Plan (DMP), as outlined in Appendix B of this
document. (Work packages will be broken down into activities as project moves on in the DMP)
1. The <VENDOR> Project Manager will regularly update the Detailed Monitoring Plan. Following
each major update, these documents will be communicated to all project team members.
2. It is the responsibility of each functional team leader to communicate the status of activities listed
in the detailed monitoring plan and directly within their area of responsibility back to the
<VENDOR> Project Manager.
2.6. Communication and Reporting Plan
Change Management Procedure
<VENDOR> will also establish the Change Management Mechanism to be defined in the Project
Management Plan. If either Party requires a change to the initial Project scope, their representatives will
raise a formal “Change Request”. The change will be referred to as any requirement out of the initial
scope of the project. Change request procedure will comprise of following high level activities:
•
Written request with clear definition of change following the agreed upon process in place will be
initiated by the respective stakeholder
• Duly approved by project manager / or authorized representatives from each party Impact
analysis to be conducted by <VENDOR> Project Manager and concerned team (this must include
impact upon Scope, Schedule, Budget and Quality)
• Review and approval/rejection of the request based on the Impact Analysis by <VENDOR> team
• All changes will be recorded along with serial number
If changes are rejected, reason of rejection and its consequences shall be recorded. If changes are
accepted, Project Plan shall be amended in order to accommodate the approved change.
Escalation Procedure
The following escalation procedure will be followed to:
1. Level 1: If an issue is not resolved to the satisfaction of <CUSTOMER>, it will be escalated to the
<VENDOR> Project Manager by the <CUSTOMER> Project Manager.
2. Level 2: If an issue cannot be mutually resolved between the <VENDOR> Project Manager and
the <CUSTOMER> Project Manager, it will be raised to the level of Project Director for
<VENDOR>.
3. Level 3: If an issue cannot be resolved by the <VENDOR> Project Director, it will be escalated to
the <VENDOR> Country Manager and <CUSTOMER> CEO
Acceptance Procedure
Deliverable Acceptance Procedure
The following procedure will be followed on the submission of deliverable materials:
All Deliverable Materials submitted to <CUSTOMER> by <VENDOR> will be signed off by
<CUSTOMER> within three working days from the date of submission. If we did not receive any
comments / feedback, it is deemed as accepted. Once observation is rectified it will be
considered approved.
Unless written comments or objections are provided for any of the Deliverable Materials within the
same duration by <CUSTOMER>, such documents will be deemed to have been signed off and
accepted.
Where written comments are received by <VENDOR> within the stipulated timeframe, the
<VENDOR> Project Manager shall agree with the <CUSTOMER> Project Manager what
corrective actions need to be taken in order for the Deliverable to be deemed acceptable and
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Project Management Plan
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subject to the agreed changes the <CUSTOMER> team will accept the Deliverable on resubmittal. intervention
Reporting Plan
Each <VENDOR> Track-lead will submit a weekly progress report to the <VENDOR> Project Manager
using the Progress Status Report template shown in Appendix E: Progress Reporting Template
This report will record the:
Status of work performed during the last weeks;
Planned activities that were not achieved;
Planned activities for the coming weeks
Key issues currently being faced and the actions required to resolve these issues;
Progress according to milestones; and Key meetings attended.
Communication Plan
Following is the communication plan that would be used by both team to monitor and control the progress
of the project and ensure timely delivery of project deliverables:
Type of
Communication
Status Report
Communication
Schedule
Weekly
Typical
Communication
Mechanism
Team meeting
Members Meeting
Email and Personal
meetings
Responsible
team member
Project Managers
Email and change
control tool
Project Director
Project Director
Email
Project Review
Face to face
Steering Committee Every three week
Meeting
Risk Mitigation
As project
Status
progresses, we
would analyze and
eliminate risk
accordingly.
Requirement
As project
Changes
progresses, we
would analyze and
eliminate risk
accordingly.
Recipient
Project Managers <CUSTOMER>
Project Manager
<VENDOR>
<CUSTOMER> and
Project Manager <VENDOR> Project
Director
<VENDOR>
<VENDOR> Project
Project Manager Team
Project Directors Project Manager
Detailed Monitoring Weekly
Plan
Bi-weekly
Who Initiates
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Steering Committee Members
S. #
Members
Role
CEO
CFO
CIO
<CUSTOMER> Project Manager
< VENDOR> Project Manager
<CUCTOMER> Power User
<VENDOR> Project Director
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2.7. Risk Management Plan
Risks are formally identified by the project management team at the start of the project. Risk is
recorded in the Risk/Issue Record Form and listed on the Risk Register. During each subsequent
fortnightly project management meeting, the project management team will meet to review the
effectiveness of the management of the known risks, to identify any new risks and agree the
actions required to mitigate all risks.
At any stage during the course of the project, a project team member can identify a new risk.
Following discussion with the project manager, the identifier may be requested to define the risk
using the Risk/Issue Record Form presented in Appendix D: Risk and Issue Management
Templates
This must be immediately forwarded to the Team Project Manager.
The Project Manager will register the risk on the Risk and Issue Register and assign the next
sequential number to the Risk Record Form.
Risks will be formally discussed by the <CUSTOMER> and <VENDOR> project managers at
each fortnightly project management meeting or more frequently if necessary. During this meeting
each risk will be prioritized by assessing the:
1. Probability of the risk becoming an issue
2. Impact on the success of the project, should the risk become an issue.
Priority H
Will require actions to be performed immediately to mitigate the risk
Priority M
Will require actions to be performed as soon as possible, typically within 1
week.
Priority L
Will not require immediate or urgent action at this stage, but will still require
monitoring
Mitigating actions will be agreed by the Project Management Team, assigning a responsible person and a
target date for completing the action. The <VENDOR> Project Manager will record the assigned actions
and their status on the Agreed Action List
The <VENDOR> Project Manager will distribute the Agreed Action List to all project participants
following the project management meeting. Each person assigned a responsibility for performing
a risk mitigating action (the “responsible person”) will be required to complete the action before
the target completion date and communicate the status back to the “Accountable” person.
The responsible person will verify that the action has been completed, and will ensure that the
Agreed Action List is updated before the next project management meeting.
The Project Managers will review the risks listed within the Risk & Issue Register and Agreed Action List
on a fortnightly basis to ensure that risks are being managed and that agreed actions have been
completed.
2.8. Issue Resolution Plan
An issue can be noticed by any project team member or stakeholder external to the core project
team. All issues must be communicated immediately to the Project Management Team using the
Risk/Issue Report Form presented in Appendix D: Risk and Issue Management Templates
The <VENDOR> Project Manager will review the issue and assign it the next available serial
number in the Risk and Issue Register and will update the register with the details of the issue.
The Project Managers will meet fortnightly to formally review the project issues, or on an ad-hoc
basis depending on the nature and severity of the issue. During these discussions, they will
prioritize each issue as follows:
Priority H
Will require actions to be performed immediately to mitigate the risk
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Project Management Plan
Priority M
Will require actions to be performed urgently or as soon as possible,
typically within 1 week.
Priority L
Will not require immediate or urgent action at this stage, but will still
require monitoring
Page 13
Based on the priority of the issue, the project managers will agree on actions that need to be
taken and assign accountability and target completion dates to each action.
The <VENDOR> project manager will update the Action List and distribute to all project team
members following the fortnightly meeting, or issue specific actions on an ad-hoc basis as
necessary.
Each person assigned a responsibility for performing an action (the “responsible person”) will be
required to complete the action before the target completion date and communicate the status
back to the “accountable person”.
The person accountable will verify that the action has been completed, and will ensure that the
Agreed Action List and Issue Register are updated before the next project management meeting.
These updates will include capturing:
Change to the status of the action
Change to the status or priority of an issue
The date the issue was closed and the nature of the resolution
The Project Managers will review the Risk and Issue Register and Agreed Action List on a fortnightly
basis to ensure that risks are being managed and that agreed actions have been completed.
2.9. Project Close-Out Plan
The Project Review Meeting (PRM) will be convened by arrangement to review project compliance in an
assessment process for the project closure.
The project manager, project sponsor and the project business stakeholders all attend. The purpose of
the meeting is to:
Close out the project with the sponsor and stakeholders;
Communicate the change in project status to the project sponsor and business stakeholders;
Provide an orderly transition of the product from build to Go-Live; and
<VENDOR> Project Manager will publish an agenda at least one week in advance of the meeting
and invite project participants.
<VENDOR> Responsibilities
Ensure the Solution is Deployed on the Production Environment;
Ensure the end-user training is completed;
Lead Final Acceptance Testing during this Phase;
Schedule and conduct Project Implementation Review meeting; and
Prepare for project closure.
<CUSTOMER> Responsibilities
Be actively involved in the Go-Live phase;
Ensure that the provision and data entry of Live Transaction is being done in the system by
<CUSTOMER> staff; and
Monitor performance of the implemented solution.
<VENDOR> will provide a Project Closure Report to the <CUSTOMER> team as a result of this activity.
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Project Close-out Acceptance
This activity will be considered complete when <VENDOR> has delivered all Deliverable in section 1.2
and the solution is accepted by <CUSTOMER> team.
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Revision History
Name
Date
Dec-14 2014
Reason for Changes
initial draft
Version
1.0
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Appendix A – Project Plan
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Appendix B – Detailed Monitoring Plan
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Appendix C – Change Request Form
Completed by:
Change Request No:
Completed on (date):
Assigned by Project Manager
Change Title:
Source:
Status:
Raised, Under Review,
Under Analysis, Closed
Name of individual who
raised the change request
Priority:
Expected response time:
H/M/L
Change description (detailed if possible):
Change Analysis
Prepared by:
Prepared on:
Impact of change on the plan and resource requirements:
Expected costs & benefits of implementing the change (narrative) :
List of controlled items affected by the change:
Estimated effort to modify the controlled items:
Estimated Cost
Change decision:
Implement, Postpone, Reject
Decided by:
Date:
Justification:
Implementation assigned to:
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Appendix D – Risk and Issue Management Templates
Risk or Issue?
Choice of Risk or Issue
Risk ID:
Risk Title
Priority
Brief Description of Risk
Assigned by
Project Manager
Assigned by Project
Manager
H,M or L
Background
Describe the background to the risk or issue
Risk Description
Probability
Describe the risk or issue being faced
High
Moderate
Low
Impact if Risk becomes an Issue
Impact on 7 Keys
Y/N
Describe the consequence of the risk materializing, or the
consequences of the current issue being faced.
Stakeholders
Y/N
Business Benefit
Y/N
Work Schedule
Y/N
Team
Y/N
Moderate
Scope
Y/N
Low
Risk Mitigation
Y/N
Other
Y/N
Select which of the 7 Keys this is impacting on.
ID
Proposed Actions to Mitigate Risk
1
Propose what should be / is being done to mitigate the risk or resolve the issue,
indicating the date before which it should be completed
Impact
High
Date
2
Risk Control Record
Track:
Raised by:
Date:
Accepted by:
Date:
Closed by:
Date:
Additional
Comments:
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Project Management Plan
Risk /
Issue
ID
Page 20
Risk / Issue Title
Date
Raised
Assigned
to
Target
Complete
Revise
d Date
Probability
Impact
Status
Date
Closed
Priority
1
2
3
4
5
ID
Description of
Action
Track
Raise
d by
Responsible
Date
Raise
d
Current
Status
Date
Closed
Risk /
Issue
Priority
Comments
Days
Overdue
1
2
3
4
5
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Project Management Plan for <Customer>
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Appendix E – Progress Reporting Template
<CUSTOMER> Project Report
Period Covering:
Produced By :
<VENDOR> Project Manager
Distribution List
1. Results Last Period
Tasks completed and deliverables produced:
Please find below the accomplishments of the project team during the period specified above and tasks to
be accomplished in the following two weeks from XXXXX to XXXXXX
Tasks Completed/Started
* Key, P: prepared, D: Delivered or Conducted, A:
Approved, NR: Not required
Status
P
D
A
Project Management
Oracle Financials
Oracle Supply Chain
Technical
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Project Management Plan for <Customer>
Page 22
2. Planned deliverables next week
Planned
Completion
Tasks for the next two weeks
Responsibility
/ Comments
Project Management
Financials
Supply Chain
Technical
3. Issues and risks that can be handled within the project
Issues Identified, Impact & Resolution:
Issues Identified
Issues Register
Impact
Status
Resolution
Please refer the attached Risks & Issues Register
Impact: MAJOR, SIGINIFICANT, AND MINOR
4. Progress according to milestones
Overall status:
Milestone Name
Baseline
Date
Current
Planned
Date
Actual Date
Current
Status
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Project Management Plan for <Customer>
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5. Key Meetings attended this week
Details of Meetings / Workshop
SL.
NO. Track
Process Area
Meeting/
Workshop
Date
Meeting /
Workshop
Status
1
2
3
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Project Management Plan for <Customer>
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Appendix F – Meeting Minutes Template
Meeting Details
Objective:
Date:
Location:
Time:
Track:
Participants:
<CUSTOMER> Participants
Name
Role
<VENDOR> Participants
Name
Role
Objectives:
Meeting Agenda:
Item
1
2
3
Topic
Start Time
Duration
End Time:
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Project Management Plan for <Customer>
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Meeting Minutes
No
1
2
3
Discussion Topic / Key Decisions made
Responsibility
Agreed Actions:
No.
1
2
3
Description of Action
Responsibility
Completion Date
Other Notes:
Attachments:
25
For
-
<CUSTOMER> -
Revision 1.0
Customer - Project Manager
Vendor - Project Manager
Date 2014
Project Management Plan
Page ii
Table of Contents
1. Overview ................................................................................................................... 3
1.1. Project Purpose, Objectives, and Success Criteria ............................................ 3
1.2. Project Deliverables ........................................................................................... 3
1.3. Assumptions, Dependencies, and Constraints .................................................. 3
2. Project Organization ................................................................................................ 5
2.1. Team Structure .................................................................................................. 5
2.2. Roles and Responsibilities ................................................................................. 6
3. Managerial Process Plans ....................................................................................... 7
3.1. Staffing Plan ...................................................................................................... 7
3.2. End User Training Plan ...................................................................................... 8
3.3. Detailed Monitoring Plan .................................................................................... 9
3.4. Communication and Reporting Plan .................................................................. 9
3.5. Risk Management Plan .................................................................................... 12
3.6. Issue Resolution Plan ...................................................................................... 12
3.7. Project Close-Out Plan .................................................................................... 13
Appendix A – Project Plan ....................................................................................... 16
Appendix B – Detailed Monitoring Plan.................................................................... 17
Appendix C – Change Request Form ...................................................................... 18
Appendix D – Risk and Issue Management Templates ........................................... 19
Appendix E – Progress Reporting Template ............................................................ 21
Appendix F – Meeting Minutes Template................................................................. 24
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1. Overview
The Company Intro in Brief
1.1. Project Purpose, Objectives, and Success Criteria
Project Purpose
The purpose of this project is to implement ERP - at <Customer>, which will help <CUSTOMER> to
improve its operational efficiency, enhance productivity and control over operations by adopting industries
best practices embedded in ERP business process. And to provide the project management tasks in
support of the overall project and the various phases of implementation.
Objectives and Success Criteria
The project covers the following high level objectives:
•
•
•
•
•
Process Improvement by implementing industry’s best practices
Improve administrative (cross functional) collaboration
Transfer user skill sets
Automated accounting rules and chart of accounts classifications
Implementation of <xyz Product>
- Financials
- Purchasing
- Inventory
- Sales Order Management
1.2. Project Deliverables
Following are the key deliverables of the project:
Deliverable
Project Preparation
ABC Execution
Validation & Acceptance
Testing
Post Execution Activities
Recipients
Delivery
Date
Delivery
Method
<CUSTOMER> Jan-11 2014 Memo for
confirmation /
Site Inspection
<CUSTOMER> Feb-22 2014 On Server
<CUSTOMER> Mar-02 2014 Acceptance
Certificate
<CUSTOMER> Mar-29 2014 On Test
Server /
Acceptance
Certificate
Comments
Task
Id
16
51
63
68
1.3. Assumptions, Dependencies, and Constraints
Assumptions
3
Project Management Plan
•
•
•
•
•
•
•
•
•
•
•
•
•
Page 4
<CUSTOMER> shall provide proper working space and other resources to <VENDOR> team.
<CUSTOMER> shall provide timely response to information request and required approvals to
go-forward from <VENDOR> within 3 business days.
<CUSTOMER> shall provide the personnel / executive support and access as reasonably
requested by <VENDOR> to meet the identified timelines for this project
<CUSTOMER> shall ensure participation of its staff in the coordination meetings to ensure quick
decision making and timely approvals to avoid any project delays.
Any delay / operational hindrance in providing information and/or sign-off shall consequently
result in delay in the overall project and should not be included in the time line. This may have
material affect on the contract executed by <VENDOR> and <CUSTOMER>.
There shall be adequate involvement from IT and Business Management for interviews,
facilitation sessions, and project guidance and the involvement of key IT-Business liaisons to
gather the information required to perform the assignment.
<CUSTOMER> shall provide access to any work previously performed on related projects that
could be of use to <VENDOR> such as presentations, project schedules, BPR and business
plans, etc.
<CUSTOMER> shall provide access to documentation of processes and manuals, related
performance measures and any current state reports/studies.
<CUSTOMER> shall assign a full-time project manager to this project to assist with data
gathering, interviews and any other reasonable assistance required for this project
<CUSTOMER> project management office shall arrange the time and place with the interviewers
as per the project plan
<VENDOR> shall deploy its people in accordance with the project plan/Staffing Plan (2.3)
<CUSTOMER> will provide balances as of Mar-31 2014 for go-live activities.
Oracle System will go-live in April. <CUSTOMER> will run parallel system till Jun-30 2014 and
from Jul-01 2014 legacy system will be shutdown.
Dependencies
•
•
<VENDOR> team will be dependent on <CUSTOMER> team for information and the decisions
where needed.
<VENDOR> team deliverables will be dependent on <CUSTOMER> response i.e. document
acceptance / signoff.
Constraints
•
Availability of <CUSTOMER> SMEs
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2. Project Organization
2.1. Team Structure
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2.2. Roles and Responsibilities
Project Director: is responsible for:
• Securing funds and resources for the project
• Participate in project planning (high level) and the development of the Project Management
Plan
• Serving as level 2 escalations for <CUSTOMER> .
• Provides support for the Project Manager; assists with major issues, problems, and policy
conflicts; removes obstacles; is active in planning the scope; approves scopes changes;
signs off on major deliverables; and signs off on approvals to proceed to each succeeding
project phase.
Solution Architect: is responsible for:
• Ensuring timely delivery of technical deliverables.
• Clearing hindrances/road blocks and ensuring timely availability of resources.
• Reviewing the project’s progress.
• Assist in project implementation to achieve the project objective.
• Identify risks and issues and help in resolutions.
Project Manager: is responsible for:
• Serving as the focal point for all communication between (CUSTOMER > and <VENDOR>.
• Track timelines, budgets, risks and monitor overall progress of the project.
• Serving as level 1 escalation for < CUSTOMER >.
• Providing regular updates to <CUSTOMER>and meeting with <CUSTOMER>PMO.
• Provisioning of signoffs on deliverables by Business/technical stakeholders.
• Assure speedy resolution to issues and provide guidance to the consultants.
Track Leads: is responsible for:
• Overseeing support resources and checking quality of deliverables.
• Interacting with senior <CUSTOMER>end users as required.
• Identify risks and issues and help in resolving them.
• Assure speedy resolution to issues and provide guidance to the consultants.
Consultants: are responsible for:
• Data gathering, entering setup data and executing the application.
• Resolving functional issues reported by < CUSTOMER>.
• Interacting with <CUSTOMER>Analysts and End Users to resolve issues.
• Logging service requests with Oracle support services.
Developer: is responsible for:
• Understanding the report development requirements of < CUSTOMER>.
• Developing customized reports
DBA/System Administrator: is responsible for:
• ERP Server Administration.
• Operation of Storage and Backup systems.
• Systems Patching.
• Running Oracle utilities such as adadmin and adpatch and backup/recovery.
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Managerial Process Plans
2.3. Staffing Plan
<VENDOR> will allocate following team members to the implementation project:
<VENDOR> Team
Sr.
#
Resource Name
1
2
3
4
5
6
7
8
9
10
11
Role
Senior Solution
Architect/Manager
Project manager
Track Lead SCM
SCM Consultant
SCM Consultant
SCM Consultant
Track Lead Financials
Financials Consultant
Financials Consultant
DBA/System
Administrator
Developer
Cell #
Utilization Days
40%
35%
80%
30%
100%
70%
80%
100%
100%
24
21
49
18
61
43
49
61
61
20%
100%
12
61
<CUSTOMER> Team
Sr.
#
1
2
3
4
5
6
7
8
9
10
Resource Name
Role
Project Manager
Manager IT Infrastructure
Financials Support
SCM Support
Project Lead
Financials User
Financials User
Financials User
SCM User
SCM User
Cell #
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2.4. End User Training Plan
End user trainings will be conducted by <VENDOR> Functional consultants of implemented modules via
online workflows and videos that are available on the accelerator website. These training sessions will
equip the <CUSTOMER> team with the project methodology, solution overview, functionality and its
usage. Training will be provided to a maximum of 20 users and a maximum of 5 days session will be
allocated for Business User Training. The training schedule is as follows:
Sr. #
1
Activity
User Training (Financials & SCM)
Duration
5 days
Start Date
18-Mar-13
End Date
24-Mar-13
2.5. Training Plan
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Detailed Monitoring Plan
The Project Management Team is responsible for planning all project activities and ensuring that these
activities are completed within the targeted timeframes. To support this objective, the <VENDOR> Project
Manager will develop and maintain a Detailed Monitoring Plan (DMP), as outlined in Appendix B of this
document. (Work packages will be broken down into activities as project moves on in the DMP)
1. The <VENDOR> Project Manager will regularly update the Detailed Monitoring Plan. Following
each major update, these documents will be communicated to all project team members.
2. It is the responsibility of each functional team leader to communicate the status of activities listed
in the detailed monitoring plan and directly within their area of responsibility back to the
<VENDOR> Project Manager.
2.6. Communication and Reporting Plan
Change Management Procedure
<VENDOR> will also establish the Change Management Mechanism to be defined in the Project
Management Plan. If either Party requires a change to the initial Project scope, their representatives will
raise a formal “Change Request”. The change will be referred to as any requirement out of the initial
scope of the project. Change request procedure will comprise of following high level activities:
•
Written request with clear definition of change following the agreed upon process in place will be
initiated by the respective stakeholder
• Duly approved by project manager / or authorized representatives from each party Impact
analysis to be conducted by <VENDOR> Project Manager and concerned team (this must include
impact upon Scope, Schedule, Budget and Quality)
• Review and approval/rejection of the request based on the Impact Analysis by <VENDOR> team
• All changes will be recorded along with serial number
If changes are rejected, reason of rejection and its consequences shall be recorded. If changes are
accepted, Project Plan shall be amended in order to accommodate the approved change.
Escalation Procedure
The following escalation procedure will be followed to:
1. Level 1: If an issue is not resolved to the satisfaction of <CUSTOMER>, it will be escalated to the
<VENDOR> Project Manager by the <CUSTOMER> Project Manager.
2. Level 2: If an issue cannot be mutually resolved between the <VENDOR> Project Manager and
the <CUSTOMER> Project Manager, it will be raised to the level of Project Director for
<VENDOR>.
3. Level 3: If an issue cannot be resolved by the <VENDOR> Project Director, it will be escalated to
the <VENDOR> Country Manager and <CUSTOMER> CEO
Acceptance Procedure
Deliverable Acceptance Procedure
The following procedure will be followed on the submission of deliverable materials:
All Deliverable Materials submitted to <CUSTOMER> by <VENDOR> will be signed off by
<CUSTOMER> within three working days from the date of submission. If we did not receive any
comments / feedback, it is deemed as accepted. Once observation is rectified it will be
considered approved.
Unless written comments or objections are provided for any of the Deliverable Materials within the
same duration by <CUSTOMER>, such documents will be deemed to have been signed off and
accepted.
Where written comments are received by <VENDOR> within the stipulated timeframe, the
<VENDOR> Project Manager shall agree with the <CUSTOMER> Project Manager what
corrective actions need to be taken in order for the Deliverable to be deemed acceptable and
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subject to the agreed changes the <CUSTOMER> team will accept the Deliverable on resubmittal. intervention
Reporting Plan
Each <VENDOR> Track-lead will submit a weekly progress report to the <VENDOR> Project Manager
using the Progress Status Report template shown in Appendix E: Progress Reporting Template
This report will record the:
Status of work performed during the last weeks;
Planned activities that were not achieved;
Planned activities for the coming weeks
Key issues currently being faced and the actions required to resolve these issues;
Progress according to milestones; and Key meetings attended.
Communication Plan
Following is the communication plan that would be used by both team to monitor and control the progress
of the project and ensure timely delivery of project deliverables:
Type of
Communication
Status Report
Communication
Schedule
Weekly
Typical
Communication
Mechanism
Team meeting
Members Meeting
Email and Personal
meetings
Responsible
team member
Project Managers
Email and change
control tool
Project Director
Project Director
Project Review
Face to face
Steering Committee Every three week
Meeting
Risk Mitigation
As project
Status
progresses, we
would analyze and
eliminate risk
accordingly.
Requirement
As project
Changes
progresses, we
would analyze and
eliminate risk
accordingly.
Recipient
Project Managers <CUSTOMER>
Project Manager
<VENDOR>
<CUSTOMER> and
Project Manager <VENDOR> Project
Director
<VENDOR>
<VENDOR> Project
Project Manager Team
Project Directors Project Manager
Detailed Monitoring Weekly
Plan
Bi-weekly
Who Initiates
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Steering Committee Members
S. #
Members
Role
CEO
CFO
CIO
<CUSTOMER> Project Manager
< VENDOR> Project Manager
<CUCTOMER> Power User
<VENDOR> Project Director
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2.7. Risk Management Plan
Risks are formally identified by the project management team at the start of the project. Risk is
recorded in the Risk/Issue Record Form and listed on the Risk Register. During each subsequent
fortnightly project management meeting, the project management team will meet to review the
effectiveness of the management of the known risks, to identify any new risks and agree the
actions required to mitigate all risks.
At any stage during the course of the project, a project team member can identify a new risk.
Following discussion with the project manager, the identifier may be requested to define the risk
using the Risk/Issue Record Form presented in Appendix D: Risk and Issue Management
Templates
This must be immediately forwarded to the Team Project Manager.
The Project Manager will register the risk on the Risk and Issue Register and assign the next
sequential number to the Risk Record Form.
Risks will be formally discussed by the <CUSTOMER> and <VENDOR> project managers at
each fortnightly project management meeting or more frequently if necessary. During this meeting
each risk will be prioritized by assessing the:
1. Probability of the risk becoming an issue
2. Impact on the success of the project, should the risk become an issue.
Priority H
Will require actions to be performed immediately to mitigate the risk
Priority M
Will require actions to be performed as soon as possible, typically within 1
week.
Priority L
Will not require immediate or urgent action at this stage, but will still require
monitoring
Mitigating actions will be agreed by the Project Management Team, assigning a responsible person and a
target date for completing the action. The <VENDOR> Project Manager will record the assigned actions
and their status on the Agreed Action List
The <VENDOR> Project Manager will distribute the Agreed Action List to all project participants
following the project management meeting. Each person assigned a responsibility for performing
a risk mitigating action (the “responsible person”) will be required to complete the action before
the target completion date and communicate the status back to the “Accountable” person.
The responsible person will verify that the action has been completed, and will ensure that the
Agreed Action List is updated before the next project management meeting.
The Project Managers will review the risks listed within the Risk & Issue Register and Agreed Action List
on a fortnightly basis to ensure that risks are being managed and that agreed actions have been
completed.
2.8. Issue Resolution Plan
An issue can be noticed by any project team member or stakeholder external to the core project
team. All issues must be communicated immediately to the Project Management Team using the
Risk/Issue Report Form presented in Appendix D: Risk and Issue Management Templates
The <VENDOR> Project Manager will review the issue and assign it the next available serial
number in the Risk and Issue Register and will update the register with the details of the issue.
The Project Managers will meet fortnightly to formally review the project issues, or on an ad-hoc
basis depending on the nature and severity of the issue. During these discussions, they will
prioritize each issue as follows:
Priority H
Will require actions to be performed immediately to mitigate the risk
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Project Management Plan
Priority M
Will require actions to be performed urgently or as soon as possible,
typically within 1 week.
Priority L
Will not require immediate or urgent action at this stage, but will still
require monitoring
Page 13
Based on the priority of the issue, the project managers will agree on actions that need to be
taken and assign accountability and target completion dates to each action.
The <VENDOR> project manager will update the Action List and distribute to all project team
members following the fortnightly meeting, or issue specific actions on an ad-hoc basis as
necessary.
Each person assigned a responsibility for performing an action (the “responsible person”) will be
required to complete the action before the target completion date and communicate the status
back to the “accountable person”.
The person accountable will verify that the action has been completed, and will ensure that the
Agreed Action List and Issue Register are updated before the next project management meeting.
These updates will include capturing:
Change to the status of the action
Change to the status or priority of an issue
The date the issue was closed and the nature of the resolution
The Project Managers will review the Risk and Issue Register and Agreed Action List on a fortnightly
basis to ensure that risks are being managed and that agreed actions have been completed.
2.9. Project Close-Out Plan
The Project Review Meeting (PRM) will be convened by arrangement to review project compliance in an
assessment process for the project closure.
The project manager, project sponsor and the project business stakeholders all attend. The purpose of
the meeting is to:
Close out the project with the sponsor and stakeholders;
Communicate the change in project status to the project sponsor and business stakeholders;
Provide an orderly transition of the product from build to Go-Live; and
<VENDOR> Project Manager will publish an agenda at least one week in advance of the meeting
and invite project participants.
<VENDOR> Responsibilities
Ensure the Solution is Deployed on the Production Environment;
Ensure the end-user training is completed;
Lead Final Acceptance Testing during this Phase;
Schedule and conduct Project Implementation Review meeting; and
Prepare for project closure.
<CUSTOMER> Responsibilities
Be actively involved in the Go-Live phase;
Ensure that the provision and data entry of Live Transaction is being done in the system by
<CUSTOMER> staff; and
Monitor performance of the implemented solution.
<VENDOR> will provide a Project Closure Report to the <CUSTOMER> team as a result of this activity.
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Project Close-out Acceptance
This activity will be considered complete when <VENDOR> has delivered all Deliverable in section 1.2
and the solution is accepted by <CUSTOMER> team.
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Revision History
Name
Date
Dec-14 2014
Reason for Changes
initial draft
Version
1.0
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Appendix A – Project Plan
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Appendix B – Detailed Monitoring Plan
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Appendix C – Change Request Form
Completed by:
Change Request No:
Completed on (date):
Assigned by Project Manager
Change Title:
Source:
Status:
Raised, Under Review,
Under Analysis, Closed
Name of individual who
raised the change request
Priority:
Expected response time:
H/M/L
Change description (detailed if possible):
Change Analysis
Prepared by:
Prepared on:
Impact of change on the plan and resource requirements:
Expected costs & benefits of implementing the change (narrative) :
List of controlled items affected by the change:
Estimated effort to modify the controlled items:
Estimated Cost
Change decision:
Implement, Postpone, Reject
Decided by:
Date:
Justification:
Implementation assigned to:
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Appendix D – Risk and Issue Management Templates
Risk or Issue?
Choice of Risk or Issue
Risk ID:
Risk Title
Priority
Brief Description of Risk
Assigned by
Project Manager
Assigned by Project
Manager
H,M or L
Background
Describe the background to the risk or issue
Risk Description
Probability
Describe the risk or issue being faced
High
Moderate
Low
Impact if Risk becomes an Issue
Impact on 7 Keys
Y/N
Describe the consequence of the risk materializing, or the
consequences of the current issue being faced.
Stakeholders
Y/N
Business Benefit
Y/N
Work Schedule
Y/N
Team
Y/N
Moderate
Scope
Y/N
Low
Risk Mitigation
Y/N
Other
Y/N
Select which of the 7 Keys this is impacting on.
ID
Proposed Actions to Mitigate Risk
1
Propose what should be / is being done to mitigate the risk or resolve the issue,
indicating the date before which it should be completed
Impact
High
Date
2
Risk Control Record
Track:
Raised by:
Date:
Accepted by:
Date:
Closed by:
Date:
Additional
Comments:
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Risk /
Issue
ID
Page 20
Risk / Issue Title
Date
Raised
Assigned
to
Target
Complete
Revise
d Date
Probability
Impact
Status
Date
Closed
Priority
1
2
3
4
5
ID
Description of
Action
Track
Raise
d by
Responsible
Date
Raise
d
Current
Status
Date
Closed
Risk /
Issue
Priority
Comments
Days
Overdue
1
2
3
4
5
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Appendix E – Progress Reporting Template
<CUSTOMER> Project Report
Period Covering:
Produced By :
<VENDOR> Project Manager
Distribution List
1. Results Last Period
Tasks completed and deliverables produced:
Please find below the accomplishments of the project team during the period specified above and tasks to
be accomplished in the following two weeks from XXXXX to XXXXXX
Tasks Completed/Started
* Key, P: prepared, D: Delivered or Conducted, A:
Approved, NR: Not required
Status
P
D
A
Project Management
Oracle Financials
Oracle Supply Chain
Technical
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Project Management Plan for <Customer>
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2. Planned deliverables next week
Planned
Completion
Tasks for the next two weeks
Responsibility
/ Comments
Project Management
Financials
Supply Chain
Technical
3. Issues and risks that can be handled within the project
Issues Identified, Impact & Resolution:
Issues Identified
Issues Register
Impact
Status
Resolution
Please refer the attached Risks & Issues Register
Impact: MAJOR, SIGINIFICANT, AND MINOR
4. Progress according to milestones
Overall status:
Milestone Name
Baseline
Date
Current
Planned
Date
Actual Date
Current
Status
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5. Key Meetings attended this week
Details of Meetings / Workshop
SL.
NO. Track
Process Area
Meeting/
Workshop
Date
Meeting /
Workshop
Status
1
2
3
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Appendix F – Meeting Minutes Template
Meeting Details
Objective:
Date:
Location:
Time:
Track:
Participants:
<CUSTOMER> Participants
Name
Role
<VENDOR> Participants
Name
Role
Objectives:
Meeting Agenda:
Item
1
2
3
Topic
Start Time
Duration
End Time:
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Meeting Minutes
No
1
2
3
Discussion Topic / Key Decisions made
Responsibility
Agreed Actions:
No.
1
2
3
Description of Action
Responsibility
Completion Date
Other Notes:
Attachments:
25
